Business and Implementation Plan for a Waste buy back - Processing Centre and Future Waste Recycling In Stutterheim Amahlathi Municipality FOR BY 2010 106746664 Page 1 of 31 Summary Total duration Objectives Partner(s) Target group(s) Final beneficiaries Estimated results Main activities 2010 106746664 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 Page 2 of 31 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. 2010 106746664 Page 3 of 31 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 2010 106746664 Page 4 of 31 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”. 2010 106746664 Page 5 of 31 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. 2010 106746664 Page 6 of 31 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. 2010 106746664 Page 7 of 31 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. 2010 106746664 Page 8 of 31 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 2010 106746664 Page 9 of 31 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 2010 106746664 Page 10 of 31 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. 2010 106746664 Page 11 of 31 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. 2010 106746664 Page 12 of 31 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. 2010 106746664 Page 13 of 31 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. 2010 106746664 Page 14 of 31 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 2010 106746664 Page 15 of 31 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 2010 106746664 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 . 2010 106746664 Page 17 of 31 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 2010 106746664 Page 18 of 31 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 2010 106746664 Page 19 of 31 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: 2010 106746664 Page 20 of 31 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. 2010 106746664 Page 21 of 31 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