Kwajalein Atoll Solid Waste Management Plan 2019-2028

Home , Ebeye Island, Gugeegue, Kwajalein Atoll, Majuro, Ratak

KwajaleinAtollLocalGovernment

KwajaleinAtollSolidWasteManagementPlan

2019–2028

(ActionPlan:2019Ͳ2023)

Acknowledgements Kwajalein Atoll is indebted to the accomplishment and endeavor of all those who contributedtothedevelopmentofthe“KwajaleinAtollSolidWasteManagementPlan” (2019Ͳ2028)and“ActionPlan”(2019Ͳ2023).TheKwajaleinAtollLeadership,onbehalfof the people and the Kwajalein Atoll Local Government (KALGOV); duly express our utmostgratitudetotheExpertsfromtheJapaneseTechnicalCooperationProjectIIfor thePromotionofRegionalInitiativesonSolidWasteManagementStrategyinthePacific IslandCountries(JͲPRISMII). The People of Kwajalein would like to express its overwhelming appreciation to the JapanInternationalCooperationAgency(JICA),andlocalofficeJICAMICRONESIA,andin particular to JͲPRISM II; the Secretariat of the Pacific Region Environment Program (SPREP);andtheOverseasDevelopmentAssistanceoftheEmbassyofJapan,fortheir continuing logistical, financial and professional interventions and collaborations for a “CleanerPacific”forourChildren.

ϸ Foreword Solidwastemanagementisamajorundertaking.Beingthelargestatollintheworld, Kwajalein is comprised of 97 islets with 8 islands inhabited.Ebeye Island has a populationofalmost10,000peopleandEnniburbeingthesecondofabout2,000.The geographical layout between both islands alone is a major challenge logistically and financiallyinregardstowastemanagement. Forthepresentandfuturegenerations,solidwastemanagementwillcontinuetobean ever increasing “CrossͲBearing” endeavor for Kwajalein to subsist.This document generouslygiftedbyJapanInternationalCooperationAgency(JICA);theKwajaleinAtoll Solid Waste Management Plan and Action Plan will offer KALGOV potential resolves evolvingthroughwastemanagementandfacingthischallengeheadon. TheambitionandexpectationforaCleanerPacificandaPristineKwajalein,ourpeople willtakeoneffortsguidedbythisSolidWasteManagementPlanͲbeginningnowand moving into the future. Our Island is our Language, our Custom and our Very Existence.“AelonKeinadejKajineoad,ManiteoadimMoureoad”. KALGOV will continue to support the Cleaner Pacific Movement coinciding with the RepublicoftheMarshallIslands(RMI)bycontinuingtoapplythe3Rs:REDUCE,REUSE ANDRECYCLE.

______ ______ HonorableMayorHirataJ.Kabua Date KwajaleinAtollLocalGovernment Kwajalein,RepublicoftheMarshallIslands

Ϲ TableofContents

ACKNOWLEDGEMENTS...... I

FOREWORD...... II

TABLEOFCONTENTS...... III

EXECUTIVESUMMARY...... VII

1. FORMULATIONOFSOLIDWASTEMANAGEMENTPLANFOREBEYE (SWMPͲE)...... 1

1.1. OBJECTIVES ...... 1 1.2. STRUCTUREOFSWMP ...... 1

PARTONE:CURRENTSWMSITUATION...... 2

2. CURRENTSITUATIONANDISSUES...... 2

2.1. GENERALINFORMATION...... 2 2.1.1. GEOGRAPHY...... 2 2.1.2. POPULATION...... 2 2.1.3. ADMINISTRATION...... 3 2.1.4. LANDOWNERSHIP...... 3 2.1.5. ECONOMICSITUATION...... 4 2.2. CURRENTSITUATIONONSOLIDWASTEMANAGEMENT ...... 4 2.2.1. OVERVIEWOFSWMFROMTHEPOINTOFVIEWOFWASTEFLOW...... 4 2.2.2. TECHNICALSITUATIONOFSWM...... 5 2.2.3. INSTITUTIONALSITUATIONOFSWM...... 16 2.2.4. FINANCIALSITUATIONOFSWM...... 18 2.3. MAJORCHARACTERISTICSOFSWMINEBEYE ...... 19 2.3.1. WASTEGENERATION...... 19 2.3.2. WASTEDISCHARGE...... 19 2.3.3. WASTECOLLECTIONSYSTEM...... 20 2.3.4. CDLSYSTEM...... 20 2.3.5. MANAGEMENTOFTHEPUBLICDISPOSALSITE...... 20 2.3.6. MAINTENANCEOFWASTECOLLECTIONSERVICE...... 20 2.3.7. INSTITUTIONALSETTINGS...... 20

Ϻ PARTTWO:STRATEGICPLANNING...... 21

3. THESOLIDWASTEMANAGEMENTPLANFOREBEYE(SWMPͲE)...... 21

3.1. BACKGROUND ...... 21 3.2. PURPOSE ...... 21 3.3. VISION ...... 21 3.4. SCOPE ...... 21 3.5. GUIDINGPRINCIPLES ...... 21 3.6. SWMISSUESTARGETEDUNDERTHESWMPͲE ...... 22 ISSUE1:WASTEREDUCTIONANDRECYCLINGTHROUGHTHECDLPROGRAM...... 22 ISSUE2:IMPROVEMENTOFTHECURRENTFINALDISPOSALSITE...... 23 ISSUE3:MAINTENANCEOFCOLLECTIONSERVICE...... 23 ISSUE4:FINANCIALSUSTAINABILITYWITHSOUNDINSTITUTIONALSETTING...... 23 3.7. KEYSTRATEGICACTIONSANDTIMEFRAME ...... 23 3.7.1. KEYSTRATEGICACTIONS...... 23 3.7.2. TIMEFRAME...... 24 3.8. TARGET ...... 25 3.8.1. SETTINGFUTURETARGETS...... 25 3.8.2. FUTUREWASTEFLOW...... 26 3.8.3. SETTINGTHEPLANNINGINDICES...... 28

4. ACTIONPLAN...... 32

4.1. COMPONENT1䠖INTRODUCTIONOFCDLPROGRAM ...... 32 4.1.1. NECESSARYACTIVITIES...... 32 4.1.2. IMPLEMENTATIONSCHEDULE...... 32 4.1.3. IMPLEMENTATIONBUDGET...... 33 4.2. COMPONENT2:IMPROVEMENTOFTHEFINALDISPOSALSITE ...... 33 4.2.1. NECESSARYACTIVITIES...... 33 4.2.2. IMPLEMENTATIONSCHEDULE...... 34 4.2.3. IMPLEMENTATIONBUDGET...... 34 4.3. COMPONENT3:MAINTENANCEOFWASTECOLLECTIONSERVICES ...... 34 4.3.1. NECESSARYACTIVITIES...... 34 4.3.2. IMPLEMENTATIONSCHEDULE...... 35 4.3.3. IMPLEMENTATIONBUDGET...... 35 4.4. COMPONENT4:ESTABLISHMENTOFFINANCIALLYSUSTAINABLESWMSYSTEM ...... 36 4.4.1. NECESSARYACTIVITIES...... 36 4.4.2. IMPLEMENTATIONSCHEDULE...... 36 4.4.3. IMPLEMENTATIONBUDGET...... 37 4.5. THEACTIONPLAN ...... 37 4.5.1. SCHEDULEOFTHEACTIONPLAN(2019Ͳ2023)...... 37 4.5.2. COSTOFTHEACTIONPLAN...... 38

5. ANNUALWORKPROGRAM...... 39

ϻ ANNEX1:ANNUALWORKPROGRAMINFY2019...... 43

ϼ ACRONYMS

AP Action Plan

AWP Annual Work Program

CDL Container Deposit Legislation

EPA Environmental Protection Authority

EIA Environmental Impact Assessment

FY Financial Year

HH Household

JEMCO Joint Economic Management Committee

JICA Japan International Cooperation Agency

KADA Kwajalein Atoll Development Authority

KAJUR Kwajalein Atoll Joint Utility Resource

MRF Materials Recovery Facility

MWIU Ministry of Works, Infrastructure and Utility

NGO Non-governmental Organization

OCS Office of Chief Secretary

PET Polyethylene Terephthalate

POPs Persistent Organic Pollutants

SPREP Secretariat of the Pacific Regional Environment Program

SWM Solid Waste Management

UNDP United Nations Development Program

WACS Waste Amount and Composition Survey

Ͻ ExecutiveSummary OrganizationsinKwajaleinsuchasKALGOV,KADAandEPAhavebeenmakinggreateffortstokeep theatollcleanandbeautiful.Whilstsubstantialeffortshasbeenmadebysuchorganizationsnamed above, and somewaste problemshasbeen ameliorated, severalchallenges remain.The strategic efforts have to be reͲdirected to focus on the remaining critical issues as well as emerging ones currentlyfacedinthewastesectorinKwajalein.

Byconsideringtheabovesituation,thisSWMPͲEisformulatedbyaimingtoenableKwajalein/Ebeye toestablishatechnicallysoundandfinanciallysustainablesolidwastemanagement(SWM)system. Todoso,thisnewSWMPͲEconsistsofnotonlystrategicelementsbutalsoamidͲtermactionplanof the first five years with technically, institutionally and financially appropriate options, which will propelrealizationoftheSWMPͲE.

SWMissuestargetedundertheplan

SWMissuestargetedundertheplanaresummarizedasfollowsbasedontheSWMpresentsituation identifiedtechnicallyandquantitativelythroughwasteflowanalysis.

Issue1:WasteReductionandRecyclingthroughtheCDLProgram TheCDLprogram,anewrecyclingsystem,whichhascommencedintheRMIwithMajuroAtoll,will contribute to waste reduction as well as prevention of littering. It also increases peoples’ environmental awareness. Thus, the smooth commencement of the program following that of MajuroisindeedofgreatimportanceforEbeye.

Issue2:ImprovementoftheCurrentFinalDisposalSite ThecurrentlandfillsitelocatesinthenorthendofEbeye,where11.2tonsofwastearedisposed everyday.Thespacioussite,whichhasbeeninuseformorethan10years,canstillbeusedforquite sometime.Inrecentyears,thesituationhasbeenimprovedthroughinstallingafenceandagateas well as the deployment of two gate keepers. However, the site can be improved through constructing a dike boundary and designating the discharge place inside the boundary. It finally eliminatesenvironmentalnuisancestothesurroundingenvironmentandresidents.

Issue3:MaintenanceofCollectionService KALGOViswellprovidedwithcollectionvehiclesandrelatedequipment,howeverchallengesremain in carrying out appropriate and timely maintenance of such vehicles and equipment by KALGOV workshops.Inaddition,evenwithappropriateandtimelymaintenance,vehiclesandequipmentwill reach the end of their lives before too long in such a harsh operational environment as Ebeye, thereforeitisimportantforKALGOVtoformulateaplantosecurethefundingforcapitalequipment replacementwellinadvanceofneed.Furthermore,itisquitedifficultandtimeconsumingtoorder sparepartsinremoteislandlikeEbeye,soitismorecosteffectivetoorderastockofcommonspare partsatthetimeoforiginalpurchaseofequipment.

Issue4:FinancialSustainabilitywithSoundInstitutionalSetting ConsiderationofthefinancialsustainabilityofSWMiscrucialatthisjuncturewiththepoliticaland economicsituationfacedbyRMI.TherearemanywaystosecurefinancialsustainabilityofSWM, suchastheintroductionofacollectionfee,orimpositionofenvironmentallevy.Regardlessofthe waystosecurefinancialsustainability,allthestakeholdersmustgathertogether,discussandreach theconsensusonhowtoensurefinancialsustainabilityforSWMonEbeyeaftertheCompactendsin 2023.

Ͼ Vision

Prideinwhatdefinesarecoretraditionandexistence,“AelonKein”. Ruktokleen,Rukjenleen,Rukwajleen.

Scope

ThenewSWMPͲEcoversthe10Ͳyearperiodfrom2018to2027withanactionplandesignedtobe implemented for the first half of the period, 2018 to 2022. A general review of the plan will be undertaken in 2022toupdate itsrelevance to current needs, and plan thenextactivities for the remainingperiodoftheplan.

The new SWMPͲE covers solid wastes generated by households, institutional and commercial operations, which is termed Municipal Solid Waste (MSW) in this plan. The Plan does not cover medicalwasteandhazardouswaste.

KeyStrategicActions

TheSWMPͲEconsistsfollowingfourstrategicactions:

x IntroductionoftheCDLProgram

x ImprovementoftheFinalDisposalSite

x MaintenanceofWasteCollectionService

x EstablishmentofFinanciallySustainableSWMSystem

Targets

Table1TargetsunderSWMPͲE

Item Unit 2017 2023 2028

3Rsrate(togenerationwaste amount) %81011

Collectionrate (todischarge wasteamount) %686870

Inappropriatedischargerate(to generationwasteamount) %000

Rateofwaste transported directlytolandfillsite %323230

Ͽ ActionPlan

By reflecting upon the vision, the guiding principles and the identified SWM issues, the specific activitiesrequiredtopursuetherealizationofthisplanarearticulatedandpresentedinthischapter. Thisactionplan,whichdefinedtheprioritiesforthenextfiveyears,isformulatedbelow.

Theactionplanconsistsofthefollowingfourcomponents:

Component1:IntroductionofCDLprogram; Component2:Improvementofthefinaldisposalsite; Component3:Maintenanceofwastecollectionservices; Component4:EstablishmentofafinanciallysustainableSWMsystem.

Foreachcomponent(i)thenecessaryactivities,withpersonnelrequirements;(ii)implementation schedule;and(iii)implementationcosts,aredetailed.

Ѐ ImplementationschedulefortheActionPlan(theProject)

Table2㻌 ScheduleoftheActionPlan(2019Ͳ2023)

Component 1: Introduction of CDL program FY2019 FY2020 FY2021 FY2022 FY2023 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 1.1 Provide training to the custom officers to impose deposits on imports 1.2 Construct the recycling shed; procure and install material recycling facilities 1.3 Provide training to the recycling operator, KALGOV 1.4 Conduct awareness raising campaign to the public 1.5 Start CDL operation fully in Ebeye Component 2: Improvement of the final disposal site FY2019 FY2020 FY2021 FY2022 FY2023 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2.1 Develop base map for planning 2.2 Formulate improvement plan 2.3 Implement improvement plan 2.4 Management of incoming wastes Component3: Maintenance of waste collection services FY2019 FY2020 FY2021 FY2022 FY2023 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 3.1 Formulate investment plan for waste collection services 3.2 Replacement of waste collection trucks 3.3 Replacement of waste containers 3.4 Proper operation and maintenance of waste collection equipment Component4: Establishment of financially sustainable SWM system FY2019 FY2020 FY2021 FY2022 FY2023 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 4.1 Examine the current cost for Solid Waste Management 4.2 Estimate the necessary monthly fee to cover SWM cost 4.3 Decide among stakeholders on the method and amount of fee/levy 4.4 Formulate municipal ordinance 4.5 Inform a new system to residents 4.6 Start fee/levy collection *FY: From 1st of October to next year 30th of September **Q1: Oct.-Dec., Q2: Jan.- Mar., Q3: Apr.-Jun., Q4: Jul.-Sep.

Ё CostoftheActionPlan

EstimatedcoststoimplementtheActionPlanareshowninthetablebelow.Theentirecostofthe ActionPlanisestimatedatUS$2.3millionforfiveyears.

Table3㻌 EstimatedcostoftheActionPlanbyeachcomponentin5years.

㼤㼕

1. FormulationofSolidWasteManagementPlanforEbeye(SWMPͲE)

1.1. Objectives

OrganizationsinKwajaleinsuchasKALGOV,KADAandEPAhavebeenmakinggreateffortstokeep theatollcleanandbeautiful.Whilstsubstantialeffortshasbeenmadebysuchorganizationsnamed above, and somewaste problemshasbeen ameliorated, severalchallenges remain.The strategic efforts have to be reͲdirected to focus on the remaining critical issues as well as emerging ones currentlyfacedinthewastesectorinKwajalein.

1.2. StructureofSWMP

ThisSolidWasteManagementPlanforEbeye(SWMPͲE)ispresentedintwoparts:

PartOneprovidesthecurrentSWMsituationfacedbythewastesectorinEbeye.Inthispart,the current issues are ascertained through a twoͲstep process, through first understanding of the current SWM situation, and then analysis of the current SWM situation. Current waste flow is formulated based on a series of baseline surveys, and then the situation is technically as well as quantitativelyunderstood.MajorcharacteristicsuniquetoEbeyeareidentifiedbasedonthewaste flow.

PartTwopresentsthemainbodyoftheSWMPͲE.Itconsistsof(i)majorSWMissueswhichwillbe targeted under the SWMPͲE, (ii) an Action Plan with key strategic actions which tackle identified SWMissues,and(iii)annualimplementationplans.PartTwowilldefinethedirectionswhichEbeye shouldtaketoimprovetheenvironmentforthefuturegeneration.

1 PARTONE:CURRENTSWMSITUATION 2. CurrentSituationandIssues

2.1. GeneralInformation

2.1.1. Geography TheRepublicofMarshallIslands(RMI)issituatedintheCentralPacificOceanbetween4ºand14º North and 160º and 173º East in almost two parallel chains of 31 atolls and islands: the Eastern Ratak(Sunrise)chainwith15atollsandislandsandtheWesternRalik(Sunset)chainhaving16atolls andislands.Thetotalnumberofislandsandisletsisabout1,225. Thetotalseaandlandareaofthecountryisapproximately1.94millionsquarekilometersand181 squarekilometersrespectively;thelandareaislessthan0.01%ofthetotalsurfacearea.Theclimate istropicalͲocean.Thetemperatureaverages27ºC,withlittlevariationthroughouttheyear.The northern atolls receive about 2m of rainfall a year while the annual rainfall in southern atolls is normallyhigher,about4mperannum.

Figure2Ͳ1:MapoftheMarshallIslandsandLocationinthePacificOcean

2.1.2. Population The Table below provides a comprehensive summary account of population size and population densityforMajuroandEbeyeforthelast30years.AkeyfeatureofRMIpopulationdistributionhas beenthedominanceofMajuroandKwajalein(largelyEbeye),currentlyaccountingfor74%ofthe country’spopulation.Expresseddifferently,threeoutofeveryfourMarshallIslandersliveonthese twoatolls.Thispredominancehassteadilyincreasedovertheyears,from60%in1980,to67%and

2 68%in1988and1999.Thisunevenpopulationdistributionhasbeenexacerbatedovertheyearsby agrowingexodusofpeoplefromtheouterislandstothesetwopopulationcenters,andinrecent yearsoverseasdestinationsformigrationhaveassumedgreaterimportance. Table2Ͳ1:Populationsizeanddensitybyislandin1980,1988,1999and2011censusyears Population PopulationDensity

1980 1988 1999 2011 1988 1999 2011

Marshall 30,873 43,380 50,840 53,158 619 726 759

Majuro 11,791 19,664 23,676 27,797 5,244 6,314 7,413

Kwajalei 6,624 9,311 10,902 11,408 1,471 1,722 1,802 n

Source:TheRMI2011CensusofPopulationandHousingSummaryandHighlightsOnly, EconomicPolicy,Planning,andStatisticsOffice,OfficeofthePresident ThesedifferentgrowthratesalsoimpactonvaryingpopulationdensitiesacrosstheMarshallIslands. Majuro,withatotallandareaof3.75squaremiles(or9.71squarekilometers)ishometo27,797 residents, which translates into a population density of 7,413/mile², or 2,860/km2. The highest densityintheMarshallisonEbeyeislandinKwajaleinAtollwhere9,614peopleliveon0.12square miles(0.31km2),resultinginpopulationdensities80,117/mile²or31,013/km2).Populationdensities of this magnitude, when associated with overcrowding, often entail health and other social challengesofvaryingseverity,whichshouldbeofinteresttopolicyͲmakers.

2.1.3. Administration ThegovernmentoftheMarshallIslandsoperatesunderamixedparliamentarypresidentialsystem, whichincludesaheadofstate,thePresident,andabicameralparliamenttheCouncilofIroiji(the upperhouse)andNitijela(theelectedlowhouse).ExecutivepowerlieswiththePresident,whois electedbytheNitijela,andthePresidentialCabinet.ThePresidentappointscabinetministerstolead ingovernmentdepartmentswiththeapprovaloftheNitijela. Legislative power resides in the Nitijela, which consists of 33 senators, who are elected by 24 electoraldistrictsbyuniversalsuffrageofallcitizensabove18yearsofage.Theelectoraldistricts correspond roughly to each atoll of the RMI. Although no legal restrictions exist against the formationofpoliticalparties,noformalpartiesexist.TwoadhocpartieshaveexistedsincethemidͲ 1990s.TheCouncilofIroijiscomprisedof12tribalchiefswhoadvisethePresidentialCabinetand reviewlegislationregardingcustomarylawandtraditionalpractice.

2.1.4. LandOwnership ThelandtenureintheMarshallIslandsisbasedonamatrilinealsociety.Allchildreninheritlands from their mothers. There are no landless people and their land tenure pattern is the most importantsinglefactoroftheirlives.Allchildrenbecomemembersoftheirmother'sclan.However, theclanisnotafactorinthelandownershippattern.AparamountchiefintheMarshallsisnota

3 clanchief.Hispowersareassociatedwithspecificlandparcelsandthepeoplethatliveonthem.A land parcel is controlled by a paramount chief, a family head and an undetermined number of commoners,orworkersastheyaresometimescalled.Eachlandparcelhasanameandahistory. Therelativeinterestsofvariousownersareseldomdeterminedexactly.

2.1.5. EconomicSituation Latest(2015)economicindicatorsassuppliedbytheAsianDevelopmentBankareaGNIofUS$209 million,aGNPpercapitaofUS$4,630,andeconomicgrowthin2017of4%.ThismakestheRMIa lowermiddleincomenation,althoughdifferencesinwealthacrossurbanareasandremoteouter islandscanbedramatic.The2011censusrevealedthatthemedianannualhouseholdincomeinthe Marshall Islands is US$6,476, down from the US$6,840 reported in the 1999 census. The median annualhouseholdincomevarieswidelybyatoll/island.InEbon,Jabat,LaeandMiliitisalmostnil, whilstAur,Likiep,MejitandNamdrikreportedamedianannualhouseholdincomeoflessthan1,000 USdollars.KwajaleinAtoll(whereEbeyeislocatedandhasworkersattheUSArmybase)reported thehighestmedianannualhouseholdincomeUS$11,640. Table2Ͳ2:EconomicSituation 2013 2014 2015 2016 2017 2018 2019

GDPGrowthRate,%peryear 2.9 Ͳ0.8 Ͳ0.4 1.9 4.0 2.5 2.5

GrowthRateofPerCapitaGDP,%peryear 2.5 Ͳ1.1 Ͳ0.7 1.5 1.7 2.1 Ͳ1.4

PercapitaGNI,$,2016 4,630 㻌㻌

Inflation,%peryear 1.9 1.1 Ͳ2.3 Ͳ1.5 0.5 1.0 1.0

Note:2018and2019areforecasts. Source:ADB(https://www.adb.org/countries/marshallͲislands/economy#tabsͲ0Ͳ0) TheRMIhasaCompactofFreeAssociation(CoFA)withtheUnitedStatesofAmericawhichprovides foraregular–butgraduallydecreasing–financialassistancepackage;theCoFAallowsforfundingin varioussectorssuchaseducationsandhealth,butalsohasfundingforSWM.ThecurrentCompactis the second, and runs from 2003 to 2023. While the Compact will end in 2023, the financial assistance from the U. S. Government to Kwajalein, including Ebeye, will continue till 2066 by reflectingthegeopoliticalimportanceofKwajaleinAtoll.

2.2. CurrentSituationonSolidWasteManagement

2.2.1. OverviewofSWMfromthePointofViewofWasteFlow Analyzingthewasteflowistheveryfirststeptounderstandthecurrentsolidwastemanagement (SWM) situation well. A series of baseline surveys such as the waste generation survey at the household level, and survey on the incoming waste to the public landfill site were carried out in August2017,andbasedontheseresultsanddata,allowedforanalysisofthecurrentwasteflowfor Ebeye.Inthissection,thecurrentSWMsituationofEbeyewillbepresented.

4 ವ Waste generation by source: SeventyͲone percent (71%) of waste generated is from householdswhiletheremaining29%isfromsourcesotherthanhouseholdssuchasshops, restaurants, businesses, and public institutions. Managing household waste is of great importance.

ವ 3Rs:Sevenpointeightpercent(7.8%)ofgeneratedwasteisreͲusedasfeedorfirewoodon site.Thispracticecontributestoreducethetotalwasteamount.Thisamountismuchlower than that of FSM since keeping pigs is not allowed on Ebeye (pigs are only allowed on GujeegueIsland).

ವ Wastecollection:Collectionofwastethroughcollectionservicesis60.8%ofthegenerated waste (approximately 67.8% of the discharged waste). On Ebeye, collection services are providedbyKALGOV.KALGOVcollectswastefromresidentsonEbeyeandGujeegue.

ವ Final disposal: As much as 100% of the discharged waste, which is equivalent to 90% of generated waste, is properly discharged to the public landfill site. There is no improper dischargeofwasteexceptthosedumpedonbeachesbehindhouses.

12) Recyclables Unit: 4) On-site 15) Recyclables at at treatment Total 3Rs amount Ton/Day Reduction disposal site facility 1.0 0.0 0.0 1.0 7.8% 11)Intermediate 3Rs rate to total 2) Household 5) Recyclables treatment generation waste waste for CDL (Recycling amount center) 8.9 0.0 0.0 7.8% 70.9% 0.0% 1) MSW 13) Residue from 6) Self disposal Generation treatment facility 12.5 0.9 0.0 100.0% 7.3% 3) Other than 7) Discharge 8) Collection by 14) Disposing to 17) Final household waste Government public disposal site disposal waste waste 3.6 11.2 7.6 11.2 11.2 29.1% 89.8% 67.7% *1 89.8% 89.8%

9) Direct Transport

3.6 32.3% *1

10) Improper Discharge Unit :Ton/Day 0.0 㻖㻝㻦 Rate to the Discharged waste amount 0.0%

Figure2Ͳ2:WasteflowinEbeyein2017

2.2.2. Technical situation of SWM a. WasteGenerationandComposition

AsaveryfirststeptounderstandthecurrentSWMsituation,theunitgenerationrateofhousehold waste (UGRHW1), as well as unit generation rate of municipal solid waste (UGRMSW2), which includeswastenotonlyfromhouseholdsbutfromcommercialentitiesandpublicorganizations,are calculated.

5 a.1. UnitGenerationRateofHouseholdWaste

Asseeninthetablebelow,URGHWis868g/person/day,whichconsistsof(i)unitrateofreuseon site,96g/person/day,(ii)unitrateofselfͲdisposal,89g/person/dayand(iii)unitrateofdischarged waste,683g/person/day.Intotal,approximately14%ofgeneratedwastesarerecycledatsource, andsomeofthegeneratedwasteisdisposedatthegenerators'premises.Theremaining84%ofthe generatedwasteisdischarged

Table2Ͳ3:UnitGenerationRateofHouseholdWaste(g/person/day)

Recyclable NonͲrecyclable

Recyclableof WasteGeneration ReuseonͲsite beverage SelfͲdisposal Dischargedwaste containers

96 0 89 683 868

11% 0% 10% 79% 100%

a.2. UnitGenerationRateofMunicipalSolidWaste(UGRMSW)

Municipalsolidwasteincludesnotonlyhouseholdwastebutalsowastefromthetourismindustry, waste from commercial entities and public institutions, etc. Waste generated from other than households are calculated as 355g/person/day by dividing the daily amount of waste from other than households by the number of people. By adding UGRHW to this 868g, UGRMWS became 1,223g/person/day.

Table2Ͳ4:UnitGenerationRateofMunicipalSolidWaste(g/person/day)

Householdwaste Otherthanhouseholdwaste Municipalsolidwaste

868 355 1,223

71.0% 29.0% 100%

࠙OutlinesofWasteAmountSurveyࠚ

6 ႑ Surveyperiod:FewdaysinJuly2017ࠊ ႑ Numberofsamplehouseholds: 20 ႑ Surveyitems:Unitgenerationrates,apparentspecificgravity ႑ SurveyMethod㸸Weighthewheelie binwithwastedividedbynumberof peopleand days d

Checking weight of Checking weight of waste Questionnaire survey tothehousehold wastesinsidewheeliebin inthebag

b. Waste Discharge

Households who discharge waste through collection services usually use the 60 gallon (230 liter) wheeliebins.ThesewheeliebinswerepurchasedbyKALGOVthroughtheUSEbeyeSpecialNeeds Fundin2010,andnormallyseveralhouseholdsshareonewheeliebin.

Commercial and office wastes are also discharged to larger dumpster containers, and there are severalsizesofthesedumpsters.Belowarephotosshowingwastefromhouseholdsandcommercial premises,loadingtothecompactortruck.

60 gallon wheelie bin for household loading BigContainerusedfordischargingcommercial tocompactortruck wastes

7 c. Waste Collection

ThefollowingdescribesthecollectionsystemusedinEbeye:

x Mostofthehouseholdwastesarecollectedandtransportedtothefinaldisposalsiteby KALGOVfreeofcharge,forbothhouseholdandcommercialusers;

x Somehouseholdwastesaretransportedtothefinaldisposalsitebyprivatevehicles,but therearenotippingfees;

x Public wastes generated at public institutions such as government offices are also collectedbyKALGOV;

x Someofthecommercialwastes,forexamplefromthebigsupermarket,arecollected andtransportedtothefinaldisposalsitebythecompany'sowntruck,butnotippingfee ischarged.

Figure2Ͳ3showsthecollectionrouteonEbeye.

Figure2Ͳ3:CollectionRouteinEbeye c.1. Collection Services Provided by KALGOV

ThewastecollectionservicesprovidebyKALGOVareasfollows:

࠙HouseholdWastesࠚ

x FrequencyofcollectiononEbeyeisonceintwodaysfromMondaytoFriday.Wheelie binswastesareplacedattheroadsideandcollectedbyoneofthetwocompactortrucks ownedbyKALGOV;

x OnSaturday,wastesfromGugeeguearecollected;

x CollectionareaisbasicallyatEbeyeZone1to5.Collectionservicestoremoteareas,such asGugeegue,areonceaweekonSaturday;

x Aprepaidbagsystemisbeingpilotedintheremoteareas.

8 Yellow US made compactor truck purchased White US made compactor truck purchased throughEbeyeSpecialNeedsfund throughEbeyeSpecialNeedsFund

Loadingofwastesinwheeliebinswithloading Washing machine is loaded to compactor device. truck.

࠙OtherWastesࠚ

x Otherwastesconsistofcommercial,institutional,businessandfrompublicparkareas;

x AllthewastesarecollectedandtransportedtothelandfillsitebyKALGOVfreeofcharge;

x Somebusinesswastesaretransporteddirectlytothelandfillsiteasitisquiteneartothe generationsources.

9 Someresidentsfromnearbythedisposalsite Some resident nearby the disposal site were werecartingwastesthemselvesͲ1 cartingwastesthemselveswiththeirwheelie binͲ2

d. Waste Disposal d.1. Public Disposal Site

InEbeye,thereisonepublicdisposalsiteatthenorthendofEbeyeIsland.Anoutlineofthesiteisas follows:

Item Contents

Name Public Final Disposal Site

Address The end of north camp, Ebeye

LandOwner Mr. Imada Kabua, older brother of Mike Kabua.

Area 1.6 ha (4 acre) (100m x 160 m)

10 Commencementofoperation ࣭2003:Itwasabigminingpondwhichminingcoralmightbe andrenovationworkhistory usedforcausewayconstructions. ࣭2005:KALGOVstartedlandfillingthesitetofillthepond. ࣭2016:Improvementworks,includingconstructionofperimeter fencing,werecarriedoutunderJPRISMphaseI. ࣭2017:HospitalwasteincineratorwasinstalledthroughPac Waste,butstillnotoperational. ࣭2017:Buildingforequipmentandadministrationwas constructedthroughKADA ࣭2017:Improvementworksforthesegregationofrecyclablesis underway. ࣭2017:AsofAug2017,asecurityofficerisstationedand controllingtheentrancetothedisposalsite.

Operation KALGOV

LandfillProcedure • Wasteisdischargedatadesignatedareaaccordingtothe instructionsoftheofficer. • Dischargedwastesarespreadbyheavymachinery periodically. • Nocompactionworkwascarriedoutbyheavyequipment. • AerialphotowastakeninJun2018andshownbelow.

EquipmentatDisposalSite TypeofEquipment Capacity Bulldozer Case:650K Heavyequipmentisnotstationedpermanently.Bulldozer,or wheelshovel,areperiodicallymobilizedfromKALGOVworkshop nearbytospreadwastes.

11 d.2. Public Disposal Site as of Jun 2018

Figure2Ͳ4showsanaerialphotoofpublicdisposalsite.

Figure2Ͳ4:AerialPhototakenbytheDroneasofJune2018 d.3. Incoming Waste to Final Disposal Site

The number of vehicles and the amount of incoming waste to the public disposal site were surveyedandtheresultsareshowninthenextfigure.Theaverageincomingwasteamountis 11.2ton/day,whiletheaveragenumberofincomingvehiclesis23perday.Theaverageamount of incoming waste is 487 kg per vehicle. While 68% of the incoming waste is collected by KALGOV, the remaining 32% of the incoming waste are brought to the site directly by households,businessentitiesandsoon.Householdwastecomprisesapproximately7.6tonper day,whiletheremaining3.6tonperdayisfromsourcesotherthanhouseholds.

12 Figure2Ͳ5:Numberofvehiclesandamountofincomingwastetothefinaldisposalsite e. Reduce,ReuseandRecycling e.1. OnͲsiteRecycling

Kitchenwasteareseparatedtobefedto livestockeveninEbeye

Throughthewastegenerationsurveyathouseholdlevel,itbecameapparentthat7.8%ofgenerated wasteathouseholdisreusedasfeedorfirewoodonsiteatsource,contributingtoreducewaste amount.However,thisamountismuchlowerthanthatofFSMsincekeepingpigsisnotallowedin Ebeye.Evenso,somepeopleinEbeyekeepkitchenwasteseparatelyandgiveittorelativeswho ownpigsanddogsonGujeegueIsland.

13 e.2. CDL

Thecurrentadministration,whichconsidersenvironmentalproblemsasanimportantpoliticalissue, hasbeenkeentointroduceaCDLsystem.TheNitijelafirstpassedalawnamedStyrofoamCupsand Plates, and Plastic Products Prohibition, and Container Deposit Act 2016 in September 2016 to introduce CDL into the RMI, however the law required significant amendment before it could be implemented. Amid such a situation, JͲPRISM II provided technical support and helped the GovernmentoftheRMItoamendthelaw,andfinallytheNitijelapassedtheStyrofoamCupsand Plates, and Plastic Products Prohibition, and Container Deposit (Amendment) Act 2018 in January 2018. JͲPRISM II also helped the EPA to formulate the CDL Regulations in accordance with the amendedact.

ThecurrentCDL system envisagedinthe amended actanditsregulationisdetailed infigure 2Ͳ6 below.

Figure2Ͳ6:CDLsysteminRMI A. TargetItems TargetitemsforCDLsystemdetailedintheregulationare;

ವ Aluminumbeveragecontainers/cans, ವ Glassbeveragebottles,and ವ PETbeveragecontainers. B. DepositandRefund Depositfeeiscurrentlysixcentspercontainer;fivecentspercontainerisgiventotheconsumerasa refundandonecentpercontainerispaidtotheRecyclingProgramOperatorasahandlingfeeto coveroperationalcosts.

C. RolesofRelatedOrganizations Roles and responsibilities of the organizations involved in implementing the CDL in the RMI are shownasfollowsinTable2Ͳ5.

14 Table 2-5:OutlineofrolesforCDLentitiesandoffices

Organizations RolesandResponsibilities

Regulatory agency responsible for managing and overseeing the recycling program through enforcement of the Styrofoam Cups and EPA Plates, and Plastic Products Prohibition and Container Deposit (Amendment)Act2018andtherelatedregulations.

Through its Custom Division, collects deposits on recyclable materials from importers; keeps records and manages the Recycling Fund; and MinistryofFinance through its Division of Finance issues reimbursement of refunds to RecyclingProgramOperator(KALGOVincaseofEbeye)uponreceiptof claim;providesEPAwithmonthlycopiesofallrecords.

KALGOVis the Recycling Program Operator in Ebeyethroughacontract KALGOV executed with EPA. Responsible to operate CDL program as per Regulations.

ResponsibletopayrequireddepositstotheMinistryofFinancethrough Importers CustomDivision.

Responsible to participate in the CDL Recycling Programthroughturning Consumer inrecyclablestoKALGOVfollowingrulesandconditions.

D. KeyImplementationSteps AsofJuly2018thenecessarylawandtherelatedregulationsareinplace;alsokeystakeholdersin EbeyesuchasEPA,KALGOVandmajorimportersareawareoftheintroductionofthenewrecycling program.Thefollowingarekeyactivitiesremaininginordertoactuallystartuprecyclingofbeverage containers:

x TostartthedepositcollectionbyEbeyecustomofficials;

x Toconstructarecyclingshed;

x Toprocurerecyclingmachinesandequipment;

x To conclude a contract between EPA as a regulator and KALGOV as the recycling operator;

x ToprovidetechnicalaswellasadministrativetrainingtoKALGOVstaff;

x Toraiseawarenessamongcitizens.

OncetheCDLstarts,thequantitativedata,suchastheamountsofdepositsandrefundsaswellas the number of containers deposited and refunded, will be gathered by EPA. Thus the CDL contributiontowastereductioncanbeestimatedquantitatively.

15 AnadvertisementofCDL(left)andapress PublicHearinginMajuroonCDLRegulations releaseonCDL(right)intheMarshallIsland (April2018) JournaldatedonJune8th2018

2.2.3. InstitutionalSituationofSWM a. OrganizationforSWM

ThefollowingarethemainrolesandresponsibilitiesoftherelevantSWMorganizations. a.1. KwajaleinAtollLocalGovernment(KALGOV)

KALGOVwasestablishedin1985aspertheConstitutionastheLocalGovernmentinKwajaleinAtoll. Figure37showstheorganizationalchartofKALGOV

16 Figure 2-7:OrganizationchartofKALGOV(Source:KALGOV) a.2. EnvironmentalProtectionAuthority(EPA)

The EPA is responsible in the RMI for the formulation of environmental programs, and implementationandsupervisionofthem.EPAisnotaserviceproviderbutratheraregulator.Asfor the CDL, the entire system is under the purview of EPA, although the actual operation will be contractedouttoKALGOV.Inaddition,EPAactivelyorganizesenvironmental&awarenessraising campaignsincollaborationwithotherrelevantorganizationsandlocalcommunities.TheOfficeof EnvironmentalPolicyandPlanning(OEPPC)undertheOfficeofthePresident,isprimarilyinvolvedin thedevelopmentofenvironmentalpolicyfortheRMIgovernment.

17 Figure2Ͳ8:OrganizationchartofEPAͲEbeye b. PoliciesandLawsonSWM

There is no comprehensive policy and regulatory framework for solid waste management in the MarshallIslands,asthedraftNationalSolidWasteManagementStrategyhasnotyetbeenformally approvedbyCabinet.ThefollowingsarelawsandregulationsthatarerelatedtoSWMintheRMI andKwajalein.

a. NationalEnvironmentalAct1984; b. SolidWasteRegulation1989; c. MarineWaterQualityRegulation1992; d. OzoneLayerDepletingSubstancesRegulation2004; e. MarshallIslandsPublicHealth,SafetyandWelfareAct[year?](MOHresponsibility) f. MarshallIslandsLitteringAct1982(empowersNationalPoliceandLocalGovernment toenforcethisact); g. ConstitutionoftheKwajaleinAtollLocalGovernment(1985); h. StyrofoamCupsandPlates,andPlasticProductsProhibitionandContainerDepositAct 2016; i. Styrofoam Cups and Plates, and Plastic Products Prohibition and Container Deposit (Amendment)Act2018.

2.2.4. FinancialSituationofSWM a. WasteCollectionFee

CurrentlynocollectionfeesortippingfeesarecollectedatthedisposalsiteonEbeye. b. ExpenditureforSWM

Table 2Ͳ6 shows the budget proposed for FY2019 solely for SWM activities, being the financial request from KALGOV to the RMI government. For the last three years from FY2016, the budget requestedforSWMwasthesameasthatofFY2019.Forthosethreeyears,KALGOVreceivedonly US$ 108,000 as a subsidy from RMI (from the general fund), and the remaining amount, nearly US$200,000,hasbeenspentfromKALGOV’sownsources.Itisunderstoodthatannualexpenditures forthosethreeyearswerenearlyequaltothebudgetrequested,i.e.aroundUS$308,000.

Table2Ͳ6:TotalBudgetRequestforFY2019(US$) Waste Landfill Administrati Items Recycling Total % Collection Operation on Personnel 90,240 11,520 0 35,520 137,280 44.7%

Fringe 13,988 1,786 0 5,506 21,280 6.9% Fuel & Oil 30,000 25,000 0 0 55,000 17.9% Equipment R&M 6,500 4,000 0 0 10,500 3.4%

18 Recycling 500 500 500 500 2,000 0.7% Housing 0 0 0 0 0 0.0%

Contingencies 3,000 3,000 0 2,000 8,000 2.6% Utilities 500 1,000 0 1,000 2,500 0.8% Office Supplies 1,000 1,000 0 2,500 4,500 1.5% Taxes & Licenses 7,290 4,793 0 0 12,083 3.9% Provisions 0 1,200 0 0 1,200 0.4% Travel 0 2,000 0 7,006 9,006 2.9%

Communication 300 300 0 1,100 1,700 0.6% Facility R&M 1,000 2,500 0 2,000 5,500 1.8% Insurance 2,848 1,898 0 0 4,746 1.5% Uniforms 800 4,331 4,000 350 9,481 3.1% Sitting Fee 0 0 0 0 0 0.0% Contractual Services 500 500 500 0 1,500 0.5%

Public Awareness 1,700 1,200 600 1,800 5,300 1.7% Bank charges 200 200 2,000 300 2,700 0.9% Land lease 0 4,000 0 0 4,000 1.3%

160,366 68,729 5,800 72,187 307,082 100.0%

Source: KALGOV

2.3. MajorCharacteristicsofSWMinEbeye

2.3.1. WasteGeneration Whilegenerationrateofhouseholdwasteiscalculatedas868g(1.91lb)/person/day,thegeneration rate of nonͲhousehold waste is 355g (0.78lb)/person/day. By summing up these figures, the generation rate of solid waste, 1,223g (2.70lb)/person/day, is obtained. While 71.0% of the generatedwasteisfromhouseholds,theremaining29.0%isnonͲhousehold,namelyfrombusiness entities, public institutions, etc. The ratio indicates that management of household waste is very importantinthecaseofEbeye.

2.3.2. WasteDischarge Whileonly7.8%ofthegeneratedwaste,whichismuchlowerthanthatoffourstatesofFSM,is reused as feed for livestock or firewood on site, the majority of generated waste, 89.8% of the generatedwasteisdischarged.Asmuchas60.8%ofthegeneratedwaste,whichisequivalentto 67.7%ofthedischargedwaste,iscollectedbyKALGOV,whilesomedirectlybringtheirwastestothe

19 final disposal site by themselves. As a result, nearly all of the discharged waste except those dischargedbeachesbehindhouses,whichisequivalentto89.8%ofthegeneratedwaste,isproperly disposedatthepublicdisposalsite.

2.3.3. WasteCollectionSystem InEbeye,bothresidentialwastesandcommercialwastearecollectedforfree.Asmuchas60.8%of thegeneratedwaste,whichisequivalentto67.7%ofthedischargedwaste,iscollectedbyKALGOV.

2.3.4. CDLSystem ThelegalframeworknecessarytoinaugurateCDLwasproperlysetthroughadoptingtheStyrofoam CupsandPlates,andPlasticProductsProhibition,andContainerDeposit(Amendment)Act2018in January2018,andtheCDLRegulationswerepromulgatedinJune2018.Inordertoactuallystartup recyclingofbeveragecontainers,severalstepssuchasfinancialarrangement,procurementof recyclingmachines,provisionoftrainingtokeyofficials,andawarenessraisingamongcitizensmust beundertaken.

2.3.5. ManagementofthePublicDisposalSite TheonlypublicdisposalsiteislocatedatthenorthendofEbeyeandhasbeenoperatedbyKALGOV since2005.Beforeusingthisareaasalandfillsite,itwasaminingpitforcoralsand.Itwasusedasa landfillsitemorethan10yearsandthepitisnotyetfilledwithwaste.Thesurroundingfenceand gatewereinstalledin2014tocontrolthedischargeofwastes.Currently,wasteisdischargedatany place inside the landfill boundary; improvement works to designate a tipping face and institute regularcompactionwillberequiredinordertoeliminateenvironmentalnuisancetothesurrounding residents.

2.3.6. MaintenanceofWasteCollectionService

KALGOV,astheleadagencymanagingsolidwasteonEbeye,ownssufficientcollectionvehiclesand equipment to operate the collection system. Challenges remain in carrying out appropriate and timely maintenance of such vehicles and equipment by KALGOV itself. Moreover, even with appropriateandtimelymaintenance,vehiclesandequipmenttendtohaveshortlifeͲspansinthis difficultenvironment;thereforeitispreferableforKALGOVtodevelopplansandarrangefinanceto renewtheminatimelymanner.

2.3.7. InstitutionalSettings InEbeye,KALGOV,whichwasestablishedin1985astheLocalGovernmentforKwajalienAtoll,is responsible for waste collection, operation and maintenance of the final disposal site at Ebeye. KALGOVisexpectedtoplayakeyroleforCDLtoo,astheKwajaleinRecyclingAgent.OncetheCDL starts,KALGOVwillfunctionastherecyclingoperatortobuyCDLtargetitemsfromthepublic.

20 PARTTWO:STRATEGICPLANNING 3. TheSolidWasteManagementPlanforEbeye(SWMPͲE)

3.1. Background

TheSWMPͲEisbeingformulatedtoestablisharoadmaptoimprovewastemanagementpracticesin Ebeyeforatimeframeoftenyears,from2019to2028,basedonanunderstandingofthecurrent stateofSWMinEbeye.

WithsupportextendedthroughtheJPRISMII,KALGOVisdevelopingitsplanforthenexttenyears. ThisplansupportsthelongͲtermgoalsdevelopedwithintheCleanerPacific2025Plandevelopedby SPREPandJICA.

3.2. Purpose

The SWMPͲE is developed as a means to understand the current stateͲand different facets ofͲ wastemanagementinEbeye;andmoreimportantly,tolayapracticalroadmaptoimprovethekey components of waste management and address the challenges faced with the aim of reaching a sustainableandtrulyintegratedmeansofwastemanagementinEbeye.Itisalsoenvisionedthatthis SWMPͲEbeendorsed,adopted,andusedastheguidingdocumentforwastemanagementactivities, andassuchshouldbedevelopedincollaborationandagreementwithawiderangeofstakeholders; andasaformalmeansofadoption,beendorsedbytheMayorofKwajaleinAtoll.

3.3. Vision

Prideinwhatdefinesarecoretraditionandexistence,“AelonKein”.

Ruktokleen,Rukjenleen,Rukwajleen.

3.4. Scope

ThenewSWMPͲEcoversthe10Ͳyearperiodfrom2019to2028withanactionplandesignedtobe implemented for the first half of the period, 2019 to 2023. A general review of the plan will be undertaken in 2023toupdate itsrelevance to current needs, and plan thenextactivities for the remainingperiodoftheplan.

3.5. GuidingPrinciples

Principle 1: Establish a Financially Sustainable SWM System with due Consideration of “Post 2023”.

Withregardtofinance,thecurrentSWMsysteminEbeyepartiallydependsonCompactFundsfrom theU.S.Government.Itmustbepresumedthatsuchfinancialsupportwillendin2023whenthe

21 currentCompactends,andsoitisveryimportanttostartconsideringtheestablishmentofaselfͲ financing SWM system to be in place for “PostͲ2023”. Possible options will require some type of UserͲpayssystem,involvingtheintroductionofcollectionfeesandlandfilltippingfees,orimposing anenvironmentallevy.

Principle2:TransitiontoEnvironmentallyFriendlyLifestyle

In RMI, with the strong leadership of the current administration, progress in preparing for the introductionofContainerDepositLegislation(CDL)systemhasbeenmade.Theintroductionofthis new recycling system is indeed a first step for the transition to a more environmentally friendly lifestyle.Also,CDLpreventsrecyclablesfromgoingintothegarbageandreduceslittering.Oncethe CDLiscommencedinEbeye,itisexpectedtocontributesignificantlytowasteandlitterreduction, andthebeautificationofEbeye.

Principle3:EmphasisonCapacityDevelopment

NewchallengescontinuouslyarisealongwithsocialͲeconomicchanges,andsuchchallengesneedto betackledonacaseͲbyͲcasebasis;inthefieldofwastemanagement,capacitydevelopmentofSWM personnel is particularly important. SWM personnel need to enhance their capacities through implementing key strategic actions, and so enable them to solve the evolving challenges and problems,andeventuallyestablishasustainableSWMsysteminEbeye.

Principal4:CommitmenttotheCleanandBeautifulPacificRegion

Wastes are a grave threat to sustainable development in the Pacific Islands. Inadequate managementofwastescanaffectthehealthofPacificCommunities,degradenaturalecosystems andreducetheirresiliencetoclimatechangeimpacts,andultimatelyretardthesocialandeconomic developmentofPacificIslandCountriesandterritories.ManycountriesandterritoriesofthePacific face heightened risks from the impacts of poor waste and pollution management, since their economicbases(tourism,fishingand agriculture)areheavilyreliantonanenvironmentrelatively freeofwaste.Furthermore,manywasteissuesaretransboundaryinnature,whichmeansthatpoor controlandmanagementinonecountry(orregion)cannegativelyaffectneighboringcountries.By consideringalltheseissues,thisSWMPͲEiswellalignedwiththeaspirationselucidatedinthePacific RegionalWasteandPollutionManagementStrategy(CleanerPacific20251),whichaimstosupport thePacificIslandCountriestodeveloppracticalandsustainableSWMsystems.

3.6. SWMIssuesTargetedUndertheSWMPͲE

1 Cleaner Pacific 2025 is the regional SWM strategy which is formulated by SPREP and JICA. Refer to http://www.sprep.org

22 Issue2:ImprovementoftheCurrentFinalDisposalSite ThecurrentlandfillsitelocatesinthenorthendofEbeye,where11.2tonsofwastearedisposed everyday.Thespacioussite,whichhasbeeninuseformorethan10years,canstillbeusedforquite sometime.Inrecentyears,thesituationhasbeenimprovedthroughinstallingafenceandagateas well as the deployment of two gate keepers. However, the site can be improved through constructing a dike boundary and designating the discharge place inside the boundary. It finally eliminatesenvironmentalnuisancestothesurroundingenvironmentandresidents.

3.7. KeyStrategicActionsandTimeFrame

3.7.1. KeyStrategicActions Theplanconsistsofthreestrategicactions.Theseactionsareasfollows:

ᇏ IntroductionoftheCDLProgram The CDL program has started in Majuro. The Styrofoam Cups and Plates, and Plastic Products Prohibition and Container Deposit (Amendment) Act 2018 was passed in NitijelainJanuary2018,andtherelatedCDLregulationcameintoforceinJune.Inorder toimplementCDLsystemintoEbeye,thefollowingstepsarerequired:

Step1: Providetrainingtothecustomofficerstoimposedepositsonimports; Step2: Constructtherecyclingshed;procureandinstallmaterialrecyclingfacilities; Step3: Providetrainingtotherecyclingoperator,KALGOV; Step4: Conductawarenessraisingcampaigntothepublic; Step5: StartCDLoperationfullyinEbeye.

ᇏ ImprovementoftheFinalDisposalSite

23 Inrecentyears,thelandfillsitehasbeenimprovedsubstantiallythroughinstallationof afenceandgate,constructionofanequipmentshed,anddeploymentoftwogate keepers.Thesitecanbenowbeimprovedbyimplementingthefollowingsteps:

Step1: Prepare3Dmapofthelandfillsitebyaerialphotos; Step2: Developanimprovementplan(thelocationofarecyclingshed,layoutofdike boundary,etc.); Step3: Constructionofarecyclingshedandadikeboundary; Step3: Managementofincomingwaste(recordingofincomingwaste,introductionof tippingfee,etc.).

ᇏ MaintenanceofWasteCollectionService Asof2018,KALGOVprovidesawastecollectionservicetoalltheresidentsonEbeyeby usingtwocompactortrucks.Thesetrucksarestillworkingwellbutwillreachtheendof theirusefulworking livesbeforetoolong.Aninvestmentplan,thatincludesreplacing wastecollectionvehiclesandequipment,aswellaswastecontainersͲwheeliebinsand dumpstersͲneed to be formulated. At the same time, it is necessary for KALGOV to identify and place an order of required spare parts alongside the purchasing of new equipment in order to save time and cost for future operation. This requires the followingsteps:

Step1: Formulateinvestmentplanforwastecollectionservices; Step2: Replacementofwastecollectiontrucks; Step3: Replacementofwastecontainers; Step4: Properoperationandmaintenanceofwastecollectionequipment.

ᇏ EstablishmentofFinanciallySustainableSWMSystem As reiterated previously, consideration of the financial sustainability of SWM is crucial at this juncture of the political and economic situation faced by the RMI. BasedonuserͲpaysprinciples,thefollowingstepsarerequired:

Step1: ExaminethecurrentcostforSWMmanagement; Step2: Estimate the amount that KALGOV needs to collect from service users (from householdsaswellasthebusinesscommunity.); Step3: Decideamong key stakeholdersonthe methods ofincomecollection,suchas collection fees, tipping fees or an environmental levy, along with a determinationoftheamountofsuchfeesorlevy; Step4: Formulateamunicipalordinance(ifnecessary,conductapublichearing); Step5: Informresidentsofthenewsystem; Step6: Startfeecollection.

3.7.2. TimeFrame WhilesomepartsofthisPlanͲsuchasvisionandguidingprinciplesͲcoverthe10Ͳyearperiodfrom 2019to2028,thesectionofstrategicplanning,themainbodyofthisSWMPͲEwilltargetthefiveͲ yearperiod,from2019to2023.Thetimeframeforkeystrategicactionsisshowninthetablebelow.

24 Table3Ͳ1:Timeframetoconductstrategicactions

3.8. Target

Numericaltargetsforstrategicactionsaresetinordertoevaluateprogressofactionsquantitatively.

NumericaltargetsforthemidͲtermtargetyearin2023,andforfinalyearin2028,havebeenset basedonthefuturepopulationprojectionsandfuturewasteamount(wastegenerationamountper personperday)projectedfortheislandofEbeye.

3.8.1. SettingFutureTargets Futuretargetsarebasedontheprojectedfuturepopulation,wasteamountsandstrategicvalues.

25 Table3Ͳ2:TargetsunderSWMPͲE

Item Unit 2017 2023 2028

3Rsrate(togenerationwaste amount) %81011

Collectionrate (todischarge wasteamount) %686870

Inappropriatedischargerate(to generationwasteamount) %000

Rateofwaste transported directlytolandfillsite %323230

Table3Ͳ3:Planningindices

Item Unit 2017 2023 2028

Population person 10,186 10,431 10,663

GDPGrowthRate % 2.2 3.4 4.4

Wastegenerationrate g/person/day 868 955 1,063

- Householdwaste lb/person/day 1.9 2.1 2.3

Wastegenerationrate g/person/day 1,228 1,410 1,570

- MSW lb/person/day 2.7 3.1 3.4

3.8.2. FutureWasteFlow WasteflowcreatedbasedonthenumericaltargetsformidͲtermtargetyearin2023andforfinal targetyearin2028areshownbelow.

Table3Ͳ4:Futurewasteamount

Unit 2017 2023 2028

Generationamount ton/day 12 15 17

Dischargeamount ton/day 11 12 14

26 Collectionamount ton/day 8 8 10

3Rsamount ton/day 1 2 2

Finaldisposalamount ton/day 11 12 14

27 Figure3Ͳ1:Futurewasteflowin2023

Figure3Ͳ2:Futurewasteflowin2028

3.8.3. SettingthePlanningIndices a. FuturePopulation

ThepopulationinEbeyehadincreasedby363peoplebetween1999to2011basedonthecensus data.Futurepopulationispredictedbasedonthegrowthratesbetween1999and2011asshown below.

28 Table3Ͳ5:Futurepopulation

Census Growth Present Futureestimation rates(%) 1999 20111999Ͳ2011 2017 2023 2028

Nene 1 1 0.0 1 1 1

Gugeegue 143 241 4.5 327 424527

Ebwaj 7 15 6.7 23 3447

North Loi 66 62 -0.5 60 58 56

South Loi 10 2 -12.5 1 0 0

Ebeye 9,345 9,614 0.2 9,774 9,914 10,032

Total 9,572 9,935 0.3 10,186 10,431 10,663

b. FutureWasteGenerationAmount

FuturewastegenerationamountinEbeyeisestimatedusingthefollowingformula;

(Futurewastegenerationrateperpersonperday)x(Futurepopulation)=Futurewastegeneration amountinEbeye.

Futurewastegenerationrateperpersonperdayisheavilyinfluencedbytheeconomicconditions. ActualGDPgrowthrateofRMIfrom2008to2016aspublishedbytheWorldBankwasusedasthe economicindicatortoestimatefutureGDPgrowthrate.Futurewastegenerationrateperperson perdaywasestimatedbasedonthefutureGDPgrowthrate. b.1. GDPGrowthRate

TheactualGDPgrowthrateoftheRMIfrom2008to2016publishedbytheWorldBankwasusedto estimatethefutureGDPgrowthrate.TheactualandestimatedGDPgrowthratesupto2028are showninthenexttable.TheGDPgrowthrateisestimatedtobe3.4%and4.4%inmidͲtermtarget yearin2023andlongͲtermtargetyearin2028respectively.

29 7.875

5.25 (%) Rate

2.625 㼥㻌㻩㻌㻟㻤㻥㻚㻤㼘㼚㻔㼤㻕㻌㻙㻞㻥㻢㻟㻚㻥 Growth 0.

2007 2009 2012 2014 2016 2018

Ͳ2.625 Year

Figure3Ͳ3:FutureGDPGrowthRate b.2. WasteGenerationRate

CurrentwastegenerationratesforhouseholdandnonͲhouseholdareshowninthetablebelow.

Table3Ͳ6:Wastegenerationrate NonͲhousehold MunicipalSolid Year Unit Householdwaste waste Waste

g/person/day 868 355 1,228 2017 lbs/person/day 1.90 0.78 2.70

b.3. FutureWasteGenerationRate

Thefuturewastegenerationrateisdeemedtoincreaseinproportionwitheconomicgrowth.Itis necessarytoexaminetherelationshipbetweenGDPandtheincreaseinwastegenerationrate.The wastegenerationrateofeachgenerationsourcemayincreaseinproportiontothegrowthofGDP. TheJapanesestatisticswhichwererecordedfrom1963to1988,theonlyavailabledataofitskindin theworld,showthetrendofthewastegenerationrateduetothedevelopmentoftheeconomyas follows:

ವ Atthetimeofdevelopingeconomy(1963to1970) IncreaseofGenerationRate=0.55ofGDPgrowthrate.

ವ Atthetimeofdevelopedeconomy(1975to1988) IncreaseofGenerationRate=0.29ofGDPgrowthrate.

30 Thesemetricshavebeenadoptedtomakeestimatesofthefuturewastegenerationrateintheplan, basedontheaboveJapanesestatistics.

ವ Generationrateofhouseholdandotherthanhouseholdwasteswillincreaseat55%oftheGDP growthrateineachyear.

Table3Ͳ7:Futurewastegenerationrate Year unit household NonͲhousehold Total wastes wastes

2023 g/person/day 955 455 1,410

lbs/person/day 2.1 1.0 3.1

2028 g/person/day 1,063 507 1,570

lbs/person/day 2.3 1.1 3.4

31 4. ActionPlan By reflecting upon the vision, the guiding principles and the identified SWM issues, the specific activitiesrequiredtopursuetherealizationofthisplanarearticulatedandpresentedinthischapter. Thisactionplan,whichdefinedtheprioritiesforthenextfiveyears,isformulatedbelow.

Theactionplanconsistsofthefollowingfourcomponents:

Component1:IntroductionofCDLprogram; Component2:Improvementofthefinaldisposalsite; Component3:Maintenanceofwastecollectionservices; Component4:EstablishmentofafinanciallysustainableSWMsystem.

Foreachcomponent(i)thenecessaryactivities,withpersonnelrequirements;(ii)implementation schedule;and(iii)implementationcosts,aredetailed.

4.1. Component1䠖IntroductionofCDLProgram

4.1.1. Necessaryactivities ActivitiesrequiredtointroducetheCDLprogramintoEbeyeareasfollows.

i. ProvideTrainingtothecustomofficerstoimposedepositsonimports; ii. Constructtherecyclingshed;procureandinstallmaterialrecyclingfacilities; iii. Providetrainingtotherecyclingoperator,KALGOV; iv. Conductanawarenessraisingcampaigntothepublic; v. StartCDLoperationfullyinEbeye. Table4Ͳ1:ActivitiesrequiredandorganizationsresponsibleforintroductionofCDLprogram

4.1.2. Implementationschedule TheimplementationschedulefortheintroductionofCDLisshownbelow.

32 Table4Ͳ2:ScheduleforIntroductionofCDLprogram

4.1.3. ImplementationBudget Thebudgetrequiredtoimplementthiscomponentisshowninthetablebelow.

Table4Ͳ3:BudgetforintroductionofCDLprogramin5years

4.2. Component2:Improvementofthefinaldisposalsite

4.2.1. Necessaryactivities Activitiesrequiredtoimprovethefinaldisposalsiteareasfollows:

i. Developabasemapforplanningpurposes; ii. Formulateanimprovementplan; iii. Implementanimprovementplan; iv. Manageincomingwastes.

33 Table4Ͳ4:Activitiesrequiredandorganizationsresponsibleforimprovementofthefinaldisposal site

4.2.2. ImplementationSchedule Theimplementationscheduleforimprovementofthedisposalsiteisshownbelow.

Table4Ͳ5:Scheduleforimprovementofthedisposalsite

4.2.3. ImplementationBudget Thebudgetestimatedtoberequiredtoimprovethedisposalsiteisshowninthetablebelow.

Table4Ͳ6:Budgetforimprovementofthefinaldisposalsite

4.3. Component3:MaintenanceofWasteCollectionServices

4.3.1. Necessaryactivities Activitiesrequiredtomaintainthewastecollectionserviceareasfollows:

i. Formulateinvestmentplanforwastecollectionservices; ii. Replacementofwastecollectiontrucks;

34 iii. Replacementofwastecontainers; iv. Properoperationandmaintenanceofwastecollectionequipment. Table4Ͳ7:Activitiesrequiredandorganizationsresponsibleformaintenanceofwastecollection services

4.3.2. ImplementationSchedule Theimplementationscheduleforthemaintenanceofwastecollectionservicesisshownbelow.

Table4Ͳ8:Scheduleformaintenanceofwastecollectionservices

4.3.3. ImplementationBudget The budget estimated to be required to maintain waste collection services is shown in the table below.

35 Table4Ͳ9:Budgetformaintenanceofwastecollectionservices

4.4. Component4:EstablishmentoffinanciallysustainableSWMsystem

4.4.1. Necessaryactivities ActivitiesrequiredtoestablishfinanciallysustainableSWMsystemareasfollows: i. Examinethecurrentcostforsolidwastemanagement; ii. EstimatethenecessarymonthlyfeetocoverSWMcosts; iii. Decideamongstakeholdersonthemethodandamountoffee/levy; iv. Formulatemunicipalordinance; v. Informresidentsofthenewsystem; vi. Startlevy/feecollection. Table4Ͳ10:Activitiesrequiredandorganizationsresponsibleforestablishmentoffinancially sustainableSWMsystem.

4.4.2. ImplementationSchedule The implementation schedule for the establishment of a financially sustainable SWM system is shownbelow.

36 Table4Ͳ11:ScheduleforestablishmentoffinanciallysustainableSWMsystem

4.4.3. ImplementationBudget ThebudgetestimatedtoberequiredtoestablishafinanciallysustainableSWMsystemisshownin thetablebelow.

Table4Ͳ12:BudgetforestablishmentoffinanciallysustainableSWMsystem

4.5. TheActionPlan

4.5.1. ScheduleoftheActionPlan(2019Ͳ2023) EntireschedulefortheActionPlanisshowninthetablebelow.

37 Table4Ͳ13:ScheduleoftheActionPlan(2019Ͳ2023) Component 1: Introduction of CDL program FY2019 FY2020 FY2021 FY2022 FY2023 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 1.1 Provide training to the custom officers to impose deposits on imports 1.2 Construct the recycling shed; procure and install material recycling facilities 1.3 Provide training to the recycling operator, KALGOV 1.4 Conduct awareness raising campaign to the public 1.5 Start CDL operation fully in Ebeye Component 2: Improvement of the final disposal site FY2019 FY2020 FY2021 FY2022 FY2023 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2.1 Develop base map for planning 2.2 Formulate improvement plan 2.3 Implement improvement plan 2.4 Management of incoming wastes Component3: Maintenance of waste collection services FY2019 FY2020 FY2021 FY2022 FY2023 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 3.1 Formulate investment plan for waste collection services 3.2 Replacement of waste collection trucks 3.3 Replacement of waste containers 3.4 Proper operation and maintenance of waste collection equipment Component4: Establishment of financially sustainable SWM system FY2019 FY2020 FY2021 FY2022 FY2023 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 4.1 Examine the current cost for Solid Waste Management 4.2 Estimate the necessary monthly fee to cover SWM cost 4.3 Decide among stakeholders on the method and amount of fee/levy 4.4 Formulate municipal ordinance 4.5 Inform a new system to residents 4.6 Start fee/levy collection *FY: From 1st of October to next year 30th of September **Q1: Oct.-Dec., Q2: Jan.- Mar., Q3: Apr.-Jun., Q4: Jul.-Sep.

4.5.2. CostoftheActionPlan MaincostitemsfortheActionPlanareshowninthetablebelow.

Table4Ͳ14:Listofestimatedcostofmainitemsbyeachcomponent Parchescostfor Designand Constructionand Components Personnelcost OMcost Machineryand printingcost treatmentcost equipment formaterial

38 ವ Preparation for ವ Fund for ವ Construction ವ Press machine ವ Design for Component1: CDL initial of recycling for material MRF IntroductionofCDL capital shed targeted CDL program system

ವ Operators and ವ Fuel and ವ Construction ವ Design for Component2: workers for lubricant of dike at the layout of Improvementofthe machinery for final disposal Ͳ disposal finaldisposalsite machinery site site.

ವ Operators and ವFuel and ವ Replace two Component3: workersforwaste lubricantfor compactor Maintenanceof collection machinery trucks Ͳ Ͳ wastecollection ವ Analyzerecordfor services spareparts. ವ Feecollection

Component4: ವ Preparation for ವ Preparation Establishmentof new waste fee for new financially collectionsystem ͲͲ Ͳsystem sustainableSWM system

EstimatedcoststoimplementtheActionPlanareshowninthetablebelow.Theentirecostofthe ActionPlanisestimatedatUS$2.3millionforfiveyears.

Table4Ͳ15:EstimatedcostoftheActionPlanbyeachcomponentin5years.

5. AnnualWorkProgram ToimplementtheActionPlan(AP),anAnnualWorkProgram(AWP)willbeprepared.Theprimary purposeofpreparingtheAWPistorequestthenextfiscalyear(FY)budget.KALGOVandEPAwill producetheAWPandsubmitittotheRMIGovernment.

ThecontentsoftheAWPwillconsistof(i)theactivitiesnecessarytoconducttheActionPlan;(ii)the implementationscheduleoftheActionPlan;and(iii)thecostoftheActionPlanestimatedforthe nextFY,fromOctober2018toSeptember2019.TheformforanAWPisshowninthischapter.

DraftAWPsforFY2019areattachedatAnnex1.

41 42 Annex1:AnnualWorkPrograminFY2019

46 47