Sigma 2005 - LGRC DILG 10

Sigma, 

Capiz 

Kasama Ka!: 

Multistakeholder 

Partnerships for 

Solid Waste Management

Kasama Ka!: Multistakeholder Partnerships for Solid Waste Management 

Copyright © 2005 Philippines-Canada Local Government Support Program 

(LGSP) 

The Philippines-Canada Local Government Support Program encourages the 

use, translation, adaptation and copying of this material for non-commercial 

use, with appropriate credit given to LGSP. 

Although reasonable care has been taken in the preparation of this book, 

neither the publisher and/or contributor and/or editor can accept any liability 

for any consequence arising from the use thereof or from any information 

contained herein. 

Printed and bound in Manila, Philippines 

Published by: 

Philippines-Canada Local Government Support Program 

Unit 1507 Jollibee Plaza 

Emerald Ave., Pasig City 

1600 Philippines 

Tel. Nos. (632) 637-3511 to 13 

www.lgsp.org.ph 

This project was undertaken with the financial support of the Government of 

Canada provided through the Canadian International Development Agency 

(CIDA).


SIGMA, CAPIZ 

Philippines-Canada Local Government Support Program (LGSP) 

Documentation of LGU Exemplary Practices 

Replicable Practice 

KASAMA KA!: MULTISTAKEHOLDER PARTNERSHIPS 

FOR SOLID WASTE MANAGEMENT 

IN SIGMA, CAPIZ 

(4 TH CLASS MUNICIPALITY) 

CONTENTS 

Summary 2 

Project Description: Confronting a growing solid waste 

problem 

2 

History: How the project came about 4 

Results: Gains from the project 5 

Key Implementation Steps 6 

Analysis and Lessons Learned 15 

Annexes: 

Annex A - Executive Order No. 05-S-2003 

Annex B - Memorandum of Agreement between LGU and 

Sigmahanon Development Foundation, Inc (SDFI) 

Annex C - Management Structure and Functional Chart 

Annex D - KASAMA KA! Solid Waste Management Flyer 

October 2005 1


SIGMA, CAPIZ 

SUMMARY 

“Kabalikat sa Maunlad na Kalikasan” or KASAMA KA! is an award-winning 

ecological solid waste management (ESWM) program being implemented by the 

municipal government of Sigma, Capiz, in partnership with the Sigmahanon 

Development Foundation, Inc. (SDFI), a non-government organization and other 

stakeholders. 

Piloted in the municipality’s poblacion consisting of its two biggest urban 

barangays, Poblacion Norte and Poblacion Sur, the program has successfully 

reduced the volume of solid waste in these pilot barangays by more than 50%, 

and has improved Sigma’s ranking in the annual nationwide Clean and Green 

contest. 

KASAMA KA features four major components, or the 4E’s: Education, 

Engineering, Enforcement, and Entrepreneurship. These components are 

focused on ensuring participation through education, technological innovation 

at the household level up, strict enforcement of policies, long term planning 

and providing livelihood opportunities through recycling and composting 

wastes. 

After one and half years of implementation, Sigma’s ESWM program has been 

recognized by the Sangguniang Panlalawigan of Capiz, which issued a directive 

to have Sigma’s ESWM materials disseminated to all municipalities of the 

province for their guidance, information and appropriate action (February 

2002). The Philippines-Canada Local Government Support Program (LGSP) 

designated the Sigma SWM practice as one of five LGSP Learning Resource 

Centers in Region VI. 

Project Description: Confronting a growing solid waste problem 

The Municipality of Sigma is a 4 th class municipality with a population under 

30,000 located in the central plains of Capiz province. Located at the 

intersection of main routes in Panay Island, Sigma serves as a transit point to 

busy destinations like Boracay, Iloilo City and Roxas City. Its geographic 

location has led to Sigma’s rapid urbanization which has resulted, in turn, to a 

rapid increase in its solid waste generation. In 2001, the daily volume of 

Sigma’s collected garbage was approximately 8 cubic meters (cu. m.) on 

regular days and as much as 10 cu. m. on market days (Wednesdays and 

Saturdays). This translated to about 2.8 tons of garbage a week. 

Before the project was implemented, there was no effective, municipal-wide 

SWM program in Sigma. Approximately 68% of households burned their garbage, 

16% buried it in their backyards and 11.8% recycled. Only 2 urban barangays or 



SIGMA, CAPIZ 

3.3% of total households in Sigma were served by the ’hakot-tambak’ (collect 

and dump) system of the LGU. The ‘hakot-tambak’ consisted of one dump truck 

collecting waste from public garbage bins along the roads and certain centers 

(market, schools, municipal hall) and unloading it in an open dumpsite some 

4.5 km. from the poblacion. When the garbage overflowed from the dump site, 

it was either burned or pushed down 

the hill towards the river. 

Basic Profile: Sigma, Capiz 

Over time, however, this method 

proved hazardous to the health of the 

people and the ecological condition of 

the municipality. Due to siltation and 

clogging from dumped waste, the 

Mambusao River -- which cuts across 

four big towns of Capiz, including 

Sigma – was frequently overflowing, 

causing increasingly serious flooding 

that wreaked havoc on life and 

property. As a result, 13 of Sigma’s 21 

barangays were perennially flooded. In 

Location: one of 16 municipalities in Capiz province, 

part of 2 nd congressional district; 30 minutes from 

the provincial capital of Roxas city; transit point to 

Iloilo city, Roxas city, Kalibo and Boracay, Aklan. 

Land Area: 10,170 hectares 

Population: 27366 (5541 HH) 

Population growth: 2.0 % 

Ave. HH size: 4.9 members 

Income class: 4 th class 

IRA: Php 25.54M 

Local Revenues: Php 2.004 M 

No. of barangays: 21 

Land use: 92% agricultural land, 2,32% forestland, 

1.09 built up area 

Major industries/economic activities: agriculture 

(rice, sugarcane, bamboo, banana, root crops and 

other products 

2001 and 2002, for instance, almost all households in 13 barangays were 

submerged in floodwater, resulting in several deaths and millions of pesos 

worth of damage to crops and houses. 

In turn, the situation hindered Sigma from achieving its goals of having a 

vibrant agro-industrial economy and becoming the Center of Education in 

Capiz’ second Congressional district and a convenient tourist transit point to 

Boracay and Iloilo City. 

Project Goals and Objectives 

This was the situation that the 

KASAMA KA! Ecological Solid Waste 

Management program aimed to 

address by enhancing ecological 

balance in the municipality through 

sustainable and integrated waste 

management. KASAMA KA!’s goals 

were: 1) a clean and productive 

environment that will help ensure the 

needs of the next generation of 

Sigmahanons and 2) a clean, healthy 

and orderly environment through 

waste segregation and recycling 


Specifically, KASAMA KA aims to: 


SIGMA, CAPIZ 

1. Promote the conversion of biodegradable waste into soil conditioner and 

the non-biodegradable waste into usable crafts 

2. Promote organic farming practices by making available good quality 

fertilizer/conditioner at lower cost 

3. Reduce incidence of diseases brought about by unclean surroundings 

4. Generate income from recyclable wastes 

Project Components and Strategies 

Sigma’s SWM program has four major components, collectively referred to as 

the 4E’s: Education, Engineering, Enforcement, and Entrepreneurship. 

o 

o 

o 

o 

Education means a variety of information, education and 

communication (IEC) strategies employed to raise people’s 

awareness on the need for ecological balance and to transfer the 

necessary knowledge, skills and other competencies on 

environmental management. IEC included performances by Dagway 

Sigmahanon, the community’s cultural group, trainings, and use of 

various media (leaflets, billboards, letters/reminders, etc.) 

Engineering refers to technological innovations applied for the 

implementation of the ESWM program. Among others, this included 

the use of locally-made ‘trisikads’ (bicycle with sidecar attached 

for cargo), eco-carts and pushcarts designed and fabricated by an 

ESWM Board member to daily collect household waste, and the 

establishment of Materials Recovery Facilities (MRFs) with shredder 

and storage facilities. 

Enforcement refers to the implementation of municipal 

ordinances/resolutions/executive orders related to the program. 

These included the strict enforcement of a “no segregation, no 

collection” policy; master-listing of dog owners and house-to-house 

campaign; and deputizing Barangay Tanods to assist PNP personnel 

and sanitary inspectors in inspecting reported violations 

Entrepreneurship refers to projects that can provide alternative 

livelihood from recycled waste, from soil conditioner/garden soil 

produced from composting, crafts created from recyclable 

materials, and from the sale of used boxes, plastics and tin cans. 


History: How the project came about 


SIGMA, CAPIZ 

After the passage of two landmark national laws on environmental protection, 

the Ecological Waste Management Law in 2000 (Republic Act 9003) and the 

Clean Air Act in 2001, the municipal government of Sigma saw the opportunity 

to fulfill their mandate and address their solid waste problem at the same 

time. 

In August 2002, Mayor Roberto Sualog and the Executive Director of 

Sigmahanon Development Foundation, Inc. (SDFI), a Sigma-based NGO that has 

been operating since 1988, attended a Lakbay Aral on Best Practices in Solid 

Waste Management facilitated by the Associated Resources for Management 

and Development, Inc. (ARMDEV) for the Philippines-Canada Local Government 

Support Program (LGSP). The training served as an eye-opener for the LGU and 

SDFI, and became the start of a partnership between the two parties. 

Inspired and encouraged by what he learned in the Lakbay Aral, Mayor Sualog 

issued Executive Order # 07-2002 in December 2002 constituting the Municipal 

Solid Waste Management Board (MSWMB), which was later called the KASAMA 

KA Board). The SWMB was tasked to formulate and implement a ten-year 

Ecological Solid Waste Management (ESWM) Plan. This gave the program its 

legal mandate. 

Results: Gains from the program 

As a result of this program, which took approximately 17 months to implement, 

the following gains have been noted: 

• A remarkable decline in the 

volume of garbage generated 

daily, from 8 cu. M. to 3 cu. m., 

or a 62% reduction. This is 

because 88% of monthly biowastes 

are composted while 12% 

are recycled. There is also less 

littering, as garbage is being 

recycled. 

• Declining incidence of wasterelated 

diseases, including 60% 

decline in cases of acute watery 

diarrhea, 30% decline in gastritis 

cases, 29% decline in parasitism 

cases, and 43% decline in 

impetigo cases. 



SIGMA, CAPIZ 

• New livelihood and entrepreneurship opportunities have been generated, 

with households gaining income from organic fertilizer production and sale 

of compost/soil conditioner, organic fruit and vegetable production, 

handicraft-making from recycled waste, sales of used boxes, plastics and 

other recyclable materials. 

• Increased capacities of groups and residents for solid waste management 

matched by their sustained active participation in the program. An 

experienced NGO, SDFI, was tapped to manage program implementation, 

while barangay tanods and police personnel were deputized to enforce 

policies. After being oriented, households have taken the lead in 

segregating and recycling their own wastes. 

• Reduced costs: Before the program, the LGU spent Php 1824/month for 

diesel fuel (roughly 120 liters) used by the dump truck in collecting 

garbage. With the program, the LGU spent only P321.60/month (roughly 8 

liters) because most of the dump truck’s work was taken over by pushcarts 

and eco-carts that were pedaled by foot. 

• Greater recognition for Sigma: 

Sangguniang Panlalawigan of Capiz adopted Sigma’s ESWM information, 

education and communication (IEC) materials for distribution to all 

municipalities in the province for their guidance, information and 

appropriate action (February 2002) 

Sigma was also selected by LGSP as one of five LGSP Learning Resource 

Centers in Region VI on SWM. 

Sigma went from 13 th place in 2002 to 9 th place in 2003 in the annual 

LGU clean and green search 

Key Implementation Steps 

How did Sigma successfully implement its solid waste management program 

Below are some implementation steps based on Sigma’s experience. 

1. Building consensus for the project; getting stakeholders that can 

provide resources to join the initiative 

The success of any initiative largely depends on how much support it can 

gather from various stakeholders. In Sigma, the LGU conducted a series of 

consultation-meetings with the representatives of different government 

agencies, barangay councils, an NGO and community organizations. The 

importance of enhancing ecological balance in the municipality, and the 

need to come up with a sustainable solid waste management plan to 

attain the same, were discussed. 



SIGMA, CAPIZ 

Local or external experts were also tapped to provide technical assistance 

in the preparatory and later activities. Sigma took advantage of initial 

capacity-building opportunities offered by ARMDEV, an NGO contracted by 

LGSP, which sponsored the Lakbay Aral and early trainings. In addition, 

the LGU also forged an early partnership with SDFI, a local NGO 

experienced in SWM that participated in the consultations, which helped 

formulate the plan and later took the lead in implementing the program. 

2. Organizing the Municipal Solid Waste Management Board (MSWMB) 

The MSWM board serves as the policy-making body that sets the general 

direction of the program and guides the conduct of its day-to-day 

operations. 

The MSWMB will be more effective if it has a multi-stakeholder 

membership. Stakeholders that can provide resources and help 

enforce/implement the project should be represented. These include 

institutions that generate significant volumes of waste and therefore will 

have a stake in the program’s success such as schools/academic 

institutions, the public market, commercial and industrial establishments, 

households and communities, as well as groups that can help enforce SWM 

policies like police, barangay tanods, and barangay councils. 

The MSWM Board of Sigma is composed of the following: 

From the LGU 

Mayor 

One Councilor 

Association of Barangay Captains (ABC) 

President 

Sangguniang Kabataan (SK) President 

Municipal Planning and Development 

Officer (MPDO) 

Rural Health Unit (RHU) 

Office of the Municipal Agriculturist 

(OMA) 

Office of the Municipal Engineer (OME) 

From an NGO (SDFI) SDFI staff 

From Line Agencies Department of Education (DepEd) 

Department of the Interior and Local 

Government (DILG) 

Department of Environment and Natural 

Resources (DENR) 

From the Business Sector Business Sector Representative 

After the board is organized, members should be given orientations about 

the program as well as their roles and responsibilities in making the 



SIGMA, CAPIZ 

program a success. In Sigma, the newly-designated Board members 

participated in a training conducted by ARMDEV which facilitated the 

crafting of a 10-year plan for solid waste management. 

3. Formulating the SWM Comprehensive Plan 

3.1 Conducting sectoral or public consultations in barangays 

In Sigma, consultations were done with the constituents to surface 

ideas on the relevance and appropriateness of the plans. 

3.2 Conducting a Waste Characterization and Analysis Survey or similar 

study to gather baseline data on the following: 

o Volume of waste per barangay 

o Type of waste (biodegradable, recyclable, hazardous, etc) and 

percentage to total waste generated 

The data from the consultations and survey became the basis for 

the formulation of the SWM program and plan. Sigma tapped 

technical expertise to conduct this kind of study. The study noted 

that 80% of Sigma’s solid waste was biodegradable, which pointed 

to the need for composting and organic fertilizer production. 

3.3 Formulate the Ten-Year SWM Plan 

The SWM plan formulated by the SWM Board included an outline of 

the solid waste situation in the area, and how it proposes to 

manage it, as well as the end results or targets the plan seeks to 

achieve. It describes the volume and type of waste generated, and 

the various methods and facilities by which each type of waste will 

be collected, recycled or disposed of. It also outlines the costs 

entailed in implementing such a program. Moreover, it also lays 

down the structures and mechanisms for managing the program – 

which personnel and entities will be involved in what aspects. In 

short, the plan lays down the steps for the implementation of the 

four E’s: education, engineering, enforcement and 

entrepreneurship. 

4. Obtaining legislative support for the SWM Plan 

Upon completion, the plan was presented to the legislative council for 

approval and appropriate legislation. In Sigma, the legislative council 

passed a resolution (See Annex A for Resolution No. 8-s-2003) adopting the 

plan in January 2003, one month after its completion. The resolution 

commissioned barangay tanods to assist the local police forces in 



SIGMA, CAPIZ 

implementing the SWM Plan. Municipal ordinances were also put in place 

to help enforce participation and compliance in the program at the 

community level. 

5. Designating a lead implementor 

After getting the plan approved and ready for implementation, the next 

step is to designate a lead agency to implement it. In the case of Sigma, 

the LGU recognized that the magnitude of the program meant it needed 

external expertise and additional personnel in managing it. It therefore 

came up with an innovative mechanism –- engaging the services of a 

Sigma-based NGO, SDFI, to take the lead in managing the program. 

A Memorandum of Agreement (MOA) between the Municipality of Sigma 

and SDFI was signed in March 2003, authorizing the latter to manage the 

program jointly with the LGU, under the policies set forth by the MSWM 

Board. (See Annex B for the Memorandum of Agreement) 

6. Conducting capacity development activities for program implementors 

This step can go hand-in-hand with the formulation of the plan and should 

include the development of a capacity development plan or program with 

resources allocated and the implementation of such a plan/program. In 

Sigma, the SWM Board started crafting the 10-year comprehensive SWM 

plan during a series of training and demonstration projects. The training 

program included the following key SWM components: 

o 

o 

Orientation on solid waste and other environment-related issues 

A three-day trainers’ training facilitated by the DENR and attended 

by 33 participants from schools, barangay officials, NGOs, business 

people, municipal employees and the SWMB 

7. Operationalizing the program, including the 4Es 

7.1 Defining the pilot or focus areas 

In Sigma, the program was piloted in the municipality’s two urban 

barangays, Poblacion Norte and Poblacion Sur, which together 

comprise the town center and where the greatest volume of solid 

waste is generated. The two barangays have a combined population 

of 3,042 or 603 households representing 11% of the population. The 

two barangays were selected for piloting because most of the major 

institutions (and identified major generators of waste) in the 



SIGMA, CAPIZ 

municipality were located there, including the market, schools, the 

plaza, the municipal hall and other government offices. 

7.2 Setting up the management structure 

In Sigma, the Mayor, along with the SB, heads SWM program 

management structure. The SWM Board then oversees and monitors 

program implementation, in partnership with the lead implemetor 

of the project, SDFI Board. The SDFI Program Management Staff 

manages the day-to-day operations of the program, manages the 

facilities and the funds and regularly reports to the Board. The SDFI 

management staff works in partnership with the municipal 

engineer’s office, which takes charge of the infrastructure 

/engineering aspects and the maintenance of the SWM facilities. 

(See Annex C for the Management Structure and Functional Chart) 

7.3 Conducting education and information dissemination (1st E - 

Education) 

Sustained information dissemination and advocacy would ensure 

broader community support to and involvement in the program. 

Sigma conducted the following: 

• Cultural performances with social messages of the Dagway 

Sigmahanon, Inc during the launching program 

• Posting of 18 billboards in strategic areas within the 

municipality describing the program and encouraging 

community participation 

• Recoredas or recorded public announcements with the help of 

megaphones placed on roving tricycles and other motor 

vehicles by the municipality and the barangay government 

units 

• 19 community orientations by trained facilitators with 

household members, pupils, students, employees, drivers, 

vendors and teachers in various barangays 

• Distribution of 600 leaflets to households describing the 

composting and recycling process (See Annex D for Sample 

Flyer) 

• Production of a video presentation featuring the first year 

implementation of KASAMA KA! 

7.4 Setting up the necessary systems and mechanisms (2nd E- 

Engineering). This included the following: 

• Waste segregation-at-source, e.g. at the household/ school/ 

church. Waste segregation at source. Households were trained 

October 2005 10


SIGMA, CAPIZ 

to segregate biodegradables and recyclables. Biodegradables 

were recycled through composting at the household level, 

while recyclable materials were either sold or turned into 

handicraft and other items for sale. Color-coded containers 

were placed in schools, markets, offices, and churches 

facilitate collection and transfer. 

• Collection of segregated waste that is not recycled at the 

household level. Wastes that cannot be recycled or 

composted at the household level are then collected by the 

municipal government. In Sigma, daily collection of segregated 

wastes is accomplished following a schedule (i.e., Mondays for 

papers and cartons; Tuesdays for plastics/Styrofoam, etc.). 

Trained volunteer eco-aides with pushcarts and/or eco-carts 

go around the barangays collecting the wastes and bringing 

these to the Materials Recovery Centers. Four units of ecocarts 

and another 4 units of push carts were acquired to do the 

collecting. 

• Establishing Materials Recovery Facilities (MRFs) and other 

facilities as repositories or processing sites for the collected 

segregated waste. 

The location and land area of these MRFs should be 

appropriate and adequate for the purpose; selection of sites 

should be determined by the waste survey and other 

considerations like accessibility, proximity to households, 

environmental safety, etc. 

Biodegradable wastes are transported to the Materials 

Recovery Facility I (MRF I) for shredding and resizing (MRF 1 

houses a shredder), while non-biodegradable wastes are to be 

brought directly to MRF II. MRF I is located at the abandoned 

40 sqm slaughterhouse. MRF II is located inside the public 

market and serves as the final storage and disposal site for 

segregated wastes; it includes a tree park, fruit/vegetable and 

herbal gardens, surplus center, organic soil production area, 

and a showcase for recycled products. 

Special wastes from health facilities are screened following 

appropriate handling practices at the MRF II, and sent to an 

appropriate hazardous waste treatment and disposal facility. 

7.5 Ensuring enactment and enforcement of supporting SWM ordinances 

and policies (3rd E-Enforcement) 



SIGMA, CAPIZ 

Enactment and proper enforcement of ordinances and rules and 

guidelines on SWM is crucial to its success; thus the LGU should 

identify measures to carry this out. 

In Sigma, barangay tanods and ambulant vendors were deputized to 

act as traffic and ecological aides. A daily garbage collection 

schedule was also established. Another ordinance enacted and 

enforced was a ‘no segregation, no collection’ policy, under which 

unsegregated waste will not be collected by the roving eco-carts 

and garbage trucks. 

7.6 Establishing mechanisms/structures for encouraging 

entrepreneurship and income-generation from the program (4th E- 

Entrepreneurship) 

The final component of the 4Es is entrepreneurship, which aims to 

provide additional income from wastes to households and 

communities undertaking solid waste management. This provides 

considerable incentives for people to participate in the program, 

thus increasing its sustainability, as well as help improve economic 

conditions for families. 

In Sigma, one entrepreneurship mechanism established was the 

Ecological Park (Eco-Park) which features a demo organic farm and 

organic soil production site inside the MRF II. The compost fertilizer 

from the biodegradable materials is packaged and submitted for 

soil analysis before commercial sale and distribution. The soil 

conditioner products are now being sold to Sigmahanon farmers at 

Php100 per sack. Other income-generating projects that can be 

explored include handicraft making from recycled materials and the 

sale of recyclable materials such as plastics, paper and cardboard 

boxes, and metal scrap to junk shops. 

7.7 Monitoring program implementation and address problems through 

innovations in the program/plan 

Part of implementing the program is being prepared to address 

problems that crop up during program implementation. This would 

entail continuous monitoring of the program to be able to identify 

gaps in implementation and come up with innovations and changes 

to address such concerns. In Sigma, one of the initial problems 

encountered was getting backyard livestock owners, market 

vendors and pet owners to comply with the policies on cleanliness, 

sanitation and waste segregation. Also, it was later discovered that 

the space in the MRFs was too limited to accommodate the 



SIGMA, CAPIZ 

collected wastes. To address these issues, SDFI and the LGU 

undertook the following measures: 

Problems encountered and how addressed 

Problem 

Action taken 

Disposal of animal waste Master listing of dog owners and house-to-house 

from household pets/ campaigns by police and OMA personnel to orient 

Stray animals 

dog owners on proper disposal of animal wastes 

Limited compliance with 

waste segregation from 

market stall owners, 

vendors 

Backyard hog/livestock 

owners not complying 

with SWM ordinances on 

solid waste disposal 

Limited space for wastes 

in MRFs 

Dialogues with market stall owners and vendors by 

the sanitary inspector, market administrator and 

market supervisor. More receptacles placed in the 

public market to make waste segregation more 

convenient 

Regular inspections among barangays for violations 

of the SWM ordinances 

Building linkages with scrap buyers to sell 

recyclables 

8. Ensuring sustainability 

To ensure the program’s life beyond its initial phase, continuous 

capacity building as well as information, education and communication 

(IEC) should be conducted, to sustain high participation among 

communities and stakeholders. 

Partnerships should also be maintained and new ones forged to ensure 

the expansion of the program. In Sigma, SDFI and the LGU has developed 

partnerships with such institutions as DENR Region VI for continuing 

technical assistance, the Embassy of Japan for financial assistance in its 

Eco-Park, and the European Commission, for its planned plastic 

processing equipment. 

In the medium or long term, an LGU should also ensure that the program 

spreads beyond its pilot areas and benefits more areas in the 

municipality. In Sigma, the plan is to have other barangays establish 

their own MRFs, where households and other establishments may turn in 

recyclables and other segregated materials. The municipality will collect 

the recyclables for final segregation/sorting (into metal, plastic, paper 

and glass) and marketing. The income generated will be returned to the 

barangays to finance their livelihood projects. At the same time, 

Barangay Agricultural and Fishery Councils (BAFCs) in all 21 barangays 

have also started practicing organic farming for fruit and vegetable crops 

as a complement to the SWM program. 



SIGMA, CAPIZ 

Matrix of Key Implementation Steps 

Key 

Implementation 

Steps 

1. Build consensus 

for the project, 

get stakeholders 

to join the 

initiative 

2. Organize the 

Municipal Solid 

Waste 

Management 

Board 

3. Formulate a 

SWM plan 

4. Get legislative 

approval for the 

plan 

5. Designate a 

lead implementor 

6. Conduct 

capacity 

development 

activities 

7. Operationalize 

the program, 

including the 4Es 

(education, 

engineering, 

enforcement and 

entrepreneurship) 

Expected Outputs 

• Consultation meetings 

• Concrete support from 

and commitment of 

various stakeholders to 

participate in the project 

• Multi-stakeholder board 

membership 

• Defined roles and 

responsibilities of the 

Board and its members 

• Structures and policies 

• 10-year comprehensive 

SWM plan 

• Legislative approval of 

the SWM plan 

• MOA or similar 

instrument with lead 

implementor, defining 

roles and responsibilities 

as well as mechanisms 

for partnership and 

coordination 

• Capacity development 

plan/program 

• Training conducted 

• Training documentation 

• A functional program 

with a management 

structure and designated 

personnel 

• Conduct IEC 

• Supporting policies and 

guidelines enacted and 

enforced 

• Systems and facilities 

established 

• Monitoring and 

evaluation mechanisms 

implemented 

• Program innovations 

made to address 

concerns 

Timeframe 

4 

months 

Person/ 

Agency 

Responsible 

Mayor, 

department 

heads, SB 

Mayor 

SWM Board 

1 month Executive 

and 

legislative 

branches 

2 LGU 

months 

Simulta 

neously 

with 

Steps 2- 

5 

SDFI with 

SWM Board 

1 year SDFI with 

SWM Board 

Budget/ Resources 

Required 

• Political will on the part 

of LGU leadership to 

pursue the project 

• Budget to facilitate 

consultations and early 

orientation/training 

(Approx. Php 2000) 

• Commitment of 

members 


of LGU leadership to 

provide legal mandate 

for board creation 

• Budget for meetings and 

orientations of board 

members (Approx. Php 

1000) 

• Budget for meetings and 

consultations of the 

Board 

• Technical expertise 

which can be contracted 

or accessed from DENR 

or similar agency 

• The legislative council 

may need a budget to 

conduct public hearings 

• Technical assistance in 

drafting the MOA may be 

needed 

• Time and budget for 

small group meetings to 

flesh out terms of 

reference. 

• Time and budget for 

capacity development 

activities (Approx. Php 

41, 000); technical 

assistance from SWM 

experts 

May vary depending on the 

needs of the area; In the 

case of Sigma’s pilot 

phase, this included: 

• Php 400,000 for the first 

year with Php40000 for 

IEC campaign 

• Facilities/Equipment: 2 

MRFs, with appropriate 

locations and adequate 

land areas; eco-carts 

and pushcarts, I unit 

shredder, demo farm 

and organic soil 

production area, 1 dump 

truck for heavy wastes. 



SIGMA, CAPIZ 

Key 

Implementation 

Steps 

8. Ensure 

sustainability 

Expected Outputs 

• Continuous capacity 

building and IEC 

• Maintaining partnerships 

• Expansion beyond pilot 

sites 

Timeframe 

Continu 

ous 

Person/ 

Agency 

Responsible 

SDFI with 

SWM Board 

Budget/ Resources 

Required 

• Personnel: 21 trained 

personnel to 

manage/operate the 

MRFs, including 7 paid 

eco-aides; volunteers 

• Commitment of 

members 


of LGU leadership 

Analysis and Lessons Learned 

Sigma’s KASAMA KA program is an exemplary local government practice in 

managing solid waste that can be replicated by other LGUs facing a similar 

problem. The required resources for the program are reasonable for any 4 th 

class LGU, or even other LGUs with higher or lower income classification, 

especially since the scope and range of the program may be modified 

depending on the available resources and needs of the LGU. For example, an 

LGU with less financial resources or a smaller solid waste problem can pilot the 

program in a smaller area first, build a smaller MRF to save on costs and train a 

smaller number of personnel at the beginning of the program. 

Based on Sigma’s experience, however, there are some critical elements that 

help ensure successful replication: 

• The active commitment and effort of the LCE and the Sangguniang Bayan 

is vital to the success of the implementation of an ecological 

enhancement program. 

• Participation is key to success; therefore the utmost effort should be done 

to ensure that as many stakeholders as possible are involved and that all 

residents are educated and encouraged to participate in the program. The 

consultations conducted by Sigma made the program responsive to 

people’s needs; thus, people felt its impact on their lives. The 

consultations also made residents realize they themselves were major 

stakeholders, who were indispensable in making KASAMA KA! a success. 

Getting the support and cooperation of community organizations and 

NGOs such as SDFI was also critical in getting more public participation in 

the program. Effecting and sustaining an LGU-NGO partnership is also a 

noteworthy feature that other LGUs should seriously consider in 

undertaking a SWM program. 

• Communication and education plays an important role in facilitating 

participation and accountability. Massive Information, Education and 

Communication (IEC) activities are therefore indispensable to make 



SIGMA, CAPIZ 

people aware and supportive of the program. The distribution of advocacy 

materials facilitated easy learning and effected broader community 

involvement in the program. In fact, ensuring that the 4Es of solid waste 

management are included in the program will be a great factor in ensuring 

its success. 

• The series of capacity building for ESWM strengthened the competencies 

of both program implementers and beneficiaries. Learning via Lakbay Aral 

and exposure to other LGU’s best practices, for example, inspired 

implementers to duplicate and innovate on ESWM best practices. 

Technical expertise should also be obtained to help in the engineering 

aspects. 

• Regular updating and feedbacking helped in checking the relevance of 

approaches used. 

• Continued resource mobilization/fund sourcing is crucial to ensure 

program sustainability. This can be achieved through such efforts as 

expanding/strengthening existing partnerships and forging new ones with 

partners that can provide much needed resources and institutional 

support. 

• Institutionalizing the program is also critical. Making sure that the right 

legal mandates and policies are in place, including a budget, will help the 

program to continue even beyond the terms of the leaders who first 

championed it. 

At the same time, there were some challenges that Sigma encountered which a 

replicating LGU may consider: 

• Ensuring the proper enforcement of penalties and sanctions for violators 

or ESWM ordinances 

LGU personnel tasked with this responsibility may be sensitive at first to 

people’s persuasions to overlook violations or may be hesitant to enforce 

sanctions. Violators may also refuse to pay fines or submit to the 

sanctions, which can cause community tensions. It is therefore important 

to have the proper implementing rules and regulations in place and clearly 

spelled out and that residents are fully consulted and informed of such 

rules. The MSWM Board and operations personnel should also monitor the 

enforcement of such sanctions and provide guidance on how problems can 

be resolved. Incentives should also be put in place to show residents that 

compliance is also rewarded. 

• Ensuring proper management of the MRFs 

This would include proper training and orientation of MRF personnel on 

environmental safety and sanitation procedures as well as on equipment 

maintenance, solid waste processing, etc. An MRF is a sensitive area; 

being a repository of solid waste (recyclables, compost, etc), it must 

always be clean and environmentally safe and must not pose any hazard or 

inconvenience to the surrounding communities. 



SIGMA, CAPIZ 

Annex A – Executive Order No. 05-S-2003 



SIGMA, CAPIZ 

Annex B – Memorandum of Agreement between LGU and Sigmahanon 

Development Foundation, Inc (SDFI) 



SIGMA, CAPIZ 



SIGMA, CAPIZ 

Annex C – Management Structure and Functional Chart 



SIGMA, CAPIZ 



SIGMA, CAPIZ 

Annex D – KASAMA KA! Solid Waste Management Flyer

Sigma 2005 - LGRC DILG 10

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