Building Municipal Capacity for Strategic Solid Waste Management Planning: observations from 3 cities on 3 different continents

摘要

This paper is based on the findings of a research project financed by the Department for International Development (DFID) in the UK between November 2001 and October 2003. The aim of which was to determine the effectiveness of capacity building tools such as the World Bank's Strategic Planning Guide (SPG) in assisting decision-makers in low-income countries in planning and implementing Integrated Sustainable Waste Management (ISWM) systems. Project teams worked alongside decision-makers and their planning committees to develop a planning framework document from which a full Strategic Plan could be developed. The three target cities were: Bangalore (India); Bamako (Mali); and La Ceiba (Honduras). Each group sought to apply the SPG methodology in their planning process. New planning tools were also developed where local stakeholders identified a specific capacity building need not covered by the SPG. These planning tools have been developed and published as a series of key-sheets available on-line. The paper will discuss the baseline situation in the 3 cities, identify the capacity building and technical needs of each, and outline the project programme specifically designed for each of the 3 case study locations. This will include a review of the planning and research strands of the project. The paper will then go onto discuss the deliverables and the outcomes in each city, before considering the commonalities of the research exercise and the progress made on the planning side. The paper will then consider the development of the new guidance documents and key sheets, designed because of the lack of support available for using the SPG. The main challenge of the project was found to be achieving the balance between ensuring comprehensive stakeholder involvement on the one hand while retaining political support from the key decision-makers with ultimate responsibility for implementing the plan. Key to this was establishing the legitimacy of participating stakeholders in the eyes of municipal government. Where a balance was achieved, as in Bamako, the final result is a planning framework, which is accepted by all the stakeholders and has been formally adopted by the municipal government.