The regional solid waste exchange of information and expertise network in Mashreq and Maghreb countries
Syria Tunisia Lebanon Morocco Occupied Palestinian Jordan Algeria Territory Egypt
Mauritania
Yemen
• • • www.sweep-net.org • • • • • • contact : [email protected] • • •
COUNTRY REPORT ON THE SOLID WASTE MANAGEMENT IN OCCUPIED PALESTINIAN TERRITORY
supported by
2012 The Regional Solid Waste Exchange of Information and Expertise network in Mashreq and Maghreb countries
COUNTRY REPORT ON THE SOLID WASTE MANAGEMENT Situation in the
OCCUPIED PALESTINIAN TERRITORY
July 2012 Developed by Mr. Zaghloul Samhan in close coordination with the SWEEP-Net national coordinator Mr. Mazen ghunim COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY
acknowledgements
First of all I would like to thank all persons, institutions, and organiza- tions that make my work on this report easy and doable. Special thanks to the Ministry of Local Government, Environment Quality Authority, the joint service councils and the local authorities for their support and help. Many thanks to the national coordinator of SWEEP-Net for his cooperation and help.
3 COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY
CONTENTS
Acknowledgements 3
List of Abbreviations 6
Executive Summary 7
1. Introduction 8 1.1 Environmental and Socio-economic Overview 8 1.2 Waste Management Overview 8
2. National Municipal Solid Waste Management Policies 11 2.1 Policy, Legal and Institutional Framework 11 2.2 Strategies, Action Plans and Initiatives 14 2.3 Planning and Investments 16 2.4 Finance & Cost Recovery 16 2.5 Private Sector Participation 17 2.6 Public Awareness, Education and Community Participation 18 2.7 Capacity Building & Training requirements 19 2.8 Networking 20
3. Industrial and Hazardous Waste Management 22
4. Medical Waste Management 24
5. Options for Improvement & Development 26 5.1 Institutional Issues 26 5.2 Legal Issues 26 5.3 Technical Issues 26 5.4 Financial Issues 26
4 COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY
6. International Technical Assistance Partners & Donors 27
7. Opportunities for Networking and Partnership 29
8. Needs for Technical Support & Capacity Building 31
9. Case Studies, Best Practices & Lessons Learnt 32 9.1 The Solid Waste Management Program in the occupied Palestinian territory – the national component (Development of National Strategy for Solid Waste Management) 32 9.2 Solid Waste and Environmental Management Project (SWEMP) in Jenin and Tubas Governorates- Construction and operating the Sanitary Landfill of Zahret Al Finjan 33
10. Analysis and Priorities for Action 35 10.1 Short Term (1-3 years) 36 10.2 Medium Term (3-5 years) 36
5 list of abbreviations
C&D Construction and Demolition DED Deutscher Entwicklungsdienst/German Development Service EC European Commission EIA Environmental Impact Assessment EQA Environment Quality Authority EU European Union GIS Geographic Information Systems GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit/ German Agency for International Cooperation GNI Gross National Income HBJSC Hebron and Bethlehem Joint Service Council IT Information Technology JSC Joint Service Council KfW Kreditanstalt für Wiederaufbau/Reconstruction Credit Institute LGU Local Government Units MDLF Municipal Development and Lending Fund METAP Mediterranean Environmental Technical Assistance Program MoH Ministry of Health MoLG Ministry of Local Government MoPAD Ministry of Planning and Administrative Development MSW Municipal Solid Waste NDP National Development Plan NIS New Israeli Shekel NSSWM National Strategy for Solid Waste Management PA Palestinian Authority PCBS Palestinian Central Bureau of Statistics PNA Palestinian National Authority PS Private Sector PSI Palestinian Standards Institute RBJSC Rammun and Al-Bireh Joint Service Council SW Solid Waste SWEMP Solid Waste and Environmental Management Project SWM Solid Waste Management SWS Special Waste Solution UNDP United Nations Development Programme UNRWA United Nations Relief and Works Agency USD United States Dollar ZF Zahrat Al-Finjan
COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY
EXECUTIVE SUMMaRY
This report was prepared for the Regional Solid Waste Exchange of Information and Expertise Network in Mashreq and Maghreb Countries (SWEEP-Net). It contains up-to-date information on the SWM sector in Palestine.
The report discusses the present status of the solid waste management (SWM) sector, with special focus on: Policy, Legal and Institutional Framework, Strategy, action plans and priorities, Planning and investments, Finance and cost recovery, Private sector participation, Public Awareness and Community Participation, Capacity building and training requirements, Networking, Industrial and hazardous waste management, Medical waste Management, Options for improvement and development, Technical assistance partners and donors, Opportunities of networking and partnership, Needs for technical support and capacity building, best practices and lessons learned, Analysis and priorities for action in term of Short terms 1-3 years and Medium term 3-5 years.
Moreover, two case studies were presented; the first was for the project of developing the national Strategy for Solid Waste Management in Palestine, and the second was for the Sanitary Landfill in the Northern West Bank (Zahret Al finjan Sanitary Landfill).
Furthermore, the report discusses the emerging need for building a national network, as a part of SWEEP- Net, to consolidate information on SWM from different institutions and stakeholders. Such contribution may have a regional dimension as other countries may transfer and/or adapt this system.
A national workshop had been held on the 29th December 2011, to introduce SWEEP-Net to national representatives of institutions and stakeholders involved in SWM. The workshop was attended by representatives of key ministries, governorates, private sector companies, an NGO, consultancy firms and freelance consultants. The goal, objectives, partner countries and institutions, supporting partners, main mission, network members and its organization and the expected activities of SWEEP-Net were presented. A session was dedicated to a discussion of a proposed roadmap/action plan to setup the national SWM network, as part of the regional network.
The present report highlights the goal of initiating the national network, its objectives and expected outputs, and means of funding. Moreover, the anticipated technical support and capacity building requirements from SWEEP-Net are presented.
7 COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY
1. INTRODUCTION
1.1 Environmental and socio-economic overview
The occupied Palestinian territory (West Bank including Jerusalem) and Gaza Strip has an area of about 6185 km2. According to the Palestinian Central Bureau of statistics (PCBS) the estimated population of the Palestinian territory by the end of year 2010 was 4.17 million inhabitants, 2.58 million are in the West Bank (62%) and 1.59 million are in Gaza strip (38%) 1. 29.7% and 67.4% of the Palestinians in the West Bank and Gaza strip respectively are refugees, giving a total percentage of 44% of the Palestinians living in the Palestinian territory are refugees2. Almost (50.8%) of the population are males and (49.2%) are females. The Palestinian population growth was estimated at the mid of year 2011 to be 2.9%. The population in the Palestinian territory is very young, since 41.1% of them are less than 15 years old, while 2.9% of them are over 65 years old. The unemployment percentage tion in the occu pos pie m d P in the labor force at the first quarter of year 2011 was about 21.7% in Co a e le st st the occupied Palestinian Territory. The daily price for workers was a in W ia : 70% n estimated about 85 NIS in the West bank and about 64 NIS in 1 Organic t e e Gaza Strip. The poverty percentage was estimated among the r r u 5% r g i i t Palestinian people to 25.7% in year 2010, 18.3 %in the West o F Others r 3% y Bank and 38% in Gaza Strip. The poverty line for the Palestinian Metal family was estimated to about 2237 NIS per month3. 6% Glass
8% 1.2 Waste management overview Plastics 1.2.1 Solid waste generation 8% The total amount of generated solid waste in the Palestinian Paper/Cardboard territory was estimated around 1.2 million tons per year. The estimated amount in the West Bank is about 1815 tons per day4 compared to 1485 tons per day in Gaza Strip. The per capita generation d pa is about 0.5-0.7 kg per capita per day in the rural areas compared to ccupie lestin e o ian th te 0.8-2.0 kg per capita per day in the urban areas. Figure 2 shows the in rr it on o projected solid waste generation from year 2010 till year 2030, in ti ry a r e 2030 addition to the real quantities for years 2000, 2005, and 2010. n e g e t 2025 s a
w 2020
d
e
t
c e 2015 j 1-
وال أحالسكان الفلسطينيني املقيمني في األراضي الفلسطينية، اجلهاز املركزي o
r p 2011
لالحصاء الفلسطيني، ، رام الله، فلسطني 2010 :
2 2- The Palestinians at the end of year 2010, the Palestinian
Projected Total
e
r Production Central Bureau of Statistics, 2010., Ramallah, Palestine
u 2005 (Million Tons/year)
g i 3-
وال أحالسكان الفلسطينيني املقيمني في األراضي الفلسطينية، اجلهاز املركزي
F Projected per Capita
2011
لالحصاء الفلسطيني، ، رام الله، فلسطني (Generation (Kg/c/day
2000
4- Verification of the equipment needs for solid waste
collection and transfer in the West Bank. Reem Musleh
0 0,5 1 1,5 2 and Ammar Al-Khatib, IMG, July 2010.
8 COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY
Table 1: key socio-economic and solid waste management data
Population 4.1 Million (year 2010) GNI per Capita (USD) 1493.7 (year 2007) Municipal Solid Waste (MSW) Generated 1.2 Million Tones (2010) Material Composition of MSW (%) Organic 70% Paper/Paperboard 8% Plastic 8% Glass 6% Metal 3% Other 5% Composition of MSW by Generator (%) Domestic and commercial 65-75% Industrial 15-20 % Per capita MSW generation (kg/p/d) Rural 0.5 to 0.7 Urban 0.8 to 2.0 Camps 0.4 to 0.6 MSW Collection Coverage Rural 80% Urban 100% Management of Waste (%) Composted 0% Recycled 2 % Disposed in Landfills 22 % Disposed in Dumps 76 % Other technologies 0 % Estimated Annual Public Expenditures 6,086.4 million USD (2007) Growth in MSW Generation 4 % Medical waste 14424 Tons/year Industrial waste 200,000 Tons/year (15-20%) Hazardous waste 62621 Tons/year Agricultural waste 120,000 Tons/year (8-12%)
1.2.2 Solid waste collection The collection coverage of solid waste is about 90% ranging from 80% in rural areas to about 100% in urban areas.5 The secondary collection method (from the containers) is the most used method in the West Bank, while primary collection (door to door collection) is being used in some localities especially in Gaza Strip. Different types of vehicles are being used in the collection; they are ranging from non-mechanical vehicles like animal carets to hand carts to mechanical vehicles like tractors, compactors, etc. local authorities in terms of municipalities, village councils and the joint service councils are mainly the responsible for collection. UNRWA is responsible for the collection of solid waste in the refugee camps.
1.2.3 Solid waste composition Organic wastes form about 70% of is the waste generated in the occupied Palestinian territory (oPt). Metal, paper, glass, and plastic have the percentage of 3%, 8%, 6%, 8% respectively.6 Remaining can be categorized as other wastes. Those percentages are differ between West Bank to Gaza strip.
5- National Strategy for Solid Waste Management in The Palestinian territory 2010-2014. The Palestinian National Authority, 2010, Ramallah, Palestine. 6- Desk Study on Environment in the occupied Palestinian territories, UNEP, 2003.
9 COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY
1.2.4 Solid waste disposal open dumping of solid waste is the main disposal method used in the oPt. Random dumpsites are widely spread in the oPt cause of lack of sanitary landfills. Recently the number of those random dumpsites started to decrease because of the introduction of sanitary landfilling. Many of those dumpsites had been closed and rehabilitated; the current number of those random dumpsites is about 147.7 That number is subject to decreasing because of introducing new sanitary landfills, which means closure of the random dumpsites in the sanitary landfill served area. In Jenin and Tubas governorates for example (where Zahret Al Finjan sanitary landfill was constructed), all random dumpsites were either closed or were rehabilitated to be used as transfer stations. The same is being done in Hebron and Bethlehem governorates (where a new sanitary landfill will be soon constructed), many of the random dumpsites there were closed, and closure of others will continue until the landfill comes into operation.
Three sanitary landfills are in the process of planning or construction, two are in the West Bank (Rammoun sanitary landfill in Ramallah governorate, and Al Minya sanitary landfill in Hebron and Bethlehem governorates), and one in the Gaza strip (still in the feasibility study stage). It is worth mentioning that about 22% of the solid waste in the oPt is being disposed of in sanitary landfills namely Zahret Al Finjan in Jenin, and Dir El-Balah in Gaza Strip, and Jericho landfill in Jericho Governorate. The majority of solid waste is dumped either in random dumpsites or in controlled dumpsites. A very low percentage of solid waste is being recycled or composted 2-3%, most of the initiatives in this field either small scale initiatives or pilot projects. Recently, some large scale initiatives started to invest in recycling and composting, mainly in the private sector.
Table 2: Waste generation in key cities CITY GAZA RAMALLAH JENIN Population 496,411 27,000 39,000 Waste generation (kg/c/day) 0.99 2.05 0.9 MSW generated (ton/day) 600 56 40 Collection responsibility Municipality Municipality The Joint Service Council Disposal method Controlled landfill Open dumping Sanitary landfilling Random dumpsites - One, being used All are closed and rehabilitated Cost (total cost of SWM) 100 NIS/ Ton 277 NIS/ Ton 130 NIS/ Ton
7- National Strategy for Solid Waste Management in the Palestinian territory 2010-2014. The Palestinian National Authority, 2010, Ramallah, Palestine.
10 COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY
2. national municipal solid waste management policies
2.1 Policy, legal and institutional framework
2.1.1 Policy framework The policy framework that governs the solid waste management in the oPt is the most important issue according to which the national strategy for solid waste management was shaped and developed. That policy framework was differentiated from the different related laws, strategies and missions of related institutions. The main policy principles raised as a base for the strategy development were as follows: 8
- sustainable SWM, in which the resources are used in optimal way and the protection of the environment is ensured. - The roles and responsibilities are clear and there is no conflict between regulatory, monitoring, and executive duties. - The information is available and it is transparently exchanged among parties involved in the sector. - The financial, institutional, monitoring, and administrative systems are transparent. - Partnership between various parties based on integrity and clarity of roles and responsibilities. - The private (informal and formal) and the non-government sectors are so important to participate in the SWM. - The role of local community and the citizens’ participation in SWM are recognized as a vital. - Dealing with the citizens’ complaints in transparent way. - The polluter pays and the producer pays. - The self-funding and providing services at reasonable cost. - Taking the principle of (economy scale) into consideration in planning and developing of SW services. - Implementing gradually the initiatives, technologies, and models in the field of SW reduction, reuse, recycle, and treatment. - Incentives should be created in order encourage the successful initiatives and practices in the sector. - The technologies and equipment used in SWM should be compatible to the local conditions. - Penalties should be applied against the parties that do not obey the appropriate procedures in dealing with SW.
2.1.2 Legal framework There are different laws and regulations related either directly or indirectly to SWM, annex (1) shows those laws and regulations. Some conflicts and overlapping exist in the legal framework, in addition to some elements that are yet to be covered by any of those laws. Most of those laws are lacking the bylaws to define and clarify them. The laws can be listed as follows:
• The Environmental Law no. 7 for year, 1999: This law aims at the protection of environment, and it provides a legal framework for the environmental sector among which solid waste is one of its themes. The law gives the Environment Quality Authority (EQA) the responsibility of developing of national solid waste management strategy, and monitoring its implementation by the local authorities. Moreover the
8- National Strategy for Solid Waste Management in the Palestinian territory 2010-2014. The Palestinian National Authority, 2010, Ramallah, Palestine.
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law gives all related institutions the responsibility of taking the necessary measures to minimize waste generation and maximize reuse, or recover waste components or recycle wastes. On the other hand, the law gives EQA the responsibility of determining the specifications of the solid waste dumpsites. The hazardous waste listings, in addition to processing, storage, distribution and treatment instructions were given to the EQA. According to the law the shipment of hazardous waste through the Palestinian territory is subject to a permit fro EQA. The law gives EQA a role in monitoring and inspecting the solid waste management facilities.
• The Palestinian Environmental Assessment Policy, 2000: it is a bylaw for the environmental law, and it gives a framework for Environment Impact Assessments (EIA). It specifies the procedures that should be used in getting the environmental acceptance on the development projects. Solid waste management projects like sanitary landfills and transfer stations are among the listed projects that need an environmental approval based on an EIA study. Treatment and recycling facilities of solid waste are also among those projects needed to undergo the EIA.
• The Palestinian Local Authorities Law no.1 for year 1997: This law gives the Ministry of Local Government (MoLG) the responsibility for setting general policies for the work of the local authorities and supervising their responsibilities, as well as financial and administrative monitoring. The local authorities responsibilities include collection, transfer and disposal of solid waste in addition to the fees collection. The law did tackle the involvement of the private sector in the solid waste management.
• The Public Health Law no. 20 for year 2004: This law gives the Ministry of Health (MoH) the responsibility of giving the license for construction of solid waste management facilities, and issuing the conditions related to transport or storage or treatment or disposal of the hazardous waste. Moreover, it gives the MoH the role of providing the conditions for occupational health.
• The Draft Solid Waste Management and Handling Bylaw, 2005: It is a bylaw for the environmental law, it is a detailed bylaw that clarify the all related aspects of handling and management of solid waste including generation, collection, transport and transfer, treatment, and disposal. Private sector involvement is endorsed as well as public awareness and information exchange. Roles and responsibilities are cleared in this by law. This bylaw is still draft and needed be approved by the cabinet. Nowadays an updated bylaw is being developed according to the national strategy for the solid waste management and it should be finalized by the end of this year.
• The Draft Medical Waste Management Bylaw, 2007: It is a bylaw for the environmental law, the public health law, and the law of the local authorities. This by law is still draft and waiting for approval from the cabinet. It deals with the handling of the medical waste from generation to final disposal specifying the roles and responsibilities of all related parties. Moreover it deals with treatment of the medical waste. Monitoring and inspection are also tackled in the bylaw.
• The hazardous wastes list: It was among the interventions in the national strategy for solid waste management, it was finalized on December, 2011. It gave a detailed listing of the hazardous wastes in the oPt. This list was named in the environmental law.
• The random dumpsites closure and rehabilitation criteria and conditions: It was among the interventions of the national strategy for solid waste management, it is under development now, and it is expected to be finalized on February 2012.
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• The Investment Promotion Law no.1 for year 1998: This law aims at providing the suitable investment environment. Unlike other kinds of investment projects, solid waste projects can’t utilize this law unless they have a special decree from the cabinet. Incentives are given in form of tax reduction.
• The basic regulation on the Joint Service Councils of year 1996, and its update for years 2003 and 2006: It provides a legal framework for the Joint Service Councils (JSCs) in term of financial and administrative issues, in addition to there mandate and responsibilities. It sets the relation between the JSCs and the MoLG as well.
• The Cabinet resolution no. 53 for year 2007: It is related to development of the national strategy for solid waste management and forming a steering committee for following up on the development of the strategy from related institutions.
• The Cabinet resolution no. 05/49/13, dated on 16 May 2010: it assigned the role of monitoring the implementation of the solid waste management strategy to the national team for solid waste management. The team was previously the steering committee for the strategy development as indicated in the previous resolution.
• Cities, villages, and buildings organizing law no. 79 for year 1966: It is a Jordanian law and is still valid and enforced in Palestinian territory. It defined the roles of the local authorities in solid waste management.
2.1.3 Institutional framework The following list represents are the institutions that have a relation to solid waste management. Those laws discussed in the previous section defined the roles and responsibilities of these institutions. Annex (2) gives a detailed description of the institutions, their mandates, and functions. Figure 2 shows the relations between all stakeholders.
• Ministry of Planning: ensure the inclusion the solid waste management among the national development plans as well as the related sectoral and sub-sectoral strategies.
• Environment Quality Authority (EQA): Develop national plans and strategies for solid waste management, determine the specifications of solid waste landfills; determine guidelines for hazardous waste handling, storage, treatment, disposal or transport; issue the Hazardous Waste List; promote and enhance the reduction of solid waste generation, production its reuse, recovery or recyling. Moreover, the EQA has the role of setting out the conditions needed to regulate the treatment, disposal, or incineration of the solid waste. On the other hand, the EQA has to increase environmental awareness in schools and universities. Applying the EIA policy is the role of EQA, as well as the monitoring and inspection on the solid waste management projects and facilities.
• Ministry of Local Government (MoLG): The ministry has the role of monitoring, inspecting local authority and JSC activities. supporting them financially and technically, and following up on the execution/ implementation of infrastructure projects (including SWM). Recently, the ministry had chaired the steering committee for developing the national strategy for solid waste management and the national team for monitoring following up on the execution/implementation of infrastructure projects (including SWM) which was according to a cabinet resolution.
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• Ministry of Health (MoH): The ministry has the role of giving the license for construction the solid waste management facilities, such as landfills. It also has the role of applying public health standards in solid waste management activities. According to the public health law the ministry has the role of issuing conditions related to transport, storage, treatment, and the disposal of hazardous waste. This conflicts with the role of EQA, seeing as the environmental law gives EQA the same role.
• Palestinian Standards Institute (PSI): PSI has the role of developing and approving the national standards or implementing international standards. The standards related to solid waste management are among the scope of PSI standardization. Moreover, the PSI chairs a national committee which is responsible for developing the directives or the technical regulations.
• Palestinian Central Bureau of statistics (PCBS): PCBS has the role of collecting and disseminating the national figures. Solid waste management is among the fields that PCBS tackles, since it conducts periodic household environmental surveys, economical environmental surveys, and industrial environmental surveys; in which solid waste is mainly addressed.
• Municipal Development and Lending Fund (MDLF): It has the role of coordinating funds for the projects and activities carried out by local authorities and the joint service councils.
• Joint Service Councils (JSCs): Implementing the national strategy of the solid waste management is one of the main roles of the JSCs. Providing the service on behalf of the local authorities is another. On the ground, JSCs carry out the management and operation of the landfills in addition to collection and transfer in some localities, they proved better efficiency than individual local authorities.
• Local Authorities: They have the role of providing the solid waste management services in terms of collection, transport and transfer, and final disposal. Implementing the national strategy of the solid waste management is a main role of the local authorities.
2.2 Strategies, action plans and initiatives The National Strategy for Solid Waste Management in the Palestinian territory 2010-2014 (NSSWM) was issued and approved in 2010, funded through GIZ, and came as a result of joint efforts from all related stakeholders in the sector of solid sector of solid waste. It was the first approved strategic document tackling the solid waste sector as a whole. All aspects of solid waste management were taken into consideration in this strategy; the technical, the institutional, and the financial. The vision of that strategy was “integrated and sustainable management of solid waste that contributes to achieving economical benefits to the Palestinian people”.9 According to this vision the strategic objectives in the strategy were as follows:
1. An effective legal and organizational framework for SWM. 2. Strong and capable institutions. 3. Effective and environmentally-safe management of SW services. 4. Financially viable and efficient SWM services and activities. 5. Principles and mechanisms suitable for managing medical, hazardous, and special wastes. 6. Increasing the participation of the private sector. 7. A more participating and aware community. 8. Effective information and monitoring systems.
9- National Strategy for Solid Waste Management in the Palestinian territory 2010-2014. The Palestinian National Authority, 2010, Ramallah, Palestine.
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All shown strategic objectives were translated into policies and then into interventions; those interventions came to tackle all gaps, problems, and weaknesses in the solid waste management sector. An action plan was developed, and it tackled some interventions in details according to their priority. Nowadays some of those interventions are being implemented by different stakeholders, for example: - the establishment of new integrated and updated regulatory regimes for solid waste management (MoLG); - the preparation of general directives and standards for the closure and/or rehabilitation of random dumpsites and the determination of closure priorities and funding allocation (MoH); - the preparation and publishing of hazardous waste categorization lists (EQA); - the preparation of a plan for hazardous waste management (EQA).
All these interventions are being funded by GIZ. Some other interventions currently in progress include the completion of the Al-Minya sanitary landfill in Hebron and Bethlehem governorate (HBJSC) and that of Rammun sanitary landfill (RBJSC). Plans are underway to install a new landfill in the Gaza Strip and close or rehabilitate 20 random dumpsites in the West Bank and Gaza Strip (the Joint Service Councils in cooperation with MoLG and EQA). Annex 3 shows the strategic objectives and the policies for each objective, according to the suitable integrated solid waste management component. Priorities of the government in SWM are clear in the National Strategy for Solid waste management which was approved by the cabinet. the development of legal and institutional framework of the solid waste management is the first priority, as well as improving the service of solid waste and introducing the environment safe management. Next come the management of the special and hazardous waste, the introduction of financial and cost recovery issues, public awareness, and private sector participation. All interventions are presented in Table 3 in section 10 and are categorized into short term and medium term. The short term interventions have more priority over medium term. It is worth mentioning that other strategies related to solid waste management, like the Environment Sector Strategy, are integrated into the NSSWM and introduced the aforementioned interventions.
Figure 2: The connection in responsibilities between institutions10 Main stakeholders Main Roles and Responsibilities
• Planning, regulating, supervising, and monitoring The Governmental Bodies National Level • Providing funds and coordinate with the donors
• Implementing and execution the solid waste Joint Service Councils Regional Level management services
• Implementing and execution the solid waste Local Authorities Local Level management services
Donors • Provide funds and technical support
• Modest role in solid waste management (recycle, Private Sector reuse, treatment, and collection)
• Modest role in solid waste management (role of Local Communities community associations in awareness raising and training)
10- National Strategy for Solid Waste Management in the Palestinian territory 2010-2014. The Palestinian National Authority, 2010, Ramallah, Palestine.
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2.3 Planning and investments The National Strategy for Solid Waste Management (NSSWM) included 57 interventions, those interventions are proposed to be implemented in the period of 5 years. A detailed action plan for all the interventions has not been not prepared yet, an action plan has been completed for some of the most needed interventions and overcoming the financial limitations. There is no clear estimate for the implementation cost of that strategy, four of the interventions (as described in the previous section) are now being implemented by the different stakeholders according to the roles and responsibilities given in the strategy with support from GIZ. On the other hand, there are some interventions being implemented now and are supported by different donors/parties. Some projects and actions were committed before the development of the strategy; and some of those projects are still ongoing while others are already finished. Annex 4 gives a clear idea about all projects and actions.
Problems are always the same in the oPt regarding planning and investment, since plans are already there not only for solid waste management but for all sectors. The shortage of funds and financial support always postpones the implementation of the plans.
2.4 Finance & cost recovery Solid waste management is one of the most important services that local authorities i.e. municipalities and village councils are providing to the people in their jurisdiction either directly or via the JSCs or the private sector. The daily handling and contact with solid waste can pose environmental and health risks to actors as a result of the mismanagement of solid waste. Donors are the main source of financing the solid waste management projects in Palestine. The construction of regional sanitary landfills and needed infrastructure, providing the local communities and joint service councils with vehicles and equipment, building the capacities of the related institutions, and supporting the development of legal and institutional capacities of the sector are all done through donor support. Joint service councils and the local authorities finance system management operations.
Municipalities and village councils in general do not have a real and detailed estimation of the cost of solid waste management due to the lack of separate financial accounting for the solid waste management stream. The picture is more clear within the Joint Services Councils, seeing as they have specialized accounting systems for solid waste management only.
Cost per ton for collection is estimated at about 83.33 NIS11/Ton in the Joint Service Council of Jenin, 35 NIS/Ton in Middle Gaza JSC (secondary collection), and 86.25 NIS/Ton in the JSC of North Gaza. The total cost per ton from collection to disposal/treatment was estimated at about 130 NIS/Ton in the Jenin JSC, and about 262 NIS/Ton in Nablus Municipality.12 In other municipalities it was estimated to lie between 61– 277 NIS/Ton.
According to the National Development plan 2011-2013 (NDP),13 the planned investment in solid waste management is 11.2 million USD in the year 2011, while 4.7 million USD are allocated to the environment and natural resources (figure 1). The total investment in the NDP for all sectors and programs for year 2011 is 501.3 million USD, which indicates that the investment in solid waste management compared to national investments in all programs is about 2.2%. The finance law for year 2011 doesn’t show the total investment in the solid waste management compared to the total budget.
11- 1 USD = 3.43 NIS 12- National Strategy for Solid Waste Management in the Palestinian territory 2010-2014. The Palestinian National Authority, 2010, Ramallah, Palestine. 13- National Development Plan 2011-2013- Establishing the State Building our Future, Palestinian National Authority, April 2011, Ramallah, Palestine.
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Different fee-collection systems are being used by local authorities, and vary d inves from one municipality or village council to another. Some of them collect anne tmen : Pl ts e 3 fees as part of electricty and water bills, others use prepaid systems, ur ig some of them use specific collection systems for solid waste F
fees. The major challenge facing local authorities in this issue
Total is the low fee-collection rate. In Ramallah municipality, the investment
fee-collection rate was 24.3% in year 2008 (it was improved
to about 40% in 2011), 32.7% in Tubas (2008), 43.4% in Bir
■ 2009
Zeir, and 73.2% in Nablus. Gaza North, on the other hand,
SWM Sector ■ 2010
has a fee-collection rate around 25%, Khan Younis and Dir ■ 2011
Elbalah collection rates stand around 20%. Fee-collection
rates are higher within areas under the jurisdiction of the
Environment
JSCs - parts of Dir Elbalah see 60% fee-collection and Bit
Lahia leads at 84.4%. However, it is worth noting that fee-
0 200 400 600 800
collection is carried out by the LGUs and not by the JSCs there. Annex 5 shows a summary of the finance and cost recovery situation.
2.5 Private sector participation private sector participation in solid waste management is minimal. The management of solid waste is carried out by either the Joint Service Councils (JSCs) or by the Local Government Units (LGUs). UNRWA manages solid waste in the refugee camps of the West Bank or Gaza Strip. The participation of the private sector (PS) is relatively low if compared to the service being done by the LGUs or the JSCs. The PS partially participates in some localities; in the Nablus governorate for example, the PS covers about 12% of solid waste collection, and 5% in the governorate of Ramallah.14 On the other hand, the PS operates the Saifari transfer station in Nablus - from which waste is collected before being transferred to the Zahrat Al Finjan sanitary landfill. Moreover, the private sector was contracted to operate the dumpsite of Yatta in Hebron governorate.
Although the laws and regulations support the participation of the PS in the solid waste management systems, participation is not that considerable. Solid waste projects being implemented by the private sector can utilize the Investment Promotion Law no.1 for year 1998 if they have a special decree from the cabinet, and recieve tax incentives according to that law. On the other hand, competent authorities, each insofar it is concerned, shall encourage the taking of appropriate measures to reduce the production of solid waste to the lowest level possible and re-use same as much as possible, while reusing, recycling and recovering components whenever possible.15 To do so, competent authorities could facilitate the granting approvals, licensing, and incentives. More efforts and facilitation from the official institutions is needed in order to enable the PS to integrate in national solid waste management. Annex 6 gives some assessment about the issue.
14- Verification of the equipment needs for solid waste collection and transfer in the West Bank. Reem Musleh and Ammar Al-Khatib, IMG, July 2010. 15- Law number 7 for the year 1999 concerning the Environment, the Palestinian National Authority, Ministry of Environmental Affairs, Ramallah, Palestine, 2000.
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PS has some initiatives in solid waste recycling and treatment, table (2) shows some of those companies.16
Table 2: private sector recyclers in the west bank NO DESIGNATION ORIGIN FIELDS OF EXPERTISE PLACE OF PROJECTS 1 Sairafi Company/Nablus Palestine Waste transfer/ recycle Nablus Municipality 2 Special Waste Solution (SWS) Jordan/ to invest Treatment and recycling of Jenin in ZF Landfill waste 3 Palestinian Recycling Palestine Treatment and recycling of Nablus, Gaza Company waste 4 Green Palestine Palestine Treatment and recycling of Nablus waste 5 Al Bal’awi Company for Palestine Recycling of paper and Jenin Cardboard and Papers cardboard Recycling 6 Union for Plastic Industries Palestine Sorting/ recycling of plastic Al Shuyoukh 7 Al Andalus Company Palestine Sorting/ recycling of plastic Bani Na'em 8 Hebron Glass and Ceramics Palestine Glass recycling Ras Eljora- Hebron Industry
On the other hand, the private sector plays a role in the construction solid waste infrastructure projects - such as sanitary landfills and transfer stations - through contracts with the Joint Service Councils and local authorities. PS has a role as well in closure and rehabilitation of random dumpsites. Consultancy business, studies and researches are among the fields that the private sector play a good role.
The informal private sector has a role as well in solid waste management, especially in picking scrap metal and hard plastics. This is observed in most of the dumpsites, especially at the Yatta dumpsite, where about 80 men (among which some children) work in waste picking.
2.6 Public awareness, education and community participation Public awareness is one of the most important tools by which the attitude of the citizens could be changed and tailored toward environmental protection, and hence improved handling of solid waste. Public awareness was one of the issues tackled in the related laws and strategies. The Environmental Law and the Public Health Law emphasized the issue of public awareness regarding both of the subjects. The NSSWM consider one strategic objective regarding community participation and awareness, under which some interventions were proposed; establishing and implementing community awareness programs aiming at developing the behavior of citizens, institutionalize planning through partnership with concerned stakeholders, institutionalize community awareness and participation tasks in the frameworks and plans of joint service councils and local authorities, implement joint projects with civil society institutes to familiarize the informal sector with the technical and environmental and health aspects, and establish avenues for dialogue and participation between governmental, private, and non-governmental sector. The roles of implementing those interventions were given to the different stakeholders working in the field of solid waste, like EQA, MoLG, MoPAD, and MoH.
A number of of awareness activities and campaigns are being executed by different stakeholders including governmental and non-governmental organizations, the municipalities, and the joint service councils.
16- An assessment of solid waste sorting and recycling in the northern and southern West Bank, and identification of suitable pilot projects for implementation in Hebron and Bethlehem Governorates. Reem Musleh and Ammar Al-Khatib, IMG, July 2010.
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Those activities do not follow a unified integrated plan or schedule, due to the lack of a National strategy for environmental public awareness. Such activities are being executed either as one of the aspects in the solid waste management projects like Zahret Al Finjan landfill, Al Minya Landfill, Rammun Landfill, Gaza solid waste management projects, during Environmental events, such as, World Environment Day, World Cleaning Day and Arab Environment Day. Other activities, targeting students, are being carried out in cooperation with schools and universities. Environmental Clubs have been established at the schools and universities in order to enhance the positive behavior towards the environment, and to raise the knowledge and awareness in the field. Furthermore, Environment as a school subject has been taken under consideration to be added to the Palestinian curriculum till the seventh grade, with plans to expand to other levels.
With the media being an important factor in raising awareness, it is now starting to draw attention to the environment, namely solid waste, in episodes, news, reports, articles, and so on.
There was no survey or assessment carried out to measure the effectiveness of these public awareness activities, such assessments are important in order to review the tools and methodologies. This can be seen in the existing problems and behaviour of people, in spite of the number of activities aimed at raising awareness. Problems include; the disposal of waste in open areas and along the streets, creating fires in containers, accumulation of waste in urban areas and between buildings and not paying the service providers the fees for the solid waste collection. Annex 7 shows some of the awareness programs and activities.
2.7 Capacity building & training requirements Capacity building/ development and training programs are important issues in the field of solid waste management, in order to enable the institutions and personnel who are working in this sector to follow up the continuous changes and development in this field. The industry of solid waste management is moving forward world wide, and many steps should be taken nationally in order to cope with that. The latest study targeting the LGUs in both the West Bank and Gaza Strip aimed at defining the training and capacity building needs for those institutions, the study came up with the most training topics requested by the LGUs, they were as follows:17
• The waste classification; • The occupational health and safety; • The environmental impacts of waste; • The work ethics; • The promotion of recycling activities.
According to that study, about 5% of employees in the West Bank LGUs indicated that they have had some training before, while 23.5% of employees have received previous training in Gaza Strip. Major fields of capacity development and training needs in the sector of solid waste management could be summarized as follows:
• The scientific research and development is one of the missed issues in the official institutions as well as the service providers even within the JSCs. The capacity of supporting this side and enabling those institutions to implement and carry out the needed researches is crucial and needed. • higher education in the field of solid waste management either in terms of MSc or PhD is low and needs to be developed.
17- Training needs assessment of the solid waste sector in the occupied Palestiniain territory. Niveen Abu-Rmeileh and Reem Musleh, GIZ, 2008.
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• The structural organization of the LGUs and other stakeholders, if any, should be updated and developed in order to suit the solid waste management, and solid waste department or divisions should be identified and given clear roles and responsibilities. • Number of workers in the solid waste management should cope with international standards as much as possible, otherwise the service itself will stay inefficient. • Capacities of the institutions related to the law enforcement should be developed, in order to enable those institutions to take actions with the violators and to play their roles well. • The capacities should be built/developed in establishing the information system or database regarding the solid waste, and taking the measures to update continuously the information and data there, as well as making sure of the ease of access to this database in order to be used in policy making and environmental monitoring. • Capacities to receive and follow up the public complaints either at LGUs or at the official institutions are needed to be developed. • Financially, the cost of the service is not yet well defined at most of LGUs, so it is important to develop the capacities which enable them to have such figures, which will help a lot in planning and in enhancing the role of the private sector in investment. • The measures to maximize the fees collection and the cost recovery are urgently needed to be developed. • Expansion of the use of the GIS technique in the management of the solid waste system and the movement of the vehicles, since it is still limited to some localities. • Training is important to keep the staffs working in this field updated and aware of the latest technologies and methods of solid waste management. Some general subjects of solid waste management like types of waste, the daily handling of solid waste, relation of waste with environmental and health issues, and the occupational health measures could be common issues for all the workers in solid waste management in LGUs or JSCs. More developed subjects of solid waste management like separation of solid waste, treatment and recycling, landfills operation and management, sanitary landfills construction and applying the standards and specifications, and closure and rehabilitation of random dumpsites, could be subjects of training for the staffs who are responsible for implementing or following up such issues. Target groups could be from governmental, non-governmental institutions as well as from LGUs and JSCs. • Strategic planning, developing of strategies and detailed action plans, monitoring the progress of implementing those plans and strategies, indicators definitions and production, producing the solid waste related figures and numbers, building a databases and information systems are all important training subjects for the official institutions (governmental) and for those responsible for planning in the LGUs and JSCs.
Annex 8 summarizes the capacity building and training needs for different stakeholders in the solid waste management sector.
2.8 Networking Networking is an issue that is in need in the field of solid waste management, since it is limited and minor efforts are being done in this regard. Relations with the international and regional networks and firms dealing with and interested in solid waste management are limited; SWEEP Net is an example of a regional network. More relations are needed to be built and facilitated in order to achieve benefits and make use of such networking. Exchange of experience and knowledge, staying aware of new technologies and practices in solid waste management. in addition to benefiting from the available expertise and enhancing the scientific research and development are all advantages of networking. There are a lot of periodic and specialized international conferences in solid waste management, sharing in and following up those conferences is important.
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On the other hand, the local and national networking is important and should be enhanced. The stakeholders of solid waste management should have a national network including the governmental, nongovernmental, and private sector. This will help in improving the interrelations between them, which will benefit the solid waste sector as follows: • Keeping the stakeholders and the members in the network informed about all developments and activities being implemented in sectors all over Palestine. • Learning from the best practices that are being implemented in some localities or by any of the network members. • Maximize the positives of any success stories in the sector. • Discussing and having solutions to any negatives in the sector. • Exchange of information about the progress being achieved by all members. • Having a platform to discuss all related issues of the sector. • Making use of this platform to build and update a database about the sector. • Making use of the experts in the sector by including them in the network.
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3. industrial and hazardous waste management
Industrial waste is one of the fractions of the solid waste produced in the oPt, it represents about 15-20% of the total produced waste,18 which means about 200,000 ton/year. Part of that waste is considered as ha- zardous waste, the latest estimates of the hazardous wastes were about 62,621 ton/year19 (Annex 9 shows some figures). Industrial waste is being collected, transported and disposed of together with other kinds of wastes in the dumpsites, since there is no separation at source or special handling for such waste. The same goes for the hazardous waste among the industrial waste; There is no proper handling of industrial hazardous waste,20 no separation or sorting, no proper treatment, and no proper disposal. That was a re- sult of lack of policies, strategies, clear legislation, and poor enforcement of those legislations21.
According to Basel Convention classifications, most of the produced hazardous waste resulting from the different industries is one of the following; Y1(Clinical wastes from medical care in hospitals, medical cen- ters and clinics), Y2(Wastes from the production and preparation of pharmaceutical products), Y3 (Waste pharmaceuticals, drugs and medicines), Y4(Wastes from the production, formulation and use of biocides and phytopharmaceuticals), Y8(Waste mineral oils unfit for their originally intended use), Y12 (Wastes from production, formulation and use of inks, dyes, pigments, paints, lacquers, varnish), Y13 (Wastes from pro- duction, formulation and use of resins, latex, plasticizers, glues/adhesives), Y21 (Hexavalent chromium compounds), Y23 (Zinc compounds), Y24 (Arsenic; arsenic compounds), Y26 (Cadmium; cadmium com- pounds), Y34(Acidic solutions or acids in solid form), Y35 (Basic solutions or bases in solid form).22 Other types were distinguished among the hazardous waste resulted in industrial state in Ramallah city like Y17 (Wastes resulting from surface treatment of metals and plastics) and Y39 (Phenols; phenol compounds including chlorophenols). On the other hand the characteristics of the resulted hazardous waste were as follows according to Basel Convention: H3(Flammable liquids), H (6.1)(Poisonous (Acute)), H11 (Toxic (De- layed or chronic)), and H12 (Ecotoxic ).23
Hazardous waste was tackled in the law of environment no. 7 for year 1999, but yet there are no bylaws, guidelines or instructions to define the articles of the law. There was only a draft bylaw regarding the medical waste management in addition to the Environment Assessment Policy (the EIA policy). It is worth mentioning that the law of environment considers the medical waste as part of the hazardous waste.24 The National Strategy for Solid Waste Management (NSSWM) did discuss and tackle the hazardous waste issue; hence one of its strategic objectives was regarding the suitable mechanisms for managing medical,
18- Solid waste management in the occupied Palestinian territories. ARIJ, 2006. 19- The Development of a National Master Plan for Hazardous Waste Management for the Palestinian National Authority, UNEP, 2010. 20- Industrial Hazardous Waste management in occupied Palestinian territory- Case Study: Ramallah Industrial Zone. Samhan Z., AbuShanab Y., Abu-Rmeileh NME., Musleh R. 2008. 21- The Development of a National Master Plan for Hazardous Waste Management for the Palestinian National Authority, UNEP, 2010. 22- The Development of a National Master Plan for Hazardous Waste Management for the Palestinian National Authority, UNEP, 2010. 23- Industrial Hazardous Waste management in occupied Palestinian territory- Case Study: Ramallah Industrial Zone. Samhan Z., AbuShanab Y., Abu-Rmeileh NME., Musleh R. 2008.. 24- Law on the Environment (1999) Law No. 7 for the year 1999. Palestinian Facts in Feb. 2000, Issue 32, 38-70.
22 COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY hazardous and special waste. Two of the many interventions proposed in the NSSWM are being implemen- ted now, the first one is to develop and publish a list of categories of hazardous waste, and the second is to develop a hazardous waste management plan. The two interventions are assumed to be finalized by the end of this year 2011.
In spite of the adopted and implemented policy of building regional sanitary landfills in oPt, the sanitary landfills in operation or those in design or construction phases do not accommodate the hazardous waste. Therefore, there is a need to develop capacities within the industries on handling hazardous waste, in- cluding its identification, classification, segregation, storage, labeling, and proper disposal.25 Hazardous waste should be treated and handled in a different stream, which means that a suitable infrastructure for that purpose is needed. The start should be from legislations development and review in order to tackle in proper way the hazardous waste, and to solve the problem of conflict and contradiction between the adopted laws and regulations, and to come up with better arrangement for roles and responsibilities of the stakeholders. Next are the institutional arrangements in term of the structures of those institutions as well as the capacities of these institutions and suitable, trained and sufficient staff in terms of number and qualification, in order to be able to cope with dealing with all related issues of hazardous waste. That should go in parallel with building the infrastructure at the industries in order to come up with integrated management system, the containers, the segregation or separation, as well as the special storage and transport. Construction of special cells or landfills should be ready at an early stage of building such a system. Without training of the industries and awareness programs for them the system will stay in- complete, because they should be able to understand the system and what is needed from them in this regard. Awareness, knowledge, and information among industries about hazardous waste are important and should be tackled since there is no proper handling of hazardous waste among industries and no awareness about that exists.26
25- Industrial Hazardous Waste management in occupied Palestinian territory- Case Study: Ramallah Industrial Zone. Samhan Z., AbuShanab Y., Abu-Rmeileh NME., Musleh R. 2008. 26- Industrial Hazardous Waste management in occupied Palestinian territory- Case Study: Ramallah Industrial Zone. Samhan Z., AbuShanab Y., Abu-Rmeileh NME., Musleh R. 2008..
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4. medical waste management
Medical waste is part of the hazardous waste according to the Law of environment no. 7 of the year 1999. The production of the medical waste in the oPt is about 1202 ton/ month which accumulate at 14424 tons/ year,27 resulting from the health care facilities and units both in Gaza Strip and in West Bank. 82.8% of the healthcare centers do collect their waste in a local authority open container, 9.6% of those centers do col- lect their waste in a local authority closed container, and 3.0% of the healthcare centers do collect waste in their own open containers, while 4.6% do collect waste in their own closed containers. Regarding the disposal of the medical waste, the resulted waste from 77.7% of the health care centers are disposed in the landfill or dumpsite of the LGUs, and the waste of 19.1% of the health care centers is disposed of in a special dumpsite (dumpsites belong to the health care centers), and the waste of 0.5% of the health care centers is disposed of randomly (disposed randomly away from the dumpsites), while the waste of 2.7% of the health care centers is disposed through other methods (could be open burning or disposing in the sewer system). Separation of resulted waste from health care centers is being carried out in 48.1% of the health care centers in the Occupied Palestinian Territory, 31% is complete separation and 69% is partial separation.28 Separation of waste at those centers does not mean treatment of the waste, since mainly the local authorities are the service providers of collection and disposal of the produced me- dical waste from the healthcare centers, and this waste find the same fate of the municipal waste to the dumpsites that the local authorities usually use.
Trials to deal with healthcare hazardous waste did start earlier in Gaza Strip, when a special storage cell was constructed in the Gaza city dumpsite to store the produced medical waste, that was in 1998 with support from the EU, unfortunately it has stopped working since 2005.
In 1996 some incinerators were donated from the Spanish government to the PNA and they were distribu- ted in Gaza Strip and West Bank. In Gaza one was used at Al Shifa hospital, the capacity of this incinerator is 500kg/day. Two other incinerators were at Al-Nasr hospital and Khan Younis hospital; they are currently out of order. In the West Bank almost all of those incinerators are out of order. Another incinerator is being used now at Bit Jala hospital in the West Bank.
In the year 2006 the trials started to deal with the planning of medical waste management. The Master Plan for Health care Waste Management in the West Bank and Gaza Strip was issued under the METAP Regional SWM Project.29 After that a pilot project targeted Ramallah Governmental Hospital in the West Bank. That project ended with three major outputs; the first was building an autoclaving facility for the medical waste produced at the hospital, the second was drafting a bylaw about management of medical
27- Environmental Survey for Health Care Centers, Palestinian Central Bureau of Statistics, 2009. 28- Environmental Survey for Health Care Centers, Palestinian Central Bureau of Statistics, 2008. 29- The Master Plan for Health care Waste Management in the West Bank and Gaza Strip, METAP, 2006.
24 COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY waste including the roles and responsibilities of the different stakeholders. The third was preparing a ma- nual about the handling of the medical waste at the health care centers taking into account the separation of waste according to the colours of bags and containers, the collection of waste inside the centers, the transport of the waste inside the centers, and the storage of waste as well in special places in the health- care centers. It is worth mentioning that the management of solid waste in the hospital is primarily done by the private sector. One of the ideas and principles upon which the project was built, is to use this project as a module in other governorates according to the success and achieving the targets of the project. It is worth mentioning that the project was funded by the Japanese government and implemented through the UNDP. Annex 10 shows summary about the medical waste management.
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5. options for improvement & development
The solid waste management sector is so wide and stakeholders are so many, that there are many options for improvement and development. Options could be listed as follows, in terms of institutional and legal issues, technical issues, and financial issues:
5.1 Institutional issues • Development of the capacities of the institutions working in the field of solid waste management. • Defining the roles and responsibilities of the different stakeholders. • Increasing the participation of the private sector in the field. • Development of the networking both locally and internationally. • Promotion of the recycle, reuse, and treatment of the waste. • Management and monitoring of the contracts being done with the private sectors and others.
5.2 Legal issues • Development of the needed laws, bylaws, and regulations. • Enforcement of the related laws.
5.3 Technical issues • Improving the level of service provided to the citizens. • Improving the public awareness. • Information system and dissemination. • Construction of the needed sanitary landfills. • Development of the operation, monitoring, and inspection of the sanitary landfills. • Closure and rehabilitation of the random dumpsites. • Providing the jscs and local authorities with the needed vehicles and equipment.
5.4 Financial issues • Development of the accounting systems being used at the local authorities in order to provide more clear figures about waste management. • Improvement of the fees collection system. • Development of the cost recovery methods and reduce the cost of the service. • Special attention should be given to the hazardous and industrial waste management in this regard, since this kind of waste had not yet been tackled and is still being collected and disposed of together with the domestic waste. Options for development of this kind of waste could be described as follows: - Developing the legal framework related to this kind of waste. - Building the suitable systems for hazardous and healthcare wastes management. - Providing the needed infrastructure to handle out the separation, collection, transport, storage and disposal of this waste. - Carrying out the needed training and awareness.
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6. international technical assistance partners & donors
Donors are playing an important role in the field of development of the solid waste management sector in the oPT. Their support of the sector started as early as the establishment of the Palestinian National Au- thority. The donors mainly supported the fields of building the infrastructure like regional sanitary landfills and transfer stations, providing the vehicles and equipments to the local authorities, developing the ca- pacities of the local authorities and the JSCs, developing the capacities in the national strategic planning. The donors started to act in a more organized and cooperating way since the establishment of the sector working groups by the Palestinian National Authority, the solid waste thematic sub working group was one of those groups, it includes the main national stakeholders in addition to the donors of the sector. The total funds were donated in the sector of solid waste management are about 72 million USD since year 1994 till 2008.30
The main donors in the sector could be listed as follows : 31,32,33 Annex 11 shows the detailed donors assis- tance.
• The German Government: The German Government through its organisations, GIZ, DED and KFW started its support of the solid waste management since 1994. One of the projects targeted the solid waste management in the middle Gaza. The other main project funded by the German Government was the solid waste management program in the the oPT, which was executed on national and local level; construction of sanitary landfill of Ramallah and Al Bireh Governorates (partial fund) with 10 Mil- lion Euro was one of the main components, in addition to the GIZ support of the PA in development of the National Solid Waste Management Strategy that was approved in 2010, as well as the solid waste management project in the northern Gaza Strip.
• The World Bank: It was active in the funding of the construction of the sanitary landfill in the north of the West Bank (Zahret Al Finjan sanitary landfill). In 2010 it started funding the construction of sanitary landfill in the southern part of the West Bank (Hebron and Bethlehem governorates), and it is expected to start operation in the year 2013. The project estimated cost is at USD 20 Million, the World Bank is financing USD 14 Million of the total estimated cost. It is worth mentioning that this project includes a component on pilot recycling “Innovation Window for Waste Recycling and Composting” funded by EC with about EUR 1 M.
30- National Strategy for Solid Waste Management in the Palestinian territory 2010-2014. The Palestinian National Authority, 2010, Ramallah, Palestine. 31- An assessment of solid waste sorting and recycling in the northern and southern West Bank, and identification of suitable pilot projects for implementation in Hebron and Bethlehem Governorates. Reem Musleh and Ammar Al-Khatib, IMG, July 2010. 32- Verification of the equipment needs for solid waste collection and transfer in the West Bank. Reem Musleh and Ammar Al- Khatib, IMG, July 2010. 33- The solid waste management thematic working group, Donors mapping (last updated January 2011).
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• European Commission: It has funded equipment for solid waste management in 2008 for the local authorities; and additional solid waste management equipment are now considered (ongoing), that includes primary and secondary collection equipment, transfer vehicles and compaction units for the West Bank. The estimated value is about EUR 5.3 M. Moreover, it has planned to fund equipments and vehicles of solid waste management for the South West Bank among the regional project there, the value is estimated about EUR 4-5 M. That, in addition to EUR 3 M equipment for West Bank for collection and transfer issues.
• Italian Cooperation: Italian Cooperation has been supporting waste management in the Hebron and Bethlehem governorates. It financed a transfer station in Hebron (in 2010) with its respective equip- ment, waste collection containers and various capacity building projects. Italian cooperation is now financing two projects; one is for improving solid waste management and composting in Beit Lahya area in Gaza Strip, the other is improving the solid waste management in Wadi Shaeer Joint Service Council in the west Bank.
• The Japan Government: Japan has funded the construction of the sanitary landfill in Jericho, the institutional development of Jericho JSC, and the funding of the Jericho JSC strategy development among the project of solid waste management in Jericho and Jordan Rift Valley (2005-2010). That was in addition to providing equipment for solid waste management in the West Bank through the UNDP (2007-2010). Moreover, it financed through the UNDP the project of medical waste management in Ramallah District (2005-2011). On the other hand the Italian cooperation did fund projects related to employment generation through solid waste management in Gaza Strip (2006-2009). Removal and crushing of the debris and the construction waste in Gaza is among the projects being supported by the Italian cooperation (2010-2012).
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7. opportunities for networking and partnership
As part of the preparation of this country report, a national workshop was held on 29 December 2011 to discuss the opportunities of networking and partnership. All related stakeholders attended the workshop. The purpose of the workshop was to introduce and disseminate the SWEEP Net network concept, and to discuss the options and opportunities to set the national network as part of the regional network (SWEEP-Net).
In order to initiate the discussion and to build a platform for that, many questions were raised by the national expert in his presentation in order to be used as a base for the discussion. Those questions were as follows:
1. Is there a need for the national network as an extension to the regional network? 2. What is the purpose of establishing such a network? 3. How will this network help in developing the work in the sector of solid waste management? 4. How will the shape and structure of this network look like? 5. Who are the expected members of this network? 6. Will this network conflict or integrate with the national team? 7. What will be the relation between this network and the related stakeholders in the sector of solid waste? 8. What will be the relation between this network and the regional network (SWEEP Net)? 9. How will this network start working? 10. What will be the benefits from establishing such a network? 11. What will be the negative impact of not establishing such a network?
At the end of the workshop, the participants came up with many questions, and had many thoughts about the networking issue in Palestine; following are the results from the long and serious discussion that took place:
1. The idea of having such a network locally seems to be a good idea for the participants in principle. 2. Almost all the participants agreed that this network will help a lot in providing the information and lessons learned in the sector, and will facilitate the experience exchange between different bodies working in the sector. 3. All the questions raised before by the national expert were considered as serious questions and needed to be answered. 4. The question of financing the activities of this network and its sustainability was a big question. 5. The experience of the other member countries of the regional network in establishing such national networks, if any, should be explored. 6. More and wider consultations are needed nationally in order to get feedback from other related stakeholders in the sectors. 7. There are some other similar networks like the NGOs network, the water service providers’ network or council and the gender issues forum etc. should benefit from those networks and make use of the lessons learned.
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8. The national network should include wide range of stakeholders and members, should meet their goals, otherwise it will not succeed. 9. The network should not interfere with the roles of the national team as well as other institutions, so a thorough study and investigation is needed to decide the best scenario of the network shape, structure, legal aspects, budget, and so on. 10. We have to learn from the regional network which is already there (SWEEP-Net). 11. Network could be a platform for the information, experience exchange, expertise exchange, success stories, and so on. 12. Nowadays, there are no networks in the field of solid waste, except the personal relations between the related people and persons by which they can -to some extent - exchange information but without a certified and known body like this network.
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8. needs for technical support & capacity building
The management of solid waste sector in the oPt is progressing; integrated management methods are being adopted as well as trials to apply the most recent technologies and options for solid waste management. However, many persisting challenges hinder any further progress. In order to advance in sector development institutionally, financially, and technically, technical support and capacity building is still needed. Support is needed in:
• Developing a full and detailed action plan for the national strategy of the solid waste management in Palestine. That action plan was partially developed and needs further development. • Developing the legal framework related to solid waste management, in term of laws, bylaws, guidelines, instructions and standards. • Developing the institutional framework of the solid waste management. Roles and responsibilities, mandates, and duties should be clear for all stakeholders. The hierarchies of the institutions need to be updated and reviewed in order to meet the best practice in solid waste management. • Facilitating the participation of the private sector in SWM, and developing the needed institutional, legal, and technical requirements. • Designing and construction of the sanitary landfills, as well as closure and rehabilitation of the random dumpsites. • Integrating the information technology (IT) sector in SWM; information systems and GIS technology are important in the sector. • Planning of SWM locally in the LGUs and JSCs in term of collection, transport, and transfer. The guidelines for monitoring and evaluation of those issues are needed. • Developing the public awareness tools and information dissemination in the field of solid waste management. • Providing the LGUs and JSCs with the needed vehicles and equipment and replacing or maintaining those in bad condition. • Developing the monitoring and inspection of SWM by providing the needed labs, equipment, tool kits, manuals, forms and so on. • Developing scientific research in the SWM sector, and promoting the localization of the most recent technology. • Building the capacity of the official institutions in the field of law enforcement. • Developing the capacities of the LGUs and the official institutions to receive and follow on public complaints.. • Developing the capacities and planning needed to obtain more accurate figures about the cost of the services. • Developing programs aimed at creating certified solid waste managers and technicians. • Developing the capacities and plans for maximizing the fee-collection rates and cost recovery. • Building the capacities and supporting the development of a SWM database linked between local authorities, JSCs, and the national authorities.
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9. case studies, best practices & lessons learnt
9.1 The solid waste management program in the occupied palestinian territory – the national component (development of national strategy for SWM)
The national Strategy for Solid Waste Management which was approved in 2010, was the first attempt to nationally plan the management of the solid waste sector. All attempts before this strategy were scattered and segregated. Many efforts were put to overcome the challenges and obstacles that hindered the development of the strategy. The main obstacle among those was the roles and responsibilities of the related institutions in the sector.
All elements solid waste management were tackled in the strategy; the technical, the institutional, and the financial. The status of solid waste management in the country was studied and assessed first, then the goals and policies were identified, and the needed interventions to deal with the gaps and improve the situation of the sector were suggested. That strategy covered a 5-year period (2010-2014). Each stakeholder is responsible for its own intervention that falls under the intervention of the National Strategy; an action plan was subsequently developed. That strategy was the first step on a national level to arrange and deal with the management of the solid waste sector, since all the stakeholders participated its conception. Its development was considered as a success story, as it was endorsed by the cabinet and was considered the framework for sector development by all related stakeholders.
9.1.1 Lessons learnt Lessons learnt are listed below:
• The national potential in terms of planning and solid waste management should be utilized more effectively. • institutional cooperation and coordination could be one of the tools to success; it should be enhanced and facilitated. • The participation of the stakeholders in the planning process had a positive impact on the results. • information is a key issue in the development of any plan or strategy. special attention should be given to store data and information in a national data base or information system. • Networking is still poor among the stakeholders. • Pilot projects are mainly short term; few of them are being followed-up on after completion. • The commitment of the national institutions lower than needed and should be enhanced. • solid waste management is not only a service to be provided, but also an issue related directly to environmental protection and resource management. • The ownership of the project was not always reflected by all related stakeholders, which should be promoted more.
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9.1.2 Recommendations • Networking among the stakeholders should be facilitated. • More coordination among donors is needed. • Enhancing commitment of national institutions. • Information and data should be available and accessed easily. More exact data is needed in order to obtain better planning results. • Awareness on the solid waste management is needed for the decision makers as well, that will help in supporting and pushing forward the related projects.
9.1.3 References • Imad al baba, the leader of the core team of development of the strategy, eqa. • Waleed halayqa, director general of jscs and local authorities directorate, molg. • Ahmad abu thaher, director general of projects and international relations, eqa. • Dr. Reem musleh, environmental expert, freelancer.
9.2 Solid waste and environmental management project (SWEMP) in jenin and tubas governorates- construction and operating the sanitary landfill ofz ahret al-finjan
In 1998 a comprehensive approach to improve the waste management services in the west bank was initiated under the solid waste and environmental management project (swemp). The project aimed at:
1. The construction of a regional sanitary landfill serving the Jenin Governorate, that would later serve as a regional landfill for the northern governorates of thew est bank according to the national solid waste management strategy. 2. The closure of all random dumpsites in the governorate. 3. Developing a comprehensive system for the collection and transfer of solid waste; including the purchase of collection vehicles, containers and other related equipment. 4. Providing financial support for waste collection services and landfill operations. 5. Providing technical assistance. 6. Developing the institutional capacities and abilities of JSC member municipalities.
The project cost a total of USD 14 million; USD 9 million were funded by a loan from the World Bank, USD 1.25 million were contributed by local governments, and the remaining USD 3.75 million were granted by the European Union. The location of the landfill is inw adi ali-wadi d’aouk between arrabeh and ajja, and was called zahrat Al- Finjan. It is 17 km south of jenin city, 25 km west of tubas, 23 km north of nablus, 24 km east of tulkarem and 50 km north of qalqilya. The total area of the land purchased by the joint service council is about 240 dunums, 95 dunums are ready and now being used for the landfill. The landfill came into operation in 2007 with a capacity of 2.25 Million tons of waste. It currently receives about 400 tons of waste per day from jenin, tubas, nablus, and some villages of tulkarem. Waste quantities are projected to increase to 600 tons per day after receiving waste from qalqilya and salfeet governorates, tulkarem city and it’s surrounding villages, in addition to the villages of nablus governorate. This landfill serves about 800,000 residents in the serviced areas.34
34- Jenin and Tubas Joint Service Council for solid waste management, 2011.
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9.2.1 Lessons learnt • Accurate data and information is important in planning such projects, in order to more precisely asses the capacity needed, the cost of operation, etc. • The regional sanitary landfills like are more efficient than local landfills, in terms of technical and financial issues, i.e. Economy of scale. • Monitoring, inspecting and reporting are crucial to running the sanitary landfills, in order to ensure the application of environmental measures and instructions. • Kits and instruments needed for environmental monitoring and inspection on such projects are important. • The low percentage of fee-collection from the local authorities threatens the sustainability of projects. • The private sector may be involved and participate in the solid waste management process. • Gas collection systems from the sanitary landfills should be considered from the early stages of design, and should be applied in the construction, and operated during landfill operation. • The eia was not implemented totally after the design of the landfill, and should be implemented during the construction and operation of the landfills.
9.2.2 Recommendations • Developing the capacities of the national institutions in terms of applying the standards and specifications in the construction of landfills. • Capacity development for environmental monitoring and inspection is urgently needed. • Fee-collection should be enhanced.
9.2.3 References • Hani shawahne, the executive manager of the jenin joint service council. • Ahmad abu thaher, the director general of projects and international relations, eqa. • Waleed halayqa, director general of jscs and local authorities directorate, molg. • Dr. Reem musleh, environmental expert, Freelancer.
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10. analysis and priorities for action
Solid waste management in Palestine is moving forward and many successes have been achieved, considering the period before the establishment of the PNA as a benchmark. Planning for solid waste management is improving seeing as a special solid waste management strategy has been developed; all issues of solid waste management were tackled in an integrated manner. Moreover, all stakeholders were involved int he development of the national strategy. Sanitary landfilling was considered a strategic solution for solid waste disposal. As such, one sanitary landfill was built to serve parts of the Gaza Strip, in addition to another one in Jenin Governorate to serve the northern part of the West Bank. Another two other sanitary landfills are under construction; one in the southern part of the West Bank and one in the middle part. Studies are underway in the Gaza Strip on the prospect of building a suitable number of sanitary landfills. Accompanied with construction and operation new sanitary landfills, many of the random dumpsites have been closed or rehabilitated; some of them had been used as transfer stations. Institutional and legal aspects have been improved in the last few years, many Joint service councils have been formed in order to deal with solid waste management issues in their jurisdiction. Moreover, some needed bylaws and guidelines for solid waste management have also been developed.
There have been some achievements regarding medical waste; a pilot project targetting Ramallah governmental hospital has been implemented in order to treat the medical waste produced. Also, a bylaw for medical waste management was developed. This pilot project is to be implemented as well in governorates as well.
Hazardous waste is still being tackled together with municipal waste without any separation or special treatment. Some prerequisites have been introduced in this field to develop a special management system for hazardous waste. An inventory for hazardous waste identifying the quantities, types, sources, and treatment methods being used has been constructed. Moreover, an emergency plan for hazardous waste management has also been developed. A special bylaw for hazardous waste management is needed in order to set down the legal framework for such waste. Infrastructure is still lacking for hazardous waste management, as well as public awareness.
Solid waste management in terms of collection, transfer, and disposal is carried out mainly by the local authorities or by the joint service councils. Operation of landfills is also the responsibility of the joint service councils. Private sector participation in solid waste management is still on a small scale level, and has started to introduce new initiatives and investments in recycling, reuse, and treatment.
Solid waste management depends mainly on donors, many of which continue to support the solid waste sector in Palestine. The World Bank, the European Commission, in addtion to the governments of Germany, Italy, and Japan are the most visible donors in the sector. Macro projects and infrastructure development in SWM are dependant on outsourcing.
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Despite the achievements and points of strength in the solid waste management sector, many requirements and capacity development are needed in terms of technical, institutional, legal, and financial issues. According to the National Strategy for Solid Waste Management which was issued and approved in 2010, many of the interventions have been listed based on the analysis done for the SWM sector. Those interventions were short to medium term, since the plan itself was supposed to cover the period of (2010- 2014). Table (3) shows those actions.
10.1 Short term (1-3 years) As shown in table (3), the short term interventions could be categorized into more than one aspect; the first deals with developing and updating the legislations of solid waste management and defining the roles and responsibilities of the related institutions, as well as developing the capacities of the institutions working in the sector. The other issue deals with improving the level of service and the needed infrastructure for sanitary landfilling by building more landfills and preparing related feasibility and other related studies. Private sector participation in the solid waste management sector was among the interventions. Public awareness was also included, since it is a continuous process. Improving the financial sustainabiltiy of the sector (i.e. cost recovery, fee-collection, service costs etc.) also called for an intervention.
10.2 Medium term (3-5 years) Some of the medium term interventions deal with the reduction, reuse and treatment of solid waste and the tools needed to promote it. GHG emissions from sanitary landfilles and the use of GIS tools in solid waste management were among the medium term interventions. Reducing the cost of solid waste management is one of the important issues in the medium term. On the other hand, the closure and rehabilitation of the random dumpsites is one of the important medium term actions. Tracking and managing hazardous waste and materials, as well as the management of special waste are tackled in the medium term interventions. The construction of sanitary landfills to cater to the non-served areas is among the medium term actions. It is worth mentioning that the capacity development, training, and public awareness are a continuous process and are continuously tackled.
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Table 3: ISWM priorities for action35 ISWM PRIORITY FOR ACTION PLACE OF PROJECTS STATUS COMPONENT 1-3 YEARS 3-5 YEARS Policy/Legal/ Many • Establish a new integrated and • Review and update of legal provisions Institutional institutions, updated regulatory regime for in other laws in accordance with conflict of SWM modern directives for SWM. roles and • Form executive instructions for • Formulate standards to collect, treat, responsibilities, aspects of SWM and use GHG emitted from sanitary shortage of landfills. clear bylaws • Form an organizational frame and regulations clarifying and defining the roles • Prepare and implement a system to and responsibilities of national document, track, and update data institutes involved in SWM of hazardous waste and hazardous • Review and update existing materials. organizational structural units • Formulate directives and standards of relevance within involved for for collection, transport, recycle, institutions. and treatment of construction and • Prepare the legal directives demolition waste. and standards for closure / • Create data management system of rehabilitation of random dump SWM. sites. • Formulate indicators to monitor the • Develop standards for sanitary environmental effect of SW on air, landfills and transfer stations. surface and ground water, and soil. • Develop a unified system to check • Establish a unified systems and and monitor effectiveness for SW indicators for medical waste collection and transport. monitoring. • Prepare operational plans for • Prepare an incentives system for SW collection and transport by organizations and projects that aim at municipalities and JSCs. reducing and or recycling waste. • Prepare and publish a list of • prepare a study to identify categories of hazardous waste. opportunities and priorities for • Prepare a plan for hazardous SW reduction and the needed waste management. implementation tools. • Devise a national vision for SW • Develop continuous plans and disposal. programs to build institutional capacity and expertise. • Prepare a manual on development and operational plans for SW • Develop a training program to elevate collection and transport. the capacity of institutions involved in regulating and monitoring of medical • Establish partnerships with waste management. local, regional, and international institutes specialized in SWM • Document and disseminate best to exchange knowledge and practices in waste recycling. expertise and conduct research • Review and develop the monitoring and studies. mechanisms and procedures • Develop a plan to expand serviced regarding the adherence of involved areas for collection and transport parties to relevant laws, regulations, services to include all citizens. and standards. • Implement an experimental project on utilizing GIS in SWM. Financing/ Low percentage • Delegate the collection and • Prepare a guide for suitable technical, Cost Recovery of cost recovery transport services to the Joint administrative, and organizational service councils, esp. in local options suitable to reduce cost for SW authorities that offer this service collection and transport at high cost. • Prepare a guide for the usable methods and alternatives to determine SW collection fees. • Develop a system that includes solutions and effective mechanisms for SW fees-collection from users to cover costs.
35- The National Strategy for Solid Waste Management in the Palestinian territory (2010-2014), the Palestinian National Authority, 2010, Ramallah, Palestine.
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ISWM PRIORITY FOR ACTION PLACE OF PROJECTS STATUS COMPONENT 1-3 YEARS 3-5 YEARS Private sector Private sector • Provide incentives needed to • Prepare guides for private sector Participation is partially encourage private sector to invest participation in SWM, including included (low and participate in SWM templates for standard contracts, percentage) • Implement training program participation options, and methods for for local authorities and joint regulating performance. service councils on rehabilitation of the PS, bids preparation and evaluation, contracts preparation and negotiation, and performance monitoring tools. • Implement pioneering projects in the field of reuse and recycle of tires and C&D waste in collaboration with private sector. Public More awareness • Institutionalize planning through • Institutionalize community awareness Awareness/ is needed. partnership with concerned and participation tasks in the Community stakeholders frameworks and plans of joint service Participation • Develop and implement councils and local authorities community awareness programs. • Establish avenues for dialogue and • Implement joint projects with civil participation between governmental, society institutes to familiarize private sector, and non governmental the informal sector with the SWM sectors. aspects. Infrastructure Some • Closure and rehabilitation of • Closure and rehabilitation of random infrastructure random dump sites. dump sites. is available, but • Complete the establishment of Al- • Prepare a plan to establish new landfill more is needed Minya sanitary landfill in Hebron in Jerusalem. and Bethlehem governorates. • Removing the randomly disposed • Complete the establishment special waste like C&D waste, of Rammun sanitary landfill in automobile frames, etc, and disposes Ramallah-Al Berah governorate. of them in designated locations. • Construct and operate at least one sanitary landfill in the Gaza Strip. • Implement pioneer projects for reduction and recycle of domestic, agricultural, and industrial wastes. • Update and implement of the current plan for medical waste management.
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annexeS
39 COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY
annex 1: solid waste management legal framework
SOLID WASTE MANAGEMENT ELEMENTS Type of instrument Name of instrument Functional responsibilities Waste management system Financing and cost recovery Waste types addressed Institutional roles addressed Other addressed components addressed provisions Environment Law no. 7 for year Municipal waste, • Planning • Strategic Planning. Environment Quality Authority (EQA) Fines. Private sector 1999 hazardous waste, • Following up • EIA approval of facilities. Local Authorities. engagement. medical waste. • Standardization. • Siting landfills. • Regulations. • Manage haz. waste. • Monitoring and inspection • Disposal and treatment • Awareness and information. facilities, open burning. • EIA • Promote RRR. • Monitoring. Environment and Public Health Law no.20 for year Municipal waste. • Licensing of landfills and • Transport, storage, treat, or Ministry of Health Fines. other Laws 2004 Hazardous waste dumping sites. dump of haz waste. Local Authorities. • Monitoring. • Dumpsites cleanup. Related stakeholders. • Regulations. The Palestinian Local Authorities Municipal Waste • Roles of Local Authorities. • Collection. Ministry of local Government. Fees collection Private sector Law no.1 for year 1997 • Forming the JSCs. • Disposal. Local Authorities. contracting • Private sector participation. • Roles of LGUs. Joint Service Councils (JSCs) • Inst. follow up and monitoring Private sector Investment Law no.1 for year All types of solid waste • Investments in the sector • Any component The Cabinet - - 1998 Private sector The Palestinian Environmental All types of solid waste • Giving the environmental • Landfilling. EQA. - - Assessment Policy for year 2000 approval according to EIA • Treatment. The related stakeholders. The draft solid waste Municipal Waste • Definitions. • Production, collection, EQA. Fines - management regulation 2005. • Roles and responsibilities. transport, transfer, dumping, Local Authorities. Fees. • Dumpsites, landfills, transfer treatment. Private sector. stations. • RRR. • Information management. • Incineration. • Standardization. • Siting of landfills. • Closure and rehabilitation of landfills and dumpsites. • Monitoring. The Draft Medical Waste Medical waste (Solid and • Definitions. • Segregation. EQA - - Management regulation 2007 liquid) • Waste sources. • Collection. Ministry of Health • Roles and responsibilities. • Storage. Local Authorities. • Waste types. • Transport and transfer. Private sector. Other (Policy, Bill, draft • Treatment. regulation etc.) • Dumping. • Monitoring. The Cabinet resolution no. 53 for Municipal and Hazardous • Planning. • Following up development Ministry of Local Government (MoLG). - - year 2007 waste of the strategy of solid waste Environment Quality Authority (EQA) management. Ministry of Health (MoH) Ministry of Planning and Administrative Development (MoPAD). Ministry of Agriculture (MoA). Ministry of National Economy (MoNE) Palestinian Water Authority (PWA) The Cabinet. The Cabinet resolution Municipal and Hazardous • Monitoring • Following up and monitoring MoLG, EQA, MoH, MoPAD, MoA, no. 05/49/13, dated 16 May 2010 waste the implementation of the MoNE, PWA, The Cabinet. strategy of solid waste management
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annex 2: Institutional framework
Institution FUNCTION MANDATES National Ministry of • Prepare the National development plans and ensure the National development planning Planning harmonization of the different cross sectoral strategies and plans. Regulate the funds among the sectors. Environment • Develop the environmental policies, plans and strategies. • Regulate, protect, and monitor Quality • Issue the bylaws, regulations, and the guidelines needed the environment and all related Authority for environment protection. programs and activities. • Monitor and inspect the activities which may harm the • Coordinate the work in the environment. environmental sector. • Apply the environmental assessment policy (EIA). • Raise the environmental awareness. • Represent Palestine in the environmental international conventions. • Coordinate the relations between the different stakeholders in the sector. Ministry • Develop the policies, strategies, and plans needed to deal Regulate and support the local of Local with and develop the local authorities in order to enable authorities. Government them carry out their duties. • Monitor and control the work and progress of the local authorities financially and administratively. • Support the local authorities financially and technically. • Giving the construction permits and licenses in areas outside municipal boundaries Ministry of • Develop the policies, strategies, and plans needed to deal Regulate and support the public Health with the public health sector. health sector. • Monitor and control the public health related activities and institutions. • Operate the public institutional health like hospitals, clinics and others. • Raise the public health awareness. • License the waste facilities. Palestinian • Standardization Develop and approve the needed Standards standards. Institute Palestinian • Data publication and dissemination Carry out the needed surveys, Central collect the needed data, Bureau of disseminate and publish the statistics information. Local Municipal • Channel funds to LGUs. Support the local authorities development • Coordinate the funding process to support the financially and technically. and lending municipalities to implement and execute their projects. Fund • Support the Municipalities to enable them to be credit worthy. Joint Service • Provide some kind of services on a regional scale. Represent number of local Councils • Operate the sanitary landfills. authorities, and provide the • Carry out the collection and transfer of waste in some service on behind of them. localities. Local • Execute the infrastructure projects. • Accountable to the local Authorities • Responsible for providing the services to the public, like SW communities, and provide collection and disposal either directly or through JSCs or PS. them with the needed services. • Giving construction permits • The lowest level of government
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annex 3: strategies, action plans and priorities
Waste manage- Articulation of the Nature of strategy/ priority ment component strategy/priority Policy/Institutional • Develop and update of the legislative • Have an effective legal and framework supporting integrated SWM organizational framework for • Strengthening the institutional frame of SWM. national institutions and supporting their • Enable the related institutions to complementary roles in SWM. be strong and capable. • Have clear roles and responsibilities of the related institutions. • Establishing and integrated, coordinated, and sustainable institutional approach to support institutional capacity building in the SWM sector. Finance/Cost • Reducing the cost for SW collection and • Have financially viable and efficient Recovery transport. SWM services and activities. • Achieving cost recovery and self financing for SWM operating cost. Private Sector • Creating an enabling investment environment • Increase the participation of Participation that encourages the private sector to private sector participate Community • Promoting the partnership spirit and • Have a more participating and a strengthening the alliance between service ware community. providers and the served communities to • Have effective information and enhance the awareness of SW issues. monitoring systems. • Establish a unified national database for SW and institutionalizing monitoring systems. Waste Management • Develop the current management systems for • Have effective and environmentally System/Technologies SW collection and transport in order to improve safe management of SW services the services. • Develop suitable principles • Safe and efficient disposal of SW in regional and mechanisms for managing sanitary landfills serving all communities medical, hazardous, and special • Encouraging the reduction of SW quantities waste. destined for landfilling • Prohibiting the use of random dumpsites and closing or rehabilitating the existing sites • Reducing the amounts of greenhouse gases (GHG) emitted as a result of SW activities • Creating appropriate inventory and tracking systems for hazardous waste • Treatment of medical waste before final disposal • Minimizing the negative health and environmental impacts of special waste
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annex 4: Solid waste management planning and investment program
PLANNED INVESTMENTS Institutional level Action Projected investment requirement National The NSSWM interventions Not defined yet Governorate Gaza Strip Solid Waste Management Project 55 Million US$
INVESTMENT COMMITMENTS Sector/Locality Project Investment Commitment MSW/ Ramallah and Regional Solid Waste Management System for 10 million Euros from Germany/ Al-Bireh Governorate the Ramallah / Al Bireh District KFW (Committed) • An environmentally sound landfill site to serve Ramallah/Al-Bireh Governorate. • Transfer stations and a related long distance transportation to reduce transportation costs related to environmentally sound management of waste. MSW/ Hebron and Southern West Bank Solid Waste Management USD 12 Million from World Bank Bethlehem Governorates Project USD 7 Million from the European • Strengthening the joint services council Commission administrative and technical capabilities USD 440,220 from the Italian for a cost-effective management of waste government disposal services USD 11,524 from the Japanese • Improving the waste disposal services government through provision of a sanitary landfill USD 3 Million from USAID facility and related infrastructure USD 2 Million from Ministry of • Carrying out a public awareness campaign Finance and the JSC-H&B for promoting waste minimization, resource recovery and cost recovery for financial viability MSW/ Gaza Strip • Gaza Strip Solid Waste Management Project Government of Japan • Feasibility Study and Detailed Design for Islamic Development Bank Solid Waste Management in the Gaza Strip + EIA MSW/ National • Establish a new integrated and updated Germany through GIZ regulatory regimes for SWM • Prepare the general directives and standards for the closure and/or rehabilitation of random dumpsites • Prepare and publish a list of categories of hazardous waste • Prepare plan for hazardous waste management MSW/ Gaza Strip Improving management of solid waste in Beit USD 322,411 from Italian Lahia Cooperation MSW/ Gaza Rubble removal 1,8 Million Euro from Sida MSW/ National USD 5,522,062 from Government of Improvement of Solid Waste Management in the West Bank Japan MSW/National Purchasing Solid Waste Equipment USD 5.23 Million from EC
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annex 5: Financing and cost recovery
Budgetary allocations by Central Government USD 11,200,000 (for year 2011) Budgetary allocation by municipalities/ - governorates Cost/per ton for collection • 83.33 NIS1 /Ton (Jenin JSC), 35 NIS/Ton (Gaza Middle JSC), 86.25 NIS/Ton (Gaza North JSC). • (61– 277) NIS/Ton in municipalities. • 70 NIS/Ton in Gaza Municipality. Cost per ton for transfer • 31 NIS/Ton (Tubas Transfer Station to the landfill), • 31 NIS/Ton (From Sairafi- Nablus to ZF Landfill). Cost per ton for disposal • 15.28 NIS/ton (Jenin JSC), (20 yrs life time) • 8.93 NIS/Ton (Middle Gaza JSC). Total cost per ton from collection to disposal/ • 130 NIS/Ton (Jenin JSC). treatment • 262 NIS/Ton (Nablus Municipality) • 100 NIS/Ton (Gaza Municipality) Cost recovery per ton - Total cost recovery per year - Percentage of cost recovered Ranging from 100% in some JSCs to 30% in some municipalities. Gaps are there already especially in the municipalities Gaps if any between the government budget and the cost incurred for collection and disposal and village councils, the fees collection and the inaccurate cost of collection and disposal are the main reasons. Type of SWM recovery system Fees, taxes, informal sector, recycle, reuse, treatment. Amount of SWM recovery (billing, levy, etc.) -
1- 1 USD = 3.43 NIS
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annex 6: private sector participation
Types of Possible Capacity Development Needs at Different Institutional Levels Capacity Development National Governorate Greater Municipal Municipal Requirement Legal aspects - Develop the laws - Implementing - Implementing the - Better contracting and legislations the laws and laws and legislations, procedures, to for more legislations and better contracting ensure more involvement of procedures flexibility and clarity PS in solid waste of contracts. management Institutional - Considering the - Participation of - More coordination - More coordination aspects PS in the over PS in planning and cooperation with and cooperation with all hierarchy of solid waste the PS the PS of solid waste management - Develop the capacities - Develop the management - Considering the of monitoring and capacities of institutionalizing informal PS and follow up of SWM monitoring and - Participation of organize it processes follow up of SWM PS in planning processes of solid waste management - Considering the informal PS and organize it Financial - Provide more - Provide more - Provide more clear - Provide more clear aspects clear figures incentives figures about cost figures about cost about cost of for PS to be of solid waste of solid waste solid waste invest in waste management management management management - Develop and maximize - Develop and - Provide more - More suitable the fees collection maximize the fees incentives methods for methods and the collection methods for PS to be cost recovery chances of cost and the chances of invest in waste and better fees recovery cost recovery management collection - Increase the - Increase the - More suitable contracting of contracting of methods for PS in solid waste PS in solid waste cost recovery management aspects management and better fees aspects collection - Improve and - Improve and - Raise and develop - Raise and develop develop the develop the the capacities for the the capacities for the capacities of the capacities of the municipality staffs municipality staffs PS in operation PS in operation on self monitoring on self monitoring the sanitary the sanitary and inspection on all and inspection on landfills, closure landfills, closure process of solid waste all process of solid and rehabilitation and rehabilitation management waste management of random of random dumpsites, dumpsites, treatment of solid treatment of solid waste in term waste in term of composting of composting and recycling, and recycling, collection and collection and transfer. transfer. - Raise and develop - Raise and develop the capacities of the capacities of monitoring and monitoring and inspection for the inspection for the official bodies’ official bodies’ staff. staff. 46 COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY
Types of Capacity Development Needs at Different Institutional Levels Possible Capacity Development National Governorate Greater Municipal Municipal Requirement Awareness - Raise awareness - Raise awareness - Raise awareness of - Raise awareness of at the PS about at the PS about the PS about solid the PS about solid solid waste and solid waste and waste and possible waste and possible possible benefits possible benefits benefits from benefits from from investment from investment investment there investment there there there - Qualify private - Qualify private sector in sector in awareness awareness campaigns campaigns conducting. conducting.
Information - Facilitate the - Facilitate the - Facilitate the - Facilitate the access of PS to access of PS to the access of PS to the access of PS to the the information information and information and data information and data and data at the data at the official at the municipalities at the municipalities official bodies bodies
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annex 7: public awareness and community participation
PA & CP Programs and Key Partner (NGOs/Programs/Stakeholders) Activities with Reference Contact Phone Fax Mail to SWM person The periodic occasions (world Hana’ +970 2 2403495 +970 2 2403494 [email protected] environment day ,etc) Al Sughayer The environmental clubs, EQA establishments, and running scheduled activities and campaigns Public Awareness raising Yaser Dwik +970 2 2216477 +970 2 2216478 [email protected] program (Southern West Bank HBJSC Solid Waste Management Project) Public Awareness raising Reem Khalil +970 2 2957977 +970 2 2955814 [email protected] program (Ramallah and Al RABJSC Bireh governorate Solid Waste Management Project) Ramallah municipality, Malvina [email protected] Aljamal
Jericho Joint Service Council Abdeljabbar +970 2 2320117 +970 2 2320117 [email protected] Abu Hawah
Center for Environmental Simon Awad +970 2 2765574 +970 2 2765574 [email protected] Education
48 COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY
annex 8: Capacity building and training requirements
Partners and beneficiaries Theme National Local Institution Beneficiary The capacities of Vehicles and MoLG LGUs, JSCs Donors (EC, LGUs, JSCs equipments Japan) The capacities for Maintenance - LGUs, JSCs - LGUs, JSCs workshops The capacities for Monitoring and EQA EQA regional Donors (World EQA inspection with all needed equipments offices Bank, KFW), the government The capacities to develop Manuals EQA Donors EQA and handouts and forms needed for (Germany, monitoring World Bank), the government The capacities to use the GIS technique MoLG LGUs, JSCs - LGUs, JSCs in SWM
The capacities to develop scientific EQA, MoLG LGUs, JSCs Universities, PS, LGUs, JSCs, research national institutes The capacities to develop Graduates and EQA, MoLG, LGUs, JSCs Universities, LGUs, JSCs, technicians in SWM MoE PS, Vocational national Schools institutes The capacities for update Structure of the EQA, MoLG, LGUs, JSCs PS, NGOs, the LGUs, JSCs, organizations MoH, MoNE government national institutes, PS, NGOs The capacities for Law enforcement EQA, MoLG - -
The capacities for Information systems EQA, MoLG LGUs, JSCs Universities, EQA, MoLG, PS, and databases NGOs, PS NGOs, Decision makers The capacity for complains management EQA, MoLG, LGUs, JSCs - LGUs, JSCs, MoH, MoNE national institutes, PS, NGOs The capacities for SWM cost accounts, MoLG, MDLF LGUs, JSCs Denmark LGCBP LGUs, JSCs, cost recovery, and fees collection national institutes, PS, NGOs, decision makers Trainings on waste classification and EQA, MoLG, LGUs, JSCs LGUs, JSCs, PS LGUs, JSCs, segregation PS, NGOs Trainings occupational health and safety MoL, MoLG, MoL Employees at EQA, MoH LGUs, JSCs, PS, EQA Trainings on the environmental impacts MoH, EQA, LGUs, JSCs - Employees at of waste MoLG, PWA LGUs, JSCs, and PS, NGOs
49 COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY
Partners and beneficiaries Theme National Local Institution Beneficiary Trainings on the work ethics MoW, MoC, LGUs, JSCs, - LGUs, JSCs MoM Training on recycle, reuse, and treatment EQA, MoLG LGUs, JSCs, - LGUs, JSCs, PS promotion PS Training on maintenance of vehicles and MoT, MoLG LGUs, JSCs, - Employees in equipments PS LGUs, JSCs, PS Trainings on waste minimization EQA, MoLG LGUs, JSCs - LGUs, JSCs, PS, NGOs, the public Trainings on Human resources MoLG JSCsLGUs - LGUs, JSCs management Training on localizing the various options EQA, MoLG, LGUs, JSCs, - LGUs, JSCs, of SWM MoH, PWA, PS national institutes, PS, NGOs Trainings on sanitary landfills operation EQA, MoLG LGUs, JSCs, - JSCs, EQA, PS, and management PS MoLG Trainings on Sanitary landfills EQA, MoLG JSCs - PS, EQA, MoLG construction Trainings on Sanitary landfills inspection EQA, MoH, JSCs - EQA, MoH, and monitoring MoLG MoLG Trainings on closure and rehabilitation of EQA, MoLG LGUs, JSCs - LGUs, JSCs, random dumpsites EQA, MoLG, PS Trainings on strategic planning EQA, MoLG, JSCs, LGUs - Official MoH, MoA, institutions, MoNE, PWA, JSCs, LGUs Trainings on indicators definition and EQA, MoLG, - - MoLG, EQA, production PSI, PCBS PCBS
50 COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY
annex 9: Industrial and hazardous waste management
Name Of quantity technology of Type of waste Landfill Place Responsible Estimation treatment /Plant Industrial 200,000 ton/year None. The already West Local Disposal in the used Bank and Authorities dumpsite dumpsites Gaza Strip Hazardous 62,621 ton/year None. The already West Local Disposal in the used Bank and Authorities dumpsite dumpsites Gaza Strip
annex 10: medical waste management
quantity technology of Name of Type of waste Place Responsible Estimation treatment Infrastructure Mainly disposed of The local The West Local in the dumpsites authorities Bank and Authorities dumpsites Gaza Strip Ramallah Ramallah/ Autoclaving Governmental west The hospital Medical waste 14,424 ton/year Hospital bank
Some private Scattered Autoclaving Owners of labs laboratories in oPt
Incineration Al Shifa Hospital Gaza Strip The hospital
West Incineration Bit Jala Hospital The hospital Bank
51 COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY
annex 11: solid waste management donor activity
Total budget Project Start/ Contact Person, Donor/Lender Name of Project Project Location and financial Project Objectives Finish Dates Phone and E-Mail scheme 2009 Provide equipment of solid waste management to Ministry of Local EC Solid waste management equipment (North) The West Bank 4 Million (Completed) € the local authorities Government 31/12/2010 Providing equipments of solid waste management Ministry of Local EC Solid Waste Equipment The West bank 5.23 Million (Ongoing € to the local authorities and joint service councils Government Provide equipment to the local authorities and joint Ministry of Local EC Solid Waste Landfill in Hebron (Equipment) (Planned) South West Bank 4-5 million € service councils in the south West Bank Government 2008-2009 Employment Generation through Emergency Response to Solid Local Authorities in Canada (Completed) Gaza Strip US$ 4,860,000 Improve SWM through employment generation Waste Management Gaza strip
To implement an environmentally sound solid waste management system for Jenin District. Dec 2000 - Dec 2009 Jenin and Tubas This was achieved through the following activities: US$ 14 million Governorates (expanded Construction of a sanitary landfill in Jenin District; Jenin Joint Service The World Bank Solid Waste and Environmental Management Project (SWEMP) (Bank Share US$ (Completed) to include Nablus, rehabilitation and closure of uncontrolled dumps, Council 9.5 million) Tulkarem and Qalqilia improvement in SWM services through provision of equipment and training and building capacity within Joint Services Council and the EQA. To improve solid waste disposal services for Hebron and the communities and businesses of Palestinian Bethlehem Joint municipalities and joint services councils in the Service Council Bethlehem and Hebron governorates through provision of an efficient socially acceptable and environmentally friendly mechanism, including 25/09/2010 - 30/12/ 2014 Southern West Bank US$ 20 million (i) strengthening the joint services council The World Bank Southern West Bank Solid Waste Management Project (SWEMP) (Ongoing) (Bethlehem and Hebron (Bank share is: administrative and technical capabilities for a Governorates US$ 12 million) cost-effective management of waste disposal services; (ii) improving the waste disposal services through provision of a sanitary landfill facility and related infrastructure; and (iii) carrying out a public awareness campaign for promoting waste minimization, resource recovery and cost recovery for financial viability Employment Generation through Emergency Response to Solid 7/11/2006- 2008 Local Authorities in Japan through UNDP Gaza Strip US$ 4,860,000 Improve SWM through employment generation Waste Management (Completed) Gaza Strip 1/9/2005- 28/2/2010 Jericho and Jordan Capacity Development on solid Waste Management in Jericho and Jericho Joint Japan through JICA (Completed) River Rift Valley in the ¥ 396,811,000 Improve the SWM in Jericho and Jordan Rift Valley Jordan River Rift Valley in Palestine Service Council West Bank Thinnabeh 3/1/2010 Thinnabeh/ Tulkarem/ Japan through UNDP The Project for Expanding the Compost Production in Thinnabeh US$ 96,250 Compost production from solid waste Cooperative for (Completed) West bank Agricultural Service 2008-2009 Local Authorities in Japan Emergency Support to the Solid Waste Management Sector Gaza Strip US$ 1,135,349 Improve SWM through employment generation (Completed) Gaza strip Save human lives and safeguard the environment through : Assessment of rubble sites & Removal GAZA UXOs clearance, Rubble removal and immediate support for 2010-2012 Japan through UNDP Gaza Strip US$ 18,262,654 of UXOs and rubble, crushing of rubble and UNDP improvement of solid waste service management in the Gaza Strip (Ongoing) reuse in sustainable manner. Improve solid waste management in the GS.
52 53 COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY COUNTRY REPORT ON SOLID WASTE MANAGEMENT SITUATION IN THE OCCUPIED PALESTINIAN TERRITORY
Total budget Project Start/ Contact Person, Donor/Lender Name of Project Project Location and financial Project Objectives Finish Dates Phone and E-Mail scheme US$ 12,556,000 (total Budget) Save human lives and safeguard the environment US$ 5.6 Million CIDA; SIDA / through Rapid Support to Livelihoods and Social Services in Gaza and July 2009- Dec 2010 through : Assessment of rubble sites & Removal of Gaza Strip available UNDP UNDP Advanced Planning for Early Recovery- Rubble Removal - CIDA (Ongoing) UXOs and rubble, crushing of rubble and reuse in (US$ 2.4 Million / sustainable manner; SIDA, 3.27 Million CIDA). NIS 38 Million 2009-2012 Safeguard public health and environment and SIDA/ through UNDP Rubble removal /Gaza early recovery Gaza Strip ( 1.8 Million UNDP (Ongoing) € create employment from SIDA) 2010- 2011 Italy /through UNDP Solid waste management and composting in Beit Lahiya area Beit Lahiya/ Gaza strip US$ 356,845 Improve SWM and promote composting UNDP (Ongoing) Wadi Shaeer Joint US$ 1.68 million Italy/ through the World July 2008 - April 2010 Wadi Shaeer Joint Solid Waste Management in Wadi Shaeer Joint Services Council Services Council/ The (US$ 0.55 million Improve solid waste management in Wadi Shaeer Bank (Ongoing) Service Councils West Bank from Italy) National Component: (Gaza & West Bank) Improve the hygienic conditions in human 28/5/2005- Local Components: Ministry of Local Germany /through GIZ Solid Waste Management Program US$ 6,039,360 settlements and reduce adverse impacts on the (Ongoing) (Middle & North Gaza Government environment and Ramallah/Al Bireh Governorates) The Joint Service 01/01/2004- Ramallah/Al Bireh Support the solid waste management council in Council of Ramallah Germany/ through DED Solid Waste Management Program (Ongoing) Governorate/ The West US$ 775,051 the field of awareness raising and public relation and Al Bireh Bank through technical assistance Governorate Support the solid waste management council in their work by providing consultancy services for the The Joint Service Ramallah/ Al Bireh 2008 development of an effective and efficient system of Council of Ramallah Germany/ through DED Solid Waste Management Program Governorate/ the West US$ 553,608 (ongoing) waste management, waste separation and recycling and Al Bireh Bank by implementation of a modern solid waste Governorate management system. 10 Million € The Joint Service Ramallah and Al Bireh (committed but To establish a SWM system for the Governorate that Council of Ramallah Germany/ KFW Ramallah/ Al Bireh District Solid Waste Management Governorate/ The West the agreement (Planned) includes the construction of a sanitary landfill and Al Bireh Bank was not signed Governorate yet)
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