Providing a practical Model of the Waste Management Master Plan with Emphasis on Public Participation “Using the SWOT method and the QSPM matrix and the FAHP method”

• Main Authors: Farhad Afshar, Madjid Abbaspour, Akramolmolok Lahijanian
• Format: Article
• Language: English
• Published: Iranian Research Organization for Science and Technology (IROST) 2019-04-01
• Series: Advances in Environmental Technology
• Subjects: waste management master plan; swot; qspm; fahp
• Online Access: http://aet.irost.ir/article_909_1beeeee1b8e3cc46d467db8056ffa748.pdf

The purpose of this study was to present a practical model of strategic waste management via two Strength, Weakness, Opportunity, and Threats (SWOT) models and hierarchical analysis. In this regard, the strengths and weaknesses of the present situation and the factors affecting waste management in Tehran were investigated. In this study, the importance of public participation in waste management was investigated by means of the Delphi method and the Fuzzy Analytic Hierarchy Process (FAHP). Based on the results of the SWOT analysis, a team of experts identified the internal and external factors and rated the primary factors; each factor was weighted, then according to their scores, the proposed waste management framework was developed. Finally, the strategies were quantitatively prioritized by the planning matrix.  Then, using the analysis method, the hierarchy was used in this study as a SWOT supplement. The results of two questionnaires designed in this study identified the socio-economic, educational, cultural, and political factors as first to fourth, respectively. The most viable strategies, which were selected based on the analysis, include the potential use of social networks to encourage society to reduce waste and to promote the separation of waste as well as compliance with the proposed comprehensive waste management program; another choice strategy was providing economic incentives to maximize social participation in reducing waste production waste sorting.