Annex 5.1. Example Waste Management Strategy

Transcription

1 Annex 5.1 Example Waste Management Strategy

2 This Annex presents an example Waste Management Strategy prepared during field testing of a draft of this Strategic Planning Guide. The Strategy is for the cities of Ha Long and Cam Pha, Vietnam, prepared on behalf of the Quang Ninh Provincial Peoples Committee with funds from The World Bank and Danida, by ERM in 1998.

3 FORWARD Sustainable development represents a major challenge in Quang Ninh Province. There are a wide range of issues which need to be balanced in achieving socio-economic development targets at the same time as protecting the Worlds Natural Heritage in Halong Bay and improving the living environment of residents. Under the Government s programme of economic reform and decentralisation, less state subsidy will be provided for public services over the coming years. However, development of these public services is essential to improving the quality of life and to protecting the environment for future generations. Waste management is one of these essential public services. Quantities of waste being generated in Ha Long and Cam Pha are increasing rapidly. However, only 40-50% of present waste arisings are currently collected, and those that are collected are not treated or disposed properly. There is much room for development of the sector including improved organisation and management, improved cost recovery, an increased role for the private sector, better infrastructure and improved public awareness. But, perhaps fundamentally, as the economy grows and levels of income increase, more waste will be generated and services will need to be more effective, especially solid waste management. It will take some time for these improvements to be realised and goals met. It is only when the people see improved services that they will be fully supportive and be prepared to pay more for waste management. Over time, it will be important to work to ensure that all the community in Ha Long and Cam Pha are provided with an effective and regular waste collection service, and that this waste is treated and disposed in a way which does not harm the environment. This Strategy sets out a common vision of how to improve and develop waste management practices, developed from a series of participatory workshops involving all key stakeholders. Coordinated action is now required to translate this vision into practice.

4 1 BASIS OF THE STRATEGY 1.1 BACKGROUND TO THE INITIATIVE The importance of improving public services in Ha Long and Cam Pha has been fully recognised by the Quang Ninh Provincial Peoples Committee (QNPPC), with waste management being identified as a key sector for attention over the coming years. QNPPC requested the assistance of the World Bank and DANIDA in developing a Waste Management Strategy covering the geographical area of Ha Long and Cam Pha for a period of 20 years from The main objective has been to develop a common vision for improving and developing standards of waste management into the 21 st Century. A programme of Workshops and Specialist Workgroups carried out from May to September 1999 has formed the basis of this Strategy, with participants directly involved in drafting and finalisation of Strategy components and the Implementation Action Plan (IAP). The World Bank has developed a Planning Guide for municipal waste management in developing countries. This guide has been applied in Ha Long and Cam Pha during the preparation of this Waste Management Strategy, and will be a useful tool to guide implementation of the Strategy. 1.2 PLANNING CONSIDERATIONS It is essential for the Strategy to be placed firmly in the context of existing development plans for the area and waste management planning guidance from National Government. The Sections below summarise these key considerations Development Planning Considerations The Development Master Plan for Quang Ninh Province outlines a major programme of economic and social development in Ha Long and Cam Pha over the period of The area has been identified by central Government as part of the Northern Growth Triangle, and as such represents an important target area for investment and economic development. This will turn the region into one of the most important industrial, port and tourist development areas of Vietnam, transforming the local economy, demography and living standards. The Plan defines the development aims for Ha Long City and Cam Pha town upto 2010 as:

5 Ha Long City A centre for tourism at the international and national level; a political, economic and cultural centre for Quang Ninh province; a transport interchange and major regional commercial and service centre, also playing a special role in terms of national defence and security; and a commercial and industrial centre for Quang Ninh province. Cam Pha Town: An important national centre for coal mining, processing and exporting; and a local political, economic and cultural centre. The relative priority of major industrial sectors is set to change over the following years. The relative priority of each of the main breakthrough sectors is highlighted in Table 1.2a below. Table 1.2a Priorities of Breakthrough Sectors in Quang Ninh Province Sector Construction material 1 4 Coal mining industry 2 5 Tourism and related services 3 3 Port and related services 4 2 Export Processing Zone and Industrial Zones 5 1 DOSTE Quang Ninh, 1998 To realise well balanced development, attention has been placed on harmonising key urban management sectors throughout Ha Long, particularly coal mining activities, tourism, and industrial development. Key development priorities are indicated in Box 1 below.

6 Box 1, Development Priorities for Ha Long and Cam Pha First Phase (from 1993 to 2000) To upgrade Hong Gai town to Ha Long city; to expand the city boundary to Viet Hung and Dai Yen communes (Hoanh Bo district) to improve and construct the urban infrastructure; to promote the construction of tourism infrastructure; and to promote the expansion of the Gieng Day industrial zone (construction material factories and the shipyard). Second Phase (from 2000 to 2010) To expand the city boundary to the north and west of Cua Luc, Troi small town and part of the following communes, Le Loi, Thong Nhat, Vu Oai, Son Duong (Hoanh Bo district) and Minh Thanh (Yen Hung district); to build Cua Luc export processing zone (at present, Cai Lan concentrated industrial development zone) and the high tech industrial zone; to construct the urban infrastructure, in particular, relating to transportation, water supply, sanitation and environment protection; and to continue constructing the tourism infrastructure. Third Phase (after 2010): To expand the city boundary farther to the east, Cam Pha (excluding Cong Hoa and Cam Hai communes) and Bai Tu Long bay; and to concentrate the coal mining industry in the Cam Pha area. Source: National Institute for Urban and Rural Planning (NIURP), 1994 Population Projections The population growth in Quang Ninh over the last decade has been mainly at a natural growth rate in the order of 2% per annum. Migration of people into the area has been negligible to date. As the local economy transforms over time population growth is set to increase, both as a result of natural growth and as people move to Ha Long and Cam Pha in search of business and employment opportunities. Table 1.2a shows the population growth projections for Ha Long and Cam Pha defined in the Master Plan of Ha Long City , NIURP, Table 1.2a Population Growth Projections for Ha Long and Cam Pha Item Ha Long city Total area (km 2 ) 122,7 212,5 411,7 Inner city 116,9 122,7 175,0 Suburbs 5,8 92,8 336,8 Total Population Inner city Suburbs Cam Pha town Population

7 Area (ha) Administration Ha Long is currently a Class III city, and Cam Pha a Class IV town. This classification means that both relate to Central Government through the Provincial Government. The two areas are scheduled to be merged within the next ten years, moving Ha Long up to Class II classification. A major review of institutional structures will be carried out at that time. The local administrative units contained within Ha Long city and Cam Pha town are presented in the Table 1.2b below. Table 1.2b Administrative Units in Ha Long and Cam Pha City/Town No. of Units Names of Administrative Units Ha Long City 16 Quarters Hong Gai, Bach Dang, Yet Kien, Tran Hung Dao, Cao Xanh, Cao Thang, Ha Lam, Ha Trung, Ha Tu, Ha Phong, Ha Khanh, Hong Ha, Hon Hai, Bai Chay, Gieng Day, Ha Khau 2 Communes Hung Thang, Tuan Chau Cam Pha Town 11 Quarters Cam Thinh, Cam Duong, Cam Son, Cam Phu, Cua Ong, Cam Tay, Cam Thuy, Cam Thanh, Cam Thach, Cam Trung, Mong Duong 3 Communes Quang Hanh, Cam Binh, Duong Huy DOSTE, National Solid Waste Management Strategy for Vietnam The Government of Vietnam has recently published a National Solid Waste Management Strategy for Vietnam (1999) to be used as a central policy document guiding the development of regional Strategies. The major objective of the National Solid Waste Management Strategy is to control pollution, improve waste management to prevent environmental degradation and ensure the goal of sustainable development in Vietnam during the coming period of industrialization and modernization. The key focus is to promote more effective management of waste generated in cities and industrial zones (IZ) through application of consistent policy, legislation, institutional organization, planning and technology. The objectives of the National Strategy are summarised in Box 2, and the main components summarised in Annex A.

8 Box 2, Objectives of the National Strategy Objective for the year 2000 All provinces and cities belonging directly to the Central Government have to prepare comprehensive plans for waste management, especially planning of sanitary landfills for all kinds of solid waste (hazardous waste should be given special attention) generated in cities and industrial zones in Vietnam; ensure that waste management is carried out based on legal documents and concrete technical instructions, suitable for each kind of city and industrial zone in Vietnam; collecting, transporting and treating at least 70% of SW generated in cities and industrial zones. Implementing pilot projects on classification of hazardous waste and solid waste from households. Objective for the year 2005 All cities/towns at levels I to IV to finalize planning and construction of sanitary landfills for all kinds of waste generated in cities and industrial zones, meeting standards and specifications suitable for each location. at least 85 % of total solid waste generated in cities and industrial zones to be classified, collected and treated. collection and treatment of 100% of medical wastes generated in class I cities by advanced incineration technologies; and at least 50% of medical wastes generated in class II to V cities to be treated by suitable technologies. closing existing unsanitary landfills in cities of classes I and II. Objective for the year 2010 At least 90% of SW generated in cities and industrial zones to be classified, collected and treated. ensure collection of at least 75% of medical wastes generated in class II to V cities and treatment by suitable technologies. Objective for the year 2020 Ensure at least 95% of solid waste generated in cities and industrial zones are classified, collected and treated. collection and treatment of 100% of medical wastes generated in all cities by advanced technologies. The long-term objectives for the years 2010 and 2020 may be adjusted every five years to better reflect the real development conditions of cities and industrial zones, as well as to reflect progress in technology and techniques for solid waste treatment.

9 1.3 BUILDING THE WASTE MANAGEMENT STRATEGY FOR HA LONG AND CAM PHA The Strategy has been built-up from a series of Workshops and Specialist Workgroups attended by senior decision-makers from Ha Long and Cam Pha, and from assessment of baseline waste management services. A list of participants who have contributed to the development of the Strategy is provided in Annex B. The workshop programme for the development of the Waste Management Strategy is illustrated below in Figure 1.3a. Figure 1.3a Workshop Programme Inception Workshop Specialist Workgroups Waste Collection Strategy Framework Waste Treatment and Disposal Cost Recovery Public Awareness and Education Strategic Planning Workshop The Strategy was developed in a participatory manner and represents the consensus of all key stakeholders involved in the waste management sector. As such, it will be the cornerstone for development of waste management services in Ha Long and Cam Pha. To ensure that Waste Management Strategy is adopted to its fullest extent it must be incorporated into the Socio-Economic Development Plans for Ha Long, Cam Pha and Quang Ninh Province, thereby forming an important consideration of the overall Integrated Strategic Planning (ISP) for the region. The Strategy is also to be implemented with all due reference to the guidance outlined in the National Solid Waste Management Strategy (see Annex A)

10 2 STRATEGY COMPONENTS 2.1 INTRODUCTION The Strategy has been divided into six separate Components (see Figure 2.1a) covering the range of issues involved in improving and developing waste management practices in Ha Long and Cam Pha. Figure 2.1a Strategy Components Strategy Framework Waste Collection Waste Treatment and Disposal Cost Recovery Public Awareness and Education Implementation Actions Specialist Workgroups were held to develop proposals in relation to the Strategy Framework, Waste Collection, Waste Treatment and Disposal, Cost Recovery, and Public Awareness and Education. These proposals were further refined and developed at a Strategic Planning Workshop in September 1999, and the agreed set of Strategy components and Implementation Action Plan (IAP) are presented in the following Sections.

11 2.2 COMPONENT 1: STRATEGY FRAMEWORK Overview There is a need to improve waste management practices in Ha Long and Cam Pha. More effective waste management is essential to maintaining good standards of public health, sustaining economic development, improving the living environment and protecting the natural heritage in Ha Long and Cam Pha. An effective framework, including organisational structures, infrastructure and services, will be put in place to achieve sustained improvement of waste management practices. To reflect the importance of improving and developing this sector, the Waste Management Strategy will be incorporated into the Socio-economic Development Plans for Ha Long and Cam Pha. The Strategy will be used by Mayors and other key decision makers as a major consideration when defining operational policies, approving investments and allocating budgets Strategy Principles Overall Principles Gradual Socialisation Waste Minimisation and Cleaner Technology Roles and Responsibility Environmental Protection Waste management in Ha Long and Cam Pha will be gradually socialised over time, involving the private sector, communities and individuals in improvement and development of services. The involvement of the private sector to the operation of day to day services will be introduced into different parts of the waste management service, and in different geographical areas, in a phased manner. The local community and private sector will play an important role in improving and developing waste management services. Quantities of waste must be minimised by all waste generators at source to avoid unnecessary impacts to the community in Ha Long and Cam Pha and ensure the rational use of resources. Active classification of waste, use of cleaner technologies by industry and improved education and awareness will play important roles in ensuring that all opportunities for waste minimisation are taken. There must be a clear definition of roles and responsibilities amongst those agencies involved in waste management (see Section 2.2.2). In addition, those who benefit from waste management services must be prepared to pay the full costs associated with their provision. Waste management in Ha Long and Cam Pha must contribute to protecting both the living environment of residents and the natural environment of Ha Long Bay, a World Heritage area. Effective services are an essential contribution to sustainable development of the area and preservation of the World s Natural Heritage.

12 Targets Waste Collection Targets The Waste Management Strategy for Ha Long and Cam Pha aims at meeting the objectives and targets set out in the National Waste Management Strategy. (see Annex A). In particular, the Strategy aims to meet a target of collection of 95% of city wastes and 70% of wastes arising on outer metropolitan areas by Due to the specific nature of Ha Long and Cam Pha, the Waste Management Strategy adopts further target to the year 2020 for collection of 95% of waste generated in the protected area of Ha Long Bay, and 75% in the buffer zone. Role of the Waste Management Strategy in the Socio-Economic Development Plan Use in Decision Making The Waste Management Strategy will be incorporated into the Socio-economic Development Plans (SEDP) for Ha Long and Cam Pha, and form a part of the overall Integrated Strategic Planning (ISP) considerations for the area. The urban development strategies in the SEDP will be an important baseline consideration for the Waste Management Strategy up to the year 2020, especially in relation to industrial development in the sensitive area of Ha Long Bay. The Strategy will be used as a material consideration by Mayors and other decision-makers in defining operational policies, approving investments and allocating budgets Roles and Responsibilities of Concerned Organisations and Individuals Government Agencies National Government Provincial Government Based on their roles and responsibilities, Ministries concerned should participate in waste management according to the requirements set out in the National Waste Management Strategy approved by Government in Those Government agencies should formulate policies in order to assist local agencies in improving and enhancing services for collection, treatment and disposal of waste, in particular those policies relating to clean technologies and favourable taxes for environmental protection. The Provincial Peoples Council and Peoples Committee will ensure the implementation of the Waste Management Strategy, as well as defining clearly the roles and responsibilities of the local agencies involved in waste management. Provincial authorities will issue regulations and rules to ensure both effective Strategy implementation and compliance with the requirements set out in the National Waste Management Strategy.

13 City Government Local Government Departments Phuongs The City Peoples Council and Peoples Committees for Ha Long and Cam Pha will ensure implementation of the Strategy in their locality, and monitor the performance of URENCO as well as their transition to a Public Service Company. DOSTE will take the lead role in managing implementation of the Strategy. The Department of Construction will ensure that urban planning and development of Industrial Zones meets national standards, and co-operate with DOSTE to ensure active uptake of the Strategy by all stakeholders. The Department of Planning and Investment will be responsible for ensuring that the budget for waste management is properly balanced under the multisectoral investment programme (MSIP). Phuongs 1 will be responsible for acting as a bridge between Government and the community in ensuring the successful uptake of the Waste Management Strategy at the local level. A key focus will be encouraging community participation in improving standards of waste management. Organisation of Service Providers URENCO Private and Social Organisations URENCO will continue to be responsible for ensuring that effective waste management services are provided. As URENCO strengthen their ability to provide these services to the public, they will be given greater autonomy in their operational and financial decision making. The private and social sector are encouraged to play a greater role in providing day to day services. Whilst URENCO has the overall responsibility for ensuring that the public are provided with waste management services, Government will encourage the formation of public/private partnerships to carry out day-to-day operations in accordance with national policy. Private and social organisations will be invited to enter into service agreements with URENCO. Performance of public private partnerships agreements will be monitored by URENCO, and periodically inspected by the Peoples Committee and supporting government organisations. Waste Generators Households Coal Industry Householders are responsible for ensuring that waste is made available for collection by URENCO or their nominated contractors. Householders shall pay charges for this service in accordance with a schedule of fees authorised by the Ha Long and Cam Pha Peoples Committees. The coal industry is responsible for ensuring that wastes generated from their operations are managed effectively and do not impose additional burdens on the municipal waste collection service. VINACOAL should work together with DOSTE, DoC, URENCO and the relevant Peoples Committee to ensure (1) 1 Administrative units at the ward level under the Districts

14 that an appropriate and cost effective solution is found to the problem of coal tailings becoming mixed with municipal waste. VINACOAL shall pay charges to those service organisations collecting mining wastes, based on the principle of full cost recovery for services provided. Other Industry Hospitals and Clinics Industry are responsible for ensuring the proper disposal of wastes generated by their activities, and for paying the full costs of collecting, transporting and disposing this waste. Industry may establish contracts with URENCO to provide this service, or may chose to use other waste collection contractors which are registered with URENCO. Industry is encouraged to identify opportunities to minimise the generation of waste from their operations and the environmental impact of their business through application of clean technology, product/process redesign and improved management. Hospitals and clinics are responsible for ensuring that their waste can be managed safely and effectively. Infectious and hazardous health care waste should be segregated, stored, handled and managed in a way which avoids health risks to staff and waste collection personnel. Guidance on health care waste management within hospitals and clinics should be obtained from DOSTE and the Department of Health Strategic Vision This Strategy puts in place the framework significantly improving waste management practices in Ha Long and Cam Pha. The strategic vision is illustrated in the diagram below. Increased Investment Improved Cost Recovery Improved Service Performance Public Awareness Investment Increased investment in infrastructure, vehicles and equipment is essential to improving waste management services. Investment in these areas lay the foundation for improvements to overall service performance. Investment, should, however, be financially sustainable and focused on the key local needs outlined in this Waste Management Strategy.

15 Service Performance Public Awareness Cost Recovery Improving Waste Management Improved performance in the area of waste management is required to protect the living environment in Ha Long and Cam Pha and the natural heritage of Ha Long Bay (see Component 2 and 3). Improved performance will provide the necessary incentives for the public to pay more for services received, and allow Strategy goals to be realised in practice. Significant improvement in awareness of waste management issues is required across all communities and stakeholder groups to drive improvements and development, and assist URENCO in improving its services (see Component 5). The public must be made aware of the need for proper waste management, and strongly encouraged to actively participate in protection of their local environment and the natural heritage of Ha Long Bay. Local by-laws may be devised to impose fines for littering and improper dumping of waste. Improved cost recovery will be essential to improving waste management practices, and ensuring that waste management services are financially sustainable (see Component 4). Adjusted customer charges will be phased in over time, and be set at reasonable levels to ensure proper socialisation of waste management. These additional fees will, in turn, allow further cycles of investment and service improvement to be undertaken. It is only through intensive effort in the areas of investment, service performance, public awareness and cost recovery that sustained improvements can be made to existing waste management practices. All organisations and individuals must to work together to achieve real progress, and break the current cycle of low investment, low service performance, and low public satisfaction with waste management services. Integrated regulations will be established to support the Strategy and ensure proper waste management and environmental protection. Legal documents will be issued to set out roles and responsibilities of agencies, service providers and waste generators.

16 2.3 COMPONENT 2: WASTE COLLECTION Overview Household waste collection is an essential public service influencing standards of public health and environmental protection. A key long term objective of the Waste Management Strategy will be to provide the whole urban population of Ha Long and Cam Pha with a regular and effective waste collection service. Health care (medical) wastes require special consideration due to their infectious and toxic nature. Health care wastes must be segregated at source and handled and managed separately from other waste streams. Wastes arising from institutions, such as office buildings and schools shall be collected, transported, treated and disposed along with household s wastes. Other wastes (such as industrial and coal wastes) are the responsibility of the particular generator, who should make necessary arrangements with URENCO or other contractors to ensure their safe management. Originators of these wastes should work to reduce quantities generated and shall pay the full costs of collection, treatment and disposal. Primary collection of off-shore (boat) wastes are the responsibility of the Ship Service Company. Ha Long Bay Management Board are responsible for floating wastes in Ha Long Bay. These bodies should make necessary arrangements to transfer these wastes to the URENCO land based waste collection service, and an appropriate fee provided for this service. Collection of natural wastes will be the responsibility of URENCO. VINACOAL are responsible for management of wastes arising from their mining activities, and shall pay URENCO or other waste collection service providers fees for waste collection. These fees shall be determined through discussion with the responsible authorities and based on the principle of full cost recovery for services provided. Household Waste Targets Currently only around 40-50% of Ha Long and 30-40% of Cam Pha is provided with waste collection services. This low percentage coverage has arisen as a result of a range of constraints, including a low level of investment and cost recovery, and also difficulties in accessing some areas due to poor transport links, nature of local topography and low urban density. The Strategy aims to meet the National Waste Management Strategy targets for waste collection in city areas, that is to provide waste collection services to 95% of the urban population in Ha Long and Cam Pha by the year Interim targets of 85% urban collection coverage by 2005 and 90% by 2015 are also adopted. Primary Collection Services In order to meet targets, active participation of private and social organisations is essential. The focus of involvement of these groups will be in providing primary collection services for household waste, that is collecting

17 waste from households and delivering it to a secondary collection point prearranged with URENCO under public/private sector partnership agreements. Organisations holding contracts with URENCO to provide primary collection services have been authorised to collect fees from households and allowed to retain a percentage of these fees to cover their operational costs. Secondary Collection Services Commercial Waste Waste Classification and Recycling Health Care Waste Secondary collection services for household waste (transporting waste from a collection point to the waste treatment/disposal site) will be operated by URENCO at least in the initial period of the Strategy. Secondary collection services must be provided at regular and convenient times, and arrangements made to ensure that waste is not left standing at collection points. URENCO must develop a set of performance standards for operations. The option of contracting out secondary collection services to the private sector will be assessed at appropriate Strategy review points. Commercial waste is defined as waste generated by private enterprises such as shops, hotels and other businesses. Collection of commercial waste will continue to be the responsibility of URENCO, who may charge the enterprise a fee which reflects the quantity of waste requiring collection. Contracts will have a minimum duration of 12 months to allow URENCO the opportunity to plan their operations and budgets effectively. Materials recovery and recycling activities are currently organised on an informal basis. Government wishes to support and strengthen the contribution of this sector to reducing the quantities of waste requiring transport and disposal. Householders and enterprises will be encouraged to classify their waste at source into recyclable and non-recyclable components, and make them available for separate collection. As an incentive, collectors of these materials will be allowed to continue to keep all proceeds of the resale of these recyclable materials. Health care (medical) wastes (from hospitals and clinics etc) can be extremely hazardous and infectious and require separate collection and disposal. Medical waste generators should ensure separation, collection and treatment of their hazardous wastes in accordance with the guideline of the Ministry of Health. Generators of these wastes must make arrangements within their premises for segregation and secure storage of these wastes. Through contracts with health care establishments, URENCO will put in place appropriate systems for safe handling, transport and treatment/disposal of these wastes. The principle of full cost recovery for this service will apply for collection, transport and disposal. In accordance with the National Waste Management Strategy a range of targets will be adopted for collection of health care wastes as follows: 50% of health care (medical) wastes to be collected by % of health care wastes to be collected by % of health care wastes to be collected by 2020

18 Coal Waste Industrial and Hazardous Waste Off Shore and Boat Wastes Natural Wastes Other Wastes Penalties VINACOAL should make necessary arrangements for control and management of coal wastes. Specific arrangements should be arrived at through consultation with DOSTE, DoC, URENCO and the relevant Peoples Committee (see Component 1). VINACOAL shall pay URENCO or other waste collection service providers fees for waste collection, determined using the principle of full cost of recovery. Industry is encouraged to see waste as a lost resource and put in place all measures to minimise the quantities and toxicity of waste generated from their operations. Industry must make arrangements for collection of waste generated by their activities. Fees for the collection of these wastes should be arrived at between the industrial enterprise and URENCO or alternative waste collection contractors, based on the quantity and toxicity of the particular waste and reflecting the full costs of transport, treatment and disposal. Industry should keep records of quantities of waste sent for disposal in accordance with the requirements of the National Hazardous Waste Regulations. These records must be made available for inspection by DOSTE. The Ha Long Bay Management Board (HLBMB) are responsible for ensuring the collection of all floating waste off the mainland coast. The Ship Service Company (SSC) are responsible for the collection of ship waste. Both the HLBMB and the SSC must ensure that waste collected is brought back to land and transferred to URENCO for safe disposal and is fully compensated for the disposal of this waste. HLBMB and SSC are encouraged to use contractors to carry out day-to-day collection activities. Natural waste is defined as waste arising from natural processes such as landslides. Collection of this waste will continue to be the responsibility of URENCO. Collection of other wastes which may arise in the area, such as from cleaning blockages in sewers, hazardous wastes from households, port and tourist areas and waste dumped on the highway etc, will be the responsibility of URENCO, who will charge fees as far as possible to cover the full cost of services provided. URENCO will collaborate with inspectors in the Phuongs to ensure that fines implemented for littering and unauthorised waste disposal of wastes such as construction wastes contribute towards collection fees.

19 2.4 COMPONENT 3: WASTE TREATMENT AND DISPOSAL Overview Effective waste treatment and disposal is an essential component of waste management services and one which influences public health, environmental protection and the urban landscape. Improved collection services and public awareness are also integral to improving waste disposal. Uncontrolled waste disposal in Ha long and Cam Pha is widespread as a result of insufficient collection services, as well as limited public awareness of the importance of sanitary landfilling. Sanitary landfilling will be the principal waste treatment and disposal method over the Strategy period. The programme for developing specific landfill sites is the subject of the detailed design programme under the World Bank/DANIDA supported Water Supply and Sanitation Project and will be specified as part of that programme. These sites will be developed and operated in accordance with appropriate environmental standards. Medium and Long Term Waste Disposal Sanitary landfilling (whereby waste is disposed in a controlled manner to minimise environmental and public health impacts) will be adopted as the major method of waste treatment and disposal for the Strategy period. Short Term Waste Disposal Guidance Criteria Waste Disposal Standards Waste is currently disposed at open dump sites, with little or no operational and management control, and with no environmental protection or monitoring. Such disposal has the potential for considerable adverse public health and environmental impacts. In the short term (3-5 years), and whilst sanitary landfilling is being developed, the disposal of MSW should be carried out at existing waste disposal sites, although increased finances will be provided to improve operational controls and to limit impacts on air quality and water resources. Beyond the Strategy period, further decisions on the choice of technology for core waste disposal services will be required. Specific criteria will be developed to allow effective review of waste technology proposals. Sanitary landfills must be developed in accordance with appropriate levels of environmental protection, and run in accordance with an agreed operational management plan. Landfill sites will be managed by URENCO, or appointed contractors, and operational standards monitored by DOSTE. Key issues for attention in design and operation of sanitary landfills will include control of air pollutant and leachate emissions and to develop effective operational management.

20 Incineration Composting Waste Classification and Minimisation Future Landfill Site Selection Investment in Waste Disposal Facilities Waste Disposal Planning Operational Issues Due to prohibitive overall costs the development of incineration technology for the treatment and disposal of waste during the period of the Strategy will be limited to treatment of health care waste. The Strategy encourages the composting of biodegradable waste to minimise waste volumes requiring disposal to landfill. Pilot scale composting programmes will be developed to determine secured markets for the composted product. In order to maximise the efficiency of waste disposal services a waste classification system will be developed and appropriate treatment and/or disposal solutions applied to different fractions of the waste stream. Waste minimisation at source will be strongly encouraged to reduce the volume of waste for disposal, maximise recycling, remove the hazardous fraction from waste and improve the quality of waste input for composting. Sanitary landfill disposal sites will be chosen following detailed site selection, and choices made following consideration of baseline and topographical conditions, the potential environmental impacts, costs and other relevant issues. A programme of infrastructure development is required to ensure sustained improvement of waste disposal services. Investment opportunities for the development of new sanitary landfills, and the upgrade or closure of existing disposal facilities, will be used to maximise improvements to existing waste disposal services. Stakeholder participation in the planning process for new waste disposal facilities will be maximised. Key stakeholders and the local community will be made aware of, and be given the opportunity to comment on, any proposed development, which, if implemented, may impact upon them or their activities. Sufficient operational budget is required to ensure sanitary landfill sites are operated effectively and capital investment projects in waste disposal are sustainable. Overall responsibility for the management of landfill facilities will rest with URENCO. An institutional strengthening and training programme to improve URENCO operation and management skills in waste disposal operations will be implemented under the Water Supply and Sanitation Project.

21 2.5 COMPONENT 4: COST RECOVERY Overview An effective cost recovery policy is essential to improving and developing waste management practices in Ha Long and Cam Pha. The cost recovery policy will be designed to recover an appropriate level of the total costs of providing waste services, including operation, maintenance and capital depreciation. In order to develop an effective tariff structure, URENCO will establish the funds needed to implement the Strategy and work with the Peoples Committee to determine how these funds are to be provided. The cost recovery policy will be socially equitable and capable of effective implementation. Capital Investment Role of Cost Recovery Establishment of Fee Structures Capital investment in waste management services must be increased over the next 20 years. Accordingly, investment will be sought from national and regional government, external donors and development banks, the private sector, or a combination of these sources. Any new capital investment in waste management facilities must be financially sustainable, and the levels of fees determined within the cost recovery strategy will play a key role in sustaining capital investments. Operation, maintenance and depreciation costs will be covered by user charges within 10 years of the strategy s implementation. This will be necessary in order to ensure that a cycle of low investment and poor waste management services does not re-emerge in the long term. Waste management fees for customers will be set on a sound financial basis. The fee will take the form of a direct charge arriving as a separate bill to the customer. However, charge rates will be different for every type of customer, such as commercial establishments, enterprise, institutions and households. For commerce, industry and health care establishments, the charging and payment system will be negotiated and managed for different sectors and enterprises on a case by case basis under set contract terms, working on the principle of full cost recovery for these services. URENCO will have specific operational performance targets to meet within these contracts with industry, commerce and healthcare establishments. For institutions the charge for waste management will be taken from the annual budget allocated by the state, and household charges must be set at levels which ensure affordability and social equity. VINACOAL will provide payment of fees for collection and disposal of wastes arising from their operations from the Environmental Fund which is to be implemented through the People s Committee. Affordability Considerations For individual households, the charge rate will be weighted to take account of different levels of affordability. URENCO will explore a range of options for

22 determining the different household charge rates in conjunction with community representatives and government. Charges will rise incrementally to allow URENCO to introduce cost recovery gradually to the consumer. The 10 year schedule for charge increases will be developed and made available to all customers on request. Increases in the charges for households will also be linked to performance targets for URENCO. Long Term Financial Planning In order to develop the schedule of waste management charges, URENCO will undertake a programme of long term financial planning exercises. Operational costs over the next 20 years will be estimated, taking account of expected investments, planned efficiency gains, increased service coverage and changes in demand for services. A series of strategic financial targets and performance measures for URENCO will be developed as a result. Full Transition of URENCO to a Public Service Company This financial planning exercise will also incorporate costs for disposal of wastes generated by VINACOAL, industry, commerce and health care establishments, in order that full cost recovery can be achieved for provision of these services. To meet its financial planning goals and performance targets, the status of URENCO as a Public Service Company, and the need for it to be independent and autonomous in its operational and financial decision making, must be supported. URENCO must improve management and operational performance. Private sector, Union and Community Participation Meeting Customer Needs URENCO will be able to contract out its revenue collection services to the private sector. Contractors will be allowed to retain a percentage of the fee collected. This will improve the efficiency and the operations of revenue collection activities for services. To kick start this process, pilot schemes for community based revenue collection initiatives will be encouraged. URENCO will aim to expand its service provision to cover 95% of households within 20 years. In order to expand waste management services in an efficient, effective and user-focused manner, URENCO will undertake public relations exercises, including determination of the willingness and ability to pay for new and improved services from different user groups. The combination of improved performance and the tailoring of services to particular clients and areas will form the basis for implementation of the cost recovery strategy. Penalties URENCO will collaborate with inspectors in the wards to ensure that fines implemented for littering and unauthorised waste disposal of wastes such as construction wastes contribute towards collection and disposal costs.

23 2.6 COMPONENT 5: PUBLIC AWARENESS AND EDUCATION Overview Public Awareness and Education (PA&E) programmes are essential to inform stakeholders and the public of key issues relating to MSWM, to gain support for MSWM initiatives and to raise the overall profile and image of SWM within the community. PA&E programmes for Ha Long and Cam Pha need to be undertaken in a focused, targeted manner to ensure such programmes are effective. PA&E will focus both on the potential negative health implications of improper waste management practises and also the positive impacts of an improved system, and support of waste management service providers so that the service can be improved. Target Groups Focus Groups All members of the community are a potential target group for PA&E initiatives. Priority groups include women, young adults, children, teachers, fishermen, and health care professionals. Two levels of focus groups are needed to ensure the success of a PA&E implementation programmes; a Decision Makers Group and a Network and Implementation Group. Participants of the Decision Makers Group will drive the implementation of the PA&E strategy and would also be responsible for coordinating technical inputs and information on service changes to the Network and Implementation Group. The Decision Makers Group may include: The Chair of QNPPC, Chair of PPC Ha Long, Chair of PPC Cam Pha, Directors of DOSTE, DPI, DoC, DoH, Department of Culture, Department of Education and Training under the province and city level, head of URENCO and Head of Health Care Prevention Centre. The Network and Implementation Group may include: URENCO, Quang Ninh TV, the administrative network under the phoungs, khu pho and to dan pho ie the Chairman and leaders of these administrative units within Ha Long and Cam Pha; the leaders of the social networks at the phoung, khu pho and to dan pho levels including the women s union, youth union, farmers association, old peoples union, red cross association, war veterans association, director of schools, head of enterprises within the phoungs. Key Elements of PA&E Programmes PA&E programmes will be closely linked to actual service improvements, changes or pilot trials implemented by URENCO and prioritised in relation to the availability of funding. Initiatives will include awareness of the need for waste minimisation and classification, support for primary collection and source separation, increased use of public bins, litter prevention initiatives and preventing disposal of waste into rivers/sea and sewerage and drainage systems, the burning of waste, the phasing out of open dumps, and penalties

24 Development of PA&E Programmes for littering, unauthorised waste disposal and non-payment of waste collection fees. Implementation of PA&E trial programmes in a number of phoungs will be undertaken and costs for implementation will monitored and used as a basis for developing a budget for further activities when funding is available. Funding will be sought to develop a rolling programme of PA&E implementation activities throughout the community. Low cost PA&E activities will be pursued in the short term. Low cost activities include mass-education techniques such as articles in newspapers, news releases, public announcements on community speaker systems, on the radio and Quang Ninh television, education in schools (building on education programmes on the environment which are already in place) dissemination of information through the Social Unions and community meetings and community events. The Women s Union will play a key role in the development and implementation of PA&E programmes. Funding of PA&E Programmes Appraisal of PA&E Success Funding sources for PA&E Programmes will be investigated. Funding from ESA s and local enterprises is invited and encouraged. Measurement of outputs and success will be undertaken in order to revise, develop and ensure cost effectiveness of PA&E programmes. Appraisal methods will include household surveys and assessment of public involvement at the community level, fees paid for waste management services, and media coverage of events and public information.

25 2.7 COMPONENT 6: IMPLEMENTATION ACTIONS Overview The Waste Management Strategy set out under Components 1 to 5 provides the vision for improving and developing waste management practices in Ha Long and Cam Pha over the period This Component 6 provides an Implementation Action Plan (IAP) which intends to turn this vision into reality. The Strategy divided into four separate phases, with review points scheduled at Year 4-5, and following that at five yearly intervals. A key issue in these Strategy reviews will be to review the adequacy of Strategy proposals and check progress of implementation under each Component of the IAP. Basis for Implementation Implementation Objectives The Waste Management Strategy represents the combined vision of all key stakeholders of how to develop and improve waste management practices in Ha Long and Cam Pha. Implementation of this Strategy will provide an important contribution to sustainable development of the area and protection of the Worlds Natural Heritage. As highlighted in Component 1, the vision of the Strategy is to break the cycle of low investment, service performance and public satisfaction. The key objectives for implementation of the Strategy are, therefore, to: Increase investment; improve service performance; increase public awareness; and improve cost recovery. Role of the Implementation Action Plan Sources of Resources Strategy Implementation Group Implementation of the Waste Management Strategy will be in accordance with the detailed IAP set out under this Component. The detailed IAP sets out the key areas of activity under Components 1-5, target completion dates and stakeholders to be involved. The Strategy will require a wide range of professional and financial resources for its implementation. Professional resources will be drawn from all key stakeholder groups, in particular local government departments, URENCO and private and social organisations. Financial resources will be drawn from a combination of internal and external sources, including the state budget, customer charges, enterprises and international support agencies. A Strategy Implementation Group (SIG) will be set up to monitor implementation activities in accordance with the IAP. The Group will report to the Peoples Committees and act as the Steering Committee for all Technical Assistance projects relating to waste management, and strategy