Faisalabad Waste Management
Company
Action Plan to Expand Solid Waste
Management Services to the Entire City Area
April 2015
Draft Report
Faisalabad Waste Management Company
FWMC Complex, University Road, Near DCO Office, Faisalabad
Phone: 041-9200106
Faisalabad Waste Management Company
Executive Summary
Cities are at the nexus of a further threat to the environment, namely the production of an
increasing quantity and complexity of wastes. TMA Faisalabad City had certain functions to
perform in respect of Solid Waste Management but lack organizational capability to perform
those functions. And hence it deemed expedient in public interest to exclusively entrust those
functions to the FWMC for purposes of efficiency, economy and effectiveness in performance
of those functions.
The City District Government Faisalabad (CDGF), desired to improve the system of Solid
Waste Management in the City and the CDGF found its existing organizational capability
inadequate to achieve intended results to protect public health, safety and welfare through
comprehensive and Integrated Solid Waste Management, and, upon its request, the Chief
Executive of the Province allowed formation and incorporation of the FWMC, inter alia, to
effectively manage, regulate and control Solid Waste in Faisalabad City under section 42 of
the Companies Ordinance to implement the integrated solid waste management (ISWM) which
is a dire need of the future for saving public health, land, economic resources and the
environment at the large. SAMA was signed by and between CDGF and FWMC; it’s the
responsibility of the FWMC to plan, execute, management and monitor the SWM operation.
Currently FWMC is providing services in 113 union councils(4Towns i.e. Madina Town, Iqbal
Town, Jinnah Town, Laylpur Town ) of the City District Faisalabad excluding; Cantonment
Board; Defense Housing Authority; Private Housing Societies/Schemes; Areas managed by
Pakistan Railways or by any other federal agency. However, it’s the mandate of the FWMC as
per DLI-5 to expand its services to the entire City without the any rural/urban decimation.
FWMC is currently operating at a collection rate of 45 - 63% while before the establishment
of FWMC, the CDGF was operating at the collection rate of 40%.
In order to expand services to entire city level and to improve service delivery standard; FWMC
require more resources in terms of manpower, tools & equipment etc.
Executive Summary
Faisalabad Waste Management Company
Table of Contents
1
2
Introduction ........................................................................................................ 1
1.1
Boundary Alignment ............................................................................................... 1
1.2
Description of the DLI ............................................................................................ 1
1.3
DLI-5 Baseline ......................................................................................................... 1
1.4
Requirements of Year-1 .......................................................................................... 1
1.5
Requirement of Year-3 ........................................................................................... 2
1.6
Waste Management Companies and DLI-5 .......................................................... 2
1.7
DLI-5 & Revised Action Plan for Waste Management Companies ................... 2
Faisalabad Waste Management Company ...................................................... 3
2.1
Introduction ............................................................................................................. 3
2.2
Objectives of Establihing FWMC .......................................................................... 4
2.3
Functions of the FWMC under SAMA ................................................................. 4
2.4
Functions of the CDGF under SAMA ................................................................... 6
2.5
Project Area ............................................................................................................. 8
2.6
Existing Population and Waste Generation .......................................................... 9
2.7
Waste Generation – International and National Scenario .................................. 9
2.8
Waste Composition................................................................................................ 10
2.9
Territorial Jurisdiction of FWMC Operations................................................... 10
2.10 Institutional Set Up ............................................................................................... 13
3
FWMC Operation and Performance Review .................................................. 16
3.2
3.3
3.1.1
Primary Collection and Storage ................................................................. 17
3.1.2
Secondary Collection ................................................................................. 17
3.1.3
Waste Handling and Transportation .......................................................... 18
3.1.4
Disposal of the Municipal Solid Waste ..................................................... 19
Current Recycling/ Resource Recovery Practices in Sahiwal Division ............ 20
3.2.1
Formal Recycling ....................................................................................... 20
3.2.2
Informal Recycling/ Resource Recovery ................................................... 20
3.2.3
Status of Operational Equipment and Vehicles ......................................... 22
Constraints and Challenges .................................................................................. 28
4
SOLID WASTE MANAGEMENT STRATEGY .................................................. 30
5
Resource Planning for Phased Extension of SWM Services ....................... 32
5.1
Ageing and Asset Categorization & Risk Assessment ....................................... 37
Table of
Contents
Faisalabad Waste Management Company
6
Action Plan to Expand Service Delivery to Maximum Area of the City ....... 38
Table of
Contents
Faisalabad Waste Management Company
List of Tables
Table 2-1: Physical Composition of MSW, Faisalabad, 2014 ................................................. 10
Table 2-2: Existing Human Resources of FWMC ................................................................... 15
Table 3-1: Operational equipment and vehicles ...................................................................... 23
Table 3-2: Performance review of FWMC .............................................................................. 27
Table 3-3: Summary of the constraints and challenges ........................................................... 29
Table 5-1: Asset Categorization and Risk Assessment............................................................ 37
Table 4-1: General requirements of the FWMC for Extension of the SWM services ............. 38
Table 6-2: Action Plan for Phased Extension of SWM Services, Faisalabad ......................... 40
List of Tables
Faisalabad Waste Management Company
List of Figures
Figure 2-1: Faisalabad map ........................................................................................................ 8
Figure 2-2: Faisalabad map as per DLI-5 ................................................................................ 12
Figure 2-3: Organogram of Faisalabad Waste Management Company................................... 14
Figure 3-1: SWM Operations.................................................................................................. 16
Figure 3-2: Primary collection activities.................................................................................. 17
Figure 3-3: Secondary collection activities.............................................................................. 18
Figure 3-4: Waste transportation tools ..................................................................................... 19
Figure 3-5: Disposal of solid waste ......................................................................................... 19
Figure 5-1: Lifecycle of an asset .............................................................................................. 32
Figure 5-2: Lifecycle Asset Management (Network of Asset Management) .......................... 33
Figure 5-3: Asset Management Framework ............................................................................ 34
Figure 5-4: Methodology to Prepare an Integrated Asset Management Plan .......................... 36
List of Figures
Faisalabad Waste Management Company
List of Acronyms
CDGF
City District Government Faisalabad
FWMC
Faisalabad Waste Management Company
GoPb
Government of Punjab
HR
Human Resource
ISWM
Integrated Solid Waste Management
IT
Information Technology
JICA
Japanese International Cooperation Agency
KPIs
Key Performance Indicators
MSW
Municipal Solid Waste
P&D
Planning & Development
R&D
Research &n Development
SAMA
Services and Assets Management Agreement
TMA
Tehsil/Town Municipal Administration
UC
Union Council
List of Acronyms
Faisalabad Waste Management Company
1 Introduction
1.1
Boundary Alignment
Government of the Punjab, Pakistan with financial assistance from the World Bank, is
implementing “Punjab Cities Governance Improvement Project (PCGIP)” for
strengthening systems for improved planning, resource management, and
accountability in five large cities of Punjab, i.e. Lahore, Faisalabad, Multan,
Gujranwala and Rawalpindi.
The project supports resolving one of the key governance issue of fragmented mandates
and jurisdictional boundaries of the city entities such as WASA, Waste Management
companies, TMAs/Development Authorities etc. through Disbursement Linked
Indicator-5 (Boundary Alignment).
1.2
Description of the DLI
This project will support the introduction of an integrated spatial planning, development
and asset management planning process that will use a common boundary definition
and in which all city level entities participate. A common boundary will be used by the
City and the city entities for the purposes of spatial planning which will be coordinated
at the city level. Similarly, the city will coordinate the preparation of a multi-year
development and asset management plan which will prioritize the demand of the
citizens, the needs of the city and city entities.
1.3
DLI-5 Baseline
Disbursement Linked Indicator-5 (DLI-5) covers boundary of “city” area adopted by
each city and its entities as their planning and service area. In each City District,
planning and service areas of CDG and city entities are different. As such, the notified
“city” boundary has not been adopted by city entities for urban spatial and
development/maintenance planning.
1.4
Requirements of Year-1
Adoption of DLI-5 by city district government Faisalabad of city boundary as their
respective planning area for the purposes of Integrated Development and Asset
Management Planning (IDAMP).
Introduction
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1.5
Requirement of Year-3
A notified and approved Action Plan for phased extension in “Service Delivery” area
for city entities to align such area to “city” boundary over the Action Plan time period.
1.6
Waste Management Companies and DLI-5
Waste management companies have been established in the large cities of the Punjab
province to provide improved and reliable service delivery for solid waste management.
SAMA was signed by and between the CDGs and Waste Management Companies for
provision of the services within the jurisdiction of CDGs of that time. Now, due to
revised boundary alignment, the jurisdictions for service delivery of solid waste
management have to be revised and necessary modification in the SAMA shall be
made.
1.7
DLI-5 & Revised Action Plan for Waste Management Companies
So far companies are providing waste collection services according to the action plan
within the jurisdiction signed in SAMA. Now, due to boundary alignment, companies
have to extend waste service coverage to the entire city level including urban and rural
areas. For this, they need a revised Action Plan.
P&D will ensure that all proposal and investment requirement as per notification of
HUD&PHED all planning, mappings and design of asset management and renewal and
replacement system shall confirm to the city boundary. A certificate will accompany
with all investment application, PC –I & project proposal etc.
Introduction
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2 Faisalabad Waste Management Company
2.1
Introduction
Rapid urbanization coupled with increasing economic activity in Faisalabad City
resulted in generation of high volumes of solid waste bringing solid waste management
at the forefront of environmental concerns. Deteriorated condition of the city and
insufficient and obsolete Solid Waste Management (SWM) infrastructure underlined a
greater need for effective measures to be taken in this regard.
During the time when waste collection was the responsibility of the Tehsil Municipal
Administration (TMA), collection of solid waste was usually confined to the city
centers and high income neighborhoods, and even there; the service was usually
irregular. The urban poor residing in informal settlements had very little or no access
to solid waste collection and the areas contiguous with open dumps were particularly
vulnerable. Most parts of the urban centers of the Faisalabad city therefore never
benefited from the solid waste collection by the TMAs.
The City District Government Faisalabad (CDGF), desired to improve the system of
Solid Waste Management in the City and the CDGF found its existing organizational
capability inadequate to achieve intended results to protect public health, safety and
welfare through comprehensive and Integrated Solid Waste Management. Therefore on
the request of concerning TMA, the Chief Executive of the Province allowed formation
and incorporation of the FWMC, inter alia, to effectively manage, regulate and control
Solid Waste in Faisalabad city under section 42 of the Companies Ordinance to
implement the integrated solid waste management (ISWM) which is a dire need for
future concerns of public health, land, economic resources and the environment at the
large.
The Company is limited by guarantee having no share capital and is formed not for
profit within the meaning of Section 42 of the Companies Ordinance, '1984 organized
and established for development in the field of Solid Waste Management to provide
sustainable, efficient and affordable waste management services for the citizens of
‘Punjab’ and also to provide necessary facilities in order to enable the existing solid
waste management system of the province to undertake activities of income generation
and to enhance the quality of the existing system.
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Faisalabad Waste Management Company
According to Section 54-A(p)(iii) of Punjab Local Government Ordinance, 2001, the
TMAs in Faisalabad city have certain functions to perform in regards to Solid Waste
Management but lack organizational capability to perform those functions. Hence it is
believed to be expedient in public interest to exclusively entrust those functions to the
FWMC for purposes of efficiency and economic effectiveness in performance of the
respective functions.
Objectives of Establihing FWMC
2.2
The company has been established at the city level with the following objectives:
 Improving the existing solid waste managemnt services at the divisional level;
 Extending coverage for waste management services to the entire city level
including urban and rural areas;
 Initiating environmentally sound Municipal Solid Waste Management
(MSWM) through reinforcing reuse, recycle and recovery; and
 Promoting environmentally sound waste disposal and treatment options.
Functions of the FWMC under SAMA
2.3
On commencement of Services and Asset Management Agreement (SAMA) the
following functions of the CDGF and the TMAs in the City District Faisalabad are
being planned, performed, and managed and SWM is no more the responsibility of the
TMA or CDGF.

Managing, controlling and monitoring existing procedures, processes, actions,
activities, facilities, operations, schemes, plans, programs and assets of the
CDGF directly or indirectly related to generation, collection, separation,
storage, reuse, recycling, transportation, transfer, reduction, treatment and
disposal of Solid Waste.

Developing and implementing framework for regulating Solid Waste
Management service delivery.

Expansion, increase, enhancement and improvement in existing organizational
capability for solid waste management; introduction of new schemes, plans,
programs, operations, activities, actions, procedures, processes for solid waste
management, making and executing decisions to downsize or discontinue
schemes, plans, programs, operations, activities, actions, operations,
procedures, processes for solid waste management.
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
Managing, controlling, using, maintaining machinery, equipment’s, tools,
plants, vehicles, lands, buildings, structures and other moveable and
immoveable assets owned, managed or controlled by the CDGF for solid waste
management, except those assets which the FWMC and CDGF mutually agree
to be retained by the CDGF; in furtherance to these powers the FWMC may act
as an agent of the CDGF to dispose of the condemned movable assets of the
CDGF and the amounts received therein shall be adjusted in the next financial
claim of the FWMC.

Managing, controlling and supervising persons engaged by the CDGF in
connection with solid waste management and whose services are placed, at the
disposal of the FWMC, repatriating such persons to the CDGF, incurring
employee-related expenditures out of moneys received for the purpose and
exercising other powers and functions in respect thereof.

Receiving moneys from the CDGF for performance of functions assigned to the
FWMC under this Agreement and appropriating and spending these moneys in
accordance with standing operating procedures of the FWMC.

Taking all such steps as are deemed necessary and expedient by the FWMC for
effective management of solid waste in order to safeguard public health, ensure
that waste is reduced, collected, stored, transported, recycled, reused or
disposed of, in an environmentally sound manner and promoting safety
standards in relation to such waste and issuing specific directions to persons and
entities to arrange solid waste management in the manner determined by the
FWMC.

Promoting public awareness of importance of waste reduction, resource
recovery and comprehensive and efficient solid waste management and
fostering understanding of its importance for conservation, protection and
proper use of environment and initiating, carrying out or supporting, by
financial means or otherwise, research which, in the opinion of the FWMC , is
relevant to any of the functions assigned to it.

Proposing cost recovery measures for services provided by or on behalf of the
FWMC and suggesting actions regarding taxes, fees, user charges, surcharges,
ceases, rents, rates in respect of solid waste management, receiving and
appropriating all receipts recovered in respect thereof.

Proposing general standards, guidelines and codes of practice relating to solid
waste management including minimum specifications of equipment used for
solid waste management and ensuring compliance with such standards,
guidelines and codes.
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
Performing all functions assigned to the FWMC and such other functions which
are connected with or ancillary to those functions or which are necessary for
performance of those functions either directly or through other entities by
making contractual arrangements.

The FWMC will make arrangements to provide services for implementing
integrated Solid Waste Management in Faisalabad. However cleanliness
arrangements at public facilities such as municipal bus terminals will be carried
out on need basis as and when required by the CDGF.

All audit reports of FWMC and audited accounts of the FWMC shall be
submitted to the CDGF by the FWMC within one month of finalization thereof.

All Agreements for procurement of goods and services duly executed by the
CDGF and enforceable on the commencing date of this Agreement shall remain
applicable to the FWMC unless completely performed, terminated, varied or
notated in accordance with law and the FWMC shall have authority to exercise
all powers available to the CDGF in respect thereof.
Functions of the CDGF under SAMA
2.4
The office of the District Officer (Solid Waste Management) CDGF is responsible for
carrying out the following functions after signing of the SAMA.

Monitoring of the Key Performance Indicators (KPIs)

Matters relating to payment of, pension contribution of regular employees,
commuted value of pension, monthly pension, family pension, gratuity and
reimbursement of medical charges to retired regular employees of CDGF or
their legal heirs and in this regard the adequate resources shall be allocated by
the CDGF each year in prescribed manner.

CDGF shall exclusively be responsible for payment of all previous liabilities
relating to pension payments, compensation in death cases and leave
encashment of CDGF employees.

Prosecution of Offenders, handling and defending pending court cases
regarding Solid Waste Management and defending court cases regarding past
transactions brought to litigation after signing of this Agreement.

In all such court cases where CDGF and FWMC are jointly made parties as
defendants, Legal Advisers of CDGF may act as joint attorney of the CDGF and
FWMC and in such cases CDGF shall exclusively be responsible for payment
of their services. However the Company may also engage its independent Legal
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Counsel in such cases where it deems necessary and will also bear the
responsibility of payment of services.

Carrying out the disciplinary proceedings of regular and work charge employees
of CDGF whether placed at the disposal of FWMC or retained by CDGF.

CDGF shall provide fullest counterpart enforcement support to FWMC for
implementation of ISWM. FWMC may in consultation with CDGF propose
plans and models to improve enforcement mechanism of CDGF regarding
ISWM which shall be readily placed before the competent forum to seek
approval.

The CDGF shall initiate action to get approval from the competent forums of
any amendment or enact new, bye-laws, rules, regulations or guidelines to
facilitate the objectives of ISWM, as and when requested by FWMC.

CDGF shall be responsible for matters arising out of environmental liabilities
relating to completed, on-going projects, schemes, plans, activities, operations
etc. completed or initiated by or under its office with respect to solid waste
management.

CDGF shall carry out regular promotion board meetings for consideration of
promotion cases of regular employees placed at the disposal of FWMC as and
when requested by the FWMC.

The CDGF may ask FWMC to perform additional services, relevant to the
functions of FWMC, during the currency of this Agreement. Such additional
services shall be performed with the prior concurrence of FWMC. FWMC shall
submit an estimate of the additional time (if any) and the additional
remunerations for such additional services which shall be approved in writing
by the CDGF before the commencement of additional services.

In case of special circumstances or emergency the CDGF may by making
requisition to the FWMC require manpower and machinery and the FWMC
shall provide the required manpower and machinery to the CDGF on actual cost
basis.

The CDGF may request in writing to FWMC for providing special cleanliness
services on certain locations or buildings etc. purely on administrative grounds
or on emergent need basis which will not be more than ten times during a month.
The FWMC shall provide these services without any demand for additional cost.
The scope of such services during one day should not be more than four hundred
man hours and commensurate machinery.
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2.5

Such other matters as the FWMC and the CDGF agree to be performed by the
CDGF or by any TMA from time to time.

Any additional task or function assigned by the Government of Punjab
exclusively to the CDGF.
Project Area
The present city of Faisalabad came into existence in 1904 by the name of Lyallpur
District. Faisalabad’s metropolitan though initially established to be an agricultural
market now enjoys being the third fastest growing city in terms of population and
industrial development in Pakistan. The city lies between longitude 73⁰ and 74⁰ east,
latitude 30⁰ and 31.5⁰ North at an elevation of 605 feet above sea-level. Total area
of the city district constitutes of 58.56 sq.km. Faisalabad shares its boundary with
Hafizabad and Sheikhupura towards north and northeast, Okara and Sahiwal towards
east and southeast and by Jhang and Toba Tek Singh towards west and southwest.
Figure 2-1: Faisalabad map
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Faisalabad’s industrial areas have numerous textile mills, cutlery manufacturing and
large agricultural processing plants, electronic equipment and furniture industry. The
jurisdiction of solid waste management services at present spreads over 113 urban
union councils (UCs) of Faisalabad city.
2.6
Existing Population and Waste Generation
The current population of Faisalabad is 3.5 million and approximately 1600 tons of
MSW is generated in the city every day (assuming waste generation rate of 0.45
kg/capita/day)1.
2.7
Waste Generation – International and National Scenario
The waste generation rates used are based on a mixture of local rates determined during
the waste audit survey and by comparison with rates from similar communities locally
and internationally. Generally the poorest communities in Pakistan have a generation
rate of only about 0.3kg per day as the income of the population increases so does the
mass of waste generated per person. Other studies in Pakistan have indicated that a
generation rate of 0.45 kg per day is appropriate and has been used here for the
municipal solid waste projections. According to an environment ministry study,
currently total solid waste generation in Pakistan is about 20.024 million tons a year;
this is approximately 59,000 tons per day2. This study revealed that the rate of waste
generation on average varies from 0. 23 kg / capita /day to 0.61 kg /capita/ day in rural
and urban areas respectively. Major cities like Karachi, Hyderabad, Faisalabad,
Rawalpindi, Peshawar etc. are producing much waste as compared to other cities in
terms of per capita generation. These cities are expected to double their populations in
the next 10 years. As a result the amount of waste being generated ranges from 1.896
kg/house/day to 4.29 kg/house/day which is increasing annually with respective to
population growth. Projects in other developing countries like Vietnam and the
Philippines often use a rate of 0.5 kg per person per day increasing to 0.6 kg per person
per day. Developed countries can generate up to five times of this amount.3 This gross
amount has to be reduced to account for at source (in-house or in-institution) recycling
and reuse. The waste characterization audit results confirm that the higher value
recyclables such as, metal and paper, plastics are already being recycled through
informal sector. This is typical of most developing countries where these high value
1
JICA Report, 2010. Basic Survey of Municipal Solid Waste Management in 8 major cities of Pakistan
Sara Ali, Environmental Problems of Lahore and Their Reporting, M.Phil. Thesis, Submitted to
Lahore School of Economics 2012
3
Solid Waste Management, Issues and Challenges in Asia,Eenvironmental Management Centre,
Mumbai, India 2005
2
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recyclables traditionally account for 3 to 5 % of the total waste stream for each
component.
2.8
Waste Composition
Physical composition describes the individual components of solid waste stream and
their relative distribution, usually based on percentage by weight. Data on the physical
composition of municipal solid waste (MSW) of Lahore were collected in September
2014 by the lean and Green (Pvt.) Ltd. Average values of different components in
percentage by weight, are presented in Table 2.1
Table 2-1: Physical Composition of MSW, Faisalabad, 2014
Sr. No.
Waste Component
1
Plastic & Rubber
6.60
2
Metals
1.00
3
Paper & Cardboard
7.67
4
Rags/ Textile waste
6.53
5
Glass ceramics
2.43
6
Bones
2.40
7
Food Waste
33.81
8
Leaf, Grass & Straw
7.36
9
Wood
1.07
10
Animal Waste
2.34
11
Dust, Dirt, Ash, Bricks, stone
28.79
Total
2.9
%/weight
100.00
Territorial Jurisdiction of FWMC Operations
According to Services and Assets Management Agreement (SAMA), the FWMC shall
provide SWM services in the areas falling within jurisdiction of CDGF. However, the
FWMC may also make special arrangements with any of the following entities on the
prescribed terms and conditions;


Co-operative Housing Societies;
Private Housing Societies/Schemes;
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

Areas managed by Pakistan Railways or by any other federal agency;
and
Any other area where CDGF is not legally responsible to provide SWM
services.
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Figure 2-2: Faisalabad map as per DLI-5
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2.10 Institutional Set Up
Governance plays a crucial role in managing services and systems in a given
framework, if, for any reason, the framework is missing, the system operates in vague.
Solid waste management in Faisalabad City has not been in priority list in past, resulting
in many of the shortcomings poor quality of services, improper management of assets,
and increased unnecessary financial obligations on the already poorly serviced sector.
SWM department of CDGF was conducting day to day business through the Punjab
Tehsil/Town Municipal Administration Rules of Business 20024 therefore the FWMC
is following the same business rules. As FWMC is exclusively responsible for the
planning, provision, management and operation of the solid waste management services
and the day to day business of the FWMC run under Punjab Local Government Act
2013. The FWMC is being managed through a Board of Directors (BOD), represented
by all public representatives, chamber of commerce, P&D department, Finance
department GoPb, CDGF, Universities, Local traders etc. However, the organization
also have full-time employees, in addition to a full-time Managing Director, who
reports to the Board of directors. The organogram of the FWMC is provided in Figure
2.3.
4
Punjab Tehsil-Town Administration Rules of Business, 2002
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BOD
Company
Secretary
Manager HR
(1)
AM Admin (1)
Manager
Operations (2)
Managing
Director
Sr. Manager
ABF (1)
AM
Communication
AM Operations (9)
Technician (8)
Officer Comm. (1)
DEO (6)
Manager
Transport/Wor
kshop
AM Accounts (1)
Figure 2-3: Organogram of Faisalabad Waste Management Company
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Table 2-2: Existing Human Resources of FWMC
Faisalabad
Designation
Occupied
Managing Director
Secretary to MD
Company Secretary and legal advisor
General Manager(Operations)
General Manager(HR & Admin)
General Manager (P&C)
Chief Financial Officer(CFO)
Sr./Manager Operation
Manager Communication and Marketing
Sr./Manager Landfill Site
Sr./Manger (HR)
Sr./Manger (Admin)
Sr./Manger (Procurement & C)
Sr./Manger (Contract)
Sr./Manager (Finance)
Sr./Manager (Accounts)
Sr./Manger (Workshop)
Sr./Manger(IT/MIS)
Sr./Manager(GIS)
Sr./Manager(Communication)
AM (Operations)
AM (landfill Site)
AM (Admin)
AM (HR)
AM (Procurement)
AM (Contracts)
AM (Accounts)
AM (Finance)
AM (IT/MIS)
AM (GIS)
AM (Communication)
AM (Legal)
Supporting Staff
Drivers & Sanitary Workers
Vacant
01
01
01
1
1
1
1
02
1
1
01
1
1
1
01
1
01
1
1
1
09
1
01
01
1
1
1
1
1
1
1
1
53
3149
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3 FWMC Operation and Performance
Review
Faisalabad Waste Management Company (FWMC), is acting as the private sector limbs
for the purpose of ensuring the provision services regarding solid waste management.
The basic operations performed by the FWMC are as follows:
Figure 3-1: SWM Operations
FWMC Operation and Performance Review
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3.1.1 Primary Collection and Storage
The main sources of solid waste generation are households and commercial facilities in
the urban areas. Most of the households store the waste at source before it is collected.
In primary collection; household waste collectors dispose of the waste of household.
The daily waste collection varies between 55-65% (which was never more than 40%
under TMA) leaving rest of the waste unattended due to inadequate physical, human
and infrastructure resources (vehicle/equipment, allocation of budget and finances).
Primary collection is carried out by the wheel barrows/wheelie bins/push carts. The
procurement and maintenance of the primary collection tools is the responsibility of the
FWMC as per SAMA agreement.
Figure 3-2: Primary collection activities
Some of the solid waste generated is dumped on the roadside, vacant plots, storm water
drains and open drains. In the urban centers most of such solid waste is collected by
sanitary workers and brought to the nearest collection point. However, peri-urban areas,
associated town and rural areas remain unserved and no proper waste collection and
disposal mechanism exists.
3.1.2 Secondary Collection
Sanitary workers after street sweeping collect solid waste from residential and
commercial areas and bring it to the nearest collection point by using hand push
carts/wheelie bins .
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Figure 3-3: Secondary collection activities
Waste collectors and households carry the waste to the secondary storage points. The
secondary storage point is usually a metallic container, a concrete enclosure or an open
space. (Filth depots, container collection points, waste enclosures and open collection
points).Collection vehicles include mini tippers, dump trucks, arm rolls, tractor trolley,
mechanical tractor loader and trolleys. The tractor trolleys collect the solid waste from
all collection points and transport it to main dumping site. This process is generally
carried out daily but for some localities the collection is done on alternate days due
shortage of vehicles.
3.1.3 Waste Handling and Transportation
For the purpose of waste transfer and transport tractor trolleys, dumper trucks,
mini tippers, arms rolls are used. Vehicles are dependent on physical layout of
roads and cost of manpower available.
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Figure 3-4: Waste transportation tools
These vehicles (tractor trolleys/min tipper/dump trucks) are loaded both by manual
loading and tractor loader. Use of tractor loader is an inefficient, time consuming and
produces health concerns. This loaded waste is carried to the authorized disposal sites
for the final disposal. The most of the transportation vehicles are equipped with autounloading mechanism.
3.1.4 Disposal of the Municipal Solid Waste
The collected waste is currently being disposed of at “Muhammad Wala” dump site
without any soil cover. This site has been used for 20-25 years. The city is still deprived
of a sanitary landfill. Waste remains uncovered and leachate generated from this waste
seeps through the soil and contaminates ground water.
Figure 3-5: Disposal of solid waste
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Current Recycling/ Resource Recovery Practices in Sahiwal
Division
3.2
Recycling is a form of resource recovery that allows the use of recovered materials in
a form similar to its original one. Significant recycling is already happening within the
household and commercial establishment and these successes must be included in the
overall percentages recycled/reused.
3.2.1 Formal Recycling
There are no formal recycling programs that have been implemented or supported by
the CDGF or FWMC. The current practice is that waste pickers sell recyclables to junk
shops and traders. The local recycling market is largely self-regulating, meaning that
junk shops will only buy materials that can be profitably sold.
3.2.2 Informal Recycling/ Resource Recovery
The informal recycling activities in Faisalabad are extensive and they have links with
all the stages in solid waste systems. They are sustainable and growing with the increase
in waste quantities and changes in consumption patterns. All the recycling activities in
Faisalabad District are run by the private sector, which are both medium scale and small
scale and most are informal in nature. In developed countries, governments support and
subsidies recycling to reduce the waste quantities and to gain long term environmental
benefits.
The informal recycling sector can be divided into two broad categories.

Waste picking from streets, dumping sites, and secondary collection points by
the scavengers (by waste pickers and sanitary workers) from communal bins
and disposal sites. The picked waste then passes through a number of dealers
and ultimately reaches the recycling facility. As this stream deals in
comparatively poor quality of waste, hence it is called as “dirty stream”.
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Typical components in this stream are waste paper, plastic bags, broken glass
and bottles, metals and bones.

Waste segregation at the source of generation and its further selling to itinerant
waste buyers which passes through a number of dealers and ultimately reaches
the large and recycling industry. This stream deals in comparatively better
quality of waste, hence it’s called as “clean stream”. Typical materials in this
stream are aluminum cans, metals, newspaper separated at source, PET bottles
and plastics. Some of the itinerant waste buyers and local scrape dealers buy dry
breads as well which is sold to the dairy farms where it’s used as feed of animals.
There are a number of stakeholders groups involved with recycling business. Figure 4.2
provides a brief description of the stakeholders involved in these two streams.
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Household/
Commercial facility
Dumping
Site
Segregate
d Items
Sanitary
Worker
Scavengers
Local
Kabariyas
FWMC
Truck/tipper
Main Kabariyas
Clean
Stream
Dirty
Stream
Dumpable
Waste
Recycling
Plant
Disposal
Sites
Controlled
Dumping
sites
Figure 3-5: Flow Chart of Handling Recyclables
3.2.3 Status of Operational Equipment and Vehicles
FWMC inherited all the equipment and vehicles from the city district government
through lease agreement under SAMA. Thereafter, Operation and Management (O&M)
of the inherited assets is the responsibility of the FWMC. Under this responsibility,
FWMC revamped the already existing workshop and operationalized its maximum
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fleet. Now 8 vehicles are equipped with tracking devices for their continuous
monitoring in the field. Beside, FWMC is plans to procure 1000 containers, 20
compactors and 24 mini tippers. Through dynamic top management’s keen
involvement; FWMC has achieved 63% collection efficiency in a years’ time.
Table 3-1: Operational equipment and vehicles
Vehicle Type
Functional
Arm Roll Trucks (5 m3 )
28
Tractor Trolleys
6
Pictorial Record
FWMC Operation and Performance Review
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Vehicle Type
Functional
Mini Tippers
8
Mechanical Sweeper
4
Water Sprinkler
10
Pictorial Record
FWMC Operation and Performance Review
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Vehicle Type
Functional
Tractor with Blade
4
Dumpers
24
Wheelie Bins
90
Pictorial Record
FWMC Operation and Performance Review
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Vehicle Type
Hand Carts
Functional
Pictorial Record
570
Table 4-2: Faisalabad’s detailed Inherited and Current Gear
Designation
Dumpers
Arm Rolls
Container Lifter(s)
Containers
Tractor Loaders
Tractor Blade
Front end loader
Excavator
Compactor
Water Bowser(s)
Tractor Trolley
Tractors
Mechanical Sweepers
Mini Tipper/ Dumpers
Wheelie Bins
Hand carts
Transfer Stations
Faisalabad
Inherited
Current
24
24
28
28
N/A
N/A
110
150
16
11
06
06
N/A
N/A
01
01
02
02
10
13
06
06
02
02
04
04
00
08
90
90
570
570
17
17
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Designation
Weigh Bridge
Heavy Loader(Wheel Type)
Tractor Tanker
Vehicles equipped with
monitoring system
Faisalabad
Inherited
Current
0
0
02
02
00
00
00
08
Table 3-2: Performance review of FWMC
Indicators
FWMC
Collection Efficiency
FWMC has the collection efficiency of 63% currently
which was 45% a year ago. It has increased due to:
 Proper SWM due to dynamic top management
 Attendance monitoring of workers on regular basis.
 Best utilization of the equipment and tools
 Repairing the inherited workshop
 Installation of tracking devices on the waste
transportation vehicles for the continuous monitoring.
 Regular performance monitoring review by the LG
&CD Department
 Establishment of complaint cell for the efficient
complaint redress.
Street Washing &
Sweeping
Mechanical sweepers are present but 3 of them are not
operational and are required to be operationalized through
retrofitting and repairing.
Resource Recovery
Currently no formal resource recovery mechanism exists.
Training programs at the city level should be organized
to promote the 3R concept. Beside this, capacity building
programs for the informal sector shall be organized.
FWMC has taken initiative for the public awareness
regarding 3Rs. However more programs are required to
be arranged.
Sanitary Landfill Site
FWMC has procured the land for the construction of
landfill site. The request for proposals has been launched
for conducting the EIA study for the proposed site.
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Up gradation of
Workshop
M & E Tools
FWMC’s workshop has not been up graded yet as the
company is still in the process of procuring equipment and
hiring of human resources.
08 vehicles are equipped with the tracking devices for
their continuous monitoring in the field. FWMC is
planning to procure 20 compactors and 24 mini tippers.
All the waste transportation vehicles shall be equipped
with the tracking/ monitoring devices.
Regular audits are carried out to judge the operational
efficiency of the FWMC.
Performance review by the LG&CD Department.
Hiring of Staff
FWMC in under process of the hiring of staff.
Hiring of Unskilled Labor
Current status is 1 worker for 1080 people. Target is 1
worker for 1000 people. The FWMC will have to further
hire unskilled labor to meet the target.
Development of Transfer
Station
17 transfer stations exits with an enclosure for temporary
storage of the incoming waste and front end loader for the
loading of the waste to the trolleys/ waste trucks.
3.3
Constraints and Challenges
The key constraints and challenges being faced by the FWMC are summarized in Table
3.3. It is estimated that a volume of municipal waste generation will increase to
manifolds in coming years, and in addition, a significant quantity of hazardous
industrial and medical waste. Despite having a good waste collection and transportation
system, the city is deprived of a scientific waste disposal site. There are also significant
missed opportunities in recycling; valuable materials are being thrown. Through the
initiation of a simple and coordinated recycling approach, recycling efficiencies can be
vastly improved, healthy working conditions can be instituted, and sustainable
livelihoods strengthened for hundreds if not thousands of recyclers, many of which are
relatively poor and marginalized.
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Table 3-3: Summary of the constraints and challenges
Indicators
Waste Collection
Resource Recovery
Sanitary Landfill Site
Industrial Waste
Management
Medical Waste
Management
Public Awareness
FWMC
FWMC with its existing resources is capable to collect
60-65%% of municipal waste generated in the city.
It is significantly understaffed in the management and
skilled labor categories. The financial budget is not
provided as per requirements of the FWMC for 100%
waste collection.
Currently no formal resource recovery mechanism
exists. Training programs at the city level should be
organized to promote the 3R concept. Beside this,
capacity building programs for the informal sector
shall be organized. Funds are required to accomplish
this and FWMC as newly established enterprise is
struggling to maximize its collection efficiency and
removing already piled up waste.
The collected waste is currently being disposed off at
“Muhammad Wala” dump site without any soil cover.
This site has been used for 20-25 years. The city is
still deprived of a sanitary landfill.
 Currently there is no industrial waste management
system in place.
 Industrial wastes are being comingled with
municipal wastes and dumped in the same manner,
greatly elevating environmental and public health
risks.
There is a strong possibility that hazardous medical
waste is being comingled and dumped in the same
manner as municipal waste.
 Public awareness of environmental and solid waste
management issues is low.
 The primary segregation of recycled materials in
Faisalabad is largely undeveloped.
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4 SOLID WASTE MANAGEMENT
STRATEGY
The Waste Management Company’s SWM strategy strikes a balance between the
existing SWM status, constraints and capacity limitations on the one hand, and the
urgency to transform the sector and provide a basic level of service on the other. It is
driven by the following guiding principles;
1. Prevention, reduction and recovery for recycling and reuse is a priority focus,
2. Source (on-site) segregation is essential to any sustainable solution,
3. The informal sector plays a critical role in recycling,
4. Waste is a resource,
5. All individuals must assume responsibility for the waste they generate,
6. Active public participation is essential,
7. Residual waste must be properly handled, treated and disposed,
8. The system has to be run on efficient, performance based commercial
principles.
9. Private sector participation should be prioritized and an enabling environment
created,
10. Economic incentives need to be established,
11. All stakeholders have different roles and responsibilities in ensuring effective
SWM, and they should be effectively integrated.
Based on these principles, the strategy is designed to transform the existing SWM
system into a fully integrated, transparent and efficient system; which meets
internationally recognized standards and practices. The vision includes;

An educated, involved and environmentally-aware Faisalabad’s public, able and
willing to; reduce waste generation, maximize source segregation, comply with
SOLID WASTE MANAGEMENT STRATEGY
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waste collection requirements, pay for SWM services, improve community
health conditions, and help eliminate illicit waste dumping,

A sustainable, regularized and equitable house-to-house waste collection and
transfer system serving all areas of Faisalabad, using motorized vehicles
wherever possible, and a highly organized system of manual collection and
community storage where it is not; gradually eliminating waste scavenging in
the streets and waste burning and illicit dumping in vacant areas,

A vibrant and sustainable private sector-led recycling system building on
primary source segregation, where the recycling of wastes is maximized within
a healthy and safe working environment,

Environmentally safe and socially responsible collection, transfer and disposal
of all residual municipal wastes, and

Creating an enabling environment and supporting private sector involvement in
the segregation, recycling, collection, transfer, treatment and disposal of wastes,
and prioritizing the involvement of lower income recycler groups wherever
possible.
SOLID WASTE MANAGEMENT STRATEGY
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5
Resource Planning for Phased Extension of
SWM Services
The FWMC has to prepare a framework for its asset management and planning that will be
linked to acquisition of asset starts with its planning followed by acquisition, operation and
maintenances and then its final disposal as shown in Figure 5.1.
Planning
Acquisition
Disposal
Operations
&
Maintenance
Figure 5-1: Lifecycle of an asset
The Asset Management and Resource Planning will be performed by The General Manager
(Operations) of the FWMC under the direction of Managing Director FWMC and will be
shared with the CDGF, P&D, and LG&CD Department for vetting.
Under this plan, P&D is mandated as a scope to develop Asset Management Plan and
consistently monitor current level of service, life cycle trends, asset condition and its
deterioration in order to plan and develop 3 years Rolling IDAMP based on integrated new city
boundary.
An Asset Management System is developed by Urban Unit which will be used for planning
and management of asset and its services by Waste Management Company. In the planning
cycle various planning horizons will be used for Phase extension in services based on the life
cycle of an asset as provided in Figure 5.1 and Figure 5.2.
Resource Planning for Phased Extension of SWM Services
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Figure 5.2 provides framework of asset management planning within the life cycle of asset
management.
Assessing future
service demand
Creation /
acquisition
Disposal
Renewal
Life Cycle
Asset
Management
Maintenance
Operation
Upgrade
Condition/
Performance
Assessment
Figure 5-2: Lifecycle Asset Management (Network of Asset Management)
Figure 5.3 Summarizes the Asset Management Framework used for Resource Planning.
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Getting Started with Asset Management Planning
Figure 5-3: Asset Management Framework
Tips:

Link AM with the FWMC IDAMP, Strategy, goals and Objectives

Obtain top Management and Political Support

Establish multi-Disciplinary AM team
Resource Planning for Phased Extension of SWM Services
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
Commence with a basic IDAMP over time
Resource Planning for Phased Extension of SWM Services
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Figure 5-4: Methodology to Prepare an Integrated Asset Management Plan
Resource Planning for Phased Extension of SWM Services
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5.1
Ageing and Asset Categorization & Risk Assessment
The assets will be categorized as per performance, their age, and level of service, failure history
and risk associated with failure as per following score.
Table 5-1: Asset Categorization and Risk Assessment
Condition
Poor
Condition
D
Action Required
Immediate corrective action required
Fair
C
Corrective action required
Good
B
Evaluation for potential improvement
required
Excellent
A
No corrective action required
Risk Category with
Probability of Occurrence &
Magnitude
High
Medium
H
M
Low
High
Medium
Low
High
Medium
L
H
M
L
H
M
Low
L
High
Medium
Low
H
M
L
Resource Planning for Phased Extension of SWM Services
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6
Action Plan to Expand Service Delivery to
Maximum Area of the City
FWMC is responsible to provide 100% service delivery to the all-union councils of the City
District Faisalabad. Currently FWMC is providing its service to 113 union councils excluding
Faisalabad Cantonment Board, Defence Housing Authority, Co-operative Housing Societies,
Private Housing Societies/Schemes, Areas managed by Pakistan Railways or by any other
federal agency. In order to expand services as per DLI-5 to entire city level and to improve
service delivery standard; FWMC require more resources in terms of manpower, tools &
equipment etc. FWMC has prepared action plan to meet the targets established for the year
2015-2017.
Table 6-1: General requirements of the FWMC for Extension of the SWM services
Indicators
FWMC Future Action Plans
Equipment & Machinery
FWMC has added the following items into their annual procurement
plan for streamlining the system and making it irreproachable
 1000 containers
 16 compactors with the capacities of 7 m3 and 13 m3.
 24 mini dippers, 3 mechanical sweepers and 3 tractor loaders are
also in the procurement plan.
Development of Transfer
Station
At least 5 mechanized transfer stations are required to be established
to meet the future waste collection requirements and targets
Street Washing &
Sweeping
Mechanical sweepers are present but procurement of more machinery
is needed.
Resource Recovery &
Sanitary Landfill Site
FWMC has procured the land for the construction of landfill site. The
request for proposals has been launched for conducting the EIA study
for the proposed site.
Up gradation of
Workshop
FWMC’s workshop has not been up graded yet as the company is still
in the process of procuring equipment and hiring of human resources.
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Training of HR
Research & Development
Education & Awareness
From sanitary worker till senior management , training and capacity
building is required to broaden the vision of handling waste of a mega
city
R&D is required to design good tools for the workers to increase
efficiency and avoid hazards
Comprehensive education and awareness programs for the general
public are required
M & E Tools
26 vehicles to be equipped with the monitoring mechanism are made
part of the procurement plan.
Custom build software
Custom build software are required to manage HR, Finance,
Procurement and operations
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Table 6-2: Action Plan for Phased Extension of SWM Services, Faisalabad
Action
Point
Actions
Activities
Time lines
Resources
Status of Action Plan
Notified and adopted by
FWMC in their Business
Process
A1
Boundary Alignment
A2
Revision of the SAMA
Agreement





A3
Master Planning for Integrated
Solid Waste Management





Boundary demarcation and
confirmed on the GIS
April 2015
Review of the FWMC
operational boundary under
the definition of DLI-5
July 2015
Waste Amount and
Composition Analysis
Landfill requirements
computations and site
selection through scientific
analysis
Resources requirements
assessment and planning
Closure Plan of existing
illegal dumpsites
3R strategic plan
Time and motion studies
Environmental and social
assessment
Stakeholder consultation
December
2015
Maps and GIS Unit with all facilities to
be provided
SAMA




CDGF boundary as per DLI-5
Population profiles
WACS reports
Finance
New Boundary notified and
Map produced and uploaded
on web site and also in the
newspaper.
To be done
To be done
Action Plan to Expand Service Delivery to Maximum Area of the City
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Action
Point
A4
Actions
Revision of the Organizational
Structure as per master Plan for
extending the services to the
entire city Union Councils).
Activities




A5
Level of Services Indicators to
be notified for phased extension
and existing services areas



A6
Development of the HSE Policy
A7
Development and
implementation of training
programs for the FWMC Staff

A8
Development of Communication
Strategy


Identification of human
resources requirements for
the reaming per-urban
union councils of the
Faisalabad City
Development of KPIs and
benchmarking standards
Extending waste collection
services to the entire city
Generation of waste
related data
% of assets condition above
average
Revenue Collection
mechanism form the
industries, commercial
centers, housing societies,
cantonment boards.
Time lines
June 2015
August
2015
Development of HSE
manual and SOPs for waste
handling activities
Sep 2015
Gap Analysis for the
Capacity development
Cost estimates for the
continuous training of the
FWMC staff
Oct 2015
Communication SOPs
Development
Nov 2015
Resources



UCs profiles,
Waste Amount survey,
Existing solid waste management
situations analysis report.
Status of Action Plan
To be done
M&E wing of CDGF and LG&CD
Departments
To be reviewed and notified
Hazard identification and Risk
Assessment report for SWM
Operations ,
To be prepared

To be done

Training requirements assessment
reports
Training plan


Awareness raising materials
Community involvement
To be prepared
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Action
Point
Actions
Activities


A9
Developing guidelines/SOPs for
waste reporting
A10

Development of standards
Forms/Custom Build
Software

Record keeping of daily
incoming waste at the
disposal/landfill site.
Waste collection and
composition data base
Waste recycling/recovery
data base
Informal sector waste
collection and processing
data base


A11
Development of GIS based
Asset Management Framework
and Policy
Awareness raising
Campaigns roaster
Awareness materials
development and printing
This will help to ensure that
consistent measurement and
reporting methods are used. For
this ,

Planning for a central waste
database at FWMC




Time lines
Developing Asset inventory
Formulating AM team
Notification of Asset
Management Policy
Finalize
design,
specialization of all assets
present and future including
Jan 2016
Jan 2016
Resources

Trained professionals for
awareness raising

Custom Build Software
To be prepared

Expertise of ICT and
communication specialists
To be done

List of assets/resources inherited
from CDGF
List of the assets acquired by the
FWMC
Team and resources as per
requirement. GIS and Computer
systems with Custom Build
Software
To be prepared

Dec 2015
Status of Action Plan

Action Plan to Expand Service Delivery to Maximum Area of the City
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Action
Point
Actions
Activities

Time lines
Resources
Status of Action Plan
per population Equivalent
(PE).
Identify present and future
housing schemes
/settlements and their
existing services level and
mechanism on GIS based
Maps.
FWMC shall have to categorize
its asset as per following criteria
:

A12
Ageing and Asset Categorization




A13
A14
Identification of Replacement /
Rehabilitation Assets in existing
service delivery area for solid
waste collection, transfer &
transportation, treatment and
disposal
Prepare Asset Management
Plan
Age of asset
Asset performance for
service delivery ( A, B, C,
D)
Complaint data related to
each asset performance
Jan 2015
Jan 2015

GIS Mapping of all assets
based on the action A11
Prioritization of asset for
replacement /renewal/new
Costing of each asset
replacement
or
rehabilitation cost as per
MRS
O&M cost of each asset

After revision of SAMA
Feb 2016


Specifications of all the existing
equipment
Service life details
Conditional assessment survey
To be done

Assets conditional Assessment
Survey Report
To be done

Asset Management System and
Training
To be prepared


Action Plan to Expand Service Delivery to Maximum Area of the City
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Faisalabad Waste Management Company
Action
Point
A15
Actions
Planning for waste catchment
areas beyond the existing
service delivery.
Service Delivery in :



A16


Faisalabad
Cantonment
Board;
Defense Housing Authority;
Co-operative
Housing
Societies;
Private
Housing
Societies/Schemes;
Areas
managed
by
Pakistan Railways or by any
other federal agency; and






A17
Market analysis for recycling,
including registration and survey
of recycling companies.
A18
Develop plan for policy and
economic instruments and
stimulation of recycling markets.

Activities
Time lines
Development of UC wise
waste collection and
Transportation Plans
Aug 2015
Standards
Agreement
for
Delivery
Reporting
NOC-Protocol
March 2016
service
Consult market sounding
consultation with the private
sector to invest in waste
recycling and recovery
business
March 2016
Consult market sounding
consultation with the private
sector to invest in waste
recycling and recovery
business
June 2016
Resources


UC wise Maps
Waste container Location Maps
Assessment Reports and Mapping of
all Housing Societies as per Master
Plan
Status of Action Plan
To be prepared
As per integrated solid waste
management plan,
Faisalabad City



Surveyors
Forms for the data collection
Custom Build software for
reporting and analysis
To be done

Findings of the Market analysis for
recycling,
To be done
Action Plan to Expand Service Delivery to Maximum Area of the City
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Action
Point
Actions
Activities

A19
Identify and implement initial
recycling initiatives for specific
waste types.
A20
Develop plan for management
and organization of waste
pickers


A21
EIA of proposed Landfill site


A22
A23
Preliminary Design of the landfill
site Including preparation of
tender documentation for
detailed design.


Floating of the tender document,
finalization and awarding of the
contract


Market sounding
consultation with the private
sector to invest in waste
recycling and recovery
business
Preparation of informal
waste collection and
recycling sector integration
plan
Identification and
assessment of the possible
environmental, biological,
social and economic
impacts
Mitigation and
environmental management
plan
Preparation of the land use
plan,
Finalization of landfill type
Finalization of development
stages
Cost estimates for the
landfill site development
Transparent tendering
process
Time lines
Resources
Status of Action Plan

Findings of the Market analysis for
recycling,
To be done

Waste pickers survey
report(already completed)
Recycling industry FGDs analysis
report
To be done
September
2015







Topo -survey
Hydrological survey
Social sensitivity survey
Land area and requirements
Waste amount
Floral /faunal survey
Soil testing report
To be done
July 2016








Topo -survey
Hydrological survey
Social sensitivity survey
Land area and requirements
Waste amount
Floral /faunal survey
Soil testing report
Project Document PC-1
To be done

Tender document
To be done
Sep 2016
Oct 2016
Sep 2016

Action Plan to Expand Service Delivery to Maximum Area of the City
Page 45 of 54
Faisalabad Waste Management Company
Action
Point
Actions
Activities
Time lines
A24
Construction of the first cell of
the landfill and landfill
infrastructure facilities
To be proposed by the
contractors
A25
Operations of the first cell of the
landfill site
Landfilling, operation and
maintenance of the landfill
site
Feburary
2017
Closure Plan of the Existing
Dumpsite of Muhammmad wala
Preparation of the closure
plan of the Muhammmad
wala dumping site with
leachate and gas
management plan
March 2016
A26
Dec 2017
Resources
Status of Action Plan

To be defined by the Contractor
To be done




Manpower,
Machinery
Waste
Waste disposal plan
To be done

Disposed SWM record, Site
investigation re-port
To be done
Action Plan to Expand Service Delivery to Maximum Area of the City
Page 46 of 54
Faisalabad Waste Management Company
Waste management companies have been established in the large cities of the Punjab province.
Performance review and current working capacities like present human resources and
operational procedures have been analyzed for the Faisalabad Waste Management Company
and incorporate in this brief report. The reason of slow pace in operations confined to
unavailability of financial and human capital which has drastically rendered the progress. The
well-timed availability of financial capital will retrieve operational efficiencies and aid them
in repairing available equipment, procuring tools and equipment for primary collection and
hiring relevant human resources for achieving improved management.

The operational performance of the FWMC can be boosted through:

Capacity building of the waste management Company’s staff

Capacity building of the sanitary workers

Preparation of the excellent communication strategy

Launching awareness raising campaigns at all levels of the society

Repairing of the inherited tools and equipment,

Up gradation/ establishment of the workshop for in-house retrofitting and repairing

Providing mobile workshops to be operational in the field

Mechanization of the transfer stations i.e. replacing front-end loader with a tilt conveyor
belt.

Equipping all waste transportation vehicles with the ICT tools for continuous
monitoring of their progress.
Action Plan to Expand Service Delivery to Maximum Area of the City