| DO |
DO
NOT |
| Undertake an integrated strategic planning
process |
Rush into investments in new equipment without putting
them into a strategic context |
| Ensure wide support for the planning process and the
results |
Confine consultation to an elite group |
| Ensure that the target service level is
affordable |
Base choices on what is supposedly the most "advanced"
technology, but is affordable only by a minority |
| Undertake a detailed study of the existing
situation |
Duplicate existing studies |
| Measure key factors in your city as a basis for
decisions |
Rely on the literature for big decisions |
| Apply an impartial process to select options on the
basis of benefits |
Sign up with a specific commercial vendor without
considering all the options |
| Do detailed analysis of costs |
Underestimate costs or overestimate revenues |
| Separate responsibility for providing the service from
day-to-day service deliverable |
Delegate responsibility for a key public service to
the private sector, though they may do day-to-day delivery |
| Consider private sector delivery as an option |
Forget the conditions for success: competition, transparency and
accountability |
| Consider different options for user charges to cover the shortfall
in revenues |
Apply user charges without considering the needs of
the poor for solid waste management services |
| Improve performance of collection, sweeping and
transport services |
Buy costly "high-tech" vehicles |
| Introduce preventative maintenance for vehicles |
Tolerate a high percentage of vehicles in for service
at any one time |
| Give priority to extending services to unserviced
areas |
Forget about health risks to the whole population of
uncollected solid waste |
