1

DECLARATION OF PARTICIPATION IN GROUP ASSIGNMENTS

EXECUTIVE DEVELOPMENT PROGRAMME 2012

GROUP ASSIGNMENT

SUSTAINABILITY

LECTURER: ARNOLD SMIT

AMANDA BRINKMANN 17573602 100%

IAN C ROSS 16641876 100%

RIAAN DE LA REY n/a

LUCIANO F HUGHES 14284235 100%

VUSI F KHOZA 1498692 100%

WYNAND J VAN ZYL 10820892 100%

NATURAL CAPITAL

TITLE

WHAT WOULD THE IMPACT ON SOCIETY BE IF ALL WASTE IS ELIMINATED,

RECYCLED, UPCYCLED AND RE-USED WITHIN THE CITY OF CAPE TOWN: THE

WHOLE-OF-SOCIETY IMPACT OF DEALING WITH THE WASTE HIERARCHY

EFFICIENTLY AND EFFECTIVELY

2

CONTENT

1. INTRODUCTION, BACKGROUND AND APPROACH TO ASSIGNMENT – SETTING

THE SCENE

2. THE HISTORY OF THE GLOBAL RESPONSE TO CLIMATE CHANGE AND GLOBAL

WARMING – MOVING TOWARDS UNDERSTANDING SUSTAINABILITY

3. A summary/overview of the objectives of the United National Framework

Convention on Climate Change [ UNFCCC]

4. PRINCIPLES AND METHODOLOGIES EMPLOYED TO REACH GLOBAL CONSENSUS

AND CO-OPERATION AND PRACTICAL IMPLEMENTATION PLANS – POST-RATIONILISATION – starting the process of using these to evaluate the existing plans at City of Cape Town level

4.1 HUMAN BEHAVIOUR: What makes us tick and why would we participate in

being part of Global change via dealing with the Waste Hierarchy locally?

5. MOTIVATION AND IMPORTANCE OF WASTE MANAGEMENT in CONTEXT OF

SUSTAINABILITY - SITUATING WASTE MANAGEMENT WITHIN THE GREATER

ECOSYSTEM

5.1 GLOBAL WARMING - DEFINITION AND POTENTIAL IMPACTS

5. MOTIVATION AND IMPORTANCE OF WASTE MANAGEMENT in CONTEXT OF

SUSTAINABILITY - SITUATING WASTE MANAGEMENT WITHIN THE GREATER

ECOSYSTEM

5.1 GLOBAL WARMING - DEFINITION AND POTENTIAL IMPACTS

5.2 Causes of global warming 5.2.1 Potential Impacts of Global Warming

5.2.2 What is a Carbon Footprint and why is it relevant?

5.2.2.1 Carbon offsets

5.2.3 Defining Sustainability and Sustainable Development

6 DEFINING NATURAL CAPITAL IN CONTEXT OF SUSTAINABILITY and CLIMATE

MITIGATION

6.1.1 Balancing Social, Economic and Environmental Objectives

7 SOUTH AFRICA - THE RESPONSE TO THE GLOBAL SUSTAINABILITY IMPERATIVE

7.1 NATIONAL STRATEGIC FRAMEWORK FOR SUSTAINABLE DEVELOPMENT IN

SOUTH AFRICA

3

7.1.1 CONTEXT AND SUMMARY OF ISSUES PERTINENT TO WASTE MANAGEMENT and

THE DEVELOPMENT OF LOCAL GOVERNMENT/MUNICIPAL RESPONSES

7.1.2 Solid Waste Management Draft Sector Plan 2012-2013 [SWMDSP]

7.1.3 The City of Cape Town Integrated Waste Management By-Law [ CCTIWM]

7.2 CITY OF CAPE TOWN INTEGRATED WASTE MANAGEMENT BY-LAW: MARCH 2009: A BRIEF OVERVIEW [FULL TEXT ATTACHED]

7.2.1 The purpose and objectives of the By-Law [CCIWMB. 2007. Page 1]

7.2.2 Definition of waste within the By-Law 7.2.3 CURRENT CITY OF CAPE TOWN WASTE MANAGEMENT PLAN AND STRATEGY

7.2.3.1 The range of projects, programmes and initiatives: As accessed on the City of Cape Town‟s Waste Management website [http://www.capetown.gov.za/en/SolidWaste2/Pages/default.aspx. Accessed August

2012]

APPENDIX – see summary of programmes, projects and interventions

8 THE CITY OF CAPE TOWN - DEALING WITH THE WASTE HIERARCHY

8.1 EXECUTIVE SUMMARY AND APPROACH

8.2 THE CITY OF CAPE TOWN : HEAD OF WASTE MANAGEMENT STRATEGY: MR BARRY

COETZE -A MASTER CLASS IN WASTE MANAGEMENT STRATEGY AND THINKING –

FURTHER FOUNDATIONAL CONTEXT 8.2.1 DEFINING THE WASTE HIERARCHY – in global as well as local terms 8.2.1.1 DEFINITIONS and METHODOLOGIES – THE WASTE HIERARCHY

8.2.1.1.1 Definition of Disposal

8.2.1.1.2 Methodologies, technologies and common practice used in Cape Town to

dispose of waste

8.2.1.1.3 Definition of Elimination

8.2.1.1.4 Methodologies, technologies and best practice to Eliminate Waste

8.2.1.1.4.1 WASTE-TO-ENERGY: OVERVIEW OF TECHNOLOGIES AND THEIR IMPACTS

ON GLOBAL AND LOCAL SUSTAINABILITY OUTCOMES – WASTE

ELIMINATION

8.2.1.1.4.2 Broad definition of Waste-To-Energy requirements

8.2.1.1.4.3 BATCH OXYDATION SYSTEM [ BOS ™] – CLEANGLOBE

8.2.1.1.4.4 CONTINUOUS OXIDATION REACTOR [COR™] – CLEAN GLOBE

8.2.1.1.4.5 VACUUM PYROLYSIS

8.2.1.1.5 Definition of Re-use

8.2.1.1.6 Best Practice models, concepts, opportunities and benefits: Re-use of

„waste‟

8.2.1.1.6.1 Reducing CO2 emissions and carbon footprint

8.2.1.1.6.2 Re-use Centres and Virtual Exchanges

8.2.1.1.6.3 Remanufacturing

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8.2.1.1.6.4 Deposit programmes

8.2.1.1.6.5 Closed-loop programmes

8.2.1.1.6.6 Refilling programmes

8.2.1.1.6.7 Re-giving or Re-gifting

8.2.1.1.6.8 Re-giving or Re-gifting

8.2.1.1.6.9 Printer cartridges and toners re-use

8.2.1.1.6.10 Repurposing

8.2.1.1.6.11 Waste Exchanges

8.2.1.1.6.12 Up-cycling

8.2.1.1.7 Definition of Recycling

8.2.1.1.8 The relative value of recycling – an on-going debate 8.2.1.1.9 Supply of recyclable waste 8.2.1.1.10 Government led and mandated demand

8.2.1.1.11 Recycling consumer waste

8.2.1.1.12 Recycling of Industrial Waste

8.2.1.1.13 Cradle to Cradle Waste Management - Up-cycling versus Down-cycling

8.2.1.1.14 Energy usage

8.2.1.1.15 Public participation in recycling programmes

8.2.2 Obligations of the Waste Generator: The provisions of the By-Law

8.2.2.1 Definition of a Waste Generator

9 CONCLUSIONS

10 RECOMMENDATIONS

11 And in the final analysis

REFERENCES

Appendices

Attached: City of Cape Town Integrated Waste Management By-Law

5

1. INTRODUCTION, BACKGROUND AND APPROACH TO ASSIGNMENT – SETTING

THE SCENE

We have taken on the ambitious and rather gargantuan task of crafting what we believe would be

an appropriate response to effectively managing the Waste Hierarchy and what the potential

impacts on society could be. We have however narrowed our purview to cover the City of Cape

Town only, which does, to some degree, allow us to keep the scope of the project slightly

narrower than if we, for instance, attempted to craft a strategy for the country as a whole. As

our document will hopefully show, whilst we have interrogated and designed for the City of Cape

Town, we have used and contemplated all of the disciplines covered during out first study block,

as well as drawn from the broad and deep range of skills, experience and expertise of each group

member, to arrive at our final conclusions regarding Current Future, which in turn informed our

recommendations in regards to Ideal Future and how to design to get there. It is therefore our

hope that what we have concluded and recommended may well have application beyond the

borders of the City of Cape Town.

Due to the gravitas of the subject matter and the meta, macro and micro-environments in which it

is situated, we have first and foremost applied a systems thinking and design approach, by going

up levels of abstraction first, losing unnecessary details, to construct a picture that shows us the

inter-relatedness of all things and how our chosen dimension, waste management, using the

Waste Hierarchy, fits into the greater whole. We feel that we cannot deal with waste

management in isolation of the much larger system that it forms part of. We have therefore taken

a couple of steps back and looked at the history and genesis of environmental consciousness, the

global process surrounding the recognition of the potential impacts of Global Warming and Climate

Change and how this has translated into national and local imperatives in the South African

context. We demonstrate that global sustainability outcomes, translated and cascaded down to

local level strategies and implementation plans, seek to consider and address the whole person‘s

development and therefore, requires a whole-of-society approach. We will show that The City of

Cape Town has already used a fully integrated approach to its developmental strategies and plans

and that we therefore already have a robust, solid foundational platform to build upon.

The Waste Hierarchy is an important part of a much larger eco-system, but one, that when

situated appropriately, in other words, knowing and understanding its place, points us to what its

potential contribution could and should be and how this contribution and its outcomes are

leveraged so as to assist in amplified delivery on the broader set of sustainability outcomes. In

other words, The Waste Hierarchy cannot be viewed as being only about managing waste streams

in a one-dimensional manner, but rather, it is viewed as an instrument or mechanism within a

system, that is able to address issues that do not seem to be directly linked to just the

appropriate disposal of waste.

Whilst we will have a time limit to present our views, opinions, recommendations, insights and

findings [which we will stay within],we felt that we could not place a limit on the number of pages

our written assignment would be – due to the sheer size and context of the subject matter, the

growth and crafting of our document was in and of itself organic in nature, dealt with the highest

levels of complexity as well as having to drill down into micro-level interventions. We therefore

request some indulgence from the reader, as we take you on, what we hope will be a fascinating

and instructive journey of discovery.

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We apply a broad range of models, methodologies and tools to post-rationalise how we, as the

global community, have reached current status quo, as well as to use these tools to evaluate,

critique and [re] design the existing system as we think it should be, to appropriately respond to

societal sustainability objectives.

At the local level, we interrogate existing legislative instruments. The City of Cape Town, in its

‖ The Term of Office Five Year Integrated Development Plan [IDP] 2012–2017‖, [City of Cape

Town. April 2012. Full document] provides us with a holistic view of the strategic priorities of the

City for the next five year period. In his foreword, the City Manager, Achmat Ebrahim, sets the

tone as follows:

―The name Integrated Development Plan is made up of three integral words: It represents an

integrated approach to all the activities of local government in consultation with the residents and

stakeholders; its focus is on development in the broader sense [economy, infrastructure, people],

and it is a structured plan that informs budget priorities, decision making and the allocation of

resources. ―

He then goes onto to say that it is not only a blue-print purely based on the legal requirement for

it to exist, but that the City views it as a strategic tool that acts as a guide in respect of the

running, improving and growth of the metro area of Cape Town.

Within the Introduction of this document, it is stated that to plan for the building of a total

environment that will allow individuals to reach their full potential, an expansive view of

development and the critical importance of a multitude of factors must be taken into account. All

variables that could influence the equation were factored in so as to ensure that there is the

highest probability of reaching the intended and stated long-term outcomes. This is the City‘s

logic behind a consolidated strategy that will work for the people of the City towards achieving a

common aim.

This section ends by stating that it is one thing to have a grand concept of government, but that it

is quite another to synchronise all efforts within the bureaucracy to realise its vision. The City has

therefore built its vision on five key pillars, which by working together in a concerted manner, will

not only produce the objectives of the administration, but more specifically help to address the

structural inequalities of the past. Lastly, these five pillars help the City to fulfil its constitutional

mandate, as local government, of being the driver of social and economic development with the

consequence of helping to change people‘s lives.

[Source: The Five Key Pillars. City of Cape Town. April 2012. IDP 2012-2017. Pg. 1]

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A raft of departmental plans and strategies were synthesised in order to create the IDP. [City of

Cape Town. April 2012. Full document] One of those documents was ―The Solid Waste

Management Draft Sector Plan 2012-2012‖ [Department: Solid Waste Management. 15 Dec 2011].

Within this document, the Vision for Waste Management in Cape Town is iterated as follows:

― The long-term vision for the City of Cape Town‘s waste management services, is to integrate

waste management services in such a way that they are to not only provide basic services, but to

augment economic activity and minimise the effect of waste on human and environmental health.‖

This is the shortened version of the vision statement, which then goes further to describe specific

priority areas of intervention. We will deal with these issues later within this document, where of

more relevance.

The City of Cape Town Integrated Waste Management By-Law [Department of Solid Waste

Management.March 2009], for the regulation of waste management activities, was the first of its

kind in South Africa and therefore also the first by-law to be aligned to the National Environmental

Management Waste Act. [Government Gazette Vol. 525. Cape Town. 10 March 2009] The By-Law

in turn, informed the crafting and implementation of the City of Cape Town Solid Waste

Management Plan [Department of Solid Waste Management. 2012], which describes the range of

services, projects and programmes all of which give effect to the City‘s waste management

strategy, within the context of its overall sustainability objectives.

We have not dealt with the analysis of these documents, programmes and plans as separate

entities, but have rather chosen to weave the content into our document, so that we build a

coherent and inter-woven picture of the inter-relatedness of all things. To give effect to a range of

the longer-term visions and objectives within the various pieces of legislation, policies, regulations

and implementation plans, we have interrogated the practicality and viability of a selection of new

technologies, which could achieve the objectives as contained within these documents. We

include these technologies as well as our assessment of their potential impacts on reaching our

sustainability outcomes. In terms of methodology and flow, we compare current practice at the

local level with the definitions and practices as defined globally within the Waste Hierarchy to

assist us in arriving at our final conclusions.

Of course, South Africa is unique in respect of it being a combination of both developed and

developing communities. We therefore had to apply our minds to how we use the Strategic

Marketing Funnel [Neethling,M. Marketing Trends in the New Economy. EDP 2012] as described in

Strategic Marketing [Ford, W. Ibrahim. 2000] to analyse where we are at this moment in time, to

plan where we would like to be, to put the plan into action so that we start moving towards where

we would like to be and finally, to put measures in place to establish whether we are making or

will make progress, towards reaching our end goals.

To deal with the diversity and sub-cultures within our various target audiences and market

segments, we considered the principles of Market Orientation [Neethling, M. EDP 2012. Slide 6] to

ensure that all functions are directed to create customer [ however we may describe a customer at

any point in time] value, as well as being in tune with their changing needs and being able to

adapt and respond accordingly.

We have kept the definition of complexity, credited to Eliot Jaques, in mind to keep us grounded:

―Complexity is a function of the number of variables operating in a situation, the ambiguity of

8

these variables, the rate at which they are changing and the extent to which they are inter-woven

so that they have to be unravelled in order to be seen‖. [Chapman, L. EDP 2012.Slide 4]

We will demonstrate that complexity and the transition into the Learning Organisation [Chapman,

L. EDP 2012. Slide 47], which speaks to continued and active experimentation, will remain at the

very heart of the achievement of global and local sustainability outcomes. This approach will

differentiate those who are ultimately successful in finding the ‗silver bullet‘ solution, as those who

have the courage to sail into unchartered waters, assess potential risks and balance those against

benefits. They will be expected to continually trial and test an array of possible solutions and

elements towards eventually arriving at the best possible outcomes.

Strategy formulation is of course at the very heart of developing an appropriate response. We

define the System by its individual elements, relationships and processes which lead to the

creation of the final structure. [Chapman, L. EDP 2012.Slide 8] The graphic model [ below], upon

which Steyn Heckroodt based the majority of his lectures on Systems Thinking, does however

become our ultimate guiding tool and structure when physically defining as well as [re] designing

or improving the existing system. Defining the system must happen as part of the Strategy

Formulation process.

In Slide 9, [Chapman, L. EDP 2012], we consider Financial, Customer, Internal, Growth as well as

Learning Perspectives necessary in strategy formulation, specifically bearing the Balanced

Scorecard in mind.

We also apply Wilber‘s Integrative Model, which provides us with insights into a framework to

integrated growth and development from a holistic perspective. This model amplifies and

complements our use of various strains of systems thinking and design, including cybernetic

thinking in terms of creating appropriate feedback loops. We include the Evolution of

Consciousness as described by both Jan Smuts and Wilber [Chapman, L. EDP 2012. Slides 22-24]

in our thinking. This evolutionary process is of particular relevance to structuring educational and

behavioural change programmes, as it points us to where we should direct more of our efforts to

affect long-term sustainability behaviours.

In terms of determining the ideal leadership and corporate culture, we have incorporated Jaques‘

Leadership Competency Model [Chapman, L. EDP 2012. Slide 36] and of course, Kolb‘s Experiential

9

Learning Model, the Learning Organisation and Active Experimentation [ Chapman, L. EDP

2012.Slide 47] as key pillars in our approach.

In their abstract, A survey of market orientation research [Liao, S. H., Chang, W. J., Wu, C. C., &

Katrichis, J. M. 2011], to which Martin Neethling also refers, [Neethling,M. EDP 2012. Slide 53], we

become aware that a Learning Organisation refers ―to an organisation-wide activity involved in

creating and using knowledge to enhance competitiveness‖. These principles will of course have

considerable barriers in terms of the sheer size and structure of the three spheres of government

and how these spheres require integration as well as transformation to adapt and be ready to

respond to the global sustainability outcomes. The same would be true of the process of

integrating a whole-of-society strategy and plan, which has buy-in and support from all

stakeholders and role players. We will in fact have to become a learning society. This poses a

huge challenge, but one that is surmountable and achievable over time.

In Slide 54, [ Neethling, M. EDP 2012], Neethling directs us to Strategic Learning [Pietersen,

W.2010], another seminal piece of thinking and writing. Pietersen advances his theory that the

very rules of success have changed. This success is now inherent in the organisational capacity

to be flexible as well as adaptive.

He also tells us that strategy now has the new role of providing the practical process as well as the

tools to help us build learning as well as adaptive leadership strategies. As we continue linking

the various strands of thinking, as well as the various inter-related elements, we have found that

Pietersen‘s model, which has four linked steps: LEARN, FOCUS, ALIGN and EXECUTE – each

building on one another and repeating in a continuous cycle, not only provides us with the tools

necessary to ideate and implement strategy, but that it starts creating context for and answers to

some of the barriers to change as iterated by more than a thousand CEO‘s, within A new Era of

Sustainability [Lacy, P; Cooper, T; Hayward, R; Neuberger, L. June 2010. ].

It also provides us with a framework to deal with barriers to implementation in general, within

government and society as a whole. Strategy creation is inherent in the processes of learning and

focusing. The foundations for strategy implementation can be found when one aligns all

knowledge, processes and structures towards execution of the strategy.

Pietersen converted his theory into a working model, which is depicted in the graphic below. His

Strategic Learning Cycle is ubiquitous and is a practical tool against which to evaluate the existing

waste management system in Cape Town.

[Source:Neethling,M.EDP2012.Slide 57]

10

Ralph D Stacey, [Stacey, RD; Griffin, D; Shaw, P. 2000. Pgs 106-109] in the book, ―Complexity and

Management: FAD or Radical Challenge to Systems Thinking: Complexity and Emergence in

Organisations‖, tells us that complex, adaptive systems have a life of their own. We are

introduced to the concept of efficient causality, based on the ‗if/then‘ rules. These rules suggest

that individual components within a system respond as algorithmic entities of a cybernetic kind,

however, at a whole-systems level, causality is of the transformative kind. This implies that it is

the evolving local interaction that shapes the behaviour of the system as a whole.

Transformative Causality takes a circular form. Changes are not superficial, but rather

‗spontaneous‘ or ‗autonomous‘ and arise from the intrinsic, non-linear and interactive nature of the

system. It incorporates micro-diversity. The application of this theorem is of interest not only to

the system as a whole, but in context of Cape Town, also has bearing on the micro-diversity within

government, civil society, business, industry as well as within communities.

In new and emerging sectors and spheres, such as green and clean technologies are,

management information is of critical importance. One firstly has to have an understanding of the

baseline in terms of what is current and must then integrate and align Management Information

strategies as being part of the core or central strategy and implementation plan. In his

presentation document, simply named: Management Information Strategies, Martin Butler, [Butler,

M. EDP 2012] reminds us of a range of considerations related to integrated information strategies[

IS]: * We must consider how IS will help us to achieve our overall objectives * That within the

adaptive organisation, infrastructure should ideally be modular, based on sensing, rather than

planning * That the humble SWOT analysis still plays a pivotal role in integrated IS * IS strategy is

a function of the Strategic Intent of the organisation and enables execution of the Business

strategy * That we will have to develop a common language between the IT department and the

rest of the business so that there is clear understanding and trust to achieve common goals and

outcomes.

In the final analysis, one of the greatest insights that Butler shares with us is that we must design

for future aspirations rather than for what is current. [Butler, M. EDP 2012] This cannot be more

relevant than within the sustainability space, as it has EVERYTHING to do with the future and how

the present will influence that future.

Ackoff, widely credited as being the father of systems thinking, reminds us [Ackoff, RL. 1993. Omega

Journal] that corporate visions, or in this case global, national and local government visions, are often

illusions or even delusions. He furthermore reminds us that the Ideal design or reality must be an

operationally meaningful description of all organisational stakeholders if they could have any organisation

- without any constraints. In his book, Re-thinking the Fifth Discipline: Learning from the Unknowable,

[Flood, R. 1999], Robert Flood points out that one of the weaknesses of systems thinking is that there is

a large ‗bloody hell‘ factor. That it could amount to a very unrealistic wish list that is unachievable and

far removed from reality.

We have therefore guarded against designing with lofty, blue-sky and over-idealistic outcomes in mind.

We have tried to be led by what is practical and implementable and by what could be extended, scaled

and replicated in an incremental manner over time. We have measured the strategies, plans and

outcomes as put forward by the City of Cape Town against our ‗reality‘ barometer.

11

The Business Innovation Model as put forward by the Boston Consulting Group, [Butler, M. EDP 2010]

provides guidance in regards to Business, Marketing, Organisational, Service and Supply Innovations

required to create new consumer value.

Of course, have had to accept and embrace the fact that we are thinking, designing and implementing

within the 3 basic paradoxes as out by Robert Flood; [Flood, R. 1999] they are:

5.2 We cannot manage over things, but will manage the unmanageable 5.3 We cannot organise the totality, but will organise within the unorganisable

5.4 We will not simply know things, but we will know the unknowable.

Within this ever-changing environment, we seek to anticipate and design for the Tipping Point

[Gladwell,M.2000] which will herald the moment of critical mass, when we reach the boiling point,

because it is at that point that these new ideas, ways of doing and approaches to waste management

will spread like an epidemic. It is our hope that if, over time, we are able to build a sustainable waste

management system in Cape Town, this model could be adapted and replicated not only in municipalities

within our own province, but that it could become a framework for all provinces to deal with their waste

hierarchy. Indeed, would it not be wonderful to imagine that we may stumble upon a framework which

could have global application in developing countries.

We have also considered the ―Law of the Few‖, which points us to the groups, individuals and

organisations who would be best suited to spread the word and ensure the stickiness of the message.

Diffusion Theory, [Rogers, E.M. 1962] the process by which an innovation is communicated through a

range of channels over time, amongst members of a social system, has formed part of our thinking.

Stacey et al, [Stacey, RD; Griffin, D; Shaw, P. 2000. Pgs 106-109] would call the place that we, as

Capetonians, find ourselves in, a Bifurcation Point within the evolutionary system. We have a variety

of different choices, structures, options and different directions to choose from in terms of continuing

our journey towards sustainability.

In the ―Accenture/UN Global Compact CEO study 2010: A New Era of Sustainability‖, [Lacy, P;

Cooper, T; Hayward, R; Neuberger, L. June 2010] it reflects on progress made to date, the

challenges ahead and the impact of the global journey towards a sustainable economy.

The insights drawn from this report are very valuable in terms of understanding the levers that are

available to work in partnership with business. It is extremely encouraging to note that over one

thousand CEO‘s, business leaders, members of civil society and academic experts were surveyed.

The report indicates that there has been a paradigm shift between 2007, when the last survey was

done and 2010, which is when the latest survey was undertaken. The results of the survey indicate

that we are being ushered into an era where sustainability issues will be fully integrated into all

elements of business and market forces will be aligned with sustainability outcomes.

CEO‘s have indicated that environmental, social and corporate governance issues will be

embedded within their core business – and that good performance on sustainability will equate to

good business overall. On the whole, we feel that we have laid a solid basis from which to build,

going forward. The City of Cape Town is in our opinion ahead of its time in African terms and we

are fortunate to be working with solid systems thinking and design, strategic planning and robust

implementation plans that are already in place. All that we essentially will be doing, is evaluating

12

the existing plans, strategies and policies against best practice, so that we able to determine

whether we can in fact make any recommendations to improve what is already in place and in

motion.

2. THE HISTORY OF THE GLOBAL RESPONSE TO CLIMATE CHANGE AND GLOBAL

WARMING – MOVING TOWARDS UNDERSTANDING SUSTAINABILITY

As early as 1972, a pioneering report, The Limits to Growth [J.W Forrester, D.Meadows et al;

1972] raised concerns about the unrestrained growth of global population, resource consumption

and pollution. The report stirred considerable debate at the time, due to the fact that a range of

critics seemed unable to imagine that Western Economic production and consumption could run

into any limits.

There were precursors to the Limits to Growth, such as Harrison Brown‘s, The Challenge to Man‘s

Future [Brown, H. Viking.1956]. In his review of the book,[www.foreignaffairs.com. Accessed July

2012], Henry L Roberts, concludes that it is one of the more important books that deals with the

projection of the relationship between population and resources and its potential global impact.

Rachel Carson‘s, Silent Spring [Carson, R. 1962] is widely credited for being responsible for the

launching of the Environmental Movement. History Professor, Gary Kroll [ Kroll, G. 2006]

commented: ―"Rachel Carson's Silent Spring played a large role in articulating ecology as a

'subversive subject'— as a perspective that cuts against the grain of materialism, scientism, and

the technologically engineered control of nature.‖

These authors were the pioneers and visionaries who could foresee a future that few could and

were no doubt in part the inspiration for the writing of the Limits to Growth, which in turn, set the

domino reaction off that led to the articulation of a global sustainability framework, over time.

In the Limits to Growth‘s conclusion [http://www.thesolutionsjournal.com/node/569; accessed July

2012], the authors assert: "If the present growth trends in world population, industrialization,

pollution, food production, and resource depletion continue unchanged, the limits to growth on

this planet will be reached sometime within the next one hundred years. The most probable result

will be a rather sudden and uncontrollable decline in both population and industrial capacity.‖

The release of this seminal report, catalysed a global process of interrogation, research and finally,

Conventions, which bound all citizens in the world to the mitigation of Climate Change. This

process started with the World Climate Conference [WCC], which took place in 1979. The

introduction of The United Nations Framework Convention on Climate Change [UNFCCC] in 1992

and its signatories, marked a defining moment in respect of global recognition of the future

impacts of climate change and global warming and heralded the beginning of global co-operation

to achieve communal and mutually beneficial outcomes.

In his summary document titled, United Nations Framework Convention on Climate Change,

Professor Laurence Boisson de Chazournes, [De Chazournes, LB. 2008.], deals with the issues

related to the human impact on climate change and global warming. At this point in 1990, there

was consensus that the 70% increase of atmospheric greenhouse gases [GHG‘s] from 1970 to

2004 was largely due to human activity.

13

The discovery of the ozone hole in the 1980‘s confirmed the gravitas of human-induced climate

change and that a balance would need to be struck in the mitigation process between the need for

economic growth in developing countries and the need for mitigation by developed economies.

In December 1990, the United Nations established the International Negotiating Committee [INC],

which embarked on a 17 months process of negotiation, with over 140 countries, to arrive at the

United Nations Framework Convention on Climate Change [UNFCCC]. The convention opened for

signature on 14 June 1992 and by 19 June 1993, the United Nation‘s Headquarters in New York

could confirm 165 signatories to the convention. As of August 2008, there has been near global

membership. South Africa is one of those global members.

Since the first World Climate Conference, much has been achieved. However, in his Summary

document of the UNFCCC, Professor Laurence Boisson de Chazournes [De Chazournes, LB.

2008.], further states that ―Subsequent IPCC assessment reports and scientific evidence from

other resources confirmed that commitments established under the Convention and its Protocol

are likely not to be sufficient to effectively mitigate anthropogenic [human-induced ]impact on

climate change. In December 2005, a dialogue on long-term cooperative action to address climate

change by enhancing the implementation for the Convention was launched, and a new round of

negotiations to step up international efforts to combat climate change was launched by the Bali

Action Plan.‖

This has further driven the global process which has culminated in the latest agreement, The

Durban Platform for Enhanced Action, which was drafted and accepted by the Conference of

Parties [COP], at COP 17, and which provides the framework within which progress has been

measured as well as paving the way forward.

[Refer: THE ROAD TO GLOBAL CO-OPERATION IN REGARDS TO SUSTAINABILITY, CLIMATE

CHANGE AND GLOBAL WARMING – THE TIMELINE. Appendix A]

3. A summary/overview of the objectives of the United National Framework

Convention on Climate Change [ UNFCCC]

In his summary document,[De Chazournes, LB. 2008. Pg2], the objectives of the UNFCCC are

iterated as follows:

―The long-term objective of the Convention and its related legal instruments is ―to achieve […] the stabilization of greenhouse gas concentrations in the atmosphere at a level that would prevent dangerous anthropogenic interference with the climate system‖ (article 2). Climate change

is defined by the Convention as ―change of climate which is attributed directly or indirectly to human activity that alters the composition of the global atmosphere and which is in addition to natural climate variability observed over comparable time periods‖ (article 1 (2)). ―

The Convention provides a set of general commitments that are applicable to all parties, whilst there are certain commitments that apply to developed countries only. These responsibilities are

built upon the principle of common, but differentiated responsibilities, based on the state of development of a signatory. It is a robust framework which covers all of the bases in terms of monitoring, knowledge sharing, co-operation as well as providing for the co-ordination of relevant economic and administrative instruments that may increase GHG emissions – such as subsidies

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and energy pricing. It also provides a platform to review policies constantly, so that they are

adaptive to the changing global environment. [Refer: Annexure B: Chazournes, LB. 2008 UNITED NATIONS FRAMEWORK CONVENTIONON

CLIMATE CHANGE]

4. PRINCIPLES AND METHODOLOGIES EMPLOYED TO REACH GLOBAL CONSENSUS

AND CO-OPERATION AND PRACTICAL IMPLEMENTATION PLANS – POST-RATIONILISATION – starting the process of using these to evaluate the existing plans at City of Cape Town level

Essentially, the formulation and subsequent processes and responses to the UNFCCC, are probably

one of the first attempts at using systems thinking and design on a global scale, understanding the

inter-relatedness of all things and designing a complex, yet adaptive system, which is able to

respond quite rapidly to changes in the environment. As alluded to earlier within this document,

the City of Cape Town has most definitely used an integrative, systems design approach to

develop the IDP 2012-2017. [City of Cape Town. April 2012. Full document]

Robert Flood in his book, Rethinking the Fifth Discipline: Learning from the Unknowable [Flood

R.1999] states that, ‗Systemic awareness begins with a spiritual appreciation of Wholeness‖ and that

this wholeness could be ascribed to the inter-relatedness of all things or to something that he calls

spontaneous self-organisation, which leads to emergence and a new order, or new ways of seeing,

organising and doing things. It is true to say that the global community discovered their inter-

relatedness and how they are part of the whole in the process of reaching global consensus on a

range of issues related to Climate Change mitigation.

It is therefore encouraging to note that the City of Cape Town involved the participation of and inputs

from at least one million citizens over a year-long period to inform the focal areas of its IDP 2012-

2017. [City of Cape Town. April 2012. Full document] This implies that there is already buy-in from

the citizens and this in turn, should ensure that participation is nearly a given.

This global process is akin to what Senge [ Senge,P. 1990] describes as the process of personal

mastery. This is when we clarify our personal as well as communal view and discover a reality that is

as objective as possible. This describes the process of transition from denialism of Climate Change

and Global Warming and its possible dire consequences, to the current status quo of global

affirmation and co-operation to achieve mutually beneficial, future-focused outcomes.

Very encouragingly, the process that was employed to craft the City of Cape Town‘s IDP 2012-2017,

[City of Cape Town. April 2012. Full document] indicates that this principle has already been used.

Senge further asserts that by meaningfully understanding ourselves,[as citizens, communities,

countries] by understanding the whole of which we are a part, we become aware that our actions

are inter-related to other people‘s actions in patterns of behaviour.[Brinkmann. 2012. EDP Systems

Thinking Assignment. Pg 5] Given the size of the globe and its population of 7,055,000,000 [Nations

Online Org. July 2012], the continental, cultural, religious and other global micro-diversities and

differences, the consensus that exists around long-term global sustainability is in actual fact a rather

astonishing phenomenon. It seems to be one of the few issues around which global consensus as

well as a global commitment to a range of imperatives has been reached.

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When we start to evaluate, critique and include the contents of the IDP, [City of Cape Town. April

2012. Full document], The Solid Waste Management Draft Sector Plan 2012-2012 [Department:

Solid Waste Management. 15 Dec 2011], The City of Cape Town Integrated Waste Management

By-Law [Department of Solid Waste Management. March 2009] as well as the City of Cape Town

Solid Waste Management Plan [Department of Solid Waste Management. 2012], we will

demonstrate that we are in the fortunate position to have already come very close to this

consensus locally, given that collaboration and participation were integral to the crafting of all of

these documents, strategies and plans.

A whole-of-society approach will remain at the heart of strategies and implementation plans and

targets at National, Provincial as well as local levels, so as to ensure that the overall process of

transitioning to a Low-Carbon Economy[Manuel et al. Nov 2011.Pgs 179-193] aligns with global as

well as local needs, outcomes, objectives and realities.

Given the fact that global consensus has been reached and we are on a collaborative journey towards

sustainability, we also feel that Gregory Mankiv‘s 10 Principles of Economics, as they relate to human

behaviour [Mankiv, N,G. 2008], would apply and should be kept in mind as we proceed, both globally

and locally.

[Refer: Mankiw‘s 10 Economic Principles. Appendix C].

4.1 HUMAN BEHAVIOUR: What makes us tick and why would we participate in being

part of Global change via dealing with the Waste Hierarchy locally?

Gregory N Mankiv is credited with creating what is now, often controversially, known as New

Keynesian Economics. [Refer: Definition of Keynesian Economics: Appendix D]. Mankiv‘s principles

deal with how people make decisions, how the economy works as a whole and lastly, how people

interact.

We marry Mankiv‘s principles with lessons learnt from the Commercial Negotiations Module, [Venter,

D. EDP 2012. Commercial Negotiations: Negotiation to Add Value] so that we are best equipped to be

able to influence all citizens of Cape Town to be involved in playing their part in dealing with the

Waste Hierarchy.

People – humans – are central to in the first place, causing the conditions in which we find ourselves

at present, but are of course the most important part of the solution. The actions of all of human-

kind in the present, will determine the future that later generations will inhabit. We are of the opinion

that Mankiv‘s first seven [7] Economic Principles are of particular relevance in this regard.

In Slide 7, [Roux, A. May 2012] we are reminded that to get one thing, we have to give up another.

There can be no doubt that individuals, communities and countries would have to be prepared to give

up a certain amount of their comforts and luxuries, to live more consciously and less materialistically,

to slowly move from personal, selfish needs and wants, to understanding their impact on the future of

the planet and life on it. This would be easier for those between and middle and top of the pyramid

and by inference, more difficult for those at the bottom.

In Slide 27, [Venter, D. EDP 2012] we learn that when making decisions, humans are often driven

more by the prospect of loss than by the potential gains inherent in their decisions. This is based on

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the fact that, to the human mind, potential losses ALWAYS look larger than potential gains, thereby

making it our first priority not to lose anything. Gains are in essence secondary to not losing. To gain

whole-of-society buy-in and participation we would do well to demonstrate the consequences of doing

NOTHING, as well as the communal benefits of being part of the solution. ―Joint Opportunity Finding‖

[Venter, D.EDP 2012.Slide 23] will be used to ensure collaborative engagement and solution seeking.

It is clear that the City of Cape Town has employed this approach and that this is more than likely one

of the central reasons why their various plans, strategies and policies are realistic and achievable –

they are based on the needs of the people of the province and aligned with National and Provincial

imperatives already.

In Slide 8, [Roux, A. May 2012], it states that when we make trade-offs, we trade one goal off

against another. In this instance – efficiency – which ensures that society gets the most from our

scarce resources, traded-off or weighed up against – equity – which implies the benefits of those

resources being distributed fairly amongst all members of society. In the local context, this particular

trade-off or balance is going to be difficult to achieve, given a range of issues that we will have to

deal with, amongst them:

Reducing inequality – at 0.7, South Africa has one of the highest Gini Co-efficients in the world.

The National Development Plan [Manuel, T; et al. 2011] sets the lofty target of reducing our Gini

Co-efficient by 0.1 within 18 years. If one looks at the trajectory of inequality in China over the

last 33 years, throughout the last 5 of their 5-year plans, development has meant that their Gini

Co-efficient has actually increased, thereby creating a slightly more unstable political environment.

This increase in inequality in China is due to the rate of growth and producing millionaires –

thereby widening the gap between the have and have-nots. This is according to Sun Liping, a

professor at Beijing‘s Tsinghua University. [http://english.caixin.com/2012-01-18/.Accessed

July 2012]. According to the professor, China‘s Gini coefficient has risen from 0.302 in 1978 to

an estimated 0.46 in 2011/12. In all probability, South Africa‘s Gini Co-efficient will remain

stable, or worse, widen, dependent upon the development path chosen.

Socially, in 2009, about 5% of the households in Cape Town listed social grants as their main

source of income, and for 3% of the total households it was their sole source of income. In

addition to high poverty levels, South African cities are among the most inequitable in the

world. Of the South African metros, Cape Town is the least inequitable, with a 2010 Gini Co-

efficient2 of 0,58, which is better than other major South African metros, including

Johannesburg and eThekwini (Durban), which had Gini Co-efficients of 0,62 and higher. [City

of Cape Town. April 2012. IDP. Full document]. Whilst this number is still very far from what

could be considered acceptable, it is at least encouraging to note that Cape Town starts off at

a slight advantage, which may bode well in terms of reducing its Gini Co-efficient over time by

striking a balance between job creation, economic and social development as well as resource

usage and preservation. [IDP. April 2012]

Dealing with the youth bulge – in most developing countries, a youth bulge such as ours, would

be of massive benefit to the economy, as it represents a large workforce to drive the economy

forward. [Roux, A. EDP 2012. Slide 39] In South Africa‘s case, the fact that the systemic fabric of

society has been ripped asunder over the past decades, has led to an environment that has not

been conducive to producing citizens that are well and contributing members of society.

Systemically, the societal circumstances have had impact on overall educational outcomes. 51%

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of 15-24 year old youths in South Africa are unemployed and it is thought that they are more than

likely mostly functionally illiterate and not employable. This situation presents the country with a

smouldering powder keg that threatens to destabilise the entire country, if not dealt with

systemically and practically. Our current youth bulge profile is closer in nature to that of the least

developed countries, in that we are dealing with frustrated, disaffected, resentful and volatile

youth. [Roux, A. EDP 2012. Slide 40]

Ensuring that the youth is an integral part of skills development, growth and sustainability outcomes

is at the heart of the IDP 2012-2017. [City of Cape Town. April 2012. IDP. Full document] Not

surprisingly, The opportunity City Pillar, has at its core focus the creation of the economically

enabling environment in which jobs can be created via investment growth. This is based on the

philosophy that people can make the most of their lives as well as attain dignity, principally, by

having a job and purpose. The following excerpts from the IDP explain some of the City‘s thinking

and plans:

―The City will use numerous levers to attract investment. By attracting investment, we create

economies of scale in city-based industries, and build a critical capacity that will not only sustain

future growth, but will create more economic opportunities for individuals to enter employment.

The City will also encourage the growth of small businesses and entrepreneurs through

programmes such as Activa, where new entrepreneurs can learn skills to aid them in business and

planning procedures.

All of these initiatives will be done with a view to building our potential in certain key markets

where we can develop a competitive advantage. Those markets include agro-processing, tourism,

major events, oil and gas, shipping and ship-building, health and medical technology, services

and the green economy.

Being an opportunity city also requires a concerted focus on taking care of the natural

environment in which we find ourselves. We must also ensure that future generations are

able to enjoy a clean and safe environment, in which biodiversity is conserved and tourism

and recreational opportunities are maximised.

By managing our natural resources more efficiently and investing in green technologies,

we will ensure that there is enough water and energy to go around, and that we do not

generate more waste than is strictly necessary. It is also important that we continue to

strive towards a more robust and resilient city that is able to respond to the on-going challenge

of climate change and other natural hazards.

Cape Town residents‟ priority needs according to the Community Satisfaction Survey (CSS), 2007–2011

The results of the CSS between 2007 and 2011 show the following shifts and changes among respondents:

Residents‘ main priorities remain job creation, crime prevention and housing provision.

Looking at the change in priorities from 2007 to 2011, one can see that creating jobs has

increased in importance from 64% to 74%, while preventing crime and providing housing

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have moved from 58% to 54%, and 34% to 38% respectively. Fighting corruption remains a

priority, but showed some decline from 34% in 2010 to 25% in 2011. Access to primary health

care is becoming increasingly important, which is reflected in an increase from 18% to 23%.

Likewise, public transport scores continue to rise. Transport is a basic expectation of Capetonians,

so improving these services will always be a priority.

Overall perceptions of the City of Cape Town‘s performance have improved significantly over

the four years, with increases in the percentage of residents saying there has been improvement

across most service delivery areas, overall performance, the City‘s performance as a public service

provider, and in terms of residents‘ level of trust in the City. This demonstrates that residents are

now more satisfied with the City‘s services.

In addition to a range of questions, residents were asked to highlight the three strategic

objectives that were most important in their lives from the list of 23 objectives linked to the five

SFAs.

The responses showed that residents felt most strongly that the City needs to provide

opportunities for its residents. Objectives linked to the ‗well-run city‘ and ‗safe city‘ focus areas

emerged as second and third priorities respectively

Objective 1.1: Create an enabling environment to attract investment that generates economic growth and job creation

This objective will be achieved through the implementation of the following leading programmes:

Programme 1.1(a): Western Cape Economic Development Partnership (EDP) programme

The City is a key partner in the EDP. The purpose of the EDP is to ―lead, coordinate and drive the economic growth, development and inclusion agenda for Cape Town and the Western Cape‖.20

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The City of Cape Town and the EDP have agreed to work together in the following areas: *

Producing economic and market intelligence * Formulating economic visions and strategies * Creating a common business brand * Reforming the city‘s and region‘s business environment.

Programme 1.1(c): Identification and promotion of catalytic sectors, such as oil and gas

In order to stimulate growth and development of the local economy, development in the following catalytic sectors has been identified as critical:

Marine, oil and gas, ship repair and boatbuilding

Agro-processing and the location of head offices of finance and retail sectors

Health and medical technology

The green economy, including energy from the sun, wind and waste

Tourism and events

These will be investigated in partnership with Province and the private sector to determine how and when these will be rolled out in the city.

Programme 1.1(d): Small-business centre programme (Activa)

The Cape Town Activa (CTA) strategy was initiated by the City to stimulate entrepreneurship and business activity in the local economy. CTA will create a multi-stakeholder network that

will make it easy for entrepreneurs and individuals looking for employment support to navigate and make use of service organisations and practitioners‘ services and resources.

The multi-stakeholder network will draw services from the public sector (local, provincial and national), the private sector (business development, associations, financiers, and so forth) and academia (the Cape Higher Education Consortium or CHEC, universities, colleges, and the like).

CTA‘s strategic goals are to: stimulate the creation of locally owned businesses by linking entrepreneurs with

resources, capital, skills and opportunities;

develop human capital, addressing the needs of the business community (e.g. innovation

support, small-business skills development, career support and placement programmes); and

make Cape Town a more competitive business environment by providing better support to

incubate and grow local business and attract others.

Objective 1.6: Maximise the use of available funding and programmes for training and skills development

Programme 1.6(a): SETA and EPWP funding used to train apprentices and create other external training opportunities.

Training apprentices for vacant posts in the administration and the city.

The City will roll out an apprenticeship programme to the Water and Sanitation,

Electricity, Stormwater, Solid Waste, Refuse Removal and Roads departments. These apprentices will meet the demand side of the labour market, using the training the City

provides either to become skilled technicians employed by the government, or to move into the private sector as young people with new qualifications. ―

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“ INFRASTRUCTURE-LED GROWTH

The City will continue to invest in infrastructure to ensure that Cape Town has the capacity to support development. As cities expand, their industries and people need to be supported by

adequate services, from electricity, water and other amenities to additional services that aid modern development beyond the basics, such as a broadband network and public transport networks.

By continuously investing in infrastructure, we will be encouraging growth and, indeed, lead it by always ensuring physical, supporting capacity for people to build opportunities. Such an approach

places the City of Cape Town at the forefront of South African metros, and will bring us in line with international best practice in terms of development strategies

Over the next five years, the City will be investing in a number of major infrastructure projects. These include the following:

Landfill space and other strategic infrastructure to support waste management

Backyarder service programmes, extending municipal services to backyarder communities

in Cape Town Upgrades to services in informal settlements Upgrades to, and refurbishment of, electricity services In the future, a greater balance between investment in infrastructure that supports

greenfield development and existing infrastructure maintenance and upgrades will be required.‖

These excerpts indicate that there is a commitment to job creation, poverty alleviation, reduction

of inequality and that sustainability is a primary driver. The effective and efficient management of

waste within the Waste Hierarchy very definitely provides a further platform of opportunity, job

creation and economic opportunities as we will demonstrate later in our document.

Threat of nationalisation – this relates to the despair and desperation felt by the youth, given that

they have seen very little improvement in their circumstances since the advent of democracy.

Nationalisation of our natural resources poses a real threat to long-term sustainability and

economic growth and development.

Culture of conspicuous consumption – as would be expected from any developing country, South

Africans, those emerging and moving into the lower-middle, middle and upper-middle classes, are

driven by an aspirational culture, where consumption is encouraged and is seen as characteristic

of perceived wealth and prosperity of individuals. At present, this consumption has slowed down

due to the indebtedness of a large percentage of the population due to the global economic crisis.

Consumption was previously driven by credit extension, facilitated by financial institutions. The

more we develop, the more waste will be generated. Based on the fact that we will continue

being a developing country for some time to come, the need for incentives and behavioural

changes that would lead to dealing with this prospective mountain of waste in an environmentally

friendly and sustainable manner, becomes an urgent priority. If we do not put practical systems

and structures in place now, the mountain of waste will engulf us over time.

We hope to demonstrate how, that by considering and using new technologies, the growing

mountain of waste could in fact be put to productive use and how it could become a revenue

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stream, as opposed to a cost centre. In support of our train of thought, The City of Cape Town, in

its ‖ The Term of Office Five Year Integrated Development Plan [IDP] 2012–2017‖, [City of Cape

Town. April 2012. Full document] makes the following provisions:

―Furthermore, these catalyst projects will include combinations of area revitalisation and investment in renewable energy, such as the Atlantis revitalisation scheme. Such projects will

help us build a competitive advantage in green technology. Increased recycling by the city‘s population, along with improvements in solid waste disposal, has the potential to decrease the demand for landfill usage. Voluntary recycling

may account for a portion of the dramatic decline in waste disposed at landfills in 2008 and 2009. However, only a small percentage of Cape Town residents currently recycle their waste, and there is enormous scope for improving recycling practices.

Landfill gas-to-electricity project

Landfills generate a flammable gas known as landfill gas. This biogas contains a high percentage of methane, and is produced by biological activity within the landfill. Landfill gas is a greenhouse gas, and the methane component has the potential to increase global warming by more

than 21 times that of CO2. The management of this gas is essential to ensure the protection of both humans and the environment.

Landfill operating permits allow for the biogas to be vented in a controlled manner and for the process to be monitored to ensure that there are no dangers. Now, the additional implementation of gas mitigation measures that include the destruction of the methane gas and the

harnessing of the energy component as electricity is proposed for the City‟s three operating landfills.

This process would be regarded as complying with the ‗additionality‘ criteria in terms of Clean Development Mechanism (CDM) projects registered in terms of the Kyoto Protocol. This could create additional income for the City, while generating renewable energy

Waste-to-energy project

Waste-to-landfill contains a number of components with energy-generating potential. The City is investigating the feasibility of harnessing this energy through the implementation of waste-to-energy projects.

Direction in this regard has been provided in the Municipal Systems Act (MSA) section 78(3) investigation, which recommended the consideration of future organic-waste treatment facilities that use the organic fraction of municipal solid waste as well as sewage sludge to

produce biogas, which can be used as a fuel to generate electricity. In addition, the non-organic high-calorific value components going to landfill can possibly be separated and potentially used as a fuel in power-generating facilities.

The project funded by KfW (the German Development Bank) is looking in more detail at the type of disposal/treatment technology that can be implemented in Cape Town. This project would

reduce the amount of waste being disposed of in landfills. Atlantis green-technology industrial park The Department of Energy will soon appoint preferred bidders to supply renewable energy. Thus, the downstream capabilities and industry services will need to be in place . A green-technology

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cluster park can benefit from synergies through co-location, and can serve the industry more

effectively. Atlantis provides an ideal location with good access to roads, well-priced industrial land and access to port facilities. The deliverables of this initiative will be the following:

green renewable-energy hub.

criteria.

ablishing institutional structures to manage the process. Programme 1.1(f): Development of a „green‟ economy

There is considerable space for investment and growth, now and into the future, as the renewable-energy sector burgeons. The City plays a pivotal role in creating demand for

„green‟ services through its programmes, projects and procurement systems, as well as through the use of renewable energy in its own operations.

The City aims to promote small-scale embedded power generation in Cape Town as well as to ensure that it benefits from regional and national-scale projects where suitable.

The City faces skills development challenges, and requires significant investment, land release and buy-in from various stakeholders. There are opportunities for sustainable industries (such as solar water heater, photovoltaic and wind turbine manufacturers), whose services and products will be

required for many years. This can result in job creation and skills development from new businesses.

Solid waste infrastructure The rehabilitation of the City‟s disused, full landfills and dumps will continue as required by the Municipal Finance Management Act (MFMA) and operating permit conditions. The

replacement of ageing waste collection vehicles will make service delivery more reliable and efficient.

The City‘s new northern-region landfill site, the newly commissioned integrated transfer station at Kraaifontein as well as the planned facility in Bellville South will assist in diverting some of the waste to achieve landfill airspace savings.

Landfill airspace and strategic infrastructure programme

This programme entails the development of strategic assets, such as the capping and rehabilitation of closed landfills, the continued development of landfill airspace at current

landfill facilities, the development of a regional landfill site and the related development of strategically located integrated refuse transfer stations and material recovery facilities.

Limited airspace is left for waste disposal at the City‘s three operating landfills. Chart 1.1 represents the result of the model that was used to determine these airspace predictions.

23

Airspace constraints There is limited airspace available at the City‘s three operating landfills, even though it is accepted

that at least 15 years‘ worth of airspace should be available for a city like Cape Town. Following an extensive technical process and a subsequent scoping and environmental impact

assessment (EIA) process on two shortlisted sites, a record of decision was issued during 2007 in favour of a site south of Atlantis. The regional landfill must be able to receive waste by 2015. The first cell of the site will therefore need to be finalised by 2013.

Investigating and pursuing alternative methods of energy generation with solar, wind and gas power

Options for electricity generation by the City itself are being pursued, and incentives and regulatory measures will be developed where appropriate. Private project developers will also be engaged where large-scale electricity generation projects could add strategic benefits

to the general economy. Encourage cost-effective means of recycling as well as waste minimisation initiatives Waste minimisation programme

The City is committed to achieving city-wide waste minimisation. Steps in this regard include developing and running waste management facilities, incorporating material recovery facilities, public drop-off sites, composting and builder‘s rubble crushing facilities and waste

minimisation promotion and awareness projects (like the Think Twice campaign, the Integrated Waste Exchange and Waste Wise). The intention is to sustain current waste minimisation pilot initiatives for future learning and benchmarking.

The City will focus on waste streams that have the largest impact on airspace – namely greens, recyclables and builder‘s rubble. A separate greens collection service will be considered to

increase the 35% greens diversion currently achieved by means of drop-offs. The City will also prioritise waste minimisation options by focusing on high-impact waste diversion activities.

It will also effect institutional changes and set up a separate cost centre with waste information, as a system to ensure that costs and revenue are ring-fenced for each PPP.

Such PPPs will be investigated for the Radnor and Bellville composting sites. * Note: These are two closed down landfill sites * Budgeting for integrated waste management facilities

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will be prioritised, and allowance will be made for private-sector involvement through PPPs.

These facilities will achieve the highest impact on waste minimisation and effective diversion of waste from landfill sites.

The City will also encourage and engage in cost-effective limitation of the amount of waste sent to landfill by means of waste reduction, reuse and recycling initiatives.

Co-operatives will be considered, which also hold the potential for job creation. The Think Twice programme will be implemented in Atlantis, the Deep South, Helderberg, Sea Point, Mouille Point, Three Anchor Bay, Kraaifontein, Hout Bay and Camps Bay.

Recycling and reuse of treated effluent

The City of Cape Town has numerous treated-effluent reuse schemes at its various WWTWs. These are used for both formal network distribution and informal or private reuse of treated effluent. The treated-effluent infrastructure will be expanded to protect natural

resources, prevent current and future potable-water shortages, return the city‘s streams to seasonal flow conditions, and enable unrestricted irrigation during water restrictions. This is in line with the principles of the City‘s Water Demand Management Policy and the policies of DWA and

the Western Cape Department of Environmental Affairs and Development Planning. There is an opportunity of securing external funding from a range of institutions and donors, and the establishment of PPPs geared towards the elimination of water wastage. A

number of private companies are willing to enter into concessions or joint management contracts to manage water services delivery or specific key performance indicators, such as the reduction of non-revenue demand. The use of service providers in certain focused projects can provide

significant benefits. Informal settlements refuse collection and cleaning programme All informal settlements are serviced and receive a door-to-door refuse collection and on-going area cleaning (litter picking and illegal-dumping removal). All residents receive at least two free

plastic bags per week in which to place their refuse. The filled bags are taken to shipping containers, where they are stored until they are transported to a landfill site.

All containers will be serviced at least twice a week. Local labour will be hired for this purpose from the City sub-council databases. These services are contracted out for three-year periods using the City‘s tender process. The tenders are designed to encourage entrepreneurship.

In the coming years, the refuse collection programme will prioritise the following: Quality of service –

The City will continue to check that all residents are receiving the correct number of plastic bags per week, and will undertake a time and motion study to establish whether the current ratio of

refuse removal labourers to dwellings is correct.

Funding from the indigent grant – Increased funding from the indigent grant will be

considered for this programme.

Managing the level of dumping – Although all informal settlements have a door-to-door refuse collection and area cleaning service, the challenge is to ensure that the efficiency and quality of the service are improved. Dedicated illegal-dumping teams will be established to clear large household items. A schedule of action

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will be developed for the removal of heavy illegal dumping (such as builder‘s rubble) by the

Specialised Equipment Unit. Increased service delivery to backyard dwellers should also reduce illegal dumping.

A more efficient statistical reporting methodology for reporting improvements as indicated above will be developed. ―

We cannot add much to what is contained within the summary above. We are of the opinion that this is a well thought-through, cogent and practical approach to creating the enabling environment for the City to deal more efficiently with the Waste Hierarchy. We evaluate and discuss current

implementation plans within the Section that deals with the Waste Hierarchy in more detail. In her MBA Dissertation, titled: An Exploration of the determinants of South Africa‘s personal

savings rate: Why do South African Households save so little [Du Plessis,G. 2011], Germien Du

Plessis concludes that government policy with regards to wealth distribution and welfare

payments has created and entrenched a culture of dependence. This state of affairs leads us into

the next challenge, which is:

Cultivating a culture of co-production and personal responsibilities in relation to the range of rights

entrenched in our very liberal Constitution and moving away from the expectation that

government will deliver all services and that citizens have no responsibility or ability to change

their own, localised circumstances.

These issues do present as challenges, but we believe that they could be used as drivers of positive

change if approached and used correctly via economic and social incentive projects and programme.

In Slide 9, [Roux, A. May 2012], we are confronted with Mankiv‘s second principle, which suggests

that the cost of attaining something is measured by what you give up to get it.

For a great many South Africans, who are already stretched to the limits of their financial, emotional,

physical and intellectual boundaries, it would be difficult to be convinced to give anything more up. A

great many of Capetonians don‘t have anything TO give up. For those who are concerned with daily

survival, creating economic incentives and opportunities would be the key drivers to ensure their

interest and involvement.

Understanding the fortune at the bottom of the Pyramid [Prahalad, CK. 2006] will be central to

creating economic opportunities and incentives for the majority to care sufficiently and to participate

in contributing to a sustainable future.

In Slide 10 [Roux, A. May 2012], we engage with the third principle, which states that rational people

think at the margin. We can deal with small changes and we make our decisions comparing the costs

as well as the benefits at the margin. The timespan that it took humanity to iterate the current Global

Compacts and action plans is testimony to how the process had to happen in a measured,

incremental manner – always keeping the end goal and communal benefits in mind. By making the

threats of Global Warming and Climate Change very real and by placing an emphasis on what would

happen if we do NOT act to mitigate, global citizens were able to understand what the cost of a

foregone opportunity would be. The extinction of species, further scarcity of water, extreme weather

conditions, the potential of a polar shift – these are all issues that the average human mind can

26

conceive of and understand and therefore, place themselves at the centre of a solution that ensures a

healthy planet for their off-spring and future generations.

In Slide 11 [Roux, A. May 2012], the fourth principle tells us what we all know only too well; that is

that we all respond to and are driven by incentives. We want to know, ―What‘s in it for me and why

should I care?‖ We will have to balance the economic, communal and societal benefits inherent in

active participation against the dire consequences of NOT acting at all.

In Slide 12[Roux, A. May 2012],– the fifth principle, which states that trade makes everyone better

off. There are huge economic as well as social opportunities locked up in the reduction, recycling and

re-use of waste. These opportunities may well become the largest incentives and drivers of

participation and change.

In Slides 13 [Roux, A. May 2012], the sixth principle is revealed: Markets are usually a good way to

organise economic activity. It would therefore be vital to create a market for the products of

sustainability programmes, projects and their products. The City of Cape Town has made a promising

start in the process of enabling the platform for the creation of a market for sustainably produced

goods, by publishing an Information and Guideline Document on the Implementation of Green

Procurement in the City of Cape Town. [www.capetown.gov.za. Jan 2012.Accessed July 2012].

In Slide14, [Roux, A. May 2012] we are introduced to the economic concept of ‗The Invisible Hand‘.

This is based on Adam Smith‘s conclusions in his book, The Theory of Moral Sentiments [Smith,

A.1759], that all humans subconsciously weigh up self-interest, mutual and societal benefit or the

overall welfare of society against the cost of what they are prepared to buy or sell at. According to

Smith, we unknowingly take the social costs of our actions into account when making decisions.

In Slides 15 and 16, [Roux, A. May 2012] we reach the seventh principle that states that government

can sometimes improve market outcomes. This principle explains that markets fail when resources

are not used and distributed efficiently and that when the market fails, government is able to

intervene to improve efficiency and equity. In terms of creating the ideal, enabling environment and

market conditions for sustainability outcomes to be achieved, government is central in terms of

devising robust enabling legislation, policy frameworks, regulations, implementation plans as well as

setting measurable outcomes that society as a whole will be held accountable against. The policy

documents that are in place in the City of Cape Town are more than encouraging in this regard. We

will however have to confront the imperative to change and enable National as well as Provincial

legislation, regulations and policies to enable the environment completely. This does become more

complex and challenging.

When looking at the complete sustainability systems design in South Africa, government will have to

be reminded to understand that market failure can be caused by the impact of one or a few

communities or manufacturing sectors who‘s actions or in-action could have adverse impacts on

society at large. A balance must also be struck in respect of creating a fair and competitive

environment, so that there is a balance in the power of the market and so that no one player could

unduly influence the market and its pricing.

We will have to bear these sentiments in mind, specifically when we weigh the revenue from trading

in Carbon Emissions Certificates related to the Clean Development Mechanism [CDM] [Kyoto Protocol.

27

1995] programmes in our country and City up against societal and other hidden, potentially negative

costs, which are, in some circles, seen as perverse incentives created for developed countries to ‗use‘

or even ‗abuse‘ developing countries to mitigate their own unabated growth and development.

Once we have taken all of the above into account, we will have to take all of our dichotomies and

challenges into account, so that we arrive at a realistic and achievable vision. We must employ

common sense to arrive at a level-headed, practical, rational and pragmatic strategy to achieve our

sustainability objectives. There is no space for impractical idealism. At face value, we are of the

opinion that what has been put in place and set in motion by the City of Cape Town, is in fact for the

most part based on realistic goals and achievable outcomes. The secret to success does however

reside in the ability of the City to translate these plans into action and to capacitate itself to do so.

5. MOTIVATION AND IMPORTANCE OF WASTE MANAGEMENT in CONTEXT OF

SUSTAINABILITY - SITUATING WASTE MANAGEMENT WITHIN THE GREATER

ECOSYSTEM

5.1 GLOBAL WARMING - DEFINITION AND POTENTIAL IMPACTS

Global warming is the observed and projected increases in the average temperature of Earth's

atmosphere and oceans. The Earth's average temperature rose about 0.6° Celsius (1.1°

Fahrenheit) in the 20th century, see temperature graphs below.

Fig. 1: Definition for global warming: Temp. increase in the last 1'000 years (graph from

http://www.globalwarmingart.com/images/b/bb/1000_Year_Temperature_Comparison.png)

[Source: http://timeforchange.org/definition-for-global-warming-what-is-global-warming]

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Fig. 2: Definition for global warming: Temp. increase in the last 150 years (graph from

http://www.globalwarmingart.com/wiki/Image:Instrumental_Temperature_Record_png)

Fig 3: Definition for global warming: Temp. increase in the last 25 years (graph from

http://www.globalwarmingart.com/images/a/af/Short_Instrumental_Temperature_Record.png)

According to different assumptions about the future behaviour of mankind, a projection of current

trends as represented by a number of different scenarios gives temperature increases of about 3°

to 5° C (5° to 9° Fahrenheit) by the year 2100 or soon afterwards. A 3°C or 5° Fahrenheit rise

would likely raise sea levels by about 25 meters (about 82 feet). Such a rise would have

catastrophic consequences globally as well as locally, given that we are a coastal city and country.

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Fig 4: Definition for global warming: Temp. increase until the year 2100 (graph from

http://www.globalwarmingart.com/wiki/Image:Global_Warming_Predictions_png.

5.2 Causes of global warming

It is generally accepted that observed temperature increases over the last 50 years have been due

to the increase in greenhouse gases concentrations, such as water vapour, carbon dioxide (CO2),

methane and ozone. Burning of fossil fuels is the largest contributing factor, which in turn leads to

the emission of carbon dioxide. This leads to what is now known as the Greenhouse Effect.

Simply put, some of the sunlight that reaches the Earth‘s surface is absorbed and warms the

earth. The residual heat is radiated back into the atmosphere, but at a longer wavelength than

the original sunlight. The greenhouse gases absorb some of these longer wavelengths. This

absorption warms our atmosphere. This happens because the greenhouse gases act like a mirror

which reflects the heat energy back to the Earth. This process of reflecting heat energy back is

called the ―Greenhouse Effect‘. [http://timeforchange.org/cause-and-effect-for-global-warming.

Accessed July 2012]

Global warming can be directly linked to human behaviour and to the irresponsible, ineffective and

inefficient use of our resources. How we have dealt with our Waste Hierarchy up until now, has

had considerable negative impact on Global warming. The upside to this situation is that we

should see positive impacts by even the smallest improvements in how we manage our waste and

live more sustainably in general.

5.2.1 Potential Impacts of Global Warming

In their report, titled, Technical Summary: Regional Predictions, [Solomon et al.2007] it is

predicted that warming and the changes related to it will vary from region to region. Some of the

effects of global temperature increase include:

* Rising sea levels * Change in patterns and amounts of rain * Probable expansion of sub-tropical

deserts * Impact on the Arctic, associated with a continued retreat of sea ice, glaciers and

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permafrost. * More frequency of extreme weather events, including droughts, heat waves and

floods * There is also concern that the oceans will acidify * We are already seeing the extinction of

species and it is probable that this trend will continue – extinction is due, in the main, to shifting

temperatures * Climate Change in general.

The predicted direct effects on humans include: * Food security being threatened because of

decreasing crop yields[Battisti, David; Naylor.2009] * Loss of Human habitats is also highly

probably.

The fear is that if the global mean temperature rises by 4˚C, humans will be unable to adapt in

many parts of the world. It is also feared that natural systems all over the world would not be

able to adapt. This would be due to the fact that the very ecosystem upon which humans rely for

their livelihoods could not be preserved. [Warren, R. 2011]

Mitigation by reduction of emissions and adapting to the effects of global warming, are the primary

policy responses globally. Most countries are now signatories to the United Nations Framework

Convention on Climate Change [UNFCCC]. We do expand on the convention later in the

document. At this point, it is sufficient to state that the ultimate objective of this Convention is to

prevent dangerous, human-induced climate change. Sustainable living and doing will be at the

very forefront of the mitigation strategy.

.

The above "burning embers" diagram was produced by the IPCC in 2001. A later revision of the diagram, published in 2009, but not approved by the IPCC, shows increased risks. This paints a picture of the possible consequences of doing nothing about Global Warming and Climate Change.

5.2.2 What is a Carbon Footprint and why is it relevant?

Greenhouse gases, measured in units of carbon dioxide produced by human activities are known

as our Carbon Footprint calculation. It is typically iterated in tons of CO2 equivalents per annum.

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A carbon footprint can be measured per individual, community, organisation, city, province,

country and for the earth in totality. This is according to the article simply named, ―Carbon

Footprint‘, [Walser, M.L; Nodvin, S.C; Draggan, May 2012] published on The Encyclopaedia of

Earth website. [http://www.eoearth.org/article/Carbon_footprint. Accessed August 2012]

Anthropogenic greenhouse gas emissions. (Source: Energy Information Administration)

Our individual carbon footprint can then be broken down further into primary and secondary

footprints. Direction emissions of greenhouses gases from the burning of fossil fuels for energy

consumption as well as transportation add up to be the primary footprint. Worldwide, 82% of

anthropogenic [human-induced] greenhouse gas emissions are in the form of CO2 from fossil fuel

combustion.

The indirect emissions of greenhouse gases during the lifecycle of products used by an individual

create the secondary footprint. Examples would be: * Energy used to transport water *

Greenhouse gases emitted during the production of plastic bottles or aluminium cans. It therefore

follows that more packaged a product is, the higher its secondary footprint.

Although carbon footprints are reported in annual tons of CO2 emissions, they actually are a measure of total greenhouse gas emissions. A greenhouse gas is any gas that traps heat in the atmosphere through the greenhouse effect. Because of the presence of greenhouse gases in our

atmosphere the average temperature of the Earth is 14 ºC (57 ºF). Without the greenhouse effect, the average temperature of the atmosphere would be -19 ºC (-2.2 ºF).

Issues such as deforestation and the burning of fossil fuels disrupt the natural carbon cycle, by moving it carbon from its solid form to a gaseous state, thereby increasing the concentration of carbon dioxide in the atmosphere.

An individual‘s carbon footprint is the direct effect their actions have on the environment in terms

of greenhouse gas emissions. In general, the biggest contributors to the carbon footprints of

individuals in industrialized nations are transportation and household electricity use. An individual's

secondary carbon footprint is dominated by their diet, clothes, and personal products. The

primary and secondary footprints of individuals are generally higher, the more affluent they are.

Given that the mitigation of Global Warming and Climate Change is very much premised on the

lowering of greenhouse gas emissions, it becomes clear that, as a developing City, we will have to

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walk a fine line between development, upward mobility and the resultant increase in our Carbon

Footprint. That is why dealing with Waste Hierarchy in a manner that eliminates, reduces, re-uses

or recycles waste is of such cardinal importance. If managed effectively, it could have the result

of reducing the City‘s Carbon Footprint substantially. We hope to demonstrate how this could be

achieved, later in this document.

Breakdown of a typical individual's carbon footprint. (Source: Carbon Footprint)

5.2.2.1 Carbon offsets

There are many ways for individuals and organizations to reduce their carbon footprint, such as

driving less, using energy efficient appliances, and buying local, organic foods as well as products

with less packaging. The purchase of carbon offsets is another way to reduce a carbon footprint.

One carbon offset represents the reduction of one ton of CO2-eq. Companies who sell carbon

offsets invest in projects such as renewable energy research, agricultural and landfill gas capture,

and tree-planting. Critics of carbon offsets argue they will be used to absolve any guilt over

maintaining ―business as usual‖ in our lifestyles. Additionally, the current offset market is

voluntary and largely unregulated, raising the possibility that companies will defraud customers

seeking to reduce their carbon footprint.

The following provisions have already been made in the IDP:

“ Promote appropriate climate change adaptation and resilience planning

Although the City of Cape Town recognises the need to contribute to global efforts to mitigate the

effects of climate change, it also recognises the need proactively to adapt to the unavoidable

climate changes likely to occur in the shorter term.

33

In so doing, the City has developed the Climate Adaptation Plan of Action (CAPA), a sector-based

approach that aims to integrate climate change adaptation measures with all of its relevant service

delivery and planning functions.

In order to balance the need for preparedness and proactivity with the many uncertainties around

climate change impacts, CAPA will be continuously reviewed and updated as climate science

develops and the City improves its own understanding of the specific climate impacts it needs to

manage. Flexibility in adaptation interventions is an important part of the plan.

As of 2011, all sectors have completed a scoping phase of the CAPA process, and will be moving

through the prioritisation, implementation and review phases over the next five years. CAPA is

supported by the City‘s Climate Change Think Tank, a partnership between the City and academics

and specialists in the field of climate change.

Examples of adaptation measures that are either currently ongoing or planned for the next five

years include

ongoing city-wide ecosystem services (green infrastructure) mapping and costing;

a 15% increase in new stormwater design specifications to accommodate increasing rainfall

intensity;

climate change factored into 25-year bulk water supply modelling;

a sea-level rise risk assessment and identification of CPZ; and

the Salt River marine/freshwater flooding interface modelled under various sea-level rise

scenarios. This will be rolled out to other city rivers as well. ―

The IDP goes on to include:

“ Air quality management and pollution control The City of Cape Town aims to source at least 10% of the metro‘s energy from renewable sources

by 2020, and to reduce its dependence on coal-based energy. A key strategy to improve air quality is to reduce the amount of CO2 and other harmful gases emitted by the excessive amount of private cars on Cape Town‘s roads, and to encourage greater use of mass public transport and

non-motorised modal options.‖

“ Objective 3.6: Provide effective air quality management and pollution (including noise) control programmes

Programme 3.6(a): Measuring the number of days when air pollution exceeds World Health Organisation guidelines

Air pollution is a local government function as per schedule 4B of the Constitution The City‘s Air Quality Bylaw also enabled the City to set local emission standards, declare smoke

control zones, regulate the installation and operation of fuel-burning equipment, regulate emissions caused by dust and open burning, and regulate emissions from diesel vehicles and emissions that cause a nuisance.

34

The City has adopted the Air Quality Management Plan (AQMP), which outlines the strategies to be

followed to deal with air pollution. The vision of the AQMP is to achieve and maintain clean air in the city over the next ten to 20 years. This is a statutory plan that is attached to the IDP.

City Health also deals with all aspects of noise pollution. Increased court action will be instituted against premises without business licenses in an attempt to curtail the number of noise complaints.

The City will also increase the number of legal actions in terms of the Businesses Act and a Standard Operating Procedure between City Health and Safety and Security to be investigated in

terms of action against noise‖

5.2.3 Defining Sustainability and Sustainable Development

Global warming and the resultant Climate Change, has led to a global emphasis on Sustainability

and Sustainable Development. The depletion of natural resources is considered to be central to the

cultivation of sustainable development strategies. The landmark definition of Sustainable

Development [Brundlandt Commission. 1987] is:

"Development that meets the needs of the present without compromising the ability of future generations to meet their own needs"

Two key concepts are contained within this definition:

The idea that the essential needs of the world‘s poor must be given over-riding priority; and

That the state of technology and social organisation imposes limitations on the

environment‘s ability to meet present and future needs. This is encapsulated in the idea that economic development, social development and social

protection are the mutually reinforcing pillars of sustainable development.

This has in turn led to the development of the triple bottom line approach by companies, governments and civil society.

In her article, titled, Dimensions of Sustainability, published in the Journal of Engineering for

Sustainable Development, Energy, Environment and Health, Hasna Vancock [ Vancock, H. 2007]

speaks to the fact that sustainabillity is a process – this process deals with the development of all

aspects of human life that affects sustenance. This process involves constantly trying to balance

conflicting goals, objectives and interests and involves the simultaneous pursuit of economic

prosperity, environmental quality and social equity, known as the three dimensions or the Triple

bottom line.

6. DEFINING NATURAL CAPITAL IN CONTEXT OF SUSTAINABILITY and CLIMATE

MITIGATION

Natural resources are defined as a material source of wealth, such as timber, fresh water or

mineral deposits that occur in a natural state and have economic value. [ Grabianowksi, E.

Defining Natural Resources. HowStuffWorks.com. Accessed July 2012]

Some of these resources are required for our basic survival and others are used to satisfy our

material wants. It has become clear that a great many of our natural resources are non-

renewable – fossil fuels being one of those resources and that there is a certain amount of

35

urgency attached to switching to and finding renewable sources of energy, that have minimum

impact on the environment and contribute positively to global sustainability.

At its fundamental level, every man-made product is composed of and manufactured by using

natural resources. Until recently, the waste generated by the consumption of these man-made

products have literally been piled up in landfill sites, using up valuable land as well as degrading

the environment, potentially polluting ground water and the immediate environment as the various

waste products and streams degrade at their own pace. In the South African and City of Cape

Town contexts, landfill is still the most prevalent method used to dispose of waste.

Working for a sustainable future confers upon us an imperative to live in this world in a manner

that does not degrade our current environment and that does not negatively impact future

generations. We are therefore compelled to find effective, efficient and sustainable ways in which

to deal with the growing amount of waste that we continue to generate. It is clear that the earth

cannot deal with this burgeoning waste hierarchy and that our consumption and waste threatens

the very spirit and definition of sustainability.

[Source: Arnold Smit May 2012. EDP. Business and ESG – Slide 58]

In this presentation titled: Business and ESG, Arnold Smit [Smit, A. EDP 2012. Slide 58] alludes to

the fact that the very concept of ―capital‘ needs redefining. He offers the following definition:

[Capital is]…‖ a stock of anything that has the capacity to generate a flow of benefits which are

valued by humans – natural, human, social, manufactured as well as financial.‖

Smit points us in the direction of the Five Capitals Framework. When first published in his book,

Capitalism as if the World Matters, Jonathon Porritt [Porritt, J. Revised 2012] created great

controversy with his assertion that the only way to save the world from environmental

catastrophe, would be to embrace a new kind of capitalism. Given the patent failure of the current

version of capitalism, Porritt‘s observation was not too far off the mark.

These Five Capitals that he refers to are all inter-twined. Porritt rightly asserts that the reason we

are facing a sustainability crisis is directly related to the fact that we are consuming our stocks of

natural, human and social capital faster than they are being produced or replenished. He further

36

says what we now all know to be true and that is that unless we control the rate of consumption,

we will not sustain these vital stocks in the long term.

Natural Capital includes: * Resources: renewable and non-renewable materials * Sinks – that

absorb, neutralise or recycle wastes * Processes – such as climate regulation. Natural capital is

the basis of life itself, over and above the basis of production.

Manufactured Capital comprises material goods or fixed assets which contribute to the

production process rather than being the output itself – e.g. tools, machines and buildings.

Financial Capital plays an important role in our economy, enabling the other types of Capital to

be owned and traded. But unlike the other types, it has no real value itself but is representative of

natural, human, social or manufactured capital; e.g. shares, bonds or banknotes. The use of

Carbon Trading as a new financial instrument to fund local development becomes an interesting, if

unintended, outflow of local sustainability projects and programmes. For the purposes of this

document, we will be concerning ourselves mainly with the latter three Capitals.

Porritt further speaks to twelve features of a sustainable society, showing the inter-relatedness of

the Five Capitals. The features of sustainability of Natural Capital are:

In their extraction and use, substances taken from the earth do not exceed the

environment's capacity to disperse, absorb, recycle or otherwise neutralise their harmful

effects (to humans and/or the environment)

In their manufacture and use, artificial substances do not exceed the environment's

capacity to disperse, absorb, recycle or otherwise neutralise their harmful effects (to

humans and/or the environment)

The capacity of the environment to provide ecological system integrity, biological diversity

and productivity is protected or enhanced

According to Smit, [Smit, A. EDP 2012. Slide 59] we can enhance these features by: * finding

substitutes for scarce material * Reducing our dependence on fossil fuel * Eliminating the

accumulation of man-made substances and products of nature * Eliminate waste, re-use and

recycle * Protect biodiversity and ecosystem functions * Use renewable resources from only well-

managed and restorative eco-systems.

All of these measures, together with those described in our document combine to reduce our

Carbon Footprint.

The City of Cape Town aims to source at least 10% of the metro‘s energy from renewable sources by 2020, and to reduce its dependence on coal-based energy. A key strategy to improve air quality is to reduce the amount of CO2 and other harmful gases emitted by the excessive amount of

private cars on Cape Town‘s roads, and to encourage greater use of mass public transport and non-motorised modal options.‖

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6.1.1 Balancing Social, Economic and Environmental Objectives

It is true to say that if we are to meet global as well as local objectives of resource efficiencies,

sustainable development and living for the future, we will have to find practical ways in which to

balance social, economic and environmental objectives or needs, as demonstrated in the diagram

below.

[Source: The World Bank Group. 2001]

7. SOUTH AFRICA - THE RESPONSE TO THE GLOBAL SUSTAINABILITY

IMPERATIVE

7.1 NATIONAL STRATEGIC FRAMEWORK FOR SUSTAINABLE DEVELOPMENT

IN SOUTH AFRICA

Bound by the spirit and agreements within the Climate Change Protocol, [including being a

signatory to the Kyoto Protocol], The United Nations Global Compact as well as to the achievement

of the Millennium Development Goals [MDG‘s], South Africa proceeded to construct the National

Strategic Framework for Sustainable Development SA. [NSFSD] [Department of Environmental

Affairs & Tourism. Sept 2007]. The intent of this document was to provide a framework for the

integration of sustainability and sustainable development into all areas of planning and

implementation.

7.1.1 CONTEXT AND SUMMARY OF ISSUES PERTINENT TO WASTE

MANAGEMENT and THE DEVELOPMENT OF LOCAL

GOVERNMENT/MUNICIPAL RESPONSES

The NSFSD firstly set out to deliver on the MDG imperative to integrate principles of sustainable

development into country policies and programmes. This formed the basis of the National Action

Plan.

The Rationale for the NSFSD includes the following guiding principles:

Sustainable development should enhance human well-being and quality of life for all time –

a focus should however be kept on poverty and inequality. This is reiterated by the main

objectives of the National Development Plan – Vision 2030. [ Manuel, et al. 2011]

Resource efficiency

The notion that in development and growth, both quality and quantity should be taken into

account

It will be an on-going process

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Growth is currently being achieved by consumption of natural resources and degradation of

the environment – one of the major challenges, called the 3rd challenge, will be to decouple

economic growth and poverty eradication from rising levels of natural resource use and

waste per capita, over time

The NSFSD provides a national vision, principles, trends, strategic priority areas and a set

of implementation measures which will guide the development of a national strategy and

action plan

All spheres of government should then align their policies accordingly

Within the document, the South African Vision for Sustainability is defined as follows:

―South Africa aspires to be a sustainable, economically prosperous and self-reliant nation state

that safeguards its democracy by meeting the fundamental needs of its people, by managing

its limited ecological resources responsibly for current and future generations, and by

advancing efficient and effective integrated planning and governance through national,

regional and global collaboration.‖

This vision is informed by the South African Constitution as well as the national priorities

captured within the MDG‘s.

Of particular interest are the ‗substantive‘ principles:

Efficient and sustainable use of natural resources

Socio-economic systems embedded with, and dependent upon, the greater eco-system

Basic human needs must be met to ensure resources necessary for long-term survival are

not destroyed for short-term gain

The document also describes the pathways to sustainable development; those are:

Enhancing systems for integrated planning and implementation

Sustaining our ecosystems and using resources sustainably

Investing in sustainable economic development and infrastructure

Creating sustainable human settlements

Responding appropriately to emerging human development, economic and environmental

challenges

It furthermore points out that there are definite environmental challenges that have to be dealt

with; they are:

Natural sinks are not coping with absorbing human pollution

Waste outputs must be reduced via the application of technology that reduces the so-called

‗ material requirements‘ of expanding production and consumption

Rising levels of unproductive waste pose a major environmental challenge – and is one that

we hope to deal with later within this document

The document also contains the National Environmental Management Act [No 107 of 1998][

NEMA] definition of sustainable development:

―Sustainable development means integration of social, economic and environmental factors into

planning, implementation and decision-making so as to ensure that development serves present

and future generations.‖

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It is rather shocking to note that at the time of the publishing of the NSFSD [2007], our national

ecological footprint stood at 4.02 hectares per person. The footprint is a tool that we use to

measure how much biologically productive land is required to support the living standard of one

individual. According to the World Wildlife Fund [WWF], 1.8 hectares per person is reflective of

‗fair share‘ – that would be living within the carrying capacity of the planet‘s ecosystem. South

Africa would therefore technically require two earths to ensure basic self-sustenance. This

footprint becomes much higher in more affluent areas.

According to information provided within the IDP 2012-2017 [City of Cape Town. April 2012. Full

document], Cape Town‘s CO2 footprint has been trending upwards in line with increased energy

consumption. The most recent calculation in 2007, measured in tons per capita [which is different

measure to what the WWF uses], puts Cape Town‘s CO2 footprint at approximately 6.7 tons per

capita. In 2002, global measurements indicated that the world average was 4 tons per capita, the

average for high-income countries was between 12-13 tons per capita and the United States

topped the chart with a per capita of 20 tons. It is therefore in the interest of the United States

to do all that it can to reduce its carbon footprint, including investment in cleaner technologies in

developing countries.

There are no viable recycling systems to re-use waste as input back into the local economy. The

aim is however to arrive at the place and time where the waste we are disposing of at landfill sites

gradually dwindles to less than the total amount we remove from the waste stream and recycle for

productive re-use. It also speaks to the systematic introduction of systems to capture all of the

nutrients from sewage for productive use in the agricultural and horticultural sectors. The

generation of renewable energy from this waste is also mentioned as an opportunity.

The document commits the country to the phasing out of the use of un-recyclable and non-

biodegradable substances and to phase in the use of sustainable building and construction

materials. It really all focuses on the reduction of our ecological footprint.

At present, carbon dioxide is the most significant contributor to GHG emissions in South Africa – at

80% of total emissions and 90% of these emissions are generated by the energy sector. This

points us to the possibility of looking at how to produce more biofuels and also to re-use waste

outputs as fuel sources.

Solid waste is described as comprising residential, mining as well as industrial waste. Municipal

Solid Waste [MSW] is growing faster than the economy, specifically in Cape Town, due to its

relative affluence. This highlights the urgent need to minimise waste, increase recycling, re-use

and waste reduction – in fact, these factors are central to an Integrated Waste Management

Strategy.

Specific mention is made of the so-called ‗second economy‘, which points to the exclusion of the

poor from economic opportunities. Participation of the second economy could lead to

employment creation via the Extended Public Works Programme [EPWP], partnerships around

service delivery as well as around environmental infrastructure and programmes. In this regard,

we will be led by a variety of strategies related to creating opportunities at The Bottom of the

Pyramid. In his book, The Fortune at the Bottom of the Pyramid: Eradicating Poverty through

Profits [Prahalad, CK, 2006], the author first advanced the notion that the so-called Bottom of the

Pyramid represents significant aggregated spending power, but moreover, that by employing a

profit motive when engaging with this market, by partnering with individuals and communities at

40

the Bottom of the Pyramid and collaborating in commercial ventures, the outcomes are far more

durable than when non-commercial approaches are used.

The International Finance Corporation in collaboration with The World Resource Institute [2007],

have since looked at business strategies that work at the Bottom of the Pyramid [The Next 4

Billion: Business strategies at the Bottom of the Pyramid. 2007] and provide us with global

examples of how the poor become part of the solutions via market-based approaches, become

participants in the economy and contribute to sustainability outcomes, when they are able to

partner with government as well as with private sector partners. In the local context, this will be

of particular relevance, given the survivalist nature that the majority of our citizens function within

as well as the objectives of reducing poverty and equality, as fundamental pillars of our overall

sustainability outcomes.

Government is also considering a range of taxes on solid waste: * Batteries * Packaging *

Deposit-refund systems * Disposal taxes* Differential taxes for waste related services. Inherently

this is not a bad idea, given the direction towards the notion that the polluter/user/manufacturer

must pay. The concern would however be how this taxation would be ring-fenced and used

towards reaching sustainability outcomes. We have already seen how the tax on plastic bags has

resulted in a fund that totals nearly half a billion rand, but it has not been used to further grow the

plastics recycling industry. We would recommend that if such taxation is decided upon, the

revenue streams must be clearly earmarked for a range of programmes and projects that are

measurable and specific to the attainment of our sustainability, poverty reduction and equity

objectives.

The Micro-Economic Reform Strategy is mentioned briefly as another platform that allows for

entrepreneurship within the waste management sector. It is suggested that the focus should be

on waste inputs being regarded as production inputs and ways in which to achieve this.

Lastly, the NSFSD confirms that there is a general lack of environmental data and that this makes

it difficult to plan, monitor and evaluate programmes and progress. Management information

systems will therefore play an important role in driving the future plans, adjustments and

implementation strategies of sustainability measures.

These highlights from the document further set the scene for the context and importance of

dealing with waste streams effectively and efficiently and starts providing a framework within

which to situate an array of solutions.

Most importantly, the document raises risks and opportunities concerning waste, as follows:

―The greatest risk concerning waste is the lack of capacity at local government level to implement

sustainable solid waste management strategies and methodologies. Other risks include the limited

number of landfill sites and the lack of planning to establish new ones by the time the old ones

reach capacity; the leaching of toxic residues into underground water resources that often

happens around landfill sites; and landfill sites that do not have permits or do not conform to legal

requirements. Change processes will require the co-operation of the mining sector given that

cleaner production approaches require investments; the restructuring of the recycling sector which

is dominated by a handful of large recycling businesses that restrict opportunities for the inclusion

of (B)BEE operators, community-based non-profit initiatives and informal sector waste pickers;

41

improved incentive frameworks; and a more appropriate legislature to ensure a successful

transition away from the current dispose-and-forget approach.

Opportunities include the emergence of recycling as a major economic sector and job generator;

the rapidly diminishing spare landfill capacity creates the financial incentive required for a shift into

recycling; the Cleaner Production Strategy formulated by DEAT could provide the basis for

establishing incentives and legal requirements aimed at the adoption by the business sector of

Cleaner Production Systems; if the organic waste stream could be separated out from non-organic

waste streams, it could be used to produce methane gas via biogas digesters, possibly in

combination with sewerage; the relative simplicity of the legislation required at local government

level to foster a transition to waste separation at source approach - as proven by working systems

around the world; and opportunities conferred by incentive options presented in the National

Treasury‗s recent policy paper on environmental fiscal reform.‖

As we have already started to demonstrate, the City of Cape Town is well aware of the risks as

well the opportunities and are far down the road in terms of creating the enabling environment to

profit from the opportunities as well as to deal with the risks in a manner that amplifies overall

outcomes.

The National Environmental Management: Waste Act: No 59 of 2008 [NEMWA], [Government

Gazette Vol 525. 10 March 2009] was crafted in response to the Framework and was assented by

the President on 10 March 2009. In studying the Act and its intentions, the Objects of the Act are

of particular relevance in terms of what the intent of this piece of legislation is, how it has followed

on from the National Framework for Sustainable Development SA and taking a few more steps

backwards, how South African legislation seeks to fulfil our sustainability objectives, as signatories

to the UNFCCC and Global Compact and therefore within the global context. It also further

contextualises the management of the waste hierarchy and its importance as that importance

relates to Climate Change mitigation. The Objects of the Act are:

To protect health, well-being and the environment by providing reasonable measures for:

Minimising the consumption of natural resources

Avoiding and minimising the generation of waste

Reducing, re-using, recycling and recovering waste

Treating and safely disposing of waste as a last resort

Preventing pollution and ecological degradation Securing ecologically sustainable development, while promoting justifiable economic and

social development (iii) reducing, re-using, recycling and recovering waste;

Promoting and ensuring the effective delivery of waste services Remediating land where contamination presents, or may present a significant risk of harm

to health or the environment and Achieving integrated waste management reporting and planning

To ensure that people are aware of the impact of waste on their health, well-being and the environment

To provide for compliance with the measures as set out Generally, to give effect to Section 24 of the Constitution in order to secure an environment

that is not harmful to health and well-being

The Objects of the Act end with the General duty of the State, described as follows:

42

“3. In fulfilling the rights contained in section 24 of the Constitution, the State, through the organs

of state responsible for implementing this Act, must put in place uniform 35 measures that seek to

reduce the amount of waste that is generated and, where waste is generated, to ensure that

waste is re-used, recycled and recovered in an environmentally sound manner before being safely

treated and disposed of.‖ [Government Gazette Vol. 525 Cape Town.10 March 2009.Pg 18]

7.1.2 Solid Waste Management Draft Sector Plan 2012-2013 [SWMDSP]

The Solid Waste Management Draft Sector Plan 2012-2013 [Department: Solid Waste

Management. 15 Dec 2011], incorporates the City of Cape Town Integrated Waste Management

Plan [IWM] [Department of Solid Waste Management. 2012].

This document contains operational and support strategies, as well as a schedule of programmes

and projects. The purpose of the IWM is to give effect to the strategies, to manage and minimise

waste, to ensure sustainable and affordable services. The current SWMDSP is the sixth review and

amendment to the Policy that was first adopted by the City Mayoral Committee, along with the

IWM, in May 2006.

The over-arching policy objectives are to ensure basic waste management services to all residents,

to reduce waste that is landfilled, to conserve resources and the environment, clear and clean

waste that is illegally dumped and to reduce the impacts of waste on human and environmental

health and the economy as a whole.

― The long-term vision for the City of Cape Town‘s waste management services, is to integrate

waste management services in such a way that they are to not only provide basic services, but to

augment economic activity and minimise the effect of waste on human and environmental health.

―

The long-term objectives of the SWMDSP are as follows: -

To improve access to basic services to all residents [formal, informal and backyarders] to

as close to 100% as is possible within budgetary and unplanned growth constraints.

To develop multiple, integrated initiatives that will reduce waste and the associated

impacts substantially as well as to contribute to and support economic development.

To develop alternative sources of revenue for integrated waste management through

Public/Private Partnerships within the City

To improve the income generated by the Council‘s waste services

To optimise the utilisation of the Council‘s resources and capital

To regulate waste and the associated services that will ensure sustainability and reduce

impact or harm to people and the environment

The longer term vision is to achieve large volume waste diversion from landfill by using new and

alternative waste technologies. The document further lists the following challenges and

opportunities:

43

Existing bulk waste infrastructure is operating at near capacity and is therefore depleting

the international airspace reserve requirement of 15 years

Bulk infrastructure expansion is lagging behind due to issues surrounding land availability,

financial constraints as well as long lead times

A solution is needed to service all backyarders sustainably

Upsets in the commercial waste management sector due to the unfavourable economic

climate; this puts residential service delivery contracts at risk, as well as to affect the

implementation of joint initiatives to increase the volumes of recyclables that are diverted

from landfills

Implementation of the recommendations of the Municipal Systems Act Section 78

investigation, specifically regarding the management of the minimisation of waste through

community as well as Public/Private Partnerships as alternate service mechanisms to aid

job creation, economic development and SMME development, alleviation of poverty, whilst

improving general cleanliness standards within the City

External funding is required to reduce the onerous financial implications of implementing

waste minimisation initiatives per the IWM Plan, especially where there are private sector

economic beneifts

The development of strategic partnerships, both financial and non-financial, with business,

industry and other sectors of society to commission large scale waste minimisation

initiatives

Capital requirements for refurbishment and replacement of aging Compactor Fleet

Inadequate maintenance budget resulting in poor condition of Compactor Fleet

Capital for implementation of multiple, integrated activities where clustered waste

management infrastructure exists or is being planned; such as Tygerberg Design 2012

Delays experienced in the planning and other approvals related to the planned Regional

Landfill site

Finalising an agreement with a competent service provider to mitigate landfill gas [

methane] to reduce climate change and environmental impacts

The impact that recycling initiatives would have on tariffs and the legacy challenge of full

cost recovery

The finalisation of an organisational structure to appoint key strategic staff at all levels to

reduce skills and capacity shortages, especially at supervisory level, so as to ensure

discipline and quality of service delivery

Streamlining of Council HR policies for shift work to better utilise resources where and

when needed

We cannot fault much of the thinking and planning within this policy document. It aligns with

National as well as Provincial legislative imperatives and is in line with global sustainability

outcomes and practices.

7.1.3 The City of Cape Town Integrated Waste Management By-Law [

CCTIWM]

The Cape Town Metro Region responded to NEMWA and the spirit, content and imperatives and

duties conferred upon it by the range of contributing Conventions, Agreements and developmental

goals, by crafting and publishing The City of Cape Town Integrated Waste Management By-Law

[CCTIWM], which was approved by the full Council on 30 March 2009. [Attachment A]

44

The CCTIWM was built upon the foundations of some of the following policies as well as being the

catalyst for some of those dated after 2009:

Coastal Zone Management Strategy [ 2003]

Energy and Climate Change Strategy [ Oct 2007]

Cape Town Environmental Agenda 2009-2014 [ May 2009]

Local Biodiversity Strategy and Action Plan [ LBSAP] 2009-2019 [ July 2009]

Energy and Climate Change Action Plan [ Aug 2010]

Energy and Climate Change – What is the City of Cape Town doing? [ Aug 2010]

Public Environmental Awareness, Education and Training Strategy [ Aug 2011] + adapted

version aimed at officials and councillors [ Aug 2011]

Information & Guidelines Document on the Implementation of Green Procurement in The

City of Cape Town [ Jan 2012]

All of these polices have long term, integrated sustainability planning and implementation at their

core, as well as ensuring that poverty is eliminated and inequality reduced. It‘s all about balancing

out environmental needs and protection with the needs of on-going economic growth and social

development needs of the population, without eroding or degrading our natural capital resources.

This By-Law has been the foundational instrument upon which the City of Cape Town has built its

Integrated Waste Management Strategy, implementation plans and programmes. We will briefly

deal with the content of the By-Law and its programmes, provide critique around current approach

and outcomes, before moving to providing innovate and add additional recommendations that

would seek to meet the objectives as iterated throughout this document.

7.2 CITY OF CAPE TOWN INTEGRATED WASTE MANAGEMENT BY-LAW: MARCH 2009: A BRIEF OVERVIEW [FULL TEXT ATTACHED]

7.2.1 The purpose and objectives of the By-Law [CCIWMB. 2007. Page 1]

To regulate the avoidance, minimisation, generation, collection, cleaning and disposal of

waste; and for matters related thereto

To give effect to the fact that the Constitution confers legislative competence in respect of

refuse removal, refuse dumps and solid waste disposal on the City

The City of Cape Town therefore has an obligation to regulate and control waste

management so as to ensure a safe, healthy and sustainable environment and to ensure

that the rights of individuals are protected

The City wishes to reduce the generation and environmental impact of waste to ensure

that the socio-economic development, the health of the people within the City‘s boundaries

and the quality of the environmental resources are not unduly adversely affected by waste

The City wants to ensure that all residents, organisations, institutions, businesses, visitors

or tourists and government departments are able to access services from a legitimate

waste management service provider

The City wishes to regulate waste generation, cleaning, separation, storage, collection,

processing, treatment, recycling, re-use and disposal of waste, including littering and illegal

dumping and the regulation of facilities use for the management of waste, with the

ultimate aim of avoiding or minimising the generation of waste.

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7.2.2 Definition of waste within the By-Law

Page 7 of the By-Law [CCIWMB. 2009] provides the following broad definition of waste:

"waste" means any matter, whether gaseous, liquid or solid or any combination thereof,

which is from time to time designated by the National Minister of Environmental Affairs and

Tourism by notice in the Government Gazette or by the member of the Executive Council of

the Province of the Western Cape who is responsible for waste management in the

Province of the Western Cape, as an undesirable or superfluous by-product, emission,

residue or remainder of any process or activity;‖

The by-law goes on to define the various definitions of waste that contribute towards the overall waste stream:

"building waste" means waste produced through the construction, alteration, repair or

demolition of any structure both manmade and natural, and includes rubble, earth, wood

and rock that is displaced during any construction, alteration, repair or demolition, but

excludes garden waste; [ CCIWMB. 2009. Pg 3]

"business waste" means waste that emanates from premises that are used, whether

lawfully or unlawfully mainly, for commercial, retail, wholesale, entertainment or

government administration purposes, and also applies to waste generated by informal

traders and residential premises where commercial activities are being conducted;

[CCIWMB. 2009. Pg 3]

―event waste‖ means waste that originates from the activities related to an event that is

held in the City;

"garden waste" means organic waste which emanates from gardening or landscaping

activities at residential, business or industrial properties including but not limited to, soil,

grass cuttings, leaves and branches, and includes any biodegradable material and includes

such waste emanating from residential, business or industrial properties, but excludes

waste products of animal origin; [ CCIWMB.2009. Pg 4]

Pages 4, 5 and 6 deal with Hazardous waste, Health care waste, Infectious waste,

Pathological Waste, Sharp waste, Pharmaceutical waste, Genotoxic waste, Chemical waste,

Waste with heavy metals, Pressurised container waste and Radio-active Waste. We will

not be concerning ourselves with these waste streams as they are required to be managed

and disposed of in very specific ways so as to minimise their impact on the environment

and society at large. These wastes require specialist waste management and are handled

by organisations who are specialists in the various fields.

"industrial waste" means waste that emanates from premises that are used wholly or

mainly for industrial purposes and generate waste through manufacturing, industrial or

fabricating processes including premises used for agricultural activities, mining activities or

the operation of power stations; [ CCWIMB. 2009. Pg 6]

"residential waste" means waste that emanates from premises used wholly or mainly for

residential, educational, sport or recreational purposes and may include recyclable

materials and non-recyclable material, but excludes hazardous waste; [ CCWIMB. 2009. Pg

7]

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7.2.3 CURRENT CITY OF CAPE TOWN WASTE MANAGEMENT PLAN AND

STRATEGY The current status quo provides us with a point of departure or foundational instrument which we

will overlay with the Waste Hierarchy, its definitions and imperatives as iterated within the body of

the document. We will use this as a basis to draw conclusions as to the suitability of the current

Waste Management Plan and strategy against what is accepted as normative in terms of managing

the Waste Hierarchy. We have created a summary of the Waste Management Plan and have

appended this at the end of our document.

7.2.3.1 The range of projects, programmes and initiatives: As accessed

on the City of Cape Town‟s Waste Management website [http://www.capetown.gov.za/en/SolidWaste2/Pages/default.aspx. Accessed August 2012]

APPENDIX D – see summary of programmes, projects and interventions

8. THE CITY OF CAPE TOWN - DEALING WITH THE WASTE HIERARCHY

8.1 EXECUTIVE SUMMARY AND APPROACH

It is in this section of our document that we really start getting to the nub of our chosen topic. It is

here, after situating it within the global and local contexts, establishing its importance as one the

dimensions which requires management in respect of contributing towards Global Warming and

Climate Change mitigation and having started to allude to the impacts that a robust waste

management strategy could have on the achievement of other sustainability imperatives – poverty

reduction and dealing with inequality – that the tacky really starts hitting the tar.

In this section, we start the process of evaluation and critique of what the City of Cape Town has in

place in terms of legislation, which programmes have been rolled out to give effect to this legislation

and evaluate these programmes in respect of their efficiency and effectiveness in local terms. We

interrogate the prevalent methodologies and technologies that are currently dominating the waste

management programmes within the City, we look at their efficacy and relevance and compare that

with what is in place in terms of technologies and methodologies that are already part of global best

practice.

We explore ways in which some of the robust and well thought-through programmes can be

massified to have maximum impact, as well as to make a range of recommendations around how to

improve current programmes and practices or what could be added so as to achieve our sustainability

outcomes better and faster.

On a practical and pragmatic level, we remind ourselves of the barriers and challenges that we are

currently faced with in respect of for instance the adoption of new technologies and make

recommendations as to how these barriers could be overcome. One could say that this is the section

where we ‗start getting real‘ about the waste hierarchy and its management.

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8.2 THE CITY OF CAPE TOWN : HEAD OF WASTE MANAGEMENT STRATEGY: MR

BARRY COETZE -A MASTER CLASS IN WASTE MANAGEMENT STRATEGY AND THINKING – FURTHER FOUNDATIONAL CONTEXT

As part of our investigative process, we spent an afternoon with Mr Barry Coetzee, Head of Waste

Management at City of Cape and arguably one of the most knowledgeable individuals on the topic

of waste management. He is responsible for driving the adoption of new technologies and waste

management strategies and implementation plans, so we felt that it would be instructive,

informative as well as directive to incorporate some of his views into our thinking. To a large

degree, we also used the interview and discussion with him to affirm our own thinking and to push

ourselves into new directions of thinking and doing. Much information was shared, very

generously so by Mr Coetzee and we will attempt to summarise some of the highlights of the

engagement: [paraphrasing Mr Coetzee]

We confirmed that elimination or reduction of waste is inherent in the very design of the system.

To effectively reduce waste, one has to draw from resources and partnerships with the private

sector and all industries. One of the important private sector interventions would be to educate

marketers in respect of specifying sustainable, recycled or recyclable materials for the production

of goods. The green message must get through to them as the decisions they make have huge

impact on the waste management chain

On a very sobering note, we were reminded that as long as there are humans on the earth, we will

more than likely never eliminate waste, but that it would be sensible to target the largest fractions

of waste to make the biggest impact in terms of waste reduction and minimisation. Mr Coetzee

confirmed our own instincts in respect of the fact that re-use is the better option in terms of

reducing our carbon footprint.

Recycling is a must, due to the nature of the raw materials and the manufactured end product, but

we have to bear in mind that recycling requires the use of resources and so we must balance out

the cost and impact of resource usage against the benefit of recycling.

One of the central premises inherent in the future of waste management, is the notion that ‗the

Polluter must pay‘. Within this simple statement, there are a range of potential societal impacts.

We must act in a precautionary manner to reduce waste – by looking at the current waste

hierarchy with fresh eyes. NEMWA is specific about the fact that waste must be separated at

source. This starts placing the onus on households to be accountable for this primary separation

of waste.

According to Mr Coetzee, the ‗Think Twice‘ campaign, which we will explore in a bit more detail

later in this document, currently involves the participation of some 270 000 households. We were

told that one in every two households currently participate fully in this campaign.

The most important factor in working towards the whole-of-society participation in the waste

management chain, is, as we have iterated it before within this document, the need for humans to

change their behaviour. This will be one of the largest challenges in terms of achieving future

success.

48

Our focus has to shift to education at schools – from the Early Development phase, but with some

emphasis on the foundation phase. Six to eight-year olds are particularly susceptible to the

adoption of new behaviours at this age and also influence the behaviour of their parents.

Referring again to what we have called the Bottom of the Pyramid [Prahalad, CK. 2006], we were

reminded that waste has economic value within informal settlements. Glass, cans, paper, plastics

and tetrapacks, which can be delaminated and made into roof tiles are some of the waste streams

that could be put to use to create economic opportunities.

Recycling can be described as mining above ground. This is essentially about keeping resources

as close as possible to their original form, so that the cost of energy versus the savings must be

calculated to ensure that these processes benefit the economy as a whole.

Municipalities are tasked to clean, collect and dispose of waste – CT is already diverting 8% of

waste from landfill. Partnerships with the private sector are however required to complete the

waste cycle to the benefit of society as a whole. Existing, inherited infrastructure remains a

challenge, specifically in being able to deal with the most important waste fractions.

One of the barriers that we will deal with later within our recommendations, is the preventative

and punitive nature of current legislation in respect of the adoption of new, clean technologies and

methodologies as mentioned before.

Integrated Waste Management programmes will be built upon Public Private Partnerships [PPP‘s]

and should be informed by the specific waste streams and hierarchies of specific municipalities.

Section 120 of the Municipal Finance Management Act [MFMA] does allow for government to

partner with the private sector in terms of using government land, transferring risk to the private

sector – this is of course if there is a business case and economic viability.

At present, landfill are situated at: Vissershok, Bellville South and Coastal Park. Swartklip is what is called a transfer station and Kraaifontein and Athlone are both transfer and recovery sites. There are furthermore 24 waste drop-off sites within the City of Cape Town.

The panacea is to reach the stage where recyclables are diverted and involve an integrated approach so that the outputs of recycling link back to the processing/production/manufacturing loops.

As we have alluded to briefly, landfill gas could be used to run waste-to-energy programmes.

There is a real need to move away from incineration due to its contribution to global warming. There are other technologies such as anaerobic digestion of natural waste. This happens at low temperature and low use of resources. Pyrolysis and plasma gasification are two other options, but price, complexity and infrastructure remain the challenge in adopting these technologies.

It is at least encouraging that the Department of Environmental Affairs as well as Department of Economic Development have come to the realisation that the technology chosen must be fit for purpose and the specific context of the waste streams.

It was a surprise to learn that there are already between 60 000 and 100 000 informal collections

jobs already created within the South African economy. This might be the ceiling, according to Mr Coetzee. Waste could however also be used to support the arts and help stimulate creativity.

Only 46% of waste the Metro region is generated by households. The Municipality is responsible for the collection and disposal of this waste. The balance, 54% is commercial and industrial waste and dealt with by private sector waste management companies.

49

The approximately 130 000 backyarders in the region also have major impacts. There are already 40 000 to 60 000 business waste pick-ups within the Metro Region.

Section 59 of the Consumer Protection Act starts iterating extended producer responsibilities. There are now levies enforced on the production of tyres and an imperative on producers to recycle used tyres. Companies will also increasingly be compelled to move towards cleaner production processes.

Lastly – the availability of land, being able to lease at favourable rates and access to waste streams that are large enough to be economically viable in terms of partnerships, are important considerations. Carbon revenue will also become a motivator, incentive and issue into the future.

He also confirmed that the City is continuing with its feasibility studies and evaluation of the

current waste fractions, technologies and desired outcomes. It is anticipated that by October 2014, tenders will go into the market place, specifically around waste-to-energy partnerships. This should herald the creation of new sectors, new businesses opening and to generate new markets.

We found great resonance with the information that we gleaned from this interaction and it has of

course become another aspect of our emerging prismatic view of the whole.

8.2.1 DEFINING THE WASTE HIERARCHY – in global as well as local terms

The waste hierarchy refers to the 3Rs of Reduce [Eliminate], Reuse and Recycle [and Recover],

which classify waste management strategies according to their desirability, and are meant to be a

hierarchy in order of importance. Recently, a 4th R has been added – Rethinking how we manage

the hierarchy. This is considered to be the base of environmental awareness and a way of

promoting ecological balance through conscious behaviour and choices. These choices and

changes in behaviours by consumers, including corporate citizens, could lead to savings in

materials and energy, which will in turn benefit the environment, with specific reference to the

mitigation of the effects of Global Warming and Climate Change.

Source reduction methods involve changes in manufacturing technology, raw material inputs, and

product formulation. All indications from the Accenture CEO Study report [UN Global Compact

Accenture CEO Survey study 2010] point to the fact that there is an understanding that

sustainability is no longer simply an act of ‗green washing‘, but rather, fundamental to the future

sustainability of businesses, products and brands. It is this leverage that should be used to enter

into Social Compacts with industry to agree on a gradual and measurable transition to cleaner

technology, sustainable product formulation, design and packaging as well as to take responsibility

for the reduction, recycling, re-use and up-cycling of the output of their businesses.

Businesses now have to take the whole-life impact of materials into account when making

production and manufacturing decisions. Industry now HAS to consider Cradle-to-Cradle design

and production methods. [McDonough, W; Braungart, M.2002. Cradle to Cradle: Remaking the

Way we make things]. We use the principles contained within this manifesto, which calls for the

transformation of human industry through ecologically intelligent design as one of the methods

that is fundamental in dealing with the Waste Hierarchy efficiently and effectively.

Africa is one of the top three regions in which businesses cite sustainability as the primary driver of

future business success. Within these emerging economies, of which South Africa is a vital part,

sustainability becomes something that has very personal, local and immediate impacts and

ramifications. At a local level, access to clean water, reliance on the land and natural resources

and more direct dependence upon the natural environment means that future success would be

50

measured against the extent to which environmental degradation is managed and halted in the

present as well as near future.

There is however a balance to be found, in that the mitigation of Climate Change is not only

critical to the future successes of business or the management of risks related to Global Warming,

but it also provides opportunities for growth, by capitalising on the growing global demands for

products, brands and services that address environmental concerns in a concrete manner. This is

essentially the balance between resource preservation and economic growth.

At times, the term "pollution prevention" may also refer to source reduction. There are a range of

technologies that are proven to reduce pollution, whilst delivering on general sustainability

objectives, such as producing alternate sources of energy. Another method of source reduction is

to increase incentives for recycling. Many communities in the United States are implementing

variable-rate pricing for waste disposal, [also known as Pay As You Throw – PAYR] which has been

effective in reducing the size of municipal waste streams. [ Ruzzin, M. 2006] This approach could

well work in the middle to upper-middle class areas of Cape Town.

The Rs are not the only disposal options:

Generate - capturing useful material for waste to energy programmes. This includes Methane

Collection, Gasification, Digestion, and the term Recover. We will deal with these technologies,

their benefits as well as current barriers to use and entry as part of our overall solutions design.

Incinerate - high temperature destruction of material. Differs from Gasification in that oxygen is

used; differs from burning in that high temperatures consume material efficiently and emissions

are controlled.

Devastate - to discard into the natural environment, or to "trash" the planet. Includes Litter,

Landfill, Burn Barrels, Unnecessary Vehicle Idling, and Dumping discards onto land or into water.

These are very sadly still common-practice in Cape Town. By bringing together the principles

inherent in ‗ Generate‘, capturing useful materials for waste-to-energy programmes and Devastate,

the fact that almost 90% of our waste in Cape Town still ends up in landfill sites, we could create

the enabling environment to get to very close to a state of zero waste = elimination.

THE WASTE HIERARCHY [Source: Wikipedia.org. Accessed July 2012]

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8.2.1.1 DEFINITIONS and METHODOLOGIES – THE WASTE HIERARCHY

8.2.1.1.1 Definition of Disposal

Dispose – to get rid of waste; throw away [ goinggreenscience.com/archives/179. Accessed

July 2012]

Dispose in relation to waste means the final (or more than short term) deposit of waste into or onto

land set apart for that purpose and includes incinerating the waste by deliberately burning the

waste to destroy it, but not to recover energy from it.[ www.climatechange.govt.nz/glossary.html.

Accessed July 2012]

The City of Cape Town Integrated Waste Management By-Law [March 2009] expands on the

disposal of waste by providing the following additional definitions:

"dump" means to dispose of waste in any manner other than one permitted by law and

includes, without derogating from the generality of the afore going, to deposit, discharge,

spill or release waste, whether or not the waste is in a container or receptacle, in or at any

place whatsoever whether publicly or privately owned, including but not limited to vacant

land, rivers, waterways, catchments, and sewage and stormwater systems, but excludes

littering; [CCTIWMB. March 2009. Pg 4]

"holders of waste" means any person who imports, generates, stores, accumulates,

transports, processes, treats, exports or disposes of waste and also includes recyclers and

scrap dealers;[CCTIWMB.March 2009 pg 6]

"licenced waste disposal facility" means a site, or premises which is licenced by the

Province of the Western Cape or the National Government and used for the accumulation

or disposal of waste [ CCTIWMB. March 2009.pg 7]

8.2.1.1.2 Methodologies, technologies and common practice used

in Cape Town to dispose of waste

The most common practice in the City of Cape Town is to dispose of waste by the use of landfill

sites. At present, landfill sites are at: Vissershok, Bellville South and Coastal Park. Swartklip is

what‘s called a transfer station and Kraaifontein and Athone are both transfer and recovery sites.

There are furthermore 20 waste drop-off sites within the Cape Metro Region. The City of Cape

Town currently generates around 7600 tons of waste per day [Environmental Resource

Management, 2012]. They estimate that households generate 46%, industry 27% and commerce

26% of waste in the City‘s municipal area [Solid Waste Management, 2012]. (It is not clear if the

missing 1% is attributable to farming or if it is a rounding error.)

The three big landfills in the metro, Coastal Park (off Baden Powell Dr), Vissershok and Bellville

South are filling up rapidly. Bellville South is due to close next year; Vissershok has about 6-9

years to go, while Coastal Park could last another 4-10 years. Current sites will therefore last until

2022 at the most. Given that methane is approximately 21 times as potent as CO2 emissions, the

elimination of these landfill sites and the use of the methane as renewable energy, would go a

long way towards reducing our carbon footprint.

The population of the city is growing steadily as well. The latest figures indicate the city‘s

population will have increased by 17% from 2001 to 2021 [City Statistics and Population Census,

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2012]. More people will obviously mean more waste. The continued urban inward migration will

continue placing a strain on all of our resources and pro-active planning is therefore vital.

Use of landfill sites to deal with waste is currently still the most common practice in Cape Town.

There are a large range of potential adverse impacts related to this practice. These include:

Damage to roads because of the heavy vehicles that transport waste * Pollution of the local

environment, by contamination of groundwater or aquifers by landfill leakage and sinkholes *

Residual soil contamination – during landfill usage and after closure * Production of methane

by decaying organic wastes; given that methane is a greenhouse gas that is many times more

stronger than carbon dioxide, it not only increases GHG emissions but could pose a danger to

inhabitants of the area * Rats and flies as a result of improperly operated landfills * Injuries to

wildlife * Nuisance problems: dust, odour vermin and noise pollution.

We hope to demonstrate that we need to move away from using landfill sites as we currently do

and that we in fact should be using them as new revenue streams via partnerships with private

sector operators and new, clean technologies that could have the effect of reducing landfills to

zero. There are already provisions in all of City of Cape Town‘s plans and strategies and some of

these are already in motion and close to being implemented. We speak here specifically of landfill

gas recovery and waste-to-energy technology, which could eliminate waste completely in time.

It is obvious that if the human race continues to consume unabated and does nothing to mitigate

against the vast amounts of waste being created, that we will irreversibly damage the eco-system

that has be in tact to continue sustaining us. Waste management, guided by the waste hierarchy

will increasingly play a role in mitigation against climate change as well as creating economic

opportunities by reducing, minimising, recycling and re-using the natural capital that we create

and consume.

Disposal is the least favoured option within the Waste Hierarchy.

8.2.1.1.3 Definition of Elimination

Dictionary.com [http://dictionary.reference.com/browse/eliminate. Accessed July 2012] defines

eliminate and elimination as follows:

To remove or get rid of, especially as being in some way undesirable: to eliminate

waste

Within the Waste Hierarchy, this is called Prevention and Minimisation – the top two

tiers or the most favoured options within the Waste Hierarchy structure.

8.2.1.1.4 Methodologies, technologies and best practice to

Eliminate Waste

Zero Waste is the recycling of all materials back into nature or the marketplace in a manner that

protects human health and the environment. This can be achieved by eliminating, minimising and

substituting waste, toxins and pollutions for safe and sustainable products and practices.

[ www.zerowastesteamamerica.org. Accessed July 2012]

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It is doubtful that waste generation and production will ever completely be eliminated, by virtue of

a growing world population and development, but we most definitely aspire to waste reduction

strategies that would bring us as close as possible to a state of zero waste.

Recycling, Up-cycling, down-cycling, re-use, repurposing as well as reduction strategies and

methodologies – all elements of the Waste Hierarchy working in concert - are at the heart of

successful waste elimination. The most desirable outcome of waste elimination is however to put

the waste to use, to not only contribute towards the economy in general, but to become

contributors to the reduction of the use of non-renewable resources, with specific reference to

energy production and consumption. Increasing sinks provides another pillar in terms of

elimination environmental waste gases. Within its IDP, the City of Cape Town states as follows:

“ Waste minimisation programme

The City is committed to achieving city-wide waste minimisation. Steps in this regard include developing and running waste management facilities, incorporating material recovery facilities, public drop-off sites, composting and builder‘s rubble crushing facilities and waste minimisation

promotion and awareness projects (like the Think Twice campaign, the Integrated Waste Exchange and Waste Wise). The intention is to sustain current waste minimisation pilot initiatives for future learning and benchmarking.

The City will focus on waste streams that have the largest impact on airspace – namely greens, recyclables and builder‘s rubble. A separate greens collection service will be considered to increase the 35% greens diversion currently achieved by means of drop-offs.

The City will also prioritise waste minimisation options by focusing on high-impact waste diversion activities. It will also effect institutional changes and set up a separate cost centre with waste

information, as a system to ensure that costs and revenue are ring-fenced for each PPP. Such PPPs will be investigated for the Radnor and Bellville composting sites. These sites are

already closed and could provide sufficient feedstock to partner with private sector providers in the production of waste-to-energy. Budgeting for integrated waste management facilities will be prioritised, and allowance will be made for private-sector involvement through PPPs.

These facilities will achieve the highest impact on waste minimisation and effective diversion of waste from landfill sites.

The City will also encourage and engage in cost-effective limitation of the amount of waste sent to landfill by means of waste reduction, reuse and recycling initiatives.

Cooperatives will be considered, which also hold the potential for job creation. The Think Twice programme will be implemented in Atlantis, the Deep South, Helderberg, Sea Point, Mouille Point,

Three Anchor Bay, Kraaifontein, Hout Bay and Camps Bay. Desired outcomes include:

nning socio-economic

development and job creation;

valued by communities for cultural and recreational purposes;

water management and water-sensitive urban design; and

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unities working in partnership with the City. ―

8.2.1.1.4.1 WASTE-TO-ENERGY: OVERVIEW OF TECHNOLOGIES

AND THEIR IMPACTS ON GLOBAL AND LOCAL

SUSTAINABILITY OUTCOMES – WASTE ELIMINATION

There is a plethora of proven technologies within the Waste-to-Energy sector. In developed

countries, these technologies and methodologies have been in use for, in some instance, more

than 25 years and so we are way past the ‗proof of concept‘ stage. In general, Waste-to-Energy

technologies are considered as being ‗clean‘ technology, but within the South African context,

legislation, regulations and processes have not been adapted to accommodate the speedy and

easy adoption of these Waste-To-Energy technologies. If anything, current legislative and

regulatory structures and processes are punitive and act as a disincentive to the growth of the

sector.

Given the vast range of companies, brands and organisations offering a huge variety of potential

Waste-to-Energy technologies and the fact that we are at least in part, limited in terms of how

many options we are able to explore, we took the decision to look at local providers of clean,

Waste-to-Energy technologies and are specifically focusing upon the offerings of an organisation

called Clean Globe. We use this approach, not only because we are proudly South African, but

also, because making use of locally produced technologies would, by inference, reduce our carbon

footprint, when compared to the use of resources to import such technologies.

We have furthermore interrogated various options and technologies in terms of creating Waste-to-

Energy projects and have selected those which we believe would be most appropriate and

practical to deal with the Elimination/Minimising of the waste stream in the City of Cape Town.

We have aimed to align the methodologies with the objectives and outcomes as iterated within the

range of City of Cape Town policy, strategy and implementation documents.

8.2.1.1.4.2 Broad definition of Waste-To-Energy requirements

In his discussion document, Waste Processing Facility Project Structure Financing and Contractual

agreements, Gary Reilly [Reilly, GW; Barclay Richards Carbon Consultants. 2011. Pgs 1-12] we

learn the following:

A Waste to Energy Processing Facility could typically be categorised as an Independent

Power Producer [IPP]

The number of these IPP‘s are predicted to grow dramatically over the coming years, from

micro-generators through to larger, over 10 MW producers that will stimulate more IPP

financing options and/or providers

The lender would look primarily at the revenue stream created by the stand-alone project,

seen as an income producing IPP, in terms of risk profile as well as repayment structure

Government or independent organisations could be the sponsor of such a project, which

could be housed within a Special Purpose Vehicle[SPV], as agreed by the parties involved

Such a project may need a concession to build and operate a project for a specified period,

dependent upon local legislation and regulations

Transactions based on concessions generally incorporate a Supply or Take-Off agreement –

this is far more attractive than when an independent operator has to negotiate such

agreements individually

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A Supply Contract is generally concluded between the supplier[s] and the SPV. The

supplier would, in the case of our proposal, be local government, that would supply raw

materials to the facility during the operational period

At the same time, Off-take agreements would be agreed between the SPV and End Users

of the Facility outputs, such as Power Purchase Agreements [ PPA] into the local electricity

grid or the range of outputs from a variety of waste-to-energy technologies to their

appropriate markets

These agreements, in the context of the City of Cape Town, would be based on Public-Private

Partnerships[PPP‘s], but not necessarily governed within the onerous structure of formal PPP‘s.

The legal structure may well be far simpler.

The most important contributor to the success and future sustainability of Waste-to-Energy

partnerships is of course the guaranteed supply of large volumes of waste. In the current context,

this would not present a problem, as the City of Cape Town is sitting on 3 landfill sites that are

close to capacity and that could be mined virtually immediately. The growth and development

objectives of the Province and City would serve to improve quality of life, eradicate poverty and

reduce inequality and would therefore continue to provide a steady waste streams for many years

to come.

8.2.1.1.4.3 BATCH OXYDATION SYSTEM [ BOS ™] – CLEANGLOBE

[ Source: Clean Globe. 2011. Batch Oxydation System Document]

The amount of energy that lies locked up in the mountains of municipal waste is enormous, as

shown within the graphic above. The Batch Oxydation System [ BOS™] uses the hot exhaust

gases from its secondary chamber to produce energy and which can also be converted to steam,

hot water, hot air and electricity.

The lower the moisture content and the higher the calorific value of the waste stream, the higher

the energy output of this system. What makes use of the BOS system attractive is the fact that it

accepts ALL waste streams – including clinical, oil, chemical, animal remnants/carcasses, industrial

waste, tyres, construction and demolition waste – and uses one of the cleanest thermal processes

available for the conversion of a wide range of hazardous as well as non-hazardous waste to

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energy. No incineration is used and the system has low capital input as well as operational costs as

demonstrated in the graphic below.

What is rather attractive, is the fact that the BOS system is able to handle small to medium-scale

waste disposal – up to 180 tonnes per day. It is therefore potentially ideal for smaller

municipalities as well as for larger informal settlements and communities, where the use of this

technology will not only deliver against our environmental imperatives, but also, be used to create

wealth and generate income. The income generated through Carbon Trading could potentially be

ring-fenced for use for the overall development of the area where the Carbon Emissions were

reduced. This would be over and above the potential income generated by entering into off-set

agreement related to the energy outputs as well as new jobs created.

8.2.1.1.4.4 CONTINUOUS OXIDATION REACTOR [COR™] – CLEAN

GLOBE

The COR is scalable and modular in design and is uses its technology to create electricity, heating

or cooling, generated from uniform feedstock such as wood, agricultural products or tobacco.

Inherent in this system is the use of alien trees and vegetation to generate electricity.

[Source: Clean Globe. 2011. Continuous Oxidation Reactor Document]

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The COR uses a two-stage, air-starved thermal gasification process, converting solid wastes into

hot, flammable gases, then adds air to oxidise them cleanly and efficiently. Waste is loaded using

continuous feed into the hearth of a vertical reaction chamber.

The COR is self-sustaining and requires a small amount of natural gas at the cold start state.

Apart from this benefit, for every one tonne of municipal waste sent to landfill, more than 20

tonnes of GHG‘s are created. COR eliminates the production of GHG‘s and could therefore be

linked to emissions reduction targets within specific geographic areas as well to opening the

possibility of using Carbon Trading as a financial instrument to assist economic and social

development within specific communities and/or the City of Cape Town as a whole.

Although we are aware of the fact that the City of Cape Town landfill sites have been constructed

using robust materials, it is still comforting to note that every tonne of waste gasified by COR,

eliminates harmful landfill leachate from the environment, thereby restoring the environment and

halting further contamination.

Furthermore, based on the Hierarchy of Waste Management, gasification is classified within the

realms of ‗Resource Recovery‘, which is preferred over land-filling and incineration.

8.2.1.1.4.5 VACUUM PYROLYSIS

The end product or outputs from the process, which is based on vacuum pyrolysis, is a light

industrial fuel oil, similar to diesel or paraffin.

The market for these products would be in the unregulated spectrum of the market for oil burning

plants in various industries. These fuels could be used for boilers, burners, generators and heavy

equipment. There are also opportunities to produce value-added downstream products.

Hydrocarbon types of waste components are converted to a high energy liquid fuel, by using this

proprietary vacuum pyrolysis technology. It has the capacity to profitably convert waste materials

such as plastic, rubber and used oil to light industrial fuel, to a light industrial fuel oil, equivalent to

a middle distillate cut from crude oil refining. This technology is more specifically aimed at the

plastics waste stream, which is generally considered difficult to recycle responsibly, to create

waste-to-energy outputs.

A typical Vacuum Pyrolysis plant comprises of two pyrolysis reactors with a nameplate capacity of

1200 kg of feedstock throughput per hour, per reactor. The estimated yield is around 1440 litres

of oil each. Allowances for process inefficiencies, gas formation and fuel usage for own energy

requirements result in a projected, effective product yield of 75-93%.

Vacuum pyrolysis is a thermo-chemical decomposition process that can transform a wide variety of

Carbon-based waste materials under reduced pressure and at moderate temperature, into

environmentally friendly, stable, high-energy products. This conversion of waste resources into

value added products distinguishes the process from conventional recycling and recovery methods,

which merely extract potentially valuable products, in a more or less unprocessed form, for re-use.

It must be emphasized that vacuum pyrolysis is not an incineration process (i.e. there is no

burning), but rather a thermo-chemical conversion of feed material into saleable value-added

products.

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Incineration is an oxidative process (burning) whereas pyrolysis takes place in the absence of

oxygen under chemically reducing conditions.

The sustainable supply of raw material, i.e. waste and/or plastic, to meet the projected growth

targets of a project, represents the most significant challenge. Although the general public

perception is that of an overabundance of waste plastic, due mainly to the highly visible pollution

problem, recovering the feedstock volumes required to drive the growth programme locally from

the municipal solid waste stream, presents considerable logistical challenges.

Plastic materials, which are in effect hydrocarbon polymers, are difficult to dispose of responsibly,

and pose considerable environmental pollution problems. Although there are many Materials

Recovery Programmes [MRP‘s] in operation, both nationally and locally, these programs normally

take the form of cost centres, on the basis that the cost justifies the environmental advantages.

In any event, these MRFs typically recover very low percentages of the available plastic in the

waste stream, being the portion that is potentially reusable by the recycling industry (i.e. being

clean enough and of the correct type). This sector only recycles that portion of plastic waste that

has market value.

The bulk of post-consumer waste plastic, probably more than 90%, ends up in landfill.

The recovery and recycling of plastics are especially problematic as recycled plastic only has value

as recovered mono-polymers, that could be reused to manufacture new plastic products (non-

food related), albeit generally of lower quality.

This is what is referred to as down-cycling. According to Ed Grabianowski from

HowStuffWorks.com [ http://tlc.howstuffworks.com/home/green-glossary-downcycling.htm.

Accessed July 2012], down-cycling is ―the recycling of a material into a material of lesser quality.

An obvious example is the recycling of plastics. The recycling process turns out a lower grade

plastic‖. We deal with down-cycling in more detail when we define recycling in all of its forms. It

must be noted that with down-cycling, costs, other than financial, are brought into consideration

when determining the benefits to society at large. However, for the purposes of waste-to-energy

and optimal use or elimination of waste streams, it must be noted that plastics could be put to far

better use than what is current practice.

Plastic materials, in any mix and irrespective of the level of soiling, make an excellent feedstock for

the manufacture of high quality fuel oil by means of vacuum pyrolysis technology. Clean Globe,

therefore, is specifically aiming at that portion of waste plastic that falls outside the conventional

recycling market and that ends up in landfills.

The growth financial model assumes a relatively slow four month period for the plant to achieve a

full 24/7 cycle, processing 1728 tons of plastic per month. Maximum through-put for year one is

assumed to be a modest 17 913 tonnes. Confirmed feedstock availability during this period

exceeds 2000 tons per month by a comfortable margin and it is anticipated that projected figures

for year 1 could be exceeded. The availability of plastic volumes is conservatively projected to

grow to around 11 500 tons per month in year 8 (levelling off) or 35% of the total post-consumer

plastic generated monthly at the time in Cape Town.

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Expert opinion considers 35% recovery to be exceedingly conservative (recoveries of as high as

70-80% has been indicated) and it is anticipated that the growth curve will show a steeper incline

than is reflected in the current growth scenario.

Current market conditions, relating to environmental pressure around, and the cost of, waste

management, decreasing crude oil reserves and increasing energy demand resulting in rapidly

escalating and/or volatile liquid fuel pricing regimes, provide a favourable climate for alternative

energy investments.

Value add is considerable, raw material supply could be contractually secured and off-take is

bankable The risk with the most significant impact on the success of the venture revolves around

raw materials supply and availability, followed by the reliability of the technology and security of

the end product market.

Because raw material supply presents the most significant risk factor, it should be mitigated by

(contractually) securing supply, in co-operation with suitable strategic partners, of the required

materials from an array of existing, major collectors/recyclers, industrial plastic waste generators

and Materials Recovery Facilities (MRFs) in and around the major municipalities targeted.

Municipalities could no doubt become one of the largest partners in such a venture, as could

communities, on a smaller scale. This again provides opportunities for growth, development, job

creation as well as securing finance for development from Carbon Trading.

The market risk would ideally be mitigated by means of bankable Off-Take Agreements at a

mutually agreeable price. Feedstock requirements will be met from highly soiled municipal solid waste (MSW) and in

particular, the plastic component of the waste stream currently unsuitable to recyclers and that are

being diverted to landfill. Clean Globe Energy can accept the MSW and associated plastic co-

mingled and soiled, making it a preferred off-take partner for Materials Recovery Facilities (MRFs).

It furthermore finds resonance within National, Provincial as well as local government policies

related to the switch to alternative energy sources. The IDP includes the following imperatives:

“ Landfill gas-to-electricity project

Landfills generate a flammable gas known as landfill gas. This biogas contains a high percentage

of methane, and is produced by biological activity within the landfill. Landfill gas is a greenhouse

gas, and the methane component has the potential to increase global warming by more than 21

times that of CO2. The management of this gas is essential to ensure the protection of both

humans and the environment.

Landfill operating permits allow for the biogas to be vented in a controlled manner, and for the

process to be monitored to ensure that there are no dangers. Now, the additional implementation

of gas mitigation measures that include the destruction of the methane gas and the harnessing of

the energy component as electricity is proposed for the City‘s three operating landfills.

This process would be regarded as complying with the ‗additionality‘ criteria in terms of Clean

Development Mechanism (CDM) projects registered in terms of the Kyoto Protocol. This could

create additional income for the City, while generating renewable energy.

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Waste-to-energy project

Waste-to-landfill contains a number of components with energy-generating potential. The City is

investigating the feasibility of harnessing this energy through the implementation of waste-to-

energy projects.

Direction in this regard has been provided in the Municipal Systems Act (MSA) section 78(3)

investigation, which recommended the consideration of future organic-waste treatment facilities

that use the organic fraction of municipal solid waste as well as sewage sludge to produce biogas,

which can be used as a fuel to generate electricity.

In addition, the non-organic high-calorific value components going to landfill can possibly be

separated and potentially used as a fuel in power-generating facilities.

The project funded by KfW (the German Development Bank) is looking in more detail at the type

of disposal/treatment technology that can be implemented in Cape Town. This project would

reduce the amount of waste being disposed of in landfills.

Atlantis green-technology industrial park

The Department of Energy will soon appoint preferred bidders to supply renewable energy. Thus,

the downstream capabilities and industry services will need to be in place. A green-technology

cluster park can benefit from synergies through co-location, and can serve the industry more

effectively. Atlantis provides an ideal location with good access to roads, well-priced industrial land

and access to port facilities. The deliverables of this initiative will be the following:

-energy hub.

criteria.

lishing institutional structures to manage the process.

This will be an internal partnership between the City‘s Property Management, Planning and

Building Development, Water and Sanitation, Transport, Roads and Stormwater, Environmental

Resource Management, Electricity, and Fire and Rescue departments.‖

8.2.1.1.5 Definition of Re-use

The Free Dictionary [Farlex. www.thefreedictionary.com/reuse. Accessed July 2012 defines re-use

in the following ways:

To use again, especially after salvaging, treatment, repair or processing

To put into service again

To present or use over, with no or few changes

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Reclaim and Recover – re-use materials from waste products

Wikipedia [ www.wikipedia.org/wiki/Reuse. Accessed July 2012] expands a bit further on the how

we define re-use by stating that re-use is to use an item again after it has already been used. This

could include conventional re-use, which implies that the item is used for exactly the same

function as it was used for prior to it becoming redundant to its original user.

New-life re-use is described as using an item for a different function that what it was used for in

its previous form. This is in stark contrast to the practice of recycling, which breaks down used

material into other raw materials which are then used to make new items.

In its simplest form, exchanging useful products, without requiring any processing, for small

financial gain and/or via donation to a Social Enterprise, re-use saves money, energy and

resources. Re-use, in economic terms, has the innate ability to offer quality products that still

have a useful life cycle, to people and organisations with limited means. This is of course done by

creating businesses centred around the re-use of a large variety of items, which in turn creates

jobs and an economic multiplier effect. This assists in addressing the MDG‘s of poverty

eradication and reduction of inequality as well. Financial motivation is the main driver of re-use.

In a developing city, such as Cape Town, the economic impact could be the main driver that leads

to high levels of re-use. The concern remains that growth and development by their nature create

higher salaries and increased consumer demand for convenience or disposable products follows on

from there. It is comforting that the global environmental awareness is making re-use more

attractive.

This sector could benefit from the focus that the City of Cape Town will be placing on the support

of new and existing SMME‘s, the support of entrepreneurs as well as micro-businesses within

communities. Community co-operatives are also mentioned as an avenue that the City wants to

explore. The IDP provides as follows:

“ Programme 1.1(d): Small-business centre programme (Activa)

The Cape Town Activa (CTA) strategy was initiated by the City to stimulate entrepreneurship and

business activity in the local economy. CTA will create a multi-stakeholder network that will make

it easy for entrepreneurs and individuals looking for employment support to navigate and make

use of service organisations and practitioners‘ services and resources.

The multi-stakeholder network will draw services from the public sector (local, provincial and

national), the private sector (business development, associations, financiers, and so forth) and

academia (the Cape Higher Education Consortium or CHEC, universities, colleges, and the like).

CTA‘s strategic goals are to:

sources,

capital, skills and opportunities;

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support, small-business skills development, career support and placement programmes); and

titive business environment by providing better support to

incubate and grow local business and attract others.‖

8.2.1.1.6 Best Practice models, concepts, opportunities and

benefits: Re-use of „waste‟

8.2.1.1.6.1 Reducing CO2 emissions and carbon footprint

Harold Krikke used his research, entitled: Impact of closed-loop configurations on carbon

footprints: A case study in copiers [ Krikke.H. Oct 2011. Resources, Conservation and Recycling Vol

55, No 12] to provide scientific proof that re-use of a product can reduce CO2 emissions as well as

carbon footprint by more than 50%, relative to the complete product life cycle.

8.2.1.1.6.2 Re-use Centres and Virtual Exchanges

Perfectly usable, unwanted materials and equipment are redistributed via the facilitation of the

transaction, in whichever form it may take, from one entity to another. Donors, sellers, recipients

or buyers benefit as much as business, non-profits, schools, community groups and individuals.

Some of these centres are brick and mortar and others offer matching services via virtual

exchanges. We have seen the emergence of virtual exchanges in South Africa and there are a

great many second-hand shops in the City of Cape Town, but we suspect that we have not started

extracting maximum value from this specific new economic sector.

There are also existing grassroots bartering and non-profit movements who give and get things at

no charge. It would be worthwhile to create a formal structure and framework within the City of

Cape Town, to facilitate such practices. It‘s all driven by the objective of keeping perfectly usable

items out of landfills. The City already runs and manages the Integrated Waste Exchange

[IWEX], which could, in our opinion, be expanded upon, marketed more broadly and could

become a complete waste trading platform.

What is IWEX?

IWEX (Integrated Waste Exchange) is a free online system that

enables waste generators and users to exchange waste materials. Operating on the principle that ‗one person‘s garbage is another person‘s gold,' IWEX facilitates the re-use of waste, thereby

conserving energy, minimising resource use and reducing the pressure on Cape Town's landfill space. The service is freely available to anyone who generates or uses waste, including companies, individuals, institutions, schools, NGOs

and community groups.

Why use IWEX?

IWEX can turn fixed costs for waste storage, transport and disposal into savings

IWEX can give your company a competitive edge in the sustainable usage of resources

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IWEX can help you locate alternative material suppliers that offer the perfect input material for

your business, at a competitive price, thereby lowering your raw material or input costs

IWEX can unlock a market for your company's unwanted materials

IWEX can improve your company‘s environmental and social responsibility image

How it works:

1. Register - new users

Register on the IWEX system to list any waste materials you'd like to exchange, contact others

whose waste you'd like to obtain and receive an automatic notification when someone wants your

waste material. Click here to register.

2. Logon - existing users

To 'advertise' your unwanted waste, you need to logon to the IWEX system. You can then create a

list of the waste materials you'd like to offer and/or specify the materials you're looking for. This

information is then posted onto the IWEX catalogue where it can be browsed by interested people.

3. Browse

The IWEX catalogue displays available and wanted waste. Should you wish to initiate an exchange,

click on the material you're interested in to access the contact details of the waste supplier or user.

Please note that you will need to be registered and logged on to do so.

There is the possibility of a new sector springing to life, centred upon the re-use of mobile phones,

cameras, photocopiers, computers and a range of other perfectly usable consumer goods.

Construction, using salvaged bricks and building materials, offers yet another economic

opportunity, whilst saving the environment. The various City and Provincial strategies and plans

are already making provisions for resources to be allocated to achieve these outcomes.

“ Objective 1.1: Create an enabling environment to attract investment that generates

economic growth and job creation This objective will be achieved through the implementation of the following leading programmes:

Programme 1.1(a): Western Cape Economic Development Partnership (EDP) programme The City is a key partner in the EDP. The purpose of the EDP is to ―lead, coordinate and drive the economic growth, development and inclusion agenda for Cape Town and the Western Cape‖.20

The City of Cape Town and the EDP have agreed to work together in the following areas:

Producing economic and market intelligence

strategies‖

IWEX should ideally be incorporated into the EDP structure to ensure maximum reach and impact.

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8.2.1.1.6.3 Remanufacturing

―Repair and overhaul‖ business and industries, where valuable parts, such as engine blocks, office

furniture, toner cartridges, single-use cameras, aircraft hulls and cathode ray tubes [ CRT‘s] are

refurbished within factories, aim to remanufacture the product to meet specifications as close as

possible to that of the original product. Some of the biggest global brands, such as Rolls Royce

[aircraft remanufacturing factory] and Caterpillar [tractor refurbishing plant in China], repair and

overhaul their products for re-use and re-sale. These remanufactured products are generally sold

under different labels.

The risk of ―counterfeit‖, ―grey market‖ or ―black market‖ products being sold under the label or

brand of the original equipment manufacturer [OEM] does of course exist and must be guarded

against.

Within the local context, Atlantis offers the infrastructure as well as labour force for the

remanufacturing of a range of products and goods. This is perhaps a strategy that could be

investigated and included within the Atlantis Revitilisation Programme that is currently in progress.

The area has seen job losses due to the decline of the Clothing and Textiles Industries in

particular, but also in manufacturing in general, as a result of the global financial crisis.

Remanufacturing could well re-create jobs as well as economic multipliers within the immediate

community as well as within the province.

8.2.1.1.6.4 Deposit programmes

To some extent, Cape Town does already have deposit programmes, where there is a monetary

incentive to return packaging for re-use. What is vital for these programmes to succeed is to

make the process of returning the packaging accessible and convenient. We have some way to

travel in this regard.

There has been a move towards using refillable bottles, but we would do well to learn from

countries where these programmes work exceptionally well. In Denmark, 98% of bottles are

refillable and 98% are returned by consumers. This is because there are deposit laws and

regulations that govern the process. This is again a consideration in the City of Cape Town

context.

In South Africa, we have been compelled to pay for plastic bags at retail outlets, with the intent of

reducing plastic waste. A levy is attached to the sale of every plastic bag, but the resultant R 500

million Fund has not been ring-fenced and so has not expanded or benefitted the plastics recycling

industry at all.

We should perhaps take a leaf out of Sainsbury‘s book by operating a plastic carrier bag refund

scheme. They founded this scheme in 1991 and called it ―the penny back scheme‖. It is reported

that this scheme saves 970 tonnes of plastic per annum. They have now extended the scheme so

that funds accumulate on a voucher, which can be donated to schools registered on the scheme.

It is estimated that this will raise the savings in plastic to 2500 tonnes per annum.

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In South Africa we already have programmes such as, The MySchoo/MyPlanet card programme,

which incentivises citizens to purchase goods from partner retailer stores. A percentage of sales

are donated back to partner schools. It would be worthwhile to investigate the feasibility and

viability of attaching refund schemes across a variety of recyclable and re-useable products to this

programme and to ensure that it is scaled to include all schools and more retail partners. Not

only would such a programme contribute substantially to reducing our carbon footprint, but it

would naturally create funding streams for schools to acquire much needed equipment or to

improve facilities.

8.2.1.1.6.5 Closed-loop programmes

We are already using closed-loop programmes in respect of the transport of specifically Fast

Moving Consumer Goods [FMCG] by making use of re-usable plastic crates and pallets. Other than

the fact that this process minimises the manufacture of disposable crates and pallets, which would

end up in landfill, the additional transport costs involved are low, relative to the fact that the

carrier would have to return to its home base as matter of course. It would be worthwhile to

explore the extent to which this programme is being used in the City of Cape Town, so as to look

into the possibility of expansion, if so indicated. This could again be achieved by entering into

Social Compacts with the manufacturing and transport sectors as well by creating obligations from

a legislative perspective.

The use of re-usable, recycled shopping bags has not gained much traction, especially in more

affluent areas. A more concerted effort must be made to inform these consumers of the

consequences of their inaction, by making these consequences very personal. This is where

market segmentation, understanding the motivators within this market segment and crafting

communication strategies that would connect and resonate with them, has the potential of having

huge and positive impact on reducing the use of plastic bags at retail outlets. There is room to

focus a concerted campaign to ensure that this market segment assists in reducing waste to

landfill.

This is also where the City of Cape Town should enter into Cradle-to-Cradle Social compacts with

commerce and industry. The various plans mention partnership and collaboration with industry

and commerce in this regard.

8.2.1.1.6.6 Refilling programmes

There are a select few retailers, such as Fruit & Veg City, who offer consumers the option of

bringing their own containers to be filled with milk or fruit juice. The benefit to the consumer

is that they are able to purchase the product at a lower price and the benefit to the

environment is inherent in the continued re-use of the container. This practice is however not

widespread and could be encouraged or compelled via regulatory imperatives.

Some suppliers of bulk cleaning products offer such a refilling service – but again, this is not

happening at scale.

We have seen the emergence of market-led product innovation that encourages the re-use of

packaging by purchasing refill packs of certain commodities, such as for instance dishwashing

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liquid. Although this does not entirely do away with packaging, the refill packaging is

manufactured by using fewer resources, is passed on to the consumer at a lower cost, which

acts as incentive to retain the original packaging and continue refilling. It would be interesting

to explore the idea of the provision of larger scale refilling vats or containers with taps in-store,

so that consumers could bring their empty container along and refill it in-store. This would

create considerable savings in resources in the longer term.

8.2.1.1.6.7 Re-giving or Re-gifting

These practices can take place informally between friends, family, neighbours or through

environmental organisations and or anti-poverty charitable organisations, who distribute

unwanted, but perfectly usable and wearable items to those that cannot afford them. In the

context of friends, family and neighbours, these practices are generally governed by informal

arrangements and agreements related to seasonal clear-outs of clothing, furniture, décor and

other items.

These practices do not only reduce landfill usage, but they can help raise much-needed funds for a

variety of community benefit organisations who are responsible for empowerment and poverty

reduction programmes within the communities in Cape Town. The IWEX platform could be

expanded to include Re-giving and Re-gifting and could include a listing of all NGO‖s and

Charitable Organisations within the City‘s boundaries, where these organisations could place their

wish lists and requirements. Citizens could then match their ‗ waste‘ with the requirements of

these organisations and make a positive impact by donating these items, rather than having them

end up at landfill.

8.2.1.1.6.8 Printer cartridges and toners re-use

We are all aware of the fact that printer ink cartridges are in fact re-usable. We are most

definitely aware of the prohibitive expense of purchasing new cartridges. Within the South

African context, the practice of refilling ink cartridges has unfortunately been tainted by

operators who provided sub-standard ink refilling in the past. This has cast a pall over the

sector, with consumers being reluctant to make use of these refilling options.

It would be useful to engage with the producers of the prominent ink cartridge and toner

brands, to investigate the viability of creating co-branded stores and/or spaces within stores

that sell their products, to offer credible, branded, refilling services. This would provide the

consumer with more comfort, would benefit the brands, whilst having positive impact on the

environment.

8.2.1.1.6.9 Repurposing

Repurposing allows for the creative re-use of goods, usually for a purpose not at all intended

by the original manufacturer or producer. Repurposing often uses items that are considered

to be junk, redundant or garbage by its original owners.

The only limit on the extent and scalability of repurposing as another growth sector, is human

creativity and the ability to see entrepreneurial opportunities. This is most definitely an

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emerging sector within informal settlements in the City of Cape Town, as well as within more

formal creative, décor, construction and furniture manufacturing sectors.

It would be worthwhile to create a formal platform for Repurposing via existing institutions,

such as GreenCape, Creative Cape Town, Cape Town Partnership and other related Special

Purpose Vehicles. The idea would be to create a space where ideas and innovations can be

shared, where new innovations could be incubated and where the conversation about

repurposing, in the context of the environmental as well as financial opportunities and benefits

could be continued. This would include the concerted raising of awareness, as well as

providing resources to assist entrepreneurs to conceptualise innovative ideas and to help them

take their concept from ideation to reality.

Examples of repurposing include: * Milk and other plastic bottles made into light fittings *

Using the wooden coils around which wire is sold and converting these coils to coffee tables or

chairs * Stacking and gluing old magazines together and using fabric from old clothing to

create a seat – use as informal cube chairs * Using glass bottles, hay bales and used tyres to

as insulation and building materials.

Fly-ash, which is the exhaust from coal-burning power plants, is used as an additive to

strengthen cement or concrete. South Africa currently produces more than 25 million tons of

fly-ash per annum, of which only about 10% is re-used. There is huge opportunity inherent in

the use of all of the fly-ash that we produce, in respect of producing Fly-Ash Bricks [FAB‘s].

Even though Cape Town receives its energy via Eskom and from power plants that are more

than two thousand kilometres away, the carbon emissions related to the production of the

electricity that the City consumes accrues to the City‘s overall carbon footprint.

A company, called my-FAB‘s Sustainable Masonry Products [Pty] Ltd, is able to produce top

quality face-brick [FBX grade], with virtually no carbon footprint as well as being manufactured

with vastly less embedded energy than normal bricks. [my-FAB‘s Greenbricks Project.2012.

Brochure]. According to the brochure, the bricks have the following qualities and benefits:

The first and only truly ‗green‘ brick in South Africa * Uses 85% less energy to produce

than traditional clay bricks * It re-uses a waste product to produce the highest quality brick

* It comes in a variety of colours and perfect shapes * It adds LEED credits to construction

projects * It is as safe and strong as traditional clay bricks, without emitting CO2 or

depleting the environment.

Whilst large amounts of fossil fuels are used to cure clay bricks in kilns, at temperatures of over

2000˚C, which contributes quite significantly to air pollution and ozone-damaging emissions, the

my-FAB‘s manufacturing process is a zero-emissions activity due to the complete absence of kiln-

curing. Hybrid technology is used to manufacture these bricks: *The materials are geochemically

similar to clay, but do not require energy-intensive firing * The bricks hydrate similarly to cement,

but do not require CO2 intensive calcification.

Access to the fly-ash waste stream is of course required for such a project to be successful and

sustainable. The City of Cape Town may want to consider assisting the owners of the patent to

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access finance via the Clean Development Mechanism [CDM], as iterated within the Kyoto Protocol

of 1995. The City may want to enter into a partnership with the manufacturer, so that the

reduction in carbon emissions created by the manufacture of the bricks at the sites where Cape

Town‘s electricity is generated can assist in reducing the City‘s overall carbon footprint.

Such a project would also contribute towards innovative solutions to Human Settlements, which is

another area that is covered off within the IDP.

“ Programme 3.2(a): Innovative housing programme

The City continues to utilise the range of available national housing programmes to create innovative, integrated and sustainable human settlement development for its poorest communities, most of whom are dependent on the state for their housing needs.

These programmes allow the City to develop different forms of housing opportunities, ranging from in situ upgrades of informal settlements, to rental housing in the form of community

residential units (CRUs), institutional and social housing, as well as homeownership opportunities such as Breaking New Ground (BNG) and gap housing for qualifying beneficiaries.‖

8.2.1.1.6.10 Waste Exchanges

Waste exchanges [virtual] facilitate the use of a waste product from one process as a raw material

for another process. This gives new life re-use via the finished items and thus avoids the

environmental costs of disposing of waste as well as the costs of obtaining new raw materials.

There are immense opportunities to create formal waste brokerage platforms, where lists of

wastes that are currently available and their quantities are listed on a live basis. Of course, one

would have to keep an eye on supply and demand curves, as this may well lead to certain waste

products that are in high demand are no longer seen as ‗waste‘, but rather as a saleable

commodity, which could then price itself out of the market. We again recommend that IWEX

should be professionalised and expanded to become THE waste platform for the City.

8.2.1.1.6.11 Up-cycling

The term up-cycling was first used in the book, Cradle to Cradle: Remaking the Way We Make

Things [McDonough, W; Braungart, M. 2002]. The manifesto detailed how to achieve their Cradle

to Cradle design model, as a switch from the cradle-to-grave pattern that was commonly in use.

The authors asserted that reduction, re-use and recycling methods perpetuates the cradle-to-grave

strategy in the long term. It is in this book that the authors described down-cycling as one of the

unintended consequences of recycling and mooted the concept of up-cycling - described by some

as re-using a material without degrading the quality and composition of the material for its next

use.

In the opinion of the writers, up-cycling technically straddles both re-use and recycling within the

Waste Hierarchy, but we feel more comfortable to contemplate its value and methodologies within

the section of the document that will deal with recycling.

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8.2.1.1.6.12 Impact measurement of Re-use

There are a great many ways in which the positive environmental, economic and social impacts of

re-use can be measured. These measurement metrics include the following: * # tons diverted

from landfill * $ avoided in disposal costs * $ value of materials donated * $ revenue earned * #

of jobs created or retained * # of families, individuals and/or organisations assisted * # of

hobbyist resources contributed * $ saved on embracing creative projects and revenue generated

through these projects.

We are again reminded of the value of Management Information strategies that are able to track

and calculate these measurements, as we transition into the Low Carbon Economy. The City is in

the process of creating an integrated Management Information system, which will be used as a

foundational platform to provide information which would lead to economic development and

growth. Impact measurement could be included on the platform that is being developed. The

City has made provision for a Management Information within its IDP:

“ Programme 5.2(d): Information and knowledge framework – City Development

Information Resource Centre (CDIRC) One of the aims of the City‘s information and knowledge framework is to integrate development-

related data, information and knowledge to allow for efficient access to consistent sets of information that can inform service delivery, planning and decision making. In alignment with this, the CDIRC – an intranet site that is currently being developed – will focus

on providing one-stop access to, and reporting on, development information. The emphasis from 2012/13 will be on all aspects of content and data management for the site as

well as technological enhancements. In the longer term, this information may also be made available via the City‘s website.

The focus of both these initiatives is on increasing the range and number of knowledge assets in various categories and themes, including City policies and strategies, Cape Town statistics, indicators and trends, and City research.

There will also be links to the City‘s spatial databases and maps in line with the City‘s spatial information strategy. The critical research gaps of migration and population projection updates will be addressed and made available on the CDIRC (resources permitting).‖

8.2.1.1.7 Definition of Recycling

Recycling involves the processing of used materials, also known as waste, into new products. We

recycle to reduce the burden on our natural resources, to reduce energy usage, to prevent the

waste of useful materials, to reduce air pollution [from incineration] and water and environmental

pollution caused by the use of landfilling. Recycling remains one of the key pillars of the Waste

Hierarchy. [ www.wikipedia.org/wiki/Recycling. Accessed July 2012]

Glass, paper, plastics, textiles, metal and electronics are all recyclable. If applied in its purest

sense, recycling would produce a new supply of the same material – so, used office paper would

be recycled into new office paper. Recycling in its purest sense is however too expensive or too

complex, when compared to producing the same product from raw materials or other sources. [

Porrit, J. 8 Nov 2006. http://www.letsrecycle.com/news/latest-news/legislation/pm-39s-advisor-

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hails-recycling-as-climate-change-action] This means that in the case of office paper, it would

technically be re-used to produce cardboard, which is an entirely different product when compared

to the original form of the waste used.

8.2.1.1.8 The relative value of recycling – an on-going debate

Recycling is a controversial topic amongst environmentalists, the scientific as well as business

communities. On the one hand, detractors question the net environmental and economic benefits

of recycling, when compared to the actual total costs inherent in the process. When the costs and

energy related to the collection and transportation of waste are factored into the equation, these

outweigh the costs and energy that is supposedly saved in the recycling process. [Grosse, F.

2010.]

Detractors furthermore point out that whilst recycling may well create jobs and sustain livelihoods,

it could have the effect of causing job losses in industries that produce the virgin materials for

production.

Protractors do of course look at the overall benefits of recycling from a whole-of-society

perspective. Financial arguments alone will not convince these protractors that recycling is a

waste of time and money. From a municipal perspective, recycling provides financial benefits,

mainly due to reduction in landfill costs.

In an article titled: PM&#39s advisor hails recycling as climate change action [Porrit, J. 8 Nov

2006], Jonathan Porrit, ―Green Guru‖ to the UK Prime Minister stated that the UK should be

defensive about the contribution of recycling to combating Climate Change. He went on to

champion the overall cause of recycling.

Financial efficiency is of course different and separate from economic efficiency. Economists

include a range of externalities, which are effectively known as un-priced costs and benefits that

accrue to individuals outside of private transactions. Examples of these externalities are: *

reduction of hazardous waste leaching from landfills * reduced energy consumption * reduced

waste and resource consumption * decreased air pollution and greenhouse gases from

incineration.

At current rates of consumption, certain minerals will be depleted within the next 50 to 100 years.

Taxes or subsidies to internalise these externalities, keep reminding business and industry about

the real cost to society. Advocating for legislation that forces the increased use of recycled

materials, is one of the ways in which non-fiscal benefits become economically relevant.

Recycling is also more efficient in densely populated areas, because of economies of scale.

The City indicates that it will be focusing on partnerships around the expansion of recycling and

that it will concentrate on the largest fractions of waste.

8.2.1.1.9 Supply of recyclable waste

As with waste-to-energy project, effective recycling programmes require a large and continuous

supply of recyclable waste materials.

The City of Cape Town, via its Integrated Waste Management By-law has regulated the collection

of waste and recyclable materials. The by-law makes provision for additional recycling drop-off

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points in the form of specific sites as well as for private recycling companies who provide their own

recycling bins within specific suburbs and areas.

At present, only 8-12% of municipal waste is being diverted from landfill in the City of Cape Town.

This means that more than 80% of waste is still ending up in landfill, but as we pointed out when

we discussed waste-to-energy technologies and their applications, this veritable mountain of waste

at landfill, does have the potential to generate revenue through the production of alternative

energies.

Within the City of Cape Town Environmental Agenda 2009-2014,[Integrated Metropolitan

Environmental Policy. 2009] the City made a range of environmental commitments for the 5 year

period. There are 17 areas of commitment, ranging from Biodiversity, to Carbon footprint

reduction, to Climate Change adaptation, Housing, Coastal Protection and Environmental Education

and Communication.

Waste Minimisation is one of the key commitment areas. At the time of putting the Agenda in

place, the baseline of waste to landfill was not established. The target for 2014 has been set at

20% reduction of waste to landfill. The world has however [nearly literally] shifted since 2009 and

the environmental and sustainability agendas are now uppermost in the minds of the international

community.

Given the urgency inherent in reducing the impacts of Global Warming and mitigating Climate

Change, the need to produce alternative, clean sources of energy and large impact that the

efficient and effective management of the Waste Hierarchy could have towards the achievement of

these communal objectives, it is doubtful that his meagre target is realistic or what is now aspired

to.

The City and Western Cape Government have established an inter-governmental Waste-to-Energy

workgroup, which has been hard at work to establish a framework and plan so as to enable the

City and Province to move forward with Waste to Energy projects, so as to reduce waste at landfill

sites as well as to reduce the City‘s Carbon footprint. All indications are that the first tenders for

Waste-to-Energy contracts and partnerships will go out in 2013. This workgroup has also been

tasked to identify the current legislative and other barriers and to recommend remedies to these

barriers.

The City already has Container depots in place as well as a range of private recycling companies

who purchase cans, bottles and metal from consumers. In countries where these kinds of

programmes work well and ensure recycling rates of up to 80%, the process is mandated by

legislation and the purchase price of the materials is subsidised by a minimal surcharge added to

the cost of the product. Accessing the various drop-off points is often difficult and onerous and

requires effort and inconvenience on the part of the consumer. This is one of the key areas that

would need to be addressed in respect of increasing the rate of recycling and the supply of a

continuous waste stream for recycling.

The third method to increase the supply of recyclates is to ban the disposal of certain materials as

and within general waste disposal methods. The City has attempted to regulate the disposal of

certain categories of waste, including oil, old batteries, tyres, garden waste and builder‘s rubble.

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It is however difficult to enforce the regulations as this would require physical tearing open of

refuse bags from home to home to verify the contents. One of the ways in which to make the

disposal of such specific wastes easier, would be to increase the number of available drop-off

points significantly and to create a strong educational and call-to-action campaign in partnership

with manufacturers, brands and retail outlets.

8.2.1.1.10 Government led and mandated demand

In South Africa, recycled and recyclable products are already obliged by legislation to include

this information on their labelling. There is however no enforceable legislation in respect of

the setting of minimum recyclable content mandates.

Although legislation on Cleaner Production [CP] exists in South Africa, there are significant gaps in

policy as well as legislation. In his Research Report titled: Legislation of Cleaner Production in

South Africa, Victor Chewe [Chewe, W. Aug 2007. Wits School of Civil & Environmental

Engineering] interrogates the Cleaner Production Legislation and Policies and comes to the

following conclusions:

There are no appropriate incentives, whilst the existence of disincentives such as the low cost of

water, the quality of effluent treatment and waste management overshadow the spirit of the

legislation. It is also nigh impossible to enforce the legislation or implementation of policy.

Given the results of the UN Global Compact/Accenture CEO research study outcomes, which

indicate that companies are entering a new era of sustainability, meaning that it is embedded into

the core strategy of business, this creates the ideal foundation upon which to forge concrete

partnerships with industry so as to reach agreement on real Cleaner Production targets and

measurement metrics.

The City of Cape Town has made a move in a positive direction, by publishing its Information

and Guideline Document on the Implementation of Green Procurement in the City of Cape

Town [ Jan 2012]. This document provides information and describes what the City considers

to be the ―desirable state of practice‖ for the implementation of green public procurement and

environmental legal compliance in the City of Cape Town. In essence, the document confirms

that Supply Chain Management [ SCM] is supportive of resource efficiency, environmental

sustainability and green procurement. The intent of the guideline document is to maximise

the benefits of Green Public Procurement [ GPP] and minimising its disadvantages to the

natural environment and associated resources. The ultimate intent is to use procurement

processes to promote environmental sustainability.

The City seeks to support global and local sustainability outcomes by promoting the use the

Clean Production Methods as well as more conscious and conscientious consumption methods.

The City of Cape Town is leading the charge in creating a viable market for products produced

using green and clean technologies and production processes. These new guidelines are

emphasised in City Policy: * It is stated as Objective 3.3 of the Energy and Climate Action

Plan [ May 2010] * Integral component of achieving Strategic Focus Area 3 [ Energy Efficiency

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for a Sustainable Future] of the City‘s Integrated Development Plan, is the implementation of

green procurement, promotion of energy and resource efficiency by means of the City‘s

procurement systems * To achieve all of the targets set in the City‘s Energy and Climate

Change Strategy, green procurement is an enabling mechanism.

There is furthermore a growing groundswell of ‗green‘ consumers, especially in the more

affluent areas. The ‗ green‘ consciousness must be entrenched from cradle to grave so

that living sustainably becomes second nature, over time.

In other countries, minimum recycled content as well as utillisation rate of recycled materials

are regulated. This has a direct on the demand cycle, because manufacturers are forced to

include recycling in their operations.

8.2.1.1.11 Recycling consumer waste

The City of Cape Town uses all three of the systems that are generally used to collect

recyclates from the general waste stream. There is a trade-off between government ease and

expense versus public convenience. The City of Cape Town already uses Drop-Off Centres,

Buy-Back Centres as well as curbside collection of waste.

The generator of waste has to deliver the recylates to Drop-Off centres that are located across

the City. The City provides a list of all Drop-off centres on multiple platforms. Whilst this is

the easiest type of collection, it is reliant on inconveniencing the consumer and so the supply is

unpredictable.

Consumers take their cleaned recyclates to Buy-Back Centres where they are paid; there is

therefore a clear financial incentive which in turn creates stable supply. Government subsidies

are mostly required to make Buy-Back Centres viable because of the financial cost of recycling

or downcycling, weighed up against the whole-of-society sustainability imperative and value

creation into the future.

The City of Cape Town has a curbside collection system that picks specific waste streams up

on designated days. The City also has a Waste Wise programme, where approximately

270 000 households receive clear bags for their recyclates and place this clear bag on top of

the rest of their waste in their waste collection bins. In some suburbs, consumers could apply

for separate green bins for the disposal of their recyclates.

Very sadly, and as mentioned before, only 8-12% of municipal waste is currently being

diverted from landfill. There is one sorting and tranfer station in Athlone. Waste-to-Energy

technology does however potentially offer a range of ‗silver bullet‘ solutions towards the near

elimination of waste at landfill sites.

The panacea is of course to reach the point where every household has a selection of waste

bags or bins, each representing a particular recyclable waste stream. The Integrated

Municipal By-Law does start placing the onus on the waste generator to separate recyclates at

source and starts inferring that the polluter will ultimately have to pay. This has far-reaching

implications for industry and business. There would have to be intense public educational

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campaigns to change behaviour and entrench environmental consciousness across the

spectrum of demographics in the City. The City does currently provide a list of materials that

are recyclable, but it is not clear how well the information is circulated or how easy it is for all

of the inhabitants of the province to access this information.

A great many of the Waste-to-Energy systems have built-in sorting technologies, which lowers

the overhead significantly as well as to enable the use of all waste for the generation of a

range of energy products.

The article, The Truth about recycling [ The Economist. June 7 2007] outlines current

recycling as well as sorting methods. At facilities where co-mingled waste is received,

automated processes are now able to sort a truck-load of waste into a single-stream recycling.

There has been an average of 30% increase in recycling rates in the areas where these

facilities exist.

Co-mingled recyclates are placed on a conveyor belt which has a single layer. Corrugated

board and plastic bags are removed manually at this point. Thereafter, automated machinary

separates the waste by weight, by splitting lighter paper and plastics from the heavier glass

and metal recyclates. At some facilities this waste separation is still done by hand, but

spectroscopic scanner can now differentiate between different types of papers and plastics,

based on their absorbed wavelengths. This means that these waste streams are diverted into

their appropriate collection channels.

Magnets are use to separate out ferrous metals, such as iron, steel, tin-plated steel cans. Non-

ferrous metals are ejected. Aluminium cans are ejected from the rest of the recyclate stream

via magnetic counter-currents.

[Source: www.theeconomist.com. 7 June 2007]

Glass must be sorted manually by colour.

8.2.1.1.12 Recycling of Industrial Waste

54% of waste generated in the City of Cape Town is generated by the manufacturing and

industrial sectors. The Waste Management By-laws provides strict guidelines in respect of the

collection and disposal of these waste streams. Given that these sectors contract these waste

collection services out to other private sector waste removal and recycling companies, as well as

on the fact that there is no integrated Waste Management Information strategy and system , it is

difficult to estimate how much of this industrial and manufacturing waste is actually recycled,

versus being incinerated or taken to landfill.

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In their 2011 Report, titled: Recycling Rates of Metals, [ International Resource Panel, UNEP.

2011] the International Resource Panel reported on the amount of metals in the recycling system.

Metal stocks in society could serve as huge mines above ground because of the recyclable nature

thereof. The did however conclude that recycling rates of metals was rather low.

The report authors observed that, as metals are inherently recyclable, the metals stocks in society

can serve as huge mines above ground. However, they found that the recycling rates of many

metals are very low. The report warned that the recycling rates of some rare metals used in

applications such as mobile phones, battery packs for hybrid cars and fuel cells, are so low that

unless future end-of-life recycling rates are dramatically stepped up these critical metals will

become unavailable for use in modern technology.

Some industries and sectors have started the process of developing recycling codes. It would

however be beneficial if a sectoral as well as partnership approach were taken, so that best

practice is shared, shared targets are agreed and measurement is regulated and managed by local

government, based on user-friendly reporting requirements.

8.2.1.1.13 Cradle to Cradle Waste Management - Up-cycling versus

Down-cycling

Complete recycling is, as mentioned before, near impossible. Substitution and recyclying

strategies delay the depletion of non-renewal stocks and really only buy us time during the transition to true and strong sustainability, which is guaranteed only in an economy based on renewable resources

In essence, the systemic problem related to efficient recycling, stems from the fact that products

are not designed with recycling in mind. In the book, Cradle to Cradle: Remaking of the Way We

Make Things [ McDonough, W; Braungart, M. 2002], sustainable design is mooted to solve this

inherent flaw in the product life cycle.

The authors suggested a ―closed-loop‖cycle, which would map out the journey of each component

of a product, including its packaging requirements, in a way that would ensure that every

component would either return to the natural ecosystem through natural biodegradation or be

recycled indefinitely. The authors discourage down-cycling - which is the process of converting

waste or useless products into new materials or products that are of lesser quality and reduced

functionally when compared to its original form - and support the notion that up-cycling or re-use

should be borne in mind when looking at the ‗ life cycle development‘ of the product. They

furthermore assert that products should, at the end of their useful life, either become ―biological

nutrients‖ or ―technical nutrients‖. Biological nutrients return to nature, whilst technical nutrients

remain within the closed-loop industrial cycles.

Reiner Pilz of Pilz GmbH, was responsible for coining the phrase, ―up-cycling‖ in an interview with

Thornton Kay of Salvo News [Pilz, R. 11 Oct 1994]: ― Recyling,‖ he said, ― I call it down-cycling.

They smash bricks, they smash everything. What we need is up-cycling where old products are

given more value not less‖

Whilst we agree with Pilz, McDonough and Braungart that up-cycling is the more desirable option

within their special model, we must note that down-cycling has its place within the Waste

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Hierarchy, due to the externalities that have to have to factored in when valuing this method. We

would argue that down-cycling en masse would make a large contribution to achieving our

enviromental outcomes.

The product life-cycle process inherent in sustainable design would do well to be considered by

global CEO‘s, in the process of embedding sustainability into their core business strategies.

8.2.1.1.14 Energy usage

The material that is being recycled as well of the type of energy accounting that is used,

determines the amount of energy that is saved through recycling. For instance, eMergy analysis,

which budgets for the amount of energy of one kind [ excergy] that is used to change something

into another kind of product or service.

Emergy calculations conclude that materials with large refining costs pose the highest recycling

benefits. This works particularly well when materials are recycled back to close to their original

form and purpose. Thereafter, when materials are recycled into a different kind of product and

by-byproduct re-use systems make use of part of the original product to add to the production of

an entirely different kind of product, this is called adaptive re-use.

Every year, the US Environmetal Protection Agency [EPA] produces a report on Municipal Solid

Waste, recycling and disposal. Their 2010 report [US Environmental Protection Agency. 2010]

analysed the benefits and positive impacts of recycling in context of achieving their overall

sustainability outcomes. In 2010, Americans generated about 250 million tons of waste of which

85 million tons, nearly 35%, was recycled and composted.

The process and type of material being recycled determines the amount of energy consumed or

produced during the waste disposal process. For instance, Alumimium uses far less energy when

being recycled rather than being produced from virgin resources. The EPA Report calculated that

95% energy and resource savings were inherent in the recycling, rather than virgin production of

aluminium cans.

In this book, titled: Armchair Economists: Economics & Every Day life, economist Steven

Landsburg, [ Landsburg, S.A. March 1995] that the energy required for and resultant pollution

from the recycling process, far outweighs the sole beneift of reducing landfill space.

In his Abstract: Is recyclying ―part of the solution‖? The role of recycling in an expanding society

and a world of finite resources, Francois Grosse, [ Grosse, F. 2010], analysis of the flow modelling

shows that recycling in and of itself is insufficient to perform the ―decoupling‖ of economic

development and the depletion of non-renewable raw materials.

Grosse concludes that if global consumption of raw materials continues to grow by more than 1%

per annum, the depletion thereof is inevitable. At best, recycling will delay this process by some

years.

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He explains that there is a double decoupling inherent in decoupling the economy and its material

needs – these two components would be, according to Grosse, inoperative if they were

implemented separately. He then asserts that a combination of the two will make a significant

impact on the problem of resource depletion: a] To restrain the growth of total consumsumption

of raw material [ virgin or recycled] is what he calls a fundemental decoupling b] Through

decoupling to reduce, through recycling and re-use, the share of primary resources [ virgin] in the

total production of raw material.

Whilst the role of recycling to protect non-renewable resources is not significant under this

scenario, once the fundamental decoupling is performed by other means, so that the growth in

total consumption of natural resources is reduced to below 1% per annum, recycling becomes vital

if the rate of effectiveness if high globally. We have to strive for recycling rates of above 80% to

allow for a slowdown in the depletion of natural resources. This is rather a sobering number and

one that places the need for urgent adjustments in our approach to the Waste Hierarchy in Cape

Town, right at the forefront. Recycling remains an integral part of the Waste Hierarchy, but it is

only really efficient if it is running at high volumes.

8.2.1.1.15 Public participation in recycling programmes

The City of Cape Town promotes the formation of Waste Minimisation Clubs and provides a

framework as well as funding and technical assistance to clusters of businesses or organisations to

form these Clubs and to work together to minimise their waste.

The City also runs the Waste Wise Schools programme, which educates and inspires schools to run

and manage recycling programmes.

Many studies have addressed recycling behaviour and strategies to encourage community

involvement in recycling programmes. One such study, ―Recycling, evolution and the structure of

the human personality‖, [Schakelford, T.K. 2006] concluded that recycling does not come naturally

to humans, because they are required to think ahead into the future. This is in conflict with their

personal survivalist goals. The study concluded that the use of social pressure will compel people

to participate.

A subsequent study, ―Social pressure and recycling: a brief review, commentary and extensions‖,

[Pratarelli, M.E. 2010] concluded that use of social pressure is in fact not a viable option in this

context. One of the reasons cited is that social pressure functions well in small groups of between

50 to 150 individuals, but not in communities numbering in the millions as we see today. Of

course, individual recycling does not take place in public view, which is another reason why social

pressure does not work.

Social psychologist, Shawn Burn, in his recent study, ―Social Psychology and the Stimulation of

Recycling Behaviours: The Block Leader Approach‖, [Brawn, S. 2006], found that personal contact

with individuals within a neighbourhood is the most effective way to increase recycling within a

community context. As part of his study, Brawn asked 10 block leaders to talk to their neighbours

and to convince them to recycle. His comparison group was sent brochures promoting recycling.

Not surprisingly, he found that there was a much higher rate of recycling in the group where there

was personal contact than in the group where there was none. Brawn concludes that for recycling

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to work, it should start with small groups within community who encourage one another to

recycle.

This research as well as the findings of Stuart Oskamp via his research study, ―Resource

Conservation and Recycling: Behaviour and Policy‖. [Oskamp, S. 1995], confirmed that when we

have neighbours and friends who are recycling, we are more prone to recycle as well.

This research gives us a very strong and definitive directive in respect of starting the groundswell

of recycling, re-use and reduction on the ground and within neighbourhoods. This may well bring

us to our Tipping Point, which will set off the tsunami in terms a whole-of-society buy-in and

participation to reach our sustainability outcomes.

The City of Cape Town is on the right track with the Clubs and Schools programmes. The secret

is going to inherent in how to improve on their current programmes and how to scale and replicate

on a massive scale. Within the IDP, the following is planned:

8.2.2 Obligations of the Waste Generator: The provisions of the By-Law

As we near the end of our document, there is one last provision to be contemplated and that is:

8.2.2.1 Definition of a Waste Generator

The CCMWIMB provides the following definition:

"waste generator" means a property owner, a household, organisation or business

entity, the inhabitants, occupants or employees of which generate waste and includes sorters of waste such as recycling or waste minimisation groups, scrap dealers and buy-

back centres; [ CCWIMB.2009. Pg 8]

According to the By-Law, a waste generator must:

avoid the generation of waste or where it cannot be avoided minimise the toxicity and

amounts of waste generated;

separate waste with the aim of minimising waste and its impacts on the environment and to store the recyclable waste separately from non-recyclable waste provided that industrial

waste must be separated into liquids, components and materials that can be treated for recycling or reuse;

re-use, recycle or recover waste where possible;

dispose of recyclable waste by – contracting with the City where the waste generator will be charged at the City's standard

charge in terms of the Tariff By-law; where the City does not provide such a service by contracting with an accredited service

provider; or delivering waste to a licenced waste disposal facility and ensure that waste is treated or

disposed of in an environmentally sensitive manner at a licenced waste disposal facility; manage waste so that it does not endanger health or the environment or create a

nuisance; maintain suitable cleanliness and hygiene standards on their premises as required by the

City‘s Environmental Health By-law;

make use of the waste removal services provided by the City or its service provider, unless the City does not provide a waste removal service for the type of waste to be disposed of,

in which case they shall make use of an accredited service provider;

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conclude a contract with the City, its service provider or an accredited service provider, as

the case may be, for the storage and collection of waste; store waste in the containers provided by the City or an accredited service provider prior to

collection or where a container is not provided, store waste in plastic black bags, which containers or bags will be collected by the service provider at least once a week according to the routes as published by the City or the service provider from time to time;

pay tariffs and rates charged by the City for such waste removal services according to the City's Credit Control and Debt Collection By-law.

A waste generator may apply to the waste management officer for an additional container and shall be liable for the additional costs as per the City's Tariff-By-Law and Tariff Policy.

The waste management officer may require a waste generator to submit an integrated waste management plan prior to agreeing to supply an additional container.

The owner and waste generator must comply with the terms and conditions set out by

such waste management officer for the generation, minimisation, storage, collection, treatment and disposal of such additional waste.

Should the waste generated by a waste generator exceed the volume that can be stored in the containers provided or bags, the owner must make arrangements for the collection of the excess waste by an accredited service provider.

If no arrangement is made for collection of excess waste, the owner or waste generator must promptly transport that additional waste to and deposit it at a licenced waste disposal

facility at his or her own cost. The owner of a formal dwelling who has other structures on the property with persons

living in these separate structures shall also be allocated one container per additional structure by the City and shall be entitled to have it collected on the same terms as the residential dwelling.

9. CONCLUSIONS

The City of Cape Town, in its ‖ The Term of Office Five Year Integrated Development Plan

[IDP] 2012–2017‖, [City of Cape Town. April 2012. Full document] provides us with a

holistic view of the strategic priorities of the City for the next five year period.

The Solid Waste Management Draft Sector Plan 2012-2012‖ [Department: Solid Waste

Management. 15 Dec 2011 is in our opinion a well-thought through, practical and realisable

policy document.

The City of Cape Town Integrated Waste Management By-Law [Department of Solid Waste

Management.March 2009], for the regulation of waste management activities is aligned to

the National Environmental Management Waste Act. [Government Gazette Vol. 525. Cape

Town. 10 March 2009] We do not feel that there is much that we could add to this by-law.

It covers off all possible elements in regards to managing the Waste Hierarchy.

The By-Law in turn, informed the crafting and implementation of the City of Cape Town

Solid Waste Management Plan [Department of Solid Waste Management. 2012], which

describes the range of services, projects and programmes all of which give effect to the

City‘s waste management strategy, within the context of its overall sustainability objectives.

We have interrogated all of the projects and programmes within the plan and conclude that

they are appropriate in terms of delivering on the imperatives conferred by the various

policy and legislative documents.

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It is our view that the City and its various departments have successfully managed to use

systems thinking and design to create plans that are holistic and they have made the

connections between the inter-relatedness of all elements of their plans and have managed

to link all of the objectives and outcomes to the global, national and local sustainability

outcomes.

Poverty reduction and the reduction of inequality remain as the main guiding principles to

ensure that these plans are balanced.

Flood‘s [Flood, R. 1999] prismatic thinking guides us to our best to deliberately and mindfully

view the various obligations, their ramifications, impacts, unintended consequences and

practicalities, from a variety of perspectives, which does of course in turn lead to further

questions and deeper investigations, so as come to the most objective conclusions so as to

inform our final recommendations.

The current design and the idea that it is future-focused also ties back to a previous

reference, attributed to Martin Butler [Butler, M. EDP 2012]. In slide 44 of his presentation

simply titled, Management Information Systems, Butler quotes McKinsey‘s assertion that

we design systems for our future aspirations, not for current capabilities. That we manage

so that we can ultimately reach the value potential, regardless of the cost at that given

moment in time. The City of Cape Town, through the documents that we have

interrogated and discussed, has certainly done well in terms of designing for a future that

is still in the making and has, in our opinion, made allowances for a range of uncertainties

and variables within these plans.

The targets, objectives and outcomes that have been set are reasonable and there are metrics

in place to measure progress on an on-going basis. We have constantly been reminded by

Ackoff‘s [Ackoff, R, L. 1993.Omega Journal] statement that corporate [government] visions are

often illusions or delusions. We have had to ask ourselves constantly whether what we has been

mooted is realistic, achievable and practical. We feel satisfied that the existing visions, policies,

strategies, projects and programmes are more than realistic and are most definitely practical.

This is evidenced by the fact that a great many have already been in use for quite some time and

are yielding positive outcomes.

Given that we are a developing country and that poverty eradication and reducing

inequality are at the heart of a great many of our strategies, plans and programmes, it is

unlikely that we will be able to avoid the generation of waste. This is a fact that we need

to accept and ensure that the growth in waste that comes with development is dealt with

effectively.

Based on pure logical and practicality, re-use generally requires very little resources and as

a bonus, has the potential to create significant economic opportunities.

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As far as recycling is concerned, we agree that it will remain a vital element of the Waste

Hierarchy in terms of reaching our sustainability outcomes. Of course, there are the social,

societal and environmental benefits that would need to be factored into the overall cost

model. Sustainability is not necessarily only about the profit motive in the short term.

One of the central premises inherent in the future of waste management, is the notion that

‗the Polluter must pay‘. Within this simple statement, there are a range of potential

societal impacts, such as significant increases in the cost of production and therefore, the

cost of consumer goods. When analysing this avenue as an option, one would have to

tread a fine line so as not to saddle the general public with yet another tax burden, to

consider the impact on an economy which has already slowed down to near standstill, as

well as to carefully consider the potential [negative] impact on the most vulnerable

amongst us – they will be most at risk.

We must act in a precautionary manner to reduce waste – by looking at the current waste

hierarchy with fresh eyes. We are comfortable that the City of Cape Town has looked at

new, innovative and different approaches to create value for its citizens.

NEMWA is specific about the fact that waste must be separated at source. This starts

placing the onus on households to be accountable for this primary separation of waste.

There are a range of implications captured within this obligation.

The most important factor in working towards the whole-of-society participation in the

waste management chain, is, as we have iterated it before within this document, the need

for humans to change their behaviour. This will be one of the largest challenges in terms

of achieving future success, but we feel that this challenge has already in part been

mitigated by the fact that the City of Cape Town used a participative and inclusive process,

whereby one million citizens provided input, suggestions and feedback that have guided

the crafting of the various plans and documents. This process alone presupposes that

there should already be support and buy-in at the most basic and local level.

As we have alluded to briefly, landfill gas could be used to run waste-to-energy

programmes. There is a real need to move away from incineration due to its contribution to global warming. The vast waste combined waste stream of the City of Cape Town most certainly creates a viable volume to partner with a range of service providers in the Waste-

to-Energy sector.

There is a lack of capacity at Municipal level and this issue needs to be dealt with so as to ensure that all projects and programmes can be brought to fruition. We do take comfort

in the fact that the City of Cape Town has already developed a Human Resources strategy to deal with current as well as future needs.

The ideal would be to divert waste from landfill back into the economy and we will have to

deal with the challenges surrounding implementation at local level. This will require

participation from recyclers and the manufacturing sectors, which will in turn require

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acomplete shift in mindset and the design of new operational models. The City‘s plans do

start recognising the need to enable the environment and we are satisfied that they have

robust plans in place to achieve these outcomes.

Existing, inherited infrastructure remains a challenge, specifically in being able to deal with the most important waste fractions. We are however satisfied that the City has recognised this fact and that is has put practical plans in place to generate additional revenue to

upgrade, maintain and renew infrastructure.

There are other technologies such as anaerobic digestion of natural waste. This happens

at low temperature and low use of resources. Pyrolysis and plasma gasification are two other options, but price, complexity and infrastructure remain the challenge in adopting

these technologies. We have made recommendations about other alternative and suitable technologies and feel comfortable that the City is well on its way to put out tenders into the marketplace to move towards partnerships with the private sector in terms of adopting these technologies rather swiftly.

Only 46% of waste the Metro region is generated by households. The Municipality is responsible for the collection and disposal of this waste. The balance, 54% is commercial

and industrial waste and dealt with by private sector waste management companies. Social compacts and partnerships with industry and commerce will therefore be vital to closing the Waste Hierarchy loop. The City has plans and strategies in place to do just

that.

Section 59 of the Consumer Protection Act starts iterating extended producer

responsibilities. There are now levies enforced on the production of tyres and an imperative on producers to recycle used tyres. Companies will also increasingly be compelled to move towards cleaner production processes.

The availability of land and being able to lease at favourable rates and access to waste streams that are large enough to be economically viable in terms of partnerships, are

important considerations. Carbon revenue will also become a motivator, incentive and issue into the future. Central to the City‘s IDP is to make better and functional use of municipal immovable property, land and infrastructure, with specific reference to creating a

register of all property and making these available to the citizens of the City so as optimise their use. This most certainly paves the way for a variety of partnerships within the waste management space.

In the Diagnostic Report [Manuel et al. June 2011.pg7], the National Planning Commission

[NPC] concludes that if South Africa continues on a ―business-as usual‖ trajectory, we will

more than likely fall short of meeting the objectives of a united, non-racial, prosperous and

democratic South Africa, where there is opportunity for everyone, irrespective of race or

gender.

The Political transition has not translated into a better life for those who are excluded from

the formal economy, who live in informal settlements and depend on social services. The

NPC covers a range of issues within the document, but concludes that central to addressing

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South Africa‘s challenges will be to create jobs for our citizens and to vastly improve the

quality of education, especially for poor black people. It is our contention that we need to

deal with the total person and environment in which education and socialisation take place

to make a real difference to the future educational and growth outcomes of South Africa.

As demonstrated within our analysis of the plans put in place by the City of Cape Town, the

whole person and whole-of-society approach are central in all instances.

In fact, as more South Africans move out of the bottom of the pyramid [Prahalad,CK. 2006] into the gap market – in between bottom of the pyramid and lower-middle class - we will

no doubt find that waste generation will increase. The more affluent and developed we become, the more waste we will generate. This fact must remain at the centre of implementing fully integrated waste management plans that would be able to deal with the

increase in waste generation by bearing the waste hierarchy in mind. We are again satisfied that these facts have been taken into consideration within the City‘s existing plans.

It is encouraging to note, from the Foreword [co- written by Georg Kell,Executive Director:

UN Global Compact and Bruno Berthon, Managing Director: Accenture]of the UN Global

Compact and Accenture CEO study, titled: A New Era of Sustainability: CEO reflections on

progress to date, challenges ahead and the impact of the journey towards a sustainable

economy [Lacy, P; Cooper, T; Hayward, R; Neuberger, L. June 2010], that CEO‘s globally

have embraced the notion that the imperative to act has shifted from a moral to a business

case. These executives are seeing significant progress in executing their plans to integrate

sustainability into their businesses. They do however accept that there are a great many

challenges to be faced before market forces will truly be aligned with sustainable

development.

These CEO‘s [ more than one thousand were surveyed globally], indicate that the critical

conditions for change hinge upon engaging with the investor community on new terms,

focusing more on the provisions of education and skills as well as moving to new concepts

of measuring overall value. The writers conclude that they sense a huge sense of

determination and urgency from these CEO‘s in terms of moving towards a tipping point.

This bodes well in terms of local implementation in partnership with the City and a range of

role players.

Whilst government is tasked with the responsibilities of creating the enabling environment for sustainability and setting the objectives and targets that must be achieved, the success

of all efforts are premised upon the co-operation, buy-in and action of citizens – corporate and otherwise.

Even though companies have been faced with growing global competition, rapid technological change and one of the most serious economic downturns in nearly a century, 93% of CEO‘s see sustainability as important to their company‘s future success. [Lacy, P;

Cooper, T; Hayward, R; Neuberger, L. June 2010.Pg 10] The business case for sustainable business practices is cemented in by the fact that

sustainable products are opening up new markets and sources of demand, driving new business models and sources of innovation, changing industry cost structure and beginning

to permeate their businesses – from corporate strategy through to all aspects of

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operations. CEO‘s will continue to wrestle with competing strategic priorities, but it is clear

that sustainability seems to be at the core of all that they will be thinking about and doing.

Consumers, the general public, governments and a range of stakeholders have had their

trust in the corporate sector shaken considerably by the recent financial crisis. This status quo provides further impetus for companies to demonstrate a visible and authentic

commitment to sustainability. This is essentially linked to corporate and brand reputation and on the foundation of the marketing principles of strengthening their brands and re-establishing the trust and brand reputation.

72% of CEO‘s raise their concerns about the general failure of the educational system,

talent pipelines and capabilities of future leaders to manage sustainability. Education is

therefore seen as one of the critical developmental issues within their organisations to ensure future success of the business.

Unsurprisingly and very encouragingly, 66% of CEO‘s have listed Climate Change and the continued growth of greenhouse gas emissions as the second highest priority. A broader

set of sustainability issues are however starting to appear on the corporate radar. Resource scarcity [water in particular and health and wellness issues are of increasing concern.

Through this report, three key ways in which approaches and strategies are shifting, in the context of a sustainable future, are iterated. They are:

A] The Consumer is [or will be] King Company strategy for developing sustainable products and services are increasingly being

driven by the end old, business as well as government customers. CEO‘s identified the consumer as the most important stakeholder who will influence the way in which they will manage societal expectations over the next 5 years. 58% selected consumers among their

most important stakeholders, above employees at 45% and governments at 39%. B] Importance of technology and innovation

There is a deep awareness that innovative, leading-edge technologies will be playing a critical role in the advancement of the sustainability agenda – in areas such as Climate Change, where

they may have to use smart technologies such as grids and meters. Transparency through social media platform would increase. 91% of CEO‘s reported that their company would employ new technologies, for instance: renewable energy, energy efficiency, information and

communications technology to help meet their sustainability goals over the next five years period.

C] Collaboration is critical Across the board, CEO‘s confirmed that partnerships and collaboration with suppliers, non-

governmental organisations [NGO‘s], government agencies, are now a critical element of their approach to sustainability issues. Businesses realise that today‘s global challenges too broad and too complex to go it alone. 78% of CEO‘s believe that companies should engage in

industry collaborations and multi-stakeholders partnerships to address development goals. But, whilst CEO‘s believe that civil society is an essential partner in tackling these issues, they believe that NGO‘s are declining in their influence on corporate sustainability agendas. Just

15% of CEO‘s identified NGO‘s as one of the key stakeholders influencing their approach to sustainability. This is down from 27% in 2007.

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D] A new sustainability era on the horizon

There is widespread agreement amongst CEO‘s about what the next era of sustainability will look like. It is one where sustainability is not only a separate strategic initiative, but something

that is fully integrated into the strategy and operations of a company. The burning issues is how better to incorporate sustainability into daily practice. CEO‘s see that a new era of sustainability will entail a number of business imperatives and that

it will change the face of competition. They indicated that companies would need to develop a broader sense of what value creation means to society as a whole. This is one of the key HEADLINES of our survey.

All of our conclusions amount to the fact that the time is right for a completely new way to manage the Waste Hierarchy and to live sustainably. We feel comfortable that there is a

strong foundation in place within the City of Cape Town and that there will be buy-in and support for their strategies, campaigns, plans and projects. We must admit to having very little to add – and note that Capetonians should feel proud and privileged to live in a City that

is this forward thinking and innovative. We feel that this is a City that takes sustainability – all aspects that contribute towards overall outcomes – very seriously and that their plans are prepared to make sacrifices on short-term gain so as to have long-term positive impact for

future generations. We can further conclude that within the Strategic and Planning Units of the City of Cape Town as well as within the Solid Waste Management Department there are already highly-skilled,

talented and experienced strategists, planners and systems thinkers employed. In overviewing all of the plans of the City and having been able to see how they all inter-relate and support one another towards achieving the best and most effective outcomes, we can really say, with

some comfort that these officials have done a sterling job. Human Resources Management strategy has been included within all of the policies, plans and

strategies and from first-hand experience, it is clear to us that the City knows exactly what its organisational structure should look like to deliver against all of its imperatives. We are also confident that they are well on their way to building capacity and to filling vacant position with

specialists, where appropriate. In the final analysis, there is hardly any scenarios, aspect, dynamic, innovation or consideration

that are not contained within the truly integrated plans. 10. RECOMMENDATIONS

Whilst we have indicated that we are comfortable and satisfied with what the City is proposing, has implemented and will implement into the future, there are key areas, where we believe

improvements and additions could be made, so as to further improve on the delivery against all of the sustainability objectives. The following pertains:

10.1 Cleaner Production System – Cradle-to-Cradle and Cradle-to-Grave We feel strongly that there should be a legislative imperative placed on commerce and industry in

terms of the how they design their products, packaging, production systems as well as supply chain. Commerce and industry account for more than half of the waste hierarchy in the City of Cape Town and via the packaging that consumers have to deal with once they have purchased

products, this further contributes to secondary calculations to individual carbon footprints. They City has an opportunity to be at the forefront of entering into negotiations with commerce and industry and to regulate and legislate for sustainable design, production and supply chain

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practices. Measurable targets must be set and agreed upon, so that there is a concerted effort by

commerce and industry to do their part to mitigate against Global Warming and Climate Change. Section 59 of the Consumer Protection Act starts iterating extended producer responsibilities.

There are now levies enforced on the production of tyres and an imperative on producers to recycle used tyres. Companies will also increasingly be compelled to move towards cleaner production processes.

Minimising the toxicity of waste would be reliant on very specific norms, standards, regulations as

well as legislative imperatives being placed on the producers and manufacturers of goods. The minimisation of the amounts of waste generated would also, to a large extent, be premised upon manufacturers and producers being compelled to scale down their penchant for over-packaging goods and using non-eco-friendly materials.

A concerted effort would have to be made to educate manufacturers, producers, marketers and corporate citizens in general as to the impact of their decisions and actions and to compel them to change their methods and behaviours.

We are mooting that the proposed Cleaner Production System be legislated and phased in across

all commerce and industry.

10.2 Legislation for mandatory use of recyclables in the production of

packaging At present, manufacturers do indicate whether their packaging is either recycled or that it can be recycled. There is however no imperative on manufacturers to use a specific percentage of

recycled material. This should become mandatory by law, as it would ensure higher rates of recycling in the first place and serve to reduce our carbon footprint in the long term.

Such implementation will also serve to reduce the drain on virgin natural resources and will, over time, start dealing with what we referred to as the 3rd challenge – the decoupling process.

10.3 Social Compacts with Commerce and Industry Negotiated compacts that ring-fence percentages of sales or turn-over to be put into a City of

Cape Town Sustainability Trust. Such a Trust could be established within the Economic Development Partnership structure as a separate, independent Special Purpose Vehicle which would have the express intent of expanding on the City‘s sustainability programmes.

It would ideally be run and managed completely independently, but with the sole purpose of providing funding for agreed priority projects within the sustainability space. This would include

contributions towards scaling up public awareness via multi-platform advertising, marketing, communication and educational campaigns. It is only through such a compacts and partnerships that we will achieve true scale and success.

In our conclusion, we point out that NEMWA is specific about the fact that waste must be separated at source. This starts placing the onus on households to be accountable for this primary

separation of waste. Of course, the practical implications of for instance, having to provide three to four separate waste bins to accommodate the various waste streams have not been contemplated or budgeted for by National Government.

Just this provision has far-reaching costs and societal implications. So, whilst NEMWA confers

responsibility for the implementation of the Act at local level, National Treasury has not built a costing model for implementation and so this impacts on the ability of municipalities to roll out comprehensive waste management programmes. Funding from Social Compacts with Commerce

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and Industry could be allocated to the production of branded/co-branded recycling bins with the

intent of equipping every household in the City with at least 3 different bins, available in various sizes to accommodate the different living conditions of our citizens.

Recycled plastics could also be specifically used to produce significantly more of the large collection bins. These could also be branded by the companies who partner with the City and

could ensure that we get to near saturation in terms of the accessibility of these containers. The more drop-off points there are, the more convenient and easy it will be for citizens to take their recycling to these large drop-off bins.

10.4 Waste-to-Energy

The City has already indicated that it is preparing to enter into Waste-to-Energy partnerships with the private sector. It would be logical to focus their first efforts on eliminating the waste from the

two closed landfill sites. This would bring considerable environmental benefits, whilst turning waste that is literally rotting into a productive revenue stream via usable and saleable energy products. This is over and above trading in the Carbon Credits which could become an additional

revenue source for development. The City will however have to look very closely at the existing legislation that seeks to ‗punish‘

clean and green technologies via an Environmental Impact Assessment [EIA] process that was crafted for ‗ dirty technology‘. The length of time and amount of money that potential investors and partners need to spend to ‗ prove‘ their already EU approved clean technology via our EIA processes has already, in some instances, become a disincentive and investors have taken their

business to neighbouring countries. It is our recommendation that a crack inter-governmental Task Team be assembled, to draw from

the insights gained from the Waste-to-Energy workgroup, GreenCape and a variety of potential investors, so as to draft a framework to deal with all of the policies, legislation and regulations that are currently inhibiting the adoption of clean technology.

Section 120 of the Municipal Finance Management Act [MFMA] does allow for government to partner with the private sector in terms of using government land, transferring risk to the private

sector – this is of course if there is a business case and economic viability. Waste to Energy technology has particular relevance to this statement.

Given the fact that National Treasury has made no significant allowance in the budget to achieve the aims of NEMWA, PPP‘s will be the vital link in terms of enabling new infrastructure and

technologies. The existing onerous, drawn-out and burdensome structure and processes of PPP‘‘s are however currently a disincentive for global as well as local organisations to invest in new and clean technologies in South Africa. The requirements of the Environment Impact Assessment

[EIA] alone could take up to 18 months at huge cost to the investor. Most of these clean technologies are proven, comply with the highest European Union and ISO standards and are proven to be best practice.

One of the areas of emphasis would therefore be to, at local level, create an more enabling

environment as well as to work with National Government to amend and adapt legislation so as to enable the adoption of these new technologies at greater speed.

10.5 Focused Economic Development strategies and plans: establishing a sector for re-usable products

Re-use is essentially the most desired way to manage waste. Inherent in the re-use of goods, is the unlocking of economic benefit, skills training [ to recondition or remanufacture] as well as

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economic development and job creation. Development of such a new sector should however not

be left to chance. The City should give serious consideration to partnering with the Economic Development

Partnerships, the Western Cape Government as well as manufacturers of goods that have an extended, useful life cycle to craft a practical strategy and plan which will enable the development and growth of this sector.

It is recommended that the focus on business locations for this sector should be in informal settlements, to ensure an economic multiplier effect.

Remanufacturing provides another opportunity for job creation and growth, specifically in Atlantis, where there is manufacturing infrastructure and skills that are currently not being used optimally.

It is our recommendation that the City should include the development of the remanufacturing sector within its Atlantis Revitilisation Project.

10.6 Improving the Communications Strategy We read with interest about all of the projects, campaigns and initiatives run by the City of Cape

Town, but a great many of the group members were unaware of these initiatives. Statistics indicate that the programmes are working, but we have to wonder how much more efficient these programmes would be if they were communicated appropriately, with the correct messaging and calls to action aimed at the different target audiences.

Our recommendation is therefore that a professional communication strategy and plan should be crafted and that via partnerships with commerce and industry, specifically big brands, the

awareness, educational campaigns are improved and extended considerably. Special emphasis MUST be placed on the informal settlements.

The most important factor in working towards the whole-of-society participation in the waste management chain, is, as we have iterated it before within this document, the need for humans to change their behaviour. This will be one of the largest challenges in terms of achieving future success.

Mankiv‘s first seven economic principles start playing a large role in finding the ways in which to appeal to the human spirit and that is amplified by using business strategies and approaches that would resonate with the bottom of the pyramid. This is the area where marketing and

communication will play a pivotal role and a multi-platform, multi-media strategy would have to be employed, more than likely in partnership with the private sector via a social compact in terms of percentage of advertising spend to be apportioned to educational messaging and targeted

campaigns. NGO‘s could play a vital role in scaling educational campaigns via their support groups, Community Based Workers and networks.

10.7 Expansion of Schools programmes

We took note of the Waste Wise Schools programme, which places a rather complex and onerous burden on the students and teachers to get going. We feel strongly that the operational model of this programme should be simplified so that it would be easy to expand it to all schools within the

province. At present, the process just seems to difficult and complex. Our focus has to shift to education at schools – from the Early Development phase, but with some

emphasis on the foundation phase. Six to eight-year olds are particularly susceptible to the adoption of new behaviours at this age and also influence the behaviour of their parents.

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Of course, they are also the generation of the future and so will not only help to catalyse change,

but will themselves be the implementers of those changes in the way that they will be and live in this world. This is where we find guidance in terms of how we use the Evolution of Consciousness as described by Jan Smuts and Wilber [Chapman, L. EDP 2012. Slides 24] to structure communication aimed at this vital market segment.

In Slide 26, [Chapman, L.EDP 2012] we are introduced to the magical consciousness of young children aged two to seven years of age. Their minds start emerging as something that is separate from their physical and emotional being and cannot entirely distinguish between its own

emerging mental images and symbols and those of the external world. This is one of the most crucial developmental stages in terms of socialising the child into sustainable patterns of behaviour.

Following on from the previous slide, Chapman [Chapman, L. EDP 2012.Slide 27] moves us along

into the mythical consciousness of pre-adolescence – from about age seven to thirteen. The mind or ego start emerging and self-worth is determined by following the ‗laws‘ and behaving properly.

This reiterates the fact that environmental education has to start as early as possible and must be carried through into pre-adolescence, as this would provide the greatest change of it becoming

entrenched knowledge which would govern responsible behaviours. Practical climate change mitigation project at school level would assist to drive the message home and to make it real. Sustainable vegetable gardens, greening, worm farms as well as recycling and even up-cycling

projects under the Waste Wise Schools programme would entrench sustainability as a way of learning, thinking, doing and being in this world.

10.8 The Fortune at the Bottom of the Pyramid

Referring again to what we have called the Bottom of the Pyramid [Prahalad, CK. 2006], we were reminded that waste has economic value within informal settlements. Glass, cans, paper, plastics and tetrapacks, which can be delaminated and made into roof tiles are some of the waste streams that could be put to use to create economic opportunities.

This is where the notion of ―Appropriate Technology‖ as first mooted by Ghandhi, starts becoming particularly appealing. Small, localised, community focused use of technology and projects to become self-reliant, whilst generating income directly linked to the achievement of our sustainability outcomes.

Social Enterprise Development as the genesis of the Third Sector or Third Economy as it is known in the UK, presents another opportunity for job creation that seeks to deal with social, environmental and health issues. Social Enterprise Development is one of the imperatives

conferred upon the private/corporate sector in order to earn their Score Card point. It is often difficult for them to find projects that are sustainable. The emergence of the Clean and Green Technology sectors may well present ample opportunities for corporates to earn their ED/SED points, as well as to earn carbon credits.

The ideal would be to divert waste from landfill back into the economy and we will deal with the challenges surrounding implementation at local level. This will require participation from recyclers and the manufacturing sectors, which will in turn require a complete shift in mindset and the design of new operational models.

Recycling can be described as mining above ground. This is essentially about keeping resources as close as possible to their original form, so that the cost of energy versus the savings must be calculated to ensure that these processes benefit the economy as a whole. This also presents a

challenge, particularly where down-cycling is concerned. Up-cycling and re-use remain the most viable methodologies.

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A very clear and practical strategy and implementation plan, which would include technical,

financial and other support to get this new sector going, would have to emanate from the City, in partnership with the EDP and the Province. We stand on the precipice of changing the way in which we provide energy to inhabitants in informal settlements and we can see a future, which is independent of the traditional grid for large portions of energy generation and consumption.

10.9 Municipalities – focusing on the desired outcome rather than specific technology

There are literally hundreds of different technologies and providers in the waste-to-energy space, each one evangelising their their specific technology offers the ultimate and only solution to

dealing with the Waste Hierarchy. To a degree, this has made municipalities fearful about moving forward with clean technology waste management systems. This is inherently because they cannot be expected to know what they should be asking for in terms of technical specifications.

It is at least encouraging that the Department of Environmental Affairs as well as Department of

Economic Development have come to the realisation that the technology chosen must be fit for purpose and the specific context of the waste streams.

In the Minutes of the Waste-to-Energy Workgroup [Greencape. 24 November 2011], principle Minutes of the Waste-to-Energy Workgroup [Greencape. 24 November 2011], principle agreement was reached to move forward with a proposed ‗ Municipal Support Programme‖.

It is envisaged that the province will constitute a Technical support team to guide municipalities into the adoption of new environmentally-friendly technologies in waste management. It was agreed that one of the principles that should be adhered to, is to encourage municipalities to phrase tenders based on the waste management outcome that they desire, rather than to focus on

specific technology. This will allow a wider range of technologies to qualify and tender so that the best possible selection can be made to reach the desired outcome.

Capacity building and skills transfer at municipal level would be another cornerstone of this programme.

We strongly recommend that these plans are institutionalised, given official status so that they can be driven forward aggressively.

Integrated Waste Management programmes will be built upon Public Private Partnerships [PPP‘s] and should be informed by the specific waste streams and hierarchies of specific municipalities.

Section 120 of the Municipal Finance Management Act [MFMA] does allow for government to

partner with the private sector in terms of using government land, transferring risk to the private sector – this is of course if there is a business case and economic viability. Waste to Energy technology has particular relevance to this statement.

11. And in the final analysis….

It is fair to say that we found the particular subject matter interesting and stimulating and that we

could in fact have written far more about issues like: Carbon Trading, the Clean Development Mechanism as well as range of topical issues.

We do however feel that we have situated our chosen topic well within the greater eco-system, that we have interrogated and demonstrated why managing the Waste Hierarchy is important, in

fact, vital. We have not had to design an appropriate organisational response, because the City of Cape Town and its various departments have managed to do a sterling job. When one interrogates the finite detail and content within the raft of documents that inform all of the pillars

of the City‘s sustainability outcomes, you will find the existing as well as future organisational

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design, Sectoral and Inter-sectoral work-groups and Task Teams. Most of all, what you find is a

group of committed and competent officials who are passionate about what they do and cautiously optimistic and excited about this New Era of sustainability that we are entering.

We most certainly look forward to seeing the first volley of Waste-to-Energy projects come to fruition, but more specifically, to experience of ourselves the overall societal benefits and outcomes as the strategies continue to be rolled out and implemented.

It goes without saying that if all goes well and the system inter-relates, works, adapts and finds its ideal form, that future generations will be thanking us for doing in the NOW, that which would have created the future that they inhabit.

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CLIMATE CHANGE AND GLOBAL WARMING

APPENDIX B: UNITED NATIONS FRAMEWORK CONVENTION ON CLIMATE CHANGE By Laurence Boisson de Chazournes

APPENDIX C: MANKIV‘S 10 ECONOMIC PRINCIPLES

APPENDIX D: DEFINITION OF KEYNESIAN ECONOMICS: MANKIW APPENDIX E: MILLENNIUM DEVELOPMENT GOALS – MDG‘S

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APPENDIX A – THE ROAD TO GLOBAL CO-OPERATION IN REGARDS TO

SUSTAINABILITY, CLIMATE CHANGE AND GLOBAL WARMING

1979 — The first World Climate Conference (WCC) takes place.

1988 — The Intergovernmental Panel on Climate Change [IPCC] is set up. 1990 — IPCC‘s first assessment report released. IPCC and second World Climate

Conference call for a global treaty on climate change. United Nations General Assembly negotiations on a framework convention begin.

1991 — First meeting of the Intergovernmental Negotiating Committee (INC) takes place.

1992 — The INC adopts the United National Framework Convention on Climate Change [UNFCC] text. At the Earth Summit in Rio, the UNFCCC is opened for signature along with

its sister Rio Conventions, The United National Convention on Biological Diversity [UNCBD] and The United Nations Convention to Combat Desertification [ UNCCD]

1994 — UNFCCC enters into force. An introduction to the United Nations Framework

Convention on Climate Change 1995 — The first Conference of the Parties (COP 1) takes place in Berlin.

1996 — The UNFCCC Secretariat is set up to support action under the Convention. 1997 — Kyoto Protocol formally adopted in December at COP3

2001 — Release of IPCC‘s Third Assessment Report. Bonn Agreements adopted, based on the Buenos Aires Plan of Action of 1998. Marrakesh Accords adopted at COP7, detailing

rules for implementation of Kyoto Protocol, setting up new funding and and planning instruments for adaptation, and establishing a technology transfer framework.

2005 — Entry into force of the Kyoto Protocol. The first Meeting of the Parties to the Kyoto

Protocol (MOP 1) takes place in Montreal. In accordance with Kyoto Protocol requirements, Parties launched negotiations on the next phase of the KP under the Ad Hoc Working Group

on Further Commitments for Annex I Parties under the Kyoto Protocol (AWG-KP). What was to become the Nairobi Work Programme on Adaptation (it would receive its name in 2006, one year later) is accepted and agreed upon.

2007 — IPCC‘s Fourth Assessment Report released. Climate science entered into popular

consciousness. At COP13, Parties agreed on the Bali Road Map, which charted the way towards a post-2012 outcome in two work streams: the AWG-KP, and another under the

Convention, known as the Ad-Hoc Working Group on Long-Term Cooperative Action Under the Convention.

2009 — Copenhagen Accord drafted at COP15 in Copenhagen. This was taken note of by

the COP. Countries later submitted emissions reductions pledges or mitigation action pledges, all non-binding.

2010 — Cancun Agreements drafted and largely accepted by the COP, at COP16. 2011 — The Durban Platform for Enhanced Action drafted and accepted by the COP, at

COP17

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APPENDIX B: UNITED NATIONS FRAMEWORK CONVENTION ON CLIMATE CHANGE

By Laurence Boisson de Chazournes United Nations Audiovisual Library of International Law

Professor and Head of the Department of public international law and international organization, Faculty of Law, University of Geneva

The Human Impact on Climate Change

Global warming, which is the increase in global average temperature in the course of the

twentieth century, is mostly due to the increase of atmospheric greenhouse gas (GHG) concentrations caused by human activity; these anthropogenic emissions have increased by 70 per cent between 1970 and 2004 (Intergovernmental Panel on Climate Change (IPCC) 4th Assessment

Report). The greenhouse gas effect in the atmosphere regulates overall temperature on the Earth‘s surface. It is, in principle, a naturally occurring phenomenon by which certain gases present in the atmosphere (e.g., carbon dioxide, water vapour, methane, nitrous oxide, and

chlorofluorocarbons) re-radiate heat back to the Earth‘s surface; without it our planet would be considerably colder and most likely uninhabitable.

By the mid-1980s, scientists warned that global warming beyond natural variability was

occurring and that this was in large part due to human activity and the increase of anthropogenic emissions of greenhouse gases (GHGs). Advancements in computing technology had permitted the development of complex and more realistic models on cause-and-effect relationships and on the risks of climate change to humans and the ecosystem. In a 1985 conference, the International

Conference on Assessment of the Role of Carbon Dioxide and of Other Greenhouse Gases in Climate Variations and Associated Impacts, held in Villach, Austria, scientists called on politicians to collaborate in the exploration of policies to mitigate human-induced climate change. The discovery

of the ozone hole and a heat wave in 1988 created an additional sense of increased urgency for action.

Negotiating a Universal Legal Framework

International consensus soon developed that States should also consider the elaboration of a

legally-binding convention on climate change, which would address emissions of greenhouse gases not covered under the Ozone Layer protection regime, i.e., the 1985 Vienna Convention for the Protection of the Ozone Layer and the 1987 Montreal Protocol on Substances that Deplete the

Ozone Layer. A first step was the establishment of the IPCC by the World Meteorological Organization (WMO) and the United Nations Environment Program (UNEP) in 1988 as a scientific intergovernmental body to provide decision makers with an assessment of the latest scientific

research and its policy implications for mitigation and adaptation. In 1990, at the Second World Climate Conference in Geneva, it became clear that there was a ―North-South‖ divide on how developed and developing countries viewed climate change. While for the former it was, at that

time, primarily a scientific and environmental issue, the latter emphasized the implications for poverty and development of any future regime. These seemingly joint positions of the ―North‖ and ―South‖ were based on different and often diverging underlying interests with respect to

obligations. In the first group, the majority of Organisation for Economic Cooperation and Development countries favoured the adoption of an agreement that would reduce global GHG emissions, though there was no agreement by how much these should be reduced. In contrast,

the United States, agreeing in principle to the need for an environmental agreement, did not want to be subject to any obligation to reduce emissions. The second group was united in the argument that the new legal instrument must not obstruct their economic development. Apart from this

position, interests were divided: while the oil exporting countries feared for their revenue streams under a new instrument that might restrict the use of fossil fuels, and charcoal consuming countries were concerned about the future use of their primary source of energy, the Small Island

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States and States with low-lying coastal areas created an alliance to protect themselves from the

threat of rising oceans. Developing countries felt that their concerns were not properly addressed by the scientifically

focused IPCC process and rejected the proposal of a negotiating committee that would work under

the auspices of WMO and UNEP. Thus, an International Negotiating Committee for a Framework Convention on Climate Change (INC) was established under the auspices of the United Nations General Assembly (resolution 45/212 of 21 December 1990). The INC was open to all Member

States of the United Nations and its specialized agencies. Its mandate was ―to negotiate a framework convention, containing appropriate commitments, and any related legal instruments as might be agreed upon‖ in time to be opened for signature at the 1992 United Nations Conference

on Environment and Development (UNCED) in Rio de Janeiro. In an enormous negotiation effort which involved more than 140 States and took less than

seventeen months, the Committee fulfilled its mandate and the United Nations Framework

Convention on Climate Change was open for signature at UNCED from 4 to 14 June 1992, and thereafter at United Nations Headquarters in New York until 19 June 1993. By that date, the Convention had 165 signatories. It entered into force on 21 March 1994. With 192 instruments of

ratification deposited, the United Nations Framework Convention on Climate Change has near universal membership (status as of 26 August 2008).

The United Nations Framework Convention and its Objectives

The long-term objective of the Convention and its related legal instruments is ―to achieve […] the stabilization of greenhouse gas concentrations in the atmosphere at a level that would prevent

dangerous anthropogenic interference with the climate system‖ (article 2). Climate change is defined by the Convention as ―change of climate which is attributed directly or indirectly to human activity that alters the composition of the global atmosphere and which is in addition to natural

climate variability observed over comparable time periods‖ (article 1 (2)). Noting that the largest share of emissions has originated in the developed world and taking

into account the developing countries‘ concern for development, the Convention espouses the

principles of equity and sustainable development and calls on States to cooperate as widely as possible in accordance with the principle of common but differentiated responsibilities and in accordance with their respective capabilities. In the implementation of commitments, parties to the

Convention shall consider the specific needs and concerns of particularly affected country groups, such as low-lying coastal, transit and landlocked countries, Small Island States, fossil fuel dependent countries and countries with semi-arid areas, areas liable to drought and

desertification, forested areas, areas prone to natural disaster, areas of high urban atmospheric pollution and areas with fragile ecosystems, as well as least developed countries and countries that may be economically harmed by climate change response measures (article 4 (8) to (10)).

The Convention outlines a set of general commitments applicable to all parties, while specific

commitments apply only to developed countries listed in annexes I and II. The Convention

recognizes the existence of other international agreements regulating GHG emissions; in particular, it provides that commitments under the Convention do not apply to GHGs already controlled by the Montreal Protocol. The principle of common but differentiated responsibilities is also the

governing principle for the implementation of general commitments listed in article 4, paragraph 1. The preparation and regular update of national inventories of GHGs emissions provides a scientific basis for future planning and achievement of the long-term objective of the Convention. Further

general commitments include long-term national planning, the diffusion of technologies and processes to control emissions, the conservation of sinks, cooperative adaptation planning, and adjustment of environmental policies, systematic observation and development of data archives,

exchange of information, as well as promotion of education, training and public awareness. Developed countries listed in annex I commit themselves to the objective to limit anthropogenic emissions of GHGs with the aim of returning individually or jointly to their 1990 levels of emissions. They are subjected to more stringent reporting requirements than developing countries and must

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coordinate relevant economic and administrative instruments that contribute to increased GHG

emissions (for example, subsidies and energy pricing) as well as review their policies regularly (article 4 (2)). Annex II countries, which represent a smaller set of annex I countries, are under the obligation to provide new and additional financial resources to developing countries for their

compliance with national reporting requirements specified under article 12, paragraph 1. They further provide resources to cover full incremental costs of implementation of general commitments by developing countries and assist the particularly vulnerable States in meeting costs

of adaptation (article 4 (3) and (4)). Annex II countries are also responsible to promote the transfer of and access to environmentally sound technologies to other parties, in particular to developing countries, and support capacity enhancement of the latter (article 4 (5)).

Institutional and Financial Mechanisms

The Conference of Parties (COP) is the supreme body of the Convention. The COP takes decisions to promote the implementation and reviews the effectiveness of the Convention regularly. To this end, it is authorized to examine national reports, parties‘ obligations and

institutional arrangements under the Convention, review the adequacy of the commitments in article 4, paragraph 2, facilitate, upon request, the coordination of national measures, and make recommendations on any matters necessary to realize the goals of the Convention. Observers are

admitted to the annual meetings of the Conference (article 7). Further to the COP, the Convention established four additional bodies; a Secretariat (article

8), which is now permanently located in Bonn, Germany; two subsidiary bodies, one for scientific and technological advice (article 9) and the other for implementation (article 10); and a financial

mechanism (article 11). The subsidiary bodies are both open to all parties in their membership and are composed of Government representatives with the relevant expertise. They assess the state of scientific knowledge and the aggregate progress and effect of measures taken by the parties to

implement the Convention. They report only to the COP, which is authorized to establish further subsidiary bodies as needed.

A financial mechanism is established to provide financial resources on grant or concessional

basis, including for the transfer of technology. It functions under the guidance of the COP and one or more existing international entities may be entrusted with its operation. The Convention provides that the financial mechanism shall have an equitable and balanced representation of all

parties with a transparent system of governance (article 11 (2)). The Global Environmental Facility, which was initially entrusted with an interim mandate (article 12 (3)), was restructured accordingly and by Decision 3/CP.4 (1998) recognized as the financial mechanism of the Convention.

Compliance Mechanism and Dispute Settlement

Two complementary mechanisms are established for the resolution of questions regarding implementation of the Convention and dispute settlement (articles 13 and 14). A multilateral consultative process is envisaged to help parties overcome difficulties encountered in

implementation and aims at promoting the understanding of the Convention as well as at preventing disputes from arising. The decisions on the functioning of the process and the establishment of a standing Multilateral Consultative Committee are left to the COP. The Ad Hoc

Group on Article 13 completed its work in 1998, without being able to agree on the number of members of the Consultative Committee, the length of their term or their geographical distribution. The report of the Ad Hoc Group, which was adopted at the fourth COP meeting in 1998, outlines

the procedures for the consultative process. It is guided by the premise to be facilitative, cooperative, and non-adversarial as well as non-judicial. Parties have the possibility to address concerns about their own implementation difficulties, as well as about those of other parties to the

Committee. In case a dispute cannot be avoided by the consultative process, article 14 envisages possibilities for its resolution by the more traditional bilateral dispute settlement procedures of negotiation, the establishment of a conciliation commission upon request, or, if accepted by the

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States concerned, submission to the jurisdiction of the International Court of Justice or

international arbitration.

Towards Tighter Commitments

Already in the establishment of the INC, the General Assembly called on the Committee to take into account the scientific contributions of the IPCC. Cooperation with the IPCC continues

under the Convention, notably through the COP and the Subsidiary Body on Scientific and Technological Advice. If the first assessment report on global climate change of the IPCC contributed a lot to the successful negotiation of the Convention, a similar conclusion can be

drawn with respect to the second assessment report of 1995 and its contribution to the Kyoto Protocol. When the Governments adopted the Convention, they already knew that its general and special commitments would not suffice to seriously tackle climate change. Accordingly, the COP,

already at its first meeting, adopted a decision to launch a new round of talks in order to strengthen the special commitments of annex I countries, under article 4, paragraph 2 (a) and (b), by the adoption of a protocol or another legal instrument. Negotiations resulted in the adoption of

the Kyoto Protocol at the third meeting of the COP in 1997, and its implementation procedures in the 2001 Marrakesh Accords (composed of thirty-nine COP decisions). The Kyoto Protocol entered into force on 16 February 2005.

Subsequent IPCC assessment reports and scientific evidence from other resources confirmed

that commitments established under the Convention and its Protocol are likely not to be sufficient to effectively mitigate anthropogenic impact on climate change. In December 2005, a dialogue on

long-term cooperative action to address climate change by enhancing the implementation for the Convention was launched, and a new round of negotiations to step up international efforts to combat climate change was launched by the Bali Action Plan adopted by the COP at its thirteenth

meeting in December 2007. An Ad Hoc Working Group on Long-term Cooperative Action under the Convention (AWG-LCA) was established to negotiate a long-term climate change pact addressing adaptation, mitigation, technology development and transfer, finances and a shared vision for

long-term cooperative action. The result of the Working Group‘s negotiations will be presented at the fifteenth meeting of the COP scheduled to be held in Copenhagen from 30 November to 11 December 2009. Related Materials

A. Legal Instruments Vienna Convention for the Protection of the Ozone Layer, Vienna, 22 March 1985, United Nations, Treaty Series, vol. 1513, p. 293.

Montreal Protocol on Substances that Deplete the Ozone Layer, Montreal, 16 September 1987, United Nations, Treaty Series, vol. 1522, p. 3. Kyoto Protocol to the United Nations Framework Convention on Climate Change, Kyoto, 11

December 1997, United Nations, Treaty Series, vol. 2303, p. 162. B. Documents

Report of the Conference of the Parties on its thirteenth session, held in Bali from 3 to 15

December 2007. Addendum. Part Two: Action taken by the Conference of the Parties at its thirteenth session (Bali Action Plan) (FCCC/CP/2007/6/Add.1). IPCC, 2007: Climate Change 2007: Synthesis Report. Contribution of Working Groups I, II and III

to the Fourth Assessment Report of the Intergovernmental Panel on Climate Change [Core Writing Team, Pachauri, R. K and Reisinger, A. (eds.)]. IPCC, Geneva, Switzerland, 104 pp. IPCC, 2007: Climate Change 2007: The Physical Science Basis. Contribution of Working Group I to

the Fourth Assessment Report of the Intergovernmental Panel on Climate Change [Solomon, S., D. Qin, M. Manning, Z. Chen, M. Marquis, K.B. Averyt, M. Tignor and H.L. Miller (eds.)]. Cambridge University Press, Cambridge, United Kingdom and New York, NY, USA, 996 pp.

IPCC, 2007: Climate Change 2007: Impacts, Adaptation and Vulnerability. Contribution of Working Group II to the Fourth Assessment Report of the Intergovernmental Panel on Copyright © United Nations, 2008. All rights reserved www.un.org/law/avl 5 United Nations Audiovisual Library of International Law

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Climate Change, [M. L. Parry, O. F. Canziani, J. P. Palutikof, P. J. van der Linden and C. E. Hanson,

eds.], Cambridge University Press, Cambridge, United Kingdom, 976 pp. IPCC, 2007: Climate Change 2007: Mitigation. Contribution of Working Group III to the Fourth Assessment Report of the Intergovernmental Panel on Climate Change [B. Metz, O. R. Davidson,

P. R. Bosch, R. Dave, L. A. Meyer (eds)], Cambridge University Press, Cambridge, United Kingdom and New York, NY, USA., XXX pp. Report of the Conference of the Parties on its seventh session, held at Marrakesh from 29 October

to 10 November 2001. Addendum. Part two: Action taken by the Conference of the Parties at its seventh session (Marrakech Accords) (FCCC/CP/2001/13/Add.1). Report of the Conference of the Parties on its fourth session, held at Buenos Aires from 2 to 14

November 1998. Addendum. Part two: Action taken by the Conference of the Parties at its fourth session: Decision 3/CP.4: ―Review of the financial mechanism‖ (FCCC/CP/1998/16/Add.1). Report of the Ad Hoc Group on Article 13 on its sixth session, held at Bonn, from 5 to 11 June

1998 (FCCC/AG13/1998/2). Report of the Conference of the Parties on its first session, held at Berlin from 28 March to 7 April 1995. Addendum. Part two: Action taken by the Conference of the Parties at its first session:

Decision 1/CP.1: ―The Berlin Mandate: Review of the adequacy of Article 4, paragraph 2 (a) and (b), of the Convention, including proposals related to a protocol and decisions on follow-up‖ (FCCC/CP/1995/7/Add.1).

IPCC Second Assessment Synthesis of Scientific-Technical Information Relevant to Interpreting Article 2 of the UN Framework Convention on Climate Change. http://www.ipcc.ch/pdf/climate-changes-1995/ipcc-2nd-assessment/2nd-assessment-en.pdf

IPCC First Assessment Report.1990:

- Scientific Assessment of Climate change – Report of Working Group I [J. T. Houghton, G. J. Jenkins and J. J. Ephraums (eds)], Cambridge, Cambridge University Press, United Kingdom, pp 365. (Summary for Policymakers IPCC/WMO/UNEP, UK Meteorological Office, Bracknell, pp. 26.)

- Impacts Assessment of Climate Change – Report of Working Group II [W. J. McG. Tegart, G. W. Sheldon and D. C. Griffiths (eds)], Australian Government Publishing Service, Australia. (Summary for Policymakers IPCC/WMO/UNEP, Australian Government Publishing Service, pp. 32.)

- The IPCC Response Strategies – Report of Working Group III, Island Press, USA, pp. 270. C. Doctrine

K. A. Baumert, ―Participation of Developing Countries in the International Climate Change Regime:

Lessons for the Future‖, The George Washington International Law Review, vol. 38 (2006), pp. 365-407. D. Bodanksy, ―The United Nations Framework Convention on Climate Change: A Commentary‖,

Yale Journal of International Law, vol. 18 (1993), pp. 451-558. Copyright © United Nations, 2008. All rights reserved www.un.org/law/avl 6 United Nations Audiovisual Library of International Law

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APPENDIX C: MANKIV‟S 10 ECONOMIC PRINCIPLES How People Make Decisions • Principle # 1: People Face Trade-offs. To get one thing, you have to give up something else. Making decisions requires trading off one goal against another.

• Principle #2: The Cost of Something is What You Give Up to Get It. Decision-makers have to consider both the obvious and implicit costs of their actions.

• Principle # 3: Rational People Think at the Margin. A rational decision-maker takes action if and only if the marginal benefit of the action exceeds the marginal cost.

• Principal # 4: People Respond to Incentives. Behaviour changes when costs or benefits change.

How the Economy Works as A Whole • Principle #5: Trade Can Make Everyone Better Off. Trade allows each person to specialize in the activities he or she does best. By trading with others, people can buy a greater variety of goods or services.

• Principle # 6: Markets Are Usually a Good Way to Organize Economic Activity. Households and firms that interact in market economies act as if they are guided by an "invisible hand" that leads the market to allocate resources efficiently. The opposite of this is economic

activity that is organized by a central planner within the government. •Principle # 7: Governments Can Sometimes Improve Market Outcomes. When a market

fails to allocate resources efficiently, the government can change the outcome through public policy. Examples are regulations against monopolies and pollution.

How People Interact • Principle # 8: A Country's Standard of Living Depends on Its Ability to Produce Goods

and Services. Countries whose workers produce a large quantity of goods and services per unit of time enjoy a high standard of living. Similarly, as a nation's productivity grows, so does its average income.

•Principle # 9: Prices Rise When the Government Prints Too Much Money. When a government creates large quantities of the nation's money, the value of the

money falls. As a result, prices increase, requiring more of the same money to buy goods and services.

• Principle # 10: Society Faces a Short-Run Trade-off Between Inflation and Unemployment. Reducing inflation often causes a temporary rise in unemployment. This trade-off is crucial for

understanding the short-run effects of changes in taxes, government spending and monetary policy. .

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APPENDIX D: DEFINITION OF KEYNESIAN ECONOMICS: MANKIW

New Keynesian economics is a school of contemporary macroeconomics that strives to provide microeconomic foundations for Keynesian economics. It developed partly as a response to

criticisms of Keynesian macroeconomics by adherents of New Classical macroeconomics.

Two main assumptions define the New Keynesian approach to macroeconomics. Like the New

Classical approach, New Keynesian macroeconomic analysis usually assumes that households and firms have rational expectations. But the two schools differ in that New Keynesian analysis usually assumes a variety of market failures. In particular, New Keynesians assume that there is imperfect

competition in price and wage setting to help explain why prices and wages can become "sticky", which means they do not adjust instantaneously to changes in economic conditions.

Wage and price stickiness, and the other market failures present in New Keynesian models, imply

that the economy may fail to attain full employment. Therefore, New Keynesians argue that

macroeconomic stabilization by the government (using fiscal policy) or by the central bank (using

monetary policy) can lead to a more efficient macroeconomic outcome than a laissez faire policy

would. [http://en.wikipedia.org/wiki/New_Keynesian_economics. Accessed July 2012]

APPENDIX E: MILLENNIUM DEVELOPMENT GOALS – MDG‟S

[ Source: www.undp.org; Smit, A. EDP 2012. Slide 16]

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APPENDIX F:

1. CURRENT CITY OF CAPE TOWN WASTE MANAGEMENT PLAN AND

STRATEGY

We feel that in the interest of the flow of information and of logic, it is prudent to pause for a moment and to interrogate the existing measures that City of Cape Town has put in place to give

effect to their Waste Management By-Law. The current status quo would after all be our point of departure or foundational instrument to build upon in designing a more ideal system, strategy and implementation plan. We will then continue to ‗unpack‘ the provisions within the By-Law as our

continuing process of interrogation, prismatic thinking towards developing multiple views of the inter-relatedness of all things within the waste management system.

11.1 The range of projects, programmes and initiatives: As accessed on the

City of Cape Town‟s Waste Management website [http://www.capetown.gov.za/en/SolidWaste2/Pages/default.aspx. Accessed August 2012]

The landing page very kindly welcomes us to the City of Cape Town Waste Management site and tells us‖ that the City‘s Solid Waste Management Department is responsible for waste collection, area cleaning and waste disposal in the Cape Town municipal area.‖

The integrated approach to waste management services if reaffirmed as is the commitment of the City not only to deliver basic services, but to focus on the minimisation of waste on the human and

environmental health and that it aims to add to economic development in the process. The fact that waste has economic value and that recycling and re-use create economic activity, whilst mitigating against health, socio-economic and resource impact is confirmed, with the end goal

remaining the reduction of the amount of waste that will end up in expensive landfills. The department further states that rather than treating and disposing of waste once it has been generated already, the focus is on preventing pollution and waste, at source. We are offered the

opportunity to click on the link to the By-Law which seeks to enforce the Integrated Waste Management Policy of the City.

11.1.1.1.1 Services The following services are listed, each under their own-sub-heading:

A] Area Cleaning

Streets and open spaces are cleaned

New [green] litter bins have been placed all over the city

There is a scheduled litter cleaning programme

Street cleaning: This is done in pre-determined areas and a combination of labour,

mechanical sweepers and water tankers are used.

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145 suburbs are classified as sand-prone and fall under the ‗Sandy Areas Programme‘ [See

SANDY AREAS PROGRAMME MAP] – where possible, community-based contractors are

used with assistance from the Specialised Equipment Unit.

SANDY AREAS PROGRAMME MAP

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An ‗Autumn Programme‘ [See AUTUMN PROGRAMME MAP] is rolled out in suburbs where

there are dense trees [the leafy suburbs] – a combination of manual labour and mechanical

sweepers is used.

Non-leafy suburbs are swept on an ad-hoc basis.

Industrial areas are swept manually as the budget allows.

Non provincial roads are cleared during the night, when traffic volumes are low

River and canal banks – litter is picked up by Area Cleaning Branch.

The rivers are cleaned by the Stormwater department.

Beach cleaning is undertaken in accordance with the City‘s Coastal Zone Management

Plans and helps to promote human health, protect the environment and boost tourism.

Over 300km of coastline is cleaned.

Mechanical deep sand cleaning takes place on popular tourist beaches.

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AUTUMN PROGRAMME MAP

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Illegal dumping costs hundreds of millions of rands per annum to clean up. Although there are

facilities for the diversion of waste, dumping of waste on public or private properties still occur. An Enforcement Team is being established to ensure that those who transgress will be caught and dealt with to the letter of the By-Law. A call centre number as well as e-mail address is provided

with a request that citizens should report any sighting of illegal dumping. The removal of animal carcasses is outsourced and there is a 24 hour, seven days a week call

centre to report sightings of animal carcasses to. Each dwelling in Informal Settlements is provided with sufficient bags. Weekly door-to-door

collections are done and taken to a container at a centralised collection point and transported to landfill from there. This is organised through community-based contracts on a three-year basis. The contractor appoints one labourer per 400 dwellings and for every 6 labourers, one supervisor

is appointed. B] Planning

The Planning branch provides technical support to the Solid Waste Management Department. Planning consists of 6 diverse sections: * Integrated Waste Management Strategy and Policy

*Public Awareness, Education & Communication * Information Technology * Management Information Systems & Geographic Information Systems * Waste Minimisation * Business Improvement

C] Waste Disposal

The type of waste determines how long it takes to biodegrade at landfill sites. Organic materials bio-degrade quicker than inorganic compounds. Disposable nappies can take up to 500 years to bio-degrade. The end product of bio-degradation is leachate and landfill gasses.

The City has three operational sites, namely Coastal Park, Bellville South and Vissershok South, with life spans varying from 5 to 13 years. Another three, Swartklip, Brackenfell and Faure, have

been filled and closed. In anticipation of the closure of more landfills, the City has planned a large regional landfill and has assessed two areas as possible sites.

Builders' rubble and green waste are removed from the mainstream prior to landfilling and again processed further through outsourced contractors. The City outsources waste recovery at the

materials recovery facility at Athlone Transfer Station for the manual removal of paper, plastic, glass, metal, etc.

D] Waste Collection - Residential, Non-residential and Special Waste – more than 80%

currently transported to landfill sites

E] Drop-off facilities

General household or garden waste can be dropped off in-between waste collection days at any of the City‘s drop-off facilities .

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Up to 1 300kg (1.3 tons) of non-hazardous waste may be disposed at any of these sites, at no

cost.

Some drop-off sites also provide facilities for recycling of residential special waste such as motor

oil, cans and metal, paper, cardboard, glass, plastic, electronic waste – known as e-waste, builders‘ rubble and polystyrene.

Waste that is not recyclable or re-useable is then transported to the landfill for disposal.

There is a charge levied for clean builders' rubble that weighs more than 1.3 tons.

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G] Materials recovery

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The Kraaifontain Waste Management Facility, commissioned in September 2010, is the first integrated waste management facility in South Africa. It is able to handle up to a thousand tons of waste a day, includes a garden refuse chipping facility, a domestic recycling centre where

materials are recovered and a public drop-off area. H] Landfill

The City helps residents and businesses divert waste from landfill through additional facilities and

programmes such as:

Online trading of waste through IWEX Crushing builders' rubble at landfill sites Chipping garden waste at various drop-off facilities

Collecting recyclables through the Think Twice recycling programme Encouraging entrepreneurial and school recycling programmes and providing educational and

awareness support and materials.

F] Recycling Facilities

Many other recycling facilities exist for the public and business sector. We have grouped these

facilities into the following categories:

Collections from Schools

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Collections from Households

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117

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Recycling Collections from Businesses

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120

121

122

123

Onsite Waste Management/Recycling Companies

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125

Buy Back Centres

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Private Drop Offs

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Home Composting Bin Providers

Worm

Composting Bin Providers

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General Recycling Bin Providers

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The City has partnered with retailers such as Pick n Pay, in the past few years to promote recycling

initiatives. Woolworths has a recycling initiative partnering with Engen and Nampak. Waste paper, plastic, glass and tins for recycling can be dropped off at selected Engen stations.

G] CAMPAIGNS AND PROGRAMMES

Commerce and industry contribute about 25% (industrial waste) and 20% (commercial waste)

to Cape Town‘s waste output. To reduce this waste load, the City promotes the formation of Waste Minimisation Clubs (WMCs).

Waste Minimisation Clubs

A WMC is a voluntary partnership which promotes the exchange of experience and information in

the implementation of waste minimisation measures between groups of companies or organisations.

The City funds the introduction and management of WMCs through the following stages:

Stages of the WMC Actors (who is involved) Length of time

(months)

Identify the need for a WMC Project sponsors 3 months

Awareness raising and recruitment of

members

Promotion team (could be facilitators of the

WMC) 4 months

Organisation for action (establish structure)

Facilitators Members

1 month

Implementation (assessment of companies and training)

Facilitators

Members with project teams Students

12-18 months

Analysis of results Project sponsors

EDUCATION

Our Public Awareness, Education and Communication Unit provides education and awareness to all

schools within the City‘s municipal area.

Our WasteWise school programme teaches scholars how to recycle waste.

WASTE WISE SCHOOLS PROGRAMME

The main objectives of the WasteWise schools‘ programme are:

To raise awareness among educators, learners and their families

To enable educators to raise awareness of the cause and effect of poor waste management

and the benefits of integrated waste management To provide environmental tools to enhance quality of life

To assist schools with portfolio development and waste minimisation projects

Eco-schools programme

The Department of Solid Waste works with the Western Cape‘s Eco-Schools Programme

and the City‘s Youth Environmental Schools (YES) programme to provide training to

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learners and educators in waste management and the efficient use of resources. Eco-

Schools was launched in South Africa in May 2003 by the Wildlife & Environment Society

for South Africa (WESSA), and aims to achieve sustainable environmental management by

integrating the environment into the national education curriculum and empowering teachers and learners to implement environmental policies at school level.

Get Waste Wise at School If you‘re interested in reducing your school‘s waste output, your first step is to take a quick

look at the various waste streams to give yourself a basic overview. Click here to find out more. Once you have a good understanding of the various waste streams, take a look at the 5 steps below that your school needs to follow to become a waste warrior. Good luck!

Waste management committee

The first step in setting up a successful waste management programme in your school is to

make sure that all parties which could affect the programme‘s success namely; school management, teachers, parents, students, and the school cleaning staff, buy-in to the idea and are committed to making it work. One of the best ways to do this is to create a waste

project committee that includes representation from each of the key groups.

Your first requirement will be to identify the school‘s waste coordinator (leading waste

champion). Ideally, this will be a fairly senior teacher within the school (someone from within the school‘s senior management team). The waste coordinator will be responsible for heading up the waste management committee and coordinating the waste management

programme across the school. More specifically he/ she will need to:

Take responsibility for initiating, planning and implementing a waste audit

Develop and drive the implementation of action plans to reduce, reuse and recycle waste within the school environment

Raise awareness of the school‘s waste minimisation programme and highlight the roles that

each of the key groups need to play to make it a success Provide training for other school staff Set up and chair regular meetings with the school waste management committee

Keep the school‘s head teacher and management informed Raise awareness within the surrounding community, and with media and/ or business with

the objective of generating support/ financial assistance for the initiative.

It would be ideal if the school‘s head teacher or principal were directly involved in the waste management programme since that would ensure it was supported from the top-

down. However, if this is not possible, the waste committee should set up regular update sessions with the head teacher, to keep them informed on how the initiative is progressing and get support for new ideas, and input on addressing challenges that may arise.

The waste committee should include 2 – 3 other teacher representatives, preferably from different areas within the school (e.g. one teacher from the academic side, one teacher

from the arts and crafts side, and one teacher from the sporting side). As far as other staff is concerned, also include representation from the school caretaker and/or cleaning staff as their day-to-day activities can play an important role in its success.

It‘s also important to have parents on the waste management committee. The success of your school‘s waste minimisation programme, specifically the recycling centre, will depend on support from parents who will bring waste from home for recycling, and offer to help in

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the recycling centre.

Having students on the committee is also important, as they will help generating awareness and support from their peers.

Waste Audit

Now that your waste committee has been established, you can move onto conducting your waste audit. A waste audit will help you establish how much, and what type of waste your school currently throws away. This audit will give you information such as where your

school produces its waste (classrooms, cafeteria, playground etc), what types of waste are produced, and how much is produced.

Here are some guidelines on how to conduct your schools waste audit

Materials You will need:

Bagged rubbish Old carrier bags (eight for each group involved in the audit)

10-20 large bin bags Spring balances or Newton meters Ground sheet/floor covers Clipboards with copies of the recording sheet

Rubber gloves (one pair for each adult and child) Overalls or old clothing.

Preparation

Identify an average school day on which you will audit your school‘s waste. Let all the staff

know when the audit will take place Carry out a risk assessment - consider what the dangers associated with the audit might be

and put measures in place to minimise them.

You may want to send a letter to the parents to inform them about the activity, ask them to provide old clothing for the children to wear on the day, and possibly to request adult volunteers to support the activity in school.

Ask the school caretaker to save one day‘s waste from the entire school, including non-teaching areas such as bathrooms, staff rooms, offices and external areas e.g. the playground.

Ask the caretaker to look through the bags to remove sharp objects and label each bag with the area of the school it came from (e.g. classroom 1, playground). Ensure that bags of food waste are clearly labeled and kept separately. Store all bags of waste safely

overnight.

The audit

Clearly explain all the health and safety issues to the students involved in the audit. Gloves should be worn at all times and students should call an adult if they see any sharp objects

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in the rubbish etc.

Weigh all bags containing discarded food and capture the results in grams on the recording sheet. Once you are done you can dispose of the waste in the usual manner.

Divide the students involved in the audit into three to four groups. Each group should have

a ground sheet to work around, a recording sheet and pencil, and a set of spring balances or Newton meters.

Get each group to empty the contents of one bag of rubbish at a time onto the plastic mat

and sort it into the different types of waste shown on the recording sheet below. Groups should have a separate carrier bag for each waste type. They will sort the waste

into these bags and weigh them using an appropriate spring balance or Newton meter. Log

the results on the recording sheet. Once the contents of the carrier bags in each group have been weighed and recorded,

empty them into larger bin bags and re-use the carrier bag.

When all bags have been sorted and the data has been recorded, dispose of the waste and recyclables in the usual manner.

The follow up

The next step is to calculate the daily, weekly and yearly waste totals for the school.

Multiply daily totals by five for the weekly results, and the weekly totals by 38 weeks (the average number of weeks per year spent at school). Work out the percentage of different types of waste produced.

Compare waste data from different areas around your school to identify the waste ‗hot-spots‘ (places where most of the waste is being generated)

Discuss your findings. What are the most common types of waste? Is any of it recyclable? Which type of waste would make the biggest difference if recycled?

This is the information you will use in planning how to REDUCE, REUSE AND RECYCLE your school‘s waste.

Present your findings to the rest of the school through an assembly or newsletter.

Reduce Waste at School

The best way to solve our waste problem is to firstly reduce the amount of waste we produce. So, depending on the outcome of your school‘s waste audit, your school should try and focus on the waste stream(s) you are producing the most of and see where you

can reduce your waste output. Looking at ways to reduce your waste output can be fun. How about allocating each of the classes in your school a specific waste generation area and task the pupils to come up with clever ways to reduce the waste being produced.

Implement the viable ideas and track the effect it has on the school‘s waste generation. Award the class whose recommendations have the biggest impact on the volume of waste the school produces.

Here are some more tips on how to reduce the waste you generate

Avoid buying products with excessively packaging. Reduce packaging by buying the items you use frequently in bulk, and by purchasing refills

and concentrates.

Try to buy products with packaging that is made from recycled materials Try not to buy disposable products such as paper plates. Choose glass over plastic as it can always be recycled.

Avoid all toxic and hazardous products where possible so try and use organic cleaning products in your school and at home. They are safer for you, and for the environment.

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Reuse Waste at School

Always bear in mind that waste is not waste until it is wasted! Finding clever and effective ways to reuse waste will save your school money, help your school to make money, and

help to cut down the volumes of waste being sent to landfills. Based on your waste audit results, allocate each class in your school a waste stream and task them with coming up with different possible ways to reuse that waste. Ask each class to produce a project

showcasing the ideas they have come up with. Put the projects on display around the school and implement the viable waste reuse ideas around the school.

Here are some more handy tips to help your school reuse the waste that it is generating

Before disposing of something you no longer need, try and think about other ways in which your school could use it e.g. discarded paper could be used to make paper mache, discarded cans could be used in your arts and crafts classes and glass jars could be used to

hold crayons or pencils in the classroom. You could probably think of plenty of other ideas if you put your mind to it. Once you have identified ways to reuse certain waste streams ask the students to bring those streams of waste into school from home, thereby reusing

waste that is generated in households as well. Look outside of your school for people who may want to reuse the waste you are

producing. For example, artists may use recycled waste to produce their art. You may even

be able to sell your waste to external parties thereby making some money for your school. Where possible, repair items that are broken. Support the local seamstress and carpenter.

This will both reduce waste and stimulate employment, growth and development in your community.

Avoid using non-recyclable materials such as cling wrap or tin foil at your school. When it comes to organic waste such as leftover food, create compost. There are different

ways to make compost so select one that suits your specific situation. Think about how

much organic waste you have access to as well as the time and space you have available for composting. You could also consider using the compost you are making to set up a small-scale commercial vegetable garden. Your school could sell the vegetables to

members of your community and generate additional income.

Setting up the recycling centre

Having established your waste committee, done your waste audit, looked at ways to reduce that waste and reuse the materials before they are wasted, the final step in the move

towards effective waste management is to set up your school‘s recycling centre.

Recycling refers to the separation of recyclable waste from the general waste stream, and

the eventual reuse of these materials. Recycling not only saves resources but also reduces the environmental impact of manufacturing new products, and the impact of waste at landfills.

Let‘s take a look at what‘s involved in setting up your school‘s recycling centre:

What to Recycle

Use the results of your waste audit to determine which waste streams you‘re going to

recycle. The success of your centre will, to a large extent, depend on the access you have to the various waste streams. If, for example, your audit showed that your school does not throw away much glass, then you will need to either leave glass out of your recycling

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plans, or look to outside sources to bring glass into the centre.

Here are some ways to make sure that you are benefitting from all the waste that is being generated in the school:

Internal Recycling Points

Make recycling easy by positioning recycling points as close to the source of waste as possible e.g. place a paper recycling bin next to the photo copier/printer.

Label recycling points clearly, so that everyone knows where they are and what should go

in them. Put recycling points and normal rubbish bins next to each other. Your collectors may provide you with recycling containers or you can use data from your

waste audit to help you decide what type, size and quantity of recycling bins will best suit your school.

Collecting from Internal Recycling Points

Decide who will be most suitable to empty materials from your internal recycling containers

and deliver them to your recycling centres. For example, could students get involved on a rotational basis? Think about any equipment that students or other ―internal collectors‖ will need and how often you would want them to collect.

External Sources of Waste

We‘d recommend you also look to external sources of waste for your school‘s recycling centre. Here are some possible outside sources that you could consider across all waste streams:

Learners‘ homes (for organic waste, plastics, glass, cans and paper) Restaurants near your school (specifically for glass and cans, and perhaps for organic

waste

Retail outlets near your school (specifically for cardboard, boxes that merchandise is delivered in)

Businesses that have operations near to your school (for the supply of high quality white

paper etc.) Other schools close to your school that have not implemented their own recycling

programme and who are happy to supply waste from their school and from their students‘

households to your centre

The distance between your school centre and the various waste sources, as well as how

you will get the waste from source to your centre, needs to be carefully considered. Although access to more waste will certainly enable you to generate more revenue, you need to be sure that the costs of getting the waste to your recycling centre (e.g. cost of

accessing a vehicle, cost of fuel etc.) do not exceed the benefits.

Who Will Collect

Once you know which waste streams that your centre will recycle, you need to decide on your collectors and set up arrangements with them. Here are some things to consider when

making your decisions:

TYPES – Look at what type of waste each collector will pick up. This is especially important

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when it comes to plastics as they all melt at different temperatures, so collectors tend to

only recycle one plastic type. This has implications for sorting, as you need to know which plastics need to be separated from one another during the sorting process.

PRICE - which collectors will give you the best price for the waste that you have collected

and sorted? The more you sort your waste, the better the prices you tend to be able to secure. For example, you are likely to get less for paper if you send all your paper products (newspaper, magazines, office paper) to the same recycler than you will get if you sell

specific products to specific collectors or customers (for example, good quality magazines to 2nd hand bookstores or only high-quality white paper to Mondi).

VOLUMES - what quantity of waste do collectors/ recyclers require you to have before they

are prepared to collect? Consider the implications in terms of the amount of storage space you have available in your centre (smaller centres should work with collectors that are happy to pick up smaller quantities of waste). Most plastic collectors tend to want you to

have 5 – 6 bale bags available before they collect. Glass, paper and can recyclers would prefer to collect once your containers are full.

Infrastructure

You will need to consider the infrastructure requirements associated with setting up your

recycling centre. Here are some aspects you need to consider:

Location

SPACE: Your recycling centre will need sufficient space to accept waste that is being delivered, sort through it, and store waste once it has been sorted. Most collectors will only pick up once you have reached sufficient volumes so you will need to be able to store the

sorted waste until you reach their volume benchmarks. You will also need space to store the bins that the recycling companies deliver to your site for paper, glass and cans. Taking all of these requirements into account, the ideal place will be at least as large as a double

garage. ACCESS: Your centre must also be accessible so as to ensure easy delivery of waste

coming in from external sources as well as waste collection. The ideal place will have a

parking area big enough to turn a small truck. HEALTH AND SAFETY: Because a recycling centre works with and stores waste materials,

you need to pay careful consideration to the health and safety aspects. From a health

perspective, consider the odour that the waste might generate (especially if you are dealing with organic waste and composting). Also think about the insects such as flies that may be attracted to your centre. Ideally, your centre should be placed away from high-traffic areas

within the school, and away from school neighbours who may not be open to having the centre located close to their properties. If paper is one of your waste streams, consider fire risks and put the relevant safety measures in place such as no smoking on the site. Also

make sure that you have a fire extinguisher readily available and that staff on site know where it is and how to use it in the case of an emergency.

Bricks and Mortar

When looking at the actual structure you will need to have in place, or put up, for your

recycling centre consider the following:

SIZE: as mentioned above, a space that is at least as large as a double garage is

recommended. PROTECTION FROM THE ELEMENTS: Your centre should offer the people working there as

well as the waste (that has been delivered, is being sorted, or is being stored) protection

from heat, rain and wind. Wind specifically can cause major problems in that it can blow

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over bale bags containing sorted plastics, which will require that you re-sort the next day.

It can also make your centre very untidy, which can lead to health and safety issues. A structure that contains four walls, a roof, a window (to let in light and fresh air when required) and large double doors (that large bail bags can be easily moved through) is

recommended. Extra height is also ideal as it enables you to store waste such as bale bags, one on top of another.

SECURITY: to prevent vandalism and dumping and to minimise the risk of your sorted

waste being stolen, you need to be able to secure your recycling centre when it is not being manned. The structure itself should be lockable and you should have a fence with a lockable gate around the perimeter.

WATER AND ELECTRICITY: you will need access to water to ensure the staff can wash their hands after working with the waste. Electricity will allow you to keep a light on at night, which will assist with security. Electricity is also important for running the office.

OFFICE SPACE: Your centre will need easy access to a telephone, and ideally - to a fax machine or email. This will help you to set up initial agreements with waste suppliers and collectors, and to notify collectors once your waste is ready to be collected.

Waste Equipment

SORTING TABLES: You will require a sufficient number of sorting tables to handle the volume of waste that is coming into your centre. Tables should be easily accessible and should have sufficient space around them. Consider labeling tables so that new volunteers

to the recycling centre can quickly learn where each of the waste streams should be sorted. BALE BAGS FOR PLASTICS: You will need containers to manage each of your waste

streams. For plastics – you will need bail bags, and ideally – stands on which those bags can be hung. These stands support the bags and make sure that they stay open making it

easier to drop sorted waste into them, and to check that the same plastic types are being stored together. Make sure your bale bags are clearly labeled (e.g. PETE 1 or PVC 3) to assist sorters with where to place which plastics, and to make sure that collectors pick up

the right bags when they come to the centre. CONTAINERS: For glass, cans and paper, your recycler should drop off the necessary

containers. Label them if required to assist sorters.

WHEELY BINS: You will also need one or two wheely bins on site so that you can dispose of non-recyclable waste that might be sent into the centre by mistake.

Bright Idea! Why not liven up your recycling centre by asking the children in the school to create posters around waste management and the role it plays in protecting the environment and displaying these posters around the centre. This will also increase the

students‘ level of personal involvement with the centre.

Safety

Ensure that you put some safety guidelines in place to minimise risk.

VEHICLES: From a safety perspective, consider the vehicles coming to and from the centre and make sure that school children and people working in the centre are not in risk.

PROTECTIVE CLOTHING: Make sure that all recycling centre staff and volunteers wear

gloves and possibly even a plastic jacket or overall when they are sorting waste. This will protect them from any possible contamination.

SHARP OBJECTS OR HAZARDOUS WASTE: Make sure that sorters are aware to look out for

sharp objects, and that they can easily identify and deal appropriately with hazardous waste that may mistakenly have been delivered to the centre.

Bright Idea! Teach students about hazardous waste and the more environmentally

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friendly options that can replace hazardous cleaning products etc. Ask student to create

artwork (posters/ murals) that showcase hazardous waste products and include information on how to safely dispose of them. Display this artwork around the recycling centre to ensure that all sorters are highly aware of what to look out for and how best to deal with

hazardous waste should they come across it.

Staffing

When it comes to staffing your recycling centre, think about the volume of waste coming into the centre each week to determine how often and how many people you will need to

sort it. Should your centre not have the financial resources to hire staff to run it - you will need to work on a volunteer basis. Ask your parent‘s association to assist you with finding parents who are able to help.

You could also consider using this as an opportunity to uplift unemployed members in your community by offering them a job at the recycling centre in exchange for a small

remuneration. This will obviously affect the profit you are able to generate but the social responsibility aspect may help you to generate financial sponsorship from business.

Take into consideration that different people on a regular basis may staff your centre. Make sure that the processes that need to be followed are clearly laid out to make sure that the centre works efficiently no matter whom is staffing it.

Finances

In addition to working to combat the waste crisis in Cape Town, a well-run recycling centre is also likely to generate some revenue for the school. You will need to work out how this revenue will be handled. For example, how will collectors pay you and how often will you be paid.

You should also think about how the money that the centre is generating will be used. Are there specific projects that the school needs to raise funds for, or can the profits be used to

enhance the recycling operation (e.g. to hire a centre manager, purchase a bakkie for the centre etc).

Awareness

Recycling should be seen as fun and easy. Think about holding an exciting launch event

that involves the entire school, their parents, leading members of the local community, businesses (who have already offered to support the initiative or who you would like to approach for support), and the local media.

With Staff

Hold an introductory meeting with all staff members including cleaning staff. Explain why the school would like to implement a waste management system, and how the recycling system will work. Communicate the role everyone needs to play in ensuring the initiative is

a success. Run a staff training session to discuss the why‘s and how‘s behind the waste management

programme. Make sure that all staff understand the process – from the initial waste audit

through to organising external and internal recycling collections and agreeing staff member roles.

Create a calendar displaying key dates and milestones for the programme. Place the

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calendar together with information around the program on staff notice boards.

Run follow-up training sessions focused on giving staff ideas on how to include waste management topics in the curriculum.

With pupils

Get the students that are members of the waste management committee to present the

waste management plan during assembly. Think of ways to make the presentation fun, exciting and interactive.

Give fortnightly updates in assemblies to tell students about how the program is

progressing. Showcase key milestones and successes on pupil notice boards and the school‘s website. Think about organising social activities based around waste minimisation such as

community clean up days where students go out into the community and help to clean up litter.

Give students branded bibs or hats to wear on the days that they are collecting waste from

school recycling points. Arrange a visit from a member of your local authority‘s waste management department.

With parents

Follow up the launch event by sending home a ―How to Recycle‖ guide for all parents. This

guide should clearly outline what parents can and cannot send to the school recycling centre as well as the way in which recyclables should be delivered (e.g. washed and rid of all excess water).

Ask the parents‘ association to include the waste management programme as an item on

the agenda during their meetings. Include a regular waste management update, including achievements to date and new

initiatives being planned, in the school newsletter.

Ask parents who might have ideas around how to improve the programme or generate sponsorship money for the initiative to contact the waste management committee.

Sustainability

Getting a school recycling programme started is one thing. Keeping it going is a much

harder task. Here are some tips and practical advice on how to ensure sustainability for the programme you put in place:

Make sure that you have a member of staff as a waste champion – someone who has accepted responsibility for keeping the momentum going and moving the programme forward. Ensure the waste champion continually monitors the scheme and presents back to

the waste committee. The waste champion must also keep the head teacher as well as the rest of staff up to date around the progress that is being made and what is planned next.

Put measures in place to get regular updates from staff managing the recycling centre.

They will have a clear idea of the volume of waste that is coming in and how it is changing. If it starts to decrease they will be able to alert you so that you can put measures in place to re-motivate students, parents, staff and cleaners. Centre staff can also alert you to any

problems the programme might be experiencing (such as parents sending non-recyclable waste to the school centre) which will enable you to send out the necessary communications to avert this.

If the level of buy-in or involvement drops off – ask teachers to build waste minimisation topics into lesson plans. Consider field trips to give students a first-hand view of a landfill, or bringing in an expert to talk to students about waste and the impact it has on the

environment.

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Reward the school when the programme works well – everyone enjoys recognition. Talk to

community media about the programme and what it has achieved to see if you can secure press exposure. Set up rewards for waste management champions (e.g. the class that comes up with the best way to reuse waste that is being generated or the class that

produces the best waste awareness posters for the school‘s recycling centre). Also look for any national, or regional awards and competitions that your school could enter.

Consider succession planning. To make sure that the waste management programme does

not falter when the elected waste champion(s) leave the school, put some succession planning tactics in place. For example – there will always be a parents‘ association so give them the task of electing the two parents who will sit on the waste management

committee each year. Or, make sure that the head teacher elects a waste champion from within the staff compliment on an annual basis and that running the waste management programme is part of that teachers job description for the year.

Success Factors

We‘ve discussed a number of factors that are central to your school being able to set up and run a waste minimisation programme. Here is a summary of all the boxes you need to tick to ensure your venture will be a success:

People to champion the cause - make sure you always have a waste champion in place, backed up by a number of committed waste warriors.

Support from the top - ensure that the school‘s top management understands and buys-in to the waste minimisation programme. This should be seen as an integral part of the school‘s day-to-day operations.

Support from the staff – work to ensure that the entire faculty, the school caretaker and

the cleaning staff understand and are supportive of the waste minimisation programme. Recycling Facilities – having the right infrastructure and equipment in place is crucial.

You need a secure, contained and protected area from which to run your recycling

operation. It must not be accessible during non-school hours to prevent illegal dumping, and to prevent people from stealing waste that has already been sorted. You also need well sign-posted recycling points across the school to ensure that it is as easy to recycle waste

as it is to throw it away. Recycling Staff – your centre will need people to run it on an ongoing basis. Volunteers

tend to be less reliable than paid staff so try and look for ways to raise funds to bring in

salaried staff. Remember that you will also need someone with great communication and negotiation skills to get you the best deals from suppliers, collectors and recyclers.

Ability to generate awareness and understanding – make sure staff, students and

parents are aware of the waste minimisation programme, the benefits associated with reducing, reusing and recycling, and what is required of them. Communicate regularly to keep these key groups up to date on how the programme is doing and what is planned

next.

Waste management committee

The first step in setting up a successful waste management programme in your school is to make sure that all parties which could affect the programme‘s success namely; school

management, teachers, parents, students, and the school cleaning staff, buy-in to the idea and are committed to making it work. One of the best ways to do this is to create a waste project committee that includes representation from each of the key groups.

Your first requirement will be to identify the school‘s waste coordinator (leading waste champion). Ideally, this will be a fairly senior teacher within the school (someone from

within the school‘s senior management team). The waste coordinator will be responsible for

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heading up the waste management committee and coordinating the waste management

programme across the school. More specifically he/ she will need to:

Take responsibility for initiating, planning and implementing a waste audit

Develop and drive the implementation of action plans to reduce, reuse and recycle waste within the school environment

Raise awareness of the school‘s waste minimisation programme and highlight the roles that

each of the key groups need to play to make it a success Provide training for other school staff Set up and chair regular meetings with the school waste management committee

Keep the school‘s head teacher and management informed Raise awareness within the surrounding community, and with media and/ or business with

the objective of generating support/ financial assistance for the initiative.

It would be ideal if the school‘s head teacher or principal were directly involved in the waste management programme since that would ensure it was supported from the top-

down. However, if this is not possible, the waste committee should set up regular update sessions with the head teacher, to keep them informed on how the initiative is progressing and get support for new ideas, and input on addressing challenges that may arise.

The waste committee should include 2 – 3 other teacher representatives, preferably from different areas within the school (e.g. one teacher from the academic side, one teacher

from the arts and crafts side, and one teacher from the sporting side). As far as other staff is concerned, also include representation from the school caretaker and/or cleaning staff as their day-to-day activities can play an important role in its success.

It‘s also important to have parents on the waste management committee. The success of your school‘s waste minimisation programme, specifically the recycling centre, will depend on support from parents who will bring waste from home for recycling, and offer to help in

the recycling centre.

Having students on the committee is also important, as they will help generating awareness

and support from their peers.

Our sponsorship of the Jungle Theatre Company offers interactive environmental education

to the youth. Schools and learners are encouraged to participate in:

School holiday art and craft programmes in libraries and community centres Metrorail‘s Edutrain

The City of Cape Town‘s year-long Youth Environment Schools (YES) programme

© City of Cape Town, 2011

APPENDIX S: YOUTH ENVIRONMENTAL SCHOOLS PROGRAMME

The City of Cape Town's Youth Environmental School (YES) Programme is a year-round

programme of activities for learners and educators.

The first YES programme was hosted by the City of Cape Town as part of the Cape Metropolitan Festival of the Environment in 1999 and was attended by 2,000 learners. Since then, it has

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developed into one of the largest EE programmes in South Africa, with more than 30,000 learners

attending in 2006. To date, YES has been linked annually with World Environment Week in June of each year.

Building on these successes and addressing the need to expand EE initiatives across the city, a new ‗year-long‘ YES programme was established. YES has now been expanded to include many of the commemorative days and weeks on the annual calendar: Wetlands Day, Invasive Alien Species

Week, Biodiversity Week, World Environment Day, Climate Change and Energy Week, International Coastal Clean-up Day, Heritage Week, National Marine Week, World AIDS Day and International Day of Persons with Disabilities.

Also falling under the YES banner are YES EduNet (a network that aims to empower and capacitate educators about environmental issues); the The Orbes Media Careers Fair; the Cape

Town Teaching Institute‘s EE Course for teachers; the Youth, Urban Nature and GIS project; the Blue Flag Beach EE Programme; and Coastal Cleanup Day. Environmental education facilities and programmes are also offered at several of the City's nature reserves and sites, where school

groups can book to visit.

Working closely with a host of internal and external partners across the city, the YES team is

dedicated to making the programme more accessible to schools, learners and educators.

As South Africa is facing enormous environmental challenges, both now and in the years ahead,

YES is the perfect vehicle through which our city‘s youth can gain knowledge, hands-on skills and respect for their environment. As is well known, the youth of today will have to make crucial environmental and developmental choices in the future and the goal of YES is to equip them to make these choices in an informed and wise manner.

Over the years the City has built sustainable relationships to not only secure the future of YES, but to reach even more learners by providing government departments, businesses, the private sector,

and NGOs and CBOs with a platform to present their environmental programmes to learners in a fun and interactive educational environment. The YES programme has the full support of the Western Cape Education Department (WCED).

YES is also seen by the City as a necessary measure to support the implementation of the United Nations Decade of Education for Sustainable Development.

YES Programme Vision

―Through Environmental Education we will form partnerships towards conserving, protecting, nurturing and caring for our environment and will invoke in the youth community a sense of environmental pride and responsibility that promotes environmentally sustainable lifestyles,

behaviour and actions.‖ YES Programme Objectives

To show the City of Cape Town‘s commitment to the environmental education of its youth To provide a platform for organisations to present their environmental programmes to school

learners To provide a platform for City line function departments to work together for a better environment To expose the potential of the City‘s over 30 natural sites and areas

To expose as many school learners as possible to environmental issues To provide a diverse and varied programme of activities representing Cape Town‘s environments To promote YES EduNet

To guarantee a quality programme through a formal evaluation process

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To build sustainable partnerships to secure the future of the YES programme

To promote Eco-Schools To support the Western Cape Education Department‘s new revised curriculum statements To support the City‘s Integrated Development Plan (IDP), Integrated Metropolitan Environmental

Policy (IMEP) vision and Environmental Education and Training (EE & T) Strategy.

For further information, contact: Ms Lindie Buirski

Tel: +27 (0)21 487 2839 Fax: +27 (0)21 487 2255 E-mail: lindie.buirski@capetown.gov.za

Conferences, competitions and awards Eco-schools

IWEX

What is IWEX?

IWEX (Integrated Waste Exchange) is a free online system that

enables waste generators and users to exchange waste materials. Operating on the principle that ‗one person‘s garbage is another person‘s gold,' IWEX facilitates the re-use of waste, thereby

conserving energy, minimising resource use and reducing the pressure on Cape Town's landfill space. The service is freely available to anyone who generates or uses waste, including companies, individuals, institutions, schools, NGOs and community groups.

Why use IWEX?

IWEX can turn fixed costs for waste storage, transport and disposal into savings

IWEX can give your company a competitive edge in the sustainable usage of resources

IWEX can unlock a market for your company's unwanted materials

IWEX can help you locate alternative material suppliers that offer the perfect input material for

your business, at a competitive price, thereby lowering your raw material or input costs

IWEX can improve your company‘s environmental and social responsibility image

How it works:

1. Register - new users

Register on the IWEX system to list any waste materials you'd like to exchange, contact others

whose waste you'd like to obtain and receive an automatic notification when someone wants your waste material. Click here to register.

2. Logon - existing users

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To 'advertise' your unwanted waste, you need to logon to the IWEX system. You can then create a

list of the waste materials you'd like to offer and/or specify the materials you're looking for. This information is then posted onto the IWEX catalogue where it can be browsed by interested people.

3. Browse

The IWEX catalogue displays available and wanted waste. Should you wish to initiate an exchange,

click on the material you're interested in to access the contact details of the waste supplier or user. Please note that you will need to be registered and logged on to do so.

THINK TWICE

THINK TWICE CAMPAIGN

Help save Cape Town's rapidly filling landfills - in your own home and at no cost! By using the City's free household rubbish recycling service, Think Twice (before you throw away!), you can

save about two kilograms of rubbish per day. At the moment, up to 80% is unnecessarily sent to the City's three remaining landfills in Coastal Park, Vissershok and Bellville South.

How Think Twice benefits Cape Town Although a new regional landfill has been planned to supplement Cape Town's landfills, this is

more than 40 kilometres further away than the current sites, and the increased distance will increase waste disposal costs considerably. Think Twice, which was launched as a project in November 2007 has been extended to many areas and diverted thousands of kilograms of waste

away from landfill. Think Twice also helps prevent the carbon emissions that are generated in making items from new raw materials. It also boosts employment in the recycling industry and provides many of the raw

materials that are used in manufacturing. Resin Roof Tiles, for example, uses the plastic that computer monitors are made from to manufacture South African National Standards (SANS) approved roof tiles.

How it works

In the existing participating areas, the Think Twice contractors issue partaking households with a clear bag for the separation of their dry waste from wet waste. In August 2011 the project expanded to the northern suburbs of Cape Town, and these residents north of the N1 received a

green-lid 140l recycling bin for their recycling. Those using bags:

Those using bags simply throw their clear bags filled with dry waste (clean and dry paper, cardboard, plastics, food containers, bottles, tins and glasses) in the upper part of the normal black bin, on the usual collection day. (Dry waste must be clean and dry. Caps from containers

should be removed and plastics bottles flattened.) All other waste that is not dry (wet paper and food waste) should be placed in the lower portion of the bin. Garden refuse (leaves and grass cuttings) should be taken to the nearest drop-off site.

Those using green-lid 140l recycling bins: Those who have successfully registered at a Municipal Walk-in Centre will be issued a green-lid

140l recycling bin. Once they have received the bin recycling can begin, making sure all the recyclables are dry, clean and flat. The bin must be taken out for collection the day after normal refuse collection day. This will be collected at no cost. (Residents whose normal collection day is a

Friday will receive this additional recyclable collection service on a Monday.)

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For more information on the Think Twice north of N1, contact 021 970 3053 021 970 3053 during office hours (08:00 to 16:00), WastePlan on 0861 116 699 0861 116 699 or visit www.wasteplan.co.za.

Think Twice contractors collect the recyclable waste from the City and take it to a materials recovery facility for reprocessing and re-using.

Click here for what can and can‘t be recycled.

Current areas of participation

WASTE WISE PROGRAMME/CAMPAIGN

WasteWise is one of the Solid Waste Management Department's integrated waste minimisation

and awareness programmes designed to raise awareness and encourage action among the general public and businesses of Cape Town to minimise waste, reduce littering, stop illegal dumping and increase recycling.

The WasteWise programme seeks to foster behaviour change and encourage a culture of environmental responsibility amongst all Capetonians in a joint effort to reduce waste to landfill and empower citizens to minimize waste and littering.

WasteWise is being implemented through strategically tailored campaigns aimed at engaging with communities, schools, commerce and industry, and the general public.

Building Green Zone partnerships

A key aim of this phase of WasteWise is to pilot the building of enduring partnerships between communities, schools and businesses together with Council officials in selected ‗GreenZone‘ areas

to minimise waste and maximising recycling, including composting and food gardens. As part of this, WasteWise is training community facilitators using a proven methodology to

empower people to tackle waste minimisation in their Green Zone areas. WasteWise is working with Sub-Councils 5, 12 and 18 to develop Green Zone community

partnerships. Additional Sub-Council partnerships are also planned.

WASTE WISE: COMMERCE

The focus of waste management has shifted from disposal at landfill sites to waste minimisation and recycling. The City of Cape Town has passed a new By-law containing regulations and

procedures to align with the new focus. The WasteWise programme is supporting waste service providers and waste generators in

businesses, commerce and other organisations with information, materials and training to comply with the City‘s new By-law.

To see a brief handy guide to compliance with the By-law click here. For FAQs on the click here.

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Management Department, City of Cape Town. Tel: 0860 – 103 089 0860 – 103 089

WASTE WISE: THE PUBLIC

A WasteWise focus in the public sphere is to reduce littering. The Zibi character is leading a campaign based on spreading the message to be environmentally responsible, be proud and

take care of your own community neighbourhood – ‗Zap your litter in a Zibi bin!‘

An advertising promotion campaign is being featured in community newspapers and on regional radio stations.

Linked to the Zibi campaign is a planned ‗Zap It & Win It‘ promotion which provides a positive incentive to people who model the right behaviour. Each month, people who are

photographed putting their litter in a Zibi bin on busy streets, shopping malls, commuter hubs and other public areas stand a chance to win a shopping hamper.

WASTE WISE: THE CITY

The City of Cape Town prefers to procure goods from

manufacturers, agents and providers which follow ―Extended Producer Responsibility‖ (EPR) guidelines. These take into account the total lifecycle of a product – and its potential for pollution, not only while it is being manufactured but after it has been discarded.

The following initiatives have already been implemented in the City's headquarters at the Civic Centre:

Waste minimisation

Separating white paper, common paper and cardboard K4 for recycling

Energy savings

Single fluorescent tubes are used instead of two tubes per lamp unit The full lighting service is restricted to normal office hours

The fluorescent tubes are long life, low mercury and low energy models

Water saving

Water from the cooling tower of the air-conditioning system is used to flush toilets

WAYS TO REDUCE WASTE

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Approximately half of your household waste is organic and can be turned into compost.

Why make compost?

Using compost in your garden will bind the soil and help it to hold water and air. As a result, your plants will grow better. Turning your organic waste into compost also takes some of the pressure off Cape Town‘s landfill sites, which are filling up fast.

What to use:

Most organic materials that will rot or decay easily will make good compost. You can use:

1. Garden waste such as grass cuttings, leaves, and dead flowers

2. Vegetable and fruit peelings, cooked table scraps, tea leaves and tea bags, egg shells and stale bread

3. Paper, cardboard, sawdust and wood shavings, animal manure, wood fire ash and seaweed

What not to use:

1. Don‘t use anything that doesn‘t rot, such as metals, glass and plastics 2. Don‘t use garden waste sprayed with pesticides, toilet or septic tank waste or diseased

animal carcasses or plants

3. Don‘t add meat scraps to the compost as this will attract rats and mice 4. Don‘t add potato peels or the peels of citrus fruits such as oranges – they will make the soil

too acid

5. Leave out cooked food, which will attract unwanted flies and rodents 6. Don‘t add too many grass cuttings to the bin – this will heat it up too much. Also leave out

tough weeds

Making your compost heap:

There are many ways to make a compost heap. You can use an old tyre with a board covering

the top, build a box from sticks or poles and cover it at the top, or buy a specially made bin at a garden shop.

1. Start by putting down about 200 mm of mixed organic material 2. Mix this well and chop up any big pieces. Don‘t add layers of only one material, such as

grass cuttings or leaves

3. Make sure that air can circulate freely throughout the mixture 4. Make sure the compost heap is damp, but not wet 5. If you want to speed up the process, add a ‗starter,‘ like a bucketful of mature compost,

animal manure, or bone meal 6. You can get 'starters' at nurseries and garden shops 7. You can also add soil to help the organic material to rot

8. Carry on adding layers of about 200 mm. The last layer should be soil, dry grass, leaves, or sawdust, as this will keep smells and flies away.

Looking after your compost heap:

1. After one week, push your hand into the compost. It should feel hot.

2. After a few weeks the heap will have cooled down. This means that you need to turn it so that it will heat up again. The heat kills weed seeds and fly larvae

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3. You can also control flies by covering any new material you add with dry soil, sawdust,

grass or leaves. Turning the compost heap makes the organic material break down faster 4. Keep the heap moist, but not wet, or it will smell bad. If it does get too wet, add absorbent

material like sawdust, straw or manure and turn the heap

5. If you find large white worms in the compost, destroy them. They are the larvae of the large black and yellow fruit beetle, which can do a lot of damage in the garden

Harvesting your compost:

The compost will be ready in about three months. A week before you harvest it, add some

vegetable matter to bring the worms up to the top of the bin. Put the top part of the compost to one side. Use the rest of it in your garden.

Restart the cycle by placing some compost on the shade cloth, and then adding the top half – containing the worms – that you took out first.

Purchase an indoor composting system:

If you do not have a garden or the space for a compost heap consider buying an indoor

composter. They are neat, clean and safe for humans and pets, and make rich compost in a reduced time. For more information visit www.bokashi.co.za.

Use worm bins to compost your kitchen waste:

You can also use earthworms to help you to make excellent, rich compost! The easiest way is to

purchase worms and worm bins, making up ―worm bin kits‖.

Purchasing “worm bin kits”:

Here are some of the local suppliers of worm bin kits. They will give you advice on how to look after the worms.

1. Fullcycle 2. Organic solutions

Making a worm bin:

Alternatively, you can make your own worm bin at home.

Finding earthworms There may already be earthworms in the soil in your garden. Otherwise, you can find them in

damp soil near rivers, or you can ask your local nursery to help you find some.

Making a worm bin

1. Use a plastic bin with a lid, or any other container. If the container has no lid, cover it with

hessian. Try not to put the bin in direct sunlight – worms like cool, dark places. Drill a few holes in the bottom and sides of the bin. This allows the air to circulate and excess water

to drain out. Place the bin on bricks to improve drainage

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2. Put a layer of sand or gravel in the bin. It should come up to a few centimetres above the

drainage holes 3. Put a board or piece of cardboard on top of the sand or gravel 4. Make sure there are small spaces on the sides of the board for drainage

5. Put a layer of shade cloth on top of the board, so the worms can‘t escape 6. Put a layer of mature compost mixed with shredded newspaper in the bin 7. Put 50 – 100 worms in the bin, and feed them chopped up kitchen waste like vegetable

peels, teabags and old coffee grounds every day. Add a layer of shredded newspaper every time you put waste in the bin, to keep fruit flies away

8. Use a fork to turn the top layer of the bin once a week. This introduces air into the bin. At

the same time, add some eggshells to neutralise acid

REDUCE, RECYCLE, RE-USE

Reduce the waste you produce:

Try not to buy over-packaged products, such as plastic wrapped vegetables in polystyrene trays. Buy in bulk, as this gives you more product and less packaging. Buy refills and concentrates - these usually involve less packaging

Buy local products. Choose less heavily processed products. Try to buy only what you need.

Choose durable items rather than products that will soon need replacing. Repair broken items, or pay someone to repair them for you. Make your own gifts and gift wrap instead of always buying new items. Print using both sides of the paper saves money on buying paper and on storage and postage. It is

also easier to fold and staple Only print what is necessary: for example, information on fax or printer cover sheets is usually

unnecessary or can be included in the main document.

Make electronic copies accessible. When an electronic database or document is more "accessible" than a paper version, people often choose to print less, thus saving paper.

2. Re-use items before they become waste

Reuse by taking items such as cardboard toilet roll cores, boxes, jars, margarine tubs and scrap

paper to local schools for their projects. Choose returnable or re-usable containers. Reuse a product as many times as possible. If you have no further use for it, find someone who

does. Many charities welcome donations of unwanted gifts, clothes, furniture, toys and books. Return glass bottles with deposits to shops for reuse.

3. Recycle your waste – many waste types can be reprocessed into useful items

Very important! - Buy recycled – choose tissues, rubbish bags, stationary, hand towel and toilet rolls made from recycled materials (it should be indicated on the label – don‘t worry, they are perfectly safe).

Separate waste at home into organic waste, plastic, glass, tin cans and paper. All these can be recycled into useful products.

Drop off many of your recyclable wastes at the 20 City of Cape Town Drop off points.

1. Map of the City of Cape Town drop off sites 2. What can be dropped off where

3. Individual drop-off site maps

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What is recyclable and where else can you drop it off?

1. Paper and cardboard: (white office paper fetches the best price) Flatten cardboard boxes before dropping them off

Try to separate white office paper from magazines and newspapers Find out where to drop off paper and cardboard here

2. Cans (drink and food cans):

Rinse them out Squash them if possible to save space (after rinsing!) Find out where to drop off cans here

3. Glass (bottles and jars): Rinse them out Find out where to drop off glass here

4. Plastics: Rinse out plastic bottles/tubs Look for a symbol like this on your plastic bottle, tub or bag:

The number inside the symbol indicates the type of plastic

NUMBER PLASTIC TYPE EXAMPLES 1 PET (polyethylene

terephthalate) clear coke, cooldrink or bottled water bottles

2 HDPE (high density polyethylene)

white or coloured milk, juice or shampoo bottles

3 PVC (polyvinyl chloride) bottles used for turpentine, methylated spirits etc. or shampoo and juice

4 LDPE (low density polyethylene)

most plastic bags

5 PP (polypropylene) certain yogurt, shampoo bottles etc.

6 PS (polystyrene) includes ―styrofoam‖ packaging and hamburger boxes etc

7 Other includes a wide variety of plastics, including computer

screen casings

Most wanted for recycling = PET (No.1), HDPE (No.2) and LDPE (No.4)

Find out where to drop off your PET plastic here Watch a video on the recycling of PET plastic here

2. Tetrapak (Milk and juice cartons):

Will be recyclable soon in Cape Town - watch this space Find out more about Tetrapak recycling here Flatten and store for future recycling

3. Used motor oil: Do you service your own car? If so, save the oil in a sumpy which can be bought from the Rose

foundation (021 - 448 7492 021 - 448 7492 ) Find out where to drop off your used oil here

4. Electronic Waste (computers):

Find out who refurbishes e-waste for re-use here Find out who recycles e-waste here

PUBLICATIONS

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Disposal guidelines

Guidelines regarding the disposal of waste, including hazardous waste.

Working with Waste pamphlet

This Working with Waste pamphlet gives an overview of the various waste initiatives in the City.

A Journey Down the Waste Stream

Every year we throw away enough waste to fill a row of trucks from Cape Town to Gauteng. This

pictorial map shows the journey waste takes from our homes to landfill – or, hopefully, to drop-off

sites instead!

This map shows routes from districts to drop-off facilities, transfer stations and landfill sites.

Happy Household map

A carbon footprint is a rough measure of how much carbon dioxide, methane and other

'greenhouse' gasses we are responsible for creating. Your carbon footprint is directly linked to your

lifestyle. The more things you have, the more things you use and the more things you do, the

bigger your carbon footprint gets. In our homes, we must reduce our consumption of electricity, water, gas, petrol or diesel and products of every kind. This pictorial happy household map will

give you some ideas of how to do so. Smart Living Handbook

Comprehensive information from the Smart Living Handbook regarding Waste.

Cape Town Green Map For the Cape Town Green Map which includes recycling drop-offs, click here.

Handy Guidelines for Refuse Bin Users Tips for the correct use of a wheelie bin.

Zibi Bins Zibi teaches us about Zibi bins, recycling and more...

Compact Florescent Lightbulbs CFLs Information about the recovery, recycling and disposal of Compact Florescent Lightbulbs. For a list

of Pick ‗n Pay and Woolworth stores that offer CFL disposal facilities, click here.

Identifying Plastic Codes

An explanation of all the different codes printed on plastic items mean.

Disposal guidelines

Guidelines regarding the disposal of waste, including hazardous waste.

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APPENDIX Z: ASSESSMENT OF SERVICE DELIVERY IN WASTE MANAGEMENT

Municipal Systems Act S.78 (3) Assessment of Alternative Service Delivery Mechanisms

for Solid Waste Management

What was done?

The City of Cape Town has undertaken an assessment of the waste management services to develop an improved system, which meets legal requirements and reduces the amount of waste being disposed of to landfill. In legal terms the process is referred to as a Section 78(3)

assessment in terms of the Local Government Municipal Systems Act (MSA) (as amended by the Local Government: Municipal Systems Amendment Act 44 of 2003). Council agreed to this assessment on recommendation that the status quo of current municipal services is inadequate

and does not meet the changes brought about by the new waste legislation. It will be done in the form of investigations, assessments and public participation and will lead to recommendations to

Council.

Why was it done?

The assessment of the current waste management service offered by the City of Cape Town is primarily driven by the following: The need to meet legal requirements, and to give effect to Council‘s commitment to optimise waste management service delivery mechanisms.

‗Meet legal requirements‘ refers to The National Environmental Management Waste Act, which came into effect on 1 July 2009, which requires that waste minimization be considered by municipalities in addition to municipal services such as cleaning, collection and disposal to landfill.

The assessment explored methods to reduce the volume of waste reaching landfill sites and to increase the recycling of economically viable materials in terms of the City‘s Integrated Waste Management Plan and Integrated Development Plan.

‗Give effect to Council‘s commitment‘ refers to Council‘s commitment to strive for an optimal waste management service that will reduce resource, health and environmental impacts, while adding value to the local economy.

What are the findings and recommendations?

The waste review found that the City faces a number of challenges – two in particular are the shortage of landfill sites and the limited number of drop-off facilities. The recommendations look at investigating suitable systems, infrastructure and mechanisms for the business of Solid Waste.

These include upgrading existing facilities, investigating energy from waste infrastructure, making internal business improvement changes, recycling builders‘ rubble and many others.

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LOCAL BIODIVERSITY STRATEGY AND ACTION PLAN – 2009-2019. JULY 2009. STRUCTURE OF

PROGRAMMES AND DEPARMENTS.

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Source: Cape Town Energy and Climate Change Strategy: 2006

Source: Cape Town Energy and Climate Change Strategy: 2006

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Source: Cape Town Energy and Climate Change Strategy: 2006

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Source: What is the City of Cape Town doing about Climate change. August 2010