Gujranwala Waste Management
Company
Action Plan for the Extension of SWM
Services to the Entire City Area
May 2015
Draft Report
Gujranwala Waste Management Company
Gujranwala Chamber of Commerce & Industry, Chamber Plaza,
Aiwan-e-Tijarat Road, Gujranwala
Phone: 055-9200890,
Gujranwala 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. TMAs in Gujranwala 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 GWMC for purposes of efficiency, economy and effectiveness in performance
of those functions.
The City District Government Gujranwala(CDGG), desired to improve the system of Solid
Waste Management in the City and the CDGG 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 GWMC, inter alia, to
effectively manage, regulate and control Solid Waste in Gujranwala 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 CDGG and GWMC; it’s the
responsibility of the GWMC to plan, execute, management and monitor the SWM operation.
Currently GWMC is providing services in 64 union councils of the City District Gujranwala
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 GWMC to expand its services to the entire City without the
any rural/urban decimation. GWMC is currently operating at a collection rate of 50 - 55% while
before the establishment of GWMC; the CDGG was operating at the collection rate of 40%.
Now, due to revised boundary alignment (DLI-5), the jurisdictions for service delivery of solid
waste management have to be revised and necessary modification in the SAMA shall be made.
The action plan has been prepared to cater the entire city area. However, to expand services to
entire city level and to improve service delivery standard; GWMC requires more resources in
terms of manpower, tools & equipment etc.
Executive Summary
Gujranwala 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
Gujranwala Waste Management Company ...................................................... 3
2.1
Introduction ............................................................................................................. 3
2.2
Objectivesof Establihing GWMC .......................................................................... 4
2.3
Functions of the GWMC under SAMA ................................................................. 4
2.4
Functions of the CDGG under SAMA .................................................................. 6
2.5
Project Area according to SAMA .......................................................................... 7
2.6
Existing Population and Waste Generation .......................................................... 8
2.7
Waste Composition.................................................................................................. 9
2.8
Territorial Jurisdiction of GWMC Operations .................................................. 10
2.9
Institutional Set Up ............................................................................................... 13
2.9.1
3
GWMC Operations and Performance Review................................................ 16
3.1
3.2
4
GWMC’s Human Resource ....................................................................... 15
GWMC Operations ............................................................................................... 16
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
Waste Disposal........................................................................................... 19
Current Recycling/ Resource Recovery Practices .............................................. 20
3.2.1
Formal Recycling ....................................................................................... 21
3.2.2
Informal Recycling/ Resource Recovery ................................................... 21
3.3
Inventory and Status of the Operational Equipment and Vehicles .................. 23
3.4
Performance Review ............................................................................................. 27
3.5
Constraints and Challenges .................................................................................. 29
SOLID WASTE MANAGEMENT STRATEGY .................................................. 31
Table of
Contents
Gujranwala Waste Management Company
5
Resource Planning for Phased Extension of SWM Services ....................... 33
5.1
6
Ageing and Asset Categorization & Risk Assessment ....................................... 37
Action Plan for Phased Extension of SWM Services to the Entire City ...... 38
6.1
Introduction ........................................................................................................... 38
Table of
Contents
Establishment of Sahiwal Waste Management CompanyProject Document
List of Tables
Table 2-1: Physical Composition of MSW, Gujranwala, 2014 ................................................. 9
Table 2-2: Existing Human Resources of GWMC .................................................................. 15
Table 3-1: Operational equipment and vehicles ...................................................................... 23
Table 3-2: Performance Review .............................................................................................. 27
Table 3-3: Summary of the constraints and challenges ........................................................... 29
Table 5-1: Asset Categorization and Risk Assessment............................................................ 37
Table 6-1: General Future Requirements ................................................................................. 38
Table 6-2: Action Plan for Phased Extension of SWM Services............................................. 40
List of Tables
Establishment of Sahiwal Waste Management CompanyProject Document
List of Figures
Figure 2-1: District Gujranwala ................................................................................................. 8
Figure 2-2: City Area of Gujranwala ....................................................................................... 11
Figure 2-3: Exiting Operational Zones of GWMC .................................................................. 13
Figure 3-1: SWM Operations.................................................................................................. 16
Figure 3-2: Primary collection activities in Gujranwala .......................................................... 17
Figure 3-3: Secondary collection activities.............................................................................. 18
Figure 3-4: Waste transportation tools ..................................................................................... 19
Figure 3-5: Waste Disposal ...................................................................................................... 20
Figure 3-6: Proposed landfill site at Bakhryawala ................................................................... 20
Figure 3-7: Flow chart of handling recyclables ....................................................................... 22
Figure 5-1: Lifecycle of an asset .............................................................................................. 33
Figure 5-2: Lifecycle Asset Management (Network of Asset Management) .......................... 34
Figure 5-3: Asset Management Framework ............................................................................ 35
Figure 5-4: Methodology to Prepare an Integrated Asset Management Plan .......................... 36
List of Figures
Gujranwala Waste Management Company
List of Acronyms
CDGG
City District Government Gujranwala
GWMC
Gujranwala 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
Gujranwala 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 Gujranwala 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 Gujranwala Waste Management Company
2.1
Introduction
Rapid urbanization coupled with increasing economic activity in the Gujranwala City
resulted in generation of high volumes of solid waste bringing solid waste management at
the forefront of environmental concerns. Worsened condition (of the City and insufficient
and obsolete Solid waste management (SWM) infrastructure underlined a greater than
ever need for effective measures to be taken in this regard.
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 often
residing in informal settlements with little or no access to solid waste collection and often
in areas contiguous with open dumps were particularly vulnerable. Most parts of the urban
centers of the Gujranwala City therefore never benefited from the solid waste collection
by the TMAs.
The City District Government Gujranwala(CDGG), desired to improve the system of Solid
Waste Management in the City and the CDGG 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 GWMC, inter alia,
to effectively manage, regulate and control Solid Waste in Gujranwala 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.
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 for the benefit of
people living within the area of "Punjab “and 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
Punjab to undertake activities of income generation and to enhance the quality of the
existing system.
According to Section 54-A(p)(iii) of Punjab Local Government Ordinance, 2001, the
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TMAs in Gujranwala City had certain functions to perform in respect of Solid Waste
Management but lack organizational capability to perform those functions. And hence
they deem it expedient in public interest to exclusively entrust those functions to the
GWMC for purposes of efficiency, economy and effectiveness in performance of those
functions.
2.2
Objectivesof Establihing GWMC
The company has been established at the city level with the following objectives:



Improving the existing solid waste managemnt service at the city level;
Initiating environmentally sound MSW reuse,recycling and recovery;and
Promoting environmentally sound waste disposal and treatment.
2.3
Functions of the GWMC under SAMA
On commencement of SAMA the following functions of the CDGG and the TMAs in the
City District Gujranwala are being planned, performed, and managed and SWM is no
more responsibility of the TMA or CDGG.
Managing, controlling and monitoring existing procedures, processes, actions, activities,
facilities, operations, schemes, plans, programs and assets of the CDGG 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.
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 CDGG for solid waste management, except those assets
which the GWMC and CDGG mutually agree to be retained by the CDGG; in furtherance
to these powers the GWMC may act as an agent of the CDGG to dispose off the
condemned movable assets of the CDGG and the amounts received therein shall be
adjusted in the next financial claim of the GWMC.
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Managing, controlling and supervising persons engaged by the CDGG in connection with
solid waste management and whose services are placed, at the disposal of the GWMC,
repatriating such persons to the CDGG, incurring employee-related expenditures out of
moneys received for the purpose and exercising other powers and functions in respect
thereof.
Receiving moneys from the CDGG for performance of functions assigned to the GWMC
under this Agreement and appropriating and spending these moneys in accordance with
standing operating procedures of the GWMC.
Taking all such steps as are deemed necessary and expedient by the GWMC 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 GWMC.
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 GWMC , is relevant to any of the functions assigned to it.
Proposing cost recovery measures for services provided by or on behalf of the GWMC
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.
Performing all functions assigned to the GWMC 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.
All audit reports of GWMC and audited accounts of the GWMC shall be submitted to the
CDGG by the GWMC within one month of finalization thereof.
All Agreements for procurement of goods and services duly executed by the CDGG and
enforceable on the commencing date of this Agreement shall remain applicable to the
GWMC unless completely performed, terminated, varied or novated in accordance with
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law and the GWMC shall have authority to exercise all powers available to the CDGG in
respect thereof.
2.4
Functions of the CDGG under SAMA
The office of the District Officer (Solid Waste Management) CDGG 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 CDGG or their legal heirs and in this
regard the adequate resources shall be allocated by the CDGG each year in prescribed
manner.
CDGG shall exclusively be responsible for payment of all previous liabilities relating to
pension payments, compensation in death cases and leave encashment of CDGG
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 CDGG and GWMC are jointly made parties as defendants,
Legal Advisers of CDGG may act as joint attorney of the CDGG and GWMC and in such
cases CDGG shall exclusively be responsible for payment of their services. However the
Company may also engage its independent Legal 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
CDGG whether placed at the disposal of GWMC or retained by CDGG.
CDGG shall provide fullest counterpart enforcement support to GWMC for
implementation of ISWM. GWMC may in consultation with CDGG propose plans and
models to improve enforcement mechanism of CDGG regarding ISWM which shall be
readily placed before the competent forum to seek approval.
The CDGG 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 GWMC.
CDGG 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.
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CDGG shall carry out regular promotion board meetings for consideration of promotion
cases of regular employees placed at the disposal of GWMC as and when requested by
the GWMC.
The CDGG may ask GWMC to perform additional services, relevant to the functions of
GWMC, during the currency of this Agreement. Such additional services shall be
performed with the prior concurrence of GWMC. GWMC 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 CDGG before the commencement of additional
services.
In case of special circumstances or emergency the CDGG may by making requisition to
the GWMC require manpower and machinery and the GWMC shall provide the required
manpower and machinery to the CDGG on actual cost basis.
The CDGG may request in writing to GWMC 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 GWMC 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.
Such other matters as the GWMC and the CDGG agree to be performed by the CDGG or
by any TMA from time to time.
Any additional task or function assigned by the Government of Punjab exclusively to the
CDGG.
2.5
Project Area according to SAMA
Gujranwala is fourth most populous metropolitan area of Pakistan and one of the
fastest growing cities in the world. It is located at 32.1⁰ North, 74.9⁰ east and is
226 meters above sea-level. Total area of the city is 61 sq.km. Gujranwala shares its
boundary with Wazirabad in North, NowsheraVikran and Kamoke in South.
Gujranwala’s industrial areas have numerous textile mills, cutlery manufacturing and
large agricultural processing plants, ceramics industries, electronic equipment and auto
industry. The jurisdiction of solid waste management services at present spreads over 64
urban union councils (UCs) of Gujranwala city.
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2.6
Existing Population and Waste Generation
The current population of Gujranwala is 2.09 million and approximately 1000 tons of
MSW is generated in the city every day (assuming waste generation rate of
0.47kg/capita/day)1.
Figure 2-1: District Gujranwala
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 0.45kgper day is appropriate and has been used here for the municipal solid waste
projections. According to ministry of environment’s 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 0.61kg /capita/ day in rural and urban areas respectively. Major
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
2
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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.3This gross amount has to be reduced to account for at source (in-house or ininstitution) 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 recyclables traditionally account for 3 to 5 % of the total waste stream for each
component.
2.7
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, Gujranwala, 2014
Component of the
Municiapal Waste
Classification according to waste source
Low
Income
Middle
Income
High
Income
Commercial
Resturants
Commercial
Others
Markets
Institutional
Percentage by weight
Kitchen waste
67.6
55.2
66.3
76.9
1.2
49.0
5.31
Paper (recyclable)
3.2
5.3
7.4
13.8
52.1
6.7
10.78
Paper (Tetra Pak &
other paper)
0.5
1.9
0.5
0.5
3.8
0.5
Textile
4.9
5.7
5.4
0.1
5.5
2.4
0.52
Grass and wood
0.5
0.7
0.3
0.00
0.00
26.8
42.63
Plastic (recyclable)
0.8
1.4
1.8
0.00
3.9
0.1
0.83
Plastic
recyclable)
10.9
8.4
9.8
7.3
25.3
4.7
(non-
0.78
7.39
3
Solid Waste Management, Issues and Challenges in Asia,Eenvironmental Management Centre,
Mumbai, India 2005.
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Component of the
Municiapal Waste
Classification according to waste source
Low
Income
Middle
Income
High
Income
Commercial
Resturants
Commercial
Others
Markets
Institutional
Percentage by weight
Leather and rubber
1.8
1.5
0.6
0.00
0.0
0.6
0.02
Metal (recyclable)
0.1
0.6
0.2
0.00
0.4
0.1
0.44
0.0
0
0.0
0.00
0.0
0.0
1.5
1
0.3
1.3
0.4
0,0
0.8
0.5
1.0
0.00
0.0
0.2
2.5
8.3
0.5
0.00
5.5
8.4
0.0
1
0.5
0.00
1.7
0.5
4.2
8.7
5.3
0.00
0.1
0.0
Metal
(nonrecyclable )
Bottle and glass
(recyclable)
Bottle and glass (nonrecyclable)
Ceramic, stone and
soil etc.
Domestic hazardous
wastes
Miscellaneous
(Diapers etc)
0.00
0.18
0.30
30.69
0.01
0.11
Territorial Jurisdiction of GWMC Operations
2.8
According to Services and Assets Management Agreement (SAMA), The GWMC shall
provide SWM services in the areas falling within jurisdiction of CDGG. However, the
GWMC may also make special arrangements with any of the following entities on the
prescribed terms and conditions;






Gujranwala 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
Any other area where CDGG is not legally responsible to provide SWM
services.
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Figure 2-2: City Area of Gujranwala
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Figure 2-3: Exiting Operational Zones of GWMC
2.9
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 Gujranwala 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 CDGG was conducting day to day business through the Punjab
Tehsil /Town Municipal Administration Rules of Business 20024 therefore the GWMC is
following the same business rules. As GWMC is exclusively responsible for the planning,
provision, management and operation of the solid waste management services and the day
to day business of the GWMC run under Punjab Local Government Act 2013.The GWMC
is being managed through a board of directors, represented by all public representatives,
chamber of commerce, P&D department, Finance department GoPb, CDGG, Universities,
Local Traders etc. However, the organizations also have few full-time employees, in
addition to a full-time Managing Director, who reports to the Board of directors. The
organogram of the GWC is depicted in Figure 3.1.
4
Punjab Tehsil-Town Administration Rules of Business, 2002
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2.9.1 GWMC’s Human Resource
Table 2-2: Existing Human Resources of GWMC
Designation
Gujranwala
Occupied
Managing Director
Secretary to MD
Executive Secretary
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./Manager (Finance)
Sr./Manger (Workshop)
Sr./Manger(IT/MIS)
Sr./Manager(Communication)
AM (Operations)
AM (landfill Site)
AM (Admin)
AM (HR)
AM (Procurement)
AM (Accounts)
AM (Finance)
AM (IT/MIS)
AM (Communication)
AM (Legal)
Supporting Staff
Drivers & Sanitary Workers
Vacant
01
01
01
01
01
01
01
01
02
01
01
01
01
01
01
01
01
15
01
01
01
04
01
02
01
01
01
01
1
50
1550
Gujranwala Waste Management Company
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Gujranwala Waste Management Company
3 GWMC Operations and Performance Review
3.1
GWMC Operations
Gujranwala Waste Management Company (GWMC) 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 GWMC are as follows:
Figure 3-1: SWM Operations
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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 householders store the waste at source before it is collected.
In primary collection; household waste collectors dispose off 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
GWMC as per SAMA agreement.
Figure 3-2: Primary collection activities in Gujranwala
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 push
carts/wheelie bins.
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Gujranwala Waste Management Company
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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Gujranwala Waste Management Company
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 Waste Disposal
At present, the city has no proper sanitary landfill site and open dumping is creating
nuisance for the city dwellers. Chianwali open dumping site has already reached its
maximum capacity and the closing plan is being prepared by the JICA. Current open
dumpsite located at Gondalanwala Village will reach its maximum capacity by the end
year 2015. More space will be required to dispose of the city’s solid waste. Beside this,
there is an urgent need to cope with the problems associated with the open dumping of
the solid waste.
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Gujranwala Waste Management Company
Chianwali Closed dumping site
Gondalanwala Operational dumpsite
Figure 3-5: Waste Disposal
One of the vital components of ISWM is the ultimate disposal of solid waste. To address
this issue, Gujranwala Waste Management Company (GWMC) is very committed
that’s why they have taken a major step to construct and operate an integrated waste
processing facility in the city under ISWM master.
Figure 3-6: Proposed landfill site at Bakhryawala
3.2
Current Recycling/ Resource Recovery Practices
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
GWMC Operations and Performance Review
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Gujranwala Waste Management Company
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 CDGG or GWMC. 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 Gujranwala 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
Gujranwala 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”. Typical components in this stream are waste paper,
plastic bags, broken glass and bottles, metals and bones.
Segregation at the source and its further selling to itinerant waste buyers which passes
through a number of dealers and ultimately reaches the 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 4.7 provides a brief description of the stakeholders involved in these
two streams.
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Gujranwala Waste Management Company
Household/ Commercial
facility
Sanitary
Worker
Dumpsites
Segregated
Items
Scavengers
Local
Kabariyas
GWMC
Collection
Main Kabariyas
Recycling
Plant
Disposal
Sites
Clean
Stream
Dirty Stream
Unauthorised
Sites (Dumping
& Burning)
Dumpable
Waste
Figure 3-7: Flow chart of handling recyclables
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Gujranwala Waste Management Company
3.3
Inventory and Status of the Operational Equipment and
Vehicles
GWMC inherited all the equipment and vehicles from the city district government
through lease agreement under SAMA. Thereafter, O&M of the inherited assets is the
responsibility of the GWMC. Under this responsibility, GWMC revamped the already
existing workshop and operationalised its maximum fleet. Now 98% vehicles are
operational which 60% under SWM department of CDGG was. Beside, GWMC has
added 35 min tippers and a mobile workshop which played a vital role for boosting up
the collection efficiency of the solid waste upto to 58% in 1 year.
JICA has installed a weigh bridge at GondalaWala Landfill site for day to day
monitoring of the incoming waste. This has also contributed a lot for operational
efficiency monitoring and setting new collection targets for each next day. The details
of the operational equipment and vehicles are as follows:
Table 3-1: Operational equipment and vehicles
Vehicle Type
Functional
Arm Roll Trucks (5
m3 )
22
Arm Roll Trucks
(10 m3 )
4
Pictorial Record
GWMC Operations and Performance Review
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Gujranwala Waste Management Company
Vehicle Type
Functional
Tractor Trolleys
37
Mini Tippers
35
Mechanical
Sweeper
4
Pictorial Record
GWMC Operations and Performance Review
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Gujranwala Waste Management Company
Vehicle Type
Functional
Water Sprinkler
2
Tractor with Bucket
7
Tractor with Blade
4
Rikshaw
2
Pictorial Record
GWMC Operations and Performance Review
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Gujranwala Waste Management Company
Vehicle Type
Functional
Spray Machine
1
Water Bouzer
1
Weigh Bridge
1
Hand Carts
300
Pictorial Record
GWMC Operations and Performance Review
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Gujranwala Waste Management Company
Vehicle Type
Functional
Mechanical
Sweepers
4
3.4
Pictorial Record
Performance Review
Performance review of the GWMC against the Key Performance Indicators used for
performance evaluation is provided in the Table 3.2.
Table 3-2: Performance Review
Indicators
Collection Efficiency
GWMC
GWMC is currently operating at a collection rate of 50
- 55% while before the establishment of GWMC, the
CDGG was operating at the collection rate of 40%. The
reasons behind this increase are:
 Addition of mini tippers into the collection fleet
 Addition of 345 workers into the waste collection
crew.
 Installation of Weigh Bridge to monitor daily
performance and setting new targets for next day
to further enhance the collection efficiency.
 Regular performance monitoring review by the LG
&CD Department /CDGG
 Daily attendance monitoring
 Operationalizing the help line for redressing the
complaints
 Regular audits
 Addition of mobile Workshop
 Partial up gradation of the inherited workshop.
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Gujranwala Waste Management Company
Street Washing &
Sweeping
Up gradation of
Workshop
M& E Tools
Hiring of Staff
Hiring of Unskilled
Labor
The tractor towed mechanical sweepers are needed to
be replaced with truck mounted suction based
sweepers. Mechanical sweepers currently available
with the GWMC require retrofitting to make them fully
functional. Specific fraction of roads is washed on
routine basis.
Partial up gradation of the inherited workshop.
Previously only 60 % of the fleet was operational.
However, with up gradation 98% SWM fleet is
operational.
2 vehicles have been equipped with the tracking
devices but still more strong monitoring tools with
involvement of IT based solution are required to
increase the efficiency.
Audits are carried out on regular basis.
GWMC has filled 31 position and 15 are still vacant
Current Status is 1 worker for 1300 people. Target is 1
worker for 1000 people. Implementation is through
hiring labor from 3rd party contract. Tender is in
progress for 500 labor.
Development of Transfer Currently GWMC is served with 2 locally fabricated
transfer stations
Station
GWMC is working for the closure of the Chianwali
Dumping /Disposal
dumping site to safeguard the surround environment
from its environmental hazards. The new disposal site
is being used in a controlled fashion. Daily cover is
applied at the end of each working day.
Planning for new landfill The new landfill site is under planning phased, the land
has been allocated by the CDGG through a notification
Site
at 10km distance from the city Centre. The EIA of the
proposed site has been conducted and submitted to
EPD-Punjab for getting No Objection Certificate for
construction of the landfill site,
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Gujranwala Waste Management Company
3.5
Constraints and Challenges
The key constraints and challenges being faced by the GWMC 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.
Table 3-3: Summary of the constraints and challenges
Indicators
Waste Collection
Resource Recovery
Sanitary Landfill Site
GWMC
GWMC with its existing resources is capable to collect
55-60% 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 GWMC 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 GWMC as newly established enterprise is
struggling to maximize its collection efficiency and
removing already piled up waste.
The huge amount of waste is to be disposed of
through proper disposal techniques. Previously,
Chianwali site along the GT road was used as a
dumping site. It was already touched its maximum
capacity. Currently, Gondalan wala site is used as a
temporary landfill site which can serve for further 1.5
years keeping in view the current collection
efficiency. Therefore; urgent solution is required to
construct new landfill.
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Gujranwala Waste Management Company
Indicators
Industrial Waste
Management
Medical Waste
Management
Public Awareness
GWMC
 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
Gujranwala is largely undeveloped.
GWMC Operations and Performance Review
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Gujranwala Waste Management Company
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 Gujranwala’s public, able and willing to;
reduce waste generation, maximize source segregation, comply with waste collection
requirements, pay for SWM services, improve community health conditions, and help
eliminate illicit waste dumping,
SOLID WASTE MANAGEMENT STRATEGY
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Gujranwala Waste Management Company
A sustainable, regularized and equitable house-to-house waste collection and transfer system
serving all areas of Gujranwala, 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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Gujranwala Waste Management Company
5
Resource Planning for Phased Extension of
SWM Services
The GWMC 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 GWMC under the direction of Managing Director GWMC and will be
shared with the CDGG, 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.
Figure 5.2 provides framework of asset management planning within the life cycle of asset
management.
Resource Planning for Phased Extension of SWM Services
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Gujranwala Waste Management Company
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.
Resource Planning for Phased Extension of SWM Services
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Gujranwala Waste Management Company
Getting Started with Asset Management Planning
Figure 5-3: Asset Management Framework
Tips:
Link AM with the GWMC IDAMP, Strategy, goals and Objectives
Obtain top Management and Political Support
Establish multi-Disciplinary AM team
Commence with a basic IDAMP over time
Resource Planning for Phased Extension of SWM Services
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Gujranwala Waste Management Company
Figure 5-4: Methodology to Prepare an Integrated Asset Management Plan
Resource Planning for Phased Extension of SWM Services
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Gujranwala Waste Management Company
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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Gujranwala Waste Management Company
6
Action Plan for Phased Extension of SWM
Services to the Entire City
6.1
Introduction
GWMC is responsible to provide 100% service delivery to the all-union councils of the City
District Gujranwala. Currently GWMC is providing its service to 64 union councils excluding
Gujranwala 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 to entire city level and to improve service delivery
standard; GWMC require more resources in terms of manpower, tools & equipment etc.
GWMC has prepared action plan to meet the targets established for the year 2015-2017.
The proposed SWM action plan will help GWMC to expand its services to the entire city level
with improvisation in the service level.
Table 6-1: General Future Requirements
Indicators
Equipment & Machinery
Development of Transfer
Station
Street Washing & Sweeping
Resource Recovery &
Sanitary Landfill Site
GWMC
As per GWMC annual procurement plan and phased extension
of the SWM services to the all-Union Councils , following are
required to meet the targets and
 containers of 0.8 m3
 compactors of 0.8 m3 capacity
 vehicle for street washing
 Hand cats/wheelie bins
The GWMC further need at least 2 fully furnished transfer
stations to cater waste collection and transportation needs of
Gujranwala City.
The tractor towed mechanical sweepers are needed to be replaced
with truck mounted suction based sweepers.
The huge amount of waste is to be disposed of through proper
disposal techniques. Resource recovery and sanitary landfill site
are the major need of company to handle huge amount of waste
generated in the city.
The JICA team is already preparing solid waste management
master plan for Gujranwala city. It will include the preliminary
Action Plan for Phased Extension of SWM Services
to the Entire City
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Gujranwala Waste Management Company
Up gradation of Workshop
design of the landfill site and future options for waste recycling
and recovery.
The land required for the landfill has been acquired and GeoTech Investigations, Topo-Survey, Water Quality Assessment,
Time & Motion Survey, Waste Characterization Survey, 3R
Survey, and Waste Amount Survey has already been completed
by the JICA team. The master plan will be completed by the end
of December 2015.
Infrastructure development at workshop is required. Further
enhancement includes in house repairing, maintenance and
fabrication facility.
Research & Development
Training in mutual from sanitary worker till senior management,
training and capacity building is required to vast 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.
Education & Awareness
Vigorous education and awareness programs for the general
public are required.
Training of HR
M & E Tools
Custom Build Software
Human Resource
More strong monitoring tools with involvement of IT based
solution are required to increase the efficiency of the waste
transfer. Tender is progress for Implementation of Vehicle
Tracking & Trip Counting System.
Custom build software is required to manage HR, Finance,
Procurement and operations.
The GWMC need further human resources for the extended its
services to the entire city level for 1000 PE or below.
Action Plan for Phased Extension of SWM Services
to the Entire City
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Gujranwala Waste Management Company
Table 6-2: Action Plan for Phased Extension of SWM Services
Action
Point
Actions
Activities
Time lines
Resources
Status of Action Plan
Notified and adopted by
GWMC 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 GWMC
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




CDGG 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
Under process
Action Plan for Phased Extension of SWM Services to the Entire City
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Gujranwala Waste Management Company
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 GWMC Staff

A8
Development of Communication
Strategy


Identification of human
resources requirements for
the reaming 34 per-urban
union councils of the
Gujranwala 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
Resources



UCs profiles,
Waste Amount survey,
Existing solid waste management
situations analysis report.
To be done

M&E wing of CDGG and LG&CD
Departments
To be reviewed and notified
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
GWMC staff
Oct 2015
Communication SOPs
Development
Nov 2015
Status of Action Plan
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
Action Plan for Phased Extension of SWM Services to the Entire City
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Gujranwala Waste Management Company
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 GWMC




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 CDGG
List of the assets acquired by the
GWMC
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 for Phased Extension of SWM Services to the Entire City
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Gujranwala Waste Management Company
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.
GWMC 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 A5
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 for Phased Extension of SWM Services to the Entire City
Page 43 of 54
Gujranwala Waste Management Company
Action
Point
A15
Actions
Planning for waste catchment
areas beyond the existing
service delivery jurisdiction i.e.
64 Union Councils
Service Delivery in :

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A16
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
Gujranwala
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

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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,
Gujranwala City

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
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 for Phased Extension of SWM Services to the Entire City
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Gujranwala Waste Management Company
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

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A21
EIA of Gujranwala landfill site

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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
March 2015
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Topo -survey
Hydrological survey
Social sensitivity survey
Land area and requirements
Waste amount
Floral /faunal survey
Soil testing report
Done and report submitted
to EPD for NOC
July 2016
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
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
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Action Plan for Phased Extension of SWM Services to the Entire City
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Gujranwala 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
A26
Closure Plan of the Existing
Dumpsite of Gondalan Wala
Preparation of the closure
plan of the Gondalan wala
dumping site with leachate
and gas management plan
March 2016
Dec 2017
Resources
Status of Action Plan

To be defined by the Contractor
To be done
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Manpower,
Machinery
Waste
Waste disposal plan
To be done

Disposed SWM record, Site
investigation report
To be done
Action Plan for Phased Extension of SWM Services to the Entire City
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Gujranwala 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 Gujranwala 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 GWMC 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 for Phased Extension of SWM Services to the Entire City
Page 47 of 54