Step 4E - World Bank
CONTENTS
PUBLIC AWARENESS AND PARTICIPATION
T HE L INK BETWEEN A WARENESS AND P ARTICIPATION
PUBLIC AWARENESS AND EDUCATION ( PA & E )
T OOLS FOR U SE IN P UBLIC E DUCATION AND A WARENESS C AMPAIGNS
I NDICATORS OF S UCCESS OF PA&E P ROGRAMS
4E
4E.1
PUBLIC AWARENESS AND PARTICIPATION
USER GUIDE TO THIS STEP
How to use this step?
What is the output from 4E?
In Step 4E ways are developed to mobilise the public and other stakeholders to support implementation. Step 4E is structured into two main themes:
• recaps the relation between public awareness and stakeholder participation; and
• γ uides the reader through the development of appropriate public awareness and education programmes to form a vital part of implementing any scheme to improve MSWM services.
The output of Step 4E is a public awareness and education programme to accompany the implementation of the
Strategic MSWM Plan from inception to finalisation after
15-20 years.
ERM for WORLD BANK / SDC PLANNING GUIDE FOR MSWM
Step 4 E - 2
How long will it take to complete
Step 4E?
Who should use this step?
The overall process of developing the Strategy (Steps 1-5) is likely to take around 6 months. The preparation of the complete public awareness and education programme contained within Step 6, however, is likely to take around
2-3 months to complete within the action planning phase.
• The MSWM Department
• NGOs, public relations companies and other individuals and institutions that will be involved in the development or implementation the PA&E programme
• Working Group Members
• Facilitators/Consultants
Who should else should read Step 4E for information?
Anybody interested in promotion of the Strategic MSWM
Plan
ERM for WORLD BANK / SDC
Step 4 E - 3
PLANNING GUIDE FOR MSWM
4E.2
KEY MESSAGES OF THIS STEP
‘Key Messages’
Stakeholder awareness of SWM and environmental issues and their preparedness to participate in improvement of MSWM practices are closely linked.
Address all relevant stakeholders through the whole implementation process of the Strategic Plan
Major Objectives of Public
Awareness and Education
(PA&E) programmes for
SWM are to
1.
Inform the public of new waste management methods and requirements
2. Gain public support for MSWM initiatives
3. Improve the profile of
MSWM
The MSWM department should take the lead in developing community awareness, but this function can be delegated to local NGOs through an appropriate agreement.
Surveys are a form of public information dissemination and should be used as an opportunity to raise the profile and understanding of key MSWM issues.
Securing active participation at the community level in the development and implementation of primary and secondary collection systems is a powerful method of doing more for your money.
Never promise service improvements that you can not keep as it can offset all positive effects of public awareness and education campaigns.
PA&E programs don’t come free. A mix of low-, mediumand high-cost tools must be combined to achieve the highest possible impact at the lowest cost.
ERM for WORLD BANK / SDC
Step 4 E - 4
PLANNING GUIDE FOR MSWM
4E.3
T HE L INK BETWEEN A WARENESS AND P ARTICIPATION
Participatory planning, meaning the involvement of the key stakeholders in the planning process, has been discussed at length in some of the process steps of this
Planning Guide ( Step 1 and Annex 1.1
). It involves a series of debates, discussions and informed consultations during the process of developing the Strategic
MSWM Plan. Participation is often best achieved through a structured workshop programme, designed to ensure that key stakeholders drive the strategic planning process, have sufficient time to reach consensus and feel ownership of its outcomes. This is part of the actual planning process and is therefore not discussed further in Step 4E.
• Stakeholder Participation is a process whereby stakeholders - those with rights, responsibilities and interests - play an active role in decisionmaking and in the consequent activities which affect them.
• Public Consultation: A forum for the public to voice opinions during the planning process (eg, in landfill siting) and for planners to inform the public on aspects of the Strategic MSWM Plan that may affect them.
• Public Awareness and Education Programme is a programme designed to raise public awareness and understanding of the relevant issues, comprising a set of targeted campaigns.
• Public Awareness Campaigns are campaigns designed to raise public awareness and knowledge, targeting specific groups and issues of importance to sustainable waste management.
On the other side of the participation arena the planning process has to cater to the fact that municipal solid waste management is not only a technical, financial or organisational issue only but affects, and therefore should somehow involve, the whole community and other public or private stakeholders who are not regular participants in the planning process.
These stakeholders must be asked their opinions, inputs and concerns at several key points during the planning and implementation process because:
• on one hand, it is important that these stakeholder groups are mobilised to support the implementation of the Strategic Plan as it increases the potential for successful and sustainable implementation; but
• on the other, public consultation is a statutory duty of municipalities in many countries, which builds the strength of a Strategic MSWM Plan with public consultation being carried out in relation to either specific aspects (eg, landfill siting) or on the draft of the entire Strategic MSWM plan.
In the following, milestones are listed and briefly discussed, where appropriate consultation and participation will greatly benefit development and implementation of the Strategic MSWM Plan.
ERM for WORLD BANK / SDC PLANNING GUIDE FOR MSWM
Step 4 E - 5
Milestones for stakeholder participation during the planning and implementation process of a Strategic MSWM Plan:
• General planning process
• Participation in the development and implementation of primary and secondary collection systems
• Community willingness to participate in the proper use of collection systems
• Community participation in reducing overall quantities of waste
• Determining willingness to pay by the service users
• Landfill site selection
• Resettlement and compensation
• Part of an EIA
• Securing active participation at the community level in the development and
implementation of primary and secondary collection systems is a powerful method of doing more for with the available funds. Often the effectiveness of waste collection services is hindered by a lack of community participation in service, and major improvements made possible where service operators work closely with the community to determine the best possible arrangements for waste collection.
Many of the most effective primary collection systems have been developed by communities themselves with limited or no involvement from municipal authorities. In order to avoid conflict of interests between the stakeholders of the scheme, during the planning phase, the different degrees of interest and ability to contribute in the scheme should be identified, stakeholders be adequately consulted and integrated in the planning process and in the implementation of the scheme (see Step 4B for further information on primary and secondary waste collection systems).
• In addition, social factors such as willingness to participate in the proper use
of collection systems may influence or hinder the ability to plan and maintain collection frequencies and timing. Timing may also be influenced for systems such as block collection that rely on householders being available to bring waste out when the waste collector signals his/her arrival.
• Community participation in keeping their streets and waterways clean: the public should be strongly encouraged and advised to not litter or dump waste. Local by-laws, coupled with targeted public awareness campaigns, can significantly impact on the social acceptability of these practices.
The pace of development of waste management services will be heavily dependent on the level of public awareness of waste-related issues and participation in making improvements happen at the ground level.
ERM for WORLD BANK / SDC PLANNING GUIDE FOR MSWM
Step 4 E - 6
• Community participation in reducing overall quantities of waste: There is often a strong need for more active participation of the community in reducing overall quantities of waste. The public should be encouraged to play their part in segregating waste and handing over recyclable materials to the informal/formal recycling sector.
• Determining willingness to pay by the service users: The public are the major customers of the MSWM service. In implementing new waste collection methods, the community to be served should first be consulted about the to the type of system planned to be introduced. This can be carried out using a `willingness to pay survey’ designed to reflect the preferences of the community in terms of service type, level and cost.
With increased awareness, comes a new demand for improved MSWM services. Where services are improved, and the public are satisfied with ongoing performance, the result is likely to be a steady increase in willingness to pay for MSWM services as a whole.
• Stakeholder participation in landfill site selection: Consulting stakeholders in relation to the proposed development of landfill facilities is strongly advised, and can significantly influence the progress of the project. Possibly the most important factor influencing the acceptability of a site is its proximity to residential areas. Local community action can significantly effect development and operation of a landfill.
Opposition to landfill development can always be anticipated, and consultation, although unlikely to alleviate everybody’s concerns, provides the opportunity for participation, enhances the transparency of the decision making process and provides the perfect opportunity to explain technical and organisational issues in relation to the proposed development. A wellmanaged and inclusive consultation process will strengthen the chances of an acceptable outcome to all involved stakeholders.
• Closely related to the previous point is stakeholder consultation as a useful platform for understanding any resettlement and/or compensation issues which will need to be addressed by projects involving development of new landfills.
• Stakeholder consultation as standard part of an EIA is designed to maximise input of important and vulnerable groups in the planning of a project is rapidly becoming a standard part of any EIA, and is currently a procedural requirement for project planning within many international institutions.
ERM for WORLD BANK / SDC PLANNING GUIDE FOR MSWM
Step 4 E - 7
4E.4
While the success of some of the points raised above depends heavily on the consultation process, much hangs on the actual understanding and knowledge of environmental and waste management issues among the public. This knowledge and awareness gap can be addressed through the application of public awareness and education measures. The following steps of Step 4E address this issue.
PUBLIC AWARENESS AND EDUCATION ( PA & E )
The public are the major customers of the MSWM service, but only a small proportion of these customers are typically aware of what happens to their waste, and the full extent of services being provided by the municipality. Further, there is often limited awareness of the potential health, safety and environmental impacts associated with poor waste management or the benefits of recycling and resource conservation.
Support from the public is important because an unaware and uninformed public is unlikely:
• to generally support the municipality in carrying out its works in the public sanitation sector, for examples cooperate on initiatives such as anti-litter campaigns;
• to exert pressure to provide good and increasingly better quality of municipal services for example to phase out dumping practices and improve standards of public health; or
• to cooperate with MSWM services or become active in improving local cleanliness.
Consequently, the public must be made aware of the need for proper waste management and strongly encouraged to actively participate in protection of their local environment and the natural heritage.
Typically standards rise as the public become more aware and active in improving their living environment, and continue to demand more effective municipal services. Once these new standards have become well-established, further opportunities for improving waste management practices are likely to open up.
People often, once they have understood the importance of SWM and how they are to participate, are very ready to support their municipality in its efforts and community participation acts as a major driving force of change.
ERM for WORLD BANK / SDC
Step 4 E - 8
PLANNING GUIDE FOR MSWM
4E.4.1
Main Objectives of Public Awareness and Education Efforts
Awareness and education campaigns are tools used worldwide to increase public support and participation for a variety of issues, ranging from environmental protection to election campaigns.
The core idea behind PA&E is that popular support for any issue can be greatly increased if the public is informed about it adequately and comprehensively.
This is particularly true for issues where non-cooperation from the public will lead to negative effects on themselves.
Main Objectives of Public Awareness and Education for SWM
1. Informing the Public of New Methods and Requirements
2. Gaining Public Support for SWM Initiatives
3. Building Profile of Sustainable Waste Management
1. Information: Informing SWM services users properly enables them to cooperate constructively with a new or on-going MSWM scheme. There are several categories of information, each of them equally important:
• Operational/ logistic information such as waste collection days, collection time, type and standard of dustbin, their setting out point etc. must be communicated clearly to enable users to comply;
• Measures that make stakeholders knowledgeable about the most important reason for proper SWM, the potential negative health implications of improper SWM. This can also help save on future medical expenses and loss of employment due to ill health;
• Preparation for the future by informing children on environmental or health issues in schools to originate a generation of well informed adults in the future.
2. Public Support and Contribution: The success of any MSWM planning initiative, depends heavily on the ability of the municipality to secure the support and contributions of the public. Unless the public is wholeheartedly behind and actively participating in SWM projects - such as enhanced primary collection systems, source separation, litter prevention or domestic hazardous waste prevention - they are unlikely to progress at all. The first step therefore is to inform the public on the issues at stake, constraints, opportunities and options. A joint approach to facility siting, for example, can help increase public acceptance of landfills and overcome NIMBY, which is likely to dominate and needs to be handled very delicately.
3. Image Building: In most places, the image of waste management needs a facelift. At present SWM often has a low profile, attracting little interest. Due to this ‘dirty’ image, typically municipality departments have difficulties
ERM for WORLD BANK / SDC PLANNING GUIDE FOR MSWM
Step 4 E - 9
4E.4.2
attracting a qualified and motivated work force, as much for managerial functions as for the work on the ground. Equally in the private sector, be it formal or informal, often only those that can find no other gainful employment are ready to work in SWM. Waste pickers, collectors and the like have among the lowest social standing in most societies.
To reverse this trend, creating a favourable image of the MSWM department is a starting point, presenting it as well organised, concerned for the public and the environment.
I t also makes a great difference for compliance of residents with proposed schemes, if the relations between users and service providers/municipality workers are good.
The Basic Steps in Public Awareness and Educational Programmes for SWM
An effective public education and awareness programme moves people through
6 stages.
1. Awareness
2. Interest
3. Evaluation
4. Trial
5. Adoption
The public learn about something new, waste management issues are brought to their attention
They are introduced to the fact that the way waste has been handled in the past has to change, and that there are benefits and good reasons for change.
Individuals who are now aware of waste management issues seek additional in-depth information. They may seek exchange with waste management officials, or they may wish to find out how they personally can contribute in the process. Opposition to controversial SWM schemes may also be expected at this stage.
At the evaluation stage individuals decide whether to go along with a suggested programme
Even for very well promoted initiatives, public participation will still not be very high. More people will participate when a programme has go on successfully for a while and is well established
Individuals have decided to participate in the new program and try it. If they encounter practical difficulties, they are very likely to drop the program at this stage.
If the education and awareness program has been well planned and implemented, public support and participation grows steadily in this phase.
6. Maintenance The support for the SWM program is secured and needs to be maintained through periodic education and awareness efforts. Incentives, in form of official recognition and awards, or occasional rewards may be given to the public to maintain and increase participation further. The feeling of “doing the right thing” prevails and must be nurtured.
Source: USEPA (1995). Decision -Maker’s Guide to Solid Waste Management, Second Edition. Report No. EPA/530-R-95-023
Office of Solid Waste and Emergency Response, US Environmental Protection Agency, Washington.
ERM for WORLD BANK / SDC STRATEGIC PLANNING GUIDE FOR MSWM
Step 4 E - 10
4.4.3
Issues to Consider When Designing a Public Awareness and Education Program
PA&E programs are an essential part of a Strategic MSWM plan, and have to be planned in an equally structured way as the institutional, technical and financial issues. Therefore, the PA&E program should be developed keeping in mind the following aspects:
Who should be addressed?
A PA&E strategy addresses a wide variety of people with different backgrounds. When planning the PA&E strategy, the need to address these varying sets of people should be kept in mind as all of them may respond to different types of appeals.
It is, for example, important to plan for the inclusion of such target groups as schoolchildren/teachers for long-term effects of Education/PA&E; other government departments; taxpayers’ to assess their willingness-to-pay; private companies, also with a view to possible participation and funding of some of the activities; and so on. If a clearer picture is needed on who all the stakeholders of the SWM strategy are and what their characteristics are, conducting a stakeholder analysis ( Annex 1.1
) prior to PA&E program development will be useful.
When to do it?
Public awareness and education measures usually accompany Step 7 , Implementation for the whole time the Strategy is on-going, but have to be conceived, planned and budgeted a few months prior to the implementation of the strategy. The various PA&E activities should be timed so that they support the SWM activities of the municipality in parallel. For example, when the new waste collection system is put in place, run an anti-litter campaign in parallel to enhance the effects of the improved collection system visibly. A number of pilot projects can be undertaken in regular intervals, ie, every six months, covered under the umbrella of an overall environmental awareness program. What exactly the combination of activities (tools) will be, differs in every city and should be determined through participatory workshops involving key stakeholders. In order to keep the population interested and supportive of the
SWM strategy, visible success stories will be needed. This re-emphasises the importance of the immediate action plan, as this will be held up in the short-term as the practical results from the planning study and will provide credibility to the authorities.
Who should do it?
As the relevant department within the local municipality is ultimately responsible for the success of SWM schemes, conducting public awareness and education campaigns, or initiating their performance through other qualified agents such as NGOs or , is also their responsibility. The local governments can plan, prepare and conduct its own PA&E activities, or they can hire a professional agency to assist with all or parts of the plan preparation.
Image enhancers such as logos and corporate identity should not be ‘homemade’, because they are powerful tools that can easily work against a waste
ERM for WORLD BANK / SDC PLANNING GUIDE FOR MSWM
Step 4 E - 11
management department if they look unprofessional. Furthermore, it is important that any hired PA&E/advertising firm is briefed well and supervised tightly on the technical issues involved, to ensure that only correct and competent information is spread.
How much will it cost?
PA&E costs money - how much exactly depends on the combination of tools or activities chosen for campaigning. Section 4E.4 below gives an indication which of the available
PA&E instruments are in the low, medium or high-price category. A source of funding has to be determined and secured before start-up to avoid disruptions during strategy implementation. A small percentage of the municipal waste management budget would most likely be the most appropriate source. Part of the cost of PA&E may also be handed down to private contractors by including the option for specific PA&E activities into their service contracts.
It is important to not see PA&E activities purely as cost, since they are likely to result in substantial savings in the medium term. Examples of savings include:
• where littering is substantially reduced, savings on street sweeping, sewer clearing etc. will be incurred;
• where improved SWM leads to better overall public health, savings on future medical expenses and loss of employment due to ill health will be incurred;
• beneficial arrangements with local interest groups can be developed easier when there is a positive attitude among those groups vis-à-vis the municipal activities;
• once widespread public commitment for and participation in recycling has been secured, the amount of waste to go to final disposal will decrease and with it overall disposal cost.
How to plan for PA&E?
An appropriate mix of PA&E tools has to be chosen and put together in a Public Awareness and Education Plan which. It should contain:
• the stakeholders to be reached;
• the extent of public involvement sought;
• which mix of PA&E tools shall be used (which ongoing measures, which one-time events);
• the timeplan of the campaign;
• the budget, and source of funding;
• the actors, including external assistance;
• the monitoring system for the PA&E Plan/ feedback on success.
Who to coordinate with?
In order to strengthen the PA&E activities, it might be useful to coordinate some of the more formal public awareness and education efforts with the educational institutions in your municipality. There are a number of significant overlaps that warrant this
ERM for WORLD BANK / SDC PLANNING GUIDE FOR MSWM
Step 4 E - 12
4E.5
environmental and public health issues. Or, the other way round, urban drainage projects will function much better when illegal dumping of waste into water courses is stopped because citizens have learned about the negative sideeffects associated with such activities.
T OOLS FOR U SE IN P UBLIC E DUCATION AND A WARENESS C AMPAIGNS
Public Awareness and Education campaigns can take many shapes and forms.
Just a few examples are information leaflets, public hearings, radio programs, advertisements, lectures and school curriculum interventions. Surveys of practices and/or awareness of waste management issues can be a useful first step in telling the community that action is being taken to improve upon the existing situation.
To develop a successful PA&E strategy the most appropriate mix of tools for the city must be combined. The list below gives on overview of some of the many tools available that can be combined for this purpose, distinguished broadly by cost categories. The list is not complete, and not all of these tools are relevant in all situations and locations. The art is to combine the various tools so, that the knowledge and awareness on a specific SWM issue in a community or target group is maximised.
Low Cost Tools
1. Mass-education activities such as
• articles in newspapers
• news releases
• speeches
• guest appearances of municipality personnel in radio programs
• public service announcements
2. Guest lectures for
• schools
• universities
• clubs
• interest groups/ NGOs/
• public events
3. Simple internet site
4. Poster contests and exhibitions
5. Workforce courtesy training
6. Street plays
7. House to house visits by (voluntary) awareness workers
8.
Neighbourhood committees for information and awareness building regarding public health, environment and solid waste.
ERM for WORLD BANK / SDC
Step 4 E - 13
STRATEGIC PLANNING GUIDE FOR MSWM
Medium Cost Tools
1. In-depth web page on MSWM issues and municipal activities in the field
2. Establishing a public complaints unit
3. “Waste Telephone” information service for
• Households,
• Local industry/ business
4. Information documents
• Newsletters
• Flyers
• Posters
• Facts sheets
• Briefing papers
• Press kits
• School resource packs
5. Events such as
• Press conferences
• Pilot project openings
• Educational events
• Award ceremonies
• Specific local workshops
• Public information evenings
6. Community involvement projects such as
• Promotion of district cleansing days
• Recycling pilot projects
• Ecological enhancement pilot projects
• Separate collection week
• Best-kept-street competitions
• Children/youth group projects
7. Audio-visual aids such as
• Training videos for work force
• Information videos for the community
• Slide shows
8. Improve appearance of work force
• Laundry service for waste workers uniforms
• Regular cleaning of waste collection vehicles
• Supply gloves ,etc
9. Eco-award schemes
• for districts
• for companies
• for outstanding municipality workers
• competitions in schools
ERM for WORLD BANK / SDC
Step 4 E - 14
STRATEGIC PLANNING GUIDE FOR MSWM
4E.6
High Cost Tools
1. Improve MSWM service “corporate” identity
• development of a logo
• letterheads
• paint and keep municipal building clean
• new uniforms for workforce
2. Employ special information and relations officer
• for the public and
• the business community
3. Bring SWM issues into schools
• Introduce to curricula as part of environmental or hygiene/health education
• Develop appropriate textbooks
• Training programs for teachers and headmasters on
SWM/environment/public health
4. Buy media space and advertising expertise
• Advertisements
• Commercials
• Billboards
5. Ensure aesthetically acceptable designs of MSWM facilities
A word of warning: It is important that the municipality does not embark on
ANY campaign promising swift improvements, unless there is full commitment to making these improvements happen in practice. The resulting loss in credibility can significantly damage relations between the community concerned and the MSWM Department.
I NDICATORS OF S UCCESS OF PA&E P ROGRAMS
Measuring the success of public education and awareness work is rather difficult, because knowledge, and increases in the knowledge base, cannot be easily measure without spending large amounts of money. But in order to ensure that
PA&E campaigns are effective, their success must be measured to provide feedback and to improve activities in the future where necessary.
Some of the indicators of success are:
1.
number of PA&E activities undertaken in the municipality;
2.
rate of attendance at information events;
3.
number of inquiries from the public;
4.
number of complaints from the public;
5.
general appearance of city (ie, cleaner, less litter);
6.
amount of coverage of SWM issues in local press, radio, local TV;
7.
awareness of key issues; and
8.
willingness to cooperate, participate and pay for services
Measurement of outputs and success will be undertaken in order to revise, develop and ensure cost effectiveness of PA&E programmes. Appraisal methods will include household surveys and assessment of public involvement at the community level, fees paid for waste management services, and media coverage of events and public information.
ERM for WORLD BANK / SDC STRATEGIC PLANNING GUIDE FOR MSWM
Step 4 E - 15
4E.7
Box 4E.1
Target Groups
EXAMPLES OF PA&E A CTIVITIES
Two examples of PA&E activities are given below.
•
Case Study 1 (Box 4E.1) shows an example PA&E strategy, the Public Awareness and
Education Programme , which was developed during field testing of this Planning
Guide in Vietnam 1 ;
•
Case Study 2 (Box 4E.2) shows the example of an information leaflet by Çempre,
Brazil, informing its readership about a newly developed educational tool, a training kit for scavenger co-ops.
Case Study 1: HaLong/CamPha PA&E Program
All members of the community are a potential target group for PA&E initiatives. Priority groups include women, young adults, children, teachers, fishermen, and health care professionals.
Focus Groups
Key Elements of
PA&E
Programmes
Development of
PA&E
Programmes
Funding of PA&E
Programmes
Appraisal of
PA&E Success
Two levels of focus groups are needed to ensure the success of a PA&E implementation programmes; a
Decision Makers Group and a Network and Implementation Group. Participants of the Decision Makers Group will drive the implementation of the PA&E strategy and would also be responsible for co-ordinating technical inputs and information on service changes to the Network and Implementation Group.
The Decision Makers Group may include: The Chair of QNPPC, Chair of PPC Ha Long, Chair of PPC
Cam Pha, Directors of DOSTE, DPI, DoC, DoH, Department of Culture, Department of Education and
Training under the province and city level, head of URENCO and Head of Health Care Prevention
Centre.
The Network and Implementation Group may include: URENCO, Quang Ninh TV, the administrative network under the phoungs, khu pho and to dan pho, ie the chairman and leaders of these administrative units within Ha Long and Cam Pha; the leaders of the social networks at the phoung, khu pho and to dan
pho levels including the women’s union, youth union, farmers association, old peoples union, red cross association, war veterans association, director of schools, head of enterprises within the phoungs.
PA&E programmes will be closely linked to actual service improvements, changes or pilot trials implemented by URENCO and prioritised in relation to the availability of funding. Initiatives will include awareness of the need for waste minimisation and classification, support for primary collection and source separation, increased use of public bins, litter prevention initiatives and preventing disposal of waste into rivers/sea and sewerage and drainage systems, the burning of waste, the phasing out of open dumps, and penalties for littering, unauthorised waste disposal and non-payment of waste collection fees.
Implementation of PA&E trial programmes in a number of phoungs will be undertaken and costs for implementation will monitored and used as a basis for developing a budget for further activities when funding is available. Funding will be sought to develop a rolling programme of PA&E implementation activities throughout the community.
Low cost PA&E activities will be pursued in the short term. Low-cost activities include mass-education techniques such as articles in newspapers, news releases, public announcements on community speaker systems, on the radio and Quang Ninh television, education in schools (building on education programmes on the environment which are already in place) dissemination of information through the Social Unions and community meetings and community events. The Women’s Union will play a key role in the development and implementation of PA&E programmes.
Funding sources for PA&E Programmes will be investigated. Funding from ESAs and local enterprises is invited and encouraged.
Measurement of outputs and success will be undertaken in order to revise, develop and ensure cost effectiveness of PA&E programmes. Appraisal methods will include household surveys and assessment of public involvement at the community level, fees paid for waste management services, and media coverage of events and public information
.
1
Quang Ninh Peoples Committee: (1999), Waste Management Strategy for Halong and CamPha, Vietnam, Componenet %,
Public Awareness and Eduication 1 . Developed with support from the World Bank and Danida. Facilitated by ERM
ERM for WORLD BANK / SDC STRATEGIC PLANNING GUIDE FOR MSWM
Step 4 E - 16
Box 4E.2
Case Study 2: Training Kit for Waste Picker Cooperatives
CEMPRE
Brazilian Recycling Commitment
Training Kit for scavenger co-ops
Cempre is testing a speciallydesigned training kit that helps informal collectors of recyclables, or scavengers, form co-operatives.
This kit has two strategic aims: to help integrate scavengers into the growing number of officially-run curbside recycling programs, which suffer from high costs and “to organise, train and create awareness in this important link in the recycling chain”, explains
Cempre executive director
Christopher Wells.
The educational material was produced in conjunction with the Fraternal Assistance
Organisation (OAF), a Catholic foundation that set up a successful scavenger co-op in
Sao Paulo, called Coopamare.
The design for the course structure was carried out by the
National Commercial
Apprenticeship Service (Senac), which runs Brazil’s foremost commercial training schools.
Helping organise scavengers will contribute towards increasing the flow of recyclables and slashing costs, the main stumbling block to curbside programs in Brazil. An example of this is Curitiba, capital of Parana state, which collects 800 tons of recyclables a month, at $179 per ton. The city’s 1,500 scavengers collect four times as much at no direct cost to the municipality.
In Porto Alegre, capital of the southernmost state of Rio
Grande do Sul, there is already cooperation between the city government and co-ops: five scavenger co- ops separate the
500 tons per month of recyclables collected in the
Test - Prior to the nation-wide launch in September, the kit is being tested in three cities: Belo
Horizonte (by OAF’s branch in that city) and in Santos and
Florianopolis (by local governments). All three cities have curbside recycling programs.
After the launch, this educational material will be distributed to community organizations and city governments that are already working with scavengers.
Cempre will not execute the course - “the kit is selfexplanatory”, says Wells.
In Belo Horizonte, capital of Minas Gerais state, around 500 scavengers registered by the city hall remove between
150 and 200 tons per day of paper and corrugated products alone from landfills.
city’s curbside program and sell them to scrap dealers. In all there are 101 organized scavengers - mostly women called recicladoras.
This represents no less than 10% of the total household waste produced in the city of roughly 3 million.
“Actually this volume is probably even larger since the number of scavengers operating in the city, including those who are not registered, must be at least twice as many” says city cleansing secretary Heliana Katia
Tavares Campos.
Scavengers remove the recyclable materials from nine voluntary delivery sites and take them to shed where they are separated.
These sheds are equipped with restrooms, a refrigerator and stove to warm up meals.
Another shed operates at the headquarters
What’s in the Kit
Cempre’s scavenger co-op kit is entitled Cooperar Reciclando Reciclar
Cooperando (“Cooperate Recycling Recycle Cooperating”, in Portuguese).
At the heart of the kit is an instructor’s manual written for the person who will actually execute a seven-part course to mostly illiterate scavengers on how to make the first steps towards forming a cooperative.
This manual explains about the reality in which these people live, about recycling and, most important, gives the step-by-step procedures for giving each class.
The kit also includes a series of flip charts (with a rigid stand), comic book-style leaflets (for the participants to take home and remember what was discussed in class), a video-tape (containing ten videos) and, finally, degree certificates to be given out at the end of the course.
The kit provides practical tips: how to set up a co-op, how recycling and urban cleaning programs function, advice on worker safety and hygiene, highlighting the importance of not dirtying the streets during collection and the need to maintain good relations with the rest of society.
Our theme of the course is to make scavengers aware that their work is a professional activity that generates wealth and that they should be entitled to greater income generation.
of the Paper Scavengers’
Association, which comprises
83 members - 40 of whom warehouse and sell paper in a collective fashion , much like a co-op. The scavengers sell their paper to the association, which in turn sells them at market prices. “Since the association started operating in 1990, the prices of paper paid by scrap brokers no longer dip as they used to between October and
January”, notes Christina Bove, a nun who runs the Pastoral de
Rua rehabilitation center for the homeless in Belo
Horizonte, which is testing the kit. Revenues have also increased: “in one week, some scavengers can earn up to
$170”, claims Bove. City hall data indicate that on average scavengers earn between $80 and $160 per month.
The city cleaning authority spends $15,000 per month to maintain the sheds, including the association’s, which receives $6,000 to cover expenses such as water, electricity, telephone, guards, accountant, uniforms and transport vouchers. “If we did door-todoor curbside recycling with trucks, we’d spend at least $100,000 per month to obtain the same volume separated by scavengers”, boasts Campos.
In Florianopolis, capital of Santa
Catarina state, the 50 scavengers that operate downtown (47% of whom are minors aged between 12 and 14) are compelled to sell at extremely low prices. On the other hand, the city’s official curbside program, whose trucks cover 85% of the population, “is no longer able to process all the materials”, explains Antonio Marius Bagnati, president of the local city cleaning authority, Comcap. “We are testing
Cempre’s kit in order to start organizing scavengers”.
ERM for WORLD BANK / SDC PLANNING GUIDE FOR MSWM
Step 4 E - 17
