Sigma, Capiz Kasama Ka!

: Multistakeholder Partnerships for Solid Waste Management

Kasama Ka!: Multistakeholder Partnerships for Solid Waste Management Copyright 2005 Philippines-Canada Local Government Support Program (LGSP) The Philippines-Canada Local Government Support Program encourages the use, translation, adaptation and copying of this material for non-commercial use, with appropriate credit given to LGSP. Although reasonable care has been taken in the preparation of this book, neither the publisher and/or contributor and/or editor can accept any liability for any consequence arising from the use thereof or from any information contained herein. Printed and bound in Manila, Philippines Published by: Philippines-Canada Local Government Support Program Unit 1507 Jollibee Plaza Emerald Ave., Pasig City 1600 Philippines Tel. Nos. (632) 637-3511 to 13 www.lgsp.org.ph This project was undertaken with the financial support of the Government of Canada provided through the Canadian International Development Agency (CIDA).

Kasama Ka!: Multistakeholder Partnerships for Solid Waste Management SIGMA, CAPIZ

Philippines-Canada Local Government Support Program (LGSP) Documentation of LGU Exemplary Practices

Replicable Practice

KASAMA KA!: MULTISTAKEHOLDER PARTNERSHIPS FOR SOLID WASTE MANAGEMENT IN SIGMA, CAPIZ (4TH CLASS MUNICIPALITY)

CONTENTS
Summary Project Description: Confronting a growing solid waste problem History: How the project came about Results: Gains from the project Key Implementation Steps Analysis and Lessons Learned Annexes: Annex A - Executive Order No. 05-S-2003 Annex B - Memorandum of Agreement between LGU and Sigmahanon Development Foundation, Inc (SDFI) Annex C - Management Structure and Functional Chart Annex D - KASAMA KA! Solid Waste Management Flyer 2 2 4 5 6 15

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SUMMARY
Kabalikat sa Maunlad na Kalikasan or KASAMA KA! is an award-winning ecological solid waste management (ESWM) program being implemented by the municipal government of Sigma, Capiz, in partnership with the Sigmahanon Development Foundation, Inc. (SDFI), a non-government organization and other stakeholders. Piloted in the municipalitys poblacion consisting of its two biggest urban barangays, Poblacion Norte and Poblacion Sur, the program has successfully reduced the volume of solid waste in these pilot barangays by more than 50%, and has improved Sigmas ranking in the annual nationwide Clean and Green contest. KASAMA KA features four major components, or the 4Es: Education, Engineering, Enforcement, and Entrepreneurship. These components are focused on ensuring participation through education, technological innovation at the household level up, strict enforcement of policies, long term planning and providing livelihood opportunities through recycling and composting wastes. After one and half years of implementation, Sigmas ESWM program has been recognized by the Sangguniang Panlalawigan of Capiz, which issued a directive to have Sigmas ESWM materials disseminated to all municipalities of the province for their guidance, information and appropriate action (February 2002). The Philippines-Canada Local Government Support Program (LGSP) designated the Sigma SWM practice as one of five LGSP Learning Resource Centers in Region VI.

Project Description: Confronting a growing solid waste problem

The Municipality of Sigma is a 4th class municipality with a population under 30,000 located in the central plains of Capiz province. Located at the intersection of main routes in Panay Island, Sigma serves as a transit point to busy destinations like Boracay, Iloilo City and Roxas City. Its geographic location has led to Sigmas rapid urbanization which has resulted, in turn, to a rapid increase in its solid waste generation. In 2001, the daily volume of Sigmas collected garbage was approximately 8 cubic meters (cu. m.) on regular days and as much as 10 cu. m. on market days (Wednesdays and Saturdays). This translated to about 2.8 tons of garbage a week. Before the project was implemented, there was no effective, municipal-wide SWM program in Sigma. Approximately 68% of households burned their garbage, 16% buried it in their backyards and 11.8% recycled. Only 2 urban barangays or

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3.3% of total households in Sigma were served by the hakot-tambak (collect and dump) system of the LGU. The hakot-tambak consisted of one dump truck collecting waste from public garbage bins along the roads and certain centers (market, schools, municipal hall) and unloading it in an open dumpsite some 4.5 km. from the poblacion. When the garbage overflowed from the dump site, it was either burned or pushed down the hill towards the river. Basic Profile: Sigma, Capiz Over time, however, this method part of 2nd congressional district; 30 minutes from the provincial capital of Roxas city; transit point to proved hazardous to the health of the Iloilo city, Roxas city, Kalibo and Boracay, Aklan. people and the ecological condition of Land Area: 10,170 hectares Population: 27366 (5541 HH) the municipality. Due to siltation and Population growth: 2.0 % clogging from dumped waste, the Ave. HH size: 4.9 members Income class: 4th class Mambusao River -- which cuts across IRA: Php 25.54M four big towns of Capiz, including Local Revenues: Php 2.004 M No. of barangays: 21 Sigma was frequently overflowing, Land use: 92% agricultural land, 2,32% forestland, causing increasingly serious flooding 1.09 built up area Major industries/economic activities: agriculture that wreaked havoc on life and (rice, sugarcane, bamboo, banana, root crops and property. As a result, 13 of Sigmas 21 other products barangays were perennially flooded. In 2001 and 2002, for instance, almost all households in 13 barangays were submerged in floodwater, resulting in several deaths and millions of pesos worth of damage to crops and houses. In turn, the situation hindered Sigma from achieving its goals of having a vibrant agro-industrial economy and becoming the Center of Education in Capiz second Congressional district and a convenient tourist transit point to Boracay and Iloilo City. Project Goals and Objectives This was the situation that the KASAMA KA! Ecological Solid Waste Management program aimed to address by enhancing ecological balance in the municipality through sustainable and integrated waste management. KASAMA KA!s goals were: 1) a clean and productive environment that will help ensure the needs of the next generation of Sigmahanons and 2) a clean, healthy and orderly environment through waste segregation and recycling
Location: one of 16 municipalities in Capiz province,

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Specifically, KASAMA KA aims to: 1. 2. 3. 4. Promote the conversion of biodegradable waste into soil conditioner and the non-biodegradable waste into usable crafts Promote organic farming practices by making available good quality fertilizer/conditioner at lower cost Reduce incidence of diseases brought about by unclean surroundings Generate income from recyclable wastes

Project Components and Strategies Sigmas SWM program has four major components, collectively referred to as the 4Es: Education, Engineering, Enforcement, and Entrepreneurship. o Education means a variety of information, education and communication (IEC) strategies employed to raise peoples awareness on the need for ecological balance and to transfer the necessary knowledge, skills and other competencies on environmental management. IEC included performances by Dagway Sigmahanon, the communitys cultural group, trainings, and use of various media (leaflets, billboards, letters/reminders, etc.) Engineering refers to technological innovations applied for the implementation of the ESWM program. Among others, this included the use of locally-made trisikads (bicycle with sidecar attached for cargo), eco-carts and pushcarts designed and fabricated by an ESWM Board member to daily collect household waste, and the establishment of Materials Recovery Facilities (MRFs) with shredder and storage facilities. Enforcement refers to the implementation of municipal ordinances/resolutions/executive orders related to the program. These included the strict enforcement of a no segregation, no collection policy; master-listing of dog owners and house-to-house campaign; and deputizing Barangay Tanods to assist PNP personnel and sanitary inspectors in inspecting reported violations Entrepreneurship refers to projects that can provide alternative livelihood from recycled waste, from soil conditioner/garden soil produced from composting, crafts created from recyclable materials, and from the sale of used boxes, plastics and tin cans.

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History: How the project came about

After the passage of two landmark national laws on environmental protection, the Ecological Waste Management Law in 2000 (Republic Act 9003) and the Clean Air Act in 2001, the municipal government of Sigma saw the opportunity to fulfill their mandate and address their solid waste problem at the same time. In August 2002, Mayor Roberto Sualog and the Executive Director of Sigmahanon Development Foundation, Inc. (SDFI), a Sigma-based NGO that has been operating since 1988, attended a Lakbay Aral on Best Practices in Solid Waste Management facilitated by the Associated Resources for Management and Development, Inc. (ARMDEV) for the Philippines-Canada Local Government Support Program (LGSP). The training served as an eye-opener for the LGU and SDFI, and became the start of a partnership between the two parties. Inspired and encouraged by what he learned in the Lakbay Aral, Mayor Sualog issued Executive Order # 07-2002 in December 2002 constituting the Municipal Solid Waste Management Board (MSWMB), which was later called the KASAMA KA Board). The SWMB was tasked to formulate and implement a ten-year Ecological Solid Waste Management (ESWM) Plan. This gave the program its legal mandate.

Results: Gains from the program

As a result of this program, which took approximately 17 months to implement, the following gains have been noted: A remarkable decline in the volume of garbage generated daily, from 8 cu. M. to 3 cu. m., or a 62% reduction. This is because 88% of monthly biowastes are composted while 12% are recycled. There is also less littering, as garbage is being recycled. Declining incidence of wasterelated diseases, including 60% decline in cases of acute watery diarrhea, 30% decline in gastritis cases, 29% decline in parasitism cases, and 43% decline in impetigo cases.
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New livelihood and entrepreneurship opportunities have been generated, with households gaining income from organic fertilizer production and sale of compost/soil conditioner, organic fruit and vegetable production, handicraft-making from recycled waste, sales of used boxes, plastics and other recyclable materials. Increased capacities of groups and residents for solid waste management matched by their sustained active participation in the program. An experienced NGO, SDFI, was tapped to manage program implementation, while barangay tanods and police personnel were deputized to enforce policies. After being oriented, households have taken the lead in segregating and recycling their own wastes. Reduced costs: Before the program, the LGU spent Php 1824/month for diesel fuel (roughly 120 liters) used by the dump truck in collecting garbage. With the program, the LGU spent only P321.60/month (roughly 8 liters) because most of the dump trucks work was taken over by pushcarts and eco-carts that were pedaled by foot. Greater recognition for Sigma: Sangguniang Panlalawigan of Capiz adopted Sigmas ESWM information, education and communication (IEC) materials for distribution to all municipalities in the province for their guidance, information and appropriate action (February 2002) Sigma was also selected by LGSP as one of five LGSP Learning Resource Centers in Region VI on SWM. Sigma went from 13th place in 2002 to 9th place in 2003 in the annual LGU clean and green search

Key Implementation Steps

How did Sigma successfully implement its solid waste management program? Below are some implementation steps based on Sigmas experience. 1. Building consensus for the project; getting stakeholders that can provide resources to join the initiative The success of any initiative largely depends on how much support it can gather from various stakeholders. In Sigma, the LGU conducted a series of consultation-meetings with the representatives of different government agencies, barangay councils, an NGO and community organizations. The importance of enhancing ecological balance in the municipality, and the need to come up with a sustainable solid waste management plan to attain the same, were discussed.

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Local or external experts were also tapped to provide technical assistance in the preparatory and later activities. Sigma took advantage of initial capacity-building opportunities offered by ARMDEV, an NGO contracted by LGSP, which sponsored the Lakbay Aral and early trainings. In addition, the LGU also forged an early partnership with SDFI, a local NGO experienced in SWM that participated in the consultations, which helped formulate the plan and later took the lead in implementing the program. 2. Organizing the Municipal Solid Waste Management Board (MSWMB) The MSWM board serves as the policy-making body that sets the general direction of the program and guides the conduct of its day-to-day operations. The MSWMB will be more effective if it has a multi-stakeholder membership. Stakeholders that can provide resources and help enforce/implement the project should be represented. These include institutions that generate significant volumes of waste and therefore will have a stake in the programs success such as schools/academic institutions, the public market, commercial and industrial establishments, households and communities, as well as groups that can help enforce SWM policies like police, barangay tanods, and barangay councils. The MSWM Board of Sigma is composed of the following: From the LGU Mayor One Councilor Association of Barangay Captains (ABC) President Sangguniang Kabataan (SK) President Municipal Planning and Development Officer (MPDO) Rural Health Unit (RHU) Office of the Municipal Agriculturist (OMA) Office of the Municipal Engineer (OME) From an NGO (SDFI) SDFI staff From Line Agencies Department of Education (DepEd) Department of the Interior and Local Government (DILG) Department of Environment and Natural Resources (DENR) From the Business Sector Business Sector Representative After the board is organized, members should be given orientations about the program as well as their roles and responsibilities in making the
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program a success. In Sigma, the newly-designated Board members participated in a training conducted by ARMDEV which facilitated the crafting of a 10-year plan for solid waste management. 3. Formulating the SWM Comprehensive Plan 3.1 Conducting sectoral or public consultations in barangays In Sigma, consultations were done with the constituents to surface ideas on the relevance and appropriateness of the plans. Conducting a Waste Characterization and Analysis Survey or similar study to gather baseline data on the following: o Volume of waste per barangay o Type of waste (biodegradable, recyclable, hazardous, etc) and percentage to total waste generated The data from the consultations and survey became the basis for the formulation of the SWM program and plan. Sigma tapped technical expertise to conduct this kind of study. The study noted that 80% of Sigmas solid waste was biodegradable, which pointed to the need for composting and organic fertilizer production. 3.3 Formulate the Ten-Year SWM Plan The SWM plan formulated by the SWM Board included an outline of the solid waste situation in the area, and how it proposes to manage it, as well as the end results or targets the plan seeks to achieve. It describes the volume and type of waste generated, and the various methods and facilities by which each type of waste will be collected, recycled or disposed of. It also outlines the costs entailed in implementing such a program. Moreover, it also lays down the structures and mechanisms for managing the program which personnel and entities will be involved in what aspects. In short, the plan lays down the steps for the implementation of the four Es: education, engineering, enforcement and entrepreneurship. 4. Obtaining legislative support for the SWM Plan Upon completion, the plan was presented to the legislative council for approval and appropriate legislation. In Sigma, the legislative council passed a resolution (See Annex A for Resolution No. 8-s-2003) adopting the plan in January 2003, one month after its completion. The resolution commissioned barangay tanods to assist the local police forces in

3.2

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implementing the SWM Plan. Municipal ordinances were also put in place to help enforce participation and compliance in the program at the community level. 5. Designating a lead implementor After getting the plan approved and ready for implementation, the next step is to designate a lead agency to implement it. In the case of Sigma, the LGU recognized that the magnitude of the program meant it needed external expertise and additional personnel in managing it. It therefore came up with an innovative mechanism - engaging the services of a Sigma-based NGO, SDFI, to take the lead in managing the program. A Memorandum of Agreement (MOA) between the Municipality of Sigma and SDFI was signed in March 2003, authorizing the latter to manage the program jointly with the LGU, under the policies set forth by the MSWM Board. (See Annex B for the Memorandum of Agreement) 6. Conducting capacity development activities for program implementors This step can go hand-in-hand with the formulation of the plan and should include the development of a capacity development plan or program with resources allocated and the implementation of such a plan/program. In Sigma, the SWM Board started crafting the 10-year comprehensive SWM plan during a series of training and demonstration projects. The training program included the following key SWM components: o o Orientation on solid waste and other environment-related issues A three-day trainers training facilitated by the DENR and attended by 33 participants from schools, barangay officials, NGOs, business people, municipal employees and the SWMB

7.

Operationalizing the program, including the 4Es 7.1 Defining the pilot or focus areas In Sigma, the program was piloted in the municipalitys two urban barangays, Poblacion Norte and Poblacion Sur, which together comprise the town center and where the greatest volume of solid waste is generated. The two barangays have a combined population of 3,042 or 603 households representing 11% of the population. The two barangays were selected for piloting because most of the major institutions (and identified major generators of waste) in the

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municipality were located there, including the market, schools, the plaza, the municipal hall and other government offices. 7.2 Setting up the management structure In Sigma, the Mayor, along with the SB, heads SWM program management structure. The SWM Board then oversees and monitors program implementation, in partnership with the lead implemetor of the project, SDFI Board. The SDFI Program Management Staff manages the day-to-day operations of the program, manages the facilities and the funds and regularly reports to the Board. The SDFI management staff works in partnership with the municipal engineers office, which takes charge of the infrastructure /engineering aspects and the maintenance of the SWM facilities. (See Annex C for the Management Structure and Functional Chart) 7.3 Conducting education and information dissemination (1st E Education) Sustained information dissemination and advocacy would ensure broader community support to and involvement in the program. Sigma conducted the following: Cultural performances with social messages of the Dagway Sigmahanon, Inc during the launching program Posting of 18 billboards in strategic areas within the municipality describing the program and encouraging community participation Recoredas or recorded public announcements with the help of megaphones placed on roving tricycles and other motor vehicles by the municipality and the barangay government units 19 community orientations by trained facilitators with household members, pupils, students, employees, drivers, vendors and teachers in various barangays Distribution of 600 leaflets to households describing the composting and recycling process (See Annex D for Sample Flyer) Production of a video presentation featuring the first year implementation of KASAMA KA!

7.4

Setting up the necessary systems and mechanisms (2nd EEngineering). This included the following: Waste segregation-at-source, e.g. at the household/ school/ church. Waste segregation at source. Households were trained
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to segregate biodegradables and recyclables. Biodegradables were recycled through composting at the household level, while recyclable materials were either sold or turned into handicraft and other items for sale. Color-coded containers were placed in schools, markets, offices, and churches facilitate collection and transfer. Collection of segregated waste that is not recycled at the household level. Wastes that cannot be recycled or composted at the household level are then collected by the municipal government. In Sigma, daily collection of segregated wastes is accomplished following a schedule (i.e., Mondays for papers and cartons; Tuesdays for plastics/Styrofoam, etc.). Trained volunteer eco-aides with pushcarts and/or eco-carts go around the barangays collecting the wastes and bringing these to the Materials Recovery Centers. Four units of ecocarts and another 4 units of push carts were acquired to do the collecting. Establishing Materials Recovery Facilities (MRFs) and other facilities as repositories or processing sites for the collected segregated waste. The location and land area of these MRFs should be appropriate and adequate for the purpose; selection of sites should be determined by the waste survey and other considerations like accessibility, proximity to households, environmental safety, etc. Biodegradable wastes are transported to the Materials Recovery Facility I (MRF I) for shredding and resizing (MRF 1 houses a shredder), while non-biodegradable wastes are to be brought directly to MRF II. MRF I is located at the abandoned 40 sqm slaughterhouse. MRF II is located inside the public market and serves as the final storage and disposal site for segregated wastes; it includes a tree park, fruit/vegetable and herbal gardens, surplus center, organic soil production area, and a showcase for recycled products. Special wastes from health facilities are screened following appropriate handling practices at the MRF II, and sent to an appropriate hazardous waste treatment and disposal facility. 7.5 Ensuring enactment and enforcement of supporting SWM ordinances and policies (3rd E-Enforcement)

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Enactment and proper enforcement of ordinances and rules and guidelines on SWM is crucial to its success; thus the LGU should identify measures to carry this out. In Sigma, barangay tanods and ambulant vendors were deputized to act as traffic and ecological aides. A daily garbage collection schedule was also established. Another ordinance enacted and enforced was a no segregation, no collection policy, under which unsegregated waste will not be collected by the roving eco-carts and garbage trucks. 7.6 Establishing mechanisms/structures for encouraging entrepreneurship and income-generation from the program (4th EEntrepreneurship) The final component of the 4Es is entrepreneurship, which aims to provide additional income from wastes to households and communities undertaking solid waste management. This provides considerable incentives for people to participate in the program, thus increasing its sustainability, as well as help improve economic conditions for families. In Sigma, one entrepreneurship mechanism established was the Ecological Park (Eco-Park) which features a demo organic farm and organic soil production site inside the MRF II. The compost fertilizer from the biodegradable materials is packaged and submitted for soil analysis before commercial sale and distribution. The soil conditioner products are now being sold to Sigmahanon farmers at Php100 per sack. Other income-generating projects that can be explored include handicraft making from recycled materials and the sale of recyclable materials such as plastics, paper and cardboard boxes, and metal scrap to junk shops. 7.7 Monitoring program implementation and address problems through innovations in the program/plan Part of implementing the program is being prepared to address problems that crop up during program implementation. This would entail continuous monitoring of the program to be able to identify gaps in implementation and come up with innovations and changes to address such concerns. In Sigma, one of the initial problems encountered was getting backyard livestock owners, market vendors and pet owners to comply with the policies on cleanliness, sanitation and waste segregation. Also, it was later discovered that the space in the MRFs was too limited to accommodate the

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collected wastes. To address these issues, SDFI and the LGU undertook the following measures:
Problems encountered and how addressed Problem Action taken Disposal of animal waste Master listing of dog owners and house-to-house from household pets/ campaigns by police and OMA personnel to orient Stray animals dog owners on proper disposal of animal wastes Limited compliance with waste segregation from market stall owners, vendors Backyard hog/livestock owners not complying with SWM ordinances on solid waste disposal Limited space for wastes in MRFs Dialogues with market stall owners and vendors by the sanitary inspector, market administrator and market supervisor. More receptacles placed in the public market to make waste segregation more convenient Regular inspections among barangays for violations of the SWM ordinances Building linkages with scrap buyers to sell recyclables

8.

Ensuring sustainability To ensure the programs life beyond its initial phase, continuous capacity building as well as information, education and communication (IEC) should be conducted, to sustain high participation among communities and stakeholders. Partnerships should also be maintained and new ones forged to ensure the expansion of the program. In Sigma, SDFI and the LGU has developed partnerships with such institutions as DENR Region VI for continuing technical assistance, the Embassy of Japan for financial assistance in its Eco-Park, and the European Commission, for its planned plastic processing equipment. In the medium or long term, an LGU should also ensure that the program spreads beyond its pilot areas and benefits more areas in the municipality. In Sigma, the plan is to have other barangays establish their own MRFs, where households and other establishments may turn in recyclables and other segregated materials. The municipality will collect the recyclables for final segregation/sorting (into metal, plastic, paper and glass) and marketing. The income generated will be returned to the barangays to finance their livelihood projects. At the same time, Barangay Agricultural and Fishery Councils (BAFCs) in all 21 barangays have also started practicing organic farming for fruit and vegetable crops as a complement to the SWM program.

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Matrix of Key Implementation Steps

Key Implementation Steps 1. Build consensus for the project, get stakeholders to join the initiative 2. Organize the Municipal Solid Waste Management Board Expected Outputs Consultation meetings Concrete support from and commitment of various stakeholders to participate in the project Multi-stakeholder board membership Defined roles and responsibilities of the Board and its members Structures and policies Timeframe 4 months Person/ Agency Responsible Mayor, department heads, SB Budget/ Resources Required Political will on the part of LGU leadership to pursue the project Budget to facilitate consultations and early orientation/training (Approx. Php 2000) Commitment of members Political will on the part of LGU leadership to provide legal mandate for board creation Budget for meetings and orientations of board members (Approx. Php 1000) Budget for meetings and consultations of the Board Technical expertise which can be contracted or accessed from DENR or similar agency The legislative council may need a budget to conduct public hearings Technical assistance in drafting the MOA may be needed Time and budget for small group meetings to flesh out terms of reference. Time and budget for capacity development activities (Approx. Php 41, 000); technical assistance from SWM experts May vary depending on the needs of the area; In the case of Sigmas pilot phase, this included: Php 400,000 for the first year with Php40000 for IEC campaign Facilities/Equipment: 2 MRFs, with appropriate locations and adequate land areas; eco-carts and pushcarts, I unit shredder, demo farm and organic soil production area, 1 dump truck for heavy wastes.

Mayor

3. Formulate a SWM plan

10-year comprehensive SWM plan

SWM Board

4. Get legislative approval for the plan 5. Designate a lead implementor

Legislative approval of the SWM plan MOA or similar instrument with lead implementor, defining roles and responsibilities as well as mechanisms for partnership and coordination Capacity development plan/program Training conducted Training documentation A functional program with a management structure and designated personnel Conduct IEC Supporting policies and guidelines enacted and enforced Systems and facilities established Monitoring and evaluation mechanisms implemented Program innovations made to address concerns

1 month

2 months

Executive and legislative branches LGU

6. Conduct capacity development activities 7. Operationalize the program, including the 4Es (education, engineering, enforcement and entrepreneurship)

Simulta neously with Steps 25 1 year

SDFI with SWM Board

SDFI with SWM Board

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Kasama Ka!: Multistakeholder Partnerships for Solid Waste Management SIGMA, CAPIZ Key Implementation Steps Expected Outputs Timeframe Person/ Agency Responsible Budget/ Resources Required Personnel: 21 trained personnel to manage/operate the MRFs, including 7 paid eco-aides; volunteers Commitment of members Political will on the part of LGU leadership

8. Ensure sustainability

Continuous capacity building and IEC Maintaining partnerships Expansion beyond pilot sites

Continu ous

SDFI with SWM Board

Analysis and Lessons Learned

Sigmas KASAMA KA program is an exemplary local government practice in managing solid waste that can be replicated by other LGUs facing a similar problem. The required resources for the program are reasonable for any 4th class LGU, or even other LGUs with higher or lower income classification, especially since the scope and range of the program may be modified depending on the available resources and needs of the LGU. For example, an LGU with less financial resources or a smaller solid waste problem can pilot the program in a smaller area first, build a smaller MRF to save on costs and train a smaller number of personnel at the beginning of the program. Based on Sigmas experience, however, there are some critical elements that help ensure successful replication: The active commitment and effort of the LCE and the Sangguniang Bayan is vital to the success of the implementation of an ecological enhancement program. Participation is key to success; therefore the utmost effort should be done to ensure that as many stakeholders as possible are involved and that all residents are educated and encouraged to participate in the program. The consultations conducted by Sigma made the program responsive to peoples needs; thus, people felt its impact on their lives. The consultations also made residents realize they themselves were major stakeholders, who were indispensable in making KASAMA KA! a success. Getting the support and cooperation of community organizations and NGOs such as SDFI was also critical in getting more public participation in the program. Effecting and sustaining an LGU-NGO partnership is also a noteworthy feature that other LGUs should seriously consider in undertaking a SWM program. Communication and education plays an important role in facilitating participation and accountability. Massive Information, Education and Communication (IEC) activities are therefore indispensable to make
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people aware and supportive of the program. The distribution of advocacy materials facilitated easy learning and effected broader community involvement in the program. In fact, ensuring that the 4Es of solid waste management are included in the program will be a great factor in ensuring its success. The series of capacity building for ESWM strengthened the competencies of both program implementers and beneficiaries. Learning via Lakbay Aral and exposure to other LGUs best practices, for example, inspired implementers to duplicate and innovate on ESWM best practices. Technical expertise should also be obtained to help in the engineering aspects. Regular updating and feedbacking helped in checking the relevance of approaches used. Continued resource mobilization/fund sourcing is crucial to ensure program sustainability. This can be achieved through such efforts as expanding/strengthening existing partnerships and forging new ones with partners that can provide much needed resources and institutional support. Institutionalizing the program is also critical. Making sure that the right legal mandates and policies are in place, including a budget, will help the program to continue even beyond the terms of the leaders who first championed it.

At the same time, there were some challenges that Sigma encountered which a replicating LGU may consider: Ensuring the proper enforcement of penalties and sanctions for violators or ESWM ordinances LGU personnel tasked with this responsibility may be sensitive at first to peoples persuasions to overlook violations or may be hesitant to enforce sanctions. Violators may also refuse to pay fines or submit to the sanctions, which can cause community tensions. It is therefore important to have the proper implementing rules and regulations in place and clearly spelled out and that residents are fully consulted and informed of such rules. The MSWM Board and operations personnel should also monitor the enforcement of such sanctions and provide guidance on how problems can be resolved. Incentives should also be put in place to show residents that compliance is also rewarded. Ensuring proper management of the MRFs This would include proper training and orientation of MRF personnel on environmental safety and sanitation procedures as well as on equipment maintenance, solid waste processing, etc. An MRF is a sensitive area; being a repository of solid waste (recyclables, compost, etc), it must always be clean and environmentally safe and must not pose any hazard or inconvenience to the surrounding communities.
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Annex A Executive Order No. 05-S-2003

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Annex B Memorandum of Agreement between LGU and Sigmahanon Development Foundation, Inc (SDFI)

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Annex C Management Structure and Functional Chart

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Annex D KASAMA KA! Solid Waste Management Flyer

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