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NATIONAL WASTE MANAGEMENT STRATEGY PRESENTATION

TO PARLIAMENT-

SALGA’S INPUT ON THE STRATEGY

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Outline

• Typical current waste management practices by municipalities

• Implications of implementation of NWMS to municipalities– Management and administrative capacity– Strengthening leadership and oversight– Financing the strategy

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CURRENT WASTE MANAGEMENT PRACTICE AT LG • Constitutional responsibility of municipalities in i.r.o waste management

services

– Refuse removal, refuse dumps and solid waste disposal (Part B of Schedule 5)

– Cleansing

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Traditional and Constitutional Municipal function

New mandate area

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IMPLICATIONS TO MUNICIPALITIES• Need to build capacity to perform the new mandate area

– Avoid– Reduce– Reuse– Recycle– Treat

• While also improving performance in the Traditional and Constitutional Municipal function area of disposal– Regularisation of waste disposal sites– Extension of collection services to the unreserved– Improve efficiency (optimise organisational and intuitional arrangements and financial

sustainability (appropriate pricing and funding) of operations

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MANAGEMENT AND ADMINISTRATIVE CAPACITY

• Focus should be on the ability of municipalities to perform the function as per the waste hierarchy:

Designation of Waste Management Officers- Waste Management Officers (WMOs) will play an

important role in coordinating waste management matters including implementation of the NWMS in a municipality

- All municipalities are required to designate the WMOs- At the moment there hasn't been a complete database

of municipal WMOs

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DESIGNATION OF WASTE MANAGEMENT OFFICERS CONT-

• SALGA appreciates DEA’s efforts to assist municipalities in the process of designating WMOs- developed a guideline to guide municipalities in collaboration with SALGA

• SALGA is continuing to encourage municipalities to designate WMOs

• It is recommended that over and above the guideline, DEA should assist in strengthening the capacity of municipal WMOs to deal with waste management issues on ongoing basis

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STRENGTHENING LEADERSHIP AND OVERSIGHT

• There is a strong need to empower decision makers/leaders of the local government so that they can actively provide leadership and play an oversight role on the provision of waste management services in accordance with the waste hierarchy

• It will also help in improving the profile of waste services in local government to be on equal footing with other the basic services sectors

• DEA should continue to play a supportive role in this regard (i.e. CIP for all MMCs)

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STRENGTHENING LEADERSHIP AND OVERSIGHT CONT- • It is recommended that DEA- provide a training for technical directors and CFOs of municipalities on

key waste management issues as per the hierarchy and budget implications

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FINANCING THE STRATEGY

• It is important to note that for municipalities to implement the NWMS effectively – at the same time improving performance on the traditional waste service provision , financial resources will be required

• Currently it is unclear as to what it cost municipalities to provide waste management services in compliance with the relevant legislation

• SALGA, in its submission towards finalisation of the NWMS, raised a concern with DEA regarding cost of implementing the Strategy by municipalities, which was not worked out.

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FINANCING THE STRATEGY CONT-

• DEA in response- commissioned a study on developing a model which will assist municipalities in determining the cost of providing waste management in compliance with the relevant legislation

• The outcome of the study will be used:

- to assess as to whether the current allocation for the service is adequate

- to Inform the municipal tariff setting for this service

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CONCLUSION • Parliament note the issues raised by SALGA

• DEA considers these recommendations for effective

implementation of the strategy by municipalities