BEHAVIOR CHANGE IN Solid Waste Management A Compendium of Cases © 2023 International Bank for Reconstruction and Development / The World Bank 1818 H Street NW Washington DC 20433 Telephone: 202-473-1000 Internet: www.worldbank.org This work is a product of the staff of The World Bank with external contributions. The findings, interpretations, and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board of Executive Directors, or the governments they represent. The World Bank does not guarantee the accuracy, completeness, or currency of the data included in this work and does not assume responsibility for any errors, omissions, or discrepancies in the information, or liability with respect to the use of or failure to use the information, methods, processes, or conclusions set forth. 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Cover image: monstArrr_ | istock.com Behavior Change in Solid Waste Management: A Compendium of Cases Purpose and Audience Behavior Change in Solid Waste Management: A Compendium of Cases includes examples of impactful interventions to change behavior in solid waste management in a context of pressing need. Today the world faces unprecedented challenges in waste management while the The cases capture specific actions and approaches that influenced stakeholder state of the municipal waste management sector globally is a matter of concern. To behavior and brought improvements to a specific segment of the waste manage- reverse current trends related to waste generation, pollution, and resource manage- ment chain or a specific objective within the waste management sector. ment, active collaboration between the various waste actors including governments, civil society, and the private sector will be required along with sustained behavior An attempt has been made to present a geographically balanced distribution of change. countries across continents. Cases include low-, middle-, and high-income econo- mies and highlight examples in contexts that differ in level of capacity, resources, This compendium is designed to help decision-makers—including policy makers, pol- services, and objectives. icy professionals, and practitioners—investigate, understand, and respond to waste management challenges in their communities through interventions considering a behavioral science lens. The document contains short case studies that uncover and highlight where and what behavioral tools were applied along three main challenges, that is, getting peo- ple to generate less waste, getting people to use waste services, and getting people to be more sustainable with their waste. — iii — Behavior Change in Solid Waste Management: A Compendium of Cases Table of Contents Acknowledgments............................................................................................................................................................................................................................................................................................. 1 Abbreviations......................................................................................................................................................................................................................................................................................................3 List of Figures...................................................................................................................................................................................................................................................................................................... 5 List of Tables....................................................................................................................................................................................................................................................................................................... 6 1. Introduction and Reader’s Guide................................................................................................................................................................................................................................................. 7 1.1 A word on solid waste management ............................................................................................................................................................................................................................................ 8 1.2 Behaviorally informed policy and solid waste management.................................................................................................................................................................................................12 1.3 How should one use this compendium? ....................................................................................................................................................................................................................................20 1.4 Case selection...................................................................................................................................................................................................................................................................................21 2. A Compendium of Cases...............................................................................................................................................................................................................................................................22 2.1 Getting people to use waste services.........................................................................................................................................................................................................................................23 2.1.1 Increase willingness to pay for services..................................................................................................................................................................................................... 24 Tonga............................................................................................................................................................................................................................................................... 25 India.................................................................................................................................................................................................................................................................. 34 Nepal................................................................................................................................................................................................................................................................ 41 Tanzania........................................................................................................................................................................................................................................................... 47 2.1.2 Empower people to improve accountability................................................................................................................................................................................................. 54 Mali................................................................................................................................................................................................................................................................... 55 Morocco........................................................................................................................................................................................................................................................... 63 India.................................................................................................................................................................................................................................................................. 71 Jamaica........................................................................................................................................................................................................................................................... 77 Pakistan........................................................................................................................................................................................................................................................... 82 2.2 Getting people to be more sustainablewith their waste disposal........................................................................................................................................................................................87 2.2.1 Decrease littering (cigarette butts).............................................................................................................................................................................................................. 88 Australia........................................................................................................................................................................................................................................................... 89 2.2.2 Increase reusing and recycling..................................................................................................................................................................................................................... 96 — iv — Behavior Change in Solid Waste Management: Table of Contents A Compendium of Cases Argentina.......................................................................................................................................................................................................................................................... 97 Brazil.............................................................................................................................................................................................................................................................. 102 England.......................................................................................................................................................................................................................................................... 107 Hong Kong SAR, China.................................................................................................................................................................................................................................. 112 Indonesia....................................................................................................................................................................................................................................................... 118 Israel .............................................................................................................................................................................................................................................................. 126 Nepal.............................................................................................................................................................................................................................................................. 132 Republic of Korea.......................................................................................................................................................................................................................................... 137 Solomon Islands............................................................................................................................................................................................................................................ 143 2.2.3 Increase segregation of organic and other waste..................................................................................................................................................................................... 148 Romania ........................................................................................................................................................................................................................................................ 149 Indonesia....................................................................................................................................................................................................................................................... 157 Colombia........................................................................................................................................................................................................................................................ 167 Canada........................................................................................................................................................................................................................................................... 175 China ............................................................................................................................................................................................................................................................. 179 India................................................................................................................................................................................................................................................................ 185 Thailand......................................................................................................................................................................................................................................................... 189 2.3 Getting people to generate less waste......................................................................................................................................................................................................................................194 2.3.1 Change consumption and production behaviors..................................................................................................................................................................................... 195 Ireland............................................................................................................................................................................................................................................................ 196 Philippines .................................................................................................................................................................................................................................................... 202 Rwanda.......................................................................................................................................................................................................................................................... 210 United Kingdom............................................................................................................................................................................................................................................. 215 3. Discussion............................................................................................................................................................................................................................................................................................222 4. Recommendations..........................................................................................................................................................................................................................................................................233 5. Glossary.................................................................................................................................................................................................................................................................................................241 —v— Behavior Change in Solid Waste Management: A Compendium of Cases Acknowledgments This report was prepared by a team under the leadership of Kremena Ionkova and President and Initiator of Suiro program, Nawa Jeewan Jyoti Club, Hetauda SMC, Ailin Tomio, with important contributions from Emma De Roy, Sonakshi Yadav, Silpa Nepal; Wawan Some, Head of Zero Waste Community, Surabaya, Indonesia; S. E. Kaza, Jonathan George Karver, and Renos Vakis. Yasmin, Head of Lohjinawi, an environmental NGO based in Surabaya, Indonesia; Melik Masfiatin, Deputy Head of Wehasta, an environmental NGO based in Surabaya, Country case studies were developed by and with the valuable contribution of Indonesia; Karen Tindall, Principal Advisor, Behavioural Insights Team, Sydney, Dhundi Raj Pathak, Ankush Sharma, Bima Wicaksono, Eduardi Prahara, Zijing Niu, Australia; Czarina Constantino-Panopio—National Lead of No Plastics in Nature Nikola Doychinov, Mahamadou Sacko, Patrick Mathias, Khalid Muhammad, David Initiative, WWF Philippines; Pásztai Zoltán, General Manager, ECO Bihor, Romania; Lerpiniere, Jorge Luis Castaneda Nunez, Perinaz Bhada Tata, Thierry Martin, Yoon Edson Carr, Project and Planning Manager, NSWMA Jamaica; Brendan Twine, Ju Heo, Darci Campani, Rejane Costa De Oliveira Paredes, Zakarya Baicha, Faafetai Operations Manager, Mindarie Regional Council, Australia; Januka K. C., Section Sagapolutele, Ibrahim Ali Khan, Charis Lypiridis, Emanuela Monteiro, Patricia Gomes Head, Sanitation and SWM Section, Bharatpur MPC, Nepal; Dhurba Bhujel, Former de Araújo Pereira, Maria Antonia N. Tanchuling, Benedict Requejo, and Ali Abedini. Head of Environmental and Social Development Section, Hetauda SMC, Nepal; Bud Fraser, Senior Planning and Sustainability Engineer, Sustainability and Engineering The team thanks the following officials, academics, and experts for their valuable Campus and Community Planning, The University of British Columbia, Canada; contributions toward developing this publication: Béla Horváth, Mayor of Sălacea, Laxmi Pd. Bhandari, Senior Divisional Engineer, Bharatpur MPC, Nepal; Milton Clarke, Romania; Mina Kumari Lama, Mayor of Hetauda SMC, Nepal; Mahendra Prasad Environmental Specialist, Jamaica Social Investment Fund, Jamaica; Ashok Shahi, Paudyal, Acting Chief Administrative Officer, Bharatpur MPC, Nepal; Anaseini Team Leader, Project Management Team, Global Partnership for Output-Based Aid Manuopangai, Acting Director, Ministry of Tourism of Tonga; Omar Sweeney, project, Nepal; Phillip Morgan, Investigator, NSWMA, Jamaica; Meleoni Vakapuna, Managing Director, Jamaica Social Investment Fund, Jamaica; Vaine Kombe, Head Tourist Officer, Beautification Unit, Destination Development Division—Ministry of Environment and Sanitation Department, Moshi Municipal Council, Tanzania; Bhim of Tourism, Kingdom of Tonga; Narayan B. C., Fund Manager Specialist, Town Prasad Timalsina, Head, Social Development Section, Hetauda SMC, Nepal; Oro Development Fund, Nepal; Saima Shafique, WASH Consultant, Pakistan Ministry of Coria Lucas, Director- Environmental Management Department, Trelew, Argentina; Climate Change; Helen White, Special Advisor—Household Food Waste Prevention, Adam Schalimtzek, Head of International Relations Division, Israel Ministry of WRAP, United Kingdom; Er. Chanda Khadka, Environmental Engineer, Disaster Environmental Protection, Israel; Harshad Barde, CEO, SWaCH Cooperative, Management, SWM and Environment Section, Hetauda SMC, Nepal; Mallaye Sidibe, Pune, India; Sifaeli Tuluwene Kulanga, Acting Municipal Director, Moshi Municipal Manager, Ville Propre Economic Interest Group, Bamako, Mali; Alassane Diakite, Council, Tanzania; Saskia Restorick, Director, Hubbub United Kingdom; Panate Manager, GASE-Mali Economic Interest Group, Bamako, Mali; Moussa Diarra, Manomaivibool, Assistant Professor, Head of the Circular Economy for Waste-Free Manager Siguida Kanu Economic Interest Group, Bamako, Mali; Yam Lal Kandel, Thailand (CEWT) Research Center, the School of Science, Mae Fah Luang University, Ward Chairperson, Bharatpur MPC, Nepal; Dilli Ram Sapkota, Chairperson, Suiro pro- Chiang Rai, Thailand; Rupert Saville, Head, New South Wales Environment Protection gram, Bharapur MPC, Nepal; Laxmi Sapkota, Chairperson, Milan Sachetana Mahila Authority Litter Prevention Unit, Australia; Ganesh Kumar Shrestha, Founding Samuha, Bharatpur MPC, Nepal; Rajendra Timlsena, Chairperson, Gyan Darshan —1— Behavior Change in Solid Waste Management: Acknowledgements A Compendium of Cases TLO and Sirjanshil Aama Samuha, Bharatpur MPC, Nepal; Khem Raj Baral, Founding Coordinator for East Surabaya, Indonesia; Tarak Bdr K. C., Former Chairperson, Chairperson, Gyan Darshan TLO and Sirjanshil Aama Samuha, Bharatpur MPC, Gyan Darshan TLO and Sirjanshil Aama Samuha, Bharatpur MPC, Nepal; Ram Maya Nepal; Oscar Nicolás Echeverry, Profesional Universitario Aseo Empresa de Servicios Shrestha, Community Outreach Officer, Recycler Sathi, Creasion, Bharatpur MPC, Públicos de Cajicá S.A. E.S.P. Sanitary Collection Enterprise, Cajicá Colombia; Eliane Nepal; Ika Yudha Kurniasari, Founder of Bank Sampah Resik Becik, Indonesia; Joseph Chiuratto, Cleaning Manager, Curitiba Municipal Department of the Environment, Vicent Kimaro, Collection Point Site Supervisor—Manyema and Mbuyuni Markets, Brazil; Saha Dev Khadka, Supervisor, Private Waste Service Provider, Hetauda SMC, Moshi Tanzania; Members, Milan Sachetana Mahila Samuha, Bharatpur MPC, Nepal; Nepal; Chris Chung, Project Officer, New South Wales Environment Protection Members, Gyan Darshan TLO and Sirjanshil Aama Samuha, Bharatpur MPC, Nepal; Authority Litter Prevention Unit, Australia; Martinez Elgorriaga Luciana, Environmental Jayashree Rajbhandary, Program Associate, Global Partnership for Output-Based Aid Education Subprogram- Environmental Management Department, Trelew Argentina; Project, Lalitpur MPC, Nepal; Chiranjibi Yadav, Community Outreach Intern, Recycler Davies Sandra, Technical Team- Environmental Management Department, Trelew Sathi, Creasion, Bharatpur MPC, Nepal; Pratik Bajracharya, Community Outreach Argentina; Deepak Ghimire, Sanitation Supervisor, Hetauda SMC, Nepal; Tevita Intern, Recycler Sathi, Creasion, Kathmandu, Nepal; and Sujata Koirala, Community Toli, Vavau Branch Manager, Waste Authority Ltd, Kingdom of Tonga; Lola Liavaa, Outreach Intern, Recycler Sathi, Creasion, Kathmandu, Nepal. Administration Manager, Waste Authority Ltd, Kingdom of Tonga; Stalini Naufahu, IT & Projects Manager, Waste Authority Ltd, Kingdom of Tonga; Upendra Khanal, Global Funding for this publication was provided by PROBLUE, an umbrella multi-donor trust Partnership for Output-Based Aid Project Coordinator, Environment Section, Dhankuta fund, housed at the World Bank, that supports the sustainable and integrated devel- Municipality, Nepal; Pradeep Amatya, Global Partnership for Output-Based Aid Project opment of marine and coastal resources in healthy oceans. Coordinator, Environment Section, Lalitpur Metropolitan City, Nepal; Dipendra Bdr. Oli, Project Coordinator, Global Partnership for Output-Based Aid Project, Solid Waste Peer reviewers provided critical expert comments. The team is grateful to Frank van Management Technical Support Center, Nepal; Agustinus—Subdivision for Pollution Woerden, Marcus Lee, and Tasmia Rahman for their valuable guidance. Control, Surabaya Municipal Environmental Agency, Indonesia; David Kimario, Environmental Officer, Moshi Municipal Council, Tanzania; Hidaya Mwamtemi, This publication was developed under the general guidance of Bernice K. Van Ward Executive Officer—Bondeni Ward, Moshi Tanzania; Paulo Chageme, Health Bronkhorst, Global Director of the Urban, Land and Resilience Global Practice, and Officer, Bondeni Ward, Moshi Tanzania; Asri Hardini—Environmental Cadre Regional Luis-Felipe Lopez-Calva, Global Director of the Poverty and Equity Global Practice. —2— Behavior Change in Solid Waste Management: A Compendium of Cases Abbreviations 3R Reuse, Reduce, and Recycle IDIS Interfacing Development Interventions for Sustainability ASEAN ESC Association of Southeast Asian Nations Environmental Sustainable Cities IEC Information, Education, and Communication CBO Community-Based Organization IOC Intergovernmental Oceanographic Commission CCBPI Coca-Cola Beverages Philippines ISWA International Solid Waste Association CEO Chief Executive Officer IVL Indorama Ventures CEWT Circular Economy for Waste-Free Thailand KITA Kitakyushu International Techno-cooperative Association CGPM Clean Green Pakistan Movement KKPKP Kagad Kach Patra Kashtakari Panchayat CGS Community Green Station LGBTQ2S+ Lesbian, Gay, Bisexual, Transgender, Queer and Questioning, and Two Spirit CRC Citizens Report Card LIC Low-Income Country CRED Community Recycling and Economic Development LMIC Lower-Middle-Income Country CRZW Chiang Rai Zero Waste MCC Micro-Composting Center DANE National Administrative Department of Statistics MEF Mother Earth Foundation DRS Deposit Refund Scheme MoHUA Ministry of Housing and Urban Affairs ELA Collection for the Environment Recycling Corporation MSW Municipal Solid Waste EM Effective Microorganism MSWM Municipal Solid Waste Management EPA Environmental Protection Authority NGO Nongovernmental Organization EPC Sanitary Collection Enterprise (Empresas Públicas de Cajicá) NIMBY Not in My Backyard EPD Environmental Protection Department NSW New South Wales EPR Extended Producer Responsibility NSWMA National Solid Waste Management Authority EU European Union OECD Organisation for Economic Co-operation and Development FMCG Fast-Moving Consumer Good PAYT Pay-As-You-Throw GAIA Global Alliance for Incinerator Alternatives PGIRS Solid Waste Management Plan (Plan de Gestión Integral de Residuos Sólidos) GCP Green Containers Program PMC Pune Municipal Corporation GHG Greenhouse Gas PNDM National Municipal Solid Waste Management Program (Programme National des Déchets Ménagers) GIE Groupement d’Intérêt Economique RDF Refuse-Derived Fuel GPOBA Global Partnership for Output-Based Aid RFID Radio-Frequency Identification GREEN$ GREEN$ Electronic Participation Incentive Scheme ePIS SAR Special Administrative Region —3— Behavior Change in Solid Waste Management: Abbreviations A Compendium of Cases SEC Socio-Economic Class TLO Tole Lane Organization SGC Surabaya Green and Clean TPL Tonga Power Ltd SHG Self-Help Group TWB Tonga Water Board SIMBA Waste Bank Management Information System (Sistem Informasi Manajemen ULB Urban Local Body Bank Sampah) UNDP United Nations Development Programme SIREDD Regional Information System for the Environment and Sustainable UNEP United Nations Environment Programme Development (Système d’Information Régional de l’Environnement et du Développement Durable) VAT Value Added Tax SUP Single-Use Plastic VBWF Volume-Based Waste Fee SWaCH Solid Waste Collection Handling WABAs Waste Assessments and Brand Audits SWM Solid Waste Management WAL Waste Authority Ltd SWMTSC Solid Waste Management Technical Support Centre WFD Waste Framework Directive TDF Town Development Fund WRAP Waste and Resources Action Programme THAW Take Home Action on Waste   —4— List of Figures Figure 1 Waste hierarchy...........................................................................................................................................................................................................................................................................10 Figure 2 The circular economy with respect to waste management...............................................................................................................................................................................................10 Figure 3 Factors that influence decision-making.................................................................................................................................................................................................................................. 16 Figure 4 Flyer designed by Moroccan government as part of the communication and outreach plan for PNDM. ................................................................................................................ 66 Figure 5 Handover of a compactor truck to NSWMA.........................................................................................................................................................................................................................78 Figure 6 Capture from the CGPM website.............................................................................................................................................................................................................................................84 Figure 7 A Ballot Bin in London to collect cigarette butts...................................................................................................................................................................................................................91 Figure 8 Schematic of the NSW EPA’s Cigarette Butt Litter Prevention strategy...........................................................................................................................................................................92 Figure 9 The NSW EPA’s Waste and Sustainable Materials Strategy, which informs the Cigarette Butt Litter Prevention Program...................................................................................93 Figure 10 Sai Kung Town Recycling Store promoting the GREEN$ ePIS by providing double rewards upon deposit of certain recyclable products.....................................................115 Figure 11 Workers weighing deposited waste at a waste bank.........................................................................................................................................................................................................119 Figure 12 Members of Milan Sachetana women’s group of Ward No. 9, Bharatpur making handicrafts (upcycling) from used plastics .........................................................................134 Figure 13 Waste disposal kits provided to residents............................................................................................................................................................................................................................151 Figure 14 Communities are considered protagonists of Cajicá’s environmental campaigns......................................................................................................................................................169 Figure 15 Easy guides for source segregation of organic waste and use of bokashi...................................................................................................................................................................169 Figure 16 MCC, Kumbakonam..................................................................................................................................................................................................................................................................186 Figure 17 Levies collected through the scheme (2003–2019)...........................................................................................................................................................................................................198 Figure 18 Posters used during the 2023 Food Waste Action Week campaign...............................................................................................................................................................................217 Figure 19 Map detailing countries from which the 30 case studies were sourced........................................................................................................................................................................223 Figure 20 Behavior change process, as outlined by the World Bank’s Mind, Behavior, and Development Unit........................................................................................................................236 —5— List of Tables Table 1 Financial impact of waste management campaigns...........................................................................................................................................................................................................13 Table 2 Contextual mechanisms............................................................................................................................................................................................................................................................18 Table 3 Municipal-level SWM progress after the results-based payment scheme....................................................................................................................................................................... 45 Table 4 Examples of cases with low and medium to high costs...................................................................................................................................................................................................225 List of Boxes Box 1 Suggested publications on SWM.............................................................................................................................................................................................................................................11 Box 2 Primary environmental indicators published by observatories.......................................................................................................................................................................................... 65 Box 3 Behavioral tools used in the ‘Getting people to use waste services’ category..............................................................................................................................................................228 Box 4 Behavioral tools used in the ‘Getting people to be more sustainable with their waste disposal’ category.............................................................................................................229 Box 5 Behavioral tools used in the ‘Getting people to generate less waste’ category............................................................................................................................................................231 Box 6 A checklist for practitioners to use before applying behavioral insights........................................................................................................................................................................238 —6— Behavior Change in Solid Waste Management A Compendium of Cases Introduction and Reader’s Guide —7— © Halfpoint | istock.com Behavior Change in Solid Waste Management: Introduction and Reader's Guide A Compendium of Cases 1.1 A word on solid waste management1 Municipal solid waste (MSW), defined to include residential, commercial, and institutional waste,2 has increased over time and is projected to continue to grow. By 2050, in a business-as-usual scenario, the world is projected to generate 73 percent more MSW than in 2020. The in- crease will be driven by economic development, urbanization, and population growth. Given the rapid increase in quantities, significant global advances in waste management practices will be required to bring tangible improvements over the status quo. High-income countries produce the most waste per capita, where rising incomes in low-income and lower-middle-income countries, collection rates are 39 and 51 and consumption have been associated with higher waste generation. Going for- percent, respectively. Uncollected waste in LICs is typically managed independently ward, waste generation rates in most high-income countries are expected to either by households and is openly dumped, burned, or—less commonly—composted. remain stable or slightly increase. Middle-income countries, conversely, are projected Globally, 33 percent of waste is openly dumped. to see the largest increase in both per capita waste generation and total waste gener- ation. This waste generation will be driven by high levels of growth in both economic Individuals in developing country contexts are disproportionately affected by the activity and population. Urbanization will additionally contribute to this process as repercussions of the growing waste burden. Poor waste management practices have higher urban consumption patterns replace rural ones. Waste volumes are projected large environmental impacts and pose direct risks to human health. Waste burning to grow by more than 2.5 times for low-income countries (LICs) and nearly double for is a significant source of air pollution and emits fine particles dangerous to human middle-income countries. health. Littering and waste disposal through open dumping can lead to soil contam- ination and pollution of rivers, lakes, and underground water and of human living Impacts and opportunities environments. Waste discarded into drainage systems leads to blockages, creating risks of flooding and breeding grounds for disease. Significant risk is associated with Waste management varies widely among countries and between urban and rural landslides and fires at landfills and larger dumpsites. Dumpsites and landfills occupy areas. Collection rates are substantially higher in urban areas than in rural areas as valuable agricultural land and locating new sites for treatment and disposal facilities waste management has traditionally been an urban service. In lower-middle-income becomes increasingly difficult with growing levels of urbanization. Scattered dump- countries (LMICs), waste collection rates in cities are more than double those in rural ing also drives market and real estate values downward and negatively affects tour- areas. In high-income countries, collection rates are close to 100 percent. However, ism and local economic development. —8— Behavior Change in Solid Waste Management: Introduction and Reader's Guide / A Word on Solid Waste Management A Compendium of Cases Beyond significant local impacts, inadequately managed MSW is a major source Key principles and policy frameworks of marine litter and contributes to greenhouse gases (GHGs). Marine pollution and GHG emissions from the uncontrolled burning and disposal of municipal waste To harness these opportunities, waste management should be integrated across are now increasingly seen as major intruders on global public goods.3 Over 80 per- all levels of government. The governance framework for the sector should clearly cent of ocean plastics comes from unmanaged or poorly managed MSW on land.4 articulate institutional responsibilities; include adequate policies and financing; and Additionally, solid waste contributed an estimated 1.6 billion tons of CO2e of GHG proactively include community, public, and private stakeholders. emissions in 2016; about 5 percent of global emissions; and approximately 20 per- cent of global, human-related, methane emissions.5 Among the various principles in waste management (for example, polluter pays, affordability, proximity), the waste hierarchy principle is the most commonly adopted. Improved waste management practices provide significant benefits for community This concept places environmentally sound waste disposal at its base, with the pre- health, the environment, tourism, and land values. For instance, enhanced services ferred options of waste recycling, reuse, minimization, and avoidance above it (see and circular economy processes bring an increase in jobs and better waste man- Figure 1). The circular economy concept builds upon the hierarchy and highlights agement improves adaptation outcomes. Curbing methane emissions from waste business opportunities with circular loops rather than linear processes. It aims to offers an opportunity to slow global warming. Reducing leakage of plastics to world maintain the value of products and materials for as long as possible (see Figure 2). oceans is another international priority and part of the agenda to preserve the health of marine ecosystems. There is strong historical evidence that countries that have moved up the ‘hierarchy’ have done so over several decades. Countries in the upper echelons of the ‘hier- As cities and countries grow rapidly, governments need to develop systems to man- archy’ that are transitioning toward a circular economy—such as countries of the age their burgeoning waste volumes. This requires integrated waste management European Union (EU) and others—have introduced a comprehensive set of regula- systems across levels of government, clearly assigned institutional responsibilities, tions and economic instruments. These instruments stimulate policies underpinned adequate policies and economic incentives and financing, capacities for service by, among others, (a) elevated waste tariffs that cover the costs of treatment, (b) provision, and proactive inclusion of stakeholders including the informal sector. significant stakeholder participation and compliance, and (c) strict enforcement. As The recent move toward a circular economy and corresponding initiatives toward a result of such efforts, the treatment mix in these countries has evolved over time: resource efficiency and utilization signals willingness to shift toward waste preven- recycling and composting have been increasing while landfilling has been decreas- tion, minimization, and circularity. If a new social contract on consumption patterns ing. Importantly, for this compendium, the behavior of the various waste actors in and waste generation is accomplished and is endorsed and supported by economic these countries has also changed sustainably. It spans waste generators willing to players, industries, and manufacturers, waste generation rates may slow down. separate their waste and abstain from littering, waste operators willing to invest in However, even with appropriate infrastructure, institutions, regulations, and financ- separate equipment, product designers and manufacturers willing to apply eco-de- ing, changes in the environment will not materialize without meaningful changes in signs and/or recycled materials, the population at large exercising its ‘vote’ through how people generate and dispose of waste. Social, psychological, and cognitive ele- more sustainable consumption pattern where reuse, repair, and repurpose are being ments of human behavior can stall these changes. exercised. —9— Behavior Change in Solid Waste Management: Introduction and Reader's Guide / A Word on Solid Waste Management A Compendium of Cases FIGURE FIGURE 1 Waste hierarchy 2 The circular economy with respect to waste management Prevention Minimization Reuse Recycling Other recovery including energy recovery Landfill Controlled disposal Uncontrolled disposal Source: Global Waste Management Outlook, International Solid Waste Association (ISWA), United Nations Environment Programme (UNEP), 2015. Stakeholder participation and ‘social contracts’ respect to how, when, where, and to what degree they consume, dispose of, collect, and reuse products. This includes the quantity of food purchased; the amount of The waste management process involves a complex system with numerous stake- single-use plastics (SUPs) consumed; whether and how individuals recycle, reuse, or holders including businesses, governments, households, community organizations, compost waste; and how municipal actors handle waste volumes. As governments and waste pickers. This intricate network involves a myriad of behaviors. Actors and practitioners introduce waste-related policies, regulations, and systems, how across the waste management spectrum make countless decisions each day with individuals interact with the system will change as well. — 10 — Behavior Change in Solid Waste Management: Introduction and Reader's Guide / A Word on Solid Waste Management A Compendium of Cases Each participant engages with the waste management system in a unique way and BOX experiences different impacts from its design. While some stakeholders simply seek 1 Suggested publications on SWM dependable waste collection services in their neighborhood, others may depend on the waste management sector for their livelihoods and employment. The waste management system can be both a source of convenience and empowerment and Additional reading a source of marginalization. The success of waste management depends on stake- holder participation and the presence of a social contract with citizens. Waste man- Further readings related to governance aspects of the SWM sector, global agement systems are much more successful in contexts in which core stakeholders trends, technology and infrastructure, links between waste management and engage in and support waste policies and services. To be successful, waste man- global public goods, and considerations for reforms are available in companion agement initiatives require buy-in from waste generators, especially when it comes publications from the World Bank, which include the following: to source separation, infrastructure location, and changing of ingrained consump- tion behaviors. Stakeholder engagement requires not only adequate knowledge of ¢ Clean and low-carbon cities: the relationship between the solid waste man- processes and environmental impacts but also a positive perception of the waste agement sector and greenhouse gases (2022) management system as a whole. ¢ Bridging the Gap in Solid Waste Management: Governance Requirements for Results (2021) To excel, a local system needs to foster positive behaviors and help local govern- ¢ More Growth Less Garbage (2021) ments build a more equal and sustainable public service. By ensuring that the waste ¢ Management of Municipal Solid Waste: Approaches and Practices within management system serves all stakeholders, local governments may nurture a the World Bank (2020) widespread sense of ‘ownership’ of the waste management system that leads to ¢ What a Waste 2.0: A Global Snapshot of Solid Waste Management to 2050 positive social, environmental, and economic outcomes. The stakeholder engage- (2018) ment in waste management is multifaceted. It seeks to inform users of systems and ¢ Decision Maker’s Guides for Solid Waste Management Technologies (2018) processes, empower people and waste actors, obtain feedback, foster a sense of ¢ Municipal Solid Waste Management: A Roadmap for Reform for Policy belonging among residents, change their behaviors, and instill initiative and exercise Makers (2018) leadership. ¢ Financing Landfill Gas Projects in Developing Countries (2016) ¢ Sustainable Financing and Policy Models for Municipal Composting (2016) Solid waste management (SWM) is a critical aspect of planning sustainable and healthy cities (see Box 1). Behavioral science can offer useful tools to improve the functioning of relevant policies, programs, and initiatives, as discussed below. — 11 — Behavior Change in Solid Waste Management: Introduction and Reader's Guide A Compendium of Cases 1.2   Behaviorally informed policy and solid waste management Behavioral science combines knowledge from several disciplines—including psychology, economics, sociology, and anthropology—to under- stand how people make decisions. Policy makers can improve the design and implementation of initiatives by incorporating a deeper under- standing of behavior change into intervention frameworks. Policy makers’ toolkits have traditionally drawn on a ‘rational’ interpretation of human more sustainable waste-related behaviors. These include ingrained habits, insuffi- behavior. This perspective focuses on the role of deliberative decision-making, sug- cient knowledge of solutions,7 inconvenience,8 and time burdens. Similarly, structural gesting that people evaluate costs and benefits according to their personal values barriers, such as inadequate infrastructure, a lack of facilities, or high costs,9 can also and preferences for maximizing self-interest.6 Traditional policies appeal to an indi- undermine proper SWM behaviors. vidual’s understanding that ‘good’ behaviors are more convenient than ‘bad’ ones. Such policies disproportionately rely on information provision, assuming that knowl- Behavioral scientists have investigated how different factors affect decision-making. edge alone is sufficient for behavior change. However, human decision-making is Behavioral tools ranging from low-cost procedural changes to broader, more struc- imperfect and influenced by biases, emotions, and institutional and group contexts. tural, policy strategies arise from that work. Although some are new to the public This affects decision-making, behaviors, and consequently public service delivery policy sphere, many have been used alongside traditional policies for years. In the outcomes. context of SWM, behavioral tools can make it easier for residents to avert food waste (for example, through different package labeling); improve SWM service delivery (for What is meant by waste management behaviors? example, by allowing residents to provide feedback); and increase rates of source segregation (for example, by charging households lower SWM fees if they partici- Sustainable waste management interventions are predicated on lasting behavior pate), among other applications. change. These behavior changes may involve shifts in waste generation (for example, consumption and production patterns), waste sorting (for example, source segrega- Several studies have investigated waste-related behaviors to better understand tion and reusing), waste treatment and disposal (for example, recycling), or engage- the main factors that drive sustainable decision-making. For example, scientists ment with the waste system (for example, willingness to pay for waste services). in Scotland and Northern England examined the impact of social norms on recy- Despite their intentions, numerous barriers may impede individuals from adopting cling behaviors. They found that neighbor participation in recycling activities (setting — 12 — Behavior Change in Solid Waste Management: Introduction and Reader's Guide / Behaviorally informed policy and solid waste management A Compendium of Cases out a recycling box) increased household participation.10 Another study found that by behavioral tools, uptake of public policies can be improved. In addition, some of high attachment to the neighborhood, community spirit, and peer pressure between these traditional policy instruments may not be appropriate to local contexts where households contributed to higher participation rates. In terms of reduction behav- 11 widespread dumping and burning of waste are still high. In such environments, a iors, researchers found that switching a university’s default option to double-sided well-functioning system of waste collection and controlled disposal needs to be in printing reduced paper consumption. 12 Finally, with respect to reducing littering place as a foundation for other policies such as landfill taxes or extended producer behavior, researchers found that providing feedback on littering rates decreased the responsibility (EPR). In such environments where it may be early to apply advanced practice. Most of these studies come from high-income countries or small-scale 13 policy instruments, socially driven behavior change becomes especially relevant. interventions that have not been replicated in developing countries. To provide a holis- tic account of waste-related interventions, the compendium has included only a few TABLE studies of this type. Further, the authors have selected small-scale interventions or 1 Financial impact of waste management campaigns14 those from high-income countries with highly transferrable elements. Insights from these studies provide a helpful backdrop from which future efforts in resource-con- Campaign That… Results in financial impact through strained environments can learn. Encourages people to recycle Increased volume of material capture leading to more and recycle correctly higher income from the sale of those materials Increased material quality and purity that Given the high costs of waste management services, government officials may hes- increases the value of materials recovered Savings from avoided disposal costs, where itate to allocate funding to behavior change initiatives. However, adequate funding is financial disposal is costly central to plan, design, test, roll out, evaluate, and adjust successful initiatives. Public Motivates people not to dump Reduced municipal operating costs agencies should provision such funding in budgets and view it as an integral compo- waste illegally or drop litter Reduced healthcare costs through fewer nent of waste management systems (see Table 1). Similarly, the capacity of admin- dumpsites and healthier living conditions Beautification leading to increased tourism and istrations to design and develop behavior change programs should be an area of inward investment focus. Professional expertise and the involvement of practitioners along with behav- Preserves real estate and land ,market values ior change scientists will be determinants of success. This is especially relevant if Wins buy-in for new waste Fluid and timely delivery of infrastructure, treatment facilities and unhindered by protests and public resistance the ambition is to transition up the waste hierarchy and progressively implement infrastructure more challenging practices toward waste minimization and changed consumption Reduces the amount of waste Reduced waste management operations and patterns. that people generate disposal costs Reduced utilization of land for waste Much of the needed behavior change will be driven by policy and regulation, includ- Builds trust between the public Higher and more consistent user fee payments and the private sector Enhanced public participation in planning efforts ing policies promoting landfill diversion (for example, landfill taxes or landfilling quo- Encourages citizen feedback Early resolution of overflowing containers, litter, tas), recycling and recovery (for example, dedicated targets, standards for recycled and improper dumpsites material, eco-design requirements), waste prevention and minimization (for exam- Efficient and acceptable services designs that encourage participation and payment ple, green procurement, product taxes, and product bans), and voluntary schemes and philanthropic efforts around social responsibility and environmental action. However, relevant literature has shown that when traditional tools are accompanied — 13 — Behavior Change in Solid Waste Management: Introduction and Reader's Guide / Behaviorally informed policy and solid waste management A Compendium of Cases This compendium sheds light on how behavioral tools have implicitly or explicitly intervention, behavioral tools, and preconditions and challenges and (b) briefs, cases guided a subset of SWM interventions to implement policies or steer policy out- where the authors summarized the intervention, main findings, and behavioral tools. comes. The compendium includes case studies that target behavior change across The authors retrieved information about each case through a thorough desk review different segments of the waste management system, from households to operators of online materials and discussions with sector practitioners. The authors validated and public and private sector actors. and expanded the preliminary findings with local experts. This included visits to most of the featured countries and cities as well as interviews with local stakeholders How were cases selected? (for example, public officials, private service providers, development partners, local think tanks, behavioral scientists, representatives of nongovernmental organizations A thorough analytic process was followed to select the cases. First, a broad survey [NGOs], and informal sector associations active in waste management). A full list of existing literature and interviews with practitioners working across geographic of consulted officials and stakeholders is included in the Acknowledgments sec- regions was carried out, resulting in a list of more than 60 potential cases. Second, 15 tion. Given the parameters for case selection, the authors analyzed each case study the authors narrowed the search guided by the following criteria: (a) cases should through a behavioral science lens, uncovering and highlighting where behavioral represent countries of all income levels and geographies, with a focus on develop- tools were applied. The analysis did not span the entire waste flow chain but focused ing (low- and middle-income) economies; (b) cases should focus on comprehensive on the segment where the intervention was made. This means that in some cases public policy initiatives rather than small-scale experiments; and (c) cases must improved waste management practice was achieved (for example, an increase in have been implemented and have demonstrated positive results. In constraining this waste segregation or reduction in littering) while the residual waste continued to be review to cases with positive results, practitioners can gain a sense of where, how, disposed of in an environmentally unsafe manner (for example, in unsanitary dis- and for whom certain approaches have been successful. posal sites). While all cases include behavioral aspects, the majority did not intention- ally apply behavioral tools or adopt a behavioral science perspective. Further, most In the third round, the authors prioritized the most relevant cases and sorted them into cases did not use impact evaluations to assess policy outcomes. two groups: (a) deeper-dive cases where the authors delved more thoroughly into the While the case studies cover a variety of approaches and results achieved worldwide, they are not meant to be directly emulated as best or recommended practices but rather to provide illustrative examples that can inform locally driven design. It should also be emphasized that some of the case studies captured in this document showed positive results but had limited impact at scale, over time, or with respect to sectorwide change. Additionally, some interventions were difficult to sustain due to an insufficient enabling environment, lack of or insufficient financing, or declining support from local officials and agencies. Similarly, some of the interventions were developed and implemented by nongovernmental actors, the sus- tainability of which was difficult once the program or initiative was discontinued. — 14 — Behavior Change in Solid Waste Management: Introduction and Reader's Guide / Behaviorally informed policy and solid waste management A Compendium of Cases This document presents 30 cases from different countries and regions. Fourteen years, the base year may be well in the past. To acknowledge the baseline sit- cases correspond to low- and lower-middle-income countries, seven cases to uation, population numbers are provided before the intervention. The recent or upper-middle-income countries, and nine cases to high-income countries. These current population size is provided in the endnotes, as applicable. cases cover the regions of Europe and Central Asia (four cases), East Asia and ¢ Decisions and actions: Relevant stakeholder and/or government actions to im- Pacific (ten cases), South Asia (six cases), Sub-Saharan Africa (three cases), Middle prove the SWM situation in response to challenges identified in the ‘Context and East and North Africa (two cases), North America (one case), and Latin America and description of challenges’ section. Caribbean (four cases). The authors developed deeper-dive cases for Mali, Morocco, ¢ Reference case study: This section is present in eight case studies. It includes Colombia, Indonesia, India, Romania, and Tonga—specifically, one case per geo- a summary of one or more interventions that complement that described in the graphic region as well as for Oceania. These cases included one LIC, three LMICs, embedded case study. two upper-middle-income countries, and one high-income country. ¢ The design: Outline of the intervention and highlights of its behavioral compo- nents. This is the first publication trying to capture global examples of SWM in one loca- ¢ What behavioral tools are present in this initiative? Behavioral tools used tion, using a behavioral lens. Some data limitations were present due to the longevity across the relevant categories, namely social and motivational, financial, and of interventions and cases covered, many of which were in developing or emerging system design mechanisms. Briefs contain descriptions of prominent behavioral economies and resource-constrained circumstances. Nonetheless, the compen- tools used. Deeper-dive cases contain descriptions of all behavioral tools used. dium is extensive with respect to the availability of data and comprehensive storyline ¢ Preconditions and challenges: This section is included only in the deeper-dive of events. case studies. It outlines factors that created an enabling environment for the in- tervention and facilitated its success. It also highlights issues that stakeholders Case studies are presented chronologically. They include the following sections: faced during the intervention’s implementation. ¢ Results: The intervention outcomes and impact. As applicable, it may include ¢ Case summary: Brief description of the intervention and relevant outcomes. the most recent state of the SWM system. ¢ Challenge statement: Relevant SWM policy challenge pre-intervention. ¢ Complementary actions to consider: Suggestions practitioners could consider ¢ Context and description of challenges: The SWM situation and relevant gov- if they develop analogous interventions. ernment action before the intervention, with reference to behavior change. It ¢ Want to know more? Links to the intervention or governing authority, should should be noted that since some of the cases developed and evolved over many readers wish to gain additional information. The cases are presented through a behavioral science lens. They capture specific actions and approaches that influenced stakeholder behavior and brought improvements to a specific segment of the waste management chain. For example, if a case improved proper waste disposal, the case describes the activities and relevant results within the disposal aspect of the waste flow chain; it does not trace the waste to its intermediary or final treatment and disposal sites nor does it describe the overall waste sector system in terms of technical, environmental, social, financial, policy, or institutional system setup and practice. — 15 — Behavior Change in Solid Waste Management: Introduction and Reader's Guide / Behaviorally informed policy and solid waste management A Compendium of Cases Each case study includes an icon to denote the primary stakeholder group targeted, although cases may target multiple stakeholders in practice. Stakeholder groups corre- spond to the following categories and icons: Service provider Government (either government or Private sector Waste generator private sector) Cases targeted these stakeholders to modify how waste was generated and/or man- convenience of waste disposal, for instance, affects whether households participate aged, the design and/or delivery of SWM services, and how stakeholders interacted in waste programs.21 with the SWM system. The (inter)personal context considers the myriad factors that affect individual The behavioral framework used behaviors and decision-making, including cognitive biases,22 personal norms,23 and Actors rarely behave purely rationally as traditional economic models assume nor FIGURE do they make decisions in isolation. Multiple factors influence the decision-mak- 3 Factors that influence decision-making ing process that underpins pro-environmental behavior. 16 Individual and collective waste-related behaviors are influenced by the economic, environmental, and (inter) Rules personal contexts in which they occur (Figure 3).17,18 These contexts—which often Economic Taxes interact—can affect the extent to which individuals engage with and participate in Bans Incentives waste management systems.19 Urban Prominence In the economic context, legal instruments, such as plastic bans and taxes, encour- Reminders Environment Convenience age proper actions and discourage sanctioned ones. These tools are often included Ease in policy makers’ traditional toolkits. Economic instruments play an important role in both pre- and post-consumer ends of the waste cycle. However, without complemen- Values tary measures, they can be insufficient to drive sustained behavior change in waste Individual & Expectations management. Interpersonal Emotions In the urban environment sphere, contextual factors such as the location of waste infrastructure and the design of goods and services guide us to act in certain ways. The physical environment can be particularly helpful to change habits—such as waste disposal—which become reflexive behaviors once established.20 The perceived Source: Adapted from the Social Ecological Model of Behavior Change — 16 — Behavior Change in Solid Waste Management: Introduction and Reader's Guide / Behaviorally informed policy and solid waste management A Compendium of Cases motivations.24 In tandem, the influence of our leaders and our society’s defining to influence behavior and choices. These mechanisms include behavioral tools norms also affect how individuals make decisions.25 One of the most influential ele- such as social norms, framing, and messengers. ments is how groups behave and the people individuals admire behave. Exposure to (c) System design mechanisms influence environmental contexts. Tools in this- the decisions of individuals can influence other’s behavior, such as one’s willingness category refer specifically to changes to the physical environment in which de- to recycle. 26 cisions are made. These changes can either make the desired behavior easier to accomplish or make the undesired behavior more difficult. This mechanism By the same token, practitioners can influence waste-related behaviors by making includes behavioral tools such as default options, environmental cues, process modifications to the aforementioned contexts. The compendium draws on the dom- simplifications, and accessible services. inant contexts in which decision-making occurs (economic, urban environment, and The mechanisms are not mutually exclusive. Certain mechanisms may be more [inter]personal) to group behavioral tools. This makes it easy to apply behavioral tools suited to specific situations and will depend on the barriers impeding behavior within programs. These contexts translate into the following mechanisms: change. Behavioral science tries to understand the most influential aspect when pro- moting a certain message, product, service, or public policy. As there are often multi- (a) Financial mechanisms influence economic contexts. Behavioral tools in this ple barriers to pro-environmental behavior, these mechanisms are meant to coalesce category create extrinsic motivations for behavior change. Positive, negative, or to collectively guide behavior change. One can use these mechanisms to guide man- randomly assigned incentives each have different influences on behavior. The agement activities and inform their use of behavioral tools. In waste management authors acknowledge the rich discussion among behavioral scientists regarding programming, practitioners can decide which mechanisms best suit their needs and paternalism and consciously chose to include tools within this category that which behavioral tools to test. influenced but did not mandate behaviors. The compendium includes both tradi- tional tools and variations recommended by behavioral science. In this way, tools What behavioral tools were used? such as material rewards and negative incentives—while considered traditional policy tools—are included as these tools attempt to influence but do not coerce Using the methodological framework, the authors investigated each case study behavior. In doing so, the compendium aligns with published frameworks on through a behavioral lens, uncovering a suite of applied behavioral tools. The authors influencing behavior such as the Behavioural Insights Team’s EAST and MIND- then grouped these tools under their relevant contextual mechanism (see Table 2). SPACE.27,28 Practitioners are encouraged not to rely on such tools exclusively. Table 2 contains a brief definition of each tool and an illustrative example of its appli- (b) Social and motivational mechanisms influence individual and interpersonal cability. For more information and links to relevant research, please visit the Glossary. contexts. Tools in this category may target an individual’s social networks and their personal motivations or highlight the expectations or actions of their peers — 17 — Behavior Change in Solid Waste Management: Introduction and Reader's Guide / Behaviorally informed policy and solid waste management A Compendium of Cases TABLE 2 Contextual mechanisms Social and motivational What does it mean? How one could apply it? Framing How choices or information is presented Media billboards which highlight the cost savings of making smarter choices and reducing unnecessary organic waste Social comparison Denoting the performance of identity groups in reference to that of their peers Regional authorities rank municipalities on their waste collection rates Social norms Collectively held beliefs about a given behavior A municipality deploys signs highlighting that the majority of residents frown upon discarding cigarette butts on the street Creating accountability Making behaviors observable and holding actors responsible for their conduct Independent agents verify the service quality of waste collection providers Emotional appeals Leveraging positive (for example, pride, hope) or negative (for example, fear) A town uses a mascot to relay waste-related messages and praise residents for emotions to direct actions contributing to a clean environment Feedback Providing individuals with information on their performance Households receive letters with the quantity of food they throw out each month Messengers Using ordinary citizens (for example, block leaders) or influential figures (for The town priest encourages parishioners to engage with the waste example, celebrities, religious figures, government officials) to deliver information management system and teaches them about source segregation Gamification Adding game-like elements into programming A points system that rewards residents for waste-related activities Nonmaterial rewards Individuals receive symbolic rewards for performing certain behaviors Residents receive public recognition for being a ‘waste champion’ Financial What does it mean? How could one apply it? Material rewards Individuals who perform certain behaviors receive cash or material items that Households are entered into a lottery if they pay waste collection fees on time have monetary value Negative incentives Fines or penalties incurred for failing to comply with outlined regulations or rules Authorities issue fines to residents who litter Appealing to loss Drawing on predisposed tendencies to avoid losing something (for example, A municipality allocates payments to households for proper use of waste aversion money), the disappointment of which is greater than the comparable joy of services and rescinds them if households reach a set measure, for example, gaining that same item quality of segregated organic waste System design What does it mean? How could one apply it? Accessible services Convenient services or infrastructure Communal collection points located nearer residents, to reduce distance from house to containers Timely messages Verbal or written reminders about a behavior Stickers on waste bins that indicate which products are permissible Defaults Preset options that are selected if an actor does nothing A municipality automatically enrolls households into a source segregation program. Residents must opt out if they are unwilling to participate. Salience Increasing the prominence of information or items Attractive and engaging media campaigns Physical cues Features of the environmental context which elicit certain behaviors Waste authorities deploy smaller residual waste bins and larger recycling bins to households to deter unnecessary landfilling Simplifying behaviors Streamlining information and/or increasing the ease of performing a behavior A municipality distributes waste bins to households to make source and decisions segregation easier to execute Foot in the door A small request is followed up by a larger request A municipality asks residents to participate in a survey on waste-sorting behavior. They follow up with a request for residents to sort their waste over a defined period. — 18 — Introduction and Reader's Guide 1.3  How should one use this compendium? This compendium provides an easy and interactive tool to simplify the search for waste management policy initiatives and behavior change tools in response to policy initiatives. It is intended to inform and benefit the design of waste management projects by offering case studies and a menu of behavior change initiatives. When using this compendium, the reader should consider two questions: 1. 2. What is the main policy challenge? What is the policy objective? Cases are divided according to three challenges (cases can have Cases are subdivided into six specific objectives (cases can have more multiple challenges): than one objective but here we only reference the main objective): a) Getting people b) Getting people to c) Getting people a) Change consumption and production behaviors (four cases) to generate less use waste services to be more b) Increase willingness to pay for service (four cases) waste e.g., the Tongan sustainable with e.g., Ireland government their waste e.g., c) Increase reusing and recycling (nine cases) implemented a incorporated waste Cajicá, Colombia levy on single-use fees into electricity provided citizens d) Empower people to improve accountability (five cases) plastics to deter bills to increase with green bins e) Increase segregation of organic and other waste (seven cases) consumption payment and a pre-treating material to increase f) Increase proper disposal of cigarette butts (one case) organic waste segregation — 19 — Behavior Change in Solid Waste Management: Introduction and Reader's Guide / How should one use this compendium? 1.4  Case selection A Compendium of Cases To review cases, readers should click the following figures. Recommended cases will pop up in each category. The available information and the behavioral tools used could be analyzed as needed. 1. Click one of these Getting people to Getting people to be Getting people to three diagrams to use waste services more sustainable with generate less waste select a challenge: their waste disposal 2. From the array of Increase willingness to pay Reduce littering (cigarette Change consumption and objectives that pop for services butts) production behavior up, click the desired objective. Empowering people to Increase reusing and improve accountability recycling Increase segregation of organic and other waste — 20 — Behavior Change in Solid Waste Management: Introduction and Reader's Guide / How should one use this compendium? A Compendium of Cases Endnotes 15 Geographic regions include all six continents. 16 Steg, L., & Vlek, C. (2009). Encouraging pro-environmental behaviour: An integrative review 1 Unless indicated otherwise, this section draws on several earlier World Bank publications, and research agenda. Journal of Environmental Psychology, 29, 309–317. doi: 10.1016/j. including World Bank. (2021). Bridging the gap in solid waste management: Governance jenvp.2008.10.004 requirements for results; Kaza, S., S. Shrikanth, S., & Chaudhury, S. (2021). More growth less 17 McLeroy, K. R., Bibeau, D., Steckler, A., & Glanz, K. (1988). An ecological perspec - garbage. World Bank; World Bank. (2018). What a Waste 2.0 ; World Bank. (2022). Clean and tive on health promotion programs. Health Education Quarterly,15(4), 351–377. doi: low-carbon cities: The relationship between the solid waste management sector and green- 10.1177/109019818801500401 house gases. Technical Brief; World Bank. (2020). Management of municipal solid waste: Approaches and practices within the World Bank. 18 Sallis, J. F., Owen, N. & Fisher, E. B. (2008). Ecological models of health behavior. In K. Glanz, B.K. Rimer, & K. Viswanath (Eds.), Health behavior and health education: Theory, research, 2 In line with the definition of MSW given by the Organisation for Economic Co-operation and and practice, (4), 465–486. Jossey-Bass. Development (OECD), Eurostat, United States Environmental Protection Agency (US EPA), and the ‘What a Waste 2.0’ report produced by the World Bank (2018). 19 Mintz, K. K., Henn, L., Park, J., & Kurman, J. (2019). What predicts household waste manage - ment behaviors? Culture and type of behavior as moderators. Resources, Conservation and 3 World Bank. (2021). Bridging the gap in solid waste management: Governance requirements Recycling, 145, 11–18. doi: 10.1016/j.resconrec.2019.01.045 for results. World Bank, Washington, DC. 20 Cheng, X., Long, R., & Yang, J. (2022). Interactive effects of two-way information and per- 4 Ocean Conservancy. (2015). Stemming the tide: Land-based strategies for a plastic free ceived convenience on waste separation behavior: Evidence from residents in eastern ocean. Ocean Conservancy, McKinsey Center for Business and Environment. China. Journal of Cleaner Production, 374, 134032. doi: 10.1016/j.jclepro.2022.134032 5 United Nations Environment Programme and Climate and Clean Air Coalition. (2021). Global 21 Cheng, X., Long, R., & Yang, J. (2022). Interactive effects of two-way information and per- methane assessment: Benefits and costs of mitigating methane emissions. UNEP, Nairobi. ceived convenience on waste separation behavior: Evidence from residents in eastern 6 Thaler, R. H. (2016). Behavioral economics: Past, present and future. American Economic China. Journal of Cleaner Production, 374, 134032. doi: 10.1016/j.jclepro.2022.134032 Review, 106, 1577–1600. doi: 10.1257/aer.106.7.1577 22 Juárez Ramos, V. (Ed.). (2018). Analyzing the role of cognitive biases in the decision-making 7 Heidbreder, L. M., Bablok, I., Drews, S., & Menzel, C. (2019). Tackling the plastic problem: A process. IGI Global. review on perceptions, behaviors, and interventions. Science of the Total Environment, 668, 23 Onel, N., & Mukherjee, A. (2017). Why do consumers recycle? A holistic perspective encom - 1077–1093. passing moral considerations, affective responses, and self-interest motives. Psychology 8 Beitzen-Heineke, E. F., Balta-Ozkan, N., & Reefke, H. (2017). The prospects of zero-pack- and Marketing, 34, 956–971. doi: 10.1002/mar.21035 aging grocery stores to improve the social and environmental impacts of the food supply 24 Busemeyer, J. R., Townsend, J. T., & Stout, J. C. (2002). Motivational underpinnings of utility chain. Journal of Cleaner Production, 140, 1528–1541. in decision making. Emotional cognition: From brain to behaviour, 197–219. 9 Massoud, M., Lameh, G., Bardus, M., & Alameddine, I. (2021). Determinants of waste man - 25 Cialdini, R. B., Kallgren, C. A., & Reno, R. R. (1991). A focus theory of normative conduct: A agement practices and willingness to pay for improving waste services in a low-middle theoretical refinement and reevaluation of the role of norms in human behavior. Advances income country. Environmental Management, 68(2), 198–209. in Experimental Social Psychology, 24, 201–234 10 Tucker, P. (1999). Normative influences in household waste recycling. Journal of Environ- 26 Shaw, P. J. (2008). Nearest neighbour effects in Kerbside Household Waste Recycling. mental Planning and Management, 42(1), 63–82. doi: 10.1080/09640569911307 Resources, Conservation and Recycling, 52, 775–784. doi: 10.1016/j.resconrec.2007.11.004 11 Harder, M.K., Woodard, R., & Bench, M.L. (2006). Two measured parameters correlated to 27 Service, O., Hallsworth, M., Halpern, D., Algate, F., Gallagher, R., Nguyen, S., Ruda, S., Sand - participation rates in kerbside recycling schemes in the UK. Environmental Management, ers, M., Pelenur, M., Gyani, A., Harper, H., Reinhard, J., & Kirkman, E. (2014). EAST: Four 37(4), 487–495. doi: 10.1007/s00267-004-0124-8 simple ways to apply behavioural insights. The Behavioural Insights Team. Retrieved from 12 Egebark, J., & Ekström, M. (2016). Can indifference make the world greener? Journal of https://www.bi.team/wp-content/uploads/2015/07/BIT-Publication-EAST_FA_WEB.pdf Environmental Economics and Management, 76, 1–13. doi: 10.1016/j.jeem.2015.11.004 28 Dolan, P., Hallsworth, M., Halpern, D., King, D., & Vlaev, I. (2010). MINDSPACE: influencing 13 Sibley, C. G., Liu, J. H. (2003). Differentiating active and passive littering: A two-stage process behaviour for public policy. Cabinet Office. Retrieved from https://www.bi.team/wp-con- model of littering behavior in public spaces. Environment and Behavior, 35(3), 415–433. tent/uploads/2015/07/MINDSPACE.pdf 14 World Bank. (2021). Bridging the gap in solid waste management: Governance requirements for results. World Bank, Washington, DC. — 21 — Behavior Change Behavior in Solid Change in Management WasteManagement: Solid Waste Introduction and Reader's Guide / How should one use this compendium? Compendium of A Compendium A Cases of Cases A Compendium of Cases — 22 — © Goxy89 | istock.com Behavior Change in Solid Waste Management: Introduction and Reader's Guide / How should one use this compendium? A Compendium of Cases 2.1   Getting people to use waste services RETURN TO CASE — 23 — SELECTION 2.1.1 Increase willingness to pay for services Nepal India Tanzania Tonga RETURN TO CASE — 24 — SELECTION Recycling station boxes, Tonga. © dane-mo | istock.com Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to use waste services in Tonga Objective: Increase willingness to pay Case Summary The Kingdom of Tonga introduced several methods to increase SWM payments. The waste authority incorporated SWM fees into water bills, employed special col- lection agents, and introduced prepaid waste bags. When these actions did not have the desired effect, the waste management authority (Waste Authority Ltd [WAL]) integrated waste fees with residents’ electricity bills. Complementarily, the authority launched an extensive outreach campaign, provided a free trial period for waste collection, and conducted payment enforcement. These tactics success- fully increased residents’ willingness to pay for SWM services. In response, the bill collection rate rose from 40 percent to approximately 85 percent over seven years. As revenues increased, authorities continually improved and expanded SWM oper- ations. WAL currently provides regular waste collection and disposal services to 96 percent of the population across five main islands. — 25 — Behavior Change in Solid Waste Management: Getting people to use waste services in Tonga A Compendium of Cases Challenge statement and increasing operating costs, WAL struggled to maintain SWM infrastructure and equipment. The SWM service quality subsequently deteriorated. Revenue increased Irregular SWM services dissuaded households from paying monthly SWM fees. Most marginally from 11 percent in 2007 to 25.4 percent in 2011. WAL was forced to rely residents burned or openly dumped their waste. on government subsidies and donor organizations for financial support. This unsus- tainable financial model threatened SWM operations in Tonga.11 In response, WAL Context and description of challenges revamped its SWM fee collection strategy to simultaneously improve customer sat- isfaction and increase the SWM fee recovery rate. These efforts are the subject of The Kingdom of Tonga (2006 population: 101,991) is a small nation made up of 1 the current case study. over 170 islands in the Pacific Ocean. As residents’ lifestyles changed and tourism grew, the country increasingly relied on packaged and imported goods. These factors Decisions and actions increased waste generation levels beyond the island’s disposal capacity.2 In 2005, Tonga’s per capita waste generation rate was approximately 0.4 kg (not including In 2011, WAL launched a joint billing system to collect SWM fees. The system inte- the tourism sector) and most residents lived on the main island of Tongatapu, which grated SWM fees into water bills to increase cost recovery rates. SWM fees for house- generated 67 percent of the total waste. At the time, the Ministry of Health provided 3 holds and commercial entities remained unchanged. This initiative alone improved SWM services, which were restricted to Tongatapu’s capital city. Residents who sub- the collection rate from 20 to 40 percent in urban regions.12 However, the main gov- scribed paid TOP 20 (USD 8.50) per month per household for weekly collections.4 ernment water supply delivered by the Tonga Water Board (TWB) covered only urban Roughly 12 percent of urban residents used this service due to its irregularity while areas. Additionally, only a subset of urban residents had water meters and could use others subscribed to a private contractor. Most urban residents, however, did not see the joint wastewater billing system. Rural communities had a separate water supply. waste as a priority.5 About 75 percent of households burned their waste as they felt These factors made it difficult to collect waste fees from households that did not it was the easiest option. Ingrained norms further dissuaded proper waste disposal 6 have water meters. Second, it was difficult for WAL to obtain details of and follow up practices.7 with nonpaying residents.13 In 2005, the national government made changes to the SWM system in Tongatapu. Between 2013 and 2015, WAL improved its waste infrastructure (management, It codified the new system through the Solid Waste Management Act which estab- 8 equipment, and facilities) after receiving funding from the Asian Development Bank. lished a new public organization, Waste Authority Ltd. (WAL), to provide SWM ser- In 2014–2015, WAL tried to increase fee payments from rural residents by introduc- vices. Within the new system, households paid TOP 10 (approximately USD 5) per ing prepaid stickers and waste bags. These prepaid items were voluntary. By 2015, month for collection services, and commercial entities paid a variable monthly rate waste collection services covered 65 and 25 percent of urban and rural households, of TOP 17–128 (approximately USD 8.5–64.0) based on size. To increase recovery 9 respectively. Despite improvements, many rural households did not receive SWM rates, WAL collaborated with local women’s groups, to which it paid a 10 percent services. Additionally, among those that did, many residents chose not to pay. In the commission to collect residents’ monthly SWM payments. However, urban resi- absence of enforcement measures for nonpayments, cost recovery declined over dents did not see these groups as legitimate and were disinclined to pay. WAL also time.14 ran awareness-raising campaigns with little effect.10 With a limited customer base — 26 — Behavior Change in Solid Waste Management: Getting people to use waste services in Tonga A Compendium of Cases In 2016, WAL upgraded the payment system. In collaboration with the local power The design distribution authority, Tonga Power Ltd (TPL), WAL launched a joint electricity-waste bill modality. Under this new system, WAL integrated waste fees into the electricity WAL provided weekly door-to-door commercial, residential, and industrial (for non-pro- billing system. The electricity supply covered the entire country, including the outer cess waste) collection services across Tongatapu. Residents disposed of waste in islands which rectified the coverage issues experienced under the waste-water billing containers or plastic bags and placed these vessels curbside or on raised platforms system.15 TPL provided regular information to WAL on payment compliance issues, for collection.20 Donor organizations provided financial assistance toward landfill which improved enforcement. TPL received 3.5 percent of the total waste fee col- 16 development as well as technical assistance to WAL on waste treatment site manage- lected as a commission from WAL.17 ment.21 Revenues collected through the user fee system supported daily SWM oper- ations (wages, fuel, truck repairs, and communication campaigns). In 2018, waste In 2019, WAL increased monthly collection fees for households (TOP 15 or USD 6.6 collection and landfill operation costs amounted to TOP 42 per ton (approximately per month) and commercial entities (TOP 50–800 or USD 22–352). In 2020, WAL USD 19 per ton) and TOP 17.7 per ton (approximately USD 8 per ton), respectively. expanded its waste management services and user fee model to the outer island group of Vava’u and later to Haapa`I and ’Eua islands.18 WAL’s service improvements and revised fee collection mechanism were key to increasing residents’ willingness to pay. Clients had to pay all parts of their electricity bills to avoid disconnection. Residents were regularly updated on their monthly fees REFERENCE CASE STUDY and were required to cover any missed payments as lump sums. Before disconnec- Simplifying waste payments in Georgia tion, WAL scheduled a follow-up consultation and issued a formal warning notice after 12 consecutive months of nonpayment. Utility services are typically provided at the individual household level at a defined address. If municipal waste services are billed in a similar manner In concert with the introduction of the joint billing system with TPL, WAL launched (that is, per household), then customer databases can be linked. A waste a communication campaign (Clean Green Tonga) across television, social media, fee can then be added to and separately identified on each utility bill. The radio, web, and print mediums.22 The communication campaign focused on advantages of this approach are its administrative simplicity once data- improving waste management practices in schools, communities, and busi- bases are linked, convenience for customers, and the potential for high fee nesses. WAL also conducted educational workshops and provided information to collection ratios. Disadvantages are that administrative costs can be high primary and high school students on waste collection, disposal, and treatment. To relative to the amount of revenue collected, linking relatable databases is deter waste burning and improper disposal, WAL, the police, and the Ministry of complex, and clients are limited to the clients of the utility company. For Environment officers issued warnings and conducted in-person visits to offenders. example, in Tbilisi, Georgia, each household had to pay a waste collection In the years following the rollout of this new system, WAL continued to engage the fee per kilowatt of electricity consumed by the household each month. public on cleanliness and waste management. It also created a feedback mecha- After adding the waste fee to the electricity bill, revenues from the munici- nism to allow residents to comment on service delivery and offer suggestions for pal waste collection in Tbilisi for years before 2015 reached a fee collection improvements.23 ratio of 92 percent, the best outcome of all municipalities in the country.19 — 27 — Behavior Change in Solid Waste Management: Getting people to use waste services in Tonga A Compendium of Cases In 2018, Tonga’s Ministry of Tourism created Masani Connect competitions in vil- In 2020, WAL expanded operations beyond Tongatapu, starting with the outer lages across Tonga. The competitions ran throughout each calendar year with exten- island group of Vava’u. Residents of Vava’u had experience with waste collection sive participation from villages across the main and outer islands. The competition under the earlier Japanese Waste Project (JPRISM I). Given this experience, public assessed villages against several criteria, three of which pertained to cleanliness and awareness on waste-related topics among Vava`u residents had improved. Before proper waste disposal. Villages frequently organized cleanup events to score highly expanding SWM services, WAL held public meetings and launched an outreach pro- on these criteria. Other criteria related to properly contained animals, the presence of gram through radio campaigns25 and information booths at local events.26 WAL also home gardens, the abundance of indigenous plants, and the upkeep of vacant lots. invited respected cultural, religious, and government leaders to community consul- A national task force—consisting of individuals from the Ministry of Internal Affairs, tations and workshops to get their buy-in. WAL then worked with these influential the Ministry of Tourism, the Department of Environment, and the Ministry of Health figures to increase residents’ support for the new paid waste collection system. -assessed villages against the slated criteria. In December, governors of each island Complementarily, WAL provided free weekly residential waste collection services for presented prizes to the top three villages from each island during an award cere- six months with the understanding that payment was going to be phased in. Similarly, mony. The remaining villages received consolation prizes.24 businesses received one free month of services. Under this model, residents could experience the superior service quality of paid-for and better-funded SWM. Clean Green Tonga represented at Tonga's International Day for Disaster Risk Reduction. © Avalaoetau Stalin Naufahu, Clean Green Tonga — 28 — Behavior Change in Solid Waste Management: Getting people to use waste services in Tonga A Compendium of Cases What behavioral tools are present in this initiative? SYSTEM DESIGN MECHANISMS SOCIAL AND MOTIVATIONAL MECHANISMS Simplifying behaviors and decisions: Decreasing hassles associated with Social comparison: The literature suggests that social comparisons and service payments can increase uptake.27 In the present case study, waste relative ranking systems can elicit competitive behavior.31 The Ministry authorities coupled SWM collection fees with utility bill payments. This system of Tourism held annual competitions to increase community cleanliness increased the ease with which residents and businesses could pay for basic and grassroots SWM engagement. Each competition ran from January to services. Residents did not have to contend with multiple payment services or systems. December each calendar year. During the 2021 competition, 61 villages in Tongatapu, 26 in Vava’u, 19 in Haapai, 4 in Niuatoputapu, 15 in ’Eua, and 40 in Vava’u participat- Foot in the door: Individuals are more likely to comply with a larger request ed.32 The competitions assessed villages on both waste-related and other criteria. The if they first agree to a small request.28 In the current case study, residents former assessed villages on visible cleanliness (presence of litter and improper waste in Tonga’s outer island groups lacked experience with paid waste services. disposal), proper waste storage areas, and clean roadsides. The National Task Force The waste management authority offered an introductory period of free of the Masani Connect visited and inspected villages two to three times annually. The weekly collection services. Residents on Vava’u received six months of free SWM ser- Masani Connect competition and other cleanup initiatives influenced public perception vices. Residents on Haapai and Eua islands received 10–11 months of free services. and engagement on SWM.33 During this time, residents experienced the quality of pay-for-use waste services. This experience increased residents’ receptivity to the revised SWM system and their willing- Messengers: Individuals are greatly influenced by the individual who con- ness to pay when WAL subsequently introduced fees. veys information. In the current case study, community leaders (governors and nobles), religious figures, town officers, and women and youth helped Salience: Attractive and eye-catching campaigns can increase citizen increase residents’ support for SWM services.34 At community meetings, engagement. WAL used a multipronged outreach campaign to increase leaders encouraged residents to support WAL. Town and District Officers coordinated willingness to pay. WAL ran advertisements and signage through the Clean community meetings to promote government-supported programs (that is, waste man- Green Tonga campaign to encourage residents to take ownership of their agement). Women and youth (50 individuals per village) led cleanup activities. Religious communities and do their part to keep them clean. The organization also ran television figures regularly spoke to their church members about proper SWM behaviors during ads, social media campaigns, and a fortnightly radio program on the environment and their sermons. After the new payment system was in place, community groups, leaders, health.29 WAL’s social media page was influential in promoting public awareness of SWM and schools continued to play a key role in relaying important information on pollution. services. WAL used social media to provide up-to-date information on SWM services (for example, schedule changes). WAL ran mass media campaigns on specific waste-related Feedback: In certain contexts, feedback can be an effective tool to pro- topics, including waste burning, illegal dumping and littering, unpaid waste service fees, mote positive waste management behaviors.35 WAL created a feedback and sanitation. mechanism where residents could comment on service delivery and offer suggestions. The public could submit feedback via phone, WAL’s social Accessible services: Access to convenient infrastructure can be a strong media page, or written letters. WAL’s social media pages allowed the public to quickly determinant in whether or not an individual performs a given behavior.30 In and efficiently communicate with WAL. It also allowed WAL staff to quickly address any the Kingdom of Tonga, WAL provided weekly door-to-door collection ser- issues and complaints, for instance, regarding damaged waste bins. vices to residential, commercial, and industrial entities. — 29 — Behavior Change in Solid Waste Management: Getting people to use waste services in Tonga A Compendium of Cases Creating accountability: Studies suggest that an individual’s desire to main- tain a good public image leads to socially acceptable behaviors, especially when those behaviors are observable.36 At the end of every month, TPL Preconditions and challenges provided WAL with details of customers who paid their waste fees. WAL contacted customers who did not pay to remind them of their obligation.37 Additionally, » Strong leadership played a role in WAL’s success. The public was re- authorities held residents liable for improper waste disposal. WAL used information con- sponsive to WAL’s Chief Executive Officer (CEO) and his team of mo- tained in discarded or burned waste to identify residents. WAL, the police, and Ministry of tivated staff. Residents perceived these individuals as hard-working Environment officers then issued written warnings to residents who illegally dumped or officials committed to improving public cleanliness. This perception burned their waste. They also conducted frequent home visits to offending residents to extended to residents’ positive impressions of WAL more broadly. confirm that they cleaned up their waste. This system ensured that residents were held accountable for their SWM practices and obligations. It also deterred future grievances. » Multistakeholder collaboration was a cornerstone of the interven- tion’s success. TPL, the Ministry of Environment, the Ministry of FINANCIAL MECHANISMS Health, the Ministry of Tourism, the Water Authority, and donors came Negative Incentives: In select cases, penalties can promote positive waste together to operationalize this initiative. For instance, the integrated management behavior. Specifically, residents’ perceived certainty of receiv- electricity fee hinged on a collaboration with TPL. Donor investments ing a penalty can affect their behavior.38 The present case study applied supported WAL’s development of proper infrastructure and helped this tool in a traditional way. TPL disconnected residents’ electricity if procure equipment to improve service quality. they did not pay mandatory fees—including SWM fees—for 12 months. Residents were required to make up lost payments. This penalty system encouraged residents to pay for » The initiative benefited from strong political will. Government minis- waste services. ters and politicians actively supported changes in Tonga’s waste man- agement landscape. These actors also held residents accountable for Material rewards: In certain contexts, monetary incentives can promote improper behavior. The Ministry of Environment, Ministry of Health, the uptake of positive SWM behaviors.39 The present case study applied and Police collectively enforced littering and illegal dumping. this tool in a traditional way. Annual Masani Connect competitions offered prizes to incentivize residents’ participation. Each island awarded mone- » Tonga experienced some challenges in increasing payment compli- tary prizes to the top three villages. In 2021–2022, the top-ranked large villages received ance. The Kingdom used an iterative approach and cycled through TOP 4,000 (USD 1,706), the second-ranked villages received TOP 3,000 (USD 1280), and multiple interventions to increase fee recovery rates. These included the third-ranked villages received TOP 2,000 (USD 853). Small villages received TOP using women’s groups as collection agents, incorporating waste bills 3,000 (USD 1,280), TOP 2,500 (USD 1,067), and TOP 2,000 (USD 853) for the first, second, and third place, respectively. The remaining participating villages each received TOP 800 into residents’ water bills, and using prepaid waste bags and bins. (USD 340) as consolation prizes.40 — 30 — Behavior Change in Solid Waste Management: Getting people to use waste services in Tonga A Compendium of Cases Results Complementary actions to consider By redesigning its fee collection system and upgrading MSW services, WAL created a successful SWM model. The joint billing system increased WAL’s capacity for ser- » Landfilling continues to be commonplace, both in Tonga and elsewhere. vice delivery. In 2022, waste collection covered 100 percent of households on the In addition to performing waste collections, practitioners may also con- island of Tongatapu (relative to 20 percent in 2006), 94 percent on Vava’u, 63 percent sider incorporating behaviorally informed strategies to increase waste on Haapai, and 100 percent on ‘Eua.41 WAL’s reliable and convenient SWM services minimization and reuse. Such practices would reduce the landfill bur- increased residents’ compliance and payment of SWM fees. As of 2018, SWM fee den and transition toward more desirable environmental practices. recovery rates in both rural and urban regions of Tongatapu increased to approxi- Practitioners could use local volunteers or survey instruments to under- mately 85 percent (relative to baseline levels of 40 and 12 percent in urban and rural stand barriers to this transition. These results may help governments areas, respectively).42 The fee recovery rate also exceeded 70 percent on the outer develop evidence-based strategies. island of Vava’u.43 Revenue collected through household and commercial waste fees made up the majority (97.6 percent) of WAL’s annual budget.44 Complementary ini- » Ingrained waste behaviors can be difficult to shift if they disrupt the tra- tiatives have similarly attracted widespread public support. In 2021–2022, Masani ditional way of doing things. Governments may consider co-opting the Connect competitions garnered village participation rates of 75–90 percent.45 support of women—who are often disproportionately responsible for waste management activities—or other influential community members In 2022, WAL introduced a source segregation (recycling/organic waste) initiative as change agents. to the main island and is currently exploring its expansion to the outer islands. The 46 national government is also considering a graduated fee system that corresponds to electricity consumption. Want to know more? Tonga Combined Utilities Business Plan 2018-2022 CHOOSE ANOTHER — 31 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to use waste services in Tonga A Compendium of Cases Endnotes 17 Waste Authority Ltd. (2022). Annual report 2022. Government of Kingdom of Tonga. 18 Katayama, H. (2022). Waste management service expansion to outer islands. J-PRISM. 1 Statistics Department Tonga. (2008). Tonga 2006 census of population and housing. Vol Retrieved from https://www.sprep.org/sites/default/files/documents/publica - 1: Administrative report and basic tables. Kingdom of Tonga, Nuku’alofa, Tonga. Retrieved tions/%E3%80%90FIN%E3%80%91_JPRISM_Good_Practice_Tonga_web.pdf from https://tongastats.gov.to/document-library/#6-24-2006 Waste Authority Ltd. (2020). Annual report 2019–2020. Government of the Kingdom of Population in 2021: 100,179, Source: Tonga Statistics Department. (2021). Population and Tonga. housing factsheet 2021. Kingdom of Tonga. 19 World Bank. (2021). Bridging the gap in solid waste management: Governance requirements 2 Lutui, V. (2001). Waste management practices, perceptions and attitudes in Tonga. Univer- for results. World Bank, Washington, DC. sity of Wollongong, Australia. Retrieved from http://ro.uow.edu.au/theses/2897 20 J-PRISM II. (2022). Solid waste management country profile: Tonga. SPREP, Samoa. 3 Lal, P., & Takau, L. (2006). Economic costs of waste in Tonga. IWP-Pacific Technical Report Retrieved from https://library.sprep.org/sites/default/files/2022-08/0722_Jprism_C-pro - (International Waters Project) no. 33. ISBN: 978-982-04-0353-6. Retrieved from http:// file03_Tonga_fix.pdf www.globalislands.net/userfiles/tonga_3.pdf 21 Based on information received from Lola Liavaa Tonga, Administration Manager, WAL. 4 Ibid. (February 14, 2023). 5 Prescott, N., Palaki, A., Tongia, S. & Niu, L. (2007). Household survey and waste characteriza- 22 Waste Authority Ltd. (2016). Annual report FY2015–2016. Government of the Kingdom of tion for Nukuhetulu, Tonga. IWP-Pacific Technical Report (International Waters Project) no. Tonga. 54. SPREP, Samoa. 23 Waste Authority Ltd. Annual report 2016, 2018, 2019. Government of Kingdom of Tonga. 6 Lal, P. & Takau, L. (2006). Economic costs of waste in Tonga. IWP-Pacific Technical Report 24 Based on information received from Anaseini Manuopangai, Acting-Director, Ministry of (International Waters Project) no. 33. Retrieved from http://www.globalislands.net/user- Tourism, Tonga (February 02, 2023). files/tonga_3.pdf 25 Katayama, H. (2022). Waste management service expansion to outer islands. J-PRISM. 7 Šrot, N. (2010). Social Learning and Waste Management: A Tongatapu Case Study. Lund Retrieved from https://www.sprep.org/sites/default/files/documents/publica - University, Sweden. Retrieved from https://library.sprep.org/sites/default/files/65_6.pdf tions/%E3%80%90FIN%E3%80%91_JPRISM_Good_Practice_Tonga_web.pdf 8 Act 11 of 2005: Waste Management Act. Kingdom of Tonga. Retrieved from http://www. 26 Waste Authority Ltd. (2019). Annual report 2018–2019. Government of the Kingdom of pacificsoe.org/tonga/wp-content/uploads/2016/11/Waste-Managment-Act-2005.pdf Tonga. 9 Based on information received from Stalini Naufahu, IT & Projects Manager, WAL (February 27 Sunstein, C. R. (2013). Simpler: The future of government. Simon & Schuster, New York. 13, 2023). 28 Sternthal, B., Scott, C. A., & Dholakia, R. R. (1976). Self-perception as a means of personal 10 Šrot, N. (2010). Social learning and waste management: A Tongatapu case study. Lund Uni - influence: The foot-in-the-door technique. ACR North American Advances. versity, Sweden. Retrieved from https://library.sprep.org/sites/default/files/65_6.pdf 29 Waste Authority Ltd. (2017). Annual report 2016–2017. Government of Kingdom of Tonga. 11 Asian Development Bank. (2011). Nuku'alofa Urban Development Sector Project: Draft Design and Monitoring Framework. RRP TON 42394-22. ADB, Philippines. 30 Prime Minister’s Strategy Unit. (2002). Waste Not, Want Not: A strategy for tackling the waste problem in England. Crown, Great Britain. 12 Waste Authority Ltd. (2017). Annual report FY2016–2017. Government of the Kingdom of Tonga. 31 Klege, R. A., Visser, M., Datta, S., & Darling, M. (2022). The power of nudging: Using feedback, competition, and responsibility assignment to save electricity in a non-residential setting. 13 Based on information received from Stalini Naufahu, IT & Projects Manager, WAL (February Environmental and Resource Economics, 81, 573–589. doi: 10.1007/s10640-021-00639-w 13, 2023). 32 Based on information received from Meleoni Vakapuna, Tourist Officer, Beautification Unit; 14 Waste Authority Ltd. (2017). Annual report FY2016–2017. Government of the Kingdom of Destination Development Division, Ministry of Tourism, Tonga (March 20, 2023). Tonga. 33 Based on information received from Anaseini Manuopangai, Acting-Director, Ministry of 15 Based on information received from Stalini Naufahu, IT & Projects Manager, WAL (February Tourism, Tonga (February 02, 2023). 13, 2023). 34 Based on information received from Stalini Naufahu, IT & Projects Manager, WAL (February 16 Based on information received from Tevita Toli, Vava’u Branch Manager, WAL (February 12, 13, 2023). 2023). — 32 — Behavior Change in Solid Waste Management: Getting people to use waste services in Tonga A Compendium of Cases 35 Schultz, P. W. (1999). Changing behavior with normative feedback interventions: A field exper- 41 Waste Authority Ltd. (2022). Presentation of JPRISM activities. Government of Kingdom of iment on curbside recycling. Basic and Applied Social Psychology, 21(1), 25–36. doi: 10.1207/ Tonga. s15324834basp2101_3 42 Waste Authority Ltd. (2018). Annual report FY2017–2018. Government of Kingdom of Tonga. 36 Ekström, M. (2012). Do watching eyes affect charitable giving? Evidence from a field experi - 43 Katayama, H. (2022). Waste management service expansion to outer islands. J-PRISM. ment. Experimental Economics, 15(3), 530–546. Retrieved from https://www.sprep.org/sites/default/files/documents/publications/%E3%80% 37 Based on information received from Tevita Toli, Vava’u Branch Manager, WAL (February 12, 90FIN%E3%80%91_JPRISM_Good_Practice_Tonga_web.pdf 2023). 44 Based on information received from Stalini Naufahu, IT and Projects Manager, WAL (February 38 Hao, M., & Xu, S. (2023). The impact of penalty on residents’ waste separation behavior: A 13, 2023). moderated mediation model. Polish Journal of Environmental Studies, 32(2), 1145–1158. doi: 45 Based on information received from Meleoni Vakapuna, Tourist Officer, Beautification Unit: 10.15244/pjoes/156789 Destination Development Division, Ministry of Tourism, Tonga (March 20, 2023). 39 Abila, B., & Kantola, J. (2019). The perceived role of financial incentives in promoting waste 46 Waste Authority Limited. (2023). Business Plan (Final) 2018–2022. In Combine Utilities Busi- recycling—Empirical evidence from Finland. Recycling, 4 (1), 4. doi: 10.3390/recycling4010004 ness Plan 2018–2022. Government of Kingdom of Tonga. 40 Based on information received from Meleoni Vakapuna, Tourist Officer, Beautification Unit; Destination Development Division, Ministry of Tourism, Tonga (March 20, 2023). — 33 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to use waste services and be more sustainable with their waste disposal in India Female waste collector in Pune, India. © Brodie Lewis Main objective: Increase willingness to pay Other objectives: Increase source segregation of organic and other waste; increase reusing and recycling Case Summary The city of Pune worked with informal workers to improve the city’s waste management system and working conditions of waste pick- ers. Following an agreement between the Solid Waste Collection Handling (SWaCH) cooperative of pickers and the municipality, SWaCH established door-to-door waste collections and charged users a monthly fee (approximately USD 1) for the service. The municipality launched an extensive outreach campaign to encour- age compliance with waste management collections. Regular service delivery encouraged residents to engage with the SWM sys- tem. Payment compliance and source segregation within served areas increased to almost 100 and 50 percent, respectively. Pune is an excellent example of integrating the informal sector with munic- ipally run MSW services. — 34 — Behavior Change in Solid Waste Management: Getting people to use waste services and be more sustainable with their waste disposal in India A Compendium of Cases Challenge statement Decisions and actions Waste collection in Pune was irregular and primarily carried out through commu- In 2005, Pune initiated a two-year pilot program to bridge its municipal service deliv- nal bin collections by the municipality. The system made way for improper dumping ery gap. It established door-to-door waste collection services for 125,000 house- and did not facilitate separation at source. Informal waste workers scavenged for holds, with support from the KKPKP and the local university. The pilot simultaneously recyclables from the city’s communal bin waste storage areas and landfills to earn provided more formalized work for 1,500 informal waste workers.8 The pilot required a living. households to segregate waste into recyclable and organic streams.9 KKPKP work- ers charged households a monthly fee for waste services (Rs 5–40 or USD 0.1–0.9). Context and description of challenges They tailored the user fee to household income, which they retained in full. Pune (2006 population: 3 million)1 is one of the largest cities in the state of In 2008, the KKPKP established a member-owned waste cooperative called Solid Maharashtra. In 2007, residents generated 0.4 kg of MSW per capita per day. 2 Waste Collection Handling (SWaCH). Women made up the majority of cooperative Informal workers were prevalent at waste storage areas within the city as well as its members.10 The municipality signed a legal agreement with SWaCH to formalize its open dumpsites and landfills. A registered trade union, called the Kagad Kach Patra work in the SWM system. Thereafter, SWaCH managed all waste collection including Kashtakari Panchayat (KKPKP), was engaged with organizing the informal workers the source-separated recyclables while the municipality managed secondary waste who recovered valuable recyclables. Owing to their work and the prevailing social collection, disposal, and treatment. The municipality gave SWaCH collection and pro- hierarchy, the general population often marginalized waste pickers.3 tective equipment and provided social security benefits.11 In 2000, the national government introduced the Municipal Solid Waste (Management In 2017, Pune introduced SWM bylaws mandating household source segregation.12 and Handling) Rules to curb open dumping and improve public cleanliness. The 4 In 2018, Pune introduced additional SWM charges (INR 100–500 or USD1.5–7.5 rules mandated door-to-door collections, source segregation, and recycling.5 In the depending on property value)13 to cover waste treatment and disposal costs. Pune absence of a dedicated SWM department and sufficient institutional capacity, Pune collected these through property taxes. Over the years, SWaCH gradually increased could not comply with the national rules by expanding the service it had been pro- waste collection fees. As of 2022, SWaCH workers charged households INR 50–75 viding. Its door-to-door waste collection services reached only 7 percent of the city. 6 (USD 0.7–1.0) and commercial institutions INRR 150 (USD 2). The municipality sub- Additionally, as Pune did not charge fees for SWM services, it could not recoup costs.7 sidized collection fees for informal areas.14 The State of Maharashtra set a 2007 deadline for cities to submit implementation The design plans to achieve full door-to-door collections. Further guidance encouraged cities to engage cooperatives or women’s groups as service providers. This deadline gave Councils at the ward and kothi (neighborhood) levels governed SWaCH activities. Pune the impetus to look into ways to improve its SWM services and provide a better These councils regulated collections, managed workers, and sustained the coopera- platform for informal waste workers. tive.15 Councils included cooperative members and members from the local munic- ipal authority. SWaCH coordinators (one for every two kothis) supported outreach — 35 — Behavior Change in Solid Waste Management: Getting people to use waste services and be more sustainable with their waste disposal in India A Compendium of Cases with and mediated discussions among local stakeholders (waste pickers, municipal To foster accountability, SWaCH workers and municipal staff monitored areas prone actors, and households). They also managed the collection of household waste and to open dumping.24 They intercepted the practice and gave residents a waste collec- user fees.16 The cooperative operated a helpline to address citizens’ concerns on tion schedule to promote better waste behaviors.25 waste collection and disposal. It established a separate helpline for SWaCH workers (related to health, education, and so on).17 Under the door-to-door collection model, residents were expected to segregate their dry (recyclable) and wet (organic) waste. During door-to-door waste collection ser- vices, SWaCH workers provided hands-on demonstrations, pamphlets, and verbal instructions to teach households how to segregate their waste at source.18 This con- stant communication strategy and regular engagement underpinned the SWaCH model and humanized waste collection. SWaCH workers collected waste daily from households using pushcarts.19 They sold the recyclable waste to local dealers as a secondary source of income. Workers deposited organic and residual waste in community bins or handed it directly to municipality-operated waste collection trucks.20 The municipality provided SWaCH with sheds to further segregate waste. The workers also facilitated household and commercial organic waste composting. SWaCH charged households a monthly fee for collection services. To sensitize households, Pune held regular neighborhood meetings with citizens and SWaCH members.21 Influential figures such as elected representatives and municipal coun- selors also led door-to-door outreach campaigns. The campaigns centered around users’ willingness to pay. Municipal staff members followed up with in-person visits to households that failed to pay the collection fees.22 SWaCH ran educational and outreach activities to promote compliance with the revised SWM system. The government provided financial and administrative sup- port. For example, media outlets (for example, social media campaigns, video mes- saging, movie theater advertisements, and billboards) disseminated messaging around source segregation.23 SWaCH and municipal staff collectively organized cleanup activities. They focused manpower on areas with frequent open dumping. Batteries for recycling in New Delhi, India. ©Radiokafka, Dreamstime.com — 36 — Behavior Change in Solid Waste Management: Getting people to use waste services and be more sustainable with their waste disposal in India A Compendium of Cases What behavioral tools are present in this initiative? SYSTEM DESIGN MECHANISMS SOCIAL AND MOTIVATIONAL MECHANISMS Simplifying behaviors and decisions: Individuals must have easy access Messengers: Research suggests the identity of the person delivering a to information, presented in simple and concrete terms.26 SWaCH created message can affect whether individuals are receptive and how they ulti- easy-to-understand infographics to encourage proper waste segregation. mately behave.30 In the present case study, authority figures (local elected These pamphlets included types of waste (that is, wet, dry, hazardous, and representatives, municipal counselors, and PMC staff) and change agents sanitary) and materials that fall into each category. (SWaCH staff) led outreach campaigns. Municipal authority figures relayed messaging around the city’s regulations and administrative guidelines. Pune trained waste pickers Accessible services: Access to convenient waste collection services can to facilitate household communication campaigns. Trained workers relayed information mediate participation in waste management.27 SWaCH workers provided on segregation as part of daily door-to-door waste collection. Workers also segregated door-to-door collection services to over half of Pune’s properties. Service waste in front of households to teach them proper techniques. The municipality also convenience, quality, and regularity increased residents’ willingness to pay. worked directly with children and youth. SWaCH coordinators conducted outreach activ- ities in one to two schools each month. These activities taught youth about proper waste Salience: Research suggests that individuals are more likely to respond practices and encouraged them to participate in local activities such as wall painting to stimuli in their environment that attract attention.28 In the present case and community events. study, the municipality of Pune and SWaCH relied heavily on information and education campaigns for households and schools. These actors Frame messaging to personal values, identities, or interests: How an undertook activities including rallies, social media campaigns, billboards, and public issue is presented can mediate an audience’s interest in the topic.31 To shift service announcements. Pune Municipal Corporation (PMC) also recruited college stu- waste-related habits and increase residents’ willingness to pay for waste dents and artists to create artwork (for example, murals) related to proper waste dis- services, Pune used high-level and localized communication campaigns. posal. These activities often reinforced the legal mandate surrounding proper waste The city framed these campaigns around residents’ interests. For instance, they often management practices.29 underscored the financial benefits of adopting the user fee-based collection system. Creating accountability: Research suggests that holding individuals responsible for their actions can influence their behavior.32 During door- to-door campaigns, PMC staff communicated messages around admin- istrative bylaws. PMC staff visited households that continuously failed to segregate their waste (for example, over the span of three to four months). These staff also hand-delivered payment notices to households that failed to pay for waste services. Additionally, SWaCH staff monitored locations subject to chronic open dumping. If res- idents brought and intended to dump waste in these areas, staff either took the bags or provided residents with a waste collection schedule. — 37 — Behavior Change in Solid Waste Management: Getting people to use waste services and be more sustainable with their waste disposal in India A Compendium of Cases Preconditions and challenges Complementary actions to consider » Despite their integral role in the SWM system, informal waste workers » Cultural beliefs can perpetuate illegal dumping. For instance, in Pune, often go unrecognized by formal governing authorities. Workers in Pune residents disposed of plastic and altar adornments in water bodies.41 benefited from organizing themselves into a registered union. The union Religious figures can be key messengers in promoting behavior change increased workers’ negotiating power with the city and ensured that it initiatives. Practitioners who face similar issues in other regions could recognized their work. train religious leaders to disseminate waste-related messaging to help shift ingrained waste practices. » Pune sends approximately 60 percent of MSW generated to the local landfill 25 km away. About 35 percent of the landfill was already used.33 » Certain income levels may each have different barriers to proper waste The city has been unable to address increasing waste generation rates, disposal. Practitioners could research the drivers of open dumping which could complicate long-term waste disposal. for different socioeconomic groups and tailor services and outreach accordingly. Results Want to know more? SWaCH created a low-cost and resource-efficient waste collection model. It illus- KKPKP Pune trates an effective model to bridge the gap between the informal sector and munic- ipal waste management service needs. The organization has had considerable success in helping waste pickers in the city transition from scavenging to service provision. SWaCH improved work conditions and legitimized waste pickers’ work. In 2022, 3,652 SWaCH workers—70 percent of whom were women—provided door-to- door waste collection services to 66 percent (953,072 households, including 160,000 informal establishments) of Pune’s properties.34 SWaCH’s reliable services and con- tinuous engagement increased residents’ willingness to pay for collection services, leading to a fee recovery rate of nearly 100 percent.35 On average, SWaCH members collected USD 6.8 million in user fees annually.36 Complementarily, Pune reported an approximately 50 percent source segregation rate in 2017.37 Additionally, pushcarts prevented the consumption of millions of liters of petrol annually, while recycling led to CO2 emission reductions.38 As co-benefits, SWaCH increased women’s social standing39 and improved the public perception of waste workers.40 CHOOSE ANOTHER — 38 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to use waste services and be more sustainable with their waste disposal in India A Compendium of Cases Endnotes 15 Chikarmane, P. (2012). Integrating waste pickers into municipal solid waste management in Pune, India. WIEGO Policy Brief (Urban Policies) No 8. WIEGO, Cambridge, UK. 1 Census (2011), Primary Census Abstracts, Registrar General of India, Ministry of Home 16 Based on information received from Harshad Barde, CEO, SWaCH (December 01, 2022). Affairs, Government of India. 17 SWaCH Pune Seva Sahakari Sanstha Ltd. (2014). SWaCH Newsletter. Volume 3, Issue 2. Population in 2021: approximately 4.29 million. Source: Biswas, A., Parida, S., Chaudhary, K., Retrieved from http://globalrec.org/wp-content/uploads/2014/03/Swach-Newsletter-En- Singh, R., Tewari, S., & Singh, S. (2021). Waste-wise cities: Best practices in municipal solid glish.pdf waste management. Centre for Science and Environment and NITI Aayog, New Delhi. 18 Based on information received from Harshad Barde, CEO, SWaCH (December 01, 2022). 2 Modak, P. (2007). Strategic Action Plan for Integrated Solid Waste Management Plan, Pune 19 Centre for Public Impact. (2021). Waste management cooperative: Pune, India. Retrieved (Volume I). Environmental Management Centre, India. from https://www.centreforpublicimpact.org/case-study/waste-management-coopera- 3 Archer, D. (2019). Closing the loop: Innovative partnerships with informal workers to recover tive-pune-india plastic waste, in an inclusive circular economy approach. Regional Policy Guide. United 20 UMC – CEE. (2014). Compendium of good practices in urban solid waste management: Nations Economic and Social Commission for Asia and the Pacific. Retrieved from https:// Involving waste-pickers to improve door-to-door collection. NIUA, India. repository.unescap.org/handle/20.500.12870/101 21 Chikarmane, P. (2012). Integrating waste pickers into municipal solid waste management in 4 Municipal Solid Wastes (Management and Handling) Rules, 2000. Ministry of Environment Pune, India. WIEGO Policy Brief (Urban Policies) No 8. WIEGO, Cambridge, UK. and Forests, Government of India 22 Based on information received from Harshad Barde, CEO, SWaCH (December 01, 2022). 5 Archer, D. (2019). Closing the loop: Innovative partnerships with informal workers to recover plastic waste, in an inclusive circular economy approach. Regional Policy Guide. United 23 Ibid. Nations Economic and Social Commission for Asia and the Pacific. Retrieved from https:// 24 Kulkarni, P. (2012, April 25). Special cleanliness drive. The Times of India. Retrieved repository.unescap.org/handle/20.500.12870/101 from https://timesofindia.indiatimes.com/city/pune/special-cleanliness-drive/article - 6 Chikarmane, P. (2012). Integrating waste pickers into municipal solid waste management in show/15686454.cms Pune, India. WIEGO Policy Brief (Urban Policies) No 8. WIEGO, Cambridge, UK. 25 Based on information received from Harshad Barde, CEO, SWaCH (December 01, 2022). 7 Urban Management Centre. (2019). The critical role of community based organizations 26 Service, O., Hallsworth, M., Halpern, D., Algate, F., Gallagher, R., Nguyen, S., Ruda, S., & in urban sanitation and waste management: A compendium of case studies. Ministry of Sanders, M. (2014). EAST: Four simple ways to apply behavioural insights. The Behavioral Housing and Urban Affairs, Government of India. Retrieved from https://nulm.gov.in/PDF/ Insights Team. ResourceMaterial/COMPENDIUMONBESTPRACTICE.pdf 27 Prime Minister’s Strategy Unit. (2002). Waste Not, Want Not: A strategy for tackling the waste 8 Samson, M. (2015). Forging a new conceptualization of “the public” in waste management problem in England. Crown, Great Britain. (WIEGO Working Paper No. 32). WIEGO, Cambridge, UK. 28 Kahneman, D., Thaler, R. H. (2006). Anomalies: Utility Maximization and Experienced Utility. 9 Estrada, M., Galvin, M., Maassen, A., & Hörschelmann, K. (2022). Catalysing urban transfor- Journal of Economic Perspectives, 20 (1), 221–234. mation through women’s empowerment in cooperative waste management: The SWaCH 29 Based on information received from Harshad Barde, CEO, SWaCH (December 01, 2022). initiative in Pune, India. Local Environment. doi: 10.1080/13549839.2022.2090532 30 Byerly, H., Balmford, A., Ferraro, P. J., Wagner, C. H.,, Palchak, E., Polasky, S., Ricketts, T. H., 10 Ibid. Schwartz, A., & Fisher, B, (2018). Nudging pro‐environmental behavior: evidence and oppor- 11 Chikarmane, P. (2012). Integrating waste pickers into municipal solid waste management in tunities. Frontiers in Ecology and the Environment, 16(3), 159–168. Pune, India. WIEGO Policy Brief (Urban Policies) No 8. WIEGO, Cambridge, UK. 31 Andrews, A. C., Clawson, R. A., Gramig, B. M., & Raymond, L. (2013). Why do farmers adopt 12 Pune Municipal Corporation. (2017). Solid Waste Management Strategy Plan 2017–2025. conservation tillage? An experimental investigation of framing effects. Journal of Soil and Retrieved from https://www.pmc.gov.in/sites/default/files/miscellaneous/swm_appeal_ Water Conservation, 68, 501–11. english.pdf  32 Lerner, J. S., Tetlock, P. E. (1999). Accounting for the Effects of Accountability. Psychological 13 The Bridge Chronicle. (2018). PMC proposes user charges for garbage manage- Bulletin, 23 (2), 255-75. ment. Retrieved from https://www.thebridgechronicle.com/pune/pmc-proposes-us- 33 Sohkhlet, D., Nagargoje, S. (2020). Municipal Solid Waste Management: A comparative er-charges-garbage-management-26626  study between Sydney (Australia) and Pune (India). E3S Web of Conferences, 170, 04001. 14 Based on information received from Harshad Barde, CEO, SWaCH (December 01, 2022). doi:10.1051/e3sconf/202017004001 — 39 — Behavior Change in Solid Waste Management: Getting people to use waste services and be more sustainable with their waste disposal in India A Compendium of Cases 34 Based on information received from Harshad Barde, CEO, SWaCH (December 01, 2022). 39 Estrada, M., Galvin, M., Maassen, A., & Hörschelmann, K. (2022). Catalysing urban transfor- mation through women’s empowerment in cooperative waste management: The SWaCH 35 Ibid. initiative in Pune, India. Local Environment. doi: 10.1080/13549839.2022.2090532 36 Prize for Cities—SWaCH Pune Seva Sahakari Sanstha. World Resources Institute. Retrieved 40 Tangri, N. (2012). Pune, India: Waste pickers lead the way to zero waste. GAIA. Retrieved from https://prizeforcities.org/project/swach-pune-seva-sahakari-sanstha from https://www.no-burn.org/wp-content/uploads/ZW-Pune.pdf 37 Pune Municipal Corporation. (2017). Solid Waste Management Strategy Plan 2017–2025. 41 Archer, D. (2019). Closing the loop: Innovative partnerships with informal workers to recover Retrieved from https://www.pmc.gov.in/sites/default/files/miscellaneous/swm_appeal_ plastic waste, in an inclusive circular economy approach. Regional Policy Guide. United english.pdf Nations Economic and Social Commission for Asia and the Pacific. Retrieved from https:// 38 Ibid. repository.unescap.org/handle/20.500.12870/101 — 40 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to use waste services in Nepal Main objective: Increase willingness to pay Other objectives: Empower people to improve accountability Case summary Five Nepalese municipalities introduced a set of initiatives to improve ser- vice quality and municipal solid waste management (MSWM). The initiatives simultaneously targeted service providers and residents. Each municipality introduced bespoke SWM upgrades and source segregation programs. They also introduced monthly waste fees to recoup costs. To foster accountabil- ity, each quarter an auditor assessed and dispersed funds to municipali- ties that met community cleanliness targets. The subsidies were phased out gradually as municipal operations improved. Jointly, municipalities and community groups conducted outreach and communication campaigns to equip residents with the tools needed to improve their MSW practices. The initiatives enhanced service provision (approximately 70 percent average collection rate), financial sustainability (>100 percent increase in revenue), and citizen engagement. Plastic bottles at a garbage dump in a local village in south Nepal. ©Jedrasza, istock.com — 41 — Behavior Change in Solid Waste Management: Getting people to use waste services in Nepal A Compendium of Cases Challenge statement included a provision for household waste collection fees.3 However, in practice, both coverage and cost recovery rates were low. Technical and financial constraints limited SWM service provision and quality in Nepalese municipalities. Historically, SWM was an overlooked aspect of municipal operations in cities across Nepal. With growing urbanization rates, an increase in waste generation,4 and bud- Context and description of challenges getary limitations, municipalities struggled to adequately collect, treat, and dispose waste. Low-income and rural regions often went underserved. Large and small towns Nepal (2011 population: 26,494,504) generated 0.32 kg of MSW per capita per day 1 were subject to waste collection rates of 90 and 62 percent, respectively.5 Waste col- (2013).2 Under the 2011 Solid Waste Management Act, local municipalities were lection coverage rates across the five municipalities covered in this case (Ghorahi, responsible for operating and maintaining their SWM infrastructure. The act also Dhankuta, Lalitpur, Pokhara, and Tansen) ranged from 10 to 86 percent. While the municipality of Lalitpur introduced an SWM fee payment system, the recovery rate was a meager 6 percent. In the absence of a robust SWM infrastructure, citizens often resorted to open dump- ing and burning.6 In response, one-third of municipalities used information cam- paigns to promote better SWM practices. However, MSW service quality was not optimal. For instance, since the municipalities lacked the infrastructure to separately collect, treat, and dispose of different streams of MSW, citizens were disinclined to segregate their waste.7 In tandem, citizens felt that SWM was the municipality’s responsibility and little can be changed by the population. In this context, several municipalities in Nepal sought to overcome ingrained cultural norms and barriers to improve MSWM and community cleanliness. Their efforts are the focus of this case. Decisions and actions In 2013, the Nepalese municipalities of Ghorahi (population: 65,107)8, Dhankuta (pop- ulation: 163,412)9, Lalitpur (population: 226,728)10, Pokhara (population: 264,991)11, and Tansen (population: 31,161)12 piloted a results-based financing scheme to improve SWM services.13 The World Bank’s Global Partnership for Output-Based Aid (GPOBA) program financially supported the initiative. Before upgrading their SWM systems, participating municipalities were required to submit details of baseline ser- vice delivery, evidence of a landfill, and financial management plans to the GPOBA. All Children walk past a heap of garbage dumped on roadside of Kathmandu. © Sanjit Pariyar, shutterstock.com — 42 — Behavior Change in Solid Waste Management: Getting people to use waste services in Nepal A Compendium of Cases participating municipalities were also expected to develop a short-term action plan The design called the Solid Waste Management Service Improvement Plan. The initiative jointly sought to change the behavior of municipal authorities and The project cost USD 4.3 million, of which 70 percent was allocated for subsidies waste generators. With respect to the former, the project incentivized better SWM to improve SWM services. These subsidies were gradually phased out to foster a among municipalities through a results-based payment scheme. Authorities estab- financially sustainable model for MSWM operations. The Town Development Fund lished context-specific service delivery models for their respective municipality to (TDF), the Solid Waste Management Technical Support Centre (SWMTSC), and local bridge gaps in the provision of waste services. Their progress was assessed quar- municipalities jointly facilitated SWM activities.14 Accountability underpinned the terly by an independent auditor. Audits involved a two-step process to assess the project, where SWM services were verified by the TDF before funds were disbursed municipality’s technical and financial capacity. An independent auditor from the TDF to municipalities. The SWMTSC supported knowledge sharing among stakeholders visually assessed municipal cleanliness. Municipalities’ prospective quarterly subsi- and provided technical support throughout the initiative. They also identified and dies were tied to their performance on these audits. This mechanism underpinned mobilized community groups with which municipalities could collaborate to engage the project’s accountability framework. Indirectly, the results-based payment modal- the public.15 ity increased the visibility of each municipality’s SWM activities. Municipalities could therefore compare their progress and receipt of funds among their peers through word of mouth. This mode of social comparison helped fuel MSWM improvements. REFERENCE CASE STUDY External funds helped municipalities improve service delivery, which had previously Using behavioral insights to improve MSWM been a limiting factor in residents’ willingness to pay. Over time, municipalities grad- ually increased waste collection fees to bolster revenues and cover an increasingly Interventions to improve MSWM across Nepal have increased in frequency greater share of waste-related costs. In tandem, subsidies from the results-based in recent years. In 2017, researchers in the Nepalese city of Bharatpur financing modality were phased out. assessed the influence of low-cost infrastructure and behavioral tools on waste disposal practices. The study implemented a randomized controlled Complementarily, the initiative sought to improve household SWM behavior. This trial, where 75 communities received 1,500 strategically located 20 L street aspect of the initiative targeted willingness to pay for services, household source waste bins and information on waste disposal (pamphlets, posters, work- segregation, and composting. First, households and businesses were expected to shops). A control group of 75 communities did not receive the intervention. pay a monthly fee for waste collection services. Four municipalities incorporated Over six months, the provision of waste bins and information increased waste fees into annual property taxes, while Pokhara collected fees directly from neighborhood cleanliness by 34 percent and proper waste disposal by 13 households. Annual property tax assessments included a separate item for SWM percent relative to the baseline.16 where residents could see how much they were paying. The incremental rise in SWM fees allowed residents to acclimate to the revised system and observe tan- gible improvements that resulted from their payments. As residents could see their communities improve, they were increasingly willing to pay for services. Second, — 43 — Behavior Change in Solid Waste Management: Getting people to use waste services in Nepal A Compendium of Cases households were expected to segregate their wet and dry waste. The municipalities Results of Lalitpur, Tansen, and Dhankuta distributed 1,000, 300, and 400 home composting bins to households, respectively.17 Lalitpur and Dhankuta also provided source seg- The results-based payment scheme successfully bridged the gap between available regation bins to 10,000 and 1,500 households, respectively. The provision of bins funds and waste collection operating costs. The initiative—which benefited 800,000 made it easier for households to engage in the desired behaviors. Complementarily, residents—improved service quality, increased residents’ willingness to pay for waste municipalities provided residents with instructions. Tole Lane Organizations (TOLs)18 services, and led to higher waste collection revenues.25 Revenue increased by 193 and women’s groups helped instill proper SWM techniques. percent across four participating municipalities.26 As a co-benefit, participating municipalities also increased waste collection service to an average of approximately The government complemented core infrastructure improvements with communi- 70 percent and decreased open dumping and burning (Table 3).27 Smaller munici- cations activities. These initiatives targeted both government officials and municipal palities were more successful in engaging and increasing residents’ participation in residents. TLO members, municipal staff, social mobilizers, women’s groups, and waste-related activities. As of 2018, all municipalities practiced source segregation, students in respective municipalities were trained on outreach and communication and most were expanding collection coverage.28 activities. Communications campaigns encouraged proper disposal, timely waste 19 payments, home composting, and source segregation. Municipalities distributed hats, t-shirts, and jackets with SWM-related messaging to campaigners and key stakeholders.20 Information was also disseminated through leaflets and billboards. What behavioral tools are present in this initiative? SOCIAL AND MOTIVATIONAL MECHANISMS SYSTEM DESIGN MECHANISMS Creating accountability: Results-based payment schemes have been used Simplifying behaviors and decisions: Decreasing hassles associated with successfully in a range of environmental programs, including SWM.21 service payments can increase uptake.23 Similarly, the design of waste However, these programs must be carefully designed to promote long- management programs can influence their uptake.24 In the present case term behavior change.22 These modalities revolve around an accountability study, authorities incorporated waste fees into annual property taxes, scheme. The current case study used independent agents to verify municipal SWM oper- simplifying payments. Further, several municipalities distributed home composting ations. Funds were dispersed only after the municipal passed an audit. and source segregation bins to households, which increased the ease of executing the desired behaviors. — 44 — Behavior Change in Solid Waste Management: Getting people to use waste services in Nepal A Compendium of Cases TABLE 3 Municipal-level SWM progress after the Complementary actions to consider results-based payment scheme Municipality Waste collection Waste collection Other improvements » Traditional awareness-raising campaigns can have a limited impact on rate pre- rate post- changing behavior. Practitioners may consider using other behavior intervention (%) intervention (%) change approaches in tandem or integrating behavioral elements—such Pokhara 60 >90 Developed a complaint redress mechanism as leveraging positive emotions and promoting the desirable social Ghorahi 30 52 15 percent composting rate norm—in communications materials. Lalitpur 81 >90 Collaborated with private SWM operators » Practitioners may consider conducting surveys or focus groups to un- Tansen Only urban 40 About 80 percent derstand barriers and motivators to waste practices like source seg- wards households of served regation, composting, and recycling. The results from these activities area are practicing source segregation and about 10 could fuel future interventions and meaningfully support behavior percent households were change initiatives. practicing household bin composting.29 Dhankuta 10 60 Developed a Material Recovery Facility 50 percent composting rate Want to know more? Town Development Fund, Nepal: OBA in SWM Beyond the intervention’s success within local municipalities, MSWM improvements gained national recognition. In 2017, Dhankuta was awarded the title of ’Cleanest municipality in Nepal’ by the SWMTSC.30 The city has established a garden over its landfill site and has opened it for paid visits from residents and government authori- ties, which acts as an additional source of revenue.31 CHOOSE ANOTHER — 45 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to use waste services in Nepal A Compendium of Cases Endnotes 17 Based on information received from Upendra Khanal, Head, Environment Section, Dhan - kuta Municipality (February 2023). 1 Central Bureau of Statistics (2012). National Population and Housing Census 2011 (National 18 TLOs are CBOs that operate at the neighbourhood level. Report). Vol. 1 NPHC 2011. National Planning Commission Secretariat, Government of 19 Town Development Fund. (2017). Technical Scorecard, ITVA report of Lalitpur MPC. TDF, Nepal. Nepal. Population in 2021: 29,192,480. Source: Central Bureau of Statistics. (2021). National cen- 20 OBA Project Management Team. (2017). Final quarterly report (April–June 2017) of OBA sus 2078 preliminary results. National Statistics Office, Government of Nepal. project municipalities submitted by Project Management Team to SWMTSC. GPRBA. 2 Saito, N. (2013). Solid waste management in Nepal: Current status and policy recommen- 21 World Bank. (2014). Results-based financing for municipal solid waste. Urban development dations. Asian Development Bank. Retrieved from https://www.adb.org/sites/default/files/ series; Knowledge papers no. 20. World Bank, Washington, DC. Retrieved from https:// publication/30366/solid-waste-management-nepal.pdf openknowledge.worldbank.org/handle/10986/20792 3 Act no. 4 of 2068 B.S. Solid Waste Management Act, 2068 (2011). Nepal Law Commission, 22 Burton, R. J., Schwarz, G. (2013). Result-oriented agri-environmental schemes in Europe Kathmandu. and their potential for promoting behavioural change. Land Use Policy, 30 (1), 628–641. doi: 4 Water Aid. (2008). Solid waste management in Nepal. WASH Matters, Water Aid. 10.1016/j.landusepol.2012.05.002 5 Lypiridis, C., & Khan, I. A. (2022). Output-based aid for solid waste management in Nepal: 23 Sunstein, C.R. (2013). Simpler: The future of government. Simon & Schuster, New York. RBF case studies – A GPRBA retrospective. The Global Partnership for Results-Based 24 Johansson, K. (2016). Understanding recycling behavior: A study of motivational factors Approaches (GPRBA), World Bank, Washington, DC. behind waste recycling. WIT Transactions on Ecology and the Environment, 202, 401–414. 6 Saito, N. (2013). Solid waste management in Nepal: Current status and policy recommen- 25 The World Bank—Brief: Solid Waste Management. Retrieved from https://www.worldbank. dations. Asian Development Bank. Retrieved from https://www.adb.org/sites/default/files/ org/en/topic/urbandevelopment/brief/solid-waste-management publication/30366/solid-waste-management-nepal.pdf 26 Lypiridis, C., & Khan, I. A. (2022). Output-based aid for solid waste management in Nepal: 7 Water Aid. (2008). Solid waste management in Nepal. WASH Matters, Water Aid. RBF case studies – A GPRBA retrospective. The Global Partnership for Results-Based 8 Population in 2021: 201,079. Source: Central Bureau of Statistics. (2021). National census Approaches (GPRBA), World Bank, Washington, DC. 2078 preliminary results. National Statistics Office, Government of Nepal. 27 TDF. (2017). Technical scorecard, ITVA report of Lalitpur MPC. TDF, Nepal. 9 Population in 2021: 149,984. Source: Ibid. 28 GPOBA. (2018). Output-based aid for municipal solid waste management in Nepal. Les- 10 Population in 2021: 548,401. Source: Ibid. sons Learned Note 15. GPOBA (now GPRBA), World Bank, Washington, DC. Retrieved from https://www.gprba.org/sites/gpoba/files/publication/downloads/2018-06/LL15_Nepal - 11 Population in 2021: 518,452. Source: Central Bureau of Statistics. (2022). Nepal Statistical SolidWasteManagement.pdf Year Book 2021. National Planning Commission, Nepal. 29 OBA Project Management Team. (2017). Final quarterly report (April-June 2017) of OBA proj- 12 Population in 2021: 51,470. Source: Ibid. ect municipalities submitted by Project Management Team to SWMTSC. GPRBA. 13 Municipality population data is from the year 2011, sourced from: Central Bureau of Statis - 30 Pokhrel, B. (2017). Dhankuta dazzles with its cleanliness drive. World Bank. Retrieved from tics. (2013). Statistical Year Book of Nepal 2013. National Planning Commission, Nepal. https://www.worldbank.org/en/news/feature/2017/11/02/dhankuta-dazzles-with-its- 14 The TDF and Solid Waste Management Technical Support Centre were part of the central cleanliness-drive government. They helped implement the interventions and provided technical and capaci- 31 Bohara, S. (2020). Waste management challenges and opportunity: Case of Dhankuta ty-building support to municipalities. The TDF also acted as a financial intermediary. Municipality. Ritsumeikan Asia Pacific University, Japan. 15 Lypiridis, C., & Khan, I. A. (2022). Output-based aid for solid waste management in Nepal: RBF case studies – A GPRBA retrospective. The Global Partnership for Results-Based Approaches (GPRBA), World Bank, Washington, DC. 16 Nepal, M., Karki Nepal, A., Khadayat, M. S., Rai, R. K., Shyamsundar, P., & Somanathan, E. (2022). Low-cost strategies to improve municipal solid waste management in developing countries: Experimental evidence from Nepal. Environmental and Resource Economics, 1–24. doi: 10.1007/s10640-021-00640-3 — 46 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to use waste services and be more sustainable with their waste in Tanzania Challenge statement Main objective: Increase willingness to pay Other objectives: Empower people to increase accountability In contrast to other areas of Tanzania, in the early 2000s, the municipality of Moshi relied on a centralized SWM system. The local government had underdeveloped capacities and limited resources to support MSWM operations. Moshi struggled to address the rising volumes of solid waste caused by rapid urbanization. Low collec- Case summary tion rates increased open dumping and littering. Following similar actions throughout Tanzania, the municipality of Moshi Context and description of challenges decentralized SWM operations to the ward level. This gave local author- ities more autonomy to tailor operations to their needs. Moshi collabo- Moshi (2002 population: 144,3361) is the smallest municipality in northeastern rated with community-based organizations to facilitate waste collection. Tanzania. The municipality is situated on the slopes of Mt. Kilimanjaro and has tra- Residents paid monthly fees for such services, revenues from which were ditionally been the region’s commerce and tourism hub. The municipality is adminis- channeled back into local SWM initiatives. To further engage residents, the tratively divided into two divisions. Its 21 wards are subdivided into 60 ‘mtaa’ (cluster municipality used incentives, competitions, and accountability measures. of streets). In 1998, the Tanzanian government introduced the Local Government These complementary actions galvanized public participation in SWM. It Reform Policy, transferring responsibilities to local authorities.2 Under this system, also increased residents’ willingness to pay for SWM services. Ultimately, local authorities had more independence over financial and resource management decentralization led to a 90 percent collection rate and an 85 percent and could implement policy reforms through bylaws.3 In the same year, Moshi fee recovery rate. Moshi has since earned a reputation for being one of established Vikosi Kazi (community-based working groups) to increase community Tanzania’s cleanest cities. engagement in litter management.4 Although other municipalities had restructured their local operations, Moshi had yet to decentralize its SWM system. With limited finances, the municipality struggled to keep up with its expanding urban population and increased waste generation. This affected the quality of public services like waste — 47 — Behavior Change in Solid Waste Management: Getting people to use waste services and be more sustainable with their waste in Tanzania A Compendium of Cases collection rates, which historically hovered at 51 percent.5 Even commercial areas The design that generated large quantities of waste often went unmanaged. Following the bylaw’s introduction, Moshi officially decentralized the SWM system Given the low collection rates and insufficient infrastructure for waste storage, many to the ward level. Wards were responsible for litter management, basic road mainte- households—especially in lower-income areas—resorted to open dumping and burn- nance, and household solid waste collection.12 This tailored system was designed to ing. SWM also suffered from insufficient community participation. Residents were foster a sense of community ownership. As ward-level SWM services were closest to disinclined to participate in or take ownership of waste-related activities, as they waste generators, residents could better relate to the services relative to the previous believed SWM was exclusively the public authorities’ responsibility. Residents also centralized system. Moshi used both curbside waste collections and communal col- felt that paying taxes absolved their responsibility.6 lection points. The municipality collaborated with community-based organizations (CBOs) to collect waste in low-income areas.13 Residents’ willingness to participate The SWM system underwent significant changes after the municipality implemented increased once they saw the cleanliness of public areas improve.14 the Sustainable Cities program between 2001 and 2006. The program donated trucks to support secondary waste collection. It also invested in a functioning waste Introduced regulations defined waste generators’ responsibilities. Through the collection system. The program improved the municipality’s capacity to collect and decentralized system, households paid a monthly fee of up to TZS 1,000 (approx- treat MSW.7 In 2006, the average daily per capita waste generation rate was approx- imately USD 0.47) for waste collection services. Hotels, businesses, and markets imately 0.7 kg and was expected to grow alongside urbanization.8 As SWM was paid between TZS 3,000 and 65,000 per month depending on the institution.15 Ward one of the foremost challenges facing the municipality, the council recognized the environmental committees collected fees and fined litterers. They consisted of polit- need to mobilize the community to improve it. Moshi saw decentralization as an ical figures, ward health officers, and non-staff community members. Wards spent opportunity to improve MSWM and empower residents to undertake greater SWM most revenues locally and transferred 3 to 5 percent to the municipality for vehicle responsibilities. maintenance.16 Wards channeled accrued fees into local initiatives (for example, monthly cleanups) and toward service provision (for example, equipment, fuel, and Decisions and actions labor costs). Revenues also contributed to landfilling costs (TZS 5,000, or approx- imately USD 2.4, per trip). This system ultimately gave wards greater control over In 2006, the Moshi Municipal Council enacted an environmental bylaw to formally how they managed their resources.17 Additionally, residents could see how their decentralize the SWM system to the ward level. In 2005–2006, the municipal council 9 payments improved the SWM services they used. Members of the municipal waste conducted consultation meetings with the main stakeholders, including the general management department monitored ward activities daily, which they reported to public. Through these meetings, waste management gained greater support and a centralized committee.18 Following these upgrades, ward-level authorities set up public buy-in.10 The bylaw carefully laid out stakeholders’ roles in improving waste a mechanism to address citizen grievances.19 Their responsiveness encouraged management, placing equal emphasis on residents to appropriately dispose of their households to pay into the system. waste and on the council to manage waste. The bylaw introduced waste collection charges for households, business units, and institutions. A network of ward officers, The municipality used rewards, accountability, and negative incentives to promote environmental and health authorities, and local leaders monitored the SWM system compliance with the bylaw. The municipality empowered residents to report and fine at ward and mtaa levels.11 — 48 — Behavior Change in Solid Waste Management: Getting people to use waste services and be more sustainable with their waste in Tanzania A Compendium of Cases other citizens for littering (up to TZS 50,000 or approximately USD 21). Citizens sub- In the early 2000s, Moshi began participating in the National Health and Environmental sequently submitted the fine to the local council, which individuals who were fined Sanitation competition alongside other Municipal Councils. This competition aimed could appeal with the local council. Influential figures (for example, ward-level and 20 to increase commitment, responsibility, and community participation in conserva- mtaa political leaders) actively encouraged residents to comply with ongoing clean- tion activities. It assessed each municipality’s infrastructure and service provision liness campaigns. Additionally, local Chaga and Pare ethnic groups advocated for 21 (for example, water and sanitation services). It also measured compliance with and cleanliness standards throughout Moshi.22 To further deter littering around commer- rewarded creativity in implementing the bylaw.24 The competition ranked councils cial and public areas, Moshi created an extensive network of waste bins and well-lo- against one another based on administrative status, which encouraged them to pri- cated drop-off facilities (near markets and bus stations).23 This network made waste oritize environmental cleanliness. The competition awarded winners with money, disposal more accessible. equipment (for example, trucks), and a certificate from the Vice President’s office. This national competition also acted as a catalyst for Moshi to create cleanliness competitions at the ward and mtaa levels. In some cases, these competitions gave Aerial view of the city of Moshi, Tanzania. © Moiz Husein Storyteller, shutterstock.com — 49 — Behavior Change in Solid Waste Management: Getting people to use waste services and be more sustainable with their waste in Tanzania A Compendium of Cases monetary and material prizes to winners (TZS 300,000 or USD 128 for first place, What behavioral tools are present in this initiative? TZS 200,000 or USD 85 for second place, TZS 150,000 or USD 64 for third place). The competition also issued certificates of recognition to mtaa, citizens, and wards SOCIAL AND MOTIVATIONAL MECHANISMS for exceptional performance.25 Creating accountability: Accountability mechanisms—particularly those that co-opt citizens—can help enforce environmental regulations.28 In the The municipality accompanied the measures with environmental education initia- present case study, the municipality encouraged citizens to hold each other tives, mass media campaigns, cleanup days, and educational signs. For instance, accountable. Citizens who witnessed littering could issue fines to the per- the council used radio programs and artistic posters to highlight proper waste petrator. Each ward had an environmental committee and a police unit. The environ- behaviors.26 In conjunction with the private sector, the municipality ran awareness mental police rewarded anyone who caught a polluter with 50 percent of the fine. This campaigns illustrating the environmental impacts of improper waste disposal. The mechanism encouraged residents to comply with relevant bylaws. However, this tactic municipality similarly worked with schools to instill proper waste-sorting and com- may not work well in every community, may generate social tension, and may clash with posting behavior in primary students.27 public safety agencies and responsibilities. Governments should consider local cultures, habits, and laws before implementing a similar initiative. Social comparison: Research suggests that comparisons among peers, such as competitions, can promote sustainable behaviors.29 In Moshi, national and area competitions encouraged residents to prioritize com- munity cleanliness. The national competition assessed bylaw compliance, SWM technology, and each municipality’s strategies for environmental protection. It then ranked municipalities. Similarly, local competitions ranked participating 21 wards and 60 mtaa. The municipality used local competitions to prepare the region for the national competition. SYSTEM DESIGN MECHANISMS Accessible services: The literature suggests that littering decreases as opportunities for waste disposal increase.30 In the present case study, Moshi Municipal Council increased the availability of waste collection infrastructure and conveniently located drop-off facilities. In doing so, the municipality made it easier for residents to engage in proper waste disposal. Moshi Municipal Council waste collection bin. © ICLEI – Local Governments for Sustainability — 50 — Behavior Change in Solid Waste Management: Getting people to use waste services and be more sustainable with their waste in Tanzania A Compendium of Cases Results Complementary actions to consider Decentralization led to more participatory approaches in waste management. Collaborations between CBOs, ward authorities, and the municipality increased » Moshi Municipal Council primarily used awareness raising to precipi- cleanliness and developed trust among citizens. This increased the waste collection tate reductions in landfilled waste. However, this can have a limited rate to approximately 90 percent (2016).31 In turn, residents were more willing to pay influence on behavior change. If implementing a similar intervention, waste service fees which increased the recovery rate to approximately 85 percent.32 practitioners could test the efficacy of various behavioral approaches Residents also felt increasingly responsible for maintaining residential and public such as messengers to teach residents skills like composting or reusing areas. Proper waste disposal streamlined waste collection and alleviated the strain waste. on the municipal council. Due to the municipality’s concerted efforts, Moshi received Tanzania’s cleanest city honor in the National Health and Environmental Sanitation » The frequency of littering increased following an influx of newcomers competition on 12 occasions. 33 to the region. Social norms can be powerful drivers in waste manage- ment and littering.38 Governments facing similar issues to proper waste Several factors challenged Moshi’s SWM system in recent years. First, rural-urban disposal could test the relative effectiveness of various social norms migration increased littering, as new residents were unaccustomed to the munic- messaging to deter littering among newcomers, highlighting that it is ipality’s norms and environmental regulations. Additionally, new unofficial housing socially discouraged. developments for immigrants undermined the council’s ability to perform SWM collections.34 Moshi’s attempts to decrease waste generation rates also faced chal- lenges. Despite a legal mandate to reduce waste generation at source, such rates have yet to decline.35 Want to know more? Cleansing and Environment Department, Moshi Municipal Council Moshi’s commitment to accountability, education, and waste collection made the Sanitation and Environment By-law municipality an example of effective waste management. Its success mobilized municipal authorities in Mwanza36 and Morogoro to replicate this model.37 CHOOSE ANOTHER — 51 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to use waste services and be more sustainable with their waste in Tanzania A Compendium of Cases Endnotes 11 Yhdego, M., and Kingu, A. (2016). Solid waste management in urban centers of Tanzania: Leapfrogging towards a circular economy. Research Report Number 1. Waste Management and Research Journal. 1 Mhina, A., Contamin, B., Milanesi, J., Palela, E., & Morel A L’Hussier, A. (2003). The improve- ment of the sanitation services in Moshi (Tanzania): Demand analysis and sector regulations. 12 Based on information received from Hidaya Mwamtemi, Ward Executive officer, Bondeni Sustainable Management of Urban Waste and Waste Water Research Program, French ward (December 7, 2022). Foreign office (Paris). Retrieved from https://hal.archives-ouvertes.fr/hal-00494012/file/ 13 Yhdego, M., & Kingu, A. (2016). Solid waste management in urban centers of Tanzania: Research_report_-_The_improvement_of_sanitation_services_in_Moshi.pdf Leapfrogging towards a circular economy. Research Report Number 1. Waste Management Population in 2021: 233,016; Source: US Census Bureau. (n.d.) Tanzania annual five-year and Research Journal. age group population estimates by sex for 2015 to 2030: National, and First- and Second-Or- 14 Based on information received from Hawa Idi, Fruit vendor/resident—Mbuyuni market der Administrative Divisions. Retrieved from https://www2.census.gov/programs-surveys/ (December 7, 2022). international-programs/tables/time-series/pepfar/tanzania.xlsx 15 Khamis, A. A. (2016). Effectiveness of solid waste management systems in local government 2 Liyala, C. M. (2011). Modernising solid waste management at municipal level—Institutional authorities in Tanzania: The case of Moshi Municipal Council. Mzumbe University, Tanzania. arrangements in urban centres of East Africa. Environmental Policy, 3. ISBN: 978-90-8686- 189-7. Sheria Ndogo Za Halmashauri Ya Manispaa Ya Moshi (Ada Na Ushuru) Za Mwaka (2006). Tangazo La Serikali Namba 25 La Tarehe 10/03/2006 Sheria Za Serikali Za Mitaa 1982 3 President’s Office Regional Administration and Local Government. (n.d.) Local government Namba 9 Ya Mwaka 1982. (By-laws of Moshi Municipal Council-(Fees and Taxes) for the Year reform in Tanzania. United Republic of Tanzania. Retrieved from https://kongwadc.go.tz/ 2006). Government Announcement Number 25 Dated 10/03/2006. LOCAL GOVERNMENT storage/app/uploads/public/590/a3d/df6/590a3ddf6eed8686200693.pdf ACT 1982—Number 9 of the Year 1982. 4 Based on information received from Vaine Kombe, Head of Environment and Sanitation 16 Based on information received from David Kimario, Environmental Officer, Moshi Municipal Department, Moshi Municipal Council (December 7, 2022). Council (December 7, 2022). Based on information received from David Kimario, Environ - 5 Mhina, A., Contamin, B., Milanesi, J., Palela, E., & Morel A L’Hussier, A. (2003). The improve- mental Officer, Moshi Municipal Council (December 7, 2022). ment of the sanitation services in Moshi (Tanzania): Demand analysis and sector regulations. 17 Based on information received from Hidaya Mwamtemi, Ward Executive officer, Bondeni Sustainable Management of Urban Waste and Waste Water Research Program, French ward (December 7, 2022). Foreign office (Paris). Retrieved from https://hal.archives-ouvertes.fr/hal-00494012/file/ Research_report_-_The_improvement_of_sanitation_services_in_Moshi.pdf 18 Yhdego, M., & Kingu, A. (2016). Solid waste management in urban centers of Tanzania: Leapfrogging towards a circular economy. Research Report Number 1. Waste Management 6 Kalwani, J. D. S. (2001). The effect of rapid urbanization on the environment: A case study and Research Journal. of Moshi Municipality, Tanzania. Tanzania Journal of Population Studies and Development, 8(1), 11–26. 19 Omar, H. (2020). Implication of refuse collection charges practices on waste collection ser- vice in selected urban areas in tanzania. GSJ, 8(3). 7 DANIDA. (2010). Evaluation of programmatic approaches to support for the environment in Africa 1996–2009. Annex 4: Tanzania case study. Ministry of Foreign Affairs of Denmark. 20 Majoe, N., & Currie, P. (2021). Environmental cleanliness in Moshi, Tanzania. Lessons for waste collection, service delivery and revenue generation. INTERACT-Bio project. ICLEI. Retrieved 8 Mhina, A., Contamin, B., Milanesi, J., Palela, E., & Morel A L’Hussier, A. (2003). The improve- from https://interactbio.iclei.org/resource/moshi-environmental-cleanliness-and-waste-2/ ment of the sanitation services in Moshi (Tanzania): Demand analysis and sector regulations. Sustainable Management of Urban Waste and Waste Water Research Program, French 21 Based on information received from Vaine Kombe, Head of Environment and Sanitation Foreign office (Paris). Retrieved from https://hal.archives-ouvertes.fr/hal-00494012/file/ Department, Moshi Municipal Council (December 7, 2022) and Paulo Chageme, Health Offi - Research_report_-_The_improvement_of_sanitation_services_in_Moshi.pdf cer, Bondeni ward Moshi (December 7, 2022). 9 Sheria Ndogo Za Halmashauri Ya Manispaa Ya Moshi (Ada Na Ushuru) Za Mwaka (2006). 22 Based on information received from Sifaeli Tuluwene Kulanga, Acting Municipal Director- Tangazo La Serikali Namba 25 La Tarehe 10/03/2006 Sheria Za Serikali Za Mitaa 1982 Moshi Municipal Council (December 7, 2022). Namba 9 Ya Mwaka 1982. (By-laws of Moshi Municipal Council-(Fees and Taxes) for the Year 23 Majoe, N., & Currie, P. (2021). Environmental cleanliness in Moshi, Tanzania. Lessons for waste 2006). Government Announcement Number 25 Dated 10/03/2006. LOCAL GOVERNMENT collection, service delivery and revenue generation. INTERACT-Bio project. ICLEI. Retrieved ACT 1982—Number 9 of the Year 1982. from https://interactbio.iclei.org/resource/moshi-environmental-cleanliness-and-waste-2/ 10 Based on information received from Vaine Kombe, Head of Environment and Sanitation 24 Office of the Vice President. (2021). Mwongozo wa Tuzo Ya Taifa Ya Hifadhi na Usimamizi Department, Moshi Municipal Council (December 7, 2022). Wa Mazingira. Guidelines for the National Conservation and Environmental Management Award. United Republic of Tanzania. — 52 — Behavior Change in Solid Waste Management: Getting people to use waste services and be more sustainable with their waste in Tanzania A Compendium of Cases Based on information received from Vaine Kombe, Head of Environment and Sanitation 25 32 Omar, H, & Bullu, S. (2021). National Journal of Environmental Law analysing the compli - Department, Moshi Municipal Council (December 7, 2022). ance of the national solid waste management related legislations in selected local govern- ment authorities in Tanzania. Journal of Environmental Law and Litigation, 4. doi:10.37591/ Khamis, A. A. (2016). Effectiveness of solid waste management systems in local government NJEL authorities in Tanzania: The case of Moshi Municipal Council. Mzumbe University, Tanzania. 33 Based on information received from Vaine Kombe, Head of Environment and Sanitation Majoe, N., & Currie, P. (2021). Environmental cleanliness in Moshi, Tanzania. Lessons for waste Department, Moshi Municipal Council (December 7, 2022). collection, service delivery and revenue generation. INTERACT-Bio project. ICLEI. Retrieved from https://interactbio.iclei.org/resource/moshi-environmental-cleanliness-and-waste-2/ 34 Khamis, A. A. (2016). Effectiveness of solid waste management systems in local government authorities in Tanzania: The case of Moshi Municipal Council. Mzumbe University, Tanzania. 26 Based on information received from Paulo Chageme, Health Officer, Bondeni ward (Decem - ber 7, 2022). 35 Omar, H., & Bullu, S. (2021). National Journal of Environmental Law analysing the compli - ance of the national solid waste management related legislations in selected local gov- 27 Based on information received from Vaine Kombe, Head of Environment and Sanitation ernment authorities in Tanzania. Journal of Environmental Law and Litigation, 4. 10.37591/ Department, Moshi Municipal Council (December 7, 2022). NJEL. 28 Roberts, E., Dobbins, J., & Bowman, M. (1992). The role of the citizen in environmental 36 Moshi Municipal Council. (2018). Halmashauri zajifunza siri ya mafanikio ya usafi (Coun- enforcement. Second International Conference on Environment Compliance and Enforce- cils learn the secret of success in cleaning). President's Office Regional Administration and ment. 22–25. Local Government, The United Republic of Tanzania. Retrieved from https://moshimc. 29 Van Horen, F., van der Wal, A., & Grinstein, A. (2018). Green, greener, greenest: Can compe - go.tz/new/halmashauri-za-jifunza-siri-ya-mafanikio-ya-usafi tition increase sustainable behavior? Journal of Environmental Psychology, 59, 16–25. 37 Mboya, A., Mponeja, F., Masembejo, M. L., Donge, L. N., & Kinawiro, N. T. (1999). Environmen- 30 Schultz, P. W., Bator, R. J., Large, L. B., Bruni, C. M., & Tabanico, J. J. (2013). Littering in con - tal profile of Moshi Municipality. text: Personal and environmental predictors of littering behavior. Environment and Behavior, 38 Perry, M., Juhlin, O., & Normark, D. (2010). Laying waste together: The shared creation and 45(1), 35–59. disposal of refuse in a social context. Space and Culture, 13(1), 75–94. 31 Yhdego, M. & Kingu, A. (2016). Solid waste management in urban centers of Tanzania. Leap - frogging towards a circular economy. Research Report Number 1. Waste Management and Research Journal. doi: 10.13140/RG.2.2.15647.15520 — 53 — 2.1.2 Empower people to improve accountability Morocco Pakistan India Mali Jamaica RETURN TO CASE — 54 — SELECTION Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to use waste services in Mali Objective: Empower people to improve accountability Case summary Bamako launched a series of interrelated activities to reform MSWM through grassroots governance. To meet this objective, neighborhoods formed grassroots neighborhood SWM asso- ciations to encourage residents to better manage their waste. Complementarily, trainings, influential figures, and accountability tactics were used to encourage uptake. Owing to the consistent efforts of stakeholders, community participation in waste man- agement and residents’ SWM subscriptions to private opera- tors increased. These activities led to cleaner neighborhoods and reduced the incidence of sanitation-related diseases. Over the past 30 years, neighborhood SWM associations and com- munity-based private sector operators (Groupement d’Intérêt Economique, GIEs) have continued to provide MSW support despite recurring conflict in the region. Residents’ positive waste disposal habits have also persisted. These early activities paved the groundwork for the city’s SWM improvements planned currently. The Boulevard du Peuple in Bamako, Mali. © Anne Czichos istock.com — 55 — Behavior Change in Solid Waste Management: Getting people to use waste services in Mali A Compendium of Cases Challenge statement management groups4 in which women were quite active and recognized as social representatives of cleanliness.5 The groups both assisted and monitored the work Bamako struggled with social, technical, and financial aspects of SWM. Limited of GIEs. This oversight provided a useful function in the absence of more traditional resources, insufficient infrastructure, and inadequate communication constrained engagement by the municipality with GIEs’ activities. SWM operations. Additionally, many households were unwilling to pay for or could not afford SWM services. Without sufficient revenue, private operators were unable One of Bamako’s municipalities, Commune IV (1997 population: 221,494 inhabi- to provide adequate waste collections. The political economy was also complicated tants6), was especially eager to create more participatory approaches in waste man- due to reoccurring conflict and fragility. agement and better integrate GIEs as partners including through the involvement of neighborhood waste management associations.7 This case study uses Commune IV Context and description of challenges to highlight Bamako’s embrace of bottom-up waste management approaches. Bamako, Mali’s capital city, is divided into six municipalities (also known as com- Decisions and actions munes), each of which is subdivided into neighborhoods. In the decades preced- ing the intervention, Bamako struggled to keep pace with population expansion that Several activities took place in succession to increase grassroots SWM participa- resulted from urbanization and a high birth rate.1 Before the 1990s, the city used tion. First, the municipal government in Commune IV created an initiative called the communal waste collection bins serviced by the municipalities. The number of com- Urban Development Program in Commune IV (PDUC.IV) to provide financial support, munal bins was insufficient and the bins were located far apart, which meant that training, and monitoring for waste management activities to GIEs.8 At the same open dumping throughout the city was prevalent. In the 1990s, Bamako transitioned time, Bamako introduced a new law to increase coordination between municipali- to a door-to-door model intended to increase public use of waste collection services ties and GIEs9 which led to the formation of the Coordination of Partners in Waste and reduce dumping. The model relied on community-based private enterprises and Environmental Management in Commune IV (CPAC) committee. The committee (Groupement d’Intérêt Economique, GIEs) that performed door-to-door collections coordinated primary waste collection activities in Commune IV, facilitated PDUC.IV against monthly paid subscriptions (CFAF 750 or USD 1.25 per month). The GIEs 2 stakeholder interactions, managed conflicts, and provided technical SWM advice.10 deposited the waste at temporary storage sites/transfer stations. The municipality These early activities provided a strong basis for collaborative top-down and bot- collected the waste from the transfer stations and deposited it in designated final dis- tom-up MSWM. posal areas or sometimes farmers’ fields, who used the organic fraction as fertilizer.3 Second, to increase citizen engagement in MSWM, the municipality introduced an As the process of decentralization in Mali intensified, civil society began to play a intervention alongside CPAC and PDUC.IV, which was funded by a Netherlands-based much greater role in local affairs. Neighborhood groups, committees, and associa- NGO called WASTE.11 Its goal was to increase grassroots involvement in MSWM, tions were rooted in West African tradition. They became active in a variety of areas improve neighborhood cleanliness, and strengthen coordination among relevant including sanitation, health, and education. These were voluntary groups that, unlike actors (households, the municipality, and GIEs). The intervention built on the existing GIEs, did not earn a profit. Over time, these groups proliferated throughout Bamako GIE door-to-door MSW collection model. and many benefited from donor support. Some of these were small-scale waste — 56 — Behavior Change in Solid Waste Management: Getting people to use waste services in Mali A Compendium of Cases As part of the latter initiative, an SWM audit was initially conducted for each neigh- At the outset, stakeholders spent six months understanding waste management borhood to inform its design and implementation. Thereafter, stakeholders (PDUC. practices in each neighborhood. The audit accounted for Commune IV’s history, IV, CPAC, the municipality, GIEs, UWEP, and neighborhood chiefs) established annual social structure, culture, and current issues impeding progress. This process pro- work plans to improve MSWM. To catalyze better community-led waste manage- vided an opportunity for residents to voice their concerns and priorities. Separate ment and shift residents’ habits, neighborhoods created grassroots neighborhood meetings were held with women, men, and youth to give all residents an equal oppor- SWM associations. These associations complemented Commune IV’s existing tunity to speak.14 The audit’s results were discussed in a municipality-wide meeting. small-scale waste groups. All stakeholders evaluated and reported their progress, Feedback informed the intervention’s scope and activities, which established com- which was compared against annual work plans. Evaluation reports were presented munity buy-in. For instance, residents prioritized functional over structural changes at workshops to improve waste management operations. All activities were co-de- 12 (for example, organization and training) to the waste management system. For that signed and implemented by residents across social groups, including women and reason, capacity-building activities followed, in which neighborhood SWM associa- the population’s more disadvantaged members. This intervention provided the basis tions were trained on communication techniques, environmental awareness, and for better SWM behaviors among residents. project management skills. Residents were similarly taught about their individual and collective waste management responsibilities.15 In 2003, the government introduced new SWM regulations and oversight of GIEs, including the requirement for formal contracts between the GIEs and municipalities As one of the core intervention activities, neighborhoods formed grassroots SWM and requirements for GIEs to organize in a single commune cooperative. Only one associations (20,000–50,000 individuals) formally called Associations for Waste commune (Commune V) had such a contract with GIEs in its territory. GIE service Management and Protection of the Environment. These associations complemented provision was also affected by the fact that in 2013, the central government entered Commune IV’s rich network of preexisting community groups and drew on resi- into a contract with a private company from the sub-region to collect waste from dents’ strong community ties. Each neighborhood SWM association contained sev- households and transport it to the disposal site. Between 2013 and December 2022, eral subcommittees, which helped coordinate operations. Similar to neighborhood when this contract ended, the role of GIEs somewhat decreased, although, in most associations elsewhere in Bamako, these were democratically run and collectively cases they continued to provide services and collect waste from households for a established a vision for waste management. Most neighborhoods elected a woman fee parallel to activities by the sub-regional operator. As of early 2023, GIEs continue 13 as their association’s president, given their importance in household waste-related to perform door-to-door waste collections and transport waste to temporary sites activities and worked with the municipality to increase the effectiveness of MSWM.16 (nine such sites in Bamako). However, secondary collection from temporary sites to final disposal is currently minimal. Local relationships and grassroots support were critical to boosting MSWM. Neighborhood SWM associations monitored SWM practices, conducted sensitiza- The design tion activities, reprimanded improper waste activities, and encouraged residents to subscribe to and pay for GIE waste collection services. Their oversight and close The intervention bridged the gap in citizen engagement in SWM as it adhered to local relationships with residents ensured that residents were held accountable for their norms, values, and cultural practices which helped build trust with the community actions. To improve community cleanliness, these neighborhood SWM associations and increase residents’ receptivity to project activities. organized monthly cleanup campaigns and conducted events to disseminate mes- sages about waste management. Community members with high social standing — 57 — Behavior Change in Solid Waste Management: Getting people to use waste services in Mali A Compendium of Cases (for example, neighborhood chiefs) were preferentially used to increase the commu- Following the initial intervention, GIEs provided continuity for local MSWM services nity’s uptake of better SWM practices. These individuals—commonly referred to as throughout Bamako during the 2000s and early 2010s. GIEs continued to provide Sanya Tigi—supported waste management operations, conducted outreach, sat on services—either formally or informally—during the subsequent period between 2013 subcommittees, and monitored breaches in waste management guidelines. Sanya and 2022 when a private operator was in place. They performed primary door-to- Tigi also mediated conflicts among citizens and with the public and private sectors. door waste collections using animal-drawn or human-powered carts and tractors. The interactions between influential community members and residents were par- During this time, residents continued to engage with and pay GIEs.18 Women similarly amount to increasing residents’ willingness to pay for waste services and practice continued to play a significant role in waste management, forming a significant part proper waste disposal. Additionally, residents slowly started seeing the tangible ben- of the GIE workforce and made up the majority of informal workers. Today, GIEs con- efits of the intervention, which encouraged their participation. 17 tinue to collect waste from residents and bring it to temporary storage sites. Local laws provided more formal oversight of and dictated SWM responsibilities. Unlike the constant presence of GIEs, the role of other civil society actors lessened Neighborhood SWM associations supplemented rules and regulations prescribed by after 2000 coinciding with the increase in government responsibility. Despite their the government with a bespoke set of waste-based social norms. Norms were sen- diminished role, neighborhood SWM associations, health committees, women, and sitive to residents’ socioeconomic conditions and revolved around residents’ desires neighborhood chiefs continued to conduct periodic SWM outreach and coordinated for a clean environment. For example, residents were expected to properly dispose cleanup campaigns. Outreach activities primarily targeted women, who bore the of residual waste and segregate waste at source and could not cultivate tall crops. majority of waste-related responsibilities. Grassroots activities also persisted on a These prescriptive norms further reinforced the shift toward bottom-up communi- smaller scale. For instance, grassroots sanitation committees were established in ty-based MSWM. each commune to monitor waste collection services by GIEs and conduct monthly public cleanup days.19 Women’s groups and GIEs also disseminated door-to-door Throughout the intervention, residents placed waste in metal waste bins in front of sensitization activities around proper SWM.20 Complementarily, communal plat- their house for collections. GIEs worked with the communities to collect and trans- forms—which acted as intermediaries between the associations and the munic- port waste to transfer stations using donkey-pulled carts. Gradually, both within and ipality—supported household outreach and engagement. Notably, Commune IV beyond Commune IV, neighborhood SWM associations started to shift residents’ established the Commune Urban Waste Steering Committee to establish synergies behaviors from open dumping to proper waste collection. Because of neighborhood among actors and the Waste Management and Valorization Committee (COGEVAD) SWM associations, residents citywide also started to increase their engagement with in Commune VI organized outreach and trainings sessions for GIEs, health commit- GIEs and pay for waste services. Thereafter, GIEs became engrained into Bamako’s tees, women’s groups, and the government. local culture and society. — 58 — Behavior Change in Solid Waste Management: Getting people to use waste services in Mali A Compendium of Cases What behavioral tools are present in this initiative? Preconditions and challenges SOCIAL AND MOTIVATIONAL MECHANISMS Messengers: Research suggests the identity of the person delivering a » In Commune IV, residents had strong community ties and existing com- message can affect whether individuals are receptive and how they ulti- munity associations. Women were also actively involved in community mately behave.21 In Commune IV, members with high credibility (’Sanya waste management activities. These factors provided a strong foundation Tigi’) ensured residents’ adherence to established norms on waste man- on which municipality-wide waste management initiatives could build. agement. Elsewhere in Bamako, civic groups hosted sessions every Sunday at socio-col- Neighborhood SWM associations continue to exist in Bamako and provide lective centers (for example, schools and places of worship) to teach people the SWM support to residents. importance of registering for waste collection services.22 Neighborhood SWM associ- ations and women’s groups further disseminated messages on proper SWM behaviors. » Notwithstanding the formation of neighborhood SWM associations, com- mune improvements were largely subject to financial constraints. Many Social norms: Social norms can be a powerful tool to promote pro-en- residents had limited disposable income, which affected the extent to vironmental behavior.23 One category of social norms—prescriptive which they could facilitate and engage with waste management associ- norms—describes what people ought to do. Prescriptive norms are a more ations’ activities. traditional tool, relative to descriptive norms or dynamic social norms, used in policy to promote behavior change. In Commune IV’s neighborhoods, commu- » The government had limited human, financial, and technical resources nity members collectively drafted and agreed to a set of prescriptive norms on cleanli- to support SWM operations across communes. Despite the ambition of ness and waste management in public meetings. Both rural and urban neighborhoods established separate norms for their respective communities which were sensitive to a better SWM system, these factors constrained waste collection infra- socioeconomic constraints.24 structure, equipment, and services. » Ongoing shocks and stressors within Mali have had reverberating effects Creating accountability: People are drawn to show their best image to maintain their social status. In Bamako, the pilot leveraged several mech- on all aspects of the country, including its SWM services. While the ini- anisms to foster accountability among residents. For example, neigh- tial intervention provided an enabling environment for better MSWM, such borhood SWM associations oversaw the cleanliness of public places, factors have limited the sector’s further progress. Nonetheless, GIEs and monitored citizen behavior, and discouraged incorrect waste disposal. As associations other grassroots SWM efforts have persisted to the present day. GIEs have and influential figures consistently oversaw and interacted with citizens, citizens sought been a constant both before and after the intervention; their consistency to present their best self by improving their SWM behaviors. has underpinned SWM operations throughout Bamako. Feedback: In certain contexts, feedback can be an effective tool to promote positive waste management behaviors.25 At the outset of the intervention, feedback informed its scope and activities. Throughout the intervention, feedback took place between and among relevant actors (private sector, municipality, NGOs, and citizens) which helped continually improve waste management operations. — 59 — Behavior Change in Solid Waste Management: Getting people to use waste services in Mali A Compendium of Cases Results recycling and sorting facilities—and improving waste collection, transfer, and treat- ment. Complementarily, the project will build government capacity to manage solid This case study is an example of how grassroots waste management initiatives can waste and establish strategic private sector partnerships.30 exist in parallel with and complement formal SWM services. It is also emblematic that such initiatives can thrive in regions despite political turmoil. In Commune IV, interventions changed the way that residents disposed of waste by reducing waste burning and dumping and increasing household SWM subscriptions and waste col- Complementary actions to consider lection. These activities led to cleaner neighborhoods, which reduced the incidence » The SWM sector often contains a myriad of formal and informal SWM of sanitation-related diseases (for example, diarrhea and malaria).26 The intervention actors. Without a way to regulate and coordinate actors, the quality of also empowered residents to become more involved in environmental decision-mak- public services may suffer. Governments could consider using interme- ing. Since this early intervention, grassroots neighborhood SWM associations now diary bodies to help facilitate dialogue between and among relevant par- exist throughout the nation.27 Other municipalities also used the intervention activ- ties. An intermediary body could also help avoid duplication of efforts. ities in Commune IV as a model for their waste management projects.28 Within Bamako, the positive SWM practices that neighborhood SWM associations instilled » In the absence of agreed service standards, performance metrics, and in residents have been sustained to present day. monitoring by municipalities, service providers are likely to service better-off households and customers willing and able to pay, leaving Remarkably, both neighborhood SWM associations and GIEs have maintained a pres- behind slum and low-income areas (that is, so-called cherry-picking). ence throughout the region despite ongoing political instability and conflict. While the Municipalities that use similar delivery models should explore ways role of neighborhood SWM associations has diminished since the early 2000, GIEs to promote service expansion while in parallel increasing provider ac- survived over the past 30 years even with changes in the SWM operating model, countability. Behaviorally informed incentives or social comparisons government regulations, and the presence of other contractors. As of 2021, approx- may prove fruitful. imately 126 GIEs throughout Bamako provided thrice weekly pre-collection waste services to 36.5 percent of households (CFAF 2,500–3,000 or approximately USD 4.05–4.85 per month). The fee recovery rate varies between 30 and 50 percent.29 Want to know more? GIE activities are currently assisted technically and financially by a network of NGOs UWEP Report (2001) and international development organizations. Neighborhood SWM associations and Bamako Urban Resilience Project women’s groups continue to support household and neighborhood-level outreach activities to reinforce positive waste management behaviors. Bamako is starting to implement a multiyear urban resilience project to improve access to SWM services and strengthen its urban management capacity. Activities include rehabilitating and expanding SWM infrastructure—such as landfills and CHOOSE ANOTHER — 60 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to use waste services in Mali A Compendium of Cases Endnotes tions in sanitation actions in the district of Bamako): UWEP Working Document 13. WASTE, Netherlands. 1 Keita, M. (2001). Building partnerships for urban waste management in Bamako. Making 11 Muller, M. S., Iyer, A., Keita, M., Sacko, B., & Traore, D. (2002). Differing interpretations of Decentralisation Work (MDW), IIED, Ouagadougou, Burkina Faso. community participation in waste management in Bamako and Bangalore: Some method- ological considerations. Environment and Urbanization, 14 (2), 241–258. 2 Grant Thornton (2023). Projet de résilience urbaine de Bamako (PRUBA). Diagnostic et fac- teurs limitants de la gestión des déchets dans le district de Bamako. Rapport provisoire 12 Traoré, D., Keita, M., & Sacko , B. (2001). Implication des populations défavorisées dans les révisé. Ministere des Affaires Foncieres, de L’urbanisme et de L’habitat actions d’assainissement dans le district de Bamako (Involvement of disadvantaged popula- tions in sanitation actions in the district of Bamako): UWEP Working Document 13. WASTE, 3 Muller, M. S., Iyer, A., Keita, M., Sacko, B., & Traore, D. (2002). Differing interpretations of Netherlands. community participation in waste management in Bamako and Bangalore: Some method- ological considerations. Environment and Urbanization, 14(2), 241–258. 13 EnvJustice Project. (2020). Waste collection dispute in Bamako, Mali. Retrieved from https:// www.ejatlas.org/print/privatization-of-waste-management-and-displacement-of-infor- Keita, M. (2001). Building partnerships for urban waste management in Bamako. Making mal-recyclers-in-bamako-mali Decentralisation Work (MDW), IIED, Ouagadougou, Burkina Faso. 14 Traoré, D., Keita, M., Sacko, B. & Muller, M. (2000). Citizen involvement in clean-up activities 4 ALPHALOG. (1999). Etude sur la dynamique associative dans le District de Bamako (Study in Bamako - Lessons from an action research project in Commune IV: UWEP Working Docu- on the dynamics of associations in the District of Bamako): Rapport de mission. ALPHALOG, ment 13. WASTE, Netherlands. Mali. 15 Keita, A., Maïga, R. (2000). Pré-enquête pour un Projet de Recherche sur la Faisabilité d’un 5 Traoré, D., Keita, M., Sacko, B., & Muller, M. (2000). Citizen involvement in clean-up activities Centre de Formation (Pre-survey for a Research Project on the Feasibility of a Training Cen - in Bamako - Lessons from an action research project in Commune IV: UWEP Working Docu- ter). CEK-Kala Saba, Bamako, Mali. ment 13. WASTE, Netherlands. 16 B.E.R.E Consulting. (2018). Rapport Final De Étude Diagnostique Sur Les Goulots D'etran - 6 Traoré, D., Keita, M. Sacko, M., & Muller, M. (2003). Citizen involvement in clean-up activities glement Des Grands Collecteurs Et L'acheminement Des Dechets Des Depots De Transit Au in Bamako: Lessons from an action research project in Commune IV - UWEP Working Docu- Depot Final A Bamako (Final report of the diagnostic study on the bottlenecks of major col - ment 13 (translated and condensed from French version). WASTE, Netherlands. Retrieved lectors and the transport of waste from transit depots to the final depot in Bamako. Advice from https://www.ircwash.org/sites/default/files/Traore-2003-Citizen.pdf. and Support for Basic Education). Conseils et Appui pour l’Education à la Base (CABE), Population in 2018: 407,074, Source: Dembélé, M. (2021). Étude épidémiologique et clinique Bamako, Mali. du paludisme chez les femmes enceintes au centre de référence de la commune IV du dis - 17 Muller, M. S., Iyer, A., Keita, M., Sacko, B., & Traore, D. (2002). Differing interpretations of trict de Bamako. Université des Sciences, Faculté de Médecine et d’Odontodes Techniques community participation in waste management in Bamako and Bangalore: Some method- et des Technologies stomatologie (FMOS) de Bamako (USTTB), Bamako. ological considerations. Environment and Urbanization, 14 (2), 241–258. 7 Ibid. 18 I-SEPT, TPE. (2022). Cartographie Des Activites De Pre-collecte Et De Collecte De Dechets 8 Muller, M. S., Iyer, A., Keita, M., Sacko, B., & Traore, D. (2002). Differing interpretations of Solides Dans Le District De Bamako Mapping of Pre-collection and Data Collection Activ- community participation in waste management in Bamako and Bangalore: some method- ities: Solid Waste in the District of Bamako. Ministry Of Urban Planning, Housing, Areas, ological considerations. Environment and Urbanization, 14(2), 241–258. Development of the Territory and Population, Republic of Mali. Keita, M. (2001). Building partnerships for urban waste management in Bamako. Making 19 Grant Thornton. (2023). Projet de résilience urbaine de Bamako (PRUBA). Diagnostic et Decentralisation work (MDW). IIED, Ouagadougou, Burkina Faso. facteurs limitants de la gestion des déchets dans le district de Bamako. Rapport provisoire révisé. Ministere des Affaires Foncieres, de L’urbanisme et de L’habitat. 9 La lettre circulaire N° 0010/DB-GD du 9 Mars 1993 relative à la règlementation des inter- ventions des organisations de ramassage dans le District de Bamako (Circular letter N° 20 Based on information received from lassane Diakite, GIE GASE-Mali (February 9, 2023). 0010/DB-GD of March 9, 1993 relating to the regulation of the interventions of collection 21 Byerly, H., Balmford, A., Ferraro, P. J., Hammond, W. C., Palchak, E., Polasky, S., Ricketts, organizations in the District of Bamako). T. H., Schwartz, A. J., & Fisher, B. (2018). Nudging pro‐environmental behavior: Evidence 10 Kéita, A. (1999). Approche Processus en milieu urbain – Capitalisation des expériences. and opportunities. Frontiers in Ecology and the Environment, 16(3), 159–168. doi: 10.1002/ ALPHALOG-SNV, Bamako, Mali. fee.1777 Traoré, D., Keita, M., & Sacko, B. (2001). Implication des populations défavorisées dans les 22 Based on information received from Mallaye Sidibe, GIE Action Ville Propre (February 9, actions d’assainissement dans le district de Bamako (Involvement of disadvantaged popula- 2023). — 61 — Behavior Change in Solid Waste Management: Getting people to use waste services in Mali A Compendium of Cases 23 Huber, J., Viscusi, W. K., & Bell, J. (2020). Dynamic relationships between social norms and Based on information received from Mallaye Sidibe, GIE Action Ville Propre (February 9, 27 pro-environmental behavior: Evidence from household recycling. Behavioural Public Policy, 2023). 4(1), 1–25. doi: 10.1017/bpp.2017.13 28 Muller, M. S., Iyer, A., Keita, M., Sacko, B., & Traore, D. (2002). Differing interpretations of 24 Traoré, D., Keita, M., Sacko, B., & Muller, M. (2000). Citizen involvement in clean-up activities community participation in waste management in Bamako and Bangalore: some method- in Bamako - Lessons from an action research project in Commune IV: UWEP Working Docu- ological considerations. Environment and Urbanization, 14 (2), 241–258. ment 13. WASTE, Netherlands. 29 Grant Thornton. (2023). Projet de résilience urbaine de Bamako (PRUBA). Diagnostic et 25 Schultz, P. W. (1999). Changing behavior with normative feedback interventions: A field facteurs limitants de la gestión des déchets dans le district de Bamako. Rapport provisoire experiment on curbside recycling. Basic and Applied Social Psychology, 21(1), 25–36. doi: révisé. Ministere des Affaires Foncieres, de L’urbanisme et de L’habitat. 10.1207/s15324834basp2101_3 30 World Bank. (2022). Mali - Bamako Urban Resilience Project (English). Washington, 26 Traoré, D., Keita, M., Sacko, B., & Muller, M. (2000). Citizen involvement in clean-up activities DC: World Bank Group. Retrieved from http://documents.worldbank.org/curated/ in Bamako - Lessons from an action research project in Commune IV: UWEP Working Docu- en/099145011102233804/BOSIB0f4409d1e0f708a69098ce3968fef4 ment 13. WASTE, Netherlands. — 62 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to use waste services in Morocco Objective: Empower people to improve accountability Case summary The government of Morocco introduced the National Municipal Solid Waste Management Program (Programme National des Déchets Ménagers, PNDM) in 2008 to reform the SWM sector. The reform targeted sector governance, financial sustainability, and social inclusion. The government worked with the private and infor- mal sectors to improve MSW collection and disposal practices. To improve accountability, the reform expanded residents’ access to information and sought citizen feedback on private sector service delivery. The extensive public engagement process contributed to the PNDM’s success. The comprehensive program improved ser- vice delivery and citizen participation in MSWM. As of 2022, more than 90 percent of the MSW was collected and more than 62 per- cent was disposed at controlled landfills. Plastic bags polluting desert plateau on the outskirts of Boumalne Dades, Morocco. © Liz Leyden istock.com — 63 — Behavior Change in Solid Waste Management: Getting people to use waste services in Morocco A Compendium of Cases Challenge statement and human resources, such as the necessary skills, clear responsibilities, and monitor- ing systems.4 Increasing waste volumes strained the country’s limited MSW services, In the early 2000s, Morocco’s MSW sector faced significant challenges and a leading to widespread illegal dumping and the use of uncontrolled disposal sites.5 growing environmental footprint. Waste collection and sanitary disposal were low. Complementarily, waste loads were increasing due to a growing population and the Some regions ineffectively tried to pilot source segregation programs to improve emergence of a consumerist lifestyle. Increasing loads of poorly managed waste MSWM. In the years preceding the PNDM, behavior change initiatives focused pri- threatened the tourism sector and environmental and public health. marily on raising awareness about the links between environmental degradation and waste management.6 Communication campaigns lacked stakeholder engagement, Context and description of challenges precluding the adoption of environmentally sound waste management practices. To broaden its outreach initiatives, Morocco established a school-based environmental Rapid urbanization, changing consumption patterns, and tourism increased waste education network in 2002 which encouraged cleanup activities, waste reuse, and generation in Morocco. With approximately 29.7 million inhabitants (2004), the coun- 1 source segregation.7 Sector performance nevertheless remained low. try generated approximately 0.6 kg of MSW per capita per day.2 Only 45 percent of urban areas received waste collections and the services focused on cleanliness rather By 2006, waste management had become a national priority. Morocco introduced a than treatment and disposal.3 Municipal departments also dealt with limited financial Solid Waste Law which mandated municipalities to modernize their MSW systems.8 This law provided a strong foundation on which the country could develop a more Garbage container with solar panel in Morocco. © Vera Tikhonova, istock.com robust MSWM framework. Decisions and actions In 2008, the national government introduced the 15-year PNDM as an important cornerstone of Morocco’s sustainable development plan. Its goal was to reform the SWM system’s governance, finance, and social aspects. The government secured a total contribution of approximately DH 40 billion (USD 4 billion) over 15 years (2008 to 2022). World Bank Development Policy Loans supported implementation costs. The PNDM included a 90 percent collection coverage target by 2021 and a 20 per- cent recycling target by 2020.9 The PNDM was implemented in three phases. The first phase (2008–2012) developed MSW infrastructure and strengthened the sector’s regulatory framework and gover- nance. These activities established an enabling environment for later phases. The second phase (2013–2017) focused on MSW service delivery. It sought to improve — 64 — Behavior Change in Solid Waste Management: Getting people to use waste services in Morocco A Compendium of Cases MSWM institutional and financial sustainability, access to and quality of household predefined criteria. This requirement provided a strong incentive for municipalities waste management, and recycling value chains. The government launched the to comply with the main policy objectives related to planning and service operating Citizens Report Card (CRC) initiative, which allowed residents to provide feedback models. Additional eligibility requirements were subsequently added to cover inter- on private sector MSW collection services. To boost uptake, the government incor- municipal cooperation and the informal worker inclusion. On meeting these criteria, porated social and environmental considerations into MSW operations and imple- a municipal or intermunicipal entity could have up to 60 percent of its waste manage- mentation. The final phase (2018–2022) sought to complete regional plans launched ment costs subsidized (capped at 30 percent over five years). during the two earlier phases, including the construction of disposal infrastructure and the development of MSW master plans.10 Under the PNDM’s second phase, Morocco created several accountability frame- works. These included parallel initiatives which contributed to increased public par- The reform benefited from multistakeholder collaboration among service providers, ticipation and scrutiny in MSW service provision. First, the government published residents, waste pickers, and municipal officials. Government departments, such information on its MSWM program online. Beginning in 2011, it created 14 obser- as the Environment, Finance, and Interior Ministries, similarly worked in concert to vatories to collect and publish information on specific environmental indicators implement the PNDM. The PNDM assisted municipalities in financing the cost of (reduced to 12 in 2015). Environmental data—including 20 indicators related to MSW SWM services and developing MSW systems. -were collected and published to enhance accountability and increase ownership. Ten indicators applied to all regions and broadly accounted for waste generation, The design waste collection, disposal, recovery, and landfill status (see Box 2). BOX Under the PNDM’s first phase, Morocco addressed gaps in the legal, regulatory, and institutional infrastructure which governed the country’s SWM systems.11 Key to this 2 Primary environmental indicators published by observatories aim was the establishment of the National Commission of Solid Waste Management with support from the World Bank. The commission coordinated different SWM sec- Quantity of waste generated toral policies and government schemes.12 Waste collection rate Proportion of waste sent to controlled landfills The key actions that followed included outsourcing SWM services to private opera- Burial rate of waste in controlled landfills tors. Private sector contracts included key performance indicators linked to payment. Recycling rate The development of municipal SWM plans—which focused on improving the infra- Number and location of controlled landfills for waste structure and services related to waste treatment—was also prioritized. Finances to rehabilitate and expand infrastructure were dispersed to eligible municipalities. This Number and location of rehabilitated landfills funding was conditional on the development of MSW plans and further compliance Number and location of planned controlled landfills with a provincial plan. The process was led by the Ministry of Interior through the Proportion of medical and pharmaceutical waste treated as household waste Directorate of Water and Sanitation, which also provided technical assistance and Provincial Household Waste Management Plans support to engage the private sector. To receive funds, municipalities had to fulfill cer- Source: Regional Information System for the Environment and Sustainable Development tain prerequisites. A dedicated unit at the directorate assessed applications across (Système d’Information Régional de l’Environnement et du Développement Durable, SIREDD).13 — 65 — Behavior Change in Solid Waste Management: Getting people to use waste services in Morocco A Compendium of Cases Second, MSW contracts with the private sector were published online to increase located at landfills. These FIGURE Flyer designed by Moroccan government transparency about the spending of public funds. This mechanism indirectly pro- initiatives provided a more 4 as part of the communication moted competition within the private sector since entities could benchmark their stable income and a sta- and outreach plan for PNDM. performance relative to other operators. Citizens on the other hand could relate tus change for the informal Flyer reads: No to waste accumulation; Yes to sorting; the quality of service received with what was planned and expected as per signed sector, whose roles in waste Yes to responsibility contracts. management became more recognized. The process Third, the government created the CRC feedback mechanism to increase account- also helped combat nega- ability and citizen engagement. Report cards allowed residents to provide infor- tive social stigmas and over- mation on and hold the private sector accountable for MSW service delivery. The come the lack of organized municipality of Témara piloted the CRC scheme in 2012. It was later introduced to support networks associ- four more municipalities nationwide (Rabat, Mohammedia, Tangiers, and Agadir) to ated with waste picking.17 cover 25 percent of Morocco’s urban population. The process unfolded across two phases. First, households filled out paper surveys to report on MSW service coverage Lastly, the government and quality. The survey contained sociodemographic questions as well as questions employed traditional out- on the importance and quality of public health services, neighborhood cleanliness, reach methods. In 2011, an waste collection services, household waste practices, and residents’ opinions on outreach and communica- citizen responsibilities relating to waste management.14 The survey findings were tion program was launched aggregated locally and nationally. The findings informed town hall discussions to increase community own- among residents, private sector operators, and municipal governments. The report ership of and involvement cards ultimately helped identify weaknesses in the system. In tandem, it provided an in the process. It involved a opportunity for multistakeholder decision-making to identify ways that each actor variety of communication could improve the system. 15 channels, including TV, radio, leaflets, films, and websites, Forth, the government initiated a mechanism to aid waste recycling activities under to disseminate information the PNDM’s second phase. Since 2014, Morocco instated an eco-tax on plastic pack- on waste reduction, reuse, Source: PNDM Strategy and communication plan aging, funds from which were paid into the National Environmental Fund. Revenues and recycling (Figure 4).18 were then allocated to municipalities to fund sorting centers. Waste-sorting initia- Communication products tives integrated informal waste pickers into the MSW sector. Historically, the infor- followed a social marketing-based strategy to promote changes in waste manage- mal sector handled the bulk of waste sorting, recycling, and disposal in uncontrolled ment practices.19 Authorities also conducted workshops across the country to dis- landfills.16 Under the second phase of the PNDM, public authorities required private seminate information on citizens’ legal rights and responsibilities.20 operators to include waste pickers in landfill operations and waste sorting. The gov- ernment helped establish waste picker cooperatives to manage MSW sorting facilities — 66 — Behavior Change in Solid Waste Management: Getting people to use waste services in Morocco A Compendium of Cases What behavioral tools are present in this initiative? Preconditions and challenges SOCIAL AND MOTIVATIONAL MECHANISMS Creating accountability: Research suggests that accountability mech- » The PNDM benefited from strong government support and leadership. anisms can lead to positive decision-making and behavior.21 Morocco SWM improvements take time and may not materialize as quickly as de- developed accountability frameworks within its government and for private sired. The national government committed to a long-term vision of SWM, sector entities to increase public trust. For example, Morocco improved without which the results would not have been possible. public access to information, such as environmental monitoring data, and increased transparency on the use of public funds for contracted MSW services. In doing so, resi- » Morocco faced challenges in seeing the PNDM through to completion. dents could hold the government accountable for its actions. The government has completed 17 out of 67 regional plans for SWM for- malization.27 As work continues, a new PNDM is being contemplated. Feedback: In certain contexts, feedback can be an effective tool to promote positive waste management behaviors.22 Moroccan residents assessed and » Despite the reform’s considerable successes, landfills are still the coun- provided feedback on the performance of private sector MSW operations try’s primary mode of waste disposal. Consequently, Morocco has been through the CRC initiative. Citizens provided feedback on household waste collection unable to meet its stated recycling target. As of 2016, the recycling rate activities, waste collection service quality, and the importance of waste separation and stood at 10 percent, largely due to the work of waste collectors at end-of- recycling. The government used the findings to improve MSW service delivery. Private sec- life landfill facilities.28 A limited focus on changing recycling and source tor entities’ performance on the CRC was also tied to their subsequent MSW contracts. separation practices contributed to this low rate.29 Social comparison: Evidence indicates that individuals compare themselves » The country’s communications plan relied only on awareness raising and to a reference group. These comparisons can drive competitive behavior.23 information dissemination, which limited the potential for household be- Municipalities published MSW contract information for private operators havior change. Data collected from the CRC initiative suggest that res- on the local government web platform (Bulletin Officiel des Collectivités Territoriales). The platform included information on contracts assigned for collection, street cleaning, idents are willing to segregate their waste but do not do so presently.30 and landfilling. While published contracts increased the government’s transparency with These data provide an opportunity for future government programming. citizens, private sector entities could also benchmark their performance relative to other » The PNDM incorporated limited capacity-building activities for local gov- operators. This increased competition within the private sector. As of 2023, the platform was still active and contained the name and quality of contractors.24 ernments. In turn, local governments still face issues operating and ex- panding the PNDM due to limited knowledge and technical expertise.31 As SYSTEM DESIGN MECHANISMS Morocco continues to develop its MSW sector, these areas provide oppor- tunities for future work. Salience: Since the environment is full of stimuli, only the most salient ele- ments will grab an individual’s attention.25 Morocco used a comprehensive communications plan to increase engagement. The government used sev- eral mediums to publish information (TV, radio, film, and leaflets). Outreach products targeted common waste management behaviors such as segregation and recycling.26 Materials targeted different subsets of the public such as youth and commercial entities. — 67 — Behavior Change in Solid Waste Management: Getting people to use waste services in Morocco A Compendium of Cases Results Complementary actions to consider Morocco’s holistic approach to solid waste reform significantly improved MSWM nationwide. The reform improved access to environmentally safe waste disposal » While waste collection is important, governments could augment end- methods whereby 22 sanitary landfills were operational throughout the country as of-life MSWM efforts (collection and disposal) by targeting behavior of 2016.32 Morocco also increased waste disposal in controlled landfills and recovery change efforts toward waste reduction and/or segregation. These cam- centers from 10 percent (pre-2008) to 62.6 percent in 2022.33 paigns would necessarily need to extend beyond communications cam- paigns to be impactful. Effective programs would significantly ease the Private sector involvement improved service delivery and led to more equitable MSW burden on landfills. MSWM coverage across socioeconomic groups. This led to a rise in the urban waste collection rate from 45 percent (2007) to 82 percent (2016).34 CRCs further improved private sector service delivery quality and resident satisfaction. In Agadir and Rabat, the CRCs reported that 75 and 80 percent of residents were satisfied with MSW ser- Want to know more? vice delivery, respectively (2014). Beyond residents’ involvement in MSWM, CRCs 35 Programme National des Déchets Ménagers (PNDM) successfully facilitated an evidence-based dialogue among residents, municipal offi- cials, and the private sector. They also showcased the government’s receptivity to citizen feedback and their commitment to service improvements. Furthermore, citi- zens could see the tangible improvements in MSW service delivery, which reinforced their willingness to cooperate.36 Moving forward, the government has mandated that private companies must provide a digital feedback platform for citizen inquiries and claims. As a co-benefit, the reform improved the livelihoods of the informal sector. Eco-tax revenues (USD 40 million in 2016) created 18 recycling projects and provided job opportunities for approximately 1,050 waste pickers.37 More broadly, the reform involved 34,000 waste pickers in waste collection, sorting, and recycling.38 As of the end of 2020, eco-tax revenues financed sorting centers, pilot actions for segregated waste collection, actions to eliminate black plastic bags, and a plastic recycling unit. New regulations for EPR schemes are expected to replace the eco-tax to avoid dou- ble taxation. Practitioners looking to undertake comprehensive SWM reforms can refer to this case study to learn from its approach and outreach. CHOOSE ANOTHER — 68 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to use waste services in Morocco A Compendium of Cases Endnotes 9 Ibid. 10 Department of Environment. (n.d.) Programme National des Déchets Ménagers [National 1 High Commission forPlanning (HCP). (2004). Population census (RGPH) 2004. Kingdom Municipal Solid Waste Programme]. Minister of Energy Transition and Sustainable Develop - of Morocco. Retrieved from https://www.hcp.ma/Recensement-population-RGPH-2004_ ment, Kingdom of Morocco. Retrieved from http://www.environnement.gov.ma/images/ a2942.html Programmes-et-Projets/PNDM_Fr.pdf Population in 2021: 36,313,000. Source: High Commission for Planning. (2022). Key figures 11 World Bank. (2022). Morocco—Municipal Solid Waste Sector Development Policy Loans 1–4. 2022. Kingdom of Morocco. 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Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) Commission for Africa (ECA). (2014). Morocco environmental performance reviews. UNECE, GmbH, Germany. Retrieved from http://wiego.org/publications/valuing-informal-integra- Switzerland. tion-inclusive-recycling-north-africa-and-middle-east Monitoring and Evaluating Climate Communication and Education Projects. (n.d.) Morocco: 18 Perkins, N., Ajir, A., & El Ouazzani, L. (2014). Country report on the solid waste management Climate change communication and education. UNESCO. Retrieved from https://educa- in Morocco. German Corporation for International Cooperation [Deutsche Gesellschaft für tion-profiles.org/northern-africa-and-western-asia/morocco/~climate-change-communi - Internationale Zusammenarbeit GmbH (GIZ)] and Regional Solid Waste Exchange of Infor- cation-and-education mation and Expertise Network in Mashreq and Maghreb Countries (SWEEP-Net). 8 Sarraf, M. (2016). Implementation Completion and Results Report on a Series of Program- 19 Department of Environment. (2013). PNDM strategy and plan on communication. Mission 3: matic Loans to the Kingdom of Morocco for Municipal Solid Waste Sector Development Animation of the validation workshop of the communication and awareness program. Minis - Policy Loans (3 and 4). Report no. ICR3729. World Bank, Washington, DC. Retrieved from try of Energy, Mines and Environment, Kingdom of Morocco. Retrieved from https://pndm. https://documents1.worldbank.org/curated/fr/563061482164575195/pdf/ICR-Main-Doc - environnement.gov.ma/sites/default/files/RAP_M3.pdf ument-P127955-2016-12-12-16-29-12142016.pdf — 69 — Behavior Change in Solid Waste Management: Getting people to use waste services in Morocco A Compendium of Cases 20 Department of Environment. (2013). PNDM strategy and plan on communication: Mission 1: United Nations Economic Commission for Europe (UNECE) & United Nations Economic 31 Diagnosis and evaluation of communication and awareness in the field of household waste Commission for Africa (ECA). (2014). Morocco environmental performance reviews. UNECE, management. Ministry of Energy, Mines, and Environment, Kingdom of Morocco. Retrieved Switzerland. from https://pndm.environnement.gov.ma/?q=node/27 32 Sarraf, M. (2016). Implementation Completion and Results Report on a Series of Program- El Maguiri, A., Souabi, S., El Fels, L., El Asli, A., & Hafidi, M. (2017). Progress in establishing matic Loans to the Kingdom of Morocco for Municipal Solid Waste Sector Development an ambitious domestic waste management scheme in Morocco: A model for developing Policy Loans (3 and 4). Report no. ICR3729. World Bank, Washington, DC. Retrieved from countries. In N. Tzortzakis, Municipal solid waste: Management strategies, challenges and https://documents1.worldbank.org/curated/fr/563061482164575195/pdf/ICR-Main-Doc - future directions, 225–247. Nova Science Publishers. ument-P127955-2016-12-12-16-29-12142016.pdf 21 Aleksovska, M. (2021). Accountable for what? The effect of accountability standard spec - 33 Moutawakil, A. (2022). Recyclage des déchets: Un gisement d’opportunités à saisir (Waste ification on decision-making behavior in the public sector. Public Performance & Manage- recycling: A source of opportunities to be seized). L’opinion. Morocco. Retrieved from ment Review, 44 (4), 707–734. doi: 10.1080/15309576.2021.1900880 https://www.lopinion.ma/Recyclage-des-dechets-Un-gisement-d-opportunites-a-saisir_ a29196.html 22 Schultz, P.W. (1999). Changing behavior with normative feedback interventions: A field experiment on curbside recycling. Basic and Applied Social Psychology, 21(1), 25–36. doi: 34 Sarraf, M. (2016). Implementation Completion and Results Report on a Series of Program- 10.1207/15324839951036533 matic Loans to the Kingdom of Morocco for Municipal Solid Waste Sector Development Policy Loans (3 and 4). Report no. ICR3729. World Bank, Washington, DC. Retrieved from 23 Garcia, S. M., Tor, A., & Schiff, T. M. (2013). The psychology of competition: A social https://documents1.worldbank.org/curated/fr/563061482164575195/pdf/ICR-Main-Doc - comparison perspective. Perspectives on psychological science, 8(6), 634–650. doi: ument-P127955-2016-12-12-16-29-12142016.pdf 10.1177/1745691613504114 35 Department of Environment. (2014). Étude relative à l'évaluation citoyenne sur la gestion des 24 All published official bulletins (in Arabic) can be found at: https://www.collectivites-territori- déchets ménagers de la ville de Rabat [Study on the citizen assessment on the management ales.gov.ma/fr/bulletin-officiel-des-cts of household waste in the city of Rabat]. Ministry Of Energy, Mines, Water and Environment, 25 Kahneman, D., Slovic, S. P., Slovic, P., & Tversky, A. (Eds.). (1982). Judgment under uncer- Kingdom of Morocco. tainty: Heuristics and biases. Cambridge university press. 192. 36 International Bank for Reconstruction and Development. (2015). Program Document for a 26 Gestion des déchets ménagers au Maroc - Approche alternative et inventive (Household Proposed Loan in the Amount of Euro 104.3 Million (US$130 Million Equivalent) to the King- waste management in Morocco - Alternative and inventive approach). The Association of dom of Morocco for a Fourth Municipal Solid Waste Sector Development Policy Loan. Report Teachers of Life and Earth Sciences of Morocco (AESVT). Retrieved from https://www. No. 91846-Ma. World Bank, Washington, Dc. aesvtmaroc.org/wp-content/uploads/2019/02/Guide-final-VF-def.pdf 37 Sarraf, M. (2016). Implementation Completion and Results Report on a Series of Program- 27 The Climate Chance Observatory Team. (2022). Moroccan society’s uneven response matic Loans to the Kingdom of Morocco for Municipal Solid Waste Sector Development to the proliferation of waste. Climate Chance - Global Observatory on Non-state Climate Policy Loans (3 and 4). Report no. ICR3729. World Bank, Washington, DC. Retrieved from Action. Retrieved from https://www.climate-chance.org/wp-content/uploads/2020/03/ https://documents1.worldbank.org/curated/fr/563061482164575195/pdf/ICR-Main-Doc - cp-waste_morocco_english.pdf ument-P127955-2016-12-12-16-29-12142016.pdf 28 Ouigmane, A., Boudouch, O., Hasib, A., & Berkani, M. (2018). Management of municipal solid 38 World Bank. (2022). Morocco—Municipal Solid Waste Sector Development Policy Loans 1–4. waste in Morocco: The size effect in the distribution of explosive components and evalua - Independent Evaluation Group, Project Performance Assessment Report 165279. World tion of the fuel fractions. In C. Hussain, Handbook of Environmental Materials Management. Bank, Washington, DC. Springer Nature. 29 World Bank. (2022). Morocco—Municipal Solid Waste Sector Development Policy Loans 1–4. Independent Evaluation Group, Project Performance Assessment Report 165279. World Bank, Washington, DC. 30 Department of Environment. (2014). Étude relative à l'évaluation citoyenne sur la gestion des déchets ménagers de la ville de Rabat [Study on the citizen assessment on the management of household waste in the city of Rabat]. Ministry Of Energy, Mines, Water and Environment, Kingdom of Morocco. — 70 — Women pushing a cart containing segregated garbage in Bangalore, India. © VasukiRao | istock.com Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to use waste services in India Objective: Empower people to improve accountability Case summary In 2016, India initiated an annual nationwide cleanliness survey (Swachh Survekshan) through its Clean India Mission (Swachh Bharat Abhiyan) campaign. The survey assessed and ranked all cities on sanitation and SWM infrastructure. The highest-ranking cities received public recogni- tion and designated titles. In tandem, the survey was a tool to generate SWM awareness, increase municipal accountability, and engage citizens. The survey fostered healthy competition among cities and incentivized citizens to participate in municipal operations. As a result, 1,161 and 1,493 urban local bodies (ULBs) established door-to-door waste collec- tion systems and source segregation programs, respectively. — 71 — Behavior Change in Solid Waste Management: Getting people to use waste services in India A Compendium of Cases Challenge statement awareness3 and social taboos around SWM impeded large-scale action. Prevailing norms surrounding waste handling—including refraining from touching waste after Indian municipalities faced many issues related to open defecation and water and bathing4—contributed to waste-related issues, such as a dearth of source segrega- environmental pollution, including the collection, treatment, and management of tion and rampant littering. These cultural norms conflicted with citizens’ aspirations solid waste. for clean neighborhoods, which was symptomatic of the larger culture of the ‘Not in My Backyard’ (NIMBY) phenomenon.5 Context and description of challenges The absence of robust infrastructure and systems to collect and treat waste in cit- In 2011, India had a population of approximately 1.2 billion, with over 377 million ies disincentivized more effective SWM practices. These factors led to widespread living in urban centers. On average, waste generation rates hovered at 0.57 kg per 1 littering and dumping. Additionally, government data suggest that—before the Clean capita per day2 with higher generation rates in urban areas. Historically, low levels of Clean India Programme by Ramakrishna Mission, Baranagar, Kolkata in July 2016. © Belur Math — 72 — Behavior Change in Solid Waste Management: Getting people to use waste services in India A Compendium of Cases India Mission—few measures were undertaken to promote citizen engagement and environmental sustainability of SWM systems. ULBs were required to provide action on solid waste. updated data on the status of door-to-door waste collection, the source segrega- tion rate, the modes of waste treatment, the status of public and community toi- Decisions and actions lets, and the status of sewage management, among other parameters. Data were subsequently certified by a third party appointed by the national government. The In 2014, the national government launched the Clean India Mission campaign to government conducted the survey over 28 days and facilitated it through a network eradicate the practice of open defecation and improve national cleanliness stan- of ground-level assessors and a robust digital mapping infrastructure. This system dards. Through the mission, the government’s targets included constructing toilets, fostered accountability among ULBs. strengthening SWM systems, and engaging the public. Decentralized action by urban local bodies’ (ULBs)6 was key to achieving these targets. Consequently, in 2016 the ULBs could receive a maximum of 7,500 points on the survey. The survey awarded government devised a ranking system for ULBs to ensure their active participation points across the following three broad categories:7 and continued involvement in the Clean India Mission campaign. ¢ The survey assessed Service-Level Progress using 25 indicators related to seg- The national government ranked ULBs following an annual nationwide cleanliness regated waste collection, waste processing and disposal, and safe sanitation. survey (Swachh Survekshan). Through this survey, the government sought partic- ULBs that had successfully introduced at least one (reuse, reduce, and recycle) ipation from several stakeholders to catalyze a ‘janandolan’ (people’s movement). 3R8 initiative in 75 percent of the city/town received extra points. This category The government conducted the initial survey in 73 cities. It assessed the status of also measured the influence of IEC activities on citizens’ awareness and behav- door-to-door waste collection, waste treatment, and toilet availability (household, ior. To gauge citizen behavior, assessors randomly selected and questioned a community and public). Cities were then graded based on (a) service-level status, group of citizens about their familiarity with IEC campaigns. (b) independent observation, and (c) citizen feedback. The survey has since been ¢ The survey allocated points for Certification based on ULBs’ sanitation and conducted annually, with its coverage expanding to 4,320 cities as of 2021. cleanliness certifications. Certifications included ‘Garbage-Free Cities (GFC)’, ‘Open Defecation Free (ODF/ODF+/ODF++)’, and ‘Water+’. ULBs received a cer- The federal government displayed a strong commitment to achieving the mission’s tification if they verifiably eradicated open defecation, established sewage man- goals. It allocated funds to the program, which were transferred annually to states agement systems, and created a robust SWM system. and subsequently to ULBs. This system freed local governments from the financial constraints associated with the survey. The federal government also allocated sep- The survey assessed Citizen’s Voice on five components: (a) Citizen Feedback; arate funds to organize information, education, and communication (IEC) activities (b) Citizen Engagement; (c) Citizen Experience; (d) Swachhata (Cleanliness) App; around best practices in waste disposal. and (e) Innovations and Best Practices. The survey collected feedback across six channels (for example, apps and helplines). ULBs received additional points if they The design worked with a local ambassador (teacher, doctor, entertainer, and so on) to conduct outreach. The cleanliness survey measured ULBs’ progress in municipal service delivery and waste management. In tandem, it also assessed the social, economic, and — 73 — Behavior Change in Solid Waste Management: Getting people to use waste services in India A Compendium of Cases ULBs were ranked nationally, statewide, and zonewide and categorized based on What behavioral tools are present in this initiative? population. ULBs received the following titles based on their performance in each respective category:9 SOCIAL AND MOTIVATIONAL MECHANISMS Social comparison: Academic literature suggests that social comparison (a) Cleanest City: Awarded to each population category and zone tools such as rankings can lead to behavior change. When an organization (b) Fastest Mover: Awarded to ULBs displaying fast growth relative to the previous or community is ranked highly relative to others, they tend to adjust their year behaviors to maintain their social status.10 Rankings may also be motiva- (c) Self-Sustainable City: Awarded to ULBs certified as Garbage Free, Open Defeca- tional when they highlight the desirable social norm.11 Through the Clean India Mission’s tion Free, or demonstrating fast ervice-level progress survey, ULBs were ranked relative to one another based on their waste management (d) Best Innovation and Best Practices Award: Awarded to ULBs that ranked highest activities. ULBs such as Indore benefited immensely from the positive reinforcements in citizen feedback and use of innovative solution provided by the ranking system. (e) Best Citizen Feedback: Awarded to ULBs that received the best feedback through the Citizen Feedback app and on-ground validation Social norms: Research suggests that societal expectations about how (f) Maximum Citizen Feedback: Awarded to ULBs that received the maximum others will behave can increase pro-environmental behaviors.12 The Swachh Survekshan was designed to increase the visibility of both the amount of feedback submissions from citizens ULBs involved and each ULB’s results to the rest of the country. The survey (g) Best Citizen-Led initiatives: Awarded to citizens who undertook special activities. created a new social norm around waste management. ULBs’ participation became a statement of their willingness to adhere to the initiative and its desired behaviors. Community feedback during the survey period strongly influenced each ULB’s final rank. The survey collaborated with celebrities who acted as brand ambassadors and Nonmaterial rewards: Some studies show that symbolic incentives can behavior change messengers for crucial campaigns like Har Din Do Bin (Two Bins facilitate changes in waste management behavior.13 This initiative used Everyday) and Compost Banao, Compost Apnao (Make Compost, Use Compost). symbolic incentives to reward positive behaviors, and titles were awarded to top-performing ULBs and top citizen-led initiatives. Due to the COVID-19 pandemic, an online public engagement campaign accompa- nied the recent survey cycle. The first phase (run before the survey) consisted of rais- ing awareness on cleanliness and sustainability. The second phase (launched during Results the survey period) featured online campaigns like ‘SwachhataHero (Cleanliness Hero)’ ‘CompostingSahiHai (Composting is Best)’, and ‘SurvekshanQuiz (Cleanliness As of 2022, the Clean India Mission program involved roughly 4,320 ULBs. Each com- Quiz)’. The third phase thanked citizens for their participation and declared results. mitted to strengthening local waste management systems. Over the past six years, These attractive campaigns increased the visibility of the relevant issues. 43 million citizens provided feedback,14 1,161 ULBs established door-to-door waste collection systems, and 1,493 ULBs initiated waste separation at source schemes.15 Positive reinforcements from the ranking system prompted ULBs such as Indore to establish door-to-door waste collection and waste segregation systems.16 In five — 74 — Behavior Change in Solid Waste Management: Getting people to use waste services in India A Compendium of Cases years, the city effectively mobilized the public and received a ranking as the cleanest city.17 Complementary actions to consider The survey led to several co-benefits. In the Mahoba District of Maharashtra, the local » Practitioners looking to implement a likeminded intervention may con- government appointed a transwoman as a brand ambassador to promote citizen sider using an experimental design to test different behavioral tools. participation in the survey. Similarly, Ujjain— ranked as the cleanest city in its popu- This information could guide decision-makers in what works best for lation category18—collaborated with a transgender community to conduct a door-to- different populations. Further, testing different combinations of solu- door awareness campaign.19 tions could help scale options with the greatest impacts. Despite significant progress, the program leaves room for further improvement. For » To encourage the adoption of new sanitation practices, it is helpful instance, underdeveloped SWM services continue to frustrate residents.20 Moreover, to understand citizens’ existing attitudes, belief systems, and habits. while 61 percent of ULBs initiated source segregation programs, 69 percent of ULBs To collect this information, governments could administer surveys to have yet to receive a single-star rating under the ‘Garbage-Free City’ certification. understand the aforementioned factors and their relative roles in resi- These areas serve as learning opportunities as the program moves forward. dents’ waste management practices. Want to know more? Swachh Survekshan India CHOOSE ANOTHER — 75 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to use waste services in India A Compendium of Cases Endnotes 11 Kelman, H. C. (1958). Compliance, identification, and internalization: Three processes of attitude change. Journal of Conflict Resolution, 2(1), 51–60. 1 Census of India. (2011). Office of the Registrar General and Census Commissioner, New 12 Perry, G. L., Richardson, S. J., Harré, N., Hodges, D., Lyver, P. O. B., Maseyk, F. J., & Brower, A. Delhi. (2021). Evaluating the role of social norms in fostering pro-environmental behaviors. Fron- tiers in Environmental Science, 9, 160. Population in 2021: 1.3 billion. Source: Ministry of Statistics and Programme Implementation. (2022). Annual report 2021–2022. Ministry of Statistics and Programme Implementation, 13 Department for Food and Rural Affairs (2017). Single-use plastic carrier bags charge: Data Government of India. Retrieved from https://mospi.gov.in/documents/213904/1885585/ in England for 2016 to 2017. Retrieved from https://www.gov.uk/government/publications/ Printed+Annual+Report+2021-22+%28Eng.%29.pdf carrier-bag-charge-summary-of-data-in-england/single-use-plastic-carrier-bags-charge- data-in-england-for-2016-to-2017 2 Kaza, S., Yao, L., Bhada-Tata, P., & Woerden, F. V. (2018). What a Waste 2.0: A global snapshot of solid waste management to 2050. Urban Development Series. World Bank, Washington, 14 Swachh Survekshan. (2022). SBM urban. Government of India. Retrieved from https:// DC. doi:10.1596/978-1-4648 -1329-0 ss2022.sbmurban.org/#/home Ahluwalia, I. J., & Patel, U. (2018). Solid waste management in India an assessment of 15 Ibid. resource recovery and environmental impact (Working Paper No. 356). Indian Council for 16 Smart City Indore. Indore Municipal Corporation. Retrieved from https://www.smartcityin- Research on International Economic Relations (Issue 356). Retrieved from https://icrier. dore.org/solid-waste/ org/pdf/Working_Paper_356.pdf 17 Khaitan, S. (2019). How Indore became India’s cleanest city (and how others can follow). 3 Planning Commission. (2014). Report of the task force on waste to energy (Volume II). Gov- Indiaspend. Retrieved from https://www.indiaspend.com/how-indore-became-indias- ernment of India. cleanest-city-and-how-others-can-follow/ 4 Sarmishtha, U. (2021). Challenges of solid waste management: The case of Patna City. Ideas 18 Press Information Bureau. (2019). President Presents Swachh Survekshan 2019 Awards. for India. Retrieved from https://www.ideasforindia.in/topics/urbanisation/challenges-of- Ministry of Housing and Urban Poverty Alleviation. Government of India. Retrieved from solid-waste-management-the-case-of-patna-city.html https://pib.gov.in/newsite/PrintRelease.aspx?relid=189231 5 Pol, E., Di Masso, A., Castrechini, A., Bonet, M., & Vidal, T. (2006). Psychological parameters 19 Mathur, B. (2020). Swachh Bharat Mission: Transgender community of Ujjain becomes a to understand and manage the NIMBY effect. European review of applied psychology, 56(1), changemaker as it leads the cleanliness awareness initiative. NDTV. Retrieved from https:// 43–51. swachhindia.ndtv.com/swachh-bharat-mission-transgender-community-of-ujjain-be - 6 ULB refers to the local governing authority for cities in India. comes-a-changemaker-as-it-leads-the-way-to-cleaner-lifestyle-41095/ 7 MoHUA. (2022). Swachh Survekshan 2022 Survey toolkit. Government of India. Retrieved from 20 Tyagi, T. (2021). Despite improvement in Swachh Survekshan ranking, Doon residents http://ss-cf.sbmurban.org/assets/pdf/SS2022%20Toolkit_11th%20February%202022_.pdf continue to face poor waste management issues, piles of garbage in several spots in city. The Times of India. Retrieved from https://timesofindia.indiatimes.com/city/deh - 8 3R = Reuse, reduce, and recycle. radun/despite-improvement-in-swachh-survekshan-ranking-doon-residents-contin- 9 MoHUA. (2021). Swachh Survekshan 2021 report. Government of India. ue-to-face-poor-waste-management-issue-piles-of-garbage-at-several-spots-in-city/ articleshow/87855867.cms 10 Sauder, M., & Lancaster, R. (2006). Do rankings matter? The effects of US News & World Report rankings on the admissions process of law schools. Law & Society Review, 40 (1), 105–134. — 76 — Contaminated beach on the Caribbean Sea. ©narvikk istock.com Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to use waste services in Jamaica Objective: Empower people to improve accountability Case summary The Government of Jamaica introduced several interventions to increase waste collection and community cleanliness in vulnerable communities across seven parishes. The initiative simultaneously targeted service provid- ers and residents. To foster accountability, it used a results-based incentive scheme that rewarded adequate waste services and proper waste disposal. Complementary efforts included public outreach, school-based programs, and conveniently located waste bins. These tactics improved service provi- sion, community cleanliness, and community involvement in waste manage- ment. The improvements persisted after incentives ceased. — 77 — Behavior Change in Solid Waste Management: Getting people to use waste services in Jamaica A Compendium of Cases Challenge statement infrastructure provision, enforcement, public education, and a results-based incen- tive scheme. The results-based incentive scheme provided payment conditional on Jamaica’s SWM authority had limited funds to deal with rising waste generation the attainment of predefined SWM targets, which applied to both the waste collection rates. This affected their capacity to deliver services. Service coverage to inner-city service provider and local communities. It was used to incentivize waste collection communities—characterized by higher poverty levels—was particularly low. and litter management activities. The initiative also created school-based environ- mental clubs, composting, and recycling initiatives. Context and description of challenges These SWM activities worked in concert with additional interventions to improve Jamaica is an island in the western Caribbean. Its solid waste generation rate dou- public safety, rehabilitate public infrastructure, promote alternative livelihoods, and bled between 1996 and 2006, alongside a population increase. By 2013, per capita 1 foster capacity building. The government conducted activities in half of Jamaica’s 14 waste generation was approximately 1.01 kg per day (2014 population: 2,715,657).2 parishes (a total of 18 communities) over seven years (2014–2021).6 At the time, roughly one-fifth of Jamaicans lived in informal settlements.3 These dense communities had limited waste storage and road access which challenged The design SWM collection. The country lacked adequate infrastructure and waste collection equipment, which further affected collection rates. Residents often burned and The initiative worked in parallel to improve SWM practices among the National Solid dumped their waste, especially in areas with low SWM coverage. This clogged storm Waste Management Authority (NSWMA) service provider and the broader commu- drains and the island’s watersheds, which flooded streets and damaged coastlines, nity. The NSWMA received leading to the proliferation of disease vectors. 4 three solid waste trucks to FIGURE overcome its waste collection 5 Handover of a compactor truck to NSWMA Government agencies and NGOs conducted environmental education and aware- vehicle shortage. Of these, the ness activities seeking to promote better waste management. Over time, Jamaica NSWMA received two trucks improved its community services and SWM infrastructure with the support of exter- unconditionally. Under the nal agencies. However, these efforts were insufficient to galvanize citizen participa- results-based financing mech- tion. With deficits in SWM and community participation, Jamaica needed to find 5 anism, an independent agent new approaches to improve services, particularly in inner-city communities. conducted weekly evalua- tions to assess the NSWMA’s Decisions and actions waste collection efficiency. The NSWMA received the third The national government launched the Integrated Community Development Project waste collection truck after to, among other things, improve both waste collection and community participa- it met a predetermined level tion in waste management. The World Bank and Jamaica Social Investment Fund of waste collection services funded and implemented this project, respectively. SWM activities revolved around (Figure 5).7 Source: Ministry of Local Government and Rural Development8 — 78 — Behavior Change in Solid Waste Management: Getting people to use waste services in Jamaica A Compendium of Cases To encourage better waste practices among residents, the intervention set up an array What behavioral tools are present in this initiative? of approximately 5,000 residual waste bins, 55 dumpsters, 30 recycling enclosures, and 30 composting bins. Enclosures were installed around the aforementioned bins.9 SOCIAL AND MOTIVATIONAL MECHANISMS Signs installed nearby provided timely reminders by indicating the type of waste that Creating accountability: Research suggests that holding individuals went into each bin.10 To facilitate accountability, the NSWMA introduced an online responsible for and evaluating their actions can have a powerful influence app that allowed citizens to report improper disposal. 11 on behavior.14 In Jamaica, monitoring ensured that all parties met a certain standard. For instance, an independent agent assessed the adequacy of To increase community cleanliness, a roster of 165 environmental wardens from the NSWMA’s waste collection services. Agents also evaluated whether environmen- affected communities were hired and trained. Wardens worked with CBOs and tal wardens and CBOs maintained clean communities. Further, citizens could hold one acted as behavior change messengers. They were authorized to act on behalf of the another accountable by reporting illegal dumping via an app. NSWMA and oversaw, enforced, and assisted with waste management activities. For example, wardens and CBOs encouraged residents to stop littering, maintained FINANCIAL MECHANISMS waste bins and community areas, and coordinated cleanup activities. Through the Material rewards: Economic incentives like monetary rewards can increase initiative’s accountability mechanism, an independent agent randomly assessed the positive waste management behaviors in certain circumstances.15 The cleanliness of community areas. Environmental wardens and CBOs received finan- present case study applied this tool in a traditional way. In Jamaica, the cial bonuses quarterly and biannually, respectively, if the community met qualitative initiative allocated performance bonuses to environmental wardens and cleanliness targets. Environmental wardens were eligible for a fixed 10 percent salary CBOs. These financial rewards provided trained agents with an external motivation to bonus if they met the minimum criteria. CBOs were eligible for a variable bonus of engage residents and facilitate community-led waste management activities. The initia- USD 1,200–2,400, which increased relative to their performance.12 This mechanism tive also provided an in-kind incentive (that is, a waste collection truck) to the NSWMA to incentivized wardens and CBOs to comply with set cleanliness targets. Clean com- reward the authority for its satisfactory service delivery. munities subsequently created a positive social norm, in which proper waste dis- posal was expected. Complementarily, residents could see tangible benefits of the SYSTEM DESIGN MECHANISMS intervention, reinforcing their willingness to participate. 13 Accessible services: The literature suggests making services more conve- nient and accessible can increase waste-related behaviors.16 In Jamaica, authorities installed an extensive network of residual waste, composting, and recycling bins throughout its parishes. These bins increased the con- venience of public waste disposal. In tandem, the NSWMA provided regular and conve- nient waste collection services to residents. — 79 — Behavior Change in Solid Waste Management: Getting people to use waste services in Jamaica A Compendium of Cases Results intervention.24 For example, the government used environmental wardens to address public health challenges during seasons prone to Zika, Chikungunya, or Dengue out- The intervention dramatically changed community perceptions of solid waste. Before breaks.25 The intervention’s success led to a follow-on initiative called the Integrated the intervention, community members did not see waste as an issue. Following Community Development Project II. It began in 2021 and intends to increase access the initiative, residents’ involvement and interest in SWM activities significantly to basic infrastructure and social services across four parishes.26 Activities align with increased.17 The results-based incentive scheme was also successful. About 95 per- the initial intervention. For instance, the NSWMA will deploy drums to strategic loca- cent of participating communities achieved their targets, and wardens and CBOs tions to collect waste.27 earned USD 12,000 in monetary bonuses.18 By 2021, 89,000 urban residents received regular waste collection (relative to irregular services at baseline).19 Subsequently, residents’ sense of entitlement to regular services increased, and residents would call Complementary actions to consider the NSWMA if pickups did not occur or to report vandalized bins. Complementarily, installed waste bins and regular SWM collections significantly decreased littering.20 » While material incentives can be effective, they can have limited long- In late 2022, the NSWMA received an additional 50 waste collection trucks which term effects on behavior. Practitioners considering incentives could test allowed the authority to increase collection frequency (weekly) and efficiency in 90 the impact of other behavioral methods as well. For instance, they could percent of communities. The NSWMA retained eight of these trucks to alleviate assess the benefit of performance-based non-material awards that are waste collection backlogs. As of 2023, the NSWMA continued to visit communities publicly recognized. Recognition and certificates of appreciation target monthly to ensure that they continue to adhere to good SWM practices. an individual’s internal motivation, which is when someone engages in an activity because it is fulfilling or they receive personal satisfaction. Environmental wardens fostered long-term impacts on residents’ waste manage- Material rewards provide external motivation, which is when an individ- ment practices. One year after incentive payments ended, residents continued to ual engages in an activity to get rewarded. maintain their communities without oversight. A portion of environmental wardens also continued to clean communities and gutters and collect plastic to reduce marine waste leakage through 2022.21 Want to know more? School-based initiatives led to particularly noticeable changes in waste manage- National Solid Waste Management Authority ment behaviors. Primary schools replaced SUP utensils and dinnerware with reus- able alternatives. Schools also incorporated SWM topics into school curricula.22 The Ministry of Education subsequently rolled out analogous environmental initiatives in other schools.23 Following the initiative’s success, the NSWMA replicated the model in other com- munities on the island. Other government entities also adopted elements of the CHOOSE ANOTHER — 80 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to use waste services in Jamaica A Compendium of Cases Endnotes 12 Wei, F., Monteiro, E., & Kaza, S. (2021). Jamaica - Integrated Community Development Project (English). World Bank Group, Washington, DC. Retrieved from http://documents. worldbank.org/curated/en/310851636577362412/Jamaica-Integrated-Community-Devel - 1 Sustainable Development and Regional Planning Division. (2007). Management of hazard- opment-Project ous & solid wastes in Jamaica. Planning Institute of Jamaica, Government of Jamaica. 13 Ibid. 2 Planning & Research Department. (2013). Waste characterization and per capita generation rate report 2013: The Metropolitan wasteshed. National Solid Waste Management Authority. 14 Lerner, J. S., & Tetlock, P. E. (1999). Accounting for the effects of accountability. Psycholog- Retrieved from http://www.nswma.gov.jm/wp-content/uploads/2019/10/WASTEGENER- ical Bulletin, 23(2), 255–75. ATIONANDCOMPOSITIONSURVEYREPORT2013.pdf Perry, M., Juhlin, O., & Normark, D. (2010). Laying waste together: The shared creation and Population Statistics - Statistical Institute of Jamaica. Retrieved from https://statinja.gov. disposal of refuse in a social context. Space and Culture, 13(1), 75–94. jm/Demo_SocialStats/PopulationStats.aspx 15 Ferrara, I., & Missios, P. (2012). A cross-country study of household waste prevention and 3 Ministry of Housing. (2008). Rapid assessment of the problem of squatting in Jamaica. Gov- recycling: Assessing the effectiveness of policy instruments. Land Economics, 88(4): 710–744. ernment of Jamaica. 16 Geiger, J. L., Steg, L., van der Werff, E., & Ünal, A. B. (2019). A meta-analysis of factors related 4 Pan American Health Organization. (2003). Regional evaluation municipal solid waste man- to recycling. Journal of environmental psychology, 64, 78–97. agement services. Country Analytical Report, Jamaica/ Evaluation 2002. Retrieved from 17 Based on information received from Phillip Morgan, Investigator, National SWM Authority https://iris.paho.org/bitstream/handle/10665.2/55767/jamaica_solid_waste_eng.pdf?se - (February 15, 2023). quence=1&isAllowed=y 18 Based on information received from Dr. Milton Clarke, Environmental Specialist at Jamaica National Environment and Planning Agency. (2013). The State of the Environment Report 2013 Social Investment Fund (October 31, 2022). Jamaica. Ministry of Economic Growth and Job Creation, Government of Jamaica. Retrieved from https://www.nepa.gov.jm/sites/default/files/2019-12/SoE_Jamaica_2013.pdf 19 Wei, F., Monteiro, E., & Kaza, S. (2021). Jamaica - Integrated Community Development Project (English). World Bank Group, Washington, DC. Retrieved from http://documents. 5 Banna, F. M., Bhada-Tata, P., Ho, R., Kaza, S., & Lee, M. (2014). Results-based financing for worldbank.org/curated/en/310851636577362412/Jamaica-Integrated-Community-Devel - municipal solid waste. Main Report (English) in Urban Development Series Knowledge, opment-Project 1–84. Global Urban and DRM Unit. World Bank. 20 Based on information received from Dr. Milton Clarke, Environmental Specialist at Jamaica 6 Ibid. Social Investment Fund (October 31, 2022). 7 Ibid. 21 Based on information received from Phillip Morgan, Investigator, National SWM Author- 8 LocalGovJa. (2020, September 23). The Jamaica Social Investment Fund (JSIF) handed over ity (February 15, 2023) and Edson Carr, Project and Planning Manager at National SWM another new compactor truck to the @nswma. The truck is gifted to the NSWMA through the Authority (February 15, 2023). JSIF’s Integrated Community Development Project (ICDP). Twitter. Retrieved from https:// 22 Nunez-Ollero, C. (2022). Jamaica - JM - Integrated Comm. Devl. Proj. (English). IEG Review twitter.com/localgovja/status/1308811043955789825 Team, World Bank Group, Washington, DC. Retrieved from http://documents.worldbank. 9 Monteiro, E. (2016). Jamaica - Jamaica Integrated Community Development Project: org/curated/en/099905003312278414/P146460062e741098092cd08f052d41d9cc P146460 - Implementation Status Results Report: Sequence 05 (English). World Bank 23 Based on information received from Dr. Milton Clarke, Environmental Specialist at Jamaica Group, Washington, DC. Retrieved from https://documents.worldbank.org/curated/ Social Investment Fund (October 31, 2022). en/897101482711862882/Jamaica-Jamaica-Integrated-Community-Development-Proj - ect-P146460-Implementation-Status-Results-Report-Sequence-05 24 Ibid. Wei, F., Monteiro, E., & Kaza, S. (2021). Jamaica - Integrated Community Development 25 Wei, F., Monteiro, E., & Kaza, S. (2021). Jamaica - Integrated Community Development Project (English). World Bank Group, Washington, DC. Retrieved from http://documents. Project (English). World Bank Group, Washington, DC. Retrieved from http://documents. worldbank.org/curated/en/310851636577362412/Jamaica-Integrated-Community-Devel - worldbank.org/curated/en/310851636577362412/Jamaica-Integrated-Community-Devel - opment-Project opment-Project 10 Development Options Limited. (2018). Final report: Midterm evaluation of the Jamaica Inte- 26 Jamaica Social Investment Fund—Integrated Community Development Project (ICDP II). grated Community Development Project. Kingston, Jamaica. Retrieved from https://www.jsif.org/content/integrated-community-development-project-icdp-ii 11 NSWMA Mobile App (http://www.nswma.gov.jm/) 27 Based on information received from Phillip Morgan, Investigator, National SWM Authority (February 15, 2023). — 81 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to use waste services in Pakistan Objective: Empower people to improve accountability Case summary Pakistan launched the Clean Green Pakistan Movement (CGPM) to address environmental degradation. The CGPM centered around five pillars: water, sanitation, hygiene, SWM, and tree planting. The movement established several interrelated programs to promote individual (youth and adult) and collective (neighborhood and city) action. The programs used competitions, change agents, education, and accountability to galvanize environmental stewardship. The CGPM’s participatory approaches successfully increased public participation in SWM. Its success has inspired similar movements in other countries. The Clean and Green Pakistan Movement. © Mines and Minerals, Government of the Punjab — 82 — Behavior Change in Solid Waste Management: Getting people to use waste services in Pakistan A Compendium of Cases Challenge statement the CGPM in three phases: (a) a pilot phase (N = 20 cities); (b) a scaling-up phase (N = 93 cities, launched in 2021); and (c) a sustainability phase.7 Pakistan struggled with increased MSW volumes due to limited funds, regulations, trained personnel, and equipment. Residents consequently openly dumped their The CGPM brought together government, private sector, and civil society actors. It waste, which led to flooding, blocked sewers, and disease outbreaks. centered around five pillars: water, sanitation, hygiene and liquid waste management, SWM, and tree planting. The government introduced several programs to fulfill the Context and description of challenges CGPM’s overarching objectives and galvanize public involvement. They included (a) Clean Green Champions Program, (b) Clean Green Pakistan Index, and (c) Clean Pakistan (2017 population: 207,684,626)1 is among the world’s most vulnerable Green School Program. Programs focused on empowering individual citizens, cities, countries. It has dealt with numerous environmental issues—including SWM— and educational institutions, respectively. over the past few decades. Municipal authorities managed water, sanitation, and hygiene-related services in their respective regions. Decentralization empowered The design municipal authorities to develop province-specific regulations and take on increased responsibilities for service provision. However, urbanization and economic growth The government launched the Clean Green Champions Program as the first major placed undue pressure on local governments. Pakistan’s waste generation rate (0.28 component of the CGPM. The program intended to foster grassroots action on envi- to 0.61 kg per capita per day [2015]), albeit below global averages, strained limited ronmental issues. Interested citizens registered and logged activities via the pro- municipal resources.2 In turn, the national waste collection rate remained at 51–69 gram’s website or mobile app. Clean Green Champions acted as change agents and percent. Regions outside major cities (for example, Karachi and Lahore) had scarce 3 supported awareness-raising efforts. They collected, segregated, and disposed of landfill sites and comparatively lower collection rates. Residents in these regions MSW at formal disposal sites; organized talks on MSWM; and relayed citizens’ com- therefore often resorted to open dumping and burning. Uncollected waste created 4 plaints on SWM to local government.8 The government established a team to moni- public health and environmental challenges. The general public remained unfamiliar tor, verify, and approve submitted activities. Citizens received a set number of points with SWM regulations, including their own responsibilities, and did not engage with for different activities. For instance, they received one point for talking with peers and municipal operations.5 The 2018 federal election reinvigorated talk about the environ- five points for distributing a SWM brochure.9 The CGPM placed volunteers in several ment. The ministerial incumbent ran a campaign to make Pakistan ‘clean and green’.6 tiers depending on the quantity of points accrued. Volunteers were placed in one of Their flagship initiative is the subject of the present case study. five tiers: (a) basic (<499 points), (b) silver (500–1,499 points), (c) gold (1,500–2,999 points), (d) platinum (3,000–4,999), and (e) diamond (>5,000 points). The program Decisions and actions publicly recognized champions and published their scores in biannual newsletters.10 This public recognition acted as a nonmaterial reward. Individuals who reached the In 2018, the national government introduced the Clean Green Pakistan Movement top two tiers received two rewards. They met government officials and participated (CGPM) to address climate change, pollution, and SWM. Its overarching goal was to in official CGPM functions.11 The point system injected a game-like quality to the develop a framework for municipal service delivery. The government implemented program. The CGPM website displayed the number of participants and the number — 83 — Behavior Change in Solid Waste Management: Getting people to use waste services in Pakistan A Compendium of Cases of completed activities (Figure 6). These data attempted to create a positive social into school curricula. Specifically, it taught youth environmentally friendly behaviors norm around volunteering. and skills. In tandem, schools created environmental clubs, established interschool competitions, introduced source segregation, and facilitated awareness campaigns. Clean Green Clubs recruited students to act as champions. These champions coor- FIGURE 6 Capture from the CGPM website12 dinated activities and disseminated information to 1,000 households. Each school submitted an annual report to the district. The district cell of the CGPM assessed each school’s progress. The CGPM issued certificates of appreciation to the three top-performing schools.16 Several actors supported the CGPM’s implementation. Civil society organizations fostered better SWM behaviors by distributing reusable bags, organizing training ses- sions, and establishing a network of recyclable and organic waste bins. Influential figures such as the religious clergy disseminated messages on pro-environmental behaviors during sermons.17 The involvement of Pakistani cities was crucial to the CGPM’s success. The gov- ernment introduced the Clean Green Pakistan Index to foster competition among cities and neighborhoods. The competition assessed five broad criteria—water, sanitation, hygiene, SWM, and plantation—and 58 sub-indicators over six months. All parameters had equal weighting. The index assessed SWM municipal service delivery through (a) waste collection service coverage, (b) the availability of waste disposal and treatment facilities, and (c) household solid waste segregation and dis- posal.13 City administrators uploaded data on each criterion to a designated website. Each city supplied photographic evidence (before/after) to validate the results. The Monitoring and Evaluation Committee visited cities monthly to foster accountabil- ity. After six months, the government assessed neighborhood and city progress and used the results to establish relative rankings. Top-ranked cities received awards and funds during the ’Encouragement Award Ceremony’.14 The Clean Green School Program targeted children and youth across 423 schools and colleges.15 The program integrated climate literacy and environmental education Plastic bag ban awareness activity at a school in Islamabad. © Clean Green Pakistan — 84 — Behavior Change in Solid Waste Management: Getting people to use waste services in Pakistan A Compendium of Cases What behavioral tools are present in this initiative? Results SOCIAL AND MOTIVATIONAL MECHANISMS The CGPM increased engagement with municipal services. As of 2020, 119,284 cit- izens registered as Clean Green Champions who completed 200,217 activities, of Social comparison: Research suggests that the relative standing of indi- which 94,685 focused on SWM.22 Under the Clean Green Pakistan Index, the govern- viduals among their peers can influence MSW practices.18 The CGPM fos- tered competition among cities and educational institutions through the ment recognized several top-performing cities in the provinces of Punjab (Attock, Clean Green Pakistan Index and Clean Green School Program, respectively. Bahawalpur, Lahore, Gujrat, Rawalpindi, and Khyber) and Pakhtunkhwa (Bannu, These programs ranked participants relative to their compatriots based on their perfor- Kohat, and Peshawar) in October 2020. The CGPM inspired neighboring countries mance fulfilling activities under the CGPM. such as Saudi Arabia to create likeminded programs.23 Despite positive results, lim- ited adaptive capacity, financial capacity, and local policies constrained the CGPM’s Creating accountability: Research suggests that holding individuals respon- implementation.24 Following a change in government, the CGPM paused some activ- sible for their actions can have a powerful influence on their behavior.19 In ities (for example, sanitation-related programming) in 2022. Tree planting activities the CGPM, municipal authorities uploaded relevant data to a provincial (and remain active throughout Pakistan. subsequently national) dashboard. The dashboard allowed local authorities and the public to track the progress of different cities across parameters. The CGPM similarly required educational institutions to submit progress reports. These reporting mechanisms held entities liable for their actions. Complementary actions to consider Messengers: Research suggests that individual actors can help programs » Behavior change interventions can complement but not replace the initiate, manage, or implement change.20 In the context of waste manage- core SWM system. Practitioners interested in deploying a similar inter- ment, change agents can help model and instill positive waste behaviors.21 The current case study encouraged grassroots action through change vention may find it useful to first improve the basic SWM infrastructure agents. Through the Clean Green Champions Program and the Clean Green School and the quality of SWM services. Behavior change interventions should Program’s Clean Green Clubs, citizens could help foster pro-environmental behaviors build on this enabling environment. among their peers. More broadly, religious figures, celebrities, and social media influ- encers promoted the CGPM and encouraged residents to participate in environmental » Continuity is important for behavior change initiatives, the effects of activities. which can take time to materialize. Other governments looking to repli- cate this initiative could consider proceeding with the program uninhib- ited for several years before drawing conclusions on its efficacy. Want to know more? Clean Green Pakistan Movement CHOOSE ANOTHER — 85 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to use waste services in Pakistan A Compendium of Cases Endnotes 12 Clean Green Pakistan (https://cleangreen.gov.pk/eng). 13 Ministry of Climate Change. (2021). National Climate Change Policy. Government of Paki - 1 Pakistan Bureau of Statistics. (2017). Final results of census 2017. Ministry of Statistics, stan. Retrieved from https://www.mocc.gov.pk/SiteImage/Policy/NCCP%20Report.pdf Islamabad, Islamic Republic of Pakistan. 14 Yearbook 2020–21. Ministry of Climate Change, Government of Pakistan, Islamabad. Population in 2022: 247 million. Source: United States Census Bureau—U.S. and World Pop - Clean Green Pakistan. (2020). Bi-annual newsletter. First edition: Jan-Jun 2020. Ministry of ulation Clock: Pakistan. United States Government. Retrieved from https://www.census. Climate Change, Government of Pakistan. Retrieved from https://cleangreen.gov.pk/eng/ gov/popclock/world/pk news-letters 2 Economic Adviser’s Wing. (2016). Pakistan Economic Survey 2015–2016. Finance Division, The News International. (2019). Launch of Clean Green Pakistan Index on 30th. The News Government of Pakistan. International. Retrieved from https://www.thenews.com.pk/print/547231-launch-of-clean- Javed, N., & Hobson, M. (2022). Solid waste management sector in Pakistan: A reform road green-pakistan-index-on-30th map for policy makers. Asian Development Bank. doi: 10.22617/TCS220086-2 15 Dawn News. (2019). Clean Green School Program launched at FDE institutions. Dawn News. 3 Climate and Clean Air Coalition. (n.d.) Brief on solid waste management in Pakistan. Retrieved Retrieved from https://www.dawn.com/news/1516747 from https://www.waste.ccacoalition.org/sites/default/files/files/brief-swm-_pak.pdf 16 Clean Green Pakistan—Schools. Government of Pakistan. Retrieved from https://clean- 4 Javed, N., & Hobson, M. (2022). Solid waste management sector in Pakistan: A reform road green.gov.pk/eng/clean-green-champion-program/schools map for policy makers. Asian Development Bank. doi: 10.22617/TCS220086-2 WaterAid—Clean Green School Program. Retrieved from https://www.wateraid.org/pk/ Ghauri, W. U. (2018). Expert group meeting on sustainable application of waste-to-energy in clean-green-school-programme Asian region - Waste to energy potential in Pakistan. United Nations Office for Sustainable 17 Mumtaz, M. (2021). Role of civil society organizations for promoting green and blue infra - Development. Retrieved from https://sustainabledevelopment.un.org/content/unosd/doc- structure to adapting climate change: Evidence from Islamabad city, Pakistan. Journal of uments/37697.Waste%20to%20Energy%20Potential%20in%20Pakistan.pdf Cleaner Production, 309, 127296. 5 Bhatti, J. A., & Mohmand, I. (2014). Solid Waste Management Strategy for Tehsil Munic - 18 Schultz, P. W. (1999). Changing behavior with normative feedback interventions: A field ipal Administration Barikot. (GIZ) GmbH. Retrieved from http://lgkp.gov.pk/wp-content/ experiment on curbside recycling. Basic Appl. Soc. Psychol., 21, 25–36. doi: 10.1207/ uploads/2015/08/Solid-Waste-Management-Strategy-Barikot.pdf s15324834basp2101_3 6 Bangash, F. (2018). Imran gives 11-point election manifesto, The News International. 19 Lerner, J. S., & Tetlock, P. E. (1999). Accounting for the effects of accountability. Psycholog- Retrieved from https://www.thenews.com.pk/print/310733-imran-gives-11-point-election- ical Bulletin, 23(2), 255–275. manifesto 20 Van Poeck, K., Læssøe, J., & Block, T. (2017). An exploration of sustainability change agents 7 Economic Adviser’s Wing. (2021). Pakistan Economic Survey 2020–21. Finance Division, as facilitators of nonformal learning: Mapping a moving and intertwined landscape. Ecology Government of Pakistan. Retrieved from https://www.finance.gov.pk/survey/chapter_22/ and Society, 22(2). Economic%20Survey%202021-22.pdf 21 Burn, S. (2006). Social psychology and the stimulation of recycling behaviors: The block 8 Syed, F. Z., Awan, M. W., Mushtaq, A. Q., & Kiran, I. (2022). Fighting climate change: A critical leader approach. Journal of Applied Social Psychology, 21, 611–629. doi: 10.1111/j.1559- analysis of Clean Green Pakistan Initiative of Pakistan Tehreek-e-Insaf (PTI). Journal of the 1816.1991.tb00539.x Research Society of Pakistan, 59(1), 230. 22 Clean Green Pakistan. (2020). Bi-annual newsletter. First edition: Jan–Jun 2020. Ministry of Clean Green Pakistan—Clean Green Champion Program. Government of Pakistan. Retrieved Climate Change, Government of Pakistan. Retrieved from https://cleangreen.gov.pk/eng/ from https://cleangreen.gov.pk/eng/clean-green-champion-program news-letters 9 Clean Green Pakistan—Points Reward Details. Government of Pakistan. Retrieved from 23 The News International. (2021). Saudi Arabia wants to replicate Pakistan’s green initiatives. https://cleangreen.gov.pk/eng/clean-green-champion-program#points-reward-details The News International. Retrieved from https://www.thenews.com.pk/print/814027-saudi- 10 Clean Green Pakistan. (2020). Newsletter. Ministry of Climate Change, Government of Paki - arabia-wants-to-replicate-pakistan-s-green-initiatives stan. Retrieved from: https://cleangreen.gov.pk/eng/news-letters 24 Mumtaz, M. (2021). Role of civil society organizations for promoting green and blue infra - 11 Syed, F. Z., Awan, M. W., Mushtaq, A. Q., & Kiran, I. (2022). Fighting climate change: A critical structure to adapting climate change: Evidence from Islamabad city, Pakistan. Journal of analysis of Clean Green Pakistan Initiative of Pakistan Tehreek-e-Insaf (PTI). Journal of the Cleaner Production, 309, 127296. Research Society of Pakistan, 59(1), 230. — 86 — 2.2 Getting people to be more sustainable with their waste disposal RETURN TO CASE © Fevziie Ryman | istock.com — 87 — SELECTION 2.2.1  Decrease littering (cigarette butts) Australia RETURN TO CASE — 88 — SELECTION Cigarette rubbish collected from a creek in Brisbane, Australia. © JanelleLugge, istock.com Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to be more sustainable with their waste disposal in Australia Objective: Increase proper disposal of cigarette butts Case summary The New South Wales Environment Protection Authority partnered with 16 local councils to decrease cigarette butt littering. Councils quantified the impact of four interventions on cigarette butt disposal: designing pathways to bins, creating ownership, using social norms, and deploying enforcement. Councils assessed the impact of each strategy on proper cigarette butt dis- posal rates over several months. These interventions successfully raised the rate of cigarette butt disposal in designated bins by an average of 53 percent. All interventions but the enforcement condition led to sustained changes after the trial. This study led to the Butt Litter Prevention Program. Additionally, the Environment Protection Authority used the trial’s results to create statewide litter prevention guidelines and practical tools. — 89 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Australia A Compendium of Cases Challenge statement Decisions and actions Despite declining smoking rates1 and the presence of local laws, cigarette butt litter In 2018, the NSW EPA collaborated with 16 local councils to determine the most in New South Wales (NSW) posed a persistent problem for local authorities. effective anti-littering strategy. This collaboration built on the EPA’s previous research on smokers’ cigarette butt disposal behavior, attitudes, and knowledge.12 All coun- Context and description of challenges cils actively contributed to the development of interventions as well as their delivery, management, and assessment.13 NSW is a southeastern Australian state (2016 population: 7,480,228). The state had 2 a long history of combatting cigarette butt litter. NSW historically relied on traditional The initiative assessed the effectiveness of several interventions on disposal behav- policy instruments such as fines (AUD 60–375 or USD 41–260) to discourage litter- 3 ior: (a) creating pathways to garbage bins (N = 14 locations), (b) establishing pride ing.4 However, such laws were difficult to enforce. Fines were only issued in the pres- and ownership (N = 7 locations), (c) leveraging social norms (N = 11 locations), and ence of a designated officer or otherwise depended on a citizen willing to report the (d) implementing enforcement (N = 6 locations). Councils also used control sites (N offense.5 In turn, cigarette butt litter continued to mount across NSW. In 2013, ciga- = 6 locations) to assess residents’ cigarette butt disposal behavior in the absence of rette butts were the most littered item in the state (43 percent of litter). In the capital 6 any intervention. Across interventions, councils compiled location-based information of Sydney, city cleaners collected 15,000 cigarette butts daily (5.5 million annually).7 on smoker behavior and the surrounding context. This information helped contextu- Littered cigarette butts also created environmental issues. The plastic butts contain alize the effects of various factors on disposal behavior. thousands of chemicals which leached into the environment.8 Littered butts also ignited thousands of fires in the state annually.9 Local councils conducted trials between March and June 2018. Councils self-se- lected the types of interventions and respective locations for trials. Councils piloted In 2013, the NSW Environmental Protection Authority (EPA) launched the Litter interventions in parks, shopping areas, transportation sites, and offices. The project Prevention Program to reduce littering by 40 percent. The program’s hallmark cam- assessed disposal behavior at the baseline, during the delivery of each intervention, paign, ‘Don’t Be a Tosser!’, focused on increasing awareness of litter-induced environ- and three months post-intervention. In each location, councils assessed litter preva- mental damage. Given its prevalence, the EPA started to conduct dedicated research lence using direct observation and through standardized 48 m² areas.14 on cigarette butt litter in 2017. The EPA commissioned a study on cigarette butt lit- tering to understand the contextual factors that drove the behavior. The research found that over half of smokers in public places littered their cigarette butts. They also found that the butt-littering rate varied with environmental context such as the presence of existing litter.10 Smokers felt that cigarette butts were an innocuous type of litter and often littered without thinking about the consequences. Smokers were also more likely to litter if an area lacked accessible or clean bins.11 This research formed the foundation for the NSW EPA’s future cigarette butt litter initiatives, which are the focus of the present case study. — 90 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Australia A Compendium of Cases In the first intervention, councils installed new butt bins and used floor stencils to cre- ate a clear path to the designated bins. In conjunction, councils installed and placed REFERENCE CASE STUDY signs directly on cigarette butt bins for easy identification. This intervention lasted Reduce littering in the United Kingdom seven weeks. Cigarette butts are among the most common form of litter in the world, In the second intervention, the EPA appealed to smokers’ pride and ownership. This with an estimated 4.5 trillion thrown away annually. In 2015, the company intervention relied on a continuous and open dialogue between smokers and coun- Hubbub15 created the Ballot Bin to decrease litter on a busy London street. cils. The councils first surveyed smokers about their preferences for smoking areas. The Ballot Bin became a voting ashtray, which nudged smokers to use their Following this, councils cleaned and demarcated smoking areas. Where possible, cigarettes to ‘vote’ on a question and correctly dispose of them. There are they also installed new butt bins and seating. The councils then re-questioned smok- currently over 4,300 Ballot Bins in 42 countries. They collectively prevent an ers about the upgraded sites. The councils included smoker’s sentiments on signage estimated 11 million cigarette butts from being littered annually. In some throughout the designated areas. By cleaning the sites, councils also set a standard, circumstances, the Ballot Bin has reduced cigarette litter by 73 percent.16 as individuals are less inclined to litter in a clean versus dirty environment.17 This FIGURE intervention lasted eight weeks. 7 A Ballot Bin in London to collect cigarette butts In the third intervention, social norms were used to deter littering. This intervention sought to redefine norms, shifting from one where cigarette butt littering was accept- able to a new norm that revolved around proper disposal. Councils first cleaned inter- vention locations. Signage highlighted the goal of properly disposing of all cigarette butts and recognized progress toward achieving it. Additional bin signage thanked smokers for using the provided bins. Lastly, council staff passed out cards to prompt smokers to properly bin their cigarettes and encourage discussions with other smok- ers. This intervention lasted seven weeks. In the fourth intervention, enforcement was used to deter littering. The interven- tion used floor stencils to increase smokers’ awareness of littering fines (AUD 80 or USD 53). Additionally, councils increased enforcement officer patrols in the area The design (approximately six hours per week) and highlighted their presence through signage. The enforcement officers acted as an accountability mechanism. These officers All interventions designated a separate space for smoking. Councils demarcated increased smokers’ awareness of the potential for fines and the need to properly dis- the areas. Across interventions, individuals from each council actively observed pose of their cigarette butts. This intervention lasted between four and six weeks.18 smokers’ disposal behavior weekly. They also initiated structured conversations with smokers to understand their views on changes to each location. — 91 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Australia A Compendium of Cases What behavioral tools are present in this initiative? Three months after the trial, binning rates remained stable in all but the negative incentive intervention. Smokers reported feeling increased responsibility to conform SOCIAL AND MOTIVATIONAL MECHANISMS to proper disposal behavior given expectations implied by designated smoking areas. Engagement with smokers was critical to behavior change. Engagement allowed Emotional appeals: Emotions can be key determinants of behavior. Past lit- land managers to tailor smoking areas22 to the individuals whose behavior they were erature indicates that persuasive messaging that uses emotional appeals trying to change. The interaction between land managers and smokers built a ’social can promote pro-environmental actions.19 In NSW, local councils created compact’. As part of this unwritten agreement, smokers did their part to maintain the welcoming environments and captured smokers’ positive sentiments about the designated smoking areas. Councils placed these messages prominently in smoking areas that land managers established.23 smoking areas to inspire pride and ownership of the spaces. FIGURE Schematic of the NSW EPA’s Cigarette Social Norms: Research suggests that an individual’s perception of what is 8 Butt Litter Prevention strategy socially appropriate can influence his/her behavior. In the context of waste management, the absence of cigarette butt litter communicates a norm about the unacceptability of littering.20 In NSW, local councils used positive social norms messaging to set an expectation for smokers to dispose of their cigarette butts in provided bins. SYSTEM DESIGN MECHANISMS Physical cues: Aspects of the surrounding environment can draw attention to waste disposal infrastructure, which encourages its usage and deters littering.21 In the present case study, councils used floor stencils to guide smokers to nearby disposal bins. Results Source: NSW EPA. This study demonstrates the value of simple, practical interventions to decrease cig- arette butt litter. Across interventions, the average butt-binning rate increased from This trial led to the development of statewide anti-littering guidelines. The guidelines 38 to 58 percent (a 53 percent improvement relative to baseline). All tested interven- included a 13-step process to help local councils, communities, and business own- tions increased the proper disposal of cigarette butts. The pride intervention was the ers understand why smokers litter and develop evidence-based interventions to pre- most effective, leading to a 64 percent binning rate. The enforcement, pathways, and vent butt litter.24 This trial also supported the development of a practical tool called social norms interventions led to butt-binning rates of 62, 53, and 58 percent, respec- the Butt Litter Check. The tool qualitatively and quantitatively assessed butt disposal tively. Littering stayed constant in control conditions. behavior in an area. Land managers could use the collected data to investigate the — 92 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Australia A Compendium of Cases relationship between smokers, the smoking area, and litter. Managers could then cre- 64 percent littering rate. This rate will act as a baseline against which to compare the ate tailored interventions.25 Cigarette Butt Litter Prevention Program’s performance.27 The trial led to the creation of the Cigarette Butt Litter Prevention Program in 2020. In 2020, the NSW EPA commenced its cigarette butt litter prevention grants program. Its goal is to reduce butt litter by 50 percent by 2030. This program is part of the The grants program supports the Cigarette Butt Litter Prevention Program’s 50 per- NSW EPA’s broader Litter Prevention Program (Figure 8). The Cigarette Butt Litter cent butt litter reduction target. Local councils, regional waste groups, community Prevention Program contributes to NSW’s Plastics Action Plan to reduce plastic gen- groups, businesses, and other government agencies can apply for funding to reduce eration and waste. It also supports litter reduction targets under the NSW Waste and litter.29 Between 2020 and 2022, the EPA distributed approximately USD 611,000 to Sustainable Materials Strategy (Figure 9). In 2020, the NSW EPA completed a Butt 26 25 stakeholders to deliver local cigarette butt litter prevention projects. To date, lit- Litter Index to track the statewide cigarette butt littering rate. The Index indicated a ter prevention projects that have integrated pride and ownership in their approach have been most successful in decreasing cigarette butt litter.30 These results reinforce the 2018 trial’s findings that engagement FIGURE 9 The NSW EPA’s Waste and Sustainable Materials Strategy, and a social compact are paramount to behavior change. Beyond which informs the Cigarette Butt Litter Prevention Program28 its effectiveness on littering, the grant program ensured that the wider community supported the butt litter prevention infrastruc- Our targets ture and activities.31 Other countries could learn from and tailor Under the NSW Waste and Sustainable Materials Strategy: Stage 1 2021–2027, NSW has adopted several targets. The these interventions and initiatives to local contexts. actions outlined in this plan will help us to meet these targets, including to: • phase out problematic and unnecessary plastics by 2025 • reduce the total waste generated in Australia by 10% per person by 2030 • achieve an average 80% recovery rate of resources from all waste streams by 2030 • significantly increase the use of recycled content by government and industry Complementary actions to consider • reduce plastic litter items by 30% by 2025 • reduce the overall litter by 60% by 2030 • triple the plastics recycling rate by 2030. » Data suggest that smokers’ littering tendencies We are working towards national waste targets including: change when they were alone relative to when they were with others.32 Practitioners deploying anti-lit- • phase out problematic and unnecessary plastics by 2025 • ban the export of waste plastic, paper, glass and tyres, starting in 2021 tering strategies may consider investigating group • reduce the total waste generated in Australia by 10% per person by 2030 dynamics of littering as well as individual littering • recover an average 80% of resources from all waste streams by 2030 • significantly increase the use of recycled content by government and industry. behavior. The Plan presents a package of actions supported by analysis of the economic and technical feasibility, costs and bene- fits. The proposed actions will allow NSW to become a leader in managing plastics; eliminating harmful plastics, cleaning up Want to know more? plastic pollution and using our knowledge to get the most value out of our plastic resources. EPA work to prevent littering Broader actions in the NSW Waste and Sustainable Materials Strategy 2041 will contribute to achieving our targets. CHOOSE ANOTHER — 93 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Australia A Compendium of Cases Endnotes 11 Falsone, C., & Spence, B. (2017). Qualitative research of cigarette disposal behaviour: Full report of research finding. Hall & Partners – Open Mind. 1 Department of Health. (2017). Tobacco control: Key facts and figures. Australian Govern- 12 Ibid. ment. Retrieved from https://www.health.gov.au/sites/default/files/tobacco-control-key- 13 State of New South Wales and the Environment Protection Authority. (2019). Identifying facts-and-figures.pdf effective strategies to reduce cigarette butt litter findings from the NSW EPA-led Cigarette 2 Australian Bureau of Statistics—New South Wales: 2016 Census. Retrieved from https:// Butt Litter Prevention Trial. EPA, Sydney. ISBN 978 1 925987 04 1. Retrieved from https:// www.abs.gov.au/census/find-census-data/quickstats/2016/1 www.epa.nsw.gov.au/-/media/epa/corporate-site/resources/litter/19p1840-butt-litter-tri- al-report.pdf Population in 2021: 8.1 million. Source: Australian Bureau Statistics. (2022). Snapshot of New South Wales. Government of Australia. Retrieved from https://www.abs.gov.au/arti- 14 Ibid. cles/snapshot-nsw-2021#:~:text=In%20the%202021%20Census%2C%20the,Greater%20 15 Hubbub (hubbub.org.uk) is a creative charity seeking to inspire environmental action. Its Sydney%20(5.2%20million) experimental campaigns use behavioral insights, creative communication, and collabora - 3 Fines varied depending on several factors, including if residents disposed of cigarette butts tion to change people’s attitudes and behaviors. from a car or during forest fire season. 16 Litter survey conducted by Ellipsis Earth in Bournemouth Christchurch & Poole, 2021: 4 Protection of The Environment Operations Act 1997 - Sect 145: Littering generally. NSW https://www.ellipsis.earth/bcp Government. Based on information received from Saskia Restorick, Director, Hubbub (January 27, 2023). Protection of the Environment Operations (Penalty Notices) Regulation 2004 under the Protec - 17 Cialdini, R. B., Raymond R. R., & Kallgren, C. A. (1990). A focus theory of normative conduct: tion of the Environment Operations Act 1997. Minister for the Environment, NSW Government. Recycling the concept of norms to reduce littering in public places. Journal of Personality 5 Service NSW—How to report littering from a vehicle. NSW Government. Retrieved from https:// and Social Psychology, 58(6), 1015–1026. www.service.nsw.gov.au/transaction/report-littering-from-a-vehicle#:~:text=Have%20 18 State of New South Wales and the Environment Protection Authority. (2019). Identifying your%20mobile%20phone%20with,days%20of%20witnessing%20the%20littering effective strategies to reduce cigarette butt litter findings from the NSW EPA-led Cigarette 6 State of NSW and Environment Protection Authority. (2013). NSW Litter Prevention Kit: Butt Litter Prevention Trial. EPA, Sydney. ISBN 978 1 925987 04 1. Retrieved from https:// Things you should know about litter and litterers. EPA, Sydney. ISBN 978 1 74359 332 5. www.epa.nsw.gov.au/-/media/epa/corporate-site/resources/litter/19p1840-butt-litter-tri- Retrieved from https://www.epa.nsw.gov.au/~/media/EPA/Corporate%20Site/resources/ al-report.pdf litter/130800-lpk-things-know.ashx 19 Rare Center for Behavior and the Environment. (n.d). Project cane changer: Tapping into 7 Wallbank, L. A., MacKenzie, R., & Beggs, P. J. (2016). Environmental impacts of tobacco prod- farmers’ identities to protect the great barrier reef. Retrieved from https://behavior.rare.org/ uct waste: International and Australian policy responses. Ambio, 46(3), 361–370. doi:10.1007/ wp-content/uploads/2020/07/Emotional-Appeals.-Cane-Changer.-7.8.pdf s13280-016-0851-0 Bissing-Olson, M. J., Fielding, K. S., & Iyer, A. (2016). Experiences of pride, not guilt, predict 8 Slaughter, E., Gersberg, R. M., Watanabe, K., Rudolph, J., Stransky, C., & Novotny, T. E. (2011). pro-environmental behavior when pro-environmental descriptive norms are more positive. Toxicity of cigarette butts, and their chemical components, to marine and freshwater fish. Journal of Environmental Psychology, 45, 145–153. doi: 10.1016/j.jenvp.2016.01.001 Tobacco control, 20 (Suppl 1), i25–i29. doi: 10.1136/tc.2010.040170 20 Schultz, P. W., Bator, R. J., Large, L. B., Bruni, C. M., & Tabanico, J. J. (2013). Littering in con - 9 State of NSW and Environment Protection Authority. (2013). NSW Litter Prevention Kit: text: Personal and environmental predictors of littering behavior. Environment and Behavior, Things you should know about litter and litterers. EPA, Sydney. ISBN 978 1 74359 332 5. 45(1), 35–59. Retrieved from https://www.epa.nsw.gov.au/~/media/EPA/Corporate%20Site/resources/ 21 Jespersen, S.M. (2012). Green nudge: Nudging into the litter bin. iNudgeyou. Retrieved from litter/130800-lpk-things-know.ashx http://www.inudgeyou.com/green-nudge-nudging-litter-into-the-bin 10 Curnow, R., & Spehr, K. (2017). Butt-littering behaviour in context. The butt litter check: A foun- 22 State of New South Wales and the Environment Protection Authority. (2019). Identifying dation for the NSW EPA cigarette butt litter reduction program. NSW Environment Protec - effective strategies to reduce cigarette butt litter findings from the NSW EPA-led Cigarette tion Authority. Retrieved from https://www.epa.nsw.gov.au/-/media/epa/corporate-site/ Butt Litter Prevention Trial. EPA, Sydney. ISBN 978 1 925987 04 1. Retrieved from https:// resources/litter/cigarette-butt-littering-behaviour-in-nsw-quantitative-research-and-base- www.epa.nsw.gov.au/-/media/epa/corporate-site/resources/litter/19p1840-butt-litter-tri- line-report-community-change.pdf?la=en&hash=29E1703A1F364B2C8A336BB0D - al-report.pdf 6B4061A97E1C288 23 Based on information received from Rupert Saville, Head, New South Wales Environment Protection Authority Litter Prevention Unit (February 9, 2023). — 94 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Australia A Compendium of Cases 24 State of NSW and Environment Protection Authority. (2021). Guide to prevent cigarette 28 Department of Planning, Industry and Environment. (2021). NSW Waste and Sustainable butt littering. EPA, Sydney. ISBN 978 1 925987 79 9. Retrieved from https://www.epa. Materials Strategy 2041: Stage 1: 2021–2027. NSW Government. Retrieved from https:// nsw.gov.au/-/media/epa/corporate-site/resources/litter/21p3281-guide-to-prevent-cig- www.dpie.nsw.gov.au/__data/assets/pdf_file/0006/385683/NSW-Waste-and-Sustain - arette-butt-littering.pdf?la=en&hash=58B92F1DD0CBF5991312C9FE6BA3FEC - able-Materials-Strategy-2041.pdf B62A85BBE 29 State of NSW and the Environment Protection Authority. (2021). Cigarette Butt Litter Preven- 25 State of NSW and Environment Protection Authority. (2021). Butt Litter check guidelines. tion Grant Program. EPA, Sydney. Retrieved from https://www.epa.nsw.gov.au/-/media/epa/ EPA Litter Prevention Kit: Part 4. EPA, Sydney. ISBN 978 1 922447 67 8. Retrieved from corporate-site/resources/litter/21p3310-cigarette-butt-litter-round2.pdf?la=en&hash=4A- https://www.epa.nsw.gov.au/-/media/epa/corporate-site/resources/litter/21p3199-butt- E86722C367D1812BA45778D25EE5CCAA353350 litter-kit-part-4.pdf?la=en&hash=42DCF158A216A048C542219B425ACDD91DC346C8 30 Based on information received from Chris Chung, Project Officer, New South Wales Envi - 26 Department of Planning and Environment—NSW Plastics Action Plan. NSW Government. ronment Protection Authority Litter Prevention Unit (February 9, 2023). Retrieved from https://www.dpie.nsw.gov.au/our-work/environment-energy-and-science/ Heartward Strategic. (2021). Cigarette Butt Litter Prevention Program Community Impact 31 plastics-action-plan Research Report. NSW EPA Litter Prevention Unit. Retrieved from https://www.epa.nsw. Department of Planning, Industry and Environment. (2021). NSW Waste and Sustainable gov.au/-/media/epa/corporate-site/resources/litter/2021-but-litter-community-im- Materials Strategy 2041: Stage 1: 2021–2027. NSW Government. Retrieved from https:// pact-survey.pdf?la=en&hash=6F39F8B12CA6D6AD6996331A1224DF5DD450A34A www.dpie.nsw.gov.au/__data/assets/pdf_file/0006/385683/NSW-Waste-and-Sustain - 32 Parker, J. (2021). Butt Litter Index 2020: Research on cigarette disposal behaviour for the able-Materials-Strategy-2041.pdf NSW Environment Protection Authority. Taverner Research, Australia Retrieved from https:// 27 Parker, J. (2021). Butt Litter Index 2020: Research on cigarette disposal behaviour for the www.epa.nsw.gov.au/-/media/epa/corporate-site/resources/litter/butt-litter-index-2020. NSW Environment Protection Authority. Taverner Research, Australia Retrieved from https:// pdf?la=en&hash=328BEFF81F750D7468CD289E243AB33333FCF9FE www.epa.nsw.gov.au/-/media/epa/corporate-site/resources/litter/butt-litter-index-2020. pdf?la=en&hash=328BEFF81F750D7468CD289E243AB33333FCF9FE — 95 — 2.2.2 Increase reusing and recycling UK Republic of China Korea Israel Nepal Solomon Brazil Islands Indonesia Argentina RETURN TO CASE — 96 — SELECTION Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to be more sustainable with their waste disposal in Argentina Main objective: Increase reusing and recycling Other objectives: Increase source segregation of organic and other waste Case summary The Argentine Municipality of Trelew tested the impact of communications materials on waste disposal behavior. They assessed the relative impact of (a) simplified information, (b) social appeals, and (c) a magnetic calendar (in various combinations) on source segregation rates of 4,800 households and small businesses. Changes in these behaviors were quantified through waste collection. The interventions doubled household source segregation rates. The effects remained even after six months. The local government thereaf- ter scaled up the trial to a wider portion of the municipality. The intervention informed subsequent community engagement strategies. Separated waste recyclables. © Jorge Luis Castañeda — 97 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Argentina A Compendium of Cases Challenge statement disposal. The German Development Institute funded the project, while the municipal- ity and World Bank contributed in-kind resources. Despite having the necessary institutional and physical SWM infrastructure, Trelew residents rarely segregated their waste. Consequently, most waste ended up in land- In November 2018, the project team conducted a diagnostics survey to assess res- fills. Low waste diversion rates hindered the municipality’s plans to shift from dis- idents’ barriers to source segregation. The survey found that many households did posal to more preferable treatment options. not know which day to place their dry waste out for collection, they could not prop- erly classify materials as dry and wet waste, and they saw source segregation as Context and description of challenges a hassle. The survey results informed the subsequent suite of interventions. These included an assessment of waste separation behaviors in a randomized controlled Trelew (2017 population: approximately 106,662) is a mid-size city in the Chubut 1 trial (N = 4,800 participants across 400 street blocks, of which 90 percent were Province of Argentina. In 2010, the provincial MSW generation rate was 0.93 kg per households and the remainder were small businesses) and a scale-up. capita per day. Local regulations outlined the city’s waste storage, collection, trans- 2 portation, and treatment requirements.3 Residents in middle- and high-income areas The design were required to dispose of wet (residual and organic) and dry (recyclables) waste in separate bags.4 Municipal workers collected wet waste six days a week (Monday The intervention was twofold and sought to encourage two linked behaviors: (a) through Saturday) and dry waste weekly (Thursday). Unfortunately, residents fre- proper separation of dry and wet waste and (b) disposal of dry waste on the cor- quently disposed of mixed waste. Mixed waste led to high contamination and cre- rect day. To understand residents’ knowledge of and barriers to proper waste han- ated extra work for employees at the waste separation and transfer plant, tasked with dling, researchers conducted a door-to-door survey of 369 households. The survey separating recyclables.5 In light of these challenges, the city’s recycling rate remained assessed residents’ knowledge and execution of proper source segregation. It also as low as 3 percent. 6 assessed their awareness of the dry waste collection schedule. The municipality attempted to establish better waste management behaviors The intervention included five treatments: (a) a letter containing only simplified infor- through education and awareness raising. However, these activities alone failed to mation; (b) a letter containing simplified information and social appeals; (c) a letter increase proper source segregation rates. The municipality recognized the need for 7 containing simplified information and a magnetic calendar; (d) a letter containing complementary activities to galvanize behavior change. simplified information and social appeals as well a magnetic calendar; and (e) a con- trol group, which did not receive any intervention. The team assessed the impact Decisions and actions of interventions by collecting household waste after two weeks (from 1,565 house- holds) and six months (from 1,568 households). The municipality of Trelew codesigned and tested a set of behaviorally informed interventions with support from the German Development Institute and the Mind, In the first treatment, the project team sent a simplified letter to households. The Behavior, and Development Unit of the World Bank. The interventions sought to letter told residents when to dispose of dry waste (Thursday) and included a table improve residents’ rates of source segregation (recyclable and residual waste) and with relevant dry and wet waste items. This letter addressed residents’ knowledge gaps—one of the key barriers to proper waste disposal. — 98 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Argentina A Compendium of Cases In the fourth treatment, the project team sent households a letter containing simpli- fied information with social appeals and a magnetic fridge calendar. To assess each treatment’s impact, the project team collected dry waste from a subset of households on the designated collection day (Thursday). Researchers cat- aloged waste weight and volume, categorized recyclables, and noted whether the waste was commingled or segregated (exclusively recyclables). Waste bags were tagged with QR codes to link the waste data with the intervention to which house- holds were assigned.8 What behavioral tools are present in this initiative? SOCIAL AND MOTIVATIONAL MECHANISMS Waste weighbridge. © Jorge Luis Castañeda Social norms: Knowledge of our peers’ behaviors can influence our own, including recycling propensity.9 In the current case study, the project team In the second treatment, the project team sent households the same letter contain- included a descriptive social norm in informational letters, emphasizing ing simplified information as the first intervention. Additionally, the letter featured a that three out of five neighbors thought recycling was desirable. descriptive social norm. It emphasized that the majority (60 percent) of neighbors supported recycling, based on the results from the diagnostic survey. Furthermore, SYSTEM DESIGN MECHANISMS the letter appealed to residents’ prosocial behaviors and asked residents to engage in source segregation to help the waste plant workers. Simplifying behaviors and decisions: Simplifying the presentation of infor- mation can significantly affect levels of compliance.10 In the present study, researchers sent households and businesses a letter containing concise In the third treatment, the team sent households the same letter containing sim- and simplified information on recycling. The letters also provided check- plified information and a magnetic fridge calendar, a popular method in Trelew for lists and grouped relevant information. Collectively, these changes made the guidance advertising. The calendar was a salient reminder to set dry waste out for collection easier to follow. on Thursdays. The calendar also demarcated each Thursday in a different color from the rest of the week and included a checkbox that residents could use to track their Salience: Research suggests that individuals attend to features of their progress. environment that stand out and such tools can help increase recycling behavior.11 The current case study used a magnetic calendar that speci- fied the dry waste collection schedule to remind households to set out dry waste on the correct weekday. — 99 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Argentina A Compendium of Cases Results Complementary actions to consider The intervention significantly increased dry waste recycling among participating households. After two weeks, households that received the intervention had nearly » The present intervention used a magnetic calendar to remind house- double (31 percent) source segregation rates relative to the control group (17 per- holds to place their recyclables curbside on a specific day. Practitioners cent). Additionally, the intervention was cost-effective at an average expenditure of undertaking like-minded interventions could assess the efficacy of oth- USD 0.55 per participant.12 Relative to the control group, the four treatments tested er tools (for example, an automated text message reminder sent before led to similarly high levels of source segregation. These effects persisted up to collections) on SWM behaviors. six months after the intervention. The behaviorally informed letter had one of the highest cost-benefit ratios. It also effectively addressed residents’ knowledge gaps » The intervention focused exclusively on middle- and high-income res- using clear and simple language. The letter was highly effective, such that adding a idents. Governments deploying similar interventions may consider tai- social appeal or reminder did not significantly increase source segregation rates. In loring their intervention to the socioeconomic status of residents. They response to the trial’s significant effect, in November 2019, the municipality expanded may also consider tailoring this intervention to lower-income neighbor- the intervention to 20,000 new households. The time taken to understand residents’ 13 hoods, whose residents may have unique barriers to engaging in source barriers and motivators to engaging with the waste system was essential to the inter- segregation but would reap outsized rewards. vention’s design. This case study depicts an easily scalable and highly transferable way to improve Want to know more? source segregation. The intervention informed the municipality’s SWM operations Using Behavioral Science to Increase Recycling in Argentina and community engagement strategy. From the trial, officials learned the importance of connecting waste collectors with the community to humanize the service. The government thereafter selected representatives to speak with residents about and dispel common myths on waste management. Waste cooperatives also carried out surveys on residents’ attitudes and beliefs.14 The trial laid the foundation to integrate environmental education into curricula. Complementarily, the municipality developed the RedES (Red de Escuelas Sustentables) Sustainable Schools Network to improve SWM outreach through guided visits to SWM processing facilities, workshops, and an experience exchange forum. CHOOSE ANOTHER — 100 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Argentina A Compendium of Cases Endnotes 8 Ibid. 9 Thomas, C., & Sharp, V. (2013). Understanding the normalisation of recycling behaviour and 1 Secretariat of Public Works and Services. (2017). Trelew tiene 106.662 habitantes en la actu- its implications for other pro-environmental behaviours: A review of social norms and recy- alidad [Trelew currently has 106,662 inhabitants]. Municipality of Trelew. Retrieved from cling. Resources, Conservation and Recycling, 79, 11–20. https://www.trelew.gov.ar/trelew-106-662-habitantes-la-actualidad/ Cialdini, R. B., Reno, R. R., & Kallgren, C. A. (1990). A focus theory of normative conduct: Population in 2022: approximately 111,000. Source: Chubut Editorial. (2022). Madryn ya ten- Recycling the concept of norms to reduce littering in public places. J. Pers. Soc. Psychol., dría 123 mil olítico , superando a Trelew que llegaría a 111 mil [Madryn would already have 58(6), 1015–1026. doi:10.1037/0022-3514.58.6.1015 123,000 inhabitants, surpassing Trelew, which would reach 111,000]. El Chubut. Retrieved 10 Sunstein, C.R. (2013). Simpler: The future of government. Simon & Schuster, New York. from https://www.elchubut.com.ar/regionales/2022-9-10-23-30-0-madryn-ya-tendria- 123-mil-habitantes-superando-a-trelew-que-llegaria-a-111-mil 11 Montazeri, S., Gonzalez, R., Yoon, C., & Papalambros, P. Y. (2012). Color, cognition, and recy - cling: How the design of everyday objects prompt behavior change. DS 70: Proceedings of 2 Government of Argentina. (n.d.) Provincia de Chubut. Retrieved from https://www.argen- DESIGN 2012 (1363–1368). The 12th International Design Conference, Dubrovnik, Croatia. tina.gob.ar/sites/default/files/provincia_de_chubut.pdf 12 eMBeD. (2019). Using behavioral science to increase recycling in Argentina (English). World 3 Residuos, Reglamenta Tratamiento - Ordenanza 4232/ 92 (Waste, Treatment Regulations – Bank Group, Washington, DC. Retrieved from https://www.idos-research.de/uploads/ Ordinance 4232/92). City of Trelew. media/Using-Behavioral-Science-to-Increase-Recycling-in-Argentina.pdf 4 Dirección de Gestión Ambiental. (2016). Sistema Público Intermunicipal de Gestión de 13 Pegels, A., Castañeda, J. L., Humphreys, C., Kötter, C., Negre, M., Weidner, C., & Kutzner, F. Residuos Sólidos Urbanos [GIRSU; Intermunicipal Public Consortium for Urban Solid Waste (2022). Aligning recycling behaviors and the recycling system–Towards a full cycle of mate- Management]. Awareness raising presentation. rials and behavioral methods. Waste Management, 138, 1–7. 5 Pegels, A., Castañeda, J. L., Humphreys, C., Kötter, C., Negre, M., Weidner, C., & Kutzner, F. 14 Based on information received from Oro Coria Lucas - Director, Environmental Manage - (2022). Aligning recycling behaviors and the recycling system–Towards a full cycle of mate- ment Department, Trelew (January 10, 2023). rials and behavioral methods. Waste Management, 138, 1–7. Based on information received from Martinez Elgorriaga Luciana - Environmental Educa - 6 eMBeD. (2019). Using Behavioral Science to Increase Recycling in Argentina (English). tion Subprogram, Environmental Management Department, Trelew (January 10, 2023). World Bank Group, Washington, DC. Retrieved from https://www.idos-research.de/ uploads/media/Using-Behavioral-Science-to-Increase-Recycling-in-Argentina.pdf Based on information received from Davies Sandra - Technical Team, Environmental Man - agement Department, Trelew (January 10, 2023). 7 Pegels, A., Castañeda, J. L., Humphreys, C., Kötter, C., Negre, M., Weidner, C., & Kutzner, F. (2022). Aligning recycling behaviors and the recycling system–Towards a full cycle of mate- rials and behavioral methods. Waste Management, 138, 1–7. — 101 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to be more sustainable with and generate less waste in Brazil Main objective: Increase reusing and recycling Challenge statement Other objectives: Increase segregation of organic and other waste; Curitiba’s lower-income communities were largely beyond the reach of traditional change consumption and production behavior waste collection programs, which led to improper waste disposal and public health issues. Case summary Context and description of challenges The Brazilian city of Curitiba introduced the Green Exchange Program to Curitiba is the capital city of Brazil’s Paraná state. Its population grew from 1.4 million increase cleanliness across the city’s low-income areas. The program involved in 1989 to 1.96 million in 2021.1 In the decades preceding the intervention, Curitiba’s the exchange of recyclable waste for fresh produce that the government pur- agricultural industry attracted an influx of immigrants, which led to significant pop- chased from local farmers. It subsequently established several dozen col- ulation growth.2 Population increases constrained access to basic services. Many lection locations throughout the city where residents could exchange 4 kg of newcomers resided in favelas (low-income, informal regions),3 which had underde- recyclables or 4 L oil for 1 kg of produce. Recyclable waste was then diverted veloped roads inaccessible to formal SWM services.4 Without access to city services, to waste cooperatives for further processing and sale. The initiative was favela residents openly dumped waste on roads and in water bodies,5 leading to widely popularized through traditional media, school-based education, and blocked drains and public health issues.6 mascots. The Green Exchange Program has benefited low-income residents for the past three decades. Between 1991 and 2022, it collected 96,850 tons In response to burgeoning SWM issues, the city introduced a series of low-cost of recyclables and distributed 27,693 tons of produce to 3,057,371 families. waste-related interventions to increase collective action. In 1989, Curitiba rolled The program has also decreased littering and provided supplemental income out the Garbage is not Garbage initiative and the Waste Purchase Program. The to waste pickers and smallholder farmers. former taught residents to segregate their inorganic and organic waste.7 The latter offered favela residents transport vouchers in exchange for collected waste.8 These — 102 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with and generate less waste in Brazil A Compendium of Cases initiatives increased residents’ receptivity to community solid waste programs and from residents and the other transported produce to the exchange point. A collection provided the foundation for the intervention described in the present case study. crew parked the trucks at collection points for a few hours in the mornings and after- noons on Tuesdays and Fridays. Citizens received 1 kg of fruits and vegetables upon Decisions and actions depositing 4 kg of recyclables or 4 L of used oil contained in 2 L PET bottles.11 While the program accepted all recyclables, it primarily provided an avenue for low-value In 1991, two government agencies (Secretaria Municipal do Meio Ambiente and recyclables that were not acquired by waste pickers for supplemental income. By Secretaria Municipal do Abastecimento) created the Green Exchange Program targeting lower-value recyclable waste, the Green Exchange Program diverted waste (Câmbio Verde). The program operated under the broader Garbage is not Garbage that otherwise could be littered. initiative and was designed to clean up the city’s favelas. The concept was simple: 9 citizens could exchange their recyclable waste for fresh produce, guaranteeing a mar- After collection, recyclables from both the Green Exchange Program and municipal ket for farmers’ surplus crops. The Green Exchange Program complemented other collections were forwarded to the ECOCIDADÃO program, comprising 40 associa- municipal-wide recycling programs and provided an avenue for lower-value recycla- tions and cooperatives of informal waste collectors. ECOCIDADÃO institutionalized bles which were less attractive to the informal sector. From 2007 onward, recyclables waste pickers into the waste management system and provided them with better were diverted to member associations of ECOCIDADÃO, a program developed by the working conditions. The program aimed to improve the quality of life of collectors and Municipal Secretariat for the Environment (SMMA). Its goal was to increase waste strengthen the collection and separation network for recyclable and reusable mate- pickers’ quality of life and income while increasing waste diversion rates. rials.12 Recycling recovery facilities were spread throughout Curitiba. Here, workers from associations and cooperatives received, sorted, and sold recyclables to indus- The design try. ECOCIDADÃO paid waste pickers to provide them with supplemental income. Workers received payment proportional to hours worked and recyclables sorted and The Green Exchange Program supported the Garbage is not Garbage initiative’s envi- were provided with personal protective gear and training. In May 2015, the city of ronmental education and outreach activities. The program simultaneously prevented Curitiba signed a service contract with collector associations and cooperatives to excess produce from smallholder farmers becoming waste and instilled SWM hab- remunerate them for processing recyclable waste. Each association or cooperative its in residents. The government established 53 municipal-wide mobile recycling received payments relative to the quantity of recyclables processed. exchange points to facilitate collections, which grew to 103 locations as of 2023. The ubiquity of collection points increased the accessibility of this service to inter- A variety of communications activities were used to publicize program activi- ested residents. In parallel, the Federation of Producers of Paraná—which organized ties. Notably, a Brazilian artist created the Família Folhas—cartoon characters that small- and medium-size producers in the Metropolitan Region of Curitiba—sold and depicted a family of leaves—to serve as mascots for the Garbage is not Garbage delivered produce to the government at a discount.10 The government’s arrangement initiative. They taught residents the importance of separating organic and recyclable with farmers changed the way in which the latter operated and how they dealt with waste and eventually became a symbol of a city that cared about its future and val- excess produce. ued nature. In this way, the mascots attempted to generate a sense of identity and pride around good SWM practices. Educational activities targeted both adults and The program did not require registration, which made it easier for residents to par- children. To engage the former, Família Folhas and messages on source segregation ticipate. Two trucks were present at the exchange points: one collected recyclables were widely publicized on social media, television, radio, and newspapers. Pictures — 103 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with and generate less waste in Brazil A Compendium of Cases of the Família Folhas were also emblazoned on subway stations, parks, bus doors, What behavioral tools are present in this initiative? and other public spaces to remind residents of the importance of recycling. To con- nect with youth, mascots visited municipal schools and early childhood education FINANCIAL MECHANISMS centers to convey waste-related messaging. Students conducted classroom activi- Material rewards: In select circumstances, monetary and material rewards ties and created posters for source segregation. The municipality also incorporated can promote positive waste management behaviors like recycling.13 In these characters into educational comic books, in which the characters’ adventure the current case study, Curitiba’s Green Exchange Program incentivized showed that it was important for all residents to segregate their waste to reduce recycling in favelas. Residents could exchange recyclable waste used oil landfilling. The intent of school-based programming was also for children to act as for produce. In this way, material rewards concurrently encouraged proper waste-re- change agents and instill source segregation practices at home. lated behaviors while reducing food insecurity. The rewards system used by the Green Exchange Program specifically targeted low-income households. Socioeconomic status may mediate program uptake if practitioners create a similar intervention elsewhere— that is, lower-income households may be more inclined to participate. SYSTEM DESIGN MECHANISMS Simplifying behaviors and decisions: Past research indicates that even small hassles can hinder participation in public programs, especially among lower-income households.14 In the Green Exchange Program, the govern- ment lowered the barrier to entry by eliminating the need for registration. Interested residents could simply collect their recyclable waste and bring it to a nearby collection point. The Família Folhas characters also communicated information on sus- tainability and proper source segregation using the social media platform WhatsApp. Residents could easily find composting tips, information on permissible recyclables, and collection days and times. This channel similarly made the desired behavior easier for residents to understand and execute. A tube station enveloped with the Folhas Family campaign characters in Curitiba, Brazil. © Hully Paiva/SMCS — 104 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with and generate less waste in Brazil A Compendium of Cases Results Complementary actions to consider Curitiba’s Green Exchange Program relied on resident participation and increased citizen engagement in recycling at a low cost. Local government support and the » While the Green Exchange Program successfully mobilized favela res- mayor’s vision of a green city, and leadership, supported programming and under- idents to participate in recycling activities, separating waste has been pinned its success. The programs helped Curitiba become Brazil’s ecological capital. stigmatized as an activity of low-income households.22 Governments The Green Exchange Program successfully diverted 87,861 tons of recyclable waste looking to deploy a similar program could keep this in mind and consid- from landfills between 1991 and 2022.15 Through the city’s efforts, it also contributed er an expanded or complementary program that targets higher-income toward a 23 percent recycling rate16 and decreased littering and open dumping in households. favelas.17 In 2022 alone, the program collected approximately 2,600 tons of recycla- ble materials, including 4,000 L of used oil monthly.18 2022 values are estimated to be » In low-income contexts, residents can adopt a ‘scarcity mindset’. This 30–50 percent lower than pre-pandemic levels. The expectation is that recyclables mindset causes individuals to focus their attention on limited resources collected through the program will rebound in the coming years. like money.23 Such a fixation can leave little room for residents to focus on other aspects of daily life, like waste management. Even small things Alongside waste diversion, the program developed a viable supply chain for surplus can seem onerous. This mindset could therefore hinder residents’ par- agricultural produce. From 1991 through December 2022, the program distributed ticipation in public initiatives like the Green Exchange Program. To com- 25,123 tons of food, which benefited 3,057,371 low-income families.19 In 2022, bat this mindset, governments implementing similar programs could 57,483 families received 718.5 tons of food—approximately 60 tons monthly. use memory aids (for example, text reminders) or implement other pro- gram modifications. Costs incurred through the Green Exchange Program were assessed as significantly » How an issue is presented can mediate citizens’ interest in the issue. lower than what would have been the cost of private waste collection in favelas.20 Practitioners may consider advertising programming using different Alongside its waste-related impacts, the Green Exchange Program led to several framings. For instance, they could remind residents that their efforts co-benefits. Notably, fresh produce improved residents’ food security and nutrition. have monetary savings through the avoided cost of purchasing pro- Meanwhile, ECOCIDADÃO increased social inclusion and income generation for duce. Experimental methods would be needed to understand the impact 1,000 waste pickers (approximately BRL 1,500 or USD 284 per month). As of 2019, of different types of messaging. ECOCIDADÃO operated 40 waste-sorting facilities throughout the city in which it pro- cessed 1,406 tons recyclables per month.21 The Green Exchange Program has served as a model in Brazil and has been scaled up Want to know more? to other municipalities including Colombo. City Hall of Curitiba: Green Exchange Program CHOOSE ANOTHER — 105 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to be more sustainable with and generate less waste in Brazil A Compendium of Cases Endnotes 11 Ministry Secretariat of Environment—Câmbio Verde (Green Exchange). City Hall of Curitiba. Retrieved from https://www.curitiba.pr.gov.br/conteudo/cambio-verde/344 1 IBGE. (1989). Estimativa da Populacao Residente, EM 01-07-89, Segundo OS Municipios E A International Finance Corporation. Curitiba Solid Waste Management Project Phase 1A: Situacao olítico-Administrativa Vegente EM 01-06-89. Government of Brazil. Assessment Report. Mott MacDonald, United Kingdom. Retrieved from https://mid.curi- tiba.pr.gov.br/2016/00176737.pdf Population in 2021: 1.96 million. Source: IBGE. Cities and States: Curitiba. Retrieved from https://www.ibge.gov.br/cidades-e-estados/pr/curitiba.html 12 City Hall of Curitiba—Programa Ecocidadão (Ecocitizen Program). Retrieved from https:// www.curitiba.pr.gov.br/servicos/programa-ecocidadao/398 2 Frontline World. (2003). The Development of Brazil’s City of the Future. Frontline/World. Retrieved from http://www.pbs.org/frontlineworld/fellows/brazil1203/master-plan.html 13 Gibovic, D., Bikfalvi, A. (2021). Incentives for plastic recycling: How to engage citizens in active collection. Empirical evidence from Spain. Recycling, 6(2), 29. doi: 10.3390/recy - Wheeler, N. (n.d.) Sustainable city management - Case study of Curitiba, Brazil's ecological cling6020029 capital. Geo Factsheet Number 151. Curriculum Press. Retrieved from https://www.thege- ographeronline.net/uploads/2/6/6/2/26629356/151_sustainable_city_management_curi - 14 Currie, J. (2006). The take-up of social benefits. In A. Auerbach, D. Card, & J. Quigley (Eds.), tiba.pdf Public Policy and the Income Distribution (80–148). Russell Sage Foundation, New York. 3 Newman, P., & Jennings, I. (2012). Economy and society. In Cities as sustainable ecosys- 15 Based on information received from Eliane Chiuratto—Cleaning Manager, Municipal Secre - tems: principles and practices. Island press. tary of the Environment/Department of Public Cleaning (February 6, 2023). 4 Soltani, A., & Sharif, E. (2012). A case study of sustainable urban planning principles in Curi - 16 Devendran, A. A., Mainali, B., Khatiwada, D., Golzar, F., Mahapatra, K., & Toigo, C. H. (2023). tiba (Brazil) and their applicability in Shiraz (Iran). International Journal of Development and Optimization of municipal waste streams in achieving urban circularity in the city of Curi - Sustainability, 1(2), 120–134. tiba, Brazil. Sustainability, 15(4), 3252. doi: 10.3390/su15043252 5 Kruljac, S. (2012). Public-Private Partnerships in Solid Waste Management: Sustainable 17 Soltani, A., Sharif, E. (2012). A case study of sustainable urban planning principles in Curi - Development Strategies for Brazil. Bulletin of Latin American Research, 31, 222–236. tiba (Brazil) and their applicability in Shiraz (Iran). International Journal of Development and Sustainability, 1(2), 120–134. 6 Forster, T., Egal, F., Escudero A. G., Dubeeling, M., & Renting, H. (2015). Milan Urban Food Policy Pact: Selected Good Practices from Cities. Fondazione Giangiacomo Feltrinelli. ISBN 18 Based on information received from Eliane Chiuratto—Cleaning Manager, Municipal Secre - 978-88-6835-221-9. Retrieved from https://ruaf.org/document/milan-urban-food-policy- tary of the Environment/Department of Public Cleaning (February 6, 2023). pact-selected-good-practices-from-cities/#:~:text=The%20Milan%20Urban%20Food%20 19 Ibid. Policy,improve%20their%20urban%20food%20system 20 Larbi, M., Kellett, J., & Palazzo, E. (2022). Urban sustainability transitions in the global south: Rabinovitch, J., Leitmann, J. (1993). Environmental innovation and management in Curi- A case study of Curitiba and Accra. Urban Forum, 33, 223–244. doi: 10.1007/s12132-021- tiba, Brazil (Working Paper 1). Urban Management Programme. United Nations Centre for 09438-4 Human Settlements, United Nations Development Programme, World Bank. 21 Ferreira, A. R. S., Cordeiro, J. S. S., & Silva, L. S. (2019). Contrato sustentável: O projeto eco- 7 International Finance Corporation. Curitiba Solid Waste Management Project Phase 1A: cidadão do município de Curitiba-PR [Sustainable contract: The Ecocitizen Project of the Assessment Report. Mott MacDonald, United Kingdom. Retrieved from https://mid.curi- Municipality of Curitiba-Pr].15f. Trabalho de Conclusão de Curso (Graduação em Adminis - tiba.pr.gov.br/2016/00176737.pdf tração Pública)-Instituto de Ciências Humanas e Sociais, Universidade Federal Fluminense. Larbi, M., Kellett, J. & Palazzo, E. (2022). Urban Sustainability Transitions in the Global 22 Kruljac, S. (2012). Public-Private Partnerships in Solid Waste Management: Sustainable South: A Case Study of Curitiba and Accra. Urban Forum, 33, 223–244. doi: 10.1007/s12132- Development Strategies for Brazil. Bulletin of Latin American Research, 31, 222–236. 021-09438-4 23 Kahneman, D. (2011). Thinking, fast and slow. Macmillan. 8 Kruljac, S. (2012). Public-Private Partnerships in Solid Waste Management: Sustainable Development Strategies for Brazil. Bulletin of Latin American Research, 31, 222–236. 9 Cather A. (2016). The Green Exchange Program, Curitiba: Urban Food Policy Snapshot. Food Policy Snapshot Series. Hunter College New York City Food Policy Center. Retrieved from https://www.nycfoodpolicy.org/green-exchange-program-curitiba-urban-food-policy- snapshot/ 10 Ibid. — 106 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to be more sustainable with their waste disposal in England Main objective: Increase reusing and recycling Case summary A national nonprofit piloted a school-based waste education pro- gram called Take Home Action on Waste (THAW) in England’s borough of Rotherham. THAW was designed to improve waste management through intergenerational learning. The program conducted activities with students about waste recycling, reuse, and reduction. Students shared their newfound knowl- edge with their households to encourage proper waste behav- iors. The program’s complement of waste-related activities, homework, and consistent messaging boosted participation in the borough’s recycling scheme by 8.6 percent. The borough subsequently partnered with other councils to increase recy- cling rates and reduce contamination. Wheeled recycling and waste bins in Yorkshire, England. © Thomas_Marchhart, istock.com — 107 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in England A Compendium of Cases Challenge statement schools. The program provided students with the knowledge and skills to engage in waste management and pioneer change. The program relied on intergenerational Despite national ambitions to increase recycling rates, Rotherham struggled to keep learning. Its goal was to teach children and youth better waste management prac- pace. For instance, most residents refrained from participating in the borough’s tices, which students could then instill in their families. Waste Watch linked the THAW three-part waste segregation scheme (paper, dry recyclables, and organic waste). program to the curriculum to ensure its relevance. Context and description of challenges Waste Watch carried out the project for three years. Big Lottery Fund’s Community Recycling and Economic Development (CRED) fund and Rotherham Metropolitan Rotherham (2005 population: approximately 253,000)1 is a borough in South Borough Council jointly funded the initiative. Annual program operating costs Yorkshire, England. By the early 2000s, household recycling became one of the pol- 2 amounted to GBP 163,157 (approximately USD 305,104).6 icy focal points in the United Kingdom. The national government introduced MSWM regulations statutory recycling targets for local counterparts, which encouraged The design municipalities to develop local plans to advance national sustainability goals.3 In each of the 39 participating schools, Waste Watch first assessed baseline waste To promote better waste behaviors, Rotherham enhanced its waste collection net- management practices in a subset of students (3 students per age group per school; work in 2003. The borough provided households with a blue box for dry recyclables, N = 129 total students). The assessment included a questionnaire on household a blue bag for paper, and green-wheeled bins for organic waste. In 2004, the borough recycling practices (for example, recycling frequency, knowledge of items that were generated approximately 1.5 kg of MSW per capita per day. Of this, it recycled 15 per- [not] recyclable) and knowledge about reuse and waste reduction. cent. While the enhanced collection network increased the borough’s recycling rate by 7 percent (from 8 percent to 15 percent year on year),4 it still fell below England’s The program kicked off with a presentation to the entire school which emphasized national average (17 percent).5 students’ roles in waste management. Over four to six weeks, students participated in activities that focused on the 3Rs. For example, the program taught students to In 2005, Rotherham introduced a 15-year plan to achieve and sustain a recycling rate properly segregate their waste for recycling, reuse everyday items to expand their of 18 percent and promote composting. This required local governments and com- lifespan, and pack a waste-free lunch. munities to find unique ways of getting citizens involved. Dovetailing each activity, organizers encouraged students to introduce the key take- Decisions and actions aways to their families as homework. This program component was key to inter- generational learning. To facilitate knowledge exchange, each student took home The UK charity Waste Watch launched the Take Home Action on Waste (THAW) pilot a booklet. The booklet recounted the activities’ lessons and prompted families to program in July 2005. Waste Watch was previously involved in community-based conduct a participatory activity. It also gave simple waste management suggestions. waste management projects within and beyond Rotherham. THAW was a school- This process broke down the abstract concept of waste management into smaller, based waste education program. Several facilitators taught program activities in actionable strategies that households could readily adopt. Strategies included identi- fying recyclable materials and properly segregating waste. — 108 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in England A Compendium of Cases In addition to THAW’s core activities, students also participated in specialized train- Results ing sessions on composting and recycling.7 For example, students learned to com- post waste at home.8 Additionally, THAW invited parents to special school sessions A total of 39 schools and 6,705 students (representing 44 percent of primary schools to allow the program facilitators to convey SWM information directly to parents. in the area) participated in the THAW program over its seven-year tenure. The THAW project successfully improved intergenerational learning, as demonstrated by project Each year, the program ended with a schoolwide assembly which allowed students questionnaires and changes in waste behavior. Comments made by students after to reflect on their learnings. Waste Watch conducted a questionnaire with the same participating in the program included: “I found out that we have a blue bag at home set of pupils queried at the program’s start. The questionnaire quantified changes in for recycling paper, before I did not think we had one and I did not know what could household waste management behaviors. Waste Watch also worked with the munic- be recycled in it.” (10-year-old, Harthill Primary School). “Mum has got a new compost ipality to quantify program-induced changes in household waste management.9 bin and we have started composting hedge cuttings, leaves and fruit peel.” (9-year- old, Aston Fence Primary School).13 During the THAW project, recycling in communities served by 12 schools increased What behavioral tools are present in this initiative? by 8.6 percent, with increases in one area as high as 24.7 percent. This corresponded to a 4.3 percent increase in the quantity of paper recycled and an 8.7 percent increase SOCIAL AND MOTIVATIONAL MECHANISMS in cans, glass, and textiles recycled. Residual waste tonnage decreased by 4.5 per- cent.14 This intensive program demonstrated proof of concept about the value of Messengers: Research suggests that regular citizens can facilitate infor- mal learning and influence environmental practices.10 Children can be school-based waste education initiatives in promoting more sustainable behaviors. particularly important change agents.11 In this case study, children partic- ipated in school-based education activities through the THAW program. Following the end of the THAW project, England integrated waste management in Children subsequently conveyed learned waste practices to their families to facilitate school curricula. Rotherham Council is also building on the legacy created by the intergenerational learning and behavior change. THAW project. It is currently running a behavior change campaign delivered by Hubbub15 in partnership with, Barnsley, Doncaster, and Renewi councils (the BDR SYSTEM DESIGN MECHANISMS regional partnership). The campaign’s goal is to increase recycling rates and reduce contamination. As part of the campaign, Hubbub trialed interventions in the three Simplifying behaviors and decisions: Streamlining messages and provid- ing simplified steps can help promote the execution of behaviors.12 In the pilot areas. These interventions included quizzes, tailored advice, videos, newspa- present case study, the THAW pilot gave students work booklets to take per, and social media on resident’s recycling knowledge and practices. For instance, home. These booklets included a concise list of ways of how households Doncaster created videos in which children explained how to recycle and handle could improve waste management by recycling, reusing, or reducing their waste. common waste items (for example, clothing, pizza boxes, and plastic film). The most effective intervention will be rolled out to the wider BDR area in 2023.16 — 109 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in England A Compendium of Cases Complementary actions to consider » To better tailor program activities, practitioners employing a similar ap- proach could assess both structural (that is, collection frequency, bin size, and resource constraints) and behavioral (that is, inconvenience, costs, and time) barriers to household waste management practices. » Practitioners could use experimental methods to assess the relative influence of educational activities alone and in conjunction with other tools (for example, competition, and commitment devices) on waste management practices. Want to know more? Rotherham Metropolitan Borough Council—Taking Home Action On Waste (THAW) Putting waste for recycling into the council collection wheelie bin. © Alphotographic, istock.com CHOOSE ANOTHER — 110 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in England A Compendium of Cases Endnotes 9 Maddox, P., Doran, C., Williams, I. D., & Kus, M. (2011). The role of intergenerational influence in waste education programmes: The THAW project. Waste Management, 31(12), 2590– 2600. 1 Crompton, M. (2008). 2007 Population Estimate & Population Trends. Rotherham Borough Council. 10 Van Poeck, K., Læssøe, J., & Block, T. (2017). An exploration of sustainability change agents as facilitators of nonformal learning: Mapping a moving and intertwined landscape. Ecology Population in 2021: 265,800. Source: Office of National Statistics. (2022). How the population and Society, 22(2). changed in Rotherham, Census 2021. ONS, Government of the United Kingdom. Retrieved from https://www.ons.gov.uk/visualisations/censuspopulationchange/E08000018/ 11 Walker, C. (2017). Tomorrow's leaders and today's agents of change? Children, sustainabil - ity education and environmental governance. Children & Society, 31(1), 72–83. 2 Borough refers to an administrative division within a city that has its own government. 12 Team, B. I. (2014). EAST: Four simple ways to apply behavioural insights. Behavioural Insight 3 Department of the Environment,Transport and the Regions. (2001). Guidance on municipal Team, London. waste management strategies. Department of the Environment,Transport and the Regions (DETR) Publishing, Wetherby. 13 Maddox, P., Doran, C., Williams, I. D., & Kus, M. (2011). The role of intergenerational influence in waste education programmes: The THAW project. Waste Management, 31(12), 2590– 4 Ibid. 2600. 5 Waste and Recycling Statistics. (2009). Municipal waste management statistics. Defra, Lon - 14 Ibid. don. 15 Hubbub (hubbub.org.uk) is a creative charity seeking to inspire environmental action. Its 6 Rotherham Borough Council. (2005). Rotherham Borough Council-Report to Members. experimental campaigns use behavioral insights, creative communication, and collabora - 7 Maddox, P., Doran, C., Williams, I. D., & Kus, M. (2011). The role of intergenerational influence tion to change people’s attitudes and behaviors. in waste education programmes: The THAW project. Waste Management, 31(12), 2590– 16 Based on information received from Saskia Restorick, Hubbub (January 27, 2023). 2600. 8 Rotherham Borough Council. (2006). Rotherham Borough Council-Report to Members. — 111 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to be more sustainable with their waste disposal and generate less waste in Hong Kong SAR, China Main objective: Increase reusing and recycling Other objectives: Change consumption and production behaviors Case summary Hong Kong SAR, China’s environmental authority developed several waste recycling programs prompted by an ever-increasing waste generation rate. The government installed an extensive network of recycling stations. Thereafter, it introduced a rewards system whereby residents earned points for depositing recyclables at designated drop-off points. Residents could then exchange these points for household items. Complementarily, author- ities conducted various outreach and education activities. Owing to the con- certed efforts of governing authorities and citizens, the network has recycled 13,500 tons of material since its inception. Single use plastics recovered during a beach clean up in Butterfly Beach, Hong Kong SAR. © Ricebowlinc, istock.com — 112 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal and generate less waste in Hong Kong SAR, China A Compendium of Cases Challenge statement As Hong Kong SAR, China expected its three landfills to reach capacity before 2020,7 the need for more holistic waste management programs was clear. Hong Kong SAR, China’s rapid economic expansion fostered a throw-away culture, which exponentially increased its solid waste generation rate. In concert, the region Decisions and actions faced several logistical constraints. It had limited capacity for end-of-life solid waste treatment and limited land availability for new landfills. In 2013, the EPD developed an MSW system called the Community Green (Recycling) Network to maximize waste recovery and recycling opportunities. The EPD designed Context and description of challenges the network to disseminate information, improve infrastructure and service deliv- ery, and provide personalized guidance to citizens.8 The EPD introduced the system Hong Kong SAR, China (1996 population: 6.46 million)1 had a waste generation rate through a formal policy intervention that defined the role of different stakeholders. of 1.3 kg per capita per day in 1996 which increased to 1.4 kg per capita per day in NGOs managed recycling stations, government authorities provided regular waste 2004. Its Environmental Protection Department (EPD) sought to reduce the amount 2 collection services, and citizens were expected to properly segregate and deposit of waste sent to landfills through citizen engagement, capacity building, and tech- their waste at designated locations.9 nical development.3 Most activities revolved around increasing household source segregation. For instance, the EPD introduced awareness programs in schools, res- During its pilot stage, the EPD set up five community green stations (CGSs). These idential areas, and commercial hubs. It placed recycling facilities on ground floor, or centers collected recyclables through waste deposit systems. The government used in designated public areas of housing estates to encourage residents to separate a comprehensive communications strategy—popularized by the slogan ‘Use Less, their recyclables from other household waste. Estate managers sold the collected 4 Waste Less’— to engage local communities and familiarize them with the SWM recyclable waste and distributed the returns among residents. To further motivate system. residents, the EPD developed a ranking system for housing estates based on their participation. Gradually, the EPD built upon and expanded the initial pilot by creating a robust recy- cling network in collaboration with housing estates. This network consisted of recy- Despite all efforts, these campaigns were limited in changing behavior. Waste gen- cling stations (11), recycling stores (22), and recycling spots (100) as well as mobile eration rates continued to rise and the population did not segregate at source. An 5 booths and centers. As an extension of this program, the EPD created the GREEN$ awareness of the region’s deteriorating environmental conditions did not affect res- Electronic Participation Incentive Scheme (GREEN$ ePIS) in 2020 to create financial idents’ willingness to recycle. Insufficient waste infrastructure and services further 6 incentives for recycling.10 discouraged citizens from participating in waste reduction activities. Given the lim- ited number and capacity of recycling bins, waste collectors often combined recycla- ble and other waste. This practice disincentivized residents to segregate their waste. — 113 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal and generate less waste in Hong Kong SAR, China A Compendium of Cases sinks, and water dispensers where residents could clean and sort their waste. The EPD also set up temporary stalls called recycling spots near residential buildings REFERENCE CASE STUDY which lacked nearby recycling facilities. Recycling stations and stores managed recy- Increasing the salience of waste cling spots. Entities transferred recyclables collected at these spots to the nearest generation in Australia recycling station or store before they were sent off for processing.12 In 2018, Western Australia’s Mindarie Regional Council launched the Face Educational activities played a significant role in the Community Green (Recycling) Your Waste initiative. Face Your Waste was a community engagement and Network. The EPD used several outlets (for example, posters, booklets, and booths) waste education campaign. It replaced 20 ordinary waste bins with trans- to disseminate messaging. These campaigns equally targeted recycling and waste parent plastic alternatives. Residents voluntarily participated. Each par- reduction. Nonprofit organizations and schools organized demonstrations, learning ticipating household received a residual and a recyclable waste bin. The programs, and handicraft workshops.13 Campaigns targeted residents’ commit- containers increased the salience of residents’ wasteful behaviors. The ments to recycling habits. These campaigns also used key messengers (for example, bins circulated among households in all seven member councils. The cam- social groups and volunteers) to transmit information. In conjunction, the govern- paign subsequently challenged residents to reduce their waste generation. ment launched an augmented reality game to make recycling more fun.14 Recycling A unique outreach strategy accompanied bin deployment. For instance, the stations conducted interactive programs and used volunteers to address visitors’ campaign partnered with a local comedian who injected humor into waste concerns about waste management and recycling. Additionally, all recycling stores minimization messages. The campaign successfully increased citizen and stations ran active social media pages to sustain citizen engagement. As part engagement around waste management.11 of their operations, local authorities conducted workshops and demonstrations to increase awareness of waste segregation and clean recycling. To further increase the perceived accessibility of recycling, the EPD added iRecycling The design Stations and Recycling Stores icons to GeoInfo Map and Google Maps. The EPD dis- played informational posters on lampposts, noticeboards, and public transit to relay The Community Green (Recycling) Network included several collection outlets to timely prompts at key locations. make recycling easier. These included recycling stations, stores, and spots. Recycling stations conducted educational activities and allowed residents to deposit old books, Under the GREEN$ ePI Scheme, all citizens could become program members. clothes, second-hand products, and eight types of recyclables. Citizens who were not Residents received a GREEN$ card or a Mobile App QR code. Citizens who did not covered under household waste separation at source schemes deposited their waste join via the app were required to deposit a minimum of 2 kg of recyclable waste at recycling stations. They specifically targeted low-value recyclables (for example, during their first visit to a recycling station (waived for app users).15 Members glass bottles and electrical waste). Recycling stores were established in 2020 and received GREEN$ points each time they deposited a minimum amount of recyclable serviced densely populated areas. These stores increased the accessibility of recy- waste at a station (Figure 10). The points were based on the recyclable’s market cling via convenient locations and extended hours. Citizens could also deposit their value. Members exchanged their points for groceries (for example, noodles or rice) or waste after hours through self-service kiosks. The stores contained sorting tables, environmentally friendly products (for example, bamboo toothbrushes and recycling — 114 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal and generate less waste in Hong Kong SAR, China A Compendium of Cases bags). In this way, the initiative attempted to increase the footfall at recycling centers What behavioral tools are present in this initiative? and gradually integrate the practice of waste reduction and recycling into daily life. FINANCIAL MECHANISMS FIGURE Sai Kung Town Recycling Store promoting the GREEN$ ePIS by Material rewards: Several studies have shown that—when motivating recy- 10 providing double rewards upon deposit of certain recyclable products cling behavior—monetary incentives are more effective for products with less emotional value and among consumers with lower levels of environ- mental knowledge. Alternatively, nonfinancial incentives are more effective for products with less emotional value and among consumers with higher environmental expertise.17 The present case study applied this tool in a traditional way. The GREEN$ program served as a material incentive to reward recycling through the accrual of points. Residents redeemed points for groceries and environmentally friendly products. In the latter, such products may hold emotional value for their purchasers. SYSTEM DESIGN MECHANISMS Accessible services: Making services more convenient and accessible can increase recycling behaviors.18 In this case, the program increased the net- work of recycling points and made it easy to locate recycling stations and stores using online maps like Google Maps and GeoInfo.19 SOCIAL AND MOTIVATIONAL MECHANISMS Gamification: Applying game-like elements to non-gaming contexts can be a promising way to motivate behavior change across domains.20 In the present case study, the government socialized its upgraded SWM system through the GREEN$ ePIS program. GREENS ePIS rewarded residents with points for depositing recyclables. Residents could track their point accrual on an app, which provided motivation to continue engaging in the desired behavior. Source: Sai Kung Town Recycling Center.16 — 115 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal and generate less waste in Hong Kong SAR, China A Compendium of Cases Results Complementary actions to consider The recycling stores and GREEN$ cards helped Hong Kong SAR, China nurture a green lifestyle and progress toward its waste reduction and recycling goals. In 2021, » Governments looking to replicate this approach may consider installing after the introduction of GREEN$ ePIS, Hong Kong SAR, China recovered 31 percent recycling centers in some locations and leaving similar locations with- (1.84 million tons) of MSW for recycling, approximately 19 percent increase from out recycling stores to evaluate causal results. 2020 (1.54 million tons). This resulted in year-on-year recycling increases for plastics and electronic equipment of 9 and 10 percent, respectively.21 A joint communication » Implementing a data collection system for incentive cards could help campaign with restaurants preceded the reduction of 2.4 million sets of SUP cutlery.22 decision-makers access behavioral data and evaluate their impact in different locations, across populations, and with respect to chosen As of August 2021, 11 recycling stations operated across the territory. These sta- rewards. tions received over 13,500 tons of recyclables and more than 2,300,000 visitors. 23 Additionally, they conducted more than 8,000 exhibitions, presentations, and work- shops and had annual targets regarding the number of visits and events, which they had to meet. Some stations recorded up to 189,520 annual visitors (2018).24 Through Want to know more? late 2021, 120,000 residents were registered as GREEN$ card users.25 In 2021, the Hong Kong SAR, China waste reduction website government announced a blueprint for waste reduction and recycling activities through 2035.26 The activities under the Community Green (Recycling) Network are slated to help Hong Kong SAR, China meet its goal of increasing the MSW recovery rate to 55 percent. CHOOSE ANOTHER — 116 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal and generate less waste in Hong Kong SAR, China A Compendium of Cases Endnotes 12 Government of the Hong Kong Special Administrative Region. (2021). New milestone for EPD's community recycling network [Press release]. Retrieved from https://www.info.gov. 1 Demographic Statistics Section. (2022). Table 1A: Population by sex and age group. Census hk/gia/general/202102/08/P2021020800421.htm and Statistics Department, the Hong Kong SAR Government. 13 Kam-sing, K. (2018, June 5). 绿在区区成效显著 [Remarkable results in green]. news.gov.hk. Population in 2021: 7.4 million. Source: Demographic Statistics Section. (2022). Table 1A: Retrieved from https://sc.news.gov.hk/TuniS/www.news.gov.hk/chi/2018/06/20180605/ Population by sex and age group. Census and Statistics Department, the Hong Kong SAR 20180605_121055_652.html Government. China Youth Network. (2017). 垃圾分类:香港的经验和教训 [Garbage Sorting: Hong Kong's 2 Tsoi, T. L. C., Tam, W. C. K., & Ho, P. K. K. (2005). Monitoring of solid waste in Honk Kong: Experience and Lessons]. 深圳市城市管理和综合执法局网站 [Shenzhen Urban Manage - Waste statistics. Waste Reduction Group, Environmental Protection Department, the Hong ment and Comprehensive Law Enforcement Bureau website]. Retrieved from http://cgj. Kong SAR Government. Retrieved from https://www.wastereduction.gov.hk/sites/default/ sz.gov.cn/xsmh/ljfl/pgyjh/flzs/kpjy/content/post_2081512.html files/resources_centre/waste_statistics/msw2004_eng.pdf 14 Environment Bureau (2021). Waste blueprint for Hong Kong 2035. Environment Protection 3 Yau, Y. (2010). Domestic waste recycling, collective action and economic incentive: The Department, the Hong Kong SAR Government. Retrieved from https://www.eeb.gov.hk/ case in Hong Kong. Waste management (New York, N.Y.), 30(12), 2440–2447. doi: 10.1016/j. sites/default/files/pdf/waste_blueprint_2035_eng.pdf wasman.2010.06.009 15 What and Where to Recycle—GREEN@ FAQ. Environmental Protection Department, the Waste Reduction Committee. (1998). Waste Reduction Framework Plan (1998–2007). The Hong Kong SAR Government. Retrieved from https://www.wastereduction.gov.hk/en/com- Hong Kong SAR Government. munity/greendollar_faq.htm 4 Waste Reduction Programmes—Source Separation of Domestic Waste. Environmental Pro - 16 Sai Kung Town Recycling Center. (2022). City-wide Recycling 6x GREEN$. Facebook. Retrieved tection Department, the Hong Kong SAR Government, Retrieved from https://www.waster- from https://www.facebook.com/6green.saikungtown/photos/152460100651005 eduction.gov.hk/en/household/source_detail.htm 17 Li, Y., Yang, D., Sun, Y., & Wang, Y. (2021). Motivating recycling behavior—which incentives 5 Cohen, S., Martinez. H., & Schroder, A. (2015). Waste management practices in New York work, and why? Psychology & Marketing, 38(9), 1525-1537. doi:10.1002/mar.21518 City, Hong Kong and Beijing. doi: 10.7916/d8-zw22-ph20 18 Geiger, J. L., Steg, L., van der Werff, E., & Ünal, A. B. (2019). A meta-analysis of factors related 6 Siu, K. W. M., & Xiao, J. X., (2015). Quality of life and recycling behaviour in high-rise build - to recycling. Journal of environmental psychology, 64, 78–97. ings: A case in Hong Kong. Applied Research in Quality of Life, 11. doi:10.1007/s11482-015- 19 What and Where to Recycle—GREEN@COMMUNITY. Environmental Protection Depart- 9426-7. ment, the Hong Kong SAR Government. Retrieved from https://www.wastereduction.gov. 7 Environment Bureau. (2013). Hong Kong blueprint for sustainable use of resources 2013– hk/en/community/crn_intro.htm 2022. The Hong Kong SAR Government. Retrieved from https://www.epd.gov.hk/epd/ 20 Hamari, J., Koivisto, J., & Sarsa, H. (2014, January). Does gamification work? A literature psb_charging/files/pdf/WastePlan-E.pdf review of empirical studies on gamification. 2014 47th Hawaii International Conference on 8 Waste Reduction Programmes—Community Recycling Network – Archive. Environmen - System Sciences, 3025–3034. tal Protection Department, the Hong Kong SAR Government. Retrieved from https://web. 21 Statistics Unit. (2022). Monitoring of solid waste in Hong Kong: Waste statistics for 2021. archive.org/web/20230320133017/https://www.wastereduction.gov.hk/en/community/ Environmental Protection Department, The Hong Kong SAR Government. Retrieved from community_intro.htm https://www.wastereduction.gov.hk/sites/default/files/msw2021.pdf 9 Waste Reduction Programmes—ECF Community Recycling Centres – Archive. Environ - 22 Environment Bureau. (2021). Waste blueprint for Hong Kong 2035. Environment Protection mental Protection Department, The Hong Kong SAR Government. Retrieved from https:// Department, the Hong Kong SAR Government. Retrieved from https://www.eeb.gov.hk/ web.archive.org/web/20230203173551/https://www.wastereduction.gov.hk/en/commu - sites/default/files/pdf/waste_blueprint_2035_eng.pdf nity/community_recyc_ctr.htm 23 What and Where to Recycle—GREEN@ FAQ. Environmental Protection Department, the 10 What and Where to Recycle—GREEN@COMMUNITY. Environmental Protection Depart- Hong Kong SAR Government. Retrieved from https://www.wastereduction.gov.hk/en/com- ment, Hong Kong. Retrieved from https://www.wastereduction.gov.hk/en/community/ munity/greendollar_faq.htm crn_intro.htm 24 Audit Commission. (2020). Provision and management of community green stations. Envi - 11 Mindarie Regional Council. (2018). 2018 Annual report. Tamala Park. W.A. Retrieved from ronment Bureau, Environmental Protection Department, The Hong Kong SAR Government. https://www.mrc.wa.gov.au/documents/7/annual-report-2018 Retrieved from https://www.aud.gov.hk/pdf_e/e74ch08.pdf Famous Sharron—Face Your Waste. (https://www.famoussharron.com/shaz-tv/advertise- 25 Environment Bureau. (n.d.) Environment Hong Kong 2022. Environment Protection Depart- ments-face-your-waste-campaign) ment, the Hong Kong SAR Government. Retrieved from https://www.epd.gov.hk/epd/misc/ Mindarie Regional Council. (2020). Information Bulletin: Issue No 54. Mindarie Regional ehk22/en/pdf1/web/ehk_2022_en.pdf Council, Tamala Park. W.A. 26 Environment Bureau. (2021). Waste blueprint for Hong Kong 2035. Environment Protection Department, the Hong Kong SAR Government. Retrieved from https://www.eeb.gov.hk/ sites/default/files/pdf/waste_blueprint_2035_eng.pdf — 117 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to be more sustainable with their waste disposal in Indonesia Main objective: Increase reusing and recycling Context and description of challenges Other objectives: Increase source segregation of organic and other Indonesia is the world’s largest archipelago and one of the most populous countries waste in the world. Between 1990 and 2000, Indonesia’s urban population increased by approximately 30 million.1 This population surge exacerbated existing gaps in waste services. The majority of Indonesians (66 percent) lacked MSW collection. There Case summary were also few targeted policies to deal with increased waste generation. Population surges and increased MSW overloaded waste disposal sites. Both land scarcity and Beginning in 2008, Indonesia used waste banks to incentivize residents to public opposition complicated the provision of new landfill sites. Formal waste col- recycle. Waste banks allowed residents to deposit recyclables in exchange for lections largely excluded low-income neighborhoods, which led to littering, burning, cash or household goods. Alongside the economic incentives, waste banks and open dumping.2 also fostered a sense of belonging among their members. Communities used training, influential figures, and competitions to empower residents to man- Waste management issues reached an inflection point in the mid-2000s following age their waste better. Waste banks helped divert waste from landfills and high-profile events in major cities. In 2001, public opposition to persistent odors provided supplemental income to their users. To date, 11,646 waste banks closed Surabaya’s landfill, which sparked a waste management crisis. Several years are established across the country. The waste bank model has since prolifer- later, in 2005, Bandung’s overburdened landfill collapsed, causing a landslide and ated throughout Indonesia. mass casualties.3 These incidents raised the profile of MSWM and led to public demands for better practices nationally. Challenge statement As public health concerns grew, Indonesia introduced a law in 2008 that called for landfilling alternatives and greater community involvement in SWM activities.4 At that Local governments in Indonesia dealt with increasing population and MSW genera- time, Indonesia’s population was 228,523,3005 and the waste generation rate was tion rates. The SWM paradigm revolved around disposal, which put additional pres- 34.9 million tons per year (approximately 0.41kg per capita per day).6 This law laid the sure on the country’s landfills. Further, low-income neighborhoods had low collection groundwork for better MSWM. Waste management was a particularly pressing issue rates which led to open dumping and burning. for lower-income neighborhoods, many of which lacked any standardized system. — 118 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Indonesia A Compendium of Cases Decisions and actions Waste banks regularly updated this information, which allowed the local government to regulate the waste bank network. In 2008, a local educator created Indonesia’s first recognized waste bank (bank sampah) in Yogyakarta.7 The waste bank model alleviated the strain on landfills. The design Locals ran waste banks in neighborhoods independent of MSWM services. Under this scheme, residents segregated recyclables at source, which they sold at their The waste bank model revolved around communities. To participate, households neighborhood facilities. Residents could extract the funds as cash or exchange had to segregate their recyclable waste in bins or garbage bags. Once these bins or waste for goods and services (for example, bill payments, school tuition, health insur- bags were full, residents deposited recyclables at waste banks.16 To log transactions, ance, staple food, and hygiene products).8 Waste banks subsequently sold the raw waste bank operators provided materials to third-party buyers working in or benefitting from the recycling industry. 9 users with an account number FIGURE The model created a new way to manage household waste and educate residents on and savings book.17 Volunteers 11 Workers weighing deposited waste at a waste bank source segregation and recycling. weighed the waste to ascertain its value and deposited funds into the After the success of Yogyakarta’s inaugural waste bank, other Indonesian cities fol- user’s account (Figure 11).18 The lowed suit.10 In 2012, the government introduced a regulation that legally recognized 2012 legislation allowed residents waste banks. The law defined the roles and responsibilities of different stakeholders 11 to withdraw funds after three involved in the banks’ development, operation, and expansion. While the banks were months. To increase engagement usually run and led by the neighborhood, some banks were supported by a facilitator from higher-income residents, and managed by a formally employed operator. The facilitators supported core oper- some waste banks encouraged ations (that is, fundraising activities) and marketed upcycled waste. Local govern- residents to donate waste as a ments supported waste banks to expand their scale, scope, and facilities.12 They also charitable act. The revenue funded facilitated the sale and negotiated the price of segregated waste to interested third social assistance programs for parties.13 For example, governments brokered partnerships between waste banks, lower-income residents, such as waste buyers, and recyclers to collect and transport waste to processing plants. 14 donation packages containing daily necessities. 19 In February 2021, the Ministry of Environment and Forestry of Indonesia (Kementerian Lingkungan Hidup dan Kehutanan Republik Indonesia) launched a Waste Bank Communities tailored waste bank Source: SIMBA, Ministry of Environment and Management Information System (Sistem Informasi Manajemen Bank Sampah, operations to meet local needs Forestry of the Republic of Indonesia20 SIMBA).15 SIMBA was a nationwide portal that provided information on the location and empowered communities to and type of waste banks across the country. For each waste bank, the portal provided be self-reliant. Female volunteers and local activists often ran the banks.21 Waste data on the number of users, amount of waste collected, and revenue generated. banks accommodated local customs when designing and conducting activities. Local waste banks introduced their approach through social gathering events or door-to-door outreach. Waste banks also tailored renumeration (that is, cash, staple — 119 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Indonesia A Compendium of Cases foods, or even farming necessities) to local needs.22 Operators monitored and eval- Legislation introduced in 2012 required waste bank operators to conduct at least uated each bank’s performance during monthly meetings. Operators occasionally one outreach activity every three months. This included waste management train- received an incentive-based wage or fixed salary. Lower-income residents—specif- 23 ing sessions, workshops, and seminars. Waste banks conducted training sessions ically women—primarily used waste banks. Citizens also gravitated to waste banks alone or with partners (for example, the Association of Southeast Asian Nations for their social benefits and sense of community. 24 Environmental Sustainable Cities [ASEAN ESC]).25 Some collaborated with local universities and their community service programs to campaign for recycling and upcycling waste.26 Residents received training in marketing, waste sorting, and craft making.27 For example, waste banks taught residents to reuse waste by transforming it into crafts (‘trashion’), which both parties could sell for additional income.28 Among other items, residents upcycled waste into bags, photo frames,29 and flower pots.30 Some waste banks created and used upcycled waste (for example, art installations and furniture) to decorate their exterior.31 These activities also helped shift residents’ ingrained mindsets and habits surrounding waste handling. They also helped over- come public misconceptions, namely that waste banks would make neighborhoods dirtier.32 Communities used unique ways to encourage residents’ participation. Influential fig- ures (for example, village heads)33 and change agents (for example, environmental cadres and heads of household groups) encouraged source segregation and bank membership.34 Some waste banks provided incentives, such as prize raffles, to encourage residents to save their waste.35 All levels of government held cleanliness competitions with area waste banks. These competitions assessed waste banks on (a) overall cleanliness, (b) residents’ creativity and innovation in reusing and recycling waste, (c) effective use of green space, and (d) state of environmental sanitation facilities.36 These competitions provided material rewards (cash, motor vehicles, facilities) to winners. Additionally, winners gained public recognition among their peers, which was a source of pride and symbolic reward. Local government grants and corporate social responsibility schemes from the private sector and state-owned enterprises primarily financed waste banks.37 Waste banks supplemented their income by selling waste materials (to third parties) and upcycled products (to community members). Furthermore, when customers deposited recy- clables, waste banks retained 15 percent of the funds—with the remainder deposited Women working at a waste bank in Cipinang Besar Selatan, East Jakarta. © Bagus upc, shutterstock.com — 120 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Indonesia A Compendium of Cases into customers’ accounts—to offset operating costs.38 As of 2021, the costs required Results to establish waste banks stood at approximately IDR 5,500,000 (approximately USD 375), inclusive of equipment costs of a table, chair, weight scale, showcase shelf, and The waste bank model provided a vehicle to help Indonesians shift their waste prac- computer. Operational costs were approximately IDR 300,000 (approximately USD tices and divert waste from landfills. As of 2022, 11,646 waste banks operated across 20) per month. The costs varied based on consumables and worker compensation. 369 districts and cities, which engaged 383,481 citizens.44 Between 2015 and 2021, On average, each bank had 100 users, collecting approximately 3.2 tons of waste a waste banks earned IDR 17.6 billion (approximately USD 1.17 million) in revenue year. Each user collected approximately 3 kg of recyclable waste per month (average from selling recyclables.45 The revenue could help toward Indonesia’s green growth. monthly savings of IDR 86,000 or approximately USD 8).39 Waste banks operated under a community-based management approach, which has fostered a sense of belonging among citizens46 and increased their economic independence.47 On average, a waste bank collected 122.9 kg of recyclable waste per month.48 Many residents came to associate waste with monetary gains, which What behavioral tools are present in this initiative? deterred littering.49 Some communities received awards for their work with waste banks.50 Outreach was instrumental in increasing community involvement. Waste FINANCIAL MECHANISMS banks fostered new skills among residents and increased their earning potential. For example, selling upcycled products in Java generated estimated monthly profits of Material rewards: Incentive schemes can promote positive behaviors in certain contexts.40 In Indonesia, waste banks incentivized residents to recy- IDR 500,000 (approximately USD 56).51 Low-income neighborhoods (kampungs) dis- cle by associating the activity with monetary benefits. The supplemental proportionately benefited from the bank’s financial and social support. income was valuable for lower-income residents. In addition to money, some waste banks allowed residents to exchange recyclables for food, household sup- Despite these results, taken at scale, the waste bank model has had varying levels of plies, or services.41 Area competitions among waste banks often rewarded winners with success and community participation. The overall impact of waste banks on recycling money and other material goods, which incentivized them to conform to a high standard. volumes remains quite limited. Reportedly, in the absence of sustained financial sup- port, many waste banks are dormant or partially operational. Separately, SWM norms SOCIAL AND MOTIVATIONAL MECHANISMS focus on disposal as opposed to reduction, recycling, and reuse. Many residents Messengers: Research suggests that the credibility of the individual see open dumping and burning options as more practical than source segregation, communicating information can heavily influence behaviors.42 Across and the former are still widespread.52 As of 2014, only 18.8 percent of Indonesians Indonesia, community leaders and public figures played a key role in unit- engaged in source segregation.53 Many residents avoid the practice due to the hassle ing communities. These individuals encouraged residents to participate in involved,54 negative stigma,55 or fears of contracting waste-related diseases.56 Land waste sorting and engage with waste banks. Public figures often visited community acquisition is also a major obstacle for waste banks since facilities require relatively associations, where they taught proper waste management and environmental prac- large plots of land. Ministry Decree No. 13/2012 provides a set of requirements that a tices to members. Additionally, university students spent their community service hours waste bank must fulfill for its operations, including a requirement for the facility to be at waste banks, where they were heavily involved in educating and training residents on operated in an area no less than 40 square meters. Additionally, for waste banks that waste reuse and recycling.43 — 121 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Indonesia A Compendium of Cases act as an intermediary between households and waste collectors, the facility area must be sufficient to keep inventory to keep them from overflowing.57 Complementary actions to consider Ensuring that local policies support waste banks is important in ensuring their sus- » Norms can significantly influence residents’ recycling behaviors. tainability. The Indonesian government has officially recognized waste banks as an Governments could use experimental methods to assess the efficacy of enabler in the circular economy.58 In 2021, the government introduced new legisla- norm messaging on waste bank usage. Indonesians that see their social tion to expand the scope of banks from centers of economic transactions to hubs for identity as a ‘typical waste bank user’ may be more likely to participate. education and behavior change.59 » Residents may be disinclined to segregate their waste due to the hassle, negative stigma, and fears of disease. Practitioners could assess the prevalence of different barriers among different socioeconomic classes to devise targeted programs. » Waste banks attribute an economic value to waste. This disincentivizes citizens from decreasing their waste generation.60 To promote waste re- duction, practitioners looking to implement a similar system could test the effectiveness of behavioral tools like social comparisons, whereby households ’compete’ to lower their waste generation. This tactic has successfully reduced waste in other countries.61 Want to know more? Guidelines for implementation of waste banks (Permen LH No. 13 Tahun 2012) Waste Bank Management Information System (SIMBA) CHOOSE ANOTHER — 122 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Indonesia A Compendium of Cases Endnotes 11 Regulation of Minister of Environment, Republic of Indonesia, Number 13 year 2012 con - cerning Guidelines for the Implementation of Reduce, Reuse, and Recycle through Waste Banks. 1 United Nations Human Settlements Programme & United Nations Economic and Social Commission for Asia and the Pacific. (2015). The State of Asian and Pacific Cities 2015: Urban 12 Regulation of the Minister of Environment and Forestry, Republic of Indonesia, Number 14 transformations shifting from quantity to quality. ISBN: 978-92-1-132681-9. Retrieved from Year 2021 concerning Waste Management in Waste Bank. p. 3, 11, and 12. https://www.unescap.org/resources/state-asian-and-pacific-cities-2015-urban-transfor- 13 Regulation of the Minister of Environment and Forestry, Republic of Indonesia, Number 14 mations-shifting-quantity-quality Year 2021 concerning Waste Management in Waste Bank. p. 12. 2 Chaerul, M., Tanaka, M., & V Shekdar, A. (2007). Municipal solid waste management in Indo - 14 Kurniasih, D., Santiasih, I., & Juniani, A. I. (n.d.) Pengelolaan Bank “Kir” (Kerajinan Ibu Rumah nesia: Status and the strategic actions. Journal of the Faculty of Environmental Science and Tangga) Sampah Berbasis Masyarakat (“KIR” Bank Management: Community-Based Waste). Technology, 12(1), 41–49. Politeknik Perkapalan Negeri Surabaya. 3 Lavigne, F., Wassmer, P., Gomez, C., Davies, T. A., Sri Hadmoko, D., Iskandarsyah, T. Yan W. 15 Sistem Informasi Manajemen Bank Sampah. Ministry of Environment and Forestry, Repub - M., Gaillard, J. 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E3S Web of Conferences, 31, 05004. doi:10.1051/ Jakarta, Indonesia. Retrieved from https://www.jasatirta2.co.id/publikasi/detail_berita/ e3sconf/2018310500 jasa-tirta-ii-ikut-bentuk-bank-sampah-dan-penanaman-pohonusckmq1fkm30labxte92 29 Sekito, T., Prayogo, T. B., Meidiana, C., Shimamoto, H., & Dote, Y. (2019). Estimating the flow 38 Miftahorrozi, M., Khan, S., & Bhatti, M. I. (2022). Waste Bank-Socio-Economic Empower- of recyclable items and potential revenue at a waste bank: The case in Malang City, Indone - ment Nexus in Indonesia: The Stance of Maqasid al-Shari´ah. Journal of Risk and Financial sia. Environment, Development and Sustainability, 21(6), 2979–2995. Management, 15(7), 294. 30 Oktasari, D. P. (2018). Access To entrepreneurship, capital and marketing with Bank Sampah Shuker, I. G., & Cadman, C. A. (2018). Indonesia - Marine debris hotspot: Rapid assess- (Waste Banks) Program. ICCD, 1(1), 432–436. ment synthesis report (English). World Bank Group, Washington, DC. Retrieved from http:// 31 Ni’Mah, N.Z., & Keller-Bischoff, L. (2020). Java’s waste banks. Inside Indonesia. Retrieved documents.worldbank.org/curated/en/983771527663689822/Indonesia-Marine-de - from https://www.insideindonesia.org/java-s-waste-banks bris-hotspot-rapid-assessment-synthesis-report 32 Fatmawati, F., Mustari, N., Haerana, H., Niswaty, R., & Abdillah, A. (2022). Waste bank policy 39 Regulation of the Minister of Environment and Forestry, Republic of Indonesia, Number 14 implementation through collaborative approach: Comparative study—Makassar and Ban - Year 2021 concerning Waste Management in Waste Bank. p. 40. taeng, Indonesia. Sustainability, 14 (13), 7974. doi: 10.3390/su14137974 Gravitiani, E., Chayyani, N. & Juwita, A. (2021). Cost and benefits analysis of implementing 33 Ragiliawati, R., Qomaruddin, M. B. (2020). Role of community leaders as motivator in waste- waste bank in Gunung Kidul Beach Area, Yogyakarta. IOP Conference Series: Earth and bank management in Magetan Regency, Indonesia. Jurnal Promkes: The Indonesian Jour- Environmental Science, 940, 012038. doi: 10.1088/1755-1315/940/1/012038. nal of Health Promotion and Health Education, 8(2), 219–227. 40 McKenzie-Mohr, D., & Schultz, P. W. (2014). Choosing effective behavior change tools. 34 Rachman, I., Soesanto, Q. M. B., Khair, H., & Matsumoto, T. (2020). Participation of leaders Social Marketing Quarterly, 20 (1), 35–46. and community in solid waste management in Indonesia to reduce landfill waste load. Jour- 41 Idrus, A. (2014). Kindergarten accepts garbage as school fees. The Jakarta Post. Retrieved nal of Community Based Environmental Engineering and Management, 4 (2), 75–84. from https://www.thejakartapost.com/news/2014/10/14/kindergarten-accepts-gar- 35 Irwanto, D. (2019). Bantaeng Berkolaborasi Bentuk Bank Sampah Mangga Family [Bantaeng bage-school-fees.html collaborates to form mangga family garbage bank]. Retrieved from http://kotaku.pu.go.id/ 42 Eagly, A. H., & Chaiken, S. (1975). An attribution analysis of the effect of communicator view/7926/bantaeng-berkolaborasi-bentuk-bank-sampah-mangga-family characteristics on opinion change: The case of communicator attractiveness. Journal of 36 Radar Bogor. (2021). Lomba Bogorku Bersih Berhasil Kurangi Produksi Sampah [Clean com- Personality and Social Psychology, 32, 136–144. petition successfully reduces waste production]. Retrieved from https://www.radarbogor. 43 Puspusari, I. (2022). PKM Kelompok Bank Sampah Teratai Berbasis 3R (Reduce, Reuse, Recy- id/2021/07/06/lomba-bogorku-bersih-berhasil-kurangi-produksi-sampah-2 cle) Melalui Digital Management Di Kelurahan Pinang Kota Tangerang [PKM group of lotus Annorista, R. (2022). PT KPI Umumkan Pemenang Lomba Kampung Hijau bersama Bank garbage banks based on 3R (reduce, reuse, recycle) through digital management in Pinang Sampah Pesisir [PT KPI announces the winners of the green village competition with the Village, Tangerang City]. Budi Luhur. Retrieved from https://fti.budiluhur.ac.id/2022/09/ coastal garbage bank]. Bontangpost. Retrieved from https://bontangpost.id/pt-kpi-umum- pkm-kelompok-bank-sampah-teratai-berbasis-3r-reduce-reuse-recycle-melalui-digi- kan-pemenang-lomba-kampung-hijau-bersama-bank-sampah-pesisir tal-management-di-kelurahan-pinang-kota-tangerang — 124 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Indonesia A Compendium of Cases 44 Fatmawati, F., Mustari, N., Haerana, H., Niswaty, R., & Abdillah, A. (2022). Waste bank policy Putra, H.P., Damanhuri, E., Marzuko, A. (2017). Landfill Mining Prospect in Indonesia. Pro - implementation through collaborative approach: Comparative study—Makassar and Ban - ceeding of 3rd Symposium of the Asian Regional Branch of International Waste Working taeng, Indonesia. Sustainability, 14(13), 7974. doi: 10.3390/su14137974 Group. Seoul National University, Seoul. 45 Presentation by Rosa Vivien Ratnawati, Director General for Household, Commercial, and 53 Badan Pusat Statistik. (2014). Persentase Rumah Tangga Menurut Provinsi dan Per- Toxic Waste, Ministry of Environment and Forestry, presented at the National Coordination lakuan Memilah Sampah Mudah Membusuk dan Tidak Mudah Membusuk 2013, 2014, Meeting (Rapat Koordinasi Nasional/Rakornas) on Waste Banks 2022. The Rakornas is held 2021 (Percentage of Households by Province and Treatment of Sorting Perishable and annually by the Ministry. Non-Perishable Waste, 2013, 2014, 2021). Retrieved from https://www.bps.go.id/statict- able/2014/05/02/1360/persentaserumah-tangga-menurut-provinsi-dan-perlakuan-memi - 46 Singhirunnusorn, W., Donlakorn, K., & Kaewhanin, W. (2012). Contextual factors influencing lah-sampah-mudah-membusuk-dan-tidak-mudahmembusuk-2013-2014.html household recycling behaviours: A case of waste bank project in Mahasarakham municipal - ity. Procedia-Social and Behavioral Sciences, 36, 688–697. 54 Zakianis, S., & Djaja, I.M. (2017). The Importance of Waste Management Knowledge to Encourage Household Waste-Sorting Behaviour in Indonesia. International Journal of 47 Asteria, D., Santoso, T., & Sari, R. (2017). Local action for waste bank management through Waste Resources, 7(4), 309. doi: 10.4172/2252-5211.1000309 an environmental communication strategy and a collaborative approach for the sustain- ability of villages. In Competition and Cooperation in Social and Political Sciences (49–54). 55 Shahreza, M., Sarwoprasodjo, S., Arifin, H. S., & Hapsari, D. R. (2020). Environmental Com - Routledge. munication in the Circular Economic Activity of Waste Bank Communities in South Tan- gerang City, Indonesia. International Journal of Progressive Sciences and Technologies, 48 Sistem Informasi Manajemen Bank Sampah. Ministry of Environment and Forestry, Repub - 19(1), 142–152. lic of Indonesia. Retrieved from https://simba.menlhk.go.id/portal/ 56 Widiyanto, A. F., & Rahab, R. (2017). Community participation in bank of garbage: Explor- 49 Geldin, S. (2017). The evolution of Indonesian waste banks: Two tales, two cities, one reality. ative case study in Banyumas regency. Masyarakat, Kebudayaan dan Politik, 30 (4), 367– Tropical Resources, 36, 17–26. 376. 50 Ragiliawati, R., & Qomaruddin, M. B. (2020). Role of Community Leaders as Motivator in 57 Usis, T. (2021). Sampah, Amanah, Rupiah. Jakarta: Deputi Bidang Koordinasi Pengelolaan Waste-Bank Management in Magetan Regency, Indonesia. Jurnal Promkes: The Indonesian Lingkungan dan Kehutanan, Kementerian Koordinator Bidang Kemaritiman dan Investasi. Journal of Health Promotion and Health Education, 8(2), 219–227. Deputy for Coordination of Environment and Forestry Management. Coordinating Ministry 51 Average minimum wage in Indonesia was IDR 1,088.9 (2012). Source: International Labor for Maritime Affairs and Investment: Jakarta. Organization. (2015). Indonesia: Trends in wages and productivity. 58 Presentation by Sinta Saptarina, Rakornas on Waste Bank 2022. Prasetyo Samadikun, B., Siwi Handayani, D., & Permana Laksana, M. (2018). Waste Bank 59 Regulation of the Minister of Environment and Forestry, Republic of Indonesia, Number 14 Revitalization in Palabuhanratu West Java. E3S Web of Conferences, 31, 05004. doi:10.1051/ Year 2021 concerning Waste Management in Waste Bank. e3sconf/2018310500 60 Citarum Haram Juara. (2021). Asal Mula Bank Sampah Di Indonesia (The origin of waste 52 Government of the Republic of Indonesia. (2018). Indonesia - Improvement of Solid Waste banks in Indonesia). Retrieved from https://citarumharum.jabarprov.go.id/asal-mula-bank- Management to Support Regional and Metropolitan Cities. World Bank Group, Washington, sampah-di-indonesia/ DC. Retrieved from http://documents.worldbank.org/curated/en/563711525707183119/ Indonesia-Improvement-of-Solid-Waste-Management-to-Support-Regional-and-Metropol - 61 Nomura, H., John, P. C., & Cotterill, S. (2011). The use of feedback to enhance environmental itan-Cities-Project-environmental-and-social-impact-assessment-and-environmental-so - outcomes: A randomised controlled trial of a food waste scheme. Local Environment, 16(7), cial-management-framework-executive-summary 637–653. doi:10.1080/13549839.2011.586026 Putri, M. O., Djaja, I., Agustina, H., & Fauzia, S. (2020). Solid Waste Reduction Through 3R-Based Waste Management Unit and Waste Bank in Indonesia in 2018. Indian Journal of Public Health Research & Development, 11(4). — 125 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to be more sustainable with their waste disposal in Israel Objective: Increase reusing and recycling Drop-off site for The Deposit Law on Beverage Container. © Yoav Goell Challenge statement Case summary In the 1990s, the Israeli government faced public opposition to new landfills and dealt In 2001, Israel introduced a deposit system for plastic, metal, and glass bev- with persistent litter. The government called for the closure of unregulated landfills erage containers to increase recycling. Manufacturers incorporated a deposit and developed comprehensive frameworks for integrated SWM. Local authorities (NIS 0.25) into the purchase price of eligible beverage containers (100 ml to were thus expected to attain recycling targets set by the national government. 1.5 L). The deposit was refunded when customers returned empty beverage containers to retailers or designated drop-off sites. This provided a monetary Context and description of challenges incentive for consumers to recycle and abstain from littering. A private cor- poration facilitated container collections and recycling. In the years following Israel (2000 population: 6.4 million)1 experienced a per capita MSW generation rate the system’s introduction, the government gradually broadened its scope and of 1.8 kg per day (2001).2 Plastic -largely beverage containers—comprised the major- set increasingly ambitious targets. The deposit system effectively increased ity of waste.3 Concurrently, the country had meager recycling rates. The majority— container collection rates and decreased littering across the country. approximately 95 percent—of MSW was disposed of in landfills and unregulated dumpsites due to their low cost.4 Additionally, littering was quite prevalent through- out the country, with beverage containers peppering the Israeli coastline.5 — 126 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Israel A Compendium of Cases To divert MSW away from landfilling, the state unveiled a national strategy to shut down illegal disposal sites and develop an integrated MSWM plan. The government REFERENCE CASE STUDY disbursed funds and provided technical support to local authorities to implement this Improving recycling through strategy and divert waste to regulated treatment sites. However, the government had Deposit Refund Schemes in Ecuador a difficult time creating new waste disposal sites due to opposition from both munic- ipal authorities and residents.6 Shortly thereafter, the country started to develop the Deposit Refund Schemes (DRSs) are economic instruments that create capacity for waste recycling and treatment to reduce landfilling. In 1993, the Israeli incentives for consumers to bring used products back to the point of sale. In government introduced the Collection and Disposal of Waste for Recycling Law. This a DRS, a deposit is paid on purchase of a product and is repaid on return of law set a 15-year recycling target of 25 percent. The government was subsequently the end-of-life waste product to an authorized collection point. The deposit tasked with devising appropriate strategies to reach this target. is an incentive for the consumer to return the product. The system is used to increase recycling rates and tackle products that are often found littered Decisions and actions or illegally dumped. The deposit needs to be transparent and of sufficient value to motivate the consumer to return the item and not treat it as a sunk To institutionalize the 3R principles into MSWM systems across the country, the cost.11 An increasing number of countries globally have introduced DRS due Israeli government enacted a deposit refund system (DRS) in 1999. The govern- to their high return rate. For example, Guayaquil—Ecuador’s economic cen- ment codified this system through the Deposit Law on Beverage Containers, which ter and its largest city—introduced a bottle deposit system in 2019. Under came into effect in 2001 and involved numerous stakeholders in its inception and this system, citizens could return plastic bottles to designated machines implementation.7 located in bus terminals. Residents received two cents per deposited bot- tle.12 The deposit refund was intended to offset the cost of public transport. Manufacturers incorporated a refundable deposit (NIS 0.25 or approximately USD The system was widely embraced by the public. The city collected 24,000 0.06) into the purchase price of all non-refillable beverage containers (between bottles in the first two months.13 In Europe, 11 countries had the DRS in 100 ml and 1.5 L).8 This charge was passed onto the consumer at points of sale. place in 2022. Among these, Norway has achieved 97 percent recycling Consumers who returned empty beverage containers to retailers received a deposit rate for plastic bottles. Germany, where the DRS targets glass, plastic, and refund. Additionally, reusable beer containers made of glass were subject to a aluminum, has achieved a 98.4 percent total return rate.14 deposit of NIS 1.20.9 This provided an economic incentive for residents to recycle. In 2010, the government increased the deposit of non-refillable beverage containers to NIS 0.3 (approximately USD 0.08) to adapt it to economic variations. In 2020, the government expanded the system to cover beverage containers between volumes The design of 1.5 and 5 L.10 Under this amendment, large beverage containers were subject to a minimum deposit of NIS 0.3, though beverage manufacturers and importers had the Under the DRS, PET plastic, metal, and glass bottles were eligible for a deposit. Dairy authority to set deposits for these containers at their discretion. containers were exempt. To regulate the system, eligible beverage containers were imprinted with the deposit amount and a sign indicating the bottle was eligible for — 127 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Israel A Compendium of Cases any eligible beverage containers irrespective of the manufacturer. Manufacturers were required to recycle 90 percent of containers collected (inclusive of all bottles sold by the manufacturer). Additionally, as of 2022, manufacturers were required to collect 65 percent of large (1.5–5 L) beverage containers sold annually.17 Those that failed to meet this target were fined NIS 0.60 per container not collected. To fos- ter accountability, all manufacturers were required to submit biannual reports to the Ministry of Environmental Protection.18 The Ministry of Environmental Protection, in collaboration with the Israel Consumer Council, ran a hotline to address grievances pertaining to the system.19 The minis- try’s website provided citizens and stakeholders with updates on the deposit sys- tem. This website also disseminated details about the system’s recycling initiatives. The DRS supported a variety of community causes. Following the law’s introduction, Israel incorporated waste management into school curricula. Complementarily, ELA held annual school-based container collection competitions.20 Additionally, during the 2020 Tel Aviv Marathon, students collected and returned all containers used by attendees. Students subsequently transferred the deposit refund to the community to support local initiatives.21 Container for separate garbage collection in Israel. © Dzurag, istock.com deposit during manufacturing. Retailers collected a deposit on every eligible bottle sold. Citizens were eligible to return used containers to retail stores or designated What behavioral tools are present in this initiative? drop-off locations for a deposit refund. Citizens could deposit a maximum of 50 15 containers per day at retail stores. The ubiquity of retail stores made it easy for res- FINANCIAL MECHANISMS idents to return empty containers. In parallel, as of 2021, the recycling corporation Material rewards: Financial incentives can offset the time and convenience established approximately 24,000 designated points nationwide to collect the larger costs associated with recycling.22 In Israel, the government set deposit bottles that were not subject to a deposit.16 requirements for beverage containers. Residents were eligible for a sub- sidy (NIS 0.30–1.20) conditional on returning bottles for recycling. This Beverage manufacturers and importers established a private nonprofit corporation system incentivized residents to recycle by associating beverage containers with a mon- (ELA (Collection for the Environment) Recycling Corporation;) to facilitate container etary value. collection, transport, and recycling, with the intention to divert all operations pertain- ing to recycling to one organization. Companies were required to accept and recycle — 128 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Israel A Compendium of Cases Results Complementary actions to consider The law led to reductions in littered beverage containers and landfill volumes as well as cleaner public spaces, and as a co-benefit, it created hundreds of jobs.23 In 2009, » The government relied on incentives, a traditional tool, to increase recy- Israel recycled and recovered 13 percent of MSW. Additionally, the deposit system cling. However, material incentives can be limited in their effectiveness increased the collection rate of beverage containers from 33 percent to 77 percent, for long-term behavior change. Additionally, they do not necessarily between 2001 and 2011, respectively.24 Higher collection rates led to particularly encourage waste minimization. Governments interested in similar ap- noticeable improvements in beach litter. Beverage bottles and cans accounted for proaches could use experimental methods to assess the effectiveness 5 percent of litter along the Israeli coast in 2015, compared to Mediterranean and of both material (the deposit system) and nonmaterial (for example, global averages of 14 percent and 13 percent, respectively, which has been attributed process simplification and social norms) behavioral tools on littering to Israel’s deposit system.25 As of 2021, approximately 1 billion beverage containers rates. were collected back through the system.26 The law was recently amended to include larger (up to 5 L) beverage containers. However, the government has experienced difficulties enforcing it, as retail shop Want to know more? owners cannot accommodate the increased inflow of containers. Further, the cost 27 Government of Israel—Deposit Refund System of instating and operating the DRS (as seen in other countries) is high, amounting to an average of EUR 7.4 million annually.28 Though theoretically efficient, the DRSs can in practice have high administrative and compliance costs.29 The high costs may impede other countries from replicating this model. CHOOSE ANOTHER — 129 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Israel A Compendium of Cases Endnotes org/web/20221201011605/https://www.guayaquil.gob.ec/en-la-terminal-rio-daule-se-in - augura-maquina-de-reciclaje-y-trituracion-de-botellas-el-jueves-27-de-junio/ 1 Yaffe, N. (2010). The population of Israel 1990–2009: Demographic statistics. Statisti-lite 13 Agence France-Presse. (2021). Une ville d'Equateur recycle des bouteilles en plastique pour 109. Central Bureau of Statistics, Israel. Retrieved from https://unstats.un.org/unsd/wsd/ des tickets de bus [Ecuador city recycling plastic bottles for bus tickets]. Guayaquil, Ecua - docs/israel_wsd_brochure.pdf dor. Population in 2021: 9.5 million, Source: Israel Central bureau of statistics. (2022). Population 14 Deposit Refund Scheme. Best Practices, Plastic Smart Cities. Retrieved from https://plas- of Israel on the eve of 2022. CBS, Government of Israel. ticsmartcities.org/products/deposit-return-program 2 Nissim, I., Shohat, T., & Inbar, Y. (2005). From dumping to sanitary landfills: Solid waste man - 15 Bottle Bill. (2021). Resource guide: Israel. Container Recycling Institute. Retrieved from agement in Israel. Waste Management, 25(3), 323–327. doi:10.1016/j.wasman.2004.06.004 https://www.bottlebill.org/index.php/current-and-proposed-laws/worldwide/israel 3 Lavee, D. (2020). Are economic tools preferable to direct regulatory measures in achieving 16 Ministry of Environmental Protection. (2021). Waste and recycling. Government of Israel. environmental goals? Environmental Policy and Law, 50 (3), 181–191. Retrieved from https://www.gov.il/en/Departments/faq/bottle_deposit_expansion_faq 4 Tal, A. (2002). Pollution in a promised land: An environmental history of Israel. Berkeley: Uni - 17 Based on information received from Adam Schalimtzek, Head of International Relations versity of California Press. Division- Israel Ministry of Environmental Protection (January 1, 2023). Organisation for Economic Co-operation and Development. (2011). OECD Environmental 18 Ministry of Environmental Protection. (2021). Bottles, tires, packaging, appliances, plastic Performance Reviews: Israel 2011. OECD Environmental Performance Reviews. OECD Pub - bags: Extended producer responsibility. Government of Israel. Retrieved from https://www. lishing, Paris. doi:10.1787/9789264117563-en gov.il/en/departments/guides/extended_producer_responsibility?chapterIndex=1 5 Golik, A., & Gertner, Y. (1992). Litter on the Israeli coastline. Marine Environmental Research, 19 Ministry of Environmental Protection. (2021). Waste and recycling. Government of Israel. 33(1), 1–15. Retrieved from https://www.gov.il/en/departments/news/deposite_2021 6 Nissim, I., Shohat, T., & Inbar, Y. (2005). From dumping to sanitary landfills - Solid waste man - 20 Barkay, T. (2009). Regulation and voluntarism: A case study of governance in the making. agement in Israel. Waste Management, 25(3), 323–327. doi:10.1016/j.wasman.2004.06.004 Regulation & Governance, 3(4), 360–375. 7 Barkay, T. (2009). Regulation and voluntarism: A case study of governance in the making. 21 Tlv Times System. (2020). Collect and recycle. Retrieved from https://tlvtimes.co.il/ Regulation & Governance, 3(4), 360–375. percentd7percent9epercentd7percent93percentd7percent99percentd7percen - t a 0 p e r c e n td 7p e r c e n t a a - p e r c e n td 7p e r c e n t a a p e r c e n td 7p e r c e n t 9 c - p e r c e n t - 8 CM Consulting. (2016). Deposit Systems for one-way beverage containers: Global over- d 7p e r c e n t 9 0 p e r c e n td 7p e r c e n t 9 1p e r c e n td 7p e r c e n t 9 9 p e r c e n td 7p e r c e n t 9 1/ view. Reloop Platform. Retrieved from https://www.cmconsultinginc.com/wp-content/ percentd7percent90percentd7percent95percentd7percenta1percentd7percenta4percent- uploads/2017/05/BOOK-Deposit-Global-24May2017-for-Website.pdf d7percent99percentd7percent9d-percentd7percent95percentd7percent9epercentd7per- 9 Ministry of Environmental Protection. (2021). Waste and recycling. Government of Israel. cent9epercentd7percent97percentd7percent96percentd7percenta8percentd7percent- Retrieved from https://www.gov.il/en/Departments/faq/bottle_deposit_expansion_faq 99percentd7percent9d/ 10 Ministry of Environmental Protection. (2021). Waste and recycling. Government of Israel. 22 Viscusi, W. K., Hubery, J., & Bell, J. (2012). Alternative policies to increase recycling of plastic Retrieved from https://www.gov.il/en/departments/news/deposite_2021 water bottles in the United States. Review of Environmental Economics and Policy, 6(2):190– 211. 11 World Bank. (2021). Bridging the gap in solid waste management: Governance requirements for results. World Bank, Washington, DC. Retrieved from https://openknowledge.worldbank. 23 Lavee, D. (2020). Are economic tools preferable to direct regulatory measures in achieving org/handle/10986/35703 environmental goals? Environmental Policy and Law, 50 (3), 181–191. Organisation for Economic Co-operation and Development. (2016). Extended Producer 24 Organisation for Economic Co-operation and Development. (2011). OECD Environmental Responsibility: Updated Guidance for Efficient Waste Management. OECD Publishing, Paris. Performance Reviews: Israel 2011. OECD Environmental Performance Reviews. OECD Pub - doi:10.1787/9789264256385-en lishing, Paris. doi:10.1787/9789264117563-en 12 Alcaldia de Guayaquil. (2019). En la Terminal Río Daule se in - augura máquina de reciclaje 25 Pfasternak, G., Zviely, D., Ribic, C. A., Ariel, A., & Spanier, E. (2017). Sources, composition y trituración de botel - las, el jueves 27 de junio [In the Rio Daule terminal, the plastic bottles and spatial distribution of marine debris along the Mediterranean coast of Israel. Marine recycling machine is unveiled, on Thursday June 27]. Retrieved from https://web.archive. Pollution Bulletin, 114 (2), 1036–1045. — 130 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Israel A Compendium of Cases Ministry of Environmental Protection. (2021). Waste and recycling. Government of Israel. 26 Retrieved from https://www.gov.il/en/Departments/faq/bottle_deposit_expansion_faq 27 Surkes, S. (2021, November 25). Supermarkets ill-prepared for expanded bottle deposit law. Times of Israel. Retrieved from https://www.timesofisrael.com/supermarkets-ill-pre - pared-for-expanded-bottle-deposit-law/ 28 Lavee, D. (2010). A cost-benefit analysis of a deposit–refund program for beverage contain - ers in Israel. Waste management, 30 (2), 338–345. 29 Matheson, T. (2019). Disposal is not free: Fiscal instruments to internalize the environmen - tal costs of solid waste (IMF Working Paper No. 2019/283). International Monetary Fund. — 131 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to be more sustainable with their waste disposal in Nepal Main objective: Increase reusing and recycling Other objectives: Increase source segregation of organic and other waste Case summary The Nepalese municipalities of Bharatpur and Hetauda created plastic source segregation initiatives with CBOs. The initiatives used J-shaped metal ‘suiro’ hooks. The hooks provided a simple and effective way for households to sep- arate soft plastics for subsequent recycling. Community groups collected the segregated plastics from participating households, which they sold to infor- mal waste collectors and private firms. Both municipalities created compe- titions and conducted school programs, training, and handicraft workshops to promote waste reuse and recycling. The initiatives reduced plastic littering and improved drainage across both municipalities. Empty plastic bottle on the background of the Annapurna mountain range, Himalaya. © Shai-Halud, istock.com — 132 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Nepal A Compendium of Cases Challenge statement its successful uptake, the program expanded across the municipality. In 2003, Bharatpur started an analogous pilot in conjunction with other CBOs. The municipal- Limited financial, legal, technological, and human resources affected MSWM in ity introduced the program informally to the core market area of the city (three wards) Nepalese municipalities. In conjunction, the growing accessibility of plastic fostered before expanding it to four other wards. By 2010, the initiative gained prominence a use-and-throw culture in Bharatpur and Hetauda. and was formalized. Context and description of challenges Both programs leveraged a simple instrument—the suiro hook—to segregate soft plastics. The suiro hook was a 1-to-1.5-foot J-shaped metal piece with a small hole Since the 1990s, Nepal experienced rapid unplanned urbanization and shifting con- on one end and a barbed edge on the other. It was constructed out of galvanized steel sumer habits. Plastic products (for example, bags) were cheap and often distrib- wire due to its low-cost and ductile nature.11 Residents hung the hook from its eye uted freely.1 As a result, the proportion of plastic in the solid waste stream steadily and attached plastic on its barbed end.12 Residents hung suiro hooks in or near their increased.2 On average, the municipalities of Bharatpur (population: 134,803)3 and kitchens, where it was easy to clean and store plastics.13 TLOs collected and sold Hetauda (population: 90,054)4 produced 0.28 and 0.25 kg of waste per capita per the aggregated plastic waste to the municipalities. Municipalities sold the plastics to day, respectively (2008). Plastic made up 7 percent of the total waste mix. Nepalese 5 plastic processors. Municipalities formed environmental coordination committees to systems prioritized waste collection and disposal over reduction, reuse, or recycling ensure that TLOs and municipal authorities worked cooperatively. schemes. Low collection rates in Bharatpur and Hetauda fostered a culture of open dumping.6 Indiscriminate plastic dumping clogged public drains and polluted ground In the process, each municipality worked with local community groups (women’s and surface water. Additionally, plastic bags often blew away from dumping points groups and TLOs) and private operators.14 In Hetauda, the municipality purchased and littered the streets.7 Strategies to curb plastic pollution—such as Hetauda’s 1995 suiro hooks and distributed them freely to communities through TLOs. In Bharatpur, plastic bag ban—were unsuccessful. With limited alternatives to replace plastic 8 the municipality and suiro program purchased 74 and 26 percent of suiro hooks, bags, citizens and local businesses did not support these initiatives. respectively, and distributed them to residents across seven wards. Initially, a single suiro hook cost NPR 5 (approximately USD 0.04), which rose to NPR 15 (approximately Grassroots initiatives attempted to deal with burgeoning waste issues. CBOs—known USD 0.12), as of 2022. The suiro hook became a symbol for recycling. UN-Habitat as Tole Lane Organizations (TLOs)—catered to individual neighborhoods throughout and UDLE-GTZ Nepal (in Hetauda) and Practical Action Nepal (in Bharatpur) provided Nepal.9 They collected recyclables, conducted awareness programs, implemented supplemental financial support.15 cleanup activities, and facilitated household composting and waste collection.10 The aforementioned actions laid the groundwork for more robust efforts. The design Decisions and actions Suiro hooks provided several advantages over other source separation schemes. First, they provided a convenient way for residents to store recyclable plastics. In 1996, the Hetauda government provided financial support to a local NGO for a pilot Second, the hooks prevented soft plastics from blowing away, which mitigated litter- plastic source segregation program. It piloted the program in one ward. Following ing and kept drains clear. — 133 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Nepal A Compendium of Cases Women’s groups, TLOs, NGOs, private operators, and municipalities distributed Manufacturers ultimately recycled the plastic into products like pipes, ropes, and suiro hooks to households and local businesses. In parallel, these actors also con- tents.19 The municipalities rewarded the TLO that collected the most plastic waste ducted education and training activities to encourage uptake.16 In many Nepalese and creatively reused plastic materials. municipalities, women were primarily responsible for waste separation and dispos- al.17 Therefore, both municipalities specifically targeted women and school chil- Alongside educational activities, municipalities used incentives to promote source dren through speech, quiz, essay writing, and drawing competitions. Bharatpur and segregation. For instance, Hetauda periodically awarded households with prizes Hetauda conducted training for plastics upcycling activities (making handicrafts (worth NPR 1,000 or approximately USD 8). The municipality also issued nonmate- from used plastic waste) and making cotton bags as SUP alternatives (Figure 12). rial rewards, such as certificates of appreciation.20 Bharatpur launched a program to TLOs also competed with one another in handicraft-making competitions to popular- award soap to residents who collected 1 kg of nonrecyclable clean plastic to prevent ize plastic reuse. The winner received public recognition.18 littering and open burning of low-grade plastics. The initiative operated through a door-to-door collection system, which removed an additional barrier to participation, as residents did not have to deal with plastic dis- posal. Women’s groups and TLOs collected plastics on a bimonthly to monthly basis. What behavioral tools are present in this initiative? FIGURE SOCIAL AND MOTIVATIONAL MECHANISMS 12 Members of Milan Sachetana women’s group of Ward No. 9, Bharatpur making handicrafts (upcycling) Messengers: Local actors can play a defining role in implementing new from used plastics initiatives.21 In Nepal, several actors helped promote plastic source seg- regation using suiro hooks. Local women’s groups and TLOs distributed suiro hooks, facilitated outreach activities, and collected plastic waste. The municipality also selected some individuals as trainers to transfer best practices to other communities. SYSTEM DESIGN MECHANISMS Physical cues: Signals within the environment can help prompt specific behaviors. In the present case study, both municipalities distributed a tool (suiro hooks) specifically designed to capture soft plastics. Suiro hooks provided a salient reminder for residents to engage in the desired behav- ior (source segregation of plastics). In addition, its convenient feature of keeping trash together out of reach of animals decreased the spreading of waste on the ground, changing the landscape in a positive way. Source: D. R. Pathak. — 134 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Nepal A Compendium of Cases Results Complementary actions to consider Between 2003 and 2019, the program distributed 43,000 and 20,000 suiro hooks in Bharatpur and Hetauda, respectively.22 In Bharatpur, the suiro program collected 2 » Governments could use experimental methods to compare the effec- tons of plastic per month (and sold approximately 1–1.2 tons, generating approxi- tiveness of different methods to curb plastic pollution. An intervention mately NPR 30,000 or approximately USD 235 per month).23 In Hetauda, the initiative could assess the impact of tools and complementary behavioral strate- collected 1.5 tons of plastic per month and sold approximately 800–900 kg, which gies (for example, choice architecture and public commitments)—both generated approximately NPR 5,000 per month. Suiro hooks reduced open dumping individually and combined—on plastic waste generation. and improved drainage and soil conditions. TLOs trained hundreds of members to make used plastic handicrafts and cotton bags as SUP alternatives.24 Women and » This initiative focused on end-of-life plastic disposal. However, up- school students who participated in speech, quiz, essay writing, and drawing compe- stream solutions may prove fruitful. Governments interested in curbing titions developed key social skills. Training sessions shifted residents’ attitudes about SUP consumption could make reusable alternatives more cost-effective waste and increased civic engagement in waste management. In Bharatpur, group and accessible, while decreasing the accessibility of SUPs. competitions brought together tens of TLOs and hundreds of members. Similarly, on World Environment Day, more than 10,000 people participated in waste segregation campaigns, one of highest participation rates at a single waste-related event. Want to know more? Despite public interest in the initiative, residents failed to segregate a large proportion Office of Municipal Executive, Bharatpur and Office of Municipal Executive, of their waste or achieve significant level of recycling.25 Despite its drawbacks, the Hetauda initiative is an example of a unique method to reduce littering and increase recycling. Other municipalities learned from these early experiences and introduced suiro initia- tives to increase municipal recycling rates.26 Over time, as different types of plastic and recycling became increasingly commonplace, both municipalities have started to gradually replace suiro hooks with colored bins. CHOOSE ANOTHER — 135 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Nepal A Compendium of Cases Endnotes 13 Based on information received during Focal Group Discussion with Gyan Darshan Sirjanshil Aama Samuha (December 12, 2022). 1 Manandhar, D. R. (2012). Situation assessment of SWM at municipalities in eastern regions, 14 Rai, R. K., Nepal, M., Khadayat, M. S., & Bhardwaj, B. (2019). Improving Municipal Solid Waste Dharan. SEAM-Nepal. Collection Services in Developing Countries: A Case of Bharatpur Metropolitan City, Nepal. Sustainability, 11(11), 3010. doi:10.3390/su11113010 2 Bharadwaj, B., & Rai, R. K. (2021). Stakeholders perception of used plastics. In Handbook of Solid Waste Management: Sustainability through Circular Economy (1–30). Springer Singa- 15 Practical Action Nepal. (2008). Best practices on solid waste management of Nepalese pore, Singapore. cities. European Union Under the EC Asia Pro Eco II Program. Kathmandu, Nepal. Pokhrel, D., & Viraraghavan, T. (2005). Municipal solid waste management in Nepal: Prac - 16 Practical Action. (2009). Practical Action Nepal Office Annual Report 2008/09. Kathmandu, tices and challenges. Waste Management, 25(5), 555–562. Nepal. 3 Practical Action Nepal. (2008). Best practices on solid waste management of Nepalese cit- 17 Rai, R. K., Nepal, M., Khadayat, M. S., & Bhardwaj, B. (2019). Improving municipal solid waste ies. European Union under the EC Asia Pro Eco II Program, Kathmandu, Nepal collection services in developing countries: A case of Bharatpur Metropolitan City, Nepal. Sustainability, 11(11), 3010. Population in 2021: 369,377. Source: Central Bureau of Statistics. (2021). Final Preliminary Report of National Population Census 2021. Government of Nepal. 18 Based on information received from Januka KC, Section head, Sanitation and SWM section, Bharatpur MPC (December 12, 2022). 4 Ibid; Population in 2021: 195,951. Source: Central Bureau of Statistics. (2021). Final Prelimi- nary Report of National Population Census 2021. Government of Nepal. 19 Acharya, T.P. (2013). Nepal: Capacity building for waste management - Consultant's report. Project Number: 44069. IPE Global Private Limited. 5 Practical Action Nepal. (2008). Best practices on solid waste management of Nepalese cities. European Union Under the EC Asia Pro Eco II Program. Kathmandu, Nepal. 20 Practical Action Nepal. (2008). Best practices on solid waste management of Nepalese cit- ies. European union Under the EC Asia Pro Eco II Program. Kathmandu, Nepal. 6 Hetauda Municipality Solid Waste Management: Local Initiatives for Sustainable Commu - nities. (2001). Retrieved from https://kitakyushu.iges.or.jp/docs/network_meetings/kin1/ 21 Van Poeck, K., Læssøe, J., & Block, T. (2017). An exploration of sustainability change agents Presentations/Session%20II/33%20Hetauda.pdf as facilitators of nonformal learning: Mapping a moving and intertwined landscape. Ecology and Society, 22(2). Saito, N. (2013). Solid waste management in Nepal: Current status and policy recommenda- tions. Asian Development Bank (ADB), Manila, The Philippines. 22 Based on information received from Dhurba Bhujel, Former Head, Social Development Divi - sion, Hetauda Sub-metropolitan City (December 13, 2022). 7 Alam, R., Chowdhury, M. A. I., Hasan, G. M. J., Karanjit, B., & Shrestha, L. R. (2008). Gener- ation, storage, collection and transportation of municipal solid waste: A case study in the 23 Practical Action Nepal. (2008). Best practices on solid waste management of Nepalese cit- city of Kathmandu, capital of Nepal. Waste Management, 28(6), 1088–1097. doi:10.1016/j. ies. European Union under the EC Asia Pro Eco II Program. Kathmandu, Nepal. wasman.2006.12.024 24 Based on information received from Januka KC, Section head, Sanitation and SWM section, 8 Practical Action Nepal. (2008). Best practices on solid waste management of Nepalese cit- Bharatpur MPC (December 12, 2022). ies. European Union under the EC Asia Pro Eco II Program. Kathmandu, Nepal. Based on information received from Bhim Prasad Timalsina, Head, Social Development 9 United Nations Development Programme. (2002). Rural Urban Partnership Programme: Division, Hetauda SMC (December 13, 2022) Annual Report 2001. Urban Based Local Development. UNDP/UNCHS/NPC/MPPW/MLD. 25 Neupane, B., & Neupane, S. (2013). Scenario of solid waste management in Hetauda Munic - (NEP/96/003). ipality, Nepal. International Journal of Environment, 2, 2091–2854. doi:10.3126/ije.v2i1.9214 Kumar, K. S. (2003). Rural-urban linkage and role of civil society: A successful model for Nepal, M., Karki Nepal, A., Khadayat, M. S., Rai, R. K., Shyamsundar, P., & Somanathan, E. good urban governance in Nepal. 2nd FIG Regional Conference. Marrakech, Morocco. (2022). Low-cost strategies to improve municipal solid waste management in developing 10 Acharya, T.P. (2013). Nepal: Capacity building for waste management - Consultant's report. countries: Experimental evidence from Nepal. Environ Resource Econ. doi: 10.1007/s10640- Project Number: 44069. IPE Global Private Limited. 021-00640-3 11 Based on information received from Ganesh Kumar Shrestha, Founding President of Naba 26 Practical Action Nepal. (2008). Best practices on solid waste management of Nepalese cit- Jiban Jyoti Club, Hetauda SMC (December 12, 2022). ies. European Union under the EC Asia Pro Eco II Program. Kathmandu, Nepal. 12 Nippon Koei Co. LTD. & Yachiiyo Engineering Co. LTD. (2005). The study on the solid UN-Habitat. (2007). Solid Waste Management in Siddhiput Final Report - Siddhiput Inte- waste management for the Kathmandu Valley: Final report - Volume 1: Executive summary. grated Water and Sanitation Project. Environment and Public Health Organization (ENPHO). Japan International Cooperation Agency. Retrieved from https://openjicareport.jica.go.jp/ Acharya, T. P. (2013). Nepal: Capacity Building for WASTE management - Consultant's report. pdf/11808631_01.pdf Project Number: 44069. IPE Global Private Limited. — 136 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to be more sustainable with and generate less waste in the Republic of Korea Main objective: Increase reusing and recycling Other objectives: Increase source segregation of organic and other waste; empower people to improve accountability; change production and consumption behaviors Case summary Korean authorities introduced a pay-as-you-throw (PAYT) scheme (the volume- based waste fee [VBWF] system) in the form of prepaid bags to increase source segregation. Residents paid to dispose of residual but not recyclable waste. A strong accountability mechanism followed the system’s rollout. The VBWF system gradually fostered a shift in consumption patterns, as reflected by the country’s decreased waste generation. In parallel, it improved recycling rates. As of 2017, the country’s recycling rate (86 percent) was among the highest of countries globally. VBWF bags. © Seoul Urban Solutions Agency — 137 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with and generate less waste in the Republic of Korea A Compendium of Cases Challenge statement constrained the program’s success. With the proper legal foundation in place, Korea shifts its waste management focus. These efforts are the focus of the present case As a consumer culture emerged in Korea, technical and environmental consider- study. ations complicated SWM. The general habit of disposing of mixed waste persisted in most Korean cities,1 which created issues for source segregation schemes. Decisions and actions Context and description of challenges In response to the prevailing conditions, the Korean government piloted a volume- based waste fee (VBWF). Under this system, households purchased designated In 1995, Korea had a population of approximately 44.5 million2 and generated approx- bags for residual and organic waste. Local governments determined bag prices. imately 1.3 kg of MSW per capita per day. On the heels of rapid economic growth, 3 Households paid progressively more as they generated more waste. Households residents’ consumption patterns and wealth changed. These factors increased disposed of recyclables for free. waste generation rates as residents discarded products readily and before the end of their life span.4 Additionally, traditional dining practices—which used many small Waste management groups, NGOs, consumers, and government officials contrib- dishes—contributed to organic waste generation. The country historically disposed 5 uted to the VBWF policy. Stakeholder engagement (citizens, local governments, and of waste in landfills (78.6 percent in 1994). However, public opposition impeded the civic groups) played a strong role in tailoring the system to local needs. The govern- government from creating new landfills. 6 ment accompanied the policy’s rollout with a promotional campaign (though posters, brochures, newspapers, and TV) to increase citizen buy-in.10 Waste management was also a significant financial burden on local administrations. Traditionally, households paid fixed waste management fees determined by property In 1994, the government piloted the VBWF system in 15 cities and provinces.11 As the size. In 1991, SWM services cost KRW 280 billion (approximately USD 380 million). system gained traction, more municipalities signed on. The government launched Fee-based revenues only covered approximately 9 percent of this cost.7 In 1992, the the program nationwide in 1995, coinciding with local governments having increased Korea Resources Recovery Corporation introduced recycling and provided house- administrative power. Complementarily, the government introduced regulations for holds with complementary bins. However, prevailing habits of disposing of mixed SUPs (for example, cups and plastic bags).12 In 1999, the country phased out free waste limited its success.8 SUP bags. The VBWF system went through several iterations since its inception to increase participation. The Korean government re-envisioned its waste management strategy to deal with limited land availability and the negative effects of landfills. An evolving landscape of The design legislative and administrative frameworks provided a backdrop for its revised SWM system.9 The government introduced a deposit refund system in 1992 to hold pro- Residents purchased designated bags for their residual waste. Convenience and gro- ducers responsible for material recycling. It applied to packaging (paper, metal, glass, cery stores sold these bags in multiple sizes. Residents were also required to seg- and PET), tires, lubricants, large home appliances, and batteries. The government regate recyclables (plastic, paper, cans, glass) at no charge.13 Residents deposited charged entities that failed to recycle. However, an underdeveloped recycling sector segregated recyclable, organic, and residual waste at central collection areas (for apartment complexes) or curbside (for detached houses). Each collection container — 138 — Behavior Change in Solid Waste Management: A Compendium of Cases The VBWF policy contributed to improved recycling infrastructure and the introduc- tion of additional companies nationwide to deal with the influx of recyclable materials. What behavioral tools are present in this initiative? SYSTEM DESIGN MECHANISMS Accessible services: Access to convenient infrastructure can mediate household waste behaviors.19 In Korea, residents discarded recyclables in communal collection areas where they disposed of different materials in separate containers. The government also made VBWF bags readily avail- Waste bins designed to measure the weight of waste. © Seoul Urban Solutions Agency able at grocery and convenience stores to promote uptake. had labels identifying permissible items, which provided a prompt. The government FINANCIAL MECHANISMS introduced provisions for organic waste disposal in 2003, which utilized designated bags, magnetic chips, and radio-frequency identification (RFID) tags (depending on Appealing to loss aversion: Research suggests that individuals are more the municipality). Disposal bins contained magnetic chips and displayed the weight sensitive to losses than comparative gains.20 Weight-based fees on resid- ual recycling can increase recycling21 and promote greater diversion rates of waste deposited into the bin. For RFID cards, a user swiped a special card on than fixed collection fees.22 Even small financial costs can potentially deter the bin before depositing his/her waste. The system recorded charges in the user’s unwanted waste management behaviors. In Korea, households and commercial enti- account per the weight of waste deposited.14 ties had to purchase designated bags for their organic and residual waste. This system incentivized residents to minimize their waste footprint to save money on costs associ- Beginning in 2003, residents could purchase handled VBWF bags at grocery store ated with waste disposal. checkouts. These bags served two purposes: consumers could use them to carry goods home (eliminating extra waste created by standard plastic bags) and for resid- SOCIAL AND MOTIVATIONAL MECHANISMS ual waste. The government fined residents (a maximum of KRW 1 million or USD Creating accountability: Accountability mechanisms can help enforce 910) who did not use VBWF bags or disposed of waste in unauthorized locations. environmental regulations.23 Citizens can help enforce environmental reg- Additionally, residents had their waste collection delayed and had to enroll in manda- ulations. In Korea, the government used accountability mechanisms to tory education programs.15 The government trained citizens as honorary inspectors promote adherence to the VBWF system. In conjunction with official mon- to report violations. Citizens also acted as change agents to educate the community itoring (for example, local officials and security cameras), citizen volunteers reported on best practices.16 Citizens who reported violators received monetary awards (up to on elicit waste disposal practices. Together, these systems encouraged compliance. 80 percent of the fine imposed).17 Over the years, many Korean municipalities incor- Citizens reported 11 percent of violations through 2014.24 porated this law to improve compliance.18 — 139 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with and generate less waste in the Republic of Korea A Compendium of Cases Results started displaying environmental labels on its products, the sales have increased by 252 percent.34 The VBWF system successfully redefined the country’s waste management system. The government’s commitment (for example, fee introduction, infrastructure rehabil- In response to the VBWF’s success, the government has recently introduced addi- itation, and SUP regulations) helped transition the country toward greener and more tional recycling initiatives. In 2021, Korea introduced separate collections for trans- sustainable behavior. Initially, the VBWF led to an increase in illegal dumping and parent PET containers. Residents are required to clean and remove labels before burning. Increased monitoring (use of security cameras and citizens’ reports), fines, recycling. In light of these new regulations, 50.6 percent of consumers are already and rewards for reporting illegal behavior curbed this uptick. 25 purchasing or planning to purchase unlabeled containers.35  The VBWF system gradually shifted residents’ waste disposal practices.26 Most resi- dents now treat recycling as an established habit and do not see it as inconvenient.27 Complementary actions to consider Soon after its inception, Korea’s VBWF system reduced the municipal waste gen- eration rate and increased recycling by 16.6 and 15.7 percent, respectively (1994– » Illegal dumping and noncompliance still exist within the VBWF system.36 2001).28 As of 2017, Korea recycled 86 percent of its solid waste, which is among Practitioners considering a PAYT scheme could investigate residents’ the highest recycling rates globally.29 Even more impressive is the decoupling of eco- motivations for illegal dumping. By understanding the barriers to pro- nomic growth and waste generation. Despite economic growth, per capita household gram uptake, officials may be able to more precisely target compliance waste generation dropped 23.3 percent, from 1.33 kg per day (1994) to 1.02 kg per programs. day (2017), a level the country has maintained.30 The VBWF system also contributed to more resource-efficient consumer behavior Want to know more? and higher environmental awareness overall. Consumers and producers now equate Korea Environmental Policy Bulletin throwing away waste with throwing away money, which catalyzed a shift away from excess packaging and toward reusable products.31 Over the past several years, the government has banned several single-use items. These bans corresponded to decreases in both single-use cups (75 percent year-on-year decrease between July 2018 and June 2019) and SUP bags (84 percent decrease in bakeries between January to May 2019 relative to the previous year). The government complemented these tactics with several soft interventions. For instance, it is currently piloting a single-use cup deposit system to promote a shift toward reusable beverage contain- ers.32 Korea also introduced eco-labeling regimes to make it easier for consumers to purchase more recycled or refillable products.33 For example, a packaging company developed environmental-friendly food packaging materials. Since the company CHOOSE ANOTHER — 140 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to be more sustainable with and generate less waste in the Republic of Korea A Compendium of Cases Endnotes 11 Dr. Yoo, K. Y. (n.d.) Municipal Solid Waste Management. Seoul Institute. Retrieved from https://seoulsolution.kr/sites/default/files/policy/2%EA%B6%8C_10_Environment_Munici - pal%20Solid%20Waste%20Management.pdf 1 Dr. Yoo, K. Y. (n.d.) Municipal solid waste management. Seoul Institute. Retrieved from https://seoulsolution.kr/sites/default/files/policy/2%EA%B6%8C_10_Environment_Munici - 12 Organisation for Economic Co-operation and Development. (2017). Chapter 4: Waste, mate - pal%20Solid%20Waste%20Management.pdf rials management and circular economy. In OECD Environmental Performance Reviews. OECD Publishing, Paris. doi: 10.1787/9789264268265-en 2 Byun, M. (2015). Seoul Statistical Series_01: Population. The Seoul Institute, Republic of Korea. Retrieved from https://www.seoulsolution.kr/sites/default/files/page/Seoul%20 13 Kim, I. C. (2002). Korea’s policy instruments for waste minimization. Journal of Material Statistical%20Series_01%20Population.pdf Cycles and Waste Management, 4,12–22. Population in 2021: 51.74 million. Source: Statistics Korea. (2022). 2021 Population and 14 Lee, S., & Hur, Y. G. (n.d.) Volume based waste fee (VBMF) system for municipal solid waste. Housing Census (Register-based Census). Republic of Korea. Retrieved from https://kostat. Seoul Housing and Communities Corporation. Retrieved from http://susa.or.kr/sites/ go.kr/board.es?mid=a20108010000&bid=11747&act=view&list_no=419981&tag=&n - default/files/resources/%ED%99%98%EA%B2%BD_9_Volume%20Based%20Waste%20 Page=2&ref_bid=11742,11743,11744,11745,11746,11747,11748,11749,11773,11774,11750 Fee%20%28VBMF%29%20System%20for%20Municipal%20Solid%20Waste_0.pdf &keyField=&keyWord= 15 Dr. Kim, K. Y. (2003). Volume-based waste fee system. Korea environmental policy bulletin 3 Ministry of Environment. (2015). Report - Ministry of Environment. Republic of Korea. volume 1. Ministry of Environment & Korea Environment Institute, Republic of Korea. Retrieved from http://eng.me.go.kr/eng/file/readDownloadFile.do?fileId=115224&fileSe - 16 Kim, Y. S., Kang, S. J., Ryu, J. C., Kim, W. D., Han, K. J., & Shin, Y. E. (2015). Korea’s green q=1&openYn=Y growth experience: Process, outcomes and lessons learned. Global Green Growth Institute. 4 Dr. Kim, K. Y. (2003). Volume-based Waste FEE system. Korea environmental policy bulletin Republic of Korea. ISBN 979-11-952673-5-4. volume 1. Ministry of Environment & Korea Environment Institute, Republic of Korea. 17 Dr. Kim, K. Y. (2003). Volume-based waste fee system. Korea environmental policy bulletin 5 Cho, I., Kang, M., Horvath, B., Chowdhury, S., Yoo, J., Yoon, H., Kim, H., Ahn, K., Ryu, H., Nam, volume 1. Ministry of Environment & Korea Environment Institute, Republic of Korea. J., & Yakovleva, Y. (2017). Sustainable Development Goals Policy Brief Series No.3. Compre- 18 Ministry of Environment & Korea Environment Institute. (2016). Two decades in effect: hensive Study of Waste Management Policies & Practices in Korea and Recommendations Volume based waste fee in South Korea. Korean Environmental Policy Bulletin, 14(3). for LDCs and MICs. United Nations Development Programme. Republic of Korea. Retrieved from https://www.greengrowthknowledge.org/sites/default/ 6 Dr. Kim, K. Y. (2003). Volume-based waste fee system. Korea environmental policy bulletin files/downloads/policy-database/Korea%20Environmental%20Policy%20Bulletin%20 volume 1. Ministry of Environment & Korea Environment Institute, Republic of Korea. -%20Two%20Decades%20in%20Effect%2C%20Volume-Based%20Waste%20Fee%20Sys - tem%20in%20South%20Korea.pdf 7 Lee, S., & Hur, Y. G. (n.d.), Volume based waste fee (VBMF) system for municipal solid waste. Seoul Housing and Communities Corporation. Retrieved from http://susa.or.kr/sites/ 19 Prime Minister’s Strategy Unit. (2002). Waste Not, Want Not: A strategy for tackling the waste default/files/resources/%ED%99%98%EA%B2%BD_9_Volume%20Based%20Waste%20 problem in England. Crown, Great Britain. Fee%20%28VBMF%29%20System%20for%20Municipal%20Solid%20Waste_0.pdf 20 Homonoff, T. A. (2018). Can small incentives have large effects? The impact of taxes ver- 8 Dr. Yoo, K. Y. (n.d.) Municipal solid waste management. Seoul Institute. Retrieved from sus bonuses on disposable bag use. American Economic Journal: Economic Policy, 10 (4), https://seoulsolution.kr/sites/default/files/policy/2%EA%B6%8C_10_Environment_Munici - 177–210. pal%20Solid%20Waste%20Management.pdf 21 Bisaillon, M., Finnveden, G., Noring, M., Stenmarck, Å., Sundberg, J., Sundqvist, J. O., & Tys - 9 Yoon, S. J. (2020). South Korea’s experience with smart infrastructure services: Integrated keng, S. (2009). Nya styrmedel inom avfallsområdet [New policy measures for waste man- solid waste management. Inter-American Development Bank. agement]. 10 Kim, Y. S., Kang, S. J., Ryu, J. C., Kim, W. D., Han, K. J., & Shin, Y. E. (2015). Korea’s green 22 Thøgersen, J. (2003). Monetary incentives and recycling: Behavioural and psychological growth experience: Process, outcomes and lessons learned. Global Green Growth Institute. reactions to a performance-dependent garbage fee. Journal of Consumer Policy, 26(2), Republic of Korea. ISBN 979-11-952673-5-4. 197–228. Kim, D. Y. (2019). How the Volume-based Waste Fee Policy Increased Household Recycling 23 Roberts, E., Dobbins, J., & Bowman, M. (1992). The role of the Citizen in environmental Rates in the Republic of Korea (1995–2009). Global Delivery Initiative Knowledge Sharing enforcement. In Second International Conference on Environment Compliance and Enforce- Program. ment (22–25). 24 Ministry of Environment & Korea Environment Institute. (2016). Two decades in effect: Vol - ume based waste fee in South Korea. Korean Environmental Policy Bulletin, 14 (3). Republic of — 141 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with and generate less waste in the Republic of Korea A Compendium of Cases Korea. Retrieved from https://www.greengrowthknowledge.org/sites/default/files/down - Ministry of Environment. (2011). Some success stories of Korean environmental policies: 31 loads/policy-database/Korea%20Environmental%20Policy%20Bulletin%20-%20Two%20 Waste reduction and recycling. Republic of Korea. Retrieved from https://www.unapcict. Decades%20in%20Effect%2C%20Volume-Based%20Waste%20Fee%20System%20in%20 org/resources/ictd-infobank/some-success-stories-korean-environmental-policies South%20Korea.pdf 32 So-ra, L., Ji-hye, J., Dong-won, S., Jung, G., In-chul, G., Chan-hee, L., Yong-Woo, H., Soo- Based on information received from Jaemin Song, PhD, Associate Professor, University of 25 Yeol, H. . (2019). A study on plastic management strategies for transitioning to a circular Seoul (June 17, 2019). economy. Korea Environment Institute. Retrieved from https://www.kei.re.kr/elibList. es?mid=a10101030000&elibName=researchreport&c_id=726249&act=view 26 Lee, S., & Hur, Y. G. (n.d.) Volume based waste fee (VBMF) system for municipal solid waste. Seoul Housing and Communities Corporation. Retrieved from http://susa.or.kr/sites/ 33 Zhang, Z. (2008). Asian energy and environmental policy: Promoting growth while preserv- default/files/resources/%ED%99%98%EA%B2%BD_9_Volume%20Based%20Waste%20 ing the environment. Energy Policy, 36(10), 3905–3924. Korea Environmental Industry and Technology Institute. (2018). 성공사례집: 환경마크와 함께 Fee%20%28VBMF%29%20System%20for%20Municipal%20Solid%20Waste_0.pdf 34 Park, S. (2018). Factors influencing the recycling rate under the volume-based waste fee 할때 지속가능한 미래, 성장하는 기업 (Success Stories: Sustainable future with eco-label). system in South Korea. Waste Management, 74, 43–51. 27 Ministry of Environment. (2016). Two decades in effect: Volume based waste fee in KEITI. Retrieved from https://www.keiti.re.kr/site/keiti/ex/board/View.do?cbIdx=274&b - South Korea. Korean Environmental Policy Bulletin, 14 (3). Retrieved from https://www. cIdx=30286 greengrowthknowledge.org/sites/default/files/downloads/policy-database/Korea%20 35 Korea Consumer Agency. (2021). Consumer survey: Problems of transparent PET bottle Environmental%20Policy%20Bulletin%20-%20Two%20Decades%20in%20Effect%2C%20 separate discharge. Retrieved from https://www.kca.go.kr/smartconsumer/sub.do?me - Volume-Based%20Waste%20Fee%20System%20in%20South%20Korea.pdf nukey=7301&mode=view&no=1003245180 28 Dr. Kim, K. Y. (2003). Volume-based waste fee system. Korea environmental policy bulletin 36 Ministry of Environment. (2016). Two decades in effect: Volume based waste fee in volume 1. Ministry of Environment & Korea Environment Institute, Republic of Korea. South Korea. Korean Environmental Policy Bulletin, 14 (3). Retrieved from https://www. 29 Ministry of Environment—Land & Waste. Republic of Korea. Retrieved from https://m. greengrowthknowledge.org/sites/default/files/downloads/policy-database/Korea%20 me.go.kr/eng/web/index.do?menuId=466 Environmental%20Policy%20Bulletin%20-%20Two%20Decades%20in%20Effect%2C%20 Volume-Based%20Waste%20Fee%20System%20in%20South%20Korea.pdf 30 Ibid; Wataya, E., Banna, F. M., Bak, I., Song, J., Yoon, S. H., & Yi, S. (2014). Green growth in action: Extracting value from municipal solid waste for greener cities: The case of the Repub- lic of Korea. Knowledge Note Series 04. Korea Green Growth Trust Fund. World Bank Group. Washington, DC. — 142 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to be more sustainable with their waste disposal and generate less waste in the Solomon Islands Main objective: Increase reusing and recycling.. Challenge statement Other objectives: Change consumption and production behaviors SUPs were a common source of pollution in Honiara, the Solomon Islands. Structural barriers—including limited resources, capacity, and available land—affected the scope of SWM services. Combined with growing waste volumes, this burdened Honiara’s Case summary SWM infrastructure. The city of Honiara piloted the Schools Re-thinking Plastic initiative to reduce Context and description of challenges SUP consumption. The government worked with local partners to pilot the initiative in five primary and secondary schools (5,307 students). The pro- Honiara is the capital city of the Solomon Islands (2019 population: 88,501).1 The city gram replaced single-use lunch containers with reusable alternatives. The ini- dealt with rising plastic waste, which accounted for 12 percent of the total MSW gen- tiative assessed the impact of (a) a discount scheme and (b) a deposit refund erated (1 kg per capita per day, 2014).2 The ubiquity of SUPs made them the default scheme on SUP consumption. While both interventions led to reductions in choice for Honiara residents. For example, school cafeterias packaged lunches in SUPs, the deposit refund scheme was comparatively more successful. This single-use containers and served them with SUP cutlery. A local study observed that initiative contributed to a proposed nationwide ban targeting five types of approximately 25 percent of Honiara residents relied on SUPs due to an absence of SUPs. alternatives. An additional approximately 54 percent used SUPs out of habit.3 Growing waste volumes strained the city’s limited waste management infrastructure and affected service delivery. Residents without access to collection services illegally — 143 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal and generate less waste in the Solomon Islands A Compendium of Cases for school cafeterias. The project replaced single-use food containers with reusable alternatives. To incentivize their uptake, it assessed the efficacy of two interventions: (a) a deposit return scheme (three schools) and (b) a discount scheme (two schools). The organizations jointly piloted the initiative in five Honiara schools (5,307 students, 6.5 percent of Honiara’s population) between July and October 2019. To assess the impact of each intervention, the project team assessed SUP consumption before, during, and after the interventions.7 The design The project team undertook extensive consultations before implementing the initia- tive. Stakeholder engagement was key to onboarding the vendors and gaining sup- port from students and teachers. Under the deposit return scheme, vendors served food in reusable stainless-steel Recycling plastic bottle. © miniseries | istock.com bowls and incorporated a refundable fee of SBD 1 into the lunch cost (SBD 10; USD 1.20). Students received a fee refund for returning the empty containers at the end of lunch. This scheme provided students with a monetary incentive to return the con- dumped their waste. Littered SUPs blocked city drains. Private companies collected 4 tainers. In tandem, this tactic appealed to students’ aversion to losses, as students and landfilled waste from educational institutions three days a week.5 Without the incurred a loss of SBD 1 if they kept the containers. The deposit acted as an insur- capacity for plastic recycling facilities, increasing quantities of waste stressed the ance mechanism.8 It also sought to change vendor’s behavior who had previously city’s only disposal site. 6 packaged food in SUPs. As it is a small island nation with limited resources and capacity to manage waste, Under the discount scheme, vendors gave an SBD 1 discount to students who used reducing the consumption of SUPs became a priority. reusable containers when purchasing their lunch. Students could bring reusable con- tainers from home. Schools also sold reusable containers to students for a fee (SBD Decisions and actions 25 or USD 3). These containers pictured school decals to foster a sense of owner- ship. This intervention appealed to individuals’ preference to avoid paying extra fees In 2019, the Solomon Islands government, United Nations Development Programme associated with using single-use containers. (UNDP), and Behavioural Insights Team co-designed the ‘Schools Re-thinking Plastic’ initiative. The initiative’s objective was to deter SUPs and inculcate the habit of reus- Complementarily, some schools conducted educational campaigns to reinforce the ing among primary and secondary school students. The initiative also indirectly initiative. These campaigns drew attention to the issue of SUPs and asked students targeted the behavior of school market vendors, which supplied prepackaged food to reduce their SUP (bags, straws, cups, water bottles) consumption more broadly.9 — 144 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal and generate less waste in the Solomon Islands A Compendium of Cases What behavioral tools are present in this initiative? proper usage and return of the reusable containers. The discount scheme generated mixed results, with greater uptake among younger relative to older students. Both FINANCIAL MECHANISMS interventions were cost-effective. While vendors incurred an up-front cost to switch to reusable containers, the containers paid for themselves almost immediately and Material rewards: Some studies show that monetary incentives can help saved vendors SBD 2,305–5,000 per week (approximately USD 278–603) thereaf- change SWM behavior.10 The Schools Re-thinking Plastic initiative used a ter.13 However, this does not include the full cost of reusable containers (that is, the deposit return scheme, akin to that used by countries to promote container costs associated with washing the containers). recycling. Under this scheme, vendors added a deposit onto the purchase price of lunches served in reusable containers. Students received this deposit back after they returned the container. The monetary reward made the desired behavior more Local market in the village of Batuna, Solomon Islands © Oliver Foerstner | shutterstock.com attractive. Appealing to loss aversion: People are more sensitive to losses than equiv- alent gains.11 The Schools Re-thinking Plastic initiative tested the impact of a discount scheme. Under this condition, students who brought reus- able containers during lunch service paid less than those who did not. This incentivized students to shift to the desired behavior to avoid higher costs. SYSTEM DESIGN MECHANISMS Defaults: Default options take effect if the decision-maker does not spec- ify an alternative.12 The Schools Re-thinking Plastics initiative changed the default from single-use to reusable lunch containers. This system made it easier for students to change their plastic consumption habits. Results The government successfully introduced the Schools Re-thinking Plastic initiative in four schools. SUP usage decreased between 46 and 100 percent, where reported. The deposit return scheme was comparatively more successful than the discount scheme. The deposit refund acted as a positive reinforcement for students to con- tinue using the scheme. The initiative had a 90 percent compliance rate with students’ — 145 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal and generate less waste in the Solomon Islands A Compendium of Cases The initiative led to several positive indirect effects. Schools that delivered infor- mational campaigns saw reductions in other SUPs the interventions did not target. Complementary actions to consider Additionally, the initiative led to widespread interest in phasing out other cafeteria items packaged in plastic.14 The initiative similarly influenced the behavior of ven- » Secondary school students viewed reusable containers as a social- dors. Some lunch vendors began educating others about plastic waste, sold more ly undesirable activity, which hindered the discount scheme’s uptake. food in reusable containers, or introduced reusable cutlery and cups.15 Vendors out- Practitioners looking to implement similar activities may consider the side the intervention also phased out SUPs. For instance, coconut vendors sold their role of a student’s age in SUP consumption and assess the impact of products without plastic straws.16 other behavioral approaches. For example, they could try using messen- gers to change how students perceive reusable containers. Schools Re-thinking Plastic successfully increased support for additional action to curb SUPs, such as stronger regulations and penalties. Select schools continued to » To target SUP consumption more broadly, practitioners might consider implement both schemes of their own accord.17 This initiative contributed to a pro- testing complementary behavioral interventions. For example, conser- posed 2020 nationwide ban targeting five types of SUPs.18 vation programs have effectively used mascots to evoke pride and in- spire pro-environmental behavior.19 Want to know more? Schools Rethinking Plastic Initiative CHOOSE ANOTHER — 146 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal and generate less waste in the Solomon Islands A Compendium of Cases Endnotes 10 Viscusi, W. K., Huber, J., & Bell, J. (2012). Alternative policies to increase recycling of plas - tic water bottles in the United States. Review of Environmental Economics and Policy, 6(2), 190–211. 1 Solomon Islands National Statistics Office. Projected population by province 2010–2025. Census Office, Ministry of Finance and Treasury, Solomon Islands Government; Population 11 Tversky, A., & Kahneman, D. (1981). The framing of decisions and the psychology of choice. in 2021: 92,344. Source: Ibid. Science, 211(4481), 453–458. 2 Woodruff, A. (2014). Solid waste management in the Pacific: Solomon Islands Country 12 Pichert, D., & Katsikopoulos, K. V. (2008). Green defaults: Information presentation and pro Snapshot. Asian Development Bank. Publication Stock No. ARM146614-2. Retrieved from environmental behaviour. Journal of environmental psychology, 28(1), 63–73. https://www.adb.org/sites/default/files/publication/42662/solid-waste-management-sol - 13 The Behavioural Insights Team (2022). Schools rethinking plastic: Using behavioural insights omon-islands.pdf to reduce single-use plastic waste. Final analysis and evaluation report. 3 Otumawu-Apreku, K. (2020). Solid Waste Management: A Socio-Economic Perspective of 14 Schunter, J. (2019). Changing minds: Testing plastic-free schools in the Solomon Islands. Urban and Peri-Urban Communities in Honiara. International Journal of Environmental Sci- UNDP Accelerator Lab Pacific. Retrieved from https://www.undp.org/pacific/news/chang - ences & Natural Resources, 25(4), 180–192. doi:10.19080/IJESNR.2020.26.556173 ing-minds-testing-plastic-free-schools-solomon-islands 4 British High Commission Honiara. (2022). UK, D-Cast help students learn how to mitigate 15 The Behavioural Insights Team. (2022). Schools rethinking plastic: Using behavioural plastic pollution. Government of the United Kingdom. Retrieved from https://www.gov.uk/ insights to reduce single-use plastic waste. Final analysis and evaluation report. government/news/uk-d-cast-help-students-learn-how-to-mitigate-plastic-pollution#:~: - text=In%20Honiara%20city%2C%20single%2Duse,issue%20and%20prevent%20plas - 16 Menanopo, A. (2019). St Nicholas College with goal to ban plastic. Environment Media, Solo - tic%20pollution mon Islands. Retrieved from https://environment.islesmedia.net/st-nicholas-college-with- goal-to-ban-plastic/ 5 Honiara City Council—Waste Collection in Honiara City. Solomon Islands. Retrieved from https://honiaracitycouncil.com/index.php/health-and-environment/waste-2/waste-col- 17 The Behavioural Insights Team. (2020). Providing a substitute for single-use plastics in the lection-in-honiara-city-2/ Pacific. UNDP. Retrieved from https://www.bi.team/blogs/providing-a-substitute-for-sin- gle-use-plastics-in-the-pacific/ 6 Woodruff, A. (2014). Solid waste management in the Pacific: Solomon Islands Country Snapshot. Asian Development Bank. Publication Stock No. ARM146614-2. Retrieved from The Behavioural Insights Team (2022). Schools Rethinking Plastic: Using behavioural https://www.adb.org/sites/default/files/publication/42662/solid-waste-management-sol - insights to reduce single-use plastic waste. Final analysis and evaluation report. omon-islands.pdf 18 Based on information received from Dr. Karen Tindall, Principal Advisor, the Behavioural 7 The Behavioural Insights Team. (2022). Schools Rethinking Plastic: Using behavioural Insights Team (January 16, 2023). insights to reduce single-use plastic waste. Final analysis and evaluation report. 19 Green, K. M., DeWan, A., Arias, A. B., & Hayden, D. (2013). Driving adoption of payments for 8 Tversky, A., & Kahneman, D. (1981). The framing of decisions and the psychology of choice. ecosystem services through social marketing. Conservation Evidence, 10, 48–52. Science, 211(4481), 453–458. 9 The Behavioural Insights Team. (2022). Schools rethinking plastic: Using behavioural insights to reduce single-use plastic waste. Final analysis and evaluation report. — 147 — 2.2.3 Increase segregation of organic and other waste Canada Romania China India Thailand Colombia Indonesia RETURN TO CASE — 148 — SELECTION Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to be more sustainable with their waste disposal in Romania Main objective: Increase source segregation of organic and other Challenge statement waste Despite investments in infrastructure, Sălacea grappled with waste management. Other objectives: Increase reusing and recycling The waste collection system incentivized the disposal of residual waste relative to recyclables by the former’s increased collection frequency. Low source segre- gation rates compromised the city’s ability to meet Romania’s recycling targets. Case summary Context and description of challenges Sălacea established a door-to-door collection system after it was accepted into the Zero Waste Cities Network.1 The system relied on a five-part source Sălacea is a small Romanian town with rural characteristics of life (2011 popu- segregation scheme (plastic and metal, paper and cardboard, glass, organic lation: 3,036)2 that generated approximately 330 tons of MSW annually (0.3 kg waste, and residual waste). The town provided residents with specialized per capita per day) (2018).3 Historically, residents separated waste into recyclable containers for each waste type. As part of this system, the government and mixed waste and disposed of it in street bins and containers. Residents paid decreased the size of residual waste containers to deter unnecessary bin- a monthly fee of RON 5 (approximately USD 1) for waste services.4 ning. Residents paid lower collection fees if they segregated their waste. The revised collection system was paired with a strong outreach campaign to Under the historical system, improper waste disposal practices were common. increase community trust and buy-in. Collectively, these actions facilitated a Low stakeholder engagement contributed to a low (8.4 percent) source segrega- 55 percent reduction in residual waste collection. Many local municipalities tion rate. The system also disincentivized recycling; the town collected residual have since replicated Sălacea’s approach. waste at twice the rate as recyclables (twice versus once a month). Additionally, waste collection companies lacked incentives to collect and transport — 149 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Romania A Compendium of Cases source-segregated waste to relevant facilities.5 Consequently, Sălacea’s recycling system’s launch. The campaign promoted citizen involvement and provided infor- rate (<1 percent)6 stood in stark contrast to both the Romanian (11.1 percent) and EU mation on waste separation practices.13 The program was initially introduced as a (46.4 percent) 2018 averages.7 three-month pilot covering the whole town, following which it became permanent. Sălacea covered the system’s capital investment costs of approximately RON 92,600 In 2020, Romania introduced a mandatory 50 percent reuse and recycling target ( approximately USD 24,000) with the support of external donations.14 for municipal waste (target set out in Article 11(2)(a) of Waste Framework Directive [WFD] 2008/98/EC).8 The country faced a daily penalty (EUR 200,000) beginning in As of 2022, the household waste collection fee was approximately RON 12 (USD 2021 if it failed to comply.9 The directive motivated Sălacea to fast-track its zero- 2.50) per month. The town included the fee in mandatory monthly bills.15 Household waste transition. fees covered one-third of the SWM system costs. An EPR scheme and profits from recyclables provided additional funding.16 Decisions and actions The design Following other Romanian cities, Sălacea joined the international Zero Waste Cities Network in 2018 to aid their transition to a circular zero-waste economy. Sălacea The city prioritized stakeholder engagement in the system’s implementation. It drew undertook a 21-step process to obtain zero-waste certification. This included audit- 10 on the expertise of waste operators, treatment facilities, and academics. Citizen ing existing SWM infrastructure, creating context-specific objectives, and estab- involvement was paramount to the revised collection system’s success. Community lishing a working group. The working group brought together NGOs, locals, experts leaders engaged in a four-week education initiative before the system’s launch. from the municipality, and private SWM operators to guide the municipality’s deci- Authorities and influential figures met with community members at highly traf- sion-making process. ficked locations including the church, the cultural center, schools, and pubs.17 They discussed the new system and provided demonstrations on proper waste sorting Sălacea’s zero-waste goals included a 50 percent reduction in waste generation, a using the new waste bins. In discussions with residents, officials used selective mes- 100 percent source segregation rate, and a 90 percent repair, reuse, and recycling sage framings.18 Outreach initiatives paid special attention to instilling proper source rate. Sălacea implemented a townwide door-to-door waste collection system, mod- separation practices in children (verbally and using informational pamphlets) and eled after a similar-size Italian city (Rogno). The working group chose Rogno given explained the importance of good waste management for their future. Children then its similar culture, way of living, and behavior to that of Sălacea. These similarities acted as change agents and encouraged their parents to participate. As an example, increased residents’ receptivity to source segregation. The working group used the government rewarded children who brought in used batteries with bonbons.19 Rogno as evidence to Sălacea residents that a revised system was possible.11 Local volunteers supported the system’s implementation and were essential to Under the revised SWM system, households, educational institutions, and com- building community trust. Volunteers distributed waste disposal kits (three bins, two mercial entities separated their waste into five streams (residual waste, organic types of bags, and information) to residents for free, and answered questions about waste, plastic and metal, glass, and paper and cardboard). Each entity paid different the new collection system.20 Residual waste bins contained RFID chips. The collec- fees relative to their residual waste volume. 12 Alongside structural changes to the tion authority used the chips to monitor the volume of residual waste disposed of per MSWM system, Sălacea undertook a four-week educational campaign preceding the household.21 Under the revised system, the total volume of waste bins remained the — 150 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Romania A Compendium of Cases same as in the previous system but was distributed across several types of waste A waste collection fee supported the expanded system and operated under a PAYT containers.22 Yellow bags collected plastic and metal. Blue bags collected paper and mechanism.30 Sălacea grandfathered residents who participated in source separa- cardboard. Two brown bins (23 L and 10 L) collected organic waste.23 The city repur- tion at the old rate (approximately USD 1 per month). If residents chose not to par- posed the historically used 120 L mixed waste bin for glass waste. Lastly, the town ticipate, they contributed twice the monthly rate. After the first year, all residents paid encouraged citizens to generate less waste by issuing 40 L residual waste bins (one- the same cost for waste services.31 third of the previous bin size). Residents were limited in the quantity of residual but not recyclable waste they disposed of each month.24 All actors (from educational institutions to public sector and commercial entities) participated in the new system. FIGURE Waste disposal kits provided to residents The involvement of authorities was important to establish a positive social norm 13 around source segregation and co-opt household participation. Sălacea charged residents double the monthly fee if they discarded their residual waste in an improper bin. This acted as a negative incentive. The bins and bags of different colors and sizes provided physical cues to guide waste disposal behavior and prioritize recycling and segregation over residual waste disposal. The waste col- lection authority encouraged residents to hold waste collection trucks accountable by taking photos of any unlawful activities.25 Sălacea also used negative incentives to deter littering. Government officials mailed litter to the resident’s address, along with a fine (EUR 100 or USD 106).26 Note: Waste disposal kits included bins of varying sizes and two types of plastic bags The collection company collected plastic, metal, paper, organic, and residual waste (yellow and blue). Residents had the option of two brown bins (a solid and aerated bin) twice a month and glass every two months.27 Segregated waste was transferred to a for organic waste. Source: ECO Bihor.32 treatment and disposal company. The latter handled end-of-life treatment, including commercial composting, which companies sold as fertilizer. In addition to door-to- door organic waste collection, Sălacea encouraged residents to participate in home composting. To make it easy for residents, the city distributed 400 wooden crates to enrolled households.28 Residents were encouraged to use the prepared humus as garden fertilizer. In addition to the source separation scheme, the city also set up a collection center for construction and hazardous waste, as well as textiles and fur- niture that needed repair or were reusable. Residents could dispose of these items free-of-charge, so long as they participated in the source segregation scheme.29 This setup further reduced the amount of waste landfilled. — 151 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Romania A Compendium of Cases What behavioral tools are present in this initiative? SYSTEM DESIGN MECHANISMS Simplifying behaviors and decisions: The design of waste management FINANCIAL MECHANISMS programs can influence their uptake.36 In Sălacea, the town provided house- holds with designated waste bins free of charge, eliminating the need for Appealing to loss aversion: Research suggests that individuals are moti- residents to procure their own. Second, volunteers delivered these bins vated to avoid potential losses.33 In this case study, citizens could opt in to to households. This service eliminated the time and hassle that residents would have a tax to support the revised MSW collection service. If they did, residents incurred if they were required to pick these containers up from a centralized location. paid a lower monthly fee than those who did not segregate their waste. This encouraged residents to practice source separation to avoid incurring additional monetary losses. Many residents saw opting out of the new system as the equivalent of Timely messages: Visual prompts can serve as a timely reminder to engage throwing away money. in waste-related behaviors.37 In Sălacea, residents received new waste bins and bags. These containers included stickers that identified the waste type in Romanian, Hungarian, and Roma languages to accommodate the town’s Negative Incentives: The literature suggests that fines can deter littering, multilingualism. They also showed images of waste each bin could accommodate. For provided they are well enforced, and residents are aware of them.34 The instance, organic waste bins contained icons of tea bags, banana peels, apple cores, egg present case study applied this tool in a traditional way. Under Sălacea’s shells, and leftover bread. These stickers reduced any uncertainty surrounding which historical system, citizens put most waste in residual bins. When authori- items went into which bin. ties reduced the size of these bins, citizens grappled with how to dispose of their residual waste. In cases where residents generated more residual waste than their bin allowed, some residents improperly disposed of waste in fields and open spaces. Authorities Physical cues: The physical characteristics of a given environment can collected and used information contained in the litter to identify individual residents. shift waste disposal practices.38 Sălacea redesigned its waste collection Residents who littered or dumped their waste in the open were penalized with a fine bins to guide residents’ disposal practices. The town provided residents (sent to their home with the litter) to deter future infractions. The size of the fine (EUR with bins of several sizes and colors for waste products. Previously, res- 100) implied that the act was both relatively uncommon and unacceptable. idents disposed of residual waste in 120 L bins. Notably, under the revised system, Sălacea provided residents with residual waste bins that were one-third the size of the previous mixed waste bins. These new waste bins implicitly disrupted habitual residual Material rewards: In certain contexts, material and monetary incentives waste disposal practices. These residual waste bins deterred residents from unneces- can promote the uptake of positive MSW behaviors.35 The present case sarily disposing of other types of waste and actively prompted residents to recycle. study applied this tool in a traditional way. To promote source segregation, Sălacea appealed to homeowners’ tendencies to avoid monetary losses. However, officials used a different tactic to incentivize children’s compliance. To reward Accessible services: Research suggests that access to convenient waste children for recycling, they received a bonbon per used battery that they brought to the disposal services can affect whether residents participate.39 When Sălacea school. However, material and monetary incentives should be used cautiously to pro- revised its SWM system, it transitioned from street bins and containers to a mote SWM behaviors. In some cases, once officials remove the reward, individuals stop five-part door-to-door collection system. Under this scheme, the collection performing the target behavior. agency collected glass every two months, and all other types of waste (that is, organic, residual, plastic and metal; paper and cardboard waste) twice a month. The door-to- door collection system increased the perceived convenience of waste disposal and decreased any extra real or perceived effort in recycling. — 152 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Romania A Compendium of Cases SOCIAL AND MOTIVATIONAL MECHANISMS this reinforced proper collection behavior. In tandem, this accountability mechanism increased trust among residents and fostered their compliance with the new system. Messengers: Research suggests that the credibility of the individual com- municating information can influence behavior.40 The present case used Frame messaging to personal values, identities, or interests: Research authority figures (for example, the town mayor, priest, school director, and indicates that information presentation can mediate willingness to engage private waste management operators) and change agents (that is, children in waste-related behaviors.42 Sălacea is a historic town steeped in tradition. and volunteers) to change waste management practices. Influential figures and volun- Outreach programming specifically appealed to residents’ identities and teers engaged in an educational campaign focusing on different age subsets (children, ties to their town. Before the intervention, residents’ ingrained waste management prac- adults, elders). For instance, priests of different denominations gave speeches about tices degraded the environment. Outreach appealed to residents’ desires to leave their waste and presented the upgraded waste bins. The town also held gatherings with the children a better environment to convince them to separate their waste.43 mayor in local bars and common gathering places. Trained local volunteers engaged in door-to-door outreach and answered residents’ questions on the new system. Children Social Norms: Research suggests that individuals’ beliefs about how oth- were disproportionately receptive to outreach programming. Once educated, authorities ers behave influence their waste management behaviors,44 particularly sent children home with a brochure containing information on how the SWM system when the behavior is visible.45 In Sălacea, the mayor ensured that all public would change. Children subsequently acted as change agents, instilling proper waste entities (for example, police stations and the mayoral office) received and practices in their families. utilized the five-bin systems for their waste. This system created a positive social norm around source segregation. Residents could see that the revised system applied equally Creating accountability: Studies suggest that an individual’s desire to to all parties and saw a positive example of handling waste from authorities. Similarly, maintain a good public image leads to socially acceptable behaviors, espe- waste disposal is a visible behavior. Households that participated in the revised five-bin cially when those behaviors are observable.41 In the current case study, system were different from those that did not (that is, from the different colored and residents were reticent to segregate their waste as they feared that waste sized bins and bags). On collection days, residents could look at neighboring house- collectors would not keep waste streams separate. To ease their concerns, the authority holds and see that others segregated their waste, which created a social norm. encouraged residents to take photos if collection agents pooled previously segregated waste. Waste collectors became aware that their actions would be socially policed; Preconditions and challenges » The government repurposed residual waste bins for glass recyclables. However, Authorities’ dedication to source segregation and the mayor’s support in champion- residents were disinclined to use smaller bins for their residual waste, which led to ing the revised SWM were essential to its success. noncompliance. Changing bin sizes alone was insufficient to break ingrained waste » Before the pilot, the treatment and disposal company upgraded its infrastructure management practices. to accommodate source-segregated waste (for example, by creating composting » Both the mayor’s and private waste collector’s commitment to a zero-waste strat- and recycling facilities). Sălacea’s source segregation initiative would have been egy were instrumental in the pilot’s design, rollout, and success. Among other infeasible without the necessary infrastructure to handle waste after collection. things, these agents demonstrated proper waste segregation practices to residents. — 153 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Romania A Compendium of Cases Despite the city’s attempt to mitigate residual waste by using smaller bins, residents’ established habits were difficult to change. About 15 percent of residents improperly used the 120 L bins for residual waste.47 Following the pilot’s completion, authori- ties removed the 120 L bin from the disposal kit (Figure 13). Penalties successfully deterred littering behavior, with the number of fines declining in the years following the pilot (from 26 in 2018 to approximately 3 in 2022). Following Sălacea’s success, Bihor County replicated the five-fraction source segregation system across more than 100 municipalities as of 2020 (400,000+ residents). Based on Sălacea’s experi- ence, the Romanian government will create 300+ collection centers throughout the country. Sălacea is exploring additional opportunities to promote a circular economy, such as a new recycling facility for textiles.48 Other small-size towns could leverage best practices from Sălacea in upgrading their SWM systems. Complementary actions to consider The director of ECO BIHOR presenting the sorting system in a school. ©Zero Waste Romania » Practitioners interested in applying a similar strategy could test behav- ioral strategies to improve residents’ compliance 49with the new system. Results Alongside structural changes, these tools can support shifts in waste management behaviors, especially for well-established waste disposal Sălacea demonstrated that towns can transform their SWM systems in under one habits. For instance, they could test the effect of motivational messag- year. It has become a model city for waste management and is the first Romanian es that leverage different behavioral insights on compliance. municipality to compost source-segregated organic waste. The three-month pilot reduced the volume of residual waste collected by 55 percent and led to a 97 per- cent participation rate. As of 2022, 62.9 percent of household waste was segregated at source, up from 15.1 percent pre-intervention. About 70 percent of households Want to know more? engaged in home composting. The source segregation scheme also decreased Zero Waste Romania SWM costs associated with landfilling (for example, costs related to landfill taxes, gate fees, larger trucks, and fuel). 46 CHOOSE ANOTHER — 154 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Romania A Compendium of Cases Endnotes 14 Zero Waste Romania. (2020). Sălacea spre zero waste [Sălacea to zero waste]. Retrieved from https://www.zerowasteromania.org/salacea-spre-zero-waste/ 1 Zero Waste Europe. Retrieved from https://zerowasteeurope.eu/ 15 Based on information received from Pásztai Zoltán, Manager at ECO BIHOR (October 31, 2022). 2 National Institute of Statistics. (2011). Populaţia stabilă pe judeţe, municipii, oraşe şi local - ităti componenete la RPL_2011 [Population and housing census 2011]. Romania. Popula - 16 Based on information received from Pásztai Zoltán, Manager at ECO BIHOR (December 19, tion in 2019: 3181, Source: Rastei. E, McQuibban, J. (2019). Case study 12: The story of 2022). Sălacea. Zero Waste Europe. Retrieved from https://zerowasteeurope.eu/wp-content/ 17 Rastei. E, McQuibban, J. (2019). Case study 12: The story of Sălacea. Zero Waste Europe. uploads/2019/09/zero_waste_europe_cs12_salacea_en.pdf Retrieved from https://zerowasteeurope.eu/wp-content/uploads/2019/09/zero_waste_ 3 Marinela, B., Zoltan, P., Francisc, B., & Klara, H. (2018). Implementation of zero waste con- europe_cs12_salacea_en.pdf cept in Eastern Europe small communities: Case study: Sălacea Village, Bihor County. Annals 18 Based on information received from Béla Horváth, Mayor of Sălacea (December 19, 2022). of the University of Oradea, Fascicle: Environmental Protection Vol. XXX. Retrieved from https://protmed.uoradea.ro/facultate/publicatii/protectia_mediului/2018A/im/01.%20 19 Based on information received from Béla Horváth, Mayor of Sălacea (December 19, 2022). Bodog%20Marinela%201.pdf 20 Zero Waste Romania. (2020). Sălacea spre zero waste [Sălacea to zero waste]. Retrieved 4 Rastei. E, McQuibban, J. (2019). Case study 12: The story of Sălacea. Zero Waste Europe. from https://www.zerowasteromania.org/salacea-spre-zero-waste/ Retrieved from https://zerowasteeurope.eu/wp-content/uploads/2019/09/zero_waste_ 21 Based on information received from Pásztai Zoltán, Manager at ECO BIHOR (October 31, europe_cs12_salacea_en.pdf 2022). 5 Based on information received from Pásztai Zoltán, Manager at ECO BIHOR (October 31, 22 Ibid. 2022). 23 Rastei, E., Leonte, A., and Breniuc, I. (n.d.) CS #12: The case of Sălacea. Circular Construct. 6 Rastei. E, & McQuibban, J. (2019). Case study 12: The story of Sălacea. Zero Waste Europe. Retrieved from http://www.circularconstruct.ircem.ro/wp-content/uploads/2019/07/Zol - Retrieved from https://zerowasteeurope.eu/wp-content/uploads/2019/09/zero_waste_ tan_PASZTAI_ENG.pdf. europe_cs12_salacea_en.pdf 24 Based on information received from Pásztai Zoltán, Manager at ECO BIHOR (December 19, 7 Eurostat Statistics—Recycling Rate of Municipal Waste. Retrieved from https://ec.europa. 2022). eu/eurostat/databrowser/view/sdg_11_60/default/table?lang=en 25 Based on information received from Pásztai Zoltán, Manager at ECO BIHOR (October 31, 8 European Parliament. (2008). Directive 2008/98/EC of the European Parliament and of the 2022). Council of 19 November 2008 on waste and repealing certain Directives (Text with EEA 26 Based on information received from Béla Horváth, Mayor of Sălacea (December 19, 2022). relevance). Official Journal of the European Union. 27 Zero Waste Romania. (2020). Sălacea spre zero waste [Sălacea to zero waste]. Retrieved 9 Government of Romania. (2016). Ordonanţa de urgenţă nr. 68/2016 pentru modificarea from https://www.zerowasteromania.org/salacea-spre-zero-waste/ şi completarea Legii nr. 211/2011 privind regimul deşeurilor [Emergency Ordinance no. 68/2016 for the amendment and completion of Law no. 211/2011 on the waste regime]. 28 Frincu, M. (2019). Going from 0 to 40% waste recycling rate within 3 months. Interregeurope. 10 Dr. Favoino, E., Connett, P., & Rastei, E. (n.d.) 21 de Pași Spre Zero Waste Comunităţi & Orașe 29 Based on information received from Béla Horváth, Mayor of Sălacea (December 19, 2022). [21 steps to zero waste communities & cities]. Zero Waste Romania. Retrieved from https:// 30 Parliament of Romania. (2011). Lege Nr. 211 din 15 noiembrie 2011 privind regimul deşeurilor www.zerowasteromania.org/wp-content/uploads/2021/04/21-de-PASI-SPRE-ZERO- [Law no. 211 of 15 November 2011 on the waste regime]. WASTE-4-1.pdf. 31 Based on information received from Béla Horváth, Mayor of Sălacea (December 19, 2022). 11 Based on information received from Pásztai Zoltán, Manager at ECO BIHOR (December 19, 2022). 32 ECO Bihor: The private company responsible for the collection and treatment of MSW in Sălacea. (https://www.ave-bihor.ro/Home/Services#Colectare) 12 Ibid. 33 Cheng, T., Woon, D. K., & Lynes, J. K. (2011). The use of message framing in the promotion 13 Marinela, B., Zoltan, P., Francisc, B., & Klara, H. (2018). Implementation of zero waste con- of environmentally sustainable behaviors. Social Marketing Quarterly, 17(2), 48–62.  cept in Eastern Europe small communities: Case study: Sălacea Village, Bihor County. Annals of the University of Oradea, Fascicle: Environmental Protection Vol. XXX. Retrieved from 34 Lyndhurst, B. (2012). Rapid evidence review of littering behaviour and anti-litter policies. Stir- https://protmed.uoradea.ro/facultate/publicatii/protectia_mediului/2018A/im/01.%20 ling: Zero Waste Scotland. Bodog%20Marinela%201.pdf. — 155 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Romania A Compendium of Cases Lewis, A., Turton, P., and Sweetman, T. (2009) Litterbugs. How to deal with the problem of 41 Ekström, M. (2012). Do watching eyes affect charitable giving? Evidence from a field exper- littering. London: Policy Exchange. iment. Experimental Economics, 15(3), 530–546. 35 Abila, B., & Kantola, J. (2019). The perceived role of financial incentives in promoting 42 Yao, L., Liang, Y., Li, X., Wang, Z., Jiang, S., Yan, C. (2022). The influence of message framing waste recycling—Empirical evidence from finland. Recycling, 4 (1), 4. doi:10.3390/recy - on project managers’ behavioral intentions regarding construction waste reduction. Build- cling4010004 ings, 12, 1266. doi:10.3390/buildings12081266 36 Johansson, K. (2016). Understanding recycling behavior: A study of motivational factors 43 Based on information received from Béla Horváth, Mayor of Sălacea (December 19, 2022). behind waste recycling. WIT Transactions on Ecology and the Environment, 202, 401–414. 44 Schultz, P.W. (2002). Knowledge, information, and household recycling: Examining the 37 Shearer, L., Gatersleben, B., Morse, S., Smyth, M., & Hunt, S. (2017). A problem unstuck? knowledge-deficit model of behaviour change. In T. Dietz & P. C. Stern (Eds.), New tools for Evaluating the effectiveness of sticker prompts for encouraging household food waste environmental protection: Education, information, and voluntary measures. National Acad- recycling behaviour. Waste management, 60, 164–172. emy Press, Washington, DC. United Nations Development Programme. (2021). Social experiment on household waste 45 Barr, S., Ford, N. J., & Gilg, A. (2003). Attitudes towards recycling household waste in Exeter, management: Experiment report. Retrieved from https://www.undp.org/bhutan/publica- Devon: quantitative and qualitative approaches. Local Environ., 8(4), 407–421. tions/social-experiment-household-waste-management 46 Ibid; Based on information received from Béla Horváth, Mayor of Sălacea (December 19, 38 B. Platt. (2002). Mini trash bins help office settings reduce waste 50 percent and more: A 2022). model for local government recycling and waste reduction. California Integrated Waste Man - 47 Zero Waste Romania. (2020). Sălacea spre zero waste [Sălacea to zero waste]. Retrieved agement Board, 1–15. from https://www.zerowasteromania.org/salacea-spre-zero-waste/ 39 Prime Minister’s Strategy Unit. (2002). Waste Not, Want Not: A strategy for tackling the waste 48 Based on information received from Béla Horváth, Mayor of Sălacea and Pásztai Zoltán, problem in England. Crown, Great Britain. Manager at ECO BIHOR (October 31 and December 19, 2022). 40 Eagly, A. H., & Chaiken, S. (1975). An attribution analysis of the effect of communicator 49 Based on information received from Pásztai Zoltán, Manager at ECO BIHOR (October 31, characteristics on opinion change: The case of communicator attractiveness. Journal of 2022). Personality and Social Psychology, 32, 136–144. — 156 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to be more sustainable with their waste disposal in Indonesia Main objective: Increase source segregation of organic and other Challenge statement waste SWM in Surabaya was riddled with issues related to administration, citizen engage- Other objectives: Increase reusing and recycling ment, overburdened landfills, and limited technical resources. This constrained the city’s capacity to collect, treat, and dispose of waste. Consequently, poorer neighbor- hoods were typically underserved. Treatment facilities could not accommodate the increasing volumes of waste. Case summary The city of Surabaya created the Surabaya Green and Clean (SGC) initiative to improve community-based SWM. The SGC initiative promoted source segre- gation, composting, recycling, and general environmental cleanliness. Several tactics were used to mobilize community-led MSWM, including competitions, waste banks, training, and communications. Grassroots action and strong governance worked in concert to improve waste-related behaviors. Over more than a decade, the initiative decreased open dumping and increased waste diversion and community engagement. The initiative has become a model for community SWM schemes throughout Asia. Trash bins for sorting in Surabaya, Indonesia. ©Singgih Dwipantoro, istock.com — 157 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Indonesia A Compendium of Cases Context and description of challenges culture. Approximately 42.3 percent of respondents participated in community ser- vice, and an astonishing approximately 82 percent participated in waste collection Surabaya is Indonesia’s second-largest city. Its population reached approximately 2.6 activities. Kampung women were especially willing to participate in the community million in 2001. At the time, the city generated approximately 0.7 kg of solid waste 1 waste management system.9 per capita per day.2 The government disposed of waste in two sanitary landfills. In 2001, one of the landfills (Keputih) closed following residents’ complaints about per- These results informed a pilot project in one kampung. The pilot taught residents sistent odors and pollution.3 The closure intensified waste issues within the city. The how to segregate their waste and a local NGO (Pusdakota) handled waste collection. sole landfill and the city’s treatment infrastructure could not handle the larger waste The pilot recruited women as change agents who hosted meetings and educated volumes. Lack of stakeholder involvement in waste minimization served as another other households about composting.10 Since women are disproportionately respon- barrier to improving the situation.4 sible for household SWM in Indonesia11, it was important that the pilot actively edu- cate women and gain their support. The above activities paved the way for more In the early 2000s, 60 percent of residents lived in kampungs. These informal urban 5 holistic initiatives, subject to the present case study. settlements were built outside the formal planning system and were typically inhab- ited by lower-income residents.6 Residents in kampungs had strong social ties and Decisions and actions developed a cohesive network of community-based initiatives.7 In the absence of municipal waste services, kampungs developed local waste management systems. In 2004, the government established the Surabaya Green and Clean (SGC) initiative. At the same time, an evolving legal framework in Indonesia defined stakeholder This community-based waste management program sought to increase source responsibilities for MSWM. The framework sought to integrate the 3R principle into segregation, composting, and recycling.12 The program—which relied heavily on SWM services and created the necessary preconditions for subsequent SWM activ- bottom-up grassroots action—departed from previous top-down environmental ities in Surabaya. More broadly, NGOs, community groups, and corporate entities management initiatives as it harmonized the SWM work of different actors under a were conducting SWM activities throughout Surabaya. These groups independently single platform. Under the SGC banner, each actor had differentiated but intercon- sought to increase environmental awareness and build residents’ capacity to carry nected responsibilities. Numerous partners supported the SGC initiative, including out waste management activities. However, they had no formal government banner women’s groups (Pemberdayaan Kesejahteraan Keluarga), the private sector, NGOs, under which to conduct activities. Kitakyushu city, and government institutions.13 For instance, Unilever Indonesia’s non- profit arm, ULI Peduli Foundation, and Kitakyushu city offered technical and financial In 2002, Surabaya collaborated with the city of Kitakyushu, Japan, through the support, while NGOs helped judge the program’s competitions and supported envi- Kitakyushu International Techno-cooperative Association (KITA) under the Green ronmental education initiatives. Sister City program. Kitakyushu was an SWM pioneer in its own right and widely recognized in Japan. It developed the Green Sister City program to provide techni- Since 2004, numerous actors undertook activities under the SGC banner. This case cal and capacity-building support to cities, including Surabaya. Before implement- 8 study highlights several core initiatives that have enhanced the SGC’s reach such as ing new measures in the city, KITA assessed existing SWM practices and citizens’ the creation of the SGC competition, mainstreaming of the waste bank model, and attitudes. Findings indicated that community service was a vital part of kampung the introduction of the Takakura composting program. First, the annual competition promoted the intersection of art, environmentalism, and economic sustainability. It — 158 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Indonesia A Compendium of Cases assessed communities on general cleanliness as well as waste management and activities. The competition’s theme varied each year. The criteria on which neigh- sanitation activities. Second, the waste bank model was expanded to Surabaya to borhood associations were assessed similarly varied but have included metrics create a market for recyclable waste. 14 It operated through a reward-based sys- on source segregation, recycling, composting, and waste collection; neighborhood tem wherein residents deposited segregated recyclables and received cash in waste bank operations; the presence of litter; and general neighborhood cleanliness.18 exchange.15 Finally, authorities introduced the Takakura composting program to provide a low-cost way to increase organic waste diversion rates. Collectively, these Throughout the competition, kampung heads were responsible for monitoring activ- activities were designed to reduce landfilling and boost community engagement in ities, managing stakeholders, and aiding neighborhood associations. Neighborhood waste management. associations underwent two elimination rounds to identify the Top 500 and Top 200 neighborhoods. The final competition round assessed innovations in environmen- In 2019, the SGC program merged with another government-led initiative called Free tal and waste management activities.19 In each round, NGOs organized mandatory from Waste to form the Surabaya Smart City program. In addition to SWM, the new capacity-building workshops on topics such as recycling, waste reduction, and com- program focused on poverty, economic empowerment, community health, and food posting. Workshops equipped residents with skillsets on the latest SWM innovations. security. The Surabaya Smart City program continues to hold an annual competition, The government issued prizes at the end of each competition. Top-ranked neighbor- the scope of which is nearly identical to the original SGC competition. The Surabaya hood associations received social recognition, trophies, cash, and composting and Smart City program engages almost all municipal agencies in Surabaya and has tree planting equipment.20 The government encouraged winning kampungs to help evolved into the government’s flagship program. others improve their respective neighborhoods.21 The design In parallel to the competition, the SGC conducted widespread training. Both authority figures (heads of kampungs) and informal change agents (environmental cadres, The SGC initiative promoted more sustainable SWM practices through competitions, women of kampungs, and NGOs) were used to facilitate training and increase com- training, diversion programs, and communications. First, the SGC initiative ran an munity involvement in SWM.22 Environmental cadres - most of whom were women annual competition among neighborhood associations (Rukun Warga) to foster and volunteered their time - acted as community mobilizers. They eventually became grassroots action and enable historically underserved regions to engage with the the backbone of the SGC.23 The government selected members of the cadre network MSWM system. All neighborhood associations could participate, but the competition based on their previous engagement in environmental advocacy activities. Initially, targeted those in kampungs. To initiate the competition and increase its visibility, the the ULIPeduli Foundation and local NGOs financed the initiation of the network of mayor organized an opening ceremony. All heads of associations and kampungs environmental cadres. The foundation also established a training program called attended as additional testimony to its importance for their communities. Once the DIKLATIF24 to teach cadres effective communication, teamwork, leadership, and competition was announced by the mayor, kampung leaders - who oversaw sev- SWM skills.25 Environmental cadres in turn educated women’s groups and individual eral neighborhood associations - secured commitments and created a division of residents on waste management techniques such as source segregation. Cadres labor among residents.16 Each kampung head nominated three neighborhood asso- also helped residents transform waste into handicrafts to generate additional rev- ciations to compete after engaging in several rounds of community consultations. 17 enue streams.26 NGOs similarly conducted on-site training and capacity building in Residents were actively involved in discussions about environmental issues and kampungs on waste bank management, waste upcycling, composting, and waste- how they could address them, which helped foster ownership around the intended water management.27 — 159 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Indonesia A Compendium of Cases helped interested neighborhoods open and operate waste banks. Further, local NGOs helped residents procure necessary facilities and provided basic equipment such as account books and weight scales. Some NGOs also ran intermediary waste banks that collected waste from smaller, community-level waste banks.28 To provide a con- venient and low-cost solution for organic waste, Surabaya and Kitakyushu city intro- duced the Takakura composting method. Surabaya and the ULI Peduli Foundation distributed approximately 80,000 Takakura bins to 40,000 households over five years.29 Residents participated by placing up to approximately 1.2 kg organic waste a day in plastic bins (40 x 25 x 70 cm). The bin’s body and lid contained holes to increase the flow of oxygen, initiating the composting process.30 Residents periodi- cally added fermentative bacteria made from local materials (yogurt, fruits, rice husk) which reduced composting time to approximately four days. As a co-benefit, this method prevented odors and flies. The Center for Urban Community Empowerment (Pusdakota Ubaya), the government, NGOs, and environmental cadres educated residents on the Takakura method. The center similarly helped adapt the Japanese approach to the Indonesian climate and culture.31 In addition to home composting bins, 70 L composting bins were also installed in communities. Residents were ini- tially apprehensive about composting, which they deemed to be time-consuming, and attracting insects.32 Over time, experience with the method shifted their mindset.33 Finally, the SGC program was popularized across and mass media (newspapers, television, radio, and magazines)34 and comic books.35 The Jawa Pos daily newspa- per devoted a special column to the SGC initiative which provided regular updates on program activities and the annual competition.36 For example, the newspaper printed SGC competition participation forms. The competition required candidates to tear Man scavenging for plastic bottles in Surabaya, Indonesia.© bubu.com, shutterstock out and submit these forms. The newspaper’s support also provided ample expo- sure and public recognition for competition participants, which acted as a reward Third, the SGC introduced waste diversion solutions, including waste banks and in itself. The prospect of being covered in a newspaper article or on TV sustained composting programs. Waste banks created a market for recyclable waste and participants’ enthusiasm. simultaneously diverted it from landfills. The banks provided supplemental income for residents and for this reason were more popular in kampungs than higher-in- come neighborhoods. Grassroots environmental NGOs and environmental cadres — 160 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Indonesia A Compendium of Cases What behavioral tools are present in this initiative? was set for residents to maintain communal areas. Lastly, news outlets dedicated full- page newspaper coverage to highlight citizens’ waste activities which provided positive examples of broader community involvement in waste management. SOCIAL AND MOTIVATIONAL MECHANISMS Creating accountability: Studies suggest that an individual’s desire to Social comparison: The literature suggests that social comparisons and maintain a good public image leads to socially acceptable behaviors, espe- relative ranking systems can elicit competitive behavior.37 The SGC com- cially when those behaviors are observable.43 Kampung heads oversaw and petition benchmarked neighborhood associations against one another. fostered accountability among neighborhood associations. Their activities Kampung winners subsequently assisted lower-ranked kampungs in imple- were overseen by the city government. In cases of noncompliance, the mayor had the menting improvements. Throughout the competition, kampungs could also compare authority to discipline or replace kampung heads. This system ensured that kampung their progress to other kampungs and implement changes accordingly. leaders engaged in SGC activities and increased SWM participation among neighbor- Messengers: Receptivity to and adoption of pro-environmental behaviors hood associations in their jurisdiction. can depend on the identity of the person who conveys information.38 The Non-material rewards: Public recognition can replace a material reward to SGC initiative used change agents and influential figures to improve com- encourage pro-environmental behavior.44 Top-ranked neighborhood asso- munity waste management. Kampung leaders established community ciations in the SGC competitions received social recognition. Additionally, buy-in, led community discussions, monitored activities, managed stakeholders, medi- competition winners were interviewed on the radio, published in newspa- ated disagreements, and secured assistance from environmental cadres. Environmental pers, and broadcasted by TV stations. The public recognition provided a strong incentive cadres also educated residents on proper waste management practices. The consis- for continued participation in the SGC initiative. tency of cadres underpinned residents’ adoption of better SWM behaviors. Eventually, residents saw them as informal authority figures and environmental experts given their position in the community. Residents subsequently deferred to their guidance kam- FINANCIAL MECHANISMS pungs. Cadres also appointed neighborhood women ‘deputies’ to inspire broader change Material rewards: Some studies have shown that incentives can improve among their networks.39 waste-related behaviors.45 The present case study applied this tool in a tra- Frame messaging to personal values, identities, or interests: How actors ditional way. The SGC competition issued several rewards to top-ranked present an issue to an audience can mediate their interest in the topic.40 In neighborhood associations. Rewards included prizes, trophies, cash, and some kampungs, cadres framed the SGC initiative to remove the negative equipment for composting and tree planting. These rewards incentivized subsequent ’slum’ stigma associated with their neighborhoods. This tactic helped res- positive waste management behaviors and provided the necessary tools to conduct idents connect with the initiative and its benefits in a way they may not have otherwise. waste-related activities. The government also drew on the Indonesian tradition of ‘kerja bakti’ - the practice of volunteering for community welfare - to increase community engagement.41 SYSTEM DESIGN MECHANISMS Salience: Attractive and engaging communications campaigns can Social Norms: Social norms can have valuable impacts on pro-environmen- increase residents’ awareness of and interest in waste-related behaviors.46 tal behavior, especially when actions are visible and have local effects.42 In The SGC established partnerships with local media outlets, including the current case study, several social norms propelled the SGC initiative’s newspapers, radio, and TV. Media outlets increased the profile of waste adoption. Once residents started to engage in SWM activities, other com- management and captured citizens’ attention. For instance, Jawa Pos, a daily national munity members could see this change and followed suit. Similarly, participation in the newspaper based in Surabaya, controlled over 150 local newspapers and TV stations. SGC initiative established a positive social norm around expected waste-related activi- From the start, it delivered daily news about the SGC initiative. ties and community cleanliness. Once neighborhood cleanliness improved, a precedence — 161 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Indonesia A Compendium of Cases Preconditions and challenges » The mayor’s commitment was a key driver for the SGC program and in re- of SGC. Women supported the adoption of composting, source segregation, forming environmental issues. The mayor fostered collaborations with recycling, and proper waste disposal within their households. neighboring governments and was committed to the SGC’s long-term vision » Surabaya’s administrative structure supported the SGC initiative’s success. of waste management. The SGC initiative took five years to gain widespread Kampung heads were appointed by the mayor and were directly under the community support—without government commitment, the SGC’s success city government’s mandate. Kampung heads were therefore directly ac- would have been limited. The support of subsequent mayors similarly al- countable to the government. The mayor was able to replace kampung lowed the SGC to flourish over the past 19 years. heads at any time, which incentivized these individuals to support SGC ac- » Environmental cadres were the backbone of the SGC. The consistency of tivities and mobilize their communities to do the same. their messaging and their long-term commitment stewarded the communi- » The SGC initiative encountered challenges in shifting residents’ attitudes ty-based SWM approach among kampungs. on waste management. Residents historically associated waste with dirti- » The ingrained cultural context underpinned the SGC initiative’s success. ness and illness. Environmental cadres spent over a year consistently ed- Arek culture—which invokes a competitive spirit—is specific to Surabaya ucating the community before attitudes started to shift.48 This challenge and is not present in other provinces. The SGC competition tapped into res- underscores the protracted nature of behavior change and the need for idents’ inherent competitive tendencies and drove its adoption. 47 long-term initiatives to shift SWM practices. » In Indonesia, women are disproportionately responsible for household waste management, and hence women’s buy-in was crucial for the success Results dumping. Waste banks also provided low-income groups with supplemental monthly income54 and became hubs for community activities. The SGC initiative played a considerable role in facilitating improved SWM in Surabaya. The government and communities’ commitment helped the program suc- These outcomes would not have been possible without strong grassroots support ceed. The program significantly boosted waste diversion rates and has consistently which environmental cadres and local women facilitated. Many of the initial cad- decreased landfilling by 10 percent every year. The Takakura composting method 49 res recruited in 2005 are still active today.55 As of 2017, Surabaya recruited 28,000 similarly helped increase waste diversion rates, which residents continue to use to environmental cadres.56 Regular education and recognition of the initiative’s tangi- this day.50 Between 2005 and 2010, home composting reduced the amount of organic ble benefits gradually facilitated shifts in resident’s waste behaviors. As community waste landfilled by 30 percent (an estimated reduction of 3,421 metric tons of CO2e ownership improved, participation in the annual SGC competition increased, which emissions). As of 2017, the city established 21 composting centers. Similarly, as 51 52 included 1,020 neighborhood associations in 2022 (up from 500 in 2005).57 of 2019, Surabaya established 374 waste banks,53 which significantly reduced open — 162 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Indonesia A Compendium of Cases Alongside improving waste management practices, the SGC program led to several Want to know more? co-benefits, including better social and economic conditions. For example, the pro- JawaPos: Surabaya Green and Clean gram prompted the creation of community-based ecotourism initiatives58 and other revenue-generating income streams.59 The SGC initiative’s success has influenced similar initiatives in Indonesia and elsewhere in Asia.60 Complementary actions to consider » Within a city, different neighborhoods may face unique challenges in engaging in proper waste management behaviors. Governments look- ing to deploy a similar initiative could collect community-based data to understand participation rates and barriers to uptake.61 » While the SGC initiative increased public receptivity to source segrega- tion, several barriers to its widespread adoption remain. For instance, many residents fail to segregate their waste because they feel it is too time-consuming. Residents in other cities may face similar barriers to source segregation. Governments interested in source segregation pro- grams could devise targeted behavior change initiatives in response to identified barriers. CHOOSE ANOTHER — 163 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Indonesia A Compendium of Cases Endnotes 11 Setiawan, R. (2020). Factors determining the public receptivity regarding waste sorting: A case study in Surabaya City, Indonesia. Sustainable Environment Research, 30 (1). doi: 10.1186/s42834-019-0042-3 1 Badan Pusat Statistik. (2010). Sensus Penduduk 2010. Jakarta. 12 Tauran, T., Ma’ruf, M. F., & Suyatno, S. (2015). Social entrepreneurship in waste manage - Population in 2021: approximately 2.9 million. Source: Badan Pusat Statistik. (2021). Sensus ment: Surabaya’s experience. Journal of Governance and Development, 11, 53–66. Penduduk 2020. Jakarta. 13 Premakumara, D. G. J., Abe, M., & Maeda, T. (2011). Reducing municipal waste through pro - 2 Plan for Final Disposal by Landfill. (n.d.) Japan International Cooperation Agency. Ministry moting integrated sustainable waste management (ISWM) practices in Surabaya city, Indo - of Public Works, Republic of Indonesia. Retrieved from https://openjicareport.jica.go.jp/ nesia. WIT Transactions on Ecology and the Environment, 144 (1), 457–468. doi: :10.2495/ pdf/11135506_03.pdf ECO110401 3 Gilby, S., Hengesbaugh, M., Gamaralalage, P. J., Onogawa, K., Soedjono, E. S., & Fitriani, Wijayanti, D. R., & Suryani, S. (2015). Waste bank as community-based environmental gov- N. (2017). Planning and implementation of integrated solid waste management strategies ernance: A lesson learned from Surabaya. Procedia-Social and Behavioral Sciences, 184, at local level: The case of Surabaya City. IGES, UNEP. Retrieved from https://www.ccet.jp/ 171–179. doi: 10.1016/j.sbspro.2015.05.077 sites/default/files/2017-10/CCET%20Surabaya%20Case%20Study_PrintingVer0718_2. reduced.pdf Wibisono, H., Firdausi, F., & Kusuma, M. E. (2020). Municipal solid waste management in small and metropolitan cities in Indonesia: A review of Surabaya and Mojokerto. In IOP Con- 4 Kurniawan, T. A., Puppim de Oliveira, J., Premakumara, D. G. J., & Nagaishi, M. (2013). City- ference Series: Earth and Environmental Science, 447(1), 012050. IOP Publishing. to-city level cooperation for generating urban co-benefits: The case of technological coop - eration in the waste sector between Surabaya (Indonesia) and Kitakyushu (Japan). Journal Isnaeni, N. (2016). Public-private-community partnership: A case of Unilever’s corporate of Cleaner Production, 58, 43–50. doi: 10.1016/j.jclepro.2013.08.002 social responsibility in Surabaya, Indonesia. University of Malaya, Kuala Lumpur. 5 Duncan, G. (2006). Indonesia now with Duncan Graham: Johan Silas. Retrieved from http:// 14 For additional information on this model, please refer to the Indonesia/ Waste Banks case indonesianow.blogspot.com.au/2006/07/johan-silas.html study. 6 Ernawati, R., Santosa, H. R., & Setijanti, P. (2013). Facing urban vulnerability through kam - 15 Wijayanti, D. R., & Suryani, S. (2015). Waste bank as community-based environmental gov- pung development: Case study of kampungs in Surabaya, Indonesia. Humanities and Social ernance: A lesson learned from Surabaya. Procedia-Social and Behavioral Sciences, 184, Sciences, 1(1), 1. 171–179. doi: 10.1016/j.sbspro.2015.05.077 7 Shirleyana, S., Hawken, S., & Sunindijo, R. Y. (2018). City of Kampung: Risk and resilience in 16 Pemerintah Kota Surabaya (Surabaya City Government)—Launching Surabaya Green and the urban communities of Surabaya, Indonesia. International Journal of Building Pathology Clean 2018. Retrieved from https://www.surabaya.go.id/id/berita/49398/launching-sura- and Adaptation, 36(5), 543–568. doi: 10.1108/IJBPA-02-2018-0025 baya-green-and-cl 8 Gilby, S., Hengesbaugh, M., Gamaralalage, P. J., Onogawa, K., Soedjono, E. S., & Fitriani, Based on information received from Asri Hardini— Environmental Cadre Regional Coordina- N. (2017). Planning and implementation of integrated solid waste management strategies tor for East Surabaya (February 24, 2023). at local level: The case of Surabaya City. IGES, UNEP. Retrieved from https://www.ccet.jp/ 17 Fasla, F. (2014). Pola Komunikasi Antara Kader Lingkungan Dengan Masyarakat di Kelura- sites/default/files/2017-10/CCET%20Surabaya%20Case%20Study_PrintingVer0718_2. han Gunung Anyar Surabaya Dalam Pelaksanaan Program Green and Clean Pemerintah Kota reduced.pdf Surabaya. Universitas Pembangunan Nasional Veteran, Surabaya. 9 Premakumara, D. G. J. (2012). Kitakyushu City’s International Cooperation for Organic Waste 18 Gervasi, M. (2010). Green and Clean Initiative: Surabaya, Indonesia. UCLG Committee. Management in Surabaya City, Indonesia and its replication in Asian Cities. IGES. Retrieved Retrieved from https://www.uclg-cisdp.org/sites/default/files/observatory/files/2021-06/ from https://www.iges.or.jp/en/publication_documents/pub/discussionpaper/bi-en - Surabaya_EN.pdf ja-ZZ/2604/Surabaya%5BEnglish%5D.pdf 19 Kumalasari, V. (2015). Evaluasi Program Surabaya Green and Clean Berbasis Sustain - Silas, J. (2002). 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Planning and implementation of integrated solid waste management strategies at local level: The case of Surabaya City. IGES, UNEP. Retrieved from https://www.ccet.jp/ 34 JawaPos—Surabaya green and clean. Retrieved from https://www.jawapos.com/tag/sura - sites/default/files/2017-10/CCET%20Surabaya%20Case%20Study_PrintingVer0718_2. baya-green-and-clean/ reduced.pdf Dhokhikah, Y., Trihadiningrum, Y., & Sunaryo, S. (2015). Community participation in house - Kurniawan, T. A., Puppim de Oliveira, J., Premakumara, D. G. J., & Nagaishi, M. (2013). City- hold solid waste reduction in Surabaya, Indonesia. Resources, Conservation and Recycling, to-city level cooperation for generating urban co-benefits: The case of technological coop - 102, 153–162 eration in the waste sector between Surabaya (Indonesia) and Kitakyushu (Japan). Journal 35 Nonomori. (2022). Manga Study Guide - Our future: International Environmental Cooperation of Cleaner Production, 58, 43–50. doi: 10.1016/j.jclepro.2013.08.002 & Business Kitakyushu Style. Environment Bureau, Kitakyushu city. Retrieved from https:// 24 DIKLATIF: Pendidikan dan Pelatihan Singkat Kader Lingkungan Aktif (A Short-Course and asiangreencamp.net/eng/general/comic/comic.pdf Training Program for Active Environmental Cadres). 36 Sumarah, N. (2016). The influence of Jawa post publication and group involvement towards 25 Geldin, S. (2017). The evolution of Indonesian waste banks: Two tales, two cities, one reality. public participation in Surabaya Green and Clean (SGC) Program. Wacana, 19(2), 113–121. Tropical Resources, 36, 17–26. Yale School of Forestry and Environmental Studies. 37 Klege, R. A., Visser, M., Datta, S., & Darling, M. (2022). The power of nudging: Using feedback, 26 Tauran, T., Ma’ruf, M. F., & Suyatno, S. (2015). Social entrepreneurship in waste manage - competition, and responsibility assignment to save electricity in a non-residential setting. ment: Surabaya’s experience. Journal of Governance and Development, 11, 53–66. Environmental and Resource Economics, 81, 573–589. doi: 10.1007/s10640-021-00639-w 27 Based on information received from Yasmin, S.E., Head of Lohjinawi, an environmental NGO 38 Palm-Forster, L. H., Ferraro, P. J., Janusch, N., Vossler, C. A., & Messer, K. D. (2019). Behav - based in Surabaya (February 23, 2023). ioral and experimental agri-environmental research: Methodological challenges, literature gaps, and recommendations. 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An experimental investigation of framing effects. Journal of Soil and Premakumara, D.G.J. (2012). Kitakyushu City’s International Cooperation for Organic Waste Water Conservation, 68(6), 501–511. doi: 10.2489/jswc.68.6.501 Management in Surabaya City, Indonesia and its replication in Asian Cities. IGES. Retrieved from https://www.iges.or.jp/en/publication_documents/pub/discussionpaper/bi-en - 41 Isnaeni, N. (2016). Public-private-community partnership: A case of Unilever’s corporate ja-ZZ/2604/Surabaya%5BEnglish%5D.pdf social responsibility in Surabaya, Indonesia. University of Malaya, Kuala Lumpur. 42 Perry, G. L., Richardson, S. J., Harré, N., Hodges, D., Lyver, P. O., Maseyk, F. J., Taylor, R., Todd, J. H., Tylianakis, J. M., Yletyinen, J., & Brower, A. (2021). Evaluating the role of social — 165 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Indonesia A Compendium of Cases norms in fostering pro-environmental behaviors. Frontiers in Environmental Science, 9. doi: 55 Based on information received from Asri Hardini—Environmental Cadre Regional Coordina- 10.3389/fenvs.2021.620125 tor for East Surabaya (February 24, 2023). 43 Ekström, M. (2012). Do watching eyes affect charitable giving? Evidence from a field exper- 56 Gilby, S., Hengesbaugh, M., Gamaralalage, P. J., Onogawa, K., Soedjono, E. S., & Fitriani, iment. Experimental Economics, 15(3), 530–546. doi: 10.1007/s10683-011-9312-6 N. (2017). Planning and implementation of integrated solid waste management strategies at local level: The case of Surabaya City. IGES, UNEP. Retrieved from https://www.ccet.jp/ 44 Brick, K., De Martino, S., & Visser, M. (2017). Behavioural nudges for water conservation: sites/default/files/2017-10/CCET%20Surabaya%20Case%20Study_PrintingVer0718_2. Experimental evidence from Cape Town. doi: 10.13140/RG.2.2.25430.75848 reduced.pdf 45 Asare, W., Oduro Kwarteng, S., Donkor, E. A., & Rockson, M. A. (2020). Recovery of municipal 57 Hakim, A. (2022). Penghargaan “SSC 2022” munculkan beragam kampung tematik di Surabaya solid waste recyclables under different incentive schemes in Tamale, Ghana. Sustainability, [The “SSC 2022” award presented various thematic villages in Surabaya]. Antara. Retrieved 12(23), 9869. doi: 10.3390/su12239869 from https://jatim.antaranews.com/berita/666294/penghargaan-ssc-2022-muncul - 46 Winterich, K. P., Nenkov, G. Y., & Gonzales, G. E. (2019). Knowing what it makes: How prod - kan-beragam-kampung-tematik-di-surabaya uct transformation salience increases recycling. Journal of Marketing, 83(4), 21–37. doi: Mintorogo, D. S., Arifin, L. S., Widigdo, W. K., & Juniwati, A. (2015). Historical old ‘ Kampung’ 10.1177/0022242919842167 toward sustainable green and clean habitat. The International Joint Conference SENVAR-iN - 47 Based on information received from Asri Hardini— Environmental Cadre Regional Coordina- TA-AVAN 2015. Johor, Malaysia. tor for East Surabaya (February 24, 2023). 58 Prasetiyo, W. H., Kamarudin, K. R., & Dewantara, J. A. (2019). Surabaya green and clean: 48 Ibid. Protecting urban environment through civic engagement community. Journal of Human 49 Based on information received from Agustinus—Subdivision for Pollution Control, Surabaya Behavior in the Social Environment, 29(8), 997–1014. doi: 10.1080/10911359.2019.1642821 Municipal Environmental Agency (February 10, 2023). 59 Tahir, A., Yoshida, M., & Harashina, S. (2011). Expanding the implementation of communi - 50 Based on information received from Yasmin, S.E., Head of Lohjinawi, an environmental NGO ty-based waste management: Learning from the green and clean program in Indonesia. based in Surabaya (February 23, 2023). Journal of Environmental Information Science, 40 (5), 79–88. 51 Kurniawan, T. (2014). The Global environment and Japanese innovation: Takakura Home 60 Geldin, S. (2017). The evolution of Indonesian waste banks: Two tales, two cities, one reality. Composting (THC) in Surabaya (Indonesia). Japanese Economic Foundation. Retrieved Tropical Resources, 36, 17–26. Yale School of Forestry and Environmental Studies. from https://www.jef.or.jp/journal/pdf/197th_special_article_5.pdf Tahir, A., Mitsuo, Y., & Sachihiko H. (2011). Expanding the implementation of communi - 52 Gilby, S., Hengesbaugh, M., Gamaralalage, P.J., Onogawa, K., Soedjono, E. S. & Fitriani, N. ty-based waste management: Learning from the green and clean program in Indonesia. (2017). Planning and implementation of integrated solid waste management strategies at Journal of Environmental Information Science, 40, 79. local level: The case of Surabaya City. IGES, UNEP. Retrieved from https://www.ccet.jp/ 61 Dhokhikah, Y., Trihadiningrum, Y., & Sunaryo, S. (2015). Community participation in house - sites/default/files/2017-10/CCET%20Surabaya%20Case%20Study_PrintingVer0718_2. hold solid waste reduction in Surabaya, Indonesia. Resources, Conservation and Recycling, reduced.pdf 102, 153–162. 53 Warmadewanthi, & Haqq, M. (2019). Implementation of waste banks for reduction of solid waste in South Surabaya. MATEC Web of Conferences, 276, 06021. doi:10.1051/matec - conf/201927606021 54 Wijayanti, D. R., & Suryani, S. (2015). Waste bank as community-based environmental gov- ernance: A lesson learned from Surabaya. Procedia - Social and Behavioral Sciences, 184, 171–179. doi:10.1016/j.sbspro.2015.05.077 — 166 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to be more sustainable with their waste disposal in Colombia Objective: Increase source segregation of organic and other waste Challenge statement In the early 2000s, Cajicá’s only landfill (Doña Juana) had reached capacity. The municipality was eager to extend the landfill’s life span but had limited financial and Case summary administrative resources to overhaul its SWM system. The municipality of Cajicá, Colombia, introduced the Green Containers Context and description of challenges Program (GCP) to encourage organic waste segregation. The local govern- ing authority distributed specialized organic waste bins to users (house- The MSW produced in low- and middle-income countries typically has high organic holds, commercial entities, educational institutions, and public agencies). content. However, the separate collection of organic waste was historically uncom- Complementarily, authorities provided users with simplified instructions and mon in the Latin American and Caribbean region.1 Most regions did not view MSW a pretreating material to make the desired behavior easy. The municipal- as a resource. Similarly, only 3.6 percent of Colombian cities engaged in some kind ity collected organic waste weekly and brought it to a central composting of source separation.2 Naturally, citizens’ default behavior was to dispose of mixed facility. A consistent communication strategy—underpinned by a door-to- waste. Therefore, changes to the waste management system required changing door awareness campaign—alongside municipal support facilitated shifts in habitual practices. waste management behavior. The GCP increased source segregation rates by 71.9 percent. Cajica is a small municipality in Colombia with 44,721 inhabitants.3 It generated approximately 0.5 kg of MSW per capita per day in 2006. Organic waste made up 56 percent of the total waste mix.4 The municipality grappled with MSWM. Its landfill was nearing capacity and it was costly and resource intensive to dispose of waste in neighboring municipalities.5 Shortly after the introduction of the country’s 2002 National Development Plan, Cajicá introduced its own SWM plan (PGIRS). The PGIRS included a framework to strengthen MSWM services and increase public buy-in for — 167 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Colombia A Compendium of Cases municipal-led MSW initiatives.6 The plan also emphasized the 3R principle in waste In 2018, the GCP’s annual expenditure was approximately USD 350,000 (or USD 5.8 management, including waste reduction, separate collections, waste reuse, and recy- per capita). Operating costs were lower than the cost of separate collection and treat- cling. The municipality’s local waste authority - Sanitary Collection Enterprise (EPC) ment at a central composting facility. The municipal government financed the GCP. - led the plan’s implementation. To achieve Cajicá’s waste treatment and recycling goals, the EPC had to develop new systems and facilitate changes in waste genera- The design tors’ behavior. The municipality distributed green containers, bokashi, and simplified instructions to Decisions and actions residents. To ensure that all socioeconomic groups participated, low- and middle-in- come communities (Socio-Economic Classes [SECs] 1–4)12 received green contain- The PGIRS laid the foundation for Cajicá’s improved waste management activities ers for free, while high-income communities (SECs 5–6) and commercial entities and its transition toward a circular economy. The EPC introduced a pilot program purchased them. These containers mitigated the hassle of finding a suitable storage in 2005 to utilize the region’s high organic waste volumes.7 Motivated residents vessel for segregated waste. The vessels and their green color provide cues to resi- helped facilitate activities. The pilot encouraged citizens to segregate their waste 8 dents to engage in waste segregation. into two streams (organic and inorganic). The municipality jointly introduced an outreach campaign on the benefits of composting.9 The municipality collected and Citizens disposed of organic waste in the green container and mixed in bokashi to sent organic waste to a composting plant. Participating households later received initiate the composting process. Bokashi is a composting material made of rice or packages of humus (the end product in the composting process). The pilot program wheat bran. It is mixed with effective microorganisms (EMs) to catalyze the fermen- gave the EPC insights on citizen behavior and highlighted the existing SWM system’s tation of organic waste through anaerobic digestion and initiate decomposition. In limitations. addition to its role in decay, bokashi prevented odors, which can be barriers to home composting. The process of fermentation in the bokashi composting technique Cajicá subsequently established a more robust composting initiative called the allows for all kinds of organic waste (including meat and dairy) to be composted Green Containers (Caneca Verde) Program (GCP), which built upon the pilot. The EPC together. It does not require a specific ratio of greens and browns, but the composting launched the GCP in 2008. The municipality integrated the program within the local container must remain closed to encourage decomposition, which protects against SWM system to ensure its sustainability. The municipality distributed green plastic insects or rodents.13 This pretreatment also mitigated the time and effort associated organic waste containers to households, commercial entities, and educational insti- with sorting and composting at the central plant. Cajicá collected pretreated organic tutions. The green containers had false bottoms (or holes in the bottom) to drain waste weekly to ease the financial burden posed by centralized composting facilities. leachate. The municipality encouraged residents to use the nutrient-rich leachate as The EPC’s waste collectors emptied and transported the pretreated organic waste to garden fertilizer (Figure 14). Alongside the green containers, residents also received a composting plant. These weekly collections mitigated the space burden of perma- bokashi, which pretreated organic waste. The municipality collected the pretreated nent home composting setups, which can prevent usage. organic waste weekly and diverted it to private compost and vermiculture plants.10 After a 50-day treatment period at the composting facility, the company sold the To make continued participation in the GCP as easy as possible, the municipality dis- humus to the agricultural sector and garden stores for household use.11 A communi- tributed a free 2 kg pack of bokashi to participants bimonthly.14 During distribution, ty-based education and outreach strategy complemented the above tactics. trained personnel answered residents’ questions. This constant contact underpinned — 168 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Colombia A Compendium of Cases the program’s consistent communication strategy and ensured that residents felt FIGURE Easy guides for source segregation supported and understood the waste separation process. Cajicá supported these 15 of organic waste and use of bokashi activities with educational initiatives tailored to households, commerce, industry, offi- cial institutions, schools, and universities. Trainers facilitated awareness campaigns and capacity-building activities. Cajicá also collaborated with various NGOs and local organizations to deal with the scheme’s social aspects. The municipality uti- lized hands-on activities, brochures, videos, social media, workshops, and training to increase source segregation.15 For instance, the municipality developed school activ- ities to instill a sense of responsibility toward waste management from a young age. Trainers encouraged students to share the information with family members and the local community to improve their waste management practices. Additionally, the EPC created an annual school contest to socialize the topic of waste management.16 FIGURE Communities are considered protagonists 14 of Cajicá’s environmental campaigns Note: Bullet points: 1. Use double bottom plastic container; 2. Apply a tablespoon of Bokashi EM on the bottom of the container; 3. Place the solid waste on top of the Bokashi EM; 4. Sprinkle a tablespoon of Bokashi EM every night; 5. Tightly cover the can and press the debris to the bottom to remove the air; 6. Drain the liquids twice a week, apply them in the siphons or Source: Empresa de Servicios Públicos de Cajicá.17 as fertilizer, diluting it in a bucket of water. Source: Hettiarachchi et al. (2018).18 — 169 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Colombia A Compendium of Cases What behavioral tools are present in this initiative? SOCIAL AND MOTIVATIONAL MECHANISMS Messengers: The effectiveness of information can depend on who is con- SYSTEM DESIGN MECHANISMS veying the message.25 In the present case study, Cajicá used both change agents (that is, program trainers) and authority figures (EPC officials) Simplifying behaviors and decisions: Simplifying the presentation of to conduct a door-to-door outreach and education strategy. In the three information can significantly affect compliance.19 In household waste months before the GCP, Cajicá organized an outreach campaign to teach residents the segregation, convenience and simplicity are crucial to adoption.20 Through benefit of composting and relay information on the GCP. Personnel visited single-family door-to-door campaigns, trainers distributed both specialized organic waste homes, residential complexes, educational institutions, municipal administration offices, containers and information on the composting process to households. The instructions and commercial buildings.26 During outreach sessions, trainers delivered organic waste included simplified text alongside photos that illustrated each step. Together, these tac- bins, bokashi, and information on the GCP. After the GCP was operational, trainers led tics increased the ease with which households could execute the target behavior. awareness campaigns and capacity-building activities. As of 2020, the GCP had 18 full- time trainers.27 In addition to the above, program trainers delivered bokashi to partic- Defaults: Choice architecture can significantly influence an individual’s ipating residents bimonthly. They used this time as an in-person training opportunity behavior. Defaults (settings that automatically apply) are used to increase to answer any questions. Trainers similarly conducted outreach at schools, which uti- the ease and uptake of pro-environmental behaviors.21 In Cajicá, the pro- lized a learning-by-doing approach to composting. The goal was to teach children, who gram automatically distributed packets of bokashi to all participating could then become change agents. Once educated, children taught their families about households. Participants did not need to request the delivery of bokashi nor were they organic waste source segregation. burdened with coordinating its purchase or pickup. This encouraged the sustained adop- tion of source separation by making the target behavior easier. Social comparison: Research suggests that comparisons among peers, such as competitions, can promote sustainable behaviors.28 Cajicá used Salience: Research suggests that individuals attend to features of their competitions to encourage recycling and environmental awareness in environment that stand out.22 The municipality used several mediums to youth. The EPC organized an annual waste-related school contest called advertise the GCP, including social media, advertising, brochures, videos, ‘Eco-Arte’. Students from different schools constructed artwork with recycled materials. and workshops. This practice helped increase the popularity of source separation. Similarly, the munici- pality held competitions with post-secondary school art students. Students constructed Physical cues: The physical characteristics of a given environment can artwork using recycled or recovered materials. A committee assessed artwork on its shift waste disposal practices. Cajicá issued bright green collection bins to creativity, originality, aesthetics, and use of recyclables.29 residents for organic waste. These bins introduced a new feature to house- hold environments and provided a cue to guide proper waste disposal. Social Norms: Research suggests that individuals’ beliefs about how oth- ers behave influence their waste management behaviors,30 particularly Accessible services: Research suggests that access to convenient waste when the behavior is visible.31 In Cajicá, residents placed organic waste disposal services can affect whether residents participate.23 MSW man- containers outside for weekly collections. Residents could see whether agement staff collected organic waste on Mondays and Tuesdays across their neighbors participated in the GCP using these containers. As more individuals par- eight routes that covered the municipality’s urban and rural areas.24 Publicly ticipated in the GCP, this created a positive social norm. available waste collections increased the ease of engaging in the waste system. — 170 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Colombia A Compendium of Cases FINANCIAL MECHANISMS Results Material rewards: Under specific circumstances, low-value in-kind incen- Through the GCP, Cajicá set a benchmark for organic waste source separation tives can effectively encourage waste-related behaviors.32 Once the organic waste was collected, Cajicá transferred it to a private company to finish the programs across the country. The GCP delivered approximately 13,429 green con- composting process. GCP participants received humus monthly to use as tainers between 2008 and 2014, net of replacements.34 During that time, organic garden fertilizer. This material reward was a positive incentive that encouraged residents waste decreased from 56 percent (2007) to 16 percent (2014) of the waste mix.35 to continue segregating their waste. Further, the percentage of users who separated their waste at source increased from 8.2 percent (2009) to 17.4 percent (2014). Since 2014, the program has col- lected between 485 and 551 tons of pretreated organic waste monthly and served 25,000 households (88,000 inhabitants) (2018).36 As a co-benefit, the GCP reduced costs associated with landfilling (that is, human resource costs) and extended their lifespan.37 Preconditions and challenges Through education, training, and simplified instructions, the program gave residents » The Cajicá government had no mechanism to recover the service charge tools and support to modify their waste management habits. Since its inception, from the public, so it bore all costs. The absence of a revenue stream the program has trained thousands of residents. In 2014, the GCP trained 14,222 could imperil the program if the municipal budget changes. citizens (24 percent of residents).38 In 2017, workshops trained 7,177 residents,39 of » The bokashi production process was manual, which could constrain the which most attendees were individuals from schools (56.1 percent) and single-fam- quality, the amount produced, and the GCP’s expansion. The Cajica gov- ily households (23.9 percent). ernment has stressed the need to improve this system. 33 The program was well-received across demographics, from households to waste » Door-to-door collection and education are integral to the GCP. With workers. Discussions with residents revealed a sense of ownership of the solu- Cajica’s rising population, maintaining the same level of citizen interac- tions.40 The program’s success extended beyond individual activities to building, tion may be infeasible. planning, and design changes. Public-private partnerships developed guidelines to » Cajicá’s growing population may test the GCP’s viability if individuals ensure that new residential apartment buildings allocated sufficient capacity and immigrate from cities where waste separation is uncommon or socially attention to waste management needs to foster continued source separation.41 unacceptable. — 171 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Colombia A Compendium of Cases Complementary actions to consider » Governments may consider enacting a service charge for waste man- agement services to at least middle- and high-income households to help ensure the financial viability of likeminded programs. They could explore the possibility of charging users for SWM services through a utility bill, as many Latin American and Caribbean countries have done. » Governments overseeing could assess long-term (> 1 year) source segregation rates across relevant audiences (households, education- al institutions, industry, government, commercial) and socioeconomic classes.42 Each group may have different barriers, motivations, and ca- pacities to engage in source separation. These data could help improve program uptake. Want to know more? Sanitary Collection Enterprise, Cajicá CHOOSE ANOTHER — 172 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Colombia A Compendium of Cases Endnotes 11 Based on information received from Oscar Nicolás Echeverry  - Profesional Universitario Aseo  Empresa de Servicios Públicos de Cajicá S.A. E.S.P. Sanitary Collection Enterprise (September 20, 2022). 1 Machado, C. R., & Hettiarachchi, H. (2020). Composting as a municipal solid waste man - agement strategy: Lessons learned from Cajicá, Colombia. In H. Hettiarachchi, S. Caucci, 12 Communities in Cajicá are categorized into six SECs. SECs 1, 2, and 3 denote those resi - & K. Schwärzel (Eds.), Organic waste composting through nexus thinking. Springer, Cham. dents with fewer resources and who are beneficiaries of subsidies in public services. SEC doi:10.1007/978-3-030-36283-6_2 4 residents are those who are not a beneficiary of subsidies but do not have to pay cost overhead of public service provision. Residents belonging to SECs 5 and 6 have greater 2 Espinoza, P. T., Acre, E. M., Daza, D., Faure, M. S., & Terraza, H. (2010). Regional evaluation economic resources and are expected to pay cost overheads. Information sourced from on urban solid waste management in Latin America and the Caribbean – 2010 Report. Pan National Administrative Department of Statistics (DANE), Colombia. American Heath organization (PAHO), Inter-American Association of Sanitary and Environ - mental Engineering (AIDIS), Inter-American Development Bank (IDB). 13 Footer, A. (2013). Bokashi composting: Scraps to soil in weeks. New Society Publishers. ISBN 0865717524. 3 National Administrative Department of Statistics. General census 2005. Government of Colombia. Retrieved from https://www.dane.gov.co/index.php/en/statistics-by-topic-1/ 14 Municipal Mayor of Cajicá. (2015). Actualización del Plan de Gestión Integral de Residuos population-and-demography/census-2005 Sólidos 2016–2027 [Update of the Comprehensive Solid Waste Management Plan 2016– 2027]. Municipality of Cajicá. Population in 2021: 96,678. Source: National Administrative Department of Statistics. National census 2018: Proyecciones De Población Municipal Por Área (Population Projec- 15 Ibid. tions by Area). Government of Colombia. 16 Machado, C. R., & Hettiarachchi, H. (2020). Composting as a municipal solid waste man - 4 Municipal Mayor of Cajicá. (2015). Actualización del Plan de Gestión Integral de Residuos agement strategy: Lessons learned from Cajicá, Colombia. In H. Hettiarachchi, S. Caucci, Sólidos 2016–2027 [Update of the Comprehensive Solid Waste Management Plan 2016– & K. Schwärzel (Eds.), Organic waste composting through nexus thinking. Springer, Cham. 2027]. Municipality of Cajicá. doi:10.1007/978-3-030-36283-6_2 5 Based on information received from Oscar Nicolás Echeverry  - Profesional Universitario 17 Empresa de Servicios Públicos de Cajicá (Sanitary Collection Enterprise). (2022). Cam- Aseo  Empresa de Servicios Públicos de Cajicá S.A. E.S.P. Sanitary Collection Enterprise pañas Sectoriales. Facebook. Retrieved from https://www.facebook.com/epccajica/ (September 20, 2022). posts/3296175603949681 6 Machado, C. R., & Hettiarachchi, H. (2020). Composting as a municipal solid waste man - 18 Hettiarachchi, H., Meegoda, J., & Ryu, S. (2018). Organic waste buyback as a viable method agement strategy: Lessons learned from Cajicá, Colombia. In H. Hettiarachchi, S. Caucci, & to enhance sustainable municipal solid waste management in developing countries. Inter- K. Schwärzel (Eds.), Organic waste composting through nexus thinking. Springer, Cham. doi: national Journal of Environmental Research and Public Health, 15(11), 2483. doi:10.3390/ 10.1007/978-3-030-36283-6_2 ijerph15112483 7 Based on information received from Oscar Nicolás Echeverry  - Profesional Universitario 19 Sunstein, C.R. (2013). Simpler: The future of government. Simon & Schuster, New York. Aseo Empresa de Servicios Públicos de Cajicá S.A. E.S.P. Sanitary Collection Enterprise, 20 Schwab, N., Harton, H. C., & Cullum, J. G. (2014). The effects of emergent norms and atti - (September 20, 2022). tudes on recycling behavior. Environment and Behavior, 46(4), 403–422. 8 Ospina, D. (2009). Aprovechamiento Y Valorización De Residuos En Cuatro Municipios De 21 Sunstein, C. R., & Reisch, L. A. (2014). Automatically green: Behavioral economics and envi - Cundinamarca [Use and recovery of waste in four municipalities of Cundinamarca]. Indus - ronmental protection. Harvard Environmental Law Review, 38(1), 127. trial University of Santander, Bucaramanga. 22 Bertrand, M., Karlan, D., Mullainathan, S., Shafir, E., & Zinman, J. (2009). What’s advertis - 9 Based on information received from Oscar Nicolás Echeverry  - Profesional Universitario ing content worth? Evidence from a consumer credit marketing field experiment. Quarterly Aseo Empresa de Servicios Públicos de Cajicá S.A. E.S.P. Sanitary Collection Enterprise, Journal of Economics, 125(1), 263–305. (September 20, 2022). 23 Prime Minister’s Strategy Unit. (2002). Waste Not, Want Not: A strategy for tackling the waste 10 Machado, C.R., & Hettiarachchi, H. (2020). Composting as a municipal solid waste manage - problem in England. Crown, Great Britain. ment strategy: Lessons learned from Cajicá, Colombia. In H. Hettiarachchi, S. Caucci, & K. Schwärzel (Eds.), Organic waste composting through nexus thinking. Springer, Cham. doi: 24 Pulido Bernal, D. A. (2019). Percepción de los habitantes del municipio de Cajicá sobre el pro- 10.1007/978-3-030-36283-6_2 grama “Caneca Verde” en el marco del PGIRS [Perception of the inhabitants of the municipal - ity of Cajicá about the “Caneca Verde” Program In the framework of PGIRS]. Specialization In Environmental Planning and Resource Management Natural Militar University of New Granaa. Retrieved from https://core.ac.uk/download/pdf/344703723.pdf — 173 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Colombia A Compendium of Cases Whiting, A., Kecinski, M., Li, T., Messer, K. D., & Parker, J. (2019). The importance of select- 25 34 Municipal Mayor of Cajicá. (2015). Actualización del Plan de Gestión Integral de Residuos ing the right messenger: A framed field experiment on recycled water products. Ecological Sólidos 2016–2027 (Update of the Comprehensive Solid Waste Management Plan 2016– Economics, 161, 1–8. doi:10.1016/j.ecolecon.2019.03.004 2027). Municipality of Cajicá. 26 Based on information received from Oscar Nicolás Echeverry  - Profesional Universitario 35 Ibid. Aseo  Empresa de Servicios Públicos de Cajicá S.A. E.S.P. Sanitary Collection Enterprise 36 Jain, S, & Newman, D. (2018). Global Food waste management: An implementation guide for (September 20, 2022). cities. World Biogas Association. Retrieved from https://www.worldbiogasassociation.org/ 27 Machado, C. R., & Hettiarachchi, H. (2020). Composting as a municipal solid waste man - wp-content/uploads/2018/05/Global-Food-Waste-Management-Full-report-pdf.pdf agement strategy: Lessons learned from Cajicá, Colombia. In H. Hettiarachchi, S. Caucci, Based on information received from Oscar Nicolás Echeverry  - Profesional Universitario & K. Schwärzel (Eds.), Organic waste composting through nexus thinking. Springer, Cham. Aseo Empresa de Servicios Públicos de Cajicá S.A. E.S.P. Sanitary Collection Enterprise, doi:10.1007/978-3-030-36283-6_2 (September 20, 2022). 28 van Horen, F., van der Wal, A., & Grinstein, A. (2018). Green, greener, greenest: Can compe - 37 Ibid. tition increase sustainable behavior?  Journal of Environmental Psychology,  59, 16–25. doi: 10.1016/j.jenvp.2018.08.007 38 Municipal Mayor of Cajicá. (2015). Actualización del Plan de Gestión Integral de Residuos Sólidos 2016–2027 (Update of the Comprehensive Solid Waste Management Plan 2016– 29 Pulido Bernal, D. A. (2019). Percepción de los habitantes del municipio de Cajicá sobre el pro- 2027). Municipality of Cajicá. grama “Caneca Verde” en el marco del PGIRS [Perception of the inhabitants of the municipal - ity of Cajicá about the “Caneca Verde” Program in the framework of PGIRS]. Specialization 39 Sanitary Collection Enterprise of Cajicá. (2017). Waste management report submitted to the In Environmental Planning and Resource Management Natural Militar University of New municipal council of Cajicá. Sanitary collection Enterprise, Cajicá. Granaa. Retrieved from https://core.ac.uk/download/pdf/344703723.pdf 40 Jimenez Zarante, A. M. (2020). Manejo adecuado de los residuos sólidos en el Municipio 30 Schultz, P. W. (2002). Knowledge, information, and household recycling: Examining the de Cajicá, programa implementado por medio del plan integral de gestión de residuos sóli- knowledge-deficit model of behaviour change. In T. Dietz, & P. C. Stern (Eds), New tools for dos PGIRS [Adequate management of solid waste in the Municipality of Cajicá, a program environmental protection: Education, information, and voluntary measures. National Acad- implemented through the comprehensive solid waste management plan PGIRS]. Universi - emy Press, Washington, DC. dad Nacional Abierta y a Distancia (UNAD). 31 Barr, S., Ford, N. J., & Gilg, A., (2003). Attitudes towards recycling household waste in Exeter, 41 Machado, C. R., & Hettiarachchi, H. (2020). Composting as a municipal solid waste man - Devon: Quantitative and qualitative approaches. Local Environ., 8(4), 407–421. agement strategy: Lessons Learned from Cajicá, Colombia. In H. Hettiarachchi, S. Caucci, & K. Schwärzel (Eds.), Organic waste composting through nexus thinking. Springer, Cham. 32 Newman, C., Mitchell, T., Holmlund, M., & Fernandez, C. (2019). Group incentives for the doi:10.1007/978-3-030-36283-6_2 public good: A field experiment on improving the urban environment (Policy Research Work- ing Paper No. 9087). World Bank, Washington, DC. Retrieved from https://openknowledge. 42 Grau, J., Terraza, H., Velosa, R., Milena, D., Rihm, A., & Sturzenegger, G. (2015). Solid waste worldbank.org/handle/10986/33056 management in Latin America and the Caribbean. Inter-American Development Bank, Wash - ington, DC. 33 Santa Mesa, S. J., & Pérez Ríos, L. M. (2017). Actualización Plan de Gestión Integral de Resid- uos Sólidos del municipio de Filandia–Quindío [Update of the Comprehensive Solid Waste Management Plan of the municipality of Filandia-Quindío]. Municipality of Filandia-Quindío. — 174 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to be more sustainable with their waste disposal in Canada Main objective: Increase source segregation of organic and other waste Other objectives: Increase reusing and recycling Case summary Practitioners conducted two experiments to assess whether convenience affected diversion rates of recyclables (paper, glass, and plastic containers) and organic waste. They used distance (proximity to apartment suite) as a proxy for convenience. Bins were placed at varying distances from apartment suites in residential and student residence buildings. The amount of organic waste and recyclables that residents diverted from landfills was then quanti- fied. Convenience increased diversion rates of recyclables and organic waste by 70–147 percent. This trial subsequently informed the building design of student residences and multifamily residential dwellings. Challenge statement Despite national increases in composting and recycling in Canada, most waste was still landfilled. Residents in multifamily dwellings reported the lowest rates of Bringing awareness to waste and recycling in Vancouver, British Columbia, Canada.© EmilyNorton, shutterstock — 175 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Canada A Compendium of Cases composting and recycling. Bin inaccessibility, inconvenience, and time constraints all second intervention, on the other hand, was conducted in university student resi- hindered waste diversion. dences; practitioners manipulated the distance between recycling and organic waste bins relative to students’ suites. Both experiments measured the weight (in kg) of Context and description of challenges organic waste and recyclables (where applicable) as a function of varying levels of convenience.10 Canada, with a population of 33,476,688 (2011), generated 2.12 kg of MSW per cap- 1 ita per day (2008).2 Residential waste constituted a significant proportion of landfill The design contents (40 percent in 2013).3 Additionally, despite access to recycling programs (93 percent in 2007), only 25 percent of MSW was diverted for recycling and com- The influence of convenience was assessed in two interventions. The first investi- posting.4 Furthermore, a 2011 national survey indicated that approximately 12 per- gated organic waste collection rates in three apartment buildings (N = 113 apart- cent of Canadians with access to composting programs chose not to participate. 5 ment units) across three conditions. All buildings had comparable demographics and layouts. The intervention randomly assigned each apartment to one of three Canadian residents faced several barriers to composting and recycling. Odors, insuf- treatments (listed from most to least convenient): (a) one bin located by the elevator ficient time, lack of available bins, and the absence of municipal-led programs under- on each apartment floor and one bin located in the waste disposal area, (b) one bin mined participation in composting programs. Similarly, insufficient time, space, and placed at the building entrance by elevators and one bin placed in the waste disposal inconvenience limited recycling.6 Consequently, many residents resorted to including area, and (c) one bin located outside the building in the main waste disposal area such material in residual waste bins, leading to high contamination and low diver- (which also contained bins for residual waste and recycling). The organic waste was sion rates.7 Housing type was also a major determinant in waste diversion behavior. weighed twice a week and collected weekly. Notably, multifamily dwellings had disproportionately lower composting rates rela- tive to single-family or detached households (22 percent versus 77 percent, respec- In the second intervention, both organic and recyclable (paper and container) waste tively). Traditional awareness and informational campaigns failed to bolster waste 8 collection rates were assessed in six towers across two university student resi- diversion rates. As multifamily dwellings accounted for approximately 28 percent of dences (N = 1,906 students). The six towers were randomly assigned to one of four all households in Canada, engaging these residents was integral to improving waste 9 conditions. This intervention consisted of a convenient condition where bins were diversion rates in Canada. placed in the hallway on each floor and three inconvenient conditions where (a) a bin was located in the basement of the building (ranging from 41 to 163 ft away); (b) Decisions and actions recycling and organic waste bins were placed in different locations, with the recy- cling and residual waste located in the basement and the organic waste bin located In 2014, a team of researchers at the University of British Columbia assessed how outside; and (c) recycling and organic waste bins were located in the basement, with convenience influenced recycling and organic waste collection in a series of interven- a garbage chute for residual waste located in the hallway on residence floors. The tions. Convenience was defined as the distance from the entrance of an apartment effect of each condition was assessed on the weight of recyclables and organic suite to the closest available disposal bin. The first intervention was conducted in waste twice weekly.11 several apartment complexes focusing exclusively on organic waste diversion. The — 176 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Canada A Compendium of Cases What behavioral tools are present in this initiative? infrastructure now prioritize convenience in student residences, multifamily residen- tial dwellings, and academic buildings.14 SYSTEM DESIGN MECHANISMS Simplifying behaviors and decisions: Decreasing the proximity (a barrier) between residents and appropriate infrastructure can boost waste man- Complementary actions to consider agement behaviors like recycling.12 The current case study assessed the impact of distance to recycling and organic waste bins on waste disposal. » Across both interventions, even minimal levels of inconvenience hin- dered waste diversion.15 Such data could inform the placement of re- sidual waste bins in multifamily dwellings. For instance, past studies indicate that decreasing the convenience of residual waste bins can Results promote waste diversion. Convenience mediated waste disposal in both experiments, whereby shorter trips » Research suggests that individuals are most receptive to change during boosted waste diversion rates. In the first intervention, apartment units with organic transitional periods.16 New tenants, for instance, may be more inclined waste bins on each floor diverted significantly more waste relative to those with to adopt proper recycling and composting practices than existing ones. inconveniently located bins. Placing bins in convenient locations increased organic City programs could target new residents to help them develop a habit waste collection rates by 70 percent. On average, residents diverted approximately of waste diversion. Such initiatives could run complementary to mea- 1.25, 0.85, and 0.75 kg per bedroom per week in the most convenient, convenient, sures that increase the convenience of waste disposal infrastructure. and inconvenient conditions, respectively. In the second intervention, students diverted significantly more recyclable and organic waste when bins were on residential floors relative to in the basement or Want to know more? outside. In the convenient condition, container, paper, and organic waste collections Municipal Solid Waste Management in Canada increased by 147, 137, and 139 percent, respectively. By weight, students diverted approximately 0.7 kg per person per week of container and paper recyclables and approximately 0.45 kg per person per week of organic waste. Students diverted similarly low levels of containers, paper, and organic waste in the inconvenient conditions.13 This case reinforces the role of convenience in waste management programs and its value in diverting waste from landfills. Its success has informed the design of new student residences. Additionally, the design guidelines of waste diversion CHOOSE ANOTHER — 177 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Canada A Compendium of Cases Endnotes 8 Mustapha, I. (2013). Composting by households in Canada. Envirostats, Statistics Canada, Government of Canada. Catalogue no. 16‑002‑X ISSN 1913-4320. 1 Statistics Canada—Population and Dwelling Count Highlight Tables 2011. Retrieved from 9 LeVasseur, S., Laporte, C., & Heisz, A. (2017). Dwellings in Canada - Census of popula- https://www12.statcan.gc.ca/census-recensement/2011/dp-pd/hlt-fst/pd-pl/Table-Tab- tion, 2016. Statistics Canada, Minister of Industry, Government of Canada. Catalogue no. leau.cfm?LANG=Eng&T=101&S=50&O=A 98-200-X2016005. ISBN 978-0-660-08240-0. Population in 2021: 36,991,981. Source: Statistics Canada. (2022). Population and dwelling 10 DiGiacomo, A., Wu, D. W. L., Lenkic, P., Fraser, B., Zhao, J. & Kingstone, A. (2018) Con - counts: Canada, provinces and territories. Government of Canada. Retrieved from https:// venience improves composting and recycling rates in high-density residential build- www150.statcan.gc.ca/t1/tbl1/en/tv.action?pid=9810000101 ings. Journal of Environmental Planning and Management, 61(2), 309–331. doi: 10.1080/09640568.2017.1305332 2 Smith, R., Trant, D., & Tait, M. (2012). Human Activity and the environment: Waste manage- ment in Canada 2012 - Updated. Statistics Canada, Ministry of Industry, Government of Can - 11 Ibid. ada. Catalogue no. 16-201-X. 12 O’Connor, R. T., Lerman, D. C., Fritz, J. N., & Hodde, H. B. (2010). Effects of number and 3 Mustapha, I. (2013). Composting by households in Canada. Envirostats, Statistics Canada, location of bins on plastic recycling at a university. Journal of Applied Behavior Analysis, 43, Government of Canada. Catalogue no. 16‑002‑X ISSN 1913-4320. 711–715. doi: 10.1901/jaba.2010.43-711 4 Bordt, M. (2007). EnviroStats, Summer 2007 Vol. 1 No. 1. Statistics Canada, Ministry of 13 DiGiacomo, A., Wu, D. W. L., Lenkic, P., Fraser, B., Zhao, J., & Kingstone, A. (2018). Con - Industry, Government of Canada. Catalogue no. 16-002-XIE ISSN 1913-4320. Retrieved venience improves composting and recycling rates in high-density residential build- from https://www150.statcan.gc.ca/n1/en/pub/16-002-x/16-002-x2007001-eng.pdf?st=- ings. Journal of Environmental Planning and Management, 61(2), 309–331. doi: QJ7Ji8l 10.1080/09640568.2017.1305332 5 Statistics Canada—Households and the Environment Survey (HES). (2011). Retrieved from 14 Based on information received from Bud Fraser, Senior Planning & Sustainability Engineer, https://www12.statcan.gc.ca/census-recensement/2011/dp-pd/hlt-fst/pd-pl/Table-Tab- The University of British Columbia (October 5, 2022). leau.cfm?LANG=Eng&T=101&S=50&O=A 15 Rosenthal, S., & Linder, N. (2021). Effects of bin proximity and informational prompts on 6 Munro, A. (2010). Recycling by Canadian Households, 2007. Environment Accounts and recycling and contamination. Resources, Conservation and Recycling, 168, 105430. Statistics Analytical and Technical Paper Series. Retrieved from https://www150.statcan. 16 Verplanken, B., & Roy, D. (2016). Empowering interventions to promote sustainable lifestyles: gc.ca/n1/daily-quotidien/130318/dq130318b-eng.htm Testing the habit discontinuity hypothesis in a field experiment. Journal of Environmental 7 Continuous Improvement Fund. (2010). Guidelines for implementing best practices in Psychology, 45, 127–134. municipal multi-residential recycling programs. Canada. Based on information received from Bud Fraser, Senior Planning & Sustainability Engineer, the University of British Columbia (October 5, 2022). — 178 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to be more sustainable with their waste disposal in China Objective: Improve segregation of organic and other waste Case summary The city of Nanjing started an incentivized waste-sorting program called the Green Account Scheme to increase waste diversion rates. Residents were required to separate their organic waste for daily pickup. The scheme rewarded residents’ waste-sorting behavior with points, which residents exchanged for goods and services. A public-private partnership facilitated the program, and local community committees managed its operation. While incentives and social norms established residents’ interests in the scheme, habits and a dedicated collection staff facilitated the program’s long-term success. Challenge statement In past decades, the Chinese government rolled out several waste segregation pro- grams. However, increasing consumption, limited waste separation experience, and insufficient infrastructure undermined their success. As the Chinese government increases awareness about waste disposal, Nanjing, Jiangsu implements waste separation collection bins across the city. © Dreamstime.com — 179 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Canada A Compendium of Cases Context and description of challenges District authorities and waste collection companies established a public-private part- nership to operate the program. Community committees coordinated with collection Nanjing is one of China’s 20 largest cities. Its history and culture are intimately tied companies and residents. The private companies managed the collection and trans- to food owing to a thriving food industry. In 2008, organic waste constituted 70.6 port of sorted waste. They were also responsible for promoting the scheme among percent of the waste mix in Nanjing1 (2010 population: approximately 8 million).2 residents. After pickup, companies transferred the waste to a government-managed Between 1991 and 2009, households within Jiangsu Province (of which Nanjing is centralized waste treatment facility.12 the capital) reported disproportionately higher organic waste volumes relative to similar eastern and central Chinese provinces.3 Cultural values—such as concerns In the early 2020s, Nanjing extended the Green Account Scheme to rural districts. A about food freshness and negative attitudes towards leftovers—contributed to bur- collector and verification agent visited households to inspect the waste and credit geoning organic waste generation rates. 4 residents’ accounts with points. The government increased the program’s scope to reward residents for hazardous waste collection and community outreach. The As concerns surrounding waste generation and disposal grew, government officials government gave extra points to the top three performing residents. Rural residents in China strengthened SWM regulations.5 In 2000, the Ministry of Housing and Urban- exchanged points for daily supplies in local supermarkets once a month.13 Rural Development launched a source separation pilot program in Nanjing and seven other provinces.6 This model was a departure for Nanjing, which historically lacked a well-established MSW disposal system or relied exclusively on landfills.7 These waste-sorting programs, however, saw limited success and primarily used aware- REFERENCE CASE STUDY ness campaigns to promote behavior change. Residents were also disinclined to 8 Chinese Innovation in SWM participate because there was no infrastructure to treat the separate waste. In recent years, myriad Chinese municipalities have established innovative China’s commitment to curb organic waste increased steadily throughout the early SWM programs. In 2013, the port city of Ningbo implemented a source sep- 2000s and 2010s. These included bans on extravagant banquets and the Clean Your 9 aration and recycling program across six districts. The program used finan- Plate social media campaign.10 In parallel, the government increased its attention and cial incentives where (a) neighborhoods that performed source separation financing of treatment facilities for organic waste. This interest primed subsequent were awarded grants for community activities and (b) residents deposited organic waste source separation schemes, including a new pilot program in Nanjing. presorted dry waste in vending machine-type units for cash. Decisions and actions Additionally, the government leveraged accountability mechanisms by using QR-equipped bags for organic waste disposal. An extensive outreach In 2013, the Nanjing government introduced a pilot organic waste-sorting program. campaign sustained citizen participation throughout the program. In total, The pilot project involved 23,000 households across 23 Nanjing communities. Due 905,000 households (approximately 39 percent) participated in source to historically low source separation rates, Nanjing devised an incentive scheme separation, increasing the source separation rate to 17.5 percent annually called the Green Account Scheme which used a new electronic smart card system to (March 2020).14 reward residents with points for correctly separating their organic waste.11 — 180 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in China A Compendium of Cases The design recognized top-performing apartments in red text. This public recognition acted as a nonmaterial reward. Collection companies encouraged participation through leaflets Several levels of government supported the Green Account Scheme. Nanjing’s gov- and a hotline was set up to provide information on waste-sorting techniques. The ernment district or subdistrict office monitored its implementation and provided government also fined residents who violated the program’s terms.17 funding. Local community committees mitigated issues with the Green Account Scheme’s introduction and answered resident’s questions. Community committees To facilitate accountability, the municipality developed a credit-based evaluation sys- recorded and shared waste collection information with the local governing authority tem. The municipality graded companies on their performance (collecting, transport- through the SWM Information System. ing, and disposing of waste). The government included credits in the business portfolio of companies, which were useful to compare SWM services during bidding activities. A private company collected food waste daily at an assigned collection site between 6:30 and 9:30 a.m. Residents collected and brought organic waste in plastic bags to the designated collection site. Company staff recorded the weight of each res- What behavioral tools are present in this initiative? ident’s organic waste and manually emptied residents’ organic waste bags into designated green bins. The staff visually inspected drop-offs for nonorganic waste FINANCIAL MECHANISMS items. Residents discarded the bags in which they collected their organic waste into a designated bin provided by the company. The company transported the waste to a Material rewards: Research suggests that—in certain circumstances— government-authorized kitchen waste treatment facility.15 incentive schemes can promote positive MSW behaviors.18 In Nanjing, residents received points for separating their food waste. Residents could exchange points for groceries, household items, or services. Residents The Green Account Scheme utilized an electronic SWM Information System to record especially valued eggs as a reward. The incentive scheme offset the opportunity costs of organic waste segregation through smart cards.16 Each household was eligible for engaging in waste separation (that is, time and energy and distance to collection point). one smart card and received points for correctly segregating their waste. Residents exchanged points (accrued at a rate of 1 per day to a maximum of 30 points per month) SOCIAL AND MOTIVATIONAL MECHANISMS for goods and services monthly. Different items (for example, eggs and knife sharpen- Social comparison: The literature suggests that the relative standing of ing) cost different point amounts. Reportedly, residents especially valued eggs; this individuals among their peers can influence MSW practices.19 In Nanjing, a item motivated some nonparticipants to enroll in the Green Account Scheme. poster near the collection bins showed the quantity of food waste sorted the previous month. It also denoted points awarded to households, intended to The company’s daily presence helped residents establish a waste-sorting habit. Daily foster positive social norms and compare each household’s relative standing. organic waste collections also allowed residents to socialize with each other and with the collection company’s staff. Groups of residents regularly planned social Social Norms: Research suggests that individuals’ beliefs about how oth- gatherings, such as line dancing, near organic waste drop-offs. ers behave influence their waste management behaviors,20 particularly when the behavior is highly visible.21 In Nanjing, residents indicated that their neighbors’ behavior facilitated their waste segregation behavior. Community committees publicized monthly participation rates—including points Additionally, residents could see how many of their neighbors separated their waste awarded per household and weight of organic waste collected—on posters. They through posters. — 181 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in China A Compendium of Cases Results Complementary actions to consider In Nanjing, incentives acted as a catalyst for residents to form positive waste man- agement habits. As of 2015, 6,000 long-term participants segregated their food » The collection schedule was a barrier to participation in the present waste for at least 20 days a month. The program facilitated social interactions, both case.29 Small hassles like this may also impede participation in waste among residents and between residents and the collection company. These inter- diversion programs elsewhere. Practitioners may consider performing actions acted as reinforcement to sustain waste practices. Positive social norms diagnostics to first understand residents’ core barriers to organic waste were particularly influential to facilitate community participation. Indeed, when incen- segregation before introducing programming to increase the ease of tives were temporarily suspended in 2016, waste-sorting rates remained high due to participation. habits and social norms.22 Habits appeared to be strongest when the program was established for over a year.23 Convenience mediated participation: apartment build- ings further from designated collection areas contained fewer participating house- holds. Distance primarily deterred new over existing participants.24 Want to know more? Nanjing Government: Solid Waste Management More generally, since 2018 China has made ambitious policy commitments toward a circular economy including better resource utilization, resource efficiency, and carbon neutrality. In November 2020, Nanjing mandated household source segre- gation. Through this initiative, the government evaluated and publicized information on urban districts’ SWM efforts monthly. Communities received ratings (A, B, or C in order of decreasing performance).25 The government fined residents (CNY 200 or approximately USD 30) for failing to segregate their waste.26 This system largely replaced the Green Account Scheme in urban areas. In 2021, 11 communities (269 residential compounds) received ’A’ ratings, 64 communities (4,090 compounds) received ’B’ ratings, and 25 communities (1,125 compounds) received ’C’ ratings.27 As of 2022, Nanjing collected and treated 1,923 tons of organic waste daily.28 CHOOSE ANOTHER — 182 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in China A Compendium of Cases Endnotes 13 Xinhua News Agency. (2022, May 17). 高淳固城：垃圾分类好处多 “绿色账户”促分类 [Gaoc- hun District: Green Account Scheme to catalyze waste segregation]. Sina News. Retrieved from https://k.sina.com.cn/article_5675440730_152485a5a02001env6.html?pid=ikjia.cn 1 Tai, J., Zhang, W., Che, Y., & Feng, D. (2011). Municipal solid waste source-separated col - lection in China: A comparative analysis. Waste Manage, 31(8), 1673–1682. doi: 10.1016/j. 14 Mathur, K. (2019). Implementation Completion Report (ICR) review: CN-Ningbo munic- wasman.2011.03.014 ipal solid waste recycling. Report number: ICRR0022457. IEG, World Bank. Retrieved from https://documents1.worldbank.org/curated/en/878751622737441606/pdf/Chi - 2 National Bureau of Statistics of China. (2010). Sixth National Population Census. People’s na-CN-Ningbo-Municipal-Solid-Waste-Recyclin.pdf Republic of China. Ionkova, K. (2020). Implementation Completion and Results Report IBRD 82500: Ningbo Munic- Population in 2021: 9.3 million. Source: National Bureau of Statistics of China. (2021). Com- ipal Solid Waste Minimization and Recycling Project (P123323). World Bank, Washington, DC. muniqué of the Seventh National Population Census (No. 3). People’s Republic of China. Retrieved from https://documents1.worldbank.org/curated/en/545241608684659091/ 3 Qi, D., Apolzan, J. W., Li, R., & Roe, B. E. (2020). Unpacking the decline in food waste mea - pdf/China-Ningbo-Municipal-Solid-Waste-Minimization-and-Recycling-Project.pdf sured in Chinese households from 1991 to 2009. Resources, Conservation and Recycling, Neighbour, D. (2020). Insight out: Closing the loop on wastewater in China. China Environ- 160, 104893. ment Forum, Wilson Center. https://www.wilsoncenter.org/sites/default/files/media/ 4 Leung, H. (2015). No doggy bag please: Chinese attitudes on food waste. Royal Roads Uni - uploads/documents/Insight%20Out_dec%202019_spread.pdf versity (Canada). 15 Li, C. J., Huang, Y. Y., & Harder, M. K. (2017). Incentives for food waste diversion: Exploration 5 Suocheng, D., Tong, K. W., & Yuping, W. (2001). Municipal solid waste management in China: of a long term successful Chinese city residential scheme. Journal of Cleaner Production, Using commercial management to solve a growing problem. Utilities policy, 10 (1), 7–11. 156, 491–499. doi: 10.1016/j.jclepro.2017.03.198 6 Tai, J., Zhang, W., Che, Y., & Feng, D. (2011). Municipal solid waste source-separated col - 16 Nanjing Municipal People‘s Government. (2013). Measures of the Nanjing MSWM Classi- lection in China: A comparative analysis. Waste Manage, 31(8), 1673–1682. doi: 10.1016/j. fication Administration. No.292 [2020] of Order of Nanjing Municipal People’s Government. wasman.2011.03.014 Retrieved from https://baike.baidu.com/item/%E5%8D%97%E4%BA%AC%E5%B8%82%E7 %94%9F%E6%B4%BB%E5%9E%83%E5%9C%BE%E5%88%86%E7%B1%BB%E7%AE%A1%E 7 Ma, J., Luo, Z., Chen, F., Zhu, Q., Zhang, S., & Liu, G. J. (2018). A practical approach to reduce 7%90%86%E5%8A%9E%E6%B3%95/2330025 greenhouse gas emissions from open dumps through infrastructure restructuring: A case study in Nanjing City, China. Sustainability, 10 (8), 2804. 17 Ibid; Li, C. J., Huang, Y. Y., & Harder, M. K. (2017). Incentives for food waste diversion: Explo - ration of a long term successful Chinese city residential scheme. Journal of Cleaner Produc- 8 Zhang, H., Wen, Z., & Chen, Y. (2016). Environment and economic feasibility of municipal tion, 156, 491–499. doi: 10.1016/j.jclepro.2017.03.198. solid waste central sorting strategy: A case study in Beijing. Frontiers of Environmental Sci- ence & Engineering, 10, 1–11. 18 Abila, B., & Kantola, J. (2019). The perceived role of financial incentives in promoting waste recycling—Empirical evidence from Finland. Recycling, 4 (1), 4. doi: 10.3390/recy - Dai, Y. C., Gordon, M. P. R., Ye, J. Y., Xu, D. Y., Lin, Z. Y., Robinson, N. K. L., Woodard, R., & cling4010004 Harder, M. K. (2015). Why doorstepping can increase household waste recycling. Resources, Conservation and Recycling, 102, 9–19. doi: 10.1016/j.resconrec.2015.06.004 19 Schultz, P. W. (1999). Changing behavior with normative feedback interventions: A field experiment on curbside recycling. Basic Appl. Soc. Psychol., 21, 25–36. doi: 10.1207/ 9 Gu, W. (2014, January 16). Beijing’s corruption crackdown is a boon for bargain-hunting s15324834basp2101_3 Chinese. Wall Street Journal. 20 Schultz, P. W. (2002). Knowledge, information, and household recycling: Examining the 10 Wang, L., Yang, Y., & Wang, G. (2022). The Clean Your Plate Campaign: Resisting table food knowledge-deficit model of behaviour change. In T. Dietz, P. C. Stern (Eds.), New tools for waste in an unstable world. Sustainability, 14 (8), 4699. environmental protection: Education, information, and voluntary measures. National Acad- 11 Li, C. J., Huang, Y. Y., & Harder, M. K. (2017). Incentives for food waste diversion: Exploration emy Press, Washington, DC. of a long term successful Chinese city residential scheme. Journal of Cleaner Production, 21 Barr, S., Ford, N. J., & Gilg, A. (2003). Attitudes towards recycling household waste in Exeter, 156, 491–499. doi: 10.1016/j.jclepro.2017.03.198 Devon: Quantitative and qualitative approaches. Local Environ., 8(4), 407–421. 12 Cao, J., Zhao, J., Cao, Q., Wu, Y., Luo, J., Qian, T. & Bo, C. (2019). Comparison of Two Disposal 22 Li, C. J., Huang, Y. Y., & Harder, M. K. (2017). Incentives for food waste diversion: Exploration Modes of Municipal Solid Waste Based on Life Cycle Assessment. Environmental Protec- of a long term successful Chinese city residential scheme Journal of Cleaner Production, tion Science, (6) , 92–100. doi: 10.16803/j.cnki.issn.1004-6216.2019.06.016 156, 491–499. doi: 10.1016/j.jclepro.2017.03.198 — 183 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in China A Compendium of Cases 23 Li, C., Wang, Y., Li, Y., Huang, Y., & Harder, M. K. (2021). The incentives may not be the incen - Nanjing Urban Management Bureau. (2021). 生活垃圾强制分类全面实施一周年 [First 27 tive: A field experiment in recycling of residential food waste. Resources, Conservation and anniversary mandatory waste separation in Nanjing]. Nanjing Municipal People’s Gov- Recycling, 168, 105316. ernment. Retrieved from http://cgj.nanjing.gov.cn/zhuantizhuanlan/ljfl_20190625/ xgzx_20190625/202111/t20211102_3176863.html 24 Li, C., Zhang, Y., Nouvellet, P., Okoro, J. O., Xiao, W., & Harder, M. K. (2020). Distance is a barrier to recycling–or is it? Surprises from a clean test. Waste Management, 108, 183–188. 28 Nanjing Urban Management Bureau. (2022). 全面分类两周年，全市日均收处厨余垃圾 1923吨增长翻一番 [Daily kitchen waste treatment reaches 1,923 tons two years after 25 Nanjing Urban Management Bureau. (2022). Household waste segregation perfor- mandatory waste separation]. Nanjing Municipal People’s Government. Retrieved from mance ranking in Nanjing. Nanjing Municipal People’s Government. Retrieved from http://cgj.nanjing.gov.cn/zhuantizhuanlan/ljfl_20190625/xcsp_20190625/202212/ http://cgj.nanjing.gov.cn/zhuantizhuanlan/ljfl_20190625/xgzx _20190625/202212/ t20221212_3782276.html t20221212_3782428.html Nanjing Urban Management Bureau. (2020). 南京市生活垃圾管理条例 [Nanjing MSWM 26 29 Li, C., Wang, Y., Li, Y., Huang, Y., & Harder, M. K. (2021). The incentives may not be the incen - tive: A field experiment in recycling of residential food waste. Resources, Conservation and Regulations]. Nanjing Municipal People’s Government. Retrieved from http://cgj.nanjing. Recycling, 168, 105316. gov.cn/zhuantizhuanlan/ljfl_20190625/flfg_20190625/202009/t20200911_2403683.html — 184 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to be more sustainable with their waste disposal in India Objective: Increase source segregation of organic and other waste Context and description of challenges The city of Kumbakonam (2011 population: 140,000)2 is known as the Temple City of South India. It welcomes myriad local and non-local visitors to its temples every day. Case summary It is also the host city for historically significant religious events. The city’s thriving event scene and throngs of visitors prompted the establishment of food distribu- The city of Kumbakonam, Tamil Nadu, implemented Project Sarvam to tion services. However, this caused organic waste to surge. Alongside increasing decentralize the SWM system and help shift residents’ waste attitudes and volumes of organic waste, the city also grappled with the disposal of single-use prod- behaviors. The project used social, financial, and design-based interventions ucts distributed to visitors at temples (for example, plastics and straws).3 Visitors to encourage source segregation, composting, and proper waste disposal. increased the volumes of plastic waste, as a culture of plastic use and disposal was Complementarily, the city expanded its capacity for end-of-life waste treat- also prevalent among residents.4 ment by developing a resource recovery facility and refuse-derived fuel (RDF) plant. Project activities successfully increased source segregation rates to Kumbakonam generated approximately 0.5 kg of MSW per capita per day, compris- 70 percent. ing up to 65 percent organic content and 22 percent nonrecyclable waste (2015).5 Despite the high organic content, a small-scale study reported that 96 percent (N = 288) of respondents did not practice home composting. Most residents were also Challenge statement unaware of proper SWM practices.6 India’s small towns had underdeveloped municipal services due to financial and In the absence of an effective SWM system, Kumbakonam struggled to prevent the technical constraints.1 Kumbakonam is an active religious center and many visitors improper disposal of waste in several parts of the city. Uncontrolled open dumps aggravated the existing difficulties in SWM. These conditions increased organic and were commonplace, which posed public health and environmental issues. The city plastic waste generation and littering. attempted to promote proper waste handling by placing waste bins (167 in total) across the city, but the bins were inconveniently located and improperly used.7 — 185 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in India A Compendium of Cases In response to burgeoning MSW rates, the city unsuccessfully attempted to improve FIGURE MSWM. For example, the city removed public waste bins for their door-to-door waste 16 MCC, Kumbakonam collection system, but open dumping increased.8 Dovetailing these unsuccessful attempts to promote better MSWM and inspired by the success of a neighboring municipality, Kumbakonam re-envisioned its MSWM strategy. Decisions and actions In 2015, Kumbakonam legally mandated waste source segregation. The city devel- oped ‘Project Sarvam’ to promote compliance with the law.9 Project Sarvam was a multidimensional initiative designed to increase awareness of the importance of waste sorting and regulate littering. Project Sarvam decentralized SWM treatment in Source: Kumbakonam Municipal City Municipal Corporation website. a stepwise process. The city first initiated a community outreach program. Outreach used citizen volunteers, private firms, and local philanthropists to promote good The design waste practices. Project Sarvam relied on numerous stakeholders—including NGOs, self-help groups Following the outreach program, the city created composting facilities to divert waste (SHGs),13 resident associations, and students. These groups acted as behavior away from the local landfill that was reaching capacity. The municipality took a two- change messengers and encouraged source separation among residents. The city pronged approach to composting. The city assisted residents in establishing home oversaw stakeholders, monitored their progress, and transferred funds from the composting setups. Kumbakonam also established a network of municipal-run com- national mission on cleanliness (Swachh Bharat Mission) to respective beneficiaries. post sites (called Micro-Composting Centers [MCCs])10 in highly trafficked areas (for example, markets and bus stops).11 These centers made composting more conve- In line with the municipality’s source segregation policy, citizens segregated their nient for residents. waste into green (organic waste) and red (recyclable/residual waste) bins. The gov- ernment instructed waste collectors to collect only segregated waste. Messengers In 2019, following the state’s ban on plastic bags, Kumbakonam developed a bylaw (volunteers and officials) conducted community outreach to encourage source seg- that restricted SUPs (for example, cups and plates). Penalties accompanied the regation. Outreach tactics used prosocial motivation and emphasized the impor- bylaw. Producers who violated the law had their licenses revoked.12 Alongside these tance of the city’s cleanliness and business environment.14 initiatives, the government set up a resource recovery facility with refuse-derived fuel (RDF) functionality. The facility sorted and sold recyclable waste. It processed resid- The municipality drew on several tactics to deter open dumping, which consisted ual waste into RDF for cement plant feedstock. largely of education and incentives. For instance, volunteers provided educational programming in schools and at temple sites. The municipality also ran awareness campaigns and leveraged social media platforms (for example, WhatsApp) to — 186 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in India A Compendium of Cases reinforce proper waste management practices. A network of 80 SHGs disseminated Results information from awareness programs.15 Local philanthropists partnered with the municipality; they gave households a gold coin for following waste management The source segregation rate reached 80 percent during the project’s initial stage. rules. Kumbakonam also issued littering fines (INR 10–1,000 or USD 0.13–13) As of 2021, it was 65–70 percent. The program provided socioeconomic support to although the government eventually removed them after public opposition. To deter 6,000 women associated with 80 SHGs. Ten thousand women and children learned open dumping at vulnerable points, volunteers drew on the floors of such sites (kol- better waste management practices under the program.20 The Ministry of Housing ams: floor drawings). Kolams appealed to residents’ cultural and religious values. The and Urban Affairs (MoHUA) awarded Kumbakonam the ‘Swachhata Excellence city also deployed municipal workers to such areas. Further, Kumbakonam planted Award’ (excellence award for cleanliness) in 2019 for engaging women-led SHGs fruit and vegetable plants between houses to deter open dumping.16 to further the goals of the Clean India Mission. 21 The city also received INR 500,000 (approximately USD 7,000) in funds.22 The program saw limited success in convincing residents to practice composting. What behavioral tools are present in this initiative? Residents were disinclined to compost at homes since its setup attracted insects and caused odors. Despite the shortcomings of home composting setups, residents SOCIAL AND MOTIVATIONAL MECHANISMS embraced MCCs. Frame messaging to personal values, identities, or interests: The pre- sentation of information can influence pro-environmental behaviors.17 In Kumbakonam, volunteers used drawings that leveraged cultural and reli- Complementary actions to consider gious values to deter waste dumping. » Educational programs to reduce littering are often limited if convenient- FINANCIAL MECHANISMS ly located disposal options are unavailable.23 Practitioners undertaking Material rewards: In certain contexts, monetary incentives can promote the similar interventions could pair educational and outreach programming uptake of positive MSW behaviors.18 The present case study applied this tool with easily accessible and attractive waste bins. in a traditional way. Households in Kumbakonam received a gold coin annu- » Research suggests that messaging targeting items that should not go in ally for correctly segregating their waste to reward proper MSW behavior. recycling bins is comparatively more effective than informing residents which items are permissible.24 Governments may be inclined to align SYSTEM DESIGN MECHANISMS their communications tactics with this guidance. Simplifying behaviors and decisions: Making an undesirable behavior more difficult or effortful can deter individuals from engaging in it.19 In Want to know more? Kumbakonam, the government planted fruit and vegetable plants in alley- Kumbakonam City Municipal Corporation ways between housing complexes that would otherwise serve as disposal Press Release: Ministry of Housing and Urban Affairs, sites. These plants made it more difficult for residents to engage in improper waste Government of India disposal behaviors. CHOOSE ANOTHER — 187 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in India A Compendium of Cases Endnotes 13 Group of 8–20 women associated through a community-based saving model. SHGs com- monly develop microenterprises to financially support the members in a sustainable man - ner. 1 Harriss-White, B. (2019). Waste, social order, and physical disorder in small-town India. The Journal of Development Studies, 1–20. doi:10.1080/00220388.2019.157738 14 Biswas, A., Parida, S., Chaudhary, K., Singh, R., Tewari, S., & Singh, S. (2021). Waste-Wise Cities: Best practices in municipal solid waste management. Centre for Science and Environ- 2 Census (2011), Primary Census Abstracts, Registrar General of India, Ministry of Home ment and NITI Aayog, New Delhi. Affairs, Government of India; Population in 2021: approximately 0.14 million. Source: Biswas, A., Parida, S., Chaudhary, K., Singh, R., Tewari, S., & Singh, S. (2021). Waste-Wise Cities: Best 15 Karthik, D. (2019, February 17). Swachhata Excellence Award 2019: Kumbakonam bags practices in municipal solid waste management. Centre for Science and Environment and third prize. The Times of India. Retrieved from https://timesofindia.indiatimes.com/city/ NITI Aayog, New Delhi. chennai/swachhata-excellence-award-2019-kumbakonam-bags-third-prize/article- show/68036286.cms 3 Ibid. 16 Biswas, A., Parida, S., Chaudhary, K., Singh, R., Tewari, S., & Singh, S. (2021). Waste-Wise 4 Indhira, K., Senthil, J., Vadivel, S., Appl, A., & Res, S. (2015). Awareness and attitudes of peo - Cities: Best practices in municipal solid waste management. Centre for Science and Environ- ple perception towards to household solid waste disposal: Kumbakonam Town, Tamilnadu, ment and NITI Aayog, New Delhi. India. Arch. Appl. Sci. Res, 7, 6–12. 17 White, K., MacDonnell, R., & Dahl, D. W. (2011). It’s the mind-set that matters: The role of 5 Centre for Science and Environment. (2020). Clean it right: Dumpsite management in India. construal level and message framing in influencing consumer efficacy and conservation School of Circular Economy, Anil Agarwal Environment Training Institute (AAETI), CSE. behaviors. J. Market. Res., 48(3), 472–485. doi:10.1509/jmkr.48.3.472 Retrieved from http://www.indiaenvironmentportal.org.in/content/472142/clean-it-right- dumpsite-management-in-india/ 18 Abila, B., & Kantola, J. (2019). The Perceived role of financial incentives in promoting waste recycling—Empirical evidence from Finland. Recycling, 4(1), 4. doi: 10.3390/recy - 6 Indhira, S. K., & Senthil, J. (2015). Solid waste management perception attitudes and health cling4010004 status in Kumbakonam using geo spatial analysis. Bharathidasan University. Retrieved from http://hdl.handle.net/10603/291911 19 Mazar, A., Tomaino, G., Carmon, Z., & Wood, W. (2020). Sustaining sustainability: Lessons from the psychology of habits. PsyArXiv Prepr. 7 Senthil, J., Vadivel, S., & Murugesan, J. (2012). Optimum location of dust bins using geo-spa - tial technology: a case study of Kumbakonam town, Tamil Nadu, India. Advances in Applied 20 Biswas, A., Parida, S., Chaudhary, K., Singh, R., Tewari, S., & Singh, S. (2021). Waste-Wise Science Research, 3(5), 2997–3003. Cities: Best practices in municipal solid waste management. Centre for Science and Environ- ment and NITI Aayog, New Delhi. 8 Biswas, A., Parida, S., Chaudhary, K., Singh, R., Tewari, S., & Singh, S. (2021). Waste-Wise Cities: Best practices in municipal solid waste management. Centre for Science and Environ- 21 Karthik, D. (2019). Swachhata Excellence Award 2019: Kumbakonam bags third prize. The ment and NITI Aayog, New Delhi. Times of India. Retrieved from https://timesofindia.indiatimes.com/city/chennai/swachha - ta-excellence-award-2019-kumbakonam-bags-third-prize/articleshow/68036286.cms 9 Ibid. 22 Ministry of Housing and Urban Affairs. (2018). Deendayal Antyodaya Yojana National Urban 10 MCCs are composting sites developed in service areas, promoted by Tamil Nadu State Livelihoods Mission: Swachhata Excellence Awards 2018–19: Guidelines. Retrieved from Government, to establish a decentralized composting network in the state. (https://tnpcb. http://www.sudaup.org/hlink/14_09_2018_2.pdf gov.in/pdf_2019/AnnualRptSolidwaste1920.pdf 23 Almosa, Y., Parkinson, J., & Rundle-Thiele, S. (2017). Littering reduction: A systematic review 11 Ibid. of research 1995–2015. Social Marketing Quarterly, 23(3), 203–222. 12 Down to Earth. (2022). Kumbakonam’s plastic waste used as fuel in cement factories: The 24 Downes, J., Borg, K., Tull, F. & Kaufman, S. (2021). Reducing contamination of household cleanest cities of India #6. Retrieved from https://www.youtube.com/watch?v=XKYO - recycling: Online survey experiments to improve kerbside recycling knowledge. Prepared for b7U7FgM the BWA Waste and CE collaboration, BehaviourWorks Australia, Monash University. — 188 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to be more sustainable with their waste disposal in Thailand Main objective: Increase source segregation of organic and other waste Other objectives: Increase reusing and recycling Case summary The province of Chiang Rai introduced the Chiang Rai Zero Waste initiative to improve community-based waste management. The government encour- aged households to install a home composter (sa-wian) and use the humus in their home gardens. The government created a province-wide competition, leveraged social norms, and used symbolic rewards to encourage uptake. As the initiative expanded, it promoted household segregation of recyclables and worked more closely with villages to provide an enabling environment for better waste practices. The initiative’s community-led approach led to a 96.7 percent household participation rate in home composting and recycla- ble source segregation. The source segregation scheme is currently active in 142 municipalities across the province. © Chiang Rai Zero Waste Facebook — 189 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Thailand A Compendium of Cases Challenge statement households to construct ‘sa-wians’ which were easy-to-use home composting units made of bamboo or other ubiquitous materials such as old roof tiles or nets.8 This Municipalities in northern Thailand could not afford to provide complete waste col- setup alleviated the need for frequent waste collection services. lection and disposal services. Without formal mechanisms to promote source segre- gation, few households voluntarily engaged in the practice. The design Context and description of challenges Sa-wians offered households a hassle-free way to dispose of their organic waste. Residents could continuously add organic waste to sa-wians, which required no Chiang Rai (2018 population: 1,292,130)1 is the northernmost province in Thailand. ongoing maintenance. The lack of maintenance required by these units mitigated In 2014, the rural province generated approximately 0.93 kg of MSW per capita per the barrier to entry for household composting. Additionally, residents had experience day,2 the majority of which was organic (66 percent). Waste collection was costly with sa-wians, which had been used in northern Thailand to store rice paddies. The and few municipalities were able to provide waste collection services. In turn, 83 per- units were of low cost (THB 200 or USD 6.2) and lasted two to three years. cent of provincial districts resorted to open dumping and burning for MSW disposal.3 Previous attempts at upscaling SWM infrastructure in Chiang Rai were unsuccessful The government initiated the first phase of the project with a competition. The Chiang as it could not accommodate the region’s high volumes of waste.4 Additionally, the Rai Provincial Administrative Organization issued an official letter of invitation to the Chiang Rai Provincial Administrative Organization and municipalities faced strong mayors of all 143 municipalities. Mayors promoted the competition to villages within public opposition to new landfilling sites.5 In theory, source segregation was a way their municipality. The contest was also publicized directly to village heads using to improve the sustainability of MSWM. However, in practice, there was no mecha- social media, through which they received manuals and photos of sa-wians. Village nism to facilitate changes in residents’ SWM behaviors. Additionally, despite the high heads registered their village’s interest in participating. Village heads eagerly partici- fraction of organic waste, it had no market value and provided households with no pated in light of the possibility of receiving recognition from the Governor of Chiang financial benefit.6 Rai. As a quorum of village heads started to enter the competition, this created a social norm, and others similarly joined in.9 In the 2010s, several subdistricts in Chiang Rai introduced bottom-up communi- ty-based waste diversion initiatives.7 These initiatives provided the foundation for Residents were required to build their sa-wians using locally sourced materials. broader participatory approaches to SWM across the province. Village heads shared pictures of sa-wians on social media. Sharing photos - along- side the visibility of sa-wians across villages - created a positive social norm. Over Decisions and actions three months, households across 105 villages in Chiang Rai participated in the com- petition. The head of each participating village received a certificate and a pin. The In 2015, the Chiang Rai Provincial Administrative Organization launched the Chiang top 83 villages were short-listed to commemorate the Queen’s 83rd birthday. The Rai Zero Waste (CRZW) initiative to increase waste diversion rates. The initiative household that made the best sa-wian in each village received a 71-inch poster. The drew on community-based waste management schemes in the province. It centered poster contained a picture of their sa-wian, information about the CRZW movement, around organic waste source segregation given its ubiquity. The initiative encouraged and sa-wian instructions. In addition to being a nonmaterial reward, the visibility of these posters helped co-opt village interest in sa-wians. Teams from 15 villages were — 190 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Thailand A Compendium of Cases awarded trophies and invited to a single-day workshop to build an innovative sa-wian. What behavioral tools are present in this initiative? Authorities selected the competition’s winner from this workshop based on aesthet- ics, creativity, and durability. The top 15 villages’ sa-wians displayed their creations in SOCIAL AND MOTIVATIONAL MECHANISMS prominent locations across Chiang Rai.10 Social comparison: The literature suggests that the relative standing of individuals among their peers can influence MSW practices.13 The CRZW Under the second phase, the CRZW introduced a formalized version of the initiative initiative socialized home composting through sa-wian making competi- across 18 rural villages (at least one per district) in Chiang Rai.11 The government cre- tions. Villages submitted pictures of sa-wians in their communities, which ated a Memorandum of Understanding with these villages. The government turned officials from the Chiang Rai Provincial Administrative Organization assessed. these villages into ‘learning centers’ for their respective districts. Village households composted their organic waste using sa-wians, cultivated edible gardens, and sorted Nonmaterial rewards: Some studies show that symbolic incentives facil- their recyclable waste. Residents subsequently sold recyclables or saved them for itate changes in waste management behavior.14 Symbolic rewards like community projects. For instance, villages used the recyclables to create handicrafts social recognition are also comparatively less likely to crowd out intrinsic or to start a waste bank. The Chiang Rai Provincial Administrative Organization finan- motivation than monetary rewards.15 Under the sa-wian making competi- cially supported villages (that is, through a one-time installment of THB 20,000 or tion, heads of participating villages received certificates from the Governor of Chiang Rai. The 15 villages that constructed the best sa-wians were also invited to display their USD 560). Residents of the villages conducted training in other villages on home sa-wians at provincial landmarks (for example, temples), which provided a form of public composting. Local authorities complemented the above activities with training and recognition. awareness workshops. They also provided channels to market and sell household recyclables. Messengers: Studies on social influence show that we are more likely to internalize the claims or opinions of those perceived as credible and A five-person team (consisting of government actors and researchers from three comply with those of perceived legitimate authority.16 In Chiang Rai, village universities in Chiang Rai) conducted evaluations. This team evaluated village heads were key in promoting the sa-wian making competition during the activities against the scope of activities under the Memorandum of Understanding. first phase of the CRZW initiative. These individuals disseminated information on the Evaluations assessed villages’ progress on source segregation, composting, and competition and co-opted participation from their villages (through, for example, radio announcements).17 These village heads were also influential in facilitating activities MSW disposal. Evaluation activities included interviews with key community lead- through the second phase of the CRZW initiative. ers and household surveys (25 per village, randomly selected). Structured interviews provided information on each village’s demographics and community norms related to waste management. The surveys assessed household demographics, community participation in waste management, and how as well as the extent to which house- Results holds segregated organic waste and recyclables. 12 The program successfully promoted household source segregation and composting. Following the CRZW initiative, 96.7 percent of households independently managed their organic waste. Participating villages embraced sa-wians. The majority of these households (91.6 percent) disposed of their organic waste using sa-wians, relative — 191 — Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Thailand A Compendium of Cases to 22 percent pre-intervention. Through the initiative, households in the 18 participat- ing villages constructed 4,880 sa-wians (approximately 1.83 per household). Once Complementary actions to consider households installed sa-wians, almost half (44.9 percent) also practiced liquid com- posting, the product of which they used as garden fertilizer. This system eased the » Experimental methods can help practitioners generate causal conclu- financial burden on the province’s SWM system. The cost of constructing the 4,880 sions. Those looking to engage in similar initiatives could deploy inter- sa-wians (THB 0.98 million or approximately USD 26,000) was significantly cheaper ventions in select villages while keeping others as controls. Such learn- than the long-term cost of waste collection (estimated at THB 2.26 or USD 0.06 per ings could provide meaningful information on what works and for whom kg), leading to a return on investment within three months.18 across villages in which the initiative is implemented. The community’s receptivity to home composting led to their willingness to segre- gate recyclables under the CRZW’s second phase. The evaluations indicated that 96.7 percent of households in the 18 participating villages segregated at least one Want to know more? type of recyclable. While the program focused on organic and recyclable waste seg- Chiang Rai Zero Waste regation, the initiative led to spillover effects whereby households also started seg- regating their hazardous waste. Based on the success of the CRZW pilot, the CRZW expanded to 253 villages in 2017.19 In 2018, the Chiang Rai Provincial Administrative Organization introduced mini-composters suitable for urban residents with limited storage. As of 2022, 142 municipalities segregated their waste at source (inclusive of organic, recyclable, and hazardous waste).20 The CRZW initiative provides evidence that targeted waste management initiatives can be instrumental in gaining community participation and lending support for broader and more holistic downstream projects. CHOOSE ANOTHER — 192 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to be more sustainable with their waste disposal in Thailand A Compendium of Cases Endnotes 9 Based on information received from Panate Manomaivibool, professor, Mae Fah Luang Uni- versity (November 24, 2022). 1 รายงานสถิ ติ จำ�นวนประชากรและบ้ านประจำ�ปี พ.ส .2561 [Statistics, population and house statistics 10 Ibid. for the year 2018]. Registration Office Department of the Interior, Ministry of the Interior. 11 Manomaivibool, P., Srivichai, M., Unroj, P., & Dokmaingam, P. (2018). Chiang Rai Zero Waste: Retrieved from https://stat.bora.dopa.go.th/new_stat/webPage/statByYear.php Participatory action research to promote source separation in rural areas. Resources, Con- Population in 2021: 1,298,425; Source: National Statistical Officer. (2021). Number of popu- servation and Recycling, 136, 142–152. doi:10.1016/j.resconrec.2018.04. lation from registration by age, sex and province 2021. National Statistical Officer, Thailand. 12 Ibid. 2 Phatthayaporn Unroj. (2021). แนวปฏิ บั ติ ที่ ดี ในการจั ดการขยะแบบมี ส่ วนร่วมของเทศบาลตำ �บลเวี ยงเทิ ง อำ�เภอ 13 Downes, J., Borg, K., Tull, F. & Kaufman, S. (2021). Reducing contamination of household เทิ ง จั งหวั ดเชี ยงราย - พลิ กวิ กฤต เป็ นโอกาส [Good practices for participatory waste management of recycling: Online survey experiments to improve kerbside recycling knowledge. Prepared for Wiang Thoeng Sub-District Municipality, Thoeng District, Chiang Rai Province - Turning cri - the BWA Waste and CE collaboration, BehaviourWorks Australia, Monash University. sis into opportunity]. Environmental Journal, 25(1). Retrieved from http://www.ej.eric.chula. ac.th/content/6137/302 14 Schultz, P. W. (1999). Changing behavior with normative feedback interventions: A field experiment on curbside recycling. Basic Appl. Soc. Psychol., 21, 25–36. doi: 10.1207/ 3 Ibid. s15324834basp2101_3 4 Manomaivibool, P., Srivichai, M., Unroj, P., & Dokmaingam, P. (2018). Chiang Rai Zero Waste: 15 Department for Food and Rural Affairs. (2017). Single-use plastic carrier bags charge: Data Participatory action research to promote source separation in rural areas. Resources, Con- in England for 2016 to 2017. Government of the United Kingdom. servation and Recycling, 136, 142–152. doi:10.1016/j.resconrec.2018.04.002 16 Ryan R. M., & Deci E. L. (2000). Intrinsic and extrinsic motivations: Classic definitions and 5 Based on information received from Panate Manomaivibool, professor, Mae Fah Luang Uni- new directions. Contemporary Educational Psychology, 25(2000), 54–67. versity (November 24, 2022). 17 Milgram, S., & Gudehus, C. (1978). Obedience to authority. Ziff-Davis Publishing Company. 6 Boonrod, K., Towprayoon, S., Bonnet, S., & Tripetchkul, S. (2015). Enhancing organic waste separation at the source behavior: A case study of the application of motivation mecha- 18 Manomaivibool, P., & Dokmaingam, P. (2017). Final report: The review of solid waste man- nisms in communities in Thailand. Resources, Conservation and Recycling, 95, 77–90. agement cost and the life cycle assessment of solid waste management systems: Principles and customization for local governments in Thailand. Thailand Research Fund, Bangkok (in 7 Manomaivibool, P., Srivichai, M., Unroj, P., & Dokmaingam, P. (2018). Chiang Rai Zero Waste: Thai). Participatory action research to promote source separation in rural areas. Resources, Con- servation and Recycling, 136, 142–152. doi:10.1016/j.resconrec.2018.04 Manomaivibool, P., Srivichai, M., Unroj, P., & Dokmaingam, P. (2018). Chiang Rai Zero Waste: Participatory action research to promote source separation in rural areas. Resources, Con- 8 Manomaivibool, P. (n.d.) Evaluation Report 1-2-0 Public Participation Model for Waste servation and Recycling, 136, 142–152. doi:10.1016/j.resconrec.2018.04 Management. Ngao Tambon Municipality. Retrieved from https://publicadministration. un.org/unpsa/Portals/0/UNPSA_Submitted_Docs/2019/9AF8B5B7-B91D-4F87-BC89- 19 Ibid. FCC03F1C9354/Evaluation%20Report%20Ngao.pdf?ver=2018-11-29-202402-020 20 Based on information received from Panate Manomaivibool, professor, Mae Fah Luang Uni- Pariatamby, A., Hamid, F. S., & Bhatti, M. S. (2020). Sustainable waste management chal- versity (November 24, 2022). lenges in developing countries. IGI Global. ISBN 9781799802006. — 193 — 2.3 Getting people to generate less waste RETURN TO CASE © Janine Lamontagne | istock.com — 194 — SELECTION 2.3.1  Change consumption and production behaviors UK Ireland Philippines Rwanda RETURN TO CASE — 195 — SELECTION Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to generate less waste and be more sustainable with their waste in Ireland Objective: Change consumption and production behaviors Case summary The Irish government introduced a plastic bag levy (EUR 0.15 per bag) in 2002. Retailers imposed the charge at points of sale to decrease plastic bag usage and littering. A strong outreach campaign and high levels of public backing supported its introduction. The public embraced the scheme, leading to approximately 90 percent decline in SUP bags and a significant decrease in littering. The government recently introduced new regulations to tax other single-use products. Challenge statement Retailers in Ireland distributed approximately 1.2 billion plastic bags annually in the 1990s.1 This created significant environmental issues, particularly littering. A leading survey ranked Ireland the second worst European country for coastal plastic waste litter. Regulations failed to curb plastic littering, which became a public nuisance. Shopping cart with reusable bags. © melissabrock1, istock.com — 196 — Behavior Change in Solid Waste Management: Getting people to generate less waste and be more sustainable with their waste in Ireland A Compendium of Cases Context and description of challenges either unwilling to pay for a plastic bag or inclined to pay a small amount.9 The gov- ernment intentionally set the bag levy high to discourage consumption. The regula- Ireland (2002 population: approximately 3.9 million)2 experienced rapid economic tions established the rate at which the government could increase the levy annually growth in the 1990s that afforded it the nickname ‘Celtic Tiger’. Waste production and set a minimum rate of 70 cents for a reusable bag. This avoided the need to set rose significantly in the late 1990s, which posed environmental challenges. In line a physical definition for a reusable bag, which proved difficult to define at the time of with changing consumption patterns, residents increasingly used SUPs. the levy’s design. In response, the government issued a series of regulations. These included the Litter The levy—which came into effect in March 2002—complemented the country’s Pollution Act of 1997, which restricted garbage disposal in public spaces.3 Local existing littering ban. The government instated the levy over six months at EUR 1.2 authorities—responsible for enforcing the act—were required to increase awareness million (approximately USD 1,116,000). During this time, the government purchased about the negative consequences of litter. Despite regulations, SUP bags were often reusable bags and modified retailer computer systems to accommodate the change discarded indiscriminately and constituted 5 percent of total national litter. Ireland’s 4 and track revenues. In the lead-up to the levy’s launch, the government also initiated high winds frequently scattered littered bags, which accumulated along roadsides an outreach campaign (EUR 358,000 or USD 332). Ongoing administrative costs and coastlines. Consequently, plastic litter became increasingly salient to residents 5 amounted to EUR 350,000 (approximately USD451,500) annually.10 and visitors, the latter of which threatened the tourism industry.6 The government diverted collected revenues—together with revenues from Ireland’s As environmental issues mounted, the Irish government used awareness campaigns landfill levy—into a national Environment Fund. The fund supported environmental to galvanize environmental action. Their effectiveness was limited. In the late 1990s projects, including Ireland’s National Litter Pollution Monitoring Survey and the ‘Green and early 2000s, surveys revealed widespread public concern about the environment Schools’ primary and secondary education program, and provided core funding for and waste but limited pro-environmental behaviors. As residents struggled to act 7 Irish environmental NGOs. Following the introduction of the tax, gradual increases on their environmental intentions, the government turned to fiscal measures to deter deterred plastic consumption levels from rebounding. In 2007, the government plastic consumption. increased the tax to its current rate of EUR 0.22 to deal with rising SUP bag usage (Figure 18).11 Decisions and actions The design In 2001, the Irish government introduced the Waste Management (Environmental Levy) (Plastic Bag) Regulations to curb plastic consumption. Consultations with the Public participation was key to the plastic bag levy’s success. Before its introduction, major stakeholders—industries, government, and retailers—followed the regulation’s the Irish government used an outreach campaign (including television and billboard launch. Under this legislation, plastic bags were subject to a levy of EUR 0.15 (approx- ads) to outline the value of the bag levy. It also explained how revenues would sup- imately USD 0.13) per bag. The regulation excluded bags used to separate foods port environmental projects using the Environment Fund. The fund was a key com- for hygienic purposes (dimensions smaller than 255 x 345 mm).8 The government ponent for public acceptability, as it was important that residents did not perceive the used data from a national consultation to set the levy which indicated residents were scheme as a tax-raising mechanism. — 197 — Behavior Change in Solid Waste Management: Getting people to generate less waste and be more sustainable with their waste in Ireland A Compendium of Cases Retailers implemented the law by charging customers for SUP bags at checkout Results areas. The government integrated the tax on plastic bags into retailers’ value added tax (VAT) collection systems to mitigate administrative burdens.12 Alongside their Stakeholders and the public embraced the plastic bag levy. It decreased SUP bag use plastic counterparts, citizens could purchase reusable bags at points of sale.13 This by approximately 90 percent from the baseline in less than a decade.20 Plastic bag made it easier for consumers to opt for alternatives to SUP bags and avoid the levy. usage had a slight rebound after the levy’s introduction. However, the government’s levy increase in 2007 prevented additional spikes and led to further declines in plas- Ireland’s Revenue Commission managed the levy’s enforcement on behalf of the tic bag consumption (Figure 17). Through 2014, per capita consumption decreased Department of Communications, Climate Action, and Environment.14 The govern- from 328 to 14 plastic bags annually.21 As plastic consumption lessened, plastic lit- ment required retailers to maintain a log of all bags sold. Authorities monitored ter decreased alongside coastlines, from a peak of 17 bags to two bags per 500 m retailer activities to ensure that they did not provide bags free of charge. Local offi- (2012).22 Nationwide, plastic bags decreased from 5 to 0.21 percent of litter as of cers frequently visited retailers to curb unfair practices. This system ensured that 2014.23 Over seven years, Ireland accrued revenues for the Environment Fund of up retailers were accountable and complied with the levy’s rules.15 to EUR 117 million (approximately USD 152.4 million).24 The plastic bag levy also led to spillover effects for other consumption behaviors. A nationwide survey sug- Authorities collected funds from the sale of bags every three months. Retailers that gested that over the past two years (2020–2021), 22 percent of residents attempted failed to transfer revenue to the authority paid a late fee.16 Revenues funded environ- to cut down on their use of other SUPs.25 Due to the scheme’s success, the level of mental activities, including waste recycling systems and beach litter cleanups.17 FIGURE 17 Levies collected through the scheme (2003–2019) What behavioral tools are present in this initiative? 140,000,000 30,000,000 Number of single use plastic bags consumed Total levy revenues collected (EUR per year) 120,000,000 FINANCIAL MECHANISMS 25,000,000 Appealing to loss aversion: Research suggests that fees can be more 100,000,000 20,000,000 effective than similarly sized rewards in deterring disposable bag use.18 (per year) 80,000,000 The Irish government levied a small fee (EUR 0.15) to discourage the con- 15,000,000 sumption of SUPs. 60,000,000 SYSTEM DESIGN MECHANISMS 10,000,000 40,000,000 Simplifying behaviors and decisions: Introducing or removing small barri- Number of bags 20,000,000 5,000,000 ers can affect individuals’ likelihood of engaging in certain behaviors.19 In Plastic Bag Levy Income (EUR) the present case study, the levy imposed on SUP bags disrupted consum- 0 – ers’ automatic tendency to rely on them. Additionally, residents could pur- 2000 2005 2010 2015 2020 chase reusable bags at points of sale. By placing reusable bags at convenient locations, Source: Department of Environment, Climate and Communications, Ireland. retailers decreased barriers to their uptake. — 198 — Behavior Change in Solid Waste Management: Getting people to generate less waste and be more sustainable with their waste in Ireland A Compendium of Cases enforcement needed by the Revenue Commission has significantly reduced. Some major retailers no longer provide SUP bags. Complementary actions to consider Following Ireland’s experience, Wales, Northern Ireland, Scotland, and England all » Governments looking to implement similar levies may consider comple- implemented similar plastic bag taxes in the 2010s.26 Ireland recently introduced menting them with other behavioral strategies. For instance, research new Circular Economy Regulations in 2022. The regulations allowed the Minister of suggests that messages which leverage social and personal norms can Environment to introduce new environmental levies.27 The plastic bag levy’s success decrease plastic bag usage.29 Such strategies could help shift citizens’ provided the basis for this new framework. The first new levy comes into effect in extrinsic (monetary) motivations to more intrinsic motivations, as the 2023 and will apply to single-use coffee cups.28 latter can be more robust to change. Want to know more? Government of Ireland – Plastic Bags CHOOSE ANOTHER — 199 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to generate less waste and be more sustainable with their waste in Ireland A Compendium of Cases Endnotes 13 Convery, F., McDonnell, S., & Ferreira, S. (2007). The most popular tax in Europe? Lessons from the Irish plastic bags levy. Environ Resource Econ., 38, 1–11. doi:10.1007/s10640-006- 9059-2  1 Frisman, P. (2008). Effect of plastic bag taxes and bans on garbage bag sales. OLR Research Report. 2008-R-0685. 14 Luxembourg Publication Office for the European Union. (2021). Ensuring that polluters pay: Ireland. European Commission. doi: 10.2779/65452. 2 Central Statistics Office. (2002). Census 2002: Preliminary report. Stationery Office, Govern - ment of Ireland. ISBN 0-7557-1251-X. Retrieved from https://www.cso.ie/en/media/csoie/ 15 What is the plastic bag levy? Tipperary County Council. Retrieved from https://www.tipper- census/documents/2002preliminary.pdf arycoco.ie/waste-services-faqs/what-plastic-bag-levy%3F Population in 2021: approximately 5 million. Source: Central Statistics Office. (2021). Press 16 Kelleher, M. (2008). Bags for life. Solid Waste and Recycling Magazine. Retrieved from statement population and migration estimates April 2021. Government of Ireland. Retrieved https://www.wasterecyclingmag.ca/feature/bags-for-life/ from https://www.cso.ie/en/csolatestnews/pressreleases/2021pressreleases/pressstate- 17 Climate and Communications. (2020). Environment Fund Account 2020. Department of the mentpopulationandmigrationestimatesapril2021/ Environment, Government of Ireland. Retrieved from https://www.gov.ie/en/publication/ 3 Litter Pollution Act, 1997. The Ministry for the Environment and Local Government, Ireland. f6b84-environment-fund-accounts/ 4 The Litter Monitoring Body. (2003).  The National Litter Pollution Monitoring System – sys- 18 Homono, T. A. (2018). Can small incentives have large effects? The impact of taxes ver- tem  result. TES Consulting Engineers, Dublin.  Retrieved from  https://www.litter.ie/docs/ sus bonuses on disposable bag use. American Economic Journal: Economic Policy, 10 (4): DoEHLG%20System’s%20Results%20Report%20Final%202002.pdf  177210. 5 Convery, F., McDonnell, S., & Ferreira, S. (2007). The most popular tax in Europe? Lessons 19 Team, B. I. (2014). EAST: Four simple ways to apply behavioural insights. Behavioural Insight from the Irish plastic bags levy. Environ Resource Econ, 38, 1–11. doi:10.1007/s10640-006- Team, London.  9059-2  20 Ten Brink, P., Lutchman, I., Bassi, S., Speck, S., Sheavly, S., Register, K., & Woolaway, C. 6 Scottish  Executive.  (2005). Proposed plastic bag levy – Extended impact assessment (2009). Guidelines on the use of market-based instruments to address the problem of marine (Volume 2: Appendices). Appendix 1.  Environment Group Research Report 2005/06. litter. Institute for European Environmental Policy and Sheavly Consultants. 60. ISBN: 0-7559-2685-4. Retrieved from https://www.webarchive.org.uk/wayback/ 21 Department of the Environment, Climate and Communications—Plastic Bags. Government archive/20150220061427/http://www.gov.scot/Publications/2005/08/1993259/33019 of Ireland. Retrieved from https://www.gov.ie/en/publication/28528-plastic-bags/ 7 Drury Research on Behalf of the Department of the Environment and Local Govern- Organisation for Economic Co-operation and Development. (2022). The circular economy in ment. (2000). Attitudes and actions: A national survey on the environment. Drury, Dublin. Ireland. OECD Urban Studies, OECD Publishing, Paris. doi: 10.1787/7d25e0bb-en 8 S.I. No. 605/2001 - Waste Management (Environmental Levy) (Plastic Bag) Regulations, 22 Doyle, T. K., & O’Hagan, A. (2013).  The Irish ‘plastic bag levy’: A mechanism to reduce 2001. The Ministry for the Environment and Local Government, Ireland. marine litter? [Conference Presentation]. International Conference on Prevention and Man - 9 Drury Research on Behalf of the Department of the Environment and Local Govern- agement of Marine Litter in European Seas, Berlin. ment. (2000). Attitudes and actions: A national survey on the environment. Drury, Dublin. 23 Litter Monitoring Body. (2015). The National Litter Pollution Monitoring System. Department 10 Convery, F., McDonnell, S., & Ferreira, S. (2007). The most popular tax in Europe? Lessons of the Environment, Community and Local Government. Dublin.  from the Irish plastic bags levy. Environ Resource Econ, 38, 1–11. doi:10.1007/s10640-006- 24 Frisman, P. (2008). Effect of plastic bag taxes and bans on garbage bag sales. OLR Research 9059-2  Report. 2008-R-0685. 11 Anastasio, M., & Nix, J. (2016). Plastic bag levy in Ireland. Green Budget Europe. Institute for 25 Environmental Protection Agency. (2022). Plastics: Attitudes and behaviours in Ireland European Environmental Policy. 2019–2021. Circular Economy Programme. ISBN 978-1-80009-047-7. Retrieved from Plastic bag environmental levy—Irish Tax and Customs. Retrieved from https://www.reve- https://www.epa.ie/publications/circular-economy/resources/EPA_PlasticsReport2022_ nue.ie/en/companies-and-charities/plastic-bag-environmental-levy/index.aspx web.pdf 12 Watkins, E., ten Brink, P., Withana, S., Russi, D., Illes, A., Mutafoglu, K., Ettlinger, S., Anderson, 26 DEFRA. (2022). Single-use plastic carrier bags charge: Data for England 2021 to 2022. M.S., & Pedersen, A.B. (2017). Capacity building, programmatic development and commu- Government of UK. Retrieved from https://www.gov.uk/government/publications/carrier- nication in the field of environmental taxation and budgetary reform. Final Report. European bag-charge-summary-of-data-in-england/single-use-plastic-carrier-bags-charge-data- Commission. for-england-2021-to-2022#:~:text=From%2021%20May%202021%2C%20the,2021%20 to%206%20April%202022 — 200 — Behavior Change in Solid Waste Management: Getting people to generate less waste and be more sustainable with their waste in Ireland A Compendium of Cases Government Social Research. (2002). Research into the sale and use of bags in Wales. 28 Circular Economy. (2022). Consultation on draft regulations to introduce an environmental Welsh Government. Retrieved from https://www.gov.wales/research-sale-and-use-carrier- levy on single-use disposable cups. Department of Environment, Climate and Communica - bags-wales tions. Retrieved from https://www.gov.ie/en/consultation/7fb23-consultation-on-draft-reg- ulations-to-introduce-an-environmental-levy-on-single-use-disposable-cups/ Zero Waste Scotland—Reducing carrier bag use. Retrieved from https://www.zerowaste- scotland.org.uk/litter-flytipping/carrier-bags 29 de Groot, J., Abrahamse, W., & Jones, K. (2013). Persuasive normative messages: The influence of injunctive and personal norms on using free plastic bags. Sustainability, 5(5), Circular Economy and Miscellaneous Provisions Act, 2022. Retrieved from https://www. 27 1829–1844. doi:10.3390/su5051829 oireachtas.ie/en/bills/bill/2022/35/ — 201 — A man collecting plastic waste on a beach in Manila, Philippines. © aldarinho, istock.com Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to generate less waste in the Philippines Objective: Change consumption and production behaviors Case summary Local volunteers and NGOs in the Philippines conducted waste audits to understand which brands were disproportionately responsible for coastal plastic waste. They subsequently used a ‘name and demand accountability’ technique to publicize the identities of the companies responsible. In parallel, SUP alternative studies were carried out, identifying items that could easily be removed from circulation and replaced with reusable or biodegradable. The tactic was successful in accelerating companies’ actions to address plas- tic waste and single-use packaging through recycling and reuse initiatives. Complementarily, waste audits encouraged local municipalities to similarly take action on single-use packaging. These waste audits aided the process that led to the introduction of a national EPR law. — 202 — Behavior Change in Solid Waste Management: Getting people to generate less waste in the Philippines A Compendium of Cases Challenge statement small size complicated disposal and treatment, they became a common source of litter, amounting to 52 percent of total residual plastic waste.11 Consumer goods packaging were the most commonly littered items on Philippine lands, in rivers, and on beaches. Fast-moving consumer goods (FMCGs) brands Companies tried to find solutions for plastic waste pollution. Unilever Philippine responsible for the packaging did not take responsibility for the complete life cycle of created an incentivized community-based plastics collection program for sachets, their products or engage in large-scale product reuse schemes. plastic bags, and other single-use packaging.12 Local governments and civil society organizations also attempted to tackle packaging waste through multistakeholder Context and description of challenges meetings and awareness campaigns targeted at households, schools, and business- es.13 However, the ubiquity of plastic packaging, its convenience, and the lack of eco- The Philippines (2015 population: 100.98 million),1 situated in the Western Pacific nomic incentives made it difficult to shift to alternatives. In response to the above Ocean, has one of the longest coastlines in the world. Regulations, such as Republic situation, several organizations began conducting waste audits to bring attention to Act No. 9003: Ecological Solid Waste Management Act of 2000, laid the foundation the pervasiveness of single-use packaging. These efforts are the focus of the present for a comprehensive SWM system.2 However, their implementation was challenged case study. by insufficient capacity and infrastructure to effectively address solid waste from generation to recycling and disposal. Decisions and actions In 2016, the country generated an average of 0.4 kg of MSW per capita per day,3 As waste audits became increasingly popular globally, local NGOs and interna- with higher rates in urban areas (approximately 0.7 kg per capita per day). Of the 45 tional agencies extended their application to the Philippines. In 2017, Break Free total MSW, 10.6 percent was plastic waste,6 only 9 percent of which was recycled.7 from Plastic14 and local organizations15 conducted waste audits along Manila Mismanaged plastic waste subsequently leached into the environment. As of 2015, Bay’s Freedom Islands. Volunteers examined beach litter to identify waste type and the Philippines was the third largest contributor of mismanaged plastic waste brand.16 This allowed the organizations to identify which brands were disproportion- released to the oceans (1.7 million tons annually).8 ately responsible for plastic waste. Residents’ ingrained purchasing habits perpetuated plastic waste. They commonly A string of similar Waste Assessments and Brand Audits (WABAs) were performed bought piecemeal rations (termed ‘tingi’) from neighborhood variety ‘sari-sari’ stores.9 across the country in subsequent years. WABAs had twin goals: to call out brand Sari-sari store owners purchased a variety of products in bulk and then repackaged owners whose products were littered and to push national or local legislators to pass them in smaller portions for consumers who could not afford or had no need to laws to curb the production, distribution, and use of plastic packaging and items. buy larger quantities. Industries forayed into this market by introducing their prod- Additionally, WABAs were used to encourage residents to limit the usage of dispos- ucts in small plastic packages (‘sachets’), where they successfully penetrated even able plastics wherever possible. low-income markets. Consequently, sachet use became widespread throughout the Philippines.10 Coffee, shampoo, and condiments were commonly packaged in First, in 2019, the Global Alliance for Incinerator Alternatives (GAIA) released a report sachets. Citizens in urban areas used up to six sachets per capita per day. As their showcasing the results of WABAs done by the Mother Earth Foundation (MEF) in 21 ‘barangays’ (districts).17 Second, Interfacing Development Interventions for — 203 — Behavior Change in Solid Waste Management: Getting people to generate less waste in the Philippines A Compendium of Cases The design In all the WABAs conducted, volunteers collected plastic waste and recorded the brand name, packaging type, and product producer.24 Volunteers recorded the names and quantity of branded and unbranded packaging waste. Following the audits, the convening organizations released the brand names associated with plastic waste in the public domain. While audits held brands accountable for the waste generated, brands could also benchmark their performance against other companies included in the audit. Plastic waste surveys conducted in Bohol, Siargao, and Siquijor collected information on plastic leakage in rivers. Surveyors used quadrat sampling25 for shore- line and beach sites and bridge surveys26 or surface water sampling27 to enumerate plastic waste in rivers. The collected waste was sorted and weighed based on cate- gory and brand. This information guided SWM efforts, including proposals for SUP alternatives. All audit results were widely publicized. In addition to the above, local organizations partnered with seven municipalities across the Philippines to conduct household-level WABAs.28 Fifty households were selected from each barangay to systematically assess waste generation and conduct an audit of branded and unbranded packaging. Municipal authorities and barangay Sacks full of plastic bottles for recycling in Aklan Province, Philippines. © Michael Wels, istock.com leaders supported the audit. Participating households received information about the study and waste reduction and segregation. They also received two containers to Sustainability (IDIS), an environmental group based in Davao City, led WABAs in Davao store food and garden waste and four sacks to store each recyclable, residual, san- City, specifically in Panigan-Tamugan Watershed in Baguio District in September itary, and hazardous waste. Household waste consumption and disposal practices 202018 and wetlands of Gravahan, Matina, and Bucana in February 2021.19 The group can become habitual. These audits made residents aware of the extent of their waste used waste audit results to push for a city ban on SUPs and prompted the city mayor generation patterns. Households received insights on the characteristics of waste, to declare the law’s passage as urgent.20 Third, in 2021, a study was conducted in especially SUP waste. Data collected from these audits informed national household mangrove areas of 14 municipalities around Cebu Island.21 Aside from categoriz- waste generation patterns and in parallel increased household awareness on waste ing the waste in accordance with the UNEP)/Intergovernmental Oceanographic generation.29 Commission (IOC) guidelines22 on litter typology, the brands of the plastic packages were also recorded and further classified into local and international labels. Lastly, in 2021, the World Bank funded a series of plastic waste surveys across three sites across each of the islands of Bohol, Siargao, and Siquijor.23 Sites included marine protected areas and areas frequented by tourists and residents. — 204 — Behavior Change in Solid Waste Management: in the Getting people to generate less waste and be more sustainable with their waste in Ireland Philippines A Compendium of Cases What behavioral tools are present in this initiative? were identified for their polluting practices launched recycling and waste retrieval programs.36 For example, in 2019 Coca-Cola Beverages Philippines (CCBPI) and SOCIAL AND MOTIVATIONAL MECHANISMS Indorama Ventures (IVL)—a Thailand-based producer of polyester products and poly- ester feedstocks—installed a PET recycling facility.37 Unilever also ran a pilot refilling Creating accountability: Research suggests that making actions more concept for its top haircare brands, entitled ‘All Things Hair Refillery’.38 Similarly, in observable can create pressure for actors to behave in a way that is more 2020, Nestlé Philippines introduced a ‘plastic neutrality’ initiative where the company socially desirable.30 In the Philippines, local activists denoted and publi- recovers the same amount of plastic generated from its packaging through waste cized the brands which were disproportionately responsible for plastic pol- lution along Filipino beaches. In doing so, brands were forced to speed up their efforts in management.39 As of August 2021, the company recovered 24,494 tons of plastic confronting the waste caused by their production of SUP packaging. waste.40 The company also initiated public school IEC campaigns in partnership with the Department of Education and National Solid Waste Management Commission.41 SYSTEM DESIGN MECHANISMS In 2021, Nestlé reported that they had collaborated with refill and reuse projects across 12 countries, and 49 percent of their packaging was either recyclable or reus- Salience: Research suggests that individuals tend to focus on items that able.42 Other brands also introduced reusable or refillable alternatives.43 grab their attention.31 Waste audits made the practice of waste generation and plastic disposal more obvious. Households’ waste audits allowed res- Following WABAs, some barangays started working with local organizations to intro- idents to pay more attention to their waste generation rates as well as the quantity of SUPs they were consuming. Similarly, at the end of the household waste duce reusable bags as SUP alternatives. As co-benefits, local entities similarly initi- audits, municipal leaders could see the cumulative impact of ingrained waste generation ated efforts to curb plastic pollution. In Tawi-Tawi, for example, fruit and vegetable patterns. vendors switched to reusable woven baskets made from coconut leaves to transport and display their produce.44 Likewise, a supermarket in Legazpi, Albay began to use banana leaves and abaca ties as wrappers for agricultural products.45 These wrap- pers both minimized the consumption of SUPs and extended products’ shelf life. In Results Metro Manila and surrounding areas, small-scale manufacturers introduced refilling stations. For example, in July 2019, Nutriasia introduced a pilot project, entitled ‘Bring WABAs are a unique way to increase community and corporate attention on litter. Your Own Bote (Bottle)’, in which consumers could bring their clean and dry bottles During the first drive in 2017, Break Free from Plastic volunteers collected 54,260 to buy sauces and cooking oils.46 The company also installed ultraviolet sanitizers for pieces of waste, of which 36 percent was manufactured by four multinational customers to sanitize their bottles. brands.32 Similarly, in 2020, approximately 50 percent of recorded plastics was from three brands.33 Plastic waste surveys conducted in 2021 on the islands of Bohol, These initiatives helped steer local government policy action. Public pressure from Siargao, and Siquijor reported that 70 percent of the plastic waste identified was brand audits prompted the Davao City council to pass an ordinance against SUPs in produced by global brands.34 March 2021.47 WABAs also aided the process that led to the introduction of the EPR law in 2022.48 The EPR law aims to address plastic packaging and other product Waste audits prompted companies to actively participate in multistakeholder waste.49 Companies are required to recover or offset a certain percentage of their conversations and address SUPs.35 Following the audits, 12 out of 15 brands that plastic product footprint generated during each preceding year, starting with a 20 — 205 — Behavior Change in Solid Waste Management: Getting people to generate less waste in the Philippines A Compendium of Cases percent target for 2023 that increases in the successive years.50 The impact of this Want to know more? law is yet to be seen. Break Free from Plastic Brand audits are currently used in many countries (for example, in Indonesia and India51) to identify the most often littered waste items and brands and inform and support reform efforts by local and national governments. Complementary actions to consider » The convenience of SUP and the lack of suitable alternatives may com- plicate behavior change initiatives. Governing authorities could use surveys or interviews to understand the main drivers of residents’ SUP consumption and barriers to using reusable alternatives (for example, its lack of availability, relatively higher costs, prevailing norms or atti- tudes). These data could inform plans to phase out SUPs. » WABAs are most impactful when used as an intermediary tool to vali- date or challenge companies’ actions and set off discussions on policies and legislation. Parties that wish to conduct WABAs are encouraged to prioritize partnerships with brands to foster stakeholder collaborations against plastic waste. » The successful introduction of EPR schemes requires significant stake- holder involvement and behavior change. Should practitioners consider an EPR scheme, studies could determine which waste generator groups and waste handling practices should be prioritized. These data could also inform the design of behavior change programs and their rollout. CHOOSE ANOTHER — 206 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to generate less waste in the Philippines A Compendium of Cases Endnotes 12 Unilever. (2020). Unilever and Linis Ganda renew ties for sachet collection program. Unilever Philippines. Retrieved from https://www.unilever.com.ph/news/press-releases/2020/uni- lever-and-linis-ganda-renew-ties-for-sachet-collection-program/ 1 Philippines Statistics Authority. (2016). Highlights of the Philippine population 2015 cen- sus of population. Republic of the Philippines. Retrieved from https://psa.gov.ph/popu- 13 Bünemann, A., & Brinkmann, J. (2019). Legal framework study of extended producer respon- lation-and-housing/title/Highlights%20of%20the%20Philippine%20Population%20%20 sibility. Cyclos GmbH. Retrieved from https://d1kjvfsq8j7onh.cloudfront.net/downloads/ 2015%20Census%20of%20Population framework_study_epr_cyclos___final.pdf Population in 2020: 109 million. Source: Philippines Statistics Authority. (2021). National 14 Break Free from Plastic (https://www.breakfreefromplastic.org/) Quickstat December 2021. Republic of the Philippines. 15 The partner organizations were: Greenpeace Philippines (https://www.greenpeace.org/ 2 Ecological Solid Waste Management Act No. 9003 of 2000. Republic of Philippines. Retrieved philippines/) , Mother Earth Foundation (http://www.motherearthphil.org/ ), GAIA (https:// from https://www.officialgazette.gov.ph/2001/01/26/republic-act-no-9003-s-2001/ www.no-burn.org/asia-pacific/), EcoWaste Coalition (https://www.ecowastecoalition. org/ ), Healthcare without Harm (https://noharm-asia.org/content/asia/philippines) 3 Kaza, S., Yao, L., Bhada-Tata, P., & Woerden, F.V. (2018). What a Waste 2.0: A global snapshot of solid waste management to 2050. Urban Development Series. World Bank, Washington, 16 Break Free from Plastic. (2018). BRANDED: In search of the world’s top plastic polluters. Vol DC. doi:10.1596/978-1-4648 -1329-0 1. Break Free From Plastic. Retrieved from https://www.breakfreefromplastic.org/wp-con- tent/uploads/2020/07/BRANDED-Report-2018_compressed.pdf 4 Atienza, V. (2011). Review of the waste management system in the Philippines: Initiatives to promote waste segregation and recycling through good governance. In M. Kojima and E. 17 Global Alliance for Incinerator Alternatives. (2019). Plastics exposed: How waste assess- Michida. (Eds.), Economic Integration and Recycling in Asia. Institute of Developing Econom- ments and brand audits are helping Philippine cities fight plastic pollution (Rep.). GAIA, Phil - ics. ippines. Retrieved from https://www.no-burn.org/wp-content/uploads/PlasticsExposed-3. pdf 5 In 2020, the country generated a total of 21.4 million kg of MSW, which translates to an aver- age of 0.4 kg of MSW per capita per day, with higher rates in Metro Manila (approximately 18 Interfacing Development Interventions for Sustainability. (2020). Environmental groups in 0.7 kg per capita per day. Source: Mayuga, J. (2021, January 10). The Garbage Conundrum. Davao join global brand audit 2020. IDIS, Philippines. Retrieved from https://idisphil.org/ The Business Mirror. Retrieved from https://www.denr.gov.ph/images/DENR_News_ wp-content/uploads/2020/10/Press-Release-on-Brand-Audit.pdf Alerts/DENR_News_Alerts_10_January_2021_Sunday.pdf 19 Interfacing Development Interventions for Sustainability. (2021). IDIS conducts plastic 6 Environmental Management Bureau. (2018). National Solid Waste Management Status Waste clean-up in Davao City wetlands. IDIS, Philippines. Retrieved from https://idisphil.org/ Report (2008–2018). Department of Environment and Natural Resources, Quezon City, Phil - wp-content/uploads/2019/02/Press-Release-on-Wetlands-Clean-up-and-Brand-Audit-1. ippines. docx 7 WWF Philippines. (2020). EPR scheme assessment for plastic packaging waste in the Philip- 20 Llemit, R. L. G. (2021). Mayor to certify single-use plastic ban ordinance as urgent. SunStar/ pines. WWF Philippines. Retrieved from https://wwf.org.ph/wp-content/uploads/2020/12/ Davao. Retrieved from https://www.sunstar.com.ph/article/1884585/davao/local-news/ WWF_REPORT_EPR_Philippines_2020.pdf davao-city-mayor-to-certify-single-use-plastic-ban-ordinance-as-urgent 8 Jambeck, J. R., Geyer, R., Wilcox, C., Siegler, T. R., Perryman, M., Andrady, A., Narayan, R., & 21 Paler, M. K. O., Tabañag, I. D. F., Siacor, F. D. C., Geraldino, P. J. L., Walton, M. E. M., Dunn, Law, K. L. (2015). Plastic waste inputs from land into the Ocean. Science, 347(6223), 768– C.,Skov, M.W., Hiddink, J.G., & Taboada, E.B. . (2022). Elucidating the surface macroplastic 771. doi: 10.1126/science.1260352 load, types and distribution in mangrove areas around Cebu Island, Philippines and its pol - icy implications. Science of The Total Environment, 838, 156408. 9 Ang, R. P., & Sy-Changco, J. A. (2007). The phenomenon of sachet marketing: Lessons to be learned from the Philippines. In J. Mohr & R. Fisher. (Eds.), AMA Educators’ Proceedings: 22 Cheshire, A. C., & Adler, E. (2009). UNEP/IOC Guidelines on Survey and Monitoring of Marine Enhancing Knowledge Development in Marketing, 18, 5–15. Retrieved from https://www. Litter. UNEP Regional Seas Reports and Studies, No. 186 IOC Technical Series No. 83. academia.edu/download/30988447/ARC_AMA_SUMMER2007.pdf UNEP/IOC. ISBN 978-92-807-3027-2. 10 AMH Philippines, Inc. (2021). Plastic survey and product alternatives analysis in the Philip- 23 AMH Philippines, Inc. (2021). Plastic survey and product alternatives analysis in the Philip- pines islands of Bohol, Siargao, and Siquijor - Field survey report. pines islands of Bohol, Siargao, and Siquijor - Field survey report. 11 Liamson, C., Benosa, S., Alino, B., & Baconguis, B. (2020). Sachet economy: Big problems 24 Break Free from Plastic. (2022). Branded: Five years of holding corporate plastic polluters in small packets. GAIA. Retrieved from https://www.no-burn.org/wp-content/uploads/ responsible. Break Free from Plastic. Retrieved from https://brandaudit.breakfreefromplas- Sachet-Economy_final.pdf tic.org/wp-content/uploads/2022/11/BRANDED-brand-audit-report-2022.pdf — 207 — Behavior Change in Solid Waste Management: Getting people to generate less waste in the Philippines A Compendium of Cases AMH Philippines, Inc. (2021). Plastic survey and product alternatives analysis in the Philip- 39 Nestlé Philippines. (2021). Maintaining plastic neutrality: 18,000 metric tons and counting. pines islands of Bohol, Siargao, and Siquijor - Field survey report. Nestlé Philippines. Retrieved from https://www.nestle.com.ph/media/news/maintain- ing-plastic-neutrality# Quadrat sampling is a method where a 1 x 1 m2 (quadrat) is set up using PVC pipes and the 25 waste inside the quadrat is collected for characterization and quantification. 40 Nestlé Philippines. (2021). Year one of plastic neutrality: Recovering 27,000 tons of waste. Nestlé Philippines. Retrieved from https://www.nestle.com.ph/media/news/year-one-plas- 26 A bridge survey method is conducted by dividing a bridge into 15 m segments and counting tic-neutrality waste floating on the surface of the water from each segment for approximately 30 min - utes. The width of the bridge and number of segments are recorded, followed by character- 41 CNN Philippines. (2021). ‘Kasambuhay for the Environment’: Nestlé PH tackles climate ization of the identified waste. change, declares local commitments. CNN Philippines. Retrieved from https://www.cnn- philippines.com/lifestyle/2021/5/18/nestle-ph-tackles-climate-changes.html 27 Modified surface water sampling is conducted by collecting the waste floating on the sur- face of water within a defined area of 5 x 50 m stretching along the length of a pavement 42 Nestlé—What is Nestlé doing to tackle plastic packaging waste? Retrieved from https:// (built in a port area), followed by characterization of the waste. www.nestle.com/ask-nestle/environment/answers/tackling-packaging-waste-plastic-bot- tles 28 Global Alliance for Incinerator Alternatives. (2019). Plastics exposed: How waste assess- ments and brand audits are helping Philippine cities fight plastic pollution (Rep.). GAIA, Phil - Nestlé. (2021). Creating shared value and sustainability report 2021. Retrieved from https:// ippines. Retrieved from https://www.no-burn.org/wp-content/uploads/PlasticsExposed-3. www.nestle.com/sites/default/files/2022-03/creating-shared-value-sustainability-re- pdf port-2021-en.pdf 29 Ibid. 43 The Coca-Cola Company—The Coca-Cola Company announces industry leading target for reusable packaging. Retrieved from https://www.coca-colacompany.com/news/coca-co- 30 Ekström, M. (2012). Do watching eyes affect charitable giving? Evidence from a field exper- la-announces-industry-leading-target-for-reusable-packaging iment. Experimental Economics, 15(3), 530–546. Mohan, A. M. (2019). P&G designs 11 refillable, reusable products and packaging for loop 31 Kahneman, D., Slovic, S. P., Slovic, P., & Tversky, A. (Eds.). (1982). Judgment under uncer- shopping platform. Packaging World. Retrieved from https://www.packworld.com/news/ tainty: Heuristics and biases. Cambridge university press. 192. sustainability/article/13376908/pg-designs-11-refillable-reusable-products-and-packag - 32 Break Free from Plastic. (2018). Branded: In search of the world’s top plastic polluters (Vol - ing-for-loop-shopping-platform ume 1). Break Free from Plastic. Retrieved from https://www.breakfreefromplastic.org/ Cahiles-Magkilat, B. (2020). Nutriasia wins award for ‘Bring Your Own Bote’ campaign. wp-content/uploads/2020/07/BRANDED-Report-2018_compressed.pdf Manila Bulletin. Retrieved from https://mb.com.ph/2020/09/21/nutriasia-wins-award-for- 33 Break Free from Plastic. (2020). Branded: Demanding corporate accountability for plastic bring-your-own-bote-campaign/ pollution (Volume 3). Break Free from Plastic. Retrieved from https://brandaudit.break- 44 Philippine Coconut Authority. (n.d.) Tawi-Tawi vendors use coconut leaves basket as alterna- freefromplastic.org/brand-audit-2020/ tive to plastic. 34 AMH Philippines, Inc. (2021). Plastic survey and product alternatives analysis in the Philip- 45 Conde, M. (2019). Look: Albay supermarket uses banana leaves, abaca instead of plastic. pines islands of Bohol, Siargao, and Siquijor - Field survey report. Rappler. Retrieved from https://www.rappler.com/science/229215-albay-supermarket-us - 35 Based on information received from Czarina Constantino-Panopio - National Lead of No es-banana-leaves-abaca-instead-of-plastic/ Plastics in Nature Initiative, WWF Philippines (March 22, 2023). 46 Nutriasia. (2020). ‘Bring Your Own Bote’ and get refills for your pantry essentials. ABS-CBN. 36 Lopez, E. (2021). Are PH consumer goods companies doing enough to tackle plastic waste? Retrieved from https://news.abs-cbn.com/advertorial/life/11/09/20/bring-your-own-bote- Philippine Centre for Investigative Journalism. Retrieved from https://pcij.org/article/7332/ and-get-refills-for-your-pantry-essentials are-ph-consumer-goods-companies-doing-enough-to-tackle-plastic-waste 47 Brand Audit, Break Free from Plastic. https://brandaudit.breakfreefromplastic.org/about/ 37 Coca-Cola Philippines. (2022). Our world without waste progress. Retrieved from https:// Sangguniang Panlungsod ng Dabaw (City Government of Davao). (2021). 19th City Council www.coca-colacompany.com/content/dam/journey/us/en/reports/coca-cola-world-with - of Davao - 9th Regular Session (ZOOM Session) @ Tue March 2, 2021. Retrieved from https:// out-waste-report-2021.pdf www.facebook.com/100064682556901/videos/342777800368064/ 38 Unilever. (2019). The all things hair refillery station. Unilever Philippines. Retrieved from 48 Department of Environment and Natural Resources. (2022). Environmental management https://www.unilever.com.ph/news/press-releases/2019/the-all-things-hair-refillery-sta - bureau chief lauds enactment of law making firms responsible for plastic packaging. Republic tion/ of Philippines. Retrieved from https://www.denr.gov.ph/index.php/news-events/press-re- — 208 — Behavior Change in Solid Waste Management: Getting people to generate less waste in the Philippines A Compendium of Cases leases/4344-environmental-management-bureau-chief-lauds-enactment-of-law-mak- 50 Senate of the Philippines 18th Congress. (2022). Republic Act No. 11898 An Act Institution- ing-firms-responsible-for-plastic-packaging alizing the Extended Producer Responsibility on Plastic Packaging Waste, Amending for This purpose Republic Act No. 9003, Otherwise Known as the “Ecological Solid Waste Manage- Senate of the Philippines 19th Congress. (2022). Senate passes bill placing plastic wastes ment Act Of 2000”. Retrieved from http://legacy.senate.gov.ph/republic_acts/ra%2011898. under producers’ responsibility. Retrieved from https://legacy.senate.gov.ph/press_ pdf release/2022/0131_prib9.asp 51 Break Free from Plastic. (2018). Branded: In search of the world’s top plastic polluters (Vol- 49 Department of Environment and Natural Resources. (2022). Environmental management ume 1). Break Free from Plastic. Retrieved from https://www.breakfreefromplastic.org/ bureau chief lauds enactment of law making firms responsible for plastic packaging. Republic wp-content/uploads/2020/07/BRANDED-Report-2018_compressed.pdf of Philippines. Retrieved from https://www.denr.gov.ph/index.php/news-events/press-re- leases/4344-environmental-management-bureau-chief-lauds-enactment-of-law-mak- ing-firms-responsible-for-plastic-packaging — 209 — Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to generate less waste and be more sustainable with their waste in Rwanda Objective: Changing consumption and production behaviors Case summary In 2008, Rwanda implemented a ban on polyethylene bags (less than 100 microns thick).1 The ban applied to entire supply chains. The government issued fines to individuals or organizations caught manufacturing, selling, using, or disposing of prohibited SUP bags. Rwanda accompanied its rollout with extensive community outreach. This multipronged approach was effec- tive in redefining the country’s social norms. The ban successfully decreased SUP consumption as well as littering and water pollution. Challenge statement The low-cost of polyethylene bags incentivized their use in Rwanda, which facilitated a convenience culture.2 Opposition from stakeholders across the plastic supply chain undermined the country’s transition to more sustainable alternatives. Due to the ban on plastic in Rwanda, Kigali is one of the cleanest cities in Africa. © Wirestock Creators, shutterstock.com — 210 — Behavior Change in Solid Waste Management: Getting people to generate less waste and be more sustainable with their waste in Rwanda A Compendium of Cases Context and description of challenges gave factories two years to shift their manufacturing processes to plastic alterna- tives such as paper and bamboo.12 Rwanda (2008 population: 9,309,619)3 historically generated approximately 0.4–0.5 kg of MSW per capita per day.4 Ingrained consumption patterns revolved around plas- REFERENCE CASE STUDY tic use and disposal. Residents frequently littered their plastic waste, which clogged drains and blocked water channels.5 A growing population, high waste generation Global plastic bag regulations rates, and low waste collection rates (49 percent in 20026) exacerbated this situation. Policies to decrease SUP consumption have increased to deal with bur- geoning volumes of plastic waste. Uganda, Myanmar, Argentina, Malaysia, Before 2004, few interventions targeted the improper disposal of SUP. The country and Papua New Guinea (among others) have introduced plastic bag lev- relied primarily on community service (called Umuganda7) to clean up plastic lit- ies and bans to mitigate their use and environmental threat. For plastic ter.8 Further, the government did not have the capacity to develop infrastructure or bag levies, retailers explicitly charge consumers to use bags (fees range systems to process plastic waste. In light of these constraints, Rwanda developed from USD 0.015 in some Indonesian cities to USD 1.00 in parts of Texas). upstream SUP regulations. This initiative is the focus of the present case study. These policies have had a significant influence on SUP bag consumption. For instance, Danish residents (who pay approximately USD 0.39 per SUP Decisions and actions bag) use four SUP bags per capita annually, while US residents consume 350 SUP bags per capita annually (in the presence of subnational regula- The Rwandan government implemented an initial plastic ban in 2004. It received tions).13 Even small SUP bag levies can significantly influence consumer limited support from citizens and industries. In 2008, the government introduced a behavior. For instance, Chicago’s plastic bag levy (USD 0.07) reduced renewed ban on polyethylene bags. Having learned from experience, the renewed disposal bag use by approximately 28 percent and doubled reusable bag legislation included an improved enforcement strategy and a rigorous community use. This change persisted a year after implementation. Plastic bag levies outreach plan. appeal to citizens’ desires to avoid losses—in this case, a loss of money. They also disrupt consumers’ automatic tendency to receive SUP bags at In parallel, the authorities asked citizens to contribute to two goals: (a) establish retail stores.14 Rwanda as a ‘Clean and Inviting’ country and (b) make the capital city of Kigali 100 percent litter free.9 The plastic bag ban was the first step for Rwanda to become a pioneer in African environmental action. The government spent RWF 40 million (approximately USD 37,000) on inspections to ensure compliance with the plastic The design bag ban.10 The government introduced a legislative and institutional framework (Law In 2019, the country introduced a new law prohibiting the manufacturing, importa- No.57/2008) to penalize citizens or organizations found manufacturing, selling, or tion, use, and sale of all SUP items. This law was intended to control the unnecessary using prohibited polyethylene bags. Plastic bags used for medical purposes or for consumption and disposal of environmentally damaging SUPs.11 The government wrapping food in hotels were excluded from the ban.15 Citizens could request an exemption to use SUPs.16 — 211 — Behavior Change in Solid Waste Management: Getting people to generate less waste and be more sustainable with their waste in Rwanda A Compendium of Cases The government conducted regular countrywide inspections to monitor illicit use, goods packaged in plastic. Individuals who manufactured prohibited items received which ensured accountability. Violators paid the following fines:17 an administrative fine of FRW 10 million (approximately USD 9,300). Individuals who imported such items were similarly fined 10 times the value of the plastic items.19 ¢ Fines for manufacturing: USD 10,500 Anyone seeking exceptions had to apply for authorization in writing. The government ¢ Fines for wholesale and retail: USD 750 and 310, respectively only granted exceptions for Rwandan-made products if there were no plastic packag- ¢ Fines for disposing of plastic items in private or unauthorized public places: ap- ing alternatives and if the absence of plastic packaging affected the product’s quali- proximately USD 50. ty.20 The Ministry of Environment supported the establishment of three plants, which helped manufacturers transition to plastic alternatives.21 Repeat offenders paid twice the fine. The government also required offenders to remove the trash and repair damage caused at their own expense. Communications and outreach efforts accompanied the ban. The government used What behavioral tools are present in this initiative? television, radio, social media, and print-based platforms to increase public aware- ness of plastic’s negative environmental and public health impacts. For instance, SYSTEM DESIGN MECHANISMS the government launched a social media campaign and declared an annual National Timely messages: Finding convenient moments at which change is eas- Environment Week to promote sustainable livelihoods. The capital city, Kigali, also iest can help promote behavior change.22 In this initiative, airlines made organized monthly car-free days (now conducted fortnightly) and promoted the in-flight announcements before and during flights to Rwanda that stated: events as ‘Beat Plastic Pollution Walks’. “please refrain from bringing plastic bags to Rwanda.” Citizen-led initiatives supported the government’s revitalization efforts. For example, Salience: Research suggests that individuals are more likely to respond to citizens removed plastic bags from the street as part of their monthly Umuganda stimuli in their environment that attract attention.23 In this case, the govern- activities. They also organized meetings to discuss the harms of SUPs and ways to ment implemented various campaigns through the media, in-person activi- mitigate their use.18 Cleanup activities helped create a positive social norm around ties, and roadside billboards. The campaigns increased the salience of the proper waste disposal. issue by appealing to community goals and portrayed plastic as an unwanted object. The government implemented several measures to deter tourists from bringing plas- tic into Rwanda. Airlines made in-flight announcements and official tourism websites featured infographics to alert travelers of the country’s plastic policies. Additionally, the government implemented stringent checks at all entry points. Under the 2019 law, the government prohibited numerous items, including PET bot- tles, plastic straws, plates, and forks. The law excluded compostable plastic items or woven polypropylene. Additionally, the law imposed a levy on imported SUPs and — 212 — Behavior Change in Solid Waste Management: Getting people to generate less waste and be more sustainable with their waste in Rwanda A Compendium of Cases Results Complementary actions to consider Rwanda was one of the first countries to implement an SUP ban. The ban success- fully reduced plastic consumption and increased the use of alternatives. Following » Practitioners should be cautious about implementing bans, which may the ban, the import of polyethylene sacks, bags, and cones dropped from 1,092 tons not be appropriate or accepted in all countries or contexts. Governments in 2003 to 323 tons in 2016. Recent surveys suggest that plastic waste contributes considering similar approaches may alternatively implement and test 1.5 to 7 percent of total waste in Kigali.24 Comparatively, plastic waste comprises 8.6 other regulatory approaches first—which can be informed by behavioral percent of the waste mix in other Sub-Saharan African countries.25 As co-benefits, the science—to change the general culture of SUP usage. plastic bag ban reduced water pollution, plastic bag litter, and street cleaning costs. The ban also shifted public opinion on and perception of plastic products.26 Shifting perceptions galvanized community action. In 2015–2016, 91.3 percent of residents participated in Umuganda activities. These activities helped maintain neighborhood Want to know more? cleanliness.27 Rwanda Plastic Ban The ban is not without downfalls. While paper bags replaced plastic for food pack- aging, small business owners struggled with their comparatively higher costs and low durability.28 This led to illegal market for the import and use of SUP bags. Further, the government’s enforcement strategies, lack of a participatory process developing the ban,29 and hefty fines have been subject to criticism.30 However, Rwanda has set a positive example globally for curbing SUPs. Based on Rwanda’s experience, many African countries have implemented similar SUP initiatives. CHOOSE ANOTHER — 213 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to generate less waste and be more sustainable with their waste in Rwanda A Compendium of Cases Endnotes 15 Hakuzimana, J. (2021). Break free from plastics: Environmental perspectives and lessons from Rwanda. J Pollut Eff Cont, 9, 276. doi: 10.35248/2375-4397.20.9.276 16 Guidelines on Use of Plastic Bags. Republic of Rwanda. Retrieved from: https://rema.gov. 1 Defined by the law (Law No.57/2008) as, ’A synthetic industrial product with a low density rw/fileadmin/templates/Documents/rema_doc/Publications_Updated/Guidelines%20 composed of numerous chemical molecules (ethene)’. on%20use%20of%20plastic%20bags_English.pdf 2 Danielsson, M. (2017). The plastic bag ban in Rwanda: Local procedures and successful 17 Behuria, P. (2021). Ban the (plastic) bag? Explaining variation in the implementation of plastic outcomes - A case study on how Rwanda implemented a nation-wide ban on plastic bag. bag bans in Rwanda, Kenya and Uganda. Environment and Planning C: Politics and Space, Uppsala University. 39(18). doi:10.1177/2399654421994836 3 Ministry of Health, National Institute of Statistics of Rwanda, and International Classifica - 18 Danielsson, M. (2017). The plastic bag ban in Rwanda: Local procedures and successful tion of Functioning, Disability and Health Macro. (2009). Rwanda Interim Demographic and outcomes - A case study on how Rwanda implemented a nation-wide ban on plastic bags. Health Survey 2007–08. Calverton, Maryland, United States. Uppsala University. Population in 2021: 13,252,272. Source: National Institute of Statistics of Rwanda, Ministry 19 LAW N° 17/2019 of 10/08/2019 Relating to the Prohibition of Manufacturing, Importation, of Finance and Economic Planning. (2012). Fourth Rwanda Population and Housing Census. Use and Sale of Plastic Carry Bags and Single-Use Plastic Items. Retrieved from https:// Thematic Report: Population Projections. Republic of Rwanda. elaw.org/system/files/attachments/publicresource/Law_relating_to_the_prohibition_of_ 4 Kaza, S., Yao, L., Bhada-Tata, P., & Woerden, F. V. (2018). What a Waste 2.0: A global snapshot manufacturing__importation__use_and_sale_of_plastic_carry_bags.pdf of solid waste management to 2050. Urban Development Series. World Bank, Washington, 20 Xie, J., & Martin, J. (2022). Plastic waste management in Rwanda: An ex-post policy analysis. DC. doi:10.1596/978-1-4648 -1329-0  World Bank, Washington, DC. Kabera, T. (2020). Solid waste management in Rwanda: Status and challenges. In Sus- 21 Afadhali, J. P. (2022). Rwanda banks on single-use plastic ban to tackle plastic pollution. tainable waste management challenges in developing countries (287–305). IGI Global. doi: InfoNile. Retrieved from https://infonile.org/en/2022/02/rwanda-banks-on-single-use- 10.4018/978-1-7998-0198-6.ch012 plastic-ban-to-tackle-plastic-pollution/ 5 Rwanda Environment Management Authority. (2019). Guidelines on procedures and condi- 22 Homonoff, T., Kao, L. S., Palmer, D., & Seybolt, C. (2018). Skipping the bag: Assessing the tions for eligibility to grant exceptional permission to manufacture, use, import, or sell sin- impact of Chicago’s tax on disposable bags. NYU Wagner, University of Chicago-Energy and gle-use plastic items or pack goods in single-use plastics. Republic of Rwanda. Environment Lab. 6 United Nations Environment Programme. (2002). Africa environment outlook: Past, present 23 Chase, N., Dominick, G. M., Trepal, A., Bailey, L. S., & Friedman, D. B. (2009, December). “This and future perspectives. UNEP, Nairobi. ISBN 9280721011. is public health: Recycling counts!” Description of a pilot health communications campaign. 7 Under Umuganda, citizens are mandated to participate in 3–4 hours of community service International journal of environmental research and public health. Retrieved April 12, 2022, on the last Sunday of each month. It is an integral part of Rwandan culture. from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2800327/ 8 Danielsson, M. (2017). The plastic bag ban in Rwanda: Local procedures and successful 24 Xie, J., & Martin, J. (2022). Plastic waste management in Rwanda: An ex-post policy analysis. outcomes - A case study on how Rwanda implemented a nation-wide ban on plastic bags. World Bank, Washington, DC. Uppsala University. 25 Kaza, S., Yao, L., Bhada-Tata, P., and Woerden, F. V., (2018). What a Waste 2.0: A global snap- 9 Behuria, P. (2021). Ban the (plastic) bag? Explaining variation in the implementation of shot of solid waste management to 2050. Urban Development Series. World Bank, Washing - plastic bag bans in Rwanda, Kenya and Uganda’. Environment and Planning C: Politics and ton, DC. doi:10.1596/978-1-4648 -1329-0 Space, 39(8), 1791–1808. doi: 10.1177/2399654421994836 26 Froidbise, A. (2015). Behind the scenes of the plastic bag ban in Rwanda connections to Clavel, E. (2014). Think you can’t live without plastic bags? Consider this: Rwanda did it. The culture, power and sustainability. Lund University, Sweden. Guardian. 27 Rwanda Governance Board. (2017). Impact assessment of Umuganda 2007–2016. Kigali. 10 Xie, J., & Martin, J. (2022). Plastic waste management in Rwanda: An ex-post policy analysis. Retrieved from https://www.rgb.rw/fileadmin/user_upload/RGB/Publications/HOME_ World Bank, Washington, DC. GROWN_SOLUTIONS/Impact_Assessment_of_Umuganda_2007-2016.pdf 11 Law No. 17/2019 Relating to the Prohibition of Manufacturing, Importation, Use and Sale of 28 Pilgrim, S. (2016, February 25). Smugglers work on the dark side of Rwanda’s plastic bag Plastic Carry Bags and Single-Use Plastic Items. Republic of Rwanda. ban. Al Jazeera. Retrieved from http://america.aljazeera.com/articles/2016/2/25/rwanda- 12 Sabiiti, D. (2019). Rwanda finds alternative: What plastics do, paper and bamboo will do. KT plastic-bag-ban.html Press. Rwanda. 29 Danielsson, M. (2017). The plastic bag ban in Rwanda: Local procedures and successful 13 Matheson, M. T. (2019). Disposal is not free: Fiscal instruments to internalize the environ- outcomes - A case study on how Rwanda implemented a nation-wide ban on plastic bags. mental costs of solid waste. International Monetary Fund. Uppsala University. 14 Homonoff, T., Kao, L. S., Palmer, D., & Seybolt, C. (2018). Skipping the bag: Assessing the 30 Dsilva, E. (2019, December 24). Going surgical on plastics in Rwanda. Down to Earth. impact of Chicago’s tax on disposable bags. NYU Wagner, University of Chicago-Energy and Retrieved from https://www.downtoearth.org.in/news/waste/going-surgical-on-plastics- Environment Lab. in-rwanda-68446 — 214 — Woman pouring vegetable peelings into a composter in the North East of England.© SolStock, istock.com Behavior Change in Solid Waste Management: A Compendium of Cases Getting people to generate less waste in the United Kingdom Objective: Change consumption and production behaviors Case summary In 2007, the UK-based NGO Waste and Resources Action Programme (WRAP) launched the Love Food Hate Waste campaign. The campaign’s purpose was to prevent food from becoming waste at the household level. The campaign - spanning all four nations of the United Kingdom - partnered with retailers, government, businesses, and community groups to disseminate messaging. WRAP focused on both upstream and downstream determinants of avoidable food waste and collaborated with the food sector to decrease food waste across the supply chain. Jointly, it launched in-person initiatives and media campaigns to empower residents to adopt waste-reducing food habits. A decade after its launch, the campaign contributed to a 31 percent reduction in food waste. — 215 — Behavior Change in Solid Waste Management: Getting people to generate less waste in the United Kingdom A Compendium of Cases Challenge statement nonissue. The primary concerns of the residents who were bothered by food waste were related to the financial costs, a sense of wasting ‘good’ food, and a general At the time of intervention, households in the United Kingdom disposed of one-third sense of guilt. Residents were far less concerned about the environmental impact of of food purchased annually. Costs amounted to GBP 420 (approximately USD 505) food waste.9 By 2007, WRAP’s research indicated that households disposed of nearly per person per year.1 However, few residents tried to reduce their food waste. Many one-third (6.7 million tons) of food purchased (21.7 million tons), an estimated 0.7 kg did not see it as an important issue, while others lacked the necessary skills. 2 per household per day. Most (61 percent) of this waste was avoidable (that is, edible food that could have been eaten at some point).10 Despite the scale of the issue, Context and description of challenges consumers were largely unaware of their disposal habits, which had become second nature.11 WRAP’s work provided a strong evidence base for their future programming, In the 2000s, food waste became a prominent issue in the United Kingdom (2007 on which the current case study focuses. population: approximately 60,522,000).3 Most of the MSW at that time was landfilled (83 percent in 2000) and average municipal composting and recycling rates stood at Decisions and actions merely 9 percent.4 In response, national governments initiated targeted waste poli- cies5 along with food sector partnerships. A key milestone was the formation of the In 2007, WRAP launched the Love Food Hate Waste campaign to engage residents on first Courtauld Commitment in 2005.6 Under this voluntary agreement, the Waste the issue of food waste. The campaign covered all four nations in the United Kingdom and Resources Action Programme (WRAP) brought together key players, including 7 (England, Scotland, Wales, and Northern Ireland). The governments of these nations farmers, major retailers, brand owners, manufacturers, and suppliers. They entered funded the campaign, which intended to galvanize public action on waste by articu- into agreements that provided the framework for activities to tackle food waste lating its consequences, explaining the benefits of reducing food waste, and making across the supply chain. The UK governments and the food sector provided funding, it easier for residents to follow through.12 WRAP built the campaign on several years while WRAP was tasked with implementation.8 of research into consumers’ food-related knowledge, beliefs, and behaviors. This research helped pinpoint the campaign’s focus and messaging.13 Love Food Hate In 2006, WRAP undertook research to understand the key drivers of food waste. Waste formed a key component of the Courtauld Commitment which supports the It assessed consumers’ food-related attitudes and practices. The research found United Nations Sustainable Development Goal 12.3. The goal sets a 50 percent per that food waste was persistent across genders and social classes. Residents often capita reduction target for food waste by 2030 relative to the UK’s 2007 baseline. bought and made excess quantities of food, relied heavily on expiration dates, and Over the next decade, WRAP undertook numerous initiatives under the Love Food failed to consume existing food before making new purchases. Most residents were Hate Waste banner. The case study highlights a selection of these. uninterested in reducing food waste, saw it as inevitable, and perceived it to be a — 216 — Behavior Change in Solid Waste Management: Getting people to generate less waste in the United Kingdom A Compendium of Cases heavily on humor - peppered with guilt - to connect with consumers.17 WRAP pro- REFERENCE CASE STUDY vided ingredient-specific recipe tips, guidelines on fridge settings, and food portion Reducing food waste in Ohio calculators.18 The campaign paid particular attention to the cost-saving benefits of better food habits, as this was the foremost motivator for waste reduction in con- In 2020, the Solid Waste Authority of Central Ohio created the Save More sumers, and covered protecting the environment. The media campaign tried to cre- Than Food campaign to decrease residential food waste. The campaign ate a positive social norm around waste reduction. For instance, it circulated posters provided residents with resources and information on food waste preven- of individuals accompanied by slogans like ’fish lovers hate waste’.19 As part of its tion. The waste authority distributed outreach materials across commu- outreach strategy, WRAP partnered with celebrity chefs, the local government, com- nity newsletters, social media, newspapers, and the campaign website. To munity groups, and the food industry to disseminate messages.20 understand the campaign’s impact, the agency partnered with the City of Upper Arlington and Ohio State University. Partners measured household In 2021, WRAP launched Food Waste Action Week to highlight the issue of food food waste volumes before and after distributing outreach materials. The waste in the media. Each Food Waste Action Week had a key focus and message. authority quantified self-reported levels of food waste (N = 530 residents) For example, the 2021 campaign focused on the links between food waste and cli- and physically assessed curbside waste (N = 410 residents). Authorities mate change with the key message: ‘Wasting food feeds climate change’. The 2023 contrasted the campaign’s impact against two control groups. The control campaign used the message ‘Win, Don’t Bin’, again linking the issue of food waste to groups consisted of area households that did not receive materials (N = cost (Figure 18).21 217 residents) and households nationwide that were not privy to the inter- vention (N = 859 residents). Both control groups assessed self-reported FIGURE Posters used during the 2023 Food Waste levels of food waste. Food waste decreased by 23 and 21 percent in the 18 Action Week campaign self-reported surveys and curbside audits, respectively. Participation in the area’s organic waste composting program also increased 40 percent post-intervention.14 Over 30 partners currently disseminate Save More Than Food campaign materials.15 The design Due to the interrelated causes of food waste, WRAP took a multifaceted approach in its behavior change campaign. The campaign launched several complementary initiatives to give households the necessary strategies to shift behavior across all stages of waste (planning, buying, storage, and preparation). First, WRAP used a widespread media campaign to raise awareness of the issue.16 The campaign drew The campaign framed using purchased food as a ‘win’ in terms of money and time saved. Source: WRAP. — 217 — Behavior Change in Solid Waste Management: Getting people to generate less waste in the United Kingdom A Compendium of Cases Second, in parallel to media campaigns, WRAP launched several in-person initia- What behavioral tools are present in this initiative? tives. It recruited and trained volunteer ‘Love Food Champions’ to act as behavior change messengers. These champions taught fellow community members how to SYSTEM DESIGN MECHANISMS decrease food waste.22 In tandem, the campaign held social events such as cooking Simplifying behaviors and decisions: Streamlining messages and provid- competitions,23 food waste reduction challenges,24 and cooking clubs to give resi- ing simplified steps makes it easier for individuals to conduct a behavior.32 dents the skills needed to make the most out of purchased food. 25 The Love Food Hate Waste campaign demystified the issue of food waste Third, WRAP worked on upstream food loss and waste through the Courtauld by providing consumers with food waste facts, tips, and simplified infor- Commitment. WRAP co-led an industrywide roadmap called ‘Target, Measure, Act’. mation. These tactics decreased residents’ uncertainty on how to mitigate wastage. In The roadmap provided guidance to businesses to help them target, measure, and tandem, through the Courtauld Commitment, WRAP’s partnership with the food sector changed food packaging, storage guidelines, and product promotions. These modifica- act on food waste. It encouraged businesses to address food waste in their own tions made it easier for consumers to select, store, and use perishable items. operations and through their supply chain partners. Businesses developed bespoke solutions. It covered manufacturing, retail, hospitality, and food service sectors.26 Salience: Since the environment is full of stimuli, only the most salient For instance, businesses redistributed food to vulnerable groups27 or converted it to elements will grab one’s attention.33 The Love Food Hate Waste campaign animal feed.28 WRAP also worked with retailers and manufacturers to change down- used numerous media outlets (radio, television, billboards, social media)34 stream food waste through food packaging and labeling. to increase the salience of food waste and its scale. As part of these changes, partners sold food in smaller packages, improved the clar- SOCIAL AND MOTIVATIONAL MECHANISMS ity of storage guidelines, and shifted promotional tactics. For instance, retailers sold Frame messaging to personal values, identities, or interests: How actors food at a discount instead of incentivizing shoppers to buy more products.29 These present an issue can influence an audience’s interest in it.35 Research by changes ensured that residents only bought what they needed and stored food prop- WRAP suggested that consumers’ desires to mitigate food-related waste erly to maximize shelf life. WRAP created extensive manufacturer packaging guide- were initially primarily motivated by costs. With this knowledge, WRAP lines which offered best practices on date labels as well as storage and freezing emphasized the cost-saving benefits of food waste reduction in its media campaigns. advice.30 These modifications made it easier for consumers to interpret packaging In doing so, the Love Food Hate Waste campaign connected with consumers on issues instructions. They also mitigated unnecessary waste as misinterpretations around they were already concerned with, which helped uptake. food labels had previously been a prominent contributor to food waste.31 Results The Love Food Hate Waste campaign empowered residents to improve how they shopped for, stored, prepared, and used food. Between 2007 and 2018, wasted food in the United Kingdom decreased by 31 percent per capita, as evidenced by waste composition studies. This decrease was partly attributed to the Love Food Hate — 218 — Behavior Change in Solid Waste Management: Getting people to generate less waste in the United Kingdom A Compendium of Cases Waste campaign.36 Its public-facing outreach initiatives led to wide-ranging benefits. In Love Food Hate Waste’s first three years, residents’ meal planning, understanding Complementary actions to consider of best-before dates, and intentional shopping increased 3, 9, and 6 percent, respec- tively.37 Small-scale initiatives were also quite successful. For instance, the ‘Love » The drivers related to food waste often differ among population seg- Food Champions’ initiative reduced food waste by over 50 percent (from 4.7 to 2.2 ments (for example, young professionals, young families, and social kg per household).38 After participating as champions, households’ competencies renters). Practitioners deploying similar campaigns could target mes- related to meal planning, food storage, and using leftovers improved.39 Similarly, the saging and interventions specifically to different demographics. For ‘Food Waste Reduction Challenge’ decreased food waste by 78 percent.40 each demographic, they could leverage data on the drivers of food waste to inform messaging. WRAP’s work with the food sector has also been impactful. Between 2015 and 2018, the Courtauld Commitment led to a 7 percent reduction in food waste per capita » Practitioners undertaking like-minded initiatives could target campaign (corresponding to 480,000 tons of food waste averted over that time frame).41 As tactics toward the most wasted food items. Campaign could work on of 2022, 176 organizations were signatories to deliver the Courtauld Commitment, both upstream (for example, supply chain and packaging) and down- which is now in its fifth phase.42 Complementarily, one-third of food businesses in stream (for example, freezing, storing, and cooking guidance) solutions the United Kingdom have committed to the ‘Target, Measure, Act’ roadmap.43 While to empower residents to use these items before they spoil. the roadmap is still in its early phases, it has already prevented food loss and waste. In 2021, both retailers (11 percent) and producers and manufacturers (1.4 percent) reduced their edible food waste compared to the baseline. In 2022, businesses col- lectively redistributed 86,000 tons of surplus food (205 million meals). Want to know more? Love Food Hate Waste Following the success of Love Food Hate Waste in the United Kingdom, governments in Australia,44 New Zealand,45 and Canada46 introduced like-minded campaigns. CHOOSE ANOTHER — 219 — CASE STUDY Behavior Change in Solid Waste Management: Getting people to generate less waste in the United Kingdom A Compendium of Cases Endnotes 13 Yamakawa, H., Williams, I., Shaw, P., & Watanabe, K. (2017). Food waste prevention: Les - sons from the Love Food, Hate Waste campaign in the UK. Proceedings of the 16th Interna- tional Waste Management and Landfill Symposium (2–6). Italy. 1 Ventour, L. (2008). Food Waste Report V2: The food we waste. WRAP, United Kingdom. 14 Roe, B. E., Booker, A., Karetny, J., O’Keefe, K., Rees, K., Schroder, L., & Shu, Y. (2022). Evaluat- 2 Lyndhurst, B. (2007). Food waste final report: Food behaviour consumer research - quan- ing the effectiveness of the ‘Save More Than Food’ campaign in changing food waste aware- titative phase. WRAP, United Kingdom. Retrieved from https://wrap.org.uk/sites/default/ ness and behaviors in Upper Arlington, Ohio households. SSRN. doi: 10.2139/ssrn.4157980 files/2020-12/Food-behaviour-consumer-research-quantitative-phase.pdf 15 Solid Waste Authority of Central Ohio. (2021). From waste to resources: 2021 impact report. 3 Office for National Statistics. (2007). Population of the United Kingdom by country of birth SWACO, Ohio. Retrieved from https://swacoimpactreport.org and nationality tables. United Kingdom. Retrieved from https://webarchive.nationalar- chives.gov.uk/ukgwa/20160107140907/http://www.ons.gov.uk/ons/taxonomy/search/ 16 Quested, T. E., Marsh, E., Stunell, D., & Parry, A. D. (2013). Spaghetti soup: The complex index.html?newquery=*&newoffset=400&pageSize=50&nscl=Population&nscl-orig=Popu - world of food waste behaviours. Resources, Conservation, and Recycling, 79, 43–51. doi: lation&content-type=Reference+table&content-type=Dataset&sortBy=pubdate&sortDirec - 10.1016/j.resconrec.2013.04.011 tion=DESCENDING&applyFilters=true 17 Goodwin, L., & Barthel, M. (2013). Food for thought. In Sustainable Consumption: Stake- Population in 2021: 67 million. Source: Office for National Statistics. (2022). Population esti- holder Perspectives (33–41). World Economic Forum, Geneva. Retrieved from http://www3. mates for the UK, England, Wales, Scotland and Northern Ireland: Mid-2021. ONS website, weforum.org/docs/WEF_ENV_SustainableConsumption_Book_2013.pdf statistical bulletin. 18 Love Food Hate Waste. (https://www.lovefoodhatewaste.com/) 4 Goodwin, L., & Barthel, M. (2013). Food for thought. In Sustainable Consumption: Stake- 19 Waste and Resources Action Programme. (n.d.) An introduction to Love Food Hate Waste. holder Perspectives (33–41). World Economic Forum, Geneva. Retrieved from http://www3. WRAP, United Kingdom. Retrieved from https://www.eco-schoolsni.org/eco-schoolsni/ weforum.org/docs/WEF_ENV_SustainableConsumption_Book_2013.pdf documents/006520.pdf 5 Department of the Environment, Transport and the Regions. (2000). Waste Strategy 2000 20 Goodwin, L., & Barthel, M. (2013). Food for thought. In Sustainable Consumption: Stake- for England and Wales - Part 1. Crown, London. ISBN: 0 10 146932 2. holder Perspectives (33–41). World Economic Forum, Geneva. Retrieved from http://www3. 6 Goodwin, L., & Barthel, M. (2013). Food for thought. In Sustainable Consumption: Stake- weforum.org/docs/WEF_ENV_SustainableConsumption_Book_2013.pdf holder Perspectives (33–41). World Economic Forum, Geneva. Retrieved from http://www3. Quested, T. E., Parry, A. D., Easteal, S., & Swannell, R. (2011). Food and drink waste from house - weforum.org/docs/WEF_ENV_SustainableConsumption_Book_2013.pdf holds in the UK. Nutrition Bulletin, 36, 460–467. doi: 10.1111/j.1467-3010.2011.01924.x 7 WRAP is a not-for-profit company in the United Kingdom created to deliver government 21 WRAP—Food Waste Action Week. Retrieved from https://wrap.org.uk/taking-action/citi- policy on waste and resources. It was established in 2000. It helps individuals, businesses, zen-behaviour-change/love-food-hate-waste/key-campaigns/food-waste-action-week and authorities reduce waste and recycle more, make better use of resources, and tackle climate change. WRAP’s work covers all facets of the product life cycle and value chain. 22 Falcon, J., Gray, S., & Virtue, N. (2008). Love food champions: Final report. WRAP and Women’s Institute. Retrieved from https://wrap.org.uk/sites/default/files/2020-12/ 8 WRAP—History of the Courtauld Commitment. Retrieved from https://wrap.org.uk/tak- Love-Food-Champions.pdf ing-action/food-drink/initiatives/courtauld-commitment/history-courtauld-commitment 23 Quested, T. E., Parry, A. D., Easteal, S., & Swannell, R. (2011). Food and drink waste from 9 Lyndhurst, B. (2007). Food waste final report: Food behaviour consumer research - quan- households in the UK. Nutrition Bulletin, 36, 460–467. doi: 10.1111/j.1467-3010.2011.01924.x titative phase. WRAP, United Kingdom. Retrieved from https://wrap.org.uk/sites/default/ files/2020-12/Food-behaviour-consumer-research-quantitative-phase.pdf 24 Yamakawa, H., Williams, I., Shaw, P., & Watanabe, K. (2017). Food waste prevention: Les - sons from the Love Food, Hate Waste campaign in the UK. Proceedings of the 16th Interna- 10 Ventour, L. (2008). Food waste report: The food we waste. WRAP, United Kingdom. Retrieved tional Waste Management and Landfill Symposium (2–6). Italy. from https://wrap.s3.amazonaws.com/the-food-we-waste.pdf 25 Waste and Resources Action Programme. (n.d.) The impact of Love Food Hate Waste: 11 Goodwin, L., & Barthel, M. (2013). Food for thought. In Sustainable Consumption: Stake- Household food waste prevention case study. West London Waste Authority, Recycle for holder perspectives (33–41). World Economic Forum, Geneva. Retrieved from http://www3. London. Retrieved from https://wrap.org.uk/sites/default/files/2020-08/WRAP-West%20 weforum.org/docs/WEF_ENV_SustainableConsumption_Book_2013.pdf London%20LFHW%20Impact%20case%20study_0.pdf 12 Quested, T. E., Parry, A. D., Easteal, S., & Swannell, R. (2011). Food and drink waste from 26 WRAP—Food Waste Reduction Roadmap. Retrieved from https://wrap.org.uk/taking-ac- households in the UK. Nutrition Bulletin, 36, 460–467. doi: 10.1111/j.1467-3010.2011.01924.x tion/food-drink/initiatives/food-waste-reduction-roadmap — 220 — Behavior Change in Solid Waste Management: Getting people to generate less waste in the United Kingdom A Compendium of Cases 27 Waste and Resources Action Programme. (2021). Whole chain food waste reduction plan. 37 Quested, T. E., Parry, A. D., Easteal, S., & Swannell, R. (2011). Food and drink waste from WRAP, United Kingdom. Retrieved from https://wrap.org.uk/sites/default/files/2021-06/ households in the UK. Nutrition Bulletin, 36, 460–467. doi: 10.1111/j.1467-3010.2011.01924.x WRAP-Sainsburys-Fullers-Foods%20-Lamb-Weston-Whole-Chain-Plan-Project-Case- 38 Participants quantified food waste by the proportion of a kitchen caddy that they filled each Study.pdf day with discarded food. Participants estimated their food waste at both the beginning and 28 WRAP—Retail case studies. Retrieved from https://wrap.org.uk/resources/food-waste-re- end of the initiative. duction-roadmap-case-studies/retail 39 Falcon, J., Gray, S., & Virtue, N. (2008). Love food champions: Final report. WRAP and 29 Quested, T. E., Parry, A. D., Easteal, S., & Swannell, R. (2011). Food and drink waste from Women’s Institute. Retrieved from https://wrap.org.uk/sites/default/files/2020-12/ households in the UK. Nutrition Bulletin, 36, 460–467. doi: 10.1111/j.1467-3010.2011.01924.x Love-Food-Champions.pdf 30 Waste and Resources Action Programme. (2019). Labelling guidance: Best practice on food 40 Yamakawa, H., Williams, I., Shaw, P., & Watanabe, K. (2017). Food waste prevention: Les - date labelling and storage advice. WRAP, United Kingdom. Retrieved from https://wrap.org. sons from the Love Food, Hate Waste campaign in the UK. Proceedings of the 16th Interna- uk/sites/default/files/2020-07/WRAP-Food-labelling-guidance.pdf tional Waste Management and Landfill Symposium (2–6). Italy. Lyndhurst, B. (2011). Final report. Consumer insight: Date labels and storage guidance. 31 41 Waste and Resources Action Programme. (2020). Courtauld Commitment Milestone Prog- WRAP, United Kingdom. Retrieved from https://wrap.org.uk/sites/default/files/2020-12/ ress Report. WRAP, United Kingdom. Retrieved from https://wrap.org.uk/resources/report/ Consumer-insight-date-labels-and-storage-guidance.pdf courtauld-commitment-milestone-progress-report 32 Solid Waste Authority of Central Ohio. (2021). From waste to resources: 2021 impact report. 42 WRAP—Courtauld Commitment 2030 signatory gallery. Retrieved from https://wrap. SWACO, Ohio. Retrieved from https://swacoimpactreport.org org.uk/taking-action/food-drink/initiatives/courtauld-commitment/courtauld-commit- ment-2030-signatory-gallery 33 Service, O., Hallsworth, M., Halpern, D., Algate, F., Gallagher, R., Algate, F., Gallagher, R., Nguyen, S., Ruda, S., & Sanders, M. (2014). EAST: Four simple ways to apply behavioural 43 More information on the roadmap and a toolkit for practitioners can be found at https:// insights. Behavioural Insight Team, London. wrap.org.uk/sites/default/files/2023-03/WRAP-Food-Waste-Measurement-Roadmap- Toolkit.pdf 34 Kahneman, D., Slovic, S. P., Slovic, P., & Tversky, A. (1982). Judgment under uncertainty: Heuristics and biases. Cambridge university press. 192. 44 Love Food Hate Waste (in NSW). Retrieved from www.lovefoodhatewaste.nsw.gov.au 35 Andrews, A. C., Clawson, R. A., Gramig, B. M., & Raymond, L. (2013). Why do farmers adopt 45 Love Food Hate Waste (in New Zealand). Retrieved from https://lovefoodhatewaste.co.nz/ conservation tillage? An experimental investigation of framing effects. Journal of Soil and 46 National Zero Waste Council. (2019). National Strategy for Food Waste Reduction. Federal Water Conservation, 68, 501–11. Ministry of Food and Agriculture. Retrieved from https://www.bmel.de/SharedDocs/Down- 36 Waste and Resources Action Programme. (2021). Food surplus and waste in the UK: Key loads/EN/_Food-and-Nutrition/Strategy_FoodWasteReduction.pdf?__blob=publication - facts. WRAP, United Kingdom. File&v=3 — 221 — Behavior Change in Solid Waste Management A Compendium of Cases Discussion — 222 — © Grigorenko | istock.com Behavior Change in Solid Waste Management: Discussion A Compendium of Cases The goal of this compendium is to provide a resource for practitioners to refer when diverse stakeholders and cultural and socioeconomic contexts. Case studies also designing their SWM interventions, based on selected case studies. The compen- spanned a range of settings and scales, including rural villages, schools, large cities, dium provides a global snapshot of waste management interventions that show sub- and whole countries. These cases applied a mix of traditional policy tools (for exam- stantial promise in terms of future policy efforts. It specifically demonstrates how ple, deposit refund scheme in Israel) and more nuanced approaches (for example, practitioners are currently and have historically engrained behavioral insights (either simplified messaging in Trelew, Argentina). implicitly or explicitly) in waste management interventions. The cases targeted FIGURE Map detailing countries from which the 30 case studies were sourced 19 Note: Deeper-dive cases are denoted in dark red, while briefs are highlighted in light red. In some instances, multiple cases were sourced from a single country. — 223 — Behavior Change in Solid Waste Management: Discussion A Compendium of Cases Most of the selected case studies did not utilize impact evaluation designs, which recycling. Students took the learnings and information on waste management home, makes it difficult to draw causal conclusions on the successfulness of their inter- where they educated their families on proper practices. Taking a slightly different ventions. Additionally, while cases were analyzed from a behavioral lens, most cases approach, governments in Tanzania (Moshi), Hong Kong SAR, China, and India did not explicitly integrate behavioral science in their design. Nonetheless, this com- (Kumbakonam) installed networks of accessible waste bins and centers to increase pendium highlights promising examples conducted at scale that can inform future proper disposal and boost waste diversion. initiatives, namely cases including comprehensive public efforts to address SWM. In many of these case studies, the interventions applied are consistent with the exper- Cases targeting the private sector used rewards, regulations, and increased imental literature. For example, studies on littering, recycling, and source segrega- access to information and accountability to drive behavior change. For example, tion in this compendium apply tools that have been attributed causally to changes in Morocco, the government introduced a feedback mechanism for private sector in stakeholder behavior. For example, in Australia, government officials found that service delivery. This mechanism allowed citizens to report on the state of SWM creating a guided pathway improved proper waste disposal by 51 percent. Likewise, in their neighborhoods. The mechanism held private sector actors accountable, as in Canada, practitioners found that decreasing residents’ distance to waste bins their future contracts were tied to their performance on the feedback mechanism. In increased waste diversion rates between 70 and 147 percent. 1 the Philippines, grassroots organizations conducted waste and brand audits to hold large corporations accountable for SUP waste. While this compendium classifies the case studies as successful along some metric, it is worth highlighting the lack of robust evaluation methodologies. Robust impact Cases targeting governments often used social comparisons of local jurisdictions to evaluation is necessary to answer important questions about what role these initia- generate changes in SWM practices. Through social comparisons like competitions, tives play in changing behaviors and understanding the mechanisms behind these participating actors will often compare their performance relative to other actors changes. This is particularly important in the context of initiatives where there are that are performing better, which promotes competitive behavior.2 For instance, in multiple components (for example, system design and communication elements, India, the national government devised the Swacch Survekshan Survey, which ranked each of which might address different stages of the behavior change journey). As ULBs on their SWM systems and public engagement initiatives. The ranking sys- elaborated later, initiatives should be tested where possible to support the generation tem encouraged local governments to establish door-to-door waste collection and of robust evidence on impacts. source segregation initiatives. Other cases also used accountability mechanisms to drive government behavior change. For instance, Nepalese municipalities increased Targeting governments, private sector actors, and house- service provision through a results-based payment mechanism. Independent agents holds or residents verified the performance of municipal SWM operations and collection services. Payments were disbursed only if the municipality reached a predefined level of ser- Across case studies, the compendium includes tags for four categories of stake- vice quality. This practice acted as a safeguard to ensure that SWM claims were not holders: government ( ), private sector ( ), service providers ( ), and waste overinflated. generators ( ). Most cases targeted households and individuals. Cases target- ing this group addressed the full range of behavioral tools, including loss aversion, Service providers can be part of the government or the private sector depending convenience, simplified information, material rewards, and messengers. For exam- on the case. Thus, cases targeting this stakeholder fall within those described in ple, practitioners in England (Rotherham) used school-based education to increase the two paragraphs above. Finally, some case studies involved initiatives targeting — 224 — Behavior Change in Solid Waste Management: Discussion A Compendium of Cases multiple stakeholders simultaneously. In some cases, interventions targeting down- The cost of waste management interventions stream effects, such as household composting or litter reduction, were sufficient. However, given the complexity of SWM systems that involve various actors, chal- Intervention costs varied greatly and were generally correlated with the level of service lenges required a multipronged focus. In the compendium, a group of cases targeted and country income levels. Financing sources also varied, ranging from state funding interventions to more than one type of stakeholder. In doing so, these cases targeted and financial support from local and international donors to voluntary contributions. both upstream and downstream determinants of behavior. The former sought to The compendium incorporated both case studies where officials implemented low- change product design, create proper infrastructure, and improve service provision. cost solutions and those cases that employed cost-intensive interventions to drive The latter sought to improve how individuals interacted with systems and handled change. Case studies from high-income countries usually relied on an established waste. For instance, in Jamaica, the intervention’s results-based payment scheme network of legal, financial, and technical resources to develop interventions. Low- incentivized service providers and waste generators, which were essential to neigh- and middle-income countries often depended on donor support as well as voluntary borhood cleanliness. In the United Kingdom, the Love Food Hate Waste campaign schemes speared by NGOs and social change actors to improve their technical and primarily targeted its communications campaign and in-person activities to consum- financial capacity to improve SWM service delivery holistically. While all cases ben- ers. However, the WRAP also worked with the government and industry to update efited from the political will and support of local governing authorities, in the case packaging and reduce food waste across other portions of the supply chain. These of LIC/LMICs like India, Pakistan, Rwanda, and Morocco, political will at the national upstream tactics made it easier for consumers to change their behavior because level enabled the implementation of large-scale programs through nationally autho- doing the desired adjustment was also a convenient option. In Pakistan, the CGPM rized budgets. Grassroots action driven by local citizens and workers, described devised complementary programs for residents, cities, and schools to drive grass- in cases like the Philippines, Indonesia (Waste Banks), India (Pune) exemplify how roots and top-down action on SWM. The above case studies highlight the benefit of systems can be improved through low-cost initiatives driven by social contribution. taking a holistic view of behavior change initiatives. Cases based in Canada, Argentina, and the Solomon Islands displayed how simple and low-cost design changes can lead to positive changes in user behavior. — 225 — Behavior Change in Solid Waste Management: Discussion A Compendium of Cases TABLE 4 Examples of cases with low and medium to high costs Low cost 1. Convenience Canada The case did not require new investments and yielded positive results by changing bin placement. 2. Simple equipment Nepal/Suiro hook The case used a unique yet simple tool to foster citizen engagement and reduce littering Thailand The municipality encouraged citizens to develop their own home composting units (Sa-wians), preventing the cost of distribution of composting bins and alleviating the need for frequent waste collection services. India/Pune Waste workers used nonmotorized pushcarts to collect waste that prevented large investments required for transporting waste. Colombia The intervention required one-time capital investment for distribution of specialized bins, as well as a pre-treating material, to the local populace. The operating costs were lower than treatment at a central composting facility. 3. Social intervention Argentina The municipal strategy to nudge citizens through direct messaging proved to be a cost-effective method of promoting waste segregation. Indonesia/Surabaya Although the case required donor support to undertake program activities, the SGC initiative focused primarily on promoting low-cost, community-led solutions for reusing, recycling, and composting waste. Mali The commune created grassroots waste management associations to oversee and improve MSWM at a low cost. 4. Other Indonesia/Waste bank The model allows for a low-cost method for waste deposit. It was driven by local communities and provides direct returns to those operating the bank. Brazil In the absence of a large financial budget, the municipality of Curitiba developed a mutually benefitting mechanism which allowed for regular collection of waste and provision of food for low-income groups. Tonga The SWM fee was jointly billed with the electricity bill, which prevented the expenditure of costs required to introduce a new billing system. Moderate to high costs 1. Results-based payment Jamaica The case relied on international donations to improve SWM infrastructure in municipalities. Results from the case prove the significance of robust infrastructure in improving citizen engagement with SWM services. Nepal Through the support of subsidies funded by international donors, municipalities were able to improve their technical and financial capacity. 2. EPR Israel The national government designed a comprehensive taxation mechanism which required infrastructure developments, supervisory activities, and community outreach. — 226 — Behavior Change in Solid Waste Management: Discussion A Compendium of Cases TABLE 4 Examples of cases with low and medium to high costs (cont.) Moderate to high costs (cont.) 3. Incentive scheme China/Nanjing The Green Account Scheme necessitated incentive payments and the development of an SWM information system which required extra investments apart from the costs incurred during daily SWM operations. Hong Kong SAR, China The development and maintenance of different types of recycling centers, equipped with multiple facilities, required large investments. The introduction of a novel point-based system required technical and financial support. 4. PAYT Korea The national volume-based waste fee system required extensive infrastructure upgrades, designated waste bags, and a monitoring system. 5. Social intervention Pakistan The CGPM was initiated at the national level and required the development of a website and app to facilitate the intervention leading to moderate to high costs. India/Swachh The intervention was conducted nationally, which necessitated funding allocation. Municipalities received financial support to undertake the activities of the Survekshan Survey survey, in accordance with the population in the region. England/ Rotherham The program entailed outreach activities in 39 schools conducted over 4 to 6 weeks, requiring funding for design and implementation of the program. It was financed through a collaboration between the local municipality and donor organizations. 6. System redesign Romania The capital costs of distributing bins, conducting outreach, and upscaling infrastructure required moderate to large investments. Daily SWM operations were financed through the SWM fee revenue, EPR scheme, and profits from recyclables to finance SWM operations. Morocco The PNDM program was introduced for a 15-year period, implemented over three phases, which included the development of infrastructure and technical expertise. While the national government allocated a large budget for the program, it was also aided by external donors. Tanzania The bylaw introduced in Moshi intended to decentralize SWM operations that could aid in reducing costs in the future. However, introducing the bylaw required extensive community outreach as well as infrastructure improvements which were financed by the municipality. 7. Ban/levy Ireland Ireland introduced a legal levy on usage of plastic bags. The tax required central funding for the purchase of reusable bags and modification of retailer computer systems. Rwanda The ban required extensive community outreach and development of checkpoints to monitor the use of plastic bags. — 227 — Behavior Change in Solid Waste Management: Discussion A Compendium of Cases Application of behavioral tools across cases and mechanisms Altering the context in which decisions are made can encourage more sustainable behaviors. For instance, inaccessible waste infrastructure can be an impediment to The social and motivational, financial, and system design mechanisms underpin recycling. Most studies within the system design mechanism category used acces- patterns of decision-making and behavior change. They are meant to coalesce. sible services to increase household participation rates. This tool included both Accordingly, the majority of cases utilized behavioral tools from at least two mecha- conveniently located waste disposal bins and convenient waste services, like door- nisms. Further, interventions often used several behavioral tools together. to-door collections. For instance, authorities in Colombia and Romania collected all or a subset of solid waste generated directly from households. If door-to-door Messengers and material rewards were most frequently used to drive behavior waste collection programs are cost prohibitive, practitioners may consider increas- change. In behavior change, the identity of the individual communicating information ing the number of waste collection points, as in Hong Kong SAR, China, Brazil, or can matter just as much as the information being communicated. The compendium India (Kumbakonam). Each case study provided a network of collection points for drew on cases that leveraged both influential figures and change agents as messen- organic or recyclable waste. Several case studies, such as Jamaica and Tanzania, gers. For instance, in Tonga and Romania, influential figures such as priests spoke to successfully used both tactics. their congregations about waste management and incorporated waste-related top- ics into their sermons. Complementarily, in England and Romania, practitioners edu- Behavior change across challenges cated children, who then brought messages and information home and instructed their families on proper waste management behavior. Getting people to use waste services Access to waste services does not guarantee that residents will use or pay for Reward systems can provide positive feedback that encourages actors to continue prescribed services. Rather, practitioners may need to supplement services with performing the desired behavior. Profiled case studies used both physical cash and other tactics to improve their uptake. Cases in the accountability category fostered material rewards such as equipment and food products to incentivize behavior. For accountability among governments, citizens, and private sector actors. The mech- instance, residents in Brazil exchanged recyclables for fresh produce. Similarly, res- anisms and incentives used to modify the behavior of each target group were nec- idents in Indonesia could deposit their recyclables at waste banks in exchange for essarily different. In Mali, grassroots neighborhood SWM associations consistently money. Lastly, the government in India (Kumbakonam) rewarded residents with gold monitored residents’ disposal practices, which fostered accountability and shifted coins for properly segregating their waste. While material and monetary incentives SWM disposal away from opening dumping. These accountability safeguards also were popular in the compendium, practitioners should apply them sparingly and cau- increased resident’s willingness to pay for waste services. Meanwhile, Jamaica used tiously. External rewards like money can crowd out the intrinsic motivation for per- a results-based incentive scheme to target both service providers and environmental forming a behavior, such as morals.3 Their long-term effectiveness may ultimately be wardens. The former received an in-kind incentive—a waste collection truck—if it met limited. In cases like China (Nanjing), residents initially participated in organic source a predefined level of service quality, while wardens received cash bonuses. This case segregation because of rewards, but these rewards were not the primary reason for study reiterates the need to tailor interventions to specific groups. long-term behavior change. To increase willingness to pay, governments in Tanzania and Pune collaborated with non-state actors and informal workers, respectively, to ensure adequate waste collections. For instance, Pune formed an agreement with an informal worker — 228 — Behavior Change in Solid Waste Management: Discussion A Compendium of Cases cooperative to provide waste collections. In exchange, informal workers collected recovery rate. Meanwhile in the Kingdom of Tonga, the waste authority used a joint and retained fees from households. Workers’ regular engagement humanized the electricity-waste bill system to increase the ease with which residents could pay for process of waste collections; their exemplary services led to a near 100 percent fee waste services. BOX 3 Behavioral tools used in the ‘Getting people to use waste services’ category How were tools used in this challenge? » In Pune (India) and Tonga, governments visited households that failed to pay The cases in this category used a variety of behavioral tools to increase use waste fees of waste services. This box highlights the tool used frequently in this category, » In Tonga and Sălacea (Romania), governments identified and reprimanded tools that were experimentally evaluated, and recommendations on how practi- residents who improperly disposed of their waste tioners might increase user engagement. However, these data do not indicate Recommendations that countries implemented the best tools. » Highlight the recycling efforts of an individuals’ peers4 Behavioral targets • For example, highlighting what others are doing can increase willingness » Increasing willingness to pay and empowering people to improve accountability to pay for waste services » Focus communication on the practical benefits of registering for waste Highlighted tool services5 » Accountability: Holding individuals responsible for their actions • For example, more frequent waste collections mean cleaner business ar- eas, which can attract customers How was the highlighted tool used? » In Moshi (Tanzania), Jamaica, and Korea, citizens reported other residents Relevant research for improper waste disposal » Using social comparisons to increase willingness-to-pay » In the Swacch Survekshan Survey (India) and Morocco, governments used citizen feedback to hold actors accountable for adequate service provision Getting people to be more sustainable with their waste disposal sustainable practices (new behaviors). SWM programs can only fulfill their goals if Moving up the waste hierarchy and toward circular economy requires active par- residents actively participate. Accessibility and ease of participation are two primary ticipation of waste generators to segregate their waste so that it could be reused, determinants of engagement with SWM programs.6 recycled, composted, and so on. New practices such as waste reduction, waste sep- aration at source, reduced littering, and reuse of products and materials require that Case studies took different approaches to encourage lower waste generation rates. residents change their ingrained practices from disposing of commingled waste, Romania’s five-part source segregation scheme deterred residual waste disposal littering, or using single-use containers (old behaviors) to environmentally more by issuing smaller bins, charging residents higher fees for unsegregated waste, and — 229 — Behavior Change in Solid Waste Management: Discussion A Compendium of Cases holding residents accountable for open dumping. Collectively, the town reduced in proper disposal. Australia’s experimental approach also uncovered the importance residual waste collection by 55 percent. In Australia, smoking areas that appealed to of engaging with smokers and understanding their needs to induce more sustainable residents’ sense of pride and ownership, created a positive social norm, held smokers waste behaviors. Such findings have since given rise to anti-littering guidelines and accountable for littering, or guided smokers to bins led to a 53 percent improvement new programs. BOX 4 Behavioral tools used in the ‘Getting people to be more sustainable with their waste disposal’ category How were tools used in this challenge? » In Jamaica, environmental wardens and CBOs received performance bonus- The cases in this category used a variety of behavioral tools to increase sus- es for mobilizing residents to engage in SWM activities. Complementarily, tainable waste behaviors. This box highlights the tool used frequently in this service providers received collection trucks for proficient service quality. category, tools that were experimentally evaluated, and recommendations on Tools that have been tested: how practitioners might increase sustainable waste behaviors. However, these » Simplifying behaviors and decisions: In the Canada case study, decreasing data do not indicate that countries implemented the best tools. the distance to recycling and composting bins increased waste diversion Behavioral targets rates by 70–147 percent. » Increase reusing and recycling, source segregation of organic and other » Social norms: In the Australia case study, redefining littering norms led to a waste, and proper disposal of cigarette butts 58 percent cigarette butt binning rate Highlighted tool Recommendations » Material rewards: Receiving cash or in-kind incentives for performing the de- » Increase the perceived convenience to boost diversion rates sired behavior • For example, Canada increased the convenience of waste disposal bins » Simplify and chunk information to make it easily understood How was the highlighted tool used? • For example, Argentina grouped similar information together and simpli- » In Curitiba (Brazil), Kumbakonam (India), Sălacea (Romania), Indonesia fied the presentation of information (waste banks), Cajicá (Colombia), and Nanjing (China), residents received in-kind incentives or monetary rewards for engaging in source segregation Relevant research or recycling » Using prompts to increase organic waste source segregation » In Israel and Solomon Islands, residents received a deposit refund for return- » Installing waste bins to increase proper disposal ing used containers » Using behavioral science to decrease plastic litter — 230 — Behavior Change in Solid Waste Management: Discussion A Compendium of Cases Getting people to generate less waste The government’s progressively increasing regulations on single-use items and introduc- Waste generation continues to increase is almost all country income groups. It is cor- tion of eco-labeling schemes has shifted producer and consumer behavior toward reus- related with economic growth and urbanization. Few countries have managed to tangi- able alternatives. Collectively, these activities have successfully decoupled the country’s bly decouple their waste generation rates from economic growth, Korea providing the economic growth from its waste generation rate. Conversely, grassroots organizations most notable example. Decreasing waste production by both consumers and producers in the Philippines targeted producers outright and publicized the brands disproportion- has historically been difficult.7 This includes buying products with less packaging, avoid- ately responsible for SUP waste to increase producer accountability. Notably, the United ing purchases and changing consumption patterns, and reducing edible food waste. Kingdom’s Love Food Hate Waste campaign combined producer and consumer-oriented approaches. The campaign provided residents with concrete tips and actionable strat- Case studies took different approaches to encourage lower waste generation rates. In egies to improve waste reduction. Complementarily, it also collaborated with the food Korea, authorities charged residents progressively more for increasing residual waste industry to decrease food waste across all aspects of the supply chain and improve prod- disposal rates. This tactic increased recycling rates and led to further upstream changes. uct packaging. These tactics contributed to regional decreases in avoidable food waste. BOX 5 Behavioral tools used in the ‘Getting people to generate less waste’ category How were tools used in this challenge? billboards, and social media) to increase the noticeability of waste genera- The cases in this category used a variety of behavioral tools to decrease waste tion and how residents could reduce their footprint generation. This box highlights the tool used frequently in this category, tools Tools that have been tested: that were experimentally evaluated, and recommendations on how practitioners » Material rewards: In the Solomon Islands case study, providing monetary in- might decrease waste generation rates. However, these data do not indicate that centives and discounts to students decreased SUP usage between 46 and countries implemented the best tools. 100 percent Behavioral targets Recommendations » Changing production and consumption behaviors » Make the targeted behavior more attractive Highlighted tool • For example, in the Solomon Islands, school children received a reward » Salience: This means making aspects of one’s environment more obvious, for using and returning reusable lunch containers for instance, through communications campaigns » Make the targeted behavior easier to accomplish8 • For example, change the default so that plastic straws are not automati- How was the highlighted tool used? cally dispensed with beverages » Case studies such as the United Kingdom, Ireland, the Solomon Islands, Hong Kong SAR, China, and Rwanda used eye-catching communications Relevant research campaigns. Cases used a myriad of mediums (for example, radio, television, » Using framing to decrease single-use plastic bag consumption » Changing the default to reduce plastic straw use — 231 — Behavior Change in Solid Waste Management: Discussion A Compendium of Cases Spillover effects Citizens provided feedback on private sector service quality, which local administra- tions used to drive changes in existing systems. In India (Pune) and Tonga, officials Across case studies, some interventions led to positive impacts beyond the tar- visited households that continuously failed to segregate, monitored illegal dumping, geted behavior. For instance, in the Solomon Islands, an intervention to eliminate and hand-delivered payment notices. In Romania and Tonga, officials tracked down single-use lunch containers led to decreases in other types of SUPs that were not and mailed litter to offending residents. This consistent practice dissuaded residents targeted as well as decreases in SUPs sold by vendors. In Korea, the volume-based from improperly disposing of their waste. fee system provided the basis for subsequent producer and consumer shifts to reus- able products. In Thailand, composting provided a gateway to other SWM behaviors, The deeper-dive cases demonstrated the benefit of incorporating informal work- like the segregation of recyclables and hazardous waste. Lastly, in India, the Swacch ers into SWM activities. India (Pune) is an excellent example of integrating informal Survekshan Survey fostered better participation of individuals in the lesbian, gay, pickers with the formal system. SWaCH bridged the gap between municipal service bisexual, transgender, queer and questioning, and two spirit (LGBTQ2S+) community delivery and household needs. It is also a testament to how the informal sector can within SWM activities. provide sound services to a large city. Morocco similarly integrated waste pickers’ roles in waste management operations. The deeper-dive cases Behavior change does not happen instantaneously. Often, behaviorally informed The deeper-dive cases provided a diverse snapshot of how behavioral insights interventions require extensive citizen engagement to drive more sustainable behav- can support waste management programming. These cases spanned geographic iors. The deeper-dive cases show the importance of citizen engagement across geo- regions, country income levels, types of government, and intervention foci. They graphic regions and income levels. For instance, the local government in Colombia also included a range of behavioral tools across financial, social, and system design launched the GCP in 2008. Over a decade later, Cajicá continues to provide ongoing mechanisms. training on source segregation. The government employs full-time trainers to visit households bimonthly to distribute composting material and continuously engage The deeper-dive cases demonstrate that government commitment at both the with the population. national and municipal levels is important for waste-related behavior change inter- ventions. Tonga and Morocco illustrated how political will at the national level allows Lastly, the deeper-diver cases show the importance of complementary bottom-up for smooth and transparent disbursal of resources and funds. The municipalities of and top-down action. For instance, in Mali, grassroot organizations shepherded SWM Colombia, Romania, and Indonesia (Surabaya) mobilized financial resources and activities to promote user-driven changes in SWM behavior. These organizations actively undertook activities to defeat local preconceptions around waste manage- helped the municipalities overcome financial gaps by promoting community action ment. The Romanian mayor personally visited schools and other common gathering and sustained pressures of a conflict-prone environment. Likewise, in Indonesia, the points to demonstrate source segregation practices. SGC initiative relied on bottom-up community activities. Various levels of community leaders worked with environmental cadres and NGOs to oversee and guide residents’ The cases also highlighted the power of accountability and feedback. Morocco cre- waste management practices. ated accountability metrics to drive behavior change of operators and generators. — 232 — Behavior Change in Solid Waste Management A Compendium of Cases Recommendations — 233 — © lovelyday12 | istock.com Behavior Change in Solid Waste Management: A Compendium of Cases Considerations before designing waste management interventions Across cases, behavioral tools did not exist in isolation. Crucially, cases often contained factors that provided a necessary foundation and enabling environment for behavior change. Behavioral tools built on this foundation. These factors included the following: Government support. Policy initiatives may be short-lived if they do not have suf- see how their money was being spent and the improvements generated, which rein- ficient government support. Across case studies, the compendium demonstrates forced their willingness to pay. the value of dedicated officials in driving more sustainable behavior. It also demon- strates the value of prioritizing a long-term vision of SWM and the government’s Predisposition to change. A hurdle with any novel intervention is that individuals commitment to deploy several iterations of an intervention. In Korea, the government must want to change or adopt new behaviors. Targeting interventions to stakehold- invested time and resources into the volume-based waste fee system to decrease ers who are already keen to adopt new approaches can lead to better outcomes. For residual waste generation. Complementarily, it created appropriate infrastructure to instance, in China (Nanjing) and Thailand, officials first introduced the intervention to support broader and sustained change. Similarly, the mayor of the Brazilian munic- groups that were motivated and eager to participate. In Thailand, officials asked vil- ipality of Curitiba created a progressive vision of SWM and introduced a series of lage heads to participate in the CRZW initiative. They started with a few early adopt- programs to increase waste diversion and community cleanliness. These programs ers that were already keen to participate. Once a subset of village heads agreed to were responsive to and evolved in line with changing conditions. participate in the sa-wian competition, interest in the competition spread and other village heads similarly signed on. In China, the Nanjing government introduces a pilot Decentralization. When the governments placed service delivery close to waste organic waste-sorting scheme to 23 communities, a portion of which were already generators, interventions led to more participatory approaches and better results. keen to upgrade their SWM systems. Decentralization gave local officials greater autonomy to tailor SWM operations to local needs. This included creating a strong policy environment, such as SWM regu- Adequate SWM services and infrastructure. Behavioral interventions operate within lations and SUP bylaws. For instance, in Tanzania, each ward created bespoke SWM a preexisting system. Infrastructure works with and supports softer, social interven- services and channeled waste collection fees into local activities. Residents could tions. Research shows that positive waste management attitudes do not necessarily translate to actions. Rather, the physical context like limited recycling facilities may — 234 — Behavior Change in Solid Waste Management: Recommendations A Compendium of Cases stymie optimal waste-related behaviors.9 Residents may be disinclined to adopt a to engage local or hyperlocal counterparts to shepherd change. The compendium new system if they feel that their efforts are in vain, or if the result will not change. is replete with examples of successful community engagement. Influential figures For instance, residents may not participate in source segregation programs if the in Romania held community consultations before introducing a source segregation municipality does not have separate waste processing facilities. For these reasons, system, while mayors in Thailand worked with local village heads to encourage the having the proper services and infrastructure is important before implementing an construction and use of home composters. Further, SHGs, university students, and intervention. For instance, in Romania, waste authorities upgraded core infrastruc- women’s groups supported intervention uptake in India (Kumbakonam), Indonesia ture to handle and process segregated waste, such as organic waste. Residents (waste banks), and Nepal (suiro hook), respectively. could confidently participate in the system, knowing that other actors were doing their part. Residents could also hold waste collection agents responsible for infrac- Multistakeholder collaboration. The scope and scale of waste management inter- tions. Conversely, several case studies struggled with interventions due to limited ventions often means that it is impractical to implement them without assistance. capacity, funds, and infrastructure. The timing of communication campaigns and the Cases brought together diverse actors, including residents, CBOs, NGOs, educational application of behavioral tools should complement the rollout of basic infrastructure institutions, the private sector, and several levels of government. Multistakeholder improvements for maximum effect. collaboration was a salient theme across cases, including in the Solomon Islands, Argentina, Tanzania, the United Kingdom, Romania, Indonesia (Surabaya), and Community engagement. SWM interventions require the buy-in and cooperation of Pakistan. In the Solomon Islands, Indonesia, and Argentina, local governments col- communities in which they are embedded. Ideally, interventions should be designed laborated with international actors. When conducting interventions with multiple and implemented with the support and inclusion of communities and their resi- actors, each stakeholder group may have slightly different needs. Identifying and dents. Efforts to engage communities must be responsive to cultural, social, and understanding stakeholder priorities is important when developing behaviorally gender considerations. Government authorities, village leaders, change agents, com- informed interventions. munity-based associations, and religious leaders are examples of actors that can support this aim. In practice, the most appropriate actor will depend on the inter- vention, community context, and target audience. Governments may find it helpful Implicitly, the absence of one or more of the aforementioned factors may undermine the success and sustainability of SWM interventions. Behavioral tools do not offer silver bullet solutions nor can they supplant a strong enabling environment. For instance, waning support from government agencies or insufficient financial and human resources would significantly endanger the long-term persistence of interventions. Further, the long and often protracted timelines over which behavior change takes place underscore the need for program continuity. As noted above, interventions in Indonesia (Surabaya) took several years before SWM practices started to shift. The authors cannot comment on the long-term sustainability of the profiled interventions but have included factors that offer ripe conditions for change and provide guidance on the implementation of behavior change interventions. — 235 — Behavior Change in Solid Waste Management: Recommendations A Compendium of Cases How can practitioners successfully use behavioral science? region. For instance, in the Solomon Islands case study, the age of school children influenced which interventions were successful. FIGURE Behavior change process, as outlined by the World Bank’s 20 Mind, Behavior, and Development Unit Avoid assumptions. When designing interventions, it is important to avoid making assumptions about which tactics will be most effective. For example, traditional pol- icy instruments like fines are often used to deter improper SWM behavior. However, there are limitations to such approaches, particularly if the threats of enforcement actions are not viewed as credible. The Australia case study found that fines worked if enforcement officers were present. However, they had a limited impact on long- term littering rates. In some cases, fines may be effective deterrents to unwanted behavior. It is important to understand the drivers of behavior first. Similarly, access to accurate and reliable information is important to guide behavior. Informational campaigns alone may be insufficient to drive behavior change. This is especially true if lack of knowledge is not the sole or primary barrier to engaging in a behavior. Before the profiled interventions, governments in Morocco and Ireland historically used awareness-raising campaigns. These campaigns had minimal effects on waste management practices. Understand the behavior. Before implementing an intervention, it is important to identify the target audience and the behavior. The target audience is the specific group to whom the intervention is targeted. For example, practitioners may discover Practitioners may benefit from considering several factors before applying behav- that households do not compost their organic waste. Before trying to change this ioral insights. These factors have been condensed into a checklist for convenience behavior, practitioners may first wish to understand what factors prevent household (see below). This checklist incorporates and builds on the enabling environment out- composting. That is, do residents lack the appropriate space or equipment? Are they lined above. deterred by odors or pests? Are they following the influence of individuals around them? It is imperative that practitioners do not make assumptions on the underlining Consider context. In the described case studies, practitioners achieved positive barriers or drivers of change. Focus groups, interviews, and surveys can help under- outcomes with behavioral tools. However, the same approach may not be appro- stand the target audience. To understand how this works in practice, practitioners can priate in all circumstances. Some behavioral tools may work well in one country or refer to case studies in Australia, Argentina, and the United Kingdom. Practitioners region but not another. To drive sustainable behavior change, practitioners must first in these cases used surveys, interviews, focus group discussions, and direct obser- understand the target behavior and the environmental, social, and cultural contexts vations. These findings helped them understand the behavior (for example, source in which the behavior occurs. For instance, certain interventions may work better segregation, littering, and food waste), barriers to change (for example, lack of infra- in individualist versus collectivist societies. Social context may also vary within a structure), and motivations to change (for example, cost savings). Research allows — 236 — Behavior Change in Solid Waste Management: Recommendations A Compendium of Cases practitioners to embed behavioral insights at the beginning of an intervention, rather Prepare to test and retest. The compendium underscores the agile nature of imple- than in retrospect. They can design their own interventions in response to prevail- menting public policy interventions. It also reinforces the iterative approach to behav- ing barriers and motivators. Creating projects with behavioral insights in mind can ior change. Many cases featured examples where officials tried several approaches improve project outcomes, save time, and mitigate costs. to improve waste management before and during the described case study. For instance, in Tonga, officials introduced several modalities to improve the cost recov- Consider who must change their behavior. When designing an intervention, it is ery of waste management fees before they found the best vehicle. For this reason, useful to consider the end user. Policy makers should not assume that individuals practitioners may consider piloting one or more approaches in a small region before will make decisions based on full and accurate information. The easier practitioners scaling up. Several cases used pilot programs to understand a program’s effective- make it for residents, public officials, or private entities to do the right thing, the more ness before expansion. Pilots also allow practitioners to understand what does not likely the target group is to follow through. Questions to be asked include the fol- work, which can save time and money. For instance, a local educator conceptu- lowing: What will the end-user need to conform with the intervention? Is it possible alized the idea of waste banks in Indonesia. Initially, the country had only a single to provide them with resources to increase the ease of adoption? For instance, the waste bank. However, after the concept was successful, additional cities tailored the presence of recycling labels and information may alone be insufficient to increase approach to their own needs. Practitioners can also refer to the Argentina, Colombia, recycling rates. To properly recycle, residents must pay attention to recycling infor- Pakistan, Korea, China, Thailand, and India (Pune) case studies. In each case, officials mation, understand the information, and act on it. However, in practice, individuals tested a prescribed approach on a subset of the population before scaling it up to a are often confused by and misinterpret recycling labels and do not attend to the larger portion of a city, a large area, or the whole country. information during disposal. 10 To increase recycling rates, practitioners must also grapple with these barriers. Plan to evaluate. Within each challenge and objective, the compendium includes multiple different behavioral tools and tactics, but it cannot forecast which tactic Ensure infrastructure and systems are in place. Infrastructure and systems are will be most effective in certain cities or municipalities. An impact evaluation can extremely important for SWM, as structural constraints can translate into low levels help practitioners determine whether an intervention influenced waste management of the desired behavior, such as recycling.11 Residents may want to engage in the practices (that is, source segregation rates) and whether they can attribute that SWM system but may be deterred by inaccessibility. Behavioral interventions can- impact to the intervention. Impact evaluations generally require at least two groups: not supplant core infrastructure needs, like recycling or organic waste processing one that receives the intervention (the treatment group) and one that does not (the plants. For instance, before the described intervention, insufficient waste infrastruc- counterfactual). ture discouraged residents in Hong Kong SAR, China from segregating their waste. In response, Hong Kong SAR, China first improved its network of recycling centers. A strong evaluation plan provides evidence-based results. Causal evidence is essen- Then, it introduced a gamified incentive scheme to increase the residential use of tial to help practitioners understand what works and for whom. Without causal recycling centers. Ultimately, both infrastructure and behaviorally informed interven- evidence, one cannot ascribe the result to the intervention or any behavioral tool. tions are needed. Studies like Argentina also show that infrastructure is important For example, a municipality might multiply the number of community waste bins but is not the only prerequisite for good SWM behavior. In this case, despite the city’s to increase the convenience of waste disposal. However, the government discovers investment in source separation plants and separate collection schedules, residents that littering continues to be rampant after their installation. Without experimentally continued to dispose of mixed waste. evaluating the intervention, they cannot know why the intervention was unsuccessful, — 237 — Behavior Change in Solid Waste Management: Recommendations A Compendium of Cases what would have happened in the absence of the intervention, and what they can do Behaviorally informed interventions do not offer silver bullet solutions to SWM. to improve subsequent interventions. In the process, governments may waste valu- Rather, they work in concert with other public policy initiatives to drive changes in able fiscal resources, time, and manpower. waste management. In the absence of strong governance, willing stakeholders, and necessary infrastructure, behavioral insights may have limited effectiveness. Practitioners can refer to several cases to see how these types of project designs Practitioners may consider seeking the input of behavioral science experts at any or work in practice. For instance, in Argentina, the municipality used a randomized con- all stages of their intervention. trolled trial to investigate the impact of an intervention on source segregation and waste disposal. The intervention had five treatment groups—each of which received Additional resources for practitioners: different behavioral tools—and one control group, which did not receive any inter- vention. The government subsequently compared source segregation rates among Behavioral Science Toolkit for Climate Related Projects treatments and between the treatment and control groups. The intervention’s struc- World Development Report: Mind, Society, and Behavior ture allowed the municipality to generate causal evidence about which interventions were most effective. Practitioners used these results to decide which intervention to scale up to a larger section of the municipality. — 238 — Behavior Change in Solid Waste Management: Recommendations A Compendium of Cases BOX 6 A checklist for practitioners to use before applying behavioral insights Practitioners should consider the following before implementation: Has the context been considered? The referenced interventions were con- structed in response to specific policy issues. The context (including local cul- What is the behavior challenge? Before implementing a solution, it is import- ture, norms, and values) in other regions may differ from those described in ant to identify the core issue at play and the barriers that might currently be case studies. Contextual differences may affect the impact of interventions to impeding change. This includes, for example, identifying who (households, busi- change behavior. nesses, government actors, and so on) and what (the specific behavior) one is » Example: A local municipality wants to use behavioral insights to increase seeking to change. Taking time to understand these factors up front will ulti- proper waste disposal. To do so, it asks residents to appeal to their own fu- mately save time and money in the long term. ture self. This tactic has been successful in behavior change campaigns in » Example: A local government notices rampant littering in public parks. Before other countries. Unfortunately, the municipality does not consider the local it implements an intervention, the government conducts focus groups and culture. In this country, appealing to self-interests is seen as selfish. Rather surveys to understand the drivers of littering, the impediments to proper than increase proper waste disposal, the intervention backfires and rates of waste disposal, predominant types of litter, and the demographics of litterers. open dumping instead increase. Is it possible to embed behavioral insights early on? Behaviorally informed pub- Is there local buy-in? Ownership of the initiative by government officials and lic policy is most effective and efficient when applied at the outset of a policy local stakeholders is essential. It is also helpful to implement an intervention intervention, as opposed to retrospectively applied to an existing policy. when there is already a willingness to change. » Example: A municipality upgrades its recycling infrastructure. Several years » Example: A national government seeks to implement an organic waste diver- later, after recycling rates fail to improve substantially, the municipality in- sion program across local municipalities. Several actors must be on board vestigates behaviorally informed solutions. Ideally, the municipality should with this new program in each municipality for it to succeed. For instance, have incorporated behavioral insights into the design and rollout of waste the waste collection authority must be willing to collect and process seg- management upgrades. regated waste; the mayor must be willing to champion the program and in- Is adequate infrastructure in place? Hard interventions (like infrastructure) vest necessary resources; government officials must be willing to conduct and soft interventions (behavior change initiatives) support one another. sustained outreach and engagement; vendors must be willing to purchase Interventions that focus solely on one of the two components will likely be less compost; and residents must be willing, able, and empowered to engage in sustainable than those that include both elements. source segregation. » Example: Two municipalities seek to increase household source segregation Is an evaluation plan in place? It is difficult to assess the effectiveness of behav- rates. The first municipality creates a behaviorally informed communication ioral tools if one does not evaluate their impact. There are several experimental campaign. However, this municipality does not have the infrastructure to ac- or quasi-experimental designs that one can adopt to do so.12 commodate separate waste collection or processing, so all waste is com- » Example: To quantify the efficacy of an intervention to reduce SUP usage mingled at pickup and people get frustrated. The second municipality up- in schoolchildren, one could choose two similar schools and introduce the grades its waste management infrastructure to collect and process separate intervention in one school but not the other. One would then measure the use waste streams. However, it does not conduct adequate outreach in advance of SUPs before and after implementation. nor empower residents to participate. In both examples, the municipalities focus exclusively on one element (infrastructure or soft interventions) at the expense of the other. — 239 — Behavior Change in Solid Waste Management: Recommendations A Compendium of Cases Endnotes 7 Whitmarsh, L., Seyfang, G., & O’Neill, S. (2011). Public engagement with carbon and climate change: To what extent is the public ‘carbon capable’? Global Environmental Change, 21, 56–65. doi: 10.1016/j.gloenvcha.2010.07.011 1 State of New South Wales and the Environment Protection Authority. (2019). Identifying effective strategies to reduce cigarette butt litter findings from the NSW EPA-led Cigarette 8 Mundt, D., Carl, S., & Harhoff, N. (2020). A field experiment on reducing drinking straw con - Butt Litter Prevention Trial. EPA, Sydney. ISBN 978 1 925987 04 1. Retrieved from https:// sumption by default. Frontiers in Psychology, 11. www.epa.nsw.gov.au/-/media/epa/corporate-site/resources/litter/19p1840-butt-litter-tri- 9 Whitmarsh, L. E., Haggar, P., & Thomas, M. (2018). Waste reduction behaviors at home, at al-report.pdf work, and on holiday: What influences behavioral consistency across contexts? Frontiers in DiGiacomo, A., Wu, D. W. L., Lenkic, P., Fraser, B., Zhao, J., & Kingstone, A. (2018) Psychology, 9, 2447. Convenience improves composting and recycling rates in high-density residential 10 Waste and Resources Action Programme. (2020). Banbury, on-pack labelling and citizen buildings. Journal of Environmental Planning and Management, 61:2, 309–331. doi: recycling behaviour. Prepared by Emitihana Barker (Intern Research Analyst). 10.1080/09640568.2017.1305332 11 Barr, S., Guilbert, S., Metcalfe, A., Riley, M., Robinson, G. M., & Tudor, T. L. (2013). Beyond 2 Kilduff, G. J., Elfenbein, H. A., & Staw, B. M. (2010). The psychology of rivalry: A relationally recycling: An integrated approach for understanding municipal waste management. Applied dependent analysis of competition. Academy of Management journal, 53(5), 943–969. Geography, 39, 67–77. 3 Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A meta-analytic review of experiments exam - 12 Experimental designs include both treatment groups (which receive an intervention) and ining the effects of extrinsic rewards on intrinsic motivation. Psychological bulletin, 125(6), control groups (which do not receive an intervention). Having control groups helps account 627. for factors other than the intervention that might account for the observed change. In this 4 Czajkowski, M., Zagórska, K., & Hanley, N. (2019). Social norm nudging and preferences for design, individuals are randomly assigned to either treatment or control groups. A random - household recycling. Resource and Energy Economics, 58, 101110. ized controlled trial is an example of an experimental design. Quasi-experimental designs also include one or more treatment groups and often also use control groups. However, 5 Anie, A. (2020, October 19). Changing behaviour: Lessons in community waste manage - individuals are not randomly assigned to these groups, either for ethical or practical ment in Ghana. UNDP Accelerator Lab Ghana. Retrieved from https://www.undp.org/ reasons. Regression discontinuity and difference-in-difference are examples of quasi- ghana/blog/changing-behaviour-lessons-community-waste-management-ghana experimental designs. The goal of both designs is to attribute causality - that is, to deter- 6 Martin, M., Williams, I. D., & Clark, M. (2006). Social, cultural and structural influences on mine the change in an outcome (for example, changes in recycling rates) that is attributable household waste recycling: A case study. Resources, conservation and recycling, 48(4), to a defined intervention. 357–395. — 240 — Behavior Change in Solid Waste Management A Compendium of Cases Glossary — 241 — © golubovy | istock.com Behavior Change in Solid Waste Management: Glossary A Compendium of Cases Category Behavioral tool Implication for behavior change Relevant research Social and The way choices are framed and presented influences our decisions. People identify with norms 1 Chandra (2020): Using framing Frame messaging motivational (soft) that closely match one’s immediate setting, situation, and circumstances.2 to deter single-use plastic bag to personal values, mechanisms consumption identities, or interests Academic literature suggests that social comparison tools such as rankings can lead to Nomura et al. (2011): Drawing Social comparison behavior change. When an organization or community is ranked high in comparison to others, on neighborhood comparisons their behaviors tend to adjust to maintain their social status. This may also be mediated to increase organic waste by a phenomenon called ‘self-fulfilling prophecy’ where people behave according to their diversion expectations.3 Rankings may also serve as a motivation when they highlight the desirable social norm. Much of an individual’s behavior is determined by social norms. The expectations and actions Dorn and Stöckli (2018): Using Social Norms of one’s peers and one’s social identities influence behavior.4 Social norms are one way of social norms to improve overcoming the feeling that our individual actions do not make a difference by highlighting that uptake of reusable takeout others are also contributing. containers People are drawn to show their best image to others to maintain their self-interest and social Alpizar et al. (2008): Using Creating accountability status. Allowing a system that makes people’s behaviors visible will influence the decisions accountability to foster pro- people make toward those behaviors that are socially accepted. environmental donations Appealing to an individual’s emotions (such as hope, pride, joy, shame, and anger) in different Schneider et al. (2017): Emotional appeals contexts can help connect with relevant audiences5 and promote better waste management Leveraging pride to increase behavior.6 Positive emotions tend to be better predictors of pro-environmental behavior than pro-environmental behavior negative emotions. Feedback can help individuals track their progress toward a goal. Providing feedback among Schultz (1999): Using written Feedback peers can provide a point of social comparison for individuals to gauge their own behavior.7 feedback to increase recycling In certain contexts, feedback can be an effective tool to promote positive waste management rates behaviors.8 Individuals are greatly influenced by who conveys information. Messengers can be either regular Cotterill et al. (2009): Using Messengers members of society or influential figures. In the former, individuals or groups within a community change agents to increase can help mobilize change by providing a positive example of proper behavior or instilling recycling rates proper practices in others.9 In the latter, figures of influence or authority (for example, religious figures) are used. Studies on social influence show that individuals are more likely to internalize the claims or opinions of those perceived as credible and to comply with those of perceived legitimate authority.10 Game-like and playful activities can motivate people to engage with and persist with relevant Magista et al. (2018): Using Gamification behaviors.11 Game schemes include competition and social comparison elements as well as gaming elements to improve feedback and symbolic rewards. waste-related behaviors in youth Positive symbolic incentives can be used to motivate an individual to perform an action and can Handgraaf et al. (2013): The Nonmaterial rewards be an effective mechanism for behavior change.12 Incentives like social recognition may both impact of social rewards on target and enhance intrinsic motivation to change.13 energy conservation — 242 — Behavior Change in Solid Waste Management: Glossary A Compendium of Cases Category Behavioral tool Implication for behavior change Relevant research Financial Some studies show that people can change their behavior toward waste management in relation Diamond and Loewy (1991): Material rewards mechanisms to material or monetary incentives.14 However, incentives should be used with caution as they Using lottery schemes to can crowd out internal motivation.15 The way these rewards are implemented can increase their increase recycling effectiveness. For example, several studies suggest that lotteries can be effective, since people tend to focus on the size of the prize over weighing their probability of winning.16 Disincentives (for example, fines and penalties) may have great impact, but they are difficult to Khawaja and Shah (2013): Negative Incentives design to avoid unintended results.17 Creating a negative incentive based on behavioral insights Experimental effects of fines might increase its effectiveness and avoid backfiring. It is important to make sure that the on littering incentive is designed to reinforce or undermine relevant psychological mechanisms that can influence the targeted behavior. People have a greater sensitivity to losses than to equivalent gains.18 This tool is often Homonoff (2018): The Impact Appealing to loss applicable in financial contexts (for example, when individuals may avoid incurring a monetary of a tax on disposable bag use aversion loss). Rules and regulations can guide behaviors by indicating what is permissible (or not) within a Adeyanju et al. 2021: Regulations given system. It also communicates norms and responsibilities for different actors.19 Systematic review of regulations to curb plastic bag usage — 243 — Behavior Change in Solid Waste Management: Glossary A Compendium of Cases Category Behavioral tool Implication for behavior change Relevant research System design Default options are selected courses of action that take effect if nothing is specified by the Mundt (2020): Changing the Defaults mechanisms decision-maker. Usually, when people do not have a preference or cognitive resources to spend default to decrease plastic in a course of action, they opt for the default option, this being the one readily available. straw usage For things to reach our consciousness, they need to attract our attention. Since the environment Takahashi et al. (2018): Salience is full of stimuli, only the most salient elements will grab our attention.20 Communications Increasing salience and visual campaigns implemented in different formats such as the media, in-person activities, and appeal of environmentally roadside billboards have diverse impact in different contexts. Different studies have shown that friendly products campaigns can more effectively motivate change when they harness or address the biases, heuristics, and emotions that dominate our decision-making.21 Signs in the environment can elicit specific behaviors. Adding features to the environment can Kallbekken and Sælen (2013): Physical cues help promote sustainable behaviors. Using smaller plates to reduce food waste To promote the uptake of programs and activities, it helps to make the desired behavior easier Cong et al. (2013): Promoting Simplifying behaviors (or alternatively, to make the undesired behavior more difficult).22 Access to information must recycling by reducing the and decisions also be presented in easy and concrete terms. hassle Finding timely moments at which change is easiest can help promote behavioral outcomes. Shearer et al. (2017): Using Timely messages These messages are generally both specific and actionable and are placed in close relation to prompts to increase organic when an individual would conduct a behavior.23 waste segregation Access to convenient waste collection infrastructure and services can be a strong determinant Flanagan et al. (2021): Accessible services in whether an individual performs a given behavior.24 Increasing the convenience of waste disposal infrastructure Individuals are more likely to agree to a more substantial action if they first agree to a small Souchet and Girandola Foot in the door commitment. 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