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Inxuba Yethemba Municipality-IWMP, First Generation: First Draft Document
Prepared by IKAMVA Consulting- Mthatha Office Page 1
INXUBA YETHEMBA MUNICIPALITY
INTEGRATED WASTE MANAGEMENT PLAN (IWMP), FIRST
GENERATION DOCUMENT
(FIRST DRAFT)
Inxuba Yethemba Municipality
PO Box 24, Cradock, 5880
1 JA Calata Street, Cradock
Tel: 048 801 5000
Fax: 048 881 1421
October 2018
Inxuba Yethemba Municipality-IWMP, First Generation: First Draft Document
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DOCUMENT INFORMATION
TITLE Development of Integrated Waste Management Plan for Inxuba Yethemba
Municipality, 1st Generation, 2018
REPORT IWMP
PROJECT CONSULTANT IKAMVA Consulting
CLIENT Inxuba Yethemba Municipality
IYMM PROJECT REF No. IYM 02/02/2018T
REPORT STATUS 1st Draft
DATE OF ISSUE 16 October 2018
Review and
Authorization
Initial(s) & Surname Signature Date
Author (s) Thulani Gweje & Odwa Ntshanga
11/10/2018
Reviewer (s) Natalie Pullen 16/10/2018
Authorization Lisolomzi Sogayise
Report Approval Initial (s) & Surname Signature Date
Project Manager
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Inxuba Yethemba Municipality (IYM)(EC131) has identified the need to
develop its Integrated Waste Management Plan (IWMP) in accordance with the relevant environmental
management legislation, namely the National Environmental Management: Waste Act (Act No.59 of 2008) as
amended, the IWMP Guideline by the Department of Environmental Affairs (DEA) and the National Waste
Management Strategy (NWMS). This is the first IWMP for IYM.
This IWMP is intended for use as a sector plan within the IYM, by informing them with regard to the planning and
budgeting of waste management activities. The formulation of the IWMP will ensure that waste management
planning is sustainable, can be implemented, acceptable, and incorporable and most importantly tailored to suit
the needs of the people of IYM, both in rural and urban areas. The IWMP should provide greater integration in
terms of the provision of waste management services as current services do not address the needs of all
inhabitants of the local municipality.
The main steps undertaken in formulating the IWMP included:
Situational Analysis/Status Quo
Gap Analysis and Needs Assessment
Development Objectives, Targets and Policies
Development of Programme, Project and Activities
Communication and Stakeholder Participation
Implementation and Project Activities
Monitoring and Evaluation of IWMP
Final development of IWMP
The Situational Analysis Report forms the platform for the formulation of the IWMP. It included collecting and
evaluating existing waste management information; analysing and synthesising information to identify
deficiencies; in order to plan for the next 5 years in terms of waste management. It provides the context in which
the IWMP falls as well as provides an understanding of the current situation of the waste management within the
IYM.
Information on existing waste management services were evaluated against the waste hierarchy as outlined in
the NWMS, which led to the identification of gaps and needs in waste management within the IYM. Identification
of gaps and needs then informed the desired end state of waste management of the IYM and assisted in
addressing inefficiencies in current waste management practices.
The main problems identified in terms of the current waste management system within IYM are outlined below:
Policy and Legislation –The municipality does not have waste management by-laws.
EXECUTIVE SUMMARY
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Finances and Budgeting – Operational budget is very low and there is poor financial recovery from the
rates base.
Organisational Structure – The waste management organogram for IYM has vacant posts. There is no
designated Waste Management Officer in the organogram. Furthermore, the organogram does not have
designated personnel for waste minimization.
Training and Skills Development – No training and skills development plan could be provided for the
local municipality. There is no item for skills development in the operational budget for waste
management. Extensive training is required amongst the General Workers, Supervisors, Operators, etc.
in waste management.
Waste Information Management – The IYM does not report its waste quantities to the South African
Waste Information Centre (SAWIC). There are no weigh-bridges or access control personnel at Cradock
and Middelburg Municipal Landfills to record waste quantities. The rate of reporting to SAWIC in terms
of waste quantities affects future planning. The information is essential for quality management of waste
and forecasting future waste management requirements.
Waste Minimisation and Recycling – Although there are recycling initiatives taking place within IYM,
there is no separation of waste at source. The current waste management system is less economical
and not environmentally satisfactory.
Local Waste Generation – The majority of the waste is generated within the urban areas which is where
the local municipality provides collection service. Rural areas are currently not regarded as waste
generation centroids and have received little attention regarding waste collection. Pilot projects should be
tested for effective waste management in rural areas.
Waste Collection – The local municipality provides different waste collection frequencies to different
areas. The CBD receives weekly collection, business premises receive xx collection and once a week for
residential areas. The frequency of waste collection is often determined by the capacity of the waste
receptacle, which in turn is informed by the waste generation rate of the particular area/ property.
Transfer Stations – There are no transfer stations at IYM. There are no short term plans for future
transfer station in the IYM.
Waste Disposal – The IYM has two operational municipal landfill sites. One landfill site is at the town of
Cradock and another one is at the town of Middelburg. The Cradock Landfill site is licensed for closure
while the Middelburg landfill site is licensed for operation. Both landfill sites are experiencing operational
issues and do not comply with their license conditions.
This IWMP incorporates the assessment of the current situation within the IYM as it relates to waste
management and practices. It also evaluates briefly the South African waste management issues. According to
information that has been gathered during the status quo analysis phase it is evident that the majority of waste
that is currently generated within the IYM is “general waste”. It has also been established that there are huge
quantities of waste that can be re-used and/or recycled. However, due to the lack of infrastructure and the
necessary facilities this is undertaken at a small scale.
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Subsequent to the analysis, a set of goals and targets have been formulated to ensure that the IYM reaches the
desired end state pertaining to waste matters. This set of goals is aligned to particular projects to ensure guided
service delivery.
The IWMP is a living document which has to be reviewed every five years. An IWMP is fundamentally linked to
the Integrated Development Plan (IDP) hence its review cycle should be aligned with that of the IDP process.
Although an IWMP is ideally reviewed every five years, an annual internal update is however encouraged to
ensure that the IWMP remains relevant and effective. A longer review period may result in the IWMP being less
relevant and hence stakeholders losing faith in it and finally not using it.
In terms of the way forward, the IWMP has to be submitted to the Member of the Executive Council (MEC) of the
Department of Economic Development, Environmental Affairs and Tourism (DEDEAT) as per Section 11(4) (a) ii
of the National Environmental Management: Waste Act 2008 (Act No. 59 of 2008) (NEM: WA), for endorsement.
The submission of the final IWMP to the MEC for endorsement is dependent on, primarily, the necessary
municipal channels having been followed, in terms of Section 29 of the Municipal Systems Act, 2000 (Act No. 32
of 2000).
Once adopted by the Council and endorsed by the MEC, regular and on-going monitoring of the IWMP is
required to ensure the objectives of the IWMP are accomplished. Monitoring of the success of projects during the
IWMP implementation phase will ensure that corrective action is taken when necessary. A close down report will
be completed in the year 2023 at the end of this IWMP’s 5 year lifespan. The close down report will evaluate the
successes and challenges associated with the proposed projects.
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TABLE OF CONTENTS
DOCUMENT INFORMATION ................................................................................................................................. 2
LIST OF ACRONYMS .......................................................................................................................................... 12
TABLE 1: GOALS OF THE 2011 NWMS ......................................................................................................................................... 29
TABLE 2: AGE DISTRIBUTION OF INXUBA YETHEMBA MUNICIPALITY ................................................................................................... 37
TABLE 3: AVERAGE ANNUAL HOUSEHOLD INCOME PROFILE OF INXUBA YETHEMBA MUNICIPALITY ........................................................... 39
TABLE 5: FREQUENCY OF COLLECTION IN IYM MUNICIPALITY ........................................................................................................... 41
TABLE 6: INCOME GROUPS OF INXUBA YETHEMBA MUNICIPALITY ..................................................................................................... 43
TABLE 7: ESTIMATED QUANTITY OF WASTE GENERATION PER HOUSEHOLD IN INCOME GROUPS ............................................................... 43
TABLE 8: ESTIMATED WASTE GENERATED PER REGION ...................................................................................................................... 44
TABLE 9: INXUBA YETHEMBA BACK CENTRES INFORMATION ............................................................................................................. 45
TABLE 11: APPROVED OPERATIONAL BUDGET FOR WASTE MANAGEMENT FOR THE 2018/2019 FINANCIAL YEAR. ..................................... 50
TABLE 12: DETAILS OF CRADOCK LANDFILL SITE .............................................................................................................................. 52
TABLE 13: MIDDELBURG LANDFILL SITE ........................................................................................................................................ 54
TABLE 14: PROJECTED POPULATION INCREASE OVER THE PERIOD 2016 TO 2022 ................................................................................. 67
TABLE 16: PROJECTION OF WASTE STREAM IN TONNES (GROWTH RATE = 1%) .................................................................................. 67
TABLE 17: PROJECTION OF WASTE STREAM IN TONNES (GROWTH RATE = 2%) ................................................................................... 68
TABLE 18: WASTE CATEGORIES BY MASS FOR IYM ......................................................................................................................... 71
TABLE 19: WASTE CATEGORIES BY PERCENTAGE FOR IYM ............................................................................................................... 72
TABLE 20: GAP ANALYSIS AND RECOMMENDED ACTIONS ................................................................................................................ 74
TABLE 21: GOALS AND TARGETS THAT THE IYM SHOULD COMMIT TO ACHIEVE .................................................................................... 84
TABLE 22: PUBLIC PARTICIPATION PROCESS RECORD FOR THE DEVELOPMENT OF IWMP FOR IYM ....................................................... 105
LIST OF FIGURES
FIGURE 1: WASTE MANAGEMENT HIERARCHY AS ADOPTED IN THE NWMS (DEA, 2011) .................................................................... 18
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FIGURE 2: LOCALITY MAP OF INXUBA YETHEMBA MUNICIPALITY ....................................................................................................... 36
FIGURE 3: POPULATION GROUPS AND HOME LANGUAGE OF INXUBA YETHEMBA MUNICIPALITY (ECSECC, 2017). .................................. 37
FIGURE 4: GENDER DISTRIBUTION (ECSECC, 2017) ....................................................................................................................... 38
FIGURE 5: PHOTOGRAPHS OF BUY-BACK CENTRES/MRF’S .............................................................................................................. 46
FIGURE 6: WASTE MANAGEMENT ORGANOGRAM FOR IYM ............................................................................................................. 47
FIGURE 7: PHOTOGRAPHS OF SOME OF WASTE RECEPTACLES USED BY THE MUNICIPAL HOUSEHOLDS ........................................................ 48
FIGURE 8: PHOTOGRAPHS OF THE WASTE MANAGEMENT FLEET FOR INXUBA YETHEMBA MUNICIPALITY ................................................... 50
FIGURE 9: PHOTOGRAPHS OF CRADOCK LANDFILL SITE .................................................................................................................... 54
FIGURE 10: PHOTOGRAPHS OF MIDDELBURG LANDFILL SITE ............................................................................................................. 56
FIGURE 11: PIE CHART ILLUSTRATING OPPORTUNITIES FOR DIVERTING WASTE AWAY FROM LANDFILL IN IYM ............................................ 69
FIGURE 12: THE TOTAL MASS FOR THE WASTE SURVEYED ACCORDING TO EACH WASTE CATEGORY IN IYM ................................................ 69
FIGURE 13: THE PERCENTAGE OF WASTE PER WASTE CATEGORY IN IYM .............................................................................................. 70
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BRR Basic Refuse Removal
CAPEX Capital Expenditure
CBD Central Business District
CBO Community Based Organisation
CHDM Chris Hani District Municipality
CMIP Consolidated Municipal Infrastructure Programme
CSD Community Services Directorate
COGTA Department of Co-operative Governance and Traditional Affairs
DBSA Development Bank of Southern Africa
DEA Department of Environmental Affairs
DEDEAT Department of Economic Development, Environmental Affairs and Tourism
DM District Municipality
DMR Department of Mineral Resources
DWAF Department of Water Affairs and Forestry
DWS Department of Water and Sanitation
ECSECC Eastern Cape Socio-Economic Consultative Council
EIA Environmental Impact Assessment
EMI Environmental Management Inspector
FEL Front End Loader
FY Financial Year
GEF Global Environment Fund
GW General Worker (s)
HCRW Health Care Risk Waste
HR Human Resources
IDC Industrial Development Corporation
IDP Integrated Development Plan
I&APs Interested and Affected Parties
IFC International Finance Corporation
IWMP Integrated Waste Management Plan
IYM Inxuba Yethemba Municipality
LIST OF ACRONYMS
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KM2 Square Kilometre (s)
LDV Light Duty Vehicle
LM Local Municipality
MAE Mean Annual Evaporation
MAP Mean Annual Precipitation
MEC Member of Executive Council
MFMA Municipal Finance Management Act 2003 (Act No. 56 of 2003)
MIG Municipal Infrastructure Grant
MIGA Multilateral Investment Guarantee Agency
MIIU Municipal Infrastructure Investment Unit
MRF Materials Recovery Facility
NEMA National Environmental Management Act (Act 107 of 1998)
NEM:AQA National Environmental Management Air Quality Act (Act 39 of 2004)
NEM:WA National Environmental Management: Waste Act (Act 59 of 2008)
NWA National Water Act (Act 36 of 2008)
NWMS National Waste Management Strategy
OPIC Overseas Private Investment Corporation
PIWMP Provincial Integrated Waste Management Plan
PPP Public Participation Process
REL Rear End Loader
SAEDF Southern Africa Enterprise Development Fund
SAWIC South African Waste Information Centre
SDF Spatial Development Framework
SMME Small, Medium, Micro Enterprise
SMIF Special MIG Innovation Fund
WIS Waste Information System
WMO Waste Management Officer
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TECHNICAL DEFINITIONS
Building and demolition
waste -
Waste, excluding hazardous waste, which is produced during the construction,
alteration, repair or demolition of any structure, and includes rubble, earth, rock
and wood displaced during that construction, alteration, repair or demolition as
outlined in Schedule 3 of the NEM: WA, as amended.
Business waste - Waste that emanates from premises that are used wholly or mainly for
commercial, retail, wholesale, entertainment or government administration
purposes.
Cell - A project defined series of blocks within a waste management area generally filled
with a volume of waste and covered on all horizontal surface with soil (per day).
Communal Landfill - The smallest landfill classification with a capacity of less than 25 tonnes per day.
Composting - The controlled aerobic biological decomposition of organic matter, such as food
scraps and plant matter, into humus, a soil-like material. Aerobic is the
decomposition process in the presence of oxygen.
Controlled Landfill - A solid waste management facility used for the disposal of non-hazardous
domestic waste and non-infectious medical waste, which employs compaction of
wastes, covering of waste with soil cover material, and the management of
leachate and gaseous materials produced by the organic decomposition of the
landfilled waste, all in such a manner as not to harm human health and minimize
negative impacts to the environment.
Daily Cover - A daily application and compaction of approximately 15 centimetres of soil on top
of the solid waste, with the intention to control blowing litter, odour, flies, rats and
fires, intended for an exposure of less than one week.
Design Drawing - Drawings prepared by the landfill designer and include dimensions, specifications
and other technical data regarding the construction of the landfill.
Final Cover - An application and compaction of soil on the landfill after it has reached its
designed elevation. The final cover material shall be relatively impermeable and
have a thickness of approximately 50 centimetres.
Garden Waste - Any organic biodegradable waste material generated from plant material such as
grass, flower, hedge cuttings or tree trimmings.
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General Waste - Waste that does not pose an immediate hazard or threat to health or to the
environment, and includes-
a) Domestic waste;
b) Building and demolition waste;
c) Business waste;
d) Inert waste; or
e) any waste classified as non-hazardous waste in terms of the regulations
made under section 69, and includes non-hazardous substances,
materials or objects within business, domestic, inert, building and
demolition wastes as outlined in Schedule 3, Category B of the NEM: WA.
Groundwater - All waters flowing or existing under the ground surface.
Hazardous waste - Any waste, which by reason of chemical reactivity or toxic, explosive, corrosive or
other characteristics causes danger or is likely to cause danger to human health
and/or to the environment, whether alone or in combination with other wastes.
Hazardous waste is categorized in four hazard ratings with 1 being the most
hazardous and 4 being the least hazardous.
Incineration - The controlled combustion of solid waste employing closed combustion
chambers, controlled combustion air, temperature monitoring and control to insure
complete combustion of organic matter with a minimum of undesirable air
emissions and wastewater discharges.
Intermediate cover - An application and compaction of cover having the same functions as daily cover
but applied at a thickness of 30 centimetres, intended to be exposed for a period
of one week to one year.
Landfill Classification - A system for classification of waste disposal site, previously under the DWAF
Minimum Requirements for classifying landfill according to the type and size of the
landfill, and its potential for significant leachate generation; and currently under
DEA Waste Classification and Management Regulations.
Landfill gas - The gaseous by-product of organic decomposition of landfilled waste. Landfill gas
contains significant concentrations of methane gas, which is explosive at
concentrations exceeding 5 percent.
Leachate - The liquid by-product of organic decomposition of landfilled waste or any liquid
that comes in contact with solid waste in a sanitary landfill.
Material recovery facility - A specialised facility that receives, separates and prepares recyclable materials
for marketing to end-user manufacturers and /or recycling companies.
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Medical waste (Health
Care Risk Waste) -
Any waste generated by hospitals, clinics, nursing homes, doctor's offices,
medical laboratories, research facilities and veterinarians, which is infectious or
potentially infectious.
Operating Plan - Consists of drawings, descriptions and other documents regarding the operation
of the landfill, placement of waste, building daily cells and lifts, leachate
management, landfill gas management and all other functions related to the
operation of the landfill.
Operator - The person or organisation responsible for the operation of the landfill. The
operator may be the owner, another public agency or private contractor.
Owner - The person or organisation that owns the property and/or facilities that constitute
the Landfill.
Perimeter drains - Open ditches surrounding the landfill installed to prevent surface water from
entering the landfill.
Reclaiming - The separation of solid waste for re-usable and recyclable materials and food for
human consumption.
Recycling - The sorting, processing, and transportation of solid waste materials, products or
containers for the purpose of remanufacture or reuse.
Solid Waste - Waste of a solid nature generated by a person, business or industry.
Solid Waste Management
Facility -
Any facility used for the transportation, processing or disposal of solid waste, and
includes transfer stations, recycling facilities, composting facilities, waste
incinerators and landfill sites.
Sorting - The authorised separation of solid waste materials for the purpose of re-use
and/or recycling or disposal, either at the source of generation or at a solid waste
management facility.
Special waste - A non-hazardous waste, which due to its nature requires special or separate
handling at a sanitary landfill. Special waste includes but is not limited to tyres,
asbestos, demolition waste, industrial sludge’s of a non-hazardous nature, paper
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4.3. WASTE GENERATION AND QUANTITIES There are no records of waste volumes/quantities from the collection itenary or the landfill sites at the IYM. The
accurate volumes of waste being disposed of in the municipal area is unknown.
4.3.1. WASTE GENERATION QUANTITIES FOR IYM
The types and volumes of waste generated in the area need to be identified in order for the municipality to be
able to plan for future waste management activities. All municipalities are required by law to determine quantities
and types of waste generated within their municipal boundary. This involves establishing the current quantities of
waste generated, recycled, treated and disposed of. This information can be obtained from the following sources:
Private waste transporters and waste managers: Waste transporters, as well as waste managers of
treatment or disposal facilities keep records of waste handled for billing purposes.
Municipal records: The municipality should keep a record of waste collected as well as waste disposed to
landfill.
Waste Information System: The Department of Environmental Affairs (DEA) and some provinces have
developed waste information systems (WIS) which can provide waste data.
There are no records of waste tonnages from Inxuba Yethemba Municipality. The municipality does not record
waste they collect from the households nor do they record waste that enters the municipal landfill sites.
Waste generation quantities have therefore been calculated using population figures and generation co-efficients.
The South Africa State of Environmental Report, 2006 (SOER) calculated waste generation volumes per income
level as follows:
Low income =0.41 kg/ person/ day = 149.65 kg/ person/ year.
Middle income =0.74 kg/ person/ day = 270.1 kg/ person/ year.
High income =1.29 kg/ person/ day = 470.85 kg/ person/ year.
The SOER figures for waste generation are also used in the Department of Environmental Affairs Guideline for
the Development of Integrated Waste Management Plans (IWMPs). Unfortunately, the SOER and IWMP
Guidelines do not define the income ranges for low, middle or high income categories, hence the definitions as
contained in “Income Dynamics and Poverty Status of Households in South Africa”, Statistics South Africa, 2015
have been used. The report has divided annual household income into four income categories:
Low Income: R0–R19 200
Middle Income: R19 201–R307 200
High Income: R307 201 and above
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Table 6: Income Groups of Inxuba Yethemba Municipality
The population of IYM per income bracket is as follows:
Low income: 43.1 %
Middle income: 52.3%
High income: 4.5%
Table 7: Estimated quantity of waste generation per household in income groups
YEAR POPULATION ESTIMATED AMOUNT OF DOMESTIC WASTE GENERATED (TONNES)
Per Day Per Month Per Year
2016 70 493 43.8 1 314 15 768.0
2017 71 268 44.28 1 328.45 15 941.40
2018 72 052 44.77 1 343.07 16 116.84
2019 72 845 45.26 1357.84 16 294.08
2020 73 646 45.76 1372.78 16 473.36
2021 74 456 46.26 1387.88 16 654.56
2022 75 275 46.77 1 403.14 16 837.73
Assumptions made to formulate the waste forecast model include the following:
The population ratio with regards to the annual income range will remain constant over this time period;
The growth rate will remain as quoted in the StatsSA 2016 Community Survey for this period.
The total amount of General Waste generated in the IYM was based on the amount of General Waste
disposed of to the landfill sites, and an estimate of the total amount of General Waste removed from the
waste stream by recycling initiatives. The amount of waste generated but not collected or recycled (i.e.
dumped illegally), is considered to be small in relation to the total waste generated. It must be noted that
it is not considered insignificant in reality, as it does impact on the environment and continues to be
addressed accordingly.
INCOME LEVEL PERCENTAGE NUMBER OF PEOPLE INCOME TYPE
No income 10.8% 7 867 Low
≤R4 800 4.1% 2 986 Low
R4 801 – R9 600 6.5% 4 734 Low
R9 601 – R19 600 21.7% 15 806 Low
R19 601 – R38 200 22.4% 16 316 Middle
R38 201 – R76 400 13.5% 9 833 Middle
R76 401 – R153 800 9.6% 6 992 Middle
R153 801 – R307 600 6.8% 4 953 Middle
R307 601 – R614 400 3.1% 2 258 High
R614 401 – R1 228 800 0.8% 583 High
R1 228 801 – R2 457 600 0.4% 291 High
R2 457 601+ 0.3% 219 High
Total 100.0% 72 838
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4.3.2. WASTE GENERATION BY REGION
The IYM is divided into three regions, Cradock Urban Area, Middelburg Urban Area and the Non-Urban Area.
The percentage population of the two regions has been used to estimate the quantities of waste which is
produced in each region.
Table 8: Estimated waste generated per region
Year Population Estimated waste quantities
Daily Monthly Yearly
Cradock
2016 39 798 24.6 738 8856
2017 40 236 24.9 747 8964
2018 40 678 25.1 753 9036
2019 41 126 25.4 762 9144
2020 41 578 25.7 771 9252
2021 42 036 26.0 780 9360
2022 42 498 26.3 789 9468
Middelburg
2016 20 274 12.6 378 4536
2017 20 497 12.7 381 4572
2018 20 722 12.8 384 4608
2019 20 950 13.0 390 4680
2020 21 181 13.1 393 4716
2021 21 414 13.2 396 4752
2022 21 649 13.3 399 4788
Non-Urban Area
2016 10 421 6.4 192 2304
2017 10 536 6.5 195 2340
2018 10 652 6.6 198 2376
2019 10 769 6.7 201 2412
2020 10 887 6.8 204 2448
2021 11 007 6.9 207 2484
2022 11 128 7.0 210 2520
4.4. WASTE MINIMISATION STRATEGIES
There are currently no formal waste minimisation strategies driven by Inxuba Yethemba Municipality. The
municipality is planning to run a “Cleanest Ward” competition starting this quarter. It is still in the planning
process and is yet to be finalised.
The IYM is supporting the Middelburg Materials Recovery Facility/ Buy Back Centre which is located at the peri-
urban area of Middelburg. The MRF was funded by the national Department of Environmental Affairs and is
currently being run by a Co-operative.
There is also a private Buy Back Centre at Cradock. The details of the MRF are provided below:
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Table 9: Inxuba Yethemba Back Centres Information
Name of Facility Middelburg Buy Back Centre Joker Metals & Recycling
Year of Establishment N/A N/A
Location The facility is located along the R56 Road near the Midros township in Middelburg towards Rosmead.
The facility is located at the Gazania Street on the Western edge of Cradock town.
Types of accepted waste Cardboard, Paper, Glass, Cans, Bottle Caps.
Scrap metal, paper ,cardboard, all plastics, cans
Waste Handling Activities Sorting, bailing, compaction of recyclable materials. Waste is sorted into different categories as per the buyers’ specifications, e.g. Plastic is sorted into PET, HDPE, etc. and colour coded.
Sorting, bailing, compaction of recyclable materials.
Facilities/Equipment on site
The facility is fully fenced, has access control and has adequate structures and infrastructure for waste sorting.
The facility is fully furnished with all the necessary machinery for a small scale buy-back centre.
Source of materials Delivered by IYM truck, local informal waste pickers, schools, bought from Rolfe Laboratories.
Delivered by IYM trucks, local informal waste pickers, and some local households. Also collected from Cradock Landfill Site
Records of reclaimed and sold waste (monthly/yearly
Average monthly records:
Cardboard: 9 000 Kg
Plastic Bottles: 8 000 Kg
Glass: 4 000 Kg
Plastic: 2 000kg
Plastic Tops:250 Kg
Paper: 260 Kg
Steel cans: 180 Kg
Aluminium Cans: 260 Kg
Bones: 180 Kg Total =24 130kg (24.130 tonnes) a month.
Average monthly records are as follows:
Metals=40 Tonnes
Glass- 20 Tonnes
Other waste (paper, cardboard, cans, plastics= 30 tonnes
Total (excluding metals) = 50 tonnes a month.
Challenges/Comments The workers need Personal Protective Clothing and other protective equipment.
The facility supports the local Shelter where the Shelter encourages recycling by exchanging household waste for food.
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Photo: Cradock’s Joker Metals Buy Back Centre Photo: Buy Back Centre at Middelburg
Photo: Bailed waste at Middelburg cans and bags (left) and PET bottles (right)
Figure 5: Photographs of Buy-Back Centres/MRF’s
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4.5. PERSONNEL
The current (as of August 2018) organogram of the Cleansing Sub-Directorate in Inxuba Yethemba Municipality is provided in Figure 5 below. According to the organogram,
there is a total number of 58 people working under the Cleansing Sub-Directorate. There are currently 25 personnel dedicated to Middelburg and 23 dedicated to Cradock
as shown in Figure 5 below.
Figure 6: Waste Management Organogram for IYM
Superintendent: Cleansing
Foreman: Cradock Foreman: Middelburg
Refuse Removal Street Sweeping Refuse Removal Street Sweeping
Truck Driver X3 Proposed
Additional Driver
X1
General
Workers X10
Vacant General
Workers x7 General Workers
(Street Sweeping) X7
General Workers
(Weed Cutting) X2
Truck Driver
x3
Vacant Truck
Driver X1
General
Workers
(Landfill
Site) X 2
General
Worker-
Vacant
X1 Street Sweepers
X5
Street Sweepers-
Vacant X1
General
Workers
X14
Vaca
nt X1
Director: Community Services
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4.6. WASTE RECEPTACLES
Inxuba Yethemba Municipality utilises a refuse bag system in the residential areas and bins at the commercial
areas. The municipality supplies the residents with four bags a month and residents purchase additional bags.
The municipality also accepts any number of bags or bins per household, meaning there is no specific limit. The
bags are placed on the curb outside the property on the scheduled day of collection.
Street receptacles are a combination of plastic containers, steel and concrete mounted bins. Common General
storage containers used in Inxuba Yethemba Municipality are the following:
Metal Bins
Plastic Bins
Plastic Refuse Bags, and
Skip Bins
Figure 7: Photographs of some of waste receptacles used by the municipal households
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4.7. FLEET AND EQUIPMENT FOR WASTE MANAGEMENT
Fleet is an important element of waste management approach irrespective of whether it is privatized or municipal
owned. Fleet enhances the overall outlook of the waste management in a municipality and it assists in
transporting waste from the households to transfer stations, materials recovery facilities and eventually to landfill
sites for final disposal and landfilling.
As of October 2018, the IYM has a total of five trucks for waste collection and disposal. However, only three
trucks are operational, two in Cradock and one in Middelburg. The two trucks that are non-operational will need
to be sold as scrap and replaced with new trucks.
The municipality is planning to purchase two additional compactor trucks by the end of 2018. As mentioned
above, the landfill sites do not have landfill equipment for recording, compaction and covering of waste. The
landfill sites get assistance from local contractors and the Technical Services Directorate to occasionally clean
illegal dumping sites and to push the waste into one location and compact it. Table 10 below presents the fleet in
possession of IYM dedicated to waste management.
Table 10: Waste Management Fleet for Inxuba Yethemba Municipality
Area Type of Vehicle/Equipment Year of Purchase Current Condition
Cradock Compactor Truck Operational – good condition
Compactor Truck Damaged by fire
Flatbed Cage Truck Operational- good condition
Middelburg Compactor Truck Operational- Good Condition
Flatbed Cage Truck Non-operational
Photo: A compactor truck for Middelburg
Photo: A standing truck in Middelburg
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Figure 8: Photographs of the waste management fleet for Inxuba Yethemba Municipality
4.8. BUDGET FOR WASTE MANAGEMENT AT IYM
Budget for waste management has been provided in Table 11 below.
Table 11: Approved operational budget for waste management for the 2018/2019 financial year.
ITEM BUDGET
A. COST CENTRE: CLEANSING STREETS
1. ADMINISTRATIVE EXPENSES
Printing R5 000.00
Stationery R5 000.00
Public Transport –Air Transport R6 845.00
Own Transport R13 163.00
Domestic Accommodation R15 795.00
Domestic Food and Beverage R1 580.00
Vehicle Costs R57 915.00
Fire Extinguishers R1 053.00
Vehicle: Driver’s License and Permits R95 000.00
Printing R500.00
Public Transport-Air Transport R6 845.00
Own Transport R13 163.00
Domestic Accommodation R15 795.00
Domestic Food and Beverage R1 580.00
Plastic Bags R473 850.00
Equipment R526 500.00
Maintenance R31 590.00
TOTAL R1 276 174.00
Photo: Compactor Trucks for Cradock, with one (Left) damaged by fire
Photo: An operational Cage Truck for Cradock
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The budget did not include items such as staff remuneration and benefits, budget for purchase of additional
waste collection trucks, as well as the budget for upgrade of Cradock Landfill Site which appear in the municipal
IDP.
4.9. REVENUE TRENDS In the last financial year, the municipality generated a revenue of R21 060 000.00 on the function of waste
management. However, their expenditure in the same financial year has not been provided.
It is essential for municipalities to project their revenue by utilizing the formula. The formula used for calculating
or projecting revenue collection in a municipality is depicted below:
Revenue = Amount charged for the service x No. of Households in the Municipality
In the event that the revenue generated is less than the projected income from the service, the municipality
should consider adjusting the rates accordingly or source funds to manage solid waste. The income generated
by IYM can be improved significantly by including other areas like landfill charges, illegal disposal fines and rental
of open spaces.
4.10. PLANNED PROJECTS No planned waste management projects have been confirmed by the municipality.
4.11. TREATMENT AND DISPOSAL
4.11.1. TREATMENT
IYM does not undertake any waste treatment processes prior to landfilling. This could possibly be a future
recommendation. Treatment of waste is an important concept that needs to be undertaken as it ultimately results
in a reduction of waste being landfilled. The waste either goes to the buy-back centres or to the landfill sites.
Waste is occasionally burned at the landfill sites. The burning of waste might have serious implications both in
terms of human health and the environment at large and it contributes to the thinning of the ozone layer and may
contribute to climate change in the form of global warming. This is matter that the municipality must deal with
through its legislative approach like education and by-laws.
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4.11.2. COMPOSTING
The IYM currently does not undertake any composting. There are also no records of private composting within
the area. Only back yard composting was noted in the residential areas. Being in the dry Karoo region,
composting of garden/green waste for commercial purposes in IYM would not be feasible.
The IYM should take note of the DEA Norms and Standards for Disposal of Waste to Landfill which require that
all municipalities should divert 25% of their garden waste from landfill by 2018 and divert 50% of their garden
waste from landfill by 2023 (DEA, 2013).
4.11.3. WASTE DISPOSAL
Waste in IYM is disposed of at two municipal landfill sites, one in Cradock and the other one in Middelburg. The
Cradock Landfill site is licenced for closure while the Middelburg landfill is licensed for operation in terms of
NEM:WA. Both of the municipal waste disposal sites are experiencing operational problems, but mainly as a
result of a severe equipment and personnel shortages. None of the sites have their waste covered on a daily
basis. Windblown litter, vectors, dust and odours are common concerns in both landfill sites. Major observations
of the sites are presented in Table 12 & 13 and Figure 9 and 10 below.
Table 12: Details of Cradock landfill site
Position of the site The site is at approximately 2.4 kilometres West of Cradock CBD.
Co-ordinates 32°10'14.41"S 25°35'46.03"E
License Status The site is licensed for closure in terms of NEM:WA
License Reference number and
year Issued
HO/A/14/L50/14 issued on 16 March 2015
Access The landfill site is accessed via Celtis Street which joins N10.
Classification G:C:B- (Class B)
Access Control The site has no access control.
Facilities Fence: The site is fenced with a 1.85m razor mesh fence on precast
concrete poles. The southern boundary fence is lying on the ground. The
remaining fence is largely intact.
Access control: There is no gate at the entrance.
Signage: There are no signs.
Guard house/Office/Weighbridge Building: There are no buildings at the
site.
Ablutions: There are no ablution facilities at the site.
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Weighbridge: There is no weigh bridge at the site.
Plant/Machinery None
Personnel No municipal personnel are stationed on site. Only informal waste
reclaimers work at the site.
Operating hours No operating hours. Dumping happens at any time.
Sufficient buffer zone There is sufficient buffer zone but the waste is constantly disposed of
outside of designated areas. When waste is properly disposed of, a buffer
zone of 300 metres of more could be available.
Type of operation The site is an uncontrolled dump site, located within an old hard-rock
quarry. Waste is burnt and not covered daily.
Equipment used on site None
Estimated size of the site About 5 Hectares
Estimated remaining life of the
site
The site has enough space for a proper sanitary landfill with a lifespan of
around 20 years.
Separation of fresh and
contaminated water
None
Groundwater monitoring None
Volumes per day, week or month It is estimated that the site receives approximately 753 tonnes per month.
Availability of cover material There is limited cover material on site. Cover material would need to be
imported from other areas.
End Use No end use plan in place yet.
Estimated cost for closure Not yet quantified
Challenges and
Recommendations
The landfill site is not an ideal site for waste disposal as it is not lined and
has no stormwater control. This method should be discontinued. A properly
designed and lined cell should be developed for future waste disposal and
the current disposal area be rehabilitated.
There is no signage, guardhouse, weighbridge, ablutions facilities or
security.
Effective management of personnel is required to control access to the
site, record incoming waste types and quantities, and to effectively manage
the placing and covering of waste
All waste scattered by the wind must be collected and covered in the
landfill.
All incoming waste must be placed only in the active landfill area,
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compacted and covered with soil at the end of each day until such time as
the landfill can be legally closed and rehabilitated.
Figure 9: Photographs of Cradock Landfill Site
Table 13: Middelburg Landfill Site
Position of the site The site is at approximately 3 kilometres South of Middelburg CBD,
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As mentioned above, the IYM should look at ways of increased diversion of organic waste and recyclable
material from entering the landfills as this makes up more than half (60%) of their waste stream. About half
of the local waste stream is comprised of recyclable materials.
The greatest categories of waste found in IYM were nappy waste, food waste, glass bottles, textiles and
mixed waste. IYM’s waste stream is then evenly spread between the other waste categories.
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Based on the findings of the Status Quo Report, the following gaps and needs have been identified:
7.1. GAP ANALYSIS AND RECOMMENDED ACTIONS
Table 20: Gap Analysis and Recommended Actions
Waste
Management
Goals
Status Quo Gaps Desired End State Recommended Actions
Waste Avoidance
and Minimisation
There is no waste minimisation
strategy in IYM.
No information is available on public
education and awareness
programmes on waste reduction.
There is no municipal driven or
supported waste minimization
initiative.
No database or records for private
waste recyclers.
Waste minimisation strategy
developed.
Improved awareness levels for
communities and businesses
on waste management.
WIS established.
All development applications
have waste minimisation
strategies.
Garden waste is completely
diverted from being landfilled.
Waste sorting at the landfill
Develop waste minimisation strategy to ensure
waste reduction in generation areas.
Introduce education and awareness programmes
to residential and commercial areas. Clean-up
campaigns must be linked to Waste Minimisation
Programmes that enhance avoidance and
minimisation.
Encourage community ‘waste avoidance’
programmes and activities e.g. school
competitions rewarding resource recovery
initiatives.
A WIS with a database of major waste generators
should be developed and this should be the focus
7. GAP ANALYSIS AND NEEDS ASSESSMENT
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Waste
Management
Goals
Status Quo Gaps Desired End State Recommended Actions
site is controlled and
formalized.
of initial waste avoidance initiatives.
Introduce and where available, enhance street
clean-up campaigns including in informal and rural
settlements.
Collection,
Cleansing and
Transportation
Waste collection is currently limited to
urban centres and no collection in
rural and farming areas.
Waste collection is not collected
weekly in all areas.
The municipality has a dire shortage
of fleet and bins for waste collection.
Public refuse drop facilities are non-
existent.
All waste generation areas
receive at least once a week
waste collection service.
There is adequate waste fleet
and bins for management
equipment.
Public drop-off centres are
developed at waste generation
areas.
Introduce a pilot project for waste collection in rural
and farming areas.
If the pilot project is feasible, gradually expand
waste collection services to all other previously un-
serviced areas.
A budget must be set aside for waste management
purchase of additional fleet and equipment,
replacement, and maintenance of existing ones.
Introduce public drop off facilities/depots in all
feasible areas.
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Waste
Management
Goals
Status Quo Gaps Desired End State Recommended Actions
Re-Use There is no composting currently
done for garden waste within IYM
despite the presence of compostable
garden waste and the potential for
composting initiatives.
Re-use of the various waste materials
is very limited despite potential for
reuse based on the waste stream
survey.
Improved awareness and
development of composting
initiatives.
Reuse of other elements of
waste stream.
Development of Waste
Exchange platforms.
Education and awareness campaigns must also
include and encourage composting of other
biodegradable materials at household level.
The municipality must also encourage community-
related initiatives making products out of recycled
materials.
The local municipalities must also encourage the
community-related initiatives making products out
of recycled materials.
Waste exchange platform must be developed
populated, work-shopped and implemented.
Recycle The recycling companies are currently
operating at a small scale, thus
contributing not contributing enough to
the diversion of recyclable waste from
the landfill sites.
Separation at source of waste is not
practiced within the IYM generation
households.
Increased operational capacity
of recycling companies.
Enhanced provision of support
to recycling companies and
initiatives.
Separation of waste at source
is encouraged and practiced.
Office waste separation is
Mentoring and support to the recycling companies/
cooperatives to maximise operational capacity,
sustainability and growth.
Encourage separation of waste in urban and
residential areas. This could be a collaborative
effort with NGOs or companies buying recycling
materials in the Municipality.
Introduce Office Waste Separation at all municipal
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Waste
Management
Goals
Status Quo Gaps Desired End State Recommended Actions
Office waste separation is not
practiced in IYM.
There are no facilities for waste
separation at landfill sites.
Waste pickers at landfills are not
registered and not supported by the
municipality.
encouraged and formalised.
Public awareness established
to support waste separation
initiatives.
Waste management licenses
are amended to incorporate
waste pickers’ access to the
site.
Registration system
established in all landfill sites
for monitoring of waste
pickers.
and Departmental Offices.
Provide facilities and infrastructure to assist
business, community as well as municipal offices
to undertake resource recovery practices, e.g.
kerbside recycling containers.
A registration facility for informal waste collectors
must be established to ensure proper monitoring.
Treatment There is no solid waste treatment facility
within the IYM
There is no need to have a
treatment facility in the
immediate future.
The Status Quo will remain. No recommendations
suggested.
Disposal All two municipal landfill sites’
operations do not comply with either
DWAF Minimum Requirements for
landfill sites as well as DEA National
All landfill sites internally
audited biannually and
externally audited biennially for
compliance and evaluated.
Ensure that the biannual internal auditing and
biennial external auditing for the landfill sites is
undertaken.
Ensure that both landfill sites have environmental
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Waste
Management
Goals
Status Quo Gaps Desired End State Recommended Actions
Norms and Standards.
There are no Spotters of hazardous
or medical waste in the landfill sites.
There are no compaction machines
at the landfill sites.
There are no no-site personnel at
the municipal landfill sites.
Recommendations from the
audit report considered and
implemented.
Spotters employed or
designated and provided with
an accredited training to assist
in performing their duties.
Collection and disposal fleet
budgeted for and procured.
Compaction machines are
provided at the landfill sites.
Penalty system for illegal
dumping introduced and
enforced.
Have a continuous training
programme or strategy for
Landfill operations and
management.
monitoring plans and that all plans are
implemented.
Ensure specialised landfill operation and
management training for all personnel operating
the landfills.
Training of spotters in disposal sites and transfer
station must be undertaken.
Operating machinery must be procured and
properly maintained and serviced.
Procurement of new equipment and vehicles for
refuse removal to service additional areas, as well
as for disposal.
Undertake an Airspace Audit for the landfill sites
and make recommendations for future planning.
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Waste
Management
Goals
Status Quo Gaps Desired End State Recommended Actions
Organogram The current organizational structure
for waste management for IYM does
not support proper functioning waste
management operations. There are
vacancies in the waste management
unit.
Properly structured organizational structure in the waste management unit to ensure that waste management has a high enough profile.
All relevant posts are budgeted
for in the IDP, advertised and
filled.
The IYM must gradually advertise and fill all
vacant posts.
A Compliance and Enforcement Unit must be
established within the municipality. This will not
only oversee public compliance of municipal by-
laws but also municipal compliance with legislative
requirements (undertakes audits or out-source
reviews).
Additional general workers are required to beef up
the waste management Unit. This will also be
important when expanding service areas in the
municipality.
Institutional Matters There are no approved and gazetted
waste management by-laws to
regulate waste management in the
IYM.
No detailed information on the
current status of the equipment used
for the service of waste management
in the municipality.
Waste Management by-laws
are reviewed, approved,
gazette and enforced.
Reports compiled on current
state of equipment and updated
on an on-going basis.
Research and surveys
undertaken to gather relevant
The municipality must have waste management by-
laws which are approved by the Council and
gazetted.
Provide staff training on compliance and
enforcement of waste management by-laws.
Establish a WIS and provide the necessary training
to the operating staff.
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Waste
Management
Goals
Status Quo Gaps Desired End State Recommended Actions
Waste is not recorded in any of the
waste hierarchy levels in the
municipality.
decision-making information.
WIS established and training
provided.
The municipality must have updated reports on the
current status of their waste management
equipment.
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7.2. NEEDS ASSESSMENT
7.2.1. COLLECTION, TRANSPORTATION AND DISPOSAL NEEDS
Population and economic growth are the major drivers of increased waste generation through
increased production, consumption and intensified construction.
No information was provided on the volumes of waste collected by the Municipality. However, an
increase in population and households’ numbers as well as expansion of serviceable areas will require
efficient planning of collection, transportation and disposal. This will necessitate the following:
Additional collection vehicles i.e. refuse collection trucks (size will be determined by the amount of
waste to be collected in each area);
Additional waste containers. Skips will be required in high density residential areas, particularly
areas prone to informal settlements and backyard dwellings.
Recycling skips must also be provided in easily accessible areas;
240 ℓ or similar bins will be required for each of the households. Plastic bags should also be
provided for residential waste separation;
Additional recruitment of and training of staff such as drivers and general workers; and
Budgetary provision must be made for the acquisition of the above-mentioned facilities and training
of workers.
7.2.2. NEED FOR RECYCLING INITIATIVES
Domestic waste constitutes the largest volume of waste generated and disposed of. This is where
recycling and composting initiatives should be targeted.
The municipality must assist in promoting recycling initiatives and the establishment of recycling
companies.
Small scale and communal yard composting projects must also be established and supported by the
municipality. In addition to diverting a certain percentage of waste from the landfill sites, composting
has the potential to lead to job creation and community empowerment.
7.2.3. INSTITUTIONAL AND ORGANISATIONAL NEEDS
Waste Management By-Laws: The municipality ensure that waste management by-laws are approved
and gazetted. The by-laws will be reviewed from time to time for relevance.
Training of officials on enforcement and compliance of waste management by-laws must also be
undertaken. Public awareness must be carried out to inform the communities of the by-laws.
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Infrastructure: The concern regarding the lack of waste management infrastructure is a problem with
IYM. There is currently insufficient equipment for waste management activities from street bins,
collection fleet to landfill equipment.
Institutional capacity: There is currently limited staff that is skilled in waste management.
Furthermore, there is insufficient capacity in terms of man-power, and the analysis of the organisational
chart revealed that there are staff vacancies. This insufficient capacity may lead to a lack of staff
commitment due to existing staff being over worked.
Recruitment and training: The audit of the landfills in the IYM revealed a lack of capacity of the
operational personnel in ensuring that the waste license requirements are complied with. In addition to
that, there are no operational plans for the municipal landfill sites. A service provider must be
appointed to provide training to operational staff for the local municipality.
The current waste management organogram of IYM is geared towards waste disposal and not
minimisation. There is a need to consider the staffing in accordance with the waste hierarchy and in
consideration of the National Waste Management Strategy.
7.2.4. FINANCIAL REQUIREMENTS (SOUND BUDGETING)
The implementation of the IWMP would require sufficient funds for the recruitment and training of staff,
procurement of receptacles, machinery and fleet and construction of waste management facilities,
among others. The implementation of the IWMP should be done in a phased manner, taking into
cognisance the IYM priorities at the time. Additional sources of funding must be investigated,
particularly with, inter alia, the following institutions: Municipal Infrastructure Grant (MIG), Development
Bank of Southern Africa (DBSA), DEA, CHDM and donor funding.
Tariff structure: The IYM, with the assistance of the CHDM, must ensure that the tariff structure takes
into consideration:
(1) the current situation in the LM,
(2) self-sufficiency and
(3) continued feasibility.
The structure must be reviewed at regular intervals and updated if necessary. The allocation of waste
related funds must go to waste projects and infrastructure.
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8.1. INTRODUCTION
This section of the IWMP focuses on the objectives, targets and policies which the IYM should agree to, and
strive to commit to, covering short-term (0 to 5 years). Please refer to the Implementation Plan of the IWMP
for specific projects to achieve the objectives outlined in this section, as well as responsibilities for
implementation. The report is informed by the Status Quo and Gap Analysis and Needs Assessment Report.
The review of this IWMP should be done against the agreed objectives and targets.
The overarching waste management objectives for the IYM should include the following:
Waste Management by-laws and standards to be effectively developed, implemented and enforced.
A reduction in the volume of waste stream through the supporting strategy for the waste recycling
programmes;
Provision of efficient and economical refuse collection, recycling and disposal services; and
Provision of fleet for the efficient transportation of waste generated in the IYM, which will ultimately be
transported to the landfill site.
8. GOALS, POLICIES AND OBJECTIVES
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Table 21: Goals and Targets that the IYM should commit to achieve
Objectives Targets
Goal 1: Institutional and Planning Matters
Ensure sufficient institutional capacity for both human and
financial resources to address integrated waste management.
Designation of a waste management officer (WMOs) by 2019.
Implementation of IWMP from 2019.
Ensure the inclusion of IWMP in IDP before the end of 2019.
Goal 2: Minimum Service Standards and Cost Recovery
Establish minimum service standards Adopt the National Domestic Waste Collection Standards by the end of 2019.
Achieve 100% waste collection services at the minimum service levels in urban areas by 2021.
Improve waste collection services delivered at the minimum service level in rural and farming areas.
Cost recovery of waste management services Service fee collection needs to cover at least 70% of the waste management operation cost by 2021.
Adopt and implement the tariff model developed by DEA by 2021.
Goal 3: Minimisation, Re-use, Recycling and Recovery of Waste
Increase re-use, recovery and recycling of waste to ultimately,
reduce the disposal of waste to landfill sites
Increase the re-use, recovery and/or recycling of waste by at least 5% by 2020.
Initiate at a pilot programme for the separation of waste at source by 2020.
Initiate programmes for the separation of waste at source Establish a local recycling forum by 2020
Engage in district-wide and provincial waste management forums Participation of WMO at district and provincial waste management forums.
Support the formalisation of waste recycling practices Formalise at least one waste recycling initiatives, practices and/or structure, with community
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involvement.
Goal 4: Landfill Management
Support the establishment of a regional landfill site for the
medium to long term.
Engage with CHDM and the neighbouring municipalities for the establishment of a regional landfill site.
Formulate long-term phase out and closure strategy for one of
the municipal landfill sites in order to have one landfill site to
cater for all municipal households.
Strive to improve the operation of the landfill sites in line with minimum standards/requirements and
waste management licence conditions.
Goal 5: Waste Information System
Verification of information before submission to the WIS to
ensure the accuracy of the information gathered.
Registration of all waste management activities outlined in the Waste Information Regulations by 2020.
Reporting of all registered waste management facilities as required by 2020.
Development of waste transporters register Establish a waste transporters register by 2020.
Goal 6: Rural Waste Management
Extend waste management services to rural and farming areas
(waste collection, transportation and disposal, at a minimum)
Identify and address possible areas for a pilot project where there are sufficient volumes of uncollected
waste that create problems.
Goal 7: Education and Awareness
Increase awareness of waste management among members of
the general public.
Create awareness of integrated waste management with the general public including youth and school
children by increasing the use of social media, community radios, print, etc.
Build capacity at the ward level. Increase in awareness of waste management of municipal officials.
Development and attendance of training courses
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Creating and filling of posts where required.
Increase awareness and capacity with regard to the re-use,
recycling and recovery of waste.
An increase in awareness of the re-use, recycling and recovery of waste in the general public and
municipal structures.
Raise awareness of industries about the need to develop industry
waste management plans.
An increase in awareness of industries about the need to develop industry waste management plans.
Goal 8: Monitoring compliance, enforcement and remediation
Monitor waste management services at a local authority level Ensure that waste audits are performed, in association with CHDM, on waste management services
rendered.
Compliance and enforcement with the waste management
licence conditions
Ensure compliance of operations at all waste management facilities with the conditions of waste
management licences on an annual basis.
Monitor the closure and rehabilitation of Cradock landfill site. Monitor compliance with the closure and rehabilitation conditions of waste management licence.
Monitoring of IWMP obligations Monitor the implementation of IWMP annually.
Identify non-compliances and problem areas Address non-compliances
Follow-up/intervene where required for non-compliances.
Remediation of contaminated land Do an analysis to determine if there are any contaminated land
Monitor progress of remediation of contaminated land.
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9.1. OVERVIEW
This chapter seeks to outline recommendations and an implementation programme for consideration by the
IYM. These recommendations should be aligned to the IDP of the IYM for effective implementation. The
recommendations have been outlined along the eight (8) focus areas for ease of reference and to properly
guide the implementation process.
9.2. WASTE COLLECTION INFRASTRUCTURE
This aspect relates to the fleet for waste management. IYM does not have sufficient fleet and infrastructure
for effective waste management.
Due to the small quantities of waste produced within the rural areas, the removal of waste from the individual
households, however, still remains the responsibility of each individual as no formal collection is conducted
in these areas by the LMs. This situation is not ideal due to the fact that non-removal of waste may pose a
health risk and lead to illegal dumping at more convenient locations throughout the settlements. To this end,
it is recommended that the IYM plan for the provision of skip bins in the un-serviced areas where waste
generation seems higher.
If the IYM wants to expand their service areas, the following aspects should be taken into consideration:
Purchase additional fleet which can be solely dedicated to waste management;
Sell fleet which is no longer useful or is problematic;
Continuously assess the fleet and in line with resolutions on extending the service coverage.
Ensure that all waste receptacles in town are at least 100m apart from each other. This can be
undertaken in order to comply with the norms and standards for waste management.
9.3. INSTITUTIONAL CAPACITY AND HUMAN RESOURCES
This aspect involves the identification of human resource shortcomings and alteration to employee
structures. The following is therefore recommended for IYM:
The CSD should review its organogram with a view of strengthening the waste management function.
The Unit should develop by-laws, have synthesis of the WIS and interaction with private sector in the
municipal area.
9. RECOMMENDATIONS
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The current staff members should be trained continuously on the function in order for them to perform
better. This would help them to understand various forms of waste and report any wrong-doing to the
authorities.
9.4. DISPOSAL INFRASTRUCTURE DEVELOPMENT
This area relates to the development, upgrading and legalization of disposal infrastructure. This includes the
identification of new infrastructure where required, the upgrading of the current infrastructure as well as the
improvement of management practices at the various locations. The following is recommended for the IYM:
Develop a new landfill site at Cradock.
Decommission and rehabilitate the current municipal landfill site at Cradock.
Improve access control in both Middelburg and Cradock landfill sites avoid indiscriminate disposal,
scattering of waste outside of the site, entry after hours and disposal of unsuitable materials; and
Improve signage within the landfill sites
9.5. FINANCIAL RESOURCES
This aspect relates to existing and required financial structures and strategies. The IYM, with support from
CHDM, should consider the following:
A pre-paid system for waste management wherein a voucher system can be devised for private
disposers.
Tariffs for private disposers should be determined and standardized.
Ensure continuous improvement of rate payer numbers every year in order to generate more revenue.
9.6. ECONOMIC INSTRUMENTS
Financing of waste management services is dependent on accurate costing of the required services. The full
cost of waste service provision is seldom understood by both municipal officials as well as the general public.
This results in waste management services often being under budgeted and/or communities’ reluctance to
pay the rightful cost of the service. Tariffs have the potential to fully cover the costs of providing the services,
but the charges are often set below actual costs. Below are some of the interventions that can be
implemented.
Undertake a full cost accounting exercise for waste management services to include aspects of
collection, transportation, landfill, street cleansing, fee collection, debt payment and depreciation.
Implementing recycling programmes will reduce the disposal costs and generate revenue for the
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municipality. The cost accounting exercise referred to above could include the costs of recycling
programmes against their gains in terms of real monetary returns as well as cost savings relating to
increased landfill life span through saved air space.
Increasing the service charges to correlate with the actual costs may be a challenge to low income
groups, given the current backlog specifically to those areas. The concept of Pay-As-You-Throw may
then be a better approach, where the service charge is proportional to the waste produced per
household. The IYM with assistance from the CHDM, should investigate this option.
The financial needs for a complete waste management system include the following:
Human resources – salaries, pensions, medical aid contributions;
Development of primary and secondary infrastructure for waste management including:
- Development of a WIS;
- Waste collection services to all un-serviced areas;
- Recycling facilities;
- Waste treatment facilities e.g. composting facilities;
- Transfer stations and MRFs;
- Landfill site development (new landfill site for Cradock, rehabilitation of illegal waste dumps and
closure of the current operational Cradock landfill site which is a health and environmental hazard;
Equipment for operations of waste management services;
Additional surveys or studies (e.g. feasibility studies, EIAs for specific infrastructure for waste
management;
Awareness, capacity building, training and skills development; and
Plans, projects, programmes i.e. the implementation of the IWMP; etc.
The implementation of this IWMP can necessitate both capital and operational costs which can be funded
through potential avenues listed in the table below. The sources listed below are not exhaustive. Further, it
must be recognised that some sources could provide financing for project planning, while others may be
suited to project implementation.
9.6.1. FUNDING OPTIONS
LOCAL FUNDING SOURCES
The Municipal Infrastructure Investment Unit (MIIU), a source for support for municipalities which
are committed to investigating Municipal Service Partnerships
The DBSA, willing to finance a portion of solid waste facilities
MIG funding. This funding will be geared towards landfill construction.
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Special MIG Innovation Fund (SMIF) has been established to encourage and support innovative
projects in municipalities.
The SMIF has been established to:
Actively support innovation in local government.
Enable municipalities to implement projects that are linked to, but not currently part of, their
IDPs.
Identify cutting edge projects that carry acceptable levels of risk and which will result in
sustainable benefits in the municipal area.
Encourage municipalities to work more effectively with a wide range of stakeholders, including
the private sector (corporates and Small, Medium, Micro Enterprises (SMMEs)), Community
Based Organisations (CBOs), organised labour and other spheres of government.
Facilitate lesson-learning and knowledge sharing across projects, to enable successful
innovations to be replicated and policy and procedures to be informed by outcomes on the
ground.
Promote a culture of pride and confidence in the ability of South Africans, and the public
sector in particular, to innovate and create a better life for all South Africans
The Industrial Development Corporation (IDC) publicly committed to funding infrastructure projects
Capital Expenditure Programme (CAPEX), which finances capital projects such as the development
of buy-back centres.
The South Africa Infrastructure Fund, which is composed of numerous insurance and pension fund
members, with an interest in funding infrastructure projects in South Africa.
Black Empowerment Groups (investment groups).
Companies with international affiliations, which may have access to greater and/or lower cost
capital through their international partners.
Department of Trade and Industry / Department of Transport, through the Spatial Development
Initiative, may provide support to initiatives which can encourage direct foreign investment.
DEA through its social responsibility funding programme
GOVERNMENT FUNDING SOURCES
Equitable Share Grant: The Equitable Share Grant from National Government is provided in support
of the accelerated implementation of free basic services to poor households. All municipalities are
therefore being pressurised by National Government to prioritise the provision of free basic services to
poor households, including better targeting and performance reporting.
MIG: According to National Treasury, the MIG complements the equitable share allocations to give
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effect to national objectives to:
Expand the delivery of basic services to all households, including the delivery of free basic services to
poor households and other poverty alleviating objectives; and stimulate local economic development
and job creation over the medium term.
Municipalities are also required to use their capital budgets to promote labour-based infrastructure
methods (Expanded Public Works Programme) for projects where this is appropriate. In direct contrast
with the former Consolidated Municipal Infrastructure Programme (CMIP) funding, the MIG does not
fund specific projects, but is designed to complement the capital budget of a Municipality. Reporting
on MIG therefore focuses on the entire capital budget of a municipality.
The Chris Hani District Municipality has a responsibility to ensure that low capacity local municipalities
such as IYM are supported in their applications for MIG funds, and that they will comply with the
requirements of the Municipal Finance Management Act 2003 (Act No. 56 of 2003) (MFMA) and the
2005 Division of Revenue Bill in terms of budgeting. Section 37(2) enables municipalities to receive
MIG funding provided that they prepare sector plans showing how backlogs are being addressed
relating to the key sectors such as electricity, water, sanitation, waste removal, roads and transport.
Capacity Building and Restructuring Grant The capacity building grants were set up to assist
municipalities in improving management, planning, technical and financial management skills and
capacity for effective service delivery, with the major portions of grants flowing directly to
municipalities. The following programmes are being supported from this grant:
Financial Management Grant;
Municipal Systems Improvement Programmes; and
Restructuring Grant.
INTERNATIONAL FUNDING SOURCES
International Finance Corporation (IFC), a member of the World Bank Group, a private sector division
which finances private sector projects in developing countries and helps companies to access
financing in international markets. It promotes sustainable private sector investment in developing
countries as a way to reduce poverty and improve people’s lives
The Southern Africa Enterprise Development Fund (SAEDF), which is a U.S. Government funded,
privately managed venture capital fund, which takes an equity position of up to 25% in its investments
New African Advisors, a U.S. based private venture capital fund with guarantees provided by the
Overseas Private Investment Corporation (OPIC)
The OPIC Global Environment Fund (GEF), a U.S. based investment fund which sponsors and
manages investment entities with equity involvement in infrastructure projects
Various U.S. based private investment funds, which have expressed interest in South African
infrastructure projects
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The following agencies can assist in obtaining, structuring, and/or insuring investments
Various merchant banks in South Africa which have declared an interest in structuring financing for
Municipal Service Partnerships.
The Export-Import Bank of the United States (Ex-Im Bank), which helps to finance sales of U.S.A
goods and services outside the U.S.A.
The Multilateral Investment Guarantee Agency (MIGA), a member of the World Bank Group, which
provides insurance to private investors against risks such as currency transfer, expropriation and civil
disturbance, as well as technical assistance.
The OPIC, a U.S. government agency that provides both financing and insurance to U.S. companies
involved in international investments.
9.6.2. RISKS ASSOCIATED WITH FUNDING
A number of potential risks to investors for projects include such risks as construction risk, operational
risk, regulatory risk, market risk, and political risk. A detailed risk analysis should however be part of a
financial analysis of the various projects and elements of the project. The following discussion gives a
brief description of the different risk groups listed above together with comments on mitigating the risks
from the perspective of investors in private sector projects and/or Private Public Partnerships.
Construction risk is the risk that the project elements will not be constructed (or completed) on time,
within budget, or to the parameters originally specified. This risk can be mitigated by various measures,
including the use of qualified construction companies, the use of insurance, and the provision of bonus
and penalty clauses in construction contracts.
Operational risk is the risk that the project elements will be faulty and not operate efficiently or within
the parameters specified by the owner and/or by the regulatory agencies. A certain amount of
operational risk is unavoidable, therefore lenders must protect their position through for example
minimum debt service coverage ratio, limitations on capital expenditures, limitations on long-term debt,
and limitations on guarantees.
Regulatory risk refers to the potential for the regulatory controls on the project elements to change
during the life of the project, thereby influencing the requirements for project performance. Should the
performance requirements change, the costs of investments for upgrading, and the increased
operational costs, must be addressed. Strategies used to manage regulatory risk include the appropriate
identification of responsibilities for upgrading in contracts.
Market Risk fluctuates depending upon the implementation model within which the project elements
operate. For example, in an unregulated competitive market, such as the recycling market, the project
faces risks related to the market size, the price, and the payments. However, if the market is regulated,
the market size is controlled, and price and payments can be controlled through a regulatory agency.
Several strategies are used by lenders to reduce market risks, including guarantees by government
agencies, letters of credit, limitations on debt exposure, and independent appraisals.
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Political Risk signifies a variety of potential events which can be triggered through local political actions,
and which cannot reliably be predicted, such as: expropriation, confiscation and nationalization of
assets; forced abandonment; currency inconvertibility; funds transfer risk; violence such as strikes, riots,
or civil commotion.
9.7. INFORMATION MANAGEMENT AND DISSEMINATION
This aspect covers the need for effective record keeping and the development of a WIS, the sharing of
available information as well as co-operation of the various stakeholders within the IYM. It is recommended
that the municipality should:
Develop a municipal WIS. The municipality can enlist the support of the CHDM and Provincial
Department (DEDEAT) for this aspect;
Synthesis of the information generated by the WIS is highly recommended for management purposes;
Procure weigh bridges for all the waste disposal facilities in order to accurately determine the volumes
of waste disposed of in the facilities; and
Develop a comprehensive awareness campaign/ programme and waste education for the IYM. The
municipality can enlist services of the Provincial Department to create awareness on waste matters.
9.8. MANAGEMENT OF ILLEGAL ACTIVITIES
This focus area relates to illegal dumping activities within the municipal area. This involves identification of
possible illegal dumping hot spots, development of clean up and anti-dumping campaigns, possible revision
of by-laws as well as revision of collection strategies. The following is recommended for the IYM:
Undertake a comprehensive audit of open spaces (erven) within the municipal area. This is to assist in
identifying illegal dumping hotspots. This will be done with a view of formulating a strategy for each of
those areas;
Put up sign boards on those potential hotspots with a view of deterring illegal dumping;
Other open spaces may be recommended for recreational parks to improve cleanliness and control; and
Develop a penalty system for all illegal dumping activities.
9.9. WASTE MINIMISATION STRATEGIES
This focus area involves the identification of specific waste minimisation strategies, whether it is separation
and collection at the source, privatization of recycling activities, and development of collection points
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throughout the area as well as public awareness/ education strategies. The following is recommended for
IYM.
Strengthen the functionality of the existing recycling project through ensuring that there are more
recyclables fed into the project in order to meet the required volumes,
Introduce a two-bag system for all households and businesses in order to improve separation at source.
This would also improve recyclables going to the aforementioned project.
Strengthen the participation of private sector companies whether as donors or in transferring the skill to
the cooperatives.
10. IMPLEMENTATION PROGRAMME (2018-2022)
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This section presents a programme by which the IYM aims to meet the objectives defined in the previous
section. The programme consists of a number of projects and initiatives which, if appropriately executed,
should move the IYM towards realising these objectives. An implementation programme is presented in the
table below. It is however acknowledged that the IYM faces numerous challenges in the implementation of
these projects including financial and human resource limitations. It is therefore expected that the
implementation programme will be modified during the next five year period as resource allocation changes.
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10.1. IMPLEMENTATION PLAN: INXUBA YETHEMBA LOCAL MUNICIPALITY
10.1.1. INSTITUTIONAL MATTERS
FOCUS AREA Waste Services Delivery
Objective To improve the institutional and human resources to effectively execute the waste management function.