OVERVIEW OF SOLID WASTE MANAGEMENT LAB AND MARKET CREA CREATION TION WORKSTREAM Presented by :
Puan Khalilulnisha Binti Abu Bakar Chief Officer Delivery Management Office National Solid Waste Department, Ministry of Urban Wellbeing, Housing and Local Government
Objectives of Solid Waste Management Lab
BACKGROUND SWM Lab was held between 27 May – 17 June 2015 to discuss on a more holistic and effective solid waste management and public cleansing berkesan
Lab findings were presented to Cabinet members in November 2015
SWM Lab Open Day was held on 25 February 2016 in Cititel Midvalley
Overarching issues related to Solid Waste Industry
Framework for Sustainable Solid Waste Management in Malaysia
EXPECTED DELIVERABLES AND OUTCOMES FROM THIS LAB
Deliverable
Description
1. Optimization & Minimization of Solid Waste (SWM)
Sustained implementation with continuous improvement in minimizing solid waste being sent to landfills Optimization of waste through recovery and treatment •
Target by 2020 100% implementation of mandatory separation at source in states adopting Act 672 22% of recycling rate to be achieved •
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2. Waste Facilities
To develop Sanitary Landfill for final disposal To identify other facilities required to optimize the Solid Waste Management that helps to prolong the lifespan of landfill
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3. Market Creation
Waste-to-wealth focus for identification of viable SWM activities where GoM CAPEX/OPEX burden can be transitioned/reduced by Private Sector Enterprise & Innovation Creation of viable, safely regulated private sector SWM industry that generates jobs & GNI Capacity-building of GoM readiness for combined legal, business evaluation, policy, regulatory & technical expertise
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4. Public Cleansing
5. Governance Legislation
To build 23 Integrated Regional Sanitary Landfill with transfer stations network Safe closure of 17 open dump sited by 20 20 Sufficient facilities to support the 40% diversion of waste from landfill •
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Fully operational waste flow data gathering: intelligence & knowledge on waste-derived resources by localized generation & demand Addressing linkages of feedstock security & product offtake (via Waste Symbiosis) Establishment of robust SOP pipeline for Private Sector business proposals; from GoM evaluation through to full commercialized implementation •
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Seek optimal strategy for viable balance of Cost optimization for better value / quality by Service Level vs Cost across different areas 2020 &
To create a overall waste governance platform to monitor, manage & oversee the development of the SWM Industry To review Act 672 and policies & regulations; restructuring where necessary to optimize •
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Streamlining of diverging waste management governance, acts & policies by 2020
Introducing the Initiatives and Enabling Projects 1. Optimisation & Minimisation of Solid Waste
2. Waste facilities
Minimization of solid waste Basic infrastructure sanitary landfill generation and safe closure of dumpsite Other related waste optimization nationwide initiatives Waste treated facilities to support the waste diversion from landfill •
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3.Market Creation MSW feedstock readiness Create vibrant enterprise: Conducive market structure Identify viable market initiation projects • •
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4. Public Cleansing Review Concession Agreement in 2018 Carve out of Public Cleansing from Act 672 Strengthen enforcement •
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5. Governance and Legislation Governance structure for SWM Review of Act and Legislations related to SWM
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Market Creation
3 Initiatives
Owner
Key Milestone •
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Key Thrust
JPSPN,SWC ORP
Create Vibrant Enterprise: Conducive Market Structure
JPSPN,SWC ORP, JPA,EPU, MOF JPSPN,SWC ORP, MOF, MIDA,
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Key Enablers
MSW Feedstock Readiness
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Identify Viable Market Initiation Projects Facilitation Fund Options
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in 2016 Phase 2 : Automation & Streamlining commence in 2017 Finalisation of Market Initiation Projects by July 2017 Monitoring of Market Initiation Projects on-going Data linkage to CANS & Dashboard by Q3 2017 Replication of Market Initiation Projects from 2018 onwards
To Be Determined
JPSPN, MOF, EPU
To Be Determined
SWM Industry Incentives
JPSPN, MIDA, MITI
To Be Determined
Unlocking Bank Financing
JPSPN
To Be Determined
Green Government Procurement
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JPSPN, MOF, EPU
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Phase 1 : Minimum Viable Product - Develop & Circulate the Catchment Area Needs Statement starting 2015 Phase 2 : Preliminary Automation starting 2016 Phase 3 : Ramp-up capacity of CANS platform to deal with larger volume,the Dashboard Integration in 2017 Phase 1 : Building Pipeline Commence
Key Initiatives under Feedstock Readiness To unlock recovery value : 1. Catchment Area Needs Statement (CANS)
OWNER : JPSPN, SWCorp KPI : Launch of CANS TARGET : 1 JAN 2016
Compile & circulate catchment area tonnage diversion needs & current waste-flow chart. Clarify of this needs data helps leverage on Private Sector ingenuity in delivering suitable & appropriate proposals for addressing stated needs; taking over CAPEX/OPEX to reduce GoM burden.
To avoid delay, this should kick-start with a minimum viable information phase, adding on secondary useful data as the programme progresses. The supporting data framework for CANS helps to define parameters of useful & usable MSW feedstock intelligence; how to account for appropriateness of business models by locality-specific character (HIRU),, and any competing, conflicting, or complementary relationships with industries in close geographic proximity
Key Initiatives to Create Vibrant Enterprise To create conducive market structure for enterprising business innovation & market efficiency 2. Commercialization Pipeline, Capacity Building for industry development
OWNER : JPSPN, SWCorp, JPA, EPU, MOF KPI : Launch of Pipeline TARGET : 1 Jan 2016
Addressing concerns that JPSPN has not been able to respond, evaluate and approve private sector proposals in the past; this delivers appropriate setup of capacity to Facilitate evaluation & approval of private sector entry into SWM. In addition to an SOP for receiving proposals and a guideline of evaluation criteria to determine business sustainability: it calls for building up a dedicated industry Development capacity within JPSPN: skill sets needed will include understanding policy, legal contract, and strategic business viability. Tools needed will include: Mechanism for identification & implementation of business-viable projects, along with guideline to holistic criteria for evaluation Fast-track evaluation & implementation of Private Sector Projects geared at reducing The long-term GoM burden on SWM CAPEX/OPEX financing, technical expertise & manpower.
Key initiatives to Identify Viable Market Pilots Initiatives to build future capacity: 3. Identify Viable Market Initiation Projects
OWNER : JPSPN, SWCorp, MOF, MIDA KPI : Launch of Market Initiation TARGET : 1 JULY 2017
To kick-start Market Creation, potential pioneering projects need to be implemented and tracked as Proof-of-Concept that the proposed market creation strategies work. Market Initiation Projects proposed are evaluated for business viability using the CANS and holistic evaluation criteria developed for the Commercialization Pipeline. Once successful, these can to be later replicated to assist more rapid mobilization towards the 2020 target of 40% diversion from landfills. Data collected from the operation of these Market Initiation Projects will also enable target-setting quantity & timeline estimation of how much tonnage diversion can be projected from private sector involvement.
Market Creation is about activating private sector initiated waste management, treatment & recovery; as a sustainable solution to the unsustainable cost escalation of Solid Waste Management on Federal Budgets. Current Barriers : Lacking facilitation to enable Private Sector entry and participation to assist tonnage diversion from landfills. SWM still viewed as a GoM infrastructure responsibility rather than a green growth industry (GNI, Jobs & Investment). Enabling Solutions : Creation of a channel to facilitate Private Sector involvement & participation in waste management; in collaboration & support of existing GoM plans.
e h n o t i g t n a r i r o u t b a c l l u o r t S C
Critical GoM public service, ready budget: Plan & Build Sanitary Landfill Facilities
Lower urgency and/or no ready budget allocation : Enable Private Sector
Execution of detail facilities plan by JPSPN with Federal Budgets
Execution detail facilities plan by JPSPN with private sector (PPP) State the avoidance cost below which Private Sector Innovation can assist (PPP/PFI)
Fulfil critical Public Service Need Final cost below GoM Benchmark Achieve COST AVOIDANCE & build alternate
Maturation of Solid Waste Management Systems
Types of waste Municipal Solid Waste (Household & Commercial) Construction & Demolition Electrical & Electronic Waste (eWaste / WEEE) Hazardous Toxic Waste Bio-medical (Clinical) Healthcare
Problem Origination Analysis : Broken Pipelines Impeding the Viability of WSM Waste -to-Wealth Industry
Sekian, terima kasih.