Summary of the Evaluation Study Results
1. Outline of the ProjectCountry: The Republic of the Philippines
Sector: Solid Waste Management
Office in Charge: JICA Philippine Office
Project
October 24, 2007 to October
Period23, 2010

Project Title: Establishment of Ecological Solid
Waste management in Three Cities
Cooperation Scheme: Technical Assistance Project
Total Cost: 366 million JPY
Implementing Agencies of the Partner Country:
Department of Environment and Natural Resources(DENR), National Solid Waste Management
Commission (NSWMC), Sagay City, Calbayog Cityand Davao City
Supporting Organization in Japan: NJS Consultants,Co., Ltd.

Related Cooperation:1) Development Study “The study on solid waste management for Metro Manila in the Republic of
the Philippines”, 1997 to 1999
2) Expert “Solid Waste Management Administration (NSWMC)”, 2003 to 2006
3) Basic Survey “Selection Survey of Priority Local Government Units for Appropriate Solid Waste
Management Facility”, April to November 2004
4) Development Study “The Master Pan on Solid Waste Management for Boracay Island andMunicipality of Malay”, March 2007 – February 2008, with follow-up assistance, August 2009 –March 2010
5) Yen Loan, “Local Government Units Support Credit Program”, 1998 to 2006, “Environmental
Infrastructure Support Credit Program”, 1999 to 2002,”Environmental Development Program”,
from 2008
1.1 Background of the ProjectIn the Philippines, inadequate solid waste management is a social concern that threatens publichealth and sanitation not only in the Manila Metropolitan area but also in the local cities. In orderto address the issue, the Government of the Philippines enacted Ecological Solid Waste
Management Act (RA 9003) in 2001, which sets forth the implementing responsibility of local
government units (LGUs), provisions of ecologically sustainable Solid Waste Management (SWM)
and establishment of the National Solid Waste Management Commission (NSWMC) under the
Office of the President to promote the Act.
However, the total number of Local Government Units (LGUs) that had completed the shift tosanitary final disposal and implementing the suitable operation and maintenance were actually lessthan 10% among approximately 1,600 LGUs existing in the country. The reasons were considered toinclude financial and technical constraints of the LGUs to establish necessary facilities, insufficientunderstanding of the LGUs about SWM required by RA9003, and shortages of human resources or
institutional arrangement for proper SWM.
Under the above mentioned circumstances of SWM in the Philippines, implementation of a

Technical Cooperation Project was agreed between the Philippine and Japanese governments toestablish a practical SWM system based on the principle of RA9003, which aimed at the utilizationand proper management of waste, and to strengthen the capacity of LGU’s human resources incharge of SWM. The project started in October 2007, with the project period of three years.
Six Japanese experts including a chief advisor specialized in SWM and five experts of waste
diversion planning, final disposal planning, financial analysis, environmental education andenvironmental and social consideration have been dispatched and worked to establish a SWM
system following RA9003 in selected target cities, namely Sagay, Calbayog and Davao. Further,
they aimed at capacity development of NSWMC for the enforcement of RA9003 by applying theexperience in the three cities.
1.2 Background of the ProjectTo establish a SWM system following RA9003, technical transfer activities for 3R (Reuse, Reduce,
Recycle) such as operation and maintenance of SLF and IEC activities at MRF were conducted inselected target cities, namely Sagay, Calbayog and Davao, and capacity development support for
NSWMC such as establishment of guideline by applying the experience in the three cities.
(1) Overall goal
Knowledge and experience of ecological solid waste management (SWM) in the three cities are
replicated in other LGUs.

(2) Project purpose
Ecological SWM system is established in the three cities.

(3) Outputs
1.

Capacity of LGUs on SWM planning is strengthened.

2.

Solid waste diversion system is improved.

3.

Final disposal system is improved.

4.

Guidebooks and manuals are developed as a tool for planning and implementation of SWM
based on the experience of the three cities.

(4) Inputs (at the time of terminal evaluation)
Japanese Side: Total Cost 366 million JPY
Short-term experts:

65.5 man-month

Trainees received in Japan:

12 persons

Provision of equipment:

Approx. 36 million JPY

Others
Project operation:

Approx. 16.6 million JPY

Sub-contracting:

12 sub-projects

Philippine Side

2.

Counterpart personnel:

3 persons of NSWMC, 5 persons from Sagay, 6
persons from Calbayog and 9 persons from
Davao

Others:

Project office in Manila and three cities,
operation cost of the MRFs, ECC application andconstruction cost of the final disposal sites, andothers.

Evaluation Team

Team
Members(1) Japanese Site
Mr. Shiro Amano (Leader): Senior Advisor, JICA Research Institute
Ms. Noriko Otsuki (Evaluation Analysis): Consultant,
Cooperation Department, Kokusai Kogyo Co., Ltd.

International

Mr. Komei Kawauchi (Solid Waste Management): Consultant, Overseas
Environmental Consulting Division, EX Corporation
Ms. Naoko Yago (Evaluation Management): JICA Philippine Office
Ms. Sealdi Calo (Evaluation Coordinator): JICA Philippine Office(2) Philippine Side

Study Period
3.

Engr. Eligio Ildefonso

Executive Assistant IV, DENR-EMB

Ms. Cristina M. Regunay

Office-in-Charge-Chief, Multilateral Investments
Program Division, FASPO, DENR

Ms. Erlinda Mamaradlo

Project Development Officer, Bilateral
Investments Program division, FASPO, DENR

Ms. Maridel Villalon

Project Development Officer, Bilateral
Investments Program division, FASPO, DENR
Type of Evaluation
Terminal Evaluation

July 11 2010 – July 31 2010

Results of Evaluation

3.1 Achievements(1) Project Purpose
The Team concluded that the project purpose is moderately achieved with the achievement of
Indicator 1 and 2, but the prospect of its full achievement within the project period is low due to theinsufficient achievement of Indicator 3 because of Important Assumption.
Indicator 1: ESWM Plan is reviewed annually. (for Sagay and Calbayog)
The ESWM Plan was reviewed once so far when the annual report 2009 was prepared in February2010 in Sagay and Calbayog.
Indicator 2: Waste Diversion Rate is improved as compared with the baseline. (for all Cities)
There is no concrete evidence of the increase of WDR, but it seems the increasing trend of waste
amount diverted from final disposal.
Indicator 3: New sanitary landfills are operated in compliance with RA9003. (for Sagay andCalbayog)At the time of terminal evaluation, landfill operation is not started. Further, from a viewpoint of a
final disposal system as a whole, the existing dump sites should be safely closed and properly
maintained in accordance with RA9003, but it is almost impossible to complete safe closure of theexisting dump sites in Sagay and Calbayog within the project period.

(2) Outputs
Output 1. “Capacity of LGUs on SWM planning is strengthened.”
The level of achievement of Output 1 is satisfactory as all the five indicators are verified as below,
although sufficient information is not available for the Team for some of the indicators.
Indicator 1.1: The developed ESWM Plan is approved by the city council. (Sagay & Calbayog)
The ESWM Plans were approved by city councils in June 2009 in Sagay and in March 2009 in
Calbayog.
Indicator 1.2: Workshops and seminars are held at least 7 times. (All cities)
In each city, the workshops were held four times internally to exchange information of the projectprogress and opinions for smooth implementation, while the technical seminars were held twice towidely present the project achievements not only within the cities, but also the third parties
including neighboring LGUs, and share project experiences. In all, six seminars and two workshops
were held so far in each city. The third technical seminars are to be held in September 2010 in thethree cities.

Indicator 1.3: Cost on SWM is grasped in detail. (All cities)
The details of the cost on SWM in Sagay and Calbayog is analyzed and reported in the SWM Plans
and that in Davao is shown in the recommendation report by the Japanese experts.
Indicator 1.4: Fee collection options are proposed to the city SWM Board. (Sagay &Calbayog)
The proposal for fee collection was worked out for Sagay and Calbayog. It is not yet proposed to theCity SWM Board in either city. It will be proposed after the new city administration is fully
established.
Indicator 1.5: Basic managerial indicators such as collection efficiency, unit figures pervarious operations are collected and analyzed annually. (All cities)
In Sagay and Calbayog, basic managerial indicators such as collection service population, estimatedwaste collection amount and composted waste amount are collected and analyzed in the ESWM
Plans and Annual Reports 2009. Annual Report 2009 of Calbayog also shows waste diversion rate.
Basic managerial indicators of SWM in Davao were collected and analyzed during the early part ofthe project. The Team, however, does not have information regarding whether such managerialindicators are collected and analyzed annually in Davao and cannot verify Indicator 1.5.

Output 2. “Solid Waste Diversion System is improved.”
The Team concluded that Output 2 is achieved sufficiently, although not all data are available for theTeam.
Indicator 2.1: WDR is monitored periodically. (All cities)
In Sagay and Calbayog, WDR was monitored when the ESWM Plans and the Annual Reports 2009were prepared. The critical parameter to calculate WDR is the recycled waste amount. As junkshop
surveys to acquire data of recycled waste amount are planned to be done twice a year in Sagay andmonthly in Calbayog, WDR is considered to be monitored at the same frequency.
In Davao, WDR was monitored when the Integrated SWM Plan was formulated, but Indicator 2.1
cannot be evaluated since no information is available about periodical monitoring of WDR.
Indicator 2.2: The amount and type of materials collected at the pilot MRF are recorded andreported monthly. (All cities)
In all the cities, the amount and type of materials collected at the pilot MRF are recorded at the timeof their reception. In Sagay, however, monthly reports will be produced by a newly hired personwith educational background. In Calbayog and Davao, monthly reports are prepared.
Indicator 2.3: The number of barangays where IEC campaign on 3Rs activities is carried outaccording to the IEC campaign plan. (All cities)
The IEC campaign in 2009 was almost carried out according to the IEC campaign plan. Most of
IEC campaign in 2010 has started very recently as planned.

Output 3. “Final Disposal System is improved.” for Sagay and Calbayog Cities
The new sanitary landfill in Calbayog is almost completed. Meanwhile, the new sanitary landfill
in Sagay is nearly completed with the landfill area of Cell No.1. Accordingly, the achievementlevel of Output 3 is still low but will be higher at the end of the Project since the indicators forevaluation of Output 3 are verifiable mainly for the activities to be carried out after commencementof the sanitary landfill operation.
Indicator 3.1: The current dump site is closed in accordance with the safe closure guidebook.
(Sagay & Calbayog)
Since the activities can be carried out after commencement of the sanitary landfill operation, thecurrent dump sites in Sagay and Calbayog are still in use and not closed yet, but safe closure of theexisting dump site in Sagay has started by applying soil covering to more than a half of the area
without disturbing the current waste dump operation.

Indicator 3.2: On-site training for sanitary landfill management is conducted using theoperation and maintenance manual. (Sagay & Calbayog)
In both Sagay and Calbayog, the operation and maintenance manual of the sanitary landfill was
drafted during the 3rd year of the project. Its contents were presented at the 2nd technical seminar.
At the time of the terminal evaluation study, however, the on-site training for sanitary landfill
management has not yet started as the new sanitary landfill is under construction.

Output 4. “Guidebooks and manuals are developed as a tool for planning and implementationof SWM based on the experience of the three cities.”
Output 4 was sufficiently achieved.
Indicator 4.1: The number of technical working group meetings held.
NSWMC organized a technical working group for each guidebook. Each technical working group
was composed of three officers of NSWMC. The group meetings were held 5 times from October toDecember 2009.
Indicator 4.2: The number of LGUs who participated in the consulting seminar.
In total, 22 LGUs participated in the consulting seminar in December 2009 and the 2nd technicalseminar in the three cities.
Indicator 4.3: The necessary procedure for the Department Administrative Order is initiatedby the NSWMC to reflect the contents of the manuals/guidebooks produced.
The guidebooks were submitted to Technical Working Group (TWG), and as of the terminal
evaluation, review result from the TWG is expected. The approval of NSWMC Resolution may stilltake time depending on the timing of TWG and NSWMC and other priority issues to be discussed at
TWG.

(3) Overall Goal
“Knowledge and experience of ecological solid waste management (SWM) in the three cities
are replicated in other LGUs.”
There is found a promising factor for the achievement of the overall goal.
Indicator 1: The number of seminars and workshops held at regional or national level by the
NSWMC for other LGUs.
Indicator 2: The number of participating LGUs in the abovementioned seminars andworkshops.
The seminars aiming at the dissemination of the knowledge and experience of the project werealready held four times and 93 LGUs attended. NSWMC developed a plan by itself to have acomprehensive capacity development program for the guidebooks to be widely used. The program
consists of 7 sessions, each of which targets the LGUs in two to three regions all over the country
except for ARMM, from July to December 2010. In total, 500 LGUs will participate.
Indicator 3: The number of approved ESWM plans.
Also, NSWMC has approved 20 ESWM Plans so far including those of Sagay and Calbayog. There
are another 13 Plans which were reviewed by the technical working group and are to be approved
by NSWMC.

3.2 Evaluation Results(1) Relevance
It is concluded that the project remains highly relevant in terms of the policy of the Philippines, theneeds of the C/Ps and Japanese ODA policy.
In respect of the consistency with the Philippine policy, the Medium-Term Philippine Development
Plan (MTPDP 2004-2010) highlights solid waste management as one of target issues of theenvironment sector. And the MTPDP also stated the importance to support the LGUs for the full

implementation of RA9003.
Under RA9003, all the LGUs need to establish an ESWM System but most of them have difficulties
to do so with their capacity. The target three cities were not exceptional, but they had started theirattempts towards RA9003 by issuing city ordinances and, in Calbayog and Davao, even drafting
their SWM Plans. Also, as they were located in different regions in the Philippines, they wereconsidered to be influential for many other LGUs nearby.
In respect of the consistency with the Japanese policy, environmental issues are one of the priority
areas according to the “Assistance Plan for the Philippines” (by the Ministry of Foreign Affairs inJapan). Furthermore, the Country Assistance Strategy (CAS) for the Philippines (Working Paper of
ODA Taskforce of Philippines) also mentioned that solid waste management is one of the target
areas for assistance.

(2) Effectiveness
It is considered that effectiveness is not fully ensured at the time of the terminal evaluation.
The project is intended to be effective for the Project Purpose “establishment of ecological SWM
system” by producing three outputs, i.e. enhanced capacity for SWM Plan implementation,
increased WDR and improved final disposal system.
The ESWM Plans are implemented in Sagay and Calbayog, and review of the plans is shown intheir Annual Reports. There are evidences of increased waste diversion at the pilot MRFs in threecities and the Team found other several factors that can increase WDR during the remaining periodof the plans. The improvement of the final disposal system, however, cannot be adequately observed
because of the several given by external inhibiting factors such as the delay of necessary financial
arrangement for SLF and weather conditions. As the construction of the new final disposal sites are
not completed yet, it is unlikely that sufficient on-site training for operation and maintenance isprovided and the existing dump sites are safely closed within the project period.
Further, the project effectiveness was negatively influenced by Important Assumptions. In regard to
Important Assumption 2, “Proposed fee collection system is implemented”, the waste collection fee
options have not been even proposed yet because it is the matter of the new city administration of
Sagay and Calbayog, which assumed the offices in July 2010. As for Important Assumption 3, “Anypolitical change of the national as well as local government as a result of the election does not adversely
affect the Project”, the understanding and support of the city mayors should be built in a similarmanner as before the change of the mayors. Also, it should be noted that there is a concern that canbe another influencing factor for the operation and maintenance of the sanitary landfills in Sagay
and Calbayog. The two cities need to establish management teams and mobilize resources including
personnel, machinery and budget necessary for adequate operation and maintenance.
Nevertheless, the fact that landfill construction is about to complete with the financial input fromthe two cities, in spite of delay, demonstrates the significant progress from open dumping.
Furthermore, the Team recognized the project effectiveness in capacity development through theactivities already carried out for the three cities and NSWMC. Most of the C/P members areconsidered to have had a certain level of technical expertise at the beginning of the project, andfurther capacity development was attained by additional knowledge and technical skills.

(3) Efficiency
Efficiency of the Project is evaluated as moderately satisfactory level.
According to the interview survey, the amount and timing of inputs from both Japanese andPhilippine sides are moderately satisfactory and efficiently used to produce the project outputs. In
detail, as for Japanese side, appropriate input and timing of Japanese experts, contribution to projectby 11 C/Ps out of 12 under training course in Japan, procurement of equipment almost as planned.
As for Philippine side, enough personnel as C/Ps in 3 cities and input of local cost was almost
appropriate. The project efficiency, however, was restricted to a certain extent as the assignment of
the Japanese experts had to be allocated to four cities (Sagay, Calbayog, Davao and Manila) andcareful technical transfer was difficult in some occasions. Also, the delay of inputs from Sagay andCalbayog for landfill construction affected project efficiency.

(4) Impact
The Team recognized that there are several impacts towards the overall goal and other unexpected
impacts.
There are evidences showing that the LGUs other than the target three cities have increased theirinterest in proper implementation of SWM as a result of being influenced by the project. Further
dissemination of knowledge and experience of the project is planned by NSWMC, which hasdeveloped a capacity development program for the LGUs utilizing the guidebooks prepared in the
project.
Influential external factors shown in PDM are, however, not met yet. Practical utilization of theguidebooks by the LGUs requires technical assistance to them given by the National Ecology
Center and Regional Ecology Centers, both of which needs enhancement by augmenting the numberof technical personnel. Such technical assistance for the LGUs should go along with operational andfinancial assistance, budget for which is still on request. The potential of the issuance of DAO
where the guidebooks are reflected is high, although it will need some time.
Other unexpected impacts are as below.
x

In Sagay, all the 12 barangays in the waste collection service area have MRFs eventhough some are operating at a basic level using indigenous materials.

xBoth Sagay and Calbayog intend to continue advocacy activities to implement a“no segregation, no collection” policy.

x

Neighboring LGU of Calbayog and Sagay considers to use the new sanitary
landfills to be developed in the project.

x

The sanitary landfills and pilot MRFs serve as a showcase for study tours of otherLGUs and students.
x

If proper operation and maintenance is not provided, there is a possibility thatsanitary landfill will have negative impact to the environment.

x

If proper consideration and livelihood assistance is not given to waste pickers
working on the existing dump sites, then social negative impact is anticipated when
the dump sites are closed.

x

The knowledge and concerns about SWM at the EMB Regional Offices in the three
regions was stimulated.

x

Sufficient information about the project has been provided to mass media, students
and researchers from both Japan and the Philippines.

(5) Sustainability
The Team considers that overall sustainability of the Project is moderate for the reasons described
below.
In the Light of NSWMC
Sustainability of the project effect given to NSWMC is considered to be high. What the project
attempted is consistent with the mandate of NSWMC, and NSWMC has institutional, technical andfinancial capacity to continue to disseminate the guidebooks.
In the Light of the Target Cities
Sagay: The sustainability of the project effect given to Sagay has been improving, but institutionaland financial sustainability needs further efforts.
The technical capacity of the C/Ps in Sagay required for proper SWM has reached to such leveltowards their capability to revise the plan every five years as required by RA9003, except fortechnology for operation and maintenance of sanitary final disposal and safe closure of the dump
site.
There is, however, a concern in the institutional aspect. In the absence of an office or personnel
exclusively in charge of SWM, it is required to promote knowledge sharing among the C/P
members and others involved in the project and to establish an SWM office in the future. In fact, thecity started to consider the establishment of the SWM office.
Financial sustainability largely depends on the establishment of the waste collection fee system. The
primary consensus on the fee charging system was reached during the previous city administrationand the new mayor has a basic policy to support a beneficiary-pay-principle. Therefore, the approvalof the fee charging system can be expected, but there are still remaining issues with regards to thelevel of fee amount and ensuring fair implementation.
Calbayog: The sustainability of the project effect given to Calbayog has reached to an adequatelevel. The city, however, needs to pay attention to the institutional and financial sustainability.
The C/Ps have been making an intense effort to implement the project and to put their ESWM Plan
into action. CSWMO, dedicated to providing SWM services, has acquired technical expertise andexperience adequately enough to revise the ESWM Plan every five years.
DepED also expressed their strong support to continue the IEC campaigns and the recognition of
their responsibility for awareness raising and waste education. However, encouraging the public topractice waste segregation can be fully sustainable only when it is accompanied by the introductionof segregated collection and/or involvement of junkshop operators.
However, the problem of technical staff shortage in CSWMO is significant. It urgently needs more
technically skilled personnel for continuous implementation of sanitary final disposal andestablishment of segregated waste collection. Also, it is recommended that anticipated outsourcingof final disposal operation as well as current outsourcing of waste collection should keep ensuringconsistency with the city’s ESWM Plan.
Further, there is a concern about financial sustainability: introduction of the new fee charging
system is inevitable. It will be a favorable indication that the city has already implemented the fee
charging system for business establishments. The city plans to have public consultation to determine
appropriate fee level and to make the system implemented in a fair manner.
Davao: The sustainability of the project effect given to Davao has reached to a certain level, but
to ensure sustainability, it is strongly required to build a collaborative relationship among city
offices, barangays and the general public.
It is a potential factor for sustainability that the CPDO, a focal office in policy implementation of
the city, has cooperatively shown its commitment and implemented the IEC campaign. CSSDO and
DepED also expressed their strong motivation to continue the IEC campaigns and the recognition of
their responsibility for awareness raising and waste education. However, encouraging the public topractice waste segregation can be fully sustainable only when it is accompanied by the introductionof segregated collection and/or involvement of junkshop operators.

3.3 Facilitating Factors(1) Planning Stagex

It is obvious that NSWMC and the target three cities have maintained their highmotivation to fulfill their responsibility of SWM although the project period. It
should be paid particular attention to the fact that Sagay and Calbayog bore the costfor landfill construction and construction is almost finished. This is a clear indicationof their outstanding ownership considering other technical assistance projects in the
SWM sector. It is very important to select highly-motivated C/P at the planning stageof the project.

(2) Implementation Processx

Although the assignments of the Japanese experts were allocated to four cities andtheir stay was intermittent, the communication between the Japanese experts and the
C/Ps were well kept, maximizing the technical transfer opportunities.

x

Technical transfer by the training in Japan was especially effective as the content of

the training was consistent with the project. The participants of the training improved
their expertise, and facilitated the project activities as an feedback effect.

3.4 Impeding Factors(1) Planning Stagex

As stated above, the landfill construction cost was borne by Sagay and Calbayog, but
this brought about external factors to the project such as the delay of loan
disbursement and slow administration during the election.

x

The delay of landfill construction acted as the most influential factor, impeding theachievement of Output 3. In other words, there was a critical factor, which depended
on the input of the partner country and which was vulnerable to external conditions.

xTargeting three cities in different regions could be effective to the overall goal“country-wide dissemination of knowledge”, but also made the project
implementation difficult from the viewpoint of project purpose, and efficiency inparticular.

(2) Implementation Processx

In the monitoring of project progress and SWM performance, the usage of PDM as amonitoring tool was not effective, resulting in a lack of information to verify some ofthe project indicators.

3.5 Conclusions
As described above, the project has been implemented efficiently with high relevance to the related
policies in the Philippines and Japan and shown several positive impacts. There are, however, someissues to be taken into account with project effectiveness and sustainability. In all, the Teamconcludes that the Project Purpose has been moderately achieved at the time of the Terminal
Evaluation.
The primary reason is that the construction of the new sanitary landfills is not completed at the timeof terminal evaluation due to several external impeding factors and it is unlikely that the safe
closure of the existing dump sites are completed by the end of the project. It is necessary tofollow-up the progress of the Project through frequent communication with C/Ps and JapaneseExperts. The sufficient operation of the new landfills is subject to effective and intense technology
transfer. The improvement of waste disposal system aimed by the Project includes both structuraland operational aspects.
There are several impeding factors described below that are considered as outside the control of the
Project and prevented the Project from carrying out such improvement:
Even though the new landfills become fully operational, the Project Purpose will not still besuccessfully achieved within the project period since it is uncertain when budget for the dump site
closure is allocated by the Philippine side. Unless such required resources are secured, the Japaneseexperts will not be able to assist the C/Ps in dump site closure. Under these circumstances, the Teamsuggests to terminate the Project according to the original schedule.

3.6 Recommendations
Promotion of Project Activities (3 cities)x

In order to smoothly start the on-site operation and maintenance training for the new sanitary
landfills, an operational body should be urgently established and other necessary resources
identified in Sagay and Calbayog.

x

The on-site operation and maintenance training of the new sanitary landfills should be carriedout effectively and intensely. Appropriate staff of Sagay should be invited to the on-sitetraining for operation and maintenance to be conducted at the new sanitary landfill in
Calbayog since the new landfill in Sagay will be operational later than that in Calbayog. Also,
the lessons from the on-site training should be reflected into the contents of the landfill
operation manuals in order to ensure proper and concrete operational procedures.

x

In order to achieve the Project Purpose once the new administration both in Sagay andCalbayog secure the required budget and other resources for the remaining work of the Project,
it is critical that further assistance or follow-up activities should be considered by JICA to help
ensure proper operation and maintenance of the new landfills as well as safe closure of theexisting dump sites.

x

By the end of the project, a plan to consider the welfare of the waste pickers working at theexisting dump sites in Sagay and Calbayog should be properly formulated.

x

Cost analysis is inevitable for effective and efficient SWM service provision. Although the
SWM account report, which is listed in the PDM as a means of verification for Indicator 1-3,
is not produced, cost structure should be still shown in other materials such as Annual Reports.
Sagay and Calbayog should be definitely required to develop a cost accounting system when
the fee collection system started to ensure accountability and transparency.

x

In order to resolve the above mentioned concerns, strong support and the decision making of
the new city administration is essential. It is therefore strongly recommended to attain further
understanding about the project from the new decision makers in all the three target cities. It
will then ensure the continuous implementation of the ESWM Plans and sustainability of the
project.

Enforcement of RA9003 (NSWMC)x

Ten years have passed since RA9003 was enacted. NSWMC has been making every effort tofulfill its mandates, but has been encountering a number of challenges. The Team considers it
is the time for NSWMC together with other relevant organizations to carefully review in detailthe progress and degree of enforcement of RA9003 so that, critical constraints and ineffective
aspects of the enforcement structure are identified. NSWMC then needs to develop a new
strategy to further promote and accelerate implementation of RA9003. In such a new strategy,adequate resources mobilization mechanism shall be addressed to have more functional
enforcement structure.

3.7 Lessons Learnt
Those who will be involved in project planning and/or plan modification should consider thefollowing lessons.
xAppropriate measures should be implemented to mitigate effects of major risks, such asimportant assumptions not fully satisfied. In case a project requires a substantial amount ofinvestment to be shouldered by the counterpart organization such as cost of construction of a
new landfill, it is quite possible that such investment is not fulfilled according to the schedule.
While the counterpart organization should be strongly encouraged to meet its obligation under
the project, the project activities also need to be adjusted to minimize the magnitude ofnegative impact.

x

Combination of formal training/workshops and informal on-the-job training on a day-to-day
basis is desirable to develop and increase the capacity of counterparts. It may be, however,sometimes difficult to fully transfer technical expertise within a limited project period,
especially if completion of particular activities is an essential prerequisite of a successfultransfer of expertise. Dispatch of experts, therefore, needs to be carefully planned to make themost of their relatively short stays.

3.8 Situation of the Follow-up
It is considered from the aforementioned recommendation that the project needs follow-up
assistance by short-term expert(s) with the following tasks.
x

To provide technology transfer for the operation and maintenance of the new sanitary
landfills and for the safe closure of the existing dumpsites in Sagay and Calbayog.

x

To examine with NSWMC and other relevant organizations a new strategy to enforce
RA9003 and a direction of JICA’s assistance, based on the understanding about
issues and challenges found in the 10-year activities for RA9003 since its enactment.