Guidelines for Establishing Solid Waste Recovery Organization Guidelines in Emerging COuntries_DRAFT 2-12-10

8/4/2019 Guidelines for Establishing Solid Waste Recovery Organization Guidelines in Emerging COuntries_DRAFT 2-12-10

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Guidelines for EstablishingSolid Waste Recovery

Organizations in EmergingCountries



Executive Summary

Due to the growing problem of poor waste collection and the absence of effective

recycling solutions in many parts of the world, a number of leading consumer goods

companies have joined together to form solid waste recovery organizations – nonprofitassociations working to increase recycling and promote sustainable environmental,economic and social benefits in emerging and developing countries. Based on

interviews with five solid waste recovery organizations in Brazil, Colombia, Mexico,Thailand and Uruguay,1 this document provides an overview of their roles, best

practices and key steps during each stage of their development. It is intended to be atool and reference for individuals and companies interested in creating similar

organizations in other countries.

Introduction

Waste collection systems in mostdeveloping countries are

insufficient and rarely providerecycling services. In fact, many

cities in poor countries collect aslittle as 50 percent of the waste

generated.2 Trash that is collectedis typically taken to sprawling,

unsafe open dumps, while theremainder is deposited alongside

streets and public spaces or innearby bodies of water. Formal or

voluntary recycling is veryuncommon. For example,

Colombia generates about 28,800tons of solid waste a day, only 5

percent of which is recycled onaverage.

The absence of state run recycling systems combined with the surplus of poorlymanaged waste and high unemployment has spurred the growth of informal networks

of recyclers in many cities in developing countries. At least 15 million peopleworldwide, most of whom are extremely poor and socially marginalized, earn their

1 The organizations interviewed include: Compromissa Empresarial para Reciclagem

(CEMPRE) Brazil, CEMPRE Colombia, CEMPRE Uruguay, Sustenta in Mexico and the Thailand Institute of Packaging Management for Sustainable Environment (TIPMSE).2 Wilson, D.C. et al. (2005). “Role of informal sector recycling in waste management indeveloping countries.” Habitat International.http://www.wiego.org/occupational_groups/waste_collectors/Wilson_Velis_Cheeseman_Informal _Sector_Waste.pdf

2

©CARE

Children and adults sort through waste inHonduras to salvage recyclable materials that

they can sell. Millions of poor people around theworld make their living this way.

http://www.wiego.org/occupational_groups/waste_collectors/Wilson_Velis_Cheeseman_Informal_Sector_Waste.pdf








companies to join the organization as it matures. While the organizations represent andare funded by these companies (each company pays an annual membership fee), they

exist outside of the corporations as independent nonprofits typically staffed by peoplewith technical expertise in waste management, environmental science and/or

engineering.

The unsightly problem of deficient waste disposal in developing countries and increasedemphasis on corporate social responsibility has fueled the growth of these organizations,

which have been particularly popular in Latin America. Their development has also been encouraged by the advent of extended producer responsibility policies in some

western countries, which hold companies accountable for the goods they produce fromtheir manufacture until their ultimate disposal. However, it should be noted that most

solid waste recovery organizations are not created in response to specific legislation

concerning companies’ responsibilities, but rather as a proactive means of improvingrecycling and generating social and environmental benefits in the countries where they

work.

What roles do they play?

The roles and objectives of solid waste recovery organizations vary and are developed in

response to their specific country context. However, some common themes emerge.

They are unified in their goal to increase recycling rates and realize sustainable socialand economic benefits. Organizations work toward this goal through different channels.

But there are many similarities, and most organizations are engaged in somecombination of the following roles:

1. Research on solid waste and recycling in the country . In most developing

countries, there is a lack of information on the amount of solid waste generated,market demand for recyclable materials and existing informal collection andrecycling systems. Solid waste recovery organizations gather this data on a

regular basis and make it publicly accessible. In doing so, the organization then becomes a reference and consultant to the government, general public and

private industry. Additionally, organizations research relevant new technologiesand innovative practices to contribute to improvements in solid waste collection.

2. Advocating for effective solid waste legislation . The organizations also act as

advocates for solid waste policy reform. This is a central and highly important

role. Organization leaders serve as experts and are included in policymaking

discussions on account of their technical authority and the importance of thecompanies they are representing. For example, the solid waste recoveryorganization CEMPRE Uruguay was influential in the passage of new packaging

waste legislation that mandates the inclusion of waste pickers in the recyclingprocess. As waste pickers are generally very poor and politically excluded, this

formal recognition of their role is socially empowering and produces significanteconomic benefits for these recyclers.

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3. Building the capacity of waste picker cooperatives . Another key role is to help

waste pickers to form and build effective associations. By banding together,individual recyclers have greater negotiating power and can often get higher

prices for their goods. The associations are also socially empowering. Solidwaste recovery organizations help waste pickers to create cooperatives or

provide support to already established cooperatives in the form of materials,equipment and training. The benefits of these cooperatives are numerous; they

generate jobs, reduce discrimination and social marginalization and provideindustry with recycled materials, which are generally cheaper than raw

materials. Solid waste recovery organizations help cooperatives in differentways; they provide training, information, equipment, new technology and

materials. For example, CEMPRE Brazil created and distributed an educationtoolkit – consisting of an instruction manual, visual tutorials and videos – to help

waste pickers build stronger cooperatives.

4. Raising awareness and encouraging behavior change . Organizations also serve

as public educators by teaching communities about recycling and environmentalsustainability. In many developing countries, voluntary household recycling is

uncommon. Organizations therefore raise awareness about the benefits of recycling and the environmental and health hazards of inadequate disposal

while encouraging behavior change.

5. Creating linkages between different actors . Another common role is to act as

unifiers by building relationships between different actors in both the formal andinformal solid waste collection processes. For example, organizations may help

to link waste picker cooperatives to buyers or build good relationships betweencooperatives and local governments.

In what context does it make sense to create one?

Solid waste recovery organizations develop because there is a void to be filled.Typically, the national context is marked by a combination of the following factors: a)

the solid waste collection system is ineffective; b) improperly disposed of waste is avisible and pervasive problem; c) solid waste legislation is in need of reform; d) waste

pickers are unorganized and marginalized; e) there is little existing data on waste andrecycling; f) there is no organization currently working to promote recycling in a

comprehensive manner; and/or e) there is low public awareness about recycling. Theorganizations are generally the first of their kind in the country and serve as pioneers in

promoting sustainable solid waste management.

In examining the context, it is important not just to recognize problems, but to assessopportunities as well. Before starting an organization, one must consider the current

market for recyclable goods in the country, look at existing value chains and players,identify potential corporate partners and calculate one’s ability to leverage government

support. As the next section reveals, a thorough understanding of the country’s solid

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waste and recycling context and a strong network of public and private influence arecritical to an organization’s success.

II. Best Practices of Effective Recovery Organizations

While the five solid waste recovery organizations interviewed for this document aredistinct in their operations, each identified common practices and factors that have beencrucial to their success and sustainability. The attributes and practices described below

are highly important and must be taken into account when exploring the possibility of creating similar organizations in other countries.

• Starting with a private sector champion . Recovery organizations are born when

a company or small group of companies has the vision to bring about positivechange in solid waste practices and policies in a particular country. Oftentimes,

the vision stems from an individual or small group of individuals within theseinstitutions. They serve as leaders, pioneers and champions for the idea within

their own companies and among other industry actors. They set forward avision and objectives, examine the external environment to assess whether a

recovery organization is feasible and build alliances in support of the idea.

It is important that the founding company or group of companies has a widenetwork of influence in the country. Most solid waste recovery organizations are

founded by large multinational corporations. While this does not signify thatsmaller national companies cannot start solid waste recovery organizations, it is

true that the greater a company’s influence and capacity, the greater the benefitsto the organization. Large corporations like Coca Cola or Unilever, for example,

have strong connections within private industry that they can use to garnersupport for the idea. Their engagement in the project legitimizes and calls

attention to it in a way that a smaller company’s engagement might not.Moreover, the start up period requires a significant infusion of capital that

smaller companies may not be able to afford.

• Building a coalition . After setting forth a vision,

the leading company’s next task is to convince

other companies to join the cause. This is aprocess that continues throughout the life of the

organization, as organization leaders are

constantly recruiting and/or acceptingapplications for new membership. Eachadditional member pays dues and, more importantly, expands the organization’s

network and scope of influence.

Organization leaders must invest significant time in networking and selling othercompanies on the idea, particularly at the beginning. The relative difficulty or

ease of recruiting new companies varies and is influenced by factors such as the

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“Each brand youbring on, the more

powerful youbecome.”

-CEMPRE BrazilDirector Andre Vilhena



organization’s maturity, existing membership and external context. This againunderscores the importance of starting with a set of influential and well

respected founding members. Encouragingly, many multinational and nationalconsumer good companies are increasingly motivated by corporate social

responsibility and recognize the benefits of voluntary participation. Companies

are also drawn to the opportunity to deliver a unified message to governmentsabout solid waste legislation and practices. And, especially during early phases,organization leaders can point to the success of recovery organizations in other

countries to convince companies of their merit and benefits.

In addition to recruiting, organization leaders must ensure that existing membersremained satisfied with outputs and the pace of results. This involves

relationship building and regular communication, which can be time intensive.

But this alliance building is absolutely fundamental to success at all stages.

• Creating an independent organization . While many recovery organizations are

initially born within the founding company and use the company’s resourcesduring a period of start up (which is an ideal arrangement, as it provides access

to office equipment and services), they eventually become independently staffedand operated not for profit entities. There are exceptions to this, as in the case of

the Thailand Institute of PackingManagement for Sustainable Environment

(TIPMSE), which is housed under theumbrella of the Federation of Thai

Industries. However, in most instances,establishing an independent organization is

desirable as it confers neutrality and

eliminates the perception that the group isan outgrowth of a corporation. In mostcountries, the process of setting up a

nonprofit entity is time intensive and bureaucratic – a point that is discussed at

more length in the next section. However,

it is a necessary step as it establishes theorganization as a credible, neutral and

legally recognized institution committed to realizing sustainable improvements

in solid waste management. Typically, organizations are staffed by technicalexperts, such as environmental engineers, who have significant knowledge of

national solid waste issues. This further bolsters an organization’s credibility.Building a reputation as an independent and dependable institution takes time,

but the consistent practice of transparent and socially beneficial approachesgenerates respect and boosts the organization’s capacity to realize change.

• Filling an information/expertise void. A critical step during the organization’s

early development is conducting comprehensive research on solid waste and

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“It’s important tolegitimize theorganization with the

public because peoplecan be skeptical about a

project supported by multinational

companies. You have todemonstrate your neutrality and show that you are not defendingthe interests of corporations.”

-CEMPRE Uruguay Director



recycling in the country. Typically this information does not exist (or exists in apiecemeal fashion), so the organization is filling an important gap. This research

encompasses solid waste output, recycling rates, formal and informal collectionsystems, market demand for recyclable materials and key actors in the value

chain. Often organizations will hire external consultants to conduct data

gathering in the early stages but may conduct research in house once they haveincreased capacity.

This baseline information is used to guide the organization’s objectives andaction plans and, very importantly, is shared with industry, government and the

public through publications, websites and other communication channels. Forexample, CEMPRE Brazil established a call center in its early stages to answer

questions about recycling. This raised awareness about the organization and

helped to establish it as a reliable source for high quality information. Now, inthe age of the internet, most inquiries come through the web; CEMPRE Brazil

receives about 35,000 visits to their website each month. Other organizations

hold workshops, seminars and training sessions and manage databases onrecycling information. Research and information dissemination are ongoing

processes. As more people look to an organization for information, it grows inimportance and recognition. And, by serving as an authoritative statistical

source, the institution becomes an expert and consultant for government andindustry.

• Establishing the organization as a reference . This success factor is closely tied

to the previous point. To achieve its goals, an organization must establish itself as a reference in the country. In other words, it must become a reliable,

respected and well known authority on solid waste and recycling. In doing so,

the organization gains public attention and the power to advise policymakersand industry leaders, which is vitally important for achieving sustainable andfar reaching results. There are three key methods that organizations use to

establish themselves as references:

o Providing dependable information. As noted in the point above, the

provision of high quality information is a vital role for solid wasterecovery organizations. By conducting research and generating data that

otherwise would not exist, the organization becomes a primary expert onthe topic in the country. As this information is disseminated to the

public, government and the private sector, recognition of and

dependence on the organization grow.

o Networking and raising awareness. Attendance at relevant conferences

and collaboration with universities and research centers further

strengthen the organization’s reputation and connections in the field.Likewise, print and online communication materials, such as recycling

databases, waste management handbooks and e learning courses,

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increase public awareness. And, importantly, the organization mustmake itself available to serve as a consultant and answer questions. If it is

not accessible, people will not turn to it for assistance.

o Leveraging members’ networks and influence. The large corporations that

support solid waste recovery organizations have wide reaching networkswithin the countries where they operate. Corporate leaders are typically

well acquainted with other business leaders and often have establishedrelationships with policymakers as well. These connections can be used

to increase awareness about the organization and build its base of influence.

The time that it takes to become a national reference varies by country. For

example, it took CEMPRE Brazil four years to establish itself as such. In smallercountries it may take less time. For example, CEMPRE Colombia has gained

significant recognition after having been established for less than two years. As

the concept of solid waste recovery organizations grows in prominence amongconsumer goods companies on a global scale and there are an increasing numberof positive examples in other countries, it will likely become easier for

organizations to assert themselves as important players. However, the process of becoming a well respected authority requires significant investments in research,

networking and awareness raising and a commitment to consistent, neutral andaccountable practices.

• Building strong connections with government. A solid waste recovery

organization must develop good relationships with relevant governmentagencies and representatives in order to fulfill its mission. As governments

control solid waste legislation and formal waste collection systems (and theextent to which they will allow informal recycling networks to expand), their

collaboration and support is critical. Because most large companies have staff dedicated to liaising with government, recovery organization directors can

leverage their corporate members’ existing relationships with legislators. Thiscan be a jumping off point, after which the organization director continues to

develop his or her own relationship with government actors through regularcommunication, meetings and the provision of information and consulting

services.

Successful solid waste recovery organizations interact frequently withgovernment in a variety of roles. They advocate for improved solid waste

policies and programs while also acting as consultants. In Mexico, for example,the solid waste recovery organization Sustenta actively contributes to dialogue

on solid waste policy while also providing consultant services to municipalgovernments to help them establish sustainable recycling systems.

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• Implementing solutions appropriate to the local context . All organizations

interviewed underscored the fact that the model and programs adopted must be

appropriate to the local context. In general, solid waste collection systems thatwork in relatively affluent countries are not the best fit for developing countries

due to differences in labor markets and infrastructure. Moreover, what makes

sense for a solid waste recovery organization in one developing country may notmake sense in another developing country. To determine which methods aremost appropriate, organizations:

o Conduct extensive research on current solid waste and recycling systems

and markets in the country, which involves identifying key actors, laws,

formal and informal networks, markets, output and demand forrecyclable material.

o Learn from existing solid waste recovery organizations in other countries

by visiting them and researching their models. Organizations can adopt a

model from another country and tweak it to fit their own particularcontext.

o Learn through trial and error . Some organizations interviewed noted that

it took them a year or two before they were able to establish a clear

strategic plan and programs that fit their particular environment. Theearly stages of an organization’s development are focused on research

and exploration, and no organization can know immediately whatapproaches will work best in their country. While it may be helpful to

use models from other countries, those models must be tried out in theorganization’s own context to see what works and what does not. For

example, when first founded, TIPMSE in Thailand launched 10 pilotprojects and then chose a handful of the most successful ones to carry

forward.

When evaluating pilot projects, it is important to weigh their economic,

environmental and social impacts. In developing countries, waste

collection and recycling constitute livelihoods for some of the poorest andmost marginalized members of society. Therefore, an organization must

examine whether its programs are empowering and improving the livesof these individuals or further excluding them.

We can look at three of the five organizations interviewed for this document to

see the ways in which models differ. CEMPRE Brazil, for example, works to

empower waste picker cooperatives by providing training and equipment. This

is a highly successful approach that has created more than 800,000 jobs.

CEMPRE Brazil did not invent the cooperative model, but rather built on workthat the Catholic Church was doing with waste pickers in Brazil. CEMPRE Brazil

saw firsthand that this approach was producing obvious social, economic and

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environmental benefits. The organization also produces information onrecycling for the public, promotes environmental education and engages in

advocacy.

In contrast, Sustenta in Mexico does not work with waste picker cooperatives.

Their role is limited to national level advocacy and acting as a consultant tomunicipal governments to help them design improved solid waste collectionsystems that incorporate recycling. Sustenta does not provide information to the

public, but does provide training workshops for municipal government staff.

In Thailand, TIPMSE has taken a different approach. In addition to working

with waste picker cooperatives and engaging in advocacy, the organization has

established more than 600 community recycling banks and helped selectmunicipal governments, housing developments and universities to create

voluntary recycling programs.

What these short examples point to is that different countries call for uniqueapproaches. (The attached annex provides more detailed profiles of each of the five

organizations interviewed and their programming models). Research on the national

context, consultations with other solid waste recovery organizations and a

process of experimentation and exploration are all important steps for definingwhich method works best in a given country.

• Promoting growth. Another attribute of successful recovery organizations is

that they continually look for new opportunities to advance their mission. Oncethe organization has established itself as a reference, it must find new ways to

grow and expand its circle of influence. This can involve recruiting new

companies to join as members, piloting new programs, advocating forprogressive solid waste policies or conducting pioneering research. The

organization’s development is a continual, changing process, and leaders must be open to and seek out new possibilities for reinvention and expansion in order

to succeed.

III. Key Steps to Recovery Organization Formation

Below is a summary of key action steps for each phase of a solid waste recovery

organization’s development. The phases have not been assigned specific timelines

because the amount of time required for each step varies according to context.

PHASE I: CONCEPTION

The first phase of an organization’s development is the conception –

the point at which the idea of the organization is first formed. Asnoted above, the initiative typically originates within a large

multinational or domestic corporation in response to poor solid

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waste management in a country. Advocates in that company then articulate a vision of how they can contribute to positive change to benefit both citizens and the environment.

Some of the most important steps during this initial period include:

• Identify the problem(s) . As a first step, leaders should clearly outline the

specific solid waste problems that exist and identify their causes and the actorsinvolved. From this outline, leaders can define which problems are prioritiesand which the organization could potentially address. For example, one

problem may be that, due to the unhygienic nature of their work, waste pickersare at higher risk of disease. While this may be an issue, the organization might

not have the capacity to take it on. Thus, delineating different solid wasteproblems enables the organization to set apart those it can and wants to tackle

from those it does not.

• Conduct preliminary feasibility assessments . This does not have to be a formal

undertaking, but rather an exploration of key questions that should be answered

before deciding whether a solid waste recovery organization is feasible in a givencountry. This should be an initial rough survey of the nature of solid waste and

recycling collection systems and value chains, key players and potential benefitsand risks. Sample questions to ask include:

o Is there a gap to be filled?

o Who are the actors involved in solid waste management and recycling and what

roles do they play?

o What is the government’s role in solid waste management and how likely are

they to collaborate with us?

o What is the nature of existing solid waste legislation?

o What informal collection networks exist and how organized are they?

o What are the potential benefits that we could achieve?

o What are the potential risks involved?

o Is there a market for recyclable materials?

• Draft a mission statement . Based on information gleaned from the steps above,

proponents of the idea should draft a rough mission statement to articulate their

vision. This essentially means stating a goal and creating a sketch of how theorganization is going to get there.

•Network. During the early stages of an organization’s formation, an importantstep is to champion the idea among other companies. Use formal and informalchannels to raise awareness about the idea, explain the benefits of supporting

such an organization and recruit other corporations to come on board. As noted

above, building a wide base of support among companies is vital to theorganization’s ultimate success.

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• Learn from other solid waste recovery organizations . Advocates for the

organization should meet with directors of solid waste recovery organizations in

other countries to learn about their modes of operation and benefit from theirexpertise and guidance. They are the best reference available. Whenever

possible, visit the country to see firsthand how established organizations

function. Parts of these existing models can then be adopted and modified foruse in your own country.

• Research legal requirements . Forming a nonprofit organization can be a

bureaucratic and lengthy process, so research the requirements involved. Create

a checklist of the different steps and time frames. This will give you an idea of the amount of work and time involved in set up so that you can budget and plan

accordingly.

PHASE II: START UP

After the decision has been made to go forward with the idea, thenext stage is to set up the organization as a legal nonprofit. This

can be a particularly time intensive phase depending on thecountry; it can take anywhere from a few months up to a year.

During this period, it is helpful to work out of one of the foundingcompany’s offices as this provides free access to computer and communication

equipment and other shared resources. Eventually, once the organization is on its feet, it

should move into its own office space. Some of the key steps during this phase are to:

• Hire a director . Most directors of the organizations interviewed are individuals

with strong technical expertise in solid waste management. They typically comefrom science or engineering backgrounds and have significant knowledge of

solid waste systems in the country. This is important for a few reasons,

including: 1) their expertise lends credibility to the organization; 2) they have athorough understanding of the issues; 3) they have existing relationships with

actors in the field; and 4) they are neutral (not coming from within a

corporation). In addition to technical know how, communication, networking,management and administrative skills are all extremely important to the

director’s job. However, many of these skills can be learned on the job.

Often directors will use consultants at different stages of organization

development to help with administrative functions (in the beginning), researchand project management. Typically, the number of permanent staff is small,even for well established solid waste organizations. Most have fewer than 10,

and many have less than five full time staff.

• Meet legal requirements to become a nonprofit organization . Nonprofit

requirements vary by country, but typically demand a significant amount of

paperwork. This also entails regular meetings with relevant government officials

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to introduce the organization and build key relationships. It is important to bevery diligent and transparent in adhering to legal regulations; the reputation of

your institution and those corporations that support it is at stake. The process of fulfilling legal requirements happens concurrently with the other steps listed

here, such as creating a name, governance structure and administrative and

financial systems.

• Create a name, formal mission statement and governance structure . Chose a

name, articulate the organization’s purpose and objectives in writing, select a board of directors (typically leaders from member corporations) and create board

bylaws.

• Establish administrative and financial systems . This involves opening a bank

account, determining company membership fees (typically fees are higher forfounding companies but lessen as more companies join), establishing money

management regulations (i.e., designating who has access to account), creating a

payroll structure, and establishing an annual budget.4 This also involvesdeveloping appropriate financial and operational data management systems.

PHASE III: POSITIONING THE ORGANIZATION

The next stage of organization development is focused on

gathering information, raising awareness, buildingalliances, becoming a reference and launching pilot

programs. Key steps are to:

• Conduct research on solid waste collection in the

country. Organizations will often hire consultants

to conduct comprehensive research on solid waste output, recycling rates, formal

and informal collection systems, value chains and market demand. Once thisstudy is complete, the director can more clearly define the organization’s specific

role and objectives and share the information to raise the institution’s profile infront of government, the private sector, the public and academia.

• Expand the coalition . Use the research produced and the networks of founding

corporate members to recruit additional companies. This is a continual process,

but it is particularly important to bring on strong brand names in the early stages

of development as it enlarges the organization’s scope of influence.

• Build relationships with government . As an entry point, the director can

leverage existing connections between corporate members and policymakers and

then build their own relationships with legislators through regular meetings andthe provision of information and consulting services.

4 Annual budgets of the organizations interviewed ranged from $100,000 - $750,000.

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• Raise awareness . It’s important to create recognition of the organization on a

national scale. This can be done by creating a website, distributing publications

and handbooks, providing access to databases on solid waste and recycling,attending conferences, conducting workshops, offering e learning courses

and/or establishing call centers to answer questions from the public.

• Set forward a clear strategic plan . It often takes time for an organization to be

able to articulate a strategic plan with specific outputs. It must first go through a

period of learning and exploration before it can explicitly define its role. Theresearch mentioned above will enable the organization to identify a more refined

action plan. This can be an annual or multi year plan that includes: the goal,

objectives, expected outputs, timeline, location and scope of work.

• Launch pilot projects . Pilot initiatives allow the organization to test the

effectiveness of different programming approaches. Because most solid wasterecovery organizations are the first of their kind in their country, they are

creating the roadmap, and it is only through this process of trial and error thatthey can determine what works best in their context.

As noted above, pilot projects should be evaluated not just in terms of their

quantitative output, such as the amount of recyclable materials collected, but alsoin terms of their social effects. Because waste collection is an important source of

income for many poor households in developing countries, the goal of a programshould not only be to recycle as much as possible, but to do so in a way that

enables waste pickers to increase their incomes, achieve collective power andcombat discrimination.

PHASE IV: PROMOTING GROWTH

After establishing itself and becoming a reference, an organization’s

challenge is to continue to find new opportunities to advance itsmission and grow. This involves both expanding its resource and

influence base by recruiting new corporate members as well asincreasing its level of impact by enlarging its programs and

advocating for progressive and socially inclusive legislation.Developing countries present numerous solid waste challenges, and

there is much to be done to improve the situation. Organizations must continue to

conduct research and seek out innovative solutions. To this end, directors should stayup to date on developments in solid waste and recycling in other emerging countries.The recently created Global Alliance for Recycling and Sustainable Development

provides an excellent forum for sharing best practices, innovations and lessons learned.

IV. Challenges Facing Recovery Organizations

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Challenges vary by country, but the organizations interviewed identified some sharedobstacles that are likely to crop up in most developing countries. Being aware of these

challenges may help new organizations to better plan for inevitable difficulties. Some of the central issues include:

•Organization set up . The process of establishing the organization as a legallyregistered nonprofit requires a significant amount of time and work.Government requirements are often multipart and detailed. And bureaucracy

can slow down the process considerably. Moreover, the creation of administrative and financial systems is a time intensive and complex process.

To deal with these challenges, organizations should do as much prior research aspossible to understand legal requirements and create a checklist to ensure that all

proper steps are taken. Also, many organizations recommend contracting theadministrative work in the early stages, as the director will not have the capacity

to handle it alone.

• Difficulty recruiting companies . Some organizations noted that they facedchallenges recruiting companies, particularly during early stages of

development. Organizations must make alliance building a priority during allphases, but especially in the beginning. Create a strategic plan to guide

recruitment. As corporate social responsibility and extended producerresponsibility increase in popularity, interest in solid waste recovery

organizations is growing as well. New organizations will undoubtedly benefitfrom the inroads that existing organizations have made in raising awareness and

demonstrating positive benefits.

• Low public awareness of and interest in recycling . In most developing

countries, knowledge of and interest in recycling is extremely low among the

general population. In this context, it can be difficult for solid waste recoveryorganizations to get public attention and promote better practices. To address

this challenge, organizations can use educational campaigns and media and

collaborate with government to promote economic incentives.

• Member companies leave . Several of the organizations interviewed have had

companies join the organization and subsequently leave due to dissatisfactionwith the nature or pace of results or for other reasons. To some extent, a

company’s decision to withdraw support is outside of the organization’s control.

However, clear and regular communication and consultation with membercompanies can help to maintain their commitment to the mission.

• Difficulty recruiting waste picker cooperatives . It can be challenging to

organize waste pickers into cooperatives initially, particularly if cooperatives are

not common in the country. Individuals may be distrustful of the organization

or may not see the benefit of organizing as a collective group. The key is to finda few groups willing to collaborate and to build on the success of these first

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groups. Once people see the benefits that cooperatives bring in terms of socialempowerment and increased incomes, their popularity will spread.

V. Conclusion

The growth of solid waste recovery organizations over the past two decades offers apromising new way to promote recycling in areas where poor trash collection is arampant and unsustainable problem. Supported by multinational and domestic

companies committed to realizing positive change, these organizations are filling animportant gap and building networks between governments, waste pickers, households

and the private sector. It is an effective model that should be replicated to bring about

much needed environmental, economic and social benefits for citizens in developingcountries around the world.

Annex I provides profiles of the five solid waste recovery organizations interviewed for thisdocument.

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Annex I – Solid Waste Organization Profiles

Compromissa Empresarial para Reciclagem(CEMPRE)Brazil

www.cempre.org.br

Organization Development

Founded in 1992, CEMPRE Brazil was the first solid waste recovery organization of its

kind, and it has served as an example and mentor for other organizations, particularly inLatin America. Stemming from the vision of an environmental manager at Coca Cola

Brazil, CEMPRE was born shortly after a 1992 world summit on sustainabledevelopment. Given that there was no clear framework or model to reference, the

process of establishing the organization was particularly difficult and involved a lengthy

phase of learning and trial and error.

The organization has grown considerably since its early roots. It now has 28 member

companies, including Cargill, Kraft, Proctor & Gamble, Wal mart and Unilever amongmany others. Whereas CEMPRE initially faced challenges recruiting corporate

members, the organization’s success has paid off; companies now approach CEMPREinterested in joining the cause.

With an annual budget of $720,000, CEMPRE Brazil has four permanent staff members

and five people who work as sub contractors. It is a well respected voice in Brazil andglobally on solid waste issues and waste picker cooperatives.

Mission

The organization’s central objectives are to:

1. Promote the integrated management of municipal solid waste;2. Improve recycling levels in Brazil; and

3. Enhance levels of environmental education based on issues related to solid wastemanagement.

Best Practices

• Providing information to the public and government : When CEMPREBrazil started, data on recycling in the country was not accessible, so theorganization hired a consultant to gather information on key actors, outputand market demand. Between 1993 and 1994, CEMPRE studied selectivecollection in eight Brazilian municipalities. In 1999, the study wasextended to eight more cities. The gathered information is stored in adatabase called Ciclosoft, which local government administrators use totrack the success of city and municipal recycling programs. The

organization also created a call center to respond to public inquiries on what

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materials are recyclable and which companies are buying them. They continueto update recycling information regularly, respond to public calls and emails and

share data through their website. In fact, CEMPRE Brazil now receives about35,000 visits to their website each month.

• Collaborating with waste picker cooperatives: Building on work that theCatholic Church began with waste picker cooperatives in Brazil in the 1990s,

CEMPRE has worked closely with these groups over the last decade. It is ahighly effective approach; more than 800,000 jobs have been created to date

through cooperatives. CEMPRE Brazil supports cooperatives by providing

training, disseminating a “toolkit” (with a handbook, videos and visual tutorials)and offering materials and equipment. While in the early stages of its work

CEMPRE faced resistance to the cooperative idea from waste pickers, the concept

eventually caught on as the benefits became visible. To date, CEMPRE hasprovided assistance to some 550 different groups.

• Working with universities and NGOs: CEMPRE actively collaborates withuniversities, research institutes and nongovernmental organizations (NGOs) by

exchanging information and partnering on advocacy and programming

initiatives. For example, CEMPRE provides training and support to NGOs whoin turn train waste picker cooperatives.

• Advocating for improved government programs and policies: CEMPRE Brazil

works closely with all levels of government – from municipal officials to national

ministers. It provides information, educates policymakers and advocates for

sustainable solid waste policies. The organization recently contributed toadvocacy efforts that resulted in the government committing $120 million tostrengthen waste picker cooperatives around the country.

• Building public awareness: Another key practice for CEMPRE Brazilis educating the public about recycling through online and printcommunications. CEMPRE staff also travel globally to teach othersabout CEMPRE’s activities and learn about solid waste collectionsystems in different countries.

LeadershipCEMPRE Brazil is led by Executive Director André Vilhena, a chemicalengineer by training. While Mr. Vilhena’s avers that his technical expertise

has been very important for fulfilling his role, he also emphasized that adirector’s job requires strong communication and public relations skills. Mr.Vilhena not only serves as an advocate for recycling and sustainablepractices in Brazil, but he also travels regularly to mentor others interested instarting similar organizations. Mr. Vilhena also serves as the Vice Presidentof the Global Alliance for Recycling and Sustainable Development.

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Compromiso Empresarial para el Reciclaje(CEMPRE) Colombiahttp://www.cempre.org.co/

Organization DevelopmentCEMPRE Colombia was founded in late 2008 by a coalition of 10 companies(Alpina, Bavária, Carrefour, Cecodes, Coca-Cola, Colanta, Aceros Diaco,Fundación Santa Fe de Bogotá, Tetra Pak and Unilever). Five additionalcompanies have since joined the group. CEMPRE Colombia took much of itsinspiration from CEMPRE Brazil, which allowed the organization to use itsname. In doing so, Colombia has benefited from the recognition and respectthat CEMPRE Brazil generated in the region. In many ways, this has helpedCEMPRE Colombia to accelerate the process of becoming a reference and keyactor on the national stage.

Not yet two years old, CEMPRE Colombia is now in the process of adaptingBrazil’s model to its own particular context. During the first year, theorganization was focused on administrative set up and research. Their firstpriority was to conduct a comprehensive study on recycling with theassistance of a consulting group. This involves mapping existing collectionsystems and value chains, identifying areas where CEMPRE Colombia cancontribute and assessing bottlenecks. More recently, they have begun toassume leadership in the recycling sector by participating in conferences andworkshops and meeting with key actors. This year, with an annual budget of $100,000, CEMPRE Colombia is launching several pilot projects, which includepromoting voluntary recycling and supporting waste picker cooperatives.

MissionCEMPRE Colombia defines itself as a civil nonprofit association that seeks topromote the concept of integral post-consumer solid waste management.

The organization’s specific objectives are to:

1. Facilitate dialogue and cooperation between different actors involvedin the recycling value chain and to promote sustainable projects thathave environmental, social and economic benefits; and

2. Promote environmental education in society, particularly the three“Rs” – reduce, reuse and recycle.

Best Practices

• Sponsoring strong technical studies: As noted above,CEMPRE Colombia hired a consultancy to conduct a comprehensivestudy on solid waste collection and recycling in the country. Thisinformation does not exist elsewhere, so the organization is filling animportant gap. The study is currently underway, and its results will beused to inform CEMPRE’s strategic plan.

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• Leveraging the expertise and visibility of CEMPRE Brazil :CEMPRE Colombia has based much of its work on that of CEMPREBrazil, and this has been a significant advantage. The organization hasbeen able to adopt programming models, learn from CEMPRE Brazil’sexperiences and build on their reputation. Aware of CEMPRE Brazil’ssuccess, policymakers in Colombia were excited to lend their supportto a similar initiative in their own country.

• Promoting voluntary recycling: One of CEMPRE Colombia’sfirst initiatives is to encourage households – through awareness raisingand economic incentives – to voluntarily bring their recyclables tocollection centers. This is being piloted in two of Colombia’s largestcities: Bogota and Medellín.

• Supporting waste picker cooperatives: CEMPRE Colombia isalso replicating their sister organization’s successful collaboration withwaste picker cooperatives. Their objective is not only to increase

recycling levels but to do so in a way that brings about positive socialand economic benefits for waste pickers. They are in the early stagesof this work and still learning; they may have to modify the Brazilianmodel to fit their own context.

• Raising awareness/providing information: Anotherobjective for the organization is to, like CEMPRE Brazil, make recyclinginformation available to the public through print and online channels.CEMPRE Colombia likewise aims to promote environmental educationand is in the process of developing a communication plan to bringattention to the issue in major cities.

LeadershipCEMPRE Colombia Executive Director Alexandra Cáceres Martínez came tothe organization after having worked as a chemical engineer focused on solidwaste management for more than six years. As the director a neworganization, some of the challenges have included the large amount of workinvolved in organization set-up and the fact that the group is charting newterritory in the country and therefore learning as they go. Ms. CáceresMartínez asserts that it is very important to do research on the requirementsand processes involved in establishing a nonprofit, as this can be demanding.

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Compromiso Empresarial para el Reciclaje(CEMPRE) Uruguaywww.cempre.org.uy

Organization DevelopmentCEMPRE Uruguay was established in 1996 under the leadership of Coca-ColaUruguay. The organization is currently supported by eight companies: Ancap,Coca-Cola, Conaprole, Inca Cola, Nuvo Tupperware, Salus, Tetra Pak andUnilever. CEMPRE Uruguay modeled itself on CEMPRE Brazil and benefittedfrom the organization’s example and guidance. However, during the earlystages of CEMPRE Uruguay’s development, the organization had to adaptBrazil’s model to fit the local context, which involved a process of trial anderror.

Several years after the organization’s foundation, CEMPRE Uruguay staff and

corporate members conducted an offsite meeting to examine theirachievements to date and better define the way forward. Based on lessonslearned, the group created a strategic plan and specific objectives thathelped to refine their work.

MissionCEMPRE Uruguay’s mission is to promote the reduction and recycling of trashin the country. Their vision is to be a proactive reference, facilitator, driver of innovative models and integrator at national and regional levels. Theorganization’s three primary objectives are to:

1. Educate the public, policymakers and the private sector about

recycling through their website, publications and workshops;2. Create linkages between key actors involved in recycling; and3. Research new technology alternatives to improve solid waste

management.

Best Practices

• Providing high quality information: Since the organization’sinception, CEMPRE Uruguay has built its reputation by providing highquality and otherwise unavailable information on solid waste in thecountry. The organization’s first publication was a manual onintegrated waste management. Today, they continue to circulateguides and information and conduct seminars, presentations and

courses. The organization also maintains an online database anddigital library where citizens can learn about recycling. Lookingforward, CEMPRE aims to generate comprehensive national recyclingstatistics, create e-learning opportunities and update their solid wastemanual.

• Creating linkages between key actors: CEMPRE Uruguay worksclosely with private industry, regional and national government, NGOs,

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universities and research institutions to promote improvements in solidwaste collection by sharing information, co-funding research andsupporting educational campaigns.

• Conducting research on innovative technologies: In collaborationwith universities and NGOs, CEMPRE is engaged in research to find newtechnologies and approaches to improve solid waste management inUruguay.

• Advocating for sound solid waste legislation: The organizationworks closely with government at all levels to promote solid wastepolicies and programs that are environmentally sound, sociallyequitable and appropriate to the country. Partly as a result of CEMPRE’s awareness raising and advocacy work, Uruguay was the firstcountry in Latin America to adopt packaging waste legislation thatspecifically recognizes the rights of members of waste pickercooperatives.

LeadershipMaría José González has served as the executive director of CEMPRE Uruguaysince September 2008. She is a civil engineer by training and had significantexperience working in the solid waste sector in Uruguay prior to taking thisposition. One of the principal lessons she has learned thus far is thatmessaging and perception are very important. It is critical to demonstratethe organization’s neutrality to counter ideas that it is merely an outgrowth of corporate members. CEMPRE Uruguay achieves this by participating in andhosting events, seminars, workshops and meetings to build its reputation asa technical leader and committed partner.

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Sustenta Mexico

Organization DevelopmentFounded in 1996 under the leadership of Coca-Cola, Proctor & Gamble and

Tetra Pak, Sustenta was developed to promote integral solid wastemanagement and contribute to sound national policy. Its creation was alsoinspired by the example of CEMPRE Brazil, but it did not adopt CEMPRE’smodel. Sustenta’s operations differ from the three Latin American CEMPREsin key ways. Whereas the CEMPREs work with waste picker cooperatives andprovide information to the public, Sustenta’s role is limited to nationaladvocacy and training municipal governments to implement better solidwaste systems. The organization is not involved in supporting or

collaborating with informal networks of recyclers.

Sustenta is now supported by five corporations (Proctor & Gamble has sinceleft, and PepsiCo, FritoLay and Bimbo have joined). With an annual budget of about $100,000 and four permanent staff members, the organizationcontinues to work with municipal and national governments to: a) inform thedevelopment of national policy; and b) foster the development of bettermunicipal waste systems that incorporate recycling.

MissionSustenta’s mission is to promote integral waste management and supportsound legislation. It does this by:

1. Educating and collaborating with policymakers to encourage solidwaste laws that are sustainable and appropriate; and

2. Helping municipal governments to design and implement improvedcollection systems that include recycling components.

Best Practices

• Working with national policymakers: Sustenta uses its technicalexpertise to educate legislators and contribute to discussions on solidwaste policy. For example, the organization’s efforts played a role inthe passage of a new national solid waste law in 2003 that includesspecific provisions for encouraging recycling and promoting markets

for recycled goods, among other components.

• Acting as a consultant to municipal governments: Sustenta’sother chief role is to help municipal governments to improve theirwaste collection systems. This involves three key phases: 1)conducting a diagnostic of current municipal collection systems; 2)identifying opportunities for improvements; and 3) designing amodified system that incorporates recycling. Sustenta also offers

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ongoing support to local governments as they implement the system.Municipal governments must pay for the service; Sustenta chargesabout $40,000 for a full study – from diagnostic through systemredesign. This is relatively cheap compared to what it would cost if aprivate firm conducted the assessment. To date, Susenta has helped10 municipal governments to revamp their solid waste management

models.

• Training municipal government staff: Because many localgovernments lack knowledge of and technical capacity for wastemanagement, Sustenta also provides training – in the form of workshops and courses – to municipal government staff to increasetheir awareness of recycling and sustainable solid waste solutions.

• Promoting a market for recyclables: Sustenta is also working withthe private sector to expand the market for recyclable goods. There isdemand from industry, but supply is not consistent. Through work with

companies and local and national levels of government, Sustenta aimsto strengthen the value chain to increase the amount of recyclablesgenerated.

LeadershipSustenta’s executive director Arturo Dávila Villarreal is an environmentalengineer by training. His previous work in the solid waste sector in Mexicowas advantageous as he already knew the issues and had strong connectionswith other actors. Mr. Villarreal commented that one of the greatestchallenges his organization faces is the lack of awareness and interest inrecycling among the population. But, he said, attitudes are slowly changing.

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Thailand Institute of Packaging Managementfor Sustainable Environment (TIPMSE)

Organization Development TIPMSE was created in 2001 under the umbrella of the Federation of ThaiIndustries (FTI), a private sector organization that brings together industrialleaders to promote Thailand's socioeconomic development. The organizationis unique from the other four profiled in that it still remains a part of the FTI;it is not a separate, neutral institution as the others are. Another uniqueattribute is that members of the government serve on TIPMSE’s board of directors. Like its sister organizations, TIPMSE’s goal is to reduce waste(packaging waste specifically) and increase recycling rates in the country.

When creating the organization, representatives from TIPMSE had an

opportunity to meet and learn from CEMPRE Brazil. In its first year, TIPMSElaunched 10 pilot projects and then evaluated their success. During thesecond through fourth years of its development, TIPMSE expanded five of themost successful pilot initiatives and began to raise awareness about its workon a national and international scale.

The organization is currently supported by 22 companies, including Coca-Cola, Nestle, Proctor & Gamble, Tetra Pak and Unilever among others, andindustry associations (such as the Thai Metal Packaging Association). Theorganization is staffed by 10 people and has an annual operating budget of about $750,000.

Mission TIPMSE’s mission is to minimize packaging waste and increase recycling ratesin the country. Specifically, the organization’s objectives are to:

1. Support reductions in packaging waste;2. Reduce waste management costs; and3. Build the capacity of the recycling industry.

Best Practices

• Establishing community recycling banks: TIPMSE has supportedthe creation of community recycling banks – centers where householdsdeposit waste and where it is sorted and then sold – to serve more

than 600 communities.

• Educating the public about recycling: TIPMSE has disseminatedinformation about recycling through print and radio. In addition, theorganization produced a TV documentary about recycling to raiseawareness and encourage better practices among the public.

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• Promoting municipal and housing estate recycling programs: To date, TIPMSE has helped 23 municipal governments institutecitywide recycling programs. Additionally, the organization hasimplemented voluntary recycling programs at 19 housing estates.Some of the money earned from the sale of recyclables is thenchanneled back into the housing estates to fund beautification andenvironmental projects.

• Encouraging recycling on university campuses: TIPMSE has alsosuccessfully launched recycling programs on 13 university campuses.Of the money earned from selling the recyclables, 90 percent goes tothe individuals who sort it, while 10 percent goes back to theuniversity.

• Supporting waste picker cooperatives: Like the CEMPREorganizations, TIPMSE also builds the capacity of waste pickercooperatives in Thailand to help them enhance their organization and

increase their incomes. To this end, TIPMSE has established ninerecycling centers that waste pickers use to sort trash.

Leadership TIPMSE’s executive director Yuthtapong Wattanalapa does not have anengineering background or previous experience in the field of solid waste.Mr. Wattanalapa worked in the petroleum industry and his expertise is inmarketing. He remarked that one of the biggest challenges TIPMSE has facedis trying to change people’s attitudes and behaviors. Recycling is not thenorm, and getting people to voluntarily adopt this practice can be difficult.Media campaigns and economic incentives have helped the organization torespond to this challenge.

Guidelines for Establishing Solid Waste Recovery Organization Guidelines in Emerging COuntries_DRAFT 2-12-10

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