1

CHAPTER I INTRODUCTION

A. Situation Analysis

Solid waste management is one of the major environmental concerns besetting both developed and still developing countries. Solid waste generation is an inevitable

consequence of production and consumption activities in any economy (Bennagen et al, 2002). Mankinds quest for progress by means of industrialization, urbanization and economic development has therefore brought him to this present predicament. Currently, the world is generating solid waste at an alarming rate threatening not only the environment but the health of the people as well. Flooding, pollution, inadequate

and unsanitary disposal sites and procedures are some of the symptoms of ineffective policies on solid waste management. In the light of this scenario, there is an urgent necessity to address this pressing environmental concern. With the emergence of the

concept of sustainable development, the worlds leaders are now acknowledging the importance of conserving and preserving the environment amidst industrialization and technological advancement. Thus, effective measures and policies on solid waste

management are being adopted and implemented in order for future generations to have a cleaner, safer and a more habitable environment. In the Philippines, a similar situation is also being faced by the government. Rapid population growth and industrialization have turned the countrys waste situation into a huge problem. With todays lifestyle, it is estimated that one person can generate

as much as half a kilo of municipal solid waste a day. The continuous stream of new products into the market and fast technological change have further aggravated the problem by increasing not only the amount of waste produced but also the variety or types of waste generated. In Metro Manila alone, 6,600 tons of waste are generated a day by 17 LGUs. Only 1% of this waste is collected by MMDA, 86% are collected by private contractors and 13% by the LGU themselves. Over P3.54 billion is spent annually on waste

collection and disposal, yet the system can be considered as very poorly managed and in crisis. Metro Manila LGUs spend between 5% to 24% of their annual budgets on solid waste collection and disposal. The largest percentage of which goes to private hauling companies. Further Metro Manila is not recovering the full cost of solid waste collection service since only the business sector is paying waste collection fees. Cost recovery from collection fees is also very low, averaging 1.5% only of total income for Metro Manila LGUs, and between 2% to 24% as a percentage of their total SWM expenses. Per capita costs for solid waste management cover a wide range, from P64 pesos per person in Pateros to P1,164 pesos in Makati. Moreover, while there is no clear

barometer of efficiency and cost effectiveness of SWM operations, the cost per ton of solid waste collected and disposed varies widely among Metro Manila LGUs, from P304/ton in Pateros and Malabon to P5497/ton in Makati. As such, Metro Manila is now probably the only mega city in Asia that uses uncontrolled open dumping and a series of uncontrolled dumpsites to dispose of its solid waste. The number of scavengers and waste pickers who live and survive on this waste is estimated at over 4,000 individuals.

Although the problem is blatant and obvious, the subject is not a popular topic among the public, and even the media. The problem of improper waste disposal only surfaces when crisis such as flooding affects the country. However, after the issue simmer down, the problem of solid waste management again goes off the limelight. This can be attributed to lack of knowledge and information of the public of the importance of the issue on solid waste management. Accordingly, there have been several measures to address the current problem. The passing of RA 9003 the Ecological Solid Waste Management Act aimed to minimize the amount of waste generated in the country. However, despite the simplicity of the concept which is to reduce, reuse and recycle at the local level, it can be observed that there was little progress towards the objective of waste reduction. While RA 9003 is a comprehensive piece of legislation, only a number of personnel in LGUs are familiar with it and insufficient resources are in place to ensure its full implementation. Source reduction and segregation efforts that should be undertaken at the Barangay level are inconsistent and uneven. There are many ways for LGUs to raise finances for waste collection as the Local Government Code has given the power to LGUs to levy fees and taxes and public utility charges for basic services and facilities, which includes solid waste collection. relatively the same over the years. Furthermore, despite the promotion of waste segregation and collection at source, adoption has been at a very slow pace due to lack of government support in the past. This despite the fact that much can be gained by recycling especially when it is However, the existing fees have remained

estimated that Metro Manila households generate more than two million tons of potentially recyclable household materials annually. With the foregoing facts, the urgency of prioritizing solid waste management at the local level should be given attention. The law mandates that Local Government Units should be the one to manage the solid waste of its locality and therefore it must abide with this mandate by thinking of effective and more innovative ways of handling the solid waste problem of its jurisdiction. Profile of San Juan City San Juan is a small congested City located in the heart of Metro Manila, It is among the smallest political subdivisions of the Metropolis. Its land area of 5.94 sq. kms. Accounts for less than 1 percent of the region. Located in the very center of the Metropolis, it is bounded by Manila in the west, Quezon City in the north and Mandaluyong in the east and south. Of the Citys 5.94 square kilometers total land area, about 63.5% square or 3.77 square kilometers are residential, 16% or .95 square kilometers is road network, 8.9% or 0.53 square kilometers is commercial, 6.7% or 0.40 square kilometers is institutional and the remaining 4.9% or 0.29 square kilometer is industrial. Approximately, 10% of San Juan has been rendered unfit for development due to high flood risk and level slope. However, the remaining 90% has very good capabilities for urban development.

Aside from the San Juan River which runs along the western order of the municipality, two narrow creeks outline the north western and south western borders of San Juan. The Ermitao creek from the northern border of Barangay Pasadena

and Matunas creek, on the southern part of the city. Considered as the second smallest in the metropolis, the population of San Juan exhibited a downward trend. From 126,708 inhabitants in 1990, the citys total population slid to 120,752 or a reduction of 4.7%. From 1990 onwards, an annual decline in the population has been observed, averaging of 0.39%. The problem of solid waste management at San Juan has become more complex as the population and the economy grew. With a population of not less than 150,000 and the daily waste generation amounting to 94.50 tons, excluding collections from commercial and other establishments, the citys local government officials must find ways in order to come up with long term solutions to effectively deal with the problem. Currently, San Juan Citys solid waste generated by

household, commercial establishments and medical establishments are collected by private contractors. However, as dictated by the present waste situation, not only in San Juan City but in the whole country, there is a need to develop pro-active and innovative means in order to have a more effective solid waste management scheme.

CHAPTER II GOALS AND OBJECTIVES

Goals and objectives describe what the program/project is striving to accomplish. Goals depict the general programmatic outcomes, while objectives specify more specific outcomes. following goals and objectives: 1. To protect the health of the urban population particularly that of the low income groups who suffer most from poor waste management; 2. To promote environmental conditions by controlling pollution (including water, air, soil and cross media pollution)
3. Ensure the sustainability of ecosystems in the vicinity of San Juan

This paper shall be thus guided with the

4. Support urban economic development by providing demanded waste management services and ensuring the efficient use and conservation of valuable materials and resources. 5. To generate employment and incomes in the sector itself. Objectives:
1. To promote public awareness of the necessity and importance of the

following:

waste segregation at source

recycling water treatment at source

2. To develop a cost-effective and systematic means of garbage collection at

the City of San Juan;

3. To promote the establishment of more Materials Recovery Facility within

the vicinity of San Juan; 4. To establish a Biological Waste Water Treatment Facility near the rivers and creeks at San Juan;
5. To use bioremediation i.e. 100% safe, organic, biodegradable and cost

effective products in rehabilitation of rivers and creeks in San Juan City. 6. To promote capacity development for the solid waste management personnel and key stakeholders in San Juan City.

CHAPTER III PARADIGM OF THE STUDY

INPUT

PROCESS

OUTPUT Proposed Development Model

Gathering of Data Through:

Research

Analysis and Evaluation of

Interview

Data Gathered

Solid Waste Management and Rehabilitation of Rivers and Creeks Through Establishment of Public Private Partnership (PPP) Program

FEEDBACK

The Input consisted of researched secondary data pertaining to solid waste management practices in the Philippines. Interviews were conducted on the current status of solid waste management practices in San Juan City. The information

gathered were analyzed and evaluated in order to arrive at a proposal. The result of the analysis was the proposed development model of Solid Waste Management through Public Private Partnership Program

CHAPTER IV PROGRAMS AND STRATEGIES

Improvement of Existing Solid Waste Management Program at San Juan Through Public and Private Partnership Program.

Currently, the city of San Juan has existing programs on solid waste management. However, the need to develop a pro-active measure in dealing with solid waste is essential in order to maintain the ecological balance within the vicinity. The proposed strategy for San Juan is to engage in Public Private Partnership (PPP) Program for solid waste management and rehabilitation of its rivers and creeks. PPP describes a government service or private business venture which is funded and operated through a partnership of government and one or more private sector companies. It involves a contract between a public sector authority and a private party, in which the latter provides a public service or project and by doing such, assumes substantial financial, technical and operational risk. In some types of PPP, the cost of using the service is borne exclusively by the users of the service and not by the taxpayer. In other types capital investment is made by the private sector on the strength of a contract with government to provide agreed services and the cost of providing the service is borne wholly or in part by the government. Government contributions to a PPP may also be in kind (i.e. the transfer of existing assets). In projects that are aimed at creating public goods like in the infrastructure sector, the government may provide a capital subsidy in the form of a one-time grant, so as to make it more attractive to the

10

private investors. In some other cases, the government may support the project by providing revenue subsidies, including tax breaks or by providing guaranteed annual revenues for a fixed period. In the Philippines, the original concept of PPP was the Build-Operate-Transfer Scheme (BOT). The BOT was formally enacted into law through RA 7718 or the Philippine BOT law. The law provided several schemes in which the BOT can be

operationalized such as Build Operate Transfer (BOT), Build and Transfer ( BT), BuildOperate-Own (BOO), Rehabilitate-Own Operate(ROO), etc. Solid waste management is one of the sectors covered by BOT schemes. Since solid waste management is already a devolved function among the LGUs, they are thus allowed to make arrangement with private organizations to undertake solid waste management functions within their locality. The tapping of private sectors expertise in dealing with solid waste have been proven as a successful endeavor. An example is the Calamba Laguna Solid Waste Management Program which was cited by the United Nations Development Program and Public Private Partnership for Urban Environment as the best PPPUE project being implemented. As such, the proposed model of solid waste management in the city of San Juan shall be based upon successful projects similar to mentioned above. As such, the following strategies and programs shall be undertaken in consonance with SWM program through PPP of San Juan City. Solid Waste Management Through PPP

Massive information and education campaign among the public, households, community and industry about the necessity and importance of segregation of

11

solid waste at source. activities, special

It shall include workshops and trainings, school events, meetings, radio announcements,

recycling

newspaper articles, presentations at community and council meetings, and creating newsletters, posters, and flyers to make the public more sensitive to environmental problems. This shall be undertaken by the local government of San Juan in coordination with Non-Government Organizations (NGOs) and Civil Society Organizations (CSOs) and the private sector partner in the PPP.

Strategic and systematic collection shall be enforced. Daily collection of solid waste shall still be implemented. However, collection of biodegradable and non-biodegradable waste shall be done on separate days (i.e. Monday, Wednesday, and Friday shall be for biodegradable waste and Tuesday, Thursday and Saturday shall be for non-biodegradable waste). Special

garbage trucks shall be assigned for hazardous wastes such as hospital and industrial wastes. Further, only properly segregated waste shall be collected.

Putting-up of Ecological Centers/Materials Recovery Facility (MRF) for every Barangay or cluster of Barangay.

Rehabilitation of San Juan River Through Bio-Remediation A major component of the proposed development model for solid waste management in San Juan City is the rehabilitation of its rivers and creeks. The primary means of achieving this is through the introduction of bioremediation technology. Bioremediation1 can be defined as any process that uses microorganisms or their enzymes to return the environment altered by contaminants to its original condition.
1

http://www.bionewsonline.com/w/what_is_bioremediation.htm

12

Bioremediation may be employed in order to attack specific contaminants, such as chlorinated pesticides that are degraded by bacteria, or a more general approach may be taken, such as oil spills that are broken down using multiple techniques including the addition of fertilizer to facilitate the decomposition of crude oil by bacteria. The following strategies and activities shall be undertaken in consonance with the program on river rehabilitation:

Public Information Campaign and Value Formation Program. This shall be spearheaded by San Juan City Local Government Officials particularly in the Barangay Level and private and civil society organizations. The activity will focus on information dissemination, education, communication and public activation to prepare the target public, and to secure their cooperation and support for the bioremediation program. The public will likewise be informed about their role in making the San Juan River rehabilitation a success.

Relocation and provision of resettlement areas. The presence of informal dwellers beside the river banks is one of the major sources of solid waste and pollutants in the river. In order for the rehabilitation program to succeed, there is a need to re-locate these dwellers to a different site. The following options can be utilized in addressing this concern:
San Juan City may opt to relocate the informal settlers within their vicinity.

To accommodate them, a high rise tenement building should be constructed. This type of housing will require considerably smaller land area than individual housing units. The housing unit must be first

13

constructed before the demolition of illegal dwellers. The rationale for this action is that most of these illegal dwellers have jobs and small business in their respective locality, relocating them in a far place away from their jobs and livelihood will give them reasons to come back in that certain locality and cant prevent them from squatting again.
Relocate the informal settlers to a different locality. This will need proper

coordination with the officials of the concerned Local Government Unit. Livelihood seminars must be conducted in coordination with NonGovernment Organizations in order to replace lost income of the transferred informal settlers.

Physical cleaning of the rivers shall also be undertaken. This shall be done by the concerned government agencies such as San Juan City Local Government, Department of Public Works and Highway in coordination with Non-Government Organizations. The activity shall cover dredging, clearing and cleaning of the rivers and river banks as well as creeks and other bodies of water within the vicinity of San Juan City.

The formal residents living near the river, commercial establishments, industries, factories and institutions must strictly practice waste segregation at source. This is to further minimize throwing of solid waste into the river. In order to encourage individuals and groups to comply with segregation of solid waste, a rewards and incentive system should be developed. The system will

14

give recognition and incentives to households, communities and industries that exhibited high compliance with waste segregation activities.

Construction of Materials Recovery Facility (MRF) near the area shall also be done in order to abate dumping of solid waste into the rivers and creeks. Installation of infrastructure for processes, programs and services for segregation, recycling and composting of solid wastes shall be undertaken by the private partner in the SWM PPP program of San Juan.

Biological Wastewater Treatment Systems (BWTS) will be installed tapping all the pipe lines and sewers of the remaining dwellers. The BWTS shall be installed on all critical areas along the river and its tributaries and will operate to meet the effluent standards set by DENR before releasing to Pasig River tributaries. This shall also be the concern of the private business partner.

Bioremediation - the introduction of useful, nonpathogenic and naturallyoccurring microbial isolates to attack, degrade and neutralize the pollutants present in the river water, shall be undertaken also by the private organization concerned in the PPP program.

In the foregoing activities, the information campaign shall be the responsibility of the LGU of San Juan and other NGOs and CSOs. Relocation of informal settlers shall be done by the LGU of San Juan in close coordination with other LGUs, NHA and other NGOs. All the technical components of the program such as construction of Materials Recovery Facility, Waste Water Treatment Systems and Bioremediation shall be undertaken by the private organization which will be tapped for the said program.

15

CHAPTER V RESOURCES NEEDED

16

The cost for the Solid Waste Management and River Rehabilitation Program shall be financed by the private sector partner in the PPP. The collection of solid waste, the establishment of Materials Recovery Facilities and Biological Waste Water Treatment Facility will form part of their investment in the PPP venture. The Local Government of San Juan shall provide the land where these facilities shall be constructed. The private partner need not pay lease rentals for the aforementioned land. Further, San Juan shall pay the corresponding service fee to the private partner for the hauling services, the operation and maintenance of the MRF and BWWTF. After five years, the facilities shall be turned-over to the City of San Juan. Meanwhile, the private partner shall also undertake training of local government personnel in all facets technical, financial and administrative - of the operation of the said facilities. This is to prepare the LGU officials and personnel to operate the facility once it is already turnedover to the city. The decision by government to pursue PPP delivery is based on analysis to determine that the PPP approach will deliver value to the public through: Lower Cost the private partner brings the efficiencies and innovations of the private sector to the job because funding is available up front, major infrastructure projects do not have to be phased in as funds become available, thus greatly reducing overall cost and time. Further, the design meets the performance standards at the lowest possible construction cost and this can result in significant cost savings compared to traditional methods.

17

Reduced Risk the private partner takes the responsibility and risk for interest rates and repayments, lifting that burden from taxpayers. The private partner is also responsible for all maintenance and operations in accordance with standards set by the government. Project acceleration projects can be delivered years ahead of when they might otherwise be available. There are often stipulations that construction is completed on time and within budget, thus shielding taxpayers from cost overruns and delays. Further, the use of PPP in the solid waste management program in San Juan is less tedious since the private partner shall operate the whole system. The expertise of the private partner will lessen errors and less cost on the part of the LGU and the public. In comparison, a Solid Waste Management Program conducted by the LGU shall have the following cost. The data used were gathered from the SWM practiced in Brgy. Pinagkaisahan, Quezon City. Three main components of Solid Waste Management economy2 The handling of the waste from an economic point of view on the barangay level can be divided into the following three components: 1. 2. 3. Investments; Operational costs; and Revenues or other cost recovery possibilities.

http://www.conexor.se/philippines/dilg/dilg_pinagkaisahan.htm#Information%20materials

18

Investments Investment in equipment like shredders, composting, drums, pedicabs, etc; Investment in buildings and other structures (so called eco centers); Interest on the investments (handled here due to the public sector budget system); and Depreciation of the investments.

Operational costs

Hauling of solid waste from the barangays to a dump site; Central operational costs at the city level; Eco aids (salaries) at the barangay level; Maintenance of the equipment; Electricity, water, etc.; Spades, tools, eye-shield, gloves, etc; Information material to the residents; and Incentives like collection buckets, raffles, etc.

Revenues or other cost recovery possibilities

Revenues from property tax allocations;

19

Savings on hauling costs to be shared between the city and the barangay;

Possible selling of recyclables; Possible selling of compost; and Possible "Solid Waste Management Fee" from the residents.

Investments The table below includes a schematic calculation for a barangay in Metro Manila with around 10,000 inhabitants of mixed population. Each item can naturally be discussed and modified, but the ambition of the table is to show the orders of magnitude and where the critical costs and revenues are found. Pesos Investment Depreciation of investments Operational costs Revenues or other cost recovery possibilities 1,620,000 270,000 550,000 To be covered in various ways Discussed below Pesos/annum

The investments can vary a lot depending on the starting conditions in the specific barangay, the level of ambition, stepwise implementation of the new schemes, etc. However, the order of magnitude, 1,500,000 -- 2,000,000 pesos, is a good estimate for a barangay of 10,000 inhabitants. An investment of this magnitude is very hard for a typical barangay to handle in one step. However, with a good planning of budget allocations over the years and a

20

stepwise implementation it would be possible to build up a well-functioning solid waste management system within just a few years. Experience from various other projects also shows that there are other sources of funding than only the barangay budgets.

Waste management fund as a part of the property tax allocations; Savings and regular funding; Soft loans/concessionary credits; Donations from companies and individuals; and Various "politically" allocated funds are some examples of funding used in other projects.

Savings and funding are sometimes difficult due to administrative rules and regulations where a "saving" from one budget year can not be transferred to the following. However, it seems as if such transfers can be arranged given one of the basic rules fro successful projects: Operational costs Just as is the case regarding the investments, the operational costs can vary a lot depending on the starting conditions in the specific barangay, the level of ambition, stepwise implementation of the new schemes, etc. However, the order of magnitude, 40,000--50,000 pesos/month, is a good estimate for a barangay of 10,000 inhabitants.

21

The annual budget of a typical barangay is roughly 4,000,000 pesos. Out of this budget, 5% is allocated to solid waste management, i.e., 200,000 or 17,000 per month. This amount is often used for employing street sweepers, buying plastic bags, and various costs related to environmental protection in general. As seen from the table above, the standard budget added by potential revenues can not sustain the solid waste management activities. It is difficult to significantly reduce the operational costs since the overall work is relatively labor intensive. This type of work is also a low-status job, but the activity could provide livelihood for people who otherwise would have severe difficulties in finding a job; hence probably saving on social costs. Tabular summary of investments and operational costs Investments Shredder/hammermill, sorting table, mixing bed, pedicabs, etc Pesos Comment 500,000Shredder: 80,000. Hammermill: 140,000--500,000 depening on size. Sorting table: 10,000. Mixing bed: 3,000. Pedicab: 5,000. Estimate average cost but heavily dependent on the type of barangay, amount of manual work, etc. 500,000Varies with the initial conditions. 600,000Drums can be small and "manual" @ 3,500 that can handle 100 kg of biowaste; or large "automatic" @ 300,000 that can handle 1,000 kg of biowaste.

Construction of Eco Center Composting drums

22

Various investments TOTALS:

The figure estimates 2 large drums to serve the population of 10,000. 20,000Wheel borrows, etc. 1,620,000

Depreciation of investments

Shredder/hammermill, sorting table, mixing bed, pedicabs, etc Construction of Eco Center Composting drums

Pesos/month Comment (round numbers) 8,000Depreciation over 60 months. 4,000Depreciation over 120 months. 10,000Depreciation over 24 months for the "manual" drums; and 60 months for the "automatic" ones. 600Depreciation over 36 months. 22,600270,000/year.

Various investments TOTALS:

Operational costs

Eco Aids

Eco Manager

Pesos/month (round numbers) 16,000Eco Aid @ 4,000/month. Four (4) Eco Aids should be able to handle the whole process for a population of 10,000: Hauling Final Segregation at Eo Center Shredding Composting Supplementary Work Service and Maintenance. 6,000The Eco Manager is responsible for the overall operation, contacts with junk shops, hauling of residual waste to dumpsite, etc. With well educated and motivated Eco Aids the Eco Manager is not needed.

23

Operational costs

Pesos/month (round numbers) 0The produced compost is used as mixing material. The alternative cocodust is 80 pesos/sack. 8,000"Automatic" drums electrical effect is around 400 W. For manual drums = 0. 500 500 1,000 2,000 3,000 2,000Semi-annual raffle. 1,000 5,000 45,000550,000/year.

Cocodust/compost

Electricity for composting drums

Enzyme or odor reduction additives Water Gloves, aprons, goggles etc Plastic bags, etc Service and Maintenance Incentives to residents Information to residents Beautification (flowers) TOTALS:

Revenues and other cost recovery possibilities Property tax allocations Five (5%) percent of the property taxes collected in a barangay (property tax fund) are said to be possible to transfer to the waste management fund. Savings on hauling costs Quezon City has passed a city ordinance which, in summary, allows the barangay to receive 50% of the savings on hauling trips from reduced amount of waste brought to landfill (Payatas). Assume that each hauling trip is 1,500 pesos. Starting with a "standard number" of hauling trips for the kind of typical barangay discussed here, say eight per week, a

24

reduction of 50% of the waste brought to landfill would give four saved trips per week. That is around 25,000 pesos/month or 300,000 pesos/year, which in turn is 50--60% of the operational costs estimated above. Since the biodegradable waste added with a part of the recyclable waste account for more than 50% of the total waste, these savings are certainly feasible with a full scale solid waste management system. It is probably possible to save even more on the hauling trips since the garbage truck would collect only one fraction (residual waste) and through good management, that fraction could be more effectively collected. (This is in practice what has happened in barangay Pinagkaisahan.) Unfortunately, this kind of incentive related to savings on hauling trips seems at this moment to be unique for Quezon City. There are various reasons for that, but one reason is probably that Quezon City manages its own landfill (Payatas) and consequently also has to carry the direct burden. In many parts of Metro Manila the solid waste is "managed" via illegal dumpsites.

Selling of recyclables The possibility to sell the recyclable waste is a potential revenue source. However, it is arguable if it is an optimized use of resources to arrange the sorting and selling of recyclable items collected on the barangay level on a full scale. Such activities

25

would compete with the livelihood of the push carts boys. The amount of recyclable that will be available for the solid waste collection truck staff will, unavoidably, be less and consequently have a negative impact on their side-line income. The amount that will eventually be dumped at the dumpsite will also be less with a negative impact on the livelihood of the scavengers. The volumes of recyclables might not be on such a level that it is really worthwhile the effort to handle them on the barangay level compared to the costs involved. (It should be noted again that the conceptual idea of clustering several barangays to effectively handle an enhanced recyclable waste scheme should really be tried.) The experience from barangay Pinagkaisahan gives partly contradictory experiences in this field. Selling of compost High quality compost has a market value. An average a rice-sack sized compost bag is sold at 30--50 pesos provided the content is of good quality. If the composting is run on a large scale, 10--100 tons per year, it can be of large-scale commercial value. However, the main market on that level is the agricultural sector, and any serious commercial activity on that market would need high and uniform quality, which is probably hard to achieve on the barangay level.

26

On the small scale it is naturally possible to sell the compost to the barangay residents or neighbors. However, it is again hardly the task for the barangay to organize the selling of compost on this level. It is therefore recommended that the compost is distributed back to the residents as an incentive. That would also pave the way for a barangay initiated and coordinated beautification of the surroundings. Practically it has also turned out to be complicated to run small scale, low-cost composting facilities. "Solid Waste Management Fee" from the residents Assuming available solid waste management funds are needed for other activities than the ones outlined above, and the incentive from the city level is not available (due to lack of political will), there must be a way to cover the operational costs. Assuming again that the typical barangay has a population of 10,000 people with each household consisting of an average of 4.5 person, i.e. 2,200 households. Assume further that each property is occupied by 1.5 households, i.e. 1,500 properties which make around 7 persons per property. A "Solid Waste Management Fee" of one (1) peso per day and property would give 1 peso/day * 1,500 properties * 30 days/month = 45,000 pesos/month or 540,000 pesos/year. This is more or less exactly the amount estimated for the operational costs above.

27

It is interesting to note that similar discussions are on-going in other Southeast Asian countries. A "Garbage Fee" of 1 baht (roughly 1.4 pesos) per household and day is charged in Thailand.

Cluster of barangays As mentioned under Investments above there should be potential additional savings to be made if the barangay or a cluster of barangays could handle its own hauling system. Exempted costs in the calculations Construction, maintenance, and long-term closure costs for the dumpsite is not considered in this calculation. However, that is certainly a most significant cost that must be handled in a more overarching and long-term calculation for the overall solid waste management on the city/municipal level.

28
E I AD DT r e rl a g e &pa n ru(io ce S T B G f Ge Ma m Ort s o P t a) T E U E o na n e n M t e i G p l Sl o ( a g & oi a glC p es Man C r ni A o o n n i g od t n l m t n Av c iy tt i
O n te a g e & et gru raz h ne n Or i G p gie Ma m t pa n o P j cM a r r e ag o t ne P j cAi tn oO rt n r e ss t r p a s o t saf ei o A i &n c d n Fa e m i n Rec &o mtt ntf e ah Due a S f sr c ni o a Uiy tt i l Ort g p s pa E ee e i x ns n R tl ea n T n oa n r srt apt i o Sps u le pi Uii s tt i e l C mi a n o uc i mn t o Cia x ntrs atl p d e p E e iu V il ec he Dtlc cre i ia a o r g md L t po p e a ocmtr p u Pn r rt i e TaP ) ol h t( p

D is el t a
P , 0x p x mt s 40 1a 6 o h 0 0 x n P , 0x p x mt s 30 1a 6 o h 0 0 x n P , 0x p x mt s 20 1a 6 o h 0 0 x n P , 0x p x mt s 20 3a 6 o h 0 0 x n P , 0x p x mt s 10 1a 6 o h 0 0 x n P , 0x ut 6 o h 10 1nx mt s 0 0 i n

S ttl uo ba
2 , 00 40 . 0 0 0 1 , 00 80 . 0 0 0 1 , 00 20 . 0 0 0 3 , 00 60 . 0 0 0 1 , 00 20 . 0 0 0

Ta ol t
120 . 0 , 000 0, 0

3 , 00 30 . 0 0 0 60 . 0 000 , 0 1 , 00 20 . 0 0 0 90 . 0 000 , 0 60 . 0 000 , 0 60 . 0 000 , 0 4 , 00 60 . 0 0 0 4 , 00 00 . 0 0 0 40 . 0 000 , 0 20 . 0 000 , 0 500 , 00 0.

P , 0 x mt s 10 6 o h 0 0 n

15 00 , 0 00 3, . 0

E I AD D T rh i l g l aear ra e C p e (i t ce S T B G f te o ia s w T t n o o nP Sl ) T E U E o B oc W M t t em m t l e t n o a
Av c iy tt i
P txrdtfr ra e a oc l n P us T t n t ue ae o c o em S r t Cpn a a mg i T a e a O C I ii lspyf l n x r t n t U Enau l o a e emt S R : t p P t p d t t h s o sns a r uso o e l a m oc u hd d l l eai he s s b mt t ls n O n tee n l e raz h c ia a gie Thc T m T ma r Flt e ) e Ld -ui ( a e e l m1 ClE i e -f l t e ) i i nn r u i ( v g e l m1 A l s- ut e1 ny f l i () at l m Uiy ) tt( i 1 l C sla s2 o u n () nt t Di n F ra nf i t ce sm e & b t o l Sl St s s g ai i c o P a ye o Se s ce r n O Ga T k i &r s a l ee n E a a na q lzt T k ui i o n Aa na : Ai adl d Stm e t T k cv eS g ye ri o n t t ue s S i e a na emtt T k d ni o n DncoT k ii f t na s ei n P txrdtfr i l g l ae ar l n p us Boc W W ae o c o o ia s t t e Ta e Stm r t n ye em s t Se s ce r n O Ga T k i &r s a l ee n E a a na q lzt T k ui i o n Aa na : Ai adl d Stm e t T k cv eS g ye ri o n t t ue s S i e a na emtt T k d ni o n DncoT k ii f t na s ei n Mio g e l otr - ey n i wk n B O D Ta Fa oo ol el lfr t &c C m i D O P h T S S Ort g p s pa E ee e i x ns n T n oa n r srt apt i o Sps u le pi C mi a n o uc i mn t o TaP ) ol h t( p 1 , 00 20 . 0 0 0 90 . 0 000 , 0 60 . 0 000 , 0 P 0 3 o hx wk 9 x mt s 4 e s 0 n e P1 x mt s 4 e s 10 3 o hx wk , 0 n e P 0 3 o hx wk 5 x mt s 4 e s 0 n e P 0 3 o hx wk 2 x mt s 4 e s 0 n e P 0 3 o hx wk 6 x mt s 4 e s 0 n e 18 . 0 000 , 0 12 . 0 300 , 0 600 , 00 0. 200 , 00 4. 700 , 00 2. 2 , 00 70 . 0 0 0 10 . 0 500 , 0 20 . 0 500 , 0 20 . 0 500 , 0 30 . 0 500 , 0 20 . 0 500 , 0 20 . 0 500 , 0 42 . 2 957 , 8 P , 0x p x mt s 20 1a 6 o h 5 0 x n P , 0x p x mt s 20 1a 6 o h 0 0 x n P , 0x p x mt s 20 1a 6 o h 0 0 x n P , 0x p x mt s 10 2a 6 o h 0 0 x n P , 0x p x mt s 20 2a 3 o h 0 0 x n 1 , 00 50 . 0 0 0 1 , 00 20 . 0 0 0 1 , 00 20 . 0 0 0 60 . 0 000 , 0 1 , 00 20 . 0 0 0 1 , 00 50 . 0 0 0 P 0 5 h s os 2t r 6 x0 o e l X l e 0 0 u hd i s 5 , 00 00 . 0 4 0 5 , 00 70 . 0 0 0

D is el t a

S ttl uo ba

Ta ol t
5 , 00 00 . 0 4 0

S P d t s e ai Bo* e r u UgMr ew eoc a tx l

36 . 0 900 , 0

18 57 , 2 82 5, . 8

ES TIMATE B GE for General Manag ent & OperationsGroup(P S D UD T em ilot cale) (Manag & C ing oordinatingAll C ponents om Activity
Org anize the Manag ent & OperatingGroup em Project Manager Project Assistant for Operations Admin & Finance Research & Documentation Staff Utility OperatingE xpens es Rental Transportation Supplies Utilities Communication C apital Ex penditures Vehicle Digital camcorder Laptop computer Printer

D etails
P40,000 x 1 pax x 6 months P30,000 x 1 pax x 6 months P20,000 x 1 pax x 6 months P20,000 x 3 pax x 6 months P10,000 x 1 pax x 6 months P10,000 x 1 unit x 6 months

S ubtotal
240,000.00 180,000.00 120,000.00 360,000.00 120,000.00

T otal
1,020,000.00

330,000.00 60,000.00 120,000.00 90,000.00 60,000.00 60,000.00 460,000.00 400,000.00 40,000.00 20,000.00 5,000.00 Total (P hp)

P10,000 x 6 months

1,350,000.00

E TIMAT DB G Tfor theB S E UD E iolog W tewater T ical as reatm C p ent om onent (P S ilot cale)
Activity
P lantex P roductsfor Trea ent at S tm ource C paig am n Treatment at SOURCE: Initial supply of Plantex products to households and small establishments P600 x 500 households X 2 liters 504,000.00

D etails

S ubtotal

T otal
504,000.00

29

CHAPTER VI STAKEHOLDERS ANALYSIS

The success in the implementation of this development model on solid waste management and bioremediation depends on a number of factors. The most important of these are the stakeholders, These are the individuals, groups and organizations which shall be the service users, service providers, intermediaries and regulators. Households, Communities and other Service Users - Residential households are primary concerned on the effective and dependable collection of their garbage. Proper disposal is not normally one of their concerns, as long as you do not dump the waste within their neighborhood, which of course will affect their lives. It is necessary therefore, to have informed and aware citizens. With proper information and education on proper waste disposal and the negative effects of improper disposition of garbage to the environment, the households, barangays and other communities will be a major instrument in the reduction of solid waste generated each day. Non-Governmental Organizations NGOs operate between the private and government realms. NGOs are motivated primarily by humanitarian and developmental concerns. In the Philippines, these NGOs play an active role in increasing the capacity of people or community groups in advocacies toward environmental preservation. Examples of these NGOs are Bantay Kalikasan and

30

Eco Waste Coalition.

Aforementioned organizations are vital components of

solid waste management programs both in the national and local sense. They contribute a lot in educating people on waste management issues and problems. They also have the capability to conduct trainings regarding recycling and livelihood opportunities through waste. They assist in the formation of community based organization and even serve as channels of communication between the government and the citizens. Most of the time, they have the technical expertise in dealing with solid waste problem due to their constant exposure with actual situations and theoretical knowledge they have based on studies they conducted. Local Government authorities are responsible for the provision of solid waste collection and disposal services. The Local Government Units

responsibility for waste management is provided under the Local Government Code. They are tasked to create ordinances regarding solid waste disposal and to implement them effectively. They are also tasked to manage the solid waste generated in their locality and to develop systems in order to effectively implement solid waste collection and disposal. To fulfill their solid waste management responsibilities, municipal governments normally establish special purpose technical agencies, and are also authorized to contract private enterprises to provide waste management services. In this case, local authorities remain responsible for regulating and controlling the activities and performance of these enterprises. Effective solid waste management depends upon the

cooperation of the population, and local governments should take measures to enhance public awareness of the importance of solid waste management,

31

generate a constituency for environmental protection and promote active participation of users and community groups in local waste management. National Government are responsible for establishing the institutional and legal framework for solid waste management and ensuring that local governments have the necessary authority, powers and capacities for effective solid waste management. They provide LGUs with guidelines and other capacity building measures in the fields of administration, financial management,

technical systems and environmental protection. In addition, national government intervention is often required to solve cross-jurisdictional issues Private Sector Partner the private sector partner shall provide the necessary expertise in handling solid waste management program at San Juan City. They shall provide the capital, management and organizational capacity and the technical skills in the implementation of the SWM PIP at San Juan City. External Support Agencies these include the Metro Manila Development Authority and other LGUs who have already succeeded or embarked in solid waste management programs. They shall serve as advisors, since they have had experiences with the actual implementation of an SWM. Their insights and opinions will be valuable for San Juan local government, in order to effectively implement an effective SWM through PIP.

32

CHAPTER VII EXPECTED OUTPUT

The following outputs are expected to be derived from the Solid Waste Management Through Public Private Partnership Program (SWM-PIP) at San Juan City: Establishment of an ecological solid waste management system - from effective segregation of garbage, collection, recycling, composting and disposal. Establishment of Materials Recovery Facilities (MRF); Establishment of Biological Waste Water Treatment Facility (BWWTF); Improved health and environmental conditions for the communities and different barangays; Decrease in the amount of waste generated per day. Further, the following are the expected outcome with the successful implementation of the SWM-PIP program: Increased community awareness and participation in solid waste segregation, recycling and disposal; Increase in number of waste and supporting businesses established; Increase in number of people employed by the MRF and BWWTF; Increased quantities of compost and recycled materials;

33

Decrease in incidences of illness, i.e. water-bourne, respiratory and other illnesses related to poor disposition of solid waste; Reduction in air and water pollution; Potential replication of the SWM-PIP in other urban cities and municipalities in the Philippines.