The Theory U conceptual framework was used to provide insight into how transformational change of the Msunduzi waste management system can be undertaken. A qualitative research methodology was used to understand implementation issues from the perspective of all stakeholders within the Msunduzi waste management system.
INTRODUCTION
- Background
- Need for the Study
- Problem Statement
- Research Aims and Objectives
- Limitations
- Research Methodology
- Clarification of Concepts
- Sequence of Chapters
MM's Waste Management Unit (WMU) estimated that more than 40% of households do not. Develop insights into how the implementation of the Waste Act can be improved within the Msunduzi waste management system.
LITERATURE REVIEW
Introduction
The International Policy Context - Agenda 21
The literature review will now continue to explore the waste management context in developing countries. Based on these conditions in the developing countries, new waste management policies will have difficulty being implemented.
The South African Waste Management Policy Context
Given the low priority of waste management services, resources in the form of personnel, knowledge, infrastructure, plant, equipment and finance are lacking. The legislative process that was envisioned at Polokwane in 2001 and within the National Waste Management Strategy of 1999 took until March 2009 to materialize with the promulgation of the Waste Act.
The Objectives of the National Environmental Management Waste Act 59 of 2008
According to Ball (2006b), one of the targets in the declaration identified reducing waste quantities by 50% in 2012, while another target in the same declaration envisaged reducing waste quantities by 25% in 2012. According to Olver et.al (2009) ) the Waste Act is a ambitious legislation and read in conjunction with all environmental legislation provides a comprehensive.
The Evolution of Waste Management
The literature review will now move on to examining the literature outlining the evolution of waste. 28 are designed in an ecologically intelligent way to prevent the creation of waste in the first place, so that trade and nature can coexist fruitfully (Kollikkathara, 2009).
Integrated Waste Management
Mcdougall (2001) has questioned the mantra-like acceptance of the waste hierarchy among waste practitioners without much discussion of its limitations. Among the issues raised by Mcdougall (2001) are the cost implications of the waste hierarchy, its suitability in unusual contexts where low population densities and isolated areas predominate, the need to cross-subsidize uneconomic options in the hierarchy, and the challenges of applying the hierarchy to all discarded waste streams. materials, not just those that are easiest to exploit due to market conditions.
Key Obligations of the Waste Act
A waste information system should collect data to inform the government about the waste management challenges facing the country or country. The lack of accurate information on waste management services prevents proper planning and management of the waste sector.
The Global Crisis and the Need for Profound Change
Systems Thinking
55 Senge (2006) states that the most obvious solutions that people and organizations usually implement are familiar quick fixes that usually only work in the short term and often make things worse in the long run. The “shifting the burden” archetype is characterized by people and organizations treating the symptoms of problems rather than the underlying problems, as the symptoms typically are.
Complexity
This has led to a shift in focus from simply collecting all waste efficiently and then burying it in the most sanitary landfills, never to be seen or smelted again, to a situation where the focus is increasingly on managing natural resources throughout the production and consumption system. By focusing on making and wasting, we have used ever-increasing amounts of fossil fuels that have led to global warming, while the burying of large amounts of organic waste has led to the release of methane gases which are a stronger greenhouse gas than carbon dioxide.
New Ways of Thinking about Learning
According to Scharmer (2000, 7), the traditional learning model “is no longer effective as the sole source of learning because the previous experiences embodied in the leadership team are no longer relevant to the leadership team. Scharmer a) refers to this new form of learning as 'Presencing', the ability to sense, embody and enact emerging futures.
Organisational and Inter-Organisational Learning
Organizations cannot create knowledge without individuals, a learning organization manages processes where tacit knowledge is transferred between individuals in teams through socialization and dialogue to create new organizational knowledge, while explicit knowledge is also through similar socialization processes between individuals, which combine and transfer to create new explicit knowledge. (Nonaka, 2004). People in an organization should have a shared picture of the future they are trying to create.
The Theory U
According to Scharmer (2009a), the second layer of attention is from the periphery of one's organizational boundaries, so I will attend to the rejection of data and engage in debates about divergent views. According to Scharmer (2009a), to move from downloading ways of paying attention to the world to the sensation of the system, habitual ways of thinking will have to be suspended and redirected, causing people to operate from the third layer in the field of attention.
The Five Movements of the U
To learn from the highest possible future that wants to emerge in any system, people must let go of their old intentions and connect with the future that wants to emerge through a shared vision and let prototypes of the future be created by attending meetings. to the world from the fourth layer of attention. According to Scharmer (2009b, 5), there are seven conditions that can drive a group of people to take effective collective action to change their current system and thus bring forward the future they desire. These include: “a shared desire to innovate among senior leaders of organizations, the formation of a diverse microcosm of players that reflects the key.
Absencing
66 where leaders in the system put their egos and interests at the center and exploit the system for their own interests which closes the ability of the system to connect to its highest future possibility. According to Scharmer (2009a), most people want to operate from the space of creative emergence, but the organizations they work for or the societies they live in seem to be firmly in the grip of the cycle of absence and destruction.
Scenario Planning – The Dinokeng Scenarios
The message of this scenario is that state-led development cannot succeed if state capacity is weak and if the private sector and civil society are pushed aside, citizens must be careful not to become complacent and expect the state to provide everything (Dinokeng, 2009). Our challenges can be addressed by working with the state, but we must insist that all spheres of government are accountable for their performance (Dinokeng, 2009).
Summary
RESEARCH METHODOLOGY
- Introduction
- Research Methodology
- Qualitative Research Methods
- The Role of the Researcher
- Validity and Reliability
- Research Design
- Research Techniques
- Data Interpretation and Analysis
- Summary
Welman et al (2005) recommend that the researcher should make notes and create written reports of observations in order to improve the reliability of the data. This analytical process enabled the researcher to understand the perceptions expressed by the.
THE MSUNDUZI MUNICIPALITY WASTE MANAGEMENT
- Introduction
- Waste Management Issues within the Msunduzi Municipality
- Refuse Collection Services within the Msunduzi Municipality
- Waste Generation Rates within the Msunduzi Municipality
- Waste Disposal Services within the Msunduzi Municipality
- Recycling Services within the Msunduzi Municipality
- Planning for Waste Management Services within the Msunduzi Municipality
- The Msunduzi Municipality Waste Management Business Unit
- Operational Funding Waste Management Services within the Msunduzi Municipality
- Capital Funding of Waste Management Services within the Msunduzi Municipality
- Waste Management Issues Reported to Community Services Portfolio Committee
- Waste Management Issues reported in the Witness Newspaper
- Summary
The majority of the capital budget for waste management during the 2009/10 financial year will be spent on developments at the New England Road landfill (R5.1m), R1.5m will be spent on setting up a of garden waste in Imbali and R1 million will be spent on the purchase of waste disposal containers (MM 2009b). This chapter provides an overview of the status quo of waste management services within MoE.
RESULTS
Introduction
Awareness of the Waste Management Act
According to a political representative interviewed, who is a member of the Executive Committee of the MoJ, no presentation on the Waste Act was ever made to the MoJ. Both representatives indicated that public awareness of the Waste Act was very low and needed to be addressed.
Prospects for Extending Refuse Collection Services
The strongest indication cited by officials that the extension of service delivery is unlikely to be funded by the MoD in the short term is that the Waste Management Unit has been lobbying desperately, without success, for several years to get the new collection of waste. The organized business sector indicated that the expansion of collection services was unlikely to happen easily given the low priority associated with waste management services.
Prospects of Source Separation Refuse Collection Services
Both union representatives are of the opinion that the unbundling pilot project is a way to introduce privatization of collection services and are against the project. Most technical experts agree that source separation collection services are unlikely to be extended in the next two years to all households and businesses currently receiving waste collection services within MM.
Prospects for Increasing MM Budgets for Waste Management Services
All leaders agreed that the prospects for cost reduction and deficit reduction for WMU and LSU within the current institutional arrangements were very limited. Labor was of the opinion that increased income for WMU and LSU was unlikely given MM's track record over the past decade.
Prospects for Integrated Waste Management Planning
However, one senior manager believed that the IWMP would help support arguments for additional funding for waste management services. One of the technical experts currently involved in developing an IWMP for MM indicates that planning will not count towards the budget process.
Enforcement of Waste Management Laws and Policies
All political representatives interviewed agreed that building law enforcement capacity to prevent littering and illegal dumping is not a priority for MM and that this is unlikely to change in the short term. Both representatives of the regulatory bodies emphasized that the system of cooperative management has reached a point where local authorities can disregard environmental legislation and know from previous experience that they will not receive any sanctions.
The Challenge of Co-ordinating the State
The regulatory authorities agreed that the national government must manage the implementation of the Waste Act through regulations and funding. DAEARD was also of the view that the provincial government was helpful in the implementation and.
Co – Initiating: From Downloading to Seeing with Fresh Eyes
Another senior leader of WMU explained that it is difficult for WMU to work with the business sector as MM provides very poor waste management services to the sector and the relationship between the parties is conflictual. A senior LSU executive believed that poor service delivery and the lack of organizational coherence can be attributed to management practices within WMU.
Co Sensing – Seeing the System
All WMU and LSU senior managers agreed that MM does not function as an integrated whole, but rather as separate parts of a whole. According to PCB representatives, MM seems to lack a long-term vision and has a narrow view of the key players in the MM development planning system.
Co –Presencing: Learning from the Future
One of the political representatives interviewed would like to create a future within MM in which there could be universal access to waste collection services and a city without landfills and littering. In order to create this future, the MM leadership should become transparent and accountable to its citizens.
Co Creating – Prototyping the Future
Another senior executive from LSU would like to prototype improvements to glass collection systems within MM. One of the regulatory authorities' representatives would like to prototype activities aimed at improving the institutional arrangements at WMU and LSU.
Co - Evolving – Creating New Institutional Ecosystems and Supporting Infrastructure
One of the technical experts believed that a change of leadership is the only way the WMU can become innovative and responsive to new practices. Another technical expert believed that the current leadership of the WMU and the LSU were not able to lead transformational change within their units and that if the current.
Summary
DISCUSSIONS AND CONCLUSIONS
Introduction
Awareness of the Waste Act
Given the limited capacity and commitment of policy makers within MM, it is unlikely that the new waste management policy will be effectively implemented. WMU and LSU senior management should implement procedures that increase awareness of the Waste Act and its implications for service delivery within MM among political, administrative and labor sectors of MM concerned with waste management issues.
Prospects for Extending Refuse Collection Services
NJMU leadership should use the IWMP process to develop a realistic ten-year plan to expand waste collection services throughout MM. The plan should have a spatial basis with each ward within the MoD having a waste collection service.
Prospects for Source Separation Collection Services
The ability to extend source separation collection services to all existing MM customers is only supported by a single manager within the WMU and the recyclers currently running the pilot project. The separation of the waste management functions into two separate institutions within the MM, i.e.
Prospects for Increasing MM Budgets for Waste Management Services
WMU needs to evaluate the current pilot project in order to understand the strengths, weaknesses, opportunities and risks associated with source sharing aggregation services within the MOE. The prospect of encircling the NMU to enable it to function as a commercial enterprise is not supported by the political leadership of the MoD and the labor sector and is therefore unlikely to happen in the short term.
Prospects for Integrated Waste Management Planning Processes
This unsystematic approach is likely to result in exacerbating existing problems and weakening the Msunduzi waste management system. 157 Integrated waste management planning processes should also be undertaken on a neighborhood basis where possible, so that spatial planning approaches can be used to integrate service delivery and monitor performance.
Prospects for Enforcement of Waste Management Laws and Policies
Incentives for residents and business people within the MM to change their behavior to comply with social and. The prospect of the WMU collapsing completely is unlikely, provided that other institutions with oversight of their functions within the MM can intervene to ensure a minimal level of service delivery.
Prospects for Co-operative Governance and the Co-ordinated State
It is unlikely that the regulatory authorities in the current context will obtain cooperation from the MM and will also not be able to enforce compliance with the Waste Act. The prospect that the MM will have cooperative relationships with other levels of government involved in waste management issues.
Prospects for Co Initiation Processes
All key stakeholders within the Msunduzi waste management system appear to be working on their own to improve waste management issues. The prospects of the state sector coming together to lead transformative change within the Msunduzi waste management system currently appear unlikely.
Prospects for Co-Sensing Processes
MM management also seems to lack basic knowledge of how the systems work and how they can be changed. Stakeholders within MM need to be made more aware of the basic functioning of systems and approaches to changing system dynamics.
Prospects for Co - Presencing Processes
WMU and LSU leadership have predictably and rather ominously identified nothing they should leave behind to allow them to work more. Stakeholders within Msunduzi's waste management system want to jointly create a future that is very much in line with the objectives of the Waste Act.
Prospects for Co - Creating Processes
It is interesting that the majority of stakeholders identified prototyping activities that seek to make improvements to people rather than waste management services directly as a way to achieve the highest future potential of the Msunduzi waste management system. The prototyping preferences of the various stakeholders revealed that the majority of stakeholders within the Msunduzi waste management system have a very common vision of the highest future possibility of the waste management system.
Prospects for Co – Evolving Processes
174 Most stakeholders indicated that MIDI could be an alternative place of innovation within the MM given the limitations of the WMU and LSU in this regard. The majority of stakeholders indicated that the current leadership of the WMU and the GVE will not be able to nurture and sustain the new practices, policies and infrastructure.
Improvements in the Research Methodology
The MM should provide a sheltered place for the core group of diverse stakeholders to create a new waste management system. Some of the results obtained from key stakeholders are likely to be influenced by the fact that the research was undertaken by a core player within the Msunduzi waste management.
Recommendations for Future Research
This is most likely to apply to stakeholders within the MM who are directly affected by issues related to the employment of authors within the Msunduzi waste management system. It would also be important for future research to examine issues related to the enforcement of environmental laws within the cooperative governance system and the enforcement of waste management regulations within the MM.
Concluding Remarks
Addressing Challenges with Waste Service Delivery in South Africa – Waste Sector Challenges and Vision Report, Background Research for the National Waste Management Strategy, Prepared for the Department of Environmental Affairs and Tourism. Prepared as part of the 2009-2014 Draft Integrated Waste Management Plan of the uMgungundlovu District Municipality.
