The Alexanders’ as educators of art and design at all levels from grade school to the University, have been interested in the human environment, both natural and man-made for many years. The content of their work has reflected this awareness of the sustainable environment and its consequences in the twenty-first century.

As their knowledge of handcrafted paper and paper-based products made from non-wood fibers continued to flourish, they wanted to share this interest with others in a meaningful way. The first opportunity came in Jamaica with a grant from the Organization of American States. They eventually established fully operating papermaking centers in both Spanish Town and Kingston. The facilities use only indigenous fibers harvested by the papermakers for the products which are sold to the tourists and local customers.

This success with a cottage industry established entirely for the benefit of unemployed individuals led to opportunities in the Caribbean island of St. Lucia, Cairo, Egypt, and Iraq al Amir, Jordan. 

Through the past decade, the Alexanders have established a recommended consultation schedule that has proven to be effective.

1. Following initial inquiries and discussions, the Alexanders, as technical consultants, visit the proposed location (city/country) of the papermaking center. This visit is usually for a minimum of two weeks. During this time, they discuss the proposed papermaking project with authorities, agencies and prospective trainees; investigate the availability, quality, and quantity of natural fibers, and examine potential outlets for products. Possible sites and buildings are evaluated. If the project is determined feasible and the site is selected, plans for alterations, if necessary, lists of equipment and supplies with sources are prepared, and, if possible, plans for locally made equipment are provided. A tentative schedule is also prepared. All materials are presented in a bound report. The Alexanders can also assist with the writing of any funding proposals, particularly any technical, historical, or fiber information, although they cannot recommend or suggest funding sources, or guarantee success in the granting of funds.
2. When the site, equipment and supplies are in place, the technical consultants return for approximately 1&#frac12; to 2 months to do the initial training of novice papermakers, develop prototypes of products, and initiate marketing strategies. Usually trainees number from 10 to 20, depending upon the space available. This visit establishes procedures that should continue until the next visit.
3. A third visit by the technical consultants occurs about a year later during which the novice papermakers are on their own, developing their skills. The purpose of this third visit is to evaluate progress, provide additional training, and assist with the development of new products. New fibers and techniques are introduced. This third visit is vital as it strengthens the skills of the papermakers and permits adjustments of faulty and sloppy techniques.
4. Ideally, the growth of a small industry such as hand papermaking can take many forms. The center can be enlarged, more papermakers employed, larger production procedures with more equipment can occur. However, an expanded or satellite operation can be the most rewarding and could have a larger impact upon individuals, families and communities
   • The original papermaking center becomes the focus of the new industry.
   • The center is the collection and distribution point for all products of the area.
   • Papermakers could work at home with minimal equipment.
   • For example, they could collect their fibers, prepare them and then bring them to the center for beating (at a small cost), returning home to continue their production of paper and/or products.
   • With the center as the collection/distribution point, papermakers could then use all their time for production, not having to market their wares. The center might collect a small fee for handling the papermakers' products. The center could also assign production to specific papermakers as their skills dictate. And, importantly, quality control can be exercised by the center. All marketing and promotion is handled by the center.
   • Further, even separate portions of the papermaking process could be divided. For example, perhaps fiber collection and preparation is done by one individual or family, then these fibers are brought to the center for distribution (or purchase) by other individuals who need them. Thus several cottage industries can be established.
5. It is important to maintain frequent communication with the technical consultants during the times they are absent from the fledgling papermaking center in order to answer questions that occur, and monitor progress.