National Policy Roadmap on Integrated Waste Management · INWMP = Integrated National Waste Management Policy IWM = Integrated Wastes Management IndW(M) = Industrial Waste (Management)

National Policy Roadmap on Integrated Waste Management

Keep Sierra Leone Clean, Play your Role for Change

Government of the Republic of Sierra Leone Ministry of Health and Sanitation (MoHS)

March 2015 – Final

Sierra Leone –MoHS –INSWMP Road Map 2


Contents Contents .......................................................................................................................................... 2

1. Introduction ............................................................................................................................. 3

2. Background .............................................................................................................................. 3

2.1. Purpose ........................................................................................................................................................... 3 2.2. Scope ............................................................................................................................................................... 4 2.3. Target Audience ............................................................................................................................................. 4

3. Key Waste Sector Challenges .................................................................................................. 5

4. Roadmap for Change ............................................................................................................... 6

4.1. Roadmap Objectives ...................................................................................................................................... 6 4.2. Roadmap Policies ........................................................................................................................................... 9 4.3. Your Role for Change ................................................................................................................................... 12

Annex 1: Institutional Functions in Wastes and Resources Management Governance ............ 17

List of Acronyms CBO = Community Based Organisation

EHD = Environmental Health Department (Department of Ministry of Health and Sanitation)

EPA = Environmental Protection Agency

HHCW(M) = Hazardous Health Care Wastes (Management)

INWMSP = Integrated National Waste Management Strategic Plan

INWMP = Integrated National Waste Management Policy

IWM = Integrated Wastes Management

IndW(M) = Industrial Waste (Management)

LC = Local Council

LW(M) = Liquid Waste (Management)

MLGRD = Ministry of Local Government and Rural Development

MoHS = Ministry of Health and Sanitation

MSW(M) = Municipal Solid Waste (Management)

NGO = Non-Governmental Organisation

PPE = Personal Protective Equipment

SWM = Solid Waste Management (incorporating IW, HHCW & MSW)

WEEE = Waste Electrical and Electronic Equipment

WM = Wastes Management



1. Introduction

This “roadmap” builds upon the original Integrated National Waste Management Policy (INWMP) and National Integrated Waste Management Strategic Plan (INWMSP) - 2012-2016 and other national, district and local waste management activities. It provides simplified information for key sector stakeholders including their respective duties and responsibilities, as well as providing a framework for implementing other waste sector initiatives and activities.

2. Background

The waste management situation in Sierra Leone is close to crisis level with the greatest challenges to public health, safety and the environment being the risk of disease transmission due to the inappropriate management of wastes (hazardous health care and sanitary wastes in particular).

Devolution of centralised functions means councils are in the front-line of waste management services, together with decentralised staff of the MoHS. The standard of municipal waste management services is therefore a direct indicator to the population of the effectiveness of their local politicians and government in delivering essential services to their electorate. Despite on-going commitment from central government to decentralisation and supporting decentralised services, local authorities remain under resourced to effectively manage waste services.

In Freetown waste management services have recently been transferred to an international private company (Masada). In other major cities councils tend to implement services directly, with limited outsourcing. Often it is apparent that no waste management services are provided at all.

Promising local partnerships with youth groups, community based organisations and small enterprises are becoming better established in providing improved services, and income/job creation. This is particularly apparent with Klin Salone’s work with youth groups in Freetown; small enterprises in Bo city supported by WHH; and the waste to wealth programme of Living Earth Foundation in Makeni.

Across the country, there is a need to further unlock this energy of the private sector - of the youth - to set up enterprises, to get involved in providing service to the community. Implementing the enabling framework at the local level in order to galvanise action across the sector must be a priority focus of local government.

2.1. Purpose In order to improve the present situation and to better protect public health, the Government of Sierra Leone, through the Ministry of Health and Sanitation, has launched the “Keep Sierra Leone Clean, Play your Role for Change” initiative and produced an integrated national waste management policy (INWMP) and strategic plan (INWMSP).

The overall aim of Sierra Leone’s waste management policy and related initiatives is to create a clean and healthy environment that is free from biological, chemical and physical hazards posed by waste



generated from communities, health facilities, industries and other sources. This is vital to the future of Sierra Leone, and is fundamental in attaining the goals on health and environment, which the Government has established in third Poverty Reduction Strategy Paper (PRSP), “The Agenda for Prosperity”.

It is essential that the key sector stakeholders take appropriate action to ensure infrastructure, resources and management procedures are put in place immediately to avert the crisis. This integrated national waste management policy roadmap provides a concise overview of priority national policy with regard to key sector stakeholders and the way their duties should be performed. It also provides a framework for implementing other waste sector initiatives including the National Integrated Waste Management Strategic Plan (2012-2016) and other national, district and local waste management activities.

2.2. Scope This document is an integrated waste management policy roadmap incorporating:

x Hazardous Healthcare Waste Management (HHWM); x Municipal Solid Waste Management (MSWM); x Industrial Waste Management (IWM); x Liquid Waste Management (LWM); and x Waste Electrical and Electronic Equipment (WEEE)

It should be read in conjunction with the National Strategic Roadmap on Integrated Waste Management and other initiatives that articulate how the goals and objectives are to be achieved.

2.3. Target Audience The target audience is municipal mayors, their senior teams and Environmental and Social units, the MoHS, Environmental Protection Agency, the Ministry of Local Government and Rural Development, and SALWACO. This document will also be of direct importance/interest for ministerial level and potential development partners, and practitioners on the ground (including waste managers, municipal officials, public, CBOs, NGOs, etc.).



3. Key Waste Sector Challenges The waste management sector faces a number of challenges that require to be addressed by this policy roadmap in conjunction with subsequent strategies and initiatives. Most of the key challenges affect all waste streams equally and therefore must be addressed in an integrated manner across the board. These are summarised in the following three key sector challenges.

Challenge 1: The generation and inappropriate management of wastes The generation and inappropriate management of waste, but in particular Hazardous Health Care Waste (HHCW) and Liquid (Sanitary) Wastes, poses a great challenge to public health and the environment due to the risk of disease transmission. Most, if not all, dumpsites in the country contain visible levels of contamination by HHCW: • The knowledge and understanding of waste producers and other sector stakeholders regarding

the risks of poor waste management and how to properly manage waste materials is very low. • Throughout the country liquid waste collection is largely non-existent due to lack of resources

and the fact that there are very few operational disposal sites for sludge and wastewater. As a consequence latrines and septic tanks are commonly seen to be over-flowing.

• For municipal solid waste, the level of collection ranges from inadequate to non-existent. Few controlled landfill sites exist, and where official dumpsites have been established indiscriminate dumping and burning often remain the norm - even by official city council waste management operators - along with excessively high levels of littering. Such activities are compounded by a lack of enforcement with the councils themselves routinely dumping waste at more “convenient” sites closer to the cities to reduce operator times and associated costs.

• HHCW is inappropriately managed throughout the country with all waste disposal sites visibly contaminated with untreated HHCW. Waste Electrical and Electronic Equipment (WEEE) is also becoming an increasingly problematic and hazardous waste stream. This is largely due to lack of appropriate handling of such wastes, from lack of separation at source to insufficient or obsolete treatment facilities.

Challenge 2: Ill-defined roles and responsibilities, fragmentation and lack of coordinated effort amongst stakeholders Ill-defined roles and responsibilities create confusion and hostility between stakeholders adversely impacting resource allocation and service provision. • The relationship between municipal / district councils and devolved MoHS staff is unclear at

times – with MoHS feeling marginalised and duplication of efforts occurring between agencies creating multiple inefficiencies within the system.

• Institutional responsibilities between MoHS, EPA and municipalities need to be clarified and addressed – as presently there are disagreements and a general lack of cooperation.

• Sector coordination between all stakeholders and projects in general is very poor. • With the recent exception of Freetown, private sector involvement within the waste

management sector is low, partly due to political reluctance to opening up the sector and a lack of clear policies and guarantees from the government enabling private operators to invest in the sector within appropriate levels of risk - combined with a historic lack of opportunities for viable business, and a relatively under-developed private sector nationwide.

• Over the years, multiple sanitation and wastes management initiatives have been launched, invariably with backing from the international community, only to ultimately fail due to a lack of local stakeholder ownership, leadership and sustainability.



Challenge 3: A lack of capacity and resources within institutions responsible for wastes management and lack of public confidence in their ability to fulfil their duties.

A lack of capacity and resources within the responsible institutions is a major impediment to establishing a well-functioning wastes management system. • Service providers, including most city councils and health care institutions, appear to be

overwhelmed with the situation. They lack the basic tools necessary, in particular financial resources but also human and material resources, policies and procedures and expertise and experience to deliver adequate waste management services.

• Inadequate budget and prohibitively time consuming procedures to get vehicles and other equipment repaired and operational within reasonable timeframe is common – resulting in unacceptably low levels of service and the loss of confidence of citizens with the public sector.

• An apparent lack of consequences or corrective measures taken for inappropriate waste management practices, such as illegal dumping, littering, and burning of waste provides little, to no, incentive for waste generators or handlers to improve, establish or pay for services.

• Weak monitoring and supportive supervision on waste management services and facilities

4. Roadmap for Change The following sections identify the principal objectives and policies in a stakeholder focused roadmap to overcoming the identified sector challenges.

4.1. Roadmap Objectives The following objectives have been established to guide policies and actions to overcome the identified key challenges, meet the overall aim of improving public health and achieve the goals of PRSPII (an “Agenda for Change”), Ouagadougou Declaration and Millennium Development Goals.

A core guiding principle of these goals and objectives is the waste management hierarchy (see adjacent figure). Waste prevention (i.e. avoiding the production of waste in the first place) lies at the top of the waste hierarchy, followed by waste re-use. Re-use means providing another usable life to a product that is no longer of use to the owner. Prevention and reuse offer significant benefits to reducing the amount of waste remaining for subsequent handling, recycling, recovery or disposal, and are a key aspect of any comprehensive waste management scheme.

Objective 1: Ensure provision of basic minimum waste management services to citizens.

Citizens have a need, and a right, to receive a regular and reliable waste management service. Attention must be placed on finding and implementing locally sustainable waste management solutions that can be afforded. • Improving waste management services will create new businesses and jobs within the



communities. • Waste management services are essential to protecting public health, and will reduce

household expenditure on treating preventable illnesses. • Better education on where and when to take wastes will enable improved sector enforcement

and policing and proper education on the segregation of waste at household level and institutions will improve potential for alternates to landfilling and dumping of wastes.

Objective 2: All stakeholders in the waste and resources management chain will know and respect their role and responsibility. An effective way to reduce fragmentation and increase efficiencies is to ensure that all stakeholders understand and fulfil their role and responsibilities within the waste management sector. • Ensuring institutions and other stakeholders understand their function within the waste

management governance structure allows for improved efficiencies and effectiveness as well as related monitoring and evaluation.

• Enhancing effective and proper sector coordination between all stakeholders and projects in general is required throughout the country and the sector.

Objective 3: Improving the capacity and resources available to public institutions responsible for wastes management. Improving the capacity of institutions will enhance their ability to develop and deliver their own sustainable integrated waste management plans, and identify the appropriate ways to finance and deliver services. • Improving capacity and capabilities of stakeholders, especially local government institutions and

health care facilities, is essential regardless of whether private sector participation or direct public sector implementation of services is conducted.

Objective 4: Support and improve waste reduction, re-use, recycling and recovery to minimise the generation and adverse effects of wastes Minimising and avoiding the generation of waste reduces risk to public health. Where waste generation cannot be avoided, its appropriate handling and management can substantially reduce adverse effects on public health and the environment. • Find locally appropriate solutions that move waste management practices away from open

dumping and landfilling and towards waste reduction by minimising waste generation, reuse of products and recycling (including composting) and recovery of materials.

• In the drive for improved waste management, only appropriate technologies for the community receiving the service shall be utilised, ensuring all waste management activities are technically, environmentally and economically practicable for the given situation.

• There will remain an inevitable need for landfilling of residual wastes. Ensure that such landfills are well managed and utilised to prevent adverse environmental, economic and social impacts.

Objective 5: Promoting private sector participation through inclusive, competitive and regulated means. Private sector operators range from individuals (e.g. waste pickers/collectors), to small business (e.g. waste collectors/haulers/traders/cottage industries recycling and vehicle mechanic shops etc.), to larger local or international businesses (e.g. collecting/transport and waste conversion/recycling businesses).



Involving the private sector will unlock new energy and resources to deliver better waste management services. In order to thrive, local government needs to create an enabling framework for the private sector, focusing on planning, licensing, monitoring, and enforcement. • The private sector will be more service-oriented and flexible in delivering waste management

services than the public sector, and therefore offers strong potential to transform waste management practices.

• There remains an important role for the local governments in planning, licensing, monitoring and supervising service delivery. Attention needs to be placed on education, enforcement and cost recovery mechanisms – all of which are essential components of the “enabling environment” that the private sector needs in order to thrive

• It must be recognised that private sector participation is not a quick and easy solution to the challenges and that the numerous existing problems cannot be simply off-loaded onto the private sector. Even where the private sector is well established, councils will require to budget for waste management activities.

• It must be acknowledged that waste enterprises in Sierra Leone are mainly informal or emerging businesses, with little business knowledge. Extensive support is needed to ensure they are of sufficient standard to operate and work in collaboration with local councils, and meet agreed deliverables. Provision for such training and mentoring must be provided.

• In promoting private sector participation, councils will recognise the need for maintaining affordability to customers (who are also tax payers) whilst ensuring the commercial viability of the businesses is maintained (and associated ability to continue in business). In doing so the councils and private sector partners shall also consider existing stakeholders in waste management, and ensuring private sector participation includes more vulnerable groups who depend on SWM for livelihoods (e.g. waste pickers etc.).

• Councils will ensure competition and efficiency (avoiding establishment of a private sector monopoly) through performance based contracts and defined periodic re-tendering.

• Citizens who pay taxes that include waste management should continue to have access to a basic minimum level of service (e.g. public skip within an appropriate walking distance), if waste generators cannot afford to pay for increased service (such as door to door collection)

Common Goals in meeting objectives In meeting the objectives, and moving management practices away from open dumping and up the waste hierarchy, the following common goals for all wastes should be achieved in all locations:

1. Increase geographic coverage of service provision

2. Increase the capture rate of total waste generation in the target geographic area.

3. Eliminate Hazardous Health Care Wastes and WEEE from entering Municipal Waste Stream

4. Reduce depositing in un-authorised areas and reduce open burning,

5. Improve the overall health of the population

6. Maximise reuse, recycling and conversion to usable products

7. Promote and increase job and income creation, and (ideally local) private sector development

8. Optimise the use of public resources, pursuing reduced public expenditures in the medium term

Example performance indicators for 1 and 2 are as follows and all city councils should aim to achieve at least Low/Medium by 2016. Such indicators should be developed by the National Wastes Management Working Group (NWMWG) for all other common goals.

Very Low: 0-25%; Low: 26-49%; Low/Medium 50-64%; Medium 65-79%; Medium/High 80-90%; High 90-100%



4.2. Roadmap Policies The following policies shall form the backbone of all waste management sector initiatives.

Policy 1: Waste Management Plans shall be developed by all Local Councils • Waste Management Plans shall be developed and updated by Local Councils through multi-

stakeholder consultation. MoHS will pursue making the preparation and update of Waste Management Plans a legal requirement and ensure the National Wastes Management Working Group (NWMWG) oversees the process.

• The NWMWG shall develop key sector performance indicators that each local council will require to incorporate into their local waste management plans to enable clear benchmarking of waste management performance over time and between locations throughout the country.

• Plans shall incorporate all policies within this document and incorporate experiences gained from initiatives and stakeholders including: Public Health Aides operating under the Expanded Sanitary Inspection and Compliance (ESICOME) programme, Bo City waste management programme, Makeni Waste to Wealth programme, the Freetown Faecal Sludge Program, etc.

Policy 2: The roles and responsibilities of all stakeholders shall be clearly defined. • Roles and responsibilities shall be clearly defined and agreed upon within local waste

management plans (see section 3.3 and Annex 1). • Stakeholders shall know, respect and fulfil their function, roles and responsibilities with regard

to the entire waste management chain for different waste streams. • A National Wastes Management Working Group, led by MoHS and the EPA will be set up to

issue directives clarifying roles and responsibilities. The need to establish a national waste management unit - an independent interdisciplinary governing body responsible for planning and management of waste and resource management affairs throughout the country and implementing bodies - will subsequently be evaluated.

• Consideration shall be given to assigning community/neighbourhood organisations a formal role in monitoring the delivery of local services acting in collaboration with Public Health Aides in undertaking sanitary inspection and compliance activities under the ESICOME programme..

• Informal waste pickers shall be recognised as recyclers and as such integral service providers in the waste management chain rather than outcasts. To this end these groups will be supported (both financial and training) to join forces with the local authorities.

• Enhancing effective and proper sector coordination between all stakeholders and projects in general will improve the sector throughout the country.

Policy 3: An integrated planning and management approach for all waste streams shall be adopted along with a regional approach to treatment and disposal. • MoHS and EPA working group shall establish and maintain a national program for providing

planning, technical and financial assistance to local governments for all waste streams. • Where practical, local councils shall work with neighbouring councils to develop plans and

utilise shared facilities for the management of all their waste streams.

Policy 4: Educational and skills transfer programmes shall be developed and continuously implement and updated. • A national curriculum for continuous professional training and development shall be developed

and established by the MoHS / EPA sector working group, to include inter-council exchange



visits and networking. This is to include refresher training, to be organized by MOH’s, for Health staff and Public Health Aides

• Experiences in the implementation of locally appropriate waste management solutions shall be transferred from project sites to stakeholders nationally via the MoHS /EPA sector working group through Technical Vocational Education and Training. Successful initiatives – such as the Waste to Wealth work by the Living Earth Foundation in Makeni building capacity of social enterprises and community based organisations and similar experiences from WHH in Bo - will guide design of future curriculum and development-partner interventions.

• MoHS (in collaboration with EPA and MLGRD) will promote a training and development strategy focused on creating a motivated workforce, skilled and competent in their assigned functions.

• Staff members in Health Care institutions shall be trained in identifying and separating out Hazardous Health Care Waste (HHCW), and safe handling and management. Health care institutions shall ensure the resources are available to treat HHCW in accordance with best practices, ensuring that this material does not enter the municipal solid waste stream where it poses a serious health risk to the general populace.

Policy 5: The polluter pays principle shall be applied to the management of all waste streams to ensure cost recovery • Emphasis must be placed on ensuring that those responsible for the generation of wastes pay

the costs associated with its environmentally acceptable handling and management. • Implementing a pay as you throw (PAYT) direct house-to-house fee applied and collected by the

waste management operator shall be evaluated and implemented where appropriate. • Public Health aides should be empowered through the ESICOME programme to provide

inspection and compliance enforcement of the polluter pays principle where implemented. • Measures to recover the material value in the waste streams, through re-use, recycling and

recovery shall be pursued where economically viable. • Ensuring enforcement by sanitary court is in operation for all defaulters after the issuing of

abatement notice/court order

Policy 6: Only technologies appropriate to the local conditions shall be employed. • All stakeholders shall pursue the application of technologies that are suitable - from an

affordability, applicability and sustainability perspective - in all aspects of the waste management chain. Modernisation does not necessarily require full mechanisation of the waste management system.

• All aspects of the waste management chain must be capable of being procured and fully and sustainably operationally financed by sustainable revenues. Optimise the use of locally available resources and established practices first.

• Upgrade (and manage) a select number of existing dump sites to be controlled landfills first, to create a positive core waste management system foundation, prior to pursuing new sites and new treatment technology alternatives

• Proven toilet systems that minimise or avoid liquid waste discharge by providing an alternative to “conventional” flush toilet sewage / conservancy tank systems shall be pursued. This may include composting and waterless toilets that assist negate the need for sewer infrastructure.

Policy 7: An enabling environment for private sector participation in service provision shall be established and sustained. x Local Councils shall enhance waste management planning, education, enforcement and cost



recovery mechanisms – the combination of which shall represent an enabling framework for private sector participation.

x Local Councils shall be strengthened in their essential “client role” (see Annex 1, “Client Function”). This shall include their ability to understand and deliver upon:

a. Establishing clear local standards and guidelines (comprising performance indicators) for the appropriate management of all aspects of the waste chain for all waste streams

b. Development of local bye-laws to enable meaningful enforcement and monitoring (i.e. through the ESICOME programme) to address littering; illegal dumping, burning etc – providing the means to punish offenders and poor operators whilst empowering/rewarding good operators and practices;

c. Issuance of contracts (including micro-contracts and Memorandums of Understanding (MoU)) and/or franchises (including legal guarantees) in an open and transparent bid process with defined re-tendering intervals;

d. Ensuring performance based contracts are issued and ensure efficient and effective monitoring of contractor/franchisee performance against established performance indicators to ensure compliance – and to take appropriate corrective measures where necessary (through empowering Public Health Aides to assist monitor and enforce contractor performance through the ESICOME programme).

e. Designing and implementing appropriate educational/awareness programmes using all appropriate mediums (radio, TV, printed press, street theatre etc) with a focus on schools.

f. Enabling Private Sector Participation (potentially to include responsibilities for planning/zoning, licencing, service performance guarantees etc.)

g. Establishing and enhancing basic cost recovery mechanisms and options including pursuing clear tariff policies including rights to delegate collection of tariffs

h. Work with local banking and financing institutions to assist the private sector access and secure (with guarantees) micro-financing/banking loans to build their business.

x Regulations shall define specific standards – include strengthening the application and issuance process of permits and licenses by the EPA;

x Basic minimum waste management service standards shall be established by MoHS and EPA for all aspects of the waste management chain.

Policy 8: The Waste Management Hierarchy shall be applied to the management of all waste streams. • Solutions to safely and responsibly manage their waste appropriately shall be created, available

and communicated to all waste generators. • The 5Rs (Reduce, Reuse, Recycle, Recover, Residual Waste Management) principle will guide

planning by all stakeholders for all waste streams. • Landfill is an essential pillar in any integrated waste management system and controlled landfill

sites shall be in place in all local waste management systems. Establishing fully operational and enforcing the use of controlled landfills (improved and authorised dumpsites) within logistical/economic distance of all major waste generating centres will be prioritised.

• Efforts to recover the value associated with waste resources, moving practices up the waste hierarchy, shall be investigated and pursued where economically viable.

• The valuable role of the “informal sector” within recycling activities is recognised. • Priority is given to health and safety of all workers involved in the handling of materials.



4.3. Your Role for Change Keep Sierra Leone Clean, Know your Role for Change. The current key stakeholders involved within the Sierra Leone waste management sector and their roles, responsibilities and function are summarised in Table 1, which aims to guide you in knowing your role and that of others. This table will be periodically updated.

Table 1: Key waste management sector stakeholder roles, responsibilities and institutional function

ENTITY ROLES AND RESPONSIBILITIES FUNCTION

Ministry of Health and Sanitation (MoHS) Environmental Health Division / Directorate (EHD)

Responsible for national sanitation and hygiene (including waste management) policy and strategy formulation through its Environmental Health Division (EHD). As the main national coordinating institution on waste management, in close collaboration with other ministries, departments and stakeholders, is tasked with ensuring integrated waste, sanitation and hygiene initiatives are implemented by local authorities as well as reporting and information sharing to key stakeholders. This includes ensuring adequate resources (institutional capacity, training, financial, physical assets etc) are available at the local level and that adequate standards and guidelines for the sector are produced and understood by all.

Tasked with five key sector services: Human Resources Development; Planning; Monitoring and Evaluation; Procurement; and Donor & NGO coordination.

Responsible for training Public Health aides through the Expanded Sanitary Inspection and Compliance Enforcement (ESICOME) programme to deliver effective environmental health inspections (Sanitary Inspections), dissemination of sanitary information to the communities (Hygiene Education), deliver pests/vector control and assist with the enforcement of sanitary related laws.

Has clear potential to fulfil the “Change Agent” function if linked in with EPA

Policy Maker

Technical Regulator

Change Agent

MoHS District Health Management Teams

Decentralised staff of the MoHS located at the local council level assisting with, and responsible for, the planning, coordination monitoring and supervision of all tasks assigned to the EHD including sanitary standards enforcement through the ESICOME programme.

Technical Regulator

Planner



National Environmental Protection Agency (EPA)

(National and Local)

Responsible for activities to control and prevent the generation, treatment, storage, transportation and disposal of industrial waste.

Prescribe standards and guidelines and issue permits and pollution abatement notices to ensure the safe treatment, storage, and disposal of toxic and hazardous wastes. In order to receive a permit, the entity managing the waste must meet the EPA set criteria (as per the 2008 EPA Act).

Regulate Environmental Impact Assessments and associated licences required for projects whose activities involve or include waste management and disposal (e.g. sewerage systems and treatment plants, landfills, treatment plants for household and hazardous waste)

Has clear potential to fulfil the “Change Agent” function if linked in with MoHS

Environmental Regulator

Change Agent

Ministry of Local Government and Rural Development (MLGRD) and the Decentralisation Secretariat (DecSec)

Responsible for all local councils, providing them with technical and training support, accountancy, auditing, ensuring transparency and public participation in the administration of councils, and for supporting local governance reforms in implementing the Government’s decentralization policy (including authorising (in partnership with the Attorney General, the enactment of local byelaws submitted by local authorities). Key stakeholder in any sustainable Waste Management policies, awareness raising, and institutional support for any pilot or larger rollout activities.

Financial Regulator

Planner

Ministry of Finance & Economic Development / Local Government Finance Department

Assist in the allocation and auditing of local government budgets and spending in all aspects of waste management and municipal services.

Financial Regulator

Local Councils

6 city councils

13 district councils

149 Chiefdom councils

Responsible, for ensuring the provision of solid waste services, disposal facilities and adequate drainage and sewerage, Public Health information and education, primary and secondary healthcare and education, education and sensitisation on environmental issues, enterprise development, strategic local plans, community development, community based organisations, gender issues, and have ability to allocate land for municipal functions. Have power to

Planner

Client

Revenue Collector

Operator (where necessary)



outsource activities to private sector.

Have powers to raise revenue including local taxes, property rates, licences, fees and charges, etc. and deliver sanitary enforcement through Public Health aides seconded to the councils through the ESICOME programme.

Sierra Leone Water Company (SALWACO)

Under the Ministry of Water Resources, has a function in delivering water-related sanitation (i.e. liquid waste collection and disposal) as part of their water service provision in communities where engaged by the Councils to provide such services.

Operator (where necessary)

Non-Governmental Organisations (NGOs)

(Including associations such as Klin Salone)

Work with communities, local councils and other stakeholders to provide various functions including:

x Training and capacity building of the private and public sector, introducing new ideas and concepts in waste management and implementing pilot studies.

x Assisting communities with the planning, implementation and/or monitoring of local waste management and sanitation projects,

x Assisting to bridge any gaps between communities and local government.

x Providing health, hygiene and sanitation education promotion, and

x Financing and implementation of waste management and sanitation projects

x Promotion and lobbying for adequate waste management services to members and government – with particular attention to health and safety issues and training

Change Agent / Educator

Operator

Revenue Collector

Private Sector

(Companies of all sizes from single person entrepreneurial start ups, established transport and freighting companies who could switch their attention onto the waste management sector, to women and youth led Community Based Organisations

Responsible for providing and identifying waste management sector needs within the communities and working with relevant stakeholders to develop and execute a sustainable business plan, including obtaining all required permits and licences from the sector regulators and contracts with clients.

Activities may include entering into Public Private Participation agreements, or contracts, with local councils to provide waste management services (collection, transfer, treatment, disposal), construct facilities, provide services directly to waste generators, production and marketing of waste derived products,

Operator

Revenue Collector



CBOs) consulting services, training and capacity building, establishing markets for recovered materials etc.

Informal sector

(Waste pickers, waste collectors etc)

A private sector entity active in collecting/transporting waste from individual households/businesses and/or by reselling materials recovered from waste obtained at the point of generation, storage or final disposal sites. Must be acknowledged by all stakeholders and all efforts made to maintain the informal communities involvement in the sector as other private and public sector entities deliver more waste management activities.

Operator

Waste Generators

(Households, enterprises, public institutions, Hospitals and clinics, etc.)

Have responsibility to minimise waste generation, store generated wastes appropriately (including separation of hazardous and non-hazardous materials as a minimum, and separation of different waste materials for recycling initiatives if required), engage with an appropriate entity to handle waste in a responsible manner and adequately compensate such entity for the safe handling and treatment of the materials in accordance with national and local stipulations.

Customer/ Waste Generator

Universities:

(National and international)

Involved in applied research, training, education, and dissemination of research findings in all aspects of the sector (from business accounting to governance).

Educator

Sierra Leone Police Responsible for assisting regulatory bodies (MoHS, EPA, local councils) in preventing crime (including waste and environmental), detect and prosecute offenders, maintain public order, ensure safety and security, enhance access to justice, and educated populace on acceptable behaviours. Police officers must be trained and knowledgeable in local waste management laws and acceptable practices and would benefit from collaborating in and linking with the ESICOME programme.

Law Enforcement

Banks and Financing Institutions

Responsible for assisting private sector participants secure adequate finance loans to initiate operations and grow their enterprises to provide core waste management services.

Financer

International Development Partners

Coordinate with and assist national and international stakeholders in developing sustainable waste management practices through targeted education and training, guidance, funding specific projects through

Change Agent

Educator

Financer



loans and grants, and providing seed capital.

Media and Civil Society Responsible for highlighting issues (good and bad practice) on waste management to the general public and government.

Play a key role in educating and disseminating knowledge to all stakeholders.

Require to publish sound and evidenced based analysis in presenting appropriate solutions to the identified challenges.

Change Agent

Educator

Ministry of Education

(incl. primary and secondary Schools)

Critical role in developing educational materials and educating children on the hazards of waste and the need and how to manage waste streams appropriately.

Educator

Public Private Partnership (PPP) Units at State House

Tasked with identifying and supporting high potential PPPs throughout the country to address infrastructure gaps and improve service delivery in line with the Government’s Agenda for Prosperity.

Planner

Change Agent

Street Traders Tasked with complying with city ordinances and rules on: where and how to operate the business; ensuring streets and footpaths are kept clear and free from obstruction that might impede cleansing activities; and keeping area clear and tidy by taking waste directly to official designated collection point or engaging an officially registered waste collection SME to do this on their behalf.

Customer/ Waste Generator



Annex 1: Institutional Functions in Wastes and Resources Management Governance1

The essential institutional functions inherent in a waste management system are illustrated in the following diagram with each function described in detail below. Knowing and fulfilling your role within this structure is essential to the success of any sustainable waste management system.

Policy maker

Policy can be defined as a plan or course of action intended to influence and determine decisions, actions, and other matters. Policy shapes the legal, institutional framework, the financial framework, the planning framework and the market for delivery of services.

In the resource and waste management sphere, there are many options, and the role of the policy maker is to establish goals, set legislation, and shape the economic climate for the sector.

Typically, part of the policy function is to ensure the balanced development of infrastructure and services across all territorial areas of a country, and to put in place mechanisms to deliver good practice, including financing and other economic instruments and incentives.

Regulator

The regulator controls or directs according to rule, principle, or law.

In the resource and waste management sector there are two-three main roles, financial, technical and environmental regulation.

The financial regulator allocates municipal revenue and audits expenditures.

The technical regulator approves technology selection and design standards.

1 Reproduced from: Whiteman A. Institutions and Governance. Wasteaware ISWM Policy Paper Series, 2010. Downloadable after signing up to www.wasteaware.org website.

http://www.wasteaware.org/



The environmental regulator determines and issue permits and licenses, and to follow-up and enforce the provisions contained within them – through the issuance of penalties and fines, and for prosecuting malpractice.

Planner

Planning can be defined as the process of setting goals, developing strategies, and outlining tasks and schedules to accomplish these goals.

It is a multi-level process in which there is a diversity of stakeholder groups involved.

In the resource and waste management sector, it is important to secure the participation of different interest groups in the formulation of the overall goals and specific investments and measures.

Client (or employer)

The Client (or employer) ‘ensures’ that services are delivered to the required standard, coverage and environmental performance.

This does not mean that they actually provide the services – rather that they make sure that the services are properly provided (by the operator, see below).

The Client sets the performance standards, supervises performance and manages contracts (where they exist). This function becomes more prominent once services have been contracted-out.

However, the Client function can also exist in public-run services, although less explicitly. There may be different Clients for different materials streams, and different links in the waste management service chain.

Operator

The operator is responsible for the day-to-day delivery of services.

These may include street sweeping, collection, transfer, treatment and disposal of waste, and extraction of resources throughout the waste management chain.

There are many different types of operator, including municipal departments, private sector (international/national), NGO/CBO, and informal.

Operators exist regardless of whether their contribution is formalised into a service contract.

Revenue collector

The role of the revenue collector is to ensure that sufficient money is collected from customers and Government transfers or borrowing to support the desired level of activity and performance of the resource and waste management sector.

Revenue from customers rarely covers the full costs of resource/waste management, however, in some places it does.

The need to bridge the financing gap creates a close (and sensitive) inter-dependency between the revenue collector and financial policy maker functions.

Change Agent

The institutions, people and their networks capable and responsible for making change happen.

Change agents can come in many different forms, as government departments/agencies, NGO’s and limited companies.

A key role is being the information and education coordinator, ensuring that the correct information is disseminated to the correct people at the correct time to ensure sector success.





Documents

National Policy Roadmap on Integrated Waste Management · INWMP = Integrated National Waste Management Policy IWM = Integrated Wastes Management IndW(M) = Industrial Waste (Management)