This paper addresses a major problem in international solid waste management, which is twofold: a lack of data, and a lack of consistent data to allow comparison between cities. The paper presents an indicator set for integrated sustainable waste management (ISWM) in cities both North and South, to allow benchmarking of a city's performance, comparing cities and monitoring developments over time. It builds on pioneering work for UN-Habitat's Solid Waste Management in The World's Cities. The comprehensive analytical framework of a city's solid waste management system is divided into two overlapping 'triangles' -one comprising the three physical components, i.e. collection, recycling, and disposal, and the other comprising three governance aspects, i.e. inclusivity; financial sustainability; and sound institutions and proactive policies. The indicator set includes essential quantitative indicators as well as qualitative composite indicators. This updated and revised 'Wasteaware' set of ISWM benchmark indicators is the cumulative result of testing various prototypes in more than 50 cities around the world. This experience confirms the utility of indicators in allowing comprehensive performance measurement and comparison of both 'hard' physical components and 'soft' governance aspects; and in prioritising 'next steps' in developing a city's solid waste management system, by identifying both local strengths that can be built on and weak points to be addressed. The Wasteaware ISWM indicators are applicable to a broad range of cities with very different levels of income and solid waste management practices. Their wide application as a standard methodology will help to fill the historical data gap. o measure both technical and governance aspects o have been developed over 5 years and tested in more than 50 cities on 6 continents o enable consistent comparison between cities and countries and monitoring progress
Environmental Assessment projects range from very simple local projects involving the investigation of a single site to large and more complex international projects involving multiple locations; investigating multiple environmental media; and executed by a multi-cultural project management team. In the case of a post impact assessment survey, the goal is to gain access to impacted sites; collect relevant data; analyse the data and produce a report. In real life situations however, such a simple description does not match the complexity of the process as observed in actual field operations. The socioeconomic and socio-cultural environment in which a project takes place presents its own challenges to a project management team and an understanding of the expectations of local community which is a key success indicator. In the absence of working knowledge and understanding of local expectations, complex international projects may depend on joint working relationships between independent bodies in the form of collaborative partnerships to achieve their set goals. Using this approach, the planning and implementation of the project's activities becomes joint responsibility of the partners and which may lead to the creation of new organizational structures and new implementation processes. that is grounded in phenomenology; a qualitative case-study research strategy and participant observation as the primary data collection method including content analysis of field notes. The findings indicate changes to normative operational procedures as a result of the partnership and recommends replication of this approach in similar international EIA projects, particularly in developing countries.
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