Business and Implementation Plan
for a Waste buy back - Processing Centre
and Future Waste Recycling
In
Stutterheim
Amahlathi Municipality
FOR
BY
2010
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Summary
Total duration
Objectives
Partner(s)
Target group(s)
Final
beneficiaries
Estimated
results
Main activities
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Four months Phase1 and Eight months Phase 2
Overall objective: To formalise existing Waste Workers, set up a Buy back Centre and to create a
viable, waste recycling system for the Amahlathi Municipality that creates sustainable employment &
new sources of income for its participants, formalises informal waste recycling, & improves the lived
environment of citizens
Specific objectives
 To establish new waste recycling infrastructure and systems in Stutterheim, fully equipped
with all the necessary resources and skills required for effective waste recycling linked with
downstream processing initiatives

To employ, train and equip existing informal waste recyclers and additional unemployed
people to work in, own and manage the waste recycling infrastructure purchased through this
project

To create an integrated waste management system that supports Stutterheim and mobilises
citizens to support separation of waste at source as a first input into the recycling system.
Implementer, Waste Workers and Amahlathi Municipality
Waste Workers busy on landfill site and unemployed.
 The families of Waste workers employed in this business.
 The communities of Stutterheim, who will have their lived environment improved.
 Recycling businesses who participate in the new integrated waste management system.
 The municipality itself, who will have established integrated waste recycling system as
foreseen in national legislation and policy and facilitated an innovative LED intervention.
1.
Strengthened & capacitated waste recycling system established for Amahlathi
2.
Buy-back- Centre & Processing Facility fully operational in Stutterheim
3.
Waste transportation system established
4.
Waste Workers appointed, trained & equipped
5.
Waste-worker owned management structures set up & capacitated
1.1 Develop an Integrated Waste Recycling Plan for the Amahlathi Municipality
1.2 Establish Management Committee to oversee the implementation of the initiative
1.3 Train Management Committee
1.4 Train staff in Amahlathi Municipality
1.5 Design & implement a waste recycling awareness campaign & incentives system
2.1 Complete design for Stutterheim Buy-Back-Processing Centre & obtain municipal approval
2.2 Appoint contractor to adapt Buy-Back-Processing Center
2.3 Purchase & install processing equipment for Stutterheim Buy-Back-Process Centre
3.1 Roller Bins, bulk bags & place them at each collection point
3.2 Organise transport to move waste from collection points to Buy-Back-Process Centre
4.1 Register all existing informal waste workers
4.2 Register additional unemployed people
4.3 Purchase & issue protective, branded clothing to registered waste workers
4.4 Design training programme
4.5 Provide training
5.1 Workshop potential legal entities with registered waste workers
5.2 Register legal entity
5.3 Undertake management training needs assessment
5.4 Design training & mentorship intervention & implement
6.1 Identify opportunities
6.2 Develop business plans
6.3 Establish new recycling businesses
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Objectives
Overall Objective
Phase 1: To create a viable, waste recycling system for the waste collectors at the landfill site that will create a
sustainable business. This will bring a new sources of income for its participants, formalises informal waste
recycling.
Phase 2: to extend phase 1 by creating more add value and other recyclable material that will effect the whole of
the Amahlathi Municipal area which fits in with the local Municipalities IWMP objectives and in turn improves the
lived environment of citizens.
Specific objectives
Phase 1:


Phase 2:


To establish new waste recycling infrastructure and system at Stutterheim landfill site at “old Abattoir”,
equip with certain resources and skills required for effective waste recycling.
To train and equip existing informal waste recyclers and additional unemployed people to work in, own
and manage the waste recycling infrastructure purchased through this funding
To create an integrated waste management system that supports Stutterheim, Cathcart,
Keiskammahoek and outlying settlements and mobilises citizens to support separation of waste at
source as a first input into the recycling system.
To further equip buy back centre and additional add value
Why these objectives?
There sufficient evidence to show the environmental, economic and social benefits of waste recycling and
processing through an integrated management system. Although there are informal waste recycling activities that
take place in and around the landfill sites within the Amahlathi Municipality, these informal activities have not yet
been integrated with the municipality’s own formal waste collection activities.
This would formalise the work of people currently eking out a living as informal waste recyclers, creating additional
employment in waste recycling, and developing the waste recycling value chain within the Amahlathi Municipality to
sustain the waste recycling system and contribute to the development of the local economy.
By establishing waste recycling infrastructure (equipped by-back centre) and systems (including a waste
transportation system), the project will create the material conditions for effective waste recycling that can feed into
a range of value-adding activities. By employing, training and equipping existing informal waste workers and
additional unemployed people to work in, own and manage waste recycling infrastructure purchased through this
project, the project’s benefits to participants and the wider community can be ensured. By supporting the waste
workers employed in this project in developing their capacity for management of the project into the future and in
establishing an effective and equitable ownership structure, this initiative will ensure that the waste workers are
effectively equipped to manage this project in a financially sustainable manner. The municipality takes appropriate
steps to support the effective running of the waste recycling value chain from source to value addition. Mobilisation
of citizens to separate waste at source will help to ensure that waste streams are optimally organised to support
the organisation of recycling activities established under this project. An effectively functioning system established
in this way will create sustainable employment and new sources of income, formalise informal waste recycling, and
improve the lived environment of citizens, who will see the pressure on landfill sites decrease, the amount of waste
in their environment decrease, and the quality of life of some of the poorest citizens improve.
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Relevance of the plan
Consolidating
The intended action will consolidate the waste workers into a sustainable locally owned enterprise linked to other
spin-off enterprises that can create at least 30 local and sustainable jobs and many more indirectly. This will
provide decent income to a layer of people who were previously impoverished, dis-empowered, unemployed,
excluded from the local economy and marginalised from local communities. The two lady’s currently working on the
landfill site have not reached recycling’s full potential as it currently focuses on limited waste stream from
Stutterheim landfill site alone and does not yet fully undertake value-adding and processing activities to recycled
waste. This proposal is precisely about coherent business and social facilitation activities directed at the realisation
of the optimal LED potential of integrated waste recycling.
Despite the ladies doing it of for a number of years, there is still high levels of “under-harvesting” potentially
recyclable waste from local landfill sites. This “under-harvesting” is a lost economic opportunity as much of the
unharvested material can be reused, recycled or processed into other forms which create valuable items for resale.
This is what the proposed initiative seeks to achieve. The main barriers to the further progress of this initiative is
the lack of effective waste separation and systems in the municipalities that can ensure the optimal extraction of
recyclable waste; the lack of sufficient skills, expertise and knowledge amongst the Waste Workers and other
possible Waste Workers who could join the Project or start their own related enterprises; and the lack of relevant
waste recycling education and awareness in the local communities. Current and prospective new Waste Workers
will need further and on going training to enable them to understand what they are doing, to work efficiently and to
become effective owners and managers of the project as a successful local enterprise. Municipal workers also will
need training for the initiative to succeed.
Relevance of integrated waste recycling to local economic development
Waste recycling is one way to reduce waste to landfill. Recycling, by strict definition, means to reprocess material
back to its original or new useful format. For example, glass bottles are crushed, melted and remoulded into
bottles. More broadly, recycling refers to any waste that is recovered and returned or reprocessed to a further
useful purpose. For example, many carton boxes are recovered from waste and resold as used carton boxes. Most
waste materials could be recycled. The challenge is to find buyers for the ’waste’ of one producer, who will consider
the ’waste’ as a resource. Waste exchange programmes are also relevant as they can facilitate the re-use of
waste, thereby conserving energy, minimising resource use and reducing the pressure on landfill space.
An example of the downstream processing opportunities can be found in Polytimber. IWARS has an already
established Polytimber factory in Bathurst in the Ndlambe Municipality that processes plastics (from flimsy bags to
garden furniture and black piping) into planks that can be used in walkways, furniture, and playground equipment.
Its advantage over wood is that it does not need treating or painting to make it last and it cannot rot or deteriorate
easily. A Polytimber factory can be started in Stutterheim area to supply another spin-off business – a factory
making palettes or crating for industries mainly in East London etc, out of the Polytimber. This factory effectively
turns one of the most problematic of waste materials (and the most freely available), which can take up to 1000
years to break down naturally, and which has such a devastating effect on natural ecosystems, into a durable,
useful and profitable product. There are a number of other processing opportunities that can be developed, all of
which, like the Polytimber process, can purchase separated and partially processed waste for further processing.
Up to now, the business model has identified the following value-adding opportunities linked to waste recycling:
polystyrene and tyres; electronic equipment which can be broken down into different components for recycling;
organic material which can be used to make compost; excess food from schools, retirement villages and
supermarkets, and local restaurants which can be broken down into vermin-compost through earthworm farming;
bricks which can be cleaned of cement and sold for reuse; the baling of tins, cans, paper and cardboard; and the
shredding of plastic. There will be opportunities for local entrepreneurs to make artefacts out of waste, and to
invent new ways of recycling various materials.
Benefits
Phase 1:The target group will remain the informal waste recyclers at present working regularly with waste in the
landfill site.
Phase 2:The municipal staff who have to work with a new recycling waste system, citizens who have to be
persuaded to separate their waste. The two-bag separation system will be introduced in the area due to its success
in other Municipal areas (e.g. Makana), well as new processing businesses that will be tied into a recycling value
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chain. At present we can account for 2 full-time employees in recycling – at Stutterheim Landfill Site Phase 1 will
increase this to 9. Phase 2 will incorporate the other settlements such as the 3 informally working at the municipal
landfill site in Cathcart. Phase two will increase the number to 30 people.. The final beneficiaries will be the families
of waste workers employed and the community of the Amahlathi area, who will have their lived environment
improved, recycling businesses who participate in the new integrated waste recycling system, and the municipality
itself, who will have established integrated waste recycling system as foreseen in national legislation and policy
and facilitated an innovative LED intervention.
The intended business plan will benefit the waste worker group as follows:
 Income generation with significant multiplier effects in the local economy.
 Gain life skills and social status.
 Skills acquisition both to manage and in collection, recycling and production.
 Surpluses which would be shared with members through higher wages.
 All workers will be entitled to contribute to decision-making in the enterprise.
Phase 2: The waste worker group, the area and the add- value to product will increase.
The overall benefits of the intended action to the community are important and these are:
 Less pollution from waste that is dumped into landfill sites.
 More land is available for development.
 Community awareness about the environment changes as they change their lifestyles to ensure recycling.
 Less costs to the municipality and ultimately the community with the decreased volumes of waste that are
disposed.
 Benefits to a less-loaded eco-system.
The benefits identified above are based on lessons learned on the Masihlule Project in the Makana Municipality.
These projects have already shown the income generation and LED potential of integrated waste management.
The performance of the Masihlule Project also emphasises the importance of building local partnerships around
interventions and actions that can mobilise and address the dire socio-economic conditions of the most vulnerable
in local communities. Integrated waste management practices also show that economic benefits can be derived
from a range of value-adding activities and relevant business linkages. In this way, integrated waste management
practices have significant multiplier effects in local economies. The optimal advantage of integrated waste
management practices can also be seen in their low barriers to entry in terms of skills, education, training, capital
and equipment. In other words, integrated waste management practices are suitable to address the sustainable
socio-economic integration of marginalised sections of society through decent work. The consolidation of the
current Waste Workers and expansion will help to create waste recycling and environmentally friendly towns
thereby qualitatively enhancing the lived environment of local residents. This can add to the local economic
competitiveness of these towns.
The proposed project can also facilitate waste exchange that can be available to anyone who generates or uses
waste, including companies, individuals, institutions, schools, NGOs and community groups. Waste exchange can
turn fixed costs for waste storage, transport and disposal into savings. This can also give local companies a
competitive edge in the sustainable usage of resources and unlock markets for unwanted materials.
National laws and local municipal development plans
The business proposal will make a clear contribution to LED, to improvement of a declining area, to the
development of new sources of economic activity, and to the stimulation of investment. Further, the intended plan
will not be isolated as it is in line with the requirements of the National Environmental Management: Waste Act (Act
No. 59 of 2008) and the September 2001 Polokwane declaration signed by government, business, labour and civil
society aimed at reducing “waste generation and disposal by 40% respectively by 2014 and develop a plan for
ZERO WASTE by 2022”.
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Objectives and priorities
Phase 1 and 2 will create 30 sustainable jobs for historically disadvantaged people through an innovative response
to waste recycling opportunities, will create new sources of income associated with further downstream waste
recycling opportunities, and will lead to an improvement in the quality of life of community in Amahlathi by having
waste more effectively managed. This business plan also speaks to the priority areas which is to formalise and
increase the value of recyclable waste. The new infrastructure and systems will be created that will generate direct
and indirect employment, and new sources of economic opportunity will be unlocked by creating a reliable supply
of recycled waste that is linked to further downstream processing initiatives. The Amahlathi Municipality is in
support of the National Environmental Management: Waste Act (Act No. 59 of 2008), and the optimisation of
municipal waste removal systems to support and encourage waste separation at household and business level and
transport and delivery of separated waste. The municipalities’ LED objectives will also be met by creating
employment while strengthening municipal systems and meeting national legislative requirements. The business is
ready for implementation, in that the Waste Workers, the waste, the site “old Abattoir for waste recycling
processes” and the proposed new transfer station in Cathcart have been identified by the respective municipality.
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Description of the plan and its effectiveness
The intended action focuses on the development of a new waste recycling business in the Amahlathi Municipality.
The implementation of this project will include the development of an Integrated Waste Recycling Management
Plan for the whole municipality, infrastructure and systems for the project itself, value-adding, education and
training, social facilitation of the business activities to the target groups.
As indicated in section 1.5 above, this project will aim to create a viable, waste recycling system for the
municipality. Integrated waste management practices show that significant economic value and benefits can be
derived from waste recycling that is linked to a range of value-adding activities and relevant business linkages. The
optimal advantage of integrated waste management practices can also be seen in their low barriers to entry in
terms of skills, education, training, capital and equipment.
The implementation of the Waste Recycling Business will lead to the following:
 Expansion of the volume of waste that is harvested for sorting and reselling.

Expansion of business activities and their economic value through related value-adding activities.

Establishing a sustainable enterprise.

Facilitating access to timely and quality business, advisory and technical services.

Facilitating sustainable economic relationships with suppliers of raw products (residents, municipalities and
institutions) and buyers of sorted waste.
Expected results
As indicated previously, the proposed project will achieve the following results:
Phase 1
 Waste Workers appointed, trained and equipped.
 Buy-Back Centre and Processing Facilities operational in Stutterheim
 Waste-worker owned management structures set up and capacitated.
Phase 2
 Strengthened and capacitated waste recycling system for the Amahlathi Area.
 Waste transportation system established.
 More equipment with new recycling businesses established to add further value to the outputs of the BuyBack and Processing Center
 Waste worker employees number increase
Phase 1
 Waste Workers will be appointed from the ranks of people currently engaged in informal waste recycling
and other unemployed people. The total Waste Worker employment target is 9 people, at an average
monthly income of R 1,100. Waste Workers will be trained and equipped for their waste management task,
and will also participate in a process to identify an appropriate entity to manage the Buy-Back and
Processing Centres established through this initiative. Focused support will be given to capacitate Waste
Workers to take over responsibility for management through their new legal entity, which is anticipated to
be a cooperative established in terms of the Cooperatives Act.
Phase 2:

Effective optimisation of the LED opportunities in waste recycling requires synergy in the activities of a
whole range of actors, starting with separation of waste by households, transportation of separated waste
to landfill sites and processing centres, sale and transport of processed waste to factories for further value
addition, and, ultimately, sale of new products back to consumers for utilisation and re-entry into the waste
recycling system. Synergy requires an effectively designed system that coordinates the activities of local
actors. Key amongst these actors are local municipalities, particularly given their legislative mandates for
waste collection and management.
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The proposed activities and their effectiveness
Result 1: Strengthened and capacitated waste recycling system established for Amahlathi
Activity 1.1: Develop and Integrated Waste Recycling Plan for the Amahalathi Municipality
Implementer will assist the Amahlathi Municipality in developing an Integrated Waste Recycling Plan according to
the requirements of the National Environmental Management: Waste Act (Act No. 59 of 2008). An forms the
foundation for an effective Waste Information System, which is an essential tool for the management of an
integrated waste management system. This system will be structured to also provide information needed for
management of the Amahlathi Waste Recycling for LED project.
Activity 1.2: Establish Management Committee to oversee the implementation of the project
An integrated waste recycling system, supported by an IWMP, requires an effective Management Committee in
which key role players are represented. The Management Committee for this business will be established at
inception, and will include representatives of Implementer, representatives of the environmental health and LED
sections of the Amahlathi Municipality, representatives of the waste workers, but later through the new legal entity
established and owned by the waste workers in the buy-back and processing centres), a representative of the
Provincial Department of Social Development, and a representative of the Family and Marriage Association of
South Africa (FAMSA)..
Activity 1.3: Train Management Committee
The Management Committee will contain a number of people, particularly Waste Worker representatives, for whom
project and financial management terminology and processes will be new. Training of all members in the
management systems and tools to be used for project implementation will be facilitated by implementer
Activity 1.4: Train staff in Amahlathi Municipality
Staff members of Amahlathi Municipality have to be trained to work in support of the new integrated waste recycling
system. This will include participation in information gathering in support of the IWMP and its associated waste
information system, collection of separated waste, management of landfill sites, and community mobilisation.
Training will be provided by Implementer with SETA accreditation of its integrated waste management training
courses.
Activity 1.5: Design and implement a waste recycling awareness campaign and incentives system
Participation by the residents of the Amahlathi Municipality is essential to effective implementation of the integrated
waste management system, particularly as their separation of waste at source will improve the efficiency of waste
collection and finer waste separation and processing at the Buy-Back Centres. A two-bag system (black bags for
general waste and orange or clear bags for plastics, cardboard, paper, glass and cans) will be introduced and
monitored.
A structured and targeted waste recycling awareness campaign will be designed and implemented. This campaign
will include the use of brochures, flyers that will be added to municipal accounts, newspaper advertisements and
press releases, posters, and talks at schools and other community-based institutions and functions. Implementer
and the Amahathi Municipality will jointly design and implementation this awareness campaign.
Result 2: Buy-Back Centre and Processing Facilities fully operational in Stutterheim
Activity 2.1: Complete Stutterheim Buy-Back Centre & obtain municipal approval
The “ old abbattoir” in Stutterheim will need to be renovated and secured, ready to receive machinery and staff.
The site and building has been bought and secured for this purpose.
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Activity 2.2: Appoint contractor to adapt Buy-Back Centres
A tender procedure, in compliance with the procurement procedures, will be undertaken to appoint a contractor to
to carry out any such works needed. The contractor will be managed by implementer
The land and the Buy-Back Centres belongs to the Amahlathi Municipality and has been made available to the
project at along term low monthly payment amount. The municipality electricity department will have to upgrade the
transformer to 100kva this will cover phase 2
Activity 2.3: Purchase and install processing equipment for Stutterheim Buy-Back- Processing Centre
Phase 1
A tender procedure, in compliance with the procurement requirements, will be launched to purchase and install the
following pieces of equipment for the site: electronic scale, granulator, baler (for cardboard, plastic, tins and cans),
conveyor , 1sorting table.
Phase 2
A tender procedure, in compliance with the procurement requirements, will be launched to purchase and install the
following pieces of equipment for the site: weighbridge, glass crusher, forklift, shredder, baler (for cardboard,
plastic, tins and cans), conveyors, 4 sorting tables, and extruder.
Result 3: Waste transportation system established
Activity 3.1: Purchase roller bins , bags and place them at each collection point
Phase 2
Roller Bins, bulk bags will be purchased and placed at identified collection points for the receipt of separated
waste. These collection points will include Cathcart and other residential areas.
Activity 3.2: Organise transport to move waste from collection points to Buy-Back-Processing Centre
Phase 2
Municipal truck collects waste from the collection points and transports it to Stutterheim Buy-Back Centre. These
vehicles will operate according to a schedule agreed by the Management Committee approved by the Amahlathi
Municipality (which will be represented on that Management Committee).
Result 4: Waste Workers appointed, trained and equipped
Activity 4.1: Register all existing informal waste workers
Given the initial focus of this project on people who are already engaging in informal waste recycling activities for
food or for waste that they can sell or use, and given the risk of an influx of other unemployed people when word of
a new business initiative spreads, a formal register of all existing informal waste workers will be established. This
will be done at inception.
Activity 4.2: Register additional unemployed people (to bring the list total to 30people)
Once all of the informal waste workers have been identified, unemployed people who have registered on the
Department of Social Development’s database will be approached for registration. This opportunity will not be
widely advertised due to the risk an unmanageable influx of desperate people to fill the remaining spots (our
projections indicate that the business will be able to employ 30 Waste Workers once phase 2 is up-and-running).
Activity 4.3: Purchase and issue protective, branded clothing to registered waste workers
Protective, branded clothing will be procured and issued to registered waste workers for health and safety reasons,
but also to effectively brand this initiative. Branding will also serve to showcase the initiative to residents of the
Amahlathi Municipality, thereby contributing to the awareness raising campaign.
Activity 4.4: Design training programme
A training programme that includes the following components will be designed: waste recycling, health, life skills,
safety supervision, communication management and administration. The design will draw on the experience
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gained through the Masihlule Project in the Makana Municipality, and will be managed by Implementer and the
LED section of the Amahlathi Municipality.
Activity 4.5: Provide training
Training will be provided to the registered Waste Workers in accordance with the training programme. Implementer
will take responsibility for technical waste management training, and key stakeholders (e.g. FAMSA) and other
relevant providers will be mobilised.
Result 5: Waste-worker owned management structures set up and capacitated
Activity 5.1: Workshop potential legal entities with registered waste workers
The LED section of the Amahlathi Municipality will organise and facilitate a workshop with registered waste workers
to decide on the most appropriate legal entity or entities for worker management of the two Buy-Back and
Processing Centres.
Activity 5.2: Register legal entity
The selected legal entity will be registered in terms of the appropriate legislation (e.g. if a cooperative is chosen,
the registration will occur in terms of the Cooperatives Act). Registration will create a legal person that can own
assets and undertake business activities.
Activity 5.3: Undertake management training needs assessment
A training needs assessment will be initiated during the legal entity workshop, but will be completed by an
appointed training service provider. This needs assessment will allow for the development of a targeted training
and mentorship intervention to ensure that the members of the new institution are effectively capacitated for their
management responsibilities once they have taken ownership of the business. Of course, training will not start from
scratch, given the participation and training of worker representatives that participate in the Management
Committee.
Activity 5.4: Design training & mentorship intervention and implement
A training and mentorship intervention will be designed based on the training needs assessment. Our experience is
that training is not sufficient for people who are new to management responsibilities – assignment of dedicated and
well-prepared mentors allows for more on-going support as active responsibility is taken. The training and
mentorship intervention will be implemented by the trainers appointed to undertake the training needs assessment.
Phase I Training Identified
TIME MANAGEMENT
The purpose of this module is to train to manage their time effectively.
The following are the outcomes of this module:

Have a good idea of how well they are coping with time management

Be able to identify their time wasters

Know how they are currently allocating their time

Know how they could more effectively allocate their time

Know how to prioritise their work

Be able to become a more affective self manager

Ability to identify their roles and goals
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
Be able to draw up a time planner

Be able to compile a to do list

Ability to motivate themselves

Ability to cut down on procrastination
FINANCIAL MANAGEMENT
Financial Management is the management of the money and the finances of a business to enable us to understand
how and where money and expenses are allocated, and why the business makes a profit or a loss.
How do you manage your money? How do you manage your business money?
Financial management is about planning income and expenditure, and making decisions that will enable you to
survive financially.
The following are the outcomes of this module:

Have an understanding of what financial management is all about.

Understand what is budget

Be able to budget for themselves

Be able to understand the roles and responsibilities of themselves as their own financial managers.

Do their financial planning with success.

Save money.

Live a debt free life.

Understand different types of banking accounts and be able to choose the accounts that is best for
them.

Know how to deal with debt cancellation.
PERSONAL GROWTH
The purpose of this module is to instill pride and confidence to people.
Personal growth is a process that is related to self improvement and the acquisition of skills. Moreover it is a
process that produces personal change and progress. It starts from within you.
The starting point with personal growth is to know who you are and what makes you tick.
These are the outcomes of this module:

Have a good idea of what personal growth means.

Have a better understanding of themselves.

Appreciate themselves.

Acknowledge and accept their weaknesses and maximize their strengths.

Change their negative thoughts to positives.
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
Affirm themselves better.
PRODUCTION MANAGEMENT
Production management deals with the decision making related to production
process of that the resulting goods and service is produced according to specifications
in the amounts and at the scheduled demanded and at minimum cost.
Trainees are imparted with skills of managing production in their project effectively and make adequate profit.
WASTE SORTING, SEPARATION
Sorting and separation of waste, identification of types of waste.
The purpose of the training is to equip candidates with:


Classify, separate, treat, store and transport waste safely, responsibly and in compliance with legislation;
Control and monitor access to a waste handling facility.
Other benefits will be the knowledge and understating of:


Principles and concepts related to waste management and their application in practice;
Methods of handling and transporting waste.
Specific outcome is:





Separate, treat and store waste.
Transport waste.
Control access and monitor the flow of incoming materials to a waste facility.
Recognise and report threats or damage to health, safety or the environment.
Compile relevant records.
Machine operating

.Operate machines properly

Ensure maximum production
Machine maintenance

Disassembling of machines

Cleaning of machines
Safety
PRIDE OF THE PROJECT
Understanding what the project is all about. Develop a sense of loyalty and commitment towards the project.
TEAM BUILDING
A team is a small number of people with complementary skills who are committed to a common purpose,
performance goals, and approach for which they are mutually accountable.
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A team is a group of people working together towards a common goal.
Outcomes of this module are:

Understand the meaning of teams and team building.

Understand the aspects of teams.

Know the types of teams.

Develop teams.

Know how to build teams.

Know the roles and responsibilities of team members.

Work effectively as team members
BASIC HYGIENE
Personal hygiene may be described as the principle of maintaining cleanliness and grooming of the external body.
It is in general looking after yourself.
Personal hygiene can be controlled by sustaining high standards of personal care and humans have been aware of
the importance of hygiene for thousands of years. The ancient Greeks spent many hours in the bath, using
fragrances and make-up in an effort to beautify themselves and be presentable to others.
Personal hygiene products are a billion rand business in the commercial market, with many high profile celebrities
endorsing products that aim to keep us looking our best. In fact, hygiene is actually a scientific study.
Maintaining a high level of personal hygiene will help to increase self-esteem and confidence whilst minimising the
chances of developing imperfections.
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Result 6: New recycling businesses established to add further value to the outputs of the BuyBack and Processing Centre
Activity 6.1: Identify opportunities
There are a number of opportunities that can be flagged in this application. These need to be further investigated,
along with other opportunities that may become apparent during implementation. All opportunities will be captured
in a report.
Activity 6.2: Develop business plans
Opportunities captured in the opportunities report will be screened and the most likely successes will be selected
for business planning. Business plans developed for selected opportunities will be prepared as bankable
documents that can be used for loan funding from commercial lending institutions. These plans will have the
advantage that supply of waste can be quantified in terms of the system created through the initial funding.
Activity 6.3: Establish new recycling businesses
Those recycling businesses that have managed to attract finance will be established.
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Methodology of Phase 1 and 2
A detailed description of the results and activities of the Amahlathi Integrated Waste Recycling for Local Economic
Development project has been given in section 1.7. This description has included demonstration of the logic behind
the choice of activities.
In the methodology section, we provide further information on the methods of implementation, the procedures for
internal and external evaluation, again summarise the roles of the various actors and stakeholders, provide the
organisational structure and the team proposed for implementation, and describe the main means proposed for
implementation.
The following are explored below:







Management, education and training
Building cohesive internal relations
A clear plan for project implementation
Clear roles and responsibilities for role player
Implementation monitoring
Project team structure
Identifying the resources required for implementation
Management, education and training
As Implementer, effective mobilisation and organisation is the cornerstone of the approach to the project. Given
that the project is also about developing an enterprise, the approach also emphasises effective business and
financial administration and management. This will ensure efficiency and accountability. Important here is the
unique nature of our business activities: essentially business activities driven by a layer of people who were
previously marginalised and with minimal skills required to run a successful enterprise. Must ensure that this skills
gap is not a disadvantage to any of the current waste workers. To ensure that waste workers build their capacity
and sense of self-worth through targeted education and training, as well as through a management model built on
their participation, learning, reflection and ongoing practical learning is being noticed. This has seen previously
desperate people gradually transform into confident workers assured of productive work, income and a sense of
dignity.
The open-ended capacity-building approach will continue for the duration of the initiative. The aims and content of
ongoing capacity-building will be consolidated through a needs assessment, delivery of effective education and
training using appropriate methods and the ultimate transition from the current structure of the project to an
enterprise owned and managed by the workers themselves. This will not be an easy exercise. For example, the
rights and responsibilities of worker-owners will be challenging. Worker-owners will be involved in diverse roles
such as the investment of their labour, productivity, management, planning, business growth, sharing in profits,
sharing in risk, and so on. In this regard, the entire project implementation plan is predicated on paying attention to
ongoing learning, targeted capacity-building, the building of appropriate internal cultures and mentoring.
Internal relations
The internal relations of the initiative will be driven by a dynamic business approach built on trust, efficiency and
deliberative communication. The project is especially conscious of the unique aspects and difficult start-up
challenges that it may face (see section below dealing with sustainability). The risk mitigation measures discussed
in the mentioned section below show that the project’s approach will be shaped by shared objectives and values,
an effective system for worker participation in decision making as well as suitable ownership and benefit/incentive
structures..
Given that the initiative will ultimately become a worker-owned, -managed and -controlled enterprise, clear
procedures for decision-making are important. In the operation of the project attention will be paid to a process of
definition of roles, decision-making processes and procedures: what types of decisions can be made by individual
workers, which can be made by specified work groups, what kinds of issues should be addressed at meetings that
include all workers, when and how to seek external advice, how to deal with conflict, and so on. Need to pay
attention to developing appropriate structures that must be established to promote and maintain worker
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participation and involvement in shop-floor and boardroom decision making. We will ensure that workers clearly
understand their respective roles and responsibilities. Key here will be transformative practices during the period,
learning by doing and the provision of appropriate education, training, reflection and mentoring. Before the project
becomes worker owned and operated, any incident or occurrences of a serious nature that a site manager is
unable to resolve with the participation of the workers will require the inter-active intervention of the Management
Committee.
Also critical will be to lay the foundation for the worker enterprise to follow sound business practices which will
remain crucial to its success. These will include attention to finances and product quality, and recognition of the
importance of the clients or customers. Training in how to interpret a financial statement and to comprehend all
aspects of business finance is essential for worker-owners to fully understand the financial side of their business.
During the grant period, we will also develop quality-control standards to maintain consistency for products and
services. We will use established systems of record keeping, accounting procedures, and financial controls to
prevent financial problems down the road.
Ongoing learning is critical to the long- term stability, strength and success of the project and the envisaged worker
enterprise. Our society does not teach groups of people how to own and operate a business collectively. This
deficit must be overcome if the envisaged enterprise is to succeed. Our ongoing learning activities will be aimed at
ensuring that this gap is addressed.
Implementation of project plan
Like most new businesses, we anticipate that the transition from the current project structure to the envisaged
worker enterprise will roughly go through four phases as tabulated below:
PHASE
1. Setting up or
organising
i.
ii.
KEY FEATURES
This stage will take time and requires patience, hard work. There must be no
short cuts. Waste Workers, Amahlathi Municpality , Implementer and other roleplayers will need to build on their relationship as the business is implemented
and we are confident that everyone's objectives will be fulfilled.
The Amahlathi dynamics and the implementers experience to this type of
business should lay a solid foundation for the business growth of the project.
2. Start-up
i.
This is implementing the business plan through operations and sales. This is
the phase during which the basic business strategy is tested.
3. Growth
i.
During this phase, the project should grow economically, markets grow,
management techniques and governance systems are better refined,
production methods are changed as lessons are drawn from actual operations,
workers learn more from experience and formal training, the workforce is
expanded, and so on.
This phase will not happen naturally. It requires planning, implementation,
review and consolidation.
ii.
4. Consolidation
i.
During this phase, workers have enough confidence to assess their progress in
reaching the targeted growth. Confident members are now in a position to
develop new goals and strategies for the next phase of the project’s life.
These phases are not to be seen as linear without overlaps or unanticipated challenges. At all stages, it is
important to assess how well we are doing. In the first months of the period, need to develop systems for regular
monitoring and evaluation. Although it is important to celebrate successes, we also regard problems and errors as
opportunities for learning.
Roles of partners and other key stakeholders
Partners
Waste
Workers
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Roles
Shares part of the contract responsibility.
Operation of site activities (equipment, sorting, waste
recycling & buy-back centre)
Motivation
Sensible partnership & form to
develop, manage & govern the
project, & that has worked
effectively to date.
Page 16 of 31
Implementer
The implementer who is responsible for contract
management as well as all technical, business,
planning, management, operational and research
aspects of the project. The Implementer must have
managed and mentored other successful projects
Skills & technology transfer.
Amahlathi
Municipality
Political support & integration of integrated waste
management into municipal IDPs.
Access to municipal workers for their ongoing
education & training on integrated waste management
system.
Support of project with access to infrastructure, sites &
waste bags.
Access to residents for information & sourcing of sorted
waste material.
Other key
stakeholders
FAMSA
Roles
The municipality is defined by
law as a leading agent for local
economic development. This role
is relevant for this project. The
municipality will benefit from the
growth of this project into a
stronger business that can create
employment & a better lived
environment. Waste Workers
would not have been able to start
without the support of the
municipality through access to
the landfill sites & provision of
infrastructure. .
Motivation
FAMSA will provide access to resources for life skills
training & support for the project.
FAMSA has the relevant skills
internally as well as access to
relevant networks.
Department
of Social
Development
The Department will ensure that waste workers have
access to relevant social security and other relevant
support.
The Department is key in
identifying other potential waste
workers and doing social back
ground information about the
family situations, living conditions
and help carrying out their
mandate to the local society.
Implementation monitoring
The Management Committee will receive progress reports at its bi-monthly meetings. These reports will capture
on-going implementation issues in a logically structured format, and will include review of progress in terms of the
action plan and logical framework. Updated expenditure lists and budget reconciliations will also be presented at
these meetings to allow for effective oversight of management of financial resources.
Project team structure and Main resources for implementation
The following project team structure will be used for project management:
Phase 1
Human
Resources
1 manager
1 site supervisor( in Stutterheim)
9 waste workers (in total, for Stutterheim).
Municipality representative (municipality assets, interests and goals)
Time of key stakeholders while participating in Management Committee meetings and
supporting project implementation
Vehicles
None
Infrastructure &
equipment
Electronic scale, glass crusher, shredder, balers (for cardboard, plastic, tins and cans),
1 conveyors, 1 sorting table
.
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Marketing
material
Office
consumables
Branded overalls
.
Stationery, computer, printer.
Phase 2
Human
Resources
1 manager
3 site supervisor( in Stutterheim, Cathcart and Keiskammahoek)
30 waste workers (in total, for Stutterheim, Cathcart and Keiskammahoek)
Municipality representative (municipality assets, interests and goals)
Time of key stakeholders while participating in Management Committee meetings and
supporting project implementation
Vehicles
One Kia or Tata
Infrastructure &
equipment
Weigh bridge, electronic scale, tractor -forklift, granulator, extruder and downstream
equipment, baler (for cardboard), 1conveyors, 3 sorting tables.
Marketing
material
Leaflets, t-shorts, public workshops, other public events, local media, etc.
School awareness
Office
consumables
Stationery, computer, fax, printer, telephone & internet
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Duration and indicative action plan for implementing the business plan
The duration of completing phase 1 will be four months
The duration of completing phase 2 will be eight months
The following suggested action plan has been developed:
See attachment
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Sustainability
The key risks facing this initiative and the relevant mitigation measures are:
Result
1. Strengthened and
capacitated waste
recycling system
established for
Amahlathi
Municipality
Key risks associated with activities
Inability of the municipalities to support
the project and to adapt their waste
management systems
2. Buy-Back Centre
and Processing
Facilities fully
operational in
Stutterheim
Delays in activities or in delivery and
installation of equipment.
Mitigation measures
Accredited waste management training to be
provided by Implementer, and linking the project
with the Municipality’s LED Directorate
Ensuring that the integrated waste management
system becomes a central part of municipal
Integrated Development Plans and LED strategies
-
3. Waste
transportation system
established
Trucks not keeping to schedule.
Time frames captured in delivery contracts and
monitored.
Time schedule for delivery agreed upfront and
monitored.
Written agreement on delivery timetable
established.
4. Waste Workers
appointed, trained
and equipped
Large numbers of other unemployed
people flooding the Buy-Back Centre
looking for work
A registration system that identifies those that will
benefit immediately, but also keeps a reserve list for
future opportunities
5. Waste-worker
owned management
structures set up and
capacitated
Lack of cohesion amongst the
currently employed Waste Workers
Failure of the Waste Workers to take
full ownership of the project as their
own enterprise
Thorough work shopping on the most appropriate
institutional arrangements and clear demonstration of
benefit
Provision of targeted management training based on
assessment of need
Targeted and on-going training and social facilitation
to help registered Waste Workers to cope with the
transition into active economic players and owners of
an economic enterprise
6. New recycling
businesses
established to add
further value to the
outputs of the BuyBack and Processing
Centres
The potential complexity of
organising and linking additional
value-adding initiatives and linking
additional unemployed people into
the value chain
Leveraging of the existing relationships built around
this project to develop and test practical business and
management models
The project implementation approach,, is based on empowerment of Waste Workers ultimately to manage the BuyBack Centre as a business entity. Waste Worker Entity income will come from sales by the Buy-Back Centre from
the beginning.
Our projections allow for an average monthly income of R 1.100.00 per Waste Worker. For 9 workers phase1, in
Phase 2 for 30 workers. that would translate into an annual income of R 118 000 for Phase 1 and R 396 000 for
phase 2. Please note these figures are not the gross turnover the rest of the income is to cover business costs,
including maintenance of equipment and facilities and for the unexpected.
Although sufficient income will be generated to cover labour costs and other operating expenditure, the entity
should also aim to build an internal capital pool for financial sustainability of the worker-owned business that will
emerge during the course of the project implementation period. If the project becomes a cooperative, the following
income sources would be developed:
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Membership share capital:
To become a member of a co-operative and to share in the advantages that loyal membership brings, one
must invest in the co-operative. A member does this by buying shares in the co-operative. These investments
can be compared to the membership fees one has to pay to join a private club. Investing initial capital is a
basic member responsibility, and evidence of good faith, or their "earnest money." Members' investments are
used as a credit base when applying for a loan or asking for grant funding. Ideally, it should be a sizeable
proportion of total need because no credit source would likely take financial risks in a co-operative if its
members don’t demonstrate a willingness to do so. But many members of co-operatives will not have enough
money to do this. This is when a co-operative must allow members to pay for their shares over a period of
time. They can do this, for example, by deducting from the wages paid to members until all members have
paid the required amount. Learning from cooperatives, the project will develop appropriate member share
capital mechanisms for the worker enterprise
Sweat equity:
Learning from co-operatives again, sweat equity is another way that co-operatives can get members to invest.
Sweat equity is all the unpaid work that is often required in the first years of a new business. The commitment
by members to provide sweat equity is often essential for the success of the business. To “pay” their sweat
equity members work for below market wages or work unpaid overtime, or take on management
responsibilities without reward.
Management of project funds
Learning from co-operatives again, member funds held by the co-operative containing money allocated to a
particular member which does not have to be paid out to the member right away. The system of member funds
works in much the same way as savings accounts at a bank. The co-operative can use money in member
funds for anything allowed by its constitution – except that it must NOT use this money to pay off losses to the
co-operative.
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LOGICAL
FRAMEWORK FOR
AMAHLATHI WASTE
RECYCLING
Intervention Logic
Overall
Objectives
To create a viable, waste recycling in
the Amahlathi Municipality that
creates sustainable employment &
new sources of income for Waste
Workers, formalises informal waste
recycling, & improves the lived
environment of citizens
Objectively Verifiable
Indicators of Achievements
-
-
-
-
Reduction in new recyclable
waste buried at Amahlathi landfill
sites
At least 9 and then 30 new jobs
created, with an average monthly
income of R 1,100.
Informal waste recyclers trained
& equipped
Formalisation of waste workers
into employees & subsequent
owners of business.
At least 3 new downstream
processing enterprises identified
(glass, plastic, paper, vermincompost)
-
Specific Objectives:
Infrastructure & equipment
T
To establish new waste recycling
infrastructure and systems, fully
equipped with all the necessary
resources and skills required for an
effective, integrated waste recycling
system linked with downstream
processing initiatives
-
-
-
-
buy-back center operational and
FORMALISED Stutterheim
landfill site
other collection points for
collection and transport of waste
Functional & profitable business
linkages between Buy-Back
Centres and downstream
processing businesses
Growing range & volume of
recycled waste material ready for
downstream processing
Business plans for new
downstream processing initiatives
developed, financed &
Source of means
of verification
Assumptions
LOGICAL
FRAMEWORK FOR
AMAHLATHI WASTE
RECYCLING
Intervention Logic
Objectively Verifiable
Indicators of Achievements
-
To employ, train and equip existing
informal waste recyclers and
additional unemployed people to
work in, own and manage the waste
recycling infrastructure purchased
through this project
-
-
-
-
-
To create an integrated waste
management system that supports
Stutterheim and mobilises citizens to
support separation of waste at source
as a first input into the recycling
-
-
Source of means
of verification
Assumptions
implemented
Sustainable income & profits for
workers & project
9 Phase 1 and 30 phase 2 formal
jobs for informal waste workers &
other unemployed people
Training courses to strengthen life
skills, technical & business skills
(waste recycling, health, life
skills, safety supervision,
communication management &
administration) required for
operation of recycling equipment
delivered
Workers equipped for safe &
effective recycling work
Worker participation in learning,
conceptualising & formation of
worker ownership & management
system
Worker ownership & management
system set up (including exploring
best option for business legal
registration), capacitated &
mentored
Appropriate support & facilitation
for worker ownership &
management system process
Two-bag household waste
disposal systems are established in
the Amahlathi municipality
Delivery linkages are effectively
functioning between waste
-
Successful operation of
two-bag system
Municipal Waste
Information System
data
Two-bag system will be
successful, maintained & expa
LOGICAL
FRAMEWORK FOR
AMAHLATHI WASTE
RECYCLING
Intervention Logic
Objectively Verifiable
Indicators of Achievements
system
-
Expected
Results
1. Strengthened & capacitated waste
recycling system established for
Amahlathi
-
producers, collection depots,
landfill sites, & waste recycling &
processing sites
reduction in the number of
truckloads of waste being
delivered to landfill without
recycling
Amahlathi municipal staff trained
More than 50% of citizens in
Amahlathi municipality separates
their waste
Source of means
of verification
-
-
-
-
2. Buy-back Centres & Processing
Facility fully operational in
Stutterheim
-
Buy-Back Centre constructed &
equipped in Stutterheim
Equipment tested & operational
-
-
Assumptions
Records of volumes of
waste material
delivered
Records of volumes of
recycled waste
delivered downstream
Records of total waste
that cannot be recycled
IWMP viewed
Municipal budgets
Training course
outlines, training
materials, attendance
registers & outcome
measures
WIS data
Buy-Back Centre &
processing equipment
at Stutterheim site
Demonstration of
working of equipment
-
-
-
-
-
Resources for training
will be available
Training will be
effective & its impact
measurable
Huge take-up &
maintenance of system
by residents &
municipality
Efficient operation of
machinery will
minimise accidents &
damage
Access to machine
repairs will not be
difficult & costly
LOGICAL
FRAMEWORK FOR
AMAHLATHI WASTE
RECYCLING
Intervention Logic
3. Waste transportation system
established
Objectively Verifiable
Indicators of Achievements
-
4. Waste Workers formally
appointed, trained & equipped
-
-
5. Waste-worker owned management
structures set up & capacitated
-
-
Source of means
of verification
Two 1.3-ton pickup truck
purchased
Roller bins placed at identified
collection points
Collection timetable established
Collections done as per timetable
Marketing of transportation
system to schools, churches,
institutions, municipal workers &
residents
-
9 in Phase 1 and 30 in phase 2
informal waste workers & other
unemployed people employed
formally employed by project
with formal contracts
Training provided in waste
recycling, health, life skills, safety
supervision, communication,
financial management, business
management & administration
-
Worker participation in learning,
conceptualising & formation of
worker ownership & management
system
Legal entity for worker ownership
& management project set up
Worker ownership & management
system set up (including exploring
best option for business legal
-
-
-
-
-
-
Assumptions
Truck viewed
Roller bins placed at
collection points
Collection timetable
Records of collected
volumes from transit
stations
-
Project employment
records
Training course
outlines, training
materials, attendance
registers & outcome
measures
Appropriate & relevant
training course
outlines, materials,
attendance records, &
outcome measures
-
Legal entity
registration
Training needs
assessment report
Training course
outlines, training
materials, attendance
registers & outcome
Legal worker structure
-
-
-
-
Marketing will
encourage various
groups to keep &
separate waste, &
deliver it to transit
stations
Transit stations will not
be easy to break & will
not vandalised
Training will be
effective (appropriate
for workers, ABET
methods, based on
needs identified by
workers & needs of
business) & have
measurable impact
There will be effective
phasing & schedule of
training to ensure
gradual & effective
learning
Conflict will be
minimal & there will
be systems &
mechanisms for its
resolution
Workers willing &
committed to own &
manage
LOGICAL
FRAMEWORK FOR
AMAHLATHI WASTE
RECYCLING
Intervention Logic
-
-
Activities
1. Strengthened & capacitated waste recycling
system established for Amahlathi
1.1Establish Management Committee
to oversee the implementation of the
project
1.2 Train Management Committee
-
1.3 Train staff in Amahlathi
municipality
Objectively Verifiable
Indicators of Achievements
Source of means
of verification
registration), capacitated &
mentored
Appropriate support & facilitation
for worker ownership &
management system process
Training needs identified &
appropriate training & mentoring
provided in respect of worker
ownership & management
(e.g. cooperative), &
legal management
structure documents,
policies & systems in
place
Management Committee
established with clear roles,
responsibilities & terms of
reference, & governed by policies,
procedures & a code of conduct
Written terms of
reference
Written policies,
procedures & code of
conduct
Minutes of meetings
Attendance registers
Management training needs
identified
Relevant & appropriate training
schedule & material
Management Committee trained
Records of training
sessions, including
content & attendance
Training needs identified
Relevant & appropriate training
schedule & material
Trained staff
-
Training course
outlines, training
materials, attendance
registers & outcome m
Assumptions
-
Mentoring of worker
structure will be
effective
LOGICAL
FRAMEWORK FOR
AMAHLATHI WASTE
RECYCLING
Intervention Logic
Objectively Verifiable
Indicators of Achievements
1.4 Design & implement a waste
recycling awareness campaign &
incentives system
Source of means
of verification
Awareness campaign & incentives
system designed
Awareness campaign & incentives
system implemented
2. Buy-back Centre & Processing Facilities fully
operational in Amahlathi
2.1 Complete design for Stutterheim
Design complete
Buy-Back Centre & obtain municipal Municipal approval given
approval
2.2 Appoint contractor to adapt “old
abbattoir” into Buy-Back Centre
2.3 Purchase & install processing
equipment for Amahlathi Buy-Back
Centre
-
Municipal approved
Scope of work
Signed contract
Site inspection of
completed work
Scope of work defined
Contractor procured
Construction work completed
Following equipment purchased
and installed at the site:
Phase 1
Electronic scale, glass crushers,
shredder, baler (for cardboard,
plastic, tins and cans),
1conveyors, 1sorting tables,
purchased & installed
Phase 2
a weigh bridge, electronic scale,
forklift tractor, granulator,
shredder, baler (for cardboard,),
2conveyors, 3 sorting tables,
extruder and downstream
equipment purchased & installed
-
Site inspection of
equipment
Assumptions
LOGICAL
FRAMEWORK FOR
AMAHLATHI WASTE
RECYCLING
Intervention Logic
Objectively Verifiable
Indicators of Achievements
Source of means
of verification
3. Waste transportation system established
3.1 Roller Bins & place them at each
collection point
3.2 Organise transport to move waste
from collection points to Buy-Back
Centres
-
4. Waste Workers formally appointed, trained &
equipped
4.1 Register all existing informal
waste workers
4.2 Register additional unemployed
people (to bring the list total to 30
people)
Roller bin and bulk bags
purchased & placed at identified
collection points
-
Site visit
Transport schedule established
1..3 ton pickup trucks purchased
-
Site visit
Waste workers registered
-
Waste worker register
Additional unemployed people
registered until waste worker
register includes 30 people
-
Waste worker register
4.3 Purchase & issue protective,
branded clothing to registered waste
workers
4.4 Design training programme
-
Protective clothing branded &
purchased & issued to registered
waste workers
-
4.5 Provide training
Training programme designed
-
Training provided to all registered
waste workers
Protective clothing
viewed
Training programme
Training outlines,
materials, attendance
registers, outcomes &
monitoring measures
5. Waste-worker owned management structures set
up & capacitated
5.1 Workshop potential legal entities
-
Workshop held
Workshop programme
Assumptions
LOGICAL
FRAMEWORK FOR
AMAHLATHI WASTE
RECYCLING
Intervention Logic
-
with registered waste workers
Objectively Verifiable
Indicators of Achievements
Source of means
of verification
Agreement on legal format
established
minutes
Registration document
number
Training needs
assessment document
Training & mentorship
document
Training outlines,
materials, attendance
registers, outcome
measures, &
mentorship reports
5.2 Register legal entity
-
Legal entity registered
5.3 Undertake management training
needs assessment
-
Needs assessment completed
5.4 Design training & mentorship
intervention & implement
Training & mentorship
programme designed
6. New recycling businesses established to add
further value to the outputs of the Buy-Back &
Processing Centres
6.1 Identify opportunities
6.2 Develop business plans
-
Additional opportunities identified
by the end of the first year of
project implementation
Report on opportunities
-
Business plans developed
Business plan
documents
6.3 Establish new recycling
businesses
New recycling businesses
established
-
Business visits
Assumptions
BUDGET FOR THE ACTION
Refer to Attachment B for the budget.
EXPECTED SOURCES OF FUNDING
E.C.D.C for phase 1
And funding for Co-operatives phase 2
Municipal budget on waste will be provided by the Amahlathi Municipality
The Amahlathi Municipality can supply the following when needed:
These items below are already part of the Municipalities infrastructure and future budget.
 Transport
 Rental
 Earth moving
 Time
 Electricity supply
 Waste Skips/ Roller Bins
Budget
Read budget with Action Plan
WASTE RECYCLING IN STUTTERHEIMAMAHLATHI MUNICIPALITY
Activities For Initiative
Budget
Phase 1
4-6months
1.1 Develop and Integrated Waste Recycling Plan for
the Amahlathi Municipality
1.2 Establish Management Committee to oversee the
implementation of the project
Phase 2
8-12months
R 21,000.00
R 5,600.00
R 8,000.00
1.3 Train Management Committee
R 7,300.00
R 16,000.00
1.4 Train staff in Amahlathi Municipality
R 4,100.00
R 21,000.00
1.5 Design and implement a waste recycling
awareness campaign and incentives system
2.1 Complete design for Stutterheim Buy-Back Centre
and obtain municipal approval
R 35,000.00
R 5,000.00
2.2 Appoint contractor to adapt Buy-Back Centres
R 24,000.00
R 35,000.00
2.3 Purchase and install processing equipment for
Stutterheim Buy-Back Centre
R 265,000.00
R 693,000.00
3.1 Purchase Roller bins, bulk bags and place them at
each collection point
3.2 Organise transport to move waste from collection
points to Buy-Back Centres
4.1 Register all existing informal waste workers
R 140,000.00
R 3,500.00
4.2 Register additional unemployed people (to bring the
list total to 9 then 30 people)
4.3 Purchase and issue protective, branded clothing to
registered waste workers
R 6,500.00
R 9,000.00
R 21,000.00
R 36,000.00
R 48,000.00
4.4 Design training programme
4.5 Provide training
5.1 Workshop potential legal entities with registered
waste workers
5.2 Register legal entity
5.3 Undertake management training needs assessment
R 9,000.00
R 700.00
R 10,800.00
R 6,000.00
5.4 Design training & mentor-ship intervention and
implement
6.1 Identify opportunities
R 3,500.00
6.2 Develop business plans
Administration and Implementation
TOTAL
R 15,000.00
R 60,000.00
R 120,000.00
R 440,000.00
R 1,189,000.00