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INDUSTRY COOPERATIVE FOR OZONE LAYER PROTECTION

INDUSTRY COOPERATIVE FOR OZONE LAYER PROTECTION

2000 L Street, NW Suite 710 Mshington, DC 20036

ENVIRONMENTAL TECHNOLOGY COOPERATION PROJECTS

SOME OPERATING GUIDELINES

@ Printai on recycled -per.

Disclaimer

The Industry Cooperative for Ozone Layer Protection (ICOLP), in furnishing or distributing this information, does not make any warranty or representation, either express or implied, with respect to its accuracy, completeness, or utility; nor does ICOLP assume any liability of any kind whatsoever resulting from the use of, or reliance upon, any information, material, or procedure contained herein.

Acknowledgments

These Guidelines for Environmental Technology Cooperation have been written by Elizabeth Rose and Arthur FitzGerald of Northern Telecom Limited. Ms. Rose is Assistant Vice President, Environmental Affairs and Mr. FitzGerald is Director, Environmental Projects. The guidelines are based on observations drawn from an ongoing environmental technology cooperation project in Mexico that is focused on eliminating ozone depleting solvents from the manufacturing sector. They also incorporate knowledge gained by the authors from working in collaborative projects with multi- partner stakeholders from many national jurisdictions.

ICOLP and the authors appreciate the input and comments received from participants in the Mexican technology cooperation project, from representatives of other ICOLP member companies that are participating in technology cooperation projects, from the United States Environmental Protection Agency (US EPA), and from others in the preparation of this document.

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TABLE OF CONTENTS

Page

PURPOSE OF THIS DOCUMENT

DEFINING ENVIRONMENTAL TECHNOLOGY COOPERATION

DEFINITION OBJECTIVES AND BENEFITS

STEPS TO A SUCCESSFUL PROJECT

IDENTIFYING OPPORTUNITIES BUILDING PARTNERSHIPS SELECTING THE MANAGEMENT TEAM PLANNING THE PROJECT FINANCING THE PROJECT ESTABLISHING OPERATIONS COMMUNICATING WITH STAKEHOLDERS MEASURING PROGRESS

SUMMARY

APPENDIX I

ELIMINATING OZONE DEPLETING SOLVENTS IN MEXICO -- A CASE STUDY

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PURPOSE OF THIS DOCUMENT

These guidelines are intended to assist governmental agencies, companies and non-governmental organizations that are contemplating participation in an environmental technology cooperation venture. They are drawn from the experience of an ongoing project in Mexico between government and industry to eliminate the use of ozone depleting solvents in the country by the year 2000. This project has now successfully moved through the planning and development stages, and is fully operational.

The Mexican project has been a complex undertaking involving many partners: Northern Telecom, the United States Environmental Protection Agency (US EPA), the Mexican Instituto Nacional de Ecologia (INE), The Mexican Chamber of Industries (CANACINTRA), the Maquiladora Associations, the Industry Cooperative for Ozone Layer Protection (ICOLP), and local industry in Mexico. These guidelines attempt to reflect the perspectives and interests of a similar range of players, recognizing that mutual understanding and shared objectives are crucial to the success of any cooperative venture. It will be of interest to those with new technology to share, and those seeking to adapt and implement technology in a new setting.

While the main body of this document consists of principles and guidelines for environmental technology cooperation, it clearly does not provide a complete formula for successful project management. Rather, it is part of a continuing attempt to share experience and extrapolate generic knowledge from a particular case.

We would appreciate any feedback and constructive criticism you can offer. Your input is welcome.

DEFINING ENVIRONMENTAL TECHNOLOGY COOPERATION

DEFINITION

The concept of "technology cooperation" has evolved from earlier experiments with "technology transfer." As part of their economic assistance programs, industrialized countries in the "developed" world have a history of donating technology to "recipient" countries in the "developing" world. While often the mandate of early projects was clear and potentially useful, they tended to be hampered by rigid and inappropriate project design, involving large capital requirements. Insufficient attention was paid to local realities and perspectives. Many of these projects were not sustainable.

This paradigm began to shift in the late 1980's, as the concept of transfer was replaced with that of cooDera tion. New programs emphasized "developing

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human resources by extending a country's ability to absorb, generate, and apply knowledge."l The success of technology cooperation projects was understood to depend on the recipient country's access to information about available fechnologies, and its ability to apply this knowledge to specific local problems.

Sustainability, adaptability, and flexibility are now increasingly recognized as essential ingredients in any project design. The articulation of shared objectives and their benefit to all participants is a prerequisite. Good training programs are key.

OBJECTIVES AND BENEFITS

The ultimate goal of any environmental technology cooperation project is relatively easy to define: the efficient use and proper management of environmental resources.

Participants in a specific project will, however, have many different intermediate objectives. When participants include governments of several countries, business of various kinds, and non-governmental organizations with different mandates, there are likely to be conflicting agendas.

The intermediate objectives are often difficult to clarify, communicate and align in support of the overall goal. It is, however, crucial to the long-term success of the project that participants agree on a set of clear objectives. It is also important that they clearly understand how their contribution of time and money toward these objectives will translate into short- and long-term gain for themselves and for all involved. Is increased profitability the motivation? Or the achievement of improved economic efficiency?

The specific motivation will be different in each technology cooperation venture. As a start, these are some of the broad perspectives and interests that different types of organizations are likely to bring to the project:

Government Funding Agencies

These agencies have a macro and global agenda. Hence, the technology cooperation project might be tied to foreign assistance, transfer of payments, reducing long term debt, or resolving problems of national or international concern. Government agencies often have specific objectives and time lines that must be adhered to in order to obtain funds.

Business Council for Sustainable Development Changing Course, 1991, p.118.

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Multinational Corporations

Multinationals look for business opportunities and solid returns on investment. They may wish to augment sales in a new jurisdiction, improve industry standards to establish a level competitive field, or attract the best recruits. Corporate interest in the environment also relates to concerns about environmental risks and potential liabilities, and environmental stewardship as a competitive advantage in realizing financial efficiencies and improved profitability.

However, there are other benefits to corporations which are equally significant, yet often overlooked. These include: improved quality of products and processes as a result of close interaction with other experts; high employee satisfaction; product differentiation from the competition; recognition as good corporate citizens; and the development of meaningful relationships with target constituencies at all levels (community; regions; province /state).

Local Recipient Industries

Like their donor counterp rts, local recipient industries look for gains that may be realized from the introduction of new technological processes. They look for upgrading of facilities and production capabilities that will enable them to better service their existing markets, or expand into global markets. They seek safety and quality standards that will increase the performance and health of their employees. They want to provide on-the-job training that will increase their talent bank. All of these benefits have both short- and long-term implications for the viability of the company.

Recipient countries and communities

Environmental ministries, agencies and committees responsible for protecting resources will be interested in the potential of technology cooperation projects to support their efforts.

National and local governments as a whole will wish to increase their ability to attract profitable businesses -- businesses that can hire and develop skilled human resources, and compete in increasingly competitive markets. The host countries will benefit from direct investment in environmental technology, and from related training and community development activities.

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STEPS TO A SUCCESSFUL PROJECT

The notes in this section suggest some principles of successful project planning and implementation, as the project moves through various stages:

Identifying Opportunities

Building Partnerships

Selecting the Management Team

Developing a Plan

Financing the Project

Establishing Operations

Communicating with Stakeholders

Measuring Progress

IDENTIJWNG OPPORTUNITIES

There are ample opportunities to participate wi h o her stakeholders in solving environmental problems through technology cooperation. The environmental problem may be local (e.g., the need for a municipal sewage treatment infrastructure); national (e.g., fisheries); trans-border (e.g., acid rain); and/or global (e.g., ozone depletion and global warming) in scope.

Opportunities are identified when management and technical experts are challenged by customer pressure, legislative and compliance issues, or escalating costs. Often the greatest barrier to technology cooperation is the difficulty of recognizing that a group has technical expertise which may be of immense value to others. Even when a new innovative process or technology is developed, the experts may not realize the transferability and potential benefits of sharing that expertise with others.

It needs vision to realize that the sharing of the new technology could advance the quality of work in other jurisdictions and communities.

To identify opportunities, start with a brainstorming session involving the members of your work teams. An agenda item might be simply the question: "What are some of the constraints we face, and what do we require to overcome them?" It might be: "We have just found a new process to reduce our energy consumption. Are there others who can benefit from this

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knowledge? term?"

Does our sharing of this knowledge benefit us in the long

The concept of sharing knowledge may not be easily or generally accepted within an organization that has devoted considerable resources to developing innovative environmental technologies. Traditionally, the accepted wisdom has been to keep technological advances that you have achieved within your control -- or sell them for profit. There are obvious advantages to maintaining proprietary information and control over intellectual property.

Recent thinking is becoming more global in scope, recognizing increasing interdependency and the need for cooperation and collaboration. While a feasibility analysis may prove that sharing such information will be detrimental to an organization, this verdict should not be automatically assumed. Potential opportunities and benefits should be examined. The benefits may be quantitative in part, but many of them may be indirect, qualitative and often unexpected. The organization may find that technology sharing enhances its competitive positioning. The project may further an image of being a socially responsible corporation.

Even if a feasibility assessment indicates no known or foreseeable benefits which enhance the profitability of the organization, the organization may decide that the project has wider redeeming social value, and the choice to share technology is the moral one.

BUILDING PARTNER SHIPS

Determining who the partners in the project should be is a demanding exercise: it is also a crucial one. Projects are strongest when they successfully blend a variety of stakeholder interest. All partners in the project must believe in the potential match between the technology involved and local needs and wants. There may be a need for considerable preliminary field work to investigate needs and determine the interest of potential partners.

Once the project concept has been initially defined, contact should be made with senior representatives of key potential partners, such as Ministries of the Environment. Again you may need to do considerable research before you are ready to formally invite organizations to become partners in the project.

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Most environmental technology cooperation projects will include a role for a broad range of stakeholders. Partners may be found in industry, government, universities, research and development institutes, non-governmental organizations, and the media.

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Industry

Corporations with major investment or interest in the host country are obvious potential partners. They may be able to contribute project organization and management expertise, business planning assistance, technical expertise and financial resources. The company may also belong to an industry organization or Chamber of Commerce, and may be influential in convincing other corporations to join forces, thus strengthening the task force. There may also be industry organizations formed for the purpose of helping to solve a specific environmental problem. One example is the Industry Cooperative for Ozone Layer Protection (ICOLP). Other industry organizations will have their own specific focus.

Government Agencies

Potential government partners may be found at all levels: federal or national; state, provincial, or regional; local or municipal. Determining which agencies are the most appropriate partners will involve determining customary jurisdiction for environmental issues addressed in the project.

Consideration should also be given to approaching federal environmental agencies in other countries, as there are often agreements in place among countries to facilitate the provision of financial, technological and resource assistance. The United States and Mexico have such an agreement, for example, as do Canada and China.

There are also international or multilateral agencies which often have resources -- both technical and financial -- that may be made available to a project. These agencies include the World Bank, the United Nations Environment and Development Programmes (UNEP and UNDP), and the Global Environment Facility (GEF).

Universities and Research Institutes

Universities and research institutes may liave a role to play. For example, there may be a particular component of the project that requires research expertise. Educational institutions can be ideal partners for this role. Involving the educational sector often provides a different perspective that can add to the success of the project.

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Non-governmental organizations

Environmental non-governmental organizations (ENGOs) have often taken an advocacy approach to raise public awareness of environmental issues. More recently, ENGOs are participating with industry, governments and others as stakeholders in solving environmental issues. ENGOs have good networks of global contacts and have perspectives that can make an important contribution to the success of a technology cooperation project.

Media

The media, although normally not a direct partner in a technology cooperation project, can be an indirect partner. For example, the media can help inform companies that a particular technology cooperation project is available -- indirectly encouraging them to participate.

SELECTING T H E MANAGEMENT

Once the core of the project partners is established, thought must be given to how these partners will work together through the planning and implementation stages. The project will need a management team with members who:

provide credibility on local, regional or national levels;

have expertise, or access to the expertise required; and

have the desire to participate actively in the project.

Candidates for the management team should represent the project partner organizations as well as other important stakeholder groups. The broader the stakeholder involvement in the management team from the beginning of the project, the greater the chance of overall success. A strong candidate list would include names from:

national governments and environment ministries;

regional and municipal governments;

industry associations such as the Chambers of Commerce or specialty groups;

ENGOs;

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the partner industries;

other consultants, educators, management and technical experts.

PLANNING THE PROJECT

While a conceptual outline of the project will have been established during the identification phase, it is important to encourage continuous feedback throughout project planning and implementation. Project partners will provide new ideas and suggestions. Once your core team of partners is identified and the management team is in place, future work must be done on defining:

program goals and objectives;

methodology and approach to the program design;

various roles and responsibilities of the partners;

the best strategies for moving forward;

tactical action plans and time frames for implementation; and,

a business plan.

The best way to define goals is to agree on a clear, concise mission statement. The mission statement can be simple and straightforward such as the one used in the Mexican project to eliminate ozone depleting solvents (Appendix I): "To eliminate the use of ozone-depleting solvents (ODS) from Mexican manufacturing industry on the same timetable as developed world countries". In this example, the timetable and the objective are coordinated into one statement that makes a clear commitment.

Preliminary meetings on these issues will provide the basis for the development of a solid project management business plan. The plan would address the following issues:

operational goals and objectives;

strategies for achieving them;

organizational structure, roles and responsibilities;

staffing, if required;

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marketing plan;

service delivery mechanisms;

budget parameters;

funding and fund raising;

timelines; and,

metrics for success.

Some advice:

Be realistic, especially on timelines. For example, international travel is often involved, and allowances must be made for coordinating meetings of partner representatives. Experts are often committed to many obligations and there will be a continuous need to plan ahead.

B e flexible. It must be determined whether the participants that agree to assume certain responsibilities have the resources and infrastructure to deliver on their commitments. It is essential that the lead representative from each of the parties be empowered to make decisions. This would avoid introducing administrative complexities, with subsequent delays in the progress of the project. Budgets need to be conservative or contain adequate contingencies because the project manager should anticipate the need to change direction from time to time as obstacles appear. Of course, the same applies with action plans and schedules -- flexibility is the key to success.

Communicate frequently. Regular meetings to share information are essential. This can be accomplished by in-person meetings or by audio or video conference calls. Regular progress reports, with continually updated action plans, will reinforce the need for participants to deliver on commitments or offer recommendations for program modifications.

During these meetings, some basic questions about process management should be addressed. These could include:

What specific steps are required to achieve success?

Who will be prime on each step?

What is a realistic timetable for accomplishing each step?

What database or record management system should be put in place?

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What approval process is required?

What resources are required by each partner, and is assistance needed in obtaining these?

What constraints are inherent in the program design: different time zones, languages, cultural holidays, etc.

Value diversity. Differences in perspectives and values can challenge the management process and timing, but teams made up of representatives from various cultures and orientations have been proven to come up with better, more sustainable solutions to common problems.

FINANCING THE PROJECT

Once the overall plan has been accepted by all stakeholders, it is important to work on securing funds for the project, and planning for their distribution to the various project elements (e.g., moneys for travel expenses, for seminars and workshops, and for promotional and educational materials). No technology cooperation project can be accomplished without financial support. Often this support takes the form of a combination of direct infusion of money and in-kind contribution by the partners.

From companies, it is possible to obtain a commitment to provide either project management or technical personnel -- especially when senior management is convinced of the benefits to the corporation. Corporations may also absorb the costs for travel and out-of-pocket expenses for their participants and may consider lump sum monetary contributions, either directly to the project or indirectly through an industry partnership or association. An example of the latter option -- portions of the fees for corporations to belong to the Industry Cooperative for Ozone Layer Protection (ICOLP) have been used to sponsor technology seminars and conferences.

In many cases, international agencies now have programs in place to help finance technology cooperation projects. For example, under the Montreal Protocol, funds are available through the World Bank and other agencies to help industry in developing countries convert to technologies and processes that do not use ozone depleting substances.

Developed countries that have signed agreements with developing countries to partner on technology sharing, training and other issues may be able to commit portions of their funds to a technology cooperation project, if the project objectives are consistent with their agreements.

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There is an ever-increasing urgency to accelerate the processes to solve environmental issues. In an environmental technology cooperation project, the partners will want to demonstrate an efficient program and early success. In part, this can be achieved by streamlining the administrative process, including the sourcing and distribution of funds to the elements of the project, and by careful planning.

ESTABLISHING OPERATIONS

A project is most effective when it has an established base in the host country.

The key purpose of the central "hub" is to coordinate external communication with the partners and interested participants. It will house project information, marketing materials, official documentation and central files for reference.

Basic equipment such as telephone systems, copiers, fax machines and computers, and resources may in some cases be difficult to source within the country. It may be necessary for project management to purchase equipment, or to secure loans or donations of equipment.

Execution of the project plan will, of course, require appropriate human resources -- be it for organizing training sessions, laboratory work, field trips, technology displays, conferences, or other project elements.

Events require significant planning time and the expertise of experienced event coordinators. Details of the event should be identified well in advance, and all team members need to understand their responsibilities in implementing the plan. Non-governmental organizations or temporary staff can be recruited to assist with the production of agendas and work books, or the logistics of travel, meals and lodging. An efficient administration team is essential to project success.

COMMUNICATING WITH STAKEHOLDERS

The results of your early explorations of needs and the potential benefits to all partners will form the basis for your ongoing communications strategy. The goals of this promotional plan will be to:

articulate to current and potential partners the objectives and benefits of the project;

educate other interested parties about project goals (public relations);

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keep all stakeholders informed about project progress.

It takes time to develop such a strategy, organize events and produce communication materials. Basic promotional material should include a brief description of the project, as well as contact names and telephone numbers. You may find, however, that each project partner has a unique approval process and requirements for public documents mentioning its name. What is acceptable to one party may not be to others. Develop the plan ahead to allow for adjustments and multi-party approval.

MEASURING PROGRESS

Monitoring progress and quantifying success is important and challenging. Setting specific targets and goals with incremental milestones can help establish the "measurable". Some questions that might assist in determining the measurement criteria:

What are the key targets in the action plan? Meetings? Workshops? Purchases of materials? Retrofitting technologies?

How will progress be stated? On a monthly or annual basis? Through financial statements? Statistical performance? Committed partners? Public events?

Setting targets will assist in the justification of the project as time passes, and also support morale as the individual targets are realized. Whatever parameters are decided, incorporate and communicate them at the outset of your project.

SUMMARY

The Industry Cooperative for Ozone Layer Protection (ICOLP) and Northern Telecom have collaborated in the production of these guidelines in the hope that others interested in developing technology cooperation projects can learn from our experiences. These guidelines will evolve over time as further insight is gained from new initiatives. ICOLP is willing to facilitate the collection and exchange of information on other initiatives and invites you to contribute your case study to augment this document.

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APPENDIX I

ELIMINATING OZONE DEPLETING SOLVENTS IN MEXICO -- A CASE STUDY

The following describes an innovative technology cooperation program created to reduce ozone depleting solvent ( O D s ) use in Mexico. The management team includes the transnat iona l telecommunications corporation, Northern Telecom Limited, the Mexican Instituto Nacional de Ecologia (INE), the Mexican Chamber of Industries (CANACINTRA), Mexican industry, the Industry Cooperative for Ozone Layer Protection (ICOLP), and the United States Environmental Protection Agency ( E P A ) . The program demonstrates industry leadership in the protection and conservation of the global environment.

BACKGROUND

The Mexican governpent has embarked on an ambitious economic program based on the principles of sustainable development. Its economic growth depends on the successful integration of its economy into that of North America. The proposed North American Free Trade Agreement (NAFTA) with Canada and the United States is a critical component of that growth. In order to achieve and sustain free trade with Canada and the United States, Mexico must improve its environmental performance to neutralize arguments that Mexican companies compete unfairly by not meeting strict international environmental standards.

Mexico has shown its commitment to the environment and particularly to the protection of the ozone layer through reduction and elimination of chlorofluorocarbons (CFCs) and other chemicals that destroy the earth's protective ozone layer. It was the first country to sign the 1987 Montreal Protocol on Substances that Deplete the Ozone Layer (the Montreal Protocol). Moreover, in 1987, the Secretaria de Desarrollo Urbano y Ecologia (SEDUE, the Mexican environmental agency, which has since been restructured and is now named the Instituto Nacional de Ecologia or INE), commenced negotiations with nine industrial groups to control the production and use of ozone depleting substances on a voluntary basis. Agreements were reached with each organization.

The Mexican electronics and metal cleaning industry, however, required special attention. It accounted for some 400 tonnes of ODS usage and about 8,000 tonnes of methyl chloroform solvent use annually. It was imperative that cleaner technologies be found and implemented if the country were to meet its economic and environmental objectives.

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THE TECHNICAL SOLUTION

Northern Telecom had developed new methods for manufacturing its products without using ozone depleting solvents. As a result, the corporation successfully eliminated the use of all CFC-113 solvents in its worldwide operations, moving from an annual use of one million kilograms to zero within three years. Moreover, Northern Telecom adhered to the principles of sustainable development. Improving its performance and eliminating CFC-113 solvents cost the company $1 million, and saved $4 million.

Technology cooperation and sharing of expertise is consistent with Northern Telecom's commitment to environmental leadership. Its technology is adaptable to countries with differing environmental standards and manufacturing processes. In 1989 Northern Telecom, AT&T and the United States Environmental Protection Agency (US EPA) convened several major corporations to found a unique organization, the Industry Cooperative for Ozone Layer Protection (ICOLP). ICOLP is now a partnership of fourteen multinational corporations from North America, Europe and Japan, as well as governments, industry associations, research institutes, and others from the United States, Russia, Korea, Japan, Sweden, Mexico, Taiwan, and Turkey. Its mandate is to coordinate the open, worldwide exchange of non-proprietary information on alternative technologies, substances and processes for ozone depleting solvents. ICOLP sponsors seminars and workshops, and writes state-of-the-art technical manuals for publication and distribution worldwide by the US EPA. An on-line, computerized, international data base called OZONET was created by Northern Telecom for ICOLP. It has now been integrated into the United Nations Environment Programme (UNEP) OzoneAction database.

THE MEXICO TECHNOLOGY COOPERATION PROJECT

Mexico's Instituto Nacional de Ecologia, the US Environmental Protection Agency, and Northern Telecom developed the concept of a unique technology cooperation project that would take advantage of the strengths of government and business. An extension of this partnership was made to ICOLP members, who agreed to provide technical expertise when required.

The project is based on effective cooperation and participation:

INE provides the intersectoral coordination, and facilitates investment opportunities in modern technologies which will encourage participation in the project;

0 Mexican industry associations inform their membership of forthcoming events and encourage companies to participate;

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ICOLP provides experts, manuals and access to the OZONET database;

the US EPA provides its support in the development of the environmental control procedures; and,

Northern Telecom shares its experience in the implementation of the processes and technologies, as well as providing overall project management.

The project includes organizing technology workshops and seminars in areas of Mexico where there are concentrations of companies using solvents. Experts from the ICOLP member companies describe alternative technologies and processes and they are available to discuss specific applications of technologies with manufacturers and engineers from the Mexican companies. The project also provides for ICOLP experts to visit Mexican manufacturing facilities to advise on converting to new technologies. Mexican manufacturers are also offered opportunities to visit ICOLP member manufacturing facilities to see alternative technologies in operation.

The Montreal Protocol established a Multilateral Fund to provide financial assistance to companies in qualifying countries with their programs to buy new equipment that would allow elimination of the ozone depleting substances. Mexico is a qualifying country and the members of the project team assist Mexican companies develop proposals for submission to secure these funds.

Initial efforts focused on the Tijuana area in preparation for launching the project across Mexico. During 1991 and 1992 two workshops were held in Tijuana and ICOLP experts visited selected manufacturing plants. For most of the Mexican companies that attended the workshops the ozone depletion issue was new. Attendees indicated that the presentations were informative and the opportunity to talk first hand with experts on alternatives was an effective means to help them jump start their own programs for solvent elimination. As of mid-1993, more than 20 Tijuana companies had made a commitment to eliminate their use of ozone depleting solvents -- they confirmed their intentions in letters to INE.

In mid-1993, a first workshop was held for industry in Monterrey. For this workshop the services of the World Environment Center (WEC) were used. WEC is a non-profit, non-advocacy environmental organization, based in New York, and it had recently opened offices in Mexico City. WEC had launched a series of training seminars on environmental issues for industry throughout Mexico, including Monterrey. Because WEC had established a good list of contacts with Mexican industry, the partners in the solvent project

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agreed that WEC could be an effective organization to develop and conduct the Monterrey workshop. As a result of the workshop, and visits to selected companies before and after the workshop, Mexican companies were made aware of the need to implement conversion programs. One company is now preparing a request for funding and others have started their solvent reduction programs. Additional follow up with other companies is in progress.

The concept of workshops together with pre- and post-follow up visits is now being analyzed to determine its effectiveness and whether modifications to the concept are required before it is extended to other industrialized parts of the country such as Mexico City.

LESSONS LEARNED

To a large degree, the lessons learned in the Mexico project to date have formed the basis of this report. However, it is important to remember that what was successful or unsuccessful in this project may not be the same in other situations. Each situation is unique and requires a fresh perspective. Indeed, participants in the Mexican project are still learning as they try to maximize efficiencies and results.

In sum, key lessons from the Mexican project are:

select key partners and reach an early agreement on project objectives, methodology, and timetables;

establish ongoing and regular communications (i.e.. the Mexican project partners conducted regular teleconferences with minutes taken outlining issues, actions and responsibilities);

develop strength in a partnership by showing respect and taking the time to understand each individual situation and the difficulties that may arise;

adapt technology and methodologies to suit local needs;

ensure that all required levels of management of the participant organizations understand the project mission, the effort and resources required and that they agree with the objectives for the project; and,

understand that no project is without difficulties, and that these will arise as mandates and personnel change. Coping with these changes requires understanding and patience on the part of all participants.

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The most difficult phase of a project is when it moves from start-up to maturity, and a regular reassessment of project plans and methodology may be required.

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