report produced by habitat for humanity cambodia

1

Strategy Paper for

Battambang Municipality

Sustainable Urban Resource Management

Report Produced by

Habitat for Humanity Cambodia

September 2021

2

TABLE OF CONTENTS

ACKNOWLEDGEMENT ....................................................................................................... 3 LIST OF ABBREVIATION AND ACRONYM ......................................................................... 4

I. INTRODUCTION .......................................................................................................... 5 1.1 CITY PROFILE .............................................................................................................. 5 II. PROJECT ORIENTATION & ACCOMPLISHMENTS ................................................... 5 2.1 PROJECT OBJECTIVE/PURPOSE .................................................................................... 5 2.2 LETTER OF EXCHANGE (LOE) ...................................................................................... 6 2.3 SUMMARY OF PROJECT ACCOMPLISHMENT ................................................................... 6 2.4 INSTITUTIONAL ARRANGEMENT .................................................................................... 8 III. RESEARCH/EVIDENCE-BASED DATA ................................................................... 9 3.1 BASELINE ASSESSMENT RESULTS ................................................................................ 9 3.2 DATA COLLECTION AND ANALYSIS SUMMARY .............................................................. 10 3.3 SUMMARY OF RESEARCH STUDY ............................................................................... 10 IV. PILOT PROJECT ACTIVITIES ................................................................................ 12 V. THEMATIC SDG ALIGNMENT ................................................................................... 14 VI. PILOT PROJECT SUSTAINABILITY PLAN ............................................................ 16 VII. POLICY RECOMMENDATIONS ............................................................................. 16 7.1 LAW ENFORCEMENT PROGRAM –: .............................................................................. 16 7.2 WASTE BANK INITIATIVE ............................................................................................ 17 7.3 IMPROVE WASTE COLLECTION SERVICE PROVISION ................................................... 17 7.4 RESEARCH STUDY ..................................................................................................... 17 VIII. LESSONS LEARNED .............................................................................................. 17 8.1 BEST PRACTICES ....................................................................................................... 17 8.2 CHALLENGES ............................................................................................................ 18 8.3 CROSS-CUTTING ISSUES ........................................................................................... 19 IX. CONCLUSION ........................................................................................................ 20 REFERENCES ................................................................................................................... 21 ANNEX 1 SUSTAINABILITY STRATEGY .......................................................................... 22 ANNEX 2 SDG ALIGNED POLICY ACTION PLAN .............................................................. 1

3

ACKNOWLEDGEMENT I strongly believe that this assignment cannot be fully accomplished without the full support and contribution of various stakeholders. Those include ESCAP, HFHC, the core team, the project staff, partners and community. I would like to give profound thanks to ESCAP which provided funding to HFHC to implement this project. To this assignment, they helped provide some guidance and advice to allow the TrustMe Consultancy Service team to write it in accordance with the requirement. Thanks so much to the Habitat for Humanity team for their kind support in terms of coordination, logistics, and project documents. In addition, they also provided significant input, review, and feedback for the paper as a part of their experience implementing this project as well. The core team has also played a very important role in the project. This assignment was also contributed by them as well. I would like to thank them for honest reflection and feedback during the FGD, interview and consultation. Those include Mr. Leang Veasna, Deputy Governor of Battambang Municipality, Mr. Noy Chek, Deputy Chief of Public Transportation, Sanitation, Environment and Public Order Office of Battambang Municipality, Ms. Sean Bophaphal, a representative from COMPED, Ms. Sreyneang, a representative from the National University of Battambang (NUBB), Mr. Kat Bunheng, and Ms. Kun Kimsreang (both are from Habitat for Humanity Cambodia). Furthermore, I would like to give sincere thanks to the private sector and community partners who joined the discussion. Those are Ms. Soum Samnang (Leab Lim company), Mr. Tor Hun (Sangkat chief), Mr. Ho Bunthoeun, Strategic Mobilization and Governance Manager, Tech for Green City (T4GC) whose project is funded by USAID to improve the waste service through mobile application, and Mr. Ka Hon (community leaders). They had provided such great input and feedback for us to incorporate into this report for further reference. Last but not least, I would personally like to show my great thanks to the TrustMe Consultancy Service team who sacrificed day and night to make this report complete on time with high quality. Your commitment shows high accountability of our work ethic. In short, each part of us is valuable and supportive for the greater impact of Battambang city to become a clean and green city in the near future.

4

LIST OF ABBREVIATION AND ACRONYM

ADB Asian Development Bank

ASEAN Association of Southeast Asian Nations BPA Battambang Provincial Administration1 CDF Community Development Fund

CDIA City Development Initiatives for Asia CIP Commune Investment Plan

COMPED Cambodian Education and Waste Management Organization CSO Civil Society Organization CSR Corporate Social Responsibility CVS Cambodia Volunteer for Society DIP District Investment Plan

ESCAP United Nations Economic and Social Commission for Asia and the Pacific

FGD Focused Group Discussion HAC HelpAge Cambodia

HFHC Habitat for Humanity Cambodia I4DI Institute for Development Impact

IGES Institute for Global Environmental Strategies KMR Kumar Rikreay Association LoE Letter of Exchange

NGO Non-Governmental Organization NUBB University of Battambang

OEC Opération Enfant du Cambodge POM Project Operations Manual PWG Provincial Working Group SDG Sustainable Development Goal

SURM Sustainable Urban Resource Management SWM Solid Waste Management

SWOT Strength, Weakness, Opportunity, Threat T4GC Tech for Green Cities

USAID United States Agency for International Development UN-HABITAT United Nations Human Settlement Programme

VSG Village Support Group

1 BPA is the provincial level authority. It manages the 13 districts and 1 municipality which are further subdivided into 92 communes (Khmer: ឃំុ, khum), 10 sangkats (Khmer: ស%& ត់) and 810 villages (Khmer: ភូមិ, phum). Provincial governor supported the municipal governor to run this project smoothly.

5

I. INTRODUCTION 1.1. City profile

Battambang Municipality is the third-largest city in Cambodia, located in the western part of the country about 100 kilometers from Thailand. It has an estimated population of 160,000 inhabitants and comprises ten Sangkats (communes). Based on the Land-Use Master Plan 2030’s projection of three different scenarios, Battambang Municipality’s population in 2030 will be 216,114, 201,883 or 188,524 inhabitants at growth rates of 3%, 2.5%, and 2%, respectively. While the population of Battambang province decreases, the municipal population is likely to increase along with the goal to be a regional center. Battambang has rich historical, cultural and natural heritage. Battambang’s Vision 2030 is “to become environmentally friendly, socially responsible and economically successful and maintain its uniqueness”2. The socio-economic development priority of Battambang Municipality is to be a competitive town and a regional center for trade, education and investment in Agri-industrial goods and services, by maintaining its uniqueness of being a green and cultural city3. The inclusion of the green strategy in the land-use master plan is an important strategic initiative towards achieving inclusive green growth. Battambang is among many Southeast Asian cities facing environmental challenges such as solid waste, pollution and floods. Battambang city, like many others in Cambodia, is subject to several waste management issues, including uncontrolled disposal, waste burning, and a lack of waste separation and collection planning. Battambang Municipality is responsible for the management of waste collection services, and the Provincial Department of Environment (under the Ministry of Environment) is responsible for the regulation and the provision of technical advice. Increasing trends in urbanization rate, rising income per capita, changes in consumption habits, and limited waste management capacity and public awareness are among key drivers of the rapid growth of waste volume. Battambang also recorded floods in almost every Sangkat of the city in 2000, 2003, 2005, 2006, 2007, 2011, and 2013 (ADB, 2015; CDIA, 2010). Rainfall has also heavily affected the city since 2014, and total rainfall and average maximum temperature are predicted to increase by 8.3% and between 1.8-1.9 decree C (ADB, 2015). In Battambang Municipality, the labor force is mainly in the service sector including self and wage employment in businesses, small trading, repairing, private and public institutions, and followed by agriculture and its related activities. The municipal development in Battambang is closely linked to the growth of agriculture and natural resources and the orientation of municipal policies towards regional centers of education, trade and investment. National economic growth and policies in terms of waste management also have an influence. Smaller labor sectors are handicrafts and processing. Battambang Province is largely known as the main agriculture producer in the country and will play an influential role in transforming the municipality's economic and labor structure.

II. PROJECT ORIENTATION & ACCOMPLISHMENTS 2.1. Project objective/purpose

Habitat for Humanity Cambodia (Habitat Cambodia or HFHC) is implementing the Sustainable Urban Resource Management (SURM) project funded by the United Nations Economic and Social Commission for Asia and the Pacific (ESCAP) Bangkok regional office in partnership with UN-HABITAT. The overall objective of the project is to strengthen the capacity of local governments and other key urban stakeholders in Battambang Municipality to implement the 2030 Agenda in the area of Sustainable Urban Resource Management (SURM). To achieve

2 Battambang Master Plan 3 Battambang Municipality 2015

6

this objective, the project focuses on two main components: 1) minimizing the negative and maximizing the positive environmental, social, and economic impacts of urban consumption and production systems, and 2) enabling key urban stakeholders to coherently contribute to achieving the 2030 Agenda at the national level. This project also tackled the SGD goals including SDG 15 (gender equality), SDG 6 (water), SDG 7 (energy), SDG 8 (decent work & economic growth), and SDG 11 (cities). This project was implemented for 24 months and was divided into two phases. The first phase started from May 2019 to Sep 2020 while the second phase started from Oct 2020 till Sep 2021.

2.2. Letter of Exchange (LoE) Battambang Province was chosen to be a SMART city in ASEAN. And it is also was recognized with the 3-flower award4. The leadership of Battambang Province and Municipality have been committed to improving the city to be green and clean. At the same time, ESCAP initiated this project to implement in Battambang city. Therefore, this was a good opportunity for Battambang Provincial Administration (BPA) to welcome cooperation and partnership to accelerate their vision. The official Letter of Exchange (LoE) was signed off in Feb 2020. In addition, the partnership agreement between HFHC and ESCAP was already signed in May 2019 prior to LoE. The LoE was an official agreement as well as MoU between BPA and ESCAP to implement this SURM project. It also eased the project core team to officially implement without hesitation. This project contributed to strengthening the capacities of multi-stakeholders in Battambang city to be able to localize the 2030 Agenda through SURM because the city also focused on solid waste management, local economic development, and low-cost and affordable housing. In short, the LoE was critically important and used for evidence-based and legal documents by both parties.

2.3. Summary of project accomplishment During the last 2 years of project implementation, there was good cooperation and support from provincial and municipal governments as well as the core team. The project achieved notable results including project concept orientation, consultative workshops with stakeholders, strategic planning, systems thinking, research studies, visioning workshop and proposed one-year implementation of a new initiative for improving SWM in Battambang Municipality. To gain strong support from the BPA, the project team conducted the first-ever workshop to orient the basic concept of the project following the core team’s strategic training in Bangkok. The workshop was conducted on 23 January 2019 in the provincial hall with 18 participants (3 women). The orientation workshop helped the provincial governor and relevant stakeholders understand the basic concept of the project and how they could support implementation for greater impact of SWM in Battambang. As a result, the governor assigned one person to be the focal point for supporting this project officially. Through this workshop, stakeholders prioritized three areas including solid waste management, livelihoods, and water connection systems for implementation for final selection later. On 29 January 2019, the core team cooperated with representatives of ESCAP to conduct a consultative workshop with the main stakeholders again. The workshop aimed to clarify and build on the understanding of the concept and to gain participation and support. It also helped

4 SMART City: The ASEAN Smart Cities Network (ASCN) is a collaborative platform which aims to unify smart city development efforts across ASEAN by facilitating cooperation on smart city development, creating bankable projects in conjunction with the private sector, and securing funding and support from ASEAN's external partners. It was launched at the 32nd ASEAN Summit as a key deliverable of Singapore's ASEAN Chairmanship 2018. The Inaugural Meeting of the ASCN took place on 8 July 2018. 3 flower-award: It is called “Clean City Competition”. It was initiated by RGC in 2015. Battambang has won this award for 2 years consecutively.

7

stakeholders see how they would contribute to making the project run smoothly. As a result, each of them agreed to support the project by giving some required data for further references. They also committed to joining the project till the end. After the consultative workshop, the delegates from ESCAP, hosted by Habitat Cambodia and the core team, officially met the provincial governor, H.E. Ngoun Ratanak. The meeting was all about greetings and a brief introduction about the project for the H.E. Governor to understand the basic concept of the project and request the Letter of Exchange (LoE) from BPA to officially implement the project in this selected city. The H.E. Governor gave a warm welcome and he was glad that ESCAP supported HFHC to implement such a great project to contribute to achieving the SMART and green city of Battambang. He agreed to officially sign the LoE accordingly. On 24 - 25 June 2019, the core team led a workshop on Battambang's Strategic Planning (localizing the SGD) attended by 54 participants (18 women) from government, NGOs, private sector and members from the multi-stakeholder network. The objectives of this workshop were to strengthen existing and new partnerships across stakeholder groups for the implementation of the prioritized area of intervention, including the discussion and approval of the Terms of Reference (ToR) for the Multi-stakeholder Network establishment for evidence-based decision-making, to increase participants’ understanding of local challenges and current policy and institutional landscape across Battambang’s SURM priorities (SWM, livelihoods, and housing), and to identify key opportunities for stakeholder action through consensus on the priority area of intervention and research opportunities. As a result, the workshop was summarized into main outcomes as below:

● Gain more understanding of the general situation as the rapid baseline ● The Multi-stakeholder Network was established but not approved yet ● A list of potential project ideas to be explored further via research ● A list of priority areas and challenges in SWM in Battambang to be addressed

throughout the project ● The Vision of Battambang was developed with a statement "By 2030, Battambang, a

smart city, has a good solid waste management system participated by local authorities, NGO partners, the private sector and secured community to contribute to the sustainable development for all."

In addition to this, the research team also conducted a consultative workshop with the provincial governor and stakeholders to review the first workshop results and present the research plan as well as seek recommendations before moving forward with the research process. As a result, the research plan was clearly oriented to and agreed upon by the participants. Furthermore, the provincial governor provided some recommendations by adding more stakeholders from various departments to join for more input in the project. Therefore, the research team proceeded to conduct research accordingly. On 22 September 2020, ESCAP provided a Training-of-Trainers (ToT) to the project core team as part of the wider Systems Thinking Visioning Workshop to identify pilot activities to be implemented to tackle problem areas in relation to SWM as identified by the research outcomes. The training was conducted online due to the COVID-19 restrictions on travel. The purpose of the Systems Thinking approach is to understand the inter-relationships and trade-offs between systems, inter-linkages of the SDGs and to collaboratively agree on which pilot projects to implement in 2020/2021 in Battambang. Four tools were used during the ToT workshop, which were then replicated in Focus Group Discussions (FGDs) locally in the Battambang Visioning workshop. Those tools include SDGs Cluster Analysis, Root Cause Analysis, Pilot Project Prioritization Matrix, and SWOT Analysis for Project Feasibility. As a result, the core team independently conducted the visioning workshop on 28-29 September 2020.

8

The visioning workshop had 75 participants (29 women), including representatives from the City of Battambang, Governor of Battambang Province, provincial departments and national governments, local government (commune administration) under the Battambang Municipality Administration, civil society working with the city, and communities, academia, research institutions, the private sector, and development partners. The workshop focused on sharing research findings conducted by the NUBB research team, building participants’ concepts on SDGs, applying system thinking tools, proposing projects for implementation in the following year, analyzing SWOT tool on the proposed projects, discussing resource mobilization, and identifying the sustainability strategy for project implementation. As a result of the workshop, there were three prioritized projects including 1). Reduction of solid waste and strengthening solid waste management, 2). Waste bank, and 3). Capacity Building on policy and relevant items on waste management. The priorities were put to be discussed further with multi-stakeholders and the core team to make final decisions for implementation. The project team consulted with the ESCAP team and the Provincial Working Group (PWG) to move forward with the pilot projects. Since the issue was all about improving livelihoods in the context of SWM, options 1 and 3 were chosen to pilot accordingly. Those projects include “reduction of solid waste and strengthening solid waste management” and “Capacity Building on policy and relevant items on waste management”. The project contributed to improving the livelihood of the community of Battambang, especially for women, through various training on waste management and entrepreneurship focusing on women. The main activities in phase 2 included entrepreneurship training, a business start-up for women waste collectors, law reinforcement, and segregated waste bin support. More details are described in the section “Pilot project activities”.

2.4. Institutional Arrangement Within this project, there were some layers of working protocol. ESCAP signed an official LoE with the BPA for legal implementation. It also provided a sub-grant to HFHC for direct implementation in terms of coordination and focal point to ESCAP. On the ground, HFHC played the role of a project implementer (focal point). HFHC provided overall coordination to ensure the project was smoothly implemented in alignment with the budget and timeframe. To support this project, the PWG (or MSN) and working group (multi-stakeholder network) were established by BPA. The SWM PWG (ESCAP initially called it a multi-stakeholder network) was led by H.E. Governor Nob Dara. The members included the provincial chief of administration, municipality governor, relevant departments, commune chiefs, religious leaders, community leaders, NGO and private sector with a total of 54 people. This is the leading team that provided guidance, advice, leadership direction and final decision making for all initiatives/projects related to SWM. The project core team consisted of seven members from different entities including Battambang Municipality, University of Battambang, COMPED, and HFHC. This core team was led by H.E. Governor Pheng Sithy. All members were properly trained by ESCAP team in Bangkok before starting this project. They were responsible for project management, organizing workshops, data collection, monitoring of progress, providing accomplishment reports to the provincial committee and some other assigned tasks. In summary, the project has played very important roles in building capacity to the BPA, Committee, working group, stakeholders and communities about the concept of localizing SDGs at the grassroots level. In addition, they were also aware of how they could contribute to making the city better through various exercises facilitated by the core team during the ongoing processes. It also increased the level of cooperation and partnership with multi-stakeholders, including civil society, the private sector, and the government. This gave a great opportunity to share and consult on social-based issues and understand the private sector's

9

social responsibility in the development. The project mobilized funds based on their priorities. The relevant stakeholders were empowered to develop a vision of the municipality to see themselves clearly and sharpen ideas/plans of where to go in the future. They were committed to achieving their vision.

SUMMARY PROJECT TIMELINE

III. RESEARCH/EVIDENCE-BASED DATA 3.1. Baseline assessment results

The assessment team consisted of Habitat for Humanity, NUBB, and representatives from BPA and the municipality. They conducted desk reviews using different sources of data. And they found the information needed to inform the workshop. The information included Solid Waste Management System, housing situation and livelihood conditions in Battambang city.

• Solid Waste Management System SWM issues in Battambang are associated with two main SDG goals and targets including SDG Target 11.6: By 2030, reduce the adverse per capita environmental impact of cities, including by paying special attention to air quality and municipal and other waste management and SDG Target 12.5: By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse. The report also stated that there were only two Companies, Cintri and Leab Lim, working on waste collection services in Battambang city. Cintri provides service to eight Sangkats while Leab Lim covers the remaining two Sangkats, which focus on public areas such as parks and roads. Leab Lim does not charge service fees from HHs because they focus on public areas only. The report found that of the total waste in Battambang city, organic waste covers 71%, plastic waste covers 10%, and paper, glass, textiles and metals are between 2-5%. Every day, 150 metric tons of waste is generated. Of this, 120 metrics tons are transported to the landfill (an open dumpsite without lining and open burning taking place); 10 metrics tons is uncollected and disposal is uncontrolled (with waste leaking into waterways, buried in backyards or openly burned); 10 metrics tons is recyclable waste that is purchased by junk shops (there are 22 junk shops in Battambang, and the recyclable materials are then exported to Thailand or Vietnam); and 5 metrics tons is composted5. The solid waste management challenges included a lack of awareness, lack of willingness to cooperate and participate among local stakeholders including local residents; insufficient

5 Evidence-based study by National University of Battambang

10

budget, experience, knowledge, and human resources of local authorities on solid waste management; the limited incentives to conduct waste recycling, including the high energy cost; the limited law enforcement to prevent illegal disposal and open burning; and the lack of promotion of waste separation at source.

• Housing The housing issue is connected to SDG Target 11.1: By 2030, ensure access for all to adequate, safe and affordable housing and basic services and upgrade slums. The rapid baseline assessment also reported that 1.1 million houses are needed in Cambodia by 2030 to meet demand. And Battambang is urbanizing at 2.28% per year. Rapid migration and urbanization caused 66 informal settlements to form in Battambang city. In 2013, only 29% of Battambang’s structures had a permanent roof, walls, and floors at the same time. There were some organizations actively working on housing issues such as the Community Development Fund (CDF), which worked with almost 40 communities to obtain saving loans while the Cambodia Volunteer for Society (CVS) organization worked with community youth for savings and cleanups. Also, HFHC provided access to land and housing through construction, advocacy, etc. Based on Cambodia’s national housing need, it was estimated that Battambang may need approximately 100,000 homes by 2030. The expansion of commercial activities in Battambang was driving the local residential market, and there are some Borey6 being developed in Battambang City and currently, they are under construction. The price ranges from $35,000- $60,000 per unit.

3.2. Data collection and analysis summary The Battambang Solid Waste Management Study was conducted by NUBB. It aimed to collect evidence to identify appropriate solutions to support the PWG (or Multi-Stakeholder Network) to implement Battambang Smart City Vision 2030 by collecting and incorporating evidence from research and local data, experience from the public, private and civil society stakeholders, and perspectives from Battambang local communities. It was part of the project entitled “Localizing the 2030 Agenda through SURM approach”. This study involved three streams including desk review, key informant interviews (KII) and Focus Group Discussions (FGD) with different stakeholders such as NGOs, government officials, private sectors, and communities.

● The desk review primarily focused on existing practices in SWM. It included existing practices in the region, in Cambodia and also in Battambang, solid waste management policies, and awareness-raising in SWM with solutions.

● The Interviews with national and sub-national (government and non-government implementers, academia, and private sectors) were related to SWM. The KIIs were carried out with selected stakeholders representing governmental institutions, the private sector, and civil society.

● There were 111 community members interviewed; 64% female respondents from seven FGDs in six different Sangkats. The participants were selected by community leaders from community members. Three FGDs were from urban areas from different sides of the town, 2 along the river in Battambang town, another one FGD was from the Sangkat in Battambang town and the last FGD was with the community in a landfill.

3.3. Summary of Research Study

The framework of the study was designed based on inputs from a local workshop and rapid baseline assessment held on 24-25 June 2019 with the PWG (or MSN), by prioritizing issues

6 Borey is a private housing business project owned by a business person. They build lots of flats and sell them to people who can afford them. The Borey has strict rules and regulations which do not allow people to change the style of the flat different from the approved plan. In short, Borey seems like a small community of people living in well-organized houses.

11

of SWM, livelihoods and informal settlements. The study primarily focused on issues of municipal SWM, policies, institutional capacity, community waste bank, livelihoods, awareness-raising, and community waste recycling. The study aimed to synthesize inputs from different stakeholders and communities as well as regional and national practices to identify and formulate possible interventions to address the municipal SWM challenges. Th findings formulated evidence-based practices to enable PWG to identify, select, and implement practical solutions to support the implementation of Battambang Smart City Vision 2030. Here is what the research found.

● Regional Practices of Solid Waste Management will continue tomorrow

The practices of solid waste management vary across countries in the region. Most c ountries in in the region are working to promote 3Rs programs while a more developed country, such as Singapore, is more advanced in terms of SWM technologies. Regional practices include composting, zero waste management programs, 3Rs and waste banks. The major challenges of solid waste management in in Asian countries are the absence of adequate policies, enabling legislation, and an environmentally stimulated and enlightened public.

Zero Waste Management Program: This program includes banning single-use plastic, incentives to return beverage containers, awareness programs for waste segregation and disposal, bins for different types of waste, and compost programs.

3R (Reduce, Reuse, Recycle) Initiatives: Establish waste bank centers and systems. In Hanoi, approximately one-fifth of municipal waste is recycled, higher than many ASEAN cities. In Brunei, the

country promotes a logo or

recycling emblem on each bag. In

Malaysia, campaigns

have been insufficient for

recycling to effect a change in the public behavior towards recycling.

Waste Banks: Two elements, including banks and waste. People in the community, a commune, or a district can use a waste bank to deposit their inorganic waste or extract money from the value of the waste provided to the community waste bank. The idea is to transform unwanted materials into valuable resources that can be bought and sold.

12

• Solid Waste Management in Battambang Municipality

The main problems relating to municipal solid waste are waste segregation, collection services, the enforcement of regulations, coordination and monitoring systems and capacity. In Battambang Municipality, there are three major sources of waste generation: household, institutional and medical wastes. According to a baseline study in Battambang by COMPED in 2011, waste generated per capita for low-income households is 0.54kg/day, middle-income household is 0.68kg/day and high-income family is 0.58kg/day. For household waste composition, vegetables accounted for 66%, plastics were 12% and others made up the remaining 22%. According to a recent study by IGES (2018), the disposal of solid waste to the Battambang landfill increased from 59 metric tons/day to 170 metric tons/day, in which compost has increased from 1.2 metric tons/day to 3.5 metric tons/day. There is limited awareness within the community regarding municipal solid waste management. The challenges are those identified earlier. However, there is a strong interest of the community to participate in addressing municipal solid waste management. The community can be socially and economically empowered through engaging in solid waste-related livelihood strategies and waste banks. The study provided some recommendations as below:

● Develop a Master Plan for sustainable solid waste management in Battambang ● Implement community and institutional capacity development in SWM ● Support in establishing policy environment for SWM ● Implement community waste bank project ● Implement a pilot project for integrated solid waste management ● Ensure the effectiveness of stakeholder platforms

In summary, the research study conducted by the University of Battambang was very helpful as an evidence-base to make a decision for multi-stakeholders including government, local NGOs, private sectors and relevant local partners to address those above finding a sustainable solid waste management system. Furthermore, based on the results, the multi-stakeholders should easily find appropriate approaches and solutions to respond to the Battambang Smart City Vision by 2030, especially to support the Solid Waste Management policy. The upcoming project intervention in phase 2 was also designed based on this study and integrated into the visioning workshop results.

IV. PILOT PROJECT ACTIVITIES To build up concepts on SDG and empower local stakeholders to design their own projects, the core team led them by introducing the system thinking approach. The process includes cluster analysis, root cause analysis, prioritization, and SWOT analysis. These analyses used participatory approaches to promote critical and analytical thinking skills. Cluster Analysis is a tool to allow participants to explore and discuss the cross-cutting framework linkages of SWM to SDGs. It also helped multi-stakeholder networks to be able to first define the relevant stakeholders in SWM and secondly work together to analyze how their work is related to each specific SDG, and how SWM is linked to each SDG. The result of cluster analysis by stakeholders showed that all aspects of waste management must strongly engage in partnership with relevant partners including private, civil society, and government. Finally, it contributed to the reduction of poverty through proper waste management approaches. Root Cause Analysis is designed to identify the root causes of the core problems with various layers to dig for the actual root causes. It is also called “problem tree analysis” in some places.

13

This tool allows participants to deeply think about how the issues are interrelated to one another. The participants answer the question “why does it happen?” until the very last root cause appears. The exercise gives a platform for participants to find what the drivers are, what the agents are, what the possible causes are, and what the actual root causes are. Through this exercise, the participants expand their deep-thinking skills to broaden the situation especially related to SWM in Battambang city. This process takes a very long time because we want to have quality results from the discussion. At the end of the process, there is one more step. It is to analyze the possible actions to solve all the identified root causes. The prioritization process is to decide which projects should be the most urgent for piloting. After identifying the possible actions (proposed project solutions), the prioritization process is very important to clarify which project should be done. The prioritization approach followed the scoring means and the set of criteria provided by ESCAP including 1) advocacy/awareness, 2) capacity development/building, and 3) urban policy and planning. Based on the report of the visioning workshop, there were 8 proposed projects. However, there were only 3 projects prioritized. Those projects include 1) Reduction of solid waste and strengthening solid waste management, 2) Waste bank, and 3) Capacity Building on policy and relevant items on waste management. SWOT Analysis is another step to analyze in-depth the strengths, weaknesses, opportunities, and threats for the proposed projects. Participants focused on the external and internal factors that affect project implementation. This SWOT analysis worked on the 3 prioritized projects listed above. It was helpful to inform implementers about what to be aware of to avoid failure. The pilot activities made some significant changes during the last 6 months of implementation as the time was short and due to COVID19 restrictions as well. However, there were highlights and impacts, described below: The project provided training on entrepreneurship and business concepts to 27 junk or waste collectors with 20 women. The training took a half-day and focused on how to change the mindset of the participants to improve their businesses. After training, they had clear business plans that they developed by themselves. The project not only trained but also supported business start-ups. To support better livelihood opportunities through waste, HFHC approved 25 out of 27 families who applied for the business start-up. Each applicant received 90$ up to 200$ for running their waste business. And 14 out of 25 also received the cart for transporting the waste and junk as well. The project also facilitated SWM officers of the municipality and the municipal council of Battambang to design and prepare uniforms for law enforcement officers for the implementation of the Sub-decree on Urban Solid Waste Management in Battambang City. The uniform design is intended to give the message to the public on the effort of the municipality on SWM based on SDG 11 on sustainable cities. This enforcement targets the waste collection companies such as Cintri and Leab Lim as well as the community. They must follow the rules and regulations of the municipality. In order to support law reinforcement, the project supported 4 sets of waste segregated bins for Battambang Municipality to install along the Sangke River. Each set of bins consisted of 4 bins which separated into organic waste, plastic waste, glass waste and paper waste. This approach makes it easy for visitors, who walk along the park or the community or who live nearby, to dispose of their waste properly. It is a good message for people to learn how to discipline themselves for waste segregation. Habitat Cambodia worked with COMPED (local waste collection company), University of Battambang, and U.S. Agency for International Development (USAID) to train Sangkat

14

councilors on SWM concepts including the use of financial, legal, and practical tools that can be integrated into municipal SWM plans. Battambang aligned its work with the national government’s endorsement to integrate sanitation and SWM into the national policy, “Local Policy for Village and Commune Well-being and Safety.” The project also built capacity on the SDGs, working to align targets and goals to SWM and sustainable urban resource management, using system thinking methods from this project.

V. THEMATIC SDG ALIGNMENT This project related to some SDGs which include SDG 3 (good health and well-being), SDGv5 (gender equality), SDG 6 (clean water and sanitation), SDG 7 (energy), SDG 8 (economic growth & jobs), SDG 11 (cities), and SDG 12 (consumption & production). All aspects of waste management must strongly engage in partnership with relevant partners including private, civil society, and government. The end result is to contribute to making Battambang a clean city through improved waste management systems and related community livelihood opportunities. That is called sustainable cities and communities and it requires partnership at all levels. The SDG Goal 3 “Ensure healthy lives and promote well-being for all at all ages” Waste and pollution strongly affect the community's health and well-being. Through awareness-raising and mainstreaming the project, people gained more understanding of the service effects. They discussed with service providers how they should improve the waste collection services. The T4GC project also contributed to this because they helped the community to use the mobile application that allows people to find, search, and give feedback on the waste collection service. Once the service is improved, their health is not affected by waste. The project goal “To contribute to making Battambang a clean city through improved waste management systems and related community livelihood opportunities.” It contributed to achieving SDG 11 “Sustainable Cities and Communities and its target #11.6 “by 2030, reducing the adverse per capita environmental impact of cities, including by paying special attention to air quality and municipal and other waste management.” To achieve this, the project worked with multi-stakeholders including the provincial local authorities, private sectors and NGOs to improve the livelihood of communities, especially women, strengthen the solid waste management system and increase the understanding of solid waste management to the communities.

15

Project outcome #1 was “Improved livelihood opportunities especially for women in Battambang city.” It was aligned to SDG 5 “Achieve gender equality and empower all women and girls” and its target #5.1 “End all forms of discrimination against all women and girls everywhere” target #5.2 “Eliminate all forms of violence against all women and girls in the public and private spheres, including trafficking and sexual and other types of exploitation” target #5.3 “Eliminate all harmful practices, such as child, early and forced marriage and female genital mutilation” and target #5.4” Recognize and value unpaid care and domestic work through the provision of public services, infrastructure and social protection policies and the promotion of shared responsibility within the household and the family as nationally appropriate. In addition, it was also aligned with SDG 8 “Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all” and its target #8.3 “Promote policies to support job creation and growing enterprises.” And SDG 12 “Ensure sustainable consumption and production patterns” And its target #12.5 “By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse.” The project supported the women through entrepreneurship training and start-up kits such as carts for transporting the junk materials.

Project outcome #2 was “Enhanced solid waste management system in Battambang city.” This outcome was aligned to SDG 6 “Ensure availability and sustainable management of water and sanitation for all” and its target #6.a. “By 2030, expand international cooperation and capacity-building support to developing countries in water and sanitation related activities and programmes including water harvesting, desalination, water efficiency, wastewater treatment, recycling and reuse technologies and target #6.b “Support and strengthen the participation of local communities in improving water and sanitation management” and SDG 7 “Ensure access to affordable, reliable, sustainable and modern energy for all” and its target #7.a “By 2030, enhance international cooperation to facilitate access to clean energy research and technology, including renewable energy, energy efficiency and advanced and cleaner fossil fuel technology, and promote investment in energy infrastructure and clean energy technology and target #7.b “By 2030, expand infrastructure and upgrade technology for supplying modern and sustainable energy services for all in developing countries, in particular least developed countries, small island developing States and landlocked developing countries, in accordance with their respective programmes of support.” The project supported this outcome through development of the solid waste management master plan approved by the BPA.

Project outcome #3 was “Increased community awareness and effectiveness of solid waste management in Battambang Municipality.” It contributed to achieving SDG 11 “Sustainable Cities and Communities” and its target #11.6 “By 2030, reduce the adverse per capita environmental impact of cities, including by paying special attention to air quality and municipal and other waste management.” And SDG 12 “Responsible Consumption and Production ” a nd its target #12.5 “By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse.” The project cooperated with multi-stakeholders and the T4GC project to increase community awareness on solid waste management and access to basic services for the effectiveness of Battambang municipality’s solid waste management improvement. Through cooperation with T4GC, mobile applications have been developed and are used widely.

16

Project Component Monitoring Result SWM policy practice by stakeholder

● The policy of SWM is not fully implemented due to the COVID-19 pandemic. The municipality had started the awareness-raising by Tuktuk.7 The TukTuk driver drove in the city by using loud speakers and banners to announce the penalty of improper waste management. They just planned to start implementing the penalty to those who throw waste in public areas or do not package the waste properly.

● Each institution (the relevant departments in the province including education, health, environment, tourism, etc.) started to be aware of SWM and learned to apply step by step.

● Each institution does not have an integration plan in their department yet due to the short time of discussion.

Capacity Building to duty-bearers and local stakeholders

● Those departments whose staff were assigned to join the project increased knowledge about SWM.

● One representative from the respective institution regularly joined the project. That is why they have more understanding of SWM.

Waste Bank ● Not implemented because of time constraints and budget limitations.

VI. PILOT PROJECT SUSTAINABILITY PLAN See Annex 1.

VII. POLICY RECOMMENDATIONS Based on the experience of this project implementation and challenges, the consultant team would like to recommend the following:

7.1 Law Enforcement program – Start small end big: There are a lot of laws related to solid waste management. However, the laws are not well implemented on the ground. Therefore, reinforcement of the law is extremely crucial to achieving this objective. There are some recommended steps to follow: • Capacity building for government officials:

o PWG should be well equipped with law and policy. They have to clearly define the parts of the policies to make sure each of them understands the policies. Each point of the law must be clearly communicated to each member of the PWG.

o Hold accountability of all relevant provincial departments to allocate budget and put action plans in their respective departments.

o Krong and Sangkat officers must be well trained on the law sub-degree 113 and Krong order so that they can continue to orient themselves to the community.

o Sangkats should allocate the budget for SWM appropriately to respond to the real need.

o Choose a pilot commune to specifically follow the process. In each village, identify key persons to be equipped on the law. They will implement the policy from awareness-raising, training, implementation through penalties.

• Education Program for community people in a pilot Sangkat o Set up channels of communication and awareness-raising through the home to

home, community-wide (if possible), social media platforms and radio. At least give education to the community 6 full months to inform them about the intervention of penalty

7 TukTuk is a kind of motorcycle with a cart (sometimes it is called a three-wheel vehicle).

17

o Pilot the intervention one week without any penalties/fines but provide them advice and warning.

o Start implementation of the penalties/fines for 6 months with a special area and responsible person.

• Monitoring and Evaluation o Conduct Reflection workshop after 6 months of implementation o Conduct public forums on social media or community-wide to listen to their

concerns and get their recommendations. o Quarterly monitoring and reflection o Final evaluation and replication citywide.

7.2 Waste Bank Initiative

● Focus on the 3R’s principle ● Strengthen the organizational capacity of the community ● Marketing strategy for the group ● Identify the company that can buy the plastic ● Community-based Waste Business such as selling rubbish bins ● Households and community capacity on waste segregation ● Support collection storage stations ● Partnership with companies to buy recycled waste.

7.3 Improve Waste Collection Service Provision

● Increase the number of service providers to compete. With only one service provider, it makes the service poor, and they do everything without respecting the agreement. The municipality should open opportunities for more companies to apply for competition or Cintri will keep the same performance. It strongly affects law enforcement.

● The municipality should strictly monitor the waste collection schedule of the collection companies. They have to practice the same as the agreement says.

● Strengthen accessibility to information about the waste collection through a diversity of channels including the mobile application of the T4GC project.

● Clear monitoring and action were taken for service providers who do not apply the agreement.

7.4 Research study

● Conduct research study to assess the knowledge and understanding of waste management and practice.

● Conduct willingness to pay study.

VIII. LESSONS LEARNED Through different workshops and meetings during project implementation, the project captured a lot of best practices, challenges and lessons learnt for better tracking of future reference.

8.1 Best practices - Partnership: This project was a good initiative of a partnership

model. It was started by engaging a group of core team members with a diversity of people and institutions including NUBB, COMPED, BPA, Municipality and HFHC. They could work alongside together well for the best benefit of Battambang city. They had also learnt from one another in terms of specific skills and synergy. This will be important for PWG to play a leading role in continuing this activity.

- Multi-stakeholder network: The initiative to form the multi-stakeholder network for SWM in Battambang was a great idea. It promoted participation from different perspectives including government, NGOs, private

18

sectors, and community to improve SWM in Battambang city. It was also a leading mechanism supporting the project in the current implementation and future interventions.

- SDG system thinking approach: The project also provided capacity building to various sectors about SDG concepts and how it links to achieving the SURM in Battambang. The system thinking tool played a very important role in enabling the community and other stakeholders to deeply think and analyze the interrelationship between the problem statement, root causes and possible solutions. Also, they came up with a deep understanding of the SDGs through the exercises.

- Local Capacity Building: ESCAP had provided great tools from the beginning of the project till the end. Good preparation on the tools and facilitation helped the core team to do well in the series of workshops. Each team member had a clear role in facilitation.

- Working in partnership with multi-stakeholders, including civil society, private sector and government provided a great opportunity to share and consult on social-based issues. There is a different perspective to contribute to the project. The project could understand the private sector's social responsibility in the development.

- People came together for the consensus to develop a common vision for Battambang Municipality. This activity inspired the people and relevant stakeholders to see themselves clearly and sharpen where to go in the future. They are committed to achieving the vision.

- This project enabled the Battambang municipality to reach out to the goal of a green and smart city through increasing understanding of waste management and resource management.

- The PWG (multi-stakeholder network) was officially approved by H.E. Governor. That is a good outcome that supported the work of the core team.

- During phase 2, the project included the T4GC team to be involved in the project because this team has good expertise in technology which is helpful for SWM. Sangkats in Battambang Municipality received training on a mobile application, GREENCAMBODIA, developed through a USAID funded project I4DI/T4GC. This application was piloted in Battambang and provided a digital platform to map waste collection routes, a marketplace for trading recyclable materials, and a way to flag problems with waste collection service delivery.

8.2 Challenges - The late process of the Letter of Exchange: The process of

signing the LoE between BPA and ESCAP took a long time, almost a year. The government protocol from the provincial to the national levels took much time back and forth. That caused a delay in project delivery because the representative of BPA could not officially work on the project until the LoE was signed off.

- The late process of forming the multi-stakeholder network: It was complicated due to the government process. The reason for delay was because the government had more processes and protocols. In addition, due to the COVID-19 pandemic, the province prioritized other things. However, the core team has successfully coordinated it because one of the core team’s members is the representative from BPA, who pushed for this work to be done.

- COVID-19 pandemic: COVID-19 presented challenges from restriction of travel preventing the ESCAP team and HFHC from visiting the project site. All face-to-face meetings and workshops were postponed. Such a

19

situation delayed project activities for almost six months. The project core team could not meet face-to-face for a few months. Alternatively, the core team could meet online sometimes. It negatively affected the project in terms of consultation and gathering. That is why the project was extended until September 2021.

- The lateness of Evidence-based study delivery: The University took a very long time to finalize the report of evidence-based study due to personal issues and university priorities. Since the COVID19 outbreak, the NUBB was also forced to have a series of meetings which affected the deadline of submission. Therefore, they delayed the submission to HFHC many times. However, in the end, they could complete and present in the visioning workshop. .

- Time constraint: The project design was good. The approaches and methodologies were also good to learn and enable people to gain new skills and experience in the SDG concept. However, the time was very short for building such capacity.

- Limited Support from PWG: The support from PWG to the core team is still limited because of the priorities of PWG on COVID-19 issues.

8.3 Cross-cutting Issues Pro-poor Inclusion:

This project took a unique approach that worked to promote strong engagement from all kinds of stakeholders from provincial to grassroots levels including provincial governor, municipal governor, Sangkat chiefs, village leaders, informal settlement leaders, youth, NGO, and private sectors. The process took a long time from multi-stakeholders and layers of decision making. However, the benefit was for the poor and most vulnerable families living in the city such as waste collectors, and junk collectors in landfills. In addition, the informal settlement communities were invited as they are considered as marginalized groups and vulnerable due to land and housing-related issues, and lack of access to proper sanitation. Furthermore, the project engaged the agencies working with marginalized groups including Help Age Cambodia (HAC), Kumar Rikreay Association (KMR), Village Support Group (VSG), and Operation Enfant du Cambodge (OEC). The project engaged these people to join in all events facilitated by the project team. They could share their concerns about living in the informal settlement. Besides, they were very important for the project because they live in an urban area where they want to improve the urban environment.

Gender responsiveness: The project focused on gender mainstreaming in decision-making and participation. Women leadership from various institutions, including government, NGO, and private sectors, joined the project through different workshops and training. Both men and women were encouraged to participate actively. During the orientation workshop and first workshop, women joined, and they shared such great input for the meeting. The community representatives, including women, also actively participated in the project by sharing ideas and decision-making. The pilot activities in phase 2 clearly informed that the intervention focused on gender responsiveness because 27 women were supported on the entrepreneurship training and 25 of them received start-up funds for their businesses.

Circular Economy: The project involved capacity building to multi-stakeholders and relevant departments on SDG concepts and solid waste management. The project identified a way to support the community people to earn from the waste in the city. As a result, informal waste collectors (junk collectors) supported the carts and how to use the waste appropriately without harming their health but to give benefit to their lives. They collect the waste for recycling and sell it for money to survive.

20

Resilience: Though the COVID-19 pandemic lay for a long time in Battambang City, the project team was flexible to work to achieve the project objective. The project switched from face-to-face meetings to online modes in some cases including monthly meetings of the core team, ToT from the ESCAP technical team. When the situation stabilized, the project team could proceed with the task including the visioning work etc. The community people also got used to the flexibility of these changes as well.

IX. CONCLUSION ESCAP supported the start-up of the project through proper capacity building to the core team in terms of project concept and overall understanding of the global SDG context. The core team was equipped to be ready for the project implementation. They were also enthusiastic about the concept of this project because it contributed to improving the city to be green and smart, especially reducing waste in the city. Battambang BPA and Municipality provided such great welcome and support to enable the project to run smoothly though there were some challenges along the way. They supported administrative work such as coordination of participants, LoE, meeting rooms and other legal letters required by the project. As a result, the pre-workshop, strategic planning workshop, and visioning workshop were successfully completed within the time frame. The NUBB has successfully completed the evidence-based study with high quality though a bit late in deadline. However, the result of the study was crucial to inform the multi-stakeholder network at the provincial level to know where the direction of project phase 2 would go. Therefore, the multi-stakeholder network and core team made the decision to implement the pilot activities based on the research study results and comments from the visioning workshop. Sangkat in Krong Battambang has more understanding of SWM through a series of training and workshops conducted by the projects. They have been involved in discussion and reflection to increase their thinking and analytical skills. This project opened their minds to expand the way they used to think to be more broadly and toward SWM. They also increased their roles and responsibilities in supporting the SWM context as well. In some Sangkats, there are youth groups that actively work to promote understanding of SWM in the community. Through this project, the core team is confident that it is successful because there is a clear structure of PWG, core team, and a good connection between different entities. The municipality is also willing to work on this because they have already set up the order of SWM and started piloting the enforcement. The municipality seems to have more sense of ownership than before because the Master Plan for SWM of Battambang was completely approved by the governor. They are planning to share it with different partners for funding support. In summary, the project has made great support to BPA, municipality and community to start working together for achieving the vision of Battambang municipality. They have a clear structure of the working group and core team to implement the project. They also developed a clear master plan for solid waste management which is the road map for improving waste management in Battambang. In addition, it is also a good opportunity for Battambang city because there are some NGOs and private sectors working on SWM as well. Therefore, a partnership is needed for greater impact in the city.

21

REFERENCES: University of Battambang. (2020, May). BATTAMBANG SOLID WASTE MANAGEMENT STUDY REPORT. Habitat for Humanity Cambodia. Habitat for Humanity. (2019, June). Strategic Planning Workshop on Localizing the 2030 Agenda through Sustainable Urban Resource Management. ESCAP. Habitat for Humanity. (2020, September). SECOND WORKSHOP ON LOCALIZING THE 2030 AGENDA THROUGH SUSTAINABLE URBAN RESOURCE MANAGEMENT. ESCAP. Habitat for Humanity Cambodia. (2020, October). Project Terminal Report.

22

ANNEX 1 SUSTAINABILITY STRATEGY

I. INTRODUCTION The Sustainable Urban Resource Management (SURM) project was implemented by Habitat for Humanity Cambodia funded by ESCAP. The project formed the Provincial Working Group (PWG), which consists of diverse stakeholders in the province. This platform was initially called “Multi-Stakeholder Network”. However, after getting approval from PBA, this name was officially changed to PWG. This platform name is aligned with Cambodia government structure. It consists of provincial departments, municipality, NGOs, private sectors, local authorities, and communities. This platform plays a very important role in strategic decision-making, raising issues, resource mobilization either financial, material and human resources or technology from the potential institutions such as CSOs, Multilateral funding agencies, state and private sectors with different ways in the SWM chain to address solid waste management in Battambang City. This platform itself would not be scalable, sustainable, and replicate the best practice to other cities without the strong support from both policymaker and implementer (Municipality), and contribution from its members.

II. LONG-TERM VISION: By 2030, Battambang communities in a Smart City will have security and well-being through active participation and cooperation between the public sector, private sector, NGOs, and other relevant stakeholders to manage urban resources sustainably for all.

III. GOAL, EXPECTED RESULT AND INDICATORS Goal Expected result Key Performance Indicator

Increase partnerships with different stakeholders? in the city for better waste management

● Private companies, and NGOs and other partners are open for the partnership for improving SWM in Battambang

● # of partnership meetings conducted

● # of new projects implemented in SWM

● # Partnership agreements signed off

Increase accountability of waste collection service providers

● Waste collection companies improve service in the city

● More competitors providing SWM service

● % of satisfaction of HH toward service

● Waste collection schedule developed

● % of collection compared to plan

Improve Community-Based Waste Management

● Aimed to achieve the zero-waste community

● The community actively identifies, plans, manages, and advocates with service providers.

● % of waste generation reduced compared to last year

● # Community groups implemented SWM in collaboration with service providers

23

● The community is willing to support and involve in SWM work.

Increase valuable resources through recycling of waste.

● Enhance and maintain the public health and sanitation

● The economic benefits will be improved through waste into value-added products (3Rs establish and apply)

● % of waste recycling rate increased

● % of income earned from waste segregation and recycling

IV. ORGANIZATIONAL SUSTAINABILITY Institution Assigned task Date

Provincial Working Group (or MSN)

● Refresh the training about the role and responsibility of PWG as well as some core SWM policies to help build the basic foundation as a leading group.

● Improve their capacity in SDGs and the 2030 Agenda so that they can support the project core team well.

● Provide strong support to relevant departments in terms of budget planning for SWM. There should be a staff to help technically on that matter.

● Ensure the Core Team continues to have regular meetings to update and solve the problem together.

● Provide regular updates about the progress of SWM in Battambang city to relevant stakeholders

Oct 2021 Oct 2021 Before budgeting for next year. Quarterly basis Quarterly/annually

Provincial departments including Education, Health, Environment, tourism, etc.

● The Chief of the department should understand clearly the impact of SWM

● Mainstream waste management in monthly meetings or management meetings.

● Allocate some budget for SWM in respective departments and implement it as the cross-cutting issue.

Oct 2021 onwards

Core Team ● Continue meeting to update one another.

Quarterly basis

Battambang Municipality

● Proactively lead the waste collection companies to hold regular meetings to implement their roles well.

Quarterly basis

24

V. COMMUNITY SUSTAINABILITY:

After the project ends, there are some factors we have to consider especially for the community. They are the agents of change. They drive their community. Once they are committed to changing their community, the development will happen o n the ground. Below are the key recommendations for improving community engagement for better waste management in Battambang city. Improve Knowledge on SWM: Community is not fully participating in the project or the initiative if they have a lack of understanding of how the issue affects their lives. The PWG or the municipality should make sure the channel of awareness is reached to individuals and groups so that they start to be aware of how serious the issue is. There should be a clear plan of awareness-raising from all levels. At the municipality, Sangkat (commune), and village level, there should be a specific group of trained people so that they can provide training or awareness-raising the people more effectively. Livelihood Support: The PWG and the Municipality should make it easy for the community to have a better life through SWM initiatives. If the people know that they can earn much from the waste they are generating, they must be actively involved in segregating and recycling. Currently, they are not inspired to do so because after they separate the waste properly, the waste collection company mixes it together at the landfill. Therefore, the PWG or the municipality should consider identifying key business partners or investors to work on SWM so that people especially the poor will gain benefit from that. Partnership with educational institutions: Not only community, but also students are also the agents of change. They are compassionate about bringing positive impacts to their society. We can change the mindset of the students first, then they can change the community too. We may need to enable the community and students to meet up for awareness-raising, group discussion, or any other community events that can change the community. Form Key Community Group on SWM: Each Sangkat should form a specific group work on SWM at the Sangkat level as well as in village levels. These groups will play a very important role in mainstreaming knowledge of waste management and sharing information on service provision. They should also be proactive in identifying gaps in the services so that they can compare between service providers and service receivers. And finally, they should have a joint action plan including a monitoring plan together.

VI. FINANCIAL SUSTAINABILITY

Strategic goal Possible Action Responsible Entity

Increase relationship with private companies in the province

● Keep a connection with the chief of the companies.

● Invite them to join the provincial meeting to show the plan for they have a Corporate Social Responsibility (CSR) budget as well.

PWG

25

Increase amount of budget for SWM

● Orientation on the master plan to all departments for allocating the budget for SWM.

● Promote social events including marathons, cycling, international days of events etc… to raise funds for SWM.

● Develop proposals for the implementation of SWM for potential donors

● Ensure all departments allocate budget for improving SWM.

PWG NGO support on proposals (USAID, World Bank, ADB…)

Strengthen the implementation of penalties based on the policies

● Promote transparency in the process of penalty.

● Use the money appropriately to improve SWM.

Penalty Team

VII. PROJECT CHAMPIONS The PWG platform is very important for this context. It provided overall leadership and guidance to the core team to implement the project. In the Cambodian context, such an official group is powerful and influential. Relevant departments were actively participating in the project because of the intervention from PWG. Building capacity and ownership of this group is key to sustaining the project after it ends. One of the key things that the project has done is the SWM Master plan. The core team facilitated the municipality and PWG to work on this successfully. The master plan is the road map helping the stakeholders to see where they are going and how they will contribute to the achievement. In addition, it is easy for PWG to do fundraising and mobilization for the next step of project implementation. This gender responsiveness was well integrated across the activities of the project. It focused on gender mainstreaming in decision-making and participation. In all stages of the project, women were involved and raised their voices up. They also actively shared their ideas and brought up new initiatives for greater benefit to women as well. To contribute to the gender, especially women, the initiative of creating new businesses was implemented. Women were trained on the business concept and entrepreneurship skills. They also supported the start-up business related to waste improvement.

VIII. SUMMARY ACTION PLAN No Action Who Why When

1

Urgently give refresher training on the project and action plan to PWG

Core Team

To empower them to do their job well

Before the project ends.

2 Develop clear transition plan with PWG

Core Team

To set a clear plan for them to see the big

In the closing workshop or before

26

picture and know what to do next

3

Coordinate to develop an annual operations plan for PWG

Core Team

To make it easy for them for the first year after the project phases out

In the closing workshop or before

4 Support to develop proposals or basket of options for SWM

Core Team

To help them identify the project afterwards

After or before the closing workshop

5 Provide end project report to PWG and BPA

Core Team

To hand over the project to them.

During the closing workshop

6 Push to finish the master plan officially

Core Team

To make it easy for buy-in partnership

Before the closing workshop.

7 Share PWG ToR to all members

Core Team

To let them know what their role is in the PWG

Before the closing workshop.

1

Annex 2. SDG-Aligned Policy Action Plan

Project City: Battambang, Cambodia SURM Goal: To make Battambang a clean city by supporting an improved, integrated sustainable solid waste management system that provides community livelihood opportunities, especially for marginalized groups.

Policy Recommendations*

(Objective) SDGs

Link Policy Recommendation to Existing/Proposed Projects,

Programs, Policies Actions

Time Scale (Start and End Point)

Lead Organization + Cooperating Institutions

SDG Targets

Localized SDG Indicators (Include available data and

data to be collected in future)

Data Sources

Resources Required +

Possible Sources Short term (1-3 years)

Med/Long term

(4+ years)

1. Law Enforcement Program:

Improve understanding and practice of the law on SWM through education and clear penalty action.

11, 17

*Municipality has already developed the order for the penalty of SWM. *Integrated with COMPED project *Integrated with T4GC mobile application

*Battambang SWM Master Plan *National SWM guidelines sub-decree 113. *National Policy change

1.1. Strengthen awareness raising on relevant law to the community especially sub-decree 113 and order of municipality integration with technology.

2021-2023

Lead: Provincial Working Group, NGO, Municipality, Department of Environment,

11.6 Reduce adverse per capita environmental impact of cities, including by paying special attention to air quality and municipal and other waste management

% of male participants join the awareness % of female participants join the awareness # of awareness event conducted % of community people understand the law % of people show a positive attitude toward waste management

- Monitoring report

- Evaluation report

- Municipality Waste department.

Investment Fund of each Sangkat and Municipality Private donor through local fundraising. NGO project support if any.

1.2. Strengthen roles and responsibilities of policy implementers including PWG, core team, Sangkat and village.

2021-2023

Lead: Provincial Working Group, NGO, Municipality, Department of Environment,

17.14 Enhance policy coherence for sustainable development

17.14.1 # of mechanisms in place to enhance policy coherence of sustainable development # of government officials trained on the policies # of capacity building events conducted to officials from province to village levels. % of trained people have a clear understanding of the policies

- Monitoring report

- Evaluation report

- Pre/post test result

- Municipality Waste department.


2


(Objective) SDGs





SDG Targets



Data Sources



Med/Long term

(4+ years)

2. Enhance evidence- based research on knowledge and attitude, practice toward waste management and willingness to pay.

9

*Municipality has already developed the order for the penalty of SWM. *Integrated with T4GC mobile application

*Battambang SWM Master Plan *National SWM guidelines sub-decree 113. *National Policy change

2.1. Promote quality of evidence data to support decision making for improving SWM in Battambang city.

2021 -2023

Lead: Battambang municipality Support: PWG Partners: Independent consultants.

9.5 Enhance scientific research, upgrade the technological capabilities of industrial sectors in all countries, in particular developing countries, including, by 2030, encouraging innovation and substantially increasing the number of research and development workers per 1 million people and public and private research and development spending

9.5.1 Research and development expenditure as a proportion of GDP # of research completed.

- UNDP report on SDG


2.2. Capacity building and consultation on the research approach

2021 – 2023


N/A

# of capacity building sessions conducted. # of participants attended % of men and women join the interview

- Monitoring report

Investment Fund of each Sangkat and Municipality Private donor through local fundraising. NGO project support if any

3


(Objective) SDGs





SDG Targets



Data Sources



Med/Long term

(4+ years)

3. Enhance municipality and community participation to improve Waste Bank Initiative for better economic resilience.

12, 9

Poverty reduction through waste *Department of commerce

*Battambang SWM Master Plan *National SWM guidelines *The University of Battambang baseline survey

3.1 Increased the 3 R’s (Reduce, Reuse and Recycle) principle to encourage more effective use of resources and materials in the community

2021-2025

Lead: Municipality Support: NGO, private sectors Partner: Community group

12.5. By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse.)

Indicator 12.5.1 % or tons of recovered organic material/capita/year # of waste banks officially established and functioned. % of the income of the community increased. # of community hold saving account

- UNDP for The Sustainable Development Goals (SDGs),

- Minute of meeting

- Evaluation result

- Waste bank report

- Municipality report

Local government funds; National government funds, Private sector financing, international development sources, local companies.

3.2. Build and strengthen the Organizational and community capacity on Marketing strategy of waste segregation

2021-2023


9.2 By 2030, significantly raise industry’s share of employment and gross domestic product, in line with national circumstances, and double its share in the least developed countries

Indicator 9.2.1 Manufacturing value added as a proportion of GDP and per capita Indicator 9.2.2 Manufacturing employment as a proportion of total employment % and # women and men attending industry and community training and forum

- UNDP for The Sustainable Development Goals (SDGs), Minute of meeting

Local government funds; National government funds, Private sector financing, international development sources

4


(Objective) SDGs





SDG Targets



Data Sources



Med/Long term

(4+ years)

3. 3 Increase partnership with other business partners to strengthen community-based waste business approaches

2021-2023


9.3 by 2030, Increase the access of small-scale industrial and other enterprises, in particular in developing countries, to financial services, including affordable credit, and their integration into value chains and markets

Indicator 9.3.1 Proportion of small-scale industries in total industry value-added Indicator 9.3.2 Proportion of small-scale industries with a loan or line of credit # of community-based Waste business established. # of Waste collection storage station installing # of tons of waste collection sale to partnership companies


- Monitoring report

- Partnership meeting report

- Municipality report

Local government funds; National government funds, Private sector financing, international development sources

4. Strengthen service providers participation and accountability to improve waste service provision

11, 12

*Relevant Local Gov’t projects *Related development organization projects *Department of commerce

*Battambang SWM Master Plan *National SWM guidelines especially sub-dec ree 113 *The University of Battambang baseline survey

1- Increase the number of service providers or waste collection companies in the local community in order to compete with existing waste collection companies with transparency through proper procurement procedure.

2021-2023

Lead: Municipality Support: PWG, Department of Tourism, Environment, Education, Planning, Economics, Health etc. Partners: NGO, Waste collection companies

12.6. Encourage companies, especially large and transnational companies, to adopt sustainable practices and to integrate sustainability information into their reporting cycle

Indicator 12.6.1: Proportion of municipal solid waste collected and managed in controlled facilities out of total municipal solid waste generated by cities # of service providers companies established in the community # of consultative meetings with multi-stakeholder.


- Procurement report

- Agreement with companies.


5


(Objective) SDGs





SDG Targets



Data Sources



Med/Long term

(4+ years)

2-Strengthen municipality and community participation in monitoring service provision quality.

2021-2023


12.8. By 2030, ensure that people everywhere have the relevant information and awareness for sustainable development and lifestyles in harmony with nature

Indicator 12.8.1 Total # of municipality and community educated on the monitoring and tracking system for sustainable development (including climate change education) are mainstreamed in provincial education policies # of monitoring and tracking system reported by the monitoring team # of reflection workshop # of participants join monitoring training.


- Report of reflection workshop

- Monitoring Tracking system

- Training report


3- Increased the capacity of waste collection, segregation and recycling machines for better use of waste.

2022-2025


11.6 - Reduce adverse per capita environmental impact of cities, including by paying special attention to air quality and municipal and other waste management 12.a. Support developing countries to strengthen their scientific and technological

Indicator 11.6.1 Proportion of municipal solid waste collected and managed in controlled facilities out of total municipal solid waste generated by cities % of waste collected compared to the previous year. % of waste recycled. Indicator 12.a.1: Amount of support to developing countries on research and development for sustainable consumption and production and environmentally sound technologies


- Company report (monthly, quarterly, annually)


6


(Objective) SDGs





SDG Targets



Data Sources



Med/Long term

(4+ years)

capacity to move towards more sustainable patterns of consumption and production

5. Encourage and replicate the model (platform) on SWM to other districts in Battambang province.

11

*Relevant Local Gov’t projects *Related development organization projects *Department of commerce

*Battambang SWM Master Plan *National SWM guidelines especially sub-dec ree 113 *The University of Battambang baseline survey

Promote expansion of good model of waste management to other districts for improving the country

2022– 2025


SDG Target 11.a. Support positive economic, social and environmental links between urban, peri-urban and rural areas by strengthening national and regional development planning

# of districts applied the new model. # of best practices collected Baseline survey conducted

Meeting report Baseline report Best practice report

Investment Fund of each Sangkat and Municipality Private donor through local fundraising. NGO project support if any

report produced by habitat for humanity cambodia

Documents