RUSTENBURG LOCAL MUNICIPALITY

SUMMARIZED INTEGRATED WASTE MANAGEMENT PLAN

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EXECUTIVE SUMMARY

1. INTRODUCTION

The Rustenburg Local Municipality (RLM) Integrated Waste Management Plan (IWMP) was developed in 2006. This review of the IWMP is prepared to align the Plan with new developments in the South African waste management legislation as well as assess progress to date and chart a way forward.

1.1 Integrated Waste Management Plan

Rapid population growth, urbanization, changes in resource consumption patterns, an urban lifestyle, industrialization and mining has resulted in increased generation of waste in towns and cities. The negative impacts that waste can have on the local environment and the threats to habitats and biodiversity are well understood by local municipalities. To effectively respond to and plan to mitigate these threats, an integrated approach to solid waste management is required to enable municipalities to reduce the overall amount of waste generated and to recover valuable materials for recycling and for the generation of energy.

In South Africa, many municipalities and provinces developed first generation Integrated Waste Management Plans in accordance with the planning strategies first proposed in the White Paper on Integrated Pollution and Waste Management and taken forward in the National Waste Management Strategy (NWMS) (1999). The development of these IWMPs was voluntary and the implementation thereof not enforceable.

With the coming into force of the National Environmental Management: Waste Act (NEWMA) (Act 59 of 2008) in July 2009, the development of IWMPs became a mandatory requirement. Section 4(a)(i) of NEMWA states that each municipality should prepare and submit an IWMP to the relevant MEC for approval. The main aim of integrated waste management (IWM) planning is to optimise waste management by maximising efficiency, and minimising associated environmental impacts and financial costs.

Section 11 of NEMWA mandates the departments responsible for waste management to prepare an IWMP and specifies what the IWMP at a minimum must contain. Overall, the IWMP must identify and address the negative impact of poor waste management practices on health and the environment, and set priorities and objectives for waste management to provide for the implementation of waste minimisation, re-use, recycling and recovery targets and initiatives.

NEMWA, Section 4(a)(ii) requires that municipalities integrate their approved IWMPs into the Integrated Development Plans (IDPs) as contemplated in Chapter 5 of the Municipal Systems Act (Act 32 of 2000). In doing so, this will ensure that waste services are streamlined with other essential basic services such as water and sanitation, housing,

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and

electricity provision. This will also ensure that there is budgetary provision for waste services as well as a share from the equitable share funding allocation.

Municipalities are required to review their IWMPs on a regular basis as part of the monitoring requirements and to track implementation. IWMPS are reviewed every five years in line with the IDP requirements. An additional reviewing mechanism is the preparation of annual performance reports wherein the municipality evaluates its progress and puts in place measures to ensure that it does not lag in terms of meeting goals and targets set out in the implementation plan.

1.2 Scope of Work for Finalisation of the Integrated Waste Management Plan for Rustenburg Local Municipality

In 2006, the Rustenburg Local Municipality developed its first IWMP. Since then there have been several developments in waste management in the RLM as well as in national legislation and policy. These include, amongst others, the coming into force of the Waste Act (Act 59 of 2008) in July 2009 and the release of the National Waste Management Strategy in 2011.

Within the RLM new developments include amongst others, the construction of a new landfill site to be operated on sanitary landfill principles in 2016/2017 and the closure of the old Townlands landfill sites. The contemplation of ring-fencing of the waste unit and possible later establishment of a waste entity and the possible out-sourcing of the entire waste management service and the closure of the Townlands Landfill Site. These and other changes are part of an update to the plan (the IWMP Review) that considers not only of changes to legislative and policy directives, but plots a way forward for the Rustenburg Local Municipality to fulfil its role in a cohesive, integrated and sustainable manner.

1.3 Key Issues in the IWMP

Key Issues of Current Waste Management System

Overall Targets andKey Indicators

Recommendations for Concept Development

Institutional/ organisational set-up Governance and administrative practices

Overall Target: Improvement of efficiency and effectiveness of provision of SWM services Key Indicator: unit cost - cost and performance monitoring data)

Restructuring and re-organisation if the RLM WMU towards a ring-fenced business unit

Management optimisation practices Implementation of HR StrategyOperational optimisation practicesSkills development and capacity buildingPerformance management and monitoring

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FinancingReduction of current costs

Overall Target: Sustainable financing of SWM services

Key Indicator: cost reflective tariffs and financial ring-fencing)

Reduction of labour costsFocussing on core functions and outsourcing of other functionsMoratorium on new appointments (especially re lower level positions)

Securing of budget for additional expenditures (Waterval operation, new cells at Waterval Landfill, closure of landfills etc.)

Imposing gate fees at Waterval Landfill that goes into ring-fenced fund to be used for expenditures of the WMUCooperation with producers/ producer organisations to fund awareness and educationAssessment of possibilities for external funding

Implementation of cost covering tariffs (cost centres, ring fencing, gate fees)

Financial ring-fencing of the WMU

Waste collectionGeneral challenges in service provision (especially for services provided by the RLM WMU itself)

Overall Target: Improvement of waste collection services

Key Indicator: amount of collected waste according to weigh bridge data

Taking over responsibility for provision of waste collection services in entire RLM areaConsolidation of provision of waste collection services by improving performance and cost efficiencyConduction of assessment of internal service delivery vs. outsourced service delivery

Street cleaningServices rely on EPWP and CWP workers (administrational efforts) Overall Target: Improvement

of street cleaningKey Indicator: satisfaction of residents

Street sweeping in CBD shall be done through cooperatives consisting of EPWP workersAreas outside Rustenburg Town shall be done by CWP workers or through cooperatives

Waste transfer and transportCost coverage for transfer and transport Overall Target: Improvement

of logistics for delivery and transport of waste

Key Indicator: total amount of waste delivered through Marikana transfer station according to weigh bridge data

Discuss with Lonmin, whether they can include the operation of Marikana Refuse Transfer Station in their SLPOperation of Marikana Refuse Transfer Station

Options for private waste deliveries Support implementation of drop-off points run by the private sector or cooperatives

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Key Issues of Current Waste Management System

Overall Targets andKey Indicators

Recommendations for Concept Development

Recycling and waste treatmentRecyclables disposed at the landfill sites

Overall Target: Diversion of recyclables from landfill sitesKey Indicator: 25% of recyclables related to amount of overall recyclables in collected waste is diverted

Facilitation of recycling initiatives driven by the private sector (e.g. by providing public space for drop-off points)Investigation of possibilities for cooperation with the private sector for collection of recyclables and green wasteFollow-up on grant funding options for establishing of MRF at Waterval Landfill

High amount of organic waste (garden/ green waste and organic fraction of household waste)

Overall Target: Diversion of organic waste from landfill site Key Indicator: at least one pilot project for organic waste treatment is implemented

Establishing of green waste composting at the Waterval Landfill and implementation of respective tariff mechanismsImplementation of separate collection of food waste (if food waste treatment plant is constructed and operational costs allow)Establishing of centralised biomass pre-treatment facility for food waste at Waterval landfill site (if grant funding is available)

DisposalWaste disposal on different landfills Overall Target: Landfilling of

waste according to legal standardsKey Indicator: Waterval landfill is operated according to license; old landfills are closed and rehabilitated

Effective operation of Waterval landfill;

Funding for landfill closure and rehabilitation (Townlands Landfill, communal landfill sites and old borrow pits)

Closure and rehabilitation of old landfills, dumpsites and borrow pits (after securing funds)

Public participation and awareness raisingPrioritisation of awareness raising measures to be implemented

Overall Target: Increase public awareness and engagement of population with regard to waste management and protection of environment Key Indicator: implementation of communication strategy

Public participation and awareness raising measures to be undertaken in partnership with producers and mines and other relevant stakeholdersUse of social media and SMS broadcasting for awareness raising

Clarification of responsibilities (staff and budget)

Retain position of education and awarenessUse of existing staff and capacity as well as cooperation with staff of other units (in working group)

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1.4 Approach and Methodology

The methodology followed in compiling this IWMP Review was as described below.

1.4.1 Inception Phase

During the Inception Phase, the following key activities were carried out:

A legislative review of relevant prevailing legislation;

Desktop review of existing documentation – this included the existing IWMP, the IDP and review, the SDF, policies of the RLM and any strategic planning documents;

Interviews and engagements with key stakeholders.

1.4.2 Situation Analysis/Status Quo Assessment

The Status Quo Assessment sets the platform for the completion of all subsequent stages of the integrated waste management planning. The review of the status quo or situational analysis gave

A description of the services that are provided, or that are available (serviced and un-serviced areas), for the collection, minimisation, reuse, recycling and recovery, treatment and disposal of waste;

An outline of waste streams from different sources and quantities to be managed as well as assess the current systems in place for their management and the efficacy thereof; and

Report on levels of services provided.

The main objective of the status quo assessment was to collect and document current background information which will served as a realistic and quantitative basis for the further development of the IWMP.

2. SITUATIONAL ANALYSIS

2.1 Description of Project Area

Rustenburg Local Municipality is a local municipality in the Bojanala Platinum District Municipality (BPDM), North West Province, South Africa. According to data provided by Statistics South Africa (Stats SA) Census 2011, it covers an area of 3,423.26 km².

The RLM is well connected to a number of major South African urban centres, including Johannesburg and Tshwane, which are located about 120 km east-southeast from Rustenburg. Smaller urban centres surrounding Rustenburg are Madibeng, Mogale City, Brits, Lichtenburg and Zeerust. The RLM is linked to the surrounding urban centres through an extensive regional road network:

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The N 4 Freeway (or Platinum Corridor) links Rustenburg to Tshwane in the east and Zeerust to the west. The N 4 is a toll road.

The R 24 links the RLM to Pretoria to the east, Johannesburg in the south and the Pilanesberg to the north.

The R 565, the Rustenburg – Sun City road links Rasimone, Luka and Phokeng to Rustenburg.

The R 556 links Pilanesberg to the N 4 east of Marikana.

In addition, there are two interprovincial rail lines crossing the RLM:

One rail line runs from Pretoria, via Brits, to Rustenburg. From Rustenburg it diverts to the north past Sun City and Mogwase to Thabazimbi.

Another rail line runs from east-west through the southern part of the RLM and runs from Johannesburg via Swartruggens (Borolelo) and Koster to Zeerust. This line is also linked to Pretoria via Magaliesburg.

As per the Spatial Development Framework (SDF) of 2010, three administrative bodies operate and have jurisdiction with the RLM, as summarised below:

Administrative tasks and responsibilities within the RLM

Administrative body Tasks and responsibilities

Bojanala Platinum District Municipality (BPDM)

Planning and administration of district-wide infrastructure provision and development matters.

Rustenburg Local Municipality (RLM)

Planning and administration of infrastructure and development located within the boundaries of the RLM, i.e. preparation of all legally required documents for the planning, provision and control of infrastructure and spatial development (e.g. IWMP).

Royal Bafokeng Administration (RBA)

Operates legally within certain parts of the RLM area.Remains a legal entity in its own right, capable of contracting, incurring debts and obligations and owning land. Also fulfils certain local government functions, e.g. providing municipal infrastructure in tribal areas.

The RLM is divided into 45 wards, in which a total number of 68 main places are located.

The economic, social and physical characteristics of the RLM are largely determined by the presence of mining activities. These activities are mainly concentrated along the so-called Bushveld Complex. The mines have shaped the settlement and land-use pattern in the RLM, on the one hand by creating physical barriers between Rustenburg and the settlements located north of the mining belt (e.g. Boitekong) on the other hand by facilitating the development of certain towns (e.g. Luka, Kanana, Thekwane and Photsaneng).

The RLM serves as a gateway to these tourist destinations such as Sun City, Pilanesberg and Madikwe Game Reserves. The mining activities additionally foster businesses providing

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accommodation within the RLM. Most of the accommodation establishments are located in the immediate Rustenburg area.

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Figure 1 Overview map of the RLM

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2.2 Population Development and Forecast

A population and waste forecast was prepared in 2014 considering a planning horizon of 20 years from 2017 to 2036. Stats SA estimates of growth rate statistics as well as an estimation made by the Housing Development Agency (HDA), was used to forecast Rustenburg’s population. It was preferred to use the census data as a census attempts to collect data from everyone, unlike a survey which only collects data from selected respondents. For community level data the census data is more accurate.

In parallel with population growth, the income situation of the Rustenburg population was also taken into consideration. According to the Census 2011, the RLM is the most populous municipality in the North West Province and the sixth most populous municipality in South Africa.

According to this Census, the RLM has a total population of 549,575 people, who are divided into the different population groups, as shown below.

Black African88.5%

Coloured0.9%

Indian/Asian0.8%

White9.4%

Other0.4%

Population groups in the RLM (Census 2011)

The overall population density in the RLM is 161 persons/km².

According to the Census 2011, 266,471 people (about 48 %) are economically active (employed or unemployed but looking for work), and of these, 26.4 % are unemployed. 34.7% of the 142,219 economically active youth (15 – 34 years) in the municipality are unemployed. The distribution of the overall household income is shown below.

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16.8

2.74.1

11.2

17.2

23.1

12.1

7.1

4.0

1.2 0.3 0.200

05

10

15

20

25

Perc

enta

ge [%

]

Income [ZAR]

Overall annual household income in the RLM (Census 2011)

As Rustenburg grows by 2040 it will have to accommodate more than a million inhabitants (IMP, 2014). Formal dwellings are 178 941, with 1 016 traditional dwellings and 76 062 informal dwellings as well as 6 491 other dwellings. Total households according to the Community Survey (Stats SA, 2016) is 262 576, with a household size of 2.4. According to the Integrated Development Plan (IDP) 2012 – 2017, four different settlement types can be distinguished in the RLM, namely formal urban settlements, tribal settlements, rural settlements and informal settlements, as summarised in table below.

Characterisation of different settlement types (according to IDP 2012 – 2017)

Settlement type Description Examples for corresponding

settlement areasFormal Urban Settlement

Formal layout, serviced with a full range of municipal services, settlement households can obtain security of tenure

Rustenburg, Tlhabane, Boitekong, Rankolenyane, Phatsima, Hartbeesfontein, Kroondal, Marikana

Tribal Settlement

Mainly located on Bafokeng tribal land, households living in these settlements are considered Bafokeng citizens, security of tenure through association with tribe, varying levels of service

Phokeng, Kanana, Luka, Chaneng. Tlaseng, Thekwane, Photsaneng

Rural (Traditional) Settlement

Similar in nature to the tribal settlements (re population density and service levels), but not located on Bafokeng tribal land

Modikoe, Bethanie

Informal Settlement

Have mainly developed along the mining belt, lack of security of tenure and lack of basic municipal services (some of the informal settlements are in the process of being upgraded or relocated)

Wonderkoppies, Nkaneng, Zakhele, Popo Molefe, Freedom Park

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It also must be noted that there are a large number of households residing in informal structures in backyards. According to StatsSA, the total number of backyard dwellers (BYD) has doubled between 2001 and 2007. Backyard dwelling numbers have a huge impact on the municipal waste management quality in the municipality.

The Chart below shows the population distribution in the RLM according to settlement type.

Urban68%

Tribal/Traditional30%

Farm2%

Population distribution according to settlement type (Census 2011)

A population forecast has been prepared for the next ten years based on the Census data of 2011 under consideration of the population growth rate and the population distribution of the different income groups. Based on the recorded population development between 2001 and 2011, it is assumed that in the future, the population growth rate will decrease by 0.1 % per year in the RLM.

The anticipated population forecast for the next ten years (2017 – 2026) is summarised in table below: The population is forecasted to rise from 658,134 in 2017 to 807,574 in 2026.

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Detailed population forecast for the RLM (2017 – 2026)

Year

Low Income Middle Income High Income Total PopulationShare Population

SharePopulation

Share Population

Growth rate

[%] [%] [%] [%]

2017 42.3 278,214 48.8 321,114 8.9 58,806 2.8 658,134

2018 41.9 283,138 48.9 330,214 9.3 62,551 2.7 675,903

2019 41.5 287,845 48.9 339,240 9.6 66,391 2.6 693,476

2020 41.1 292,320 49.0 348,173 9.9 70,320 2.5 710,813

2021 40.7 296,550 49.0 356,992 10.2 74,331 2.4 727,873

2022 40.4 300,520 49.1 365,677 10.5 78,417 2.3 744,614

2023 40.0 304,218 49.2 374,205 10.9 82,571 2.2 760,994

2024 39.6 307,633 49.2 382,558 11.2 86,785 2.1 776,976

2025 39.2 310,752 49.3 390,713 11.5 91,051 2.0 792,516

2026 38.8 313,565 49.4 398,650 11.8 95,359 1.9 807,574

2.3 Waste Generation, Waste Composition and Waste Forecast

Based on the population forecast and an assessment of specific waste generation quantities, a comprehensive waste generation forecast for the next ten years has been prepared. The forecast covers household waste, garden waste, commercial and industrial waste. For the household and garden waste generation forecast different waste generation rates for the various settlement areas have been applied as shown below:

Specific waste generation rates for household and garden waste in different settlement areas [kg/cap/d]

Low Income Middle Income High IncomeHousehold Waste 0.35 0.76 1.20

Garden Waste 0.02 0.14 0.30

For the calculation of commercial waste generation, it is assumed that the commercial waste amounts to about 10 % of the household waste. Industrial waste generation is forecast based on the assessment of waste delivery data at Townlands Landfill, which was done in 2014. It is assumed that the industrial waste generation is increasing by 0.5 % per year.

The waste generation forecast for household and garden waste as well as for commercial and industrial waste for the next 10 years is summarised in the Table below:

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Waste generation forecast for the RLM (2017 – 2026)

Year

Household waste Garden waste Total household and garden waste

Total commercial waste

Total industrial waste

Low income

Middle income

High income Subtotal Low

incomeMiddle income

High income Subtotal

[ton/a] [ton/a] [ton/a] [ton/a] [ton/a] [ton/a] [ton/a] [ton/a] [ton/a] [ton/a] [ton/a]

2017 35,542 89,077 25,757 150,376 2,031 16,409 6,439 24,879 175,255 15,474 87,2962018 36,171 91,601 27,397 155,169 2,067 16,874 6,849 25,790 180,959 15,967 87,7332019 36,772 94,105 29,079 159,956 2,101 17,335 7,270 26,706 186,662 16,460 88,1722020 37,344 96,583 30,800 164,727 2,134 17,792 7,700 27,626 192,353 16,951 88,6122021 37,884 99,030 32,557 169,471 2,165 18,242 8,139 28,546 198,017 17,439 89,0562022 38,391 101,439 34,347 174,177 2,194 18,686 8,587 29,467 203,644 17,923 89,5012023 38,864 103,804 36,166 178,834 2,221 19,122 9,042 30,385 209,219 18,403 89,9482024 39,300 106,122 38,012 183,434 2,246 19,549 9,503 31,298 214,732 18,876 90,3982025 39,699 108,384 39,880 187,963 2,268 19,965 9,970 32,203 220,166 19,342 90,8502026 40,058 110,586 41,767 192,411 2,289 20,371 10,442 33,102 225,513 19,800 91,304

Looking at these estimations and the current ability of the Waterval landfill site, it is expected that this landfill will be able to carry the municipal waste for a period of 28 years without the Material Recovery Facility and 45years with waste diversion interventions.

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2.3.1 Waste Collection

The collected household waste amount is calculated based on the number of served population. The number of people receiving waste collection services has been estimated as follows:

Low income areas: 20 %

Middle income areas: 60 %

High income areas: 80 %

Then the collection coverage was projected to increase annually by 1.5 % in high and middle-income areas and by 3.5 % in low income areas. The collection rate for garden waste is fixed at 66 % for the whole planning horizon.

For commercial waste the collection rate is assumed to be 91 % in 2017 with a projected increase of 1 % per year, so that in 2026 100 % of commercial waste is assumed to be collected.

Based on the assumption that especially the mines have organized their waste management themselves (own collection, recycling and treatment as well as disposal), the industrial waste collection rate (for waste collection provided by public services) is presumed to be 50 % with a yearly increase rate of 0.5 %.

The calculated waste collection forecast is summarised in the table below:

Waste collection forecast for the RLM (2017 – 2026)

Years

Collected Household Waste

Collected Commercial Waste

Collected Industrial Waste

Collected Garden Waste

Total Collected Waste

[ton/a] [ton/a] [ton/a] [ton/a] [ton/a]2017 85,316 14,082 43,648 16,420 159,4662018 89,898 14,690 44,305 17,022 165,9142019 94,623 15,308 44,972 17,626 172,5292020 99,489 15,934 45,649 18,233 179,3042021 104,491 16,567 46,336 18,841 186,2342022 109,626 17,206 47,033 19,448 193,3132023 114,888 17,851 47,741 20,054 200,5342024 120,274 18,498 48,459 20,656 207,8882025 125,776 19,149 49,189 21,255 215,3682026 131,387 19,800 49,929 21,847 222,963

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2.3.2 Waste Composition

Based on the result of a waste sorting analysis, conducted by the Consultant in 2014, and the development of waste generation and collection over the next ten years, the average household waste composition is estimated as shown in the Figure below:

Paper & Cardboard

11.1%

Plastics15.1%

Metal2.7%

Glass9.0%

Organic Waste38.0%

Residual Waste17.3%

Inert waste3.8%

Other3.1%

Figure 2 Waste composition in the RLM

3. STATUS-QUO OF SOLID WASTE MANAGEMENT IN RUSTENBURG LOCAL MUNICIPALITY

3.1 Institutional/ Organisational Set-up regarding Solid Waste Management in Rustenburg Local Municipality

The strategic objectives of the SWMU are found in its current Waste Management Policy (WMP) and Integrated Waste Management Plan. The IWMP and Solid Waste Management By-laws of the RLM as promulgated in the Provincial Gazette of 7 June 2016 are the two frameworks through which the WMP must be implemented.

The institutional objectives of the SWMU include:

an optimised organisational structure;

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a culture of good service delivery;

sufficiently skilled, trained and motivated staff; and

a performance management system with Key Performance Indicators (KPIs) for all the key components of the solid waste function.

The realisation of these objectives is aligned with the Municipality’s legal obligations as stipulated in the Local Government: Municipal Systems Act, 2000 (MSA) and its Regulations and the pursuance of a sound and sustainable organisational structure and culture including a regular review of the staff establishment in a manner regulated by legislation and its human resources policies.

An organisational and staff assessment of the SWMU was done to determine the extent to which it is moving towards meeting its stated objectives. In the process, various organisational components were interrogated to obtain a perspective of the factors impacting on the effectiveness and efficiencies of the SWMU. Since the SWMU is from a managerial, administrative, financial, human resources and operational perspective interrelated and co-dependent on many other units within the Council, the assessment also highlighted the status of these components; the interface dynamics and management as well as the culture and climate existing within the organisation.

3.2 Waste Management By-Law

Integrated Waste Management By-law was promulgated on the 07th June 2016 by the North West Provincial Government as per Government Gazette no 6753.

Principles of the Integrated Waste Management Bylaw:

A. The Municipality has the responsibility to ensure that:

All domestic and business waste generated within the municipal area is collected, disposed of or recovered in accordance with this By-law; and

Such collection, disposal or recovery takes account of the waste management hierarchy outlined in subsection (2).

B. The principle underpinning this By-law is the establishment and enablement of

a waste management hierarchy in the following of priority:

Avoidance, minimization and reduction of waste;

Re-use of waste

recycling, reclaiming, recovery, reprocessing and treatment of waste; and

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disposal of waste.

C. An official authorised in terms of this By-law must as is reasonably possible, take the hierarchy specified in subsection 2 into account.

Main Objects of the RLM Waste Management By-law:

(1) The main objects of the By-law are:(a) to regulate the collection, handling, storage, transport, recycling,

treatment and disposal of waste;

(b) to create an enabling environment for the private sector to fulfil their future EPR obligations of materials recovery that is linked to priority wastes and for which they are required to follow a DEA approved industrial waste management plan.

(c) to optimize the existing and future municipal waste collection scheme, handling practices, and public drop off facilities so that they allow for the most efficient recovery of materials;

(d) to regulate the pursuance of an integrated waste management approach;

(e) to regulate the provision of municipal services by a municipal service provider and commercial services by licensed service providers; and

(f) to enhance sustainable development.

(2) In pursuing the main objective of this By-law, the Municipality shall. Within its financial administrative capacity – (a) endeavour to ensure local community involvement in local waste

planning;(b) endeavour to effect and unlock the recovery of materials by

private sector parties as part of their future EPR obligations;(c) endeavour to minimise the consumption of natural resources;(d) promote the recycling and re-use of waste within government,

within the public domain and within the Private sector;(e) encourage separation at source (both at household and private sector) to facilitate and optimise re-use and recycling opportunities;(f) promote the effective resourcing, planning and delivery of

municipal services and commercial services;(g) endeavour to achieve integrated waste management, planning

and services in a local context;(h) Promote and ensure environmentally responsible municipal

services and commercial services;

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(i) endeavour to ensure compliance with the provisions of this By-law.

3.3 Governance Structures and Systems

3.3.1 Human resources

The organisational design & structuring and HR & corporate support management within local government is regulated by several acts, regulations and guidelines as well as internal policies that must be considered, e.g. policies pertaining to recruitment, appointment, placement, standby and overtime, remuneration, performance management, etc. These documents were taken into consideration and in the process, it was found that there are many organisational challenges which have a negative impact on the effectiveness and efficiencies of the SWM Unit and most possibly have the same impact on other departments and units within the RLM. Inter alia these include an incapacitated labour relations section; a local labour forum which is plagued by labour instability; a mal-administered leave system; a non-existent employee assistance programme; lack of an ‘; limited training and lack of a consistent policy to deal with skills development; lack of a sound and consistent organisational policy to deal with the shift system and overtime; recruitment not aligned to the priority needs of the SWMU and non-enforcement of the solid waste management by-laws.

3.3.2 Information and communication technology (ICT)

The RLM has a good waste data management system but it is not utilised due to termination of the services company for financial reasons. Data management is a prerequisite for financial management, performance monitoring and future planning. With the opening of the Waterval Landfill and weighing of all waste deliveries an important data source will be available. Formal Structure and Business Processes

A ring-fenced SWMU and the establishment of a separate Municipal Owned Entity (MOE) have been options mooted by RLM. While ring-fencing is a prerequisite for improving the efficiency of a unit, the establishment of a MOE is a much bigger step where all functions for delivery of waste management services have to be bundled into this entity. The current challenges broadly within the RLM and more specifically in the SWMU, suggest that the necessary organisational readiness for the establishment of a MOE does not currently exist and that it would be more prudent to consider a more realisable organisational structure such as a ring-fenced SWMU to address the existing organisational deficits within the SWMU.

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3.4. WASTE MANAGEMENT ACTIVITIES UNDERTAKEN BY RLM

3.4.1 Waste Collection

Waste collection services are currently provided under the responsibility of the following three different actors:

Rustenburg Local Municipality (SWMU)

Royal Bafokeng Administration

Lonmin Plc – Marikana operations [as part of their Social and Labour Plan (SLP)]

Status quo waste collection in Rustenburg Local Municipality

CBD Rustenburg Town

Remainder of RLM area RBA area Marikana

area

Collector Waste Management Unit

Katlego Baphiring (and sub- contractors)Contracted by RLM

TedcorContracted by RBA and Lonmin

Client/ Monitoring Waste Management Unit RBA Lonmin

Collection mode Daily Weekly Weekly Weekly Weekly

Destination of collected waste Waterval Landfill Impala

LandfillLonmin Landfill

3.4.2 Street Cleaning

Street Cleaning in Rustenburg Town (mainly in the CBD) is provided by EPWP workers. All in all, 150 EPWP workers are assigned to work for and are paid by the Waste Management Unit. An additional 60 EPWP workers are assigned to work for the Waste Management Unit in the taxi rank and are paid by RLM’s Project Management Unit (PMU). This service is provided through two shifts.

In the remainder of the RLM area as well as in the RBA areas, street cleaning is done by Community Work Programme (CWP) workers, who are paid out of the local government budget. Street cleaning is done manually by both the EPWP and the CWP workers who are equipped with waste pliers and plastics.

3.4.3 Waste Transfer and Transport

Currently the collected residual waste is transported directly to the landfill sites, as there are no existing transfer stations in the RLM:

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• Waste collected by the WMU itself or on behalf of and under the supervision of the RLM SWMU, is transported directly to the Waterval Landfill site.

• Waste collected on behalf of and under the supervision of the RBA is transported directly to the Impala landfill.

• Some waste collected on behalf of Lonmin is transported directly to the Lonmin landfill in Mooinooi (outside the RLM, in Madibeng).

3.4.4 Refuse Transfer Station Marikana

A refuse transfer station is currently under construction in Marikana. The land has been provided by Lonmin and the infrastructure costs are being funded through the Municipal Infrastructure Grant (MIG).

The Marikana Refuse Transfer Station is licensed for storage, sorting, shredding, grinding, baling, recovery and transfer of waste, therefore it shall not only serve as a transfer station but also as a buyback centre for recyclables. The Marikana Refuse Transfer Station is designed/ envisaged to serve the Marikana area/ region.

Under the current IWMP there are plans to develop mini-waste transfer stations and drop off sites throughout the nodes as per the SDF. This will ensure that the municipality extends waste management service to even areas where there is no collection but to also reduce operational costs of the unit. These centres will be integrated with recycling facilities to divert waste and encourage green economic activities.

3.4.5 Additional Refuse Transfer Stations in Phokeng and Tsitsing

The original transfer concept for the RLM (as referred to in the 2006 IWMP) had proposed three transfer stations:

• the Marikana Refuse Transfer Station (currently under construction)

• a transfer station in Phokeng,

• a transfer station in Tsitsing

The locations of the transfer stations in Phokeng and Tsitsing are both on land owned by the RBA. To date no lease agreement has been concluded between the RLM administration and the RBA but negotiations are ongoing.

3.4.6 Recycling and Treatment

3.4.6.1. Recycling

Except for recycling, no other waste treatment activities are taking place in the RLM.

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In terms of the recycling activities taking place in the RLM area, both the formal and informal sector are involved. The majority of the waste pickers belong to the informal sector, while most traders and dealers and the users are part of the formal sector.

There are currently 06 recycling companies in the municipality that are diverting about 2000 tonnes of recycled waste per month.

Of these, there are 249 waste pickers operating at the Waterval landfill site that are supported by the municipality and 17 recycling groups operating within the Municipal jurisdiction.

3.4.6.2. Composting

According to the waste analysis, the amount of garden waste is app. 20,000 tons per year. Furthermore, the organic fraction of the household waste is 38% (app. 30,000 tons per year). There are plans to develop waste composting facilities and projects at the planned various drop off centres.

3.4.6.3. Revenues

Tariffs paid by households and businesses are the main source for financing of waste management services. Waterval landfill site is also about to start billing for waste disposal.

4 CONCLUSION

IWMPs are required to be reviewed in their entirety every five years. On an annual basis; when preparing performance reports, additional reviews are carried out to assess progress and put measures in place to ensure that we do not lag in terms of meeting set goals and targets.

The following documents provided a background to this summary IWMP:a) Needs Analysis Reportb) Technical Options Analysisc) Service Delivery Options Analysisd) Service Delivery Service Needs and Options Analysise) Human Resources Strategyf) Value Assessments

Due to the big size of these reports, they can only be accessed at:a) Regional Community Centresb) Librariesc) Waste Management Depot

Waste Management Unit can contacted on 0145903101/3043/3189/3124 for clarity and general enquiries.

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5 SOME OF THE ENVISAGED KEY PROJECTS TO SUPPORT THIS IWMP- Construction of an Indoor Recycling Center (Pilleri II)

- Construction of Strumosa Science, Environmental and Business Centre

- Construction of Waste Drop Off Centres x 5

- Construction of Phokeng Transfer Station

- Construction of Tsitsing Transfer Station

- Construction of Material Recovery Facility at Waterval Landfill Site

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