68343 Government of Punjab ESTABLISHING INTEGRATED SOLID WASTE MANAGEMENT (ISWM) IN THE LARGE CITIES OF PAKISTAN MULTAN (Contract No.7151907) COMPREHENSIVE SCOPE EVALUATION REPORT (CSER) January 2010 (J40252162) Final Report - Part Three GHK Consulting Ltd., City District Government 526 Fulham Road, London SW6 5NR, UK Multan Comprehensive Scope Evaluation Table of Contents Report (CSER) TABLE OF CONTENTS WASTE MANAGEMENT GLOSSARY 11 EXECUTIVE SUMMARY 13 1.0 INTRODUCTION 21 1.1 Introduction 21 1.2 The Scope Analysis Report 21 1.3 Approach to the Project 21 1.4 The Study Area 22 1.5 Key Events 22 2.0 SITUATIONAL ANALYSIS – INSTITUTIONAL AND GOVERNANCE 27 ARRANGEMENTS 2.1 Introduction 27 2.2 Institutional setting 27 2.3 Governance Arrangements 29 2.4 The Cantonment Board Multan (CBM) 29 2.5 Fate of the Local Government System 29 3.0 SITUATIONAL ANALYSIS – HUMAN RESOURCES 33 3.1 Introduction 33 3.2 Management of Solid Waste Department - Resources 33 3.3 HR Resources for Solid Waste Management in Cantonment Area 40 3.4 Conclusions 41 4.0 SITUATIONAL ANALYSIS - TECHNICAL ASPECTS OF SOLID 45 WASTE SYSTEM 4.1 Solid Waste Management in the Punjab 45 4.2 City District of Multan – Background Information 45 4.3 Population of City Multan 47 4.4 Characteristics of Different Zones in the Study area 47 4.5 Zones in Multan City 49 4.6 Sources of Solid Waste and Generation Rates 51 4.7 Composition of Solid Waste 65 4.8 Primary Collection 71 4.9 Secondary Collection 74 4.10 Disposal arrangements 79 4.11 The Non-public and Informal Sectors 80 4.12 Other Issues 81 4.13 Conclusions 81 5.0 SITUATIONAL ANALYSIS – FINANCE 87 5.1 Introduction 87 5.2 Existing Financial Management 87 5.3 Provision for Depreciation 93 5.4 Future Capital Investment 94 5.5 SWM Service Fees 96 5.6 Conclusions 98 6.0 SITUATIONAL ANALYSIS –LEGAL ISSUES 101 6.1 Introduction 101 6.2 Judicial Law and interpretation / Guidance /Constitutional law 101 6.3 Overview of the Legalization, Guidelines and otherInstruments 103 GHK Consulting Limited Page 3 J40252162 Comprehensive Scope Evaluation Table of Contents Report (CSER) 6.4 Pakistan Environmental Protection Act 1997 104 6.5 Other Instruments related to PEPA 106 6.6 Other Federal Legislation 107 6.7 Provincial and local Provisions 107 6.8 City District Government Multan Bye Laws for Solid Waste Management 111 6.9 Conclusions 111 7.0 SITUATIONAL ANALYSIS – MISCELLANEOUS 115 7.1 Introduction 115 7.2 Groundwater resources 115 7.3 Surface water 115 7.4 Health 115 7.5 Environmental issues; 115 7.6 Employment of the most vulnerable 116 7.7 Gender 116 7.8 Political Environment 117 7.9 Conclusions 117 8.0 COMMUNITY INVOLVEMENT 121 8.1 Introduction 121 8.2 Results of Consultation 121 8.3 Interest Levels 121 8.4 Conclusions 121 9.0 MAJOR GAP AND CHANGE ISSUES 125 9.1 Introduction 125 9.2 Institutional and Governance 125 9.3 Human Resources 126 9.4 Technical Aspects of Solid Waste System 127 9.5 Finance 130 9.6 Legal Issues 132 9.7 Miscellaneous Issues 133 9.8 Community Involvement 134 10.0 PRELIMINARY CONCLUSIONS 137 10.1 Introduction 137 10.2 Human Resources 137 10.3 Technical Aspects of Solid Waste System 139 10.4 Finance 142 10.5 Legal Issues 143 10.6 Miscellaneous Issues 144 10.7 Community involvement 144 ANNEXURE Annex 1.1: Minutes of Meetings 147 Annex 3-1: UC - Distribution of Sanitary Workers 179 Annex 4-1: Questionnaire-Group Survey 181 Annex 4-2: Position Paper on Monitoring System by TMAs for State of Cleanliness in City Multan 185 Annex 4-3: Questionnaire –Primary Solid Waste Collection Survey (Private Sector) 187 Annex 4-4: Installed Capacity of Major Industrial Units in Multan District 189 Annex 4-5: Questionnaire: Industrial /Commercial Waste Survey 191 Annex 4-6: Questionnaire –Hospital Waste Management Survey 193 Annex 4-7: Survey Questionnaire: Private Sector’s Actors Involved in Scavenging (Scavenger 199 Groups, NGOs, Brokers, Manufacturers and Trucking Firms) GHK Consulting Limited Page 4 J40252162 Comprehensive Scope Evaluation Table of Contents Report (CSER) Annex 4-8: Surveys and Consultations Photographs 201 Annex 5-1 Ideal Cost Estimation for Solid Waste management Improvements 209 Annex 10-1: HR Proforma (Sample) 211 Annex 10-2A: Job Analysis Proforma (Sample) 213 Annex 10-2B: Job Description Proforma (Sample) 214 TABLES Table 1-1: Population of Towns and Union Councils in Multan City 20 Table 2-1: Towns and Union Councils in District Multan 26 Table 2-2: Departments of Multan City District 27 Table 3-1: Details of Contingent Staff 33 Table 3-2: Employer Function 35 Table 3-3: Monthly Salary of Field Staff 35 Table 3-4: Benevolent Fund Details 36 Table 3-5: Categories of group term insurance 37 Table 3-6: Staff Category 38 Table 3-7: Training Details 39 Table 3-8: Staff Engaged for Solid Waste Management in CBM Area 40 Table 4-1: Population of Different Towns and Union Councils in Multan City 43 Table 4-2: Area, Population and Density of District Multan – by Towns 44 Table 4-3: Housing Patterns of Multan District and City 44 Table 4-4: Commercial / Industrial and other activities in Multan City - by Town 45 Table 4-5: Comparison of waste management characteristics of the proposed operational zones 48 Table 4-6: Sampling Frame of Household Survey in Multan City 50 Table 4-7: Commercial Waste generation by Town 52 Table 4-8: Industrial Clusters and the Industries in Multan City – by Town 53 Table 4-9: Number of Under Construction Houses (New/Old) in Multan City–by Towns 55 Table 4-10: Hospitals and Doctor’s Clinics / Clinical labs in Multan City – by Towns 55 Table 4-11: Number of Cattle Farms and the Milk Animals in Multan City – by Towns 56 Table 4-12: Animals Slaughtered in Recognized/Un-Recognized Slaughterhouses (2007-08) 57 Table 4-13 The Number of Hotels and Restaurants in Multan City – by Towns 58 Table 4-14: Educational Institutions in Multan City 58 Table 4-15: Solid Waste Generation Volumes in Multan City by Type and Towns 60 Table 4-16: Average Composition of Solid Waste in Punjab 62 Table 4-17: Composition of Municipal Solid Waste in the Nine Cities of Punjab 62 Table 4-18: Composition of Solid Waste in Multan 63 Table 4-19: Solid Waste in Different Specialties of Nishter Hospital, Multan - by Type of Waste 65 Table 4-20: Wasted Generated by Slaughter House in Multan 66 Table 4-21: Primary Collection Staff and Equipment in Various Towns 67 Table 4-22: Capacity of Primary Collection Staff for Collection of Municipal waste in Multan 68 Table 4-23: Description of Primary collection vehicles 68 Table 4-24: Primary Collection Vehicles 69 Table 4-25: Capacity for Primary Collection in Multan City – by Towns 69 Table 4-26: Description of Secondary Collection Vehicles 70 Table 4-27: Secondary Collection Vehicles 72 Table 4-28 Volume and Density of Equipment and Vehicles Used for Solid Waste Collection 72 Table 4-29: Allocation of Machinery for Secondary Collection 72 Table 4-30: Capacity of CDGM Vehicles for the Collection of Secondary Waste from Transfer 73 Stations Table 4-31: Official disposal points 74 Table 4-32: Scavengers and Recycling Shops Engaged in Recycling of Waste 76 Table 4-33: Assessment of Sate of Cleanliness 76 Table 5-1: Allocation of Expenditure 85 Table 5-2: Comparison of expenses for different categories of SWM Department CDGM 86 Table 5-3: Expenses for provision of services, Multan Cantonment 86 Table 5-4: Projected budget amounts required to improve the services 86 Table 5-5: Ideal costs of dealing with 1 ton of municipal solid waste with similar system as per 87 existing Table 5-6: Short to medium term Investments 89 GHK Consulting Limited Page 5 J40252162 Comprehensive Scope Evaluation Table of Contents Report (CSER) Table 5-7: Medium to long term Investments 89 Table 5-8: Fee collected - sanitation fee commercial entities and demolition waste 91 Table 7-1: Summary of environmental and social impacts 102 FIGURES Figure 2-1: Organizational Structure of MS Department 29 Figure 3-1: Organizational Structure of SWM Department 33 Figure 3-2: Overall Establishment Details of SWM 34 Figure 3-3: Establishment Details of Contingent Staff 35 Figure 3-4: Breakdown of Establishment Details of SWM 35 Figure 4-1: Geographic Location City District Multan 45 Figure 4-2: Map of City District Multan 46 Figure 4-3: Comparison of the housing stock in each town 48 Figure 4-4: Location for Household and Commercial Solid Waste Generation Survey 53 Figure 4-5: Solid Waste Generation Rates of Different Towns of Multan City 54 Figure 4-6: Solid Waste Generation Rates – By Cluster of Houses 55 Figure 4-7: Solid Waste Generation Rates by Income Levels 55 Figure 4-8: Generation Rates – by Week Days 56 Figure 4-9: Share of Different Streams of Solid Waste in Multan City 64 Figure 4-10: Municipal Waste Generation Rates of Multan City – by Towns 65 Figure 4-11 Composition of Municipal Waste in Multan City 67 Figure 4-12: Composition of the Municipal Waste in Multan City – by Towns 67 Figure 4-13: Composition of the Municipal waste in Multan City – by Size of House 68 Figure 4-14: Composition of Waste in Small, Medium and Large Hospitals of Multan City 70 Figure 4-15 Location of Filth Depot and Dumping sites 75 Figure 5-1: Problem Tree Finance 88 Figure 5-2: CDGM Income Expenditure patterns from 2002 to 2009 89 Figure 5-3: SWM expenditure as a percentage of total expenditure of CDGM 89 Figure 5-4: Comparison of expenses for different categories of SWM Department CDGM 92 GHK Consulting Limited Page 6 J40252162 Comprehensive Scope Evaluation Acronyms & Abbreviation Report (CSER) ACRONYMS & ABBREVIATION ADB Asian Development Bank BCR Benefit Cost Ratio CBM Cantonment Board Multan CCB Citizen Community Board CDGM City District Government Multan CSER Comprehensive Scope Evaluation Report DCO District Coordination Officer DDO Deputy District Officer DDO Drawing and Disbursing Officer DG Director General DO District Officer DOC District Officer Coordination DOP District Officer Planning EDO Executive District Officer F&P Finance & Planning LG&CD Local Government and Community Development MD Managing Director MDA Multan Development Authority MS Municipal Service MTO Motor Transport Officer P&D Planning and Development PLGO Punjab Local Government Ordinance PFC Provincial Finance Commission SP Spatial Planning SWM Solid Waste Management TMA Town Municipal Administration / Tehsil Municipal Administration TOR Terms of References UC Union Council UU Urban Unit WASA Water and Sanitation Agency WB World Bank GHK Consulting Limited Page 7 J40252162 Comprehensive Scope Evaluation Waste Management Glossary Report (CSER) WASTE MANAGEMENT GLOSSARY This glossary has been devised to ensure the consistent use of terms that may have different meanings locally. Where possible these terms will be used throughout the text. This glossary is a “live� document and will be progressively developed during the life of the project. Affordable Operational expenditure which is covered by a reliable and consistent source of income which is received by the CDG Solid Waste Management Department or succeeding organisation(s). It is assumed that all capital equipment will continue to be funded by external organisations. Blueprint A time bound overall way forward that identifies the implementation of a strategy but which requires further development in the form of specific feasibility studies, specifications and contracts before implementation. It is similar to a master plan except that it identifies responsibilities, outline costs and a programme Clinical waste Used in this report to identify that component of hospital likely to include waste medical supplies and materials of all kinds, and waste blood, tissue, organs and other parts of the human and animal bodies. For the purposes of this report clinical waste is taken as being synonymous with "risk waste "identified in the Hospital Waste Rules. See also hospital waste Collection point The point at which the primary collection is passed to the secondary collection of transference to the disposal point. Known within CDG as filth depots Capacity The amount of material that can be accommodated by a container. Container A moveable metal bin placed at the roadside for the receipt of waste and which is mechanically collected by CDG. These are commonly known as skips. Dumps Unregulated areas which have not been designed for the disposal of waste or with a written, legal agreement for the use of such Filth depots See collection point Handcart A two wheel metal bin fitted with handles used by sanitary workers to transfer the waste collected by the sweepers to the collection point or filth depots Hazardous waste The Pakistan Environmental Protection Act 1997 defines hazardous waste as waste which is or which contains a hazardous substance or which may be prescribed as hazardous waste, and includes hospital waste and nuclear waste. It defines hazardous substance as (a) A substance or mixture of substance, other than a pesticide as defined in the Agricultural Pesticide Ordinance, 1971 (II of 1971), which, by reason of its chemical activity is toxic, explosive, flammable, corrosive, radioactive or other characteristics causes, or is likely to cause, directly or in combination with other matters, an adverse environmental effect; and (b) Any substance which may be prescribed as a hazardous substance. See also special waste Hospital waste The Pakistan Environmental Protection Act 1997 defines hospital waste includes waste medical supplies and materials of all kinds, and waste blood, tissue, organs and other parts of the human and animal bodies, from hospitals clinics and laboratories. However the Hospital Waste Rules takes a wider view and incorporates all waste from hospitals both liquid and solid. The rules also distinguish between “risk� and “non risk� wastes. This report uses the term “hospital waste� to refer to the source of the solid waste from hospitals and uses the term clinical waste to refer to the hazardous elements of waste from hospitals. See also clinical waste and hazardous waste GHK Consulting Limited Page 9 J40252162 Comprehensive Scope Evaluation Waste Management Glossary Report (CSER) Household waste The waste generated by a household put out for collection after the separation of any useable material. See also solid waste Landfill Regulated site designed or adapted for the disposal of waste and with legal written, legal agreement for the use as such Municipal waste The Solid Waste Management Rules 2008 define "municipal waste" as solid waste generated within the jurisdiction of a local government except slaughter house, hospital and industrial waste. The generally accepted meaning however is all waste collected by the municipal authorities. The use of the term has been avoided in this report because of the potential confusion its use might cause. See also solid waste Sanitary landfill. An engineered disposal location fully equipped and operation with leachate and landfill gas collection and treatment systems Scenario A likely outcome of a specific sector proposal Sweeper A person employed to sweep the road, collecting waste and cleaning are in a defined area Sanitary worker A person employed by CDG Solid waste department Segregation The separation of solid waste into its components by the generating household(s) or organizations(s) after the removal of suitable material in order to assist in its collection and disposal by others See also solid waste Solid Waste The solid material discarded or put out for collection by the household(s) or organizations(s) generating the waste. It does not include useable material removed by the household(s) or organization(s) or on its authority. The term residual waste might be more appropriate but for the purposes of this report and to be consistent with its use in Pakistan the term solid waste or waste has been adopted. See also segregation Solid waste excludes liquids waste e.g. effluent and sludge’s. These have different characteristics to solid wastes and different methods of treatment and disposal. Liquid waste is outside the scope of the TOR. Special Waste The Solid Waste Management Rules 2008 define special waste as household hazardous waste, electronic waste, healthcare waste, construction and demolition debris, tire, oil, wet battery, sewage sludge and slaughter house waste. However special waste is generally considered to be "any waste with hazardous properties which may render it harmful to human health or the environment" (Scottish Environmental Protection Agency. In the UK and the EC, special waste is referred to as hazardous waste). Demolition waste is not normally included within the categories of either “special� or “hazardous� waste. These terms therefore have a specific meaning in Pakistan that differs from that in other countries. The use of the term has been avoided in this report because of the potential confusion its use might cause. See also hazardous waste Volume The airspace of a container as defined by its dimensions. Weight The surveys for this report have been undertaken in metric units to allow (ton, tonnes) widespread compatibility with surveys elsewhere. Previous surveys in Multan have adopted both metric and imperial units. One metric tonne is equivalent to 1 tonne is equivalent to 0.984206 tons. Considering the uncertainties in the calculations tonnes and tons may be considered the same for practical purpose. GHK Consulting Limited Page 10 J40252162 Comprehensive Scope Evaluation Executive Summary Report (CSER) EXECUTIVE SUMMARY Introduction The Punjab is the largest province in Pakistan. Its population was 73.6 million in 1998, and has increased to some 92.1 million by June 2009. In 1998 its urban population was 31%, but by 2010 about it is estimated that around 37% of its population will be living in cities and towns. This is expected to increase to 48.9% by 2025. Major problem areas of urban locations of the province are uncontrolled urban population growth and unplanned urbanisation, which impact on the provision of satisfactory basic services to the local peoples. Facilities for the collection and disposal of solid waste vary considerably across the province and include both municipal and private sector activities. Generally, however, solid waste is seen as a high profile urban problem. The consequences of the ubiquitous inadequacy of services or non-collection / removal of waste is a public health hazard, a cause of blockage of drains and sewers and a source of local pollution. Clinical waste is not taken seriously and is often dumped outside hospital premises. Although a high proportion of municipal staff are engaged as sweepers, involved in the waste management process, many towns do not have adequate lifting equipment for the volumes of waste generated The provisions for transfer stations are limited and waste disposal sites are poorly managed, mainly on a dump and burn policy, which can result in the potential for the pollution of ground water. This Scope Evaluation Report is concerned with the issues relating to the management of solid waste in the City of Multan and identifies the problems as they relate to Multan, identifies gaps in the current service and reaches some preliminary conclusions that will be explored in detail in the Blueprint report Solid Waste – A major Environmental and Health Hazard Solid Waste Management is a major environment and health hazard in the urban areas of Pakistan. The World Bank is of the opinion that as cities’ economies are growing fast, business activity and consumption patterns are driving up solid waste quantities. In Pakistan the collection of waste is sporadic and the disposal is poor. Despite the fact that solid waste services represent the single largest expenditure item, only some 50 percent of the waste generated is collected; and then it is disposed of at dumpsites or roadsides since there is hardly any single sanitary landfill site in Pakistan. Problems Related to Solid Waste in the Punjab The problems1 related to solid waste and its management in Punjab arise from the lack of a comprehensive waste management system and strategy that encompasses functions of governance, institutions, finance and technology. The span of the problems includes:  Insufficient legal and regulatory establishment,  Lack of awareness among municipal residents regarding solid waste handling and treatment due to short of experience of environmental policy and management,  Lack of comprehensive SWM administration and institutional arrangements, 1 KOICA-World Bank Joint Study on Solid Waste Management in Punjab, Pakistan (2007) GHK Consulting Limited Page 11 J40252162 Comprehensive Scope Evaluation Executive Summary Report (CSER)  Financial and technological difficulties to build and operate waste treatment facility and equipment,  Manpower shortage (SWM experts and municipal collectors/scavengers),  Absence of private sector and community participations,  Lack of reliable operational data, etc. The Management of Solid Waste in the City of Multan The position in the City Multan, which is responsible for the Solid Waste Management (SWM) function, is no different from the rest of Pakistan. There is an urgent need to redevelop the service to become efficient and effective and to reduce the health hazards attached to the inappropriate handling, collection and disposal of solid waste. Within the City District Government SWM is managed by the Municipal Services (MS) Department, which is responsible for collection, transportation and disposal of the waste to the landfill site in 4 city towns of Multan (Bosan Town, Musa Pak Shaheed (Mumtazabad) Town, Shah Rukn-e-Alam Town and Sher Shah Town). The outer towns Shujah Abad and Jalal Pur Pirwala are located some 30 km and 60 km from the city centre and solid waste in these towns is managed by the respective Municipal Town Committees. The solid waste management function in the cantonment area is the responsibility of the Cantonment Board Multan (CBM). The SWM department has two wings “Sanitation� and Solid Waste Management. The Sanitation department deals with waste collection from households, streets and its transportation to secondary storage points. The SWM Wing deals for transportation of Solid Waste from secondary storage points to disposal points. Human Resources The SWM department has 1,938 sanctioned posts of which 98% (1,899) are filled and 2% (40) are vacant. The vacancy situation does not seem to be a major problem but in relation to Management, Technical and Supervisory positions it is a considerable issue for the department. The department is working without a head of department (DO SWM). The District Officer MTO has the additional charge of SWM department. Similarly 63% of assistant sanitation officers, 38% of sanitary inspectors and 14% of sanitary supervisor’s posts are currently vacant. This contributes to poor management of the department and impacts on service levels. However, whilst the overall vacancy rate does not appear to be high we were informed that not all employees (especially sanitary workers) are working on their assigned tasks some 70% of staff is available within the department and the remainder - 30% are working (informally) on special assignments or attached to other departments. In order to fill the overall shortage of manpower, the department has employed 616 contingent staff (daily wage). The majority of the contingent staff includes sanitary workers, beldars, drivers etc. and only 7 sanitary supervisors are part of this pool. The salaries and pay scales for all grades are determined nationally and overall pay levels are low and this leads to inappropriate behaviour in that many workers seek alternative employment at the expense of their working hours in the SWM department. Payments are made to supervisors by the staff to ignore their absences. This again contributes to the low level of service provided. Primary collection in CDGM is undertaken through street sweeping and the SWM department reports labour shortages, limited financial resources and difficulty in finding workers for these low social status jobs. There is no attempt at using existing human resources more efficiently and effectively by GHK Consulting Limited Page 12 J40252162 Comprehensive Scope Evaluation Executive Summary Report (CSER) introducing new working patterns, techniques, technologies, and capacity development and through performance management. Skill Levels and Training There is no clear unified management responsibility for SWM within the CDGM. The Department does not have technical or managerial skills including O&M, financial, and communication capacities for operating the SWM system. Capacity for project development, project financing, monitoring, and supervision of both incumbent municipal staff and private contractors is also lacking. The department is focussed on day-to-day business (operational issues, the management of official visits etc.); there is no vision and policy development. No training is provided for staff except for very minimal technical /professional training provided through national and provincial programmes on an ad-hoc basis. The department does not have any in-house training facilities. Since 2005 only 5 officials have received any training – this is insignificant in relation to a staff of almost 2,000 people providing an important public service. Quantities of Solid Waste Generated This study has concluded that the total of all waste generated in Multan is 611 tonnes per day (equivalent to 0.41 kg/person/day, although this varies significantly between the four towns which comprise the City of Multan. However only 63% (385 tonnes per day) of this is household waste, the remainder comprises all types of waste including industrial commercial, construction and demolition hospital animal herds and educational and other establishments. Although 611 tonnes per day of waste is generated CDGM only has primary collection capacity of 380 tonnes/per day (56% of total waste generated) and secondary collection capacity 509 tonnes/per day (83% of total capacity). In reality not all this capacity will be used so primary and secondary collection rates can be expected to be less. No records are kept of the quantity of waste that is disposed of. CDGM already has sufficient capacity for the collection of all household waste of 385 tonnes per day. The significant shortfall in capacity is for the collection of non household wastes. Thus defining CDGM waste management responsibilities more closely to household waste would enable CDGM to operate effectively with only moderate changes to its existing capability (especially in operational management) in order for it to achieve its full capacity. The Collection of Solid Waste The objective of the solid waste management system is to collect waste on a regular basis and to deposit it in an appropriate manner so that it does not pose a hazard to human health and the environment. This is not being achieved in Multan not least because it has been very unclear how much waste is being generated, where it is being generated and how much of it is being collected and where and how it is disposed off. The type and volume of the waste and the extent of collection varies significantly throughout the city of Multan. A policy decision is required as to whether inequalities in collection should continue to exist and be promoted without the payment of additional fees. This assessment identifies that there is potential for charging fees for the removal of 47% of the solid waste. This does not occur. The Disposal of Solid Waste The disposal of the waste is unregulated, unmanaged and haphazard. Waste is disposed of to some 20 or so sites all of which are considered unsuitable. These sites should be urgently reviewed and, where GHK Consulting Limited Page 13 J40252162 Comprehensive Scope Evaluation Executive Summary Report (CSER) possible, mitigated. A new landfill site has been developed with funding from the Asian Development Bank but this site is deficient in design and, without the purchase of appropriate equipment and training of operatives before it opens, it is likely to become yet another dump. Clinical and Hazardous Solid Waste The collection and disposal of clinical waste is inconsistent and is likely to pose significant health hazards though incomplete burning in hospital based incinerators, inappropriate mixing with municipal waste and inadequate disposal. The inappropriate storage, mixing with hazardous waste poses a significant short and long-term health hazard. This has been accepted by the majority of citizens of Multan because of the lack of appreciation of the adverse health impacts. Finance and Financial Management Based on the analysis undertaken the consultants have concluded that the efficiency of the finance department and the financial management process is weak in that there are issues in relation to capacity development, training, professional growth, poor salary structure, lack of performance management and insufficient human resources. In terms of financing the principal source of income to the CDGM is the provincial government fiscal transfer in the form of the Provincial Finance Commission award. The annual budget for the SWM department was Pak Rs. 421,160,490 for year 2008-2009 and the department under spent its budget by some 15%. The principal reason for the under spend was because of staff vacancies However, there is no planning undertaken in the Department and no effective budget monitoring resulting in a lack of financial awareness. Based on the net spending in 2008 / 09of Pak Rs. 362.791.783 a total of Pak Rs. 1.0 million is spent per day for provision of services or Pak Rs. 1,965 is spent per ton of waste lifted and transported. Based on a survey undertaken by the consultants with a small increase in efficiency it is estimated that this cost could be reduced to Pak Rs. 1,927. If the Department geared up to collect the total waste generated (611 tonnes), based on the cost of Pak Rs 1,927 / ton for the collection and transport, there would need to be an increase in the total annual budget to Pak Rs. 429,749,905. However, when safe disposal, i.e. disposal at a sanitary landfill, is also included the budget would need to increase to Pak Rs 446,476,030/year Acquisition of Assets The CDGM relies on government grants and international donors for the replacement of assets. There is no provision for depreciation in the budget and there is no consistent approach or forward planning in relation to a replacement strategy for assets that would be implied by having a provision for the depreciation. The department’s main focus is on day-to-day operational costs and there is a tendency for there to be more emphasis on inputs rather than outputs. Revenue Sources There are no charges levied in respect of households and in the case of commercial waste charges a sanitation fee is levied as is a charge in respect of construction and demolition waste. The income from these sources represents only some 1.4% of the sanctioned budget. Effectively, this means that inadequate cost recovery mechanisms limit the extent to which new waste management investments are affordable and new initiatives such as charging user fees need to be considered and adopted. GHK Consulting Limited Page 14 J40252162 Comprehensive Scope Evaluation Executive Summary Report (CSER) Legal Issues Pakistani Environmental law (including solid waste management) is complex because it is fragmented and scattered amongst numerous instruments, cases and even principals. There is Common Law, Sharia (Islamic) Law, Constitutional Law, Federal legislation, Provincial legislation and Local legislation. The CDGM, under the provisions of the PLGO has made Solid Waste Management Bye-Laws, while dealing with solid waste management they do in fact deal with other waste also. The Byelaws make SWM the responsibility of the District Officer (DO). However, it is concluded that the Byelaws are almost meaningless in parts, for example by using the words “may� again and again in the text the laws provide the impression that they are not mandatory. In terms of enforcement breaches of environmental law are rarely taken seriously with the prospects of “compromise� always looming. It has proved impossible to usefully define the term "municipal waste" or the responsibilities of the various levels of government using existing laws and government policies guidelines etc. Indeed it would seem that some waste management terms in common currency have a meaning peculiar to, but undefined in, Pakistan. Water Pollution The water table in Multan is shallow (approximately 5m below ground level) so that poor setting of filth depots and disposal sites will allow leachate to enter the ground and infiltrate into the groundwater. Water may also enter the drains and sewers via the following routes:-  Inappropriate disposal of waste by municipal workers not wishing to spend time travelling to the disposal dumps;  Inappropriate disposal of waste by municipal workers who are paid by landowners to raise their land. This may include the deposit of waste into flooded low-lying areas;  Waste directly discarded by householders;  The collapse of unofficial dumps into adjacent drains The blockage of drains results in flooding and additional cost to the City District Government of Multan for the subsequent clearance. GHK Consulting Limited Page 15 J40252162 The World bank Government of Punjab ESTABLISHING INTEGRATED SOLID WASTE MANAGEMENT (ISWM) IN THE LARGE CITIES OF PAKISTAN MULTAN SECTION 1 INTRODUCTION (J40252162) GHK Consulting Ltd., City District Government 526 Fulham Road, London SW6 5NR, UK Multan Comprehensive Scope Evaluation Section 1 Report (CSER) Introduction 1.0 INTRODUCTION 1.1 Introduction Solid Waste Management is a major environment and health hazard in the urban areas of Pakistan. The World Bank is of the opinion that as cities economies are fast growing, business activity and consumption patterns are driving up solid waste quantities. In Pakistan the collection of waste is sporadic and the disposal is poor. Despite the fact that solid waste services represent the single largest expenditure item, less than 50 percent of the waste generated is collected; and even then it is disposed at dumpsites or roadsides since there is hardly any single sanitary landfill in Pakistan. The World Bank has been supporting the solid waste management (SWM) agenda by financing analytical studies and formulating policies in Punjab, replicable to other provinces. The studies also pointed out needs and opportunities for the reduction and reuse of the waste by recycling and composting; and presented replicable local practices and opportunities for involving the private sector in various stages and segments of the SWM system. This Comprehensive Scope Evaluation Report (CSER) is the second of the Consultant’s reports required under the Terms of Reference (TOR) of the contract entered into between the World Bank (WB) and GHK Consulting Ltd for “Establishing Integrated Solid Waste Management (ISWM) in the Large Cities of Pakistan.� The report follows on from the inception report in September 2009 that summarized preliminary findings from the initial data gathering, research and the meetings held with key officials within and outside government during the inception phase of the assignment. This report further expands on the initial findings and provides a detailed situational analysis together with identification of gaps in the present ISWM system in Multan. Whilst it is not required to do so at this stage it also offers some preliminary conclusions / recommendations that will give a lead in to and be further developed in the context of the next report (Blueprint) that is due under the Terms of Reference. 1.2 The Scope Analysis Report The overarching objective of the project is to assist the cities in implementing a solid waste management policy by developing a coherent model ISWM system in a medium-sized city, but replicable in the other cities of Pakistan. Capacity building is a second key objective that will help the provincial and local governments to move away from the present ad-hoc investments to strategic and sustainable development of their SWM sector in Pakistan. The CSER includes a detailed analysis of the current situation of the city’s SWM system approaching it from technical, institutional, and finance perspectives, identifying economic, social, environmental, and governance issues and opportunities. The opportunity for private provision of SWM services is identified in the report and will be covered in more detail in the blueprint. A detailed gap analysis follows from the analysis. 1.3 Approach to the Project As identified in the Inception Report the start of the project was delayed slightly because of the uncertain political environment in Pakistan, which necessitated the delay of the British international consultants’ visits to Multan until the security concerns of the World Bank were GHK Consulting Limited Page 19 J40252162 Comprehensive Scope Evaluation Section 1 Report (CSER) Introduction resolved. However, a domestic team together with the Team Leader (who was in Pakistan on another project) met with the Project Director of the Urban Unit to discuss the project following which a small team were deployed Multan in early August to set up lines of communication with the City District Government, identify data sources, commence initial data gathering and to establish the office and other resources required to run the project. Whilst in Multan they held a “kick off� workshop with stakeholders on 5th August 2009 (a copy of the presentation was included in the Inception Report). In mid-August a team was established in Multan under the guidance of the Deputy Team Leader with a view to continuing with the data gathering process and to undertake surveys. In addition during the remainder of August and the first half of September Mr. Azhar Ali, the International Financial and Institutional Expert in SWM and Dr. Mahmood Khalid Qamar, the Domestic SWM and Governance Expert were in Multan undertaking research and meeting with key stakeholders. Subsequently, following security clearance Mr. Patrick Doherty, Team Leader and Dr. Peter Lingwood, International SWM expert visited Multan in September 2009. The consultant team has continually been engaged in Multan since that and have been engaged in research and data collection and meetings with stakeholders. 1.4 The Study Area The Multan district government was established under the devolution process that took place in 2001, it then became the City District Government in 2005 and was divided politically and administratively in to six towns and 129 Union Councils as shown in Section two of the report. However, for the purposes of the project the urban area of Multan City constitutes the study area for the Integrated Solid Waste Management (ISWM) and has a population of 1,480,000 persons. The urban population residing in the different towns of the Multan City is shown (Table1-1). Table 1-1: Population of Towns and Union Councils in Multan City Name of Town No. of Urban Union Councils Population as on 30-12-2009 Bosan Town 14 302,000 Mumtazabad Town 15 398,000 Shah Rukn-e-Alam Town 16 414,000 Sher Shah Town 12 366,000 Total 57 1,480,000 Source: Punjab Development Statistcs-2009 1.5 Key Events The Terms of Reference (TOR) require that the consultant team meet a number of key events in terms of deadlines for reports. Based on the timelines provided in the TOR and following this report, the team has to meet the following deadlines: CSER Workshop (CSER) 4th November 2009 Blueprint of an ISWM System 30th November 2009 Pre-feasibility Studies 30th November 2009 Capacity building plan 30th November 2009 Action Plan 12th December 2009 Workshop 8th January 2010 Draft Final Report 28th January 2010 Final Report 13th February 2010 GHK Consulting Limited Page 20 J40252162 Comprehensive Scope Evaluation Section 1 Report (CSER) Introduction The security situation is such that international consultants are advised against travelling to Pakistan, which will impact on the above timetable. The workshop due on 4th November did not take place and has been rescheduled for mid-December since it is vital that International Team Members are present at this workshop – assuming it is safe to travel. The blueprint etc; is due on 30th November 2009 but at this point it is not clear how the inability to travel to Pakistan will impact on this deadline. (These dates have been superseded because of the security advice received from the World Bank.) GHK Consulting Limited Page 21 J40252162 The World bank Government of Punjab ESTABLISHING INTEGRATED SOLID WASTE MANAGEMENT (ISWM) IN THE LARGE CITIES OF PAKISTAN MULTAN SECTION 2 SITUATIONAL ANALYSIS Institutional and Governance Arrangements (J40252162) GHK Consulting Ltd., City District Government 526 Fulham Road, London SW6 5NR, UK Multan Comprehensive Scope Evaluation Section 2 Report (CSER) Situational Analysis – Institutional and Governance Arrangements 2.0 SITUATIONAL ANALYSIS – INSTITUTIONAL AND GOVERNANCE ARRANGEMENTS 2.1 Introduction In August 2001, Pakistan initiated its devolution programme with a set of changes to the structure of local government that created some 6,500 new local governments with responsibility for a broad range of devolved functions and services. The changes included the abolition of the existing three levels of provincial administration (divisions, districts and tehsils) and the creation of a new tier of local governments comprising districts & city district, tehsils & town (tehsil in districts and towns in city districts) and union administrations, and the replacement of the existing municipal bodies by these new local governments. These arrangements apply to all provinces, but not to the Cantonment (military) areas of towns and cities, or the Federally Administered Tribal Areas, or Jammu and Kashmir. The overall objective of devolution was to reform the political structures. It had three aims:- 1. Firstly, to introduce new blood into a political system considered to be the domain of historically entrenched interests; 2. Secondly, to provide positive measures for marginalized citizens—women, workers, peasants—to have access to politics; and 3. Thirdly, to introduce a measure of stability into a turbulent political scene by creating a stronger line of accountability between new politicians and a local electorate. However, the most prominent objective was the promise to improve service delivery, social services in particular. It was argued that local governments, appropriately empowered, staffed and resourced, would deliver better on primary health, education and municipal services like solid waste management. The Punjab Government, in October 2008, revived the post of Divisional Commissioner and proposed amendments to various laws to make it an effective office of coordination and control. The new system would virtually overturn the current devolution of power introduced in 2001. The Commissioner’s office was abolished along with that of the Deputy Commissioner at the time of the introduction of the local government system in 2001. The government would have to amend or abolish the Local Government Ordinance to restore the administrative system based on Deputy Commissioners. But since this could not be done without doing away with constitutional protection, the Provincial Government launched its own agenda of changing the system by re-introducing the Commissioner’s office and by amending some laws, principally the revenue act. The Commissioner basically performs a supervisory role, and is likely to be assigned more powers following amendment or repeal of the Local Government Ordinance (2001). 2.2 Institutional setting The Multan district government was established under the devolution process that took place in 2001, it then became the City District Government in 2005. The district has been divided politically and administratively into 6 towns and 129 union councils (Table 2-1). A City District Nazim, assisted by the District Coordination Officer and the District Police Officer, heads the City District Government Multan (CDGM). GHK Consulting Limited Page 25 J40252162 Comprehensive Scope Evaluation Section 2 Report (CSER) Situational Analysis – Institutional and Governance Arrangements Table 2-1: Towns and Union Councils in City District Multan Sr. Number of Union Councils Population as on 30.12.2009 (000) Description of Town No. Urban Rural Total Urban Rural Total 1 Shah Rukn-e-Alam Town 16 9 25 414,000 365,000 779,000 2 Bosan Town 14 10 24 302,000 362,000 664,000 3 Sher Shah Town 12 12 24 366,000 339,000 705,000 4 Mumtazabad Town 15 9 24 398,000 332,000 730,000 5 Jalal Pur Pirwala Town 2 13 15 39,000 403,000 442,000 6 Shujabad 2 15 17 62,000 468,000 530,000 7 Cantonment Part of City Multan 75,000 - 75,000 Total: 61 68 129 1,656,000 2,269,000 3,925,000 Source: Punjab Development Statistcs-2009 The District Coordination Officer (DCO), the highest ranking civil servant in the City District Government, heads the executive branch of the district government. The executive branch is divided into 11 departments and an Executive District Officer (EDO) heads each of the departments (Table 2-2) to carry out its functions. Before the declaration of the District as City District, all functions under the Municipal Services category including Solid Waste Management (SWM) were performed by the Town Municipal Administrations (TMAs) and in Multan by mother TMA -Shah Rukne-Alam. In 2005 when the District Government Multan was declared a City District Government the Solid Waste Management function together with the staff became the responsibility of the City District Government Multan. The City District Government is divided into three tiers: the City District Government Multan (CDGM), the Town Municipal Administration (TMA) and the Union Administration (UA). The Commissioner, Multan heads the division and supervises the performance of DCOs working below him. He exercises the powers of commissioner under the Land Revenue Act and coordinates between the Province and the Districts through the DCOs. He chairs the Divisional Development Working Committee, oversees and coordinates development activity undertaken by the Districts. He acts as an appellate forum against the administrative orders of DCOs, ensures proper implementation of policies framed by the Provincial Government and transfers and posts all BS-17 officers of the provincial government within the region. Table 2-2: Departments of Multan City District Department Name Responsibilities District Coordination Coordination, Human Resource management and Civil Defence Agriculture Agriculture (Extension), Livestock, Farm Water Management, Soil Conservation, Soil Fertility, Fisheries, Forests and Wildlife Community Development Community Organization, Labor, Social Welfare, Cooperatives and Special Education Education Primary, Elementary, High and Higher Secondary Education, and Sports Finance and Planning Finance & Budget, Planning & Development, Accounts, Enterprise and Investment Promotion Health Public Health, Basic & Rural Health, Child & Woman Health, Population Welfare, Tehsil (Headquarters) hospitals Information Technology Information Technology Development, Information Technology Promotion and Database Law (Magistracy) Litigation, Legal Advice, Legislation Literacy Literacy Campaigns, Continuing Education and Vocational Education Municipal Services Solid Waste Management, Spatial Planning, Environment and Transport Revenue Land Revenue & Estate and Excise and Taxation Works and Services Housing, Urban & Rural Development, District Roads and Buildings, Source: City District Government Multan GHK Consulting Limited Page 26 J40252162 Comprehensive Scope Evaluation Section 2 Report (CSER) Situational Analysis – Institutional and Governance Arrangements 2.3 Governance Arrangements The Solid Waste Management (SWM) comes under the Municipal Services (MS) function in the City District Government Multan. The other functions of the Municipal Services department include ‘Spatial Planning and Commercialization, Transport and Terminals, Environment and Motor Transport’. The Municipal Service (MS) department is headed by an Executive District Officer (EDO) and a District Officer (Figure 2-1) heads each sub department. Motor Transport is a newly created department and is established in same pattern of SWM department in City District Government Lahore (CDGL). The Solid Waste Department is responsible for solid waste collection, transportation and disposal of the municipal waste to the waste dump sites in the four city towns of Multan (Bosan Town, Mumtazabad Town, Shah Rukn-e-Alam Town and Sher Shah Town). MTO/DO (Workshop) maintains the pool of machinery and transport for transporting the secondary waste to the landfill site. The outer towns Shujah Abad and Jalal Pur Pirwala are located at a distance of 30 km and 60 km from the city centre and solid waste in these towns is managed by respective Municipal Town Committees. Figure 2-1: Organizational Structure of MS Department EDO Municipal Services (MS) BS 19 (1) DO Spatial Planning and DO Transport and DO Motor Transport District Officer SWM DO Environment Commercialization Terminals Officer BS 18 (1) BS 18 (1) BS 18 (1) BS 18 (1) BS 17/18 (1) Source: City District Government Multan information- corrected as of August 2009 2.4 The Cantonment Board Multan (CBM) The Cantonment Board Multan (CBM) is an area that is managed by the armed forces under the Cantonment Act 1924, to provide civic facilities to its residents who are typically serving or retired army personnel. The Cantonment has 4,500 houses in an area of 13 km2. It is divided in to three clusters as per land use of the area ‘Cluster I - Housing Area, Cluster II - Bazar (Commercial) Area and Cluster III - Military Area. The solid waste management function in the cantonment area is the responsibility of the CBM and is headed by the Chief Sanitary Inspector. The department has 13 vehicles and each has a carrying capacity of 2 tons. According to the Cantonment officials, daily waste generation of cantonment area is 10 tons per day. The CBM has no sanitary landfill and waste is dumped at the bed of a redundant canal at Faisal Bela. 2.5 Fate of the Local Government System The constitutional protection to the current local government system ended on 16th October 2009 and term of Nazims ended on the same day. The fate of the system is not clear, political parties are divided on the future of current local system. Some are strongly against the current local government system and would like to roll back to the pre-devolution system and whilst others want an improved or modified version of current system. At the present time the development budget has been frozen. GHK Consulting Limited Page 27 J40252162 The World bank Government of Punjab ESTABLISHING INTEGRATED SOLID WASTE MANAGEMENT (ISWM) IN THE LARGE CITIES OF PAKISTAN MULTAN SECTION 3 SITUATIONAL ANALYSIS Human Resources (J40252162) GHK Consulting Ltd., City District Government 526 Fulham Road, London SW6 5NR, UK Multan Comprehensive Scope Evaluation Section 3 Report (CSER) Situational Analysis – Human Resources 3.0 SITUATIONAL ANALYSIS – HUMAN RESOURCES 3.1 Introduction The organizational structure of the Multan SWM department is illustrated in (Figure 3-1), however, the organizational set up of Solid Waste Management (SWM) in Multan is different from that of other City District Governments, e.g. in the case of Lahore, the District Officer SWM is supported by a Deputy District Officer and Assistant District Officers but in Multan there is no sanctioned post of Deputy District Officers and Assistant District Officers. The department is divided into two wings ‘Sanitation and SWM’. Sanitation wing deals with waste collection from households, streets and its transportation to secondary storage points. SWM wing is responsible for waste transportation from secondary storage points to the final disposal facility. It is also responsible for operation of the facility. The District Officer is supported by the sanitation officer and superintendent for primary and secondary collection of solid waste. The Sanitary Officer is responsible for street sweeping and Superintendent (SW) for the transportation of the collected waste to the landfill sites. The sanitation officer supervises the sanitary inspector, sanitary supervisors and the sanitary workers in the field. A Superintendent (Head Quarter) assists the DO (SWM) in coordination and monitoring of the operations. Figure 3-1: Organizational Structure of SWM Department District Officer SWM BS 18 (1) Office Staff Superintendent SWM Sanitation Officer Staff on Pool (5) BS 16 (1) BS 16 (1) (25) Superintendent CO Senior Bill Clerk Assistant Sanitation Unit BS 16 (1) BS 9 (1) Officer BS 11 (8) Superintendent Sanitation BS 16 (1) PA/Computer Operator Junior Clerk Sanitary Inspector BS 12 (1) BS 7 (2) BS 8 (16) Senior Clerk Junior Clerk BS 9 (1) BS 7 (3) Junior Clerk Compost Driver Sanitary Supervisor BS 7 (1) BS 8 (40) BS 5 (73) Bill Clerk Telephone Attendant Driver BS 7 (3) BS 5 (1) Lorry Driver Sanitary Worker BS 5/8 (1) BS 8 (2) BS 2 (1,571) Baildar Driver Naib Qasid Compost Beldar BS 2 (3) BS 5 (1) BS 2 (1) BS 2 (152) Sanitary Worker Chowkidar Cleaner BS 2 (3) BS 2 (1) BS 2 (2) Naib Qasid Naib Qasid BS 2 (8) BS 2 (3) Sanitary worker BS 2 (33) Chowkidar BS 2 (2) Source: City District Government Multan information - corrected as of August 2009 3.2 Management of Solid Waste Department - Resources A description of the resources available to the solid waste department is set out in the following sub-sections. GHK Consulting Limited Page 31 J40252162 Comprehensive Scope Evaluation Section 3 Report (CSER) Situational Analysis – Human Resources 3.2.1 Resourcing The SWM department has 1,938 sanctioned posts of which 98% (1,899) are filled and 2% (40) are vacant (Figure 3-2). The vacancy situation does not seem to be a major problem but in relation to Management, Technical and Supervisory (DO SWM, Sanitation Officer, Superintendent, Assistant Sanitation Officer, Sanitary Inspector and Sanitary Supervisor) positions it is a considerable issue for the department. There are 102 sectioned Management, Technical and Supervisory positions of which 78% (80) are filled and 22% (22) are vacant. The department is working without the head of department (DO SWM); Motor Transport Officer (MTO) has additional charge of SWM department. Similarly 63% of Assistant Sanitation Officers, 38% of Sanitary Inspector and 14% of Sanitary Supervisor’s positions are vacant. Figure 3-2: Overall Establishment Details of SWM 1,898 1,938 40 Sanctioned Filled Vacant Source: GHK analysis – CDGM information corrected as of August 2009 Not all employees (especially sanitary workers) are working on their assigned tasks. According to the departmental source only 70% of staff is available within the department and the remainder - 30% are working (informally) on special assignments or attached to other departments. It means technically only 2% seats are vacant but de facto, because of the redeployment of operatives, there is a higher vacancy / shortage of staff than is indicated by the superficial situation and a significant shortfall of staff available to undertake the primary work of the SWM department. The recruitment figure of the department indicates that since 2006, only 6 new staff member were recruited whereas during the same period 82 retired. In order to fill the overall shortage of manpower, the department has employed 616 contingent staff (daily wage) out of which 504 are in sanitation and 112 in SWM (Figure 3-3). Overwhelming majority of the contingent staffs are at the operational level including sanitary workers, beldars, drivers etc. and only 7 sanitary supervisors are part of this pool Table (3-1). Further 87% (1,938) of sanitary workers are working in the sanitation component and the rest 13% (243) in SWM (Figure 3-4). The sanitary workers are placed in 52 Union Councils (UCs) and the distribution is based on the quantum of work (Annex 3-1). 55% UCs (29) have 40+ sanitary workers, 10% UCs (5) have 30+ sanitary workers and the rest 35% UCs (18) have less than 20 sanitary workers. GHK Consulting Limited Page 32 J40252162 Comprehensive Scope Evaluation Section 3 Report (CSER) Situational Analysis – Human Resources Figure 3-3: Establishment Details of Contingent Staff 504 616 112 Total Sanitation SWM Source: GHK analysis – CDGM information corrected as of August 2009 Table 3-1: Details of Contingent Staff Sr. Designation Sanctioned Strength No Male Female Total SWM COMPONENT 1 Driver 22 - 22 2 Helper 30 - 30 3 Beldar / Coachwan 30 - 30 4 Compost Beldar 18 - 18 5 Sanitary Workers 11 - 11 6 Supervisor 1 - 1 Sub Total 112 - 112 SANITATION 1 Sanitary Supervisor 6 - 6 2 Sanitary Workers 374 124 498 Sub Total 380 124 504 Total 492 124 616 Source: GHK analysis – CDGM information corrected as of August 2009 The employees working in the department do not have proper roles and responsibilities. Similarly recruitment at local level is undertaken without reference to any person specification, clearly showing what kind of qualification, skills and personal attributes are required for the position. There also seems to be confusion about the understanding regarding job descriptions and the functions of different posts. Figure 3-4: Breakdown of Establishment Details of SWM Component Wise Distribution of Sanctioned Strength Gender Distribution 1,938 1,537 87% 79 % 243, 13% 401 Sanitation SWM 40 % Male Female Source: GHK analysis – CDGM information corrected as of August 2009 GHK Consulting Limited Page 33 J40252162 Comprehensive Scope Evaluation Section 3 Report (CSER) Situational Analysis – Human Resources Employees seem to understand their functions to be the job description. This may be the main reason for a lack of performance and accountability culture especially as not all roles have been ascribed a function. Primary collection in CDGM is undertaken through street sweeping, which is very labour intensive. The SWM department reports labour shortages, limited financial resources and difficulty in finding workers for these low social status jobs. There is no attempt at using existing human resources more efficiently and effectively by introducing new working patterns/techniques, technologies, and capacity development and through performance management. Under a system of complete administrative devolution, all authority for personnel management would be found at the same level of government where staff is located. In practice it is not the case. The five employer functions described in Table 3-2 provide a summary of the extent of devolution of the employer function into the district Multan for the management of SWM staff. Overall, as can be seen, district government has little de facto employment authority over staff located in the SWM department. 3.2.2 Pay and Benefits In Multan City, solid waste staff work in two shifts between 4/5 AM to 4/5PM every day, far earlier and beyond the regular working hours. The duration of the morning shift is 5 hours (4/5 AM to 9/10 AM) and the afternoon shift is 3 hours long (1/2 PM to 4/5 PM). There is 4 hours rest period from 9/10 AM to 1/2PM but it is rare that that all employees are able to avail themselves of this rest period. Table 3-2: Employer Function Main Employer Sr. No Sub Function District Province Shared Function 1 Resourcing Control over staff position / numbers P (increasing or decreasing staff positions) Positioning and transfer P Authorized to hire P Oversight of merit P Legally recognized employer S 2 Career Management Offering promotion S Upgrading positions P 3 Performance Management Directing and supervising activities and tasks D Conducting Performance Evaluations S Undertaking discipline or dismissal of staff P 4 Pay and Benefits Setting overall pay rates and policies P Setting allowances P Gratuity, pension and insurance S GP and benevolent fund P 5 Budget control Paying salaries from its own budget D Authority to dismiss surplus staff P D= District has primary authority, P= Province has primary authority, S= Shared The monthly salary of a permanent employee such as sanitary worker ranges from Pak Rs. 8,000 – 14,000 (US$94-170) while contingent/daily wage staff only receives around Pak Rs. 6,500 (US$78) (Table 3-3). Irregular and long working hours are not reflected in the monthly salary of the solid waste employees. Permanent employees of the department are relatively better off compared to the contingent/daily waged staff that face salary deduction on leave even if it is a sick leave. Employees believe that the government, to compensate for their long and irregular working hours as well as poor working conditions, should introduce new pay structures. GHK Consulting Limited Page 34 J40252162 Comprehensive Scope Evaluation Section 3 Report (CSER) Situational Analysis – Human Resources Table 3-3: Monthly Salary of Field Staff Regular/Permanent Staff Sr. Contingent Staff Designations Minimum Maximum No Pak Rs. Pak Rs. Pak Rs. 1 Sanitation Officer (SO) 13,000 24,000 - 2 Superintendent 13,000 24,000 - 3 Assistant Sanitation Officer 14,000 20,000 - 4 Sanitary Inspector 9,000 18,000 - 5 Sanitary Supervisor 8,000 14,000 7,000 6 Driver 8,000 14,000 6,500 7 Compost Beldar 7,000 11,500 6,500 8 Sanitary worker 7,000 11,500 6,500 9 Helper - - 6,500 Source: City District Government Multan 3.2.3 Reward and Recognition The salaries and pay scales for all grades are set nationally. Allowances are attached to posts in line with grading. There are established rules for moving within grades and into the next grades. Monthly pay in addition to additional allowances such as fringe benefits forms the most obvious extrinsic reward for employees working in the SWM department. There are two types of benefits available to government employees which are contributory and non- contributory in nature.  Non-contributory Benefits In the case of non-contributory benefits such as house rent, conveyance allowance etc., employees do not contribute towards these benefits. The government contributes towards these benefits, which include:-  House rent allowance  Conveyance allowance  Washing allowance  Dress allowance  Medical allowance (BS 1-15)  Medical Charges (BS 16 and above)  15% special ad-hoc relief allowance  15% special relief allowance  Special additional allowance- For Non-gazetted 25%  Special additional allowance- For gazetted 20%  Honoraria  Leave salary etc. Permanent employees of SWM department are entitled to these non-contributory benefits but contract and contingent/daily wage staffs are not subject to the same terms and conditions of contract. The contingent staffs of the department are not subject to these non-contributory benefits, they receive only basic salary.  Contributory Benefits In the case of contributory benefits, each month regular (permanent) employees have to contribute towards these benefits and their contribution rate varies according to their pay scale. Contributory benefits include: - GHK Consulting Limited Page 35 J40252162 Comprehensive Scope Evaluation Section 3 Report (CSER) Situational Analysis – Human Resources  Benevolent fund  Group insurance  GP fund  Gratuity and pension In case of benevolent fund, government servants and their families receive four grants ‘Marriage Grant, Funeral Grant, Educational Scholarship and Monthly Grant ’ from the benevolent fund. The rate of contribution to this fund is 2% for employees belonging to scale 5 and above and in case of employees in scale 1- 4 the rate of contribution is one percent of pay. The benevolent fund is divided into two parts; Part I for gazetted government servants (BS 16 to 22) and part II for non-gazetted (BS 1-15 including BS 16 non-gazetted) government servants and the ratio of the grants provided to the government servants depends upon the group (gazetted/non-gazetted) he/she belongs to (Table 3-4). Table 3-4: Benevolent Fund Details Sr. Gazetted Non-Gazetted Category No. (Rs.) (Rs.) 1 Marriage Grant 25,000 -30,000 3,000 - 5,000 2 Educational Scholarship (Per Annum) 5,000 - 16,000 500 - 3,200 3 Funeral Grant 10,000 1,500 4 Monthly Grant 3,500 - 8,000 1,000 - 1,600 Source: CDGM information corrected as of August 2009 Group Term Insurance provides life insurance coverage to government employees at an affordable minimum cost. The amount of coverage of each government employee is determined with reference to employee category he/she belongs to (Table 3-5). On the death of any insured member the sum assured on his/her life is paid for the benefit of his surviving family. By promoting a sense of financial security amongst the employees, the concept is that group term insurance contributes to improving the working environment for the employer resulting in higher productivity. Table 3-5: Categories of group term insurance Sum Assured Annual Premium BS Monthly Premium by Employee (RS) (RS) (RS) 1-4 120,000,00 450.00 37.50 5-10 140,000.00 525.00 43.75 11-15 240,000.00 900.00 75.00 16 360,000.00 1,350.00 112.50 17 480,000.00 1,800.00 150.00 18 700,000.00 2,625.00 218.75 19 840,000.00 3,150.00 262.50 20 1,000,000.00 3,350.00 312.50 Source: GHK analysis – CDGM information corrected as of August 2009 SWM employees belong to the Local Council Cadre/Service and are subject to only gratuity and pension facility. The benevolent fund, group insurance and GP fund facility/benefit is not available to the regular (permanent) employees as well as contract and contingent employees. Obviously this result in the SWM employees believing that they are treated unfairly compared to government employees working in other departments. 3.2.4 Capacity Development There does not appear to be a clear unified management responsibility on SWM within the CDGM. This is supported by the fact that none of senior officers of the department has either qualifications in SWM or a related discipline nor do they have substantial experience. GHK Consulting Limited Page 36 J40252162 Comprehensive Scope Evaluation Section 3 Report (CSER) Situational Analysis – Human Resources The Department does not have technical or managerial skills including O&M, financial, and communication capacities for operating the SWM system. Capacity for project development, project financing, monitoring, and supervision of both incumbent municipal staff and private contractors is also lacking. The department is focussed on day to day business (operational issues, the management of official visits etc.); there is no vision and policy for SWM at the district/city level and at department level. (Table 3-6) summarises the existing department staff under three categories -‘Management/Technical /Supervisory Staff, Office Staff and Field Staff’. Table 3-6: Staff Category Sanctioned Filled Sr. Vacant Designation BS Strength Regular Contract Total No M F T M F T M F T M F T M F T MANAGEMENT / TECHNICAL /SUPERVISORY STAFF 1 DO SWM 18 1 0 1 0 - 0 - - 0 0 0 0 1 0 1 2 Sanitation Officer 16 1 0 1 1 - 1 - - 0 1 0 1 0 0 0 3 Superintendent 16 3 0 3 3 - 3 - - 0 3 0 3 0 0 0 Assistant Sanitation 4 11 8 0 8 3 - 3 - - 0 3 0 3 5 0 5 Officer 5 Sanitary Inspector 8 16 0 16 10 - 10 - - 0 10 0 10 6 0 6 6 Sanitary Supervisor 5 73 0 73 63 - 63 - - 0 63 0 63 10 0 10 Sub Total: 102 0 102 80 0 80 0 0 0 80 0 80 22 0 22 OFFICE / SUPPORT STAFF PA/Computer 1 12 1 0 1 0 0 0 1 0 1 1 0 1 0 0 0 Operator Senior Clerk / Bill 2 9 2 0 2 2 0 2 0 0 0 2 0 2 0 0 0 Clerk 3 Bill Clerk 7 3 0 3 3 0 3 0 0 0 3 0 3 0 0 0 4 Junior Clerk 7 5 1 6 5 0 5 0 1 1 5 1 6 0 0 0 5 Telephone Attendant 5 0 1 1 0 1 1 0 0 0 0 1 1 0 0 0 6 Naib Qasid 2 12 0 12 12 - 12 - - 0 12 0 12 0 0 0 7 Chowkidar 2 3 0 3 3 - 3 - - 0 3 0 3 0 0 0 8 Cleaner 2 5 0 5 5 - 5 - - 0 5 0 5 0 0 0 Sub Total: 31 2 33 30 1 31 1 1 2 31 2 33 0 0 0 FIELD STAFF 1 Compost Driver 8 41 0 41 39 - 39 - - 0 39 0 39 2 0 2 2 Lorry Driver 8/5 3 0 3 3 - 3 - - 0 3 0 3 0 0 0 3 Compost Beldar 2 152 0 152 142 - 142 - - 0 142 0 142 10 0 10 4 Sanitary worker 2 1,208 399 1,607 1,202 399 1,601 - - 0 1,202 399 1,601 6 0 6 Sub Total: 1,404 399 1,803 1,386 399 1,785 0 0 0 1,386 399 1,785 18 0 18 Total: 1,537 401 1,938 1,496 400 1,896 1 1 2 1,497 401 1,898 40 0 40 Source: CDGM information corrected as of August 2009 There is a clear shortage of professional manpower and required skills at managerial and planning level. The post of District Officer SWM is vacant, there is no sanctioned post of Deputy District Officer and Assistant District Officers (according to the department) and the remainder (sanitation officer, sanitary inspector etc.) belong to junior scale/positions have basic qualification but are performing managerial and planning activities. 3.2.5 Training No formal mechanisms based on a training needs analysis are in operation within the department. Technical /professional training is provided through national and provincial programmes on an ad-hoc basis. The department does not have any in-house training facilities. Since 2005 only 5 officials have been sent on a total of 7 training programmes and the rest of the staff have not received any training (Table 3-7). There is no budget allocation for training and development in the department’s annual budget. The new PC-1 for SWM project under the Prime Minister Initiative does not provide for a GHK Consulting Limited Page 37 J40252162 Comprehensive Scope Evaluation Section 3 Report (CSER) Situational Analysis – Human Resources capacity building component. Capacity building is not seen as an important driver for improving service delivery. Table 3-7: Training Details Training Provider Sr. Training Subject / Name Designation Start Date End Date Name and No Title Address 1 Abdul Shakoar Bhutha Sanitation Officer Land Fill Technology 9/5/2005 14-06-2005 JICA - Japan (SWM) 2 Abdul Shakoar Bhutha Sanitation Officer SWM 12/11/2006 19-12-2006 JICA - Japan 3 Waris Ali Sanitary Inspector Training Programme 9/4/2007 13-04-2007 Urban Unit - Korea for SWM 4 Waris Ali Sanitary Inspector Training Programme 15-01-2007 18-01-2007 Urban Unit Govt. for SWM of Punjab Lahore. 5 Mukhtar Ahmad Sanitary Inspector Training Programme 15-01-2007 18-01-2007 Urban Unit Govt. for SWM of Punjab Lahore. 6 Shahid Bashir Sanitary Inspector Training Programme 15-01-2007 18-01-2007 Urban Unit Govt. for SWM of Punjab Lahore. 7 M. Sajjad Sanitary Inspector Training Programme 15-01-2007 18-01-2007 Urban Unit Govt. for SWM of Punjab Lahore. Source: CDGM information corrected as of August 2009 3.2.6 Health and Safety The SWM employees in Multan face poor working conditions and health hazards. They are exposed to certain health problems by virtue of their occupation. They frequently report injuries like cuts, pricks, and burns etc. They report skin diseases from wastes, infections like hepatitis, respiratory system problems etc. Similarly, they are unaware of the risks and hazards associated with handling of waste including hospital wastes Most of the workers are illiterate or attended only primary school. None of the sanitary workers have received any training in handling hospital waste. They lack the required knowledge, skills and protection to safeguard their health. They are not routinely inspected for identification of their health problems. They are not provided with protective equipment and are not vaccinated against diseases such as hepatitis B etc. There is a need to improve the training and education of all sanitation staff and regular health examinations. 3.3 HR Resources for Solid Waste Management in Cantonment Area The solid waste management function in CBM is headed by a Chief Sanitary Inspector. The total number of employees working in the department is 233 including 192 (82%) regular / permanent employees and 41 (18%) contingent/daily wage employees. Sanitary workers are the largest component (65%) of the total workforce and all the contingent staff are sanitary workers. The total supervisory staff is 11, which includes the Chief Sanitary Inspector, Sanitary Inspectors and Supervisors (Table 3-8). Table 3-8: Staff Engaged for Solid Waste Management in CBM Area Sr. Employee Details Designation No. Regular Contingent Total 1 Chief Sanitary Inspector 1 - 1 2 Sanitary Inspectors 3 - 3 3 Supervisors 7 - 7 4 Drivers 12 - 12 5 Helpers 39 - 39 6 Beldars 6 - 6 7 Water carriers 7 - 7 8 Others 6 - 6 9 Sanitary Workers 111 41 152 Total 192 41 233 Source: Cantonment Board Multan GHK Consulting Limited Page 38 J40252162 Comprehensive Scope Evaluation Section 3 Report (CSER) Situational Analysis – Human Resources 3.4 Conclusions The District Multan’s Solid Waste Management (SWM) department is under resourced especially at the management and supervisory level and also staffs are not equipped either through training or resources to carry out their duties effectively and efficiently. Similarly a considerable amount of employees (especially sanitary workers) are working (informally) on special assignments or attached to other departments. The department has no vision, mission, goals and objectives for the SWM service. The Department is fire fighting and has no concept of forward resource planning. There is no performance related pay or other incentives to ensure work is carried out more efficiently and effectively in line with any defined department policy. Also there are no management initiatives to encourage innovation amongst employees. GHK Consulting Limited Page 39 J40252162 The World bank Government of Punjab ESTABLISHING INTEGRATED SOLID WASTE MANAGEMENT (ISWM) IN THE LARGE CITIES OF PAKISTAN MULTAN SECTION 4 SITUATION ANALYSIS Technical Aspects of Solid Waste System (J40252162) GHK Consulting Ltd., City District Government 526 Fulham Road, London SW6 5NR, UK Multan Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Technical Aspects of Solid Waste System 4.0 SITUATIONAL ANALYSIS – TECHNICAL ASPECTS OF SOLID WASTE SYSTEM 4.1 Solid Waste Management in the Punjab Solid Waste Management means the generation, collection, transport, processing, recycling or disposal, and monitoring of waste materials. This Section of the report will discuss existing situation regards technical aspects of solid waste system In Pakistan generally, including in the Punjab, solid waste volumes have increased considerably as a result of the growth in the population. It is regarded as a major environmental and health issue especially in the urban areas. Institutions responsible for solid waste management face enormous problems in terms of technical capacity for planning and disposing of the solid waste. In Punjab municipal solid waste disposal is a growing problem in urban areas that has been exacerbated by the absence of a proper solid waste management system. Solid waste is regularly dumped along roadsides, in low-lying areas, on open plots and in watercourses. 4.2 City District of Multan – Background Information Multan District is one of the largest City Districts in Punjab Pakistan. It has an area of 3,721 sq. kilometres. According to the Punjab Development Statistics 2009 the population for 2009 of the city district is 39,25,000 with a population density of 1,055 persons / square kilometre. Around 42 % of the total population of the city district is living in the urban areas with the remainder living in the rural areas of the district. Geographic Location of City District Multan is shown in Figure 4-1. Multan is a commercial and industrial centre; it is connected by road a rail with Lahore and Karachi and by air with Karachi, Quetta, and Faisalabad. Industries include fertilizer, soap, and glass factories; foundries; cotton, woollen and silk textile mills; flour, sugar and oil mills; and a large thermal-power station. Large, irregular suburbs have grown outside the old walled town, and two satellite towns have been set up. Figure 4-1: Geographic Location City District Multan Source: Survey of Pakistan GHK Consulting Limited Page 43 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Technical Aspects of Solid Waste System Multan City with a density of 4,625 persons per square kilometre is the largest town in the district. During the past two decades the city has grown in all directions, particularly towards the north and east in Bosan Town and Shah Rukn-e-Alam Town. The existence of the Railway line, Railway Station and their ancillary installations have, however restricted its growth towards the south. The river Chenab passes on its western side. Figure 4-2 showing Towns & City District Multan boundary. Figure 4-2: Map of City District Multan. GHK Consulting Limited Page 44 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Technical Aspects of Solid Waste System 4.3 Population of City Multan Multan City has a population of 1,480,000 (Table 4-1): This has been calculated from the previous census at a growth rate of 2.64%, which is the intercensal growth rates for the period 1981/1998 that has been adopted by the Pakistan Bureau of Statistics. Table 4-1: Population of Different Towns and Union Councils in Multan City S Name of Town No. of Union Council 2009 Bosan Town 14 302,000 Mumtazabad Town 15 398,000 Shah Rukn-e-Alam Town 16 414,000 Sher Shah Town 12 366,000 Total 57 1,480,000 Source: Punjab Development Statistics-2009 4.4 Characteristics of Different Zones in the Study area In order to characterize more accurately the waste generated and the collection service required in different parts of the city the 4 towns has been examined for the following characteristics:  Housing stock, which is an indicator of household income, waste composition generation rates and ease of access for collection.  Commercial, industrial and other activity, which is an indicator of waste generation rates and composition  Population density, which is also an indicator of waste generation rates and ease of access for collection. 4.4.1 Population of each town The four towns exhibit different population densities as shown in Table 4-2: Table 4-2: Area, Population and Density of City Multan – by Towns Town Population (2009) Area (sq km) Density (/ km2) Bosan Town 302,000 80.77 3739 Mumtazabad Town 398,000 66.81 5957 Shah Rukn-e-Alam Town 414,000 91.95 4502 Sher Shah Town 366,000 80.47 4548 Total 1,480,000 320 4625 Source: GHK Analysis Based on Punjab Development Statistics-2009 and MDA Draft Master Plan 2009. Mumtazabad Town has more than double the population density of Bosan Town and Sher Shah Town. The density of population in Shah Rukn-Alam Town is also lower than Mumtazabad Town. 4.4.2 Housing stock in each town The housing stock of Multan City consists essentially of Pukka or high-income houses and kacha or lower income houses. There are few semi pukka houses (Table 4-3). As might be expected of an urban area there is a greater proportion of pukka houses compared to the proportion in the district. Table 4-3: Housing Patterns of Multan District and City Multan District District City Pukka Houses 49.7% 58.7% Semi Pukka Houses 6.9% 6.8% Kacha Houses 43.4% 34.5% Source: Punjab Development Statistics-2009 and Census report of District Multan 1998 GHK Consulting Limited Page 45 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Technical Aspects of Solid Waste System Housing is the major land use in Multan city. The dominant housing type is Pukka and semi pukka housing which represent 66% of the housing stock in city (Figure 4-3). Interestingly the housing mix varies significantly between the towns. Bosan Town and Mumtazabad Town house around 75% of the pukka houses as compared to Shah Rukn-e-Alam and Sher Shah Towns which are dominated by about 50% of the Kacha houses. 4.4.3 Commercial, industrial and other activity in each town Data on the number and type of commercial, health related and industrial establishments in the city are not available, therefore, a Union Council Based survey was undertaken. The Sanitary Supervisors of SWM Department, CDGM, under the direction of the consultant, conducted this survey. The questionnaire used for this survey has been included at Annex 4-1. (Table 4-4) shows that individual and market shops are the major land users (68.2%) followed by industrial units (15.3%) and food restaurants (7.1%). Figure 4-3: Comparison of the housing stock in each town 80 75.37 74.08 70 60 51.54 48.93 50 43.80 42.43 40 30 20.21 20 16.71 7.93 7.27 6.03 10 5.70 0 Bosan Town Mumtazabad Shah Rukn-e Alam Sher Shah Town Puckka Houses Semi Packa Houses Kacha Houses Source: GHK Analysis Based on Field Survey Table 4-4: Commercial / Industrial and other activities in Multan City - by Town Bosan Mumtazabad Shah Rukn-e- Sher Shah Type of Establishment Total Town Town Alam Town Town Individual and Market Shops 2,079 16,680 11,824 8,664 39,247 Hotels / Restaurants 215 230 337 433 1,215 Schools / Colleges 161 218 269 242 890 Industrial units 10 7,871 720 62 8,663 Hospitals 17 13 26 24 80 Clinics / Labs 98 196 238 219 751 Under Construction Houses 356 549 1056 507 2,468 Milk Animals in Cattle Farms (Bhannas) 816 848 1364 1129 4,157 Other Establishments 18 10 33 37 98 Total 3,770 26,615 15,867 11,317 57,569 Source: GHK Analysis Based on Field Survey The principal activities of each town have been highlighted in the Table 4-4. The shading indicates the preponderance of a particular activity in any one locality. Mumtazabad town is characterised by shops and industrial units whilst Shah Rukn-e-Alam Town is characterised by houses under construction and the keeping of animals perhaps taking advantage of GHK Consulting Limited Page 46 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Technical Aspects of Solid Waste System unoccupied plots of ground. Sher Shah Town is characterised by hotels although these are widely present in the other town as are educational institutions. 4.5 Zones in Multan City The various sections of the city are described:  The walled City  Bosan Town  Mumtazabad Town  Shah Rukn-Alam town and Sher Shah Town The boundaries of the 4 towns of City District Government Multan constitute the proposed zones except for walled city which is part of Mumtazabad Town. The proposed zones have a variety of housing stock and reflect different levels of density, economical, industrial and institutional activity. 4.5.1 The Walled City The walled city consists of Union Councils 43, 44 and 45. It is surrounded by the circular road. Walled city area is located in Mumtazabad. It is the business centre and is very congested. The six surviving gates of the Walled City are badly encroached upon with houses and shops along the circular road. The walled city contains a mixture of land uses e.g. housing, intensive commercial activities, small scale industrial establishments and a number of heritage buildings. The old houses in the town have outlived their life and are undergoing reconstruction. The Multan is known as the “City of Saints�. The shrines are mostly concentrated in the old part of the city. They are visited by pilgrims from many parts of Pakistan throughout the year but especially during festivals and anniversaries. There are a number of mosques e.g. Kings mosque and about 36 Shrines e.g. Shah Shams Tabrez, Shah Guzdar, Hazrat Baha-ud-Din Zikria, Shah Rukn-e Alam, Syed Musa Pak Shahid, etc. In addition there are noteworthy buildings including the Memorial Obelisk in Qasim Bagh, temple of Suraj Kund, Multan Fort of Qila Kona, Musoleaums of Multan and Government College, etc. 4.5.2 Bosan Town Bosan Town has a population of 302,000. Basic Population and Housing Data by Union Councils in Multan show that the Town is a thinly populated new town with a density of 3,739 persons / square km. The Town has a great potential for growth. The value of land in the Town is high as it is occupied by high-income groups. The town has substantial economic and business activities. Education, health, commercial and food concerns have established their chains in the town. The state of cleanliness of the town is also comparatively good. 4.5.3 Mumtazabad Town Mumtazabad Town has the greatest density of population, which at 5,957 per km2.almost twice that of Bosan Town. It is characterized by low-income groups and has lower land values. The town lacks the basic infrastructure facilities of social services especially in health and education sectors. The average household size is 5.7 people / house, which is high, compared to the other three towns. Although a considerable number of people live in the GHK Consulting Limited Page 47 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Technical Aspects of Solid Waste System town, there is no Government hospital and the number of government primary, middle and high schools is also very low as compared to the other towns. The town provides basic services of Grain market, Juma Bazar and Itwar Bazar to not only the other parts of the city but many parts of central Punjab. There are specific market areas including the following:  The Grain market, which is spread over 34 acres (14 hectares), also houses the godowns, disposal works and the residential quarters.  The iron market, which occupies an area of 5 acres (2 hectares) supplies, items used in construction.  Itwar Bazaars (Sunday bazaars) at new Vehari Road. In addition to the above two dump sites of Shah Qadri and Domri Wala Khadda are located in the periphery of the town. The activities of the Iron Market, Grain Market and other businesses in the town, slow the traffic because of the large number of donkey and bull carts. The town also contains the Mausoleums of Musa Pak Shaheed, Bibi Pak Daman, Hazrat Makhdoom Abdul-Rashid Haqani and Masjad Al-Khair. The town is the least clean part of Multan city with heaps of municipal, commercial and industrial waste all around the town. It is reported that, SWM department pays little attention to the town partly because of the uncontrolled disposal of the waste by residents and because access for solid waste operations is difficult. 4.5.4 Shah Rukn-Alam town and Sher Shah Town The above two towns have been combined for operational reasons because of their similarity The population density in Shah Rukn-e-Alam and Sher Shah Towns is 4,502 and 4,548 persons / km2 respectively. The two towns have about equal percentage of Pukka and kacha houses. Many of them have out lived their design life and are being demolished to be replaced by new construction and are a significant source of construction waste in the area. The union council based survey shows that the two towns are a source of milk products to the city as they house a large number of cattle with 1,364 and 1,129 milk animals respectively. 4.5.5 Assessment of the City’s Cleanliness City District Government, Multan has no mechanism to monitor the state of cleanliness in the city. In one place the TMOs assess cleanliness but it is unofficial, not broadly based and does not represent the various segments of the society at large and as such is not effective. The shortcomings and the assessment of the cleanliness of Multan proved very difficult because of the mix of residential, commercial, industrial and institutional land uses. The following methodology was developed to enable comparison of the various zones of the city. Each area was examined on a number of occasions several hours after the area had been cleaned by CDGM (Annex 4-2). The extent of litter on the highway and waste deposits on open ground were then categorized according to the following criteria as shown in Table 4-5. Table 4-5: Assessed Cleanliness Highway Open plots of land Very Good Litter is very rare Nearly all plots are clear of waste Good Litter is rare Few plots have waste deposits Average Litter is common but nor widespread Some plots have waste deposits Bad Litter is widespread but not overwhelming Almost all plots have waste deposits Very bad Litters overwhelming litter Almost all plots have waste deposits Source: GHK Assessment GHK Consulting Limited Page 48 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Technical Aspects of Solid Waste System The assessment of the cleanliness of Multan proved very difficult because of the mix of residential, commercial, industrial and institutional land uses. The results are shown in table 4-6. Table 4-6: Assessment of sate of cleanliness Town Sate of cleanliness Bosan Town: The state of cleanliness of the town is comparatively good. Mumtazabad Town The town is the least clean part of Multan city with heaps of municipal, commercial and industrial waste all around the town. It is reported that, SWM department pays little attention to the town partly because of the uncontrolled disposal of the waste by residents and because aces for solid waste operations is difficult Shah Rukn-Alam town The state of cleanliness is average. Sher Shah Town The state of cleanliness is average. Source: GHK assessment based field survey Of course cleanliness may change from day to day. The cleanest places would appear to be along the main roads without encroachments and in areas of pukka housing and the least clean are the commercial areas and in areas of kacha housing. 4.5.6 Summary of the characteristics of the City’s Zones The zones of the city district government Multan were studied with the help of data on housing stock, levels of density and the analysis of surveys conducted regarding the number and the solid waste generation rates of different establishments like commerce, industry, health, construction, slaughter houses and institutions. The characteristics of the city’s zones are summarized in Table 4-7. Table 4-7: Comparison of waste management characteristics of the proposed operational zones Zones within Multan City Type of Establishment Walled City Bosan Town Mumtazabad Shah Rukn-e-Alam Town Town Sher Shah Town Area (Sq km) N.a* 80.77.14 66.81 172.42 Population 72,260 302,000 398,000 7,80,000 Population density / km2 N.a*. 3,739 5,957 4,524 Waste types generated in Commerce, industry, Institutions Commerce, industry Construction, livestock, addition to household construction, tourism restaurants Assessed Accessibility Narrow Fair but restricted by Good Fair railway line Assessed cleanliness Bad Good Bad Average Source: GHK analysis based on Punjab Development Statistics-2009 and MDA Draft Master Plan 2009 n. a*. = not available 4.6 Sources of Solid Waste and Generation Rates The various sources of solid waste in Pakistan include the following:  Households  Commerce,  Industry,  Construction and demolition sites,  Hospitals and clinics  Cattle farms,  Slaughter houses  Hotels and restaurants  Educational Institutions e.g. Schools, colleges,  Other Institutions i.e. Public parks, marriage halls, Offices GHK Consulting Limited Page 49 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Technical Aspects of Solid Waste System 2 The Pakistan Environment Protection Department has stated that the comprehensive data needed to determine the overall waste generation rates for different cities of Pakistan is not available. The only data that is available is very general and is not representative of the different cities and various zones within the cities. Only Lahore has a municipal weighbridge at the dumping sites; there is no practice of segregation of industrial, hazardous & special waste and the municipalities have not maintained a register to show the quantity and the constituents of the waste. The World Bank indicated in 1989-90 the domestic generation rates of urban areas of Pakistan as 0.5 kg / per person / day. The authorities do not know the generation rates of industries, hospitals, and other institutions. KOICA3 estimated in 2007 that the urban areas of Pakistan generate approximately 54,850 tonnes of solid waste daily or about 20 million tonnes per annum presently and that only 50% of solid waste is collected, transported and dumped. 4.6.1 Waste Generated in the City of Multan The Pakistan Environment Protection Agency4 indicated that Multan city generates a volume of 342 tonnes per day. The minimum and maximum volumes of waste were noted as 247 tonnes on Friday and 412 tonnes on Saturday respectively. The figures are half of the volumes of waste estimated by the World Bank for urban areas of Pakistan. The study on eight cities5 of Pakistan shows that the average rate of waste generation from municipalities in the Punjab varies from 0.283 to 0.613 kg/person/day. The studies by the Pakistan Environmental Protection Agency and research reports of the World Bank have however, shown their reservations as to the reliability of data on solid waste generation and its composition as the city administration has no monitoring mechanism to assess the actual volumes flowing to the dump sites. 4.6.2 Household Waste Survey in Multan City The Term of Reference of the ISWM did not provide for an extensive survey for household waste. An appropriate methodology was therefore specifically developed to ensure that representative data was gathered on the generation of household waste. To assess the actual solid waste generation rates the GHK consultants conducted a household survey of the Multan city during the month of September 2009. The location of the survey is shown in Figure 4-4. The questionnaire used for this survey has been included at Annex 4-3 Representative samples were taken from the households of different sizes in all the 4 towns for 7 consecutive days i.e. Monday to Sunday. The sampling frame consisted of 24 houses with 6 houses from each town. From each of the towns a sample of 2 houses each was selected at random from different clusters of houses; measuring less than 5 Marla (126 m2)6, 5-10 Marla (126- 252 m2) and above 10 Marla (252 m2)). The sampling frame of the survey is given in Table 4-8. 2 Environment Protection Department, Government of The Punjab- 2009, Guidelines for Solid Waste Management 3 KOICA-2007. World Bank Joint Study on Solid Waste Management in Punjab, Pakistan 4 Pakistan Environmental Protection Agency-2005, Waste Amount Survey in Multan , JICA 5 Government of Pakistan, 1996: Data Collection for Preparation of National Study on Privatization of Solid Waste Management in Eight Selected Cities of Pakistan. Ministry of Environment and Urban Affairs Division, Islamabad, Pakistan 6 One Marla = 225 square feet piece of land GHK Consulting Limited Page 50 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management Figure 4-4: Locations of Household and Commercial Solid Waste Generation Survey Source: Developed by GHK Based on Field Survey GHK Consulting Limited Page 51 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management Table 4-8: Sampling Frame of Household Survey in Multan City Town No. of Houses Surveyed Less Than 5 Marlas 5-10 Marlas Above 10 Marlas Total 126 m2 126- 252 m2 252 m2 Bosan Town 2 2 2 6 Mumtazabad Town 2 2 2 6 Shah Rukn-e-Alam Town 2 2 2 6 Sher Shah Town 2 2 2 6 Total 8 8 8 24 Source: GHK Analysis Based on Field Survey The results of the survey show the average household generation rate / day / person in Multan city as 0.26 kg with a range of 0.08 to 0.45 kg as maximum. The rate is dependent on the characteristics of the different towns in the city. 4.6.3 Household Generation Rates - by Towns Although the overall household solid waste generation rate of Multan city is 0.26 kg/person/day. The rate varies between the towns as shown in Figure 4-5. Figure 4-5: Solid Waste Generation Rates of Different Towns of Multan City 0.5 0.45 kg/c/d 0.45 0.4 0.35 0.3 0.26 kg/c/d 0.25 kg/c/d 0.25 0.19 kg/c/d 0.2 0.15 0.1 0.05 0 Bosan Town Mumtazabad Town Shah Rukn-e-Alam Town Sher Shah Town Source: GHK Analysis Based on Field Survey Maximum generation rates were observed as 0.45 kg per person / day in Mumtazabad Town. Bosan Town had the minimum generation rates as 0.19 kg / person / day. The household waste generation rates of Shah Rukn-e-Alam Town and Sher Shah Town were observed to be similar at 0.25 kg/person/day. The higher rates of generation are due to concentration of industry and the commerce in the town. 4.6.4 Household Waste Generation Rates - by Size of the House The survey collected the household waste data from different clusters of houses. Smaller houses represented the houses of less than 5 Marlas (126 m2 ), the medium houses 5-10 Marlas (126- 252 m2) and the large houses above 10 Marlas size (252 m2). The generation rates from each of the clusters are given in Figure 4-6. The survey shows that household generation rates increase with the size of the house. Bigger houses with 10 Marlas (252 m2 ) and above and medium houses with 5-10 Marla (126- 252 m2) show the maximum generation rates between 0.27 to 0.28 kg/person/day, whereas, the GHK Consulting Limited Page 52 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management smaller houses with less than 5 Marlas (125 m2 ) size show the minimum generation rate of 0.24 kg/person/day. The higher generation rates may be attributed to the higher incomes of those households. Figure 4-6: Solid Waste Generation Rates – By Cluster of Houses 0.29 0.28 kg/c/d 0.28 0.27 0.27 kg/c/d 0.26 0.25 0.24 kg/c/d 0.24 0.23 0.22 Less Tha 5 Marlas 5-10 Marlas Above 10 Marlas Source: GHK Analysis Based on Field Survey 4.6.5 Household Waste Generation Rates - by Income Levels The waste generation rates by different income groups varied considerably across the towns. The population from lower income groups showed a low rate of waste generation of 0.22 kg / person / day, whereas, the middle-income groups and higher income groups showed a higher rate of 0.3-0.31 kg / person/day. The survey compared the generation rates against household income rates and shown in Figure 4-7. Figure 4-7: Solid Waste Generation Rates by Income Levels 0.35 0.30 0.31 0.30 0.25 0.22 0.20 0.15 0.10 0.05 0.00 Rs 5000-10,000 / month Rs 10,000-20,000 / month Above Rs 20,000 / month Source: GHK Analysis Based on Field Survey 4.6.6 Household Generation Rates - by Week Days The survey collected the household waste data for all the weekdays (Wednesday to Tuesday). The waste collected on each day of the week is shown in Figure 4-8. Maximum waste generation rates (0.33-0.30 kg/ person/day) are observed on Wednesdays and Saturdays followed by Fridays and Tuesdays. The rates are observed to be minimum (0.22 GHK Consulting Limited Page 53 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management kg/person/day) on Sundays / Mondays. The reason for higher generation rates on Wednesdays is not known. The higher values of generation rates on Fridays and Saturdays are, however, due to the weekend holiday. Figure 4-8: Generation Rates – by Week Days 0.35 0.33 0.30 0.30 0.29 0.26 0.25 0.23 0.22 0.22 0.20 0.15 0.10 0.05 0.00 Wednesday Thursday Friday Saturday Sunday Monday Tuesday Source: GHK Analysis Based on Field Survey 4.6.7 Commercial waste There is no system of dealing with the commercial waste separate from municipal waste. The commercial waste is mixed with the household waste at primary level and collected by the sanitary staff of the SWM Department in the morning. The commercial activity, except for the restaurants, starts at 11 am. The commercial activity is centred around the Shopping Centres at Hussain Agahi, Bohar Chowk, Harram Gate and Cantt Bazar. The scavengers therefore, pick the waste from markets; plazas and shops just after the shops are opened. (In fact, people prefer to buy everyday goods from local retail markets and stalls that are scattered throughout all residential areas and are too many to count). The number of shops is not available from any agency. The consultant has, therefore, estimated their number with the help of a Union Council based survey. The commercial waste generation is given in Table 4-9. Table 4-9:- Commercial Waste generation by Town Town Markets Market Shops Street Shops Total Shops Bosan Town 22 1,182 897 2,079 Mumtazabad Town 66 10,835 5,845 16,680 Shah Rukn-e-Alam Town 67 7,653 4,171 11,824 Sher Shah Town 53 3,944 4,720 8,664 Total Multan City 208 23,614 15,633 39,257 Source: GHK Analysis Based on Field Survey The survey shows that Multan City has 23,614 shops in 208 markets and 15,633 Street shops making a total of 39,257 shops. These predominate in Mumtazabad Town but are present in considerable numbers in all the towns except Bosan Town. The shops are a significant source of municipal waste in the city. None of the towns is free of these shops but Mumtazabad Town has higher toll of 16,680 shops followed by 11,824 shops GHK Consulting Limited Page 54 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management in Shah Rukn-e-Alam Town and 8,664 shops in Sher Shah Town. The number of shops in Bosan Town is, insignificant by comparison (2079). The survey of commercial activities in the town shows that on average these commercial concerns generate 1.16 kg waste / day, a major part of which consists of packing material, paper, board, wood and plastics which is recycled / reused by recycling industry. About half of the waste / shop however, find its way to municipal waste. 4.6.8 Industrial Waste The Government of the Punjab7 indicated that there are about 613 large, medium and some small industrial units in the Multan district and that this includes 58 industries8 employing more than 100 people. The industrial units include textile as well as industries allied to the agricultural produce. The only Industrial Estate in the district has 151 small and large industrial plots. Multan also houses significant cottage industries including chemical, silk / woollen carpets, coloured bricks, household lines etc. A summary of installed capacity of the existing industries of Multan City District has been included in Annex4-4. Multan city is characterised by linear industrial clusters along intercity roads. Most of the industries are located south of the railway line in the area between Vehari Road and Khanewal Road. Multan Industrial Estate is located in the south-western direction of the city between Sher Shah Road and Multan bypass. This is, however beyond the city limits. The information on the industrial clusters and number of industries by type in each of the 4 towns is not available. The consultant has, therefore identified the industrial clusters and the industries in the according to the towns in which they are located (Table 4-10). The questionnaire used for survey of commercial, industrial and other activities is attached at annexe 4-5. Table 4-10: Industrial Clusters and the Industries in Multan City – by Town Individual Total Industrial Town Ind. Clusters Cluster Units Units Units Bosan Town 1 6 4 10 Mumtazabad Town 15 7,845 26 7,871 Shah Rukn-e-Alam Town 6 672 48 720 Sher Shah Town 2 31 31 62 Total Multan City 24 8,554 109 8,663 Source: GHK Analysis Based on Field Survey Total industrial units occur predominantly in 24 clusters mostly in Mumtazabad Town. Bosan Town and Sher Shah town have very few industrial units. A number of industries were surveyed to ascertain the waste type, volume and disposal. The results of the survey indicate that a significant proportion of the waste is recycled or reused by other industries. On average a volume of 11.9 kg / unit / day, finds its place into the waste stream to be mixed with the municipal waste for disposal by SWM Department of City District Government. The main industries in Multan relate to textile and the agricultural sector. The waste is, therefore, of the textile, ginning nature. A large proportion of this waste is of recyclable/ reusable and is segregated on site before it enters the waste stream. The remaining waste is put into CDGM. On average they receive 11.9 kg / unit / day. 7 The Pre-Investment Study on Multan District ,Government of the Punjab, Bureau of Statistics, -2006, Directorate of Industries Punjab 8 Government of the Punjab, Bureau of Statistics – 2009, Punjab Development Statistics, Lahore GHK Consulting Limited Page 55 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management 4.6.9 Construction Waste Multan city has the privilege of being the home of the political class being the constituency of the Prime Minister and the Foreign Minister of Pakistan. A large number of projects including road construction, sewerage drainage, and education and health buildings are underway under different packages of the Prime Minister, Chief Minister and other development agencies. These packages are over and above the normal provincial, federal regional and the local development programmes and are spread over all the towns of the city. Picture: Construction Waste These public sector developments have encouraged significant private sector development in the form of shopping malls, marriage centres, restaurants, educational and health buildings. In addition, because Multan is an ancient city many of the old buildings are being replaced. Construction activity is widespread throughout Multan City and whether by the public or private sector they are uncontrolled. Demolition, excavation and construction waste is commonly left at the roads side, on empty plots, corners and between houses. This attracts the dumping of domestic waste. This waste is often collected by CDGM without charge as a result of a complaint. The collection of construction waste is an unnecessary and significant source of solid waste and the City is effectively subsidising the construction industry. The number of under construction buildings is not known to any agency. The survey results of the number and location of these buildings is given in the Table 4-11. The results of the survey show a total of 2,468 houses under construction in the month of October 2009 in Multan city. The shading of the largest number of construction projects indicates that both new development and the development of old houses occur predominantly in Shah Rukn-e-Alam Town. Table 4-11: Number of Under Construction Houses (New/Old) in Multan City–by Towns Town Under Construction Houses Trolleys of New Houses Old Houses Total Houses Construction Waste / month Bosan Town 256 100 356 130 Mumtazabad Town 286 263 549 258 Shah Rukn-e-Alam Town 491 565 1056 199 Sher Shah Town 283 224 507 224 Total 1,315 1,152 2,468 811 Source: GHK Analysis Based on Field Survey GHK Consulting Limited Page 56 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management Construction waste is transported by 30 trolleys per day to the outskirts of the city. Officials of the City District Government consider that the average a trolley can carry is about 1.6 tonnes although the amount actually carried is less as the activity is undertaken on an individual basis. This would suggest that approximately up to 48 tonnes of construction waste is removed from Multan on a daily basis 4.6.10 Hospital and Clinical Waste Management In Pakistan 685 tons approximately medical waste is produced daily from all sorts of health care facilities. Some hospitals and municipalities burn their waste, which results in the production of large amount of highly toxic gases. Open dumps of waste serve as breeding grounds for flies and mosquitoes creating health hazards. In addition, bio-nondegradable solid wastes including hospital and industrial wastes are found lying in heaps. According to Hospital Waste Management Rules 2005, the health organizations are responsible for the proper segregation, storage and disposal of the waste, in most cases it continues to be left at filth depots, or is collected by the Kabari. Neither solution is acceptable because of the hazards posed to sweepers, scavengers and the general public. There are very few incinerators and they are ineffective and insufficient for current and future needs. There is no procedure for the proper disposal of clinical waste by CDGM. The situation of hospital waste management in Multan is almost similar to other towns and cities of Pakistan. The Government of the Punjab, 2009 indicates that the public sector in Multan District consist of 13 hospitals, 34 dispensaries, 8 RHCs, 48 BHUs and 7 S.H. Centres with a bed strength of 2,343. The big institutions in the city include Nishter Hospital (the only teaching hospital in the city), Fatima Jinnah Hospital, Civil Hospital and a Cardiology Centre. The public hospitals are the largest medical facilities but the private sector provides the greatest number. Data on numbers and bed strength in private sector hospitals, clinics and labs is not available. The Union Council based survey conducted by the consultant, however shows that there are about 1,000 hospitals, clinics and clinical labs in Multan City. The survey shows that hospitals and private clinics are situated throughout the city although there is a preponderance of both in Shah Rukn-e-Alam Town. The details about hospitals and Clinics /Labs are mentioned in Table 4-12). Table 4-12: Hospitals and Doctor’s Clinics / Clinical labs in Multan City – by Towns Hospitals / Clinics / Labs Town Hospitals Clinics / Labs Total Multan City Bosan Town 17 98 115 Mumtazabad Town 13 196 209 Shah Rukn-e-Alam Town 26 238 264 Sher Shah Town 24 219 243 Total Multan City 80 751 831 Source: GHK Analysis Based on Field Survey The Team discussed these issues with EDO Municipal services, EDO Health and DO SWM. and a local NGO “ AHSAN�. The field investigation was carried out to find out the extent of the problem and estimate hospital /clinical solid waste. In order to identify the ground realities, the consultant team conducted a survey related to hospital /clinical solid waste management with the help of Municipal Services and Health department. GHK Consulting Limited Page 57 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management Picture: Hospital Waste in Multan –a view of outside Nishter Hospital Multan The field survey of some selected hospitals was carried out to identify the degree of the problem and generation rate of hospital waste. CDGM identified the hospitals for sample survey. The questionnaire used for hospital waste survey is attached at Annex 4-6. A survey tool kit comprising spring balance, gloves and mask. The team visited Nishter hospital at different interval that includes 6 a.m.to 9 a.m. (morning) 12 p.m. to 3 p.m. (afternoon) and 7 p.m. to 10 p.m. (night) to observe the hospital waste collection and disposal arrangement. Field investigations also show that there are very few incinerators and they are ineffective for current and future needs. There is no procedure for the proper disposal of clinical waste by CDGM. The findings of the survey show that majority of the waste is generated by the large hospitals. None of the hospitals have been identified as having prepared a Waste Management Plan in accordance with the Hospital Waste Management Rules 2005. In most hospitals the system is unmanaged and left to the hospital sweepers. Much of the waste is sold for recycling either for financial reward or benefit in kind. The survey showed the generation of hospital waste @ 0.75 kg / bed / day. The different wards / specialties in Nishter Hospital showed the waste generation rate of 0.73 kg / bed / day. The surveyed units showed an average waste generation of 83 kg / hospital / day. The waste from clinics with 5-10 bed was estimated as 1 kg / clinic / day. The team consulted the local NGO “AHSAN (Association of Hospitals for Safety Measures Advances and National Help)� working on hospital waste collection and disposal. The NGO was formed by a group of local doctors. The NGO started with the collection and disposal of waste from 25 hospitals and now collects from 100 hospitals, clinics and labs. A workshop “Awareness raising of hospital waste management rule 2005�was attended by the team in order to obtain more opinions about Picture : workshop on hospital waste management rule 2005 Hospital waste management issues. The workshop was arranged by District Environment Department with collaboration of NGO- AHSAN. The workshop participants concluded that to implement hospital waste management rule 2005, there is a need for the government to focus on awareness raising at all levels. The Government should play a facilitation role rather an observer role. GHK Consulting Limited Page 58 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management 4.6-11 Cattle Farms The waste from animals is either recycled for fuel, used as fertilizer or dumped together with the municipal waste and is collected by the SWM Department of City District Government, Multan. The City District Government regulations do not allow the establishment of cattle farms and the keeping milk animals in the residential areas. It is very common for the city management to launch a periodic campaign to push the animals out of the city. The city district government does not have data on the number of milk animals kept in cattle farms (Bhannas) and the waste generated. The data collected by the survey are given in Table 4-13. Table 4-13: Number of Cattle Farms and the Milk Animals in Multan City – by Towns Town Cattle Farms (Bhannas) Milk Animals Bosan Town 44 816 Mumtazabad Town 35 848 Shah Rukn-e-Alam Town 81 1,364 Sher Shah Town 49 1,129 Total Multan City 209 4,157 Source: GHK Analysis Based on Field Survey There are an estimated total of 4,157 buffaloes / cows kept in 209 cattle farms mainly for their milk. These farms are wide spread throughout all the towns with a concentration in Shah Rukn-Alam ad Sher Shah Towns (Table 4-13 - shaded). The owners of the cattle farms estimate that an animal produces 15 to 20 kg waste / day, most of which is reused for fuel, wood and fertilizer. On average only 6 kg / animal /day of the waste finds itself in the streets and bazaars and is ultimately disposed off by the SWM Department. 4.6.12 Slaughter Houses Meat selling shops are, however, seen everywhere in the city. Although people love to eat meat this is now less affordable because of the increase in meat prices. Only rich people can eat meat frequently; the upper middle classes eat meat once a week, and, the poor can eat it on Eid-ul-Azha days (The religious event of slaughtering animals). The only designated slaughter house in the city of Multan is the Kotla Toley Ali Khan. About 300 goats and sheep are slaughtered at the Slaughter House 5 days a week. (The law prohibits slaughtering on Tuesdays and Wednesdays). The Slaughter House, therefore, has a capacity of processing 4.5 tonnes meat per day. The big animals like Buffaloes and Cows are slaughtered at the place of residence or at the butchers. Picture: Butchers Shop GHK Consulting Limited Page 59 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management There is no formal system of contractors. The butchers of the city bring their animals, get them slaughtered, sell the reusable and recyclable waste on the spot and take the meat, on bicycles and motorcycles, for selling in the city. Solid waste from the slaughtering process is recycled at the site and taken away for reuse by the industry. The slaughterhouse is managed by the TMA Shah Rukn-e-Alam Town, Multan. A Veterinary Officer and a Recovery Inspector are posted by City District Government, Multan at the site to monitor the operations. The annual turnover of animals slaughtered in the only designated slaughterhouse Multan is, therefore, 78,000 animals per year. Bearing in mind the life style of the people living in the city it was observed that the meat volume processed at the only designated house was much less than the actual amount of meat consumed. Government of the Punjab statistics show that in 2007-08 out of 19,976,000 animals slaughtered in recognized and un-recognized slaughterhouses of Multan 76% were goats and sheep. The detail is shown in Table 4-14. Table 4-14: Animals Slaughtered in Recognized/Un-Recognized Slaughterhouses (2007-08) Animals Slaughtered by Designated / Undesignated Slaughter Houses Type No. of Animals District Multan (Per Day) Multan City (Per Day) Sheep and Goats 151900 4,381 3,079 Source: Punjab Development Statistics-2009 The estimates indicate that out of total animals slaughtered in Multan District during 2007-08 4,381 were goats and sheep. Assuming a constant rate of consumption in 2009-10, Multan city consumes the 3,079 goats and sheep / day. This is much greater than the number of animals recorded as Slaughtered in the designated slaughterhouse. On a detailed enquiry it was revealed that there are about a dozen undesignated slaughterhouses functioning in Multan city that are processing 10 times more meat than the designated slaughter house. A small amount of the waste from the undesignated slaughterhouses is recycled and reused but most of it is mixed with the municipal waste and becomes the responsibility of the SWM Department. Thus 40 tonnes / day of meat are processed in the designated and undesignated slaughterhouses. The waste amounts to 30% of the weight of the processed animals of which, 10% is not recycled / reused. The waste requiring disposal, therefore, amounts to 3% of the total processed meat or 1.2 tonnes / day. The calculation is based upon A survey of slaughter house named Kotley Ali khan situated in Shah Rukn-e Alam Town The objective of the survey was to identify the waste management aspects, current waste storage, collection and disposal system. The solid waste was collected into an open storage area for daily. 4.6.13 Hotels and Restaurants The restaurants generate a considerable volume of waste that is mixed with municipal waste. The number of hotels and restaurants in the city has been identified by the survey and is given in Table 4-15. The waste generated as indicated in the survey of restaurants is 11.5 kg / restaurant / day or approximately 14 tonnes / day. Table 4-15: The Number of Hotels and Restaurants in Multan City – by Towns Town Hotels / Restaurants Bosan Town 215 Mumtazabad Town 230 Shah Rukn-e-Alam Town 337 Sher Shah Town 433 Total Multan City 1,215 Source: GHK Analysis Based on Field Survey GHK Consulting Limited Page 60 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management 4.6.14 Educational Institutions The educational institutions are located across all towns relative to the population they serve. On average about 3.42 kg of waste from an educational institution finds its way to the municipal facilities for disposal. The total volume of waste generated in the educational institutions is estimated to be approximately 3 tonnes / day The Table 4-16 shows the number of educational institutions in Multan city. Table 4-16: Educational Institutions in Multan City Town Educational Institutions Bosan Town 161 Mumtazabad Town 218 Shah Rukn-e-Alam Town 269 Sher Shah Town 242 Total Multan City 890 Source: CDGM 4.6.15 Public Parks The previous decade has seen a large demand for public parks and the other recreational facilities in Multan city. The Punjab Government is, therefore, is establishing the Parks Horticulture Authority (PHA) in Multan similar to that for Lahore, and Rawalpindi. Some of the parks are well maintained by MDA and City District Government Staff, whereas, many are not maintained properly because of the shortage of staff and funds. The problems of absenteeism and gardeners working elsewhere are reported as being very common. As per Multan Development Authority9 the Recreational parks constitute 403 acres or 1.63 km2 in Multan city. The public parks are established and maintained either by the City District Government or by the Multan Development Authority; in the Cantonment area the Multan Cantonment Authority maintains them. The MDA has developed 22 parks and open spaces that they have handed over to TMAs for maintenance although Shah Shams Park and the Park opposite Circuit house are still maintained by the MDA. The parks are frequently visited public places. The waste generally contains grass, leaves, twigs, plastic bottles, shopping bags, tins and packing material of junk food, which is now very common. Scavengers pick up plastic bottles, shopping bags and other recyclable material early in the morning for reselling. Gardeners take the grass away and dry leaves are collected and burnt in a corner of the park. The ash is taken back to the nursery of the park for using as fertiliser. Animals are not allowed to be kept in the parks in the Pukka areas (which are larger than in the non Pukka areas) so there is no demand for the grass which is then dried and burnt along with the leaves. Only a small amount enters the municipal waste stream. A number of parks in the city were visited by the consultant and interested groups including the park management and park visitors were interviewed. The survey shows that the amount of waste generated in parks with deciduous trees is 20 kg / acre /day, 75% of which constitutes the grass cut from grassy fields. The amount of generated waste could be less in case of few plantations in the park. This is equivalent to approximately 8 tonnes per day but very little of this enters the waste stream. The waste in parks generally contains grass, leaves, twigs, plastic bottles, shopper bags, tins and packing material of junk food which is very common now a days. The plastic bottles, 9 Multan Development Authority-2009, Draft Master Plan Report, Integrated Master Plan of Multan (2008-09), NESPAK (Pvt.) Ltd. GHK Consulting Limited Page 61 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management shoppers and other recyclable material are picked up by scavengers early in the morning for selling to recycle markets established in all parts of the city. As per practice the grass is taken away by the gardeners and the leaves of the trees and plants are collected and burnt in a corner of the park after these are sun dried. The inert material is put back to the nursery of the park for using as manure. A small amount either burnt or mixed with the municipal waste. 4.6.16 Overall Municipal Solid Waste Generation Volumes in Multan City On the basis of the above surveys and analysis it is estimated that the total municipal solid waste generation rates (including household waste, commercial, industrial, construction, hospitals and other institutions like educational, slaughter house, public parks) in Multan city comes to 610,865 kg or 611 tonnes / day. Table 4-15 summarises the tonnages/day of waste from various sources. The main sources of waste in Multan city are from households (63.0%) followed by industry (16.8%), construction & demolition (7.9%), Cattle farms (3.9%) and Commerce (3.7%) (Figure 4-9). This suggests that if CDGM restricted itself to the collection of just household and commercial waste it could reduce the waste carried and disposed of by some 35%. (Table 4-17) Figure 4-9: Share of Different Streams of Solid Waste in Multan City 70 63.0% 60 50 40 30 20 16.9% 7.9% 10 3.8% 3.9% 1.3% 3.3% 0 Household Industrial Commerce Construction Hospital Animal Farms Other and and Clinics (Bhannas) Establishments Demollition % share Source: GHK Analysis Based on Field Survey The various sources of waste when added together give an average generation rate of 0.41 kg / person / day in Multan city. The town wise picture of solid waste generation rates is given in Figure 4-10. Table 4-17: Solid Waste Generation Volumes in Multan City by Type and Towns Waste Sources Waste Generation Tonnes / day Bosan Town Mumtazabad Shah Rukn-e Sher Shah Total Town Alam Town Town Households 78.52 103.48 107.64 95.16 385 Commercial 1.21 9.67 6.86 5.03 23 Industry 0.12 93.66 8.57 0.74 103 Construction 7.64 14.96 11.64 13.99 48 Hospital, Clinics and labs 1.71 1.43 2.71 2.50 8 Cattle Farms (Bhannas) 4.65 4.83 7.77 6.44 24 Slaughter Houses 0.30 0.30 0.30 0.30 1 Hotels / Restaurants 2.44 2.62 3.84 4.94 14 Educational Institutions 0.55 0.75 0.92 0.83 3 Other Establishments (Parks, marriage Halls etc.) 0.41 0.22 0.75 0.83 2 Total waste generated 97.55 231.92 151 130.76 611 Source: GHK Analysis Based on Field Survey GHK Consulting Limited Page 62 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management Figure 4-10: Municipal Waste Generation Rates of Multan City – by Towns 0.6 0.54 kg 0.50 kg 0.5 0.41 kg 0.4 0.36 kg 0.35 kg 0.32kg 0.3 0.2 0.1 0 Bosan Town Mumtazabad Shah Rukn-e- Sher Shar Town Multan City World Bank Town Alam Town Estimates Source: GHK Assessment based on various surveys of Multan city The study shows the overall solid waste generation rates for Multan city as 0.41 kg / person / day. The maximum rates are observed as 0.54 kg / person / day in Mumtazabad Town. The solid waste generation rates in the other three towns of the city range from 0.32 to 0.36 kg / person / day. The figures are found to be less than the average waste generation rates of 0.50 kg / person/ day for urban areas of Pakistan reported by World Bank. The results are, however within the limits determined by Government of Pakistan – 2005, which show that the waste generation volumes reported for eight selected cities of Pakistan vary between 0.283-0.613 kg / person / day 4.7 Composition of Solid Waste 4.7.1 Previous studies The physical composition and density of the solid waste varies with the population, lifestyles, and economic activities of the area and with seasonal events. There are few reports on the composition of the solid waste in Pakistan and the Pakistan Environmental Protection Agency and World Bank have reservations as to their reliability10. KOICA-World Bank11 suggests a variable composition of solid waste in other cities of the Punjab, NWFP, Sindh and Baluchistan - having a significantly higher proportion of vegetable waste. The study shows a higher degree of organic content in the solid waste of the bigger cities like Karachi, Hyderabad, Peshawar and Faisalabad (32-35%) than the smaller towns (10-23%). EPA Guidelines indicate that solid waste in Punjab is combination of domestic waste, industrial waste, construction and demolition waste, garden waste, hazardous waste, special hospital waste, dead animals, night soils and street sweepings. The average composition of solid waste in the urban areas of Punjab is given in Table 4-18. 10 Environment Protection Department, Government of The Punjab- 2009, Guidelines for Solid Waste Management 11 KOICA-2007. World Bank Joint Study on Solid Waste Management in Punjab, Pakistan GHK Consulting Limited Page 63 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management Table 4-18: Average Composition of Solid Waste in Punjab Fraction Percentage Paper 3% Plastic 4% Metals 0.5% Glass 0.5% Organic Matter 72% Stones 6% Rags 4% Ashes 10% Source: Punjab EPA Guidelines on Solid Waste Management-2009 The study shows the composition of organic and inorganic matter of 72% and 8% respectively in the solid waste of urban areas of Pakistan, leaving 20% for other inert material such as stones, ashes and rags. The KOICA-World Bank studies show that the typical composition of the waste generated by different income groups has a higher percentage of organics in the lower income groups (40-80%) compared to middle income groups (20-60%). The KOICA-World Bank reported the composition of solid waste in 9 cities of Punjab. Table 4-19 gives a summary of the existing sampling results for various cities. Table 4-19: Composition of Municipal Solid Waste in the Nine Cities of Punjab Cities Bahawalpur Gujranwala Rawalpindi Faisalabad DG Khan Sargodha Composition Multan Lahore Sialkot Population (000) 6,574 2,525 1,778 1,778 1,608 627 532 531 n/a Year of Sampling 2005 1996 - 2006 2005 2007 2007 2007 2006 Organic 31% 22% - 33% 29% 32% 30% 19% 20% Paper & Cardboard 3% 4% - 2% 4% 2% 4% 6% 6% Glass, Ceramics 1% 1% - 1% 2% 2% 1% 10% 10% Shopper Bags - - - 8% - - - 6% 4% PET Bottles - - - - - - - 2% 2% Plastics & Rubber 6% 5% - 5% 5% 4% 4% 10% 10% Wood, Bones, Straw 25% 19% - 23% 4% 8% 19% 8% 8% Metals 1% 1% - - <1% 1% 1% 3% 2% Textiles, Rags 8% 5% - 7% 3% 5% 7% 6% 5% Miscellaneous Inerts, 27% 43% - 22% 53% 36% 35% 32% 32% Debris Source: Composition of municipal solid waste in the nine cities (Reported in The World Bank PPIAF – Punjab Solid Waste Management Reform (87/369) - Draft Final Report August 22, 2007 4.7.2 Composition of Solid Waste in Multan NESPAK12 and KOICA-World Bank studied the composition of solid waste in Multan city. Punjab EPA reported 60% moisture content in solid waste in the urban areas of Punjab. The study on Model Landfill Site for Multan conducted by NESPAK in 2007 reported that the physical composition of solid waste in Multan contain 44% organic , 30% non-organic and 6% polythene bags and other plastics. The inert material constituted 40% of the total solid waste. The composition of solid waste in Multan as estimated by KOICA-World bank is shown in Table 4-20. The two studies show similar proportions of organic and inorganic matter in the urban waste of Punjab province and Multan city. 12 NESPAK-2007, A Modern landfill Site for Multan GHK Consulting Limited Page 64 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management Table 4-20: Composition of Solid Waste in Multan Composition Composition (% by weight) KOICA-World Bank NESPAK Vegetable Waste 33% 44% Wood, Bones and Straw 23% Paper and Board 2% Textile rags 7% 30% Plastic Rubber 5% Shopper bags 8% Miscellaneous rags 22% 26% Total: 100.00% 100% Source: The KOICA-World Bank Joint Study on Solid Waste Management in Punjab, Pakistan 2007 4.7.3 Municipal Waste Composition – by Source (organic, organic and others) The results of the household survey conducted by the consultant in Multan city are shown in (Figure 4-11): Figure 4-11: Composition of Municipal Waste in Multan City 29.5% Organic 52.6% Inorganic 17.9% Others Source: GHK Analysis Based on Field Survey The result of the survey demonstrate that organic matter is a major constituent and forms 52.6% by weight of the total municipal waste, however, this varies significantly between the towns Figure 4-12. Figure 4-12: Composition of the Municipal Waste in Multan City – by Towns 80 70% 69% 70 64% 60 47% 50 39% 40 30 24% 23% 22% 20 14% 12% 8% 9 10 0 Sher Shah Town Mumtazabad Bosan Shah Rukne-Alam Organic Inorganic Others Source: GHK Analysis Based on Field Survey GHK Consulting Limited Page 65 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management The highest ratio of organic matter was found in Bosan Town and Shah Rukn-e-Alam Town (70%) followed by Sher Shah Town (47%). The low percentage of organic material in Mumtazabad results from the high percentage of the inorganic waste including the ash from the burning of wood and animal dung for fuel. In the other towns a greater proportion of households use Sui Gas for cooking. The composition of the municipal waste varies considerably with the size of the house (Figure 4-13). Figure 4-13 Composition of the Municipal waste in Multan City – by Size of House 70 63% 58% 60 50 45% 40% 40 30 22% 20% 19% 18% 20 16% 10 0 Less than 5 marlas 5-10 marlas above 10 marlas Organic Inorganic Others Source: GHK Analysis Based on Field Survey The composition of waste from the small (less than 5 Marlas -126 m2) and medium (5-10 Marlas - 126- 252 m2) sized of houses were similar: organic matter forms 58-63% of the total waste. The composition of waste in large size houses, however, shows that the percentage of organic waste was reduced by other wastes to just 40%). This reflects the likely lower income of small households that spend the majority of their income on food and have little spare for other goods, which the occupants of the larger plots can afford. These probably contain larger quantities of packaging associated with the purchase of household items. 4.7.4 Commercial Waste Composition Commercial concerns generate a variety of waste including corrugated boxes, office paper, cardboard, plastic, wood, food waste, glass, metal, special waste, hazardous waste and wood and disposable tableware. The description of categories in commercial waste is given in Table 4-21. Table 4-21: Categories in Commercial Waste Category Description Mixed paper Office paper, computer paper, magazines, glossy paper, waxed paper, and other paper not fitting the categories of newsprint and corrugated Newsprint Newspaper Corrugated Corrugated medium, corrugated boxes or cartons, and brown (kraft) paper (that is, corrugated) bags Plastic All plastics Food waste All food waste except bones Wood Lumber, wood products, pallets, and furniture Glass All glass Other inorganic/non- Rock, sand, dirt, ceramics, plaster, non-ferrous nonaluminum metals (copper, brass, etc.), and bones combustibles Source: GHK assessment 4.7.5 Industrial Waste Composition The industrial waste generally reflects the type of industries in the city. The industrial units in Multan include textile as well as industries allied to the agricultural produce. Besides the large GHK Consulting Limited Page 66 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management and small industrial units, Multan houses a significant cottage industry including chemical, silk / woollen carpets, coloured bricks, and house hold lines. The waste generated from these industries is, therefore, of the textile, ginning nature. A large proportion of this waste is of recyclable/ reusable nature and is segregated on site before it enters the waste stream. The remaining waste of municipal nature is put into SWM Department managed facilities of CDGM, Multan. 4.7.6 Hospital Waste Composition The waste from the hospitals consists of general waste, mixed waste and recyclable waste. Contrary to the EPA regulations the waste from health institutions is mixed with the municipal waste for disposal by the City District Government Authorities. The management of the hospitals has not maintained any records of the type and volume of wastes generated by their premises. The survey however indicates that the waste from hospitals and clinics includes the wastes similar to municipal solid waste, chemicals, genotoxic waste, infectious wastes, pathological waste, pharmaceutical waste, sharps and radioactive materials. The waste has been further categorized as general waste, mixed infectious waste, recyclable waste and pure infectious waste. Nishter hospital is the only teaching hospital in the city and has 1,100 beds. The type of waste generated by a number of specialties of the hospital is given in (Table 4-22). Table 4-22: Solid Waste in Different Specialties of Nishter Hospital, by Type of Waste Mixed Pure Solid Waste Beds in the Ward General Recyclable Ward Name Infectious Infectious kg/ Total Occupied % Waste Waste Total Waste Waste bed/day Beds Beds occupied Cardiology 3 18.5 10.0 3.0 34.5 0.62 94 56 60% Medical 23 66.0 13.0 4.0 106.0 1.04 94 102 109% Surgical 2 23.0 19.5 42.0 86.5 1.14 86 76 88% Eye Care 6 4.0 3.0 4.0 17.0 0.33 101 52 51% Neurological 13 13.0 19.5 8.0 53.5 0.48 166 111 67% Surgery Gynaecological 10 19.0 22.0 6.5 57.5 0.65 112 88 79% Total 57 143.5 87 67.5 355.0 0.73 653 485 74% Source: GHK Analysis Based on Field Survey of Nishter Hospital  Occupation ratio in Medical ward is 109% , where sometimes I bed houses 2 patients due to increased demand of beds The survey of small, medium and large hospitals showed a similar composition of waste. This is summarised in Figure 4-14. This indicates that without further segregation 44% of the waste may be considered “clinical� in composition but this may be reduced to below 30% with segregation. 4.7.7 Construction and Demolition Waste Construction waste consists essentially of the following items:-  Excavation soil  Bricks or concrete  Concrete  Wood  Metal  Packaging Much of this will not enter the waste stream as it will be reused or used for land raising before entering the waste stream. GHK Consulting Limited Page 67 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management Figure 4-14: Composition of Waste in Small, Medium and Large Hospitals of Multan City 60 56% 50 40 30 22% 20 14% 8% 10 0 General Waste Mixed Waste Recycleable Waste Pure Infectious Waste Source: GHK Analysis Based on Field Survey 4.7.8 Cattle Farm Waste Composition The waste from animals is either recycled for fuel wood / fertilizer or mixed with the municipal waste and is collected by the SWM Department of City District Government, Multan. 4.7.9 Slaughter House Waste Composition The only designated slaughter house is in Kotla Toley Ali Khan although there are very many unofficial and unregulated slaughterhouses in Multan. The processes and type and quantity of waste generated by the Slaughter House in Kotla Toley Khan are shown in Table 4-23. Table 4-23: Wasted Generated by Slaughter House in Multan Process off site, Quantity Type of Waste Process onsite location Remarks per day (tonnes) income/payment Skin 7.0 Sold at spot Preserved for leather Used as packing Intestines 13.0 Cleaned and sold at spot 30% of the total waste material Organic parts 1.9 Sold at spot Used as food Blood, secretions, faeces 23.0 Drained in sewer of WASA - 60% of the total waste Collected by Others 0.1 Municipal waste Municipal Services Total 45.0 30% of the animal weight Source: GHK Analysis Based on Field Survey of slaughter house “ Kotla Toley�, Multan 4.7.10 Educational Institutions Waste Composition The waste from colleges, technical colleges and universities includes paper, plastic and food. It is considered valuable and is segregated onsite by the junior staff. The remainder is mixed with the municipal waste. 4.7.11 Public Parks Waste Composition The waste generally contains:  Organic material i.e. grass, leaves, twigs, the grass is taken away by the gardeners and the leaves of the trees and plants are collected and burned in a corner of the park. The burnt ash is put back to the nursery of the park for using as manure GHK Consulting Limited Page 68 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management  Litter i.e. plastic bottles, shopper bags, tins and packing material of junk food. The plastic bottles, shoppers are picked up by scavengers early in the morning for selling to recycle markets. 4.8 Primary Collection Primary collection is the process of removing waste from the houses, streets and shops and transferring it to the nearest transfer station or filth depot. There is no practice of domestic storage of solid waste. It is only in a relatively small number of households that there is the practice of householders using collection bins to accumulate waste. The type and capacity of the storage facilities in the city is described in Table 4-24. Table 4-24: Type and Storage Capacity of Storage Facilities in City Multan Storage Facility No. Capacity Utilization Basis (tons) Permanent Filth Depots 37 464 Every depot emptied daily Temporary Filth Depots 56 135 40% daily, 40% alternate days, 20% once a week Containers (7m3) 80 139 40% daily, 40% alternate days, 20% once a week Containers (4m3) 30 13 50% out of order, 20% daily, 20% alternate days, 10% once a week Total 203 751 Source: GHK Analysis Based on Field Survey The total storage capacity is 751 tons / day which is compatible with the generation rates of 611 tons / day. It however, doesn’t address the issue of access to the households that are located at 0.5 km to more than 1 km distance from the storage facilities, which impacts on the collection efficiency of the system. The distribution of the storage facilities is also not uniform within the towns. The survey shows that 15% of the union councils are without a storage facility and another 20% union councils have only one storage facility. Moreover the distribution of the facilities is made on political grounds instead of on a work load basis. As such all the storage facilities are not filled sufficiently to justify on daily basis. Except for the permanent filth depots the emptying of the storage is generally done on the basis of 40% (daily), 40% (alternate days), 20% (once a week).In order to improve the efficiency of the collection system temporary storage facilities should be located closer together. Informal collection of solid waste is very rare and not significant. The empowered manage the collection system through political / bureaucratic pressure whereas; the disempowered cannot afford to employ the private. These arrangements almost eliminate the opportunities for private sector involvement the primary level. 4.8.1 Organization The City District Government, Multan employs up to 2,069 sanitary workers at any one time for primary collection. This compares to a sanctioned strength of 1,938 for the SW Department. The number of ‘in postt’ positions is more than the sanctioned posts as ’daily rate’ workers are recruited over and above of the sanctioned strength. (See section 3.2.1). The analysis of the survey shows that the number of sanitary workers and the equipment is not evenly distributed in each town. Population to each sanitary worker is the lowest in Bosan Town (one worker for 981 persons) compared to the other three towns (one worker for 642- 696 persons). The workers are divided into 654 beats consisting of 1,431 sweepers and, 568 handcart men and 86 bull / donkey cart men. The number of staff and the equipment provided to different towns is given in Table 4-25. GHK Consulting Limited Page 69 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management Table 4-25: Primary Collection Staff and Equipment in Various Towns Bull / Sanitary Population / No. of Hand Town Population Sweepers Donkey Cart Workers Worker Beats Cart Men Men Bosan Town 302,000 308 981 93 219 71 22 Mumtazabad Town 398,000 596 668 195 426 168 27 Shah Rukn-e-Alam Town 414,000 595 696 189 402 176 13 Sher Shah Town 366,000 570 642 177 384 153 24 Total Multan City 1,480,000 2,069 2,987 654 1,431 568 86 Source: GHK Analysis Based on Field Survey Within each beat the following activities have to be undertaken:  Cleaning of a particular length of street including bazaars,  The collection and transportation of solid waste from houses and shops to the transfer points (filth depots / containers). These are located at a distance of 200-500m.  The cleaning of the drains The sanitary workers perform street sweeping and primary collections in an official capacity but also collect recyclables from the waste on their own account. They also have exclusive permission to undertake a variety of other services for households in return for a small payment. A few households / shops may pay sanitary workers for regular and reliable primary collection and or for twice a day collection of waste. Every sanitary worker is paid by the households on religious occasions / festivals. Construction waste mixed with street sweeping become denser. This type of waste constitutes a significant part of the municipal waste. Consideration needs to be given as to whether this waste may be separated from household and commercial west. 4.8.2 Volume of Primary Collected waste The City District Government has no data of the volume of primary waste collected by sanitary workers. The results of the union council based survey of sanitary inspectors of SWM Department, City District Government, Multan suggests the total capacity of primary collection staff is 380 tonnes / day (Table 4-26). Table 4-26: Waste Carrying Capacity of handcarts and donkey carts Type No. Weight (tonnes) / Trip No. Of Trips Capacity (tonnes) / day Hand carts 568 0.15 4 341 Bull / donkey carts 86 0.45 1 39 Total 380 Source: GHK Analysis Based on Field Survey Against the total waste of 611 tonne / day generated in Multan it would seem, therefore, based on the capacity of the primary collection staff only some 380 tonnes / day is actually collected. That said the actual collection rate may be greater than this as the handcarts are often overloaded. 4.8.3 Primary collection vehicles and plant The primary collection vehicles consist of the following:  Large Hand Carts  Donkey Carts  Bull Carts These vehicles are described in (Table 4-27). GHK Consulting Limited Page 70 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management Table 4-27: Description of Primary collection vehicles Type of Vehicle Number Comment Large Hand Cart 568 Various version have been tried but the most successful are those with large (30% Large, 58% Medium wheels to accommodate rough surfaces and 12% Small size) The disadvantages are that they are hard to push when full and have a small capacity Donkey Cart 86 The carts have a larger capacity but are expensive to operate and are being Bull Cart phased out. Total 654 Source: GHK field survey The handcarts are stored at the relevant Union Council offices; a few are stored at the sweeper’s homes but heavily padlocked to avoid theft. They are maintained in the workshop under the newly created post of District Officer (Workshop). The central depot contains a large number of broken carts that do not appear to have been cannibalized to repair other carts. The reason for this is reportedly that there is a preference to purchase new carts rather than to repair old carts, which provides work for the manufacturers. This not only appears to be bizarre logic for a service which is short of money but untrue as the repair of carts would provide a contract work stream that could be outsourced to the benefit of local fabricators. No doubt the purchase of new equipment provides an attractive opportunity for many people to benefit financially from the transaction. The carts and their animals are stored in the central depot and travel out daily to their work locality. The phasing out of the animals would provide additional space in the depot with the demolition of the redundant Stalls. The capacity of the primary collection vehicles is shown in Table 4-28. Table 4-28: Primary Collection Vehicles Volume Net Weight Total capacity Type of Vehicle Number No. of Trips / day (m3) (Tonnes) (Tonnes) / day Large Hand Cart 568 0.48 0.15 4 341 Donkey Cart 86 1.08 0.45 1 39 Bull Cart 1.32 Total 654 - - - 380 Source: GHK field survey 4.8.4 Capacity of the Various Towns The capacity of various towns in primary collection of municipal waste is given in Table 4-29. On average City District Multan is short of capacity by about 50%. The capacity shortage is not equally distributed among towns. The maximum manpower shortage is in Mumtazabad town (54%) followed by Bosan Town (53%). Sher Shah Town is the best staffed for primary collection. The calculated shortfall in staff does necessarily indicate an actual shortage in staff as primary waste e.g. construction and demolition waste that may be collect by the secondary waste collection service. Table 4-29: Capacity for Primary Collection in Multan City – by Towns Primary Collection (tonnes/day) Town Municipal Waste Collection Capacity Capacity (%) Bosan Town 96 45 47% Mumtazabad Town 215 98 46% Shah Rukn-e-Alam Town 147 97 66% Sher Shah Town 127 98 77% Total Multan City: 611 380 56% Source: GHK Analysis Based on Field Surveys GHK Consulting Limited Page 71 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management 4.9 Secondary Collection The primary collection of waste from households and street sweeping is taken to filth depots for transfer to larger vehicles. This transportation from the filth depots to the dumpsites is called ‘secondary collection.’ The primary objective of the management in Multan is the disposal of solid waste and not its safe disposal. There is no concept of route planning in the solid waste management department of city district government, Multan. Even if route planning occurs on paper it is not carried out in practice. The drivers of the secondary waste vehicles have the discretion to dispose the waste any where they like. In fact the drivers have an incentive to dump the waste in nearby low lying sites. If the land owner of the site doesn’t object then it becomes the dumping site. In the absence of any monitoring the city district government does not have any information on the disposal of the waste. Information on the unit cost of transportation of waste by different vehicles will be included in finance chapter of the blue print report supported by the specification of a pre feasibility study. 4.9.1 Filth Depots There are 37 filth depots that are distributed throughout Multan. They mostly consist of a plot of land in an urban area and are often surrounded by a brick wall but rarely have a concrete slab base. Their location is historical and has not been comprehensively reviewed for the provision of an effective service. The filth depots are serviced by 4 Dumper Trucks and 10 Tractor Trolleys used for transportation of the waste. It is important that waste is regularly removed from the filth depots to avoid the accumulation of waste and the resultant nuisance and health hazard. The location of the filth depots is shown in (Figure 4-15). 4.9.2 Vehicles and Plant The City District Government, Multan maintains a fleet of vehicles of different types for collection operations in the city. The City District Government, Multan has a total of 58 vehicles for secondary waste collection operations in the city. The vehicles are stored in the central depot and travel out daily to their work locality. The fitters have rudimentary tools maintain them at the central depot. There is no spare parts store because items are outsourced from the market as and when needed. This system avoids the opportunity for the theft of the spares but incorporates a delay, often of several days, whilst the purchase of the relevant part is approved. This process decreases efficiency especially if the part required is expensive. As with the carts broken vehicles do not appear to be cannibalized to repair other vehicles. The reason for this is, again, reportedly that the purchase of new vehicles rather than to repair old vehicles provides work for the manufacturers. This not only appears to be bizarre logic because the vehicle may be manufactured abroad but is untrue as the repair of vehicles would provide a contract work stream which could be outsourced to the benefit of local fabricators. Again the purchase of new equipment provides an attractive and more substantial opportunity for many people to benefit financially from the transaction. The description of secondary collection vehicles is given at (Table 4-30). GHK Consulting Limited Page 72 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management Figure 4-15: Location of Filth Depot and Dumping sites Source: Developed by GHK based on City District Government and The Urban Unit information GHK Consulting Limited Page 73 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management Table 4-30: Description of Secondary Collection Vehicles Type of Vehicle Number Comment Tractor Trolley (Small) 20 Tractor Trolley (Fiat) 20 Dumper Truck (Bedford) 2 Dumper Truck (Isuzu) 2 Hoist Truck with Container (7m3) 10 Appear to be in good working order Container (7m3) 80 Robust but would benefit from modification to enclose the load to increase effective capacity Tractor for Container Carrier (5m3) 4 Container (5m3) 30 Robust but would benefit from modification to enclose the load to increase effective capacity Loaders 9 Appear to be in good working order Front End Loaders 8 Appear to be in good working order Front End Blade 2 In good working order Water Bowzers 2 Appear to be in good working order Mechanic Sweepers 3 Appear to be in good working order Water Sprinklers 2 In good working order Source: GHK field survey The capacity of the secondary collection vehicles is shown in Table 4-31. Table 4-31: Secondary Collection Vehicles Type of Vehicle / Container Number Tractor Trolley (Small) 20 Tractor Trolley (Fiat) 20 Dumper Truck (Bedford) 2 Dumper Truck (Isuzu) 2 Hoist Truck with Container (7m3) 10 Tractor for Container Carrier 4m3 4 Total 58 Source: GHK field survey 4.9.3 Vehicle carrying capacity In order to identify the carrying capacity of the individual vehicles their loads were weighed Table 4-32. The density of waste, and thus the effective volume, generally increases with the size of the vehicle. This is a result of both the weight of waste compressing the lower layers but also the vibration of transportation causing it to settle. The capacities measured by the consultant are within the range of figures indicated by NESPAK in the draft master plan for MDA except for the containers for which the NESPAK has shown the density as 0.55 tones / m3 (double than the one indicated in CSER). As per assessment of the consultant densities of containers lower than the handcarts are attributed to the following: 1. Handcarts are filled with sanitary workers who ensure to make them denser to reduce the number of trips, whereas the containers are filled by household who have no incentive to make them denser. 2. Handcarts carts carry the street sweeping dust and drain sludge, whereas the containers do not. Handcarts are moved while filling and due to vibration of the vehicles compaction incurs, whereas the containers are stationary 3. The defective design of the containers used by city district government, Multan doesn’t allow them to be filled as per full capacity. It is closed from the top and allows filling from end sides only. GHK Consulting Limited Page 74 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management Table 4-32: Volume and Density of Equipment and Vehicles Used for Solid Waste Collection Density Type of Vehicle / Container Volume (m3) Net Weight (tonnes) (tonnes m3) Primary Collection Large Hand Cart 0.48 0.15 0.31 Donkey Cart 1.08 0.41 0.37 Bull Cart 1.32 0.51 0.38 Secondary Collection Tractor Trolley (Small) 7.59 3.34 0.44 Tractor Trolley (Fiat) 14.9 8.01 0.54 Dumper Truck (Bedford) 20 12.34 0.62 Dumper Truck (Isuzu) 22.95 12.25 0.53 Hoist Truck with Container (7m3) 7 1.74 0.25 Tractor for Container Carrier 4m3 5 1.04 0.21 Source: GHK field Survey 4.9.4 Distribution of vehicles and equipment City District Government, Multan has distributed the secondary waste collection machinery to different activities depending on their workload. This is summarized in Table 4-33. Table 4-33: Allocation of Machinery for Secondary Collection Allocation Point Machinery Allocated Trips / day 37 Filth Depots 4 Dumper Trucks and 10 Trolleys 54 18 Trolleys Towns (Each union council-1 Trolley for 2 days/week) 54 Main Roads / Open Streets 110 Containers and 11 Container Carriers 48 Open Sides and Roads (On complaints) As per requirement (Morning and Evening Shift) 18-24 Total 177 Source: Monthly Progress Report SWM Department, CDG Multan for the month of September, 2009, The carrying capacity per day of these vehicles is shown in Table 4-34. Collectively these vehicles can perform 174 trips / day and transportation an average of 773 tonnes of solid waste to the dumpsites. The effective capacity of the vehicles is, however, less than the gross capacity as some of the vehicles remain in the workshop for repairs. In addition two vehicles and front-end loaders and blades are allocated to the town committees for 15 days a month (i.e. 50% of their time) for the removal of illegal encroachments. This duty reduces the capacity of the CDGM to collect solid waste by approximately 20% to 618 tonnes per day which is further reduced to 509 tonnes when the work load of 7 days is equally distributed on 6 working days. Table 4-34: Capacity of CDGM Vehicles for the Collection of Secondary Waste from Transfer Stations Average No. of Weight of solid Capacity of No. of trips total Type of Vehicle waste secondary collection vehicles /vehicle Trips/ (kg)/ vehicle/ trip (tonnes) /day day Tractor Trolley (Small) 20 2.25 45 3.34 150 Tractor Trolley large (Fiat) 20 2.25 45. 8.00 360 Dumper Truck (Bedford) 2 4 8 12.34 99 Dumper Truck (Isuzu) 2 3 6 12.25 74 Hoist Truck with Container (7m3) 10 4 40 1.,75 69 Tractor with Container Carrier (5m3) 4 5 20 1.04 21 Total Gross Capacity 58 174 - 773 Deduct 261 tonnes (155 tons @ 20% for town duty, out of order vehicles and 109 tonnes for (-264) Sunday holiday) from the gross capacity Effective Capacity 509 Source: GHK analysis based on CDGM Information GHK Consulting Limited Page 75 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management 4.9.5 Efficiency of the Waste Collection System The City District Government, Multan has the capacity to collect 509 tonnes of waste at full efficiency against 611 tonnes of waste generated. The potential efficiency, therefore, is 83%. Of course it is not the working efficiency of the system, but the full capacity of the system. Actual collection rates are much lower than the capacities. An efficient political management will help in optimising utilization of the available capacity of the system without procurement of new hardware, which again depends upon the political will of the decision makers. The calculated effective capacity is conditional to the performance of indicated number of trips by the machinery / Day which is very rare. 4.9.6 Transfer Stations There is generally no concept of transfer stations in Pakistan except in Karachi. The transfer stations are less appropriate for smaller cities because of the shorter transfer distances and the desire to ensure that collection point are close to the point of generation than would be possible for large containers. Establishing the transfer stations is an effective option to minimize transport distance and cost. It helps improve travel times with increasing distance of the replacement landfill sites outside the urban area. Transfer stations would be required to bulk the waste to achieve the economies of scale with replacement of the existing landfill sites with those outside the urban area. Whilst large containers of greater than 10 m3 have been advocated by the Wold Bank because of the economies of scale, the Government of the Punjab specifies 5m3 containers for every thousand households i.e. in Multan this would-be approximately 250 or a factor of four more than the current provision. “H� shaped collection points are recommended to be provided in the Multan city. 4.9.7 Door to Door Collection Door to door collection is feasible in a few parts of the city like in Bosan Town where the income levels and willingness to pay for the cleanliness is better and road / street network is wide enough to support the movement of Compactors. 4.9.8 Waste Storage at Household Level There is no practice of domestic storage of solid waste. Very rarely some household may have a formal collection bins at the house. The type and capacity of the storage facilities in the city show that the total storage capacity is 751 tons / day which is compatible with the generation rates of 611 tons / day. It, however, does not address to the issue of access to the households which are located at 0.5 km to more than 1 km distance from the storage facilities, resultantly affecting the collection efficiency of the system. The distribution of the storage facilities is also not uniform within the towns. About 15% of the union councils are without a storage facility and an equal number has only one storage facility. Moreover the distribution of the facilities is made on political grounds instead of on a workload basis. As such all the storage facilities are not filled sufficiently to justify being emptied on a daily basis. Except for the permanent filth depots the emptying of the storage is generally done on the basis of 40% (daily), 40% (alternate days), 20% (once a week). In order to improve the efficiency of the collection system temporary storage facilities should be located closer together. GHK Consulting Limited Page 76 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management 4.9.9 Informal collection of solid waste Informal collection of solid waste is very rare and not significant. The empowered manage the collection system through political / bureaucratic pressure whereas; the disempowered cannot afford to employ the private sector. These arrangements almost eliminate the opportunities for private sector involvement at the primary level. 4.10 Disposal arrangements 4.10.1 Official dumps The official dumps are identified in Table 4-35. These dumps are similarly unmanned, unmanaged and have no facilities. The dumpsites appear to be identified on the basis of availability rather than on scientific principles or operational functionality. There is no management of the dumps and most, if not all, may be considered as "illegal" as there is no formal legal agreement between CDGM and the landowner. Similarly there is no closure procedure should the landowner want his land returned. Table 4-35: Official disposal points Name and Location Status Moza Habibia Syal  Clay lined landfill under construction under ADB assisted Southern Punjab Basic Urban Facilities Project (SPBUSP) since 2006 by WASA,  Area of 296 acres (1.184 km2)  Design capacity 217,935 m3 or 15 years K-Block Shah Rukn-e-Alam Uncontrolled land filling of brick kiln excavation. Estimated capacity 15 years at current rate of infill Toba Shah Qadri, Sui Gas A large area of land to a depth of 14 meters which will be available for filling in the near future. Road, Mumtazabad Town Domery Wala Khadda, It is bigger than Toba Shah Qadri and is on private land Mumtazabad Town Source: Progress Report of CDG, Multan for the month of December, 2008. 4.10.2 The “new� Landfill at Moza Habibia Syal There is no official, operational landfill site in Multan although one is being constructed under the Punjab Basic Urban Service Project financed by the Asian Development Bank. It has been designed to accommodate 35% of the waste generated by Multan City. It is understood that the site is 90% complete but that the Bank has now withdrawn funding. It is reported that the site is still in the ownership of WASA but that CDGM intend to complete work on the site from its own funding sources and expects it to be operational at the end of 2009. The site consists of the following elements:  A basal clay lining made with excavated clay which shows some signs of breaching  A perimeter access road with surface water drain  A leachate collection tank to which leachate drains still need to be installed  A weighbridge and control facilities. There are no facilities for the treatment and disposal of the leachate and it is reported that it is hoped that it will be used to irrigate neighbouring agricultural fields. It is unlikely that this will be beneficial and may well pose a hazard to human health. CDGM has not been involved in the design of the site and has no experience in its operation. The design appears to have been incomplete in the following aspects:  The leachate treatment and disposal system GHK Consulting Limited Page 77 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management  The landfill machinery  Training of operatives and staff in landfill management 4.10.3 Unofficial Disposal CDG vehicles deposit waste unofficially in a range of depressions throughout the city in 15- 20 of low lying areas located on the out skirts of the city in private lands. These include Shams Abad, Nawab Pur Road Kherra Bagh near Rehman Dental College, Hassan Abad, and Khad Factory. These dumps are uniformly unmanned and have no facilities. There are no comprehensive scientific assessments of the suitability of the sites for the disposal of waste and the likely environmental implications. The siting of these facilities would seem to be solely dependent on the availability of private landowners wishing to raise their land. No records are maintained of which vehicles use which sites. The site used is probably determined by their proximity to the collection points and the potential for payment by the landowner. 4.10.4 Dumping of Waste in the Water Bodies The following water channels pass through the city  Nau-Bahar Canal  Wali Mohammad Canal  Madiana Distributory  Sajanpur Distributory There is some small scale of dumping of solid waste into these water channels. The Chenab River is located outside of the study area and is not used for dumping of solid waste by the citizens of Multan. 4.10.5 Dumping Along the Railway Line The railway line passes though the southern and central part of Multan in a southeast to northeast direction. The dumping of solid waste along the railway lines is very common. A number of Kacha Abadies like Dara Basti , Ansar Colony, Kanna Basti are located along the line. As far as is known there is no regular clearance of waste from these areas partly because of the difficulty of access. 4.10.6 Efficiency of the Waste Disposal system It is not possible to verify how much of the waste reaches the official sites as no records are kept of the vehicles visiting the site or the quantity of waste deposited. It is, therefore, impossible to identify the efficiency of the waste disposal system. 4.11 The Non-public and Informal Sectors 4.11.1 The non public sector An NGO, AHSAN, collects waste from about 100 hospitals and clinics by Auto Rickshaws (tri-wheeler commercial vehicles) and transports it to the dump. The Cantonment Board has its own system for collection of municipal waste, which is similar to that CDG system. GHK Consulting Limited Page 78 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management 4.11.2 The informal sector Recyclable and reusable material has a monetary value and supports a thriving sector of Multan's economy. The extent of this economy may be gauged by the number of people who are employed Table 4-36. Survey of Scavenger Groups, NGOs, Brokers, Manufacturers and Trucking Firms shows that 262(approximately) scavengers engaged in the informal recycling sector are unevenly distributed among all the four towns. The questionnaire used for this survey is attached at Annex 4-7. Shah Rukn-e-Alam Town has, however, the highest number of recycling shops (186) employing 453 people compared to 11 shops in Bosan Town employing just 22 people. About 20% the survey respondents are interested in obtaining a license to carry out their recycling business. It is considered that the number of scavengers is an underestimate because of their likely avoidance of authority. Nevertheless, if it is assumed that each scavenger represents a household of perhaps 8 persons then, the scavenging industry is supporting over 10,000 people. The scavenger community should therefore be taken into account in any proposed change in waste management arrangements. Table 4-36: Scavengers and Recycling Shops Engaged in Recycling of Waste Recycling Shops Town Scavengers No. Employees Bosan Town 65 11 22 Mumtazabad Town 68 47 123 Shah Rukn-e-Alam Town 27 186 453 Sher Shah Town 102 110 378 Total Multan City 262 354 976 Source: GHK analysis based on union council wise survey 4.12 Other Issues 4.12.1 Segregation of waste There is little segregation of waste at source, the majority being mixed together and left to the sweepers, scavengers and kabaris to segregate once mixed. A significant opportunity is being missed to separate at source to identify reusable and recyclable waste. 4.12.2 Re-use and Recycling The majority of waste that is capable of reuse or recycling is removed before entering the waste stream. Scavengers remove the remainder. There is thus little value in the residue. 4.13 Conclusions 4.13.1 Population size The city of Multan has an estimated population of 1,480,000 calculated from using the 2.64% annual growth rate adopted by the Pakistan Bureau of Statistics to update the figures from the last census. The city is divided into four towns each with their own characteristics: the walled city is not a separate administrative area but as its name might suggest is the historic centre of Multan is walled and congested. The housing stock consists of a high proportion of pukka GHK Consulting Limited Page 79 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management houses (42-77%) although there are a significant proportion of kacha houses (21-51%) in some towns. 4.13.2 Generation of solid waste The rate of generation of household waste varies between the town from an average of 0.19 kg/person/day to 0.45 kg/person/day. However the waste generated in Multan and collected by CDG comes from a wide range of waste streams including households, commerce, industry, construction and demolition, hospitals, cattle, slaughter houses, restaurants and hotels, educational institutions and other establishments e.g. marriage halls. Household waste constitutes about 60% by weight of this waste and it is questionable whether CDG has a responsibility to collect waste other than household waste. The generation of all solid waste in Multan has been calculated as 0.41kg/person/day. This is 20% less than that used to calculate vehicle requirements in the recently approved PC1 application by CDG. This generation rate can of course be reduced still further by reducing the range of wastes collected. 4.13.3 Composition of solid waste The average composition of the solid waste collected is approximately 50% organic although this varies between the towns. The differences in generation rates and waste composition and ease of access indicates that operations should be undertaken on a town wise basis in order to tailor the service to the characteristics of each town and its waste. 4.13.4 Primary collection Primary collection is undertaken by a large number of sweepers who are responsible for collecting household waste, sweeping the roads and clearing the drains in their allocated beats. This waste is taken to filth depots or collection points. The sweeper supplements his salary by collecting recyclables and by private work. Not all employees are occupied in their allocated duties but undertake duties for individuals and other departments. This also applies to the secondary waste collection. There is a calculated shortfall in the primary solid waste collection capability. There are significant improvements that can be made in the allocation of sweepers, their equipment and in management of primary collection. 4.13.5 Secondary collection The secondary collection service manages the filth depots and collects the small containers (skips) and transports .There is a calculated shortfall in the secondary solid waste collection capability. There are significant improvements that can be made in the design of the containers, and in the management in management of primary collection. 4.13.6 Disposal of solid waste Waste is disposed of to some 20 disposal sites of which only 3 are official. As far as is known none of these have illegal agreements with the landowner in place, none have been designed to accept waste none are manned, none are managed, none have been considered for their environmental impacts and none have plans for the reinstatement. The disposal system is in urgent need of a complete overhaul. In addition there is a landfill site in the ownership of WASA constructed with the aid of funds form ADB. It has not yet been completed and has design flaws. CDG have not been involved with its design and do not have the capability to operate a landfill site. Operational training is urgently required as CDG anticipate that this site will become operational late 2009. GHK Consulting Limited Page 80 J40252162 Comprehensive Scope Evaluation Section 4 Report (CSER) Situational Analysis – Solid Waste Management 4.13.7 The informal sector The informal sector provides a valuable, though unvalued, service, at all levels, in removing recyclable materials from the waste stream. The impacts on the livelihoods of the scavengers, in particular, of any operational changes should be considered. There is limited experience of waste management in the non public sector and this should be considered in any plans for restructuring. 4.13.8 Operational data It has become clear in the preparation of this report that basic generation and operational data is not kept by CDG and where it is kept it is dispersed and is not used to improve the efficiency of the service. There is no detailed operational planning as all efforts are concentrated on day-to-day management. This is the first comprehensive report on the waste management in Multan. 4.13.9 CDGM Responsibilities Although 611 tonnes per day of waste is generated CDGM only has primary collection capacity of 380 tonnes/per day (56% of total waste generated) and secondary collection capacity 509 tonnes/per day (83% of total capacity). In reality not all this capacity will be used so primary and secondary collection rates can be expected to be less. No records are kept of the quantity of waste that is disposed of. CDGM already has sufficient capacity for the collection of all household waste of 385 tonnes per day. The significant shortfall in capacity is for the collection of non household wastes. Thus defining CDGM waste management responsibilities more closely to household waste would enable CDGM to operate effectively with only moderate changes to its existing capability (especially in operational management) in order for it to achieve its full capacity. GHK Consulting Limited Page 81 J40252162 The World bank Government of Punjab ESTABLISHING INTEGRATED SOLID WASTE MANAGEMENT (ISWM) IN THE LARGE CITIES OF PAKISTAN MULTAN SECTION 5 SITUATIONAL ANALYSIS Finance (J40252162) GHK Consulting Ltd., City District Government 526 Fulham Road, London SW6 5NR, UK Multan Comprehensive Scope Evaluation Section 5 Report (CSER) Situational Analysis – Finance 5.0 SITUATIONAL ANALYSIS – FINANCE 5.1 Introduction This section provides an analysis of the existing system and the financial aspects of services provided in respect solid waste management in Multan. The analysis is based on the information provided by CDGM and will be further reviewed during the Blue Print phase of the project as the Team’s proposals develop. The consultant visited the offices of key stakeholders including the City District Government Multan (CDGM), the offices of the Water and Sanitation Agency, the Multan Development Authority (MDA) and the Mother TMA (Shah Rukhne-Alam) and collected financial data for the past 7 years. The purpose being to explain the existing financial management situation of the key service providers. 5.2 Existing Financial Management The consultant undertook an assessment and analysis of the existing financial management of the CDGM and the findings are represented in Figure 5-1. It was found that none of the finance managers are technically trained for managing the financial affairs of their respective organizations. Based on this analysis it can be concluded that the efficiency of the finance department and the financial management process is weak in that there are issues in relation to capacity development, professional growth, poor salary structure, a lack of performance management and insufficient human resources. The EDO Finance and Planning is of the view that the planning criteria set by the government is weak and the concept of an integrated planning approach barely exists. The Finance and Planning department of CDGM is of the view that the already defined road map of the provincial government is not strictly followed and decisions are influenced by factors such as political priorities. The non-rationalization of the provincial government tied grants / conditional grants and inequitable distribution of financial resources are some of the core issues in the district planning process. For Infrastructure investment the main block of receipts to CDGM is the provincial government fiscal transfers in the form of the Provincial Finance Commission (PFC) award, which are not notified on a timely basis. The CDGM finance managers are not aware of the PFC award criteria and do not know whether the awards received are in accordance with the criteria set by the PFC. The institutional and policy constraints (in the form of notifications / directions from the provincial finance department) make it difficult for the service providers to improve service delivery in the district. There is a tendency for there to be more emphasis on inputs rather than outputs and shifts in provincial government policy slows down the development process. Due to the lack of coordination, and communication gaps, between the various service providers public money is wasted. Economy in the procurement of goods is generally not achieved because of inconsistencies in the Delegation of Financial Rules and the Provincial Government Purchase Manual. In addition, there is an ineffective internal audit mechanism in all the departments of the City District. The accounts are not reconciled on a timely basis; however, the departments are verifying their expenditure on a monthly basis from the District Account Office (DAO). All the subsequent changes made by the DAO are not notified to the concerned departments and therefore, the departmental records may not reconcile with the treasury / DAO. GHK Consulting Limited Page 85 J40252162 Comprehensive Scope Evaluation Section 5 Report (CSER) Situational Analysis – Finance Figure 5-1: Problem Tree Finance Source: GHK Analysis GHK Consulting Limited Page 86 J40252162 Comprehensive Scope Evaluation Section 5 Report (CSER) Situational Analysis – Finance 5.2.1 Expenditure Management The City District Government Multan has not undertaken a process of fiscal reforms since 2001. (Figure 5-2) below suggests that in the financial year 2002-2003 the district was not facing financial problems but in subsequent years the gap between income and expenditure narrowed giving little room for future development. According to the rules the budget must reflect a surplus of 5% of the total receipts and as can be seen this was not the case in the financial years 2006-2007 and 2007-2008 when the expenditures matched the total district receipts. However, in the financial year 2008-2009 the CDGM the position was brought back in to line and fiscal space for future development was created. Figure 5-2: CDGM Income Expenditure patterns from 2002 to 2009 7,000 6,000 Receipts Expenditure 5,000 4,000 3,000 2,000 1,000 0 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 Source: GHK Analysis based on DAO data “Appropriation of Accounts� The Government of Punjab during the election period restricted the execution of new development expenditure in the districts. At the present time, because of a reduction in the PFC award, the City District Government anticipates an 8% decrease in the fiscal transfers from the provincial government over the coming 2 to 3 years. This may have an impact on the allocation of sufficient funds for infrastructure improvement in SWM. Figure 5-3: SWM expenditure as a percentage of total expenditure of CDGM 6,000 5,607 4,962 5,000 4,473 4,000 3,000 2,000 1,000 242 371 174 0 2006-2007 2007-2008 2008-2009 SWM Expenditure Total Expenditure of CDGM Source: GHK Analysis based on District Accounts Office Data GHK Consulting Limited Page 87 J40252162 Comprehensive Scope Evaluation Section 5 Report (CSER) Situational Analysis – Finance Figure 5-3 shows that there is an trend of increasing expenditure on SWM against the total expenditure of the CDGM. There was a 1% increase in 2007-2008 as compared to 2006 -2007 and a 2 % increase in 2008-2009 as compared to 2007-2008. 5.2.2 Infrastructure Financing Inadequate cost recovery mechanisms limit the extent to which new waste management investments are affordable and new initiatives such as charging user fees need to be considered and adopted. Currently, financing of equipment and infrastructure relies primarily on government grants and international donors. There is a need to assess whether key local institutions have the capacity to finance infrastructure provision and in the post we are aiming undertake the following:  Preparation of detailed financial options and cost recovery for financing infrastructure projects;  Conduct stakeholder workshops as required on financing options and associated arrangements.  Estimate how much money is needed to meet the capital investment needs of the city?  Identify the sources that exist where money might be accessed. It is understood that there is a need to move beyond the basic public expenditure assessment mind set when thinking about the finance for these investments and we are will explain the following potential sources in the Blueprint:  Charges for the services concerned  Budget surplus  Government grants  Sales of assets  Borrowing  Bond issues  Private investment and PPP 5.2.3 Detailed assessment of the known or projected costs of services Currently the Solid Waste Management Department is providing its services in 61 urban Union Councils of the city. The total (actual) waste lifting capacity of the department has been assessed as 509 tonnes / day13. It is working with 4 sub departments of which the DO SWM office is responsible for administration:-  District Officer (DO) SWM office - comprises mainly administrative staff,  Motor Transport (Workshop) Wing - responsible for maintenance of all equipments used,  Sanitation Wing - deals with waste collection from households or streets and its transport to secondary storage points, and  Solid waste Wing - responsible for waste transport from secondary storage points to the final disposal facility. They are also responsible for operation of the facility. The Sanitation Department is responsible for primary collection of the waste, the District Officer Solid Waste Management is responsible for secondary collection and transport whilst 13 (Ref: P C1, Prime Minister’s Special Package for Multan 2009 GHK Consulting Limited Page 88 J40252162 Comprehensive Scope Evaluation Section 5 Report (CSER) Situational Analysis – Finance the DO Transport (also known as DO Workshop) is generally providing services for maintenance of all vehicles used by the sub departments. The annual budget for the SWM department was Pak Rs. 421,160,490 for year 2008-2009. The department under spent its budget by some 15% - the reconciliation statement from Accountant General’s office showed that total expenditure was Pak Rs. 362,791,783 for the same time period. The principal reason for the under spend in the budget was because of high level monitoring posts that remained vacant although sanctioned in the budget. However, no financial planning is undertaken in the Department and no effective budget monitoring resulting in a lack of awareness and knowledge about movement in expenditures during the financial year. The following Table 5-1 shows the allocation of expenditure between the sub-departments for year 2008-2009 as per the Audit General’s Office’s reconciliation statement. According to the SWM department and our analysis the actual daily waste lifting capacity of the department is 509 tonnes of waste. This implies that approximately Pak Rs. 1.0 million is spent per day for provision of services or some Pak Rs. 1,965 is spent per ton of waste capacity. Table 5-1: Allocation of Expenditure Sr. Reconciled Department No. Expenditures 1 DO Solid Waste Management 2.784.336 2 Solid Waste Wing 104.127.123 3 Sanitation Wing 251.465.893 4 Motor transport/ Workshop Wing 4.414.431 Total Pak Rs./year 362.791.783 Pak Rs./month 30.232.649 Source: HK analysis based on DAO’s reconciled statement 5.2.4 Costs of Improved Services: The consultant has analysed the system and considers that the existing system can become more efficient without any significant changes the ‘ideal’ cost of dealing with solid waste has been calculated as Pak Rs. 1,927 / ton, which was calculated by undertaking a survey of 100 households, the number of sanitary workers required to deal with the waste created from these households and then considering the capacities of the handcarts and the bull carts used. In addition, the capacities of the containers used at secondary storage points, the capacity of the vehicles used for final transport of waste were analysed against costs (taken from records of the SWM office for year 2008-09). The ‘Ideal’ cost was then calculated keeping in mind that same system is applied with its available capacity. For example, if a sweeper costs Pak Rs. 10,000/month and can collect only 240 kg waste per day, a hand cart costs Pak Rs. 500 per month and handles 240 kg waste per day and so on. Based upon these calculations the cost has been calculated for the existing system (Annex 5-1). This does not include erection and management of waste disposal facilities like landfill, transfer stations or the depreciation costs of equipment. Based on the consultant’s experience (in feasibility preparation for landfills in various cities) average costs per ton of operating a landfill site is Pak Rs. 15 while the cost of ownership is Pak Rs. 60 / ton, therefore, if safe disposal is also included in the system the total cost would be Pak Rs. 2,002 / ton. GHK Consulting Limited Page 89 J40252162 Comprehensive Scope Evaluation Section 5 Report (CSER) Situational Analysis – Finance 5.2.5 Internal Distribution of Expenditure Based on the above assessments it can be argued that the current expenditure of Pak Rs 1965 is spent on the provision of the current service is marginally above that which is required (Pak Rs. 1,927 / ton) if the same system were working more efficiently). Alternatively the current expenditure if maintained could result in a marginal increase in efficiency if more efficient working methods were adopted. However, the analysis undertaken also shows that the internal distribution of expenditure should be reviewed based on the consultant’s analysis for similar systems where there is no change of working methodology or acquiring of new technology. Through analysis of costs of different offices involved in provision of solid waste management services in the city it was found that HR accounted for, on average, 87% of total budget. An analysis of the budget of the Multan Cantonment showed that for a similar system the share of HR costs is less than 75%. – leading to the conclusion that there are margin here for a re-allocation of costs. Figure 5-4 provides a comparison between the existing budget and a distribution of expenses for a similar system, which uses handcarts, tractor trolleys and sanitary workers, and which operates in a way similar to the existing CDGM system without any technological change. Figure 5-4: Comparison of expenses for different categories of SWM Department CDGM 100 90 87 % Existing Expenditure Ideal Expenditure 80 75 % 70 60 50 40 30 20 % 20 9% 10 3% 5% 0 HR Expenses Fuel and POL Utilities Source: GHK analysis based DAO Expenditures Reconciliation Statement. Table 5-2 provides information about existing expenditure distribution for the area of Multan Cantonment. Table 5-2: Expenses for provision of services, Multan Cantonment Category Existing Expenses % HR Expenses 74 Fuel and POL 18 Utilities 8 Source: GHK analysis based on Budget record 2008-2009 Multan Cantonment GHK Consulting Limited Page 90 J40252162 Comprehensive Scope Evaluation Section 5 Report (CSER) Situational Analysis – Finance 5.2.6 Impact of the Provision of a Full Service in All Areas Currently the department is only providing a partial service in some 16 of the Union Council areas of the city. (Partial services means that there is no regular waste collection in these 16 Union Councils and waste is collected randomly) In the event that the Department provided a full service to all areas the estimate of waste to be collected would increase to 611/ day14 from the existing collection level. Based on the cost of PKR 1,927 / ton for the collection and transport calculated above there would need to be an increase in the total annual budget to PKR. 429,749,905. However, when safe disposal, i.e. disposal at a sanitary landfill, is also included the budget would need to increase to PKR 446,476,030/year The following Table 5-3 shows the projected budget needed in order to provide a full service in CDGM areas i.e. lifting waste of 611 ton/day. Table 5-3: Projected budget amounts required to improve the services Category Pak Rs./year %age increase 1 Existing budget* 421,160,490 2 Ideal expenses without landfill option 429,749,905 2 3 Ideal expenses with landfill option 446,476,030 6 4 Ideal expenses with landfill and depreciation costs 471,676,725 12 Source: GHK Analysis 5.3 Provision for Depreciation A provision for depreciation has not been allowed in the accounts of the CDGM. Provision for replacement of equipment or new investment has tended to be through the use of government grant or funds from international donors. There has been no consistent approach or forward planning in relation to a replacement strategy that would be implied by having a provision for the depreciation of assets. The department’s main concern has been on operational costs and to ‘save the day’ without any future plans for improvement of the system. In accordance with the general trend in Pakistan the costs of new developments have been met by grants. If depreciation were to be included the cost total cost of handling solid waste would rise to Pak Rs. 2,115 per ton (based upon the cost of new equipment and an operational life of 5 years for hand carts and containers, 10 years for dumper trucks, 15 years for tractor trolleys). Table 5-4 sets out the projected comparative cost per ton based on a fully costed waste management system. Table 5-4: Ideal costs of dealing with 1 ton of municipal solid waste with similar system as per existing processes Sr. Category Pak Rs./ton No. 1 Existing expenses 1,965 2 Ideal expenses without landfill/transfer station option 1,927 3 Ideal expenses with landfill option 2,003 4 Ideal expenses with landfill and depreciation costs 2,115 Source: GHK Analysis 14 Based on the Team Survey GHK Consulting Limited Page 91 J40252162 Comprehensive Scope Evaluation Section 5 Report (CSER) Situational Analysis – Finance 5.4 Future Capital Investment As stated above the department of SWM has never included a provision for depreciation in its budget and has always relied upon government and foreign donors for establishment of any new infrastructure, e.g. the Asian Development Bank sponsored the construction of a sanitary landfill facility at the Habiba Sial site. Although the department did not use some 15% of its allocated budget for the financial year 2008-2009 the unused budget cannot be considered as ‘surplus’ because the department is in need of more financial resources in order to increase the level of service quality and enhanced service areas. 5.4.1 Raising Revenue Inadequate cost recovery mechanisms limit the extent to which new waste management investments are affordable and in order to increase the budget and provide a provision for future investment the CDGM needs to consider its revenue raising capability e.g. it could consider introducing a sanitation fee for all waste producers and not just commercial users as is presently the case.. Clearly any such decisions will depend upon the will of the politicians to implement such a fee and any such fees will need to include ‘all’ or partial costs of the services provided. In either case it is suggested that depreciation costs should be included in the fee and these amounts should be deposited in a special bank account meant for replacement of established infrastructure. Based upon previous studies such as the JICA (2005) Evaluation of Waste Amounts in the city and the SWM department’s reports per capita waste amount produced per day was 0.5kg. The Multi Cluster Indicators Report of 2009 of the Punjab Government reported that the average family size in Multan is 6 persons. Taking in to account both of these factors the average family produces some 1080 kgs of waste in a year. Comparing this with the cost of Pak Rs. 2,115 it can be concluded that, on average, a family should pay Pak Rs. 2,284/year or Pak Rs. 190/month for full coverage of costs. However, it should be noted that this cost is per average family and not per household, which may contain more than one family. Currently CDGM does not have any user charges for household waste producers. It has introduced charges for provision of services in relation to construction & demolition waste but there is no separate record of the services provided or of the amounts charged. Service fees are not charged generally because of political and bureaucratic pressures. It should be noted, that in the event of the CDGM deciding to implement a service fee on all households (or waste producers) it would be very difficult to collect. The relatively low level of tax recovery throughout the Province as a whole is an indicator of its likely low level of success15. If a fee were to be raised then rather than the direct billing of households some thought would have to be given to incorporating the fee with another service charge e.g. in Turkey the household fee is collected with water/waste water bills and in the UK it is collected as part of the property tax. This is not as simple as it sound in Pakistan as Urban Immoveable Property tax collection is a complex task with a wide range of exemptions and incomplete records. In addition it is understood that only a small number of people pay for waste water management in the city of Multan and in relation to the supply of water most people have their own sources. A third alternative to be considered would be collecting this fee with electricity bills. This would require cooperation between CDGM and WAPDA or the electricity distribution company. 15 World Bank Report – Pakistan – Provincial Government Taxation 2008 GHK Consulting Limited Page 92 J40252162 Comprehensive Scope Evaluation Section 5 Report (CSER) Situational Analysis – Finance 5.4.2 Sale of Assets Selling surplus assets is a recognised way in many countries of raising capital; however, we were informed that the department does not have control of any assets to sell but that the CDGM or provincial government may have such assets. 5.4.3 Funding Capital Expenditure through External Sources Borrowing for development of new infrastructure is generally undertaken through the Federal or Provincial Government and the department cannot access loans directly. So far as private investment or Public Private Partnerships (PPP) are concerned it has been learnt that in the past some private companies have approached the CDGM for SWM projects. Among these private companies the cement factory located near Multan (in Muzaferghar) showed an interest in utilising waste as fuel. The issue was discussed in the CDGM council but the provincial government’s decisions halted any progress in this regard. The Punjab Government advised all of its municipal institutions that it was in the process of negotiation with some Chinese Companies to have a single model waste project for the whole province (Ref: discussion with DO SWM Department, Multan) Another private company (Waste Busters from Lahore) informed the consultant that they have submitted a proposal to the Prime Minister directly for managing all phases of waste management in the city of Multan if the CDGM agreed to pay for the services. The proposal is still with the Prime Minister’s office. Further investigation is required in relation to the feasibility of and interest in PPP projects. 5.4.4 Future Investments The following Tables 5-5 and 5-6 suggest some of the options for the future investments required in the city of Multan. In addition to the requirement to resolve the issues surrounding the short to medium term investments and the department is able to lift, transport and dispose all waste produced in its jurisdictions it will need to plan for the sustainability of the system in medium to long term. Table 5-5: Short to medium term Investments Sr. No. Item Status Comments 1 Purchase of new Sought in PC1s of Prime The approval of PC1s is very likely Equipment / Machinery Minister and Chief Minister’s Special Package for Multan 2 Establishment of transfer Sought for one TS in PC1 of Another TS might be required stations (sub depots)(TS) Prime Minister’s Special Package for Multan 3 Development of a landfill Sought in PC1 of Prime The approval is very likely, however, the amount (s) Minister’s Special Package for could be less than what would be required Multan 4 Completion of existing The facility needs the It is suggested that the pipes are installed and the Sanitary Landfill at Habiba installation of leachate status is downgraded to ‘Landfill’ and then it can be Sial collection pipes and the design used without any further construction but would still and construction of a leachate requires the purchase of appropriate plant and the treatment plant for it to training of all staff in its operation and management “ function as a sanitary landfill. It is recognised that this is may be a controversial issue. 5 Rehabilitation of existing none A grant from government or foreign donor should be dumps sought Source: GHK Analysis GHK Consulting Limited Page 93 J40252162 Comprehensive Scope Evaluation Section 5 Report (CSER) Situational Analysis – Finance Table 5-6: Medium to long term Investments Sr. Item Status Comments No. 1 Replacement of the outdated No plan The depreciation costs should be calculated and a equipment/machinery separate fund should be established for this 2 Operational Costs Currently met by government Implementation of a sanitation fee should be budgets considered 3 Development of new facilities No plan Private sector and foreign donors could be approached Source: GHK Analysis 5.4.5 Expected Capital and HR related costs Depending upon the technical system foreseen as most suitable for the city of Multan the capital and HR related costs would vary. The number of people working in the system changes in relation to selection of the system. Currently the department is using tractor trolleys to transport the waste and it employees on average 4-5 persons per vehicle. However if it decides to go ahead with compactor trucks in the future the number can reduce to 2-3. However, in any case following costs would be inevitable: a) Salary costs related to the rise in number of sanitary workers (to reach ratio of 100 households per one sanitary worker). These costs would be permanent for the department and these must be met by a sustainable source. b) Costs related to the purchase of additional handcarts to at least 50% of the total sanitary workers (this would be covered under Prime Minister’s Special Package). c) Costs of new waste containers (this is covered by the Prime Minister’s special Package). d) Costs of new small vehicles to collect waste at primary level will also be covered by the same package. e) The department is providing only a partial service to about 16 Union Councils if the Department provided a full service to these areas, the waste lifting capacity of department. would have to be increased. Through analysis of the PC1s already submitted to government it can be concluded that the department would be able to raise its waste lifting capacity above the requirement if the proposals are accepted. f) Few members of the management have already received training from abroad. However most of this training has been conducted in very developed countries like Japan and Korea. This training was mainly funded by JICA and in relation to waste management and landfill construction. The staff needs to have more knowledge of day to day practical activities related to better waste management and landfill operations. The training needs to be provided to all management and technical staff. g) Costs of training depend on the future structure of the department. Once the training needs assessment is finished the related costs could be finalized. h) Additionally, there is a need for the provision of on-site training of relevant staff in a country similar to Pakistan but that has resolved many of the issues facing the CDGM, (e.g. A reference cost for such training in Turkey is estimated at 4000-5000 Euros per person all inclusive.) 5.5 SWM Service Fees CDGM has the authority to impose any fee for provision of the SWM service. It has applied following two types of fees in the city. 5.5.1 SW Charge for Commercial entities (Sanitation Fee) The City District Government charges a fee to commercial organisations in the city for the provision of solid waste services. The services include lifting waste from the commercial areas and street sweeping. There are about 50 different categories of commercial organisations specified with differing amounts of GHK Consulting Limited Page 94 J40252162 Comprehensive Scope Evaluation Section 5 Report (CSER) Situational Analysis – Finance fees charged. For the year 2008-2009 the revenue budget target was Pak Rs. 6,000,000 while the amount collected was Pak Rs. 4,871,500 i.e. 81% (in the previous fiscal year the amount collected was 66% against the same targeted amount in the budget). However, it is not clear how the budget target is calculated, as realistic data about the number of commercial entities is not available in the CDGM. 5.5.2 Construction & Demolition Waste Fee The department also provides a service for the lifting and transport of construction and demolition waste upon payment of a fee. As can be seen below the income from this source is relatively low. This low level of fee collection can be blamed on poor collection, the general culture of non-payment of taxes in the country and the lack of information about the types of entities served. It was also observed that people used their own sources to dump such waste around the city or to seek political support to have it transported without payment. The challans are issued by DO SWM office but the money is paid to CDGM. The table 5-7 provides information about amounts of fees collected during year 2008-2009. Table 5-7: Fee collected - sanitation fee commercial entities and demolition waste Sr. Amount Category No. Pak Rs. (Million) 1 Sanitation Fee Commercial entities 4.871 2 Construction & Demolition Waste fee 0.092 Total 4.963 Source: GHK Analysis based on data for year 2008-2009, SW DO Office, CDGM 5.5.3 Fees paid informally by households and commercial entities. Informal payments arise when a householder makes arrangements with sanitary workers to collect their waste. In the event of this happening no income accrues to the SWM service but to the individual sanitary worker. It is extremely difficult to ascertain the exact amount of money paid informally by households or commercial entities in the city. Through a survey it was found that only 8% of people accepted that they make payments to the sanitary workers. It is believed that most of these payments are expected to be made as a result of special occasions e.g. religious events. It must be noted that any such payments should not be considered as a ‘fee’ to provide a service. Such payments do not reach the SWM department and are considered as a ‘right’ by the sanitary workers and the payer considers it a way to receive a good service and have a good relationship with the worker rather than the department. It is also considered that a further motive for such “private’ arrangements is the existence of strong sharing culture and the need to help the poor. 5.5.4 Willingness to Pay for SWM Services The degree of willingness to pay depends upon two major issues. The most important of these being the financial status of citizens. In an area where the financial status of citizens is relatively high, there is a tendency for payments to be made. However, in such areas the high profile of inhabitants with social and political links sometimes means payments are postponed to be collected at some time in future. The second issue is the level of service provided – the better the service the more willing households are to pay e.g. in Lahore in a middle class area a private company started collecting waste daily and sweeping the area. After one month the company approached local people to ask if they were satisfied with the level of service provided. A further month was GHK Consulting Limited Page 95 J40252162 Comprehensive Scope Evaluation Section 5 Report (CSER) Situational Analysis – Finance spent overcoming the shortfall in the service and subsequently local people showed a high level of willingness to pay for the services. 5.6 Conclusions The issues identified and the conclusions reached in this section can be summarized as: –  A lack of financial management planning;  A lack of data to assess and plan the future needs.  Inadequate and poorly trained staff in relation to financial management;  A lack of budget monitoring and resource management;  Under delivery of the SWM service based on present costs;  A lack of development and infrastructure planning;  Low levels of income collection; GHK Consulting Limited Page 96 J40252162 The World bank Government of Punjab ESTABLISHING INTEGRATED SOLID WASTE MANAGEMENT (ISWM) IN THE LARGE CITIES OF PAKISTAN MULTAN SECTION 6 SITUATIONAL ANALYSIS Legal Issues (J40252162) GHK Consulting Ltd., City District Government 526 Fulham Road, London SW6 5NR, UK Multan Comprehensive Scope Evaluation Section 6 Report (CSER) Situational Analysis – Legal Issues 6.0 SITUATIONAL ANALYSIS –LEGAL ISSUES 6.1 Introduction Pakistani Environmental law (including solid waste management SWM) is fragmented and scattered amongst numerous instruments, cases and even principals. This stems in part from the fact that the general law draws from many disparate systems and sources. There is Common Law, Sharia (Islamic) Law, Constitutional Law, Federal legislation, provincial legislation and, Local legislation sometimes seemingly operating in ignorance of others or at times despite others. Sometimes even individual sections within an instrument contradict each other or there is tautology. The Common Law approach which is contra distinct from the fundamental concept of forgiveness and compromise in Islamic law remains here as left by the British in India. Because of its stagnation and selective amputation the Common Law sits ill at ease with modern society and Islamic law which has primacy in Pakistan. All offences against individuals including murder are open to compromise in Islamic Law. The common law on the other hand treats crime as an offence against the state. Thus only the state itself can compromise (within parameters laid down in advance) not the individual. Since Islamic law must prevail where there is conflict some of the cardinal principals of common law have to be discarded thereby making it meaningless at times. Principals of stare decices, Res Judicata, Double jeopardy etc which underpin the common law are present in theory but conspicuous by their absence in practice. In purely Common Law jurisdictions these pillars are pivotal in preventing duplicity and wastage of precious resources. Another major problem stems from the language barrier. Whilst the higher courts including the High Court operate almost exclusively in English the lower courts also give preference to English. What is more legislation is drafted in English. Since this is not the mother tongue there is ambiguity duplication and omission on a large scale. All this in its turn leads to confusion as to duty obligation and /or responsibility. There is also the issue of very poor dissemination of legislation and case law. The matter is not taken seriously at all. This means that stakeholders often act in ignorance of the law, procedure and facts with devastating consequences. There is widespread apathy amongst the public vis-à-vis access to justice and enforcement of rights and obligations . This leads to the public out rightly refusing to attempt to avail rights given by law even in the rare instances where they can afford to pay. Thus any evaluation of law relating to Solid Waste Management in Multan must begin with these ground realities. A good starting point is the Constitution of Pakistan and the cases flowing from it vis-à-vis the environment. 6.2 Judicial Law and interpretation / Guidance /Constitutional law In developed systems previous decisions of courts are treated almost as national treasures. The longer a judgment stands unchallenged by subsequent decisions the greater the weight accorded to it. Subsequent courts are forced to follow these decisions with very limited room for departure - this in turn creates certainty, discourages unnecessary litigation thereby freeing up resources for genuine litigation. Hence widespread and accurate reporting coupled with effective dissemination is vital. In Pakistan cases are rarely recorded verbatim and whilst the Law reports are in English the language used is very often inadequate. Even once cases are reported most junior lawyers and GHK Consulting Limited Page 99 J40252162 Comprehensive Scope Evaluation Section 6 Report (CSER) Situational Analysis – Legal Issues the lower courts do not have access to the law reports. In the context of Environment law whilst quite a few land mark Supreme Court decisions are available hardly any one is aware of them. The Environment Tribunals are dealing with cases of great import every day yet there are no detailed reports of their proceedings and their decisions occasionally grab a headline in the English press. There is no systematic effort to disseminate decisions or to bring them to the attention of the general public. Court websites are almost worthless in terms of coherent and comprehensive access to judgments. Numerous decisions are made by the courts at every level, per incuriam (in ignorance of other relevant decisions) A related topic is the failure of the Pakistani courts to punish vexatious litigation with penalties. In the UK and USA the courts invariably award the winners legal costs against the loser where the latter can afford to pay. Therefore large industries and insurance companies would rather pay damages than to defend or prosecute cases especially where there is no defence. Certain knowledge of these consequences invariably leads to voluntary compliance. In Pakistan people invariably defend the indefensible in the certain knowledge that they will force compromise through financial duress without the risk of legal costs being awarded against them. Having said all of this the Pakistani Supreme court has provided unparalleled protection to the environment whenever it has been given the opportunity. The following cases demonstrate this General Secretary, West Pakistan Salt Miners Labor Union Keera, Jhelum V The Director , Industries and Mineral Development Punjab,Lahore.1994 SCMR 205 .The Applicants proceeded directly to the Supreme Court in 1994 claiming that under Article 184(3) of the Constitution they were entitled to relief directly from the Supreme Court as one of their fundamental rights was being infringed.. They claimed that Article 9 which provided that “no person shall be deprived of life or liberty save in accordance with law� had been violated when mining activity on land leased by the defendant threatened their water source with contamination. The court decided that “the right to have water free from contamination was a right to life itself� and the offending activities were halted. In a sweeping judgment the court confirmed that it had wide ranging originating jurisdiction in cases involving basic human rights and it also held that it would not be deflected by procedural and or technical defects in the application. In the case of Ms. SHEHLA Zia V WAPDA PLD 1994 Supreme Court 693 Art 184 (3) jurisdiction of the Supreme court was invoked again. A simple letter was sent to the Supreme Court asking whether the placing of an electricity Grid Station in a built up area exposing residents to electro Magnetic radiation was permissible. The Court responded by setting up a commission to ascertain whether there was any danger to health of citizens from the Station. The Court stated inter alia “The word life is very significant as it covers all facets of human existence …and cannot be restricted to mere existence …Emissions from Grids, Factories or any installations can be stopped if they affect fundamental rights of life and or property…These rights are higher than the rights conferred by law be it Municipal or the Common Law� The court went on to state that any adverse impact upon fundamental rights will attract an injunction and damages. The court went on to hold “Article 14 provides that dignity of man AND subject to law the privacy of home shall be inviolable. The fundamental right to dignity of man….. is unparalleled and could be found only in a few constitutions.� The court was very clear that enjoyment of life was life. This is the best example of a court any where adopting high abstraction levels and refusing to be hidebound by minutia. Judgments from every jurisdiction ranging from India to the USA were considered. GHK Consulting Limited Page 100 J40252162 Comprehensive Scope Evaluation Section 6 Report (CSER) Situational Analysis – Legal Issues ASFAND YAR KHAN –V-CHIEF COMMISSIONER ISLAMABAD CAPITAL TERRITORY, ISLAMABAD.1996SCMR 1421 The Supreme Court refused to interfere with a decision of the Islamabad local Authority namely ICT to revoke a lease of land where quarrying was being carried out within the catchments of Margalla Hills National Park- The court took the view that quarrying caused pollution. RE POLLUTION OF ENVIRONMENT CAUSED BY SMOKE EMITTING VEHICLES, TRAFFIC MUDDLE 1996 SCMR 543 The Supreme Court held inter alia that noise, fumes and other hazards caused by emissions from vehicles was going unchecked because the police lacked testing equipment and a will to prosecute offenders. The court ordered acquisition of equipment and implementation of all relevant rules to check the menace. Further the court required that those directed to act report back to the court to confirm compliance. MST AMEER BANO V S.E.HIGHWAYS PLD 1996 592 The court held that the right to have a sewage line restored was fundamental and could not be derogated from. Art 9 was invoked. These cases demonstrate that the courts have been willing to take up environmental issues applying principles of high abstraction contained in the Constitution of Pakistan without resorting to other pieces of legislation. 6.3 Overview of the Legialation, Guidelines and other Instruments affecting Solid Waste Management and / or likely to affect Integrated Solid Waste Management in Multan.  Punjab Municipal Solid Waste Management Rules 2008(draft)  Punjab Landfill Sites Policy 2008 (Draft)  City District Government Multan Bye Laws for Solid Waste Management  Policy Note on Solid Waste Management “A road Map To Reforms and Implementation� 2007 (Draft).  Punjab Municipal Solid Waste Management Guidelines 2007  National Environmental Policy 2005.  Hospital Waste Management Rules 2005  Hazardous Substance Rules 2003  NEQS (National Environmental Quality Standard) Regulations 2000 NEQS Rules 2001  Environmental Tribunal Rules 1999  Pollution Charge For Industry Rules 1998  The PEPA (Pakistan Environmental Protection Act) 1997  Environmental Sample Rules 2001 Implementation of PEPA 1997The Pakistan Penal Code 1960  The Factories Act 1934  Cantonments Act 1924  Constitution of Pakistan 1973 Arts 9, 14 and 24. (dealt with above)  The Punjab Local Government Ordinance 2001 (PLGO)  Pakistan is also a signatory to the Basal Convention on the Control of Trans boundary Movements of Hazardous Waste and Disposal, amongst others. NOTE : With the exception of The Constitution of Pakistan, all of the legislation set out above stands subservient to PEPA. The draft documentation is considered because it is anticipated that this will be finalized at any time. There is an additional reason for including GHK Consulting Limited Page 101 J40252162 Comprehensive Scope Evaluation Section 6 Report (CSER) Situational Analysis – Legal Issues the Punjab Municipal Solid Waste Management Rules. They have been referred to in The Punjab Municipal Solid Waste Management Guidelines .The Multan By-Laws are still awaiting government approval and the PLGO itself is in the process of being considered for change. 6.4 Pakistan Environmental Protection Act (PEPA) 1997 PEPA (S3) sets up the Pakistan Environment Protection Council (PEPC). It is chaired by the Prime Minister and Chief Ministers of each province are also members. The Council is given sweeping powers (S4) to oversee the enforcement of PEPA provisions and implementation of policies devised by it. PEPA also sets up inter alia (section 5) EPA the Federal Environmental Protection Agency. Under section 6 of PEPA, EPA gets wide ranging powers and is entrusted with implementation and enforcement of PEPA. S6 requires EPA to devise and formulate national policies for approval by PEPC. It is also required to ensure implementation of the approved policies. Further it must devise and enforce the NEQS with approval of PEPC. PEPA- S8 requires the setting up of Provincial EPAS PEPA- S26 (POWER TO DELEGATE) allows delegation “by notification in the official Gazette� of any lawful power to any provincial government, any government agency, local council or local authority. The provincial government is empowered to do the same. PEPA- S11 Provides inter alia that no person shall discharge or emit or allow the discharge or emission of any effluent or waste or air pollutant or noise in an amount , concentration or level which is in excess of the NEQS standards set out by the Federal EPA pursuant to section 6. S11(2) Provides for the levy of a pollution charge in the event of default. Whilst failing to define solid waste PEPA -S2 Provides inter alia the following definitions: (xviii) Hazardous substance means:- a. A substance or mixture of substance, other than a pesticide as defined in the Agricultural Pesticide Ordinance, 1971 (II of 1971), which, by reason of its chemical activity is toxic, explosive, flammable, corrosive, radioactive or other characteristics causes, or is likely to cause, directly or in combination with other matters, an adverse environmental effect; and b. Any substance which may be prescribed as a hazardous substance; (xix) Hazardous waste means waste which is or which contains a hazardous substance or which may be prescribed as hazardous waste, and includes hospital waste and nuclear waste; (xxi) Hospital waste includes waste medical supplies and materials of all kinds, and waste blood, tissue, organs and other parts of the human and animal bodies, from hospitals clinics and laboratories; xxii. Industrial waste means waste resulting from an industrial activity; (xxviii) Municipal waste includes sewage, refuse, garbage, waste from abattoirs, sludge and human excreta and the like GHK Consulting Limited Page 102 J40252162 Comprehensive Scope Evaluation Section 6 Report (CSER) Situational Analysis – Legal Issues (xxxi) Nuclear waste means waste from any nuclear reactor or nuclear or other unclear energy system, whether or not such waste is radioactive; (xxxiii) Pollution means the contamination of air, land or water by the discharge or emission or effluents or wastes or air pollutants or noise or other matter which either directly or indirectly or in combination with other discharges or substances alters unfavorably the chemical, physical, biological, radiational, thermal or radiological or aesthetic properties of the air, land or water or which may, or is likely to make the air, land or water unclean, noxious or impure or injurious, disagreeable or detrimental to the health, safety, welfare or property of persons or harmful to biodiversity; (xl) Sewage means liquid or semi-solid wastes and sludge from sanitary conveniences, kitchens, laundries, washing and similar activities and from any sewerage system or sewage disposal works; xlv. Waste means any substance or object which has been, is being or is intended to be, discarded or disposed of, and includes liquid waste, solid waste, waste gases, suspended waste, industrial waste, agricultural waste, nuclear waste, municipal waste, hospital waste, used polyethylene bags and residues from the incineration of all types of waste. The definitions are fairly comprehensive and between them seem to cover most wastes. PEPA S12 Provides that an Initial Environment Examination (IEE) must be lodged with the body designated by EPA and approval obtained before commencement of construction or operation. Further where there is likely to be an adverse impact on the environment an Environmental Impact Assessment EIA must be filed for approval by the concerned authority before commencement. With the caveats already mentioned in passing PEPA does provide for sweeping enforcement powers PEPA Section 16 provides inter alia that where the Federal Agency or a Provincial Agency is satisfied that the discharge or emission of any effluent, waste, air pollutant or noise, or the disposal of waste, or the handling of hazardous substances, or any other act or omission is likely to occur, or is occurring or has occurred ….and is likely to cause, or is causing or has caused an adverse environmental effect, the Federal Agency or, as the case may be, the Provincial Agency may, …… by order direct such measures that may be considered necessary including but not limited to removal , restoration revival and reinstatement. Where the culprit fails to comply in addition to all other proceedings the relevant agency may take the requisite measures itself at the expense of the said culprit. PEPA S 20 establishes The Environmental Tribunals whilst Sections 22 and 23 deal with appeals. Tribunals are competent to deal with offences punishable under s17(1). Section 24 provides for the jurisdiction of Environmental Magistrates in that all offences punishable under s17(2) shall be tried by the said Magistrate. PEPA S 17 Sets out penalties. It provides inter alia that contravention of the provisions of section 11, 12, 13, or section 16 or any order issued there under shall be punishable with fine of up to one million rupees,(c12000USD) and in the case of a continuing contravention an additional fine up to one hundred thousand rupees (c1200 USD) for every day during which such contravention or failure continues . In respect of contraventions of Sections 14 or 15 or any rule or regulation or conditions of any license, any order or direction issued by the Council or by the Federal Agency or Provincial Agency a fine of up to one hundred thousand rupees, and in case of continuing contravention, or failure an additional fine which may extend to one thousand rupees for every day during which such contravention continues. GHK Consulting Limited Page 103 J40252162 Comprehensive Scope Evaluation Section 6 Report (CSER) Situational Analysis – Legal Issues The Environmental Tribunal and Environmental Magistrate when passing sentence, must take into account the extent , duration and circumstances of the contravention or failure constituting the offence. The offender will also be ordered to disgorge any monetary benefits accrued to him as a result of the violation. For habitual offenders the court may send a copy of the order to their trade organization , send him to prison for up to two years and order closure of the business, order confiscation of the factory, machinery, and equipment, vehicle, material or substance, record or document or other object used or involved in contravention of the provisions of the Act and order, such person to restore the environment at his own cost, to the conditions existing prior to such contravention or as close to such conditions as may be reasonable in the circumstances to the satisfaction of the Federal Agency or, as the case may be, Provincial Agency; and order that such sum be paid to any person as compensation for any loss, bodily injury, damage to his health or property suffered by such contravention. These wide ranging powers are sweeping and comprehensive but they are tempered and negated some what by the caveat that The Director-General of the Federal Agency or of a Provincial Agency or an officer generally or specially authorized by him in this behalf may, on the application of the accused compound an offence under this Act with the permission of the Environmental Tribunal or Environmental Magistrate in accordance with such procedure as may be prescribed. The director general is given an almost unbridled power not to proceed further if an administrative penalty imposed by him is paid in the case of a non habitual offender. 6.5 Other Instruments related to PEPA NEQS have been notified for motor vehicles, Municipal and liquid Industrial Effluents and Industrial gaseous emissions. An IEE for waste disposal facility for domestic or industrial wastes, with annual capacity less than 10,000 cubic meters and an EIA for (i) waste disposal and/or storage of hazardous or toxic wastes (including landfill sites, incineration of hospital toxic waste); and (ii) waste disposal facilities for domestic or industrial wastes with annual capacity more than 10,000 cubic meters; required under the IEE and EIA Regulations. 6.5.1 Pakistan Environmental Protection Agency (Review of IEE and EIA) Regulations 2000. These regulations set out the projects which require filings of IEE and EIA, the conditions for approval and the specs to be met as well as the procedures to be followed. Any project listed in Schedule I requires an IEE to be filed whilst projects listed in Schedule II require EIA to be filed. EIA must be filed by a proponent of a project in an environmentally sensitive area regardless. Once approval is given it remains for three years with an automatic extension of three years if commenced within first three years. 6.5.2 National Environment Quality Standards (SMART) Rules 2001 Under these Rules any legal entity carrying on Industrial activity must submit Environmental Monitoring Reports. The units are categorized with category A for the Heavier and B for the lighter emitters of gaseous pollutants and C containing the emitters of liquid pollutants. Pollution Charge for Industry(calculation and collection ) Rules 2001, provide for self calculation by the polluting unit, The Hospital Waste Management Rules provide comprehensive framework for storing , managing and disposing of various categories of hospital waste within a strict regime. The Hazardous substances Rules , The Environmental Tribunal Procedure Rules , The Environmental Samples Rules , Pakistan Sustainable Development Fund (Utilisation ) Rules and The National Environmental Quality Standards GHK Consulting Limited Page 104 J40252162 Comprehensive Scope Evaluation Section 6 Report (CSER) Situational Analysis – Legal Issues (Certification Of Environmental Laboratories Regulations have all been created under PEPA. National Sanitation Policy 2006 provides guidance to the state to extend coverage of sanitation with the prime objective of eliminating open defecation safe disposal of liquid and solid wastes , promotion of safe and sound hygiene practices. Strategies for integrated management of all types of waste. Promotion of the three Rs (reduce, recycle and recovery). Waste treatment facilities are to be made integral part of all development. The National Environmental Policy 2005 is a very comprehensive document. It is primarily aimed at preventing pollution through developing the three Rs further and providing strategies for effective waste management. National Solid Waste Management Guidelines 2005 emphasize developing lasting systems of management, capacity building and training. The National Environmental Action Plan 2001 emphasizes clean air, clean water, eco management and solid waste management. It emphasizes co-operation between government and society. There is emphasis on community mobilization towards the three RS. National Solid Waste Management Strategy Of Pakistan 2006 proposes the establishment of a safe efficient and cost effective system of waste management for Pakistan by 2015. 6.6 Other Federal Legislation. The Cantonments Act makes waste management within the cantonment the responsibility of the officer in charge of sanitation and the prevention of disease Cantonment boards must provide appropriate facilities for safe disposal of waste. Multan dose have a very large cantonment to which this act would apply rather than the PLGO . The Pakistan Penal Code 1860 and the Criminal Procedure Code of 1898 are also relevant in the sense that the former deals with fouling of public springs and making atmosphere noxious to health though we feel that these provisions may now be superseded by PEPA. Again The Factories Act provides a penalty of 500 Rupees (cUSD8) for owner and manager of factory that pollutes. This can not withstand PEPA. 6.7 Provincial and Local Provisions The Punjab Local Government Ordinance (PLGO) was designed primarily to devolve power to local government . However it dose require local councils to deliver municipal services. Section 2 (xxii) such services include inter alia water supply, conservancy, disposal of sewage, disposal of garbage , disposal of sewer and storm water, drainage , solid or liquid waste , public toilets etc. In PEPA Local authority is defined as anybody designated by the provincial or federal government by notification to be a local authority for the purposes of PEPA. Local Council means a local council established under a law relating to local government. 6.7.1 Punjab Local Government Ordinance 2001 (PLGO) According to S5 of PLGO there are four types of local areas 1. The Union/village Council / neighborhood councils 2. The Tehsil 3. The Town 4. The District and The City District. The PLGO S8 allows the government to convert adjoining Tehsils into City Districts where GHK Consulting Limited Page 105 J40252162 Comprehensive Scope Evaluation Section 6 Report (CSER) Situational Analysis – Legal Issues their population exceeds 1million and where industry and commerce of the area are the main contributors to the economy and where the existing service infrastructure is inadequate. S9PLGO provides that the government may declare a whole number of contiguous unions to be towns. Unfortunately the PLGO2001 itself has failed to define duties with clarity .One needs to indulge in mental gymnastics and deduction to reach a conclusion as to who is responsible for what. Town Municipal Administration only appears to be responsible for providing, managing, operating, maintaining and improving the municipal infrastructure and services, including solid waste collection and conveyance to transfer stations designated by the town but the treatment and disposal of solid waste is specifically excluded from the scope of its functions. Section 35 and 36 of PLGO2001 read with Part-D of the First Schedule are compelling for the suggestion that the City District is responsible for treatment and disposal of waste as it is would be illogical to suggest that a Neighborhood Council is responsible for disposal of waste once it has been collected by the Town Municipal Administration. S 192 of the PLGO read with Part-II of the Fifth Schedule, provides that a council has the power to make bye-laws to carry out the purposes of the PLGO, including throwing or placing any refuse on any street, or in any place not provided or appointed for the purpose; disposing of carcasses of animals; and pollution of air, water and soil including where relevant by way of noise. The Fifth Schedule sets out the ambit and provides for waste related issues as follows: 12. Slaughter of animals and maintenance of slaughterhouses. 24. Prevention of air, water, noise, and soil pollution. 31. Throwing or placing any refuse on any street, or in any place not provided or appointed for the purpose. 35. Disposing of carcasses of animals. 36. Use of sewer water for farming. 37. Flow or drain to be put upon any street, or public place, or into an irrigation channel or any sewer or drain not set apart for the purpose. 40. Pollution of air, water or soil. 42. Other matters as in the opinion of the Zila council are necessary or expedient to be provided for in the byelaws. 6.7.2 Punjab Solid Waste Management Guidelines 2007 The Municipal Solid Waste Management Guidelines (2007) at 1.1 (i) provide that “Rules shall refer to Punjab Municipal Solid Waste Management Rules� Whilst there is no evidence that the said Rules stand notified or finalized reference in the said Guidelines compels consideration especially since the latter is finalized. The Draft Rules inter alia provide as follows : 4. Function of local government. – A local government shall be responsible for: a. issuing and renewing of approval, license and permit, for municipal waste treatment and disposal; GHK Consulting Limited Page 106 J40252162 Comprehensive Scope Evaluation Section 6 Report (CSER) Situational Analysis – Legal Issues b. carrying out environmental monitoring of waste treatment, disposal and resource recovery facility on a quarterly basis; c. collecting and analyzing statistical data on municipal waste generation and composition for future planning; d. preparing, approving and implementing municipal waste management plan in accordance with principle of reduce, reuse, recover and recycle; e. collecting and disposing of municipal waste at a designated disposal site; f. encouraging municipal waste treatment by using an appropriate technology; g. arranging a separate collection and disposal of slaughter house waste healthcare waste and industrial waste; h. taking measures to establish resource recovery centers; i. providing waste bin in a market or a public place for municipal waste storage; j. instituting sustainable financial mechanism for provision of municipal waste management service; k. creating awareness by providing education on public health, safety and environmental; and l. Instituting capacity building programs for local government staff. Under these provisions local governments’ responsibilities are limited to “collecting and disposing of municipal waste at a designated disposal site� (The Punjab Municipal Solid Waste Management Rules 2008 PARA 2. (VII) State that "municipal waste" means solid waste generated within the jurisdiction of a local government except slaughter house, hospital and industrial waste. The Rules identify the operational activities which the local government (A Town Municipal Administration or a Tehsil Municipal Administration) are responsible for. The Responsibilities of Town/ Tehsil Municipal Administration are set out in Table 6-1. Table 6-1: Municipal Waste Responsibility of Town/ Tehsil Municipal Administration. Waste Management Responsibility Activity Collection and transfer of ensure certain activities: municipal waste. Communal storage of responsible for communal storage of municipal waste to avoid municipal waste littering and promote resource recovery Transportation of municipal responsible for transportation of municipal waste to a transfer waste. station, recycling center, treatment facility or sanitary landfill site Resource recovery of responsible for resource recovery of municipal waste municipal waste. to divert waste from sanitary land fill site and reduce environmental footprints. Disposal of municipal responsible for disposal of municipal waste to a designated disposal waste. site. Financial arrangements for shall: management of municipal (i) levy collection fee for provision of communal waste container waste. to a generator of construction and demolition waste; (m) Charge tipping fee for disposal of construction and demolition waste at waste disposal site. (n) charge collection and tipping fee from commercial establishment and public institution such as schools, university, hotel and restaurant; and (o) levy user charges on public to cover expenditures for municipal waste management services. Source : The Punjab Municipal Solid Waste Management Rules 2008 GHK Consulting Limited Page 107 J40252162 Comprehensive Scope Evaluation Section 6 Report (CSER) Situational Analysis – Legal Issues The crucial question of the definition of “Municipal Waste� is prolix. The draft Rules at PARA 2. (VII) States "municipal waste" means solid waste generated within the jurisdiction of a local government except slaughterhouse, hospital and industrial waste; Under PEPA we have the following definition: (xxviii) Municipal waste includes sewage, refuse, garbage, waste from abattoirs, sludge and human excreta and the like The existing legislation and guidelines generally concentrate on sources of waste and not types of waste. The sources of waste identified by key legal documents (including drafts) are summarized in Table 6-2. Table 6-2: Definitions of Municipal Waste Source of Waste Solid Waste Municipal Solid Pakistan Management Rules Waste Environmental 2008 Management Protection Act Guidelines-2007 (PEPA)- 1997 Status Draft Notified (Notified) Domestic waste Probably included Included (exclusive of special waste) Commercial waste Probably included Included (Market waste) Institutional wastes Probably included Included (Schools, hospitals (non-risk), public offices, etc.) Street sweeping waste Probably included Included Garden waste Probably included Included (Tree trimming and grass cutting wastes) Solid wastes collected from drains and Probably included Included water courses in urban areas Construction/ demolition wastes Probably included Included Industrial wastes Excluded Included (except waste generated in designated industrial estates) Hospital waste Excluded by para 2. (vii) (includes “risk� and “non risk� solid and but included as special liquid waste) waste para 2 (xv) Waste from abattoirs Excluded by para 2. (vii) Included but included as special waste para 2 (xv) Special waste ** Included (includes hazardous waste) Slaughter house waste Excluded by para 2. (vii) but include as special waste para 2 (xv) Refuse * Included Garbage * Included Sludge * Included Human excreta and the like Included Sewage Included Source: Various Legal Reports /instruments ** Special waste means household hazardous waste, electronic waste, healthcare waste, construction and demolition debris, tire, oil, wet battery, sewage sludge and slaughter house waste2. GHK Consulting Limited Page 108 J40252162 Comprehensive Scope Evaluation Section 6 Report (CSER) Situational Analysis – Legal Issues *** We take the view that PEPA applies to all types of waste generally as demonstrated below provided that the relevant NEQS are notified. In Multan these responsibilities lie with Town Councils although in Multan the Town councils appear to play little part in waste management. The CDG responsibilities are mentioned in Table 6-3. Table 6-3: Waste Responsibility of City District Government Source of Waste Remarks Hospital waste As special waste Slaughterhouse waste As special waste construction and demolition debris As special waste sludge As special waste Source : The Punjab Municipal Solid Waste Management Rules 2008 CDGM is thus responsible for the following:  Communal storage of municipal waste  Transportation of municipal waste.  Resource recovery of municipal waste.  Disposal of municipal waste.  Financial arrangements for management of municipal waste. However CDGM is not responsible for undertaking the collection of the waste, only for ensuring that it is collected. The rules then proceed to identify the facilities, including the number of sanitary workers, that are required for certain tasks but does not require these to be provided by the local authority. It therefore seems that these activities may be undertaken by a range of operators including the local government, private sector or the informal sector. 6.8 City District Government Multan Bye Laws for Solid Waste Management The PLGO2001 permits the Multan City District Government (CDGM) to make by laws inter alia on SWM. The said CDGM has responded with the said Solid Waste Management Byelaws. The Byelaws whilst purporting to deal with solid waste management (SWM) do in fact deal with a lot of other waste also. The Byelaws make SWM the responsibility of the District Officer (DO). The Byelaws are almost meaningless in parts. For example 7 (b) (iii) relating to hospital waste is completely inadequate. It would have been far better to require compliance with the Hospital Management Rules. By using the words “may� again and again the laws provide the impression that they are not mandatory. Such is the state of this piece of “legislation� that it provides contradictory sub paragraphs in the same paragraph 34 on the question of punishment. 6.9 Conclusions Notwithstanding all of the above as per Art 143 of the Constitution of Pakistan (The Constitution) acts passed by the federal parliament are over-riding and prevail over all previous and subsequent Provincial legislation (with a few exceptions which are not relevant for our purposes). For Environment law this supremacy is augmented by PEPA itself at Section 30 which effectively repeals all previous laws that are inconsistent. The result of all this is to eliminate contradictory and duple legislation at least theoretically. It is logical, therefore, to state that all contradictions contained in rules, regulations, policies, GHK Consulting Limited Page 109 J40252162 Comprehensive Scope Evaluation Section 6 Report (CSER) Situational Analysis – Legal Issues previous acts of the Federal Parliament and the Punjab Local Government Ordinance in particular stand null and void and need not obfuscate any issue where there is a will to act. In conclusion then it would be fair to say that given suitable training and motivation local authorities and institutions could easily utilize existing laws to bring about adequate SWM. However for the long term and for sake of enduring benefit the issues set out must be addressed.  The prevailing legislation/ guidelines have been drawn up without a full understanding of waste management, of normal practices or of existing legislation.  The current legislation / guidelines are not helpful in identifying the responsibility of CDGM for different sources of waste.  The town councils are responsible for the collection of the majority of waste but seem to be inactive in Multan.  It seems that everyone is potentially responsible (or responsible with others) for all sources of waste depending on which document is consulted but in the absence of any action by anyone else CDGM is responsible.  There is poor dissemination of existing law including legislation and court judgments  There is a lack of awareness on the part of stakeholders as to their rights and obligations  There is very limited access to justice and apathy with the legal system. GHK Consulting Limited Page 110 J40252162 The World bank Government of Punjab ESTABLISHING INTEGRATED SOLID WASTE MANAGEMENT (ISWM) IN THE LARGE CITIES OF PAKISTAN MULTAN SECTION 7 SITUATIONAL ANALYSIS Other Issues (J40252162) GHK Consulting Ltd., City District Government 526 Fulham Road, London SW6 5NR, UK Multan Comprehensive Scope Evaluation Section 7 Report (CSER) Situational Analysis – Miscellaneous Issues 7.0 SITUATIONAL ANALYSIS – MISCELLANEOUS 7.1 Introduction This section covers a number of issues that do not fit in to the previous sections but nevertheless are important to the overall delivery of an effective and safe service. 7.2 Groundwater resources Multan lies in the Indus Valley basin and has been constructed on alluvial deposits that provide the majority of the water supply. The water table is shallow (approximately 5m below ground level) so that the poor siting of filth depots and disposal sites will allow leachate to enter the ground and infiltrate into the groundwater. 7.3 Surface water Water may also enter the drains and sewers of Multan via the following routes:-  Inappropriate disposal of waste by municipal workers not wishing to spend time travelling to the disposal dumps;  Inappropriate disposal of waste by municipal workers who are paid by landowners to raise their land. This may include the deposit of waste into flooded low-lying areas;  Waste directly discarded by householders;  The collapse of unofficial dumps into adjacent drains The blockage of drains results in flooding and additional cost to the City District Government of Multan for the subsequent clearance. 7.4 Health There is little information on the direct impact of improper solid waste management practice on the health of the citizens of Multan. Ill health in Multan is generally either from gastro- intestinal complaints or from respiratory complaints. The most significant cause of the gastro intestinal complaints is from poor drinking water and solid waste management is a significant contributor to poor quality water although poor sewage management and uncontrolled industrial discharges are regarded as the most important. Where possible the residents and some institutions have themselves sought to mitigate the impacts of poor water quality as follows:  The purchasing water for drinking from water sellers.  The sinking of domestic tube wells. These interventions have been undertaken primarily by individuals or institutions working separately and not by working together as a community or neighbourhood or integrating with other organizations. These interventions only serve to mask the inadequacy of service provision. 7.5 Environmental issues; The inappropriate collection and disposal of waste has a wide range of impacts within Multan. These impacts are summarised in (Table 7-1). GHK Consulting Limited Page 113 J40252162 Comprehensive Scope Evaluation Section 7 Report (CSER) Situational Analysis – Miscellaneous Issues Table 7-1: Summary of environmental and social impacts Environmental Significance Existing Conditions Description of Potential Impact Medium Sensitive Receptor Impact on ground Uncontrolled disposal to Contamination of groundwater used Medium term impact water land at official and for water supplies although the leakage Users of WASA and private tube wells unofficial sites of sewage from sewers and drains is by institutions, water sellers and likely to have a greater impact because individuals of it widespread and water based nature Impact on surface Disposal to water course Contamination of surface water used Short term impact water for water supplies. Users of surface water including Blockage of drains resulting in institutions, water sellers, individuals overflowing of sewers in domestic and irrigation workers areas Occupiers of domestic dwellings Impact on air Uncontrolled disposal to Adverse visual impact All residents especially those living land at official and Objectionable smells close to swept roads, filth depots and unofficial sites Dust the disposal sites Impact on municipal Poor working conditions The heterogeneous nature of waste Short to long term impact workers and exposure to the poses a hazard especially from clinical All manual workers from use of uncontrolled disposal to waste containing infectious material, machinery physical cuts and bruises, land at official and needles scalpels etc from waste inhalation of dust and unofficial sites aerosols. Vermin, skin contact with Sexual harassment of Women workers feel threatened and hazardous materials. women works unable to protect themselves Short term impact Women sweepers Impact on public Uncontrolled disposal to Poses a hazard especially from the Short to long term impact health land at official and inappropriate disposal of clinical waste The general public and municipal unofficial sites containing infectious material, needles workers scalpels etc Source: GHK Analysis 7.6 Employment of the most vulnerable A large number of the poorest people are occupied in scavenging. As there is no social security system in Pakistan it provides a safety net to the poorest and the unemployed. Scavenging provides an unemployment opportunity that is easy to enter, requires no skill and little equipment; for these reasons it is attractive to young children who do not have the strength or skill for more lucrative jobs. The scavenging community consists of long term scavengers who wholly rely on scavenging for their income and those that are temporary scavengers making an income because of a temporary alteration in circumstances caused by changes in family situation, seasonal harvesting, the success of the harvest, changes in industrial production etc. Any reduction in the availability of source material to be scavenged would potentially remove the effectiveness of this safety net and prevent the most vulnerable from earning living of any sort. Municipal sweepers are slightly higher up the employment ladder but are still below the poverty line. Again a change in solid waste management that removes the opportunity to work would impact the poorest. In Multan it is significant that sweeping as an occupation is handed down the generations through individual families. Consequently the only skill that is known to many families is sweeping. Any reduction in the number of sweepers would remove their livelihood with little possibility of replacement. 7.7 Gender There are a significant number of women employed as sweepers. They are drawn into this occupation by the need to support their families either in the absence of a husband (widows and single parent families), spend thrift husbands who waste the family income on drink, drugs, gambling etc. or because of the incapacity of their husbands to work. GHK Consulting Limited Page 114 J40252162 Comprehensive Scope Evaluation Section 7 Report (CSER) Situational Analysis – Miscellaneous Issues Any reduction in the earning potential of women would disproportionally impact the most disadvantaged families. 7.8 Political Environment Poor governance is widely regarded as one of the principal cause of poverty in Pakistan. Multan is no exception with politicians using their influence to protect vested interests. It is anticipated that any reforms that would adversely affect the rich and powerful e.g. by removing income generating opportunities, would be strongly contended. 7.9 Conclusions The conclusions are self evident within the above paragraphs and each of the issues is significant in the context of solid waste management and have to be taken in to account when developing an integrated solid waste management plan. GHK Consulting Limited Page 115 J40252162 The World bank Government of Punjab ESTABLISHING INTEGRATED SOLID WASTE MANAGEMENT (ISWM) IN THE LARGE CITIES OF PAKISTAN MULTAN SECTION 8 COMMUNITY INVOLVEMENT (J40252162) GHK Consulting Ltd., City District Government 526 Fulham Road, London SW6 5NR, UK Multan Comprehensive Scope Evaluation Section 8 Report (CSER) Community Involvement 8.0 COMMUNITY INVOLVEMENT 8.1 Introduction Following discussion with the Solid Waste Management department it became clear that little or no discussions had been held with the public about the kind of services that was provided or indeed that was expected to be delivered. In order to identify the concerns of various levels of the citizens of Multan the consultants undertake a variety of public consultations. The comments received are summarised below. 8.2 Results of Consultation The results of the consultation of this exercise were as follows:  There was a general dissatisfaction in waste management in the city but only as part of a whole series of concerns, which ranged from the responsibility of the Union Council up to and including the federal organisation. These were considered to be outside the scope of this study.  It was clear from the discussions held that there was a lack of awareness of the health implications of poor waste management.  Most people just simply accept the current waste management situation because that is what they are used to.  The more affluent and educated members of the community were less likely to endure the existing situation but were only concerned at how it affected themselves.  The public had no great expectation of improvement in the waste management facilities.  They would resist any increases in fees and taxes.  There was a reticence to be involved in anything that did not lead to a direct improvement in their own personal or household situation.  Individuals preferred to make their own personal arrangements rather than rely on any organ of the state. 8.3 Interest Levels The general lack of interest that was demonstrated is confirmed by the fact that there an absence of any NGO in Multan with a specific interest in waste management. The level of interest increases with household prosperity and is demonstrated by;  The willingness to employ a sweeper.  Ability to complain to Union Councils.  The reported diversion of CDG sweepers for private use. 8.4 Conclusions It is universally acknowledge that effective waste management is impossible without the cooperation of the public and that enforcement is both difficult and expensive. A key element of any waste management strategy must be the involvement of the public. GHK Consulting Limited Page 119 J40252162 The World bank Government of Punjab ESTABLISHING INTEGRATED SOLID WASTE MANAGEMENT (ISWM) IN THE LARGE CITIES OF PAKISTAN MULTAN SECTION 9 MAJOR GAP AND CHANGE ISSUES (J40252162) GHK Consulting Ltd., City District Government 526 Fulham Road, London SW6 5NR, UK Multan Comprehensive Scope Evaluation Section 9 Report (CSER) Major Gap and Change Issues 9.0 MAJOR GAP AND CHANGE ISSUES 9.1 Introduction This section identifies the gaps in, and challenges to, the current management of solid waste in Multan and is based on the situational analysis set out in the previous sections of this report. It was decided to show the gaps and change issues as a separate section rather than at the end of each section so that the totality of the position could be fully appreciated. This situational analysis and the gap analysis will be used to inform the recommendations that will be made in the blue print and the action plan for implementing an effective solid waste management system. 9.2 Institutional and Governance Solid waste management in Multan suffers from the absence of planning and ad-hoc management style that prevents an integrated management system designed to meet changing requirements. This situation is exacerbated by non-compliance with legislation and the lack of regulation to enforce compliance. In Multan a ‘gap’ exists between the daily generation and collection of solid waste. As a result, the department delivers inadequate and unsatisfactory services, thus rendering the City Government vulnerable to citizens’ complaints. Efficient and effective service delivery depends on several key elements, the most important of which are managerial and organizational efficiency, accountability, legitimacy, and responsiveness to the public, transparency in decision-making, and pluralism of policy options and choices. The SWM department of City District Government Multan (CDGM) is facing the same governance and institutional issues faced by any other department at district level. An attempt has been made to examine how and to what extent governance and institutional problems obstruct delivery of services to urban residents. Key issues are as follows:-  Strategic Management - The SWM department lacks strategic direction, an under- developed workforce and poor management systems. It is hampered by low fiscal responsibility, inadequate planning capacity, poor information and weak financial management. The administration is typically absorbed by its own internal procedures and processes, and largely deaf to the needs of citizens and communities.  Lack of Adequate Information Systems - Information is still managed using a manual, paper-based system with a high level of inconsistencies, long outdated records and difficult access and retrieval. This makes for ad hoc, arbitrary decision- making with neither transparency nor accountability.  Use of Equipment and Machinery - the equipment and machinery of the SWM department is constantly being used for other than solid waste function by various line departments of CDGM, WASA and MDA etc. It is also being used for removing encroachment and debris from roads. Similarly management complains that due the negligence and inefficiency of line departments their workload also increases. Whenever there is construction of new road, street, laying of new sewerage line or water supply etc. the implanting agency does not ensure that contractors remove all debris from the road, which is actually part of their contract. When local community and politicians raise their voices the SWM department is told by the senior staff to remove the debris which puts additional extra pressures on existing resources.  Confusing and Inadequate Institutional Arrangements. Existing institutional arrangements for SWM suffer from fragmentation, lack of clear division of responsibilities, and inadequate planning, management and enforcement capacity. GHK Consulting Limited Page 123 J40252162 Comprehensive Scope Evaluation Section 9 Report (CSER) Major Gap and Change Issues  The Existing Legal Framework - The legal and regulatory framework for SWM has shortcoming that limits its effectiveness. The main weaknesses are fragmentation and lack of clear allocation of duties and responsibilities. 9.3 Human Resources 9.3.1 Human Resource Management There is no real and effective human resource management, no workforce planning. Not all employees employed by the department are working on their assignments. They are paid by the SWM department but working in other CDGM’s departments, district and session courts and at homes of governmental officials etc. In addition, employees can be grouped into three categories;  First - are the willing workers who work full time,  Second - are those who work only a half day (morning shift) and  Third - a category of employees do not work at all. Second and third category employees pay part of their salary to the line authorities to avoid any legal and disciplinary actions. The result is that the department has less available workforce for the management of solid waste. Discussion highlighted number of reasons why all employees don’t work full time or work in other departments or get involved in rent seeking behaviour. The main reason given for these practices include;  Salary - the existing salary is inadequate to meet basic needs. The staff work only during morning shift and then work on a second job or run their own business to supplement their income.  Logistical - no provision of motorbikes, fuel, mobiles for field duty, which is the basic requirement for field. Supervisory staff compromise on staff attendance, allow half-day working and even full absenteeism. In return they receive part of the employee’s salary to meet their field expenses and also to increase their income.  External Pressures - the SWM is not a mainstream department or run by a DMG officer like Finance & Planning and the Revenue department or perceived as having a direct impact on people’s life like the Health department. As a result the department is seen as being more vulnerable to comply with pressures from other line departments, non-devolved departments, politicians and government officials for the provision of SWM staff predominantly sanitary workers. These all have a direct impact on service delivery - the SWM department has less manpower in the field for the collection of solid waste, street sweeping etc. than is indicated by the budget and the sanctioned manpower. 9.3.2 Human Resource Development The Department does not have technical or managerial skills including O&M, financial, and communication capacities for operating the SWM system. Capacity for project development, project financing, monitoring, and supervision of both incumbent municipal staff and private contractors is also lacking. The department is focussed on day to day business (operational issues, the management of official visits etc.); there is no vision and policy for SWM at the district/city level or at department level. GHK Consulting Limited Page 124 J40252162 Comprehensive Scope Evaluation Section 9 Report (CSER) Major Gap and Change Issues This is supported by the fact that none of the department employee has either qualifications in SWM or a related discipline. The detailed analysis of 50 (63%) Management/Technical /Supervisory Staff (DO SWM, Sanitation Officer, Superintendent, Assistant Sanitation Officer, Sanitary Inspector and Sanitary Supervisor) indicate low level of education, with a majority of supervisory positions occupied by uneducated and unqualified staff, further constraints to the learning capacity. 46% (23) of supervisory staff are below the level of matriculation. Similarly, only 14 (38%) out of the 37 Sanitary Supervisors fulfill the basic requirement of matriculation. Of the remaining 23 (62%) Sanitary Supervisors, 11(48%) are middle (8th grade), 4 (17%) are primary (5th grade) and 8 (35%) are uneducated. Similarly none of the sanitary supervisor holds the diploma in public health. 9.3.3 Provincial Interference and Pressures Despite devolution, provincial authorities continue to exercise significant formal and informal control, especially over appointments, promotions and transfers. 9.3.4 Political Interference and Pressures Similarly, it appears that political pressures (essentially unnecessary) on the management of SWM staff have led, at times, to recruitment of junior staff, and the posting of others including at senior level. This is the 'norm' in local government in Pakistan. The managers of the CDGM and SWM are as vulnerable to these pressures as they are elsewhere. The political appointees tend to be less interested in their responsibilities than those appointed through the normal recruitment process, have high level of absenteeism and are more loyal to the person who helped them obtain the job than to the department. The SWM department does not have office space at the UC level, they use existing facilities including UC Nazism’s offices. This arrangement has opened a window for elected representatives to get involved in the management of sanitary workers at the UC level. It is common practice at the UC level that not all sanitary workers perform their field duty, female sanitary workers work in UC Nazim’s home and male sanitary workers at their ‘Dera’ and office. 9.4 Technical Aspects of Solid Waste System The primary/secondary collection and disposal of solid waste is not integrated but operates substantially independently from other waste management activities. 9.4.1 Waste generation The objective of the solid waste management system is to collect waste on a regular basis and to dispose it in an appropriate manner so that is does not pose a hazard to human health and the environment. This is clearly is not being achieved not least because it has been very unclear how much waste is being generated, where it is being generated and how much of it is being collected and where and how it is disposed off. Basic information as to waste generation rates is not kept and, therefore, waste collection cannot be tailored to meet these needs. Inaccurate generation rate information is used to specify equipment needs and therefore may be inappropriate. The consultants undertook a household survey which indicated that the average household generation rate per day per GHK Consulting Limited Page 125 J40252162 Comprehensive Scope Evaluation Section 9 Report (CSER) Major Gap and Change Issues person in Multan city as 0.26 kg with a range of 0.08 to 0.45 kg as maximum. The rate is dependent on the characteristics of the different zones in the city. In addition surveys were undertaken of various other sources of waste generation and on the basis of the above surveys and analysis it is estimated that the total municipal solid waste generation rates (including household waste, commercial, industrial, construction, hospitals and other institutions like educational, slaughter house, public parks) in Multan city is 611 tonnes / day. The City District Government, Multan has the capacity to collect 509 tonnes of waste at full efficiency against 611 tonnes of waste, however, it does not use the full capacity available. The volume of waste generated is significantly less than estimated in the PC1 submission and on which the requirements of Multan have, until now, been assessed. It is understood that the PC1 was based on an assumed generation rates not on town specific surveys as undertaken by this study. The study results are, therefore, considered to be more accurate. The changes resulting from a reduced generation rate will be examined in the blue print. There is currently no door-to-door collection or domestic storage of solid waste. The initiative taken by city district government Multan in selected union councils was not successful. Very few households may have a formal collection bins on the doorstop. Although the total calculated storage capacity (751 tons / day) can accommodate the waste generated it does not take account of access to the households that are located at 0.5 km to more than 1 km distance from the storage facilities. These impacts on the efficiency of the collection system. The distribution of the storage facilities is not uniform because of decisions made by the local authorities and not for operational reasons. The primary and secondary collection of waste does not appear to be tailored to the waste generated. Thus little account is taken of the different types of waste in different parts of the city. There is no formal plan to encourage the segregation and reuse of waste before it is collected in particular no facilities are provided to encourage scavenging as a means of reducing the quantity of waste to be removed. There is no process for monitoring the efficiency of collection and disposal. The City District Government of Multan appears to provide services that it is not required to undertake including the following:  The collection of household waste  The sole removal of and disposal slaughterhouse waste  The removal of and disposal building and construction waste without a fee  The sole removal and disposal of clinical waste  The provision of labour for other non municipal and non waste related activities The waste from street sweeping is mixed with construction waste and has a heavier density. This type of waste constitutes a significant part of the municipal waste. Consideration needs to be given as to whether this waste may be separated from household and commercial waste. 9.4.2 Disposal There is no effective means of solid waste disposal. Dumpsites appear to be identified on the basis of availability rather than on scientific principles or operational functionality. No GHK Consulting Limited Page 126 J40252162 Comprehensive Scope Evaluation Section 9 Report (CSER) Major Gap and Change Issues environmental impacts assessments are undertaken or mitigation measures implemented. There is no management of the dumps and most, if not all, may be considered as "illegal" as there is no formal legal agreement between CDG and the landowner. Similarly there is no closure procedure should the landowner want his land returned. Even the design of new landfill is seriously flawed. Without immediate proper selection of equipment and the training of staff it is likely to revert to being another dump. CDG vehicles deposit waste unofficially in a range of depressions throughout the city. These dumps are unmanned and have no facilities. There are no comprehensive scientific assessments of the suitability of the sites for the disposal of waste and the likely environmental implications. No records are maintained of which vehicles use which sites. 9.4.3 Segregation of Waste There is little segregation of waste at source, the majority being mixed together and left to the sweepers, scavengers and kabaris to segregate once mixed. A significant opportunity is being missed to separate at source to identify reusable and recyclable waste. 9.4.4 Human Resources The number of sanitary workers and the equipment is not evenly distributed in each town. The ratio of population to sanitary worker is the largest (one worker per 981 persons) in Bosan Town as compared to the other three towns. The sanitary workers are not exclusively involved in street sweeping and primary collections but also collect recyclables from the waste on their own account. They also have exclusive permission to undertake a variety of other services for households in return for a small payment. A few households / shops may pay sanitary workers for regular and reliable primary collection and or for twice a day collection of waste. Every sanitary worker is paid by the households on religious occasions / festivals. There is no prescribed qualification for the supervisory and management staff. The District Officer (SWM) is chosen from the senior sanitary staff. The other details of HR requirement are mentioned at 9.3 of this section 9.4.5 Vehicles The central depot contains a large number of broken carts and vehicles that do not appear to have been cannibalized to repair other carts / vehicles. The reason for this is reportedly that there is a preference to purchase news carts rather than the repair old carts, which provides work for the manufacturers. This is not logical for a service which is short of money but untrue as the repair of carts would provide a contract work stream that could be outsourced to the benefit of local fabricators. The net capacity of the vehicles is less than the gross capacity as some of the vehicles remain in the workshop for repairs. In addition two vehicles and front-end loaders and blades are allocated to the town committees for 15 days a month (i.e. 50% of their time) for the removal of illegal encroachments. This duty reduces the capacity of the CDG to collect solid waste by approximately 20% The survey and the observation of the consultant show a varying population density, housing stock, landuse, road network, traffic capacity and the intensity of commercial and industrial GHK Consulting Limited Page 127 J40252162 Comprehensive Scope Evaluation Section 9 Report (CSER) Major Gap and Change Issues activity in various towns. The type of vehicles good for transportation of waste in one zone may not be fit for all zones. 9.4.6 Planning and Management There is little forward planning partly as a result of the vagaries of financing. Although data is collected on performance it does not seem to be readily accessible as it is retained in written registers. This data is not used to improve performance. 9.5 Finance The availability of finance including prudent financial management is an important factor in delivering an efficient and effective SWM service. Based on our analysis it can be concluded that there is a lack of effective financial management and planning in the SWM department. Our initial assessment suggests that in CDGM, WASA and MDA proper HRM practices are not followed. None of the finance managers are technically trained for managing the financial matters of their respective organizations. Based on our analysis it can be concluded that the efficiency of the finance department and the financial management process is weak in that there are issues in relation to capacity development, professional growth, poor salary structure, a lack of performance management and insufficient human resources. 9.5.1 Financial Planning There is a lack of forward financial planning in order to develop the service both in terms of current budgets and development budgets. Planning criteria set by the government is weak and the concept of an integrated planning approach does not exist. In practice, instead of expenditure decisions being based on forward planning they are based on immediate needs or the availability of grants that are used without analyzing if there would have been any better alternative use. The road map of the provincial government is generally not strictly followed and decisions are influenced by factors such as political priorities. The institutional and policy constraints make it difficult for the service providers to improve service delivery in the city district. There is a tendency for there to be more emphasis on inputs rather than outputs and shifts in provincial government policy slows down the development process. Due to the lack of coordination and communication gaps between the various service providers public money is wasted. Non-rationalization of the provincial government tied grants / conditional grants and inequitable distribution of financial resources are some of the core issues in the district planning process. 9.5.2 Infrastructure Financing There is no medium to long term financial planning for future investments and the replacement of assets. The absence of a master plan for future operations also results in a lack of future investment requirements. Inadequate cost recovery mechanisms limit the extent to which new waste management investments are affordable and new initiatives such as charging user fees need to be considered and adopted. Currently, financing of equipment and infrastructure relies primarily on government grants and international donors. GHK Consulting Limited Page 128 J40252162 Comprehensive Scope Evaluation Section 9 Report (CSER) Major Gap and Change Issues The department does not allow for depreciation in the accounts against its current assets in order to allow for the future replacement of assets. Replacement of obsolete equipments has always been effected through the use of grants from the Provincial Government or from International donors. Borrowing for development of new infrastructure is generally undertaken through the Federal or Provincial Government and the department cannot access loans directly. Also there has only been minimal work undertaken by the department to seek external funding for the solid waste development and the interest from the private sector in participating in SWM in the city. 9.5.3 Resources The principal income to CDGM is the provincial government fiscal transfers in the form of the PFC award. This is not paid in a timely manner and over the past few years it has not been increased in line with inflation or increasing costs. Solid Waste Management is not perceived as a top priority and in this regard insufficient funds are allocated to improve sanitary conditions in the district. 9.5.4 Procurement Economy in the procurement of goods is generally not achieved because of inconsistencies between the Delegation of Financial Rules and the Provincial Government Purchase Manual. In addition, there is an ineffective internal audit mechanism in all the departments of the City District. In relation to assets the department lacks a single inventory of all of its assets - there were many different lists found in different sub departments. 9.5.5 Financial Records The financial records are maintained manually and the department does not have a committed IT facility, hardware or software, for the financial unit. There is no dedicated server facility for central storage of data, which is stored on paper files spread about with various staff members. If a print out of any financial data is required the financial unit has to approach someone within the department with a computer to get it prepared. All sub departments of SWM department have their own sub-financial units and, therefore, whenever common expenditures arose there is confusion about their attribution to a certain department. The final expenditure record of the department and the Auditor General’s reconciliation statement were found to be different from each other. As the department was not able to see and analyse its past data the only data available within the department at any time is last month’s expenditure which is verified with AG office. However when analysed on an annual basis differences in balances were found. 9.5.6 Financial Management Training The staff involved in finance has no formal training and little understanding of budget management 9.5.7 Income Generation The most important source of income is the government support made available through budget allocations from the City District Government. It is determined based upon requests made by DO SWM and the Executive Divisional Officer (EDO) Municipal Services. Revenue GHK Consulting Limited Page 129 J40252162 Comprehensive Scope Evaluation Section 9 Report (CSER) Major Gap and Change Issues from this source accounts for some 98.6% of the total revenues. However, payment of the grant is not made on a timely basis and has not increased in recent years. Only some 1.4% of income is generated through user charges to commercial users (sanitation fee) and through a Construction and Demolition Waste Fee – although this is relatively minor. Collection of these fees is poor and there is an inadequate database and payment is deposited with the CDGM and becomes part of the general budget so that the income generated is not ring fenced but is combined to support all services. There is scope to introduce a sanitation fee for domestic users but careful consideration would have to be given to the collection and enforcement processes, as they are currently ineffective. It may be assumed that there is a willingness to pay for the service because some households already pay sanitary workers to remove waste 9.5.8 Future Investment There is no investment planning for acquisition or replacement of assets or the development of infrastructure. Reliance for development funds is on government grants or international donors and no depreciation is allowed in the budget in relation to existing assets. 9.5.9 Human Resources All what is described in Section 3 in relation to staff in the department applies to the finance staff. The financial unit does not have financial technical or managerial skills. There appears to be no capacity for forward planning, project financing or monitoring of budgets. The department does not have well trained staff for recording and analyzing the financial data. The staffs have only a basic knowledge and no specific expertise or understanding of the principles of accounting. The staffs do not have any analytical skills for interpreting financial data. 9.6 Legal Issues 9.6.1 Adequacy of Existing Laws Whilst the existing laws (identified in Section 6) are largely adequate in theory (with a few exceptions set out below) not enough thought has gone into enforcement. and / or implementation and / or accessibility. There are geographic proximity issues. If District Officers have to travel vast distances to lodge applications substantial damage may already have accrued by the time an order is issued from a Magistrate. Further individuals affected may not have the means to travel long distances to come before a Magistrate or Tribunal. Penalties are paltry to say the least in the context of things. As the law stands for first offence the only penalty is 1,200 USD equivalent at Tribunal level and 1200USD equivalent at Magistrate level. If the offence continues then daily penalties are there. There are more stringent penalties including imprisonment for previous offenders but grave losses and situations can occur even at first offence where nuclear energy, hospital waste and oil spills are involved. The Law needs to be improved to address this. There needs to be a campaign to inculcate awareness of legal rights of those who are immediate victims of unlawful waste disposal. Citizens have to be guided and informed as to GHK Consulting Limited Page 130 J40252162 Comprehensive Scope Evaluation Section 9 Report (CSER) Major Gap and Change Issues their rights to approach the Tribunal, EPA etc to prevent unlawful acts and omissions by individuals and local government alike. 9.6.2 Multan Bye Laws The Multan Byelaws make SWM the responsibility of the District Officer (DO). The Byelaws are almost meaningless in parts. For example 7 (b) (iii) relating to hospital waste is completely inadequate. It would have been far better to require compliance with the Hospital Management Rules. By using the words “may� again and again the laws provide the impression that they are not mandatory. The Byelaws need a complete overhaul to reflect the law as set out by PEPA and the Rules and Regulations. If anyone charged under this document were to go before the High Court the document and charge would be struck down immediately. It has to be said that where there are comprehensive and sound laws and guidelines in place there is hardly any implementation e.g. Hospital Waste Management Rules and Punjab Municipal Solid Waste Management Guidelines 2007. Indeed PEPA itself has found limited implementation. In some cases as with Multan Byelaws the legislation is often incoherent, inconsistent and ill drafted making it open to challenge at every level. There needs to be more emphasis on penalties, punishment and enforcement. A law is only as good as the enforcement and application. At present enforcement is limited. 9.6.3 Municipal waste and responsibilities for its collection It has proved impossible to usefully define the term "municipal waste" or the responsibilities of the various levels of government using existing laws and government policies guidelines etc. Indeed it would seem that some waste management terms in common currency have a meaning peculiar to, but undefined in, Pakistan. Whilst these terms remain undefined they are open to multiple interpretations and potential challenges in law. 9.7 Miscellaneous Issues 9.7.1 Contamination The miscellaneous issues mainly relate to the indiscriminate and illegal disposal of waste in to inappropriate places such as rivers and poorly sited dumps this causing contamination of water supplies. The contamination results from a number of sources:-  The poor siting of filth depots and disposal sites will allow leachate to enter the ground and infiltrate into the groundwater.  Inappropriate disposal of waste by municipal workers, which then contaminates surface water that then enters the drains and sewers.  Inappropriate disposal of waste by municipal workers who are paid by landowners to raise their land. This may include the deposit of waste into flooded low-lying areas;  Waste directly discarded by householders that then enters the drains and sewers.  The collapse of unofficial dumps into adjacent drains  The blockage of drains results in flooding and additional cost to the City District Government of Multan for the subsequent clearance. GHK Consulting Limited Page 131 J40252162 Comprehensive Scope Evaluation Section 9 Report (CSER) Major Gap and Change Issues 9.7.2 Gender There are a significant number of women employed as sweepers. They are drawn into this occupation by the need to support their families either in the absence of a husband (widows and single parent families), spend thrift husbands who waste the family income on drink, drugs, gambling etc. or because of the incapacity of their husbands to work. Any reduction in the earning potential of women would disproportionally impact the most disadvantaged families. 9.7.3 Political Environment Poor governance is widely regarded as one of the principal cause of poverty in Pakistan. Multan is no exception with politicians using their influence to protect vested interests. It is anticipated that any reforms that would adversely affect the rich and powerful e.g. by removing income generating opportunities, would be strongly contended. 9.8 Community Involvement There is little or no involvement or consultation with members of the public. There is no engagement to determine what kind of service the public expects or how they perceive the current level of service. It was clear from the focus group meeting held by the consultants that the public had a range of concerns including general dissatisfaction with the SWM service and there is a lack of awareness of the health implications of poor waste management. GHK Consulting Limited Page 132 J40252162 The World bank Government of Punjab ESTABLISHING INTEGRATED SOLID WASTE MANAGEMENT (ISWM) IN THE LARGE CITIES OF PAKISTAN MULTAN SECTION 10 PRELIMINARY CONCLUSIONS (J40252162) GHK Consulting Ltd., City District Government 526 Fulham Road, London SW6 5NR, UK Multan Comprehensive Scope Evaluation Section 10 Report (CSER) Preliminary Conclusions 10.0 PRELIMINARY CONCLUSIONS 10.1 Introduction The preliminary conclusions reached here are intended only as a link to the Blueprint that will follow on from this report. They are intended neither to be complete or comprehensive at this stage – they are as the heading indicates ‘Preliminary Conclusions’ They will be evaluated further after the scope analysis report for their appropriateness, applicability outside of Multan, their cost and the viability of the relevant District and Provincial powers. 10.2 Human Resources 10.2.1 Restructuring of SWM Department The current situation of waste management in Multan demands the creation of an integrated work unit that is more flexible and can respond more readily and efficiently to consumer and service demands. The basic organizational requirements for good waste management is that each major function is recognized, responsibility for each functions is clearly assigned, the department is properly resourced for their tasks and the relationships with other organizations is clearly designed. The establishment of a fully functional and autonomous Solid Waste Management department will be looked at. The detailed draft job descriptions and person specifications will be developed so that room for ambiguity is limited among various designations/posts as well as in the kind of personnel that will be required to fill the posts. 10.2.2 SWM Operatives The majority of solid waste management operatives are of low education. Most consider themselves underpaid and there is a strong temptation to augment their salaries by a variety of inappropriate practices including the following  Inefficient working  Short working hours  Undertaking other work during working hours  Invention of ghost workers It is difficult to avoid the conclusion that since these practices are well known they are condoned by superiors who are probably also involved. Opportunities for promotion are limited because of the strict grade structure. This is made even more difficult for the poor because of their lack of education and their low level of literacy. In addition those who are effective managers seem to be promoted out of the department. There is, therefore, an absence of well qualified and motivated personnel with an incentive to perform effectively to improve solid waste management in Multan. 10.2.3 Training Needs Analysis (TNA) Meeting the SWM challenges require skilled professional staff. Inexperienced and/or unqualified staff cannot meet the requirements of an effective and efficient SWM system. A GHK Consulting Limited Page 135 J40252162 Comprehensive Scope Evaluation Section 10 Report (CSER) Preliminary Conclusions Basic Training Needs Analysis (TNA) will be the first step in the establishment of a training and development program. It will be used as the foundation for determining training objectives, the selection and design of training programs, the implementation of the programs and the evaluation of the training. In the absence of an objective job descriptions and performance management, training needs will be identified from proposed Solid Waste Management Policy for ISWM system and will cover the identified models of ISWM. Parallel to the TNA exercise, detailed employee information of the District Officer SWM, Sanitation Officer, Superintended, Assistant Sanitation Officer, Sanitary Inspector, and Sanitary Supervisor will also be conducted on the HR proforma (Annex 10-1). The objective is to collect their educational, career, training history etc. and information that could be used in the TNA. The training should be focused at all levels and particularly the sanitary workers. They are the “backbone� of CDG’s waste management operation and would benefit most from training. 10.2.4 Job Descriptions Job descriptions will be developed for selected designations / positions which include the District Officer SWM, the Sanitation Officer, the Superintendent, the Assistant Sanitation Officer, the Sanitary Inspector, the Sanitary Supervisor, the Sanitary Worker and the Loader/Driver. The job descriptions will be based on a Job Analysis exercise. Employees with similar designations will be interviewed and information will be collected under four headings.  Key Sector Service  Responsibilities  Tasks and  Skills required A written job description will be the main output from the job analysis process. The second set of documentation that could be derived from the job analysis is the person or personnel specification. The Job Analysis, Job Descriptions will be developed according the sample format attached as Annex 10-2. 10.2.5 Detailed Structured Learning, Training Program for the ISWM System To determine a base for all future training a framework will be developed that will analyse training for the department as whole (corporate needs), for functions or occupations within the department (group needs); and for individual employees (individual needs). A detailed structured learning training program will be proposed for adequately defined groups of the ISWM system, e.g. SWM staff, managers, operators. The learning program will support building adequate capacity for regulating, monitoring, enforcement issues regarding the segments of the SWM. Model training will be organized for management and SWM staff based on the detailed structured learning training programme. Curricula and training material will be developed the model training. 10.2.6 External Education Waste management is generally not considered to be a profession and has not in the past attracted the most qualified and ambitious of personnel There is a need throughout Pakistan to improve perceptions of the service and to develop a pool of expertise. Whilst this is a vision outside the scope of the current TOR for this project there is an opportunity for Multan to be GHK Consulting Limited Page 136 J40252162 Comprehensive Scope Evaluation Section 10 Report (CSER) Preliminary Conclusions in the vanguard of a national objective by developing its own training modules for existing resources in schools, colleges, universities and vocational training institutions e.g. those for nurses and industry trainees. 10.2.7 Communication System and Strategy Solid Waste Management (SWM) is highly dependent on human behaviour and community consultations and awareness raising among all stakeholders should be included in every step of ISWM system. A communication strategy will be developed for effective, timely and accessible two-way communication that consistently reaches all employees and external stakeholders through a variety of appropriate formats and approaches. The communication system and strategy are envisaged to entail all or some of the following:  Proposal for a specific communication system and strategy to support fair informing and involving the citizens and communities.  Specific communication proposal will be prepared for dealing with the large number of scavengers and other groups of the informal sector.  Communication strategy will also focus on motivating people to pay for the solid waste services.  Constant dialogue between various stakeholders of the solid waste.  Involvement of the private sector in solid waste management. 10.2.8 Management Tools The benefits of management tools can be shared through workshops/meetings with SWM staff of City District Multan. These tools include the following:-  Job Descriptions & Person Specifications – for recruitment and selection, performance management and identification of training needs.  Human Resource Management Information System (HRMIS) – for human resource planning.  Biometric Attendance System – to ensuring the presence of service providers.  Financial Management Information System (FMIS) - to effectively plan the financial resources.  Employee Motivation Survey - to identify what could motivate employees to perform better.  Operational performance – to motor the operational performance of primary secondary collection and disposal.  Performance management – to establish realistic targets and monitor their achievement to identify under performing activities.  Environmental management – to establish a process whereby all existing and proposed filth depots, dumps and landfill are assessed for their environmental impacts, mitigation measures designed and implemented and their success monitored. 10.3 Technical Aspects of Solid Waste System The following conclusions are set out under functional headings: 10.3.1 Primary Collection Primary collection should be devolved to the lane level to become the responsibility of the residents of the individual lanes to finance and implement. The municipality should construct GHK Consulting Limited Page 137 J40252162 Comprehensive Scope Evaluation Section 10 Report (CSER) Preliminary Conclusions convenient, identifiable collection points specifically designed to assist segregation of the waste and for ease of collection. The design of the sweeper carts should be re-evaluated in accordance with the category of roads that they serve (i.e. small wheels are not suitable for unpaved roads). The design criteria should be as follows:  Large capacity that is easily emptied  Light weight and maneuverable  Facilities for waste segregation The household should be encouraged to maintain the formal collection bins in the house to provide for in-house storage facilities. The access of storage facilities should also be increased by their suitable sitting at reasonable distances from waste generation points The use of long handled brooms should be examined to replace the traditional bushes as a means of improving efficiency and reducing the inhalation of dust by raising the heads of the sweepers above the road. In order to define the area to be swept and to facilitate the use of mechanical sweepers the maintenance and refurbishment of the roads should include re-kerbing. 10.3.2 Secondary Collection The City District Government of Multan should provide a regular collection of waste at a collection point the frequency to be determined by the viable resource but not less than once per week. The location of the filth depots should be re-examined to provide a centralized collection point in the area where the majority of the waste is generated in order to reduce sweepers walking time to the depots. The manning levels of the bulk carriers should be reduced. and the design of the bulk carriers should be reviewed in order to maximize load capacity. The collections from the collection points and filth depots should be mechanized as far as possible to reduce manning levels and to reduce loading and unloading times. 10.3.3 Street Sweeping The roads should be categorised in to at least four categories and the frequency of sweeping adjusted according;  Primary roads - Those that are the main arteries of Multan should be mechanically swept daily with areas out of reach of mechanized sweeping swept manually.  Secondary roads - Commercial roads in Multan and arterial feeder roads should be regularly swept according to the resources available.  Tertiary - domestic areas should be swept intermittently. Any additional sweeping should be undertaken by the sweepers employed by those living in the lanes.  Lanes - These are the responsibility of the sweepers employed by those living in the lanes. Consideration should be given to not sweeping encroachments of primary and secondary roads as the sweeping of unpaved areas generates a considerable quantity of heavy dust for disposal. GHK Consulting Limited Page 138 J40252162 Comprehensive Scope Evaluation Section 10 Report (CSER) Preliminary Conclusions 10.3.4 Drain Cleaning The removal of the material generated by cleaning the drains by WASA should be removed by WASA unless they are willing to pay for this service. 10.3.5 Other Services The City District Government of Multan should not provide services that it is not legally required to provide e.g. provision of labour, the collection and disposal of abattoir clinical and office waste without payment. An out of hour’s task force should be established for emergency sweeping using existing equipment. If this is not within the normal responsibilities it should be charged to the department or politician requesting the work. If payment is not received it should remain as an identifiable debit item on the accounts. The collection and disposal of commercial waste particularly from large government offices should be charged for. If payment is not received it should remain as an identifiable debit item on the accounts and added to any request for funds from the provincial authorities. 10.3.6 Vehicles and Equipment The existing procedures for procurement and maintenance should be examined for their efficiency and opportunities for outsourcing maintenance should be examined. The records should be examined to develop processes to monitor vehicle performance. The design and location of skips should be reexamined to ensure that loads are maximized. The ships themselves could be immediate modifies to improve their capacity and reduce their environmental impact. 10.3.7 Hazardous Waste A dedicated clinical waste/slaughterhouse waste collection service should be developed with dedicated, trained staff and specialist vehicles that are funded by the hospitals of Multan. 10.3.8 Disposal Sites All disposal sites should be progressively closed and replaced by landfills some of which will be at the same sites as the dumps. Individual legal agreements should be drawn up with the landowners detailing the rights of both parties. The landfill sites should be sited according to ease of access and their environmental impact. An EIA should be undertaken for all proposed sites and the most suitable submitted to the EPA for approval prior to the start of construction. The site should be constructed and operated in accordance with the Punjab Municipal Solid Waste Management Guidelines (Government of the Punjab 2007). 10.3.9 New Landfill Site Practical training should be immediately initiated for the operation of the new landfill site. The provision of this training and of operational equipment should be a requirement of the acceptance of the site from WASA. GHK Consulting Limited Page 139 J40252162 Comprehensive Scope Evaluation Section 10 Report (CSER) Preliminary Conclusions 10.3.10 Other Disposal Methods The history of the application of other disposal methods has not been successful. The majority require considerable capital investment and management skills which are not often available. It is recommended that such methods should be avoided until there is a mature waste management sector in Pakistan. 10.3.11 CDGM Capacity Although 611 tonnes per day of waste is generated CDGM only has primary collection capacity of 380 tonnes/per day (56% of total waste generated) and secondary collection capacity 509 tonnes/per day (83% of total capacity). In reality not all this capacity will be used so primary and secondary collection rates can be expected to be less. No records are kept of the quantity of waste that is disposed of. CDGM already has sufficient capacity for the collection of all household waste of 385 tonnes per day. The significant shortfall in capacity is for the collection of non household wastes. Thus defining CDGM waste management responsibilities more closely to household waste would enable CDGM to operate effectively with only moderate changes to its existing capability (especially in operational management) in order for it to achieve its full capacity. A policy decision is therefore required by the Government of Punjab as to the extent of CDGM waste management responsibilities given that the law, policy and guidelines are very unclear and conflicting (see Chapter 6) 10.4 Finance 10.4.1 Improving Financial Management The CDGM needs to establish their responsibility by wisely managing resources preparing for future needs through efficient cash flow projection, and avoiding carry forward liabilities. They should effectively manage their resources by assessing needs, setting priorities, and appropriate funds. It may be difficult to research the district current responsibilities, to assess the needs in various departments, and to decide where the money should go. However a participatory budgeting approach can make things easier for the CDGM to allocate funds according the citizens’ priorities and needs. One finance unit should be established to improve communication on financial issues between the sub units of the department and the introduction of IT including a financial management system should be developed together with the appropriate training for staff. The formation of an individual agency with its own regulatory powers and financing would allow the financial arrangements to be transparent but would mean that the quality of financial management would have to improve considerably. It would also allow it to generate fees both internally and externally. The fees generated should be ring fenced for solid waste management purposes only. 10.4.2 Improving Financial Planning There is no medium to long term financial planning for future investments and the replacement of assets. The absence of a master plan for future operations also results in a lack of future investment requirements. This needs to be developed together with the financing option including private sector involvement. GHK Consulting Limited Page 140 J40252162 Comprehensive Scope Evaluation Section 10 Report (CSER) Preliminary Conclusions Inadequate cost recovery mechanisms limit the extent to which new waste management investments are affordable and new initiatives such as charging user fees need to be considered and adopted. The department does not allow for depreciation in the accounts against its current assets in order to allow for the future replacement of assets. Provision should be made for regular maintenance and progressive replacement of equipment. 10.4.3 Human Resources All staff should be appropriately trained to develop accounting skills and a sound understanding of the skills required to analyse financial data and provide forecasts. All official salary allowances should be reviewed and clearly identified to ensure that staff are compensated for the use of their own vehicles in the line of work. 10.4.4 Income Generation Only some 1.4% of income is generated through user charges to commercial users (sanitation fee) and through a Construction and Demolition Waste Fee. Collection of these fees is poor and there is an inadequate database and payment is deposited with the CDGM and becomes part of the general budget so that the income generated is not ring fenced but is combined to support all services. There is scope to introduce a sanitation fee for domestic users but careful consideration would have to be given to the collection and enforcement processes, as they are currently ineffective. 10.5 Legal Issues 10.5.1 Shortcomings in the Law - General Whilst the existing laws (identified in Section 6) are largely adequate in theory (with a few exceptions set out in section 6) not enough thought has gone into enforcement and / or implementation and / or accessibility. The terms used by various laws, policy documents and guidelines are confusing and contradictory and open to multiple interpretations The level of penalties is low and needs to be reviewed and the law needs to be improved to address this. There needs to be a campaign to inculcate awareness of legal rights of those who are immediate victims of unlawful waste disposal. PEPA at section 19 provides as follows: “Citizens should be guided and informed as to their rights to approach the Tribunal, EPA etc to prevent unlawful acts and omissions by individuals and local government alike�. 10.5.2 Multan Bye Laws The Multan Byelaws are all most meaningless in parts and need to be reviewed. The byelaws are confusing and contradictory e.g. they provide two separate punishments for the same “Violation�. Further they fail to provide distinction between severities of offence. The byelaws need a complete overhaul to reflect the law as set out by PEPA and the Rules and Regulations. If anyone charged under these byelaws were to go before the High Court the document and charge would be struck down immediately. There needs to be more emphasis on penalties, punishment and enforcement. GHK Consulting Limited Page 141 J40252162 Comprehensive Scope Evaluation Section 10 Report (CSER) Preliminary Conclusions 10.6 Miscellaneous Issues 10.6.1 Contamination There is a need to educate the workforce as to the dangers and consequences of inappropriate and illegal dumping and to ensure that they are properly supervised to minimise the opportunities for not carrying out their tasks fully. Similarly with the public there is a need to undertake a wide ranging publicity campaign about the consequences of inappropriate dumping together with an enforcement regime that shows that the CDGM is prepared to take appropriate action against those who transgress the laws. 10.6.2 Gender There are significant number of women employed as sweepers. They are drawn into this occupation by the need to support their families either in the absence of a husband (widows and single parent families), spend thrift husbands who waste the family income on drink, drugs, gambling etc. or because of the incapacity of their husbands to work. Any reduction in the earning potential or the working conditions of women would disproportionally impact the most disadvantaged families. 10.6.3 Political Environment Politicians in Multan use their political influence that the officers find difficult to ignore. There needs to be a greater separation of the executive from the administration so that decisions are made for professional reasons and not for political reasons. 10.7 Community involvement It is recognised worldwide that waste management can only be successful if it has the approval and involvement of citizens. Waste management, however, in Multan is generally not considered an important issue primarily because citizens have other priorities and because there is a lack of awareness, even amongst the educated, of the adverse health implications of improper waste disposal. There is little or no involvement or consultation with members of the public. There is no engagement to determine what kind of service the public expects or how they perceive the current level of service. A public communication strategy should be developed that will include:-  Developing a widespread public awareness campaign focused on all levels of society is required from school children to old people, from rich to poor, to inform the marginalised to the politically empowered as to the consequences of illegal dumping;  Setting up of regular meetings of focus groups to provide feedback to the department;  Developing an annual “satisfaction� survey Note: The legal requirements and restrictions to the above recommendations will be examined in detail after the submission of this CSER Report. GHK Consulting Limited Page 142 J40252162 The World bank Government of Punjab ESTABLISHING INTEGRATED SOLID WASTE MANAGEMENT (ISWM) IN THE LARGE CITIES OF PAKISTAN MULTAN ANNEXURE (J40252162) GHK Consulting Ltd., City District Government 526 Fulham Road, London SW6 5NR, UK Multan Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings ANNEX 1.1: Minutes of Meetings MINUTES OF MEETING PREPARED BY: REVIEWED BY: REFERENCE NO: Imran Yousafzai Pat Doherty WB-ISWM/001 MEETING TITLE: Introductory meeting with urban Unit regarding the Integrated Solid Waste Management in Multan DATE OF MEETING: VENUE (ADDRESS) AND TIME: 29-07-09 Urban Unit Lahore 12:00 – 02:00pm PARTICIPANTS: 1.Dr NasirJavid Project Director Urban Unit ,P&D Department 2.Khalid Majeed SWM Specialist Urban Unit 3.Shabnam Najaf Urban Planning Specialist Urban Unit 4.Patrick Doherty Team Leader ISWM Multan 5.Gul Hafeez Khokhar Deputy Team Leader ISWM Multan 6.Muhammad Shahid Alvi Capacity Development Specialist ISWM 7.Imran Yousafzai Municipal Finance Specialist ISWM Multan BACKGROUND Solid Waste Management is a major environment and health hazard in the urban areas of Pakistan. The world bank is of the opinion that as cities‘ economies are fast growing, business activity and consumption patterns are driving up solid waste quantities. In Pakistan the collection of waste is sporadic and the disposal is poor. Despite the fact that solid waste services represent the single largest expenditure item, less than 50 percent of the waste generated is collected; and even then it is disposed at dumpsites or road sides since there is not a single sanitary landfill in Pakistan. The World Bank has been supporting the solid waste management (SWM) agenda by financing analytic studies and formulating policies for the Punjab that may be replicable to other provinces. The studies pointed opportunities for the reduction and reuse of the waste by recycling and composting; and presented replicable local practices and opportunities for involving the private sector in various stages and segments of the SWM system. Dialogue with Provincial and city governments has revealed an increasing need for World Bank support in both technical assistance and investment funding in developing and implementing comprehensive solid waste management reform. In this regard the bank has awarded a consultancy contract to GHK Consulting, UK for in- depth analysis of the local SWM situation and developing a detailed plan and costing estimates for an integrated solid waste management (ISWM) system in Multan, a medium size city of Punjab province that hosts one million people and to develop a blueprint that is replicable in other Cities. OBJECTIVES OF THE MEETING: Prior to the ‘Kick Off’ meetings in Multan, which are schedule to be held from 3 rdAugust, 2009, an introductory meeting with the Urban Unit was held on 29th July-09. The main objectives of the meeting were to:-  To inform the Urban Unit of our initial plans in relation to our approach to the assignment and to obtain their views on the approach;  To identify any issues or any areas of particular concern that the Urban Unit has in relation to the project.  To identify anything that could facilitate the assignment. Discussion Highlights Mr. Patrick Doherty gave a briefing to Dr Nasir Javed, the Project Director of the Urban Unit and his team on the project approach, timetable and expected outputs. Discussion then followed, which revolved around the following key points;  Enough studies have been undertaken on the SWM and there was no need for ‘just’ another study but what was required was a report that incorporated a practical approach to implementing a new system of ISWM. GHK Consulting Limited Page 145 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings Multan was selected as the subject of the study because -  It is a medium sized city having all the urban facilities but less issues as compared to Lahore,  Southern Punjab area required more attention for services improvements  It is the Prime Minister’s City and he wants to see improvements in the SWM sector.  The DCO Multan is very keen to work with World Bank on this project.  Consultants’ outputs are more important than reports including involving the stakeholders on an ongoing basis.  The Prime Minister of Pakistan has allocated Rs. 400 million for improvement in SWM in Multan. and Dr. Nasir is of the opinion that there needs to be a tie in with the work that we are undertaking-  The management of the Solid Waste Management in Multan needs to ensure that 400 million rupee investment is spent in a structured way and where it will provide most benefit.  There is a lack of professional resources in the Department and, therefore, some 3-5-10 % of the project cost should be allocated to the development of the Human Resources in the SWM department in the district by building the capacity of potential managers and supervisors and also providing them with the opportunity to gain wider experience by going overseas for technical training and to see how SWM works in other countries.  ADB and JICA have also supported Multan in the SWM  The real objective of the WB study should be to transform the SWM system in Multan  A thorough literature review is important in order help identify a strategic direction for SWM in Multan.  Interaction with local politicians and NGOs’ is important  In the kick off meeting, the participation of the key stakeholders such as department’s staff, local politicians and other civil organisation will facilitate the implementation of the project.  The inception report would be produced in mid September and not 3 weeks after commencement of the project because the World Bank have not given security clearance for the international consultants and this is not likely to happen until mid August at the earliest. Also it is believed that Ramadan may impact on the Team’s ability to gain access to all the necessary officials.  This project should be portrayed as the Multan CDG project not World Bank project and this will help the team in getting ‘buy in’ from the stakeholders. Agreement:  The Urban Unit will facilitate the team by  Providing logistic facilities in the Urban Unit Lahore and will extend full cooperation in accessing data and information in the Urban Unit.  Providing the GIS maps of Multan  Liaising with the government authorities in Multan as appropriate.  The Urban Unit and the Project team agreed that in September prior to finalizing the Inception report, they will discuss the report in detail to ensure that the key areas of the assignments have been adequately addressed. . GHK Consulting Limited Page 146 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings MINUTES OF MEETING PREPARED BY: REVIEWED BY: REFERENCE NO: Imran Yousaf zai Gul Hafeez Khokhar WB-ISWM/002 Muhammad Shahid Alvi MEETING TITLE: Introductory meeting with DCO regarding the Integrated Solid Waste Management in Multan DATE OF MEETING: VENUE (ADDRESS) AND TIME: 03-08-09 District Coordination Office Multan.10:00 – 11:00 Am PARTICIPANTS 1. Muhammad Khurram Agha District Coordination Officer Multan 2. Javid Iqbal Executive District Officer Finance & Planning Multan. 3. Sheikh Muhammad Zafar Executive District Officer Municipal Services Multan 4. Faheem Ahmed Khan Lohdi District Officer Solid Waste Management Multan 5. Gul Hafeez Khokhar Deputy Team Leader/ Solid Waste Specialist 6. Muhammad Shahid Alvi Governance, Capacity Development and Communication Specialist 7. Imran Yousafzai Municipal Finance Specialist BACKGROUND AND OBJECTIVES OF THE MEETING: Solid Waste Management is a major environment and health hazard in the urban areas of Pakistan. The world bank is of the opinion that As cities ‘ economies are fast growing, business activity and consumption patterns are driving up solid waste quantities. In Pakistan the collection of waste is sporadic and the disposal is poor. Despite the fact that solid waste services represent the single largest expenditure item, less than 50 percent of the waste generated is collected; and even then it is disposed at dumpsites or road sides since there is not a single sanitary landfill in Pakistan. The world bank has been supporting the solid waste management (SWM) agenda by financing analytic studies and formulating policies in Punjab, replicable to other provinces. The studies also pointed out needs and opportunities for the reduction and reuse of the waste by recycling and composting; and presented replicable local practices and opportunities for involving the private sector in various stages and segments of the SWM system. Dialogue with Provincial and city governments has revealed an increasing need for Bank support in both technical assistance and investment funding in developing and implementing a comprehensive solid waste management reform. In this regards the World Bank has initiated “Integrated Solid Waste Management Project (ISWM)� in Multan. The overarching objective of this project is to assist the City District Government Multan (CDGM) in implementing the solid waste management policy by developing a coherent model “Integrated Solid Waste Management (ISWM)� system which is replicable in the other cities of Pakistan. A substantial capacity building is a second key objective that would help the provincial and local governments to move away from the present ad-hoc investments to strategic and sustainable development of their SWM sector in Pakistan OBJECTIVE Prior to the Kick off meetings an introductory meeting with the DCO Multan was held. The meeting was an introductory meeting with the DCO Multan by the sector specialist. Main objective of the meeting was to introduce each other, share the study requirements, determine role and contribution and kind of support and involvement required from the CDGM Discussion Highlights and Agreements Reached:  Welcome remarks by Muhammad Khurram Agha, DCO Multan  Brief background of World Bank ‘Initiative Integrated Solid Waste Management (ISWM)’ by Gul Hafeez Khokhar – Deputy Team Leader  Brief description of the assignment, objective, scope of work, implementation arrangement by Gul Hafeez Khokhar – Deputy Team Leader GHK Consulting Limited Page 147 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings Discussion  DCO welcome the team and extended full support towards the project.  Existing situation, available resources and issues department facing towards SWM  Municipal services department claims that their current capacity to dispose the existing solid waste is 70% but realistically it is between 30% -40%. The remaining is either dumped somewhere or goes into the open drains and sewer lines.  CDGM has banned animal/donkey carts in part of the city but SWM department is using them for lifting waste due to shortages of waste dumper etc.  There is a need to look at the possibilities for exploring the Private Sector involvement in the SWM and could be involved in producing energy from the Waste.  Need for primary data collection through filed visits and survey during the project life. This data will also help to check the reliability of existing data available with the SWM department of CDGM.  The main roads of posh localities will look clean but the issue is in the congested areas of the city.  Existing Solid Waste Management (SWM) initiatives undertaken or underway by City District Government Multan (CDGM) with the assistance of development partner, donors and government sector.  Briefed on the ‘Habiba Sial Landfill Site� funded by JICA and also shared the status and issue of the project.  DCO mentioned that Southern Punjab Basic Urban Services Project is working in Multan. He emphasized that team coordinate and liaise with them  DCO expressed his concerns on the previous initiatives undertaken by various development agencies, donors etc. in the Solid Waste Management sector.  DCO Multan pointed out that SWM department lack capacity to carry out such projects and there is urgent need to enhance the capacity of SWM department  Discussed the involvement of elected representatives in the project to consult and get their ownership  District Government expects consultants to come-up with innovative techniques not presenting us our budgeted figures in the report.  Strong ownership is required from the CDGM regarding consultants work on the project. This should be portrayed as CDGM project.  Logistics including space for consultants in the DCO office and in Circuit House will be managed by CDGM. Agreement:  DCO agreed that logistic facilities will be provided to the consultant team during their stay in Multan.  DCO ensured the team that whoever, is related to this assignment will cooperate and will work closely with the team.  A room is arranged for the team in circuit house which will be used by the team during the course of project to held meeting, write reports etc.  A separate room will be arrange for the consultant team within the CDGM premises  DCO directed to EDO finance to move a note regarding the kick off meeting scheduled to be held on 5 th August -09 at 11.00 am and agreed to participate in the meeting as well. GHK Consulting Limited Page 148 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings MINUTES OF MEETING PREPARED BY: REVIEWED BY: REFERENCE NO: Imran Yousaf zai Gul Hafeez Khokhar WB-ISWM/003 Muhammad Shahid Alvi MEETING TITLE: Meeting with EDO Municipal Services regarding the Integrated Solid Waste Management in Multan DATE OF MEETING: VENUE (ADDRESS) AND TIME: 03-08-09 Office chamber EDO MS Multan. 12:00 – 01:30pm PARTICIPANTS: 1. Sheikh Muhammad Zafar Executive District Officer Municipal Services Multan 2. Faheem Ahmed Khan Lohdi District Officer Solid Waste Management Multan 3. Ch Muhammad Ashraf District Officer Spatial Planning Multan 4. Gul Hafeez Khokhar Deputy Team Leader/ Solid Waste Specialist 5. Muhammad Shahid Alvi Governance, Capacity Development and Communication Specialist 6. Imran Yousaf Zai Municipal Finance Specialist BACKGROUND AND OBJECTIVES OF THE MEETING: Solid waste is a major environmental and health hazard in the urban areas of Pakistan. As cities’ economies are fast growing, business activity and consumption patterns are driving up solid waste quantities. In Pakistan the collection of waste is sporadic and the disposal is poor. The World Bank has been supporting the solid waste management (SWM) agenda by financing analytic studies and formulating provincial policies in Punjab, replicable to other provinces. The main lesson learnt is that SWM should be approached as an integrated system to avoid building structures without use. A comprehensive approach towards SWM is required to ensure that waste is properly collected, transferred, and disposed off in the sanitary landfills; hence, the cities become visibly clean. In this regards the World Bank has initiated “Integrated Solid Waste Management Project (ISWM)� in Multan. The overarching objective of this project is to assist the City District Government Multan (CDGM) in implementing the solid waste management policy by developing a coherent model “Integrated Solid Waste Management (ISWM)� system which is replicable in the other cities of Pakistan. A substantial capacity building is a second key objective that would help the provincial and local governments to move away from the present ad-hoc investments to strategic and sustainable development of their SWM sector in Pakistan OBJECTIVE The meeting was an introductory meeting with the EDO MS, DO SWM and DO Spatial planning by the sector specialist. EDO MS is the focal person for this assignment. Main objective of the meeting was to introduce each other, share the study requirements, and kind of support and involvement required from the Municipal Service Department especially the Solid Waste Management department Discussion Highlights and Agreements Reached:  Welcome remarks by Sheikh Muhammad Zafar EDO MS Multan  Brief background of World Bank ‘Initiative Integrated Solid Waste Management (ISWM)’ by Gul Hafeez Khokhar – Deputy Team Leader  Brief description of the assignment, objective, scope of work, implementation arrangement by Gul Hafeez Khokhar – Deputy Team Leader  Brief background of existing Solid Waste Management (SWM)’ by Faheem Ahmed Khan Lohdi District Officer Solid Waste Management Multan. Discussion The discussion focused around the following key points;  DO SWM give overview of the Solid Waste Management Department and extended full support towards the project.  According to the DO SWM, daily waste generation of city Multan is 793 tons and lifting capacity is only GHK Consulting Limited Page 149 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings for 575 tons  Primary collection is primarily through bull carts and hand carts. Currently there are 38 bull carts and 500 hand carts  There are 36 permanent filth depot and 56 temporarily filth points in the city  The SWM department has 30 Tractor Trolleys, 4 Dump Truck, 10 Hoist Truck, 80 Container (7 M), 60 Container (4 M), 06 Container carriers, 4 Mechanical sweepers, 9 Front End Loader etc.  No treatment plan for composting, fuel, electricity and methane gas etc.  No transfer station- temporary filth dept being used as a temporary transfer station  Presently there is no landfill site in use, the solid waste is being dumped at o K-Block Shah Rukn-e-Alam colony o Shah Qadri old shujabad road o Near Pak Arab fertilizer factory  Land fill site at Habiba Sial (13 Acre) is under construction trough Southern Punjab Basic Urban Services Project (SPBUSP), financed by the ADB. It will cover 35% need of Multan city  Another Landfill site at Labar Morh has been proposed in the Prime Minister Package to fulfill the remaining 65% need  Currently one incinerator is installed in Nishtar Hospital and there is no incinerator in private hospitals.  Rs, 406 million project “Purchase of Machinery for solid waste management in Multan under two years special package for Multan �(PM initiative) is conditionally approved by P&D PDWP and sent the same to CDGM with few objections. Their concerns have been addressed now and it is sent to PDWP for further processing to federal government for the release of funds. In this project no consideration is given on Human Resources of the departments like no funds for the capacity development of the Solid Waste Management supervisors and managers etc.  Mansha Group and Fuji Fertilizer once expressed interest in the conversion of solid waste into energy.  There is no formal coordination between WASSA and the MS department of City District Government Multan (CDGM) on the de-silting issues.  Multan Development Authority is approving the new housing schemes without any consideration to solid waste disposal sites requirements. MDA does not even compel them to provide separate collection points inside the housing schemes. As a result of it the waste is thrown outside or nearby open plots.  No effective Public Private initiatives exist in SWM sector.  Sometimes the sanitary workers on the government payroll are involved in their private businesses and use government hand carts for the disposal in private areas.  some sanitary workers are attached with senior officers or local politicians  Communication strategy can play an effective role in the implementation of proper SWM practices in the city. An attempt was made to provide 800 buckets in various UCs and as result of it demand was generated but unfortunately due to the shortage of financial resources this could not be continued.  Although the existing lifting capacity is approximately 70% but due to unforeseen events such as Senior politician visit to Multan ( PM, and federal ministers, Provincial ministers and senior politicians) , encroachment removal by TMA, departments’ vehicles and machinery are engaged and therefore, cannot lift the solid waste more than 50%.  In Multan 30% of the population can be targeted for modern Solid Waste Management systems and the introduction of sanitation fee (domestic) will make this project sustainable. This will also generate demand in the city for another 30-40% in the coming 5-8 years. Agreement:  EDO Municipal services agreed that he and his team will work very closely with the project team.  EDO Municipal services also ensured that a separate room will be arranged for the team within the MS department/premises  EDO Municipal services agreed to share all the relevant information regarding the SWM in Multan. Documents Shared  Master Plan Solid Waste Management  PC1 406 Million ( PM ) Scheme  SWM Budget 2009-2010 GHK Consulting Limited Page 150 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings MINUTES OF MEETING PREPARED BY: REVIEWED BY: REFERENCE NO: Muhammad Shahid Alvi Gul Hafeez Khokhar WB-ISWM/004 Imran Yousafzai MEETING TITLE: Introductory Meeting with MDA & WASA DATE OF MEETING: VENUE (ADDRESS) AND TIME: 03-08-09 Director Engineering Office, Municipal Development Authority (MDA) Multan. 14:00 – 15:00pm PARTICIPANTS: 1. Malik Tassaduq Hussain Deputy Managing Director WASA/Director Engineering MDA 2. Faheem Ahmad Khan Lodhi District Officer Solid Waste Management CDG Multan 3. Gul Hafeez Khokhar Deputy Team Leader ISWM 4. Muhammad Shahid Alvi Governance, Capacity Development and Communication Specialist 5. Imran Yousafzai Municipal Finance Specialist -ISWM BACKGROUND AND OBJECTIVES OF THE MEETING: Background Solid Waste Management is a major environment and health hazard in the urban areas of Pakistan. The world bank is of the opinion that As cities ‘ economies are fast growing, business activity and consumption patterns are driving up solid waste quantities. In Pakistan the collection of waste is sporadic and the disposal is poor. Despite the fact that solid waste services represent the single largest expenditure item, less than 50 percent of the waste generated is collected; and even then it is disposed at dumpsites or road sides since there is not a single sanitary landfill in Pakistan. The world bank has been supporting the solid waste management (SWM) agenda by financing analytic studies and formulating policies in Punjab, replicable to other provinces. The studies also pointed out needs and opportunities for the reduction and reuse of the waste by recycling and composting; and presented replicable local practices and opportunities for involving the private sector in various stages and segiments of the SWM system. Dialogue with Provincial and city governments has revealed an increasing need for Bank support in both technical assistance and investment funding in developing and implementing a comprehensive solid waste management reform. In this regards the World Bank has initiated “Integrated Solid Waste Management Project (ISWM)� in Multan. The overarching objective of this project is to assist the City District Government Multan (CDGM) in implementing the solid waste management policy by developing a coherent model “Integrated Solid Waste Management (ISWM)� system which is replicable in the other cities of Pakistan. A substantial capacity building is a second key objective that would help the provincial and local governments to move away from the present ad-hoc investments to strategic and sustainable development of their SWM sector in Pakistan Objective of Meeting The meeting was an introductory meeting with the WASA and MDA by the sector specialist. Main objective of the meeting was to introduce each other, share the study requirements, and kind of support and involvement required from the WASA and MDA Discussion Highlights and Agreements Reached:  Welcome remarks by Malik Tassaduq Hussain, Deputy MD WASA/Director Engineering MDA  Brief background of World Bank ‘Initiative Integrated Solid Waste Management (ISWM)’ by Gul Hafeez Khokhar – Deputy Team Leader  Brief description of the assignment, objective, scope of work, implementation arrangement by Gul Hafeez Khokhar – Deputy Team Leader GHK Consulting Limited Page 151 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings Discussion  Deputy MD WASA give overview of the WASA and MDA and discussed the available resources and issues facing by both the department.  Major problem of sewerage system is due to the uncollected solid waste which goes into the sewer lines and road side drainage.  In Multan 10%to 20 % are open drains and of which more than 80 % are without any screen.  There is no formal mechanism of coordination where the WASA & MDA coordinates with the Municipal Services Department of CDGM regarding solid waste management  Lack of clear policy is causing issues for example there is no enforcement for compulsory provision of septic tank in every house for the disposal of sewage, waste bins etc.  WASA is dealing with 1,145 KM sewage lines and the existing capacity for de-silting is only 40% to 50 %.  WASA with the assistance of ADB developing Waste Water Treatment , 90% work has been completed at site but local resident of the site area went into litigation and as a result project has been closed/stopped  Very sensitive political district and it takes extra time to take elected representative on board  WASA is disposing sewage water without treatment into canals and river.  There is a stay on the land fill side and the waste is dumped into K – Block of Shah Rukn-E-Alam Colony which is causing environmental hazards.  There is a need to frame rules for the disposal of solid waste and infrastructure development which could not be influenced by local politicians.  Agreement:  DMD WASA agreed to work closely with the ISWM project team and gave assurance of his full support in this regard. GHK Consulting Limited Page 152 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings MINUTES OF MEETING PREPARED BY: REVIEWED BY: REFERENCE NO: Imran Yousaf zai Gul Hafeez Khokhar WB-ISWM/005 Muhammad Shahid Alvi MEETING TITLE: Meeting with TMO Shah Rukn-e-Alam ( Mother TMA)regarding the Integrated Solid Waste Management in Multan DATE OF MEETING: VENUE (ADDRESS) AND TIME: 03-08-09 Office chamber TMO Shah Rukn-e-Alam Multan. 15 :00 – 16:00pm PARTICIPANTS 1. Syed Raza Bakri Town Municipal Officer Shah Rukne- Alam Multan 2. Shami Tehsil Officer Finance 3. Faheem Ahmed Khan Lohdi District Officer Solid Waste Management Multan 4. Gul Hafeez Khokhar Deputy Team Leader/ Solid Waste Specialist 5. Muhammad Shahid Alvi Governance, Capacity Development and Communication Specialist 6. Imran Yousaf Zai Municipal Finance Specialist BACKGROUND AND OBJECTIVES OF THE MEETING: Solid waste is a major environmental and health hazard in the urban areas of Pakistan. As cities’ economies are fast growing, business activity and consumption patterns are driving up solid waste quantities. In Pakistan the collection of waste is sporadic and the disposal is poor. The World Bank has been supporting the solid waste management (SWM) agenda by financing analytic studies and formulating provincial policies in Punjab, replicable to other provinces. After the Devolution in 2001 the SWM component was looked after by the Tehsil Municipal Administrations of Multan until October-2005 when Multan District became City District Government (CDG) and the Municipal services sector was transferred to CDG Multan. The main lesson learnt is that SWM should be approached as an integrated system to avoid building structures without use. A comprehensive approach towards SWM is required to ensure that waste is properly collected, transferred, and disposed off in the sanitary landfills; hence, the cities become visibly clean. In this regards the World Bank has initiated “Integrated Solid Waste Management Project (ISWM)� in Multan. The overarching objective of this project is to assist the City District Government Multan (CDGM) in implementing the solid waste management policy by developing a coherent model “Integrated Solid Waste Management (ISWM)� system which is replicable in the other cities of Pakistan. A substantial capacity building is a second key objective that would help the provincial and local governments to move away from the present ad-hoc investments to strategic and sustainable development of their SWM sector in Pakistan OBJECTIVE The meeting was an introductory meeting with the TMO and TO by the sector specialist. Main objective of the meeting was to introduce each other, share the study requirements, and ask actual expenditure information prior to Multan becoming a CDG in 2005, i.e. from 2002-2003 to 2005-2006 Discussion Highlights and Agreements Reached:  Welcome remarks and SWM Situation by Syed Raza Bakri Town Municipal Officer Shah Rukne- Alam Multan  Brief background of World Bank ‘Initiative Integrated Solid Waste Management (ISWM)’ by Gul Hafeez Khokhar – Deputy Team Leader  Brief description of the assignment, objective, scope of work, implementation arrangement by Gul Hafeez Khokhar – Deputy Team Leader Discussion The discussion focused around the following key points;  TMO give overview of the Solid Waste Management situation in city Multan and extended full support towards the project. GHK Consulting Limited Page 153 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings  According to TMO the Solid waste management services are becoming poor since the Multan becoming a CDG  SWM staff generally does not clean TMA roads and Streets.  Lots of Donors initiatives but no practical implementation.  ADB has done some good Job by building a slaughter house and Land fill site but due to politics the land fill site could not be operational and causing environmental hazards.  There is a need for long term integrated policy for the improvement of SWM in the city.  Discussions with TO Finance actual expenditure information prior to Multan becoming a CDG in 2005, i.e. from 2002-2003 to 2005-2006 Agreement:  TMO agreed that he and his team will work closely with the project team and also agreed to share and provide all relevant information.  TMO also agreed that they will arrange and provide the verified actual receipts and expenditure figures from 2001 until June, 2006. to the team. GHK Consulting Limited Page 154 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings MINUTES OF MEETING PREPARED BY: REVIEWED BY: REFERENCE NO: Imran Yousaf zai Gul Hafeez Khokhar WB-ISWM/006 Muhammad Shahid MEETING TITLE: Kick off meeting regarding the Integrated Solid Waste Management in Multan DATE OF MEETING: VENUE (ADDRESS) AND TIME: 05-08-09 DCO Office Complex, City District Government Multan Meeting room 11:00 – 1:00 Am PARTICIPANTS 1. Muhammad Khurram Agha District Coordination Officer Multan 2. Javid Iqbal Executive District Officer Finance & Planning Multan 3. Sheikh Muhammad Zafar Executive District Officer Municipal Services Multan. 4. Ch. Muhammad Tayyab Director Planning & Design Water & Sanitation Agency (WASA) Multan 5. Faheem Ahmed Khan District Officer Solid Waste Management Multan 6. Zafar Iqbal District Officer Environment Department Multan 7. Khalid Latif Deputy Project Coordinator Southern Punjab Basic Urban Services Project 8. Maqbool Ahmed Sub Divisional Officer (SDO) Southern Punjab Basic Urban Services Project 9. Zahid Iqbal Town Officer Infrastructure & Services Sher Shah Town Multan 10. Mehar Muhammad Yar Assistant Town Officer Infrastructure & Services Shah Rukne- Alam Town 11. Ejaz Arshad Assistant Town Officer Infrastructure & Services Shah Rukne- Alam Town 12. Main Rehmat Ali Assistant Town Officer Infrastructure & Services Bosan Town Multan 13. Kamarn Baig Assistant Town Officer Infrastructure & Services Mumtazabad Town Multan 14. Arif ali Inspector Environment Department Multan 15. Gul Hafeez Khokhar Deputy Team Leader/ Solid Waste Specialist ISWM 16. Muhammad Shahid Alvi Governance, Capacity Development and Communication Specialist ISWM 17. Imran Yousafzai Municipal Finance Specialist ISWM BACKGROUND AND OBJECTIVES OF THE MEETING: Solid Waste Management is a major environment and health hazard in the urban areas of Pakistan. The world bank is of the opinion that As cities ‘ economies are fast growing, business activity and consumption patterns are driving up solid waste quantities. In Pakistan the collection of waste is sporadic and the disposal is poor. Despite the fact that solid waste services represent the single largest expenditure item, less than 50 percent of the waste generated is collected; and even then it is disposed at dumpsites or road sides since there is not a single sanitary landfill in Pakistan. The world bank has been supporting the solid waste management (SWM) agenda by financing analytic studies and formulating policies in Punjab, replicable to other provinces. The studies also pointed out needs and opportunities for the reduction and reuse of the waste by recycling and composting; and presented replicable local practices and opportunities for involving the private sector in various stages and segments of the SWM system. Dialogue with Provincial and city governments has revealed an increasing need for Bank support in both technical assistance and investment funding in developing and implementing a comprehensive solid waste management reform. In this regards the World Bank has initiated “Integrated Solid Waste Management Project (ISWM)� in Multan, and awarded the consultancy contract to GHK consulting UK for in-depth analysis of the local SWM situation and developing a detailed plan and costing estimates for an integrated solid waste management (ISWM) system in Multan, a medium size city of Punjab province that hosts one million people The overarching objective of this project is to assist the City District Government Multan (CDGM) in implementing the solid waste management policy by developing a coherent model “Integrated Solid Waste Management (ISWM)� system which is replicable in the other cities of Pakistan. A substantial capacity building is a second key objective that would help the provincial and local governments to move away from the present ad-hoc investments to strategic and sustainable development of their SWM sector in Pakistan OBJECTIVE GHK Consulting Limited Page 155 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings This meeting was Kick-Off Meeting with the consultant team, key government officials Main objective of the meeting was to take all stakeholders on board, and provide an opportunity to introduce to one another and run through the parameters of the ISWM , and to ensure that all arrangements have been made by government so that the assignment can commence smoothly Discussion Highlights and Agreements Reached:  Welcome remarks by Muhammad Khurram Agha, DCO Multan  Back ground of ISWM, Project Introduction, Approached & Deliverable to PFS by Gul Hafeez Khokhar – Deputy Team Leader of the project  Objective of the Consultancy, Scope of work Discussion, Implementation arrangement, Reporting, Key dates by Imran Yousaf Zai Municipal Finance Specialist of the Project  Brief on Institutional and capacity issues by Muhammad Shahid Alvi Governance, Capacity Development and Communication Specialist ISWM  Director Planning & Design WASA, Multan asked is there any model which will be implemented in the SWM sector. It was clarified by the project team that no model will be tested Multan, instead we will work all stake holder in Multan and will proposed solution based on local issues/problems and available resources.  This is the pilot project in Multan and option proposed here for improving Solid Waste Management will be replicated to the other districts. Multan CDG will set foundation stoned for other district.  World bank will also consider to invest in the infrastructure propped under this project Agreement: 1. Critical Outputs and indicative dates of the assignment were agreed which are as follows;  Draft Inception Report 16th September 2009  CSER Report (CSER) 24th October 2009  CSER Workshop (CSER) 4th November 2009  Blueprint of an ISWM System 25th November 2009  Pre-feasibility Studies 25th November 2009  Capacity building plan 25th November 2009  Action Plan 12th December 2009  Workshop 16th December 2009  Draft Final Report 28th January 2010  Final Report 13th February 2010 2. A separate briefing on the project will be arranged for the Commissioner Multan GHK Consulting Limited Page 156 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings MINUTES OF MEETING PREPARED BY: REVIEWED BY: REFERENCE NO: Azhar Ali WB-ISWM/7 MEETING TITLE: Meeting with Chairman NGO Community Initiatives for Development and Environment DATE OF MEETING: VENUE (ADDRESS) AND TIME: 18-08-09 Office chamber NGO Chairman at MDA. 15:00 – 16:30 PARTICIPANTS: 1.Mohammad Shohaib Chairman NGO Community Initiatives for Development and Environment 2. Faheem Ahmed Khan DO SW Multan 3.Abdul Shakoor Bhutta Coordinator for the project (DO SW Office) 4.Gul Hafeez Khokhar Deputy Team Leader/ Solid Waste Specialist 5.Azhar Ali Financial Expert BACKGROUND AND OBJECTIVES OF THE MEETING: Solid waste is a major environmental and health hazard in the urban areas of Pakistan. As cities’ economies are fast growing, business activity and consumption patterns are driving up solid waste quantities. In Pakistan the collection of waste is sporadic and the disposal is poor. The World Bank has been supporting the solid waste management (SWM) agenda by financing analytic studies and formulating provincial policies in Punjab, replicable to other provinces. The main lesson learnt is that SWM should be approached as an integrated system to avoid building structures without use. A comprehensive approach towards SWM is required to ensure that waste is properly collected, transferred, and disposed off in the sanitary landfills; hence, the cities become visibly clean. In this regards the World Bank has initiated “Integrated Solid Waste Management Project (ISWM)� in Multan. The overarching objective of this project is to assist the City District Government Multan (CDGM) in implementing the solid waste management policy by developing a coherent model “Integrated Solid Waste Management (ISWM)� system which is replicable in the other cities of Pakistan. A substantial capacity building is a second key objective that would help the provincial and local governments to move away from the present ad-hoc investments to strategic and sustainable development of their SWM sector in Pakistan OBJECTIVE Objective of this meeting was to discuss the role of said NGO about solid waste management in Multan. The NGO chairman published an article few years back about solid waste management and its contents were to be discussed in the meeting.  Discussion Highlights and Agreements Reached:  Welcome remarks by Mr. Shoaib.  Brief description of the assignment, objective, scope of work, implementation arrangement by Gul Hafeez Khokhar – Deputy Team Leader Discussion  The discussion focused around the following key points;  The contents of the publication of the chairman of the NGO were still valid. Although there has been increase in lifting capacity of the district government there has also been increase in amount of waste produced.  The NGO conducted a pilot project through public information campaign as well as provision of door-to- door waste collection service in year 2006 but it was not sustainable for long term.  The NGO intends to conduct a study about hospital waste in the city of Multan in future.  The DO Solid Waste unaware about study undertaken by NGO  Multan gets very little annual rainfall and the occasions of daily rainfall are perhaps five times a year.  The geography of the town area is very different to other cities, possibly unique, as it lies in a bowl-shaped GHK Consulting Limited Page 157 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings geographic depression and so all natural drainage is into the center of the city.  It is has now expected that an efficient solid waste management system needs organisational capacity and integrated cooperation between communities, private enterprises and municipal authorities, as it is responsible for the selection and adoption of appropriate technical and local solutions for waste collection, transfer, recycling and disposal  Living styles and income levels increase the waste stream of any community significantly changes. Waste of Multan city is found comparatively rich in organic components  Agreement:  NGO chairman agreed to cooperate in future if required  Documents Shared GHK Consulting Limited Page 158 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings MINUTES OF MEETING PREPARED BY: REVIEWED BY: REFERENCE NO: Azhar Ali WB-ISWM/08 MEETING TITLE: Workshop on Hospital Waste management arranged by District Environment Department and NGO AHSAN DATE OF MEETING: VENUE (ADDRESS) AND TIME: 19-08-09 Multan Chamber of Commerce (Workshop on Hospital Waste Management). 10:00 – 13:00 PARTICIPANTS: 1.Zafar Iqbal DO Environment Multan 2.Dr. Mushtaq Chairman Doctors’ Association Multan (AHSAN) 3.Abdul Shakoor Bhutta Coordinator for the project (DO SW Office) 4.Gul Hafeez Khokhar Deputy Team Leader / Solid Waste Specialist 5.Azhar Ali Financial & Institutional Expert 6. Workshop other participants Government and Private Hospitals, NGOs and general public representatives BACKGROUND AND OBJECTIVES OF THE MEETING: Solid waste is a major environmental and health hazard in the urban areas of Pakistan. As cities’ economies are fast growing, business activity and consumption patterns are driving up solid waste quantities. In Pakistan the collection of waste is sporadic and the disposal is poor. The World Bank has been supporting the solid waste management (SWM) agenda by financing analytic studies and formulating provincial policies in Punjab, replicable to other provinces. The main lesson learnt is that SWM should be approached as an integrated system to avoid building structures without use. A comprehensive approach towards SWM is required to ensure that waste is properly collected, transferred, and disposed off in the sanitary landfills; hence, the cities become visibly clean. In this regards the World Bank has initiated “Integrated Solid Waste Management Project (ISWM)� in Multan. The overarching objective of this project is to assist the City District Government Multan (CDGM) in implementing the solid waste management policy by developing a coherent model “Integrated Solid Waste Management (ISWM)� system which is replicable in the other cities of Pakistan. A substantial capacity building is a second key objective that would help the provincial and local governments to move away from the present ad-hoc investments to strategic and sustainable development of their SWM sector in Pakistan OBJECTIVE Objective of attending the workshop on hospital waste management held at Multan Chamber of Commerce was to get an overall picture of the relevant situation in the city, to be acquainted with any initiatives . The workshop organised by district Environment department and held in Chamber of Commerce meeting hall. The other objective to attend this workshop was to:  To explain the project, its objectives and expected outcomes  To get wider experience on issues of Hospital Waste Management  To get information about local initiatives on the solid waste management including hospital waste management Discussion Highlights and Agreements Reached:  DO Environment gave a presentation about legal situation regarding hospital waste management.  He also provided information about the current situation in Multan. As per his statement several hospitals not complying with the hospital waste management regulations have been warned and some cases have already been sent to Environmental Tribunal.  He also briefed about EPA Hospital Waste Management Manual.  Later Dr. Mushtaq Hussain took over and started his presentation.  He told that mainly due to the penalizing mechanism some doctors (owners of hospitals) came together and formed ‘Doctors’ Association’ to handle the issue. They were informed about the legal requirements. GHK Consulting Limited Page 159 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings  Based upon it the mechanism or waste segregation at source, and its separate collection (from municipal waste) and disposal was planned.  Currently the disposal is not in accordance with highest standards however the separate collection is taking place in 51 member hospitals of the city.  The Association also plans to erect a new much better incinerator in 2 months time.  The incinerator has been designed locally and would cost only USD 15,000/-.  The hospital waste is currently transported using closed motorized tri-cycle and the Association plans to purchase new bigger vehicle for this purpose. However this vehicle won’t be specially designed closed refrigerated like ones used in developed countries.  Hospital owners who were not member of the Association also showed keen interest in joining hands with them for better management of the hospital waste.  ISWM team briefed about integrated solid waste management project  Need of awareness on public awareness  Government should play facilitation role Agreement:  DO Environment agreed t provide copies of EPA Hospital Waste Management Rules  Dr. Mushtaq, chairman Doctors’ Association stated that his association would be happy to be part of the future project  He also requested project team to assist them towards improvement of the locally developed incinerator design. Documents Shared GHK Consulting Limited Page 160 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings MINUTES OF MEETING PREPARED BY: REVIEWED BY: REFERENCE NO: Dr. Mahmood Khalid Qamar Gul Hafeez Khokhar WB-ISWM/9 MEETING TITLE: Meeting with Dr. Hafiz Mushtaq, AHSAM, Multan regarding the Clinical Waste Management in Private Sector in Multan DATE OF MEETING: VENUE (ADDRESS) AND TIME: 04-09-09 Office of ISWM, Multan. 11.00am-12.00 noon PARTICIPANTS: 1.Dr. Hafiz Mushtaq President of Association of Hospitals for Safety Measures and National Help (AHSAN). 2.Gul Hafeez Khokhar Deputy Team Leader/ Solid Waste Specialist 3.Azhar Ali Financial Specialist 4.Dr. Mahmood Khalid Qamar Solid Waste Management / Governance Expert BACKGROUND AND OBJECTIVES OF THE MEETING: Municipal Waste Management is a major environmental and health hazard in the urban areas of Pakistan. As cities’ economies are fast growing, business activity and consumption patterns are driving up all types of solid waste quantities including Hospital Waste. In Pakistan the collection of waste is sporadic and the disposal is poor. The World Bank has been supporting the solid waste management (SWM) agenda by financing analytic studies and formulating provincial policies in Punjab, replicable to other provinces. After the Devolution in 2001 the SWM component was looked after by the Tehsil Municipal Administrations of Multan until October-2005 when Multan District became City District Government (CDG) and the Municipal services sector was transferred to CDG Multan. The main lesson learnt is that SWM should be approached as an integrated system to avoid building structures without use. A comprehensive approach towards SWM is required to ensure that waste is properly collected, transferred, and disposed off in the sanitary landfills; hence, the cities become visibly clean. In this regards the World Bank has initiated “Integrated Solid Waste Management Project (ISWM)� in Multan. Private Sector participation in Waste Management has always been a viable option for which very few trials have been made. The overarching objective of this project is to assist the City District Government Multan (CDGM) in implementing the solid waste management policy by developing a coherent model “Integrated Solid Waste Management (ISWM)� system which is replicable in the other cities of Pakistan. A substantial capacity building in public as well as private sector is a second key objective that would help the provincial and local governments to move away from the present ad-hoc investments to strategic and sustainable development of their SWM sector in Pakistan. OBJECTIVE It was an introductory meeting with the President of Association of Hospitals for Safety Measures and National Help (AHSAN). Main objective of the meeting was to discuss existing practices and situation of hospital waste management. Also discuss initiatives taken by private sector on the Hospital Waste Discussion Highlights and Agreements Reached:  Welcome remarks and SWM Situation by Gul Hafeez, Deputy Team Leader, ISWM  Brief background of World Bank ‘Initiative Integrated Solid Waste Management (ISWM)’ by Gul Hafeez, Deputy Team Leader, ISWM  Brief description of the assignment, objective, scope of work, implementation arrangement by Azhar Ali, Financial Expert, ISWM and Dr. Mahmood Khalid Qamar. Solid Waste Management / Governance Expert  Briefing about the management of Hospital / Clinical / Lab waste by Dr Hafiz Mushtaq President Association of Hospitals for Safety Measures and National Help (AHSAN) and for its future plans. The discussion focused around the following key points;  According to Dr. Hafiz Mushtaq, President of AHSAN the Hospital waste management services are about non existent in Multan. He briefed that since its establishment, the NGO is involved in hospital / clinical and lab waste of a number of business concerns in private sector on self help basis. The NGO is currently managing about 3-4 tons of hospital / municipal waste of about 100 hospitals / clinics and labs / day.  SWM staff generally does not clean TMA roads and Streets.  No serious effort has been made to involve private sector in Hospital Waste Management.  A few efforts made with the help of donor agencies couldn’t mature due to which is of great concern.  There is a need for testing Public Private Partnership Model providing a space for decision making by stake GHK Consulting Limited Page 161 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings holders in private sector.  Capacity Building and Training initiatives f of the Government for civil society will be most welcomed.  According to Dr . Hafiz Mushtaq, President ofAHSAN in the Hospital :  Per bed Municipal waste = 1Kg to 2Kg ( Packages of Juices, Bottles, Waste of fruits and foods etc)  Clinical Waste = 1Kg to 1.5Kg  100 beded Hospital generate 120Kgdaily  Clinical waste( % age Pathological 10%-15%, Infectious waste 2-3%, Pharmaceutical waste 7- 8%)  Best time to observer Hospital waste management in the hospital and asses quantity of waste ward wise or per bed is 7-8Am, 14-15Pm, 20-21Pm  The president of AHSAN extended full support towards the project. In my opinion public private participation with a key role of Civil Society members is of key importance in Municipal Waste Management. Agreement: The representative of AHSAN agreed that he and his team will work closely with the project team and also agreed to share and provide all relevant information. Dr Mushtaq will provide list of participants who attended the Hospital waste management workshop on 19 August in Multan for our further communication Documents Shared None GHK Consulting Limited Page 162 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings MINUTES OF MEETING PREPARED BY: REVIEWED BY: REFERENCE NO: Dr. Mahmood Khalid Qamar Gul Hafeez Khokhar WB-ISWM/10 MEETING TITLE: Introductory Meeting with MDA & WASA DATE OF MEETING: VENUE (ADDRESS) AND TIME: 10.9-09 Director Estate Management / SE Municipal, Multan Development Authority (MDA), Multan. 11:30 – 12:000 noon PARTICIPANTS: 1.Mr. Tahir Ansari Director Estate Management / SE Municipal, Multan Development Authority (MDA), Multan. 2.Dr. Mahmood Khalid Qamar Solid Waste Management and Governance Expert 3.Mr. Abdul-Shakoor Bhutta Coordinator, ISWM BACKGROUND AND OBJECTIVES OF THE MEETING: Background Solid Waste Management is a major environment and health hazard in the urban areas of Pakistan. As the cities‘economies are fast growing, business activity and consumption patterns are driving up solid waste quantities. In Pakistan the collection of waste is sporadic and the disposal is poor. Despite the fact that solid waste services represent the single largest expenditure item, less than 50 percent of the waste generated is collected; and even then it is disposed at dumpsites or road sides since there is not a single sanitary landfill in Pakistan. The world bank has been supporting the solid waste management (SWM) agenda by financing analytic studies and formulating policies in Punjab, replicable to other provinces. The studies also pointed out needs and opportunities for the reduction and reuse of the waste by recycling and composting; and presented replicable local practices and opportunities for involving the private sector in various stages and segments of the SWM system. Dialogue with Provincial and city governments has revealed an increasing need for Bank support in both technical assistance and investment funding in developing and implementing a comprehensive solid waste management reform. In this regards the World Bank has initiated “Integrated Solid Waste Management Project (ISWM)� in Multan. The overarching objective of this project is to assist the City District Government Multan (CDGM) in implementing the solid waste management policy by developing a coherent model “Integrated Solid Waste Management (ISWM)� system which is replicable in the other cities of Pakistan. A substantial capacity building is a second key objective that would help the provincial and local governments to move away from the present ad-hoc investments to strategic and sustainable development of their SWM sector in Pakistan Objective of Meeting Main objective of the meeting was to update both sides on the latest progress of Sanitary Landfill Sites being constructed by the Government of Punjab, LG&RD Department with the assistance of ADB under SPBUSP Multan. Discussion Highlights and Agreements Reached:  Welcome remarks by Director Estate Management / SE Municipal, Multan Development Authority (MDA), Multan.  Brief background of Asian Development Bank Initiative of Sanitary Landfill Sites being constructed by the Government of Punjab, LG&RD Department with the assistance of ADB under SPBUSP at Jalapur Pirwala and Mouza Habin Sayal, Multan by Director Estate Management MDA), Multan. Discussion  Director Estate Management give overview of the components of ADB funded SPBUSP.  The components included 2 Landfill Sites, Slaughter House at Sher Shah Bypass, Water Treatment Plant GHK Consulting Limited Page 163 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings and Sewage improvement in Multan City.  The components of Landfill sites are Acquisition of the land, Excavation of Trench, Office Building, Approach Road and room, surface drains, Pumping Chamber and Weigh Bridge.  The project was approved under SBBUSP with the cost of Rs 32.58 million. An expenditure of about equal amount stands incurred on the project.  There are some settlement issues currently under litigation in courts.  The physical progress of the project showed that the work on Leachate collection pipes is incomplete due to change in the design of the plan prepared by NESPAK, which was found to be under specifications as per FAKOKA method specifications.  A revised scheme is under revision for increased quantities of leachate collection system.  Currently due to a stay on the land fill side the waste is dumped into K – Block of Shah Rukn-E-Alam Colony which is causing environmental hazards.  The operation of landfill sites will be transferred to DO (SW) for which the staff of the office is being trained under another programme run by JICA.  There is a need to frame rules for the disposal of solid waste and infrastructure development which could not be influenced by local politicians. Documents Shared  A brief on the progress of the project GHK Consulting Limited Page 164 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings MINUTES OF MEETING PREPARED BY: REVIEWED BY: REFERENCE NO: Dr. Mahmood Khalid Qamar Gul Hafeez Khokhar WB-ISWM/11 MEETING TITLE: Meeting with Cantonment Executive Officer, Cantonment Board Multan regarding the Integrated Solid Waste Management in Multan DATE OF MEETING: VENUE (ADDRESS) AND TIME: 11-09-09 Cantonment Executive Officer, Cantonment Board Multan 11:30 – 12 am PARTICIPANTS: 1.Dr. Mahmood Khalid Qamar Solid Waste Management and Governance expert, ISWM 2.Mr. Azhar Ali Financial Expert, ISWM 3.Mr. Muhammad Iqbal Cantonment Executive Officer, Cantonment Board Multan 4. Mr. Rizwan Head of Accounts Branch, Cantonment Board Multan 5.Mr. Masood Head of Revenue Branch, Cantonment Board Multan BACKGROUND AND OBJECTIVES OF THE MEETING: Solid waste is a major environmental and health hazard in the urban areas of Pakistan. As cities’ economies are fast growing, business activity and consumption patterns are driving up solid waste quantities. In Pakistan the collection of waste is sporadic and the disposal is poor. The World Bank has been supporting the solid waste management (SWM) agenda by financing analytic studies and formulating provincial policies in Punjab, replicable to other provinces. The main lesson learnt is that SWM should be approached as an integrated system to avoid building structures without use. A comprehensive approach towards SWM is required to ensure that waste is properly collected, transferred, and disposed off in the sanitary landfills; hence, the cities become visibly clean. In this regards the World Bank has initiated “Integrated Solid Waste Management Project (ISWM)� in Multan. The overarching objective of this project is to assist the City District Government Multan (CDGM) in implementing the solid waste management policy by developing a coherent model “Integrated Solid Waste Management (ISWM)� system which is replicable in the other cities of Pakistan. A substantial capacity building is a second key objective that would help the provincial and local governments to move away from the present ad-hoc investments to strategic and sustainable development of their SWM sector in Pakistan OBJECTIVE The meeting was held with Cantonment Executive officer, Cantonment Board, Multan to introduce the work being done by ISWM team. Main objective of the meeting was to introduce each other, share the study requirements, and kind of support and involvement required from the Solid Waste Management department of Cantonment Board, Multan. Discussion Highlights and Agreements Reached:  Welcome remarks by Cantonment Executive Officer, Cantonment Board Multan  Brief background of World Bank ‘Initiative Integrated Solid Waste Management (ISWM)’ by Dr. Mahmood Khalid Qamar, SWM and Governance Expert  Brief description of the assignment, objective, scope of work, implementation arrangement by Mr. Azhar Ali, Financial and Institutional Expert, ISWM  Brief background of existing Solid Waste Management (SWM) practices in Cantonment Executive Officer, Cantonment Board Multan by Mr. Mohammad Iqbal, Board, Multan  Discussion The discussion focused around the following key points;  Cantonment Executive Officer, Cantonment Board Multan by Mr. Mohammad Iqbal, Board, Multan briefed about the legal provisions and institutional arrangements for solid waste management operations in the Cantonment Board, Multan,  According to the CEO, CBM, daily waste generation of cantonment Area was 10 tons per day which was lifted to a landfill site at bed of a redundant canal at Faisal Bela. GHK Consulting Limited Page 165 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings  The Cantonment area was divided in to three clusters as per land use of the area as under: o Cluster I Housing Area o Cluster II Bazar (Commercial) Area o Cluster III Military area  The proportion of small houses (Less than 10 Marlas), Medium Houses (10-20 Marlas) and Large Houses (Moe than 10 Marlas) was about equal in all the three segments.  The Cantonment area has 4500 houses in an area of 13 km2. As such the scope of work did not match with the one with CDGM.  CBM has no Sanitary landfill  Through the data provided about population and vehicles used for transport of the waste in Multan Cant it was estimated that total waste produced was around 55 tonnes while the collected one was 52 tonnes each day i.e. 94% collection.  The organisation was better budgeted, equipped and staffed. As against the 93.2 % salary budget of Multan City CBM is spending about 74% of the total budget (Pak Rs. 38.838 million per year) on the payment of salary to field staff. Another 12% goes for fuel and maintenance of vehicles. For the city of Multan these have been assessed as 74% and 22 % respectively.  Concerning other indicators, there is one sanitary worker available per 725 people in Cant against Punjab’s Government standard of one for 500 people. The cost of handling one ton of waste has been calculated as Pak Rs. 2,041 for provision of 100% primary and secondary services excluding proper disposal. In case of Cantonment board it is currently Pak Rs. 2,075 per ton of waste.  Similarly the ideal cost to handle waste created by a household (of 6 persons) has been calculated as Pak Rs. 159 (without landfill) while in Multan Cant. it was Pak Rs. 177 per household per month i.e. 11% higher. Agreement:  CEO, CBM agreed that he and his team are willing to work very closely with the project team.  CEO, MBC ensured that they will be happy to learn the experience of CDGM in ISWM.  CEO agreed to share all the relevant information regarding the SWM in Multan. Documents Shared  Budget Document of SWM, CBM  Staffing Position of SWM Wing of CBM  Manual of Cantonment Laws (Section 106) GHK Consulting Limited Page 166 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings MINUTES OF MEETING PREPARED BY: REVIEWED BY: REFERENCE NO: WB-ISWM/12 Dr Peter Lingwood DATE OF MEETING: VENUE (ADDRESS) AND TIME: 11 September 2009 District Coordination Office, Multan 1200 _12: 3Pm PARTICIPANTS: 1.Hameed Ullah Khan DCO (Acting) 2.Javid Iqbal EDO Finance 3.Faheem Khan Lohdi DO Solid Waste 4.Muhammad Zafar EDO Municipal Services 5.Abdul Ghafoor Bhutta Sanitation Officer 6.Gul Hafez Khokhar Deputy team leader, ISWM 7.Dr Peter Lingwood Waste Management Specialist ISWM BACKGROUND AND OBJECTIVES OF THE MEETING: The objective was to introduce Dr Lingwood to the DG, DO Finance, DO Solid Waste and DO Municipal Services Although the meetings were held separately the main points are summarized below DISCUSSION HIGHLIGHTS AND AGREEMENTS REACHED: Sanitary landfill site The site was designed by NESPAK, financed by ADB through WASA. DO Solid Waste department was not involved and no provision was made by the ADB for operational expenditure or for training of staff. There has been a delay in completion and ADB has withheld money for completion. The site has therefore awaiting money for completion and resolution regarding disputed boundaries. DO Municipal Services expected that the issue would be resolved and that it would be in operation before Christmas 2009. The NESPAK specification included only 1 roller for managing the site. PC1 waste management plant A PC1 For waste management plant had been approved. The DG agreed that the purchases should be delayed until the Establishing Integrated Solid Waste Management in Large cities in Pakistan had reported. The DO municipal services said that although the federal government had made 50%of the funds available the other 50% was awaited from the Provincial Government. He considered that, although it was not his decision, there might be flexibility to adjust the items on which the finance for the PC1 was spent as long as the total was not reduced and the government was informed. Study Area Multan District consists of 6 towns with 129 union councils 61 of which are urban. DO Solid waste was responsible for waste management in this in this area. The other towns were the responsibility of the relevant TMA. It was considered that the project should concentrate on the four main towns under the responsibility of DO Solid waste for the following reasons:  There was a known solid waste management system under one authority  The greatest benefit to the greatest number of people would be felt in this area  The economies of scale were greatest in these area because of the comparative greater density of the population  The adverse environmental and health impacts were greatest in the urban Union Councils and therefore most in need of improvement. GHK Consulting Limited Page 167 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings MINUTES OF MEETING PREPARED BY: REVIEWED BY: REFERENCE NO: WB- Dr Peter Lingwood ISWM/13 DATE OF MEETING: VENUE (ADDRESS) AND TIME: 12 September 2009 Union Council No. 41, Bosan Town, Multan 10:00-12:00 Pm PARTICIPANTS: 1.Abdul Ghafoor Bhutta Sanitation Officer 2.Dr Peter Lingwood Waste Management Specialist ISWM 3.Dr. Mahmood Khalid Qamar Solid Waste Management and Governance expert, ISWM 4.Mohd Afzal Sanitation Officer 5.Abdul Aziz Sanitation Inspector 6.Sajjad 1. Sanitation Supervisor 7. Male sweepers-40 8. Female sweepers -5 9. Sanitation Officer 10. Sanitation inspector 11 Sanitation supervisor BACKGROUND AND OBJECTIVES OF THE MEETING: The objective was to obtain the opinions as form a representatives group of sweepers as to their main concerns. The sweepers were interviewed altogether and then the women separately to avoid them feeling embarrassed or pressured. All the sweepers and sanitary workers were wearing bright yellow short sleeved (solid waste management jerkins. The men wore identity tags but not the women. There was no sign of protective equipment. All wore open toed sandals or flip-flops Working house 5 am -10 am then meet at the Union council office where they are recorded as present or absent then 10.30 am – 1.00 pm = 8 hours). There is a surprisingly high proportion of muslims (estimated 70%) to Christians who traditionally are employed as sweepers in other towns. This arrangement may result from a low of Christian population in Multan. Historically certain families have been sweepers and the job is passed from father to son or daughter There are 2 types of worker as follows  Sweeper which is provided with a steel wheel barrows; they provide boards for scooping up the swept waste and a barrow shovel for digging out the narrow open drains for which they are paid an allowance of Pak .Rs200 per month  Handcart sanitary worker who picks up the small piles of waste left by the street sweepers and tip it in the filth depots. The vast majority store the handcarts in a safe place of their choosing and padlock against stealing. DISCUSSION HIGHLIGHTS AND AGREEMENTS REACHED: Main concerns for the sweepers  The yellow jerkins were uncomfortably hot in the summer (perhaps summer jerkins or shoulder band could be worn during the summer  The filth depots are too far away so that the hand cart sanitary workers have to push the handcarts too far.(Each handcart collects the waste from the piles created by 2/3 sweepers.)  The handcart men prefer the large of the two styles of handcart because they carry more and therefore fewer trips are required.  Handcart key futures are large iron wheels with solid rubber tyres for rough ground, well balanced so easy to maneuver and to tip. The maintenance yard has previous versions which have proved unsatisfactory.  They want help with medicines for themselves and their family GHK Consulting Limited Page 169 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings The Sweepers do not want the following:  Split shifts because it takes time for them to travel to work. Split shifts would mean more travelling  Protective equipment. This was not mentioned perhaps because of lack of understanding. (Dangerous practices were observed during the mechanical collection of a 3 cum skip). Main concerns for female sweepers (Female sweepers constitute about 25% of the workforce)  Money. They did not like the job but were forced into it because of dissolute husbands who drank, gambled etc and wasted household money. (This means that the women sweepers might be open to payment in kind which cannot be spent by their husbands)  The hours conflict with their family responsibilities and they would prefer a 6 pm start time but not if it meant that they lost an hours pay per day.  They were expected to work even if was their period. (There is potential for being sensitive to this issue by allowing a maximum of 1 days paid sick leave per month).  The yellow jerkins because this identified them as open to for verbal abuse and sexual harassment (The type of harassment was not specified but all the women were aware of the issue. (There did not appear to be antagonism between the male and female sweepers although the female sweeper did appear subservient but this may only be the cultural norm.) Recommendations  All sweepers are issued with identity tags  Women are given the option not to wear the jerkins provided they wear identity tags  The sweeper carts in the workshop yard are mended and pillaged for spare parts to make serviceable carts  All carts should be numbered and records kept of the repairs that are necessary similar to the records for vehicles. (It is not known if this is already done.) GHK Consulting Limited Page 170 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings MINUTES OF MEETING PREPARED BY: REVIEWED BY: REFERENCE NO: Dr. Mahmood Khalid Qamar Gul Hafeez Khokhar WB-ISWM/14 DATE OF MEETING: VENUE (ADDRESS) AND TIME: 19-9-09 Office chamber s of D.D. (Lab) Environment Protection Department, DG Bureau of Statistics, Economic. Advisor Industries Department, Lahore separately. 9:30 am– 12:30pm PARTICIPANTS: 1. Dr. Mahmood Khalid Qamar SWM and Governance Expert, ISWM 2. Aamir Farooq, Deputy Director (Lab.),Environment Protection Department, Government of the Punjab, Lahore 3. Mr. Shamim Refigure Director General, Punjab Bureau of Statistics, Government of the Punjab, Lahore 4. Javed Malik Economic Advisor, Industries Department, Government of the Punjab, Lahore BACKGROUND AND OBJECTIVES OF THE MEETING: Solid waste is a major environmental and health hazard in the urban areas of Pakistan. In Pakistan the collection of waste is sporadic and the disposal is poor. The World Bank, JICA and other Un agencies have been supporting the analytic studies on solid waste management (SWM) for formulating provincial policies in Punjab. The data on solid waste generation rates, collection, transportation and disposal is scarce and not reliable. The draft guidelines prepared by Environment Protection Department, Local Government and Community Development Department and Urban Authorities are in the process of adoption and implementation. A comprehensive approach towards SWM is required to ensure that waste is properly collected, transferred, and disposed off in the sanitary landfills; hence, the cities become visibly clean. In this regards the World Bank has initiated “Establishment of Integrated Solid Waste Management Project (ISWM) in Punjab�. The overarching objective of this project is to assist the City District Government Multan (CDGM) in implementing the solid waste management policy by developing a coherent model “Integrated Solid Waste Management (ISWM)� system which is replicable in the other cities of Pakistan. A substantial capacity building is a second key objective that would help the provincial and local governments to move away from the present ad-hoc investments to strategic and sustainable development of their SWM sector in Pakistan OBJECTIVE The meeting was an introductory meeting with Aamir Farooq, Deputy Director (Lab.), Shamim Rafique DG, BOS and Javed Malik Economic Advisor, Industries Department by the SWM and Governance Expert. Main objective of the meeting was to introduce each other, share the available studies/ data on Solid Waste Management. Discussion Highlights and Agreements Reached: Three meetings were held in the office of:  Deputy Director (Lab.), Environment Protection Department, Government of the Punjab, Lahore  Director General, Punjab Bureau of Statistics, Government of the Punjab, Lahore  Economic Advisor, Industries Department, Government of the Punjab, Lahore.  Welcome remarks by Deputy Director EPD, DG BOS and Economic Advisor Industries Department, Lahore  Brief description of the assignment, objective, scope of work, implementation arrangement by Dr. Mahmood Khalid Qamar-SWM and Governance Expert ISWM  Brief background of existing studies and data about population, area and density of Multan City and District – By Deputy Director EPD, DG BOS and Economic Advisor Industries Department, Lahore Discussion The discussion focused around the data / studies and policies , strategies on solid waste management Agreement:  Deputy Director EPD agreed to provide the data / studies / policies and their implementation status on SWM.  DG BOS threw some light on the possible sources of area and current population of Multan city. The possible sources were the District Census Book Multan, Notifications of Board of Revenue, and Office of MD Multan Development Authority. A special care is required to be exercised to interpret the data available with the above said agencies. GHK Consulting Limited Page 171 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings  Economic Advisor Industries Department informed about the studies about Industrial database and surveys conducted for Multan City / District  Documents Shared   Home Composition of Municipal Solid Waste, Government of Punjab, Environment Protection Department  Guidelines for Solid Waste Management, Government of Punjab, Environment Protection Department  Municipal Solid Waste management- a leaflet by Environment Protection Department, Lahore  Punjab Development Statiustics-2009, Punjab Bureau of Statistics, Planning and Development Department, Lahore  Punjab in Figures – 2009, Punjab Bureau of Statistics, Planning and Development Department, Lahore  Pre-Investment Study on Multan District 2006- Directorate of Industries, Punjab, Lahore.  Directory of Industrial Establishments Punjab (Large, Medium & Selected Small Sectors) 2006, Directorate of Industries, Punjab, Poonch House, Multan Road, Lahore. GHK Consulting Limited Page 172 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings MINUTES OF MEETING PREPARED BY: REVIEWED BY: REFERENCE NO: Muhammad Shahid Alvi WB-ISWM/15 MEETING TITLE: Meeting with EDO Municipal Services on Governance and HR Issues DATE OF MEETING: VENUE (ADDRESS) AND TIME: 19-10-09 Office chamber EDO MS Multan. 11:00 –12:30 PARTICIPANTS: 1. Muhammad Zafar EDO Municipal Services, CDGM 2. Muhammad Shahid Alvi Governance, Capacity Development and Communication Specialist BACKGROUND AND OBJECTIVES OF THE MEETING: Background The World Bank has been supporting the solid waste management (SWM) by financing analytic studies and formulating provincial policies in Punjab, replicable to other provinces. The main lesson learnt is that SWM should be approached as an integrated system to avoid building structures without use. A comprehensive approach towards SWM is required to ensure that waste is properly collected, transferred, and disposed off in the sanitary landfills; hence, the cities become visibly clean. In this regards the World Bank has initiated “Integrated Solid Waste Management Project (ISWM)� in Multan. The overarching objective of this project is to assist the City District Government Multan (CDGM) in implementing the solid waste management policy by developing a coherent model “Integrated Solid Waste Management (ISWM)� system which is replicable in the other cities of Pakistan. A substantial capacity building is a second key objective that would help the provincial and local governments to move away from the present ad-hoc investments to strategic and sustainable development of their SWM sector in Pakistan Objective of Meeting The objective of the meeting was to discuss the governance and HR issues of the solid waste management department and update him on the progress of the project. Discussion Highlights The discussion focused around the following key points;  Pay and Benefits available to the solid waste employees. He explained that department employee belong to formal local council cadre and don’t have facility of benevolent fund, group insurance and GP fund. He further explained that salary for contingent staff is very low compared to the regular staff.  Health and Safety issues of solid waste employees. There is no awareness or training for employees on health and safety issues. No protective cloths, equipment or machinery is available for staff.  Governance issue including miss use of machinery, absenteeism, rent seeking behavior and political involvement in the departments functions.  EDO mentioned that department employees are unofficially working in other CDGM’s departments, district and session courts and at homes of governmental officials etc.  He explained that there are three type of employees, first are the willing working, second work only half day and third don’t work. He further explained that employees pay part of their salary to the line authorities to avoid any legal and disciplinary actions.  The equipment and machinery of the SWM department is constantly being used by other line departments of CDGM, WASA and MDA etc.  EDO highlighted the capacity deficiency of the department and emphasis on the capacity development of development of staff.  EDO highlighted that department has started the door to door collection but the implementing strategy is not well thought GHK Consulting Limited Page 173 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings  Possible options for restructuring of SWM department and upcoming activities  EDO was updated that meeting is scheduled with DO solid waste manager on 20 th to take his perspective on governance and HR issues. Agreement:  EDO Municipal services agreed that governance and HR issues should be highlighted in the CSER because they have direct impact on the service delivery of the department. GHK Consulting Limited Page 174 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings MINUTES OF MEETING PREPARED BY: REVIEWED BY: REFERENCE NO: Muhammad Shahid Alvi WB-ISWM/16 MEETING TITLE: Meeting with Sanitation Officer & DO Solid Waste Management (Additional Charge) on Governance and HR Issues DATE OF MEETING: VENUE (ADDRESS) AND TIME: 20-10-09 Office of DO Solid Waste Management, Multan. 11:30 –13:00 PARTICIPANTS: 1. Abdul Ghafoor Bhutta Sanitation Officer & DO Solid Waste Management (Additional Charge) 2. Muhammad Shahid Alvi Governance, Capacity Development and Communication Specialist BACKGROUND AND OBJECTIVES OF THE MEETING: Background The World Bank has been supporting the solid waste management (SWM) by financing analytic studies and formulating provincial policies in Punjab, replicable to other provinces. The main lesson learnt is that SWM should be approached as an integrated system to avoid building structures without use. A comprehensive approach towards SWM is required to ensure that waste is properly collected, transferred, and disposed off in the sanitary landfills; hence, the cities become visibly clean. In this regards the World Bank has initiated “Integrated Solid Waste Management Project (ISWM)� in Multan. The overarching objective of this project is to assist the City District Government Multan (CDGM) in implementing the solid waste management policy by developing a coherent model “Integrated Solid Waste Management (ISWM)� system, which is replicable in the other cities of Pakistan. A substantial capacity building is a second key objective that would help the provincial and local governments to move away from the present ad-hoc investments to strategic and sustainable development of their SWM sector in Pakistan Objective of Meeting The objective of the meeting was to discuss the governance and HR issues of the solid waste management department and update him on the progress of the project. Discussion Highlights The discussion focused around the following key points;  Governance and HR issues of the department  Pay and Benefits available to the solid waste employees. He explained that department employee belong to formal local council cadre and don’t have facility of benevolent fund, group insurance and GP fund. He further explained that salary for contingent staff is very low compared to the regular staff and also don’t get paid when they are on leave or even sick.  Health and Safety issues of solid waste employees. No protective cloths, equipment or machinery is available for staff. Employee frequently report injuries like cuts, pricks, and burns etc. and common diseases among employees include skin diseases, infections like hepatitis, respiratory system problems etc. Employees are unaware of the risks and hazards associated with handling of waste including hospital wastes. There is no awareness or training for employees on health and safety issues.  No provision of logistic including motorbikes, fuel, mobiles for field duty, which is the basic requirement for the filed duty. Supervisory staff compromise on the attendance, allow half day work and full absenteeism. They collect part of the salary to meet their filed expenses and also raise their salary.  He mentioned that department employees are unofficially working in other CDGM’s departments, district and session courts and at homes of governmental officials and politicians including UC Nazims etc.  DO mentioned that that there are three type of employees, first are the willing working, second work only half day and third don’t work. He further explained that employees pay part of their salary to the line authorities to avoid any legal and disciplinary actions.  The equipment and machinery of the SWM department is constantly being used by other line departments GHK Consulting Limited Page 175 J40252162 Comprehensive Scope Evaluation Annex 1-1 Report (CSER) Minutes of Meetings of CDGM, WASA and MDA etc.  DO highlighted the capacity deficiency of the department and emphasis on the capacity development of development of staff.  DO highlighted that department has started the door to door collection but the implementing strategy is not well thought  Possible options for restructuring of SWM department and upcoming activities  DO was updated that meeting is scheduled with DO solid waste manager on 20 th to take his perspective on governance and HR issues. Agreement:  DO Solid Waste Management agree that governance and HR issues should be highlighted in the CSER because they have direct impact on the service delivery of the department.  DO Solid Waste Management proposed a detailed meeting with key officials to discuss the possible restricting options for department GHK Consulting Limited Page 176 J40252162 Comprehensive Scope Evaluation Annex 3-1 Report (CSER) UC-Distribution of Sanitary Workers ANNEX 3-1: UC - Distribution of Sanitary Workers Filled Sr. Sanctioned Strength Vacant UC No Designation BS Regular Contract Total No M F T M F T M F T M F T M F T 1 1 Sanitary Worker 2 24 11 35 24 11 35 - - - 24 11 35 - - - 2 2 Sanitary Worker 2 31 9 40 31 9 40 - - - 31 9 40 - - - 3 4 Sanitary Worker 2 34 6 40 34 6 40 - - - 34 6 40 - - - 4 5 Sanitary Worker 2 25 15 40 25 15 40 - - - 25 15 40 - - - 5 6 Sanitary Worker 2 30 10 40 30 10 40 - - - 30 10 40 - - - 6 7 Sanitary Worker 2 26 14 40 26 14 40 - - - 26 14 40 - - - 7 9 Sanitary Worker 2 22 14 36 22 14 36 - - - 22 14 36 - - - 8 12 Sanitary Worker 2 33 7 40 33 7 40 - - - 33 7 40 - - - 9 13 Sanitary Worker 2 32 8 40 32 8 40 - - - 32 8 40 - - - 10 14 Sanitary Worker 2 32 8 40 32 8 40 - - - 32 8 40 - - - 11 15 Sanitary Worker 2 32 8 40 32 8 40 - - - 32 8 40 - - - 12 16 Sanitary Worker 2 30 10 40 30 10 40 - - - 30 10 40 - - - 13 17 Sanitary Worker 2 32 8 40 32 8 40 - - - 32 8 40 - - - 14 18 Sanitary Worker 2 29 11 40 29 11 40 - - - 29 11 40 - - - 15 19 Sanitary Worker 2 29 11 40 29 11 40 - - - 29 11 40 - - - 16 20 Sanitary Worker 2 29 11 40 29 11 40 - - - 29 11 40 - - - 17 21 Sanitary Worker 2 28 14 42 28 14 42 - - - 28 14 42 - - - 18 22 Sanitary Worker 2 35 5 40 35 5 40 - - - 35 5 40 - - - 19 23 Sanitary Worker 2 23 7 30 23 7 30 - - - 23 7 30 - - - 20 24 Sanitary Worker 2 27 13 40 27 13 40 - - - 27 13 40 - - - 21 25 Sanitary Worker 2 26 8 34 26 8 34 - - - 26 8 34 - - - 22 27 Sanitary Worker 2 29 14 43 29 14 43 - - - 29 14 43 - - - 23 28 Sanitary Worker 2 28 12 40 28 12 40 - - - 28 12 40 - - - 24 30 Sanitary Worker 2 23 7 30 23 7 30 - - - 23 7 30 - - - 25 36 Sanitary Worker 2 27 13 40 27 13 40 - - - 27 13 40 - - - 26 37 Sanitary Worker 2 32 8 40 32 8 40 - - - 32 8 40 - - - 27 38 Sanitary Worker 2 31 10 41 31 10 41 - - - 31 10 41 - - - 28 39 Sanitary Worker 2 28 12 40 28 12 40 - - - 28 12 40 - - - 29 40 Sanitary Worker 2 31 9 40 31 9 40 - - - 31 9 40 - - - 30 41 Sanitary Worker 2 27 13 40 27 13 40 - - - 27 13 40 - - - 31 42 Sanitary Worker 2 28 12 40 28 12 40 - - - 28 12 40 - - - 32 43 Sanitary Worker 2 24 16 40 24 16 40 - - - 24 16 40 - - - 33 44 Sanitary Worker 2 33 9 42 33 9 42 - - - 33 9 42 - - - 34 45 Sanitary Worker 2 30 12 42 30 12 42 - - - 30 12 42 - - - 35 46 Sanitary Worker 2 13 - 13 13 - 13 - - - 13 - 13 - - - 36 47 Sanitary Worker 2 9 4 13 9 4 13 - - - 9 4 13 - - - 37 48 Sanitary Worker 2 10 3 13 10 3 13 - - - 10 3 13 - - - 38 49 Sanitary Worker 2 12 1 13 12 1 13 - - - 12 1 13 - - - 39 50 Sanitary Worker 2 7 8 15 7 8 15 - - - 7 8 15 - - - 40 51 Sanitary Worker 2 12 3 15 12 3 15 - - - 12 3 15 - - - 41 52 Sanitary Worker 2 12 2 14 12 2 14 - - - 12 2 14 - - - 42 53 Sanitary Worker 2 13 2 15 13 2 15 - - - 13 2 15 - - - 43 54 Sanitary Worker 2 11 3 14 11 3 14 - - - 11 3 14 - - - 44 55 Sanitary Worker 2 11 3 14 11 3 14 - - - 11 3 14 - - - 45 56 Sanitary Worker 2 12 2 14 12 2 14 - - - 12 2 14 - - - 46 57 Sanitary Worker 2 12 - 12 12 - 12 - - - 12 - 12 - - - 47 58 Sanitary Worker 2 14 1 15 14 1 15 - - - 14 1 15 - - - 48 127 Sanitary Worker 2 17 - 17 17 - 17 - - - 17 - 17 - - - 49 128 Sanitary Worker 2 11 6 17 11 6 17 - - - 11 6 17 - - - 50 129 Sanitary Worker 2 9 6 15 9 6 15 - - - 9 6 15 - - - 51 GBS Sanitary Worker 2 9 - 9 9 - 9 - - - 9 - 9 - - - 52 BHANA Sanitary Worker 2 1 - 1 1 - 1 - - - 1 - 1 - - - Total 1,175 399 1,574 1,175 399 1,574 - - - 1,175 399 1,574 - - - Note: Correct as of August 2009 GHK Consulting Limited Page 177 J40252162 Comprehensive Scope Evaluation Annex 4-1 Report (CSER) Questionnaire-Group Survey ANNEX 4-1: Questionnaire- Solid Waste Management Group Survey. 1. Personal Profile a. Name of Sanitary Supervisor___________________________________________________ b. Qualification________________________________________________________________ c. Experience (No. of Years) _____________________________________________________ Solid Waste Management Sanitary Supervisor d. Address Place of Domicile Place of Living e. Religion (Please tick one) Islam Christianity Others (Pl. Specify) 2 Location a. Area under Jurisdiction Location Town Union Council No. Name of Union Population Councils b. Name of the Supervisor _______________________________________________________ 3 Socio- Economic Profile of the area a. Type of Housing Units__________________________________________________________________________ b. No. of Houses (Percentage) Marlas Kacha Small (Less than 5) Medium (Less 5 – 10 ) Large(10 - 20 ) ___ % ____ % _____ % ____ % c. Commercial Area_______________________________________________ d. Markets / Bazars Name of Market Type of No. of Shops Type of waste Generated (Paper, Business Board, Plastic, Food, Other) e. Mohalla Shops No. of Shops Type of Business Type of waste Generated f. Hotels / Restaurants Shops (No.) Tuck Shops (Khokhas) Take Away Small Restaurants Small Restaurants (20 seats +) (20 seats) g. Schools / Colleges (No.) Schools (Primary, Middle, High) Colleges Technical Universities / Medical Colleges (Inter / Degree) Colleges GHK Consulting Limited Page 179 J40252162 Comprehensive Scope Evaluation Annex 4-1 Report (CSER) Questionnaire-Group Survey h. Industrial area -Industrial Cluster Location / Address Type of Industry No. of Units Type of waste Generated i. Main Individual Industries Location / Address Name of Industry Type of Industry Type of Waste Generated j. Name and address of Major Hospitals / Clinics / Labs Type Name and address Big Hospitals (125 Beds +) Small Hospitals (25 Beds +) Doctors Clinics Clinical Labs. Others (Homeopathic / Hakims) k. Slaughter Houses Location / Address No. of Animals Type of waste Disposal System Slaughtered (Daily) Generated (SWM, SH Management, Self) l. Vegetable and Fruit Markets Location / Address No. of Shops No. of Trolleys Waste Disposal System unloaded (SWM, Market Committee, Self) m. Construction Waste No. of Houses under Construction Waste Generated Waste collection System (No. of Trolleys) (SWM, Privately Arranged, Others) n. Cattle Farms (Bhannas) Location / Address No. of Animals Use of Waste Generated Waste Disposal System (Buffaloes/ Cows) (Dung Cake, manure, (SWM, Farm Owner, Other etc.) Arrangements) o. Other Establishments Generating Waste (Offices, Public Parks, Jails etc.) Location / Address Name of Type of Waste Waste Disposal System Establishment (SWM, Contractor, Other Arrangements) 4. Waste Collection Work Load Profile / Practices a. Sanitary Workers (Current Strength) Total Male Female Muslims Christians Others b. Engagement by Source of Stream (No.) Street Collection of Commercial Hospitals Construction Industrial Others Sweeping H.H. Waste Waste waste (Complains) and Street Waste GHK Consulting Limited Page 180 J40252162 Comprehensive Scope Evaluation Annex 4-1 Report (CSER) Questionnaire-Group Survey 1. No. of Hand Cart______________________2. Size of Hand Cart_________________________ 3. No. of Batches (Beets) _________________4. Sanitary Workers in each Batch______________ 5. No. of Trips per Day___________________6. Distance Covered in a trip___________________ 1/2 Km 1 Km 2 Km More than 2 Km 5. Area Covered by each Batch No. of Houses No. of Streets No. of Shops Others 5. Sanctioned Strength As Per Work Load (Please tick one) Short (By 50 %) Short (By 25 %) Short (By 10 %) Sufficient Surplus Others 6. Other Sources of Primary Waste Collection (Please tick relevant columns) Double Shift by SWM staff Private Workers Self Others (Pl. specify) 7. Waste Segregation / Reuse Practices (Tick relevant columns) At HH Level At Trash Bin level At land fill site Others by Sanitary Workers by Scavengers by Scavengers 8. Filth Depots / Containers Type No. Capacity (KG) Trolleys collecting Sweeping waste directly from the streets No./ (Capacity) Trips/Week 9. Waste Disposal Sites Un - official Dumps in Low Lying Areas Official Dump Sites Landfill Location Distance (km) Size/ Daily Location Distance (km) Size / Daily Volume Volume 10. Waste Generation Rates (KG/%age) Type Waste Waste Collected Waste Collected Waste uncollected Generated By SWM By Other Sources House Hold Commercial Industrial Hospital Construction Vegetable & Fruit Markets 12. Recycling Industry 1. Persons engaged in scavenging No. Male Female Muslims Non-Muslims Locals Migrated GHK Consulting Limited Page 181 J40252162 Comprehensive Scope Evaluation Annex 4-1 Report (CSER) Questionnaire-Group Survey 2. Recyclable Waste markets Location No. of Shops No. of Persons engaged 3. Types and Volume of Waste Marketed / Day Type Paper and Plastics Bottles/ Glass Steal Others(Pl. Board Shoppers Specify) Approximate Weight (KG) GHK Consulting Limited Page 182 J40252162 Comprehensive Scope Evaluation Annex 4-2 Report (CSER) Monitoring System by TMAs for State of Cleanliness in City Multan Annex 4-2: Position Paper on Monitoring System by TMAs for State of Cleanliness in City Multan. 1. Brief Background Currently Town Municipal Officers of the TMAs of City District Government Multan have been authorized to check the state of cleanliness in the city and report to Commissioner/ Additional Commissioner, Multan Division. The copies of the report are also sent to DCO, EDO (Municipal Services), DO (Solid Waste) and Town Officer (P&C), City District Government Multan. 2. Zoning of the City For the purpose of monitoring of the cleanliness status the city has been divided in to the following 4 zones:  Bosan Town  Musapak Shaheed (Mumtazabad) Town  Shah Rukn-e-Alam Town  Sher Shah Town 3. Frequency of Reporting Town Municipal Officers (TMOs) visit 3-4 union councils / places every week. The reports are generated at Town Level. Each Town Municipal Officer (TMO) submits its report to the authorities at district / divisional level. The reporting Officers convey the instructions to lower formation for the remedial action. The reports are reviewed in a meeting by EDO (Municipal Services) on every Friday. 4. Analysis of the Effectiveness of Monitoring System A number of such reports were collected from the office of DO (Solid Waste) and analyzed for efficiency and effectiveness in improvement of the Solid Waste management System of the city. A gist of the type of complaints received and the action taken is laid out here for the interest of the decision makers. 5. Findings: 1. The monitoring reports could prove to be a great source of the information and actual state of affairs in the field from which the management of the city can benefit for better arrangements. 2. The monitoring system is like an official forum and is not broad based as it doesn’t represent the various segments of the society at large. There is no representation of waste generators from various streams of waste, end users in the monitoring the system. 3. It appears from the reports that the TMOs are mainly concerned about the cleanliness of the main roads and the public places. There is no mention about the state of cleanliness at household level / Mohalla level. The system doesn’t address to the waste from other streams like Industry, commercial, slaughter houses, construction and demolition and health care. 4. District Officer (Solid Waste) passes orders on each of the report but there is no mechanism of monitoring of the action taken on the orders passed on daily basis GHK Consulting Limited Page 183 J40252162 Comprehensive Scope Evaluation Annex 4-2 Report (CSER) Monitoring System by TMAs for State of Cleanliness in City Multan 5. Among the state of cleanliness the public places like Gol Bagh and the religious places like Darbar Inayaat Walayat are also affected places. 6. DO (Solid Waste) issues the remedial instructions but the capacity of the office of Sanitation Officer doesn’t commensurate with the type of performance required from him. A Sanitation Officer (BS 16 employ) with no mobility, official telephone and staff is not in the position to physically check the places at 4 towns spread over many miles distance in the city. 7. The officials of CTDG feel that at times TMOs act under per political pressure and sometimes the complaints are not genuine. 8. Capacity of DO (Solid Waste) to monitor the complaints is also very limited. He is generally found doing the fire fighting, transfers and postings and can’t stand against the political pressure of local MPAs and Nazims. Table: 1 Date TMA / Area Description Remarks / Action of DO (SW) 29.9.2009 Shah Rukn-e-Alam UC No. 4 Cleanliness not good Marked to Sanitation Old Khanewal Heaps of Municipal waste and Construction / Officer Road, UC No. 6 demolition material lying in the area Bukhari Street UC Drains not cleaned No. 7 30.9.2009 Bosan Town Cleanliness not good at the stretch at Piza Hutt to Gol Marked to Sanitary Bagh, C Block B Block and Surroundings of Gol Officer. Bagh. 12.9.2009 Shah Rukn-e-Alam Shamsabad UC-7 Cleanliness not good, construction debris lying Sanitary Officer should Masoomshah Cleanliness not good, construction debris lying bond all Inspectors to Road UC-14 take action against Dolat Gate UC-17 Cleanliness not good. Needs further improvement. builders. A report may be Staff should be directed to use uniform while in duty. sent to TMO. 14.10.2009 TMA Mousa Pak (Shaheed) UC No. 21, 22, 24 Unsatisfactory sanitary condition and removal of This is dismal status. and 44 solid waste. A heap of waste lying in street no.3, open Sanitary officer should plot at nasrabad, main road ansar colony, baber road physically check and and hawali mureed shah. report on 15.10.2009. 6.10..2009 TMA Mousa Pak (Shaheed) UC No. Unsatisfactory sanitary condition and removal of Why it is so. Sanitary 22,27,28,45 solid waste. Debris and municipal waste lying on Officer to check. railway line, Harram Gate police station, Main yaqub Road and Darbar Anayaat Walayat. 6. Conclusions After interviews with the officers of the City District Government the team assessed that the monitoring system through TMOs of the concerned Towns has not been effective on following grounds: 1. The Monitoring System is not broad based and doesn’t represent various segments of the society at large. 2. It doesn’t address the weaknesses of the system, shortage of the staff and equipment. 3. there are no set criteria for judging cleanliness 4. it seems more like a complaint system 5. inspection concentrates on the main roads there is no checking that that the work is done GHK Consulting Limited Page 184 J40252162 Comprehensive Scope Evaluation Annex 4-3 Report (CSER) Questionnaire – Primary Solid Waste Collection Survey ANNEX 4-3: Questionnaire –Primary Solid Waste Collection Survey (Private Sector) A. Personal Profile 1. Name of Private Collector_____________________________________________________________ 2. Family Size__________________ Less than 6 Years _______________________________________ 3. Residential Address__________________________________________________________________ 4. Ownership i. House__________________________________________________________________________ ii. Cattles_________________________________________________________________________ iii. Animal Driven Cart_______________________________________________________________ iv. Motor Cycle____________________________________________________________________ v. Cycle__________________________________________________________________________ vi. Others__________________________________________________________________________ 5. Religion____________________________________________________________________________ B. Business Profile i. No. of Years in Business, 2 Years_________5 Years_____ Above 5 Years_______________ ii. Profession Before Primary Waste Collection__________________________________________ iii. No. of Workers on duty________________ Less than 6 Year______________________________ iv. Area Served_____________________________________________________________________ v. Houses Served___________________________________________________________________ vi. Shops__________________________________________________________________________ vii. Street Sweeping__________________________________________________________________ viii. Other Services___________________________________________________________________ ix. Working Days in a Week___________________________________________________________ x. Hours of Duty (Daily)_____________________________________________________________ C. Income / Expenditure 1. Income a. House Charges_______________________________________________________________ b. Shop Charges________________________________________________________________ c. Recyclables (Per Week/ Day)____________________________________________________ i. Paper / Board___________________________________________________________ ii. Plastics________________________________________________________________ iii. Glass__________________________________________________________________ iv. Steel__________________________________________________________________ v. Others_________________________________________________________________ d. Children Employed for House Services (cleaning, Washing, Gardening) i. Boys_____________________________________________________________ ii. Girls_____________________________________________________________ e. Other Sources______________________________________________________ 2. Expenditure a. Feed of Donkey_______________________________________________________________ b. Maintenance of Cart___________________________________________________________ c. License Fee to Municipal Staff / Contractor_________________________________________ d. Fee Paid to Temporary Container for Disposal of Primary Waste________________________ e. Others__________________________________________________________________ GHK Consulting Limited Page 185 J40252162 Comprehensive Scope Evaluation Annex 4-3 Report (CSER) Questionnaire – Primary Solid Waste Collection Survey D. Waste Collection Profile 1. Total Waste Collected / Day______________________________________________ a. Paper Board / Day________________________________________________________ b. Plastics / Week__________________________________________________________ c. Glass / Week___________________________________________________________ d. Steel / Week_____________________________________________________________ e. Others / Week___________________________________________________________ 2. Waste Disposal a. Distance Covered for disposal of Primary Waste________________________________ b. Type of Facility for Waste Disposal__________________________________________ i. Bin maintained by Contractor_______________________________________ ii. Bin Maintained by Municipality_____________________________________ iii. Roadside Dumping_______________________________________________ iv. Low Lying Area_________________________________________________ E. Issues Involved a. Income Related i. Want more work_________________________________________________ ii. It is sufficient___________________________________________________ iii. It is too much________________________________________________________________ b. Health Related 1. Safety precautions adopted i. Gloves_________________________________________________________ ii. Mask__________________________________________________________ iii. Sun protection Pattka (Piece of Cloth) / Dopatta (Vail)___________________ iv. Umbrella_______________________________________________________ v. Others_________________________________________________________ 1 No. of days of illness of a member / week__________________________________ i. Expenditure on illness_____________________________________________ ii. Suffocation / Health Care by other family members_____________________ iii. Others_________________________________________________________ 3. Social i. Religious discrimination_________________________________________ ii. Poverty based_________________________________________________ iii. Others_______________________________________________________ iv. F. Support from Municipality /Government / Philanthropists a. Training____________________________________________________________ b. Awareness__________________________________________________________ c. Health Protection safety equipment______________________________________ d. Safety Net__________________________________________________________ i. Sasta (Subsidized) Atta / Sugar_______________________________ ii. Monthly Income Support____________________________________ iii. Occasional basis (Winter / Summer / Illness)_____________________ iv. Others___________________________________________________ GHK Consulting Limited Page 186 J40252162 Comprehensive Scope Evaluation Annex 4-4 Report (CSER) Installed Capacity of Major Industrial Units In Multan District ANNEX 4.4: Installed Capacity of Major Industrial Units in Multan District SR. NO. OF INDUSTRY INSTALLED CAPACITY NO. UNITS 1 Auto Parts 8 2147 Th. Nos. 2 Beverage 4 21000 Th. Crates 3 Chemical 3 2200 M.Tonnes 4 Chip/Straw Board 3 2300 Th.Sq ft. 5 Cold Storage 23 1280 Th. Bags 6 Cotton Ginning & Pressing 128 512 Sawgins , 128 Press 7 Drugs & Pharmaceutical 8 8 Fertilizer 1 92400 M.Tonnes Urea, 450000 M.Tonnes Can Urea, 304500 M.Tonnes NP 9 Flour Mills 52 6100 M.Tonnes/ Day 10 Fruit Juices 3 950 Th. Crates 11 Glass & Glass Products 2 5500 Th.Nos. 12 Hosiery Products 6 2700 Th.Dozen 13 Industrial /Burn Gases 8 36290 M.Tonnes 14 Paper & Paper Board 7 37 Th. M.Tonnes 15 Paper Cone 9 104 Th. Nos. 16 Pesticides & Insecticides 5 5330 Th. Litres 17 Poultry Feed 5 659 Th. M.Tonnes 18 Rice Mills 82 121 Hullers, 8 Shellers 19 Sizing of Yarn 13 3990 M.Tonnes 20 Solvent Oil Extraction 12 199000 M.Tonnes 21 Tannery 11 96 Million Sq. Ft. 22 Textile Processing 13 29900 Th. Meters 23 Textile Spinning 23 491464 Spindles 24 Textile Weaving (Mill Sector) 29 2365 Looms 25 Vegetable Ghee & Cooking Oil 12 351000 M.Tonnes 26 Wool Scouring 4 4000 M.Tonnes 27 Woolen Textile Spinning /Weaving 9 3436 Spindles Total 483 Source: Directory of Industrial Establishments Punjab, 2006. GHK Consulting Limited Page 187 J40252162 Comprehensive Scope Evaluation Annex 4-5 Report (CSER) Questionnaire: Industrial /Commercial Waste Survey ANNEX 4.5: Questionnaire: Industrial /Commercial Waste Survey 1. General Information a. Survey Description _______________________Date________ Time_______ b. Name of Surveyor __________________________________________________ c. GPS Coordinates: - Easting______________________ Northing______________ d. Address____________________________________________________________ e. Persons interviewed__________________________________________________ 2. Items Processed / Sold per day Item Volume weight number 3 Solid Waste Characteristics Type of Quantity Process onsite Process off site, Remarks Waste By volume or weight per including location day, week, month segregation, storing income/payment 4 Solid Waste Disposal Agency Frequency of Collection 5. Waste Process_________________________________________________________ 6. Water Source _________________________________________________________ 7. Quantity of Washing water used / Dia of tube well: _________________________ 8. Disposal of Waste Water________________________________________________ 9. Notes and Observations________________________________________________ 10. Findings and Recommendations._________________________________________ GHK Consulting Limited Page 189 J40252162 Comprehensive Scope Evaluation Annex 4-6 Report (CSER) Questionnaire - Hospital Waste Management Survey ANNEX 4-6: Questionnaire –Hospital Waste Management Survey Date___________________________________________________________________ I. Government______________________ Private_____________ Type of hospital (tick one): Specialist _________________________________________________ General__________________________________________________________________________ University (training/provincial)_______________________________________________________ Regional_________________________________________________________________________ District _________________________________________________________________________ Sub-district_______________________________________________________________________ Complete Name: _________________________________________________________________ Location: _______________________________________________________________________ Name of Person interview_____________________________ Designation__________________ Specialists serving in the hospital (branches___________________________________________ Consultant specialists (branches_________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ _________________________________ No. of inpatients: ______________________________________________________________/day No. of outpatients: _____________________________________________________________/day No. of beds (total): _____________________________________________________________/day Including ________ in __________________________________________ward (no.) (type of ward Drinking water source______________________________________________________________ Wastewater discharge method _______________________________________________________ GHK Consulting Limited Page 191 J40252162 Comprehensive Scope Evaluation Annex 4-6 Report (CSER) Questionnaire -Hospital Waste Management Survey 2. Type of solid waste produced and estimated quantity (Consult classification and mark X where waste is produced.) Waste category Sources Pressurized Est. quantity General Pathological Radioactive Chemical Infectious Sharps Pharmaceutical containers (kg/day) Patient services Medical Surgical Operating theatre Recovery /intensive care Isolation ward Dialysis unit Oncology unit Emergency Outpatient clinic Autopsy room Radiology Laboratories Biochemistry Microbiology Hematology Research Pathology Nuclear medicine Support services Blood bank Pharmacy Central sterile supply Laundry Kitchen Engineering Administration Public areas Long-term health care GHK Consulting Limited Page 192 J40252162 Comprehensive Scope Evaluation Annex 4-6 Report (CSER) Questionnaire -Hospital Waste Management Survey 3. Waste segregation, collection, storage, and handling Describe briefly what happens between use, segregation (if any) and final disposal of: Sharps:________________________________________________________________________________________________________________________ ______________________________________________________________________________________________________________________________ Pathologicalwaste:_______________________________________________________________________________________________________________ ______________________________________________________________________________________________________________________________ Infectiouswaste:_________________________________________________________________________________________________________________ ______________________________________________________________________________________________________________________________ Radioactivewaste:________________________________________________________________________________________________________________ ______________________________________________________________________________________________________________________________ Chemicalwaste:__________________________________________________________________________________________________________________ ______________________________________________________________________________________________________________________________ Pharmaceutical waste: ______________________________________________________________________________________________________________________________ Pressurized containers: ___________________________________________________________________________________________________________ 1. If the waste is sold who gets the money________________________________________________________________________________________ 2. What personal protective equipment and training, if any, is given to the sweepers who collect, store and transport the waste_____________________ 3. What personal protective equipment and training, if any, is given to the doctors and nurses who generate or who handle the waste________________ 4. Does the hospital have an incinerator__________________________________________________________________________________________ 5. IF so with picture when was it constructed, what is its design capacity, who paid for it, what fuel does it use and who pays for the fuel?____________ 6. Which department operates the incinerator, when was it last inspected and by whom, when was it last serviced and by whom, when was it last used? ________________________________________________________________________________________________________________________ 7. What personal protective equipment and training, if any, is given to the operators_______________________________________________________ 8. How much waste did the incinerate burn in the last month? Is the incinerator working as full capacity if not why not?__________________________ 9. Does the hospital follow Pakistan EPA Rule 2005 for collection and disposal of Hospital waste?_If YES,____________________________________ 10. The name of person responsible for hospital waste management?____________________________________________________________________ 11. What is the name and contact details of the person preparing the hospital waste management plan and when will it be ready If it is ready, get a copy.___________________________________________________________________________________________________________________ 12. Documentation record about handling of waste (production, storage & delivery for disposal data)____________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ GHK Consulting Limited Page 193 J40252162 Comprehensive Scope Evaluation Annex 4-6 Report (CSER) Questionnaire -Hospital Waste Management Survey 13. Questionnaire IV: Waste segregation, collection, labelling, storage transport, and disposal Pressurized Handling of segregated waste Sharps Pathological Infectious Radioactive Chemical Pharmaceutical containers Indicate by X the type of waste (if any) that is segregated from general waste stream. Where is the segregation taking place (i.e. operating room, laboratory, etc.)? What type of containers/bags (primary containment vessels) are used to segregate waste (bags, cardboard boxes, plastic containers, metal containers, etc.)? Describe accurately. What type of labeling, color-coding (if any) is used for marking segregated waste? Describe. 1. Who handles (removes) the segregated waste (designation of the hospital staff member)? 2. Is the waste handler using any protective clothing (gloves, etc.) during waste handling? Yes/No. What type of containers (plastic bins, bags, cardboard boxes, trolleys, wheelbarrows, etc.) are used for collection and internal transport of the waste? Describe. Where is the segregated waste stored while awaiting removal from the hospital or disposal? Describe. Describe briefly the final disposal of segregated waste (taken to municipal landfill, buried on hospital grounds, incinerated, open burned, etc.). GHK Consulting Limited Page 194 J40252162 Comprehensive Scope Evaluation Annex 4-6 Report (CSER) Questionnaire -Hospital Waste Management Survey Exampels of different waste types The type of waste will indicate the hazard likely to be presented It should always be stated whether it is in solid (S) or liquid (L) or rarely gaseous (G) form Type Definition Example 1 Infectious waste Waste with pathogens Lab culture, isolation wards’ waste, patient excreta 2 Pathological waste (also Human tissues & fluids Body parts, blood & other body fluids, fetuses infectious) 3 Sharps (highly hazardous) Sharp waste Needles, infusion sets, knives, blades, broken glass 4 Pharmaceutical waste Waste with pharmaceuticals Expired medicines, contaminated medicines 5 Genotoxic waste (highly Waste with genetoxic properties (oncology, Drugs used in cancer therapy, genotoxic chemicals hazardous) radio therapy dept.) 6 Chemical waste Waste with chemical substances Laboratory reagents, film developer, disinfectants or liquids with disinfectants, solvents 7 Waste with heavy metals Contains heavy metals Batteries, broken thermometers, gauges (highly toxic) 8 Pressurized containers Gas cylinders, gas cartridges, aerosol cans 9 Radioactive waste Waste with radioactive substances Unused liquids from radiotherapy or lab research, urine and excreta from patients treated or tested with unsealed radionuclide 10 House hold type waste General organic and inorganic waste Kitchen waste, fruit vegetables waste 11.1 Recyclables Waste that can be recycled Non-infected glass, paper, plastic, tin, wood, bed linen 11.2 Office waste Waste generated by normal office activities Paper, cardboard, printer cartridges 11.3 Bulk containers Large containers that may be contaminated Plastic metal or cardboard drums GHK Consulting Limited Page 195 J40252162 GHK Consulting Limited Page 196 J40252162 Comprehensive Scope Evaluation Annex 4-6 Report (CSER) Questionnaire Private Sector’s Actors Involved in Scavenging Annex 4-7: Survey Questionnaire: Private Sector’s Actors Involved in Scavenging (Scavenger Groups, NGOs, Brokers, Manufacturers and Trucking Firms) 1. Name and address Firm Owner / Interviewee_________________________________ 2. No. of Employees in Firm________________________________________________ 3. No. of scavengers selling the goods to the Firm_______________________________ 4. Investments involved___________________________________________________ Shop rental Equipment Investment 5. Source of Purchase of Recyclable Goods: Waste Type Daily Quantity KG) Scavengers Middle Other Firms Others Man Paper and Board Plastic Bottles / Rubber/ / Shoppers Steel Glass Hospital waste Others 6. Recyclable Goods Sold To: Waste Type On site Off Site Others Middleman Other party Middleman Other party (Please Specify) Paper and Board Plastic Bottles / Rubber/ / Shoppers Steel Glass Hospital waste Others 7. Business Economics Waste Type Quantity /Day (KG) Buying/ (KG) Selling / (KG) Profit / (KG) Paper and Board Plastic Bottles / Rubber/ / Shoppers Steel Glass Hospital waste Others 8. Other Parties in the Business Name and address of the Firm Business Volume (KG) Daily Sale (Rs.) GHK Consulting Limited Page 197 J40252162 Comprehensive Scope Evaluation Annex 4-8 Report (CSER) Solid Waste Management - Photographs ANNEX: 4-8 Solid Waste Management, Multan – Photographs Photographs from the Survey and Meeting Comercial Solid Waste Generation Survey Comercial Solid Waste Generation Survey Household Solid Waste Generation Survey Assesment of SolidWaste Transport Capcity Meeting with Solidwaste staff Consultation with NGO on Hospital Waste GHK Consulting Limited Page 199 J40252162 Comprehensive Scope Evaluation Annex 4-8 Report (CSER) Solid Waste Management - Photographs Photographs showing Construction Waste GHK Consulting Limited Page 200 J40252162 Comprehensive Scope Evaluation Annex 4-8 Report (CSER) Solid Waste Management - Photographs Photographs showing the Vehicles in Use GHK Consulting Limited Page 201 J40252162 Comprehensive Scope Evaluation Annex 4-8 Report (CSER) Solid Waste Management - Photographs GHK Consulting Limited Page 202 J40252162 Comprehensive Scope Evaluation Annex 4-8 Report (CSER) Solid Waste Management - Photographs Photographs showing the New Landfill Site in Multan New Landfill Site GHK Consulting Limited Page 203 J40252162 Comprehensive Scope Evaluation Annex 4-8 Report (CSER) Solid Waste Management - Photographs Photographs showing the Segregation of Solid Waste in Multan GHK Consulting Limited Page 204 J40252162 Comprehensive Scope Evaluation Annex 4-8 Report (CSER) Solid Waste Management - Photographs Photographs from various Dump Sites in Multan GHK Consulting Limited Page 205 J40252162 Comprehensive Scope Evaluation Annex 4-8 Report (CSER) Solid Waste Management - Photographs Photographs showing the Solid Waste from Hospitals GHK Consulting Limited Page 206 J40252162 Comprehensive Scope Evaluation Annex 5-1 Report (CSER) Ideal Costs Estimations for Solid Waste Management Improvements Annex 5-1: IDEAL COSTS ESTIMATIONS FOR SOLID WASTE MANGEMENT IMPROVEMENTS ton/month 370000 unit cost cost/ton 582000 month 1 DO SW 1480000 per/day 19240 implies 0,00005 DO SW 1 ton 36708 2 2 1 DO Workshop 1480000 per/day 19240 implies 0,00005 DO Workshop 1 ton 36708 2 2 primary 1 Sanitation Officer (1+1) 740000 per/day 9620 implies 0,00010 SO 1 ton 30000 3 3 primary 1 Asst. SO(3+1) 370000 per/day 4810 implies 0,00021 Asst. SO 1 ton 21342 4 4 primary 1 Sanitary Inspector (10+20) 49333 per/day 641,329 implies 0,00156 Sanitary. Inspector 1 ton 18484 29 29 primary 1 sanitary supervisor (73 + 24) 15257 per/day 198,341 implies 0,00504 Sanitary. Supervisor 1 ton 14556 73 73 sec 1 Superident SWM (1+1) 740000 per/day 9620 implies 0,00010 Sprdnt. SWM 1 ton 31400 3 3 sec 1 secondary supervisor (4) 370000 per/day 4810 implies 0,00021 Sec Supervisor 1 ton 14556 3 3 disposal 1 Landfill site/TS SWM officer (1) 1480000 per/day 19240 implies 0,00005 Landfill officer 1 ton 36708 2 2 Sub Total 121 3769740 80% 1 sanitation worker 600 persons/day 7,8 implies 0,128205 san. worker 1 ton 9.666 1.239 1.239 14 helper + Beldar (existing data) 14 1 cart 180 kg/day 4,68 implies 0,213675 cart 1 ton 25 5 3 50% 1 bull cart 480 kg/day 12,48 implies 0,080128 bull cart 1 ton 11.245 901 180 20% Suzuki 2400kg/day 62,4 implies 0,016026 Suzuki 1 ton 15.633 251 75 30% 1 container 7 m3 3500 kg/cont 91 implies 0,010989 7m3 cart 1 ton 583 6 6 1 Dump truck 30000 kg/day 780 implies 0,001282 10 ton capacity 1 ton 65.976 85 17 20% 1 tractor trolley 7500 kg/day 195 implies 0,005128 7m3 carrier 1 ton 34.961 179 54 30% 1 big tractor trolley 16500 kg/day 429 implies 1 ton 55.267 129 64 0,002331 1 big trolley 50% 1 driver 16500 kg/day 429 implies 0,002331 7m3 carrier 1 ton 15.886 37 37 1 front end loader 74 1 frontend blade 11 Sub Total 1.775 Other supporting staff cost (office~ 604.892 Sub Total 31 Sub Total 76 76 2.003 per ton Landfill cost G Total per hh 1.875 per year 1 hh 6 persons 936 kg/year Hh/month 156 Source: Developed by GHK based on district account office data GHK Consulting Limited Page 207 J40252162 Comprehensive Scope Evaluation Annex 10-1 Report (CSER) HR Proforma (Sample) ANNEX 10-1: HR Proforma (Sample) Department Name: Sub Department Name: DDO Number: 1) Personal Details: Leave it Blank Full Name: Father / Husband Name: CNIC No: Personal No: Date of Birth (D.O.B.): DD MM YYYY Permanent Home Address: Religion: Gender: Blood Group: UC No: Town: Domicile: District: Marital Status (Tick one): Single Married Present / Corresponding Address: Mother Tongue: Other Language: Disability (Tick one): Yes No UC No: Town: If Yes Then Nature of Disability: District: 2) Employment Details Current Designation: Joining Date to Current Place: DD MM YYYY Current BS: Parent Department Before CDG Status: Cadre: Employment Status (Tick one): Present Department: Regular Contract Contingent Date of Retirement (For Regular Employees): DD MM YYYY Tick the appropriate one: Gazetted No-Gazetted Contract Awarding Date (For Contract Employees): DD MM YYYY Reporting Authority: Last Promotion Date: DD MM YYYY Contract Expiry Date (For Contract Employees): Joining Date to Government Service: DD MM YYYY DD MM YYYY Total Length of Employment: DD MM YYYY Pension Liability to be paid by: Joining Date to Multan: DD MM YYYY Length of Employment with Multan : DD MM YYYY Work Address: First Place of Posting: Current Place of Posting: UC No: Town: District: 3) Academic Qualification (Most Recent First): Qualification Major Subjects Grade/ Institution Name & Address Completion Date Country Division DD MM YYYY GHK Consulting Limited Page 209 J40252162 Comprehensive Scope Evaluation Annex 10-1 Report (CSER) HR Proforma (Sample) 4) Professional Qualification (Most Recent First): Qualification Major Subjects Grade/ Institution Name & Address Completion Date Country Division DD MM YYYY 5) Work Experience (Most Recent First): Job Title Start Date End Date Department / Company Name and Country DD MM YYYY DD MM YYYY Address 6) Training (Most Recent First): Subject Start Date End Date Training Provider Name and Address Country DD MM YYYY DD MM YYYY 7) Performance Management When Last PER / ACR done: No of PER / ACR done During Whole Employment: By signing below and submitting this form, I ______________________________________ agree that the information I have provided above is accurate to the best of my knowledge. Signature: Date: GHK Consulting Limited Page 210 J40252162 Comprehensive Scope Evaluation Annex 10-2A Report (CSER) Job Analysis Proforma (Sample) ANNEX 10-2A: Job Analysis Proforma (Sample) Name: Designation: Basic Scale: Department: Reports to: Job Purpose # Key Specific Responsibility Skills Required Service Activity Responsibilities Tasks 1) Attainments 1 Academic Qualification Required Preferable Professional Qualification Experience 2) General Intelligence 2 3) Special Aptitudes 4) Interests 3 5) Disposition 6) Circumstances 4 7) Physical make up GHK Consulting Limited Page 211 J40252162 Comprehensive Scope Evaluation Annex 4-6 Report (CSER) Solid Waste Management - Photographs ANNEX 10-2B: Job Description Proforma (Sample) Name: Designation: Basic Scale: Department: Reports to: Job Purpose Key Specific Responsibilities Key service Activity: Responsibilities: Tasks: Responsibilities: Tasks: Responsibilities: Tasks: Responsibilities: Tasks: Responsibilities: Tasks: Key service Activity: Responsibilities: Tasks Key service Activity: Responsibilities: Tasks: Key Service Activity: Responsibility: Tasks: GHK Consulting Limited Page 212 J40252162 City District Government GHK Consulting Limited Near EDO Municipal Services 526 Fulham Road, London, SW6 5NR United Kingdom Department Office, Tel: +44 (0) 20 74718000 Multan (Punjab) Pakistan Fax: +44 (0) 20 7736 0784 Tel: +92 (0) 61 9200510 E-mail: email@ghkint.com Tel: +92 (0) 61 9239200 Internet: http://www.ghkint.com Internet: http://www.ghkpak.com