Knysna Local Municipality
Integrated Waste Management Plan
3rd Generation - 2020 - 2025
FINAL
J38216
February 2020
Knysna Local Municipality
Rev 5/February 2020 Knysna IWMP Final 2020 - 2025
Knysna Local Municipality Integrated Waste Management Plan
CONTENTS
Chapter Description Page
Contact Information iv
Revision Status iv
Distribution List v
Abbreviations / Acronyms / Definitions v
Appendices vi
List of Figures vi
List of Tables viii
Acknowledgements xii
1 Introduction 1
1.1 Definition of Waste 1
1.2 Contents of an IWMP 2
1.3 History of Integrated Waste Management Plans in the Knysna Local Municipality 3
1.4 Objectives of an Integrated Waste Management Plan 4
1.5 Integrated Waste Management Plan Development Process 4
1.6 Scope of the Integrated Waste Management Plan 6
1.7 Context of Roles and Responsibilities 8
1.8 Alignment with other Strategic Plans 9
2 Approach and Methodology 18
2.1 Legislated Requirements for Integrated Waste Management Plans 18
2.2 Methodology 18
2.3 Assumptions and Limitations 21
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3 Overview of Legislative Requirements 22
3.1 Key Changes to Legislation Since 2014 23
3.2 International Legislation 24
4 Waste Management Performance Review 26
4.1 Implementation of 2014 Integrated Waste Management Plan 26
4.2 Progress towards Compliance with National Waste Management Strategy Goals 31
5 Receiving Environment 34
5.1 Biodiversity 34
5.2 Geology 35
5.3 Water Resources 36
6 Situation Analysis 37
6.1 Scope and Purpose of the Situation Analysis 37
6.2 Overview of Knysna Municipal Area 37
6.3 Demographics 39
6.4 Type of Housing and Access to Services 40
6.5 Local Economy 41
6.6 Waste Profile 42
6.7 Waste Generation 45
6.8 Future Waste Generation 49
6.9 Waste Information Systems 49
6.10 Health Care Risk Waste 51
6.11 Waste Services 51
6.12 Waste Transport 55
6.13 Waste Recycling 55
6.14 Management of Hazardous Waste 61
6.15 Organic Waste Management 61
6.16 Waste Management Facilities 62
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6.17 Other Waste Management Services 77
6.18 Complaints 82
6.19 Waste Management Fleet 82
6.20 Waste Management By-Laws 83
6.21 Institutional Management 84
6.22 Financial Management 86
6.23 Institutional Framework 91
6.24 Waste Employee Interviews 92
6.25 Future Residential Developments 93
7 Way Forward for Waste Management Facilities 94
8 Gap and Needs Assessment 95
8.1 Gaps and Needs Identified in the 2014 IWMP 95
8.2 Gaps and Needs Identified in 2019 96
9 Goals, Objectives and Assessment of Alternatives 103
9.1 Goals for Knysna Local Municipality 104
9.2 Alignment with National and Provincial Waste Management Goals 105
9.3 Objectives and Alternatives for Knysna Local Municipality 106
10 Implementation Plan 110
11 Monitoring 116
12 References 117
Introduction 119
International conventions 119
South African Legislation 123
National Policies and Guidelines 137
Local Strategy and Policies 145
Document Control and Disclaimer 184
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Contact Information
Please contact the undermentioned should you require further information.
GIBB (Pty) Ltd
Address: Port Elizabeth Office Port Elizabeth 1st Floor St. George’s Corner 116 Park Drive Central Port Elizabeth 6001 PO Box 63703 Greenacres 6057 Tel: +27 41 509 9160 Fax: +27 41 363 9300
Website www.gibb.co.za
Contact Person
Kate Flood
Environmental Scientist
Contact number 041 509 9160
Cell number 084 631 1456
Fax Number 041 363 9300
Email [email protected]
Revision Status
Rev No.
Issue Date #
Pages Revision Description
Prepared By
Reviewed By
Approved By
0 22 May 78 Situational analysis draft
L. Bloy K. Flood W. Fyvie
1 05 August 108 Gap and needs assessment and
objectives and targets
L. Bloy K. Flood K. Flood
2 30 August 113 Implementation Plan L. Bloy K. Flood K. Flood
3 06 September 118 Draft IWMP L. Bloy K. Flood K. Flood
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Rev No.
Issue Date #
Pages Revision Description
Prepared By
Reviewed By
Approved By
4 05 December 150 Final Draft IWMP K. Flood W. Fyvie W. Fyvie
5 27 February 2020
197 Final IWMP K. Flood W. Fyvie W. Fyvie
Distribution List
Copies to:
Copy 1 of 5 Mr R. Bower (Knysna Local Municipality)
Copy 2 of 5 Mr M. Hubbe (Garden Route District Municipality)
Copy 3 of 5 Mr J. Gie (Garden Route District Municipality)
Copy 4 of 5 Mr A. Hoon (DEA&DP)
Copy 5 of 5 Mr D. Gilbert (DEA&DP)
Abbreviations / Acronyms / Definitions
BLM CCA
Bitou Local Municipality Chromated copper arsenate
C&DW Construction and demolition waste COGTA Cooperative Governance and Traditional Affairs DEA&DP Department of Environmental Affairs and Development Planning DEFF Department of Environment, Forestry and Fisheries (formerly Department of Environmental
Affairs (DEA)) DOH DoE
Department of Health Department of Education
DWS Department of Water and Sanitation (formerly Department of Water Affairs (DWA) ECA Environment Conservation Act (73 of 1989) EMI Environmental Management Inspectorate EPWP Expanded Public Works Programme eWASA e-Waste Association of South Africa FBRR Free Basic Refuse Removal GDPR GLM
Gross Domestic Product per Region George Local Municipality
GRDM GRWMIS
Garden Route Disitrct Municipality Garden Route District Waste Management Information System
HCRW Health Care Risk Waste HHW Household Hazardous Waste HLM Hessequa Local Municipality HWMP Hazardous Waste Management Plan IDP Integrated Development Plan indWMP Industry Waste Management Plan IPWIS Integrated Pollutant and Waste Information System IT Information Technology IWM Integrated Waste Management IWMP Integrated Waste Management Plan. IWMSA Institute of Waste Management of Southern Africa KLLM KLM
Kannaland Local Municipality Knysna Local Municipality
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LAs Local Authorities (Local and District level authorities) LM Local Municipality MBLM Mossel Bay Local Municipality MEC Member of Executive Council MIIU Municipal Infrastructure Investment Unit MRF Material Recovery Faciliity NEMA National Environmental Management Act NEMWA National Environmental Management: Waste Act (59 of 2008) NWMS National Waste Management Strategy OHSA OLM
Occupational Health and Safety Act (85 of 1993) Oudtshoorn Local Municipality
PCBs Polychlorinated Biphenyls PE-HD Polyethylene high density PE-LD- PET
Polyethylene low density Polyethylene Terephthalate
POP(s) Persistent Organic Pollutant(s) PP Polypropylene PS Polystyrene PSC Project Steering Committee PUDSS Permissible Utilisation and Disposal of Sewage Sludge PVC Polyvinyl Chloride RDP Reconstruction and Development Programme ROSE Recycling Oil Saves the Environment RSA Republic of South Africa SABS South African Bureu of Standards SANBI South African National Biodiversity Institute SAWIS South African Waste Information Centre SIDA Swedish International Development Coorporation Agency SOER State of Environment Report UN United Nations WCDoH Western Cape Department of Health WCIWMP Western Cape Integrated Waste Management Plan WHO World Health Organisation WIS Waste Information System WMO(s) Waste Management Officer(s) WWTW Waste Water Treatment Works
Appendices
Appendix A: Waste Legislation 119
Appendix B: Waste Management Budget 147
Appendix C: Newspaper Advertisement 153
Appendix D: Comments and Responses Report 154
List of Figures
Figure 1: The waste hierarchy as per the National Waste Management Strategy (DEA, 2011) ............. 4
Figure 2: IWMP planning phases as per the Guidelines for the Development of Integrated Waste Management Plans (DEA) ........................................................................................................................ 5
Figure 3: Integrated Waste Management Planning Cycle (source, DEA&DP, undated) ......................... 5
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Figure 4: Knysna Jurisdictional Area ........................................................................................................ 7
Figure 5: Map to show the critical biodiversity areas, ecological support areas and the protected areas within the Knysna Local Municipality (data source: Western Cape Biodiversity Spatial Plan http://bgis.sanbi.org/SpatialDataset/Detail/627 [16 May 2019]) ........................................................ 34
Figure 6: Underlying geology within the KLM ....................................................................................... 35
Figure 7: Knysna water resources (data source: Council for Scientific and Industrial Research, NFEPA Rivers 2011 and NFEPA Wetlands 2011: http://bgis.sanbi.org/SpatialDataset/Detail/397 [16 May 2019]) .................................................................................................................................................... 36
Figure 8: IWMP planning phases – situation analysis ........................................................................... 37
Figure 9: Geographical area of KLM ...................................................................................................... 37
Figure 10: KLM ward boundaries .......................................................................................................... 38
Figure 11: Population density of the Knysna jurisdictional area ........................................................... 38
Figure 12: Ethic profile within KLM ....................................................................................................... 39
Figure 13: Houses by type of dwelling within KLM ............................................................................... 40
Figure 14: RDP/ government subsidy status of households within KLM .............................................. 40
Figure 15: Access to safe drinking water ............................................................................................... 40
Figure 16: Proportion of households with access to the internet within KLM ..................................... 40
Figure 17: The proportion of each waste type recorded from the waste characterisation study within the KLM (by mass, kg) (source: Eden District Municipality, 2016) ........................................................ 43
Figure 18: Percentage of households receiving a weekly waste collection service in different suburbs of the KLM (STATs SA Community Survey 2016 data)........................................................................... 53
Figure 19: Rheenendal swop shop and some of the ecobricks collected at this facility ....................... 57
Figure 20: In-house recycling bins located in the municipal offices. .................................................... 57
Figure 21: Recyclables stockpiled outside the recycling facility (left), interior of the recycling facility (right) ..................................................................................................................................................... 58
Figure 22: Waste management facilities within the KLM ..................................................................... 63
Figure 23: Satellite image of Old Place landfill site showing the licensed boundary in red (Google Earth, image data 24/06/2019). ...................................................................................................................... 64
Figure 24: Photographs of the Old Place landfill site. Photograph A: Signage; Photograph B: Plant at work on site; Photograph C: the container provided on site; Photograph D: general waste which was observed on site. ................................................................................................................................... 66
Figure 25: Satellite image of the Simola construction and demolition waste site (data source, Google Earth, image data, 12/12/2018) ............................................................................................................ 67
Figure 26: Photographs of the Simola waste site. Photograph A: an overview of the site; Photograph B: skips placed on site to temporarily store any mixed waste received; Photograph C: stockpile of green waste on site; Photograph D: stockpile of whole bricks removed from C&D waste to be “recycled”. 68
Figure 27: Satellite image of the Brenton-on-Sea landfill site showing the licensed boundary in red (data source, Google Earth, image data, 11/04/2018) ................................................................................... 69
Figure 28: Photograph of the closed Brenton-on-Sea landfill site. Photograph A: groundwater sampling point; Photograph B: part of the rehabilitated landfill site; Photograph C: alien vegetation observed on
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site; Photograph D: wheelie bins situated at the entrance of the Brenton-on-Sea site which serve as a drop-off for holiday goers. .................................................................................................................... 70
Figure 29: Satellite image of the closed Sedgefield landfill site (data source, Google Earth, image data, 11/01/2019) .......................................................................................................................................... 71
Figure 30: Photographs of the closed Sedgefield landfill site. Photograph A: the rehabilitated landfill site; Photograph B: a "no dumping" sign outside the facility; Photograph C: a ground water monitoring point; Photograph D: the access gate which is locked but bent and therefore, while cars cannot access this site, pedestrians can. ...................................................................................................................... 72
Figure 31: Satellite image of the Sedgefield drop-off centre (data source, Google Earth, image data, 26/03/2018) .......................................................................................................................................... 72
Figure 32: Photograph to show the Sedgefield drop-off centre. Photograph A: the chipper in use on site; Photograph B: the stockpile of garden waste to be chipped; Photograph C: a stockpile of chipped garden waste; Photograph D: stockpile of general and hazardous waste which has entered the site. 74
Figure 33: Satellite image of the Knysna transfer station site (data source, Google Earth, image data, 26/03/2018) .......................................................................................................................................... 75
Figure 34: Photographs of the Knysna Transfer Station. Photograph A: Signage outside the facility; Photograph B: containers packed with waste to be transported to PetroSA; Photograph C: waste arriving at the facility; Photograph D: stockpile of tyres received at the facility. ................................. 76
Figure 35: Image of a skip placed in a community where illegal dumping had been a concern .......... 77
Figure 36: bins provided by the municipality in public spaces .............................................................. 77
Figure 37: Photographs of illegal dumping sites within the KLM (top left and right) and the illegal dumping signage used by the KLM in an attempt to create an awareness around this ongoing problem. Photographs of the open-air gym (bottom left) and community garden (bottom right) created in areas which were previously used for illegal dumping. .................................................................................. 79
Figure 38: Photograph of some of the waste awareness handouts from the KLM including a "Keep Knysna Clean" t-shirt and lunch bag distributed to the Knysna Tazi Forum and a Knysna Cleansing Campaign t-shirt. ................................................................................................................................... 80
Figure 39: Example of an illegal dumping pamphlet, which forms part of the awareness campaign, handed out by the KLM ......................................................................................................................... 80
Figure 40: An example of the branding planned for the waste management fleet ............................. 81
Figure 41: Senior waste management organogram for KLM ................................................................ 85
Figure 42: Refuse removal, collection and waste disposal facilities organogram for the Knysna area within the KLM ...................................................................................................................................... 85
Figure 43: Refuse removal, collection and waste disposal facilities organogram for the surrounding areas within the KLM ............................................................................................................................. 86
Figure 44: IWMP planning phases as per the Guideline for the Development of Integrated Waste Management Plans (DEA) .................................................................................................................... 116
Figure 45: Goals and targets of the NWMS (2011) ............................................................................. 138
List of Tables
Table 1: The Waste Act Requirements for an Integrated Waste Management Plan 2
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Table 2: Knysna Municipality largest towns/ settlements (Stats SA, 2011) 8
Table 3: National Waste Management Strategy Objectives 9
Table 4: Summary of 2018 NWMS Goals 10
Table 5: WCIWMP Goals and Objectives (2017) 12
Table 6: Summary of waste infrastructure needs identified 16
Table 7: Summary of industries to which the commercial waste surveys were issued 19
Table 8: Facility inspections undertaken as part of the KLM IWMP 19
Table 9: Stakeholders engaged during the review of the KLM IWMP 20
Table 10: Project Steering Committee Members 20
Table 11: Workshops undertaken during the review of this IWMP 21
Table 12: Key South African waste legislation 22
Table 13: Key Changes to Legislation 23
Table 14: International Legislation 24
Table 15: Project status categories 26
Table 16: Implementation status of the 2014 IWMP targets 27
Table 17: National Waste Management Strategy Objectives 31
Table 18: Progress towards compliance with NWMS action plan 32
Table 19: Population profile within the GRDM 39
Table 20: Language profile within KLM 39
Table 21: Household profile within the GRDM 39
Table 22: Education profile within KLM 39
Table 23: Access to toilet facilities within the KLM 40
Table 24: Proportion of each type of energy used for different household activities within KLM 40
Table 25: Proportion of households with access to refuse 40
Table 26: Employment status of those aged between 15 – 64 within the KLM (Census 2011) 41
Table 27: Average household income per annum within KLM (Census 2011) 41
Table 28: GDRP of Garden Route Municipalities 2007 - 2017 (data source, Western Cape Provincial Treasury, 2018a) 41
Table 29: Waste profile, including the mass and volume of each waste type, for KLM (source: Eden District Municipality, 2016) 42
Table 30: KLM waste profile 45
Table 31: Domestic waste disposal records (tonnes) for the KLM (January 2018 – December 2018) (source: KLM) 46
Table 32: Theoretical calculation of domestic waste produced in the KLM 47
Table 33: Hazardous waste survey results 48
Table 34 Future domestic waste generation rates based on population growth rate of 0.21% per annum 49
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Table 35: SAWIS waste disposal records for the KLM (data source: SAWIS, accessed on 20 May 2019) 50
Table 36: List of companies and facilities types and the number thereof registered on GRWMIS within KLM 50
Table 37: Monthly healthcare waste records for the KLM between January 20118 and December 2018 (data source: Western Cape Department of Health) 51
Table 38: Waste collection services in the KLM (data source Stats SA Census 2001 and 2011 and Community Survey 2016 51
Table 39: Waste service provision per area within the KLM (source: Community Survey 2016). Areas with a weekly collection service of less than 70% are shown in red 52
Table 40: Refuse collection rounds Knysna and surrounding areas 54
Table 41: Refuse collection rounds Sedgefield 54
Table 42: Recyclables collected through the two bag system July 2017 – June 2018 56
Table 43: Summary of recycling data composition (tonnes) for KLM between July 2017 – June 2018 (data source, KLM) 58
Table 44: Estimated market values of different recyclable materials 59
Table 45: Summary of waste management facilities within the KLM 62
Table 46: Old Place landfill site profile 65
Table 47: Simola landfill site profile 67
Table 48: Brenton-on-Sea landfill site profile 69
Table 49: Sedgefield landfill site profile 71
Table 50: Sedgefield drop-off centre profile 73
Table 51: Knysna transfer station profile 75
Table 52: KLM waste management fleet 82
Table 53: KLM waste management organogram 84
Table 54: Adjustment budget financial performance, as of 24 August 2019 (R’000) (source, MTREF, 2019/20) 86
Table 55: KLM refuse operational income 88
Table 56: KLM refuse operational expenditure 89
Table 57: KLM annual domestic waste tariff history (data sourced from KLM Medium Term Revenue and Expenditure Framework) 90
Table 58: Waste management tariffs for domestic customers (single unit) R/ month 90
Table 59: Equitable share per Province (source, web reference 1) 91
Table 60: Comments/ concerns raised through KLM employees interviews 92
Table 61: Way forward for waste management facilities within the KLM 94
Table 62: Gaps identified in 2014 IWMP (KLM, 2014) 95
Table 63: Waste management gaps and needs 97
Table 64: Goals and objectives’ terminology as per DEA&DP Guide for Waste management planning 103
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Table 65: Aligned of KLM Goals with National and Provincial Goals 105
Table 66: KLM waste management objectives and targets 106
Table 67: Implementation Plan 110
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Acknowledgements
GIBB wishes to thank Mr Randall Bower and Mrs Natalie Salomon at the Knysna Local Municipality for their support and guidance during the compilation of this third generation IWMP. A further acknowledgement must be given to Mr Eddie Hanekom, Mr Dean Gilbert, Mr August Hoon and their team at the Department of Environmental Affairs and Development Planning for provision of waste information and the detailed review and comments on the draft IWMP.
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1 Introduction
The Knysna Local Municipality (KLM) is required to develop an Integrated Waste Management
Plan (IWMP) as per the requirements of the National Environmental Management Waste Act
(59 of 2008) as amended (hereafter referred to as the Waste Act). The IWMP must be
endorsed by the Department of Environmental Affairs and Development Planning (DEA&DP),
after approval by the KLM Council and thereafter incorporated into the municipal integrated
development plan (IDP).
In terms of the Municipal Systems Act, a municipality must give effect to the provisions of
section 152(1) and 153 of the Constitution and must:
Give priority to the basic needs of the local community;
Promote the development of the local community; and,
Ensure that all members of the local community have access to at least the minimum
level of available resources and the improvement of standards of quality over time.
GIBB (Pty) Ltd (hereafter referred to as GIBB) has been appointed for the revision of the Garden
Route District Municipality (GRDM) IWMP and the IWMPs for the seven local municipalities in
the GRDM, namely:
Knysna Local Municipality (KLM)
Mossel Bay Local Municipality (MBLM)
Bitou Local Municipality (BLM)
George Local Municipality (GLM)
Hessequa Local Municipality (HLM)
Kannaland Local Municipality (KLLM)
Oudtshoorn Local Municipality (OLM)
1.1 Definition of Waste
The Waste Act defines waste as follows:
a) any substance, material or object that is unwanted, rejected, abandoned, discarded or
disposed of, or that is intended or required to be discarded or disposed of, by the holder
of that substance, material or object, whether or not such substance, material or object
can be re-used, recycled or recovered and includes all wastes as defined in Schedule 3 of
this Act; or
b) any other substance, material or object that is not included in Schedule 3 that may be
defined as a waste by the Minister by notice in the Gazette, but any waste or portion of
waste, referred to in paragraphs (a) and (b), ceases to be a waste-
i. once an application for its re-use, recycling or recovery has been approved or,
after such approval once it is, or has been re-used, recycled or recovered;
ii. where approval is not required, once a waste is, or has been re-used, recycled
or recovered;
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iii. where the Minister has, in terms of Section 74, exempted any waste or a portion
of waste generated by a particular process from the definition of waste; or
iv. where the Minister has, in the prescribed manner, excluded any waste stream
of a portion of a waste stream from the definition of waste.
1.2 Contents of an IWMP
The Waste Act outlines the minimum requirements for an IWMP. These requirements have
been included in the table below along with a description of how this requirement has been
met and details of where in this report that relevant information is located.
Table 1: The Waste Act Requirements for an Integrated Waste Management Plan
Waste Act
section no.
Requirement Section in the IWMP
12(1)(a) Contain a situation analysis that includes- Section 6. Situation analysis
12(1)(a)(i) A description of the population and development
profiles of the area to which the plan related
Section 6.3 Demographics
12(1)(a)(ii) An assessment of the quantities and types of
waste that are generated in the area
Section 6.6 Waste Profile and section 6.7
Waste Generation
12(1)(a)(iii) A description of the services that are provided , or
that are available for the collection, minimisation,
re-use, recycling and recovery, treatment and
disposal of waste
Section 6.13 Waste Recycling
12(1)(a)(iv) The number of persons in the area who are not
receiving waste collection services
Section 6.4 Type of Housing and Access to
Services
12(1)(b) Within the domain of the municipality, set out how that municipality intends to:
12(1)(b)(i) To give effect, in respect of waste management,
to Chapter 3 of the National Environmental
Management Act
Section 1.1 Definition of Waste Section 1.2
Contents of an IWMP Section 1.4 Objectives
of an Integrated Waste Management Plan
Section 1.5 Integrated Waste Management
Plan Development Process
12(1)(b)(ii) To give effect to the objectives of this Act Section 3 Legal Requirements Overview
Section 4 Waste management Performance
Review
12(1)(b)(iii) To identify and address the negative impacts of
poor waste management practise on health and
the environment
Section 6.17 Other Waste Management
Services Section 6.18 Complaints
12(1)(b)(iv) To provide for the implementation of waste
minimisation, re-use, recycling and recovery
targets and initiatives
Section 6.13 Waste Recycling 6.14
Management of Hazardous Waste Section
6.17 Other Waste Management Services
12(1)(b)(v) In the case of a municipal IWMP, to address the
delivery of waste management services to
residential premises
Section 6.4 Type of Housing and Access to
Services
12(1)(b)(vi) To implement the Republic’s obligations in
respect of relevant international agreements
Section 1.7 Context of Roles and
Responsibilities Section 1.8 Alignment with
other Strategic Plans Section 3 Legal
Requirements Overview
12(1)(b)(vii) To give effect to best environmental practice in
respect of waste management
Section 6.13 Waste Recycling 6.14
Management of Hazardous Waste Section
6.15 Organic Waste Management 6.16
Waste Management Facilities Section 6.17
Other Waste Management Services
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Waste Act
section no.
Requirement Section in the IWMP
12(1)(c) Within the domain of the provincial department,
set out how the provincial department intends to
identify the measures that are required and that
are to be implemented to support local
municipalities to give effect to the objects of this
Act
Not applicable. This requirement is
applicable to the Western Cape IWMP.
These are Provincial measures to be
implemented to support municipalities to
give effect to the objectives of the Waste
Act.
12(1)(d) Set out the priorities of the provincial department
or municipality in respect of waste management
Section 9 Goals, Objectives and Assessment
of Alternatives
12(1)(e) Establish targets for the collection, minimisation,
re-use and recycling of waste
Section 6.12 Waste Services Section 6.13
Waste Recycling 6.14 Management of
Hazardous Waste Section 6.15 Organic
Waste Management Section 6.16 Waste
Management Facilities Section 6.17 Other
Waste Management Services
12(1)(f) Set out the approach of the municipality for the
planning of any new facilities for disposal and
decommissioning of existing waste disposal
facilities
6.16 Waste Management Facilities Section
7.1 Landfill Sites Section 7.2 Other Waste
Management Facilities
12(1)(g) Indicate the financial resources required to give
effect to the plan
Section 6.22 Financial Management Section
7.1 Landfill Sites Section 7.2 Other Waste
Management Facilities
12(1)(h) Describe how the municipality intends to give
effect to its IWMP
Section 8.1 Gaps and Needs Identified in
2014 IWMP Section 8.2 Gaps and Needs
Identified in 2019
12(1)(i) Comply with requirements prescribed by the
Minister
Section 1.1 Definition of Waste Section 1.2
Contents of an IWMP Section 1.4 Objectives
of an Integrated Waste Management Plan
Section 1.5 Integrated Waste Management
Plan Development Process
1.3 History of Integrated Waste Management Plans in the Knysna Local Municipality
This is the third generation IWMP for the KLM and this plan will cover the period 2020 – 2025.
The first generation IWMP for KLM was developed in 2006 and was subsequently revised in
2014. An IWMP is typically revised every 5 years to parallel the municipal IDP planning process,
and to take into consideration changes in the status quo of waste management, and changes
in legislation and guidelines related to waste management. It is recommended that the KLM
IWMP must be aligned with the KLM IDP cycle.
The development of the IWMP is currently out of sync with the KLM IDP cycles. The current
KLM IDP (4th generation) covers the period 2017 -2022. The IDP is however reviewed on an
annual basis, all the projects listed in the implementation plan of this IWMP should be included
in the next annual review of the IDP to ensure budget is allocated for the implementation of
the projects. An interim internal review of the IWMP should be undertaken in 2025 to cover
the period 2025 – 2027. This will bring future IWMP review cycles in-line with the IDP
timeframes.
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1.4 Objectives of an Integrated Waste Management Plan
The aim of the IWMP is to determine the status quo of waste management and identify
measures to improve waste management in the municipality. The objective of this IWMP is to
present a vision of waste management in the KLM over the next 5 years.
The National Waste Management Strategy of 2011 (NWMS) identifies the primary objective of
integrated waste management planning as being to: “integrate and optimize waste
management so that the efficiency of the waste management system is maximised and the
impacts and financial costs associated with waste management are minimised, thereby
improving the quality of life of all South Africans.”
The NWMS also presents the waste management hierarchy which outlines the preferred
methods for management of waste.
Figure 1: The waste hierarchy as per the National Waste Management Strategy (DEA, 2011)
The 2011 NWMS is currently under review. The goals of both the 2011 and draft 2018 NWMS will be reviewed and incorporated into this IWMP.
1.5 Integrated Waste Management Plan Development Process
In addition to the Waste Act, two documents were considered when developing this IWMP.
The first is the Department of Environmental Affairs (DEA) Guideline for the Development of
Integrated Waste Management Plans (IWMPs). This guideline outlines the following planning
process.
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Figure 2: IWMP planning phases as per the Guidelines for the Development of Integrated Waste Management Plans (DEA)
The second is a guideline titled “Integrated Waste Management Planning (IWMP), A Guide for
Waste Management Planning”, developed by DEA&DP which consists of two volumes:
Volume 1: Conducting a Status Quo Analysis; and,
Volume 2: Section A: Identification of Waste Management Needs and Objectives
Section B: Development, Implementation and Evaluation of IWMPs
Volume 1 presents the detailed planning cycle, presented in Figure 3 below, which is centred around public participation, education and outreach. This diagram clearly identifies the importance of IWMPs being developed in consultation with key stakeholders (authorities, waste management companies, industries etc.) and the public.
Figure 3: Integrated Waste Management Planning Cycle (source, DEA&DP, undated)
Desired end state
Identify & evaluate
alternatives
Select preferred
alternatives
Implementation plan
Monitoring and review
Situation analysis
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1.6 Scope of the Integrated Waste Management Plan
This IWMP is limited to the jurisdictional area of the KLM which covers an area of 1,109km2
and is composed of 11 wards, the largest being ward 4 which accounts for just under half the
KLM area (423km2). The KLM is one of seven local municipalities which fall under the Garden
Route District Municipality (GRDM), formerly the Eden District Municipality, in the Western
Cape Province.
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Figure 4: Knysna Jurisdictional Area
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The majority (74.4%) of the population are located in the urban areas of KLM. According to the KLM IDP (2017), the 2019 population of the KLM is 73,835. Table 2: Knysna Municipality largest towns/ settlements (Stats SA, 2011)
Suburb % of populations
Knysna 74.39
Sedgefield 12.07
Knysna NU 6.15
Rheenendal 5.73
Karatara 1.28
Montmere 0.11
Buffelsbaai 0.10
Myoli Beach 0.06
Phantom Pass 0.05
Swartvlei 0.03
Goukamma Nature Reserve 0.02
1.7 Context of Roles and Responsibilities
1.7.1 National Government
National government is tasked with establishing a National Waste Management Strategy,
including norms, standards and targets. National norms and standards may cover all aspects
of the waste value chain, from planning to service delivery.
1.7.2 Provincial Government
Provincial governments are tasked with the implementation of the National Waste
Management Strategy and national norms and standards, and may set additional,
complementary provincial norms and standards. The Waste Act notes that these norms and
standards must amongst other things facilitate and advance regionalization of waste
management services. The Constitution requires Provincial Government to monitor and
provide support to municipalities in the province and to promote the development of local
government capacity.
1.7.3 Local Government
The Waste Act requires local authorities to implement mechanisms for the provision of waste
collection services including collection, storage and disposal. Local authorities are also
required to facilitate recycling and waste diversion from landfill and manage waste information
appropriately.
Local municipalities are also required to maintain separate financial statements, including a
balance sheet of the services provided.
(a) Responsibilities in Terms of Garden Route District Municipality By-Laws
The GRDM defines a municipal waste collection service as a service which collects domestic
waste and general business waste. This suggests that local municipalities are responsible for
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the collection of all domestic waste (which would include household hazardous waste) but only
general waste generated by business or industry.
1.7.4 Waste Management Officer
The Waste Act requires that all local municipalities to designate in writing a waste
management officer (WMO) from its administration who is responsible for co-ordinating waste
management in the municipality.
The responsibilities of the WMO of a local municipality are defined in the National Waste
Management Strategy (2011) as:
Manage stakeholders in the implementation of the Waste Act;
Liaise with EMI compliance monitoring activities in the municipality;
Plan and implement the municipal IWMP and subsequent reporting cycles;
Build capacity in relation to Waste Act implementation; and
Monitor adherence to norms and standards in the delivery of waste services.
The DEA’s Guideline for designation of WMOs (DEA, 2008) further expands on the role of the
WMO for local municipalities.
1.8 Alignment with other Strategic Plans
There are a number of strategic plans on a national, provincial and local level which have been
taken into consideration during the developing this IWMP. A summary of these is provided in
this section below.
1.8.1 Alignment with National Strategic Plans
(a) National Waste Management Strategy (2011)
The National Waste Management Strategy (NWMS) is structured around a framework of eight
goals. The goals along with their respective targets were supposed to have been met by 2016.
The second generation NWMS is currently under review, however it is anticipated that this
IWMP will be finalised before the third generation NWMS is finalised. An internal review of
the IWMP should be undertaken when the NWMS is finalised to ensure the correct goals and
targets are presented in the report.
Table 3: National Waste Management Strategy Objectives
Goal Targets for 2016
1. Promote waste
minimisation, re-use,
recycling and recovery of
waste.
25% of recyclables diverted from landfill sites for re-use, recycling or
recovery
All metropolitan municipalities, secondary municipalities, and large
towns have initiated separation at source programmes
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Goal Targets for 2016
Achievement of waste reduction and recycling targets as set in industry
waste management plans for paper and packaging, pesticides, lighting
(CFLs) and tyre industries
2. Ensure the effective and
efficient delivery of waste
services.
95% of urban households and 75% of rural households have access to
adequate levels of waste collection services
80% of waste disposal sites have permits
3. Grow the contribution of
the waste sector to the
green economy.
69,000 new jobs created in the waste sector
2,600 additional SMEs and cooperatives participating in waste service
delivery and recycling
4. Ensure people are aware of
the impact of waste on their
health, well-being and the
environment.
80% of municipalities running local awareness campaigns
80% of schools implementing waste awareness campaigns
5. Achieve integrated waste
management planning.
All municipalities have integrated their IWMPs with their IDPs, and have
met the targets set in IWMPs
All waste management facilities required to report to SAWIS have waste
quantification systems that report information to WIS
6. Ensure sound budgeting
and financial management
for waste services
All municipalities that provide waste services have conducted full-cost
accounting for waste services and have implemented cost reflective
tariffs
7. Provide measures to
remediate contaminated
land.
Assessment complete for 80% of sites reported to the contaminated land
register
Remediation plans approved for 50% of confirmed contaminated sites
8. Establish effective
compliance with and
enforcement of the Waste
Act
50% increase in the number of successful enforcement actions against
non-compliant activities
800 environmental management inspectors (EMIs) appointed in the
three spheres of government to enforce the Waste Act
(b) Draft National Waste Management Strategy (2018)
As previously mentioned, the DEA is currently revising the 2011 NWMS. The 2018 NWMS has
three strategic goals to drive an improvement in waste management in South Africa:
1. Waste minimisation;
2. Effective and sustainable waste services; and
3. Awareness and compliance
These are further unpacked in Table 4 below.
Table 4: Summary of 2018 NWMS Goals
Goal Implementation mechanism
1. Prevent waste, and
where waste cannot be
prevented, divert 50% of
waste from landfill within 5
years; 65% within 10 years;
and at least 80% of waste
within 15 years through
reuse, recycling, and
recovery and alternative
waste treatment.
Waste Prevention:
Prevent waste through cleaner production, industrial symbiosis, and
extended producer responsibility
Prevent food waste by working with agricultural producers, retailers, the
hospitality sector and consumers.
Waste as a Resource:
Divert organic waste from landfill through composting and the recovery of
energy
Divert construction and demolition waste from landfill through beneficiation
Increase recycling and recovery rates
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Goal Implementation mechanism
Increase technical capacity and innovation for the beneficiation of waste
2. All South Africans live in
clean communities with
waste services that are well
managed and financially
sustainable.
Waste Collection:
Implementation of the DEFF separation at source policy to promote reuse,
recycling and recovery of waste
Safe and environmentally sustainable disposable of hazardous household
wastes.
Integrated Waste Management Planning:
Provinces provide effective regional guidance and oversight in the
development and implementation of metro, district and local municipality
IWMPs within the context of overarching Provincial Integrated Waste
Management Plans
All local authorities to include provisions for recycling drop-off/buy-back/storage centres in their IWMPs by 2020
3. South Africans are aware
of waste and a culture of
compliance with waste
management norms and
standards exists, resulting
in zero tolerance of
pollution, litter and illegal
dumping.
Reduction of littering and illegal dumping due to attitudinal shifts and
greater public awareness of the environmental damage caused by waste
Enhanced capacity to enforce the Waste Act and International Agreements
on waste and pollution
Municipal landfill sites and waste management facilities comply with
licensing standards
All local authorities to include provisions for recycling drop-off/buy-back/storage centres in their IWMPs by 2020
(c) Operation Phakisa: Chemicals and Waste Phakisa
Operation Phakisa, an initiative which looks to unlock South Africa’s economic potential, sets
a number of waste-related national targets. These targets include:
Reduce industrial waste to landfill by 75%;
Reduce municipal waste to landfill site by 50%;
Move towards zero sewage sludge to landfill by 2023;
Move toward zero meat production waste to landfill by 2023;
Increase e-waste recycling from 7% to 30%;
Create 1,000 jobs through recycling and re-use of government computer;
50% of households in metropolitan municipalities separating at source by 2023;
8,000 direct and indirect jobs through plastic recycling; and
Produce building aggregates and construction inputs from rubble and glass
1.8.2 National Development Plan
South Africa National Development Plan (NDP) was published in 2012 and outlined the
required steps to eliminate poverty and reduce inequality by 2030.
The NDP sets the following objectives related to waste management:
An absolute reduction in the total volume of waste disposed to landfill site each year
through a national recycling strategy;
Carbon price, building standards, vehicle emission standards and municipal regulations
to achieve scale in stimulating renewable energy, waste recycling and retrofitting
buildings;
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Consumer awareness initiatives and sufficient recycling infrastructure should result in
South Africa becoming a zero waste society; and
Implement a waste management system through rapid expansion of recycling
infrastructure and encouraging composting of organic domestic waste to bolster
economic activity in poor urban communities
The NDP also recognises the opportunity for the manufacturing sector to reuse waste.
1.8.3 Back to Basics
The National Department of Cooperative Governance and Traditional Affairs (COGTA)
showcased a new strategy at the Presidential Local Government Summit in 2014. The strategy
was titled Back to Basics: Serving our Communities Better.
The strategy identified that although progress had been made with regard to service delivery
since 1994, more actions were needed to support, educate and, where required, enforce the
government mandate for service delivery.
The Back to Basics programme is centred around five pillars:
1. Put people and their concerns first and ensure constant contact with communities
through effective public participation platforms;
2. Create conditions for decent living by consistently delivering municipal services to the
right quality and standard. This includes planning for and delivery of infrastructure and
amenities, maintenance and upkeep, including the budgeting to do this. Ensure no
failures in services and where there are, restore services with urgency;
3. Be well governed and demonstrate good governance and administration – cut wastage,
spend public funds prudently, hire competent staff and ensure transparency and
accountability;
4. Ensure sound financial management and accounting, and prudently manage resources
so as to sustainably deliver services and bring development to communities; and
5. Build and maintain sound institutional and administrative capabilities, administered
and managed by dedicated skilled personnel at all levels.
The Back to Basics pillars are all applicable to waste management within the municipality.
1.8.4 Alignment with Provincial Strategic Plans
(a) Western Cape Integrated Waste Management Plan
The first generation Western Cape Provincial IWMP (WCIWMP) was revised in 2017. The
WCIWMP is centred around four goals and 14 strategic objectives.
Table 5: WCIWMP Goals and Objectives (2017)
Goal Strategic Objectives
Goal 1. Strengthen education,
capacity and advocacy towards
1. Facilitate consumer and industry responsibility in integrated waste
management
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Goal Strategic Objectives
integrated waste management 2. Promote and ensure awareness and education of integrated waste
management
3. Build and strengthen waste management capacity
Goal 2. Improved integrated
waste management planning and
implementation for efficient
waste services and infrastructure
1. Facilitate municipal waste management planning
2. Promote industry waste management planning
3. Promote the establishment of integrated waste management
infrastructure and services
4. Ensure effective and efficient waste information management
Goal 3. Effective and efficient
utilisation of resources
1. Minimise the consumption of natural resources
2. Stimulate job creation within the waste economy
3. Increase waste diversion through re-use, recovery and recycling
Goal 4. Improved compliance
with environmental regulatory
framework
1. Strengthen compliance monitoring and enforcement
2. Remediate and rehabilitate contaminated land
3. Facilitate the development of waste policy instruments
4. Promote self/co-regulatory measures
As a municipality within the Western Cape, the responsibility for the implementation of a
number of projects in the WCIWMP falls to the KLM. The KLM IWMP will be aligned with the
WCIWMP and such projects will be incorporated into the implementation plan for the KLM.
(b) Provincial Strategic Plan 2014 - 2019
The Western Cape Provincial Strategic Plan 2014 – 2019 is built on the vision of “an open-
opportunity society for all”. The plan identifies five Provincial Strategic Goals which can assist
the province to overcome challenges and move towards realising the aforementioned
provincial vision.
The five strategic goals are:
1. Create opportunities for growth and jobs;
2. Improve education outcomes and opportunities for youth development;
3. Increase wellness, safety and tackle social ills;
4. Enable a resilient, sustainable, quality and inclusive living environment; and
5. Embed good governance and integrated service delivery through partnerships and
spatial alignment
(c) Western Cape Provincial Spatial Development Framework (2014 – 2019)
The aim of the 2014 Provincial Spatial Development Framework (PSDF) is to bridge the gap
between the National Development Plan and provincial strategies with the aim of improving
service delivery. The 2014 Western Cape PSDF identifies that as the population of the Western
Cape continues to increase additional waste disposal facilities will be required, unless the
waste management hierarchy is implemented. The PSDF further recognises the need for
innovation in the waste sector in order to increase waste recycling and reuse. The need for
waste-to energy in the long term is also referred to in the plan.
Two provincial spatial policies related to waste management were identified:
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1. Mainstream waste recycling and reuse in area of high waste generation to unlock
economic opportunities and save landfill site airspace; and
2. Close down illegal waste sites and establish new regional facilities near rail facilities to
decrease transportation costs
(d) Western Cape Strategic Framework for the Provincial Strategic Plan 2019-2024
The draft Strategic Framework for the Provincial Strategic Plan identified that waste
management in the province is in decline or a concern. Further, waste management was
identified as one of the top five municipal planning priorities across the province.
The framework has five vision inspired priorities:
1. Safe and cohesive communities
2. Growth and jobs
3. Empowering people
4. Mobility and spatial transformation
5. Innovation of culture
Waste management is addressed under priority area 1 which identified the need for improving
the cleanliness of neighbourhoods. Cleaner neighbourhoods will be achieved through
improving waste management in vulnerable communication and using the Green Scorpions to
target illegal dumping.
One of the areas covered in priority area 2 is climate change and resource pressure. The need
to divert waste from landfill and invest in waste infrastructure is identified here.
(e) Western Cape Green Economy Strategy Framework, 2013
The 2013 Western Cape Green Economy Strategy Framework presents the Western Cape’s
vision of becoming the leading green economic hub in Africa.
The strategy identifies three high level priorities for green growth:
1. Natural gas and renewables;
2. Financial infrastructure; and
3. Green jobs – including the waste sector
(f) Western Cape Waste Awareness Strategy
The Western Cape Waste Awareness Strategy was released by DEA&DP in March 2018. The
strategy is designed as a guideline to assist with the successful development and
implementation of waste awareness initiatives. The plan identifies several mechanisms to
increase waste management awareness and outlines the advantages and disadvantages of
each initiative.
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1.8.5 Alignment with Regional Strategic Plans
(a) Garden Route District Municipality Integrated Waste Management Plan
The Garden Route District Municipality (GRDM) is in the process of reviewing their district
IWMP. The review of the GRDM IWMP will be aligned with the development of IWMPs for the
seven local municipalities that fall within the GRDM. The objectives of the KLM IWMP will be
aligned with the GRDM IWMP.
(b) Eden District Municipal Waste Management Policy
The Eden District Municipal Waste Management Policy was approved by council in 2017. The
policy outlines the mechanisms through which the GRDM will exercise its responsibilities in
terms of waste management. The policy covers the following key items:
1. Waste information management – the implementation of the Garden Route (Eden
District) waste management information system (GRWMIS);
2. Waste management plans – requirements for industry waste management plans and
municipal IWMPs;
3. Waste minimisation and recycling – encourage waste minimisation and recycling,
introduce a system of accreditation for waste collectors, transporters and recyclers;
4. Municipal service – adoption of waste management tariffs for the regional landfill site,
establishment of a district inter-municipal waste management forum;
5. Service provider- makes provision for the GRDM to enter into a public private
partnership (PPP) with a service provider who can be used to provide waste
management services;
6. Categorisation of waste and the management of certain types of waste –
implementation of the National Norms and Standards for Assessment of Waste for
Landfill;
7. Commercial services and the accreditation of service providers – allows for the
development of a permit system for hazardous waste management companies; and
8. Administrative enforcement – enforcement of waste management by-laws, training of
municipal officials.
(c) Assessment of the Municipal Integrated Waste Management Infrastructure: Eden District
DEA&DP commissioned a study of waste management infrastructure of the seven local
municipalities in the GRDM (formerly Eden District Municipality) in 2016. The aims of the study
were to:
Improve compliance of waste facilities with existing waste management licenses
(WML)
Identify additional infrastructure which is needed to achieve a 20% diversion of waste
from landfill by 2019
Determine additional infrastructure requirements to allow municipalities to remain
compliance up to 2030
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The report identified that infrastructure upgrades were required for the KLM’s landfill sites in
order for the operation and closure of the sites to be compliant with WMLs. The total cost of
upgrades was estimated at R14,964,800.00. The report also identified future waste
infrastructure needs of the KLM, a composting and crushing facility and a chipping facility. The
cost of these facilities is approximately R27,107,000.
In addition to upgrading of the landfill sites, the following additional waste management
infrastructure was identified as a need
Table 6: Summary of waste infrastructure needs identified
Facility Area Description Budget (excl. VAT)
Existing Waste Management Infrastructure
Brenton-on-Sea
landfill site
Brenton-on-Sea Stormwater management, leachate
management, fencing, water use license,
waste management license application,
contingencies, professional fees.
Equipment – moveable fences. Tractor-
loader-backhoe (TLB)
R6,000,351.55
Old Place Landfill
Site
Old Place, Knysna Stormwater management, leachate
management, fencing, water use license,
waste management license application,
contingencies, professional fees.
Equipment – moveable fences. Tractor-
loader-backhoe (TLB)
R6,136,822.03
Sedgefield Landfill
Site
Sedgefield Stormwater management, capping,
leachate management, fencing, water use
license, waste management license
R4,605,176.06
Knysna Refuse
Transfer Station
Knysna Notice board R10,480.00
Total to ensure facilities are legally compliant in terms of infrastructure R14,964,800.00
New Waste Management Infrastructure
Composting and
crushing facility
Knysna Site preparation, stormwater management,
composting area, crushing area, leachate
management, fencing and access control,
contingencies, professional fees
R26,280,936.48
Chipping facility Brenton-on-Sea Road works R825,142.03
Total to meet diversion targets R27,107,000.00
1.8.6 Alignment with Local Strategic Plans
(a) Knysna Local Municipality Fourth Generation Integrated Development Plan
The fourth generation Knysna Integrated Development Plan (IDP) covers the period 2017 –
2022.
The IDP is centred around nine strategic objectives:
1. Create an inclusive, responsive and healthy environment conducive for living and
sustainable growth;
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2. To manage land-use and development in-line with the Strategic Development
Framework;
3. To render efficient environmental health and disaster management services;
4. To provide efficient public safety and law enforcement services;
5. To provide recreational facilities and, opportunities and programmes aimed to facilitate
and promote community development and social cohesion;
6. To facilities economic and tourism development to the benefit of the town and all
residents;
7. Embed good governance through sound administrative practices and improved
stakeholder relations;
8. To maintain a skilled, capable and diverse workforce in a good working environment;
and
9. Embed financial viability and sustainability through good financial management
principles and practices
The following waste related programmes are planned for the KLM before 2022:
Cleanest Town Award/ eradicate illegal dumping;
Operation of regional landfill site;
Expand and enhance swop shops; and
Recycling rolled out in all wards.
Once this IWMP is finalised it will be incorporated into the IDP. The incorporation of the IWMP
into the IDP is essential in order for budget to be allocated to the projects which will be
identified in the implementation plan.
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2 Approach and Methodology
2.1 Legislated Requirements for Integrated Waste Management Plans
The requirements of the National Environmental Management Waste Act (Act 59 of 2008, as
amended) (refer to Table 1) and the Department of Environmental Affairs (DEA) Guideline for
the Development of Integrated Waste Management Plans were used to guide the
development of this IWMP.
2.2 Methodology
A phased approach was used to develop the IWMP, as detailed below.
2.2.1 Integrated Waste Management Plan Review
The 2014 KLM IWMP was reviewed for content and a performance review of the projects listed
in the implementation plan was also undertaken.
2.2.2 Literature Review
A review of legislation was undertaken. This included the following key documents:
Western Cape Provincial IWMP
Western Cape Position Papers:
o Position Paper on the Provision of Municipal Waste Management Services within
the Context of Rapid Urbanisation; (2017)
o Position Paper on the Regionalisation of Waste Management Services (2017);
o Position Paper on Organic Waste Management (2017);
o Position Paper on Construction and Demolition Waste Management (2017);
Knysna 2nd Generation IWMP (2014);
Knysna 4th Generation Integrated Development Plan (2017 – 2022);
Garden Route Integrated Waste Information System (GRIWIS), Integrated Population
and Waste Information System (IPWIS) and South African Waste Information System
(SAWIS) statistics;
Waste facility licenses
Waste facility audit reports (internal, external and DEA&DP reports); and
Statistics SA Census 2011 and Community Survey 2016 data
A full list of documentation reviewed is available as the reference list at the end of this report.
2.2.3 Questionnaires
A questionnaire was developed for use when engaging with private companies and industries.
The aim of the questionnaire was to capture information on the generation of business,
commercial, agricultural and industrial waste with a focus on hazardous waste. A database of
industry in KLM was developed based on:
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Companies identified in the project initiation meeting;
Recommendations from the KLM; and
Review of members of the Knysna Business Chamber
Details of the industries which the questionnaires were issued to are shown below.
Table 7: Summary of industries to which the commercial waste surveys were issued
Industry type No. survey issued No. responses
Recycler 1 0
Waste management company 2 2
Timber mill 5 2
Recycling company 3 2
Beauty product manufacturer 1 0
Construction company 1 1
Total 13 7
2.2.4 Site Visits and Ground-Truthing
A site visit was undertaken in KLM on 08 – 12 April 2019. Details of facilities visited and
interviews undertake are listed below.
Table 8: Facility inspections undertaken as part of the KLM IWMP
Facility Date of visit
Sedgefield recycling site (operational) 09 April 2019
Sedgefield garden waste transfer station (operational) 09 April 2019
Brenton-on-Sea garden waste landfill site (closed) 09 April 2019
Simola builders rubble site (operational) (private facility) 09 April 2019
Smuttsville swop shop (operational) 09 April 2019
Rheenendal swop shop (operational) 09 April 2019
Knysna transfer station (operational) 10 April 2019
Knysna recycling site (operational) 10 April 2019
Old Place garden waste landfill site (operational) 10 April 2019
Sedgefield landfill site (closed) 11 April 2019
2.2.5 Engagements with Knysna Local Municipality Employees
The following personnel at KLM were engaged.
Waste information systems: This report refers to a number of different waste information systems, a brief description of the different systems is provided below.
1. South African Waste Information System (SAWIS) – A national waste information system managed by
DEFF. Information reported on the SAWIS is publically accessible through the South African Waste
Information Centre (SAWIC)
2. Integrated Pollutant and Waste Information System (IPWIS) – A provincial waste information system
managed by DEA&DP. Data reported on the IPWIS is uploaded to the SAWIS on a quarterly basis
3. Garden Route Waste Management Information System (GRWMIS)– a district waste information system
managed by GRDM
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Table 9: Stakeholders engaged during the review of the KLM IWMP
Designation No. interviews
undertaken
Date Engagement
Senior foreman: solid waste management 1 09 April 2019 Interview
Superintendent: solid waste management 1 09 April 2019 Interview
Machine operator/ supervisor 1 09 April 2019 Interview
Supervisor: street sweeping 1 09 April 2019 Interview
Refuse truck driver/ supervisor 2 09 April 2019 Interview
Supervisor: transfer station 1 09 April 2019 Interview
General worker: landfill site 1 09 April 2019 Interview
General worker: refuse collector 1 09 April 2019 Interview
Senior manager: waste manager 1 10 April 2019 Meeting
Manager: Income 2 10 April 2019 Meeting
Environmental officer: solid waste 1 10 April 2019 Meeting
Manager: Planning, Building Control and
Environment
1 10 April 2019 Meeting
Refuse truck driver/ supervisor 2 10 April 2019 Interview
Fleet manager 1 10 April 2019 Interview
General workers: refuse collector 1 10 April 2019 Interview
2.2.6 Project Steering Committee
The review of the KLM IWMP was undertaken as part of the IWMP review for the entire GRDM.
A project inception meeting was held on 26 February 2019 to establish the project steering
committee (PSC) which included municipal waste managers from throughout the district. The
details of the PSC are presented in the table below.
Table 10: Project Steering Committee Members
2.2.7 Presentations and Workshops
The draft situation analysis was undertaken with the KLM on 18 June 2019.
Name Designation Organisation
Morton Hubbe Waste Manager Garden Route District Municipality
Johan Gie District Waste Management Officer Garden Route District Municipality
Douglas Baartman Waste Manager Bitou Local Municipality
Janine Fernold Waste Manager George Local Municipality
Abraham Delport Supervisor: Landfill Sites Kannaland Local Municipality
Sherilene Adams Administrator (responsible for Waste Management)
Kannaland Local Municipality
Randall Bower Waste Manager Knysna Local Municipality
Sivuyile Mtila Senior Manager: Waste Management Mossel Bay Local Municipality
Rodwell Witbooi Waste Manager Oudtshoorn Local Municipality
August Hoon Deputy Director: Waste Management Planning
DEA&DP
Dean Gilbert Assistant Director: Waste Management Planning
DEA&DP
Kate Flood Environmental Scientist GIBB
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Table 11: Workshops undertaken during the review of this IWMP
Date Location No. attendees Stakeholders in attendance
28 June 2019 Knysna Municipal
Offices
4 KLM and GIBB
02 September
2019
Knysna Municipal
Offices
5 KLM and GIBB
03 September
2019
Knysna Council
Chamber
KLM and GIBB
2.2.8 Public Participation Process
No public participation workshop will be conducted within the KLM. However, the final draft
IWMP will be made available for public comment. The document will be available both
electronically and in hard copy. The location of this IWMP will be advertised in a local
newspaper.
2.3 Assumptions and Limitations
This situation analysis has drawn information from a number of sources including interviews
with municipalities and stakeholders, IWMPs, GRWMIS, IPWIS and SAWIS records, KLM
records and various literature sources. It is assumed that the information given verbally in
interviews and documented information is accurate.
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3 Overview of Legislative Requirements
A summary of key South Africa legislation governing waste management is presented in the table below. A more comprehensive summary of South African and international waste legislation is provided in Appendix A. Table 12: Key South African waste legislation
Legislation/ guidelines Summary
Constitution of South
Africa (Act 108 of 1996)
Section 24 of the Constitution states that everyone has the right to an environment
that is not harmful to their health or wellbeing; and to have an environment protected
for the benefit of present and future generations, through reasonable legislative and
other measures.
White Paper on
Integrated Pollution and
Waste Management for
South Africa (1999)
The White Paper on Integrated Pollution and Waste Management is a subsidiary policy
of the overarching environmental management and constitutes South Africa’s first
policy document focused on integrated waste management. This national policy set
out Government’s vision for integrated pollution and waste management in the
country and applies to all government institutions and to society at large and to all
activities that impact on pollution and waste management.
The overarching goal of the policy is integrated pollution and waste management. The
intention is to move away from fragmented and uncoordinated pollution control and
waste management, towards an approach that incorporates pollution and waste
management as well as waste minimisation.
National Environmental
Management Act (Act
107 of 1998, as amended)
The objective of NEMA is to provide for operative environmental governance by
establishing principles for decision-making on matters affecting the environment,
institutions that will promote co-operative governance, and procedures for co-
ordinating environmental functions exercised by organs of state. An important
function of the Act is to serve as an enabling Act for the promulgation of legislation to
effectively address integrated environmental management.
National Environmental
Management: Waste Act
(Act 59 of 2008, as
amended)
The act covers a wide spectrum of issues including requirements for a National Waste
Management Strategy, IWMPs, definition of priority wastes, waste minimisation,
treatment and disposal of waste, Industry Waste Management Plans, licensing of
activities, waste information management, as well as addressing contaminated land.
National Pricing Strategy
(GN 904 of 2016)
The strategy aims to fund re-use, recovery and recycling of waste through the extended
producer responsibility principal.
National Waste
Information Regulations
(GN 625 of 2013)
These regulations give effect to the South African Waste Information System and
specify registration and reporting requirements.
National Domestic Waste
Collection Standards (GN
21 of 2011)
These specify methods for how domestic waste should be collected. Consideration is
given to an appropriate level of service based on the nature (e.g. rural vs urban) of
municipalities.
Minimum Requirements
for Waste Disposal by
Landfill (1998)
These minimum requirements form part of a three part series which were developed
by the Department of Water Affairs and Forestry. The other documents in the series
are ‘Minimum requirements for the handling, classification and disposal of hazardous
waste’ and ‘Minimum requirements for monitoring at waste management facilities.
The minimum requirements for waste disposal by landfill provide guidance on:
Landfill site classification
Site selection for landfill sites and ranking systems of candidate sites
Feasibility studies for landfill sites and the required site/ specialist investigations
Design considerations
Permitting and environmental impact assessment
Operation and control
Site closure
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3.1 Key Changes to Legislation Since 2014
The following table presents key changes and updates to waste legislation since the 2014 IWMP.
Table 13: Key Changes to Legislation
Legislation Key changes
National Environmental
Management: Waste
Amendment Act (Act 26 of 2014)
Substitution and deletion of some definitions
Establish a waste pricing strategy
Establish a waste management bureau
Transitional arrangement for existing industry waste management plans
National Norms and Standards
for the Sorting, Shredding,
Grinding, Crushing, Screening or
Baling of General Waste (GN
1093 of 2017).
These norms and standards were developed to reduce the licensing
requirements for low impact waste management activities. The norms and
standards are applicable to all facilities where general waste is sorted, crushed,
ground, crushed, screened or baled. All facilities where such activities are
undertaken need to be registered with the provincial authority. Facilities with
an operational area in excess of 1,000m2 need to be registered and comply
with all the requirements of the norms and standards.
National Environmental
Management Waste Act (GN
1094 of 2017) Amendment to the
list of waste management
activities that have, or are likely
to have, a detrimental effect on
the environment.
The list of waste management activities that have, or are likely to have, a
detrimental effect on the environment were updated in 2015 to remove low
impact activities related to waste management including the sorting,
shredding, grinding, crushing, screening and bailing of general waste.
National Pricing Strategy for
Waste Management
The key aims of the strategy is to increase the diversion of waste from landfill,
reduce the generation of waste and encourage reduction, reuse and recycling
of waste. The strategy provides a methodology for setting waste management
charges. The strategy identifies three economic instruments for waste
management:
1. Downstream instruments – volumetric tariffs (pay-as-you-throw) and
waste disposal taxes which would be applied to landfilling or
incineration of waste.
2. Upstream instruments – material and input taxes which would apply to
virgin materials and hazardous materials, product taxes, advance
recycling fees or advance disposal fees, deposit-refund scheme and
extended producer responsibility fees.
3. Subsidy-based instruments – recycling subsidies, tax rebates and
benefits, capital financing.
3rd National Waste Management
Strategy
As previously discussed, the 2nd generation NWMS is currently under
review. The 3rd generation presents three strategic goals for
improving waste management in South Africa.
National Norms and Standards
for Disposal of Waste to Landfill
(GN 636 of 2013)
NOTE: These norms and
standards were published prior
to the 2014 IWMP being
finalised, it is included in this list
and a the date by which disposal
restrictions came into effect for
some waste streams have come
into effect over the last 5 years.
The norms and standards control the disposal of waste at different classes of
landfill site. The disposal requirements for waste are determined based on the
landfill site classification and barrier design.
Section 5 notes waste disposal restrictions. The following restrictions must
have come into effect since 2014 or will be coming into effect shortly:
Waste type prohibited or restricted in terms
of disposal
Compliance timeframe
POP pesticides listed under the Stockholm
Convention
8 years (August 2021)
Other waste pesticides 4 years (August 2017)
Other batteries 8 years (August 2021)
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Legislation Key changes
Re-useable, recoverable or recyclable used
lubricating mineral oils and oil filters
4 years (August 2017)
Re-useable, recoverable or recyclable used or
spent solvents
5 years (August 2018)
PCB containing waste (>50mg/kg or 50 ppm) 5 years (August 2018)
Hazardous waste electric and electronic
equipment - lamps
3 years (August 2016)
Hazardous waste electric and electronic
equipment - other
8 years (August 2021)
Waste tyres – quartered 5 years (August 2019)
Liquid waste (i) Waste which has an angle repose of less
than 5 degrees, or becomes free-flowing
at or below 60oC or when it is
transported, or is not generally capable of
being picked up by a spade or shovel; or
Waste with a moisture content of >40%
or that liberates moisture under pressure
in landfill conditions, and which has not
been stabilised by treatment
6 years (August 2019)
Hazardous waste with a calorific value of:
(i) >25 MJ/kg
(ii) >20 MJ/kg
(iii) >10 MJ/kg
(iv) >6% TOC
4 years (August 2017)
6 years (August 2019)
12 years (August 2025)
15 years (August 2028)
Brine or waste with a high salt content (TDS
>5%), and a leachable concentration for TDS of
more than 100,000 mg/l
8 years (August 2021)
Disposal of garden waste
(i) 25% diversion from the baseline at a
particular landfill of separated garden waste
(ii) 50% diversion from the baseline at a
particular landfill or separated garden waste
5 years (August 2018)
10 years (August 2023)
3.2 International Legislation
Table 14: International Legislation
Legislation/ guidelines Summary
Basal Convention of the
Control of Trans-
Boundary Movement of
Hazardous Wastes and
Their Disposal (1989)
The Basel Convention (1989) is a global agreement which seeks to address the trans-
boundary movement of hazardous waste. The convention is centred on the
reduction of the production of hazardous waste and the restriction of trans-
boundary movement and disposal of such waste. It also aims to ensure that strict
controls are in place when any trans-boundary movement and disposal of hazardous
waste does occur, and ensures that it is undertaken in an environmentally sound and
responsible manner.
The key objectives of the Basel Convention are:
To minimise the generation of hazardous wastes in terms of quantity and
hazardousness.
To dispose of hazardous waste as close to the source of generation as possible.
To reduce the movement of hazardous wastes.
Locally, draft regulations are being prepared in an effort to control the
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Legislation/ guidelines Summary
movement of such waste.
In response to the ever growing impact of plastic waste on the environment the Basal
Convention was amended in May 2019 to regulate global trade in plastic waste.
Rotterdam Convention
(1998)
The convention promotes open exchange of information and calls on exporters of
hazardous chemicals to use proper labelling, include directions on safe handling, and
inform purchasers of any known restrictions or bans. Parties can decide whether to
allow or ban the importation of chemicals listed in the treaty, and exporting countries
are obliged to make sure that producers within their jurisdiction comply.
Stockholm Convention
The Stockholm Convention was signed in 2001, South Africa became a party of the
convention in 2002 and the convention came into effect in 2004. The Stockholm
Convention addresses the management of persistent organic pollutants (POPs), which
pose a threat to both health and the environment. Member countries of the
convention have agreed to phase out POPs, and prevent their import or export. It
imposes restrictions on the handling of all intentionally produced POPs, i.e. identified
highly toxic, persistent chemicals.
The 12 POPs that have been identified under the convention are aldrin, chlordane,
dieldrin, dichloride-diphenyl-trichloroethane (DDT), endrin, Hexachlorobenzene
(HCB), heptachlor, mirex, polychlorinated biphenyls (PCBs), toxaphene, dioxins, and
furans.
DEFF published the National Implementation Plan for the Stockholm Convention of
POPs in 2011
London Convention on
Prevention of Marine
Pollution by Dumping of
Waste and Other Matters
(1972)
The London Convention on the Prevention of Marine Pollution by Dumping of Waste
and Other Matter, 1972, aims to prevent marine pollution by preventing the dumping
of wastes such as industrial waste, sewage sludge, dredged material and radioactive
waste at sea, as well as incineration at sea. South Africa is a signatory to the
convention and the associated 1996 Protocol.
This convention and its various protocols were incorporated into the following South
African legislation:
Marine Pollution, Prevention of Pollution from Ships Act (Act 2 of 1986), and
the regulations concerning the Prevention of Pollution by Garbage from
Ships Regulations (GN R1490, published in Government Gazette No. 14000,
dated 29 May 1992).
The Dumping at Sea Control Act (Act 73 of 1980).
Montreal Protocol on
Substances that Deplete
the Ozone Layer (1989)
South Africa is a party to the Montrel Protocol, an international agreement which
addresses the phase out of ozone-depleting substances. Regulations to
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4 Waste Management Performance Review
4.1 Implementation of 2014 Integrated Waste Management Plan
Projects in the KLM 2014 IWMP were grouped under the following headings:
Public awareness and education;
Quantifying prevention;
Post collection recovery;
Post collection composting;
Engineered waste disposal facilities;
Monitoring of waste disposal;
Formalising, controlling or eliminating informal salvaging;
Data compilation;
Projects for waste disposal facilities
Vehicle replacement
A total of 24 targets were identified under the ten priority areas. A review of the
implementation status of each of the 24 targets was undertaken to determine progress made
with regard to waste management since the 2014 IWMP.
Projects have been classified as complete, in progress or not commenced. The timeframes for
projects have not been considered, for example, if the deadline for a project was 2016 but it
was only completed in 2017, it is still listed a complete.
Table 15: Project status categories
Status Description No. Projects Percentage of Projects
Complete The target has been achieved. 12 50.0
In Progress The implementation of a target is initiated / currently underway but not complete.
8 33.3
Not Commenced No action has been taken to implement the target.
2 8.3
Not applicable Where a goal and or management action is unmeasurable or no longer deemed applicable or the timeframe for the project has not yet passed.
2 8.3
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Table 16: Implementation status of the 2014 IWMP targets
Implementation Status Comments
1. Public Awareness and Education
1.1 KLM will continue to support the GRDM Wise up on Waste campaign which includes a road show visiting all municipalities of the GRDM Complete
The Wise Up On Waste is an on-going initiative managed by the GRDM. The KLM has been supporting the implementation of the programme. The KLM Solid Waste Environmental Officer indicated that the programme had been quiet for the past two years and that the local municipality did not have all the resources, for example the puppets, to host the campaign independently. It was also suggested that the campaign and the resources be updated.
1.2 Informative flyers will be distributed and public talks conducted
Complete
The KLM has developed a series of information flyers which cover topics such as recycling, waste collection days and illegal dumping. These flyers are distributed at large local events, such as the Oyster Festival. Further to this workshops have been held with the Knysna taxi forum and various awareness resources, such as caps, t-shirts and flyers, distributed in these spheres to create awareness around littering, illegal dumping and recycling. It is also envisaged that, during the opening ceremony of the new taxi rank, the KLM Solid Waste Management team will be present with relevant resources and flyers to distribute in order to create awareness around waste management within the municipality and the role of the public.
1.3 General advertising on billboards, waste bins and collection vehicles to promote recycling and waste minimisation. Constant exposure to these concepts to the public is very useful to awareness
In progress
Branding has been designed but not yet added to the waste collection fleet. The KLM is also in the process of preparing a central business district (CBD) renewal plan, through which they have identified a street as a pilot street to furnish with new bins and various waste advertising/ awareness slogans.
1.4 Biowise and other non-profit organisations operating in the Knysna municipal area, who support waste minimisation, should receive continual support. Complete
The KLM has co-hosted various campaigns and competitions with Biowise and various other companies. An example of such is a schools competition, co-hosted by the KLM and Biowise, in which both the primary and high school who collected and constructed the most eco-bricks were each donated R30,000. Furthermore, there have been various beach clean-up and World Wetland day events where the KLM Solid Waste Management team has had representation
2. Quantifying Prevention
2.1 KLM will assess the possibility of using statistics and other data collected to quantify the success of prevention measures employed within the municipality. This will be done by populating an internal Waste Information System, for example an Excel spreadsheet database with relevant data. The Council will co-operate with the Waste Minimisation groups in efforts to quantify waste avoidance through the use of performance indicators and by other means.
Complete
There is gate control, with a sign in register, at each of the waste facilities within the KLM. These records are used to quantify the amount of waste received at each of these sites. These records are reported on the IPWIS system on a monthly basis. GIBB did note that during the site visit to Old Place, the gate control officer was not immediately present and the vehicle was not inspected therefore it is probable that not all waste entering this site is being accurately recorded. Furthermore, there is also a record of all wheelie bins provided by the municipality however, it was indicated that there may be data which is misinformed as some properties registered to only have one bin for example, may have more than one. These data are reported on in the monthly municipal reports.
3. Post Collection Recovery
3.1 KLM will investigate the possible to expand the Knysna recycling centre. This will expand on the efforts by the private recyclers and ensure a further reduction in waste to landfill. In progress
A separation at source initiative is running in many of the urban areas. However, there is concern regarding space constraints, a lack of equipment (bailers etc.) and services (electricity, sewer connection) at the Sedgefield and Knysna recycling facilities. These facilities require upgrades to enable them to efficiently manage recyclable waste generated in the KLM and to improve working conditions to those employed at the facilities.
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Implementation Status Comments
4. Post Collection Composting
4.1 KLM will establish a central composting facility. Not
Commenced
Chipping of garden waste occurs at the both the Sedgefield transfer station and Old Place landfill site. However, the chipper at Old Place has been out of service recently and consequent build-up of green waste has occurred. The site previously identified, which had been in the licensing stages, for a composting facility has been used for temporary housing. There is no alternate site at present.
5. Engineered Waste Disposal Facilities
5.1 The disposal of non-recoverable waste will only be allowed at properly engineered waste disposal sites that the licensed by the relevant statutory authority and that are operated and audited in terms of the relevant permit conditions
In progress
The Old Place landfill site does not have properly engineered lining. No internal audits have occurred however, an external audit was undertaken in August 2018.
5.2 All closed and/or unlicensed waste sites are to be rehabilitated
In progress
The KLM are currently in the process of rehabilitating the Brenton-on-Sea landfill which is no longer operational. Boreholes have been sunk at this landfill and preliminary closure designs have been submitted. There was uncertainty regarding whether the closed Sedgefield landfill was issued with a closure license. Confirmation of the method used to close the Sedgefield landfill site has been requested from KLM.
6. Monitoring of Waste Disposal
6.1 All waste destined for disposal and disposal facilities shall be monitored for compliance with permit conditions, volumes received and for environmental impact
Complete
All waste entering both Old Place and the Sedgefield landfill sites is inspected visually and records of the type and quantity of waste entering the sites is recorded using a DEA&DP waste calculator form. This information is then captured electronically and uploaded to the IPWIS. There are sometimes issues in capturing the data form the manual forms due to unclear handwriting and soiling of the sheets. An electronic capturing system can be considered to eliminate data capture errors and ensure information is captured correctly. GIBB did note that during the site visit to Old Place, the gate control officer was not immediately present and the vehicle was not inspected therefore it is probable that not all waste entering this site is being accurately recorded Waste entering the PetroSA landfill site is recorded using a weighbridge. PetroSA provides KLM with monthly invoices for the volume of waste being disposed of at the landfill site.
7. Formalising, Controlling or Eliminating Informal Salvaging
7.1 No informal salvaging was observed during the site visits in Knysna Municipality as there are no general waste disposed at the Knysna sites. Since there is no evident problem, it can easily be prevented with the proper security measures.
In progress
Informal salvaging was observed at both the Sedgefield transfer station and Old Place landfill site. It was noted that Old Place is not fenced and is also located alongside a walkway to Concordia which makes access control a challenge.
7.2 Informal salvaging can be formalised and controlled for example by establishing a material recovery facility on the site where the need justifies such a solution. By doing this, the health and safety risk to the salvagers is addressed and the operations on the landfill will be improved. This is not job creation in essence, but creates a far better work environment and quality of life of these individuals.
In progress
Vagrants were observed to be residing at the transfer station. While law enforcement intervene regularly, this is an ongoing concern and can be attributed to the central location of the transfer station as well as the opportunistic accrual of valuable bulk waste, such as televisions, that individuals may offload at the transfer station.
8. Data Compilation
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Implementation Status Comments
8.1 The KLM will continue to gather accurate data regarding domestic, commercial and industrial waste generation and collection. The municipality will endeavour to aggregate the same collection from each town for analysis. These procedures will include:
Details of direct and indirect costs
Number of tonnes collected
Number of bin lifts
Number of properties serviced
Number of outdoor staff
The following performance indicators will then be produced annually
Average cost per ton collected
Average cost per employee
Average cost per property serviced
Cost per bin lift
Tonnage collected per property
Tonnage collected from employee
Number of properties serviced per employee This will tie up with the Waste Information System.
In progress
The KLM collects data on:
Tonnes of waste entering the Knysna transfer station
Tonnes of waste disposed of at PetroSA landfill site;
Tonnes of waste reclaimed for recycling
Number of household serviced
Number of staff employed Data regarding the number of bin lifts per business were not available. A consultant has been appointed by the KLM to do a full costing account. The report has been submitted to the Finance Department for comment. The report includes a full cost accounting exercise to determine the actual cost of provision of a waste management service. This exercise will allow KLM to more easily calculate the average cost per tonne of waste collected amongst other indicators. The KLM is considering a tagging system for wheelie bins. The tags will be scanned with a data logger when the bins and emptied and information will be automatically uploaded to the Finance Department for monthly billing.
9. Projects for Waste Disposal Facilities (refer to table 4-1 cost estimates on page 90)
9.1 Brenton-on-Sea
9.1.1 Conduct External Audits – to ensure site is operated as required and to identify issues that need to be corrected. The estimate includes the appointment of an external auditor, water monitoring and topographical survey per audit.
Complete
The last external audit for Brenton-on-Sea was conducted in August 2018. However, there were no boreholes at this time and therefore water monitoring was not conducted during this external audit. A topographical survey was done as part of the closure plan for the site.
9.2 Old Place
9.2.1 Obtain a closure license. Complete
A decommissioning license has been issued (DEA&DP ref: 19/2/5/4/D4/17/WL0061/18). The license requires closure to commence by 15 January 2020. The Old Place landfill site is currently still operational.
9.2.2 Rehabilitation – the site must be rehabilitated according to minimum requirements and the closure license as part of the closure process. The cost estimate is based on the site footprint and expected rehabilitation requirements.
Not Applicable
Old Place landfill site is still operational and as such, no rehabilitation action has ensued. The decommissioning license however only requires decommissioning to have commenced by 15 January 2020. The KLM needs to be identify an alternative site for green waste management before Old Place can close.
9.2.3 Conduct External Audits – to ensure site is operated as required and to identify issues that need to be corrected. The estimate includes the appointment of an external auditor, water
Complete The last external audit for Old Place landfill site was conducted in August 2018. A topographical survey of the site has also been undertaken.
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Implementation Status Comments
monitoring and topographic survey.
9.3 Sedgefield
9.3.1 Rehabilitation – the site must be rehabilitated according to minimum requirements and the closure license as part of the closure process. The cost estimate is based on the site footprint and expected rehabilitation requirements.
In progress
The Sedgefield landfill site has been closed, however no closure design reports have been made available to confirm that the site has been formally rehabilitated and that the end design and capping meet legislative requirements.
9.4 Knysna Transfer Station
9.4.1 Install a weighbridge – cost estimates includes installation of a weighbridge as well as a monitoring hut.
Not commenced
No weighbridge has been installed at this facility. However, waste leaving the Knysna transfer station is recorded at PetroSA landfill site.
9.4.2 Waste characterisation study – as per section IWMP and recommendations by DEA&DP, a waste characterisation study is to be undertaken to be able to more accurately determine the composition of the waste stream. This is required at this facility where general waste is received and has a weighbridge installed.
Complete
A waste characterisation study was conducted by GRDM in March 2016.
10. Vehicle Replacement
10.1 Waste compactor. 15m3 compactor, cab and chassis
10.2 Tractor replacement Not Applicable
A new tractor was not purchased for the KLM. The Waste Manager has confirmed that the waste department has no need for a second tractor.
10.3 Tipper – based on Taya 10m3 tipper Complete The KLM currently has one 3m3 tipper.
10.4 Light delivery vehicles – based on Nissan NP300 S/cab Complete A light delivery vehicle, owned by KLM, forms part of the Sedgefield fleet.
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4.2 Progress towards Compliance with National Waste Management Strategy Goals
A review of the progress in the KLM with regards to the implementation of the 2011 NWMS
goals and targets was undertaken as part of the IWMP. Where information was available, an
assessment of the compliance with each of the targets was undertaken and documented.
Table 17: National Waste Management Strategy Objectives
Goal Targets for 2016 Progress to compliance with targets
1. Promote waste
minimisation, re-
use, recycling and
recovery of waste.
25% of recyclables diverted from landfill
sites for re-use, recycling or recovery.
Based on data provided by KLM, only 5.2%
of domestic waste is diverted from landfill
for recycling.
All metropolitan municipalities, secondary
municipalities, and large towns have
initiated separation at source
programmes
A separation at source programme has
been initiated in urban areas of KLM.
Achievement of waste reduction and
recycling targets as set in industry waste
management plans (indWMPs) for paper
and packaging, pesticides, lighting (CFLs)
and tyre industries
The indWMPs for the paper and packaging industry, e-waste, lighting and tyre industries have been submitted to DEA for adjudication.
2. Ensure the effective
and efficient
delivery of waste
services.
95% of urban households and 75% of
rural households have access to
adequate levels of waste collection
services.
80% of waste disposal sites have
permits.
97.3% of households have access to a
basic refuse removal service
(kerbside collection or a communal
collection point).
The Old Place landfill site is licensed
(garden waste disposal) as is the
PetroSA landfill site (domestic waste
disposal).
3. Grow the
contribution of the
waste sector to the
green economy
69,000 new jobs created in the waste
sector.
2,600 additional SMEs and
cooperatives participating in waste
service delivery and recycling
There are 114 positions in the KLM organogram for waste employees. An additional 60 people are employed for waste serviced during peak times. The KLM has a contract with a recycling company to sort the waste collected through the separation at source programme. Approximately 15 people are employed by the service provider.
4. Ensure people are
aware of the impact
of waste on their
health, well-being
and the
environment.
80% of municipalities running local
awareness campaigns
80% of schools implementing waste
awareness campaigns
The KLM is running awareness
campaigns. This is an ongoing
process with some campaigns run
quarterly, others biannually, and
some events only annually.
5. Achieve integrated
waste
management
planning.
All municipalities have integrated
their IWMPs with their IDPs, and have
met the targets set in IWMPs
All waste management facilities
required to report to SAWIS have
waste quantification systems that
report information to WIS
The previous IWMP projects were
incorporated into the KLM IDP
The KLM met 50.0% of the targets in
the 2014 IWMP, a further 37.5% of
targets are underway.
All operational municipal waste
management facilities in the KLM are
reporting to IPWIS.
6. Ensure sound
budgeting and
financial
All municipalities that provide waste
services have conducted full-cost
accounting for waste services and
The KLM is in the process of undertaking a full cost accounting- exercise to
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Goal Targets for 2016 Progress to compliance with targets
management for
waste services
have implemented cost reflective
tariffs
determine the true cost of waste management services.
7. Provide measures
to remediate
contaminated land.
Assessment complete for 80% of sites
reported to the contaminated land
register
Remediation plans approved for 50%
of confirmed contaminated sites.
The Brenton-on-Sea landfill site rehabilitation activities have commenced. The Sedgefield landfill site is closed, however no reports are available to confirm whether the closure meets legislated requirements.
8. Establish effective
compliance with
and enforcement of
the Waste Act
50% increase in the number of
successful enforcement actions
against non-compliant activities.
800 environmental management
inspectors (EMIs) appointed in the
three spheres of government to
enforce the Waste Act
There are three EMIs in the KLM
The table above assess KLM’s compliance with the overarching goals of the NWMS. The 2011
NWMS also has an action plan. Projects which are applicable to the KLM are shown below.
Table 18: Progress towards compliance with NWMS action plan
Goal Targets for 2016 Progress to compliance with targets
1. Promote waste
minimisation, re-use,
recycling and recovery of
waste.
Roll out buy-back centres in identified
municipalities including identification
of partnership and funding
opportunities.
The KLM has two operational swop
shops with a third in the process of
opening.
2. Ensure the effective and
efficient delivery of
waste services.
Develop a household strategy to address the contamination of general and household waste (responsibility DEFF and municipalities)
The KLM has not developed a strategy to manage household hazardous waste (HHW). DEA&DP is, however in the process of developing a strategy.
Gazette, implement and monitor the National Policy for the Provision of Basic Refuse Removal Services to indigent households (responsibility DEFF, municipalities, DCOG, SALGA)
KLM monitors and tracks the provision of serviced to indigent households.
Implement and monitor the National Domestic Waste Collection Standards (responsibility DEFF, municipalities, DCOG, SALGA)
KLM monitors and tracks to provision of waste management services to households
Adopt/ adapt generic by-laws for the separation, compacting and storage of solid waste, the management of solid waste and the control of litter.
By-laws regarding waste management are implemented within the KLM
3. Grow the contribution of
the waste sector to the
green economy
As part of Green Economy Strategy, implement measures to support job creation within waste services collection
The KLM has a contract with a service provider to sort waste collected through the separation at source programme. The service provider employs approximately 15 people.
4. Ensure people are aware
of the impact of waste on
their health, well-being
and the environment.
80% of municipalities running local waste awareness campaigns
KLM undertakes various waste awareness campaigns including school visits and handing out flyers and branded materials at events.
5. Achieve integrated
waste management
planning.
Prepare municipal IWMPs, including indicators and targets, and integrate with municipal IDPs.
This is the third generation IWMP for KLM. It is the intention that this report will be integrated with the IDP.
Municipal capacity available to sustainably provide waste
There is a gate attendant present at the Old Place landfill site and a supervisor oversees the site.
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Goal Targets for 2016 Progress to compliance with targets
management service and to proactively plan and manage landfill disposal
6. Ensure sound budgeting
and financial
management for waste
services
Full cost accounting of waste management services is conducted by all municipalities
The KLM is in the process of undertaking a full cost accounting exercise for waste management.
Phase in tariffs to reflect full cost of waste services
The KLM reviews tariffs annually and a full cost accounting exercise is currently being undertaken to confirm if the tariffs charged as cost reflective.
8. Establish effective
compliance with and
enforcement of the
Waste Act
Train and designate additional EMIs (DEFF, Provinces, Municipalities)
The GRDM has two designated EMIs to enforce the Waste Act. Clarification from the Western Cape Environmental Law Enforcement Directorate is being awaited in this regard.
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5 Receiving Environment
5.1 Biodiversity
Figure 5: Map to show the critical biodiversity areas, ecological support areas and the protected areas within the Knysna Local Municipality (data source: Western Cape Biodiversity Spatial Plan http://bgis.sanbi.org/SpatialDataset/Detail/627 [16 May 2019])
The KLM encompasses several protected areas, the largest being the Garden Route National Park. The dominant vegetation types in the Garden Route National Park are southern outeniqua sandstone fynbos and southern afrotemperatre forest (South African National Biodiversity Institute, 2012). The remaining 11 protected areas are concentrated in the coastal region of the municipality. The dominant vegetation in the coastal reserves are southern cape dune fynbos and cape seashore vegetation (South African National Biodiversity Institute, 2012).
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5.2 Geology
Figure 6: Underlying geology within the KLM
Seven different geological formations occur within the KLM. The Nardouw is the dominant formation in the northern areas of the KLM while the Bredasdorp group is the dominant formation in the southern areas (Figure 6).
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5.3 Water Resources
Figure 7: Knysna water resources (data source: Council for Scientific and Industrial Research, NFEPA Rivers 2011 and NFEPA Wetlands 2011: http://bgis.sanbi.org/SpatialDataset/Detail/397 [16 May 2019])
The Knysna river is approximately 64km long and feeds into the Knysna estuary. The Gouna river also feeds into the Knysna estuary (Russell I. et. Al (2012). The Knysna estuary is unique in South Africa as it is the only estuarine bay system of its kind. The intertidal wetlands associated with the estuary cover over 1,000 hectares and are provide an important habitat for fish, birds and plants (Coastal and Environmental Services, 2007).
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6 Situation Analysis
6.1 Scope and Purpose of the Situation Analysis
The situation analysis is the first step of any IWMP (refer to figure 8). It is important to note
that the situation analysis is a snap shot of the current status of waste management. Due to
changes in legislation and on-going operational changes, the situation analysis is constantly
evolving. A detailed review of the situation analysis is therefore required at least in line with
the five year review of the IWMP.
The situation analysis addresses all aspects of waste management from waste infrastructure
to institutional capacity and funding of waste management services.
Figure 8: IWMP planning phases – situation analysis
6.2 Overview of Knysna Municipal Area
6.2.1 Geographical Area
The KLM is the second smallest local municipality in the GRDM covering at area of 1,109km2
Figure 9: Geographical area of KLM
Desired end state
Identify & evaluate
alternatives
Select preferred
alternatives
Implementation plan
Monitoring and review
Situation analysis
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6.2.2 Wards
The KLM is split into 11 wards of varying size. The largest ward is ward no. 4 which covers just under half of the municipal area (423km2).
Figure 10: KLM ward boundaries
6.2.3 Population Density
The population density of KLM ranges from 1 person/km2 in Goukamma Nature Reserve to
7,608 person/km2 in Rheenendal. The non-urban area of KLM which covers the majority of the
geographical area of KLM has a population density of 4 persons/km2.
Figure 11: Population density of the Knysna jurisdictional area
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6.3 Demographics
Data presented in the following section has been sourced from the Provincial Profile of the Western Cape which was prepared by Stats SA based on the results of the 2016 Community Survey and the KLM Integrated Development Plan (IDP, 2017). All data presented below is from the Community Survey 2016, unless specified.
Population (Census 2011, Community Survey 2016 and KLM IDP 2017) The population growth of the KLM between 2011, 2016 and 2019 (increase of 7.5%) was slightly higher than the GRDM average of 6.4%.
Table 19: Population profile within the GRDM Population
Municipality Census 2011
CS, 2016 % changes 2011 to 2016
2019
George 193,672 208,237 7.5 214,024*
Oudtshoorn 95,933 97,509 1.6 105,991
Mossel Bay 89,430 94,135 5.3 96,120
Knysna 68,659 73,835 7.5 73,835
Bitou 49,162 59,157 20.3 66,105
Hessequa 52,642 54,237 3.0 60,636
Kannaland 24,767 24,168 -2.4 24,207
GRDM 574,265 611,278 6.4 640,918
Ethnic Profile (Community Survey 2016) The majority of the population in the KLM are Coloured (42.7%). Indian/ Asian is the smallest ethnic group, constituting only 0.1% of the population of KLM.
Figure 12: Ethic profile within KLM
Language (Census 2011) All of South Africa’s national languages are represented in KLM. Afrikaans is the most common home language (49.9%) in KLM followed by IsiXhosa (27.7%).
Table 20: Language profile within KLM Language Percentage of population
Afrikaans 49.9
English 15.0
IsiNdebele 0.3
IsiXhosa 27.7
IsiZulu 0.5
Sepedi 0.1
Sesotho 0.6
Setswana 0.4
Sign language 0.4
SiSwati 0.1
Tshivenda 0.1
Xitsonga 0.1
Other 2.3
Not applicable 2.6
Households On average, the number of people per household in KLM is 2.9. The number of houses in KLM increased from 21,893 in 2011 to 25,877 in 2016.
Table 21: Household profile within the GRDM
Census 2011
Community Survey 2016
Municipality
No. households
Ave. Size
No. households
Ave. Size
Oudtshoorn 21,910 4.4 23,362 4.2
George 53,549 3.6 62,722 3.3
Bitou 16,645 3.0 21,914 2.7
Mossel Bay 28,023 3.2 31,766 3.0
Hessequa 15,873 3.3 17,371 3.1
Kannaland 6,210 4.0 6,333 3.8
Knysna 21,893 3.1 25,877 2.9
Garden Route DM 164,103 3.5 189,345 3.3
Education
Table 22: Education profile within KLM Schooling level % of population
No schooling 3.9
Incomplete primary school 10.0
Primary school 4.7
Incomplete secondary school 37.0
Secondary school 33.3
Higher 11.1
Total 100.0
Only 11.1% of the population of KLM has a higher education and 13.9% of the population have not completed primary level education.
37.7
42.7
0.1
19.5
Black
Coloured
Indian/Asian
White
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6.4 Type of Housing and Access to Services
Data presented in the following section has been sourced from the Provincial Profile of the Western Cape which was prepared by Stats SA based on the results of the 2016 Community Survey.
Type of Dwelling The majority of residences in KLM are formal dwellings (80.4%), 0.3% of dwellings are traditional dwelling and 18.6% are informal dwellings.
Figure 13: Houses by type of dwelling within KLM
RDP/ Government Subsidised Dwelling A significant portion of households in KLM are either RDP or government subsidised (36.0%).
Figure 14: RDP/ government subsidy status of households within KLM
Toilet Facilities The majority of households in KLM have flush toilets which are connected to a municipal sewer system or conservancy/ septic tank.
Table 23: Access to toilet facilities within the KLM No. households % of households
Flush toilet 23918 92.43
Chemical toilet 23 0.09
Pit latrine/ toilet 1286 4.97
Bucket toilet 302 1.17
Other 115 0.44
No toilet facilities 233 0.9
Total 25877 100
Access to Safe Drinking Water The majority of households in KLM (89.2%) have access to safe drinking water. This is slightly under the Western Cape average which is 93%. 2,768 households (10.8%) do not have access to safe drinking water.
Figure 15: Access to safe drinking water
Access to Electricity The majority of households in KLM have access to electricity which is used for cooking, light, water heating and space heating. Table 24: Proportion of each type of energy used for different household activities within KLM
Energy source used
Activity Electricity Other None Total
Cooking 84.4 15.5 0.1 100
Lighting 94.3 5.6 0.1 100
Water heating 85.5 8.6 5.9 100
Space heating 0.0* 55.0 31.0 86
*Note: there appears to be data missing from the space heating statistics
Access to Internet Only 23.6% of household within the KLM have access to the internet.
Figure 16: Proportion of households with access to the internet within KLM
Access to Refuse Removal Services Table 25: Proportion of households with access to refuse services within the KLM
Service Percentage of households
No. of households
The majority of households in KLM (93.1%) have access to kerbside collection service for refuse. A total of 11,627 (44.9%) households are registered as indigent in KLM (source: KLM IDP 2019-2020 review).
Removed weekly 93.1 24,081
Removed less often 2.9 749
Communal refuse dump 1.0 246
Communal container 0.3 85
Own refuse 1.5 401
No refuse disposal 0.6 156
Other 0.6
80.4
0.318.6 Formal dwelling
Traditionaldwelling
Other
36.0
63.3
0.8 RDP/ gov.subsidies
Not RDP/ gov.subsidised
Don’t know
93.0
7.0 Access to safedrinking waer
No access tosafe drinkingwater
23.6
76.4
Access to internet
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6.5 Local Economy
Employment (in those aged 15 – 64) 47.8% of the population, within the KLM, in the age bracket 15 – 64 are employed, 15.8% are unemployed and 3.5% are discouraged work seekers. The remaining 33.0% are not economically active.
Table 26: Employment status of those aged between 15 – 64 within the KLM (Census 2011)
Employment Status No. %
Employed 21,939 47.8
Unemployed 7,248 15.8
Discouraged work seeker 1,589 3.5
Not economically active 15,146 33.0
Total 45,922 100.0
Household Income
Table 27: Average household income per annum within KLM (Census 2011)
Average Household Income % of households
No income 16.4
R1 - R,4800 3.3
R 4,801 - R 9,600 4.3
R9,601 - R19,600 13.8
R19,601 - R38,200 18.8
R38,201 - R76,400 15.0
R76,401 - R153,800 11.1
R153,801 - R307,600 8.8
R307,601 - R614,400 5.6
R614,001 - R1,228,800 1.9
R1,228,801 - R2,457,600 0.6
R2,457,601+ 0.4
Total 100
6.5.1 Gross Domestic Product
The economic performance of the KLM in terms of gross domestic product per region has
declined year on year since 2011. In 2016 KLM contributed R4.48 billion to the economy of
the GRDM.
Contributors, within the KLM, to the local Gross Domestic Product per Region (GDPR):
71.8%: Tertiary sector - wholesale and retail trade, catering, accommodation, transport
storage, communication, finance, insurance, real estate, business services, general
government, community, social and personal services)
23.7%: Secondary sector - manufacturing, electricity, gas, water and construction
4.5%: Primary Sector -agriculture, forestry and fishing).
Table 28: GDRP of Garden Route Municipalities 2007 - 2017 (data source, Western Cape Provincial Treasury, 2018a)
Municipality 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017e
Kannaland 5.9% 9.2% -1.4% 1.1% 2.8% 2.5% 2.9% 3.6% 1.1% 0.2% 2.3%
Hessequa 6.4% 6.8% -0.6% 1.3% 3.3% 2.8% 3.1% 3.1% 1.2% 0.3% 1.8%
George 7.2% 5.1% -0.3% 2.6% 4.3% 3.4% 3.1% 2.9% 2.1% 1.7% 1.4%
Oudtshoorn 6.4% 5.4% -0.4% 2.3% 3.5% 2.9% 3.3% 2.8% 1.3% 0.9% 1.3%
Mossel Bay 6.0% 3.4% -0.6% 2.0% 4.1% 3.1% 2.4% 2.1% 1.1% 1.1% 0.9%
Bitou 6.5% 4.5% 0.1% 2.2% 3.4% 2.9% 2.9% 2.5% 1.4% 1.3% 0.9%
Knysna 5.7% 3.4% -0.4% 1.1% 2.2% 1.9% 2.0% 1.9% 0.9% 0.8% -0.2%
Garden Route DM 6.4% 4.1% -1.3% 2.3% 3.8% 2.9% 2.6% 2.4% 1.5% 1.2% 1.0%
Note: 2017 figures are based on estimates
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6.6 Waste Profile
6.6.1 Domestic Waste Profile
A waste characterisation exercise was undertaken by the Eden District Municipality (now GRDM) in 2016. During the waste characterisation exercise 638 bags (2.57 tonnes) of waste were collected within the KLM. Waste was sorted into 15 categories. The results of the waste characterisation are presented below. Table 29: Waste profile, including the mass and volume of each waste type, for KLM (source: Eden District Municipality, 2016)
Waste type Mass (kg) Percentage of total mass, kg (%)
Calculated volume (m3)
Percentage of total volume (%)
Soft plastics 204.13 7.96 1.31 12.03
Hard plastics 211.66 8.25 2.94 27.02
Paper 190.05 7.41 0.83 7.67
Cardboard 200.52 7.82 1.54 14.17
Glass 162.00 6.31 0.39 3.62
Metal 104.01 4.05 0.33 2.99
Food waste 644.96 25.14 0.63 5.76
Garden waste 78.70 3.07 0.18 1.63
Textiles 121.16 4.72 0.42 3.81
Wood 21.55 0.84 0.14 1.27
Inert 22.15 0.86 0.02 0.19
Nappies 245.55 9.57 1.08 9.95
E-waste 7.65 0.30 0.06 0.59
Hazardous 15.85 0.62 0.05 0.42
Rest* 335.65 13.08 0.97 8.87
Total 2565.59 100 10.88 100.00
*The category rest refer to waste which cannot be sorted into one of the other categories and includes waste such as dust or hair.
The data presented in Table 29 shows the mass of waste and calculated volume (uncompacted). The actual volume of space taken up by the waste in a landfill site will vary depending on how the landfill site is managed. Waste in landfill sites with formal compaction will take up less airspace than those with no plant in operation. Considerations also needs to be given to whether garden waste is chipped (airspace saving) and whether cover material is applied, which will consume space.
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Figure 17: The proportion of each waste type recorded from the waste characterisation study within the KLM (by mass, kg) (source: Eden District Municipality, 2016)
The following were noted from the results of the 2016 waste characterisation:
41.8% of the waste stream by mass is composed of mainstream recyclables (paper,
plastic, cardboard, glass and metal);
28.2% of the waste stream by mass is organics, the majority of the organics (89.1%) is
kitchen waste; and
Nappies composed 9.6% of the waste stream by mass (kg).
The waste characterisation exercise sampled kerb-side refuse. When the waste characterisation exercise was undertaken KLM were operating the Old Place and Brenton-on-Sea landfill sites and Sedgefield transfer station (garden refuse). Garden refuse, and construction and demolition waste (C&DW) may have been under represented in this study as some members of the KLM public may have independently transported their garden refuse to Old Place landfill site and C&DW directly to the Simola waste facility. In addition, during the waste characterisation exercise, the KLM was also running a separation at source programme. The recycling component may therefore also be under-represented in areas with a high participation rate in the separation at source programme.
6.6.2 Hazardous, Business and Industry waste Profile
It has been identified that there is a lack of information available on hazardous waste
generation in the KLM. A survey of business and industry was undertaken to determine the
types and the composition of waste generated by industry within KLM. Where information
was lacking, a literature review, feedback from business and industry in other local
municipalities in the GRDM, and experience of the project team was used to determine the
waste profile of different industries.
Soft plastics, 7.96
Hard plastics, 8.25
Paper, 7.41
Cardboard, 7.82
Glass, 6.31
Metal, 4.05
Food waste, 25.14
Garden waste,
3.07
Textiles, 4.72Wood,
0.84
Inert, 0.86
Nappies, 9.57
E-waste, 0.30
Hazardous, 0.62
Rest, 13.08
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(a) Abattoir Waste
There is at least one abattoir operating in the KLM industrial area. Typical waste from abattoirs
consist of blood, paunch content, offcuts, manure, condemned carcasses, feathers, fats and
organs such as intestines.
The Western Cape mini guide to the management of abattoir waste provides guidance on
management practices for abattoir waste. Management methods vary depending on the type
of abattoir being managed. Methods used for management of abattoir waste in GRDM include
composting and use in the production of fish meal.
(b) Sawmills
There were a couple medium- to small-scale, operational sawmills which were noted in KLM
during the situational analysis review. The majority of general waste generated by sawmills is
bark, wood chips, sawdust and offcuts. It was noted that other industries make use of these
items. For example, nurseries may use the bark or wood chips for compost while chicken
farms, and other agricultural activities, make use of the sawdust generated at sawmill facilities.
Offcuts are collected on an informal basis by local residents for use as fuel.
Hazardous waste generated by sawmills includes used oil and oil-contaminated rags from
maintenance of equipment. Chromium copper arsenate (CCA) is sometimes used for the
treatment of timber. Waste from the CCA treatment process includes a CCA sludge and CCA
contaminated waste. After treatment minimal dripping of CCA from the timber is expected
but any substrate or material which comes into contact with CCA could be hazardous. CCA
sludge and contaminated waste is sent to a hazardous waste management facility such as
Visserhok in Cape Town or Aloes in Port Elizabeth.
(c) Furniture Manufacture
Companies which manufacture furniture have a similar general waste profile to sawmills but
typically make use of pre-treated wood so they do not typically generate CCA waste. Furniture
manufacturing facilities also generate waste in the form of paint and varnish cans which,
depending on the type of paint, may be considered hazardous. Metal cans can be sold to scrap
metal recyclers.
(d) Automotive Industry
There are numerous mechanics, panel beaters and vehicle repair shops in KLM. Hazardous
waste typically generated by these industries includes used oil filters, used oil and oil
contaminated rags. Panel beaters generate thinners, used paint cans and soiled rags. Oil and
oil contaminated waste is typically collected by a private service provider as and when
required.
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6.7 Waste Generation
The KLM does not collect data on waste generation. Records are only kept for waste disposal and recycling. The following records were used to determine waste generation rates:
Landfill site disposal records;
Recycling records from the service provider responsible for the separation at source
programme and other recycling companies operating in the KLM;
Hypothetical domestic waste generation rates;
Data reported to IPWIS
SAWIS records (note, data reported on IPWIS is automatically uploaded to SAWIS); and
Hazardous waste survey results.
These records can assist in determining waste generation however there are still gaps in the data:
Not all of the households in the KLM receive a collection service, 2.1% of households use
their own refuse dumps or another method of refuse service. The waste from these
households would therefore not reach landfill sites;
There is no weighbridges at the Old Place landfill site. The records of quantity of waste
entering the Old Place landfill site is based on estimates of the gate controller at the
landfill site;
Some waste within the KLM is diverted for recycling; and
Waste being diverted for home composting or composting on farms is not recorded.
The data illustrated in Table 30 is sourced from landfill site disposal records, records from
waste management companies and the IPWIS. Based on these records, the majority of waste
generated in the KLM is domestic waste (59.2%) and C&D waste (28.4%). Based on these
records, only 3.2% of waste generated is recycled. It is likely that this is an underestimation of
recyclable waste as a portion of domestic waste and commercial and industrial waste will also
be composed of recyclables. As per the results for the domestic waste characterisation 41.8%
of the domestic waste stream generated within KLM is composed of recyclable material.
Table 30: KLM waste profile
Waste Type
Data source Average per month (tonnes)
% of waste generated
Management method
Domestic Waste KLM, PetroSA data
1,043.50 59.19 Disposal at PetroSA landfill
Recyclables KLM 57.10 3.23 Recycled
Green waste Data reported to IPWIS 161.10 9.14
Disposal at Old Place landfill site
Construction and demolition (Simola) Simola Site 500.001 28.36
Disposal at Simola facility
1 The C&D data were provided as m3 by Simola for 2018. This data was converted to tonnages using a conversion of 1t/m3 as an average between demolition and excavation material, given that demolition waste (mixed) is considered to have a conversion factor of 0.87t/m3 while excavation material has a conversion factor of 1.25m3. These conversion factors have been taken from WRAP (http://www.wrap.org.uk/sites/files/wrap/Reporting%20Guidance.pdf)
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Waste Type
Data source Average per month (tonnes)
% of waste generated
Management method
HCRW WCDoH 1.35 0.08 Treatment
Total 1,763.04 100.0
As there is no weighbridge at the Old Place landfill site the KLM uses the DEA&DP gate control
sheet to record waste entering the site. The gate control sheet was developed to assist
municipalities without weighbridges to quantify their waste.
The KLM disposes of domestic waste at the PetroSA landfill site. Domestic waste generation
and subsequent disposal varies throughout the year, and within the KLM domestic waste
disposal is highest in December when tourism is at its peak.
Table 31: Domestic waste disposal records (tonnes) for the KLM (January 2018 – December 2018) (source: KLM)
Month Domestic Waste Recyclables2 Green Waste
January 1,414.0 62.9 142.4
February 1,064.0 66.0 159.0
March 1,056.0 0.0 190.1
April 1,033.8 62.5 170.1
May 1,144.4 65.9 238.1
June 863.9 79.3 138.2
July 909.0 10.3 151.9
August 746.2 11.9 131.8
September 907.8 0.0 96.6
October 921.1 - 170.6
November 998.7 2.1 191.4
December 1,460.8 4.8 100.3
Total 12,519.7 336.6 1,880.5
Ave. per month 1,043.3 56.1 156.7
6.7.1 Hypothetical Domestic Waste Generation Rates
This section presents a theoretical calculation of the likely total quantity of waste generated in
the KLM using population data and published “per capita” waste generation rates.
The South Africa State of Environmental Report, 2006 (SOER) calculates 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; and
High income 1.29 kg/ person/ day = 470.85 kg/ person/ year.
2 Note: The Recycling date from January 2018 – June 2018 is from the KLM records provided and does not include data from Henque as this was not available. Conversely, the data from July 2018 – December 2018 is only data provided by Henque as no recyclables data were provided for this period by the KLM.
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The KLM SOER figures for waste generation are also used in the Department of Environmental Affairs Guideline for the Development of Integrated Waste Management Plans (IWMPs). The DEA IWMP guideline also presents the following income brackets:
Low income R 0 – R74,999 per year;
Middle income R 75,000 – R 999,000 per year; and
High income R 1 million + per year. The KLM income profile was determined based on STATs SA records (Census 2011) and the KLM IDP (2017). A population of 73,835 persons was used (KLM IDP, 2017) to calculate the waste tonnages presented in the table below.
Table 32: Theoretical calculation of domestic waste produced in the KLM
Waste generation/ income group Income group
% of population
No. person
Waste generation kg/day
Waste generation kg/annum
Waste generation tonnes/ annum
Low income 0.41kg/person/day
No income 16.4 12,108 4,964.67 1,812,102.90 1,812.10
R1 - R,4800 3.3 2,436 998.99 364,630.46 364.63
R 4,801 - R 9,600 4.3 3,174 1,301.71 475,124.53 475.12
R9,601 - R19,600 13.8 10,189 4,177.58 1,524,818.30 1,524.82
R19,601 - R38,200 18.8 13,880 5,691.20 2,077,288.70 2,077.29
R38,201 - R76,400 15.0 11,075 4,540.85 1,657,411.20 1,657.41
Sub-total Sub-total 21,675.00 7,911,375.90 7,911.38
Medium income 0.74kg/person/day
R76,401 - R153,800 11.1 8,195 6,064.81 2,213,654.50 2,213.65
R153,801 - R307,600 8.8 6,497 4,808.14 1,754,969.30 1,754.97
R307,601 - R614,400 5.6 4,134 3,059.72 1,116,798.70 1,116.80
R614,001 - R1,228,800 1.9 1,402 1,038.12 378,913.84 378.91
Sub-total Sub-total 14,970.79 5,464,336.40 5,464.34
High income 1.29kg/person/day
R1,228,801 - R2,457,600
0.6 443 571.48 208,591.26 208.59
R2,457,601+ 0.4 295 380.99 139,060.84 139.06
Sub-total Sub-total 952.47 347,652.10 347.65
Total 100 73,835 37,598.26 13,723,364.00 13,723.36
Based on the above estimation, a total of 37.6 tonnes of domestic waste per day or 13,723.4
tonnes per year are generated within the KLM.
There is a slight discrepancy between the reported waste quantities from the municipal
records of waste generation within KLM (Table 31) and the theoretical ones (Table 32) with
the hypothetical waste produced (13,723.36 tonnes / annum) being slightly higher than the
records of waste generated (12,519.7 tonnes / annum) within the KLM. Possible explanations
of the variation include:
The KLM population size and the income levels of the population were calculated
based on the Knysna IDP and Census 2011 data respectively. The census data set is 8
years old and there may since have been some change in the representation of the
different household income in the KLM. Furthermore, the population growth over the
past few years may not have been what was anticipated and therefore the anticipated
population size may be incorrect;
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There are a large number of holiday homes, bed and breakfasts and rental properties
in KLM. As a tourist town, the number of people staying in KLM will fluctuate
significantly throughout the year; and
The waste generation categories per income level are not in line with actual waste
generation rates for residents of KLM.
6.7.2 Business and Industrial Waste Generation
The waste from business and industry which is collected by the KLM is disposed of at the
PetroSA landfill site. The records for waste disposal at the PetroSA landfill site by the KLM do
not differentiate between domestic and business / industry waste.
There is only one data entry for business and industrial waste within the KLM on the IPWIS
records provided. However, it is likely that this data is an anomaly and probable that the data
category was entered incorrectly.
6.7.3 SAWIS Hazardous Waste Records
There is no hazardous waste data available for the KLM on SAWIS. It is likely that this is a reflection of no hazardous waste data being captured rather than no hazardous waste being generated within the KLM.
6.7.4 IPWIS Hazardous Waste Records
No information on hazardous waste generation, disposal or treatment from KLM was received
from DEA&DP.
6.7.5 Hazardous Waste Survey Results
The following information has been captured through the hazardous waste survey undertaken
during the situational analysis review. There are still come questionnaires outstanding and it
is anticipated that the data will be updated several times before the IWMP is finalised.
Table 33: Hazardous waste survey results Industry Waste type Quantity Management method Comment
Abattoir Abattoir waste TBC
Waste management
Sanity waste 1.4 Sent to Cape Town for treatment
Treated as hazardous waste by waste management company. Note: this is data for entire GRDM.
Used oil recycler Used cooking oil 25 Recycled into biodiesel Tonnage fluctuated between 10 – 40 tonnes/ month depending on how busy restaurants are. Note: this is data from the entire GRDM.
Sawmill Sawdust, wood cut-offs
Local farmers may collect and use sawdust while many of the cut-offs are either removed to
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Industry Waste type Quantity Management method Comment
landfill or staff take them to use as fuel.
Furniture business
Paint tins Most of the products used in the industry is waster-based but some solvent-based products are used. These are removed by external service providers.
6.8 Future Waste Generation
6.8.1 Future Domestic Waste Generation
An understanding of future waste generation is valuable for waste planning and therefore
should be considered in an IWMP. The table below estimates waste generation over a five and
ten year period. Waste generation rates have been estimated based on historic and
anticipated population growth. The population of KLM increased by 1.9% between 2007 and
2016 (approximately 0.21% per annum) (KLM 2017).
Table 34 Future domestic waste generation rates based on population growth rate of 0.21% per annum
Year Population Projection of waste generation quantities based on population (tonnes/ annum)
Projection based on weighbridge data (tonnes/ annum)
2019 73,835 13,723.36 12,519.70
2024 74,610 13,867.46 12,651.16
2029 75,400 14,014.30 12,785.11
6.8.2 Future Business and Industrial Waste Generation
Future business and industrial waste generation is difficult to quantify as it depends on local
economic conditions. Waste from businesses such as the health care industry and the food
industry should increase with an increase in population.
During discussions with sawmills in the GRDM it was noted that a reduction in supply of timber
from government owned forestry is anticipated towards the end of 2019. The reduction in
timber is attributed to the fires in the GRDM in 2016 – 2018, and a lack of replanting following
harvesting. This lack of timber will impact on waste generation (wood chips, sawdust, off-cuts
and CCA-contaminated waste) from privately owned sawmills.
6.9 Waste Information Systems
Waste data for the KLM is reported on three different waste information systems:
South African Waste Information System (SAWIS) – a national waste information system by
DEFF;
1. Integrated Pollutant and Waste Information System (IPWIS) – a provincial waste
information system managed by DEA&DP; and
2. Garden Route Waste Management Information System (GRWMIS)– a district waste
information system managed by GRDM.
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The following sections present data sources from each of these systems.
6.9.1 Waste disposal records
The South African Waste Information Centre (SAWIC) recorded 11,901.8 tonnes of general
waste as having been disposed of, to landfill, in 2018 in the KLM. This is slightly lower than the
recorded waste generation rate for the KLM, 12,519.7 tonnes in 2018.
Table 35: SAWIS waste disposal records for the KLM (data source: SAWIS, accessed on 20 May 2019)
Year No. facilities General waste (tonnes)
2015 1 12,010.9
2016 1 12,684.9
2017 1 12,871.7
2018 1 11,901.8
6.9.2 Integrated Pollutant Waste Information System
The IPWIS is the Western Cape’s waste information system. The IPWIS was launched in 2006
and at present all except Oudtshoorn Local Municipality of the 24 local municipalities in the
province are reporting on the system. The KLM reports disposal tonnages for the Old Place
landfill site and the Knysna Recycling Centre on this system.
6.9.3 Garden Route District Municipality Waste Information System
The GRDM have a waste information system called the Garden Route Waste Management
Information System (GRWMIS). Waste generators and recyclers are required to report on the
GRIWIS in terms of the GRDM waste management by-laws (2016).
Currently the KLM are not reporting on the GRWMIS. The following table informs the number
of facilities and companies within the KLM that are registered on GRWMIS
Table 36: List of companies and facilities types and the number thereof registered on GRWMIS within KLM
Company / facility type No. of companies registered
Hazardous waste facility 0
Health care risk waste facility 70
Industrial waste 9
Landfill site 4
Recycling facility (general) 0
Recycling facility (metal) 0
Waste transporter 0
Total 83
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6.10 Health Care Risk Waste
The Western Cape Department of Health (WCDoH) is responsible for the management of
health care risk waste (HCRW) generated in government hospitals and clinics. The WCDoH
does not currently report data onto the GRIWIS.
Table 37: Monthly healthcare waste records for the KLM between January 20118 and December 2018 (data source: Western Cape Department of Health)
Month Sharps Pharmaceutical Cyto toxic RUC Gross Anatomical Trochar Speci bin
January 164.8 58.5 0.0 2674.9 41.0 0.0 0.0
February 164.8 58.5 0.0 2674.9 41.0 0.0 0.0
March 173.4 54.5 0.0 2571.7 57.5 0.0 108.6
April 162.4 87.6 0.0 2095.9 0.0 0.0 55.3
May 176.0 134.4 0.0 459.0 8.0 0.0 0.0
June 136.0 97.5 0.0 383.0 8.0 0.0 0.0
July 90.0 74.5 0.0 320.0 7.0 0.0 0.0
August 179.0 87.3 0.0 492.0 7.0 0.0 0.0
September 131.0 103.3 0.0 403.0 8.0 0.0 0.0
October 160.0 156.3 0.0 517.0 12.0 0.0 2.0
November 70.0 41.0 0.0 70.0 0.0 0.0 0.0
December 118.0 103.2 0.0 388.0 6.0 0.0 0.0
Total 1725.5 1056.6 0.0 13049.4 195.5 0.0 165.8
6.11 Waste Services
Data regarding the extent of waste service provision were sourced from Census 2001, Census
2011 and Community Survey2016 data.
Table 38: Waste collection services in the KLM (data source Stats SA Census 2001 and 2011 and Community Survey 2016
Service Community Survey 2016 Census 2011 Census 2001
Removed weekly 93.1 93.0
90.8 Removed less often 2.9 0.7
Communal refuse dump 1.0 1.4
7.9
Communal container 0.3
Own refuse dump 0.6 2.7
No refuse disposal 0.6 1.3 1.3
Other 0.6 0.8
Total 100.0 100 100
Note: the reporting categories in Census 2001 varied slightly from the reporting categories used in Census 2011 and Community Survey 2017
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Based on Community Survey data, 93.1% of households receive a weekly collection service.
The majority of households in urban or densely populated areas receive a weekly collection
service. Households in outlying or rural areas such as Goukamma Nature Reserve and
Montmere typically do not receive a weekly collection service.
Table 39: Waste service provision per area within the KLM (source: Community Survey 2016). Areas with a weekly collection service of less than 70% are shown in red
Area
Removed weekly (%)
Removed less often (%)
Communal refuse dump (%)
Own refuse dump (%)
No refuse disposal (%)
Other (%) Total
Buffelsbaai 100.0 0.0 0.0 0.0 0.0 0.0 100.0
Goukamma Nature Reserve 33.3 0.0 16.7 0.0 33.3 16.7 100.0
Karatara 80.4 0.4 9.0 1.6 0.0 8.6 100.0
Knysna 94.3 0.3 1.7 1.9 1.4 0.5 100.1
Knysna NU 54.5 9.2 0.9 24.3 5.1 6.1 100.1
Montmere 59.3 0.0 3.7 11.1 0.0 25.9 100.0
Myoli Beach 100.0 0.0 0.0 0.0 0.0 0.0 100.0
Phantom Pass 81.3 6.3 0.0 12.5 0.0 0.0 100.1
Rheenendal 99.8 0.0 0.0 0.0 0.1 0.1 100.0
Sedgefield 99.3 0.1 0.0 0.2 0.3 0.0 99.9
Swartvlei 100.0 0.0 0.0 0.0 0.0 0.0 100.0
Comment on Stats SA data sets
The table above presents two different Stats SA data sets.
1. The 2011 Census data
2. The 2016 Community Survey data
The 2011 Census surveyed all South African households. This data is 7 years old but it remains the most up to
date complete census data set for the country.
The 2016 Community Survey data is more recent (2016), however only a sample (8.1%) of South African
households were surveyed during this census. The Community Survey was designed to be a representative
sample of South African households.
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Figure 18: Percentage of households receiving a weekly waste collection service in different suburbs of the KLM (STATs SA Community Survey 2016 data)
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6.11.1 Refuse Collection Rounds
The majority of households in KLM (93.1%) have access to kerbside collection service for refuse. A total of 11,627 (44.9%) households are
registered as indigent in KLM (source: KLM IDP 2019-2020 review).
Black bags are collected weekly from all residential areas. Informal settlements which are accessible to refuse trucks are serviced on a weekly
collection service. Areas which are not easily accessible are provided with skips or 770l wheelie bins.
Table 40: Refuse collection rounds Knysna and surrounding areas
Monday Tuesday Wednesday Thursday Friday
Industrial & CBD, Brenton, Welbedacht Businesses · Red bridge, Phantom pass, Soutriver, Old Cape Road, Simola, Thesen Island, Waterfront, CBD, Heads, Leisure island, Pezula, Hunters Home Golf course, George Rex, Kwikspar, River club, Hornlee West Fraaisig & business, Hornlee Heights, Rykmans hoogte, Donkerhoek, Sundridge, Katanga, Pantyvalley, Brenton-on-Lake, Brenton-on-Sea, Welbedacht, Paradize, Heuwelkruin, Knysna Heights
CBD, Tronk, Welbedacht, Waterfront, Thesen Island, CBD Main Street (Petrol Stations), Town central, Hornlee East (Sunridge, Panyvalley, Agter die Kop) Upper town, Sout Rivier
CBD Waterfront, Thesen Island, The Knysna Heads, Leisure Island, Pezula, Private Estate, Hunters Home Golf course, George Rex, Kwikspar, River club, Rexford, Sparrebosch, Private Estate, Fisherhaven, Costa Sarda, Lower town
Industrial area, CBD, Waterfront, Thesen Island, The Knysna Heads, Leisure Islands, Old Place flats, recycling for businesses, Blaricium Heights, Platbos
Industrial & CBD, Brenton, Welbedacht Businesses, Red bridge, Phantom pass, Soutriver, Old Cape Road, Simola, Thesen Island, Waterfront, The Knysna Heads, Pezula, Hunters Home Golf course, George Rex, Kwikspar, River club, Ouplaas, Brenton-on-sea (dumpsite) & businesses, Concordia Dam, se Bos to Sanlam, CWP black bags along the road and in Hornlee, Belvidere,Westford, Phantom Pass
Table 41: Refuse collection rounds Sedgefield
Monday Tuesday Wednesday Thursday Friday
Pine Lake Swartvlei Caravan Park
CBD Town Bufallo Bay residential Baywater · Trails-end Meadingsride Green valley
Rheenendal Island- Sedgefield Fish Eagle Green
Smutsville Middle Town
Pine Lake Trails-end Baywater Swartvlei, Street bins Karatara
Businesses Sedgefield Buffalo Bay Businesses Extension 3 + 4 Myoli Kola Zeegezigt
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6.12 Waste Transport
At present, all general domestic waste collected by the KLM is disposed of at the PetroSA
landfill site, in the Mossel Bay Local Municipality. The clear bags (recyclables) are collected by
the KLM but a contracted service provider sorts and transports this waste to various facilities.
General domestic waste is transported to the Knysna transfer station where it is compacted
into bulk bins and transported on a daily basis, using a ro-ro truck and trailer which can hold
three bins. It has been noted that bulky waste poses a challenge to the KLM as PetroSA does
not accept this waste type. Bulky waste is a challenge for all municipalities which currently
make use of the PetroSA landfill site.
6.12.1 Transport of Waste by Rail
A proposal has been submitted to KLM by Classic Rail to reinstate the Outinequa Choo Tjoe services in 2021. The Outinequa Choo Tjoe will be used as a passenger rail system and could also transport waste via rail to the regional landfill site in Mossel Bay. Classic Rail and the KLM have been in discussions regarding the proposal. Additional details of the project are available in Appendix D.
6.13 Waste Recycling
Recycling of waste is located above recovery, treatment and disposal in the waste
management hierarchy in terms of best practise waste management. The 2017 WCIWMP and
Medium Term Strategic Framework both set a target of 20% diversion rate of recyclables by
2019.
The terms waste recycling is often misused in South Africa. Waste recycling refers to the
process from collection of material, sorting, transport and the ultimate processing into a new
material. An example would be glass bottles, the public dropping of glass bottles at a recycling
centre is not recycling. The glass would only be deemed as recycled once it has been turned
into a new product e.g. new glass bottles. This report refers to facilities are organisations which
are involved in one or more of the stages of the process as recycling e.g. recycling companies
may refer to companies which sort recyclables and recycling drop-off facilities are facilities
where recyclables can be dropped off.
6.13.1 Separation at Source
The KLM has a multi-bag waste collection system in operation. The bags are colour coded as
follows:
Black bags: general waste, non-recyclables, collected by a combination of municipal
trucks, service providers and co-operatives;
Clear bags: source separated recycled, collected by a service provider; and
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Green bags: garden waste.
The general waste (black bag) is also collected by wheelie bins. The clear bag is freely available from the municipal offices while the green bag may be purchased from the municipal customer care offices. The clear bag system is in use in all areas of Knysna with the exception of the Northern Areas. The KLM is planning on launching recycling at school and taverns in the Northern Areas to increase recycling. On average 62.7 tonnes of recyclable waste is collected through the clear bag system per month. Table 42: Recyclables collected through the two bag system July 2017 – June 2018
Month Tonnes of recyclables collected
January 62.9
February 66.0
March 0.0
April 62.5
May 65.9
June 79.3
July 73.7
August 84.7
September 52.8
October 87.9
November 49.5
December 66.9
Average per month 62.7
The clear-bag system is in operation in all urban and high-density residential areas in KLM.
Clear bags are collected weekly from all residential areas with the exception of Springerbaai,
Vleebaai and Boggomsbaai where clear bags are only collected once a fortnight. The KLM is
responsible for the collection of source separated recyclable in clear bags and transportation
to the Knysna recycling facility. A private service provider is contracted to sort the waste in
the bags and sell the material. The clear bags are collected on the same day as black bags, the
KLM uses separate trucks for the collection of the different bags.
The service provided noted that there is considerable mixing and contamination within the bags.
6.13.2 Swop Shops
There are currently two swop shops in operation in the KLM while a third is in the process of
being opened. One is located in Smuttsville, at Smuttsville Primary School, and the other is
located in Rheenendal. Both containers at the Rheenendal Swop Shop were provided by the
KLM while one container at the Smuttsville Swop Shop was provided by the KLM and the other
was donated.
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The buy-back centres are stocked with clothing and stationary which are provided by
donations or sponsorships. Residents can exchange bags of recyclable material for points
which can in turn be exchanges for items in the swop shop. The KLM provides the collection
and transport of recyclable material collected at the swop shops.
Figure 19: Rheenendal swop shop and some of the ecobricks collected at this facility
6.13.3 Recycling Drop-Off Facilities
There are no dedicated municipal recycling drop-off facilities for general waste within the KLM.
Drop-off facilities are available for used oil and e-waste at the Knysna transfer station. This
waste is taken for recycling.
6.13.4 In-House Municipal Recycling
Recycling bins are available in KLM offices to encourage employees to recycle at work. The
recyclables are removed by a service provider. The service provider does not currently provide
records of the types and volumes of recyclables collected through this system.
Figure 20: In-house recycling bins located in the municipal offices.
6.13.5 Waste Recycling Records
The KLM keeps records of recyclables collected through the two bag system and swop-shops.
This data has been combined at presented below.
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Table 43: Summary of recycling data composition (tonnes) for KLM between July 2017 – June 2018 (data source, KLM)
Month Paper Plastic Glass Metals Other
July 32.03 8.21 28.32 1.40 3.7
August 39.23 6.58 24.84 2.95 11.1
September 21.41 3.07 27.43 0.13 0.74
October 48.68 5.77 19.88 2.11 11.44
November 59.66 11.31 25.40 0.15 3.31
December 32.44 1.78 15.30 0.00 0.00
January 27.24 2.52 7.68 0.00 25.45
February 24.42 2.84 24.40 0.00 14.34
March 0.02 0.01 - - -
April 26.35 2.98 8.02 - 25.12
May 35.42 3.99 - 26.48
June 20.04 1.79 10.96 - 46.48
Total 366.93 50.84 192.23 6.74 168.17
Average/ month 30.58 4.24 19.22 0.84 15.29
Percentage of material recovered for recycling
46.75 6.48 24.49 0.86 21.42
6.13.6 Opportunities within the Waste Recycling Industry
(a) Generation of revenue by KLM for recycling
As previously managed the separation at source (clear bag) system is run in collaboration
between the KLM and a service provider. The KLM collects and transports to clear bags to a
recycling facility, the service provider then sorts and sells the material. No payment is made
to the service provider and the service provider makes an income through sale of the
recyclables.
The premises used by the service provider is too small to manage the volume of waste
collected through the two bag system. Recyclables are stockpiled outside the waste recycling
facility which results in some windblown litter and complaints from surrounding businesses.
Figure 21: Recyclables stockpiled outside the recycling facility (left), interior of the recycling facility (right)
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(b) Opportunities to support enterprise development in the recycling industry
The KLM has a relatively low recycling rate (5.2%). This may be due to a number of reasons,
including the lack of awareness and recycling information available to the public, the
availability of resources (such as clear bags) to participate in recycling and the lack of service
delivery in some areas which results in in illegal dump sites and no real opportunity for
separation at source. Given the high rate of unemployment and discouraged work seekers
(19.3%), there is potential for awareness and training of these individuals to get involved in
recycling. While there is some potential for individuals to generate sustainable income from
recycling there are numerous challenges to overcome. These challenges include high
transportation costs, fluctuating markets for recycling, contamination of recyclable materials
and varying demand for recyclable materials.
The table below provides an estimated value of different recyclable materials. This
information is based on information from past interviews and through a literature review.
Table 44: Estimated market values of different recyclable materials
Material Value
Glass R 400/ tonne
White paper R 2,500/ tonne
Mixed paper grades R 320 - R 600/ tonne
Glossy paper (baled) R 400 - R 450-
Cardboard (baled) R 700 – R800/tonne
Newspaper (baled) R 550 – R650/ tonne
Plastic – PET R 1,000 - R 4,800/ tonne (prices vary depending on PET colour)
Plastic HDPE (baled) R 2,200 – R 2,500
Plastic LDPE R 1,800 – R 2,200
Plastic Polypropylene R 2,500 –R 2,800
Plastic - polystyrene R 450 – R1,300
Steel cans R 400/ tonne
Aluminium cans R 10,000 – R 14,000/ tonne
Used oil R 0.15 – R 0.30/ litre
Copper R 25,000 – R 35,000/ tonne
Mixed copper R 20,000 – R 60,000/ tonne
Copper wire R 20,000 – R 65,000/ tonne
Stainless steel R 15,000 – R 35,000/ tonne
Mixed steel R 15,000 – R 30,000/ tonne
Iron & cast iron R 3,000 – R 5,000/ tonne
Brass R 15,000 – R 30,000/ tonne
Lead R 7,500 – R 20,000/ tonne
E-waste
Hard drives R 3,000/ tonne
Medium grade laptop board R18,000/tonne
High grade boards R 35,000/ tonne
Medium grade board R 19,000/ tonne
Ram gold R 30,000/ tonne
Low grade board R 5,000/ tonne
Plastic CPU pinless R 22,000/ tonne
Plastic CPU R 73,000/ tonne
Cell phone boards R 40,000 – R 50,000/ tonne
Ceramic CPI gold cap R 420,000/ tonne
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The following outlines a number of ways the KLM could encourage unemployed individuals to
be involved in recycling programmes. It is recommended that the KLM focuses on encouraging
recycling of mainstream recyclables such as paper, cardboard, plastic, metal food packaging,
glass. Electronic waste (e-waste) and construction and demolition waste (C&DW) can also be
recycled. It must be noted that e-waste can contain hazardous components and as such
presents a risk to health and the environment. Construction and demolition waste may prove
challenging due to equipment and space requirements.
The KLM may wish to ensure that future recycling services tender stipulates the inclusion
of awareness, training and employment of local residents;
The KLM could investigate the possibility of having manned drop-off facilities which could
function as mini-MRFs where waste can be sorted by the individual manning the drop-off
and recyclables reclaimed.
The KLM could further provide transportation to small recycling companies and
individuals to assist with transport of waste to recycling companies for sale
The KLM could host workshops to educate small recycling companies on waste
management and business principals. These workshops can also used to build networks
between small recycling companies to see where these companies can collaborate e.g.
sharing transport costs. Extended producer responsibility organisations such as PETCO,
Polyco and Collect-A-Can can be invited to present at the workshop and inform the
recycling companies of opportunities to receive support from these organisations.
There are however also a number of challenges which one would need to overcome. These
include but are not limited to:
The current recycling service provider is already struggling to cover the costs incurred
through the provision of this service. These costs do not include the collection and
transporting of waste from kerb-side to the sorting facility, or the provision of clear bags.
This is due to a number of factors, including influences such as the contamination of
recyclables collected and the low and variable prices paid for recyclables (often large
service providers can store the recyclables until the selling price is more favourable,
whereas small companies do not have the space to store material or cash reserves to
maintain a business while they wait for the market to improve). It is unlikely that an
operation any smaller than this within the KLM would be feasible (particularly if the facility
aims to acquire equipment such as a bailer);
The start-up costs for a recycling service can be a limiting factor and facilities with an
operation area larger than 1,000m2 where waste is stored need to comply with National
norms and standards for the sorting, shredding, grinding, crushing, screening or baling of
general waste (GN 1093 of 2017). These norms and standards specify the design
requirements for recycling facilities.
The transport costs are high, both collection within the town and the transporting of
bailed / compacted recyclables to receiving companies.
Processors (the companies which process the collected material into a new product) often
only accept bulk loads. This means that most small recycling companies and individuals
will sell to a larger company and may be paid below market value.
Therefore, while there are opportunities in recycling, there are a number of obstacles which
need to be overcome.
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The incentive for increasing recycling within the municipality should be to comply with
legislation and best practice and to increase diversion and lower costs of disposal at the
PetroSA landfill. It is likely that the KLM may need to subsidise recycling in increase the
percentage of recyclables diverted from landfill. Recycling is unlikely to generate a revenue
stream for the KLM.
6.14 Management of Hazardous Waste
There are no hazardous waste treatment or disposal facilities within the KLM. At present the
used oil and e-waste can be dropped off at the Knysna transfer station where there is a ROSE
foundation container and an e-waste container where waste is temporarily stored before
being transported to licensed hazardous waste facilities.
Information gathered during the interviews with waste management companies and waste
generators suggest that hazardous waste generated within the KLM is either disposed of in the
Visserhok landfill site (H:h) in the City of Cape Town or Aloes landfill site (H:H) in Port Elizabeth.
6.15 Organic Waste Management
At present the KLM disposes of the majority of green waste generated within the KLM at the
Old Place.
6.15.1 Composting
There are currently no municipal composting facilities.
6.15.2 Home Composting Pilot Programme
The KLM in partnership with GRDM has rolled out a pilot home composting project in
settlements such as Karatara or Rheenendal. This pilot project was initiated in June 2019. The
pilot bins and scales have been supplied by the municipality. Further to this, it is envisaged
that the GRDM will supply worms to be used to pilot worm farms for home vermiculture. Pilot
households are expected to provide feedback and data to the GRDM. In addition to
households, use of worm farms will also be rolled out in municipal garden and in the KLM head
office.
6.15.3 Legal Drivers for the Development of Composting Facilities
The National Norms and Standards for Disposal of Waste to Landfill (GN 636 of 2013) require
a 25% reduction of garden waste to landfill by 2018 and a 50% diversion by 2023.
There are more ambitious targets in the Western Cape. The WCIWMP sets a target of a 50%
diversion rate of organic waste by 2022 100% diversion rate by 2027.
At present the KLM does not have facilities in place to meet either the national or provincial
target.
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The development of composting facilities, anaerobic digesters and implementing the home
composting programmes are methods which can be used to divert organic waste from landfill
sites.
6.16 Waste Management Facilities
Details of waste disposal facilities in the KLM are presented in this section.
Table 45: Summary of waste management facilities within the KLM
Status of site No. sites
Operational landfill site 2
Closed landfill site 2
Transfer station 1
Drop-off facility 1
Swop shop (operational) 2
Swop shop (in planning) 1
Total 9
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Figure 22: Waste management facilities within the KLM
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6.16.1 Regional Landfill Site
The GRDM is in the process of developing a regional landfill site. The landfill site will accept
waste from all of the local municipalities in the GRDM with the exception of the Oudtshoorn
Local Municipality (OLM) and Kannaland Local Municipality (KLLM). The OLM will continue to
use the Grootkop landfill site for general waste disposal. The KLLM will continue to use their
municipal landfill sites due to the high transportation distances between KLLM and the regional
site. The site was licensed in 2014 (DEA ref: 12/19/11/L1395/9), this permit was amended in
July 2017 to extend the date for commencement of construction by an additional 2 years.
Once constructed the site will consist of the following components:
General waste landfill site;
Hazardous waste cell; and
Mobile crushers and chippers which will move around to the different local
municipalities.
6.16.2 Municipal Waste Management Facilities
(a) Old Place Landfill Site
The Old Place landfill site is located east of Knysna and receives garden waste. This landfill was
reported to only have one year of available airspace in the previous IWMP (2014) but is still
operational. This site has obtained a closure license however, the municipality is in need of an
alternate landfill site.
Figure 23: Satellite image of Old Place landfill site showing the licensed boundary in red (Google Earth, image data 24/06/2019).
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Table 46: Old Place landfill site profile
Location Accessed via a gravel road, Old Toll Road, off the N2
Co-ordinates (entrance of site) Latitude: 34°02’17.94”S
Longitude: 23°05’26.28”E
Site classification Class B (G:C:B+)
Estimated size of site Licensed area of 6,300 m2.however, estimated waste body covers an area of 14,035 m2
License status / type Licensed, decommissioning license
License number 19/2/5/1/D4/17/WL0086/14
Anticipated closure date Closure license issued – decommissioning to have commenced before 15 January 2020
Site Status Operational
Buffer 0.25 km from Concordia settlement
Access Accessed via a gravel road off Old Toll Road
Surrounding land use Forestry
Facilities Container on site to offer shelter during bad weather events
Access control and signage No fence or access control as it forms a through route to the community of Concordia
Plant used on site TLB
Description of waste management
Public are directed to drop off area. Waste is chipped in working area. However, during the site visit the chipper was in for repairs.
Waste accepted on site Garden refuse
Use of cover material No cover material applied
Stormwater management No engineered stormwater management observed on site
Recycling Wood and compost were being collected by informal reclaimers on site
Informal reclaimers present? Some informal reclaimers observed on site – harvest wood and “compost” to sell
Operating hours Monday – Saturday: 08h00 – 17h00 Public Holidays: 08h00 – 13h00
Estimated remaining life of site Decommissioning to have commenced by 15 January 2020
Compliance status (audit findings, percentage score)
2016 2017 2018
Internal
External 85%
DEA&DP 26.7% 22.4%
Challenges There are frequent fires observed at this facility due to the walk-through
nature of its location and proximity to surrounding residential areas;
The waste body is beyond the licensed area;
Given that the waste body is beyond the licensed footprint, the remaining
airspace of the site is a concern;
No internal audits have been undertaken;
The facility should only accept garden waste, however C&DW was also
noted on site;
No fee is charged for the public or business to dispose of green waste at
the Old Place landfill site. A tariff needs to be considered as the operation
(staffing, auditing etc.) of the site and closure and rehabilitation have
financial implications for KLM; and
A reservoir has been constructed within the boundary of this waste
disposal facility. Updated imagery of this facility also suggests that a site
camp, presumably from the contractor, has been constructed within the
licensed boundary of this facility.
There is no organic waste diversion plan for Old Place.
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Figure 24: Photographs of the Old Place landfill site. Photograph A: Signage; Photograph B: Plant at work on site; Photograph C: the container provided on site; Photograph D: general waste which was observed on site.
(b) Simola Construction and Demolition Waste Site
The Simola C&DW site is a privately owned and operated facility which accepts construction
and demolition waste. The facility does not require a waste management license as waste is
being used at the site for the purposes of constructing a platform. The facility is however
registered in terms of the National Norms and Standards for the Sorting, Shredding, Grinding,
Crushing, Screening or Bailing of General Waste (GN No. 1093 of 2017).
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Figure 25: Satellite image of the Simola construction and demolition waste site (data source, Google Earth, image data, 12/12/2018)
Table 47: Simola landfill site profile
Location Simola
Co-ordinates (entrance of site) Latitude: 34°00'10.27"S
Longitude: 23°02’42.87"E
Site classification The Simola site is not classified as a landfill site. It has been registered under GN1093 for the sorting and crushing of waste. The Simola site is at present receiving construction demolition waste which is being used for the construction of a platform.
Estimated size of site 1.46 ha
Registration status / type Registered i.t.o GN 1093 of 2019
Registration number 19/2/1/2/3/2 (0065/18)
Anticipated closure date N/A
Site Status Operational
Buffer 0.6 km from Simola Golf and Country Estate
Access Accessed off Old Cape Road
Surrounding land use Residential, plantation
Facilities
Access control and signage There is a worker present on site who keeps a record of vehicles arriving on site as well as the quantity of C&DW disposed of by each vehicle.
Plant used on site TLB
Description of waste management
Waste is used for the construction of a platform on site. The waste is inspected visually on arrival on site.
Waste accepted on site The site only accepts builders rubble
Use of cover material N/A
Stormwater management None observed on site
Recycling Some rubble, such as whole bricks, are collected on site to be sold for re-use
Operating hours -
Estimated remaining life of site TBC
Compliance status (audit findings, percentage score)
2016 2017 2018
Internal No Audit Reports were available for review
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External
DEA&DP
Challenges Lack of audit reports available for review; and
Some mixed waste which is unsuitable for the construction of a
platform e.g. plastic waste noted on site
Figure 26: Photographs of the Simola waste site. Photograph A: an overview of the site; Photograph B: skips placed on site to temporarily store any mixed waste received; Photograph C: stockpile of green waste on site; Photograph D: stockpile of whole bricks removed from C&D waste to be “recycled”.
(c) Brenton-on-Sea Landfill Site
The Brenton-on-Sea landfill site has been issued with a closure permit and rehabilitation has
commenced. Three monitoring boreholes were installed at the site in 2019. The Brenton-on-
Sea landfill site previously received garden refuse.
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Figure 27: Satellite image of the Brenton-on-Sea landfill site showing the licensed boundary in red (data source, Google Earth, image data, 11/04/2018)
Table 48: Brenton-on-Sea landfill site profile
Location Accessed off WK Grobler Avenue
Co-ordinates (entrance of site) Latitude: 34°04'15.22"S
Longitude: 23°01'49.33"E
Site classification Class B (G:C:B+)
Estimated size of site 0.57ha
License status / type Licensed, decommissioning
License number 19/2/5/1/D4/3/WL0087/14
Anticipated closure date Decommissioned and rehabilitation has commenced
Site Status Decommissioned
Operating hours N/A
Buffer 0.16km from residential housing
Access Accessed using the access road to the WWTW
Surrounding land use Residential
Facilities Three groundwater monitoring boreholes.
Access control and signage There is no access control at this site as it is no longer operational.
Plant used on site N/A
Description of waste management
N/A
Waste accepted on site The site previously only accepted garden waste however is no longer operational
Use of cover material N/A
Stormwater management No formal stormwater management system noted during site inspections
Recycling N/A
Monitoring results Gas detection monitoring was undertaken by DEA&DP in November 2018. No methane, carbon dioxide or hydrosulfide were recorded on site.
Estimated remaining life of site N/A
Compliance status (audit findings, percentage score)
2016 2017 2018
External
DEA&DP 67%
Challenges A number of concerns were raised during the external audit however
many of the findings are no longer applicable as the site is no longer
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operational. Rehabilitation activities are still underway at this site.
Alien vegetation was noted on sections of the rehabilitated site.
Figure 28: Photograph of the closed Brenton-on-Sea landfill site. Photograph A: groundwater sampling point; Photograph B: part of the rehabilitated landfill site; Photograph C: alien vegetation observed on site; Photograph D: wheelie bins situated at the entrance of the Brenton-on-Sea site which serve as a drop-off for holiday goers.
(d) Sedgefield Landfill Site
The Sedgefield landfill site is a decommissioned, partially-rehabilitated facility. The site has
been closed and no longer accepts waste. The site is vegetated and no waste is visible at the
surface of the site. There are gates at the site entrance to restrict access.
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Figure 29: Satellite image of the closed Sedgefield landfill site (data source, Google Earth, image data, 11/01/2019)
Table 49: Sedgefield landfill site profile
Location Accessed off Egret Road
Co-ordinates (entrance of site)
Latitude: 34°01'06.94"S
Longitude: 22°49'11.36"E
Site classification Unknown
Estimated size of site 0.96ha
License status / type Not licensed
License number -
Anticipated closure date Closed
Site Status Rehabilitated
Buffer 0.03km from housing
Access Gated landfill site
Surrounding land use Residential
Facilities None
Access control and signage There is an access gate to this landfill site. However, this gate remains locked as the site is no longer operational.
Plant used on site N/A
Description of waste management
N/A
Waste accepted on site Previously only garden waste was accepted at this facility
Use of cover material N/A
Stormwater management
Recycling N/A
Operating hours N/A
Estimated remaining life of site
N/A
Compliance status (audit findings, percentage score)
2016 2017 2018
Internal
No audit reports were available for review External
DEA&DP
Challenges The close-out and audit reports were not available for this site. It is
unclear whether these were undertaken and not available or, whether a
close-out audit was not undertaken for this site.
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The site does not appear to have a closure license
No monitoring boreholes were observed on the site
No external audits of the site are undertaken
Figure 30: Photographs of the closed Sedgefield landfill site. Photograph A: the rehabilitated landfill site; Photograph B: a "no dumping" sign outside the facility; Photograph C: a ground water monitoring point; Photograph D: the access gate which is locked but bent and therefore, while vehicles cannot access this site, pedestrians can.
(e) Sedgefield Garden and C&DW Waste Drop-Off Centre
Figure 31: Satellite image of the Sedgefield drop-off centre (data source, Google Earth, image data, 26/03/2018)
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Table 50: Sedgefield drop-off centre profile
Location Accessed off Berghaan Street
Co-ordinates (entrance of site) Latitude: 34°00'38.81"S
Longitude: 22°47'49.18"E
Site classification Category A
Estimated size of site 0.29ha
License status / type Operational
License number 19/2/5/1/D4/26/WL0058/12
Anticipated closure date TBC
Site Status Operational
Buffer 0.06km from housing
Access Gate
Surrounding land use Residential and industrial
Facilities Container, shelter and chemical toilet are provided for employees. There is a ramp for offloading of waste
Access control and signage This facility is signposted and a worker on site inspects and records all waste received at this facility.
Plant used on site TLB, tractor and chipper
Description of waste management
Garden refuse is chipped on site. Garden waste and construction and demolition waste is stored in skips on site prior to removal.
Waste accepted on site Only garden waste and construction and demolition waste is accepted at this facility
Stormwater management No stormwater management measures were observed on site
Recycling Informal reclaimers were observed on site.
Operating hours Monday – Friday: 08h00 – 16h00 Saturday: 08h00 – 13h00 Public holidays: 08h00 – 13h00
Compliance status (audit findings, percentage score)
2017 2018 2019
Internal
External 85%
DEA&DP 54% 31.3% 64%
Challenges A lack of bins for storage of garden waste
Informal reclaimers on site
Hazardous waste (used oil and chemical drums) were noted on site
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Figure 32: Photograph to show the Sedgefield drop-off centre. Photograph A: the chipper in use on site; Photograph B: the stockpile of garden waste to be chipped; Photograph C: a stockpile of chipped garden waste; Photograph D: stockpile of general and hazardous waste which has entered the site.
(f) Knysna Transfer Station
The Knysna transfer station is a licensed facility which accepts general waste. The facility is
owned by Transnet and KLM leases the site. Waste is compacted using a stationary compactor
into bulk containers and transported to the PetroSA landfill site within the MBLM.
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Figure 33: Satellite image of the Knysna transfer station site (data source, Google Earth, image data, 26/03/2018)
Table 51: Knysna transfer station profile
Location Auction Mart Avenue
Co-ordinates (entrance of site) Latitude: 34°02'28.41"S
Longitude: 23°03'00.41"E
Site classification G:S:B+
Estimated size of site 0.13ha
License status / type Licensed, operation
License number 19/2/5/1/D4/26/WL0056/12
Anticipated closure date N/A
Site Status Operational
Buffer 30 km to adjacent property
Access There is access control at this facility
Surrounding land use Residential, industrial
Facilities Warehouse facility where waste is accepted with adjoining offices
Access control and signage Signage at the entrance of the facility
Plant used on site Stationary compactor (TLB available for use when necessary)
Description of waste management
General waste is accepted at this facility
Waste accepted on site General waste
Stormwater management The waste acceptance area and compactor are undercover
Recycling No separation of waste occurs at this facility
Operating hours Monday – Friday: 07h30 – 16h00 Saturday: 08h00 – 12h00 December only Sunday: 08h00 – 12h00
Compliance status (audit findings, percentage score)
2017 2018 2019
Internal
External 88%
DEA&DP 71% 84%
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Challenges Vagrants were observed on site – it was indicated that it would be
beneficial for this facility to be fenced;
The facility is not owned by KLM and is leased from Transnet;
This facility has limited space, which is problematic during the holiday
season; and
The facility is poorly located near the waterfront and noise
complaints are often received from residents of Thesen Island.
Ideally, an alternate site, which can serve as in integrated waste
management facility (including a MRF and composting facility),
would be earmarked for future development and use.
Figure 34: Photographs of the Knysna Transfer Station. Photograph A: Signage outside the facility; Photograph B: containers packed with waste to be transported to PetroSA; Photograph C: waste arriving at the facility; Photograph D: stockpile of tyres received at the facility.
(g) Temporary Skips
The KLM uses informal skips in area where illegal dumping is a concern or in areas where a skip
has been requested by the residents. The skips are not permanent features and are moved by
service provider as required. These skips are typically not manned. There are 12 temporary
skips across the KLM area. The skips are emptied by a service provider.
Accepted waste:
Domestic waste, though sites are not manned and therefore all waste is accepted
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Waste not accepted:
Hazardous waste
Figure 35: Image of a skip placed in a community where illegal dumping had been a concern
6.17 Other Waste Management Services
6.17.1 Removal and Disposal of Animal Carcasses
The KLM transports animal carcasses collected during refuse rounds and from KAWS to
PetroSA on a weekly basis.
6.17.2 Street Bins
Figure 36: bins provided by the municipality in public spaces
The KLM provides street bins across the municipal area. These bins are emptied on a daily
basis.
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6.17.3 Street Sweeping’
The KLM employs nine individuals, eight general workers and one supervisor, to undertake
street sweeping. This service is provided on a daily basis within the CBD.
6.17.4 Management of Ablution Facilities
The waste management department is responsible for the management of 15 permanent
public ablution facilities between Noetzie and Sedgefield as well as chemical toilets which are
placed in picnic sites over the festive season. The KLM recently undertook a R2.4 million
upgrade of public ablution facilities at the central taxi rank.
6.17.5 Removal of Illegal Dumping
Illegal dumping of waste occurs in open spaces across the KLM. The usual triggers for illegal
dumping include a lack of awareness, lack of services and lack of enforcement of by-laws. The
KLM has appointed a service provider to provide skips in areas identified as hotspots for illegal
dumping. These skips are serviced by the service provider. However, these skips alone cannot
solve the problem of illegal dumping and often illegal dumping continues in the area
surrounding the skips (Figure 37). There are however, also areas which were illegal dumping
grounds which have now been “repurposed” within the KLM, for example: a concerned
resident within the Hornlee community has created a community garden in an area which was
previously an illegal dumping hotspot and the KLM has constructed an open-air gym in such an
area too.
The KLM spends approximately R1.5 million per annum addressing illegal dumping of waste.
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Figure 37: Photographs of illegal dumping sites within the KLM (top left and right) and the illegal dumping signage used by the KLM in an attempt to create an awareness around this ongoing problem. Photographs of the open-air gym (bottom left) and community garden (bottom right) created in areas which were previously used for illegal dumping.
6.17.6 Waste Awareness Campaigns
The KLM undertakes regular waste awareness campaigns which include visits to schools and
collaborative efforts with other municipal departments. The KLM has a variety of waste
awareness leaflets and handouts which are handed out at both awareness and town events,
such as the Knysna Oyster Festival. The flyers are available in three languages (English,
Afrikaans and isiXhosa).
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Figure 38: Photograph of some of the waste awareness handouts from the KLM including a "Keep Knysna Clean" t-shirt and lunch bag distributed to the Knysna Tazi Forum and a Knysna Cleansing Campaign t-shirt.
Figure 39: Example of an illegal dumping pamphlet, which forms part of the awareness campaign, handed out by the KLM
The KLM is at present, planning the branding of their waste management fleet and some notice
boards which are to be installed as part of a district waste awareness campaign.
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Future waste awareness events should be aligned with the following national environmental days:
National Cleanliness Day - January
International Earth Hour - April
International Compost Awareness week- May
World Environment Day - June
World Oceans Day- June
International Coastal Clean-up Day - September
Clean-up and Recycle South Africa week September
Figure 40: An example of the branding planned for the waste management fleet
6.17.7 Western Cape Awareness Strategy
The Waste Awareness Strategy was published by DEA&DP in March 2018. The strategy aims to
increase public awareness around waste management to reduce littering and illegal dumping,
increase waste minimisation and maximise opportunities in waste management.
The strategy reviews various mechanisms for increase waste awareness such as signage,
events, media campaigns and assess the positive and negatives of these mechanisms.
The strategy assesses gaps and needed in terms of waste awareness campaigns per district
municipality. The following gaps and needs were identified for the GRDM:
Most of the public awareness is driven by the GRDM, very little is undertaken by the
local municipalities;
There is a gap in terms of promotion items, events greening, youth jobs and informal
settlements;
Strategies need to be developed which are aimed at specific industries and low income
and informal residential areas; and
Major events need to be used to increase awareness
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Project identified through this IWMP to improve public education and awareness in the KLM
include:
Development of an annual waste awareness calendar to allow waste awareness
campaigns to be planned correctly
Appointment of employees whose sole role will be in waste education and awareness
Ensure that the GRDM mascot is incorporated into waste awareness materials to
standardise the use of the mascot across the district
Use social media to spread waste awareness messages
6.18 Complaints
All incoming complaints are logged on KLM’s Collaborator System or on the municipal complaint app which is monitored by the communications department. No records or data on complaints has been received from the KLM to date.
6.19 Waste Management Fleet
The waste management fleet is managed by the municipal fleet management. There are 13 operational vehicles in the KLM waste management fleet. One vehicles has been earmarked to be scrapped. Table 52: KLM waste management fleet
Type of vehicle Make Model Registration Year Condition Comment
Tipper truck Isuzu M.P.R CX39918 2016 Good -
Tipper truck Nissan Cab Star CX22773 2001 Old -
Tipper truck Nissan UD CX15923 2001 Old -
Cage truck Nissan Cave CX4491 2008 Good -
Cage truck Nissan Cave CX34028 2003 Good/ old -
Cage truck Nissan UD CX17319 2001 Good
Waste compactor Isuzu FTR 800 CX10222 1998 Old Not currently in use to be scrapped
Waste compactor Nissan UD 85 CX28385 2003 Poor/old Bin lifter required repair
Waste compactor Nissan UD 90 CX30994 2009 - Bin lifter in good condition
Waste compactor Nissan UD 90 CX41457 2009 - Bin lifter in good condition
Waste compactor Nissan UD 85 CX44154 2009 Poor Bin lifter in good condition
Waste compactor Nissan Quester CX16497 2015 - Bin lifter in good condition
Waste compactor Nissan Quester CX53081 2013 Good Bin lifter in good condition
Waste compactor Nissan UD CX44033 2005 Good Bin lifter in good condition
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6.20 Waste Management By-Laws
6.20.1 Knysna Local Municipality
A brief review of the KLM by-laws related to waste management was undertaken as part of
the IWMP. This review does not constitute a full legal review and was only undertaken to
identify key gaps in the by-laws.
The Integrated Waste Management by-laws (2014) cover the following:
Obligation of the waste generators;
Hazardous waste;
Event waste ;
Priority waste;
Emergencies requiring the management of waste;
Storage and transportation of waste;
Littering and dumping;
Recycling, re-use, sorting and recovery of waste;
Premises inaccessible for refuse collection; and
Compliance notices
These by-laws do allow fines to be issued stating that the minimum payable fine is R500 while the fine may not exceed R10,000.
6.20.2 Garden Route District Municipality
The GRDM’s current waste management by-laws were promulgated in 2017. The by-laws
applicable to all areas of jurisdiction in the GRDM which includes the KLM.
The by-laws define a municipal waste collection services to cover domestic waste and general
business waste only.
The by-laws also identify the municipalities which are obliged to make sure of regional landfill
site which will be constructed in the MBLM. These municipalities are the Mossel Bay Local
Municipality (MBLM), George local municipality (GLM), Knysna local municipality (KLM), and
Bitou local municipality (BLM).
The by-laws allow GRDM to establish a waste information management system. All persons
who are conducting an activity listed in terms of Annexure 1 of the National Waste Information
Regulations (GN 625 of 2012) are required to register and report on the GRIWIS. Registrations
should have been submitted within 90 days of the by-laws coming into effect.
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6.20.3 Enforcement of By-Laws
The KLM has a law enforcement department who enforce all of the municipal by-laws. Specific
to waste management, there are eight employees who received Peace Officer training and can
issue fines for illegal dumping.
6.21 Institutional Management
6.21.1 Waste Management Officer
Mr Bower is the Waste Management Officer at the KLM. Mr Bower is not yet designated as the
Waste Management Officer (WMO) in terms of the Waste Act. The item to designate Mr Bower
as the WMO was served at the Section 80 meeting on 11 February 2020. Mr Bower is awaiting
council approval prior to undertaking the designation in terms of the Waste Act.
6.21.2 Organogram
The KLM organogram for waste management and pollution control was last reviewed in 2018.
There are a total of 114 positions in the organogram.
Table 53: KLM waste management organogram
Position No. positions
Waste Management: Manager 1
Senior Clerk: Administrative Support 1
Superintendent: Refuse Removal, Collection and Waste Disposal Facilities (Knysna) 2
Pollution Control Officer 1
Superintendent: Waste Beneficiation and Waste Minimization 1
Senior Foreman: Waste Collection and Disposal Site 1
Supervisor/ Driver 7
General Assistant: Refuse Removal 39
Caretaker: Green Waste Site 1
Operator: Front End Loader 1
Small Plant Operator 1
Transfer Station: Foreman 1
Heavy Vehicle (H/V): Driver 2
General Assistant: H/V Driver 4
Operator: H/V 2
Foreman: Street Cleaning and Public Toilets 2
Supervisor: Street Cleaning and Public Toilets 4
General Assistant: Street Cleaning and Public Toilets 36
Superintendent: Refuse Removal, Collection and Waste Disposal Facilities (Surrounding
Areas) 1
Caretaker: Green Waste Disposal Site 1
Small Plant Operator: Green Waste Disposal Site 1
General Assistant: Green Waste Disposal Site 1
Caretaker: Builders Rubble Disposal Site 1
Small Plant Operator: Builders Rubble Disposal Site 1
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Position No. positions
General Assistant: Builders Rubble Disposal Site 1
Total 114
Figure 41: Senior waste management organogram for KLM
Figure 42: Refuse removal, collection and waste disposal facilities organogram for the Knysna area within the KLM
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Figure 43: Refuse removal, collection and waste disposal facilities organogram for the surrounding areas within the KLM
6.21.3 Training
The KLM’s Human Resources department is responsible for the co-ordination of training.
Employees in the waste sector receive training based on their existing skills and the needs of
the employees.
6.22 Financial Management
A detailed understanding of the operational and capital costs of waste management is key for
ensuing correct financing of waste management. When considering the financing of waste
management operational costs, capital costs, recapitalisation costs and rehabilitation costs all
need to be considered.
6.22.1 Waste Management Budget
Table 54: Adjustment budget financial performance, as of 24 August 2019 (R’000) (source, MTREF, 2019/20)
Item 2019/20 2020/21 Adjusted budget
2021/22 Adjusted budget Adjusted budget Original budget
Revenue Functional: Waste management
52,938 52,983 58,341 62,838
Expenditure functional: Waste
55,001 55,001 58,003 60,133
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Item 2019/20 2020/21 Adjusted budget
2021/22 Adjusted budget Adjusted budget Original budget
management
Capital expenditure: Waste management
3,950 3,950 6,500 6,500
Capital expenditure: Solid waste infrastructure (upgrading of existing assets)
400 400 3,000 2,150
Expenditure solid waste infrastructure (repairs and maintenance)
304 304 313 322
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(a) Waste Management Budget – Income
The below budget is a summary of the full budget provided by KLM. The budget only shows income for the KLM waste department. The full
budget is available in Appendix B.
An income of R54,740,99 is forecast for the 2019/2020 financial year. The majority of the income comes from revenue generated from refuse
services.
Table 55: KLM refuse operational income
Item Sum of 2017-18 Actuals
Sum of 2018-19 Original Budget
Sum of 2018-19 Adjusted Budget
Sum of 2018-19 Actuals
Sum of 2019-20 Final Budget
Sum of 2020-21 Final Budget
Sum of 2021-22 Final Budget
Contracted services 42 526
Departmental charges 194 990 109 100 105 455 122 408 125 800 134 600 143 300
Interest earned - outstanding debtors 2 000 498 1 578 000 1 578 000 116 312 2 092 500 2 239 000 2 385 000
Business licenses 1 114 217
Other materials 400
Other revenue 191 622 229 336 229 336 148 352 122 300 130 800 139 300
Rental of facilities and equipment 452 550 604 900 604 900 448 956 647 800 693 100 689 900
Service charges – refuse revenue 22 532 004 27 855 320) 31 255 320 23 624 035 33 526 000 37 248 789 39 863 608
Service charges - sanitation revenue 365 427
Transfers and subsidies 14 774 000 16 458 750 16 458 750 16 458 750 18 226 500 19 891 600 21 752 500
Total 40 554 731 46 835 406 50 232 161 40 919 031 54 740 900 60 337 889 64 973 608
(a) Waste Management Budget – Operational Expenditure
The below budget is a summary of the full budget provided by KLM. The budget only shows income for the KLM waste department. The full
budget is available in Appendix B.
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Operational expenditure of R57,889,713 is forecast for the 2019/2020 financial year. Employee related costs are the largest expense to the
municipality. This line item includes basic salaries, employee benefits such as housing allowance, pension and bonuses.
Table 56: KLM refuse operational expenditure
Item Sum of 2017-18 Actuals
Sum of 2018-19 Original Budget
Sum of 2018-19 Adjusted Budget
Sum of 2018-19 Actuals
Sum of 2019-20 Final Budget
Sum of 2020-21 Final Budget
Sum of 2021-22 Final Budget
Sub-total contracted services 9 228 383 18 525 122 17 082 522 10 718 161 10 761 891 11 031 473 11 199 432
Sub-total debt impairment 7 919 904 3 711 798 3 711 798 2 750 441 1 592 000 1 021 900 1 088 300
Sub-total department charges 230 785 221 000 221 000 207 829 291 500 311 900 332 200
Sub-total depreciation & asset impairment 858 685 855 469 866 696 710 030 883 300 877 400 873 600
Sub-total employee related costs 18 719 497 18 979 900 20 127 100 16 507 565 22 319 850 25 488 200 27 255 100
Sub-total finance charges 1 312 314 388 610 777 669 431 113 1 134 100 790 900 650 900
Sub-total interest earned - outstanding debtors 2 661
Sub-total other expenditure 4 327 890 4 153 855 3 968 955 1 016 633 14 714 352 15 008 638 15 008 638
Sub-total other materials 4 652 644 4 511 399 5 070 800 6 883 403 4 525 420 4 752 008 5 062 168
Sub-total other revenue 39 Sub-total service charges - refuse revenue 1 417 810 1 532 000 1 532 000 1 573 665 1 677 300 1 861 816 1 992 148
Total 48 670 613 52 879 153 53 358 540 40 798 840 57 899 713 61 144 235 63 462 486
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6.22.2 Waste Management Tariffs
The KLM has not yet undertaken a full cost accounting exercise to determine the true cost of
waste management services. An annual review of the KLM waste management tariffs should
be undertaken, however this is not yet finalised for the KLM.
Table 57: KLM annual domestic waste tariff history (data sourced from KLM Medium Term Revenue and Expenditure Framework)
Year Annual waste management tariff (incl. VAT) Percentage increase
2018/9 R 1,157.84 -
2019/20 R 1,238.89 6.5%
2020/21 R 1,325.61 6.5%
2021/22 R 1,418.40 6.5%
Note: the table above refers only to domestic waste removal within the KLM. The Medium
Term Revenue Expenditure Framework does provide a breakdown of other refuse removal
costs, including the waste tariff charged to businesses and the waste tariff for additional bins.
6.22.3 Waste Management Tariffs across the Garden Route District Municipality
The waste management tariffs and the annual increase thereof, differ between the local
municipalities within the GRDM. The table below outlines the waste management tariffs
across the local municipalities.
Table 58: Waste management tariffs for domestic customers (single unit) R/ month
Municipality Waste Management
Tariff 2017/18
Waste Management
Tariff 2018/19
Waste Management
Tariff 2019/20
BLM R214.67 R228.42 R243.00
GLM R165.70 R190.56 R207.71
HLM R91.61 R97.25 R103.05
KLM R85.50 R96,49 R103.25
KLLM R179.90 R190.71 R219.32
MBLM R156.79 R165.49 R190.31
OLM R119.88 R133.44 R147.45
From Table 58 it is evident that the waste management tariff for KLM is the lowest in the district.
6.22.4 Equitable Share
Equitable share is a grant from national treasury provided to municipalities to provide basic
services to poor households and to assist municipalities with limited resources to perform
basic core municipal functions.
For the 2018/19 financial year the average equitable share per household per month is
R383.12. Of the total allocated equitable share value R80.28 is allocated to waste services.
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This is split between operations (R72.25) and maintenance (R8.30) (National Treasury,
undated).
The equitable share is calculated based on the number of indigent households per
municipality. When indigent registers are out of date municipalities may underestimate the
number of indigent households and therefore not receive the full equitable share due to them.
Table 59: Equitable share per Province (source, web reference 1)
Province 2018/19 Forward Estimates
Allocation 2019/20 2020/21
R'000 R'000 R'000
Eastern Cape 65 499 660 69 807 213 74 411 439
Free State 26 178 043 28 071 076 30 108 091
Gauteng 93 384 285 100 923 135 109 092 089
KwaZulu-Natal 99 263 681 106 363 502 113 997 676
Limpopo 55 178 775 59 187 820 63 503 149
Mpumalanga 38 467 686 41 394 597 44 554 600
Northern Cape 12 475 021 13 403 527 14 404 557
North West 32 391 895 34 788 928 37 372 220
Western Cape 47 447 464 51 079 855 55 003 034
TOTAL 470 286 510 505 019 653 542 446 855
6.23 Institutional Framework
6.23.1 Provincial Waste Management Forum
The municipal WMOs are invited to attend provincial waste management officer’s forums
which are held on a quarterly basis. The quarterly meetings cover waste management issues,
legislation updates and waste policies. These meetings are led by DEA&DP and the venue is
rotated between different municipalities in the province.
The forums typically cover the
Updates on policy and legislation
Reports from local municipalities
Waste management licensing and waste management facility registrations
6.23.2 Garden Route Waste Management Officers Forum
The Garden Route Waste Management Officers Forum was established as a platform in the region for the local municipalities to share information and discuss problems encountered in performing their specific duties. The aphesis on a regional approach to waste management is also promoted by the forum. The forum serves as the project committee with the implementation of all regional waste management projects in the Garden Route District. The Forum also contributes especially to capacity building in some of the municipalities.
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The GRDM runs quarterly waste management officer’s forums. All local municipalities are
invited as well as DEA&DP. The quarterly meetings cover waste management issues, legislation
updates and waste policies. Knowledgeable speakers on specific issues of interest are invited
to meetings to present and advice. These meetings are led by the GRDM and the venue is
rotated between different municipalities in the district.
The forums typically cover the
Updates on policy and legislation
Reports from local municipalities
Waste management licensing and waste management facility registrations
Discussion of waste management issues to assist other municipal waste management
officers experiencing challenges.
6.24 Waste Employee Interviews
Interview were undertaken with a range of KLM employees, from general workers to the waste manager and financial officer. Comments and concerns raised by employees during the interviews are listed below. These comments are the opinions of the employees and may not be a true reflection of situation. The comments/ concerns have been grouped according to common themes. Table 60: Comments/ concerns raised through KLM employees interviews
Category Comments
Waste management fleet
Trucks frequently breakdown;
The servicing of the fleet often takes extended periods of time; and
The plant used on site, such as the chipper, is old and not efficient
Waste collection The public do not adhere to the refuse collection schedule and different colour bags
are not used correctly;
Dead animals, usually dogs and cats are put into refuse bags or left outside in the
street for the refuse collection team; and
Informal reclaimers tear open bags to access food or recyclable materials, this causes
litter
Health and hygiene The health checks at work are infrequent
PPE Safety boots get worn out quickly due to walking large distances and it often takes a
long time to get new boots if there are none in the stores;
The overalls given to general workers are thin and poor quality; and
PPE delivery is infrequent and not often enough
Training Employees do not receive sufficient training. It can be difficult to get a promotion
without training
Illegal dumping Vehicles are hired to clean up illegal dumping, this is big expense for the municipality;
and
Illegal dump sites are cleaned but repeat dumping occurs
Staff The KLM does not always employ casual staff during holiday season and the trucks
are often short staffed; and
Often employees may not arrive to work and this also results in the trucks being short
staffed
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6.25 Future Residential Developments
The KLM SDF is in the final stages of development. All new residential areas are to be serviced using a weekly collection service, they will be included in the refuse collection schedule of the closest residential area. The servicing of unplanned future informal developments will be determined on a case by case basis. As with current informal settlement, if access allows it houses are provided with a kerbside collection service. In areas where access for truck is not possible skip bins are provided.
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7 Way Forward for Waste Management Facilities
As previously mentioned the Old Place Landfill site has been issued with a closure license and closure is due to commence in January 2020.
However, as no alternate facility is available at present, it is likely that this facility will remain operational.
The following table presents the way forward for the various waste management facilities within the KLM.
Table 61: Way forward for waste management facilities within the KLM
Waste management facility Proposed future use Engineering works required Estimated cost Reference
Old Place Landfill Site Decommissioning activities are set to commence by no later than the 15 January 2020.
Sloping
Storm-water control measures
Leachate control
R8,088,139.96 GRAP Report
Simola This site will continue accepting C&DW. In the long term this site would like to operate as a composting facility
Should this facility expend to accommodate a composting component, it will need to register and comply with the applicable legislation.
- -
Brenton-on-Sea Landfill Site Decommissioning activities are set to commence by no later than the 10 December 2019.
Sloping
Storm-water control measures
Leachate control
R5,410,442.69 GRAP Report
Sedgefield Landfill Site This facility is closed and rehabilitated in part.
Sedgefield Drop Off Centre Continued Operation The drop off facility requires better access control measures and the facilities at the recycling facility require maintenance.
Knysna Transfer Station Continued Operation in the short- medium term until an alternative site can be identified.
Fencing to improve security
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8 Gap and Needs Assessment
This section presents the gaps and needs identified through the situational analysis review.
8.1 Gaps and Needs Identified in the 2014 IWMP
The 2014 IWMP identified the following gaps in terms of waste management within the KLM
Table 62: Gaps identified in 2014 IWMP (KLM, 2014)
Identified gaps Progress made to address the gaps
1. Lack of public awareness of the gravity of the problem of sustainable waste management
Not all residents are aware of the impacts of
waste and the consequences of their littering.
Illegal dumping shows that these offenders are
not in sync with the mind-set of sustainable
waste management yet.
The KLM supported the GRDM Wise up on Waste
campaign and have had ongoing awareness
campaigns regarding waste management.
2. Lack of information regarding waste generation types and volumes
Only part of the waste stream is measured. The
industrial and medical waste streams are
unknown at this stage.
There is as yet no requirement in the Municipal
Waste Management By-Laws to provide
mechanisms to obtain information on the
industrial and medical waste streams.
This report contains the HCRW records obtained
from the Western Cape Department of Health. At
present these records are not reported on the
GRIWIS. The GRIWIS does however collect data on
HCRW generated by private facilities within the
GRDM, including KLM.
The KLM by-laws do not require generators of
industrial or HCRW to report to the municipality.
However, the GRDM by-laws, which are applicable to
the KLM, do make provision for the GRDM to request
waste information from waste generators.
3. Collection fleet – age, condition, aesthetics, type
Collection vehicle in the KLM are kept in service
long after the end of their economic lives.
Collection vehicles help in creating the public’s
perception of waste management and need to
be aesthetically pleasing.
Some vehicles are likely operating beyond their
effective lifetimes. These vehicles need to be
evaluated to ensure that they are still cost
effective and efficient. If not, they need to be
replaced.
Some of the KLM waste collection fleet have been
branded while the branding of the rest of the waste
collection fleet is yet to be done.
4. Lack of permitting of special waste generators
The municipality has no or little data on the
generators of special wastes within the
municipal boundaries nor on the destination or
disposal method of these wastes.
This must be addressed in the revision of the
by-laws.
This report presents the results of interviews with
numerous waste generators within the KLM,
including how industrial and hazardous waste
generated by industry is disposed.
5. Lack of disposal airspace
The Old Place site is nearing capacity and the
Sedgefield site has been closed. Without
alternatives the disposal of garden waste and
builders’ rubble in a controlled and
There is a privately owned facility which accepts
builders’ rubble within the KLM.
Old Place is still operational and while this facility is
nearing capacity, no alternate site is available at
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environmentally sound manner will be
problematic.
present.
6. Legislation
The KLM by-laws do not include all the
requirements identified in this document. By-
laws require:
o The registering of health care risk waste
generators at the municipality
o The registering of hazardous waste
generators at the municipality
o The call for industry waste management
plans
The KLM by-laws do not require generators of
industrial or HCRW to report to the municipality.
However, the GRDM by-laws, which are applicable
to the KLM, do make provision for the GRDM to
request waste information from waste generators.
7. Tariffs
In most municipalities, the tariff structure for
the use of waste disposal services is unclear
and only escalated annually
The refuse tariffs for the KLM are clearly defined and
the KLM are in the process of undertaking a full cost
accounting exercise for all municipal tariffs,
including refuse
8. Rural areas and farms
Remote areas in the municipality should have
access to waste disposal. Where collection in
these areas are not feasible for the
municipality, an agreement can be made.
Illegal sites must be closed.
The KLM transfer station accepts domestic waste
and there is a drop off facility in Sedgefield.
As can be seen, a number of gaps identified in the 2014 KLM IWMP have been addressed over
the past five year period.
8.2 Gaps and Needs Identified in 2019
During the development of the 2019 KLM IWMP a number of gaps and needs were identified.
Gaps and needs were identified based on interviews with stakeholders, inspection of fleet and
facilities, and a review of the legislative and best practice guidelines.
Gaps and needs have been listed under the following headings:
1. Waste information management;
2. Waste recycling;
3. Organic waste management;
4. Hazardous waste management;
5. Waste management facilities;
6. Waste management fleet and equipment;
7. Waste education and awareness;
8. By-laws and enforcement of by-laws;
9. Institutional functioning;
10. Future planning; and
11. Compliance with legislation.
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Table 63: Waste management gaps and needs
Legislated Requirements / Best Practice Gaps Needs
1. Waste Service Provision
The NWMS 2011 requires 95% of urban and 75%
of rural households to have access to adequate
levels of waste collection services. Non-recyclable
waste must be collected weekly from households,
as a minimum.
The National Policy for Provision of Basic Refuse
Removal Services to Indigent Households (GN 413
of 2011) requires municipalities to provide free
receptacles for waste storage to indigent houses.
1.7% of households within the KLM use their own
refuse dump.
4.0% of households within the KLM receive a
collection service less frequently than weekly.
Not all informal areas receive a waste collection
service
The KLM is providing a good waste management
collection service to the majority of households
(93.1% receive weekly refuse collection).
However, households which are not receiving a
service need to be identified to determine if
provision of service to these households is
feasible.
The provision of collection services to informal
areas needs to be improved.
2. Waste Recycling
The NWMS, 2011 sets a target of 25% diversion
rate of recyclables by 2016.
The draft 2018 NMWS sets a target of 50%
diversion of waste by 2023 and 80% diversion by
2028.
Operation Phakisa sets a target of 50% diversion of
municipal waste by 2023.
The Western Cape Provincial IWMP sets a target of
20% diversion rate of recyclables by 2019.
The draft 2018 NWMS requires all municipalities to
include provisions for drop-off / buy-back centres
in their IWMPs.
The Waste Act requires municipalities to put in
place measures that seek to reduce the amount of
waste generated, and where generated, measures
to ensure that it is re-used, recycled and
recovered, treated and disposed of.
The NDWCS require municipalities to provide an
enabling environment for recycling.
Only approximately 5.2% of domestic,
commercial and industrial waste generated within
the KLM is recycled.
There is a low participation rate of the separation
at source programme in some of the residential
areas.
The quantity of waste being recycled within the
KLM needs to be increased. This can be done
through the following measures:
o Increasing participation of households in the
separation at source programme – increase
education and awareness regarding this
programme.
o Provision of easily accessible recycling drop-
off facilities for households which do not use
a kerbside collection service.
o Increased awareness around the importance
of recycling. This can be achieved through
school competitions.
Ensuring the existing swop shops continue to function and raising awareness with the public around the need for donations for the swop shops.
3. Organic Waste Management
The National Norms and Standards for Disposal of At present, the majority of organic waste A regional composting facility.
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Legislated Requirements / Best Practice Gaps Needs
Waste to Landfill (GN 636 of 2013) – 25% diversion
rate of garden waste from landfill by 2018 and 50%
by 2023.
Western Cape Provincial IWMP and National
Medium Term Strategic Framework– 50%
diversion of organic waste by 2022 and 100%
diversion rate by 2027.
generated within the KLM is disposed of at
landfill.
KLM does not have any large scale facilities for
composting of organic waste at present – the site
previously identified is no longer viable.
Once the Old Place garden refuse landfill site
closes, there will be no disposal facilities for
organic waste in Knysna town. The Sedgefield
drop-off facility will continue to operate but this
is located 21 km from Knysna town.
The KLM do not charge companies and
contractors to dispose of organic waste at Old
Place and are challenged by available airspace,
particularly as waste taken to this facility is not
chipped.
There is no organic waste diversion plan for Old
Place
Additional drop-off facilities for green waste.
The home composting project needs to be rolled
out to additional houses.
By-laws to be amended to ensure contractors and
garden service companies only dispose of
chipped organic waste at Old Place as a space
saving measure.
An organic waste diversion plan needs to be
developed for Old Place.
4. Hazardous Waste Management
The National Domestic Waste Collection Standards
require municipalities to provide communal
collection points for non-mainstream recyclables,
such as batteries and fluorescent tubes, for
collection by a private service provider.
Lack of drop-off facilities for HHW. The only drop-
off facility for HHW within the KLM is at the
Knysna transfer station.
There is a lack of awareness of what constitutes
HHW.
There is a lack of information available on
hazardous waste generated by business and
industry.
HHW drop-off facilities need to be added to the
Sedgefield recycling centre.
E-waste and HHW awareness days are needed.
The registration of hazardous waste generators on
the GRWMIS needs to be encouraged.
5. Waste Management Facilities
5.1. Old Place Landfill
Note: Last external audit score – 85% The landfill site’s waste body is beyond the
licensed footprint.
There are pickers and salvagers on the site
(harvesting wood).
This waste body is prone to fires.
There is a lack of access control.
The KLM need to either amend the license to
extend the licensed footprint or move waste
inside the licensed boundary.
The closure date of the WML may need to be
extended (this is to be applied for six months
prior to when closure is meant to commence).
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Legislated Requirements / Best Practice Gaps Needs
The waste records generated at this facility are in
poor condition and are often illegible and dirty.
Closure is set to commence in 2020 and no
alternate site has been identified.
No fee is being charged to business to dispose of
waste at this facility.
It will cost the KLM R8.1 million (excl. VAT) to close
and rehabilitate this facility.
It is advised that an app be developed and used
to capture waste records electronically in order
to ensure more accurate data capture and to
reduce manual capture time.
Consider implementing a disposal fee for
contractors and garden services.
5.2. Brenton-On-Sea Landfill
Note: last DEA&DP audit (2018) score – 67% Rehabilitation is incomplete
It will cost the KLM R5.4 million (excl. Vat) to
rehabilitate this facility
Closure and rehabilitation to be completed.
Audit the site according to
5.3. Sedgefield Landfill
No audit reports available No license available.
No audit reports available.
No closure design report available.
Not included in landfill closure provision report
(2018).
Determine license status.
Audit internally and externally.
Undertake closure in terms of legislated
requirements.
5.4. Knysna Transfer Station
Note: in the last DEA&DP audit the transfer station received a score of 84%
Due to space constraints, the transfer station
does not currently have an area for the sorting of
waste.
Informal reclaimers live outside of this facility.
The premise is not owned by the KLM.
The site is poorly located.
Short term: install a fence as access control to
restrict access by informal reclaimers
Long term: identify a new site for an integrated
waste management facility, to include a transfer
station, material recovery facility and a
composting facility. This facility should, ideally,
be located in the western areas of KLM as the
regional landfill site is to be located to the west of
KLM.
5.5. Knysna Recycling Centre
This facility has space constraints and as a result,
waste piles up at this facility.
Waste is stored outside of the facility due to
available space and waste quantities. This causes
Short term: improve management
o Service provider needs additional resources
to ensure waste does not accumulate.
o Litter picking.
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Legislated Requirements / Best Practice Gaps Needs
windblown litter.
o Regular in-house inspections.
o Consider converting WML to N&S
registration.
Long term: identify an alternative site (IWMF)
5.6. Sedgefield Recycling Centre
Lack of space.
Lack of services – water and electricity.
The service provider does not have sufficient
employees in place to sort all the waste entering
the facility timeously.
Complaints from the public regarding vermin and
waste stockpiled outside the facility
Short term: improve management
o Provide services.
o Regular in-house inspections.
o Consider converting WML to N&S
registration.
Long term: determine if site can be closed and
incorporated into IWMP or kept as a standalone
interim facility – in which case, bailers would be
required.
5.7. Sedgefield C&DW and Garden Waste Drop-off
Unpermitted waste types (hazardous and
general) observed on site.
There is an accumulation of green waste at this
facility.
There is no electricity or water at this facility
Ensure chipper is maintained to prevent a
backlog.
Ensure there are sufficient skips on site for
C&DW.
Improve control of waste entering the site.
5.8. Sedgefield Landfill Site
Closed but not fully rehabilitated.
No closure license.
No closure report / design.
Not included in GRAP report.
Closure license required.
Site to be rehabilitated in terms of legislated
requirements.
6. Waste Management Fleet and Equipment
The National Domestic Waste Collection Standards
(GN 21 of 2011) requires that all vehicles in the
waste management fleet are roadworthy and that
waste is transported in closed vehicles.
Frequent truck breakdowns.
Long repair times.
The KLM to review fleet to determine if older /
unreliable vehicles need to be replaced.
7. Waste Management Information Management
7.1. IWMP development, implementation and monitoring
The Waste Act requires that the IWMP is
submitted to DEA&DP for endorsement, it is
No annual performance reviews were undertaken
on the 2014 IWMP.
Once the 2019 IWMP is finalised, the KLM must
ensure that annual reports are prepared and
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Legislated Requirements / Best Practice Gaps Needs
incorporated into the IDP that annual reports of
the IWMP implementation are undertaken.
submitted in line with the Municipal Systems Act
(Act 32 of 2000).
7.2. Waste Generation and Disposal Records
The National Waste Information Records require
information to be uploaded onto SAWIS on a
quarterly basis.
Waste collection rounds cover a combination of
domestic and businesses. Waste entering the
PetroSA landfill site is all recorded as domestic
waste. It is not possible to determine how much
domestic and how much commercial and
industrial waste is generated from these records.
There are gaps in the data for commercial and
industrial waste.
At present there are no accurate records for
hazardous waste generated in the KLM.
Collect information on business / commercial
waste collection using tagging system of bins.
Support to implementation of the GRWMIS.
8. Waste Education and Awareness
The NWMS, 2011, sets a target that 80% of schools
must undertake waste awareness campaigns.
The service provider / municipality must provide
guidelines on how to separate waste.
Municipalities must implement education and
awareness training regarding the BRR relevant
areas (NDWCS, 2011).
No records of the number of awareness events in
2018.
The KLM does not undertake follow up surveys to
determine the effectiveness of waste awareness
campaigns.
Lack of employees dedicated to waste education
and awareness.
Waste awareness campaigns need to be
documented.
Appoint staff as waste awareness educators.
The KLM must ensure they appoint waste
awareness educators who are fluent in the
prevalent languages within the KLM (isiXhosa and
Afrikaans).
9. By-laws and Enforcement of By-laws
There are no dedicated waste rangers to enforce
waste management by-laws.
Littering and illegal dumping occurs in open areas
across the KLM.
Skip sites become illegal dumping sites.
By-laws not in line with GRDM by-laws.
The KLM needs to update the by-laws and they
should be aligned with the Waste Act and GRDM
waste management by-laws.
Waste rangers need to be appointed to enforce
the by-laws, particularly around litter and illegal
dumping.
Skip sites to be cleaned up and then manned
using EPWP / temporary workers to improve
control.
Consider mini drop-off facilities in areas where
dumping is an on-going issue.
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Legislated Requirements / Best Practice Gaps Needs
10. Institutional Functioning and Financial Management
The Waste Act requires that a WMO is designated
for each municipality.
The Waste Act requires municipalities to keep
separate financial statements including a balance
sheet of services provided.
Full-cost accounting for waste services are to be
undertaken and cost reflective tariffs
implemented (NWMS, 2011)
Additional staff are needed – waste awareness,
admin and support staff.
Current tariffs are low and not cost reflective.
No tariffs are charged for the disposal of waste at
Old Place by contractors / private companies.
The KLM need to review the organogram and
prioritise portions which need to be filled.
The KLM is in the process of undertaking a full
cost accounting exercise. Once the exercise is
complete, the KLM must ensure that cost
reflective tariffs are implemented.
11. Future Planning
The Knysna transfer station is poorly located and
has space constraints.
No alternate facility for garden waste has been
identified for when Old Place closes.
When the Simola platform is complete, there will
be no site of C&DW.
Undertake a waste masterplan to identify sites
for new waste facilities.
KLM is to consider an IWMF.
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9 Goals, Objectives and Assessment of Alternatives
Goals and objectives in an IWMP are used to address any potential shortcomings or necessary improvements identified within the current waste management system. Goals are long term aspirations for waste management, while objectives are more focused, measurable targets which, if implemented correctly, will allow the municipality to reach the identified goals. The terminology used in the goals and objectives, and implementation plan of this report have been aligned with the DEA&DP Integrated Waste Management Planning Guideline for Waste Management Planning. Table 64: Goals and objectives’ terminology as per DEA&DP Guide for Waste management planning
Term Description Example
Goal Long term desired result which can be accomplished through various projects. Goals are not necessarily measurable but instead present a long term desired end state for the municipality. The goals will be aligned to the NWMS and the WCIWMP.
Increased waste diversion from landfill
Objective Measurable outputs which, once completed, will contribute to the accomplishment of a goal. Objectives will have deadlines to drive their implementation.
An increase of diversion of recyclable waste from landfill by 5% to 10%.
Policy (target) Smaller projects which when combined will fulfil the requirement of an objective. As with the objectives, the policies will also have deadlines for implementation.
Expand the two bag system to new areas
Develop two buy back centres in low income areas
Place drop-off facilities for recyclables at all existing municipal waste management facilities.
There may be more than one solution to address identified objectives through the IWMP. The table above presents preliminary actions and targets identified to meet alternatives. The following section will outline alternatives actions which can be implemented to meet alternatives. When considering alternatives, the social, economic and environmental impacts need to be considered (DEA&DP, undated b).
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9.1 Goals for Knysna Local Municipality
A total of seven goals were identified for the KLM. The development of these goals has been
informed by the situational analysis and gap and needs assessment.
1. Effective waste information management and reporting;
2. Improved waste education and awareness;
3. Improved institutional functioning and capacity;
4. Provision of efficient and financially viable waste management services;
5. Increased waste minimisation and recycling;
6. Improved compliance and enforcement; and
7. Improved future planning.
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9.2 Alignment with National and Provincial Waste Management Goals
The 2011 NWMS, 2018 draft NWMS and the WCIWMP (2017), along with the status quo of waste management within the KLM were used to inform the KLM third generation IWMP. The objectives of these three strategies are listed below.
Table 65: Aligned of KLM Goals with National and Provincial Goals
KLM Goals WCIWMP Goals 2011 NWMS 2018 NWMS
Goal 1. Effective waste information management and reporting
Goal 2. Improved integrated waste management planning and implementation for efficient waste services and infrastructure
Goal 5. Achieve integrated waste management planning
Goal 2. Improved waste education and awareness
Goal 1: Strengthen education, capacity and advocacy towards integrated waste management
Goal 4. Ensure people are aware of the impact of waste on their health, well-being and the environment
Goal 3. South Africans are aware of waste and a culture of compliance with waste management norms and standards exists, resulting in zero tolerance of pollution, litter and illegal dumping
Goal 3. Improved institutional functioning and capacity
Goal 1: Strengthen education, capacity and advocacy towards integrated waste management
-
Goal 4. Provision of efficient and financially viable waste management services
Goal 2. Improved integrated waste management planning and implementation for efficient waste services and infrastructure
Goal 2. Ensure the effective and efficient delivery of waste services Goal 6. Ensure sound budgeting and financial management for waste services
Goal 2. All South Africans live in clean communities with waste services that are well managed and financially sustainable
Goal 5. Increased waste minimisation and recycling
Goal 3. Effective and efficient use of resources Goal 1: Promote waste minimisation, re-use, recycling and recovery of waste
Goal 1. Prevent waste, and where waste cannot be prevented, divert 50% of waste from landfill within 5 years; 80% within 10 years; and at least 95% of waste within 15 years through reuse, recycling, and recovery and alternative waste treatment
Goal 6. Improved compliance and enforcement
Goal 4. Improved compliance with environmental regulatory framework
Goal 7. Provide measures to remediate contaminated land Goal 8. Establish effective compliance with and enforcement of the Waste Act
Goal 3. South Africans are aware of waste and a culture of compliance with waste management norms and standards exists, resulting in zero tolerance of pollution, litter and illegal dumping
Goal 7. Improved future planning
Goal 2. Improved integrated waste management planning and implementation for efficient waste services and infrastructure
Goal 5. Achieve integrated waste management planning.
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9.3 Objectives and Alternatives for Knysna Local Municipality
The following objectives and alternatives, in context of the aforementioned goals, have been identified for the KLM. The preferred alternatives identified in this section will be taken forward into the implementation plan. Table 66: KLM waste management objectives and targets
Objective Actions and Targets Comment on Alternative
Goal 1: Effective waste information management and reporting
1.1 Accurate waste information is reported on the IPWIS and GRWMIS on a regular basis. The KLM is aware of the type and quantity of waste generated in the municipality.
1.1.1 KLM to continue to report on the IPWIS system.
There are no feasible alternatives to this project. The KLM has a legal requirement in terms of the National Waste Information Regulations to report on the IPWIS.
1.1.2 Gate controllers to be stationed at all municipal facilities to record incoming waste.
The alternative to this project would be to install weighbridges at all municipal facilities. This is not deemed viable for the landfill sites as closure of the Old Place landfill site is set to commence in 2020. The KLM could consider installing a weighbridge at the Knysna transfer station and future waste management facilities.
1.1.3 All new gate controllers to undergo DEA&DP waste calculator training prior to commencing work, and all existing gate controllers to undergo refresher training
There is no feasible alternative to this project. Gate controllers require training to ensure that no prohibited waste types enter the facilities.
1.1.4 All municipal waste facilities are registered and reporting on the GRWMIS
There are no feasible alternatives to this project. The KLM is required in terms of the GRDM waste management by-laws, to report on the GRWMIS.
1.1.5 Domestic waste characterisations are to be undertaken. A representative sample is to be used from different suburbs across the municipality
There is no feasible alternate to this project. Waste characterisations are required to determine changes in the domestic waste stream composition due to seasonal changes or influences from recycling and organic waste diversion initiatives.
1.2 The 2019 IWMP is regularly reviewed and the implementation status of project is monitored.
1.2.1 Undertake annual performance reviews of this IWMP, and send reports to GRDM and DEA&DP.
There is no feasible alternative. The KLM is required to undertake annual performance reviews of the IWMP in terms of the Waste Act.
1.3 Effective internal management of waste related data
1.3.1 Develop an inventory of all internal waste related data sets.
There is no feasible alternative to this project. In order to manage information correctly, the KLM needs to determine what information is generated related to waste management.
1.3.2 Develop electronic systems for effectively capturing and storing waste data, identified in the above inventory, such that they are readily available.
An alternative to this project could be to develop a manual filing system. This is not recommended as information needs to be readily available in a central location, it needs to be in a form that it can be aggregated and analysed, and there is a risk that hard copy records can be lost.
Goal 2: Improved waste education and awareness
2.1 Waste awareness campaigns are well 2.1.1 Develop an annual waste awareness calendar There is no feasible alternative to this project.
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Objective Actions and Targets Comment on Alternative
planned and executed. Sufficient awareness materials are available for the waste awareness campaigns
and maintain a record of all waste awareness activities undertaken
2.1.2 Waste awareness campaigns are to be undertaken by trained and experienced personnel
There is no feasible alternative to this project. In order for waste awareness campaigns to be undertaken successfully, they need to be undertaken by personnel with experience in waste management.
2.1.3 The GRDM waste mascot is to be incorporated into future waste awareness materials
The alternative to this project would be for the KLM to develop their own mascot. This is not recommended as awareness materials should be standardised across the district through the use of common elements, such as the mascot.
2.2 The public, business and industry are informed of what constitutes hazardous waste and how hazardous waste should be managed
2.2.1 KLM to support the GRDM with hazardous waste awareness programmes with business and industry. These programmes should focus on the hazardous cell at the regional landfill site and inform business and industry of registration requirements and companies which are authorised to use the site.
The alternative to this project would be for the KLM to undertake their own hazardous waste awareness programme. As the GRDM is the custodian of the regional landfill site, it is recommended that the GRDM lead awareness programmes with support from the local municipality.
2.2.2 KLM to undertake hazardous waste awareness programmes with the public with a focus on HHW
There is no viable alternative to this project. Alternatives methods for undertaking awareness campaigns (e.g. open days vs community meetings) could be considered.
2.3 Waste awareness campaigns are mainstreamed at schools and all learners and educated on good waste management practices
2.3.1 Waste awareness campaigns to be undertaken at all schools within KLM
There is no viable alternative to this project. Alternatives methods for undertaking awareness campaigns (e.g. school competitions vs puppet shows) could be considered.
Goal 3: Improve institutional functioning and capacity
3.1 The Solid Waste Management Department has sufficient well capacitated employees to allow for the waste management function to be actioned effectively and for the IWMP to be implemented
3.1.1 The KLM’s Solid Waste Management Department’s organogram is to be reviewed to determine whether sufficient positions are listed to allow implementation of this IWMP. All key positions are to be filled
The alternative to this project would be to outsource functions covered by vacant positions. This is not deemed as a suitable alternative as the KLM should focus on building expertise internally and the cost to outsource will likely be higher than to appoint an employee.
3.1.2 Dedicated employees for waste education and awareness to be appointed. Key performance indicators (KPIs) to be included in their formal job descriptions
An alternative to this project could be to add waste awareness campaigns to existing employees’ duties, however there is a risk that the employees may not have time available to adequately perform the additional role.
3.1.3 Implementation of the IWMP to be added as KPIs to the Waste Manager or supervisors performance evaluation criteria.
An alternative could be to not have any KPIs relating to IWMP implementation but this risks failure to implement the IWMP.
3.1.4 Training schedule developed with training needs for employees at different levels identified.
There is no feasible alternative to this project.
Goal 4: Provision of efficient and financially viable waste management services
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Objective Actions and Targets Comment on Alternative
4.1 The waste management fleet is sufficient to continue to provide a good waste collection service and there are backup vehicles available when required
4.1.1 The KLM is to develop and implement a waste management fleet replacement plan in order to ensure that vehicles are timeously replaced and operate efficiently.
There is no feasible alternative to this project.
4.2 A kerbside collection service is provided to all future residential developments
4.2 The KLM should undertake a route planning exercise in order to ensure that the most economic collection route is followed by the waste collection fleet.
There is no feasible alternative to this project that would ensure that the most economic collection route is followed.
4.2.1 Waste specifications to be developed for all future municipal and private developments (e.g. road widths and provision for drop-of centres)
The alternative to this project would be to appoint a private service provider to service all new housing developments. This is not deemed as a viable alternative as the KLM is responsible for the provision of refuse collection services to residents.
4.3 Cost reflective tariffs are charged to residents and business
4.3.1 The waste service tariff reviews are to be informed by a full cost accounting exercise.
There is no feasible alternative to this project. A full cost accounting exercise is needed to determine the actual cost of the waste management services.
4.3.2 The KLM is to provide businesses with wheelie bins and implement an automated bin tracking system to ensure businesses are billed for the actual volume of waste generated.
The alternative to this project would be for the KLM to undertake a manual data capturing system, however this would not be as efficient and is therefore not as viable as an automated tracking system.
4.4 Budget is determined and allocated for the closure and rehabilitation of waste management facilities
4.4.1 GRAP assessments of the landfill sites are undertaken on an annual basis and an annual contribution is made into a vote for the closure and rehabilitation of the landfill sites
There is no alternative to this project as annual GRAP assessments are a legal requirement.
Goal 5: Increased waste minimisation and recycling
5.1 The diversion of recyclables from waste generated is increased.
5.1.1 The KLM should promote a greater participation of households in the separation at source programme and should raise awareness around what materials can be recycled in order to minimise contamination.
An alternative to this project could be to install a dirty MRF to sort mixed domestic waste. This is not deemed as a suitable alternative as the cost of recyclables decreases with contamination and separation at source programmes aid in raising the public’s awareness of recycling.
5.1.2 The KLM should continue to support and track the success of swop shops.
The KLM may choose to roll out additional swop shops. The alternative to swop shops are additional drop-off facilities.
5.1.3 The in-house recycling programme should be extended to all municipal offices.
There is no alternative to this project. The KLM should aim to increase in-house awareness and participation in the separation at source initiative.
5.1.4 The KLM should place recycling bins in communal areas which can be readily accessed by the broader KLM community.
The alternative would be to increase the number of suburbs serviced by the two bag system. This may not be feasible however, due to the cost implication thereof and the need to increase awareness around recycling.
5.2 The diversion of organic waste from landfill is increased
5.2.1 The KLM should roll out the home composting programme to additional households.
Drop-off facilities for food waste could be added to transfer stations and drop-off centres, however as food waste decomposes quickly, these bins would need to be emptied regularly and at present there are no municipal composting facilities for food waste. This is therefore not deemed as a viable
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Objective Actions and Targets Comment on Alternative
alternative.
5.2.2 The KLM should aim to develop a local composting facility so that Old Place can be closed and rehabilitated.
The alternative is to develop a regional composting facility.
Goal 6: Improve compliance and enforcement
6.1 Littering and illegal dumping is reduced and the by-laws related to waste management issues are enforced
6.1.1 Review the KLM Integrated Waste Management by-laws (2014) and make provision for a fining schedule and to include requirements for recycling and registration of waste generators in the KLM with the GRWMIS.
There is no viable alternate to this project.
6.1.2 Appoint a waste ranger to enforce the by-laws. An alternative to this project would be to add the waste ranger function to existing employees functions. There is a risk that employees may not have capacity to undertake this role in addition to their existing roles. One could also look to designate one of the current traffic peace officers to focus on waste, however this would reduce the capacity in the traffic department, which is not preferable.
6.1.3 Undertake clean-up campaigns in areas where litter and illegal dumping is prevalent. These can be undertaken in association with local schools, environmental organisations or communities and used as waste awareness campaign
An alternative to this project would be for the KLM to undertake all clean-up campaigns in-house without engaging the communities. Clean up campaigns can be used to raise awareness so this is not deemed a suitable alternative.
6.2 All waste facilities are operated in accordance with their licenses and licensed are obtained for unlicensed facilities
6.2.1 Ensure that Old Place landfill site is managed according to its license conditions
There is no alternative to this project.
6.2.2 Comply with closure licenses for Brenton-on-Sea
There is no alternative to this project.
6.2.3 Investigate potential historic landfill site in Sedgefield and determine the way forward for the site in consultation with DEA&DP
There is no alternative to this project.
6.2.4 All waste facilities to be audited internally and externally at the frequency specified in their waste management license or registration
There is no alternative to this project. Internal and external audits are required by the waste management licenses.
Goal 7: Improved future planning
7.1 Plans are in place to guide the development of waste management infrastructure which is required to meet national and provincial waste diversion targets
7.1.1 The KLM is to develop a waste infrastructure masterplan to guide the development of waste facilities over the next 10 – 15 years.
There is no viable alternative to this project. The KLM needs to implement the waste infrastructure masterplan to ensure the waste infrastructure needs of the municipality are met.
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10 Implementation Plan
The following section contains an implementation plan. The implementation plan outlines the following per project:
Project priority;
Timeframes;
Anticipated budget;
Responsibility for implementation of the project; and
Potential funding sources.
Projects will be assigned a priority from low to high. While all projects in the implementation plan should be implemented, in the event that budget for waste project is cut the high priority projects should be implemented before low priority projects. Table 67: Implementation Plan
No. Action Priority Timeframe Budget Funding source Responsibility
Goal 1: Effective waste information management and reporting
Objective 1.1 Accurate waste information collected through GRWMIS and IPWIS
1.1.1 KLM to ensure all municipal waste management facilities are registered on the IPWIS system and continue to report on the IPWIS. All records must be kept for a minimum period of 5 years and made available to DEA&DP on request.
High 2019 -2024 Nil. To be undertaken internally
N/A KLM
1.1.2 Gate controllers and spotters to be stationed at all municipal facilities to record incoming waste (Old Place and Sedgefield).
High 2019 - 2024 No additional budget required as all facilities are currently staffed
N/A KLM
1.1.3 All new gate controllers to undergo DEA&DP waste calculator training prior to commencing work, and all existing gate controllers to undergo refresher training
Medium 2020/21 Nil if training is undertaken in KLM, R2,000/person if travel is required
N/A KLM & DEA&DP
1.1.4 All municipal waste facilities are registered and reporting on the GRWMIS
High 2019 - 2024 Nil. To be undertaken internally
N/A KLM
1.1.5 Domestic waste characterisations are undertaken once every 3 years. A representative sample is used from different suburbs across the municipality
Low 2020, 2023 Nil if undertaken internally N/A KLM
1.1.6 Undertake an audit of illegal dump sites to determine the quantity, location of sites and type of waste being illegally dumped. Map and monitor the sites.
Low 2020 - 2024 Nil. To be undertaken internally
N/A KLM
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No. Action Priority Timeframe Budget Funding source Responsibility
1.1.7 Assist the GRDM in the registration of business and industry in the KLM on the GRWMIS. This will assist in determining the type and quantities of waste generated by business and industry.
Medium 2020 - 2025 Nil N/A KLM & GRDM
1.1.8 Obtain monthly records for construction and demolition waste disposed of at the Simola facility.
Medium 2020 - ongoing
Nil N/A KLM
Objective 1.2 The 2020 IWMP is regularly reviewed and the implementation status of project is monitored.
1.2.1 Undertake quarterly performance reviews of this IWMP, and send reports to GRDM and DEA&DP. It is envisaged that in order for the IWMP to be successfully implemented, there needs to be collaborative work across the various divisions of the KLM (waste division, town planning, communications etc.).
High 2019 - 2024 Nil. To be undertaken internally
N/A KLM
Objective 1.3 Effective internal management of waste related data
1.3.1 Ensure appropriate systems are in place to capture waste information and data e.g. number of waste awareness campaigns and ensure this information is uploaded to the Collaborator system.
High 2019 - 2024 Nil. To be undertaken internally
N/A KLM
Goal 2: Improved education and awareness
Objective 2.1 Waste awareness campaigns are well planned and executed. Sufficient awareness materials are available for the waste awareness campaigns
2.1.1 Develop an annual waste awareness calendar (to be developed at the beginning of each financial year). Waste awareness events should be aligned with national and international environmental days (refer to section 6.1.7.1 of this plan).
High 2019 – 2024 Nil. To be undertaken internally
N/A KLM
2.1.2 Dedicated permanent employees for waste education and awareness to be appointed, key performance indicators (KPIs) to be included in their formal job descriptions. These positions should form part of the organogram.
High 2019 - 2024 ~R200,000 per annum TBC KLM & GRDM
2.1.3 KLM to ensure that sufficient resources and the necessary facilities are available to undertake awareness campaigns (e.g. transport is available for staff conducting awareness programmes)
Medium 2020 - 2024 Nil. N/A KLM
2.1.4 The GRDM waste mascot is to be incorporated into future waste awareness materials
High 2019 - 2024 R75,000 / year N/A KLM & GRDM Communication Department
2.1.5 Utilise social media to spread waste awareness messages. Medium 2020 – 2024 Nil. Existing social media platforms to be used.
N/A KLM & GRDM Communication Department
Objective 2.2 The public, business and industry are informed of what constitutes hazardous waste and how hazardous waste should be managed
2.2.1 Develop a HHW strategy to direct the management of HHW. The strategy will cover HHW awareness and solutions for the management of HHW.
Medium 2022 Nil. To be developed internally
KLM KLM
2.2.2 KLM to support the GRDM with hazardous waste awareness Medium 2020/21 Nil. GRDM to fund the cost GRDM budget KLM & GRDM
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No. Action Priority Timeframe Budget Funding source Responsibility
programmes with business and industry. These programme should focus on the hazardous cell at the regional landfill site and inform business and industry of registration requirements and companies which are authorised to use the site.
for advertising, venues and catering for meetings/ workshops
2.2.3 KLM to undertake hazardous waste awareness programmes with the public with a focus on HHW
Medium 2020 - 2025 TBC TBC KLM (& Health Department where HCRW is concerned)
Objective 2.3 Waste awareness campaigns are mainstreamed at schools and all learners and educated on good waste management practices
2.3.1 Waste awareness campaigns (recycling competitions, puppet shows and presentations) to be undertaken at all schools within the KLM. The awareness campaigns to be co-ordinated by the KLM waste awareness officer.
High 2020 - 2025 No additional labour cost if the same resource listed under 2.1.2 fulfils this role. A travel budget for waste awareness staff
TBC KLM
2.3.2 Undertake quarterly clean-up campaigns in areas where litter and illegal dumping is prevalent. These can be undertaken in association with local schools, environmental organisations or communities and used as waste awareness campaign
Medium 2020 - 2025 Transport costs N/A N/A
2.3.3 Internal waste education campaigns to be undertaken with all municipal employees on an annual basis.
Medium 2020 - 2025 Nil. N/A
Goal 3: Improved institutional functioning and capacity
Objective 3.1 The KLM has sufficient well capacitated employees to undertake the KLM waste management role
3.1.1 The Waste Management Department’s organogram is to be reviewed to determine if sufficient positions are listed to allow implementation of this IWMP. All key positions to be filled, with a focus on street sweepers and drivers.
High 2020/21 Nil. The review of the organogram can be undertaken internally. Budget will be required to fill vacancies
N/A KLM
3.1.2 Implementation of the IWMP to be added as KPIs of the WMOs performance evaluation criteria.
High 2019 - 2024 Nil. N/A GRDM
3.1.3 Training schedule developed with training needs for employees at different levels identified.
High 2019 – 2024 (annually)
Nil. No budget will be required to identify training needs
N/A GRDM
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No. Action Priority Timeframe Budget Funding source Responsibility
3.1.4 Implement the training needs of employees identified in 3.1.3 High 2019 - 2024 The training costs will be depend on identified course. An average budget of ~R8,000/course/person should be allocated. Some courses e.g. DEA&DP courses will be free of charge.
KLM HR Department
3.1.5 WMO to attend quarterly GRDM WMO forum meetings and provincial forum meetings
Medium 2019 - 2024 R7,000 / quarter GRDM budget GRDM & KLM
Goal 4: Provision of efficient and financially viable waste management services
Objective 4.1 Cost reflective tariffs are charged to local municipalities and businesses for use of the regional site
4.1.1 Waste disposal tariffs are informed by a full cost accounting exercise, tariffs are reviewed annually to determine if they are still accurate.
High 2020 Nil N/A KLM
Objective 4.2 Budget is determined and allocated for the closure and rehabilitation of waste management facilities
4.2.1 Closure and rehabilitation plans are compiled and submitted to the Department for approval.
High 2020 - 2021 Nil. To be undertaken internally.
KLM KLM
4.2.2 Rehabilitation of Old Place landfill to commence as stipulated in the facility’s license or an application for amendment to be completed.
High 2020 R8.1 million (excl. VAT) KLM KLM
4.2.3 Rehabilitation of Brenton-on-Sea landfill to be undertaken as stipulated in the facility’s license.
High 2019 - 2024 R5.4 million (excl. VAT) KLM KLM
4.2.4 GRAP assessments of Old Place landfill site are undertaken on an annual basis and an annual contribution is made into a vote for the closure and rehabilitation of the landfill sites
High 2019 - 2024 R85,000 per annum. The cost will include a tachometric survey to determine remaining airspace
KLM KLM
4.2.5 Develop a contaminated land register Medium 2021 Nil. To be undertaken internally.
KLM KLM
Objective 4.3 Waste management fleet and personnel are efficient and reliable
4.3.1 Develop a fleet replacement policy which considers age, kilometres, and maintenance, repair and fuel costs.
High 2020 Nil. N/A KLM
4.3.2 Replace all vehicles which are over eight years in age. Medium 2020 - 2024 R2 million (depending on the vehicle to be replaced)
KLM KLM
4.3.3 Due to the high rate of light duty employees, all new employees are to undergo medicals prior to their appointment to ensure they are physically able to undertake the role.
High. 2020 Medical cost KLM KLM
Goal 5. Increased waste minimisation and waste diversion from landfill
Objective 5.1 The diversion of recyclables from waste destined for landfill is increased
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No. Action Priority Timeframe Budget Funding source Responsibility
5.1.1 Waste minimisation strategy to be finalised and implemented. High 2020 Nil. KLM KLM
5.1.2 Continue to support and track the success of swop shops Medium 2020 - 2024 R24,000 / annum to supply basic stock to the existing swop shops
KLM KLM
5.1.3 Develop recycling drop-off facilities in low income areas Medium 2020 -2025 R500,000 per facility. KLM KLM
5.1.4 The service provider who collected recyclables from KLM offices must report tonnages to the municipality on a monthly basis so the success of the project can be tracked.
Low 2020 Nil. KLM KLM
5.1.5 Appoint a service provider to manage the clear bag system, the service provider would be responsible for provision of bags, collection of recyclables, sorting of recyclables, securing a market for recyclables and undertaking of waste awareness campaigns.
Medium 2022 – on-going
TBC based on the outcome of tenders and scope of works tendered
KLM KLM
Objective 5.2 The diversion of organic waste from landfill is increased
5.2.1 Home composting programme to be rolled out to houses within the KLM
Medium 2020/21 R60,000 GRDM and BLM GRDM and KLM
5.2.2 The KLM to undertaken a feasibility assessment for a composting facility including a site selection process.
Medium 2020 R180,000 KLM KLM
5.2.3 KLM to divert organic waste from landfill by: 1. developing a municipal composting facility.
2. Appointing a service provider to manage the chipping and
composting of green waste
High 2023 – on-going
1. R 30 million for a
composting facility
2. TBC – depends on the
contents and
structure of the
contract
KLM KLM
5.2.4 The KLM to develop an organic waste diversion plan and submit to DEA&DP on an annual basis.
Medium 2020 - 2025 Nil if undertaken in-house KLM KLM
Goal 6. Improved compliance and enforcement
Objective 6.1 The landfill site and transfer station within the KLM are operated according to their license conditions
6.1.1 The KLM to undertake internal audits of all waste management facilities to review their compliance status
High 2020-2024 Nil. To be undertaken internally
N/A KLM
6.1.2 All relevant KLM employees to be trained on auditing principals to allow them to undertake internal audits. Internal auditors to shadow an external / DEA&DP auditor to ensure audits are being conducted in a fair manner.
Medium 2020/2021 R6,000/person/course KLM
6.1.3 Annual external audits to be undertaken at the operational and closed landfill sites within the KLM
High 2020 - 2024 R40,000/site/annum KLM KLM
6.1.2 Old Place Landfill Site
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No. Action Priority Timeframe Budget Funding source Responsibility
6.1.2.1 The Old Place landfill site to be fenced in order to ensure access is controlled.
High 2021 – 2022 R500,000 KLM KLM
6.1.2.2 Security to be provided at Old Place landfill site High 2020 - 20212 TBC. Dependant on whether municipal security can be utilised.
KLM KLM
6.1.2.3 Undertake a review of the license for Old Place and apply to remove conditions which are not applicable e.g. covering of waste
Medium 2021 Nil. To be undertaken internally
N/A KLM
6.1.2.4 Install at weighbridge at Old Place landfill site Medium 2025 R800,000 KLM KLM
6.1.3 Sedgefield landfill site
6.1.3.1 Apply for a closure waste management license Medium 2022 R500,000 KLM KLM
6.1.3.2 Drill monitoring boreholes at Sedgefield landfill site Medium 2022 R120,000 KLM KLM
6.1.3 Knysna Transfer Station
6.1.5 KLM to ensure that the transfer station is fenced in order to enforce access control and to ensure that the transfer station is well managed.
High 2019 - 2020 KLM KLM
Objective 6.2 Landfill sites are closed and rehabilitated according to license conditions
6.2.1 KLM to investigate historic landfill site in Sedgefield and determine the way forward in consultation with DEA&DP
Low 2023 - 2024 Nil. To be undertaken internally
N/A KLM & DEA&DP
6.2.2 Brenton-on-Sea landfill site to be rehabilitated according to license conditions
High 2019 - 2024 R5.4 million KLM KLM
Objective 6.3 The KLM waste management by-laws are enforced
6.3.1 The KLM is to ensure that their waste management by-laws are aligned with those of the GRDM and are to ensure that these by-laws are enforced
Medium 2020-2024 KLM KLM
6.3.2 KLM to appoint a dedicated employee to enforce the by-laws Medium 2020 - 2024 R350,000/ employee. Cost to confirmed, based on KLM remuneration policy
KLM budget KLM
Goal 7. Improved future infrastructure planning
Objective 7.1 Plans are in place to guide the development of waste management infrastructure which is required to meet national and provincial waste diversion targets
7.1.1 KLM to develop guidelines for future developments to ensure that consideration is given to waste management plans e.g. road widths, provision of drop-off facilities.
Medium 2021 Nil. To be undertaken internally
N/A KLM and town planning
7.1.2 The KLM to identify a site for an IWMF and investigate the feasibility of such a facility.
High 2020 Nil. The initial phases can be conducted internally.
N/A KLM
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11 Monitoring
The IWMP planning cycle developed by DEFF includes monitoring and review as one of the six
planning stages.
Figure 44: IWMP planning phases as per the Guideline for the Development of Integrated Waste Management Plans (DEA)
Section 13 (3) of Waste Act notes the requirement in Section 46 of the Municipal Systems Act
(32 of 2000) for municipalities to compile annual performance reports. Section 13 also
specifically requires that progress reports must consider implementation of the IWMP
including:
(a) the extent to which the plan has been implemented during the period;
(b) the waste management initiatives that have been undertaken during the reporting
period;
(c) the delivery of waste management services and measures taken to secure the efficient
delivery of waste management services, if applicable;
(d) the level of compliance with the plan and any applicable waste management standards;
(e) the measures taken to secure compliance with waste management standards;
(f) the waste management monitoring activities;
(g) the actual budget expended on implementing the plan;
(h) the measures that have been taken to make any necessary amendments to the plan;
These annual reviews should culminate in a formal review report which should be made
available to the provincial authorities.
A full review of the IWMP should be undertaken in 2025, however annual reviews of the IWMP
should be undertaken internally as the status quo of waste management changes.
Desired end state
Identify & evaluate
alternatives
Select preferred
alternatives
Implementation plan
Monitoring and review
Situation analysis
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12 References
Coastal and Environmental Services (2007). Knysna Estuary Management Plan – Volume 1: Situation Assessment, CES, Grahamstown CSIR (2012) The formal South African waste sector (2012) It’s contribution to the economy, employment and innovation Department of Environmental Affairs and Development Planning (undated) Integrated Waste Management Planning (IWMP) A Guide for Waste Management Planning. Volume 1: Conducting a Status Quo Analysis Department of Environmental Affairs and Development Planning (2018) Waste Awareness Strategy DEA&DP (2016) Assessment of the Municipal Integrated Waste Management Infrastructure: Eden District Municipality Eden District Municipality (2016). Waste Characterisation Study Knysna Municipality, Final Report, 2016 Knysna Municipality (2019) Integrated Development Plan 2019 – 2020 Review Knysna Municipality: Integrated Waste Management Plan (2nd Generation). Jan Palm Consulting Engineers. 2014. Knysna Municipality Integrated Waste Management By-Law, 2014. [http://www.knysna.gov.za/wp-
content/uploads/2012/12/Intergrated-Waste-management-bylaws.pdf] accessed on 20 May 2019.
Knysna Municipality: Medium Term Revenue Expenditure Framework (MTEF) Roll-over Adjustments Budget Annexure 1 Main Budget Table 2019/20 http://www.knysna.gov.za/wp-content/uploads/2019/09/2019_2020-Roll-Over-Adjustments-Budget-Annexure-1_-Main-Budget-Tables.pdf accessed on 05 December 2019 Knysna Municipality: Draft Annual Budget for 2017/2018 MTREF: 2017/2018 to 2019/2020 Medium Term Revenue and Expenditure Framework [http://www.knysna.gov.za/wp-content/uploads/2014/10/WC048_2017-18-MTREF_Draft-Budget.pdf] accessed on 20 May 2019 Mucina, L. and Rutherford, M.C. (eds) (2006). The Vegetation of South Africa, Lesotho and Swaziland. Sterlitzia 19. South African National Biodiversity Institute, Pretoria Russell I.A., Randall R.M. & Kruger, N. (2012) Garden Route National Park, Knysna Coastal Section, State of Knowledge. South African National Parks SAWIC waste tonnage reports [http://sawic.environment.gov.za/index.php?menu=15] accessed on 15 May 2019 South African National Biodiversity Institute . 2012 Vegetation Map App [Vector] 2012. Available from the Biodiversity GIS website, downloaded on 04 December 2019
Stats South Africa, Knysna Municipality Census data [http://www.statssa.gov.za/?page_id=993&id= knysna-municipality] accessed 10 May 2019 Western Cape Provincial Treasury (2018a). Municipal Economic Review and Outlook 2018
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Western Cape Provincial Treasury (2018b). Provincial Economic Review and Outlook 2018 Web reference 1: National Treasury, 2018 Division of Revenue Bill Schedules and Annexures in Excel Format http://www.treasury.gov.za/documents/national%20budget/2018/2018%20DivisionRe %20of%20Revenue%20Bill%20Schedules%20and%20Annexes%20in%20Excel%20format.xlsx accessed on 20 May 2019
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Appendix A: Waste Legislation
Introduction
South Africa has a host of legislated acts, policies and guidelines relating to waste management, the most significant
of these being the newly promulgated National Environmental Management: Waste Act (58 of 2008) which is now
the countries central piece of legislation dealing with waste management. There are also certain relevant
international conventions to which South Africa subscribes. This section discusses these acts, policies, guidelines
and conventions thereby providing a context to waste policy and legislation. Where applicable it highlights aspects
of these acts and policies which apply specifically to the local government authorities.
This section is not exhaustive but presents the broader legislative framework and highlights the more important
aspects thereof.
International conventions
Basel Convention on the control of trans-boundary movement of hazardous wastes and their
disposal The Basel Convention (1989) is a global agreement which seeks to address the trans-boundary movement of
hazardous waste. The convention is centred on the reduction of the production of hazardous waste and the
restriction of trans-boundary movement and disposal of such waste. It also aims to ensure that strict controls are
in place when any trans-boundary movement and disposal of hazardous waste does occur, and ensures that it is
undertaken in an environmentally sound and responsible manner.
The Basel Convention, held on 22 March 1989, came into effect during May 1992 after ratification by the
prerequisite number of countries. South Africa ratified the Convention in 1994, with DEA being the focal point for
the convention.
Whilst South Africa subsequently acceded to this Convention, no legislation was passed at the time to give effect to
it. The second Basel convention, held on 8 October 2005, set standards for the control of trans-boundary
movements of hazardous wastes and their disposal, setting out the categorization of hazardous wastes and the
policies for their disposal between member countries. South Africa accedes to this convention and implements its
provisions.
The key objectives of the Basel Convention are:
To minimise the generation of hazardous wastes in terms of quantity and hazardousness.
To dispose of hazardous waste as close to the source of generation as possible.
To reduce the movement of hazardous wastes.
Locally, draft regulations are being prepared in an effort to control the movement of such waste.
The most significant provisions of the Convention relate to the ban on certain importations and exportations; illegal
traffic, bilateral, multilateral and regional agreements and the control system of the Convention.
The Basel Convention contains specific provisions for the monitoring of implementation and compliance. A number
of articles in the Convention oblige parties (national governments which have acceded to the Convention) to take
appropriate measures to implement and enforce its provisions, including measures to prevent and punish conduct
in contravention of the Convention.
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Rotterdam Convention
The Rotterdam Convention was held in September 1998 to promote shared responsibilities in relation to
importation of hazardous chemicals. One of the key provisions is the Prior Informed Consent procedure, which lists
information on hazardous chemicals in Annex III. It became legally binding for its parties in 2004. The convention
promotes open exchange of information and calls on exporters of hazardous chemicals to use proper labelling,
include directions on safe handling, and inform purchasers of any known restrictions or bans. Parties can decide
whether to allow or ban the importation of chemicals listed in the treaty, and exporting countries are obliged to
make sure that producers within their jurisdiction comply. From this convention a PIC circular is distributed every
six months giving updated information on the listed chemicals, member compliance and sources of supporting
information.
Stockholm Convention
In 1995 the United Nations Environment Programme called for global action to be taken on persistent organic
pollutants (POPs), which pose a threat to both health and the environment. As a result, the negotiations for the
Stockholm Convention on POPs were initiated and culminated in May 2001, with the convention enforced in May
2004. South Africa accedes to this convention, whereby member countries have agreed to phase out POPs, and
prevent their import or export. It imposes restrictions on the handling of all intentionally produced POPs, i.e.
identified highly toxic, persistent chemicals.
The 12 POPs that have been identified under the convention are aldrin, chlordane, dieldrin, dichloride-diphenyl-
trichloroethane (DDT), endrin, Hexachlorobenzene (HCB), heptachlor, mirex, polychlorinated biphenyls (PCBs),
toxaphene, dioxins, and furans. Of the aforementioned substances, two are still used in South Africa today (DDT
and PCBs), although their use is restricted under the ‘Fertiliser Act’ as administered by the Department of
Agriculture. The above list of chemicals is relevant, especially where there is any management of obsolete and
banned pesticides.
South Africa negotiated the continued use of DDT, as it has proved critical in the fight against malaria, and PCBs will
be phased out as the electrical appliances that contain them become obsolete.
In 2005 South Africa, at the Reduce, Reuse and Recycle Ministerial Conference, became one of 7 countries to sign
an agreement for the African Stockpile Programme, a project aimed at recovering and the appropriate disposal of
obsolete pesticides. With funding ($1,7million) from the World Bank, government began implementing the
programme.
The country is also developing guidelines for the implementation of the Globally Harmonised System of
Classification and Labelling of Chemicals. The funding was for the disposal of obsolete pesticides as part of the
African Stockpile Programme. The department has begun implementing this programme throughout the country.
Further work on training workers to handle chemicals was rolled out.
By mid-2007, a pilot project for the collection of all obsolete pesticides possessed by farmers in the Limpopo
Province had begun, and this involved, amongst others, identification of collection points and collection of obsolete
pesticides within the province. These stocks were further consolidated from various collection points to a central
collection point and ultimately safeguarded and shipped to Holfontein Waste Disposal Site for temporary storage.
The inventory of pilot project stocks has been undertaken. About 100 tons of labelled and unlabeled stocks of
obsolete pesticides have been collected through this pilot project. The pilot project is expected to serve as a
benchmark for the roll-out of projects in other provinces.
However, as the amount of obsolete pesticide stocks collected from the Limpopo pilot project is significantly higher
than what was anticipated, it has become apparent that the remaining funds in the World Bank African Stockpile
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Programme budget will not be sufficient for national rollout of the programme. The African Stockpile Programme
Project Management Unit has had numerous deliberations in an effort to come up with a sustainable solution for
management of pesticides in the country3.
London Convention on the Prevention of Marine Pollution by Dumping of Waste and Other
Matters The London Convention on the Prevention of Marine Pollution by Dumping of Waste and Other Matter, 1972, aims
to prevent marine pollution by preventing the dumping of wastes such as industrial waste, sewage sludge, dredged
material and radioactive waste at sea, as well as incineration at sea. South Africa is a signatory to the convention
and the associated 1996 Protocol.
This convention and its various protocols were incorporated into the following South African legislation:
Prevention of Pollution from Ships Act (Act 2 of 1986), and the regulations concerning the Prevention of
Pollution by Garbage from Ships Regulations (GN R1490, published in Government Gazette No. 14000, dated
29 May 1992).
The Dumping at Sea Control Act (Act 73 of 1980).
The primary responsible agency is the DEAT Sub Directorate of Marine and Coastal Pollution Management who
issue permits for dredge spoils and sinking of old vessels. It occasionally issues permits for ships in trouble, typically
grounded, to release their cargo into the sea.
Local Agenda 21 Agenda 21 is a comprehensive document for global action on the environment and sustainable development, to
take the world into a more sustainable 21st century. It is probably the most important document to be adopted by
the UN Conference on the Environment and Development (UNCED) at the Rio de Janeiro Summit in June 1992. The
40 chapters covered a wide range of issues including the atmosphere, oceans, land resources, poverty, etc.
It was important for each nation to develop its own local Agenda 21, in order to translate and interpret the principles
of sustainable development to local areas. Local Agenda 21 focuses on developing partnerships involving the public,
private and community sectors that together can resolve urban environmental management problems and
strategically plan for long term sustainable environmental management.
One of the key features of sustainable development is the requirement to integrate economic and environmental
factors into all decision making processes. Applications of these criteria to waste management require a new
emphasis on resource and energy conservation, ensuring that supplies of raw materials, sources of energy and the
quality of the physical environment can be maintained. Agenda 21 initiatives are considered to be an essential
vehicle for the implementation of various aspects of the IWMP.
The key goals of Agenda 21 are:
Sustainable development.
Eradication of poverty.
Elimination of threats to the environment.
To ensure a sustainable environment.
Creation of sustainable job opportunities.
The focus of the IWMP is to strive to attain the above goals in all facets thereof. The following seven key activities
require attention in order to satisfy Local Agenda 21.
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(a) Activities within the Local Authority
(i) Garnering local political support
Information sessions and workshops.
Reports and presentation to committees.
Physical involvements in projects.
(ii) Managing and improving local authorities own environmental performance.
Corporate commitment.
Staff training and creating awareness.
Environmental management systems.
Budgeting for environmental processes.
Policy integration across all sectors.
(iii) Integrating sustainable development aims within local authorities’ policies and activities
Economic development.
Tendering and purchasing.
Tourism and visitor strategies.
Health strategies.
Welfare, equal opportunities and poverty strategy.
Focused environmental services.
(b) Activities within the wider community
(i) Awareness raising and education
Support for environmental education.
Awareness-raising events.
Visits and talks.
Support for voluntary groups.
Publication of local information.
Press releases.
Initiatives to encourage behavioural change and practical actions.
(ii) Consulting and involving general public
Public consultation processes.
Interaction with NGO’s/forums.
Focus groups.
Feedback mechanisms
(iii) Forging partnerships with other interest groups and activities, such as:
Meetings, workshops and conferences.
Working groups/advisory groups.
Round table discussions.
Comprehensive Urban Plan.
International and regional partnerships.
(iv) Measuring, monitoring and reporting on progress toward sustainability
Environmental monitoring.
Sustainability indicators.
Targets.
Environmental Impact Assessments.
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Strategic Environmental Assessment.
South African Legislation
Constitution of the Republic of South Africa
The South African Constitution (Act 108 of 1996) is the supreme law of South Africa. Any law or conduct that is
inconsistent with it, is invalid, and the obligations imposed by it must be fulfilled. Therefore, as such, all law,
including environmental and waste management planning must consider compliance with the Constitution of South
Africa.
The Constitution contains a Bill of Rights, set out in Sections 7 to 39. The Bill of Rights applies to all law and binds
the legislature, the executive, the judiciary and all organs of state. A provision of the Bill of Rights binds a natural
or a juristic person if, and to the extent that it is applicable, taking into account the nature of the right and the
nature of the duty imposed by the right.
Section 24 of the Constitution guarantees everyone the right to:
An environment that is not harmful to their health or wellbeing; and to have an environment protected for the
benefit of present and future generations, through reasonable legislative and other measures that:
Prevent pollution and ecological degradation.
Promote conservation. and
Secure ecologically sustainable development and use of natural resources while promoting justifiable
economic or social development.
The environmental rights (section 24), is strengthened by other relevant fundamental rights, such as the rights of
access to information and administrative justice.
(c) National and Provincial authority competence
General obligations imposed by the constitution on national and provincial government institutions are adjudicated,
as the Constitution establishes an administrative framework for all organs of state. The national and provincial
governments are concurrently entitled to legislate on matters stipulated in Schedule 4 of the Constitution. Both
spheres of government have legislative competence over areas that will impact on management in the
natural/urban interface, like environment, disaster management, nature conservation and pollution control, and
would therefore also frame related matters such as waste management. It should also be noted that the
Constitution contemplates the assignment, from national Government to the provinces, of functions that would
normally be the exclusive preserve of the former.
Subsection 24(b) of the Constitution relates to the constitutional imperative requiring government to enact
appropriate environmental law reform legislation. This led to the promulgation of the National Environmental
Management Act (Act 107 of 1998, NEMA)4 and the National Water Act (Act 36 of 1998)5 amongst others. More
specifically to the objective of this framework is the National Environmental Management: Waste Act, which was
recently enacted6.
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Important to the development of a local integrated waste management strategy and plan is that in accordance with
Section 155(6) of the Constitution each provincial government must establish municipalities in its province and, by
legislative or other measures, must –
(1) provide for the monitoring and support of local government in the province; and
(2) promote the development of local government capacity to enable municipalities to perform their functions and
manage their own affairs.
Furthermore in according to Section 155(7) the national government and the provincial governments have the
legislative and executive authority to see to the effective performance by municipalities of their functions in respect
of matters listed in Schedules 4 and 5, by regulating the exercise by municipalities of their executive authority
referred to in section 156 (1).
(d) Local authority competence
National and provincial government are both obliged, by legislative and other measures, to support and strengthen
the capacity of municipalities to manage their affairs, to exercise their powers and perform their functions within
the individual municipal jurisdiction. This responsibility is covered in Chapter 7:
In terms of section 152 of the Constitution the objects of local government are to:
Provide democratic and accountable government for the local community.
Ensure the provision of services to communities in a sustainable manner.
Promote social and economic development.
Promote a safe and healthy environment. and
Encourage the involvement of communities and community organisations in the matters of local
government.
A municipality must in terms of section 153 structure and manage its administration and budgeting and planning
processes to give priority to the basic needs of the community and participate in national provincial development
programmes.
National and provincial government are also obliged to assign to a municipality, by agreement and subject to any
conditions, the administration of matters listed in the relevant parts of Schedules 4 and 5 and any other matter
which would be most effectively administered locally, provided that the municipality has the capacity to administer
it. A municipality has the right to exercise any power concerning a matter reasonably necessary for, or incidental
to, the effective performance of its functions.
Those areas of the urban/natural interface zone that fall within the legislative and jurisdictional competence of
provincial or local authorities (for example a road reserve or urban areas that border a park) fall to be regulated by
those authorities. The Constitution aims to co-ordinate the different levels of government and the management of
the issues which the public institutions constituted or confirmed by them are charged with governing. This requires
co-operation on the part of different organs of state. The above statements become pertinent to waste
management as it sets the context of the administrative activities convened at the Local government level. In
addition, related to local government in terms of section 152(1)(d) of the constitution, one of the objectives of local
government is “to promote a safe and healthy environment”.
Municipalities are further charged with making, administering and enforcing by-laws for the effective
administration of the matters of which they have the right to administer. Any bylaw that conflicts with national or
provincial legislation is deemed invalid. In accordance with Section 160(4) no bylaw may be passed by a Municipal
Council unless all the members of the Council have been given reasonable notice; and the proposed by-law has
been published for public comment. Furthermore, in accordance with Section 162 no bylaw may be enforced unless
it has been published in the relevant official provincial gazette and the bylaw must be accessible to the public.
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National Environmental Management Act The National Environmental Management Act (Act 107 of 1998) commonly known as “NEMA” gives effect to the
“Environmental Right” of the Constitution and is South Africa’s overarching framework for environmental
legislation. The objective of NEMA is to provide for operative environmental governance by establishing principles
for decision-making on matters affecting the environment, institutions that will promote co-operative governance,
and procedures for co-ordinating environmental functions exercised by organs of state. An important function of
the Act is to serve as an enabling Act for the promulgation of legislation to effectively address integrated
environmental management.
NEMA sets out a number of principles that aim to implement the environmental policy of South Africa. These
principles are designed to serve as a framework for environmental planning, as guidelines by which organs of state
must exercise their functions and to guide other laws concerned with the protection or management of the
environment.
The principles include a number of internationally recognized environmental law norms and some principles specific
to South Africa. These core principles include:
Accountability.
Affordability.
Cradle to Grave Management.
Equity.
Integration.
Open Information.
Polluter Pays.
Subsidiary.
Waste Avoidance and Minimisation.
Co-operative Governance.
Sustainable Development.
Environmental Protection and Justice.
Chapter 2: Sections 3 to 6 of NEMA, make provision for the establishment of the Committee for Environmental Co-
ordination. The objective of the committee is to promote the integration and co-ordination of environmental
functions by the relevant organs of state and in particular to promote the achievement of the purpose and
objectives of environmental implementation plans and environmental management plans.
Chapter 5: Sections 23 to 24 of NEMA is designed to promote integrated environmental management and provide
tools for integrating environmental activities. Environmental management must place people and their needs at
the forefront of its concerns, and serve their physical, psychological, developmental, cultural and social interests
equitably. . This chapter of NEMA requires any activity that can potentially impact on the environment, socio-
economic conditions and cultural heritage require authorisation or permission by law and which may significantly
affect the environment, must be considered, investigated and assessed prior to their implementation and reported
to the organ of state charged by the law with authorising, permitting or otherwise allowing the implementation of
an activity. Development must be socially, environmentally and economically sustainable. Sustainable development
therefore requires the consideration of all relevant factors, some of which include the following:
The disturbance of ecosystems and loss of biological diversity is to be avoided, or, minimised and remedied.
The pollution and degradation of the environment are to be avoided, or, minimised and remedied.
Waste is to be avoided, or, minimised and re-used or recycled where possible and otherwise disposed of in
a responsible manner.
A risk-averse and cautious approach is to be applied.
Negative impacts on the environment and on the people’s environmental rights must be anticipated and
prevented, and where they cannot be altogether prevented, must be minimised and remedied.
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Section 24(5) of NEMA was enacted through the promulgation of the Environmental Impact Assessment (EIA)
Regulations published in 2006 and revised in 2010. The construction of facilities or infrastructure including
associated structures or infrastructure for the recycling, re-use, handling, temporary storage or treatment of
general waste and hazardous waste, were originally listed in these regulations and therefore required either a Basic
Assessment or a Scoping and EIA Process to be followed depending on specific listed criteria. However, the above
mentioned waste activities have now been repealed and instead require a license application under the Waste Act.
Chapter 7: Sections 28 to 30, imposes a duty of care in respect of pollution and environmental degradation. Any
person who has caused significant pollution or degradation of the environment must take steps to stop or minimise
the pollution. Where an incident occurs that is potentially detrimental to the environment, the person who is
responsible for the incident or the employer must, within 14 days of the incident, report to the Director-General,
provincial head of department and municipality. The relevant authority may specify measures to address the
problem and remediate the area within 7 days. The Acts also attach consequences for breaching the duty of care,
namely that government authorities are empowered to issue directions and to remediate the situation and recover
costs where the directions are not complied with.
Chapter 8: Sections 35, provides that the Minister and every MEC and municipality may enter into an environmental
management co-operation agreement with any person or community for the purpose of promoting compliance
with the principals laid down in NEMA. Environmental Co-operation Agreements may contain an undertaking by
the person or community concerned to improve the standards laid down by law for the protection of the
environment and a set of measurable targets and a timeframe for fulfilling the undertaking.
Chapter 9 allows the Minister to make model By-Laws aimed at establishing measures for the management of
environmental impacts of any development within the jurisdiction of the municipality, which may be adopted by
the municipality as By-Laws. Any municipality may request the Director-General to assist it with its preparation of
By-Laws on matters affecting the environment and the Director-General may not unreasonably refuse such a
request. The Director-General may institute programmes to assist municipalities with the preparation of By-Laws
for the purposes of implementing this Act.
Environment Conservation Act The Environment Conservation Act (Act 73 of 1989) (ECA) predates the Constitution and, although many sections
have already been repealed, certain sections are still in place.
The objectives of the ECA are to provide for the effective protection and controlled utilisation of the environment.
Several sections of the ECA were repealed through the enactment of NEMA and certain responsibilities were
assigned to the provinces.
The Waste Act has repealed sections of the ECA dealing with waste management. More specifically these repealed
sections are:
19: Prohibition of littering. This is now dealt with under Section 27 of the Waste Act.
19A: Removal of litter.
20: Waste Management. This section dealt with permitting of waste facilities, but is now replaced by
Chapter 5 (Sections 43 – 59) of the Waste Act.
Waste management, more specifically with regard to landfill disposal site permitting and related matters, was until
its recent repeal through the Waste Act, coordinated and controlled under Section 20 of the ECA, as follows.
In order to implement section 20 of the ECA, DWAF previously issued the above mention permits subject to
specified conditions stipulated in the DWAF Minimum Requirements: Waste Management Series7.
7
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24: This section provided the framework for waste regulations to be formulated. This issue is now covered
by Chapter 8, Part 1 (Regulations) (Sections 69 – 71) of the Waste Act.
24A, 24B and 24C: Similarly these sections which dealt with regulations regarding littering, products, and
procedures for making regulations respectively are now addressed by Chapter 8, Part 1 of the Waste Act.
29: Sections (3) and (4), which deal with Offences and Penalties have been substituted by the Waste Act.
Despite the fact that the Waste Act repeals section 19,19A, 20, 24, 24A 24B, and 24C of the ECA, it should be noted
that in accordance with Section 80(2) of the Waste Act, any regulations or directions made in terms of these
appealed sections of the ECA, remain in force and are considered to have been made under the Waste Act.
National Environmental Management: Waste Act
(a) Overview
The National Environmental Management: Waste Act (Act 59 of 2008) (NEMWA) was promulgated on 01 July 2009,
marking a new era in waste management in South Africa (with the exception of a number of sections which will be
brought into effect at dates still to be gazetted). The act covers a wide spectrum of issues including requirements
for a National Waste Management Strategy, IWMPs, definition of priority wastes, waste minimisation, treatment
and disposal of waste, Industry Waste Management Plans, licensing of activities, waste information management,
as well as addressing contaminated land.
However, South African waste management legislation is still fragmented. Mining; radio-active waste; disposal of
explosives; and disposal of animal carcasses, which are covered by specific other regulations is not addressed by
the act. The Waste Act does however constitute South Africa’s overarching primary waste legislation.
(b) Objectives of the Waste Act
The National Environmental Management: Waste Act’s objectives are -
To protect health, well-being and the environment by providing reasonable measures to -
Minimising the consumption of natural resources.
Avoiding and minimising the generation of waste.
Reducing, re-using, recycling and recovering waste.
Treating and safely disposing of waste as a last resort.
Preventing pollution and ecological degradation.
Securing ecologically sustainable development while promoting justifiable economic and social
development.
Promoting and ensuring the effective delivery of waste services.
Remediating land where contamination presents, or may present a significant risk of harm to health or the
environment. and
Achieving integrated waste management reporting and planning.
To ensure that people are aware of the impact of waste on their health well-being and the environment.
To provide for compliance with the measures set out in paragraph (a) and
Generally, to give effect to section 24 of the Constitution in order to secure an environment that is not
harmful to health and well-being.
The Chapters and topics of the Waste Act are as follows:
Chapter 1 - Interpretation and Principles
Chapter 2 - National Waste Management Strategy, Norms and Standards
Chapter 3 - Institutional and Planning Matters
Chapter 4 - Waste Management Measures
Chapter 5 - Licensing of Waste Management Activities
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Chapter 6 - Waste Information
Chapter 7 - Compliance and Enforcement
Chapter 8 - General Matters.
(c) Roles and Responsibility
The Act establishes a national framework for waste planning, regulation and management with roles for all spheres
of government, specifically:
National government is tasked with establishing a national waste management strategy, including norms,
standards and targets. National norms and standards may cover all aspects of the waste value chain, from
planning to service delivery. Of particular importance from an intergovernmental perspective are the
powers of national government with respect to norms and standards for:
The regionalization of waste management services.
Tariffs for waste services provided by municipalities, including providing for tariffs to be imposed to provide
for waste management infrastructure or facilities and ensuring that funds obtained from the provision of
waste services are used for the delivery of these services.
Provincial governments are tasked with the implementation of the national waste management strategy
and national norms and standards, and may set additional, complementary provincial norms and standards.
The Waste Act notes that these norms and standards must amongst other things facilitate and advance
regionalization of waste management services.
Local governments are required to ensure the universal and sustainable delivery of services, subject to
national and provincial regulation. In particular, they are required to maintain separate financial
statements, including a balance sheet of the services provided.
The table below lists sections of the act which make specific demands on Local (municipal) government: Tasks falling
under sections of the act which have yet to be enacted have not been listed. While certain sections of the text are
taken verbatim from the Act, interpretation has been added.
Tasks required by governmental entities in terms of NEM:WA.
TOPIC SECTION REQUIREMENT
General duty 3 The state must put in place measures that seek to reduce the amount of waste generated, and where waste is generated, ensure that it is re-used, recycled and recovered in an environmentally sound manner.
Waste service standards
9 (1) & (2) A municipality must deliver waste management services, including waste removal, storage and disposal services in adherence to the national and provincial norms and standards (section 7 and 8 of the Act); whilst:
Integrating the IWMP and IDP
Ensuring access to services
Ensuring affordable service delivery
Ensure effective and efficient Sustainable and Financial
management
9 (3) The Municipal may furthermore set local standards:
For separating, compacting and storing waste
Management of solid waste, i.e.: Avoidance, Minimisation,
Recycling
Coordination of waste to relevant treatment or disposal facilities
Litter control
Designation of Waste Management Officers
10(3) The Municipality must designate in writing a waste management officer from its administration to be responsible for coordinating matters pertaining to waste management in that municipality
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TOPIC SECTION REQUIREMENT
Integrated Waste Management Plans
11 (4) & (7) The Municipality must submit an IWMP to the MEC for approval
(response from the MEC must be given within 30 days)
Include the approved IWMP into its IDP
Follow the consultative process in section 29 of the Municipal
Systems Act (separately or as part of IDP)
12 Contents for IWMP’s, includes:
A situational analysis
a plan of how to give effect to the Waste Act
municipal waste management and services obligations
prioritisation of objectives
setting of targets
planning approach to any new disposal facilities; and
Financial resourcing.
13 An annual performance report prepared in terms of section 46 of the Municipal Systems Act must contain information on the implementation of the municipal IWMP.
(d) Industry Waste Management Plans
For industries, the Waste Act states that either the Minister or the relevant provincial MEC may under certain
conditions and by written notice or by notice in the Gazette require a person or industry to prepare and submit an
Industry Waste Management Plan.
(e) Waste Licensing for listed Activities
The Minister has subsequently gazetted (on 03 July 2009) GN No. 718 (Gazette No. 32368) and 719 (Gazette No.
32369) which present a Waste Management Activity Lists describing those waste activities, and thresholds, which
require authorisation before they are undertaken. This list was amended in 2013 (Gazette No 921 of 2013) and
again in 2017 (Gazette No, 1094 of 2017). The Waste Act Schedule 1 (Section 19) identifies activities which require
a waste management licence. Activities include:
Recycling and recovery.
Treatment of waste.
Disposal of waste on land.
Construction, expansion or decommissioning of facilities and associated structures and infrastructure.
Either a Basic Assessment or Scoping and Environmental Impact Assessment (EIA) process is to be carried out with
regards to acquiring a licence as stipulated in the environmental impact assessment regulations made under section
24 (5) of the Waste Act).
(f) Integrated Waste Management Planning
The Waste Act also places considerable emphasis on the development of an integrated waste planning system,
through the development of interlocking Integrated
Waste Management Plans (IWMPs) by all spheres of government and specified waste generators. This planning
system is the primary tool for cooperative governance within the sector. While the requirement for these plans is
new for national and provincial governments, and for waste generators, this is not the case for local governments
who had been able to voluntary prepare such plans within their Integrated Development Plans (IDPs). IWMPs are
mandatory for national and provincial government and specified waste generators, but the situation for local
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government is made a little more ambiguous by the Constitutional assignment of concurrent powers to provincial
and local governments in this respect, with only limited authority assigned to national government.
(g) Norms, standards, tariffs and financial Management Systems
Other focal areas of the Waste Act include provisions for the development of norms and standards, tariffs and
financial management systems. These powers all largely repeat existing national or provincial powers that are
provided for in other legislation. The key change is that the Minister of Environmental Affairs now assumes these
powers in terms of the Act, although concurrently with other authorised Ministers notably in Local Government
and Finance portfolios.
Certain sections of the act have yet to be enacted, including the following:
Section 28 (7), which makes allowance for of a person, category of person or industry to compile and submit
an industry waste management plan for approval to the MEC, without being required to do so by the MEC.
Section 46, which allows the licensing authority to require an applicant seeking a waste management licence to
appoint an independent and qualified person to manage the application.
National Environmental Management: Air Quality Act
The National Environmental Management: Air Quality Act (39 of 2004) requires that appropriate consideration must be given to the emissions arising from waste management practices, processes and procedures. Many facets of waste management are associated with atmospheric emissions, for example, waste transportation is associated with carbon dioxide released from vehicles, and methane and carbon dioxide which are released from landfill sites.
The Air Quality Act was published in the Government Gazette on 24 February 2005 and came into effect in
September 2005. This Act, amongst others, provides for the implementation of a National Framework, of national,
provincial and local ambient air quality and emission standards and air quality management plans. These
implementations are currently in progress.
Atmospheric Pollution Prevention Act
Prior to the Air Quality Act coming into full effect, the control of atmospheric emissions of noxious, hazardous and
nuisance causing materials was controlled by the Atmospheric Pollution Prevention Act (APPA) (Act 45 of 1965) and
its amendments. The administration of the APPA has been assigned to the Air Pollution Control Department under
the Department of Environmental Affairs & Tourism.
Those sections addressing the management of dust are of importance for landfill site management. Sections 27 –
35 state that industries should adopt the “best practicable means” for preventing dust from becoming dispersed or
causing a nuisance. The act also empowers owners or occupiers present in the vicinity of the source of
dust/nuisance to take or adopt necessary steps or precautions against the nuisance. Where steps have not been
prescribed, owners must adopt the “best practicable means” for the abatement of the nuisance. Should any
person/s such as for example, waste management service providers, not comply with the necessary steps to prevent
owners/occupiers from the effects of dust, the person/s may be liable to pay a dust control levy to the minister.
National Water Act
The National Water Act (Act 36 of 1998) is South Africa’s overarching piece of legislation dealing with water resource
management. It contains a number of provisions that impact on waste management, including:
Ensuring the disposal of waste in a manner, which does not detrimentally impact on water resources.
Managing the discharge of waste into water resources.
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The Act allows the Minister to make regulations for:
Prescribing waste standards, which specify the quantity, quality and temperature of waste that may be
discharged or deposited into or allowed to enter a water resource.
Prescribe the outcome or effect, which must be achieved through management practices for the treatment
of waste before it is discharged or deposited into or allowed to enter a water resource.
Requiring that waste discharged or deposited into or allowed to enter a water resource be monitored and
analysed according to prescribed mechanisms.
Occupational Health and Safety Act
The purpose of the Occupational Health and Safety Act (OHSA) (Act 85 of 1993)and associated regulations is to
provide for the health and safety of persons at work and for the health and safety of persons in connection with
the use of plant and machinery; the protection of persons other than persons at work against hazards to health and
safety arising out of or in connection with the activities of persons at work; to establish an advisory council for
occupational health and safety; and to provide for matters connected therewith.
A sound waste management strategy and planning must take into account the safety of persons involved in the
practical implementation thereof, with reference in particular to any waste services carried out by municipal
officials; and waste service providers and their employees.
Core to OHSA are the principles and core duties of employers and employees as legislated in Sections 8, 9 and 14
thereof.
Section 8(1) stipulates that “Every employer shall provide and maintain, as far as is reasonable practicable, a
working environment that is safe and without risk to the health of his employees”.
Section 9(1) stipulates that “Every employer shall conduct his undertaking in such a manner as to ensure, as far as
is reasonably practicable, that persons other than those in his employment who may be directly affected by his
activities are not thereby exposed to hazards to their health or safety.” Subsection (2) imposes a similar duty on
every self-employed person.
Section 14(a) imposes a duty on every employee at work to take reasonable care for the health and safety of himself
and of other person who may be affected by his acts or omissions. An employee is also required to co-operate with
his employer concerning his duties in terms of the Act and to obey health and safety rules and procedures laid down
by his employer.
In addition the OHSA further protects workers with regard to Hazardous Chemical Substances through specific
regulations. Asbestos regulations deal with specific asbestos containing waste management.
It is likely that the OSHA also places an obligation on the Municipality, to ensure that service providers maintain
compliant Health and Safety procedures. This would be relevant in the case of outsourced, waste management
functions.
Health Act
The Health Act (Act 63 of 1977) focuses on the promotion of the health of the people and the provision of processes
to enable this objective to be achieved. Sections 20, 34 and 38 of the Act are relevant to waste management.
Section 20, requires authorities to take lawful and reasonable practical measures to maintain their areas in a
hygienic and clean condition to prevent an unhealthy environment for people.
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Sections 34 and 38 of the act authorise the National Minister of Health to make regulations, which may directly
impact on waste management.
Hazardous Substances Act
The Hazardous Substances Act (Act 15 of 1973) governs the control of substances that may cause ill health or death
in humans by reason of their toxic, corrosive, irritant, flammability or pressure effects. The Act provides for the
regulation of the storage, handling, labelling and sale of Group I, II, and III hazardous substances. A license is
required for an operation that stores, handles and sells Group I substances. Section 29(1) of the Act regulates the
disposal of the empty containers, which previously held Group I substances.
No national, local provincial or local municipal regulations have been promulgated under the Act for the on-site
management of Group II hazardous substances.
The relevance of the Act with regard to waste management is captured as certain waste types may be categorised
into the various groupings under the Act as noted above.
National Road Traffic Act
The United Nations (UN) recommendations on the transport of dangerous goods have been used to produce
sections of the National Road Traffic Act (Act 93 of 1996). In addition, and in terms of other regulations published
under the Act, certain South African Bureau of Standards (SABS) Codes of Practice have been incorporated as
standard specifications into the National Road Traffic Regulations (GNR 1249 of 13 November 2001). These codes
have been based on the UN recommendations, also known as “The Orange Book” and the associated European
Agreement concerning the International Carriage of Dangerous Goods by Road Regulations.
The codes of practice so incorporated include e.g. the following:
SANS 10228:2006 Edition 4.00: The identification and classification of dangerous goods for transport.
SANS 10229-1:2005 Edition 1.00: Transport of dangerous goods - Packaging and large packaging for road
and rail transport Part 1: Packaging.
SANS 10229-2:2007 Edition 1.00: Transport of dangerous goods - Packaging and large packaging for road
and rail transport Part 2: Large packaging.
SANS 10232-1:2007 Edition 3.00: Transport of dangerous goods - Emergency information systems Part 1:
Emergency information system for road transport.
SANS 10232-2:1997 Edition 1.00: Transportation of dangerous goods - Emergency information systems Part
2: Emergency information system for rail transportation.
SANS 10232-3:2007 Edition 3.00: Transport of dangerous goods - Emergency information systems Part 3:
Emergency response guides.
SANS 10232-4:2007 Edition 1.01: Transport of dangerous goods - Emergency information systems Part 4:
Transport emergency card.
SANS 10233:2001 Edition 2.00: Transportation of dangerous goods - Intermediate bulk containers.
The transportation of all waste products should adhere to the above where applicable, noting that certain waste/
refuse may be categorised as dangerous goods.
Advertising on Roads and Ribbon Development Act
The Advertising on Roads and Ribbon Development Act (Act 21 of 1940) regulates, amongst other things, the depositing or discarding of waste near certain public roads, and the access to certain land from such roads. To the extent as outlined in Proclamation 23 in Government Gazette 16340 of 31 March 1995, the administration of this Act has been assigned to the provinces. In terms of section 8 of the Act, no person shall within a distance of 200
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metres of the centre line of a public road deposit or leave outside an urban area, so as to be visible from that road, a disused vehicle or machine or a disused part of a vehicle or machine or any rubbish or any other refuse, except in accordance with the permission in writing granted by the controlling authority concerned. The controlling authority may remove any object or substance referred to found on a public road and may recover the cost of the removal from the person who deposited or left such object or substance there.
When any person has deposited or has left any object or substance in contravention of the above, but not on a
public road, the controlling authority concerned may direct the person in writing to remove or destroy that object
or substance within such period as may be specified in the direction. If the person fails to comply with that direction,
the controlling authority may cause the object or substance to be removed or destroyed any may recover from the
said person the cost of the removal or destruction. The preceding provision do not apply to any object or material
which has been or is being used for or in connection with farming, or to soil excavated in the course of alluvial
digging: provided that this sub-section shall not permit the deposit or leaving of any article or material on a road.
Waste Tyre Regulations
The Waste Tyre Regulations were first published as Government Notice R.149 on 13 February 2009 and came into
effect on 30 June 2009. These regulations were amended in 2016 in General Notice R. 1493 of 2016. The latest
Waste Tyre Regulations (R1064 of 2017) were published on 29 September 2017 and came into effect immediately.
The purpose of the legislation is to regulate the management of waste tyres by providing for the regulatory
mechanisms. The regulations apply uniformly in all provinces in South Africa and affect waste tyre producers, waste
tyre dealers, waste tyre stockpile owners, landfill site owners and tyre recyclers.
In summary, the regulation:
Defines a waste tyre as a new, used, re-treaded, or un-roadworthy tyre, not suitable to be re-treaded,
repaired or sold as a part worn tyre and not fit for the original intended use.
Prohibits management, recycling, recovery or disposal of a waste tyre at any facility or on any site, unless
such an activity is authorised by law.
Prohibits recovery or disposal of a waste tyre in a manner that may or may potentially cause pollution or
harm to health.
Prohibits purchase, sale or export of waste tyres unless authorised.
Prohibits disposal of a waste tyre at a waste disposal facility, two years from the gazetted date, unless such
a waste tyre has been cut into quarters; and prohibits disposal of tyres in five years; unless these are
shredded.
Provides regulations in terms of tyre producers, tyre dealers and tyre stockpile owners, particularly
regarding waste stockpile abatement and waste tyre storage.
Asbestos Regulations
On 28 March 2008, the Minister of Environmental Affairs and Tourism published as Government Notice R.341 of
2008 entitled “Regulations for the prohibition of the use, manufacturing, import and export of asbestos and
asbestos containing materials” under Section 24B of ECA (thus now the Waste Act). This would have implication
for phasing out of asbestos containing material, which may therefore result in higher quantities of asbestos waste.
Mineral and Petroleum resources Development Act
The objective of the Mineral and Petroleum resources Development Act (No. 28 of 2002) , amongst others, is to give effect to section 24 of the Constitution by ensuring that the nation’s mineral and petroleum resources are developed in an orderly and ecologically sustainable manner while promoting justifiable social and economic development.
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Municipal Structures Act
The main objective of Local Government: Municipal structures Act (Act 117 of 1998) is to provide for the
establishment of municipalities in accordance with the requirements relating to categories and types of
municipality, to provide for an appropriate division of functions and powers between categories of municipality, to
provide appropriate electoral systems and to provide for matters connected therewith.
The functions and powers of municipalities are set out in Chapter 5 of the Act, with a municipality having the
functions and power assigned to it in terms of sections 156 and 229 (dealing with fiscal powers and functions) of
the constitution.
Municipal Systems Act
As intended by the Constitution, Waste management services such as refuse collection, removal, transportation and disposal is generally the responsibility of local municipalities8. Municipal Systems Act (Act 32 of 2000) with respect to the Local Government Municipal Systems Act (MSA) defines a municipal service as follows: “A serviced that a municipality in terms of its powers and functions provides or may provide for the benefit of the local community irrespective of whether (a) Such a service is provided, or to be provided, by the municipality through an internal mechanism contemplated
in section 76 or by engaging an external mechanism contemplate in section 76; and
(b) fees, charges or tariffs are levied in respect of such a service or not.”
Chapter 8 Section 73 - 82 outlines certain general duties on municipalities in relation to the municipal service as
highlighted below.
In terms of section 75(1), a municipality must give effect to the provisions of the Constitution and must:
Give priority to the basic needs of the local community.
Promote the development of the local community.
Ensure that all members of the local community have access to at least the minimum level of available resources
and the improvement of standards of quality over time.
In terms of section 75(2), municipal services must – be equitable and accessible; be provided in a way, which
promotes the prudent, efficient and effective use of available resources and the improvement of standards of
quality over time; be financially sustainable; be environmentally sustainable, and be regularly reviewed with a view
to upgrading, extension and improvement.
Section 74 regulates tariff policy in respect of municipal services. A municipality is obliged to adopt and implement
a tariff policy on levying fees for municipal services. A municipality’s tariff policy must reflect at least the following
principles:
People who use municipal services must be treated equitably in the application of tariffs.
In general terms, what individual users pay for services should be in proportion to their use of the services.
Poor households must have access to at least basic services. Different ways of providing for this are
suggested, for example lifeline tariffs and subsidisation.
Tariffs must reflect the costs reasonable associated with providing the service for example capital,
operating, maintenance, administration and replacement costs and interest charges.
Tariffs must be set at levels which allow the service to be financially sustainable.
In appropriate circumstances, surcharges on tariffs may be allowed.
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Special tariffs may be set for categories of commercial and industrial users in order to promote local
economic development.
The economical, efficient and effective use of resources must be promoted, as well as the recycling of waste
and other appropriate environmental objectives
Any subsidisation of tariffs should be fully disclosed.
Section 78 prescribes the process which municipalities must follow when they decide through which mechanism to
provide a municipal service in their areas. There are particular provisions, which a municipality must comply with
when it provides a municipal service through a service delivery agreement with what the MSA terms “external
mechanisms”.
The MSA contains extensive provisions pertaining to public participation. In particular, the community has the right
to contribute to decision-making processes by its municipality. A municipal council must establish appropriate
mechanisms, processes and procedures to enable residents, communities and stakeholders in the municipality to
participate in the local affairs. It is pertinent to reiterate that waste management services as provide by the
municipality is an integral part of local affairs.
As such municipalities’ mechanisms must provide for:
The receipt, processing and consideration of petitions and complaints lodged by residents, communities
and stakeholders in the municipality.
The receipt, processing and consideration of written objections and representations with regard to any
matter to which it is required to invite public comment.
Public meetings of residents, on a ward or any other basis.
Public hearings by the council and its committees when appropriate.
Surveys among residents when appropriate and the processing and publication of the results.
Development Facilitation Act
The Development Facilitation Act (Act 67 pf 1995) provides specific principles for:
Land development and conflict resolution.
Controls on land occupation.
Recognition of informal land-development practices.
These principles are set out in sections 3 and 4 of the Development Facilitation Act and form the basis for most of
the integrated development plan. Chapter one of the Development Facilitation Act sets out principles which affect
all decisions relating to the development of land.
This means that whenever a municipality, a development tribunal, a Member of the Executive Council (MEC) or any
other authority is considering an application for the development of land, they must make sure that their decision
is consistent with these principles. Any integrated development plan must, in terms of the Local Government
Transition Act, be based on these principles too.
The Development Facilitation Act’s principles form the basis of integrated development planning - in particular the
land-development objectives. In terms of section 2 of the Act, the general principles which are set out in section 3
of the Act include:
Policy, administrative practice and the law should promote efficient and integrated land development in
that they:
Promote the integration of the social, economic, institutional and physical aspects of land development.
Promote integrated land development in rural and urban areas in support of each other.
Encourage environmental sustainable land development practices and processes.
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Members of communities affected by land development should actively participate in the process of land
development.
Policy, administrative practice and laws should encourage and optimize the contributions of all sectors of
the economy (government and non-government) to land development so as to maximize the Republic’s
capacity to undertake land development.
Laws, procedures and administrative practice relating to land development should:
Be clear and generally available to those likely to be affected thereby.
In addition to serving as regulatory measures, also provide guidance and information to those affected
thereby.
Be calculated to promote trust and acceptance on the part of those likely to be affected thereby.
Give further content to the fundamental right set out in the constitution.
Policy, administrative practice and laws should promote sustainable land development at the required scale,
in that they should, inter alia, promote sustained protection of the environment.
Policy, administrative practice and law should promote speedy land development.
Each proposed land development area should be judged on its own merits and no particular use of land,
such as residential, commercial, conservation, industrial, community facility, mining, agricultural or public
use, should in advance or in general, be regarded as being less important or desirable than any other use of
land.
A competent authority at national, provincial and local government level should co-ordinate the interests
of the various sectors involved in or affected by land development so as to minimize conflicting demands
on scarce resources.
The Physical Planning Act
The objective of the Physical Planning Act 125 of 1991 is to provide for the division of the country into regions and
to promote regional development. Policy plans consist of broad guidelines for the future physical development of
the area and restrictions are placed on the use of land in the area to which the plan relates. Local authorities are
required to develop urban structure plans for their areas of jurisdiction.
Promotion of Administrative Justice
The purpose of the Promotion of Administrative Justice Act (“PAJA”) (Act 3 of 2000) is principally to give effect to
the right to administrative action that is lawful, reasonable and procedurally fair; and to the right to written reasons
for administrative action as contemplated in section 33 of the Constitution; and to provide for matters incidental
thereto.
Administrative law governs the relationships between public bodies, and between public and private bodies and/or
individuals. Many activities which affect the environment, including certain waste management activities, require
authorisation from a public body. Because environmental conflicts may arise during the authorisation process from
the exercise of administrative decision-making powers, administrative law principles are of particular relevance to
environmental law generally, and specifically in the context of the environmental authorisation requirements
stipulated by the provisions of section 24 of the NEMA read with its subordinate legislation regulating
environmental impact assessment (or “EIA”).
Promotion of Access to Information
Promotion of Access to Information, (Act 2 of 2000) is closely linked to the notion of administrative justice is the right of access to information. Without access to information, a person may be unable to determine whether or not his or her right to just administrative action (or to an environment not harmful to human health or well-being or, for that matter, any other Constitutional right) has been infringed. The purpose of the Promotion of Access to Information Act (“PAIA”) is to give effect to the Constitutional right of access to any information held by the State
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and any information that is held by another person and that is required for the exercise or protection of any rights, and to provide for matters connected therewith.
National Policies and Guidelines
White Paper on Environmental Waste Management The White Paper on Environmental Management was published in 1998. This policy sets out government‘s
objectives in relation to environmental management, how it intends to achieve its objectives, and to guide
government agencies and organs of state in developing strategies to meet their objectives.
The policy document is an overarching policy framework that refers to all government institutions and to all
activities that impact on the environment. The policy states that government will allocate functions to the
institutions and spheres of government that can most effectively achieve the objectives of sustainable development
and integrated environmental management. This would include the allocation of certain functions to the municipal
sphere of government. Where appropriate, provincial and local governments are to develop their own legislation
and implementation strategies in order to address their specific needs and conditions within the framework of the
policy.
White Paper on Integrated Pollution and Waste Management The White Paper on Integrated Pollution and Waste Management (1999) is a subsidiary policy of the overarching
environmental management and constitutes South Africa’s first policy document focused on integrated waste
management. This national policy set out Government’s vision for integrated pollution and waste management in
the country and applies to all government institutions and to society at large and to all activities that impact on
pollution and waste management.
Integrated pollution and waste management is defined as a holistic and integrated system and process of
management aimed at pollution prevention and minimisation at source, managing the impact of pollution and
waste on the receiving environment and remediating damaged environments. Waste management is to be
implemented in a holistic and integrated manner and extend over the entire waste cycle from cradle-to-grave and
will include the generation, storage, collection, transportation, treatment and the final disposal of waste.
The overarching goal reflected in the policy, is integrated pollution and waste management. The intention is to
move away from fragmented and uncoordinated pollution control and waste management, towards an approach
that incorporates pollution and waste management as well as waste minimisation.
Within this framework, the following strategic goals apply:
Effective institutional framework and legislation.
Pollution and waste minimisation, impact management and remediation.
Holistic and integrated planning – the intention is to develop mechanisms to ensure that integrated
pollution and waste management considerations are integrated into the development of government
policies, strategies and programmes as well as all spatial and economic development planning processes
and in all economic activity.
The strategic mechanisms include the following:
The incorporation of integrated environmental management principles and methodologies in spatial
development planning as it relates to pollution and waste management.
Making timeous and appropriate provision for adequate waste disposal facilities.
Developing management instruments and mechanisms for the integration of pollution and waste
management concerns in development planning and land allocation.
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Developing appropriate and agreed indicators to measure performance for inclusion in Environmental
Implementation Plans and Environmental Management Plans as provided for in the National Environmental
Management Act.
Participation and partnerships in integrated pollution and waste management governance.
Empowerment and education in integrated pollution and waste management.
Information management.
International co-operation.
National Waste Management Strategy The first NWMS was published in 1999 by the then DEAT and the then DWAF. It was the first strategy for addressing
South Africa’s waste management challenges. The strategy effectively defines South Africa’s vision for waste
management highlighting themes such as “cradle to grave” management of waste products and the waste
management hierarchy which encourages waste disposal only as a last resort.
The NWMS was been revised in 2011 in line with Chapter 2, Part 1, of the Act which requires the establishment of
a NWMS within two years of the Act coming into effect. Significant changes include the addition of “remediation”
to the waste management hierarchy, and the consolidation of what was previously many different action plans into
a single action plan.
The 2011 strategy defines eight strategic goals with a number of targets, as presented in the table below. The
NWMS strategy is currently under review and is anticipated to be gazetted in 2019.
Figure 45: Goals and targets of the NWMS (2011)
Goal Description Targets 2016
Goal 1 Promote waste minimisation, re-use, recycling and recovery of waste.
25% of recyclables diverted from landfill sites for re-use,
recycling or recovery.
All metropolitan municipalities, secondary cities and large
towns have initiated separation at source programmes.
Achievement of waste reduction and recycling targets set in
Industry IWMPs for paper and packaging, pesticides, lighting
(CFLs) and tyre industries
Goal 2 Ensure the effective and efficient delivery of waste services.
95% of urban households and 75% of rural households have
access to adequate levels of waste collection services.
80% of waste disposal sites have permits.
Goal 3 Grow the contribution of the waste sector to the green economy.
69 000 new jobs created in the waste sector
2 600 additional SMEs and cooperatives participating in waste
service delivery and recycling
Goal 4 Ensure that people are aware of the impact of waste on their health, well-being and the environment.
80% of municipalities running local awareness campaigns.
80% of schools implementing waste awareness programmes.
Goal 5 Achieve integrated waste management planning.
All municipalities have integrated their IWMPs with their IDPs,
and have met the targets set in IWMPs.
All waste management facilities required to report to SAWIC
have waste quantification systems that report information to
WIS.
Goal 6 Ensure sound budgeting and financial management for waste services.
All municipalities that provide waste services have conducted
full-cost accounting for waste services and have implemented
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Goal Description Targets 2016
cost reflective tariffs.
Goal 7 Provide measures to remediate contaminated land.
Assessment complete for 80% of sites reported to the
contaminated land register.
Remediation plans approved for 50% of confirmed
contaminated sites.
Goal 8 Establish effective compliance with and enforcement of the Waste Act.
50% increase in the number of successful enforcement actions
against non-compliant activities.
800 EMIs appointed in the three spheres of government to
enforce the Waste Act.
The overall objective of this strategy is to reduce the generation of waste and the environmental impact of all forms
of waste and thereby ensure that the socioeconomic development of South Africa, the health of the people and the
quality of its environmental resources are no longer adversely affected by uncontrolled and uncoordinated waste
management.
The internationally accepted waste hierarchical approach was adopted of waste prevention/minimization,
recycle/reuse, treatment and finally disposal. The strategy outlines the functions and responsibilities of the three
levels of government and where possible, firm plans and targets are specified.
Action plans have been developed for reaching all of the eight goals.
Polokwane Waste Summit Declaration
During September 2001 a national waste summit was held at Polokwane, in the Northern Province. It was attended
by key stakeholder groupings in the waste field in order to jointly chart a way forward in terms of national waste
management. The resultant Polokwane Declaration includes a vision and goal for the management of all waste, i.e.
domestic, commercial and industrial:
Vision – To implement a waste management system that contributes to sustainable development and a measurable
improvement in the quality of life, by harnessing the energy and commitment of all South Africans for the effective
reduction of waste.
Goals - To reduce waste generation and disposal by 50% and 25% respectively by 92012 and develop a plan for zero
waste by 2022
Key actions in the Polokwane Declaration include the following:
Implement the National Waste Management Strategy.
Develop and implement legislative and regulatory framework.
Waste reduction and recycling.
Develop waste information and monitoring systems.
Local Government Turnaround Strategy
Cabinet approved the Local Government Turnaround Strategy (LGTAS) on the 3 December 2009 in Pretoria. The
LGTAS recognised that each municipality faces different social and economic conditions and has different
performance levels and support needs. Thus a more segmented and differentiated approach was required to
address the various challenges of municipalities. In addition cabinet recognised that the problems in Local
Government are both a result of internal factors within the direct control of municipalities as well as external factors
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over which municipalities do not have much control. (Department of Cooperative Governance and Traditional
Affairs, Dec 2009.)
The LGTAS identifies the internal factors related to for example the following:
Quality of decision-making by Councillors.
Quality of appointments.
Transparency of tender and procurement systems and levels of financial management and accountability.
Levels of financial management and accountability.
The external factors relate to:
Revenue base and income generation potential.
Inappropriate legislation and regulation.
Demographic patterns and trends.
Macro and micro-economic conditions.
Undue interference by political parties and weaknesses in national policy.
Oversight and Inter-Governmental Relations.
Ultimately the aim of the LGTAS is to:
Restore the confidence of the majority of our people in our municipalities, as the primary delivery machine
of the developmental state at a local level.
Re-build and improve the basic requirements for a functional, responsive, accountable, effective, and
efficient developmental local government.
The LGTAS sets out five strategic objectives with associated key interventions. Probably most relevant in the context
of waste management is the first objective, i.e. to “Ensure that municipalities meet basic needs of communities. This
implies that an environment is created, support provided and systems built to accelerate quality service delivery
within the context of each municipality’s conditions and needs”.
Interventions to achieve the various objectives include better organisation by National Government and improved
support and oversight from provinces in relation to Local Government. Furthermore municipalities are to reflect
on their own performance and tailor-made turnaround strategies, while all three spheres of governments should
improve inter-governmental relations. Also, political parties are to promote and enhance institutional integrity of
municipalities and a social compact on Local Government where all citizens are guided in their actions and
involvement by a common set of governance values.
In terms of the LGTAS an immediate task is for agreements to be reached with each province on the roll-out
programme to establish different provincial needs and capacities, which will guide how municipalities are to be
supported to prepare and implement their own tailor-made turnaround strategies that must be incorporated into
their IDPs and budgets (by March 2010). Key stakeholders and ward committees were to be mobilised early in
2010. By July 2010, all municipalities were to be in full implementation mode of the national and their own Turn-
around Strategies. (Department of Cooperative Governance and Traditional Affairs, Dec 2009.)
Minimum Requirements Documents; Department of Water Affairs and Forestry
The DWAF Minimum Requirements: Waste Management Series were formulated in the form of guideline
documents as a joint venture between DWAF and the Department of Environmental Affairs and Tourism (DEAT).
The objective of the Minimum Requirements is to establish a framework for standards for waste management in
South Africa. The former DWAF published the second edition of the Minimum Requirements series in 1998,
consisting of the following three documents:
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Document 1: Minimum Requirements for the Handling, Classification and Disposal of Hazardous Waste.
Document 2: Minimum Requirements for Waste Disposal by Landfill.
Document 3: Minimum Requirements for Monitoring at Waste Management Facilities.
The third edition was released in draft form in 2005, but only Document 1 (DEAT, 2005) has been finalised.
The Minimum Requirements provide applicable waste management standards or specifications that should be met,
as well as providing a point of departure against which environmentally acceptable waste disposal practices can be
assessed. The objectives of setting Minimum Requirements are to:
Prevent water pollution and to ensure sustained fitness for use of South Africa’s water resources.
Attain and maintain minimum waste management standards in order to protect human health and the
environment form the possible harmful effects caused by the handling, treatment, storage and disposal of
waste.
Effectively administer and provide a systematic and nationally uniform approach to the waste disposal
process.
Endeavour to make South African waste management practices internationally acceptable.
Ensure adherence to the Minimum Requirement conditions from the permit applicant, before a waste
disposal site permit is issued.
Promote the hierarchical approach to waste management, as well as a holistic approach to the
environment.
The series formed the basis for the permitting process that had been required in terms of Section 20 of the ECA.
The requirements, standards and procedures covered in the series had generally been included as permit
conditions, thereby becoming legally binding on the permit holder. In addition to requirements for the
establishment and operation of a landfill site, the permit holder was generally required to operate, maintain and
attend to the closure of a waste disposal site in compliance with the permit conditions, as well as in accordance
with the guidelines set out in the Minimum Requirements documents. Note that an EIA must be conducted prior
to the establishment of waste disposal facilities. However, the above mentioned waste activity has now been
repealed and instead requires a license application under the Waste Act.
The third edition was released in draft form in 2005, but only Document 1 (DEAT, 2005) has been finalised.
National Policy for Basic Refuse Removal Services to Indigent Households
The National Policy for the Provision of Basic Refuse Removal Services to Indigent Households (GN No. 34385) was
published in the Government Gazette in June 2011.
The purpose of this policy is to ensure that indigent households have access to at least a basic refuse removal (BRR)
service.
This Policy aligns to existing relevant legislation, as in accordance to 74 (2)(c) of the Municipal Systems Act, 2000
(Act No. 32 of 2000) poor households must have access to at least basic services and section 9 (2) of NEMWA (Act
59 of 2008) which stipulates that each municipality must exercise its executive authority and perform its duty in
relation to waste services, including waste collection, waste storage and waste disposal, by (c) ensuring access for
all to such services.
The objectives of the policy are to identify households that can be enrolled for the BRR service, establish bylaws to
enforce tariff policies that will support the BRR service and to raise awareness within the municipality with regard
to correct handling of domestic waste for BRR and the need to minimize waste and recycle.
Implementation plans include each municipality:
declaring specific localities as the recipients of basic refuse removal services;
maintaining “accurate and updated” registers of indigent people;
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taking action in the event of malpractice;
integrating basic refuse removal into “basic indigent policies”;
designating the administration of the policy to the “most appropriate department”; and
raising awareness.
The policy includes a “grid of responsibilities” for each sphere of government and a policy monitoring and evaluation
plan. According to the grid of responsibilities, national government will take responsibility for building capacity at
provincial and municipal level, with provincial government determining municipal capacity and assisting district
municipalities in “drawing up guidelines”.
National Policy in Thermal Treatment of General and Hazardous Waste
The Thermal Waste Treatment of General and Hazardous Waste Policy was gazetted (GN No. 32439) for public
comment on 30 January 2009 and published under the Waste Act on 24 July 2009. The policy presents the
Government’s position on thermal waste treatment as an acceptable waste management option in South Africa. It
also provides the framework within which incineration and co-processing treatment technologies of general and
hazardous waste should be implemented in the country.
All Government Departments across the different spheres of government must consider this policy in their decision
making on matters pertaining to thermal treatment of waste.
The policy presents objectives which vary thematically. These consider the integration of thermal waste treatment
into the integrated waste management system. Schedules one to four provide guidelines on the following:
(a) Air Emission Standards – Waste Incineration
Listed air emission standards for general and hazardous waste incinerators, brought into operation subsequent to
the final gazetting of this policy, to be complied with until the formalisation of The Minimum Emission Standards in
terms of Section 21 of the National Environmental Management: Air Quality Act of 2004.
(b) Air Emission Standards – AFR Co-Processing
The Minimum Emission Standards for Alternative Fuels and Raw Materials (AFR) co-processing is currently in the
process of being formalised in terms of Section 21 of the National Environmental Management: Air Quality Act of
2004. In the interim this policy constitutes the air emission standards for all cement kilns co-processing AFR.
(c) Waste Excluded from Co-Processing
Listed types of waste that are not allowed to be received, stored, handled or co-processed in cement kilns.
(d) Conditions of Environmental Authorisation
Any cement plant co-processing general or hazardous waste as alternative fuels and/or raw materials, and any
dedicated general and/or hazardous waste incinerator must have the relevant approvals from the competent
authority. This schedule includes notes on operational management, air quality management, waste management
and monitoring and reporting.
National Waste Information Regulations The National Waste Information Regulations came into effect on 01 January 2013.
These cover registration of persons who conduct certain waste management activities and their duty to keep
records. Annexure 1 of the regulations lists activities including recovery and recycling, treatment and disposal of
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waste for which the person conducting the activity must register in terms of GR 625 of 2012. The municipality has
a duty in terms of waste disposal to land (as well as operating waste recycling or treatment facilities) to report waste
types and quantities in accordance with these regulations to SAWIC on a quarterly basis. Amendments to the
National Waste Information Regulations were released for public comment in July 2018 (GN 701 of 2018), the major
change in the regulations was the requirement for waste transporters to register. Other proposed changes to the
regulations were a decrease in the allowable reporting timeframes from the closure of a reporting period from 60
days to 30 days and registration and reporting thresholds recovery of hazardous waste being decreased from 500kg
to 100kg a day.
National Policy for the provision of basic refuse removal services to indigent households The National Policy for the provision of basic refuse removal services to indigent households as published for
general information in notice 413 of Government Gazette No. 34385 on 22 June 2011 was developed in response
to the constitutional requirement that all households should have access to basic services regardless of their income
level, as well as the adoption of a free basic services in 2001.
This Policy aligns to existing relevant legislation, as in accordance to 74 (2)(c) of the Municipal Systems Act, 2000
(Act No. 32 of 2000) poor households must have access to at least basic services and section 9 (2) of NEMWA (Act
59 of 2008) which stipulates that each municipality must exercise its executive authority and perform its duty in
relation to waste services, including waste collection, waste storage and waste disposal, by (c) ensuring access for
all to such services.
Implementation plans include each municipality:
Declaring specific localities as the recipients of basic refuse removal services.
Maintaining “accurate and updated” registers of indigent people
taking action in the event of malpractice.
Integrating basic refuse removal into “basic indigent policies.”
Designating the administration of the policy to the “most appropriate department.”
Raising awareness.
The policy includes:
A “grid of responsibilities” for each sphere of government.
A policy monitoring and evaluation plan.
According to the grid of responsibilities, national government will take responsibility for building capacity at
provincial and municipal level, with provincial government determining municipal capacity and assisting district
municipalities in “drawing up guidelines”.
National Domestic Waste Collection Standards The National Domestic Waste Collection Standards (notice 21 of Government Gazette 33935, 21 January 2011)
published under the National Environmental Management: Waste Act (Act No. 59 of 2008) came into effect on
Tuesday, 1 February 2011.
This standard aims to provide a uniform framework within which domestic waste should be collected in South
Africa. This comes after a consultative process with provinces, municipalities and the general public in order to
redresses the past imbalances in the provision of waste collection services. The standards aim to guide
municipalities on how to provide acceptable, affordable and sustainable waste collection service to the human
health and the environment.
The standards covers the levels of service, separation at source (between recyclable and non-recyclable materials),
collection vehicles, receptacles, collection of waste in communal collection points, and most importantly the
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frequency of collection. Non-recyclable material such as perishable food waste must be collected at least once a
week and recyclable material such as paper, plastic, glass etc. must be collected once every two weeks.
Municipalities have a choice to provide different types of bins taking into consideration the type of vehicles they
use; however, they must be rigid and durable to prevent spillage and leakage.
The development of the standards took into consideration the existing innovative practices at local government
level across the country and seeks to build on what has already been achieved whilst emphasizing a need to
separate recyclable and non-recyclable domestic waste and the protection of human health and the environment.
National Norms and Standards for Assessment of Waste for Landfill Disposal
The National Norms and Standards for Assessment of Waste for Landfill Disposal (GR635, 23 Aug 2013) require the
assessment of waste prior to disposal at landfill. The assessment of waste before disposal must include
identification of the total and leachable concentrations of different chemicals. The concentration of chemicals
determines the classification of the waste which in turn dictates the type of disposal site where the waste can be
disposed of.
Waste Classification and Management Regulations
The Waste Classification and Management Regulation (GR635, 23 Aug 2013) aims to address the management of
different waste categories. The regulations stipulate the requirements for the transport storage and treatment of
different waste types. A list of requirements for record keeping by waste generators is also included in the
regulations with the aim of improving and standardising record keeping. The regulations also detail the process to
be followed when motivating why a listed waste management activity does not require a waste management
license.
National Norms and Standards for Disposal of Waste to Landfill
The National Norms and Standards for Disposal of Waste to Landfill (GR636, 23 Aug 2013) specify minimum
engineering design requirements for landfill sites. The design requirements vary depending on the type of waste to
be disposed of at the site.
Landfill sites are designed to comply with one of four designs (Class A – Class D). The landfill design classes vary in
the types of liner used. Class A landfill sites require multiple linings and leachate collection systems whereas a Class
D landfill site is much simpler in design requiring only a 150 mm base preparation layer. Different classes of landfill
are required for different types of waste.
National Norms and Standards for the Storage of Waste
The National Norms and Standards for the Storage of Waste (GN 926, Nov 2013) specify the minimum requirements
for waste storage facilities in the interest of protection of public health and the environment. The standards aim to
ensure that waste storage facilities are managed according to best practise and to provide a minimum standard for
the design and operation of new and existing waste storage facilities.
Hazardous waste storage facilities should be located in areas zoned as industrial, where waste storage facilities are
located in residential areas a buffer of at least 100 m must be assigned to the site. General waste storage facilities
must be located in an area that is easily accessible by the public.
The standards also specify design requirements for waste storage facilities, these include:
Access roads
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Signage at the entrance of the facility in at least three official languages applicable to the areas the facility
is located in. The sign must indicate:
o The risk associated with entering the site.
o Hour of operation.
o Name, address and telephone number of the person responsible for the operation of the facility.
The standards also require that waste is separated at source into recyclables and non-recyclables.
A new condition for the management of waste storage facilities is the requirement for bi-annual internal audits and
biennial external audits
National standards for the extraction, flaring or recovery of landfill gas
The National standards for the extraction, flaring or recovery of landfill gas (GN 924 of 2013) aims to control the
extraction, flaring and recovery of gas at landfills or recovery facilities to minimise harmful impacts to people and
the surrounding environment. The standards require, in planning phase, that an assessment of environmental risks
and impacts that are associated with the proposed activities is complied, and that Environmental Management Plan
is compiled to mitigate these risks. The standard contains a set of standard procedures for handling and maintaining
of equipment for construction, operational and decommissioning phase. The standard also covers training,
emergency response, monitoring and reporting, general requirements and transitional arrangements.
National standards for scrapping or recovery of motor vehicles
The National standards for scrapping or recovery of motor vehicles (GN 925 of 2013) puts forth minimum requirements for the design, construction and upgrading of a motor scrapping facility. The design must consider: sensitive environments; drainage systems; storage and operational areas for off-loading, dismantling, liquid waste, shredding, dispatching parts and recyclables. Specific design requirements are set out for different operational areas. Minimum requirements are given for the operational phase including vehicle dismantling, solid waste management, and liquid waste management. Minimum requirements in the decommissioning phase focus on the compilation of a rehabilitation plan for the facility and disposal of contaminated wastes. The standard also covers training, emergency response, monitoring and reporting, general requirements and transitional arrangements.
National norms and standards for sorting, shredding, grinding, crushing, screening of waste
The National norms and standards for sorting, shredding, grinding, crushing, screening of waste (GN 1093 of 2017) require all waste facilities (used for sorting, shredding, grinding, crushing, screening of waste) less than 100m2 in size to register with the competent authority and provide details including the location, types of waste processed, and civil design drawings of the facility as set out in Section 4 of the standard.
The standards require all waste facilities (used for sorting, shredding, grinding, crushing, screening of waste) more
than 100m2 in size register with the competent authority as set out in Section 4 of the standard, as well as comply
with requirements for the location, design, construction, access control and signage. Operational requirements in
Section 8 of the standard address management of operational impacts such as control of hazardous substances, air
emissions, discharging of wastewater, noise and odour emissions. The standard also covers training, emergency
response, monitoring and reporting, general requirements, requirements during the decommissioning phase and
transitional provisions.
Local Strategy and Policies
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Municipal By-laws Chapter 7 of the South African constitution: Section 156 provides that a municipality may make and administer by-
laws for the effective administration of matters which it has the right to administer and that (section 151) it shall
not be in conflict with national or provincial legislation.
This is further supported in the municipal systems act (Act 32 of 2000), Chapter 3: section 11 for a municipality to
exercise executive authority within its boundaries to implement applicable by-laws. Section 75 of the MSA provides
for the municipal council to adopt by-laws to give affect and enforce its tariff policy.
The Draft Municipal Sector Plan (Notice 182 of Government Gazette 34167) was published by the Minister for public comment on the 30 March 2011. Section 3.3.9.5 motivates that the enforcement of municipal waste by-laws is required to address ineffective collection systems through the enforcement of available resource-based controls which will improve the situation at community level. Enforcement should further be placed with a dedicated section with trained Environmental Management Inspectors in line with Chapter 7 of the National Environmental Management Act, 1998 (Act 107 of 1998)
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Appendix B: Waste Management Budget
Expense Description Sum of 2017-18 Actuals
` Sum of 2018-19 Adjusted Budget
Sum of 2018-19 Actuals
Sum of 2019-20 Final Budget
Sum of 2020-21 Final Budget
Sum of 2021-22 Final Budget
Interest earned - outstanding debtors
Interest on Arrear Debtors R 2 661.32 R - R - R - R - R - R - Interest, Dividend & Rent on Land: Interest: Receivables: Waste Management
R -2 000 497.92 R -1 578 000.00 R -1 578 000.00 R -116 312.08 R -2 092 500.00 R -2 239 000.00 R-2 385 000.00
Licences and permits Business Licences R-1 114.24 R - R - R -217.40 R - R - R - Other revenue Sale of Wheelie Bins R-231.58 R - R - R - R - R - R - Advertising on Refuse bins R-16 239.43 R - R - R - R - R - R - Refuse Rebate: 100% Indigent R0.74 R - R - R - R - R - R - Fuel Management Rental Fee R 37.79 R - R - R - R - R - R - Service Charges: Waste Management: Waste Bins (wheelie) R -28 054.61 R -28 404.00 R -28 404.00 R -16 792.12 R -30 200.00 R -32 300.00 R -34 400.00 Service Charges: Waste Management: Refuse Bags R -145 701.16 R -178 840.00 R -178 840.00 R -121 428.44 R -70 500.00 R -75 400.00 R-80 300.00 Sales of Goods & Rendering of Services : Advertisements R -1 395.09 R -22 092.00 R -22 092.00 R -10 131.93 R -21 600.00 R -23 100.00 R -24 600.00 Rental of facilities and equipment Hire of Bulk Containers R -28 133.47 R - R - R - R - R - R - Rent for Fix Assets: Market Related: PPE: Contingent: Infrastructure Solid Waste Disposal
R -424 416.20 R -604 900.00 R-604 900.00 R -448 956.23 R -647 800.00 R -693 100.00 R -689 900.00
Service charges - refuse revenue Refuse Availability Charges R -2 235.00 Ref Charge- Bus: Commercial R 10 813.17 R - R - R - R - R - R - Ref Charge- Private: Domestic R -79.67 R - R - R - R - R - R - Ref Charge- Private: Domestic R -6 117.32 R - R - R - R - R - R - Refuse Rebate: 100% Indigent R 2 295.35 R - R - R - R - R - R - Adj: Previous financial year R 206.09 R - R - R - R - R - R - Waste - Avail R -67 252.59 R 55 000.00 R 55 000.00 R 54 070.36 R 60 500.00 R 67 142.00 R 71 840.00 Adj: Years prior to previous financial year R 19 033.17 R - R - R 12 020.06 R - R - R - Refuse Availability Charges R 1 469.30 R - R - R - R - R - R - Service Charges: Waste Management: Refuse Removal Availability Charges R -22 272 010.84 R -3 126
050.00 R-3 126 050.00 R -2 967 477.04 R -3 423 000.00 R -3 799 531.00 R -4 065 498.00
Refuse Availability Charges R -945.67 R - R - R 1 173.09 R - R - R - Ref Charge- Bus: Commercial R -19 963.79 R - R - R 16 417.40 R - R - R - Service Charges: Waste Management: Refuse Removal Bus Light Industrial R - R -6 427 200.00 R - R
- R - R - R -
NCA: PPE: Owned Revaluation: Buildings: All/ex NERSA: Acquisition R -44 001.48 R -18 302 070.00
R -27 929 270.00 R-20 542 459.38 R -29 884 000.00 R -33 206 168.00 R -35 538 004.00 Refuse Tip Fees R -118 440.87 R - R -200 000.00 R -114 099.01 R -219 000.00 R -243 090.00 R -260 106.00 Refuse Rebate: 100% Indigent R 1 133 16.48 R - R - R - R - R - R - Service Charges: Waste Management: Refuse Removal Rebate 100% indigent
R 195 575.42 R 1 400 000.00 R 1 400 000.00 R 1 412 762.07 R 1 533 000.00 R 1 701 630.00 R 1 820 744.00
Service Charges: Waste Management: Refuse Removal Rebate 50% indigent R 2 868.42 R 25 000.00 R 25 000.00 R 12 434.23 R 27 000.00 R 29 988.00 R 32 091.00
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Expense Description Sum of 2017-18 Actuals
` Sum of 2018-19 Adjusted Budget
Sum of 2018-19 Actuals
Sum of 2019-20 Final Budget
Sum of 2020-21 Final Budget
Sum of 2021-22 Final Budget
Service Charges: Waste Management: Refuse Removal Rebate 25% indigent R 7 963.56 R 6 000.00 R 6 000.00 R 10 320.28 R 6 500.00 R 7 219.00 R 7 726.00
Service Charges: Waste Management: Refuse Removal Rebate Other R 44 420.02 R 46 000.00 R 46 000.00 R 45 877.93 R 50 300.00 R 55 837.00 R 59 747.00
Refuse Availability Charges R -956.14 R - R - R - R - R - R - Ref Charge- Bus: Commercial R - R - R - R 8 589.24 R - R - R - Transfers and subsidies Subsidy- State: IGT Equitable Share R -11 080 552.00 R - R - R - R - R - R - Transfer & Subsidies: Operational: Mon Allocation: National Revenue Fund: Equitable Share
R -3 693 448.00 R-16 458 750.00 R -16 458 750.00 R -16 458 750.00 R -18 226 500.00 R -19 891 600.00 R-21 752 500.00
Contracted services Fuel and Oil R -1 036.00 R - R - R - R - R - R - Buildings Carpet Cleaning (Contracted) R 1 740.00 R 4 200.00 R 4 200.00 R - R - R - R - Vehicles Ward 1 R 25 236.07 R 288 500.00 R 327 900.00 R 289 966.77 R 337 737.00 R 344 492.00 R 344 492.00 Vehicles maintenance R 130 560.01 R 1 000 400.00 R 1 227 000.00 R 1 534 058.06 R 980 000.00 R 1 009 400.00 R 1 039 682.00 litter Picking and Street Cleaning R 27 900.00 R 4 108 000.00 R 4 108 000.00 R 2 821 860.22 R 4 231 240.00 R 4 315 865.00 R 4 315 865.00 Refuse Removal R 4 000 028.77 R 9 979 232.00 R 8 239 232.00 R 4 703 531.44 R 1 293 600.00 R 1 332 408.00 R 1 372 380.00 Administrative & Support Staff R 141 126.30 R 420 000.00 R 420 000.00 R 409 295.70 R 2 254 000.00 R 2 321 620.00 R 2 391 269.00 Travelling and Subsistence R 8 797.20 R - R 31 400.00 R 13 166.72 R 16 464.00 R 16 943.00 R 17 443.00 Maintenance of Equipment R 91 637.94 R 336 960.00 R 336 960.00 R 84 843.49 R 107 800.00 R 111 034.00 R 114 365.00 Education Program - Litter Event Promoters R -41 490.00 R 155 000.00 R 155 000.00 R 32 093.42 R 159 650.00 R 162 843.00 R 162 843.00 Agency Payments R 314 800.00 R - R - R - R - R - R - Plant Equipment R 1 680.00 R - R - R - R - R - R - Refuse Removal: Transnet/Mossel Bay R - R - R - R - R - R - R - Agency Payments R 2 998 961.75 R - R - R - R - R - R - Vehicles R 481 275.62 R - R - R - R - R - R - Plant Equipment R 17 910.74 R - R - R - R - R - R - Vehicles R 271 521.73 R - R - R - R - R - R - Education Program – Litter R 4 334.90 R - R - R - R - R - R - Bulk Containers R 168 189.15 R - R - R - R - R - R - Consultants - Refuse strategy & Tariffs R - R 300 000.00 R 300 000.00 R 11 494.50 R 309 000.00 R 315 180.00 R 315 180.00 Dispose Animals R 34 000.00 R 200 000.00 R 200 000.00 R - R - R - R - Consultants - Air Quality R - R 80 000.00 R 80 000.00 R 48 540.21 R 82 400.00 R 84 048.00 R 84 048.00 Consultants - Waste Management Plan R 90 000.00 R 300 000.00 R 300 000.00 R - R - R - R - Transport bulk waste R - R 600 000.00 R 600 000.00 R 378 017.10 R 588 000.00 R 605 640.00 R 623 809.00 Debt impairment Gains & Losses: Impairment Loss : Trade & Other Receivables fr Exch Trans: Waste Management
R 7 619 134.74 R 3 711 798.00 R 3 711 798.00 R 2 750 441.00 R 1 592 000.00 R 1 021 900.00 R 1 088 300.00
Impaired Assets: PPE R 300 769.45 R - R - R - R - R - R - Depreciation & asset impairment Buildings: All/ex NERSA R - R 42.00 R 42.00 R 30.00 R 1 400.00 R 1 400.00 R 1 400.00 Computer Equip: All/ex NERSA R - R 7 411.00 R 7 411.00 R 6 150.00 R 6 600.00 R 6 200.00 R 5 500.00 Furniture & Office Equip: All/ex NERSA R - R 5 769.00 R 5 769.00 R 4 790.00 R 73 600.00 R 73 300.00 R 73 300.00 Machinery & Equip: All/ex NERSA R - R 181 595.00 R 187 043.00 R 150 720.00 R 305 600.00 R 303 600.00 R 302 500.00
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Expense Description Sum of 2017-18 Actuals
` Sum of 2018-19 Adjusted Budget
Sum of 2018-19 Actuals
Sum of 2019-20 Final Budget
Sum of 2020-21 Final Budget
Sum of 2021-22 Final Budget
Transport Assets: All/ex NERSA R - R 468 028.00 R 468 028.00 R 388 460.00 R 490 300.00 R 487 100.00 R 485 100.00 Infrastructure Waste Management R - R 1 386.00 R 1 428.00 R 1 150.00 R - R - R -
Landfill Sites R - R 191 238.00 R 196 975.00 R 158 730.00 R 5 800.00 R 5 800.00 R 5 800.00 Depreciation R 858 685.01 R - R - R - R - R - R - Employee related costs Basic Salary and Wages R 6 752 884.96 R 7 524 200.00 R 7 320 000.00 R 6 025 108.17 R 8 590 500.00 R 9 967 900.00 R 10 666 900.00 Allowances - Cellular and Telephone R 25 200.00 R 25 200.00 R 18 900.00 R 2 100.00 R - R - R - Allowances - Housing Benefits and Incidental: Housing Benefits R 112 459.32 R 110 400.00 R 103 300.00 R 68 023.70 R 93 600.00 R 100 200.00 R 106 900.00 Allowances - Housing Benefits and Incidental: Rental Subsidy R 126 100.00 R 153 700.00 R 144 700.00 R 98 350.00 R 213 000.00 R 227 200.00 R 241 600.00 Allowances - Travel or Motor Vehicle R 135 973.80 R 136 000.00 R 188 800.00 R 154 274.04 R 164 200.00 R 174 900.00 R 187 100.00 Allowances - Non Pensionable R 302.50 R 500.00 R 500.00 R - R 300.00 R 300.00 R 300.00 Allowances - Service Related Benefits: Acting and Post Related Allowances R 156 409.78 R - R 64 300.00 R 57
438.58 R 167 500.00 R 179 200.00 R 190 800.00
Bonus R 599 947.66 R 626 000.00 R 626 000.00 R 597 010.83 R 613 500.00 R 840 100.00 R 899 600.00
Allowances - Service Related Benefits: Standby Allowance R 268 877.98 R - R 224 200.00 R 252 813.67 R 288 000.00 R 308 200.00 R 328 200.00 Allowances - Service Related Benefits: Uniform/ Special/Protective Clothing R 96.00 R 100.00 R 100.00 R 80.00 R - R - R -
- Service Related Benefits: Overtime - Non Structured R 1 515 482.37 R 842 400.00 R 1 727 800.00 R 1 698 602.27 R 404 650.00 R 433 000.00 R 461 100.00 Allowances - Service Related Benefits: Leave Pay R 130 264.69 R 8 500.00 R 8 500.00 R 1 511.00 R 139 500.00 R 149 300.00 R 159 000.00 Social Contributions: Group Life Insurance R 182 939.75 R 203 900.00 R 202 800.00 R 164 076.14 R 256 900.00 R 273 500.00 R 291 700.00 Social Contributions: Medical R 521 112.18 R 762 100.00 R 695 500.00 R 434 847.31 R 1 022 100.00 R 1 088 500.00 R 1 165 200.00 Social Contributions: Pension R 1 218 928.32 R 1 354 400.00 R 1 346 700.00 R 1 090 109.88 R 1 674 700.00 R 1 784 700.00 R 1 910 800.00 Social Contributions: Unemployment Insurance R 76 485.81 R 82 000.00 R 82 000.00 R 68 084.75 R 102 700.00 R 109 600.00 R 116 500.00 Basic Salary and Wages R 1 131 754.28 R 863 900.00 R 737 200.00 R 487 730.00 R 1 212 100.00 R 1 296 900.00 R 1 381 200.00 Unemployment Insurance R 13 273.60 R 9 700.00 R 9 700.00 R 5 801.96 R 14 200.00 R 15 200.00 R 16 200.00 Overtime: Non Structured R 83 852.43 R 59 200.00 R 95 900.00 R 82 398.00 R 33 200.00 R 35 500.00 R 37 800.00 Pension R 82 996.57 R 52 100.00 R 39 100.00 R - R 88 900.00 R 95 100.00 R 101 300.00 Salaries, Wages & Allow: Basic Salary & Wages R 9 360.00 R - R - R - R 10 000.00 R 10 700.00 R 11 400.00 Finance Charges Interest paid - Nedfleet R 7 512.82 R - R 5 000.00 R 8 084.88 R 8 000.00 R 8 500.00 R 9 000.00 Interest, Dividends & Rent on Land: Interest Paid: Borrowings: Annuity Loans
R 403 917.01 R 331 470.00 R 330 170.00 R 253 701.60 R 498 000.00 R 351 800.00 R 287 000.00
Interest on provision R 833 650.93 R - R - R - R - R - R - Other expenditure Operational Cost: Insurance Underwriting: Insurance Brokers Fees R 180 426.91 R 194 530.00 R 194 530.00 R 150 582.68 R 162 288.00 R 165 534.00 R 165 534.00
Operating Leases: Infrastructure: Solid Waste Disposal R 359 709.63 R 412 776.00 R 412 776.00 R 275 870.76 R 425 159.00 R 433 662.00 R 433 662.00 Insurance 3rd Party R - R - R - R - R - R - R - Refuse Removal: Transnet/MossB R 177 187.40 R - R 5 100.00 R 5 100.94 R 1 960 000.00 R 1 999 200.00 R 1 999 200.00 Conference R - R - R 3 500.00 R 3 500.00 R 3 605.00 R 3 677.00 R 3 677.00 Motor Vehicle Licence & Registrations R 233 772.67 R 247 666.00 R 218 266.00 R 135 107.66 R 224 814.00 R 229 310.00 R 229 310.00 Bad debt Write-offs R - R - R 3 300.00 R 7 255.42 R - R - R - Professional Bodies, Membership & Subscription R 1 052.63 R 1 548.00 R 1 548.00 R 1 156.52 R 1 594.00 R 1 626.00 R 1 626.00 Travelling and Subsistence R 19 788.04 R - R 24 000.00 R 12 086.80 R 24 720.00 R 25 214.00 R 25 214.00 S&T Accommodation Training R 4 555.14 R 29 400.00 R 7 200.00 R 5 930.79 R 44 100.00 R 44 982.00 R 44 982.00
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Expense Description Sum of 2017-18 Actuals
` Sum of 2018-19 Adjusted Budget
Sum of 2018-19 Actuals
Sum of 2019-20 Final Budget
Sum of 2020-21 Final Budget
Sum of 2021-22 Final Budget
Travelling and Subsistence R 1 620.00 R - R 2 500.00 R 1 830.00 R 2 575.00 R 2 626.00 R 2 626.00 Communication: Decommissioning Cost R 412 963.57 R 2 022 602.00 R 2 022 602.00 R - R 5 880 000.00 R 5 997 600.00 R 5 997 600.00 Advertising, Publicity & Marketing - Other - Litter R - R 78 400.00 R 78 400.00 R - R - R - R - Education Program - Litter R 1 740.00 R - R - R - R - R - R - Vehicles R 383 307.57 R - R - R - R - R - R - Refuse Removal: Transnet/Mossel Bay R 1 941 247.03 R - R - R - R 4 900 000.00 R 4 998 000.00 R 4 998 000.00 Licences : Motor Vehicle Licence & Registrations R 36 030.32 R 47 469.00 R 47 469.00 R 20 752.25 R 39 200.00 R 39 984.00 R 39 984.00 Education Program - Litter R 76 733.16 R - R - R - R - R - R - Refuse Bad Debt Write-off R 16 994.19 R - R - R - R - R - R - Hire Charges: M & E R 377 579.08 R 441 000.00 R 241 000.00 R 90 898.12 R 462 854.00 R 472 111.00 R 472 111.00 Insurance: Non Claimable R 3 500.00 R 39 396.00 R 39 396.00 R - R - R - R - Project R - R 278 624.00 R 278 624.00 R 136 881.73 R 196 000.00 R 199 920.00 R 199 920.00 Signage R - R 73 500.00 R 73 500.00 R 27 787.74 R 75 705.00 R 77 219.00 R 77 219.00 External Audit Fees R - R 117 600.00 R 117 600.00 R - R - R - R - Other materials Bulk Purchases - Refuse Drums R 248 515.00 R 263 250.00 R - R - R - R - R - Materials & Stores R 1 263 670.98 R 1 359 970.56 R 2 144 600.00 R 3 731 768.55 R 1 764 000.00 R 1 848 960.00 R 1 969 152.00 Operational Cost: Uniform & Protective Clothing R 151 175.98 R 120 000.00 R 263 500.00 R 167 735.13 R 147 000.00 R 154 080.00 R 164 064.00 Stationery Costs R 11 461.08 R12 100.00 R -400.00 R 6 035.15 R 14 700.00 R 15 456.00 R 16 416.00 Travelling and Subsistence R 956.00 R - R - R - R - R - R - Buildings R 1 244.99 R - R - R - R - R - R - Bulk Containers R 4 866.00 R - R - R - R - R - R - Vehicles R 234 036.38 R - R - R - R - R - R - Fuel and Oil R 1 244 992.53 R 1 316 300.00 R 1 305 300.00 R 1 502 273.21 R 1 306 732.00 R 1 369 632.00 R 1 458 624.00 Plant Equipment R 2 045.10 R - R - R - R - R - R - Vehicles R 57 651.84 R - R - R - R - R - R - Fuel and Oil R 359 115.82 R 368 600.00 R 368 600.00 R 378 567.10 R 376 908.00 R 395 040.00 R 420 672.00 Fuel and Oil: Small Plant R 6 366.75 R 16 600.00 R 16 200.00 R 6 295.30 R 6 664.00 R 7 008.00 R 7 488.00 Outsourced Services: Business & Advisory: Project Management R 67 488.90 R 24 900.00 R 24 900.00 R 13 125.31 R 70 756.00 R 74 208.00 R 79 008.00
Departmental Charges Mun Services - Refuse R -99 539.34 R -109 100.00 R -105 455.00 R -122 407.82 R -125 800.00 R -134 600.00 R -143 300.00 Contracted services Professional Fees: Ecological R 172 000.00 R 15 800.00 R 15 800.00 R - R - R - R - Plant Equipment R 18 184.00 R - R - R - R - R - R - R&M Plant & Equip R 44 516.15 R 537 030.00 R 537 030.00 R 385 953.25 R 196 000.00 R 201 880.00 R 207 936.00 Plant Equipment R 7 750.00 R - R - R - R - R - R - Contractors Building R - R 200 000.00 R 200 000.00 R 5 340.00 R 206 000.00 R 210 120.00 R 210 120.00 Plant Equipment R 588.88 R - R - R - R - R - R - Employee related costs Basic Salary and Wages R 335 784.00 R 447 000.00 R 385 100.00 R 302 200.00 R 781 500.00 R 1 061 300.00 R 1 135 500.00 Housing Benefits and Incidental: Rental Subsidy R - R 6 000.00 R 4 500.00 R - R 36 000.00 R 38 400.00 R 40 800.00 Service Related Benefits: Acting and Post Related Allowances R 624.47 R - R 500.00 R 506.67 R 700.00 R 700.00 R 700.00
Page 151 Rev 5/February 2020 Knysna Final IWMP 2020 - 2025
Expense Description Sum of 2017-18 Actuals
` Sum of 2018-19 Adjusted Budget
Sum of 2018-19 Actuals
Sum of 2019-20 Final Budget
Sum of 2020-21 Final Budget
Sum of 2021-22 Final Budget
Bonus R 29 874.33 R 37 200.00 R 37 200.00 R 30 220.00 R 40 000.00 R 122 400.00 R 130 800.00
Standby R - R - R 33 100.00 R 25 099.25 R - R - R -
Service Related Benefits: Overtime - Non Structured R 213 138.01 R 210 600.00 R 259 100.00 R 209 798.29 R 94 000.00 R 100 600.00 R 107 100.00
Leave Pay R 8 486.27 R - R - R - R 9 100.00 R 9 700.00 R 10 300.00
Social Contributions: Group Life Insurance R 9 489.24 R 12 600.00 R 12 600.00 R 8 540.11 R 28 000.00 R 29 900.00 R 31 900.00
Social Contributions: Medical R 37 249.20 R 78 200.00 R 68 000.00 R 28 747.20 R 260 700.00 R 277 700.00 R 297 400.00
Social Contributions: Pension R 60 441.12 R 80 500.00 R 76 800.00 R 54 396.00 R 162 300.00 R 172 900.00 R 185 100.00
Social Contributions: Unemployment Insurance R 3 541.26 R 4 900.00 R 4 900.00 R 2 974.40 R 27 600.00 R 29 500.00 R 31 600.00
Finance Charges
Service Charges: Waste Management: Refuse Removal Refuse Rebate 100% indigent
R - R - R 398 270.00 R 135 785.01 R 572 000.00 R 379 900.00 R 309 500.00
Other expenditure Insurance: Broker Fees R 19 013.74 R 20 482.00 R 20 482.00 R 15 555.65 R 16 758.00 R 17 093.00 R 17 093.00 Other materials Protective Clothing R 2 094.96 R 2 106.00 R 2 700.00 R 2 561.84 R 9 800.00 R 10 272.00 R 10 944.00 Materials & Stores R 41 316.53 R 40 014.00 R 28 700.00 R 24 215.01 R 102 900.00 R 107 904.00 R 114 912.00 Plant Equipment R 75 823.88 R - R - R - R - R - R - Employee related costs Basic Salary and Wages R 2 411 503.28 R 2 953 500.00 R 2 821 500.00 R 2 328 521.58 R 3 501 300.00 R 4 059 300.00 R 4 344 000.00 Housing Benefits and Incidental: Housing Benefits R 49 350.00 R 50 400.00 R 42 100.00 R 14 000.00 R 25 800.00 R 27 600.00 R 29 400.00 Housing Benefits and Incidental: Rental Subsidy R 58 800.00 R 82 800.00 R 78 400.00 R 51 500.00 R 88 800.00 R 94 700.00 R 100 700.00 Allowance: Acting R - R - R 2 600.00 R 2 612.91 R - R - R - Bonus R 206 982.83 R 246 100.00 R 246 100.00 R 215 342.00 R 216 500.00 R 284 100.00 R 304 500.00 Service Related Benefits: Standby Allowance R 38 166.71 R - R 28 000.00 R 33 102.25 R 40 900.00 R 43 800.00 R 46 600.00 Service Related Benefits: Overtime - Non Structured R 990 694.16 R 579 200.00 R 1 078 400.00 R 1 017 030.93 R 313 100.00 R 335 000.00 R 356 800.00 Social Contributions: Group Life Insurance R 66 671.07 R 82 100.00 R 82 100.00 R 64 583.33 R 102 800.00 R 109 400.00 R 116 400.00 Social Contributions: Medical R 228 232.80 R 424 700.00 R 381 600.00 R 200 207.40 R 423 700.00 R 451 300.00 R 483 100.00 Social Contributions: Pension R 434 545.56 R 531 600.00 R 536 400.00 R 420 178.87 R 687 200.00 R 732 600.00 R 784 700.00 Social Contributions: Unemployment Insurance R 34 950.65 R 39 300.00 R 40 300.00 R 33 125.78 R 50 400.00 R 53 600.00 R 56 800.00 Basic Salary and Wages R 220 002.14 R 219 500.00 R 170 700.00 R 116 025.00 R 235 600.00 R 252 100.00 R 268 500.00 Unemployment Insurance R 2 923.08 R 2 900.00 R 2 900.00 R 1 657.99 R 3 100.00 R 3 300.00 R 3 500.00 Overtime: Non Structured R 58 281.00 R 58 300.00 R 80 000.00 R 55 598.50 R 20 800.00 R 22 300.00 R 23 700.00 Allowances - Service Related Benefits: Leave Pay R 56 448.69 R 18 200.00 R 18 200.00 R 3 236.00 R 60 500.00 R 64 700.00 R 68 900.00 Basic Salary & Wages R 18 615.00 R - R - R - R 19 900.00 R 21 300.00 R 22 700.00 Other expenditure Insurance: Broker Fees R 15 689.06 R 16 954.00 R 16 954.00 R 13 786.04 R 14 896.00 R 15 194.00 R 15 194.00 Other materials Bulk Purchases - Refuse Drums R 86 009.00 R 105 300.00 R - R - R - R - R - Materials & Stores R 121 035.27 R 45 279.00 R 400.00 R 35 579.68 R 58 800.00 R 61 632.00 R 65 664.00 Operational Cost: Uniform & Protective Clothing R 22 037.78 R 45 279.00 R 500.00 R 39 376.05 R 53 900.00 R 56 544.00 R 60 192.00 Stationery Costs R 715.20 R - R - R - R- R - R -
Page 152 Rev 5/February 2020 Knysna Final IWMP 2020 - 2025
Expense Description Sum of 2017-18 Actuals
` Sum of 2018-19 Adjusted Budget
Sum of 2018-19 Actuals
Sum of 2019-20 Final Budget
Sum of 2020-21 Final Budget
Sum of 2021-22 Final Budget
Allowances - Housing Benefits and Incidental: Rental Subsidy R 6 000.00 R 24 000.00 R 21 500.00 R 7 500.00 R 12 000.00 R 12 800.00 R 13 600.00 Bonus R 29 503.17 R 55 800.00 R 55 800.00 R 35 439.50 R 43 800.00 R 46 700.00 R 50 000.00 Allowances - Service Related Benefits: Overtime - Non Structured R 212 781.35 R 210 600.00 R 283 100.00 R 275 010.71 R 57 050.00 R 61 000.00 R 65 000.00
Leave Pay R 4 959.14 R - R - R - R 5 300.00 R 5 700.00 R 6 100.00 Social Contributions: Group Life Insurance R 11 013.25 R 18 900.00 R 18 900.00 R 13 143.49 R 20 800.00 R 22 200.00 R 23 600.00 Social Contributions: Medical R 32 848.20 R 141 300.00 R 115 000.00 R 28 128.00 R 38 100.00 R 40 600.00 R 3 400.00 Social Contributions: Pension R 70 147.80 R 120 500.00 R 122 000.00 R 83 716.92 R 131 400.00 R 140 100.00 R 150 100.00 Social Contributions: Unemployment Insurance R 5 519.05 R 8 400.00 R 8 400.00 R 6 424.36 R 9 300.00 R 10 000.00 R 10 700.00 Basic Salary and Wages R 72 192.00 R 39 400.00 R 98 200.00 R 88 400.00 R 77 300.00 R 82 700.00 R 88 100.00 Unemployment Insurance R 780.16 R 400.00 R 1 600.00 R 1 476.83 R 800.00 R 900.00 R 1 000.00 Overtime: Non Structured R 5 824.00 R 2 400.00 R 59 900.00 R 59 279.00 R 24 600.00 R 26 300.00 R 28 000.00 Overtime: Structured R 2 091.69 R - R - R - R 2 200.00 R 2 400.00 R 2 600.00 Finance Charges Interest, Dividends & Rent on Land: Interest Paid: Borrowings: Annuity Loans
R 67 233.64 R 57 140.00 R 44 229.00 R 33 541.62 R 56 100.00 R 50 700.00 R 45 400.00
Other expenditure Insurance: Broker Fees R 20 995.66 R 22 638.00 R 22 638.00 R 14 393.62 R 15 484.00 R 15 794.00 R 15 794.00 Insurance 3rd Party R - R - R - R - R - R - R - Insurance: Non Claimable R - R - R - R - R - R - R - Hire Charges R - R - R 28 300.00 R 28 302.78 R - R - R - Hire Charges: Vehicles R - R 68 600.00 R 68 600.00 R 31 960.49 R 68 600.00 R 69 972.00 R 69 972.00 Hire Charges: M & E R - R 40 670.00 R 40 670.00 R 37 893.41 R 196 000.00 R 199 920.00 R 199 920.00 Other materials Stationery Costs R 2 856.71 R - R - R - R - R - R - Materials & Stores R 157 458.06 R 150 000.00 R 111 000.00 R 365 687.15 R 147 000.00 R 154 080.00 R 164 064.00 Operational Cost: Uniform & Protective Clothing R 13 865.47 R 20 000.00 R 2 200.00 R 2 563.95 R 24 500.00 R 25 728.00 R 27 360.00 Buildings R 3 948.47 R - R - R - R - R - R - Departmental Charges Municipal Charges - Water Monthly R 131.07 R - R - R - R - R - R - Municipal Charges - Electricity R 13 229.30 R 9 000.00 R 9 000.00 R 14 975.57 R 16 700.00 R 17 900.00 R 19 100.00 Municipal Charges - Water Monthly R 217 424.22 R 212 000.00 R 212 000.00 R 192 853.39 R 274 800.00 R 294 000.00 R 313 100.00 Service charges - sanitation revenue Sanitation Charge- Vacuum tank R -365 427.33 R - R - R - R - R - R - Contracted services Vehicles R 194 039.80 R - R - R - R - R - R - Departmental Charges Municipal Services - Sanitation R -95 450.87 R - R - R - R - R - R -
Page 153 Rev 5/February 2020 Knysna Final IWMP 2020 - 2025
Appendix C: Newspaper Advertisement
Page 154 Rev 5/February 2020 Knysna Final IWMP 2020 - 2025
Appendix D: Comments and Responses Report
Comments received from DEA&DP on 17 January 2020
Clause
Comment (State why the statement is not
supported or what the problem is with the
provision)
Suggestion (Suggested
deletion/amendment/ addition)
GIBB responses
Abbreviations/Acronyms/Definitions IPWIS “Integrated Pollutamt and Waste
Information System”
See pages 16 & 46
Please replace with “IPWIS “Integrated
Pollutant and Waste Information System”
throughout the entire document
Corrected throughout
IWMSA “Institute of Waste Management
South Africa”
Please replace with “Institute of Waste
Management of South Africa”.
Corrected
List of tables
The Heading reads: “Legal Requirements
Overview”.
Please consider rephrasing
Recommend that the heading be rephrased
to read as “Overview of legislative
requirements”.
Please amend all IWMPs accordingly
Corrected
Page 1, Introduction, 1st Paragraph, 2nd
sentence, 3rd line.
The sentence reads “The IWMP must be
endorsed by the Department of
Environmental Affairs and Development
Planning (DEA&DP) and then incorporated
into the municipal Integrated Development
Plan (IDP).
The sentence should read as “The IWMP
must be endorsed by the Department of
Environmental Affairs and Development
Planning (DEA&DP), after approval by the
Kannaland Municipal Council and thereafter
incorporated into the municipal Integrated
Development Plan (IDP).
Corrected
Page 2, Introduction, 1.2 Contents of an
IWMP, First paragraph, 1st sentence.
The sentence reads “The Waste Act outlines
the requirements for an IWMP”.
The sentence should read as “The Waste Act
outlines the minimum (at least)
requirements for an IWMP”.
Corrected
Page 2, Introduction, 1.2 Contents of an
IWMP, Section 12(1)(b)(v)
The National Norms and Standards for
Disposal of Waste to Landfill (GN 636 of
2013) require a 25% reduction of garden
waste to landfill by 2018 and a 50% diversion
by 2023. There are more ambitious targets
in the Western Cape. The Western Cape
Knysna Municipality must ensure that
projects are implemented within the
municipality that allows for the diversion of
Organic Waste. Organic Waste Diversion
plans are also a requirement that must be
met soon.
Refer to objective 5.1 of the implementation plan.
Page 155 Rev 5/February 2020 Knysna Final IWMP 2020 - 2025
Clause
Comment (State why the statement is not
supported or what the problem is with the
provision)
Suggestion (Suggested
deletion/amendment/ addition)
GIBB responses
PIWMP sets a target of a 50% diversion rate
of organic waste by 2022 and a 100%
diversion rate by 2027.
The Integrated Waste Management Plan
does not mention the need for the annual
submission of the Organic Waste Diversion
Plan.
Suggest adding the production and
submission of this document to the
Directorate: Waste Management (D: WM) to
Goal 5: Increased waste minimisation and
recycling. Additionally, adding it to Section
7.3: Waste Reporting in Table 56 of the
document.
Refer to project 5.2.3 of the implementation plan: The
KLM to develop an organic waste diversion plan and
submit to DEA&DP on an annual basis.
Page 2, Introduction, 1.2 Contents of an
IWMP, Section 12(1)(c)
Please insert the following wording.
“Provincial measures to be implemented to
support municipalities to five effect to the
objectives of the NEMWA”.
Corrected.
Page 3, 1. Introduction, 1.3 History of IWMPs
in the Knysna Local Municipality, 1st
paragraph, 1st sentence.
The sentence reads “This is the third
generation IWMP for the KLM and this plan
will cover the period 2020 – 2025”.
Please note that the 5th Generation IDP will
be from 2023-2027. The concern is if we want
to ensure alignment of these plans than the
current IWMP should be align to the IDPs
timeframe to ensure alignment.
It is recommended that the IWMP`s period
be extended from 2020 – 2027 to ensure
alignment with the KLLM IDP.
This section has been updated to require an internal
review of the IWMP in 2025 to cover the period 2025
– 2027. Thereafter the IWMP cycle will be aligned with
the IDP cycle. The status quo of waste management
and legislated related to waste can change rapidly,
therefore an internal review in 2025 instead of
extending the plan to 2027 was determined as the
preferred option.
Page 3, 1. Introduction, 1.4 Objectives of an
IWMP, 1st paragraph, 2nd sentence
The sentence reads “The objective of this
IWMP is to present a vision of waste
management in the KLM over the next 5
years.
It is important that the IWMP is developed as
a long-term plan for approximately 30 years,
with intermediate goals that must be
achieved every 5 years. These objectives, can
be revised as the plan is being implemented.
The IWMP focuses on the next 5 years, however longer
terms projects are identified in the implementation
plan.
Page 4, 1. Introduction, 1.4 Objectives of an
Integrated Waste Management Plan, Figure
The sentence read as “The goals of both the
2011 and draft 2018 NWMS will be
reviewed and incorporated into this IWMP.
The drafter must ensure that he/she clarify
on how they will incorporate all
recommendations made to the Draft IWMP`s
These comments from DEA&DP are included in the
final IWMP as Appendix D. A response is provided to
each comment.
Page 156 Rev 5/February 2020 Knysna Final IWMP 2020 - 2025
Clause
Comment (State why the statement is not
supported or what the problem is with the
provision)
Suggestion (Suggested
deletion/amendment/ addition)
GIBB responses
1. The waste hierarchy as per the NWMS
(DEA,2011)
prior or after Council approval. Due dates
must be specified for each report.
Page 1. 1 Introduction, 1.6 Scope of the
IWMP, Figure 4: Knysna Jurisdictional Area
Please note the page number of Figure 4,
refer to 1 instead of 6.
Incorrect page number, please rectify all
pages from here onwards.
Comments will refer to your current page
numbers for ease of reference (applicable
to all comments from here onwards)
Please correct the page numbers of the
entire document, from here onwards, which
should refer to Page 6
Noted and corrected.
Page 1. 1. Introduction, 1.7 Context of Roles
and Responsibilities, 1.7.1: National
Government, 1st paragraph, 1st sentence
The sentence reads “National government
is tasked with establishing a national waste
management strategy, including norms,
standards and targets”.
The sentence should read “National
government is tasked with establishing a
National Waste Management Strategy,
including norms, standards and targets”.
Corrected
Page 2. 1. Introduction, 1.7 Context of Roles
and Responsibilities, 1.7.4: Waste
Management Officer, 1st paragraph, 1st
sentence
The sentence reads “The Waste Act
requires that all local municipalities appoint
a waste management officer (WMO) from
its administration who is responsible for co-
ordinating waste management in the
municipality”.
The sentence should read as “The Waste Act
requires that all local municipalities to
designate in writing a waste management
officer (WMO) from its administration who is
responsible for co-ordinating waste
management in the municipality”.
Please amend all IWMPs accordingly.
Updated
Page 2, 1. Introduction, 1.8 Alignment with
National Strategic Plans, 1.8.1(a) National
Waste Management Strategy (2011), 1st
Paragraph, 3rd sentence.
The sentence reads “The second generation
NWMS is currently under review, however it
is anticipated that this IWMP will be
finalised before the third generation
NWMS is finalised”.
The drafter mentioned on page 8, section
1.8.1 (a) that “The second generation NWMS
is currently under review, however it is
anticipated that this IWMP will be finalised
before the third generation NWMS is
finalised”.
The IWMP will need to be reviewed internally to
ensure the goals are aligned with the final 3rd
generation NWMS. The plan is currently aligned with
the goals of the draft plan.
Page 157 Rev 5/February 2020 Knysna Final IWMP 2020 - 2025
Clause
Comment (State why the statement is not
supported or what the problem is with the
provision)
Suggestion (Suggested
deletion/amendment/ addition)
GIBB responses
It is therefore important that the drafter
clarify when and how this amendment will be
done. Will these amendments be
incorporated after Council approve the plan
as the finalization of the NWMS will possibly
only gazette in the 2020/21 financial year?
Page 6. Introduction, 1.8 Alignment with
other strategic plans, 1.8.4 Alignment with
Provincial Strategic Plans (b) Provincial
Strategic Plan 2014 - 2019 and (c) Western
Cape Provincial Spatial Development
Framework
These documents are currently under
review –
(b) a Draft Strategic Framework for the
Provincial Strategic Plan, 2019-2024, is
available on the westerncape.gov.za
website for comment by the 13th January
2020;
(c) Western Cape Provincial Spatial
Development Framework 2019-2024
Municipality to take note of the review
process for these strategic documents and
align accordingly.
A summary of the Provincial Strategic Plan has been
added. The Provincial Spatial Development
Framework is not currently available on the
Departments website.
Page 6, 1. Introduction, 1.8.4 Alignment with
other Strategic plans, 1.8.4(b) Provincial
Strategic Plan 2014-2019
Please be informed that this Strategic Plan is
coming to the end, and the drafter must
include the content within the Draft
“Provincial Strategic Plan 2019-2024” which
identified 4 Vision-Inspired Priorities
namely:
1. Safe and Cohesive Communities
2. Economy and Jobs
3. Empowering People and
4. Mobility, Spatial Transformation and Human
Settlements.
The 2019 – 2024 plan has been added.
Page 6, 1. Introduction, 1.8.4 Alignment with
other Strategic plans, 1.8.4(c) Western Cape
Provincial Spatial Development Framework
The sentence reads “The aim of the 2014
Provincial Spatial Development Framework
(PSDF) is the bridge the gap between the
National Development Plan and provincial
The sentence should read as “The aim of the
2014 Provincial Spatial Development
Framework (PSDF) is to bridge the gap
between the National Development Plan
Corrected.
Page 158 Rev 5/February 2020 Knysna Final IWMP 2020 - 2025
Clause
Comment (State why the statement is not
supported or what the problem is with the
provision)
Suggestion (Suggested
deletion/amendment/ addition)
GIBB responses
strategies with the aim of improving service
delivery”.
and provincial strategies with the aim of
improving service delivery”.
Page 8, 1.8.7 Alignment with local Strategic
Plans, (a) Knysna Local Municipality Fourth
Generation IDP
It is important that the revised KLM IWMP
address the non-compliance issues at the
municipal waste management facilities.
Please ensure that the content of this
infrastructure plan address waste
management infrastructure as identified in
the Western Cape Government; DEA&DP
Assessment of municipal integrated waste
management infrastructure: Eden District
(now Garden Route District Municipality)
The (c) Assessment of the Municipal Integrated
Waste Management Infrastructure report has been
added as section 1.8.7 c).
Pages 10, 2 Approach & Methodology, 2.1
Legislated Requirements for Integrated
Waste Management plans, 1st paragraph, 1st
sentence
The sentence reads “The requirements of
the National Environmental Management
Waste Act (Act 59 of 2008, as amended)
(refer to Table 1) and the DEFF Guideline for
the Development of Integrated Waste
Management Plans were used to guide the
development of this IWMP”.
It is concerning that the Western Cape
guideline developed for this Province has
not been considered for the development of
these IWMPs.
Refer to section 1.5 of the IWMP.
In addition to the Waste Act, two documents were
considered when developing this IWMP.
The second is a guideline titled “Integrated Waste
Management Planning (IWMP), A Guide for Waste
Management Planning”, developed by DEA&DP,
which consists of two volumes:
Pages 10, 2 Approach & Methodology, 2.2
Methodology, 2.2.2 Literature Review
It is recommended that the audit reports
drafted by the DEA&DP be taken into
consideration together with the license
conditions to address the non-compliance
issues at the waste disposal facilities.
The audit reports provided by DEA&DP were reviewed
as part of the literature review and the scores are
included in facility profiles under section 6.1.6. The
audit reports have been added to the list of literature
sources reviewed.
The actions and budgets from the latest external
audits have been added to the implementation plan
of the IWMP
Page 159 Rev 5/February 2020 Knysna Final IWMP 2020 - 2025
Clause
Comment (State why the statement is not
supported or what the problem is with the
provision)
Suggestion (Suggested
deletion/amendment/ addition)
GIBB responses
Pages 12, 2 Approach & Methodology, 2.2
Methodology 2.2.6 Project Steering
Committee, Table 9: Project Steering
Committee Members
Table 9 indicated that Ms Adams is the
designated Waste Manager of Kannaland
Municipality
Ms Shirelene Adams is not designated as a
Waste Manager so please obtain
clarification of her designation
Correct – Sherilene Adams – Administrator
responsible for Waste Management
Page 13, 2 Approach & Methodology, 2.2
Methodology 2.2.7 Presentations and
Workshops, Table 10: Workshops
undertaken during the review of the BLM
IWMP
The IWMP indicated that workshops were
conducted on the 25 June 2019 & 21
August 2019.
Please indicate the extent of the publicity
that were undertaken to inform the citizens
of the workshops to engage the
communities.
The workshops undertaken were internal workshops.
Page 13. Approach and Methodology, 2.2
Methodology, 2.2.8 Public Participation
Process
“No public participation workshop will be
conducted within the KLM. However, the
final draft IWMP will be made available for
public comment.”
It is important that the public must be
included in the development process and
not afterword’s. How can they effectively
participate in the process if they only given
an opportunity to comment on the Draft
IWMP? These residences will not partake in
the process, so this process is flawed.
The workshops undertaken on the IWMP were
internal workshops. Due to low public turnout at
previous public workshops the decision was made by
the KLLM and GRDM to not have public workshops.
Comments were received from the public and
included in Appendix D.
Community involvement in the decision-
making process of IWMP input is crucial. The
use of the comments from the IDP process is
a solution, however alternative methods of
public participation is required.
Refer to comment above.
Once public participation is undertaken,
proof thereof (e.g. newsletters, public
notices and attendance registers) must be
included in the IWMP.
Proof of the newspaper advert is included in Appendix
C.
Page 14, 3 Legal Requirements Overview, 3.1
South African Legislation, Table 11: Key South
African waste legislation, Montreal Protocol
on Substances that deplete the Ozone Layer
(1989)
This is well written and summarized.
Inclusion of the Minimum Requirement for
Waste Disposal to Landfill of 1998 was a key
piece of legislation which must be added to
this table or in Appendix A.
Added to table 11.
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Comment (State why the statement is not
supported or what the problem is with the
provision)
Suggestion (Suggested
deletion/amendment/ addition)
GIBB responses
Page 17, 3 Legal Requirements Overview, 3.2
International Legislation, Table 12: Key
international legislation,
The sentence reads “South Africa is a party
to the Montrel Protocol, an international
agreement which addresses the phase out
of ozone-depleting substances. Regulations
to …”.
Please note that the sentence in
incomplete. Please amend this in all
IWMPs.
Incorrect spelling of “Montrel
Please complete the sentence.
Correct spelling of “Montreal”
Corrected.
Page 19, 4 Waste Management Performance
Review, 4.1 Implementation of 2014 IWMP,
Table 15: Implementation Status of the 2014
IWMP targets, 1: Public Awareness and
Education: 1.1 KLM will continue to support
the GRDM Wise up on Waste campaign which
includes a road show visiting all
municipalities of the GRDM
The Municipality should add a section
about major environmental days under
Objective 1.1: “Public Awareness and
Education” to further the raise awareness of
environmental issues. The days that should
be considered are:
National Cleanliness Day in January
International Earth Hour in April
International Compost Awareness week in
May
World Environment Day in June
World Oceans Day in June
International Coastal Cleanup Day in
September
Cleanup and Recycle SA week in September
The use of these days can make awareness
and environmental education initiatives
easier to implement since there are establish
programmed online.
The list of environmental days has been added to
section 6.17.1. has been updated with these dates.
Project 2.1.1 has been updated as follows:
Develop an annual waste awareness calendar (to be
developed at the beginning of each financial year).
Waste awareness events should be aligned with
national and international environmental days (refer
to section 6.1.7.1 of this plan)
Page 20, 4 Waste Management Performance
Review, 4.1 Implementation of 2014 IWMP,
Table 15: Implementation status of the 2014
IWMP targets, Implementation, 4. Post
Collection Composting
The implementation sentence reads: 4.1
KLM will establish a central composting
facility.
If the municipality did not yet identify a site,
can the composting venture not be
advertised for private sector involvement/
partnership
The KLM would consider the option of private sector
involvement/ partnership for a composting facility. The
KLM needs to develop a waste infrastructure
masterplan which will give guidance of future waste
management facilities.
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Comment (State why the statement is not
supported or what the problem is with the
provision)
Suggestion (Suggested
deletion/amendment/ addition)
GIBB responses
Page 20, 4 Waste Management Performance
Review, 4.1 Implementation of 2014 IWMP,
Table 15: Implementation status of the 2014
IWMP targets, Implementation, Goal 7:
Formalising, Controlling or Eliminating
Informal Salvaging
The implementation sentence reads: 7.1
No informal salvaging was observed during
the site visits in Knysna Municipality as there
are no general waste disposed at the Knysna
sites. Since there is no evident problem, it
can easily be prevented with the proper
security measures.
Municipal response:
“Informal salvaging was observed at both
the Sedgefield transfer station and Old Place
landfill site. It was noted that Old Place is not
fenced and is also located alongside a
walkway to Concordia which makes access
control a challenge”.
The KLM must fence the facility and employ
security to prevent illegal salvaging on-site
Fencing of the Old Place landfill site and provision of
security have been added as projects to the
implementation plan.
Page 21, 4 Waste Management Performance
Review, 4.1 Implementation of 2014 IWMP,
Table 15: Implementation status of the
2014 IWMP targets, Implementation, Goal
9: Project for Waste Disposal Facilities, 9.2
Old Place: 9.1.1 & 9.1.2
The implementation sentence reads
“Obtain a closure license”.
Municipal response:
“A decommissioning license has been issued
(DEA&DP ref: 19/2/5/4/D4/17/WL0061/18).
The license requires closure to commence
by 15 January 2020. The Old Place landfill
site is currently still operational”.
The KLM should already request extension
for the decommissioning of the license to
prevent the lapsing thereof. If this is not the
case they will have to initiate the process
from the beginning with cost.
This will be the same for the rehabilitation of
the facility
An amendment to the license of Old Place to extend
the validity of the license was submitted to DEA&DP in
November 2019.
Page 21, 4 Waste Management Performance
Review, 4.1 Implementation of 2014 IWMP,
Table 15: Implementation status of the
2014 IWMP targets, Implementation, Goal
9: Project for Waste Disposal Facilities, 9.2
Old Place: 9.1.2
The implementation sentence reads
“Rehabilitation – the site must be
rehabilitated according to minimum
requirements and the closure license as part
of the closure process. The cost estimate is
based on the site footprint and expected
rehabilitation requirements”.
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Comment (State why the statement is not
supported or what the problem is with the
provision)
Suggestion (Suggested
deletion/amendment/ addition)
GIBB responses
Municipal response:
“Old Place landfill site is still operational and
as such, no rehabilitation action has ensued.
The decommissioning license however only
requires decommissioning to have
commenced by 15 January 2020. The KLM
needs to be identify an alternative site for
green waste management before Old Place
can close”.
Page 22, 4. Waste management
performance review, 4.1 Implementation of
2014 Integrated Waste Management Plan,
Table 15: Implementation status of the 2014
IWMP targets, 9.4 Knysna Transfer Station,
The sentence reads” 9.4.1 Install a
weighbridge – cost estimates include
installation of a weighbridge as well as a
monitoring hut”.
Municipal Response:
No weighbridge has been installed at this
facility. However, waste leaving the Knysna
transfer station is recorded at PetroSA
landfill site.
As no weigh bridge is currently available at
the Knysna Transfer station, is the waste
calculator developed by DEA&DP used for
data collection, as waste is recorded at
PetroSA landfill site?
This form of data collection, would also assist
the municipality with data collection on
waste generation.
The waste calculator system is not currently used at
the transfer station. Waste which is transported from
the transfer station to the PetroSA landfill site is
recorded upon entrance of the PetroSA site.
Page 23, 4 Waste Management Performance
Review, 4.2 Progress towards compliance
with the National Waste Management
Strategy Goals, Table 16: National Waste
Management Strategy Objectives, Goal 1:
Promote waste minimisation, re-use,
recycling and recovery of waste, Targets for
2016:
The 1st target reads ”25% of recyclables
diverted from landfill sites for re-use,
recycling or recovery”.
The municipal response:
“Based on data provided by KLM, only 5.2%
of domestic waste is diverted from landfill
for recycling”.
Check with Alet
Page 23, 4 Waste Management Performance
Review, 4.2 Progress towards compliance
with the National Waste Management
Strategy Goals, Table 16: National Waste
The 1st bullet indicate that “95% of urban
households and 75% of rural households
have excess to adequate levels of waste
collection services”
Please provide the necessary calculations to
substantiate the % achieved.
Based on the Stats SA 2016 Community Survey data,
97.3% of households have access to a basic refuse
removal service which includes communal refuse
dumps. This figures has therefore been amended to
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Comment (State why the statement is not
supported or what the problem is with the
provision)
Suggestion (Suggested
deletion/amendment/ addition)
GIBB responses
Management Strategy Objectives, Goal 2:
Ensure the effective and efficient delivery of
waste services, Targets for 2016: Bullet 1
KLM response to this target was:
“93.1% of households have access to a basic
refuse removal service (kerbside collection
or a communal collection point)”.
“The Old Place landfill site is licensed
(garden waste disposal) as is the PetroSA
landfill site (domestic waste disposal)”.
from 93.1% (only kerbside weekly collection) to 97.3%.
The 97.3% is made up from:
93.1% - weekly kerbside collection
2.9% kerbside collection – less frequently
1.0% - communal refuse dump
0.3% – communal container. We have used the
definition of a basic refuse removal service based on
the National Domestic Waste Collection Standards.
A breakdown of the Community Service and Census
data is available in section 6.11 so it is not necessary to
repeat it as an appendix.
Page 23, 4 Waste Management Performance
Review, 4.2 Progress towards compliance
with the National Waste Management
Strategy Goals, Table 16: National Waste
Management Strategy Objectives, Goal 3:
Grow the contribution of the waste sector to
the green economy, Targets for 2016: Bullet
1&2
The 1st & 2nd bullets indicated that:
69,000 new jobs created in the waste sector.
2,600 additional SMEs and cooperatives
participating in waste service delivery and
recycling.
KLM response to this target was:
This is a national target. Nationally 29,833
people employed in the formal waste sector
in 2012 (CSIR, 2012).
The KLLM must indicate the new jobs it
created in the waste sector additional to
those in its approved organogram and not
refer to their filling of vacancies as per their
organogram. Please state or confirm the
municipal contribution and not that of the
national department.
Please note that the municipality must
indicate what type of new jobs it created in
the waste sector
It should also respond to how it assists SME`s
within its municipal jurisdiction.
Updated as follows:
There are 114 positions in the KLM organogram for
waste employees.
The KLM has a contract with a recycling company to
sort the waste collected through the separation at
source programme. Approximately 15 people are
employed by the service provider.
During the peak season an additional 60 people are
employed by the waste management department.
Page 23, 4 Waste Management Performance
Review, 4.2 Progress towards compliance
with the National Waste Management
Strategy Goals, Table 16: National Waste
Management Strategy Objectives, Goal 5:
The 1st & 2nd bullets indicated that:
All municipalities have integrated their
IWMPs with their IDPs, and have met the
targets set in IWMPs
The implementation of the IWMP projects
were not prevalent in the KLM, when the
DEA&DP assessed the IDP submitted to us for
comment.
The need for the IWMP to be incorporated into the IDP
is clearly stated in the document.
Accurate data will be sourced from the weighbridge at
the Garden Route regional landfill site once it becomes
operational. The only landfill site being operated by
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Comment (State why the statement is not
supported or what the problem is with the
provision)
Suggestion (Suggested
deletion/amendment/ addition)
GIBB responses
Achieve integrated waste management
planning, Targets for 2016: Bullet 1&2
All waste management facilities required to
report to SAWIS have waste quantification
systems that report information to WIS
KLLM response were that:
The previous IWMP projects were
incorporated into the KLM IDP
The KLLM met 50.0% of the targets in the
2014 IWMP, a further 37.5% of targets are
underway.
All operational municipal waste
management facilities in the KLM are
reporting to IPWIS.
Reporting to IPWIS is of crucial importance
for both the municipality and province. The
municipality must ensure that it utilize a
quantification system that provide accurate
data instead of estimations as per the
National Waste Information Regulation
provisions.
KLM is the Old Place landfill site. Installation of a
weighbridge at Old Place has been added to the
implementation plan.
Page 23, 4 Waste Management Performance
Review, 4.2 Progress towards Compliance
with the National Waste Management
Strategy Goals, Table 16: NWMS Objectives,
Goal 6, Targets: Bullet 1
The targets for 2016 indicated that:
All municipalities that provide waste
services have conducted full-cost accounting
for waste services and have implemented
cost reflective tariffs
KLM response to these targets:
The KLM is in the process of undertaking a
full cost accounting exercise to determine
the true cost of waste management services.
It is important for the municipality to
undertake such a study in order to determine
the exact cost of the services rendered by the
municipality.
This will allow the municipality to bill all the
stakeholders for the services rendered by the
municipality.
Noted, project 4.1.1 requires a full cost accounting
exercise to be undertaken in 2020.
Page 24, 4 Waste Management Performance
Review, 4.2 Progress towards compliance
with the National Waste Management
Strategy Goals, Table 16: National Waste
Management Strategy Objectives, Goal 7:
Provide measures to remediate
contaminated land, Targets for 2016: Bullet
1&2
Assessment complete for 80% of sites
reported to the contaminated land register
Remediation plans approved for 50% of
confirmed contaminated sites.
KLM response
“The Brenton-on-Sea landfill site
rehabilitation activities have commenced”.
Please be informed it’s important to respond
to the 1st target wrt the contaminated land
register. Does such a register exist within the
municipality?
Yes, the municipality obtained closure
licenses, however it’s important that closure
and rehabilitation plans be compiled and
Project 4.2.1 of the implementation plan requires
rehabilitation plans to be submitted to the
Department.
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Comment (State why the statement is not
supported or what the problem is with the
provision)
Suggestion (Suggested
deletion/amendment/ addition)
GIBB responses
“The Sedgefield landfill site is closed,
however no reports are available to confirm
whether the closure meets legislated
requirements”.
submitted to the regulated authority for
approval and to ensure implementation by
the KLM.
Please indicate how far in the process these
applications are to rehabilitate and close the
landfill facilities.
The KLM must ensure that it establish a
contaminated land register to document all
contaminated land within the municipal
jurisdiction.
Details of closure activities have been added to section
6.16 of the report. Closure activities are also
summarized below.
The Sedgefield landfill site is closed, however no
reports or documentation detailing the closure can be
located. DEA&DP have previously visited the site.
Three monitoring boreholes were installed at the
Brenton-on-Sea landfill site in 2019.
Project 4.2.5 – develop a contaminated land register
has been added to the implementation plan.
Page 24, 4. Waste Management
Performance Review, 4.2 Progress towards
Compliance with the National Waste
Management Strategy Goals, Table 17:
Progress towards compliance with NWMS
action plan, Goal 2; Ensure the effective and
efficient delivery of waste services, Targets
for 2016, Target 1
The 1st target reads as “Develop a
household strategy to address the
contamination of general and household
waste (responsibility DEFF and
municipalities)”.
Municipal response:
“The KLM has not developed a strategy to
manage household hazardous waste (HHW).
DEA&DP is, however in the process of
developing a strategy.”
This sentence is not placed in the correct
context, it is almost as if KLM wants to shift
responsibilities.
DEA&DP have conducted a HHW Status Quo
and are currently compiling a HHW
Management Guideline. Local municipalities
are encouraged to use these reports in order
to formulate HHW management strategies,
specific to their municipal dynamics.
It is the obligation of the KLM to develop a
strategy to manage HHW, the sooner a
strategy has been developed the faster it`s
able to manage and reduce illegal dumping.
Project 2.2.1 has been added to the implementation
plan - Develop a HHW strategy to direct the
management of HHW. The strategy will cover HHW
awareness and solutions for the management of HHW.
Page 24, 4. Waste Management
Performance Review, 4.2 Progress towards
Compliance with the National Waste
Management Strategy Goals, Table 17:
The target reads as “As part of Green
Economy Strategy, implement measures to
support job creation within waste services
collection
The response of the municipality is not
relevant. They should focus on measures that
will support job creation within the
The information in the table has been updated: There
are 114 positions in the KLM organogram for waste
employees. An additional 60 people are employed for
waste serviced during peak times.
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Comment (State why the statement is not
supported or what the problem is with the
provision)
Suggestion (Suggested
deletion/amendment/ addition)
GIBB responses
Progress towards compliance with NWMS
action plan, Goal 3: Grow the contribution
of the waste sector to the green economy,
Target for 2016
The KLM response:
KLM uses an external service provider for
the provision and servicing of skips in some
suburbs.
municipality with specify reference to
“Green” waste jobs.
The KLM has a contract with a recycling company to
sort the waste collected through the separation at
source programme. Approximately 15 people are
employed by the service provider
Page 24, 4. Waste Management
Performance Review, 4.2 Progress towards
Compliance with the National Waste
Management Strategy Goals, Table 17:
Progress towards compliance with NWMS
action plan, Goal 4: Ensure people are
aware of the impact of waste on their
health, well-being and the environment,
Target for 2016
The target reads as “80% of municipalities
running local waste awareness campaigns”
The KLM response:
“KLM undertakes various waste awareness
campaigns including school visits and
handing out flyers and branded materials at
events”.
It is important that the municipality conduct
regular awareness raising campaigns in its
jurisdiction in order to capacitate the
residence on waste various matters and non-
compliance issues.
Additional details of waste awareness campaigns are
included under section 6.17.6.
Project related to improving waste awareness are
included under objective 2 of the implementation plan.
Project include developing an annual waste awareness
calendar and appointing staff to manage awareness
campaigns.
Page 24 & 25, 4. Waste Management
Performance Review, 4.2 Progress towards
Compliance with the National Waste
Management Strategy Goals, Table 17:
Progress towards compliance with NWMS
action plan, Goal 5: Achieve integrated
waste management planning, Target for
2016, bullet 1
The 1st bullet target reads as “Prepare
municipal IWMPs, including indicators and
targets, and integrate with municipal IDPs”.
The KLM response to bullet 1:
“This is the third generation IWMP for KLLM.
It is the intention that this report will be
integrated with the IDP”.
The 2nd bullet target reads as” Municipal
capacity available to sustainably provide
waste management service and to
proactively plan and manage landfill
disposal”.
Response to bullet 1:
“This is the 3rd generation IWMP for KLM. It
is the intention that this report will be
integrated with the IDP”.
It`s important that an IWMP should not be
develop for compliance, but to ensure that
you implement the activities to achieve the
objectives and targets set towards integrated
waste management. This should not just be a
document that collects dust, however it
should be a living document that changes
every year after internal review and
amendments.
Noted. The IWMP must be incorporated into the IDP to
ensure adequate budget is allocated to waste projects.
In addition the KLM are required to undertaken
quarterly performance reviews of the IWMP and
annual updates.
Project 1.2. has been updated to require quarterly
performance reviews of the IWMP.
Page 25, 4. Waste Management
Performance Review, 4.2 Progress towards
Compliance with the National Waste
The target reads as “Train and designate
additional EMIs (DEFF, Provinces,
Municipalities)
Clarification must be obtained if EMI`s
appointed by the GRDM will be able to
perform duties within the KLM.
This section has been updated with the details of EMI’s
in KLM. There are 3 EMI’s in the KLM.
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Comment (State why the statement is not
supported or what the problem is with the
provision)
Suggestion (Suggested
deletion/amendment/ addition)
GIBB responses
Management Strategy Goals, Table 17:
Progress towards compliance with NWMS
action plan, Goal 8: Establish effective
compliance with and enforcement of the
Waste Act, Target for 2016, bullet 1
This should be Goal 7 instead of Goal 8,
please amend
The KLM response:
“The GRDM has two designated EMIs to
enforce the Waste Act. Clarification from the
Western Cape Environmental Law
Enforcement Directorate is being awaited in
this regard”.
If the municipality adopt the GRDM by-law
this can however occur.
Page 32, 6 Situational Analysis, 6.4 Types of
Housing and Access to Services, Table 24:
Household access to refuse services
Free basic services are not indicated under
service delivery.
The plan doesn’t indicate what type of
services are rendered to farms within the
municipal jurisdiction
Indicate percentages of residents with
access to free basic waste collection
services.
Please clarify this and indicate the
percentages for waste removed from farms.
The following has been added to section 6.4 of the
report. A total of 11,627 (44.9%) households are
registered as indigent in KLM (source: KLM IDP 2019-
2020 review).
Page 33, 6 Situational Analysis, 6.5 Local
Economy, Household Income, Table 26:
Average Household Income within HLM
(Census 2011),
Average income ranges are provided, but it
is not indicated over which time unit the
ranges are provided for.
Indicate whether income is depicted per
month/annum.
Income is depicted per annum. The table heading has
been updated.
Page 34, 6. Situational Analysis, 6.6 Waste
Profile, 6.6.1. Domestic Waste Profile, Table
28,
In Table 28 and Figure 17, different waste
types generated within the Municipality are
indicated including “Rest”. It is not clear as
to what waste type this refer to.
Explain what is meant by “Rest” and rather
change the wording to “other”, if this is the
intended meaning.
The categories are taken from the GRDM waste
characterization report. The category ‘rest’ refers to all
the waste that cannot be sorted into the other
categories of waste e.g. dust or hair. An explanation of
what is meant by ‘rest’ has been added to the report.
Page 35, 6. Situational Analysis section 6.6
Waste Profile, 6.6.1. Domestic Waste Profile,
2nd paragraph, 2nd sentence
The sentence reads “Garden refuse, and
construction and demolition waste (C&DW)
may have been under represented in this
study as some members of the KLM public
may have independently transported their
garden refuse to Old Place landfill site and
C&DW directly to the Simola waste facility”.
The study was a snap shot of was generated
by the residence within the municipal
boundaries. If the members were aware of
the site they should have arrange to obtain a
sample from the facility for analysis
Noted.
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Comment (State why the statement is not
supported or what the problem is with the
provision)
Suggestion (Suggested
deletion/amendment/ addition)
GIBB responses
Page 37, 6. Situational Analysis, 6.7 Waste
Generation, 2nd paragraph, 1st bullet
The bullet reads “Not all of the households
in the KLM receive a collection service,
2.1% of households use their own refuse
dumps or another method of refuse
service. The waste from these households
would therefore not reach landfill sites”;
No comment to address.
Page 37, 6 Situational Analysis, 6.7 Waste
Generation; 1st paragraph
The sentence reads: “The KLM does not
collect data on waste generation. Records
are only kept for waste disposal and
recycling. The following records were used
to determine waste generation rates:
SAWIS records.
Only SAWIS and provincial administrator
have access to records on SAWIS.
The writer should not refer to SAWIS as if the
municipality reports directly to SAWIS. In this
statement if the municipality did not report
to IPWIS how will the data get to SAWIS.
Please also make the distinction between
what the municipality reported and what has
been reported by private facilities based in
the local municipality. What is being reported
to SAWIS is what has been extracted from
IPWIS. What is extracted from IPWIS is what
has been captured on IPWIS by the IPWIS
user who in this instance would be the KLM.
The records on SAWIS are available to the public. A
note has been added to inform the reader that IPWIS
records are uploaded to SAWIS.
Page 37, 6 Situational Analysis, 6.7 Waste
Generation, 2nd paragraph, 1st bullet
The sentence read as “
“Not all of the households in the KLM
receive a collection service, 2.1% of
households use their own refuse dumps or
another method of refuse service. The waste
from these households would therefore not
reach landfill sites”.
Please clarify what is meant by “own refuse
dumps or another method of refuse
removal”. Secondly these wastes are
collected as illegally dumped waste and
disposed at a landfill site, if not this matter
should be attended to as a matter of
urgency
This could imply that the residence is
dumping waste illegally, so please clarify
the content of the sentence.
The categories and data are sourced from Community
Survey 2016 reports for the Western Cape. The
Community Survey does not list “own refuse dumps”
or “another method of refuse disposal” in the
definitions section of the report.
The KLM does clean up illegally dumped waste and
this waste is then taken to landfill. This sentence has
been removed from the report.
If a resident does not have access to kerbside side
collection service, communal refuse dump, communal
collection point and is not using their refuse dump
they must be disposing of their waste. The remaining
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Comment (State why the statement is not
supported or what the problem is with the
provision)
Suggestion (Suggested
deletion/amendment/ addition)
GIBB responses
options are burning of dumping of waste. The use of
the word “imply” in the sentence is to clarify that this
is not a certainty.
Page 37, 6 Situational Analysis, 6.7 Waste
Generation and Disposal, 3rd paragraph, 1st
sentence
The sentence read as “The below data is
sourced from landfills site disposal records
….”
Please rephrased the sentence to read as
“The data on page 46, illustrated in Table
29, is sourced from landfill site disposal
records …”.
Corrected to reference table 29.
Page 40, 6. Situational Analysis, 6.7 Waste
Generation, 6.7.2 Business and Industrial
Waste Generation
Is there any indication whether the industry
waste collected by the municipality is
hazardous on the municipality’s records or
the generator’s records?
Municipality to indicate whether industry
waste is hazardous.
The KLM does not collect hazardous waste from
industry.
Page 40, 6. Situational Analysis, 6.7 Waste
Generation, 6.7.2 Business and Industrial
Waste Generation, 2nd paragraph, 1st
sentence
The sentence reads “There is only one data
entry for business and industrial waste
within the KLM on the IPWIS records
provided”.
The KLM should keep a database of
businesses operating within the municipal
area, as this will allow the municipality to
keep track of what waste is generated in their
area and how much is generated if possible.
Project 1.1.7 has been added to the implementation
plan:
Assist the GRDM in the registration of business and
industry in the KLM on the GRWMIS. This will assist in
determining the type and quantities of waste
generated by business and industry
As the GRDM already has by-laws and a waste
information system in place it is not recommended
that Knysna develop their on waste information
system to track waste generated by business and
industry. The KLM should however, assist GRDM to
identify business and industry in the KLM.
Page 40, 6 Situational Analysis, 6.8 Waste
Generation Rates, 6.8.3 Hazardous Waste
Survey Results, 1st paragraph, 2nd sentence
The sentence read as “There are still some
questionnaires outstanding and it is
anticipated that the data will be updated
several times before the IWMP is finalised”.
Please ensure that the Draft IWMP is
updated when the data is received.
Updated.
Page 42, 6.9.1 South Africa Waste
Information System, Table 34; SAWIS waste
disposal records for KLM (data source,
SAWIS, accessed on 12/05/2019)
Only SAWIS and provincial administrator
have access to records on SAWIS.
Please confirm the source of information SAWIS records are publically available.
http://sawic.environment.gov.za/index.php?menu=15
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Comment (State why the statement is not
supported or what the problem is with the
provision)
Suggestion (Suggested
deletion/amendment/ addition)
GIBB responses
Page 43, Section 6. Situational Analysis
section 6.11 Waste Services
The number of registered indigent
households is provided in the draft IWMP
but there is no information on the provision
of free basic services to the indigent.
The Municipality needs to indicate the
provision of free basic services to the
indigent.
The number of households receiving a free basic
service has been added.
Page 44, 6. Situational Analysis, 6.11 Waste
Services, 2nd paragraph, 3rd sentence,
The sentence reads ”Households in
outlying/ rural areas do not receive a weekly
collection service”.
The Municipality needs to indicate if any
other service is provided to these areas or
how the community disposes of their waste.
The section has been updated. Residents living on
farms and in outlying areas can place their refuse along
road roads for collection by municipal trucks.
Page 44, 6. Situational Analysis, 6.11. Waste
Services, Table 38: Waste provision per area
within the municipality
The Municipality does not clearly state how
waste is being managed in informal areas.
It is suggested that the Municipality indicates
how waste is currently being managed in
informal settlements and what is planned to
manage illegal dumping in these areas,
where it is most prevalent.
The IWMP has been updated as follows: Informal
settlements which are accessible to refuse trucks are
serviced on a weekly collection service. Areas which
are not easily accessible are provided with skips or
770L wheelie bins.
Page 46, 6 situational Analysis, 6.13 Waste
Recycling, 1st paragraph, 2nd sentence
The sentence reads “The 2017 WCIWMP
sets a target of 20% diversion rate of
recyclables by 2019”.
Note: This diversion target, although
included in the Western Cape, IWMP, is a
national target as indicated in the National
MTSF Outcome 10 target.
The paragraph has been amended to also refer to the
MTSF.
Page 46, 6. Situational Analysis, 6.13 Waste
Recycling, Section 6.13.1 Separation at
Source
It is not clear how the commercial and other
businesses within the municipalities manage
their waste. Waste recycling information
within the commercial and business industry
is omitted, why?
It is suggested that the Municipality indicates
if and how separation at source will be
expanded to other areas in the municipality.
Also indicate if business and commercial
waste will be included in any recycling plans
of the KLM.
At present the separation at source programme is in
place in all areas of Knysna except the Northern Areas.
The KLM intends to launch recycling programme with
taverns and schools in the Northern Areas to
encourage recycling.
Page 47, 6 Situational Analysis, 6.7 Waste
Generation, 6.7.1 Waste Records, Table 30:
Recyclables collected through the clear bag
system per month
The word in 1st column reads “Moth”
Incorrect spelling in column 1 of Table 30.
Please amend accordingly. It should read as
“Month” instead of “Moth”
Corrected.
Page 47, 6. Situational Analysis, 6.13 Waste
Recycling, 6.13.1 Separation at Source
3rd paragraph
The sentence reads “The service provided
noted that there is considerable mixing and
contamination within the bags.”
Since this is the case, the KLM or the private
recycler or both should seriously invest in
awareness with the communities that are in
the existing programme.
Noted, the current contract with the service provider
excludes awareness. The KLM undertaken awareness
programme.
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Also, if there is to be a rollout, awareness
before the distribution of bags to
communities are advisable and
recommended for higher participation rates
and less contaminated materials.
The KLM also does not distribute clear bags to
residents. The bags are however available for
collection from municipal offices.
Page 48, 6.13 Waste Recycling, 6.13.3
Recycling Drop off Facilities
The sentence reads “There are no dedicated
municipal recycling drop-off facilities for
general waste within the KLM”.
The KLM should focus on developing informal
drop offs for their communities as a start.
This will contribute to diversion data that
KLM can provide to IPWIS.
Refer to project 5.1.3 Develop recycling drop-off
facilities in low income areas
Page 48, 6. Situational Analysis, 6.13 Waste
Recycling, 6.13.4 In-House Municipal
Recycling, 1st paragraph, 2nd sentence
The recyclables are removed by a service
provider. The service provider does not
currently provide records of the types and
volumes of recyclables collected through
this system.
The service provider should be encouraged
to record the volumes and types of waste
collected from the recycling program. The
municipality must amend its contract with
the service provider to ensure they submit
data of the quantities removed from the KLM
Project 5.1.4 has been added to the implementation
plan - The service provider who collected recyclables
from KLM offices must report tonnages to the
municipality on a monthly basis so the success of the
project can be tracked.
Page 49, 6. Situational Analysis, 6.13 Waste
Recycling, Section, 6.13.6 Opportunities
within the Waste Recycling Industry.
(a) Generation of revenue by KLM for recycling,
2nd paragraph
(b) Opportunities to support enterprise
development in the recycling industry, 1st
paragraph, 1st and second sentence
The sentence reads “The premises used by
the service provider is too small to manage
the volume of waste collected through the
two-bag system. Recyclables are stockpiled
outside the waste recycling facility which
results in some windblown litter and
complaints from surrounding businesses”.
“The KLM has a relatively low recycling rate
(5.2%). This may be due to the lack of
awareness and recycling information
available to the public, the availability of
resources (such as clear bags) to participate
in recycling and the lack of service delivery
in some areas which results in in illegal
The municipality is requested to conduct
awareness training with the service provider
to limit the windblown litter. Stockpiling of
waste is also only allowed for a limited time
at a facility and the turnaround time to
transfer the recyclables would need to be
investigated.
Improve the waste management service
delivery including awareness campaigns to
increase the recycling rate and avoid illegal
dumping. The KLM must consider paying an
incentive to the recycler for saving of landfill
airspace relative to the cost associated if they
The appointment of a service provider to manage the
recycling programme, who would be responsible for
provision of bags, collection of recyclables, sorting of
recyclables, securing a market for recyclables and
undertaking of waste awareness campaigns is planned
for the 2020/2021 financial year provided that budget
is available.
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dump sites and no real opportunity for
separation at source.”
should pay gate fees for disposal of these
tonnages.
Page 49, 6. Situational Analysis, 6.13.6
Opportunities within the Waste Recycling
Industry: (a) Generation of revenue by KLM
for recycling, 2nd paragraph, 2nd sentence,
The stockpiling of recyclables that have
created a nuisance for surrounding
businesses needs to be addressed by the
Municipality and the service provider.
The Municipality needs to look for a bigger
facility to accommodate the volume of
recyclables collected through the two-bag
system.
Refer to project 7.1.2 the KLM has identified the need
for an integrated waste management facility which
would include a transfer and a MRF.
Page 52, 6. Situational Analysis, 6.15 Organic
Waste Management, 6.15.1 Composting
With no municipal composting facility and
only a home composting pilot running, the
municipality must attempt to link with local
contractors to assist in meeting the Western
Cape Organic Waste Diversion target. More
can be done with businesses within the
organic waste generation space.
“At present the KLM does not have facilities
in place to meet either the national or
provincial target.”
Consider the implementation of methods to
divert organic waste from landfill site as set
by the provincial targets which is to divert at
least 50% of organic waste from the landfill
site by 2022 and 100% by 2027.
Consider linkages with the larger food
outlets, event organisers, malls, restaurants,
hotels, etc. to communicate these targets
and initiate an intervention that could assist
them in diverting waste from KLMs waste
facilities.
Promote the redistribution of edible foods
within these facilities where possible.
Refer to projects under objective 5.2 of the
implementation plan.
At present the KLM does not have a composting facility
to divert organic waste to. Once a composting facility
is set up the KLM can consider issuing malls,
restaurants and hotels with organic waste bins.
Awareness campaigns will be required to prevent non-
organic waste from being disposed of in these bins.
Page 52, 6 Situational Analysis, 6.15 Organic
Waste Management, 1st paragraph
The IWMP states that the KLM disposes the
majority of green waste generated within
the KLM at Old Place.
As indicated in 6.15.2 Legal Drivers for the
Development of Composting Facilities the
KLM must incorporate the Provincial
diversion targets set for Organic Waste, 50 %
by 2022 and 100% by 2027 in this IWMP with
implementable projects in order to meet
these targets.
It is recommended that the Municipality
investigate beneficiation opportunities that
Refer to the project under objective 5.2 of the
implementation plan.
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will assist in diverting garden waste from
landfill sites.
Page 55, 6 Situation Analysis, 6.16 Waste
Management Facilities, 6.16.1 Regional
Landfill Site
The sentence reads “The GRDM is in the
process of developing a regional landfill site.
The landfill site will accept waste from all of
the local municipalities in the GRDM with
the exception of the Oudtshoorn Local
Municipality (OLM)”.
It is important to mention that Kannaland
Municipality also will not partake in the
regional concept, due to cost and distances.
Added.
Page 56, 6 Situational Analysis, 6.16.2 Waste
Management Facilities, Table 43: Old Place
Landfill Site Profile, Anticipated closure date
The sentence reads
“Closure license issued – decommissioning
to have commenced before 15 January
2020”
Did the municipality initiate the closure
process yet, if they indicate that it will
commence before 15 January 2020?
An amendment to the license of Old Place to extend
the validity of the license was submitted to DEA&DP in
November 2019.
Page 56, 6 Situational Analysis, 6.16.2 Waste
Management Facilities, Table 43: Old Place
Landfill Site Profile, Anticipated closure date
Numerous non-compliances are identified
under the Old Place Landfill Site Profile viz;
no fence, no cover material, informal
reclaimers etc.
Due the non-compliance issued the KLM
must institute corrective measures to
address these nob-compliances. The revised
IWMP should address these challenges by
means of set targets.
A project has been added to fence Old Place landfill.
In terms of cover material as the site only accepts
garden waste it is recommended that KLM engage with
DEA&DP to determine if covering of waste is necessary
and amend the license accordingly
Page 56, 6 Situational Analysis, 6.16.2 Waste
Management Facilities, (b) Simola
Construction and Demolition Waste Site
The sentence reads “The Simola C&DW site
is a privately owned and operated facility
which accepts construction and demolition
waste”.
It is important that the KLM obtain the
tonnages of waste diverted from the landfills
within KLM due to it being disposed at their
facility.
Refer to project 1.1.8 of the implementation plan.
Page 62, 6 Situational Analysis, 6.16.2 Waste
Management Facilities, Table 46: Sedgefield
Landfill Site Profile, Challenges
The municipality must obtain the closure
license and drill the necessary boreholes to
monitor for any possible leachate generation
from the rehabilitated site. .
Refer to section 6.1.3.1 of the implementation plan.
Page 62, 6 Situational Analysis, 6.16.2 Waste
Management Facilities, Table 47: Sedgefield
Drop-off Centre Profile,
Challenges at the facility The KLM must identify actions within the
revised IWMP to address these challenges as
indicated on page 65.
Refer to section 6.1.3.1 of the implementation plan.
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Page 67, 6 Situational Analysis, 6.16.2 Waste
Management Facilities, Table 48: Knysna
Transfer Station Profile, Challenges
The sentence reads “The facility is not
owned by KLM and is leased from Transnet”.
The sentence should read as “The facility is
not owned by Transnet and is leased by the
KLM;
It has been confirmed with the WMO that the transfer
station is owned by Transnet and the KLM leases it.
Page 69, 6. Situational Analysis, 6.17 Other
Waste Management Services, 6.17.5
Removal of Illegal Dumping, 1st paragraph,
1st sentence
The sentence reads “Illegal dumping of
waste occurs in open spaces across the KLM.
“
Skips alone cannot solve the problem of
illegal dumping and often illegal dumping
The use of awareness campaigns to assist
with illegal dumping is a start. Alternatively,
DEA&DP can be contacted to provide
assistance through the illegal dumping task
team and work with the municipality to
finding a solution.
Noted. KLM can engage with DEA&DPs illegal dumping
task team.
Project 2.3.2 of the implementation plan I replaced to
awareness campaigns
Objective 6.3 of the implementation plan is related to
updating and enforcement of by-laws.
Page 70, 6. Situational Analysis, 6.17 Other
Waste Management Services, 6.17.6 Waste
Awareness Campaigns
The sentence reads “The KLM undertakes
regular waste awareness campaigns which
include visits to school and collaborative
efforts with other municipal departments’.
The Municipality needs to indicate whether
these campaigns are still ongoing and will be
implemented even in the next 5 years
Refer to objective 2.3 in the implementation plan. The
KLM must continue awareness campaigns.
Page 72, 6 Situational Analysis, 6.16 Waste
Management Facilities, 6.17.4 Removal of
illegal Dumping,
The municipality must provide the cost
implications for the removal of the illegally
dumped waste within its jurisdiction.
The cost can be used in their awareness
raising as “wastage” of public funds which
could be applied for other municipal services.
Refer to section 6.17.5 - The KLM spends
approximately R1.5 million per annum addressing
illegal dumping of waste.
Page 72, 6. Situational Analysis, 6.17 Other
Waste Management Services, 6.17.7
Western Cape Awareness Strategy
In this section, the KLM addresses the
Western Cape Awareness Strategy mainly
and then continues to include the gaps
mentioned in the document for the Garden
Route District Municipality. However, no
further detail is provided on how KLM will
play a role in minimising these gaps.
This section serves only as information on the
Western Cape Awareness Strategy. It lacks a
clear way forward on what the municipality
will be doing.
Consider KLMs role in addressing the gaps
mentioned in the Western Cape Awareness
Strategy.
A summary of the projects identified in the
implementation plan has been added to this section of
report.
Page 73, 6. Situational Analysis, 6.19 Waste
Management Fleet
The sentence reads “The waste
management fleet is managed by the
Please ensure that the municipality provide
the data in order to provide a detailed
breakdown of the municipal fleet.
Details of the fleet including the year of registration
have been added to the document.
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municipal fleet management. Data on the
waste management fleet is pending”.
It would be good to obtain the service
records seeing that servicing of the fleet is
conducted by the municipality. What
happen with the hazardous waste materials
generated during the servicing process of
these fleet?
Page 74, 6 Situational Analysis, 6.22
Institutional Management, 6.21.1 Waste
Management Officer
The sentence states “Mr Bower is the
Waste Management Officer at the KLM and
is also the designated Waste Management
Officer (WMO) in terms of the Waste Act”.
The municipality must designate in writing a
waste management officer from its
administration within its middle to senior
management level to be responsible for
coordinating matters pertaining to waste
management within the municipality as set-
out in the DEA (DEFF) guideline. According
to our records Mr R Bouer has not yet been
designated by the Council.
The IWMP has been corrected. Mr Randall Bower is
not yet designated as a WMO.
The item to designate Mr Bower as the WMO was
served at the Section 80 meeting on 11 February
2020. Mr Bower is awaiting council approval prior to
undertaking the designation in terms of the Waste
Act.
Page 76, 6 Situational Analysis, 6.22 Financial
Management, 6.22.1 Waste Management
Budget
Detailed operational and capital costs are
not provided.
The following must be provided:
Detailed breakdown of current operational
and capital budget.
Detailed breakdown of current operational
and capital expenditure (to include provision
for closure and rehabilitation of waste
disposal facilities)
Free basic services
A summary of the budget has been added to section
6.22 the full budget is available in Appendix B.
Page 78, 6 Situational Analysis, 6.23
Institutional Framework, 6.23.1 Provincial
Waste Management Forum
Please note that the GRD Waste
Management Forum should also be attended
by the municipal officials as it discusses waste
management matters relevant to the district
The KLM does attend GRDM waste management
forums. Details of the forum has been added to the
report.
Page 79, 6. Situational Analysis, 6.25 Future
Residential Developments
The municipality provides information on
how waste will be dealt with in “future
residential developments”.
Does “future residential developments”
include the informal developments? What
Future unplanned informal areas will be serviced using
the same approach as for current informal
settlements. Areas which are accessible to trucks will
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are the plans for future informal areas that
may be established?
be serviced using a weekly kerbside collection. Areas
which are not accessible to trucks will be provided with
skip bins.
Page 80, Way Forward for Waste
Management Facilities, Table 55: Way
forward for waste management facilities
within the KLM, Waste Management
Facility, Old Place Landfill Site
The Knysna LM has applied for an extension
in the commencement for decommissioning
of the Old Place WDF on 21 November 2019.
This should be incorporated throughout the
document.
Noted, this has been updated in the document.
Page 80, Way Forward for Waste
Management Facilities, Table 55: Way
forward for waste management facilities
within the KLM, Waste Management Facility,
Brenton-on-Sea Landfill Site
The sentence reads
“Decommissioning activities are set to
commence by no later than the 10
December 2019”.
Concrete actions must be set out in the 3rd
Generation IWMP as the decommissioning of
this facility which should have been initiated
before 10 December 2019.
Has adequate funding has been set aside for
this activity.
Knysna municipality recently installed monitoring
boreholes at Brenton-on-Sea. A budget of R5.4 has
been allocated in the IWMP for closure of the site.
Page 81, 7 Gaps and Needs Assessment, 8.1
Gaps and Needs Identified in the 2014 IWMP,
Table 56: Gaps identified in the 2014 IWMP,
3 Collection fleet – age, condition aesthetics,
type, 2nd bullet
The bullet reads “Some vehicles are likely
operating beyond their effective lifetimes.
These vehicles need to be evaluated to
ensure that they are still cost effective and
efficient. If not, they need to be replaced”.
The normal lifespan for waste vehicles are
normally between 8-10 year, thereafter they
should be replaced in order for it not to
become a mechanical burden for the
municipality.
Noted. Project 4.3.2 requires all vehicles over 8 years
old to be replaced.
Page 82, 7 Gaps and Needs Assessment, 8.1
Gaps and Needs Identified in the 2014 IWMP,
Table 56: Gaps identified in the 2014 IWMP,
6 Legislation, 2nd bullet
The KLM mentioned that its by-laws don’t
make provision for registering and reporting
of waste generators within the boundaries
of the KLM.
The municipality may revoke its existing by-
law which do not provide for the necessary
provisions to address these concerns,
however it can adopt in-part or the entire
GRDM by-law to address its shortcomings.
Noted, refer to project 6.3.1 of the implementation
plan.
Page 83, 7 Gaps and Needs Assessment, 8.2
Gaps and Needs Identified in 2019, Table 57:
Waste Management Gaps and Needs, 2
Waste Recycling, 1st & 2nd bullet
The bullets read:
The NWMS, 2011 sets a target of 25%
diversion rate of recyclables by 2016.
The draft 2018 NMWS sets a target of 50%
diversion of waste by 2023 and 80%
diversion by 2028.
In order for the KLM to increase the recycling
rate, active awareness raising must be done
to create a culture of recycling. The
municipality must ensure that its By-laws are
amended to incorporated recycling targets,
registration and reporting of waste
generators within the KLM.
Project 6.1.1 of the implementation plan has been
amended as follows:
Review the KLM Integrated Waste Management by-
laws (2014) and make provision for a fining schedule
and to include requirements for recycling and
registration of waste generators in the KLM with the
GRWMIS.
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Gaps:
Only 5.2% of domestic, commercial and
industrial waste generated in the KLM is
recycled
The KLM must look at possible incentives to
motivate residence to recycle e.g. decrease
the rates.
Page 88, 7 Gaps and Needs Assessment, 8.2
Gaps and Needs Identified in 2019, Table 57:
Waste Management Gaps and Needs, 11
Future Planning, Needs, 1st & 2nd bullet
The bullets read:
Undertake a waste masterplan to identify
sites for new waste facilities.
KLM is to consider an IWMF.
The KLM must take cognizance that this is an
environmental sensitive area and that the
identification of waste management facilities
will be problematic.
Noted. A lack of municipal owned land is also a
concern. The waste masterplan should also include a
high level environmental screening to avoid
environmentally or socially sensitive areas.
Page 92, 9 Goals, Objectives and Assessment
of Alternatives, 9.3 Objectives and
Alternatives for Knysna Municipality, Table
60: KLM waste management Objectives and
Targets, Goal 1: Effective waste information
management and reporting, 1.1 Accurate
waste information ……
The actions and targets reads:
1.1.4 All municipal waste facilities are
registered and reporting on the GRWMIS
KLM comment:
There are no feasible alternatives to this
project. The KLM is required in terms of the
GRDM waste management by-laws, to
report on the GRWMIS.
The municipality should register all waste
facilities where waste is being managed in
accordance with Annexure 1 of the South
African Waste Information Regulations that is
operated by the municipality. Upon
completion of registration reporting should
be completed on a monthly basis.
The National Waste Information Regulations
supersedes any regulations or by-laws wrt
registration and reporting of all their waste
management facilities.
Project 1.1.1 of the implementation plan has been
amended as follows:
KLM to ensure all municipal waste management
facilities are registered on the IPWIS system and
continue to report on the IPWIS.
Page 92, 9 Goals, Objectives and Assessment
of Alternatives, 9.2 Objectives and
Alternatives for Knysna Municipality, Table
60: KLM waste management objectives and
targets, Goal 1: Effective waste information
management and reporting, 1.3 Effective
internal management of waste related data
The actions and targets reads:
1.3.2 Develop electronic systems for
effectively capturing and storing waste data,
identified in the above inventory, such that
they are readily available.
Municipal comment:
An alternative to this project could be to
develop a manual filing system. This is not
recommended as information needs to be
readily available in a central location, it
needs to be in a form that it can be
In accordance with National Waste
Information, Section 9 (1) and 2 (a) and (b)
the KLM must retain the information (source
date) for a period of 5 years and it must be
made available to Department on request
The following wording has been added to project 1.1.1
of the implementation plan: All records must be kept
for a minimum period of 5 years and made available to
DEA&DP on request.
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aggregated and analysed, and there is a risk
that hard copy records can be lost.
Page 93, 9 Goals, Objectives and Assessment
of Alternatives, 9.2 Objectives and
Alternatives for Knysna Municipality, Table
60: KLM waste management Objectives and
Targets, Goal 3: 3.1 The Solid Waste
Management Department has sufficient well
capacitated employees to allow for the waste
management function to be actioned
effectively and for the IWMP to be
implemented
The sentence reads:
3.1.3 Implementation of the IWMP to be
added as KPIs to the Waste Manager or
supervisors performance evaluation criteria.
Municipal response:
An alternative could be to not have any KPIs
relating to IWMP implementation but this
risks failure to implement the IWMP.
It is important that the managers except
responsibility to implement the activities
within the IWMP. They should identify some
activities per year to be added as KPA`s and
allocate the necessary funding in their
budgets to implement the objectives and
targets set out in the Council approved
IWMP.
Refer to project 3.1.2 of the implementation plan.
Page 94, 9 Goals, Objectives and Assessment
of Alternatives, 9.2 Objectives and
Alternatives for Knysna Municipality, Table
60: KLM waste management Objectives and
Targets, Goal 5: 5.2 The diversion of organic
waste from landfill is increased,
The sentence reads:
5.2.1 The KLM should roll out the home
composting programme to additional
households.
Municipal response:
Drop-off facilities for food waste could be
added to transfer stations and drop-off
centres, however as food waste
decomposes quickly, these bins would need
to be emptied regularly and at present there
are no municipal composting facilities for
food waste. This is therefore not deemed as
a viable
alternative.
Home composting is to ensure residence take
care of the food waste generated within their
household, so why should the municipality
create food drop-off facilities. This does not
make any sense.
Ensure that residence separate their dry and
wet waste at home and promote home
composting practices, and the creation of
food gardens.
The provision of drop-off facilities is included as an
alternative to home composting. Please check the
wording of the statement
however as food waste decomposes quickly, these bins
would need to be emptied regularly and at present
there are no municipal composting facilities for food
waste. This is therefore not deemed as a viable
alternative.
Page 94, 9 Goals, Objectives and Assessment
of Alternatives, 9.2 Objectives and
Alternatives for Knysna Municipality, Table
60: KLM waste management Objectives and
Targets, Goal 6: 6.1 Littering and illegal
The sentence reads:
6.1.2 Appoint a waste ranger to enforce the
by-laws.
Municipal response:
The KLM don’t need to identify one person
within the traffic department to perform the
peace officer functions, however they
should designate these functions to all
This is the assessment of alternatives section.
One could also look to designate one of the current
traffic peace officers to focus on waste, however this
would reduce the capacity in the traffic department,
which is not preferable.
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dumping is reduced and the by-laws related
to waste management issues are enforced.
.
An alternative to this project would be to
add the waste ranger function to existing
employee’s functions. There is a risk that
employees may not have capacity to
undertake this role in addition to their
existing roles. One could also look to
designate one of the current traffic peace
officers to focus on waste, however this
would reduce the capacity in the traffic
department, which is not preferable.
municipal officials performing regulatory
functions.
This table identified various alternatives and assesses
which is the preferred. The preferred alternatives are
then taken forwards as projects in the
implementation plan.
Page 95, 9 Goals, Objectives and Assessment
of Alternatives, 9.2 Objectives and
Alternatives for Knysna Municipality, Table
60: KLM waste management Objectives and
Targets, Goal 6: 6.2 All waste facilities are
operated in accordance with their licenses
and licensed are obtained for unlicensed
facilities
The sentence reads:
6.2.4 All waste facilities to be audited
internally and externally at the frequency
specified in their waste management license
or registration
Municipal response:
There is no alternative to this project.
Internal and external audits are required by
the waste management licenses.
The KLM must ensure that internal and
external audits conducted in compliance
with the authorisations must be submitted
to the competent authority (DEA&DP).
Refer to project 6.1.1 of the implementation plan.
Page 96, 10 Implementation Plan, Table 61:
Implementation Plan, Goal 1: Effective waste
information management and reporting,
Objective 1.1 Accurate waste information
collected through GRWMIS,
The action reads:
1.1.4 All municipal waste facilities are
registered and reporting on the GRWMIS
Why should the municipality entertain
double reporting? They are required to
report to IPWIS by the National Waste
Information Regulations, so as the KLM have
excess to IPWIS this data can be only be
provided to GWIS if required.
The GRDM waste management by-laws which are
gazette require local municipalities to report to
GRWMIS. The long term aim is for the GRWMIS and
IPWIS to be integrated to avoid double reporting.
Page 97, 11 Monitoring, Last paragraph
The sentence reads:
A full review of the IWMP should be
undertaken in 2025, however intermediate
reviews may also be required if the status
quo of waste management changes
significantly before 2025.
The municipality must conduct yearly
reviews which must be forwarded to the
DEA&DP and they may review the plan
yearly look at the financial feasibility of the
identified actions.
Refer to project 1.2.1 – this project required quarterly
review of the IWMP to be undertaken.
Page 180 Rev 5/February 2020 Knysna Final IWMP 2020 - 2025
SUMMARY OF PUBLIC COMMENTS RECEIVED ON THE DRAFT INTEGRATED WASTE MANAGEMENT PLAN 2019/20
1. SUBMITTED BY Mr Fred Whatley and Mrs Ronél Whatley 072 266 4246
RELEVANT DEPT/TOPIC Sedgefield recycling facility
COMMENT: The matter concerns the draft IWMP Knysna local municipality. We are experiencing a major crisis with noise pollution 24/7 along the N2 in Sedgefield and this does not originate from traffic on the highway at all. I attach a copy of an open letter written to the Knysna mayor and printed in the local paper on 22/02/2018 which basically puts out the problems with their activities on the premises directly opposite the Whatley home facing them on the N2, erf 1715 Sedgefield This matter has been a horrifying experience for us since 2012 onwards. We have already lodged a complaint with the public protector’s office in George and has been ongoing for 2 years as the Adv landman from the office is not getting co-operation to address our issue. We have pledged now for year (written evidence on file) with the Knysna authorities to remove this abomination. No action has been taken to this we are inundated with cockroaches and flies in our home. Absolutely disgusting. In addition to the lack of pest control we are both on medication in order to get some sleep at night. Please accept our submission in your report as we have been targeted with obscene phone calls and our garden has been vandalised 3 times over the years after calls to the authorities. A copy of the open letter was attached to the submission received via WhatsApp. The main concerns raised in the open letter related to the recycling facility and stockpiling of waste outside the site and vibrations from the recycling centre/ fire station area.
RESPONSE: Response from Knysna local municipality:
The residents stay adjacent to the N2 and can experience noise from vehicles passing by.
The Sedgefield recycling facility is only being used a drop-off centre for the public. Upgrades to the facility will be catered for in the outer financial years of the Municipal budget.
The concern around pests is noted and pest control measures can be put in place.
No vibration is coming from the recycling facility. The facility is only used to sort and temporarily store waste. No equipment such as bailers are used at the facility.
Knysna Local Municipality have appointed an independent consultant to undertake noise monitoring at the facility.
The final report prepared by the consultant has been sent to the Public Protector. A copy of the report can be obtained through the "Access for information" process with the Legal Department of Knysna Local Municipality.
Knysna Local Municipality will also send this complaint onto SANRAL.
2. SUBMITTED BY Alan McVitty on behalf of Classic Rail 082 569 8999 [email protected]
RELEVANT DEPT/TOPIC Investment promotion.
Page 181 Rev 5/February 2020 Knysna Final IWMP 2020 - 2025
COMMENT: BACKGROUND Our project to revive one of the Garden Route’s favourite tourist attractions - the much-loved Outeniqua Choo Tjoe steam train - remains firmly on track. Transnet Freight Rail (TFR) has accepted our business plan, and Transnet is now in the process of awarding us a 20-year concession on the George-Knysna railway line. The projected date for completion of this process is April 2020. BUSINESS CASE Classic Rail’s business case provides for restoring the line in two phases: ● The Knysna-Sedgefield Line to be opened in 2021 for Outeniqua Choo Tjoe services. (This phase includes construction of a steam depot at Sedgefield. Locomotives and carriages will be transported to Sedgefield by road); and ● The remainder of the line (Sedgefield-George) to be opened by late 2022. When the entire line is open, Classic Rail plans to operate both the Outeniqua Choo Tjoe and freight trains between Knysna and George. Cargo for the freight trains will include solid waste from the Knysna and Bitou Municipalities, and logs from the Tsitsikamma region. Classic Rail’s concession will include the use of TFR land along the George-Knysna railway line including stations and sidings. Leases currently in place on TFR land will need to be renegotiated and won’t necessarily be renewed. WASTE BY RAIL SITE The site currently used by Knysna Waste by Rail will be included in the asset transfer for this concession. Our plans for this TFR site include installation of a road to rail freight terminal along the northern boundary (see sketch below), with commercial development along the waterfront on the southern boundary. The current waste transfer station will thus need to be relocated elsewhere in the Knysna jurisdiction. PROPOSED KNYSNA TRANSFER STATION Classic Rail has identified MM ArcLoader road-to-rail technology for the proposed freight terminal, and has conceptualized the NZA Waste Recycling and Transfer Station (based on the Malmesbury system) for the proposed new Knysna Transfer Station (see sketch below). We researched this design so that the technology at the Terminal and the Transfer Station would be compatible. The proposed relocation of the current Knysna Transfer Station would be required only in about 2023, which means that sufficient time is available to plan the best way forward for all parties. CONCLUSION We are grateful for the opportunity to share our vision for the Knysna Integrated Waste Management Plan, and we look forward to further discussions with the relevant authorities in the near future.
RESPONSE: 1. Relocation of the existing Knysna waste transfer station – Knysna Local Municipality will make budgetary provision in the 2020/21 financial year for a waste infrastructure
masterplan for Greater Knysna. The plan will identify possible sites for: - The relocation of the waste transfer station - Drop-off facilities for green waste, builders rubble and recyclable materials - A garden refuse composting site
2. Waste transportation by rail – transport of waste by rail has always been one of the possible options. The existing Knysna waste transfer station is adjacent to the existing rail line and the waste bins in use are compatible with rail carriages. Provision has been made for a rail loop at the Garden Route district municipality regional landfill site, however it has not yet been constructed. The Knysna local municipality Local Economic Development Department recently attended a meeting with Transnet to discuss this issue.
Page 182 Rev 5/February 2020 Knysna Final IWMP 2020 - 2025
A section will be added to the IWMP to discuss the potential to transport waste via rail and a project has been added to the implementation plan of the study related to a feasibility assessment for transport of waste by rail. “Knysna Local Municipality to further engage with Classic Rail regarding the transport of waste by rail”.
Page 183 Rev 5/February 2020 Knysna Final IWMP 2020 - 2025
Page 184 Rev 5/February 2020 Knysna Final IWMP 2020 - 2025
Document Control and Disclaimer
FORM IP180_B
CLIENT : Garden Route District Municipality
PROJECT NAME : Knysna Local Municipality Integrated Waste Management Plan
PROJECT No. : GE38216
TITLE OF DOCUMENT :
Knysna Local Municipality Integrated Waste Management Plan: Situational Analysis
ELECTRONIC LOCATION :
\\plz-cluster\projects\J38216 EN1 KF Garden Route DM IWMP\03_Project Management Plan Design\G_Document Management - Reports\Knysna IWMP\KLM final draft\KLM IWMP draft for PPP KF.docx
Approved By
Project Executive
Reviewed By Prepared By
ORIGINAL NAME Kate Flood
NAME Kate Flood
NAME Lesley Bloy
DATE 22 May 2019
SIGNATURE
SIGNATURE
SIGNATURE
Approved By
Project Executive
Reviewed By Prepared By
ORIGINAL NAME Kate Flood
NAME Kate Flood
NAME Lesley Bloy
DATE 05 August 2019
SIGNATURE
SIGNATURE
SIGNATURE
Approved By
Project Executive
Reviewed By Prepared By
ORIGINAL NAME Kate Flood
NAME Kate Flood
NAME Lesley Bloy
DATE 30 August 2019
SIGNATURE
SIGNATURE
SIGNATURE
Approved By
Project Executive
Reviewed By Prepared By
ORIGINAL NAME Kate Flood
NAME Kate Flood
NAME Lesley Bloy
DATE 06 September 2019
SIGNATURE SIGNATURE SIGNATURE
Page 185 Rev 5/February 2020 Knysna Final IWMP 2020 - 2025
Approved By
Project Executive
Reviewed By Prepared By
ORIGINAL NAME Walter Fyvie
NAME Walter Fyvie
NAME Kate Flood
DATE 05 December 2019
SIGNATURE
SIGNATURE
SIGNATURE
Approved By
Project Executive
Reviewed By Prepared By
ORIGINAL NAME Walter Fyvie
NAME Walter Fyvie
NAME Kate Flood
DATE 21 February 2020
SIGNATURE
SIGNATURE
SIGNATURE
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