Transforming how cities manage waste through partnering: a case study

The waste management landscape in developing nation cities around the globe has long been fraught with inefficiencies, conflict and exclusion. Smaller operators struggle against municipal regulations, with small businesses being sidelined due to stringent procurement policies. Meanwhile, municipal departments operate in silos, unable to coordinate efforts effectively to process the volume of waste arriving daily. This is a story about how a new approach — one that bridges divides and fosters trust — is creating sustainable change.

Suggested citation: Economic Development Partnership. 2025. Transforming how cities manage waste through partnering: a case study. Available: https://wcedp.co.za/impact-urban-wastemanagement 

The role of SMMEs in urban waste diversion

Starting off in households, all waste travels into the public domain becoming the responsibility of public entities to manage. However, the volume of waste generated daily overwhelms city resources. One strategy to divert waste from landfills is through recycling. In the City of Cape Town (CoCT), many recycling initiatives operate within neighbourhoods, with services provided by small-, micro-, and medium-sized enterprises (SMMEs).

These registered small businesses operate at a very local scale, preventing recyclable materials from ending up in landfills. Partnering with these SMMEs would seem an elegant solution to a pressing need.

But in the context of Cape Town, one significant barrier prevented the CoCT from formally engaging with them: their size. The City’s procurement policies were structured in a way that excluded smaller businesses from municipal contracts, even though they were already performing waste collection and sorting activities in the same areas as the municipal rollout for individual households (clients). This gap highlighted the need for structural changes in how waste management services were procured and coordinated.

Formation of The Recyclers Association (TRA)

To overcome this procurement challenge, the urban waste project at the EDP facilitated the formation of The Recyclers Association (TRA), a registered non-profit company representing over 120 small waste management businesses. This collective network gave SMMEs a platform to engage with the CoCT on an equal footing. This was not just about improving waste collection efficiency but also about recognising the economic potential of these businesses.

The project also sought to restructure waste management policies to enable fairer participation of smaller entities in municipal procurement. By working alongside Producer Responsibility Organisations (PROs) and aligning with broader city strategies, the EDP is creating an integrated framework that allows SMMEs to contribute meaningfully to the waste management ecosystem while ensuring financial sustainability.

The project is also piloting a community-driven waste collection model in areas not currently serviced by the standard municipal recycling programme. By leveraging an underutilised City drop-off facility at Prince George Drive, SMMEs were given a designated space to operate, improving efficiency and reducing environmental strain. The direct involvement of SMMEs in residential waste collection efforts that created jobs and stimulated the local economy is a key achievement from this pilot.

Enhancing internal partnering strengthens collaboration

While external collaboration is essential to the success of the pilot, the project also recognised the need for better coordination within the CoCT Urban Waste Directorate. Disconnected municipal departments lead to duplicated efforts and inefficiencies, making waste management more challenging.

To address this, the EDP facilitated internal engagements in an innovative and interactive way. Instead of traditional workshops, problem-solving games and talk show simulations were used to encourage open dialogue and break down hierarchical barriers between staff.

This internal shift had tangible results. A Waste Minimisation Task Team was created to consolidate waste reduction efforts. This task team was made up of individuals from different City departments, and reports into the Directorate’s Executive Committee. Better internal collaboration also improved data-driven decision-making by ensuring that City policies aligned with actual waste management needs. It strengthened cross-departmental communication, preventing overlapping initiatives and wasted resources.

These structural improvements demonstrated that internal collaboration is crucial for successful external partnerships. Without it, efforts to engage SMMEs or innovate City waste management would be significantly less effective.

WATCH a video about innovative procurement and waste management partnerships.

Institutionalising change for long-term sustainability

This project laid the foundation for long-term sustainability by embedding change at both the policy and operational levels. The Waste Minimisation Task Team continues to drive improvements and the pilot serves as a model for expansion to other areas. Regular action learning sessions ensure continuous adaptation of the approach, allowing stakeholders to refine best practices over time.

This project’s impact has extended beyond Cape Town. The innovative procurement model has attracted national and international interest, securing funding from WWF International and contributing to broader discussions about urban sustainability and economic development.

Beyond urban waste management

The transformation of urban waste management in Cape Town is not only about logistics and policy reform. It’s also about recognising and seizing the opportunities of partnering that already exist within the system. This work proves that effective waste management requires trust, collaboration and systemic change. By unlocking opportunity for the local economy, improving internal coordination and strengthening partnerships, this project demonstrated that sustainable urban development is possible when diverse stakeholders work towards a shared vision.