[Module 4] Key issues and principles of sustainable MSWM

1. [Module 4] Key issues and principles of sustainable MSWM

2. Can it be framed around technology only? For whom is the waste managed? How can conflicting ideas and claims be dealt with Who is responsible for planning the system and creating it? Who operates it? Who maintains it? Who pays for it? Who uses it? Who owns it? How do you manage a solid waste management system? Nowadays we have to ask other important questions – Which ones ?

3. How do you manage a solid waste management system? Planning Management Usingbestpracticeexamplesto promote solutions Inclusionofstakeholders Compile a personal work plan Prepare a report on theoutcomesofthetraining Financing Institutionalframework

4. Strategic planning of integrated MSWM • Strategic planning is a systematic process of • envisioning a desired future, and • translating this vision into broadly defined goals or objectives, and • a sequence of steps to achieve them.

5. Strategic planning of integrated MSWM – the process stakeholder - consensusbuilding Integratestrategicaspects Integratefunctionalelements 1. Mobilisetheplanningprocess Governanceandinstitutionalframework 2. Definebaseline Financial sustainability 3. Establishstrategicplanningframework Delegation / Regional approach Technology options 4. Identifyandevaluateoptions Stakeholderparticipation Capacitybuilding 5. Developstrategy Awarenessgeneration & behaviouralchange 6. Prepareaction plan update 7. Implementthestrategic plan

6. Planning of integrated MSWM – Understand the context Content ofthe plan • Framework & context • Strategy for collection, storage and transportation • Strategy for treatment and disposal • Strategy for waste reduction • Institutional and organizational setup • Strategy for financing and cost recovery • Strategy for building public awareness and education Framework conditions Localconditions Localobjectives Technical options Implementation strategy and Plan http://origin-ars.els-cdn.com/content/image/1-s2.0-S0956053X13000032-gr2.jpg

7. Planning of integrated MSWM – City Sanitation Task Force as responsible body • Agenciesdirectlyresponsible • Repres. fromeducationalandculturalsector Who is involved? • Agenciesindirectlyinvolved • Repres. from formal and informal companies • Re-pres. fromcivilsociety / communities • City Sanitation Task Force • Repres. fromUnions • Eminent individualsandpracticioners • NGOs working in relevant sectors • Repres. from private sector • Repres. ofhigherlevelsofGovt.

8. Planning of integrated MSWM – City Sanitation Task Force as responsible body • LaunchingMSWM Campaign Responsible for • Recommend permanent respon-sibilities • Generating awareness • City Sanitation Task Force • Overall guidance to implementing agency • Approval of project documents and reports e.g. Municipal Corporation • ApprovingtheMSWM-Plan • Communi-cationofprogress • Field visits to supervise progress

9. Exemplary planning issues Wastequantifi-cation Regional apporach Planningoftransferstations

10. Quantification of waste • Input for assessment of required capacities and services Why? • Amount of waste generated within the municipality (per type / per day / per year) • Spatial distribution of waste generated • Composition of waste generated What? http://www.iswa2012.org/wp-content/uploads/2012/03/garbage-india.jpg • Rough estimation as per average waste production and composition as a function of city and ward size • Identification and location of generators of specific wastes or bulk waste (commerce, institutions, hotels, restaurants, etc.) • Application of specific methods as described in MoUD technical manuals How?

11. Quantification of waste

12. Regional approach What Is Regionalization ? • Regionalization refers to bundling of the waste disposal needs of several towns/cities and tackling the problem of all of them through creation of one regional facility • A partnership between Urban Local Bodies

13. Optimization of waste transfer – best practice example Status quo • 70 square kilometres city area; • 1000 tonnes of waste per day; • landfill 40km east of the city; • severe traffic congestions in the city restricting the hours of collection. • 125 trucks (plus standby vehicles), • 125 drivers and • 500 loaders. • vehicle costs: 8,750,000 $ • total staff: 625 Option 1: Large transferstation Collection system requires: • 63 collection vehicles (plus standby vehicles), • 63 drivers and • 250 loaders. Transfer system requires: • 22 trucks, (plus standby vehicles), • 22 drivers and • 22 drivers’ assistants • vehicle costs: 6,230,000 $ • total staff: 379 Source: Solid Waste Management in the World’s Cities, UN-Habitat (2010), page 90

14. Optimization of waste transfer – best practice example Option 2: 12 smalltransferstations Each SRS requires collection system: • 12 handcarts and tricycles collect 8 tonnes per day within a 0.5km radius of the STS (one crew). • 8 three-wheelers (1.5-cubic-metre Tuctucs) collect 40 tonnes per day within a 1.5km radius (one crew). • 5 3-cubic-metre tipping trucks collect 40 tonnes per day within a 3km radius (two crews) (each of the above vehicles will require backup vehicles to allow for breakdowns) Transfer vehicles for 12 STS requires: • Transfer vehicles: 12 work two shifts with 24 drivers and 24 assistants. • Handcarts and tricycles: 12 X 12 = 144 with 144 loaders. • Three-wheelers: 12 X 8 = 96 with 96 unskilled driver/loaders. • Small tippers: 60 with 60 drivers and 60 loaders. • Total labour requirements: 84 drivers and 324 unskilled workers. Total requirements • vehicle costs: 3,088,000 $ • total staff: 372

15. Municipality D Collection Municipality A Collection Municipality B Collection Municipality C Collection Regional approach Joint Transportation Why? Joint TreatmentFacility • Treatment and disposal exceed technical and financial capacities • No land available • Economy of scale • more attractive for private sector Joint DisposalFacility Organisational set-up Framework • Lead by State Government • Lead by Authority • Competitive biding of Private Partners • Each ULB has responsibility for its part • Delegation of responsibility • Partners ensure efficiency jointly • Reliable and sound cost sharing • Sanctity of contracts

16. Regional approach moreefficientuseofland Advantages higherefficiencyofcosts

17. Efficient use of land Figure showing landfill area (plan) local landfill 3 Acrelocal landfill • Height of landfill up to bund is 1.5 m • above bund is 3 m • excavation depth is 1.1 m 11 Acreregional landfill • waste going to landfill is 20 tpd • landfill is designed for 3 years regional landfill • Height of landfill up to bund is 1.5 m • above bund is 15 m • excavation depth is 1.1 m • Waste going to landfill is 200 tpd • landfill is designed for 3 years four times the area can dispose 10 times amount of waste !

18. Cost efficiency in INR per ton of waste Site development Construction Equipment Operation andmaintenance local landfill20 tpd Rs. 39.83 / ton Rs. 579.00 /ton Rs. 188.00 / ton regional landfill 200 tpd Rs. 4.06 / ton Rs. 135.00 / ton Rs. 25.34 / ton cost efficiency 20 tpd landfill is 9.8 times costlier 20 tpd landfill is 4.3 times costlier 20 tpd landfill is 7.4 times costlier 20 tpd landfill is 4.0 times costlier • Factors determining O & M cost : • Number of equipments • Utilisation of equipments • Manpower • Consumables • Return of capital

19. Management - General orientation / basic idea • The municipal authorities should make concerted efforts • to inculcate among their officers and staff a sense of pride in the work they do, and • to motivate them to do their best to improve the level of services in the city and the image of the municipal administration.

20. Discuss in group: Management key questions • Who or what guides you? • How do you adapt your work to changing conditions? • Do you evaluate the achievements? • Do you communicate achievements and needs to upper and lower levels? Management principles / tools • leadership • framework / rules of conduct • communication / information flow • follow-up • adjustment / intervention / decision • Capacity Development / Human Resource Development • Leadership involves • establishing a clear vision, • sharing that vision with others so that they will follow willingly, • providing the information, knowledge and methods to realize that vision, and • coordinating and balancing the conflicting interests of all members and stakeholders.

21. Management - elements Levels ofmanagement The circularmodelofmanagement Datamanagement Monitoring andimprovementofperformance

22. strategy goals, policy decisions • framework for MSWM • overall annual planning • overall monitoring • formation city sanitation task force Management tasks Mayor, President Commissioners, ChiefOfficers • technical supervision, monitoring operations • guidance operations • quality control operations • supervision of strategy & plan implementation • specific annual planning • responsibility for service contracts • stakeholder management • working counterpart city sanitation task force HealthOfficers, Engineers • implementation and supervision of day-to-day operations / services • guidance and human resource development • monitoring of contractors • complaints redress • maintenance infrastructure and equipment • reporting Istheresomethingtobeadded? Sanitaryinspectorsandsupervisors

23. Management of Municipal Solid Waste • Citizens are responsible for • Proper segregation of wastes at source • Avoid littering of streets; • Delivery of wastes • Municipality is responsible for: • Waste management from collection to disposal • Sensitization of citizens for 3R and overall waste management; Whatis Management ?The Management Cycle : http://www.cmar.csiro.au/research/mse/images/adaptive_cycle.gif

24. Information and data management There is a common rule in management: ‘If you want to manage, measure’! Why? You have to know what is happening at any time You need to recognize and address deficiencies You need to have an idea on future requirements You must be able to answer questions of stakeholders and supervisors

25. Information and data management - basics • Data • clearlydefinedatatobecollectedregularlaly • definebasicdatatobecollected in anycase • defineadd on data • definedataformats • Collection • standardizedmethod • regularintervals • check reliability • follow-upandsupervise • Storage • ensureaccessibility • ensurestandardizedstorage • ensureregularupdating • consider IT solutions • Processing • consider IT solutions • follow-upandsupervise

26. Management Information System General Base linedata City Wards Wasteinfrastructure Generation Storage Transport Treatment & disposal Management Financial aspects Staffpositions Operation Collection Storage Transport Treatment & disposal Special services Bulkservices Vehiclemaintenance Environmental monitoring Legal matters Supervision Complaints Costrecovery Penalties

27. Monitoring and improvement of performance - Why SLBs are useful for ULBs? SLBs help to institutionalise performance management SLBs help ULBs to proof their performance as principal elected institution for city self-governance Benchmarking with other cities facilitates competitive environment for continuous improvement Performance data at sub-ULB level are useful for appropriate decisions Help local decision-makers identify gaps, plan and prioritise improvement measures Make it possible to link decision-making on financial allocations to service outcomes Provide framework that can underlie contracts/agreements with service providers Enhance accountability to customers for service delivery levels Enable identification and transfer of best practice

28. SLBs for MSWM Indicator Benchmark

29. Monitoring process

30. Inclusion of stakeholders Participation Gender aspectsof MSWM Participatonof informal sector

31. Inclusion of stakeholders – Why is it important? Solid waste management is a shared responsibility Participation creates ownership and means shared responsibility for the strategy and its joint undertaking Participants bring information for the strategy, ensuring that it is based on a common understanding of purpose, problems and solutions Participation is the most effective way of communicating information on which the strategy is based, its goals and tasks to be undertaken; Participation by stakeholder groups is critical for decision making. The result will be a realistic strategy with a broad base of knowledge, understanding and commitment from the groups involved

32. Inclusion of stakeholders – Where and when is it important? Implementation of the 3R approach Segregation at source and (secondary) storage of biodegradable / non-biodegradable wastes, recyclables etc. at source Community storage facilities and collection form there in flats, multi-storied buildings, societies, commercial complexes, institutions, etc. Door-to-door collection or collection via community bins, collection of recyclables, HHW, etc. Stop of public littering Introduction of user charges / fees, understanding need to pay for services; http://4.bp.blogspot.com/-7IwhuRXM-hI/UN-h-25BjgI/AAAAAAAB0XY/FXbI1neWl6U/s1600/SELF-SERVICE-BIN.jpg

33. Stakeholder participation Build confidence – take partners serious, ensure two way communication and collaboration, establish rules and respect norms, respect each other, don’t play games, respect other interests, and opinions Ensure to reach the community – ensure that all relevant stakeholders / actors are reached and included; make the project attractive; make added value visible; motivatereluctantpartiestoparticipate Involve stakeholders actively in problem identification and solution - involve partners in problem analysis, visioning, priority setting, solution identification, strategy development, implementation and monitoring; avoid the feeling of only being decoration Include stakeholders in implementation and success stories – make success in pilot projects visible to other areas, let the stakeholders participate in success stories Public Information, Education and Communication – ensure sufficient outreach and visibility, offer various measures to build the required awareness and capacities Guidingprinciples https://kce.fgov.be/sites/default/files/imagecache/content_page_image_doublecolumn/R_174.jpg

34. Extent of participation • willingness to contribute resources • highly empowered to take up activities • decision making • participate only if there is some kind of gain • engagement onlyon particular topic • not proactive • answering questions • proactive • functional engagement • supportive efforts • ability to influence decisions • suggest / demand for alternate options • spectator • no own initiative

35. Tools to organize and manage participation – stakeholder analysis stakeholder landscape analyse interests of stakeholders:are they in line with the project or controversial ? possible impacts of dissonances, differences in interests develop strategy for management of stakeholders according to their role / influence, interest and potential conflicts https://www.wbginvestmentclimate.org/toolkits/public-policy-toolkit/images/sample-stakeholder-matrix_1.JPG

36. Tools to organize and manage participation – how to deal with conflicts? Options to deal with conflicts: ignore live find options to achieve win-win situation Avoid: naivety neutral poses when you are not underestimating potential for violence to be the do-gooder to be the megaphone http://t1.gstatic.com/images?q=tbn:ANd9GcQhLbwVzBwBK7oViaKQEHvGNcTP9W39SIHm53RnvZi013JYhMhO

37. Tools to organize and manage participation - examples (1)

38. Tools to organize and manage participation - examples (2)

39. Gender aspects of MSWM • Women and men look at waste from different perspectives. • Recycling and reusing of wastes have critical gender dimensions: • on generation side • on recycling side Whataregenderrelatedkeyissues in MSWM? • Women and children are prime handlers of garbage in households • Services and equipment are designed by men, with other priorities in mind • Women and children are often more exposed to SW health hazards than men • Women are key to improving SWM of family and community

40. Gender aspects of MSWM Rolesandresponsibilitiesofwomen in wastemanagementofhouseholds • Women decide what is useful and what is waste, and handle the waste • Women know the waste disposal places in their neighborhoods • The boundary between household and community is a gender boundary: Waste collectors, as well as the city leadership, who are generally male, tend not to understand the interests and needs of women in relation to the collection of household waste, e.g.: • They may complain when the waste is not set out properly, not taking into account that the women often cannot really leave their homes to put it in its proper place; • Times for waste collection may not have been set with any attention to the schedules and responsibilities of the women who will bring the waste to be collected. • Containers which are appropriate for storage in the home may not be acceptable to the collectors, etc. • Storage bins may not be easy to handle for women

41. Gender aspects of MSWM Women asworkers in wastemanagement • Services and equipment are designed by men • Women workers are usually paid less • Women entrepreneurs and workers are underprivileged, their access to credits is even worse than for men • Lack of interest, political will or weak sense of importance in the community of decision makers to address issues of women workers in any cogent manner

42. Participation of informal sector - Social business • A Social Business • addresses a social objective • is a non-loss, non-dividend company • is distinct from a non-profit because the business seeks to generate a modest profit • profit will be used to expand the company’s reach, improve the product or service or to subsidize the social goal door-to-doorcollectionofwaste collection, processingandsaleofrecyclables collection,processingandsaleofbiodegradablewaste collection,processingandrecyclingofE-waste can help to formalize informal activities • improves social security • improves income • can be a partner for the ULB • requires entrepreneurs • requires investment • requires support

43. Financing Financing Public Private Partnership

44. Financing – priotization and optimization of costs and income Priorityforobligatoryservices Defineminimumlevelofservices Check optionsforincreaseofincome Review levelofexistingchargesandfees Encouragedelegation Review costs

45. Financing - implementation • Financingofinvestments • governmentschemesandsubisidies • international loansandfunds • Municipalbonds, financingfromownsources • PPP orother private financing • regional MSWM toreducecosts • O&M andcapitalcostrecovery • introductionandcollectionofchargesandfees • percentageofpropertytax • alternative incomesources (products, carboncredits …) • private investment in O&M, institutionalfinance, loans • Financial management • controllingofprojectcosts • double entryaccrualaccountingsystem • trackcostsofserviceprovision

46. Public Private Partnership private body provides a public service or project • delegates a task • keeps ultimate responsibility • supports approval process • ensures payment • provides quality control and monitoring • makes an investment • takes a risk • guarantees a service in a specific quality and quantity • expects revenue Private Partner Public Partner

47. PPP - process

48. PPP – Lessons learnt Importance of rigorous project preparation and capacity building Structuring focus on outcomes rather than inputs Clarity on land availability and certainty of meeting concessioning authority’s obligations Political commitment and policy continuity Effective communication and engagement with a wider set of stakeholders Need for well-defined transition process/duration Commitments relating to waste quantity and quality

49. Institutional framework Frequent weaknesses Service providers entrusted with parts of MSWM are usually not directly accountable their clients MSWM is usually under the responsibility of municipal departments not having the organisationaland technical expertise to handle MSW Performance and efficiency of workforce of the ULB entrusted with MSWM are often far from being satisfactory

50. Institutional framework Required improvements in framework Authorities and service providers should be for the delivery of the services and sustainability of the MSWM Professionalization of MSWM and its workers and of their technical and managerial capabilities Transparent institutional framework with well-defined roles and responsibilities for each task Authorities to facilitate the processes and to build proper institutions to handle SWM