An-Najah National University Faculty of Graduate Studies A FRAMEWORK STRATEGY FOR SUSTAINABILITY CONSTRUCTION WASTE MANAGEMENT: CASE OF WEST BANK, PALESTINE By Firas Hareez Supervisors Dr. Abdelhaleem Khader Dr. Muawia Ramadan This Thesis is Submitted in Partial Fulfillment of the Requirements for the Degree of Master of Engineering Management, Faculty of Graduate Studies, An-Najah National University, Nablus - Palestine. 2024 II A FRAMEWORK STRATEGY FOR SUSTAINABILITY CONSTRUCTION WASTE MANAGEMENT: CASE OF WEST BANK, PALESTINE By Firas Hareez This Thesis was Defended Successfully on 06/04/2024 and approved by Dr. Abdelhaleem Khader Supervisor Signature Dr. Muawia Ramadan Co-Supervisor Signature Prof. Ibrahim Mahamid External Examiner Signature Dr. Mohmmad Othman Internal Examiner Signature III Dedication I dedicate my thesis to my native country, Palestine, and the mighty Palestinian people. To my lovely parents, without whom I would not be who I am today. To my uncles and aunts, who never hesitated to support me throughout my life. To my beloved sister and her sweet son, I would not have done this without her support because she was like a natural bond. To my brother and my sweet friends. To everyone who has wished me well and offered support, even with a single word. Thanks a lot, and gratitude is unlimited for everyone. IV Acknowledgement First and foremost, I am eternally grateful to Allah for providing me with the strength, patience, and knowledge to complete this research. I sincerely thank my supervisors, Dr. Abdelhaleem Khader and Dr. Muawia Ramadan, for their invaluable guidance, support, and encouragement throughout this study. Their expertise, advice, and dedication were instrumental in helping me achieve this milestone. I am also thankful to the faculty and staff of the Engineering Management program at An-Najah National University for their teaching and assistance during my coursework. I am grateful to my thesis committee for taking the time to review my work and provide their feedback. To my family, thank you for your unconditional love and belief in me. Special thanks to my mother, sisters, and brothers for their constant support and well-wishes. My colleagues, I am thankful for the camaraderie and cherished memories we shared at university. Finally, I wish to acknowledge the participation of all individuals who generously provided their time, insights, and experiences to enrich this research. V Declaration I, the undersigned, declare that I submitted the thesis entitled: A FRAMEWORK STRATEGY FOR SUSTAINABILITY CONSTRUCTION WASTE MANAGEMENT: CASE OF WEST BANK, PALESTINE I declare that the work provided in this thesis, unless otherwise referenced, is the researcher’s own work, and has not been submitted elsewhere for any other degree or qualification. _____________________________________ Student's Name: _____________________________________ Signature: _____________________________________ Date: VI List of contents Dedication…. .................................................................................................................. III Acknowledgement .......................................................................................................... IV Declaration… ................................................................................................................... V List of contents ................................................................................................................ VI List of Tables .................................................................................................................. IX List of Figures .................................................................................................................. X List of Appendices .......................................................................................................... XI Abstract……. ................................................................................................................. XII Chapter One: Introduction ................................................................................................ 1 1.1 General background .................................................................................................... 1 1.2 Problem statement ....................................................................................................... 4 1.3 Research questions ...................................................................................................... 5 1.4 Research objectives ..................................................................................................... 5 1.5 Scope and Limitations ................................................................................................ 5 1.6 Significance of research .............................................................................................. 6 1.7 Thesis Structure .......................................................................................................... 7 1.8 Literature review ......................................................................................................... 7 1.9 Overview of worldwide construction waste generation ............................................. 8 1.9.1 Threats posed by improper construction waste disposal ......................................... 9 1.9.2 Recognition of construction waste as a growing concern ...................................... 10 1.10 Construction waste challenges in Palestine west bank ........................................... 11 1.10.1 Demolitions and Building Permits ....................................................................... 11 1.10.2 Uncontrolled Construction Activities .................................................................. 12 1.10.3 Limited suitable landfill space ............................................................................. 12 1.10.4 Movement Restrictions Causing Delays .............................................................. 14 1.11 Pro-environmental behavior in construction ........................................................... 16 VII 1.12 Waste Management Strategies ................................................................................ 17 1.13 Factors influencing waste generation in the West Bank ......................................... 18 1.14 Existing construction waste management strategies ............................................... 19 1.15 Strategic planning techniques ................................................................................. 21 Chapter Two: Research methodology ............................................................................. 24 2.1 Research Approach ................................................................................................... 24 2.2 Study Area ................................................................................................................ 25 2.3 Target population and sampling Technique .............................................................. 26 2.4 Questionnaire design ................................................................................................. 29 Chapter Three: Data Results and Analysis ..................................................................... 31 3.1 Findings from the Questionnaire .............................................................................. 31 3.1.1 Respondent Profile ................................................................................................. 31 3.1.2 Current Management Practices .............................................................................. 32 3.1.3 Awareness, Attitudes and Impacts ......................................................................... 34 3.1.4 On-site Management .............................................................................................. 35 3.1.5 Institutional Roles & Coordination ........................................................................ 37 3.1.6 Waste Generation & Composition ......................................................................... 38 3.1.7 Transportation & Disposal Access ........................................................................ 39 3.1.8 SWOT Analysis ..................................................................................................... 40 3.1.9 Framework Development ...................................................................................... 41 3.1.10 Recommendations ................................................................................................ 42 3.1.11 General findings from the questionnaire ............................................................. 44 3.1.12 Reliability and Validity ........................................................................................ 44 3.2 Findings from the Interview ..................................................................................... 45 3.3 Data Analysis ............................................................................................................ 55 3.3.1 Analysis of The Current Practices of Construction Waste Management in West Bank ....................................................................................................................... 55 VIII 3.3.2 Analysis of Key Stakeholder's Perspectives and Their Roles in Construction Waste Management in West Bank ................................................................................... 57 3.3.3 Analysis of the challenges and gaps within the current construction waste management system in West Bank ........................................................................ 60 3.4.4 Analysis of the Proposed Strategic Framework for Sustainable Construction Waste Management in West Bank ................................................................................... 63 3.5 Strategic Sustainable Framework Development for CWM in the West Bank ......... 71 3.6 Vision, objectives, targets and mission ..................................................................... 71 3.7 Strategic initiatives ................................................................................................... 77 3.8 Implementation plan ................................................................................................. 80 3.9 The Conceptual Framework ...................................................................................... 81 3.10 Monitoring and Evaluation ..................................................................................... 84 Chapter Four: Discussion and Conclusion ...................................................................... 87 4.1 Key Study Findings Discussion ................................................................................ 87 4.2 Conclusion ................................................................................................................ 94 4.3 Recommendations ..................................................................................................... 95 4.4 Implications and future studies ................................................................................. 97 4.4.1 Practical implications ............................................................................................. 97 4.4.2 Theoretical implications ........................................................................................ 98 4.4.3 Limitations and Future Research Work ................................................................. 99 List of Abbreviations .................................................................................................... 100 References…. ................................................................................................................ 101 Appendices… ................................................................................................................ 108 .................................................................................................................... .………السمخز ب IX List of Tables Table 1: Selected districts in Westbank Palestine for a case study ................................ 25 Table 2: Respondent Profile ........................................................................................... 32 Table 3: Estimated Generation Rates by Material Type ................................................. 38 Table 4: SWOT Analysis of the current construction Waste Management situation in the West Bank ......................................................................................................... 40 Table 5: Summary Table ................................................................................................. 44 Table 6: Characteristics of Interviewees ......................................................................... 45 Table 7: Summary of identified themes .......................................................................... 47 Table 8: Comparison Table ............................................................................................. 70 X List of Figures Figure 1: pie chart showing the % of sample size based on the category ....................... 28 Figure 2: Percent of respondents current construction waste Disposal systems ........... 33 Figure 3: Perceived impacts of the current construction waste systems ......................... 34 Figure 4: Reasons why the West Bank has a poor construction waste management system ............................................................................................................. 36 Figure 5: Likert scale showing study groups' opinions on how the municipal has been scheduling waste pickups ............................................................................... 37 Figure 6: Transportation-related factors causing poor waste management systems in the West Bank ...................................................................................................... 39 Figure 7: Respondents Suggestions on key elements needed within a strategic construction waste management framework .................................................. 42 Figure 8: Respondents' final recommendations on the West Bank's construction waste situation .......................................................................................................... 43 Figure 9: Gannt chart showing three implementation phases and the activities that shall take place ........................................................................................................ 80 Figure 10: Conceptual flow chart showing the strategic sustainable framework for sustainable C&D waste management in the Westbank .................................. 83 XI List of Appendices Appendix A: Questionnaire Form ................................................................................. 108 Appendix B: Interview Guide Questions ...................................................................... 119 Appendix C: Tables of Study ........................................................................................ 121 Table C.1: key findings from the questionnaire ........................................................... 121 Table C.2: Comparison of study findings with those from existing literature ............. 123 Table C.3: Coding table for interview .......................................................................... 125 Appendix D: Questioners in Arabic .............................................................................. 128 XII A FRAMEWORK STRATEGY FOR SUSTAINABILITY CONSTRUCTION WASTE MANAGEMENT: CASE OF WEST BANK, PALESTINE By Firas Hareez Supervisors Dr. Abdelhaleem Khader Dr. Muawia Ramadan Abstract This study aims to develop a strategic framework for sustainable construction and demolition (C&D) waste management in the West Bank of Palestine. Currently, no regulatory system governs C&D waste, resulting in unsustainable practices like dumping and burning that degrade the environment and public health. Previous research provided initial estimates of waste quantities, but gaps remain regarding generation patterns, stakeholder roles, and barriers. The research uses a mixed-methods approach, including questionnaires with 100 professionals and interviews with 10 interviewees. Secondary data from literature and reports supplements the Analysis. Findings show a lack of on-site segregation and essential management, 35% of the debris was dumped and more than 5% of the debris was burned illegally. Joint Service Councils manage collection and disposal but have limited capacity and funding. Political fragmentation also complicates coordination. Significant barriers include inadequate policies, infrastructure, lack of private sector compliance, and socioeconomic pressures. Study proposes a strategic framework to address these challenges to establish a coordinated C&D waste governance system by 2027. Objectives focus on strengthening regulations, improving on-site practices, developing infrastructure networks, boosting reuse/recycling markets, and creating sustainable financing mechanisms. A phased implementation plan outlines priority actions, responsibilities, and timelines for stakeholders to transition the sector toward sustainability. The framework provides a roadmap to guide reforms and capacity building needed to manage C&D waste responsibly in the West Bank. XIII Keywords: Construction Waste Management; Demolition Waste Management; Framework Strategy; Sustainability; Environmental Strategy; Circular Economy; Green Building; West Bank; Palestine. 1 Chapter One Introduction This chapter provides an overview of the key areas discussed in this thesis. It begins with a general study background to introduce the reader to the research topic. This is followed by a statement of the problem and the research questions guiding the study. The research aims and objectives are then outlined, along with the thesis's scope, limitations, and significance. The chapter concludes with an overview of the structure of the remaining thesis chapters. 1.1 General background The management of solid waste poses a significant environmental challenge for Palestine. The occupation and fragmentation of Palestinian territories under the Oslo Accords severely restricts the Palestinian Authority's ability to plan and develop integrated waste infrastructure networks adequately. The division of the West Bank into Areas A, B, and C has hindered the development of centralized waste management facilities like sanitary landfills that require land areas and regional coordination. Over 60% of the West Bank territory in Area C remains under complete Israeli control, meaning the Authority has no jurisdiction over waste activities in this region without Israeli approval. This restricted governance has made long-term strategic planning difficult and prevented the establishment of modern, regional waste management systems up to environmentally and socially accepted standards. Additionally, the fragile socioeconomic conditions of many Palestinian households influence unsustainable waste disposal habits. Poverty, unemployment, unstable governments, and few ways to make a living, along with weak enforcement of environmental laws, have made it common for people to do harmful things to the environment and public health, like burning and illegally dumping trash. The Oslo Accords say that Palestine is made up of the Gaza Strip, the West Bank, and East Jerusalem. However, power is not as centralized as it seems. Over 2.9 million people live in 375 towns and villages in the West Bank area. Because it is so divided up, it has very serious trash problems. According to the agreements, the Palestinians fully control Area A, Area B is shared between Israelis and Palestinians for security purposes. Area C, which includes more than 60% of the West Bank, is still fully 2 occupied by Israel, and Palestinians are limited in their ability to access it or build on it. The government splitting up of territory has made it harder to plan for infrastructure and less likely that trash management services will be provided in a way that is consistent across the whole territory. The West Bank is expected to continue to see rapid development and population growth (United Nation Population Fund (UNFPA), 2016). This will put even more pressure on the already overworked trash sector, with a GDP per capita of just $3,770 (International Trade Administration, 2023). This indicates high poverty levels and that socioeconomic pressures exacerbate unsustainable waste behaviors in many households that rely on vulnerable subsistence agriculture. The established solid waste management system encounters numerous technical, financial, legal, and institutional difficulties that have undermined environmental protection and public health standards. The Joint Service Councils for Solid Waste (JSC-SWM) hold primary responsibility for collection, transportation to disposal facilities, and operation of such sites. However, their capabilities remain modest due to chronic underfunding constraints, lack of specialized equipment to operate at economies of scale, and political and spatial access restrictions. Even the existing limited fleet of waste collection trucks and a handful of operating landfills receive over 20% of their incoming waste loads from illegal Israeli settlements scattered across the West Bank and Jerusalem areas, overburdening the already strained Palestinian infrastructure network (Atallah, 2020). This dysfunctional arrangement of waste imported from settlements located in occupied Palestinian territory for processing at subpar facilities has severe environmental and public health repercussions. Financially, the JSC-SWM also lacks resources and technical capacity-building opportunities to keep pace with increasing waste volumes and evolve to higher treatment, reuse, and recycling standards over the long run. Construction and demolition (C&D) activities yield substantial waste in Palestine, posing unique management challenges compared to municipal solid waste streams. According to surveys conducted, major sources of C&D waste in the West Bank include new residential building construction (comprising 61% of volumes), transport of external waste into service areas (22%), and demolition of Palestinian homes and properties by Israeli authorities to pave the way for illegal settlement expansions (10%) (Hamad et al., 2023).. These activities periodically produce high volumes of materials 3 like concrete, rebar, and bricks rather than a continuous outflow. Improper handling and disposal contaminates lands and threatens water quality through leachate pollution. However, despite the evident scale, the lack of an organized C&D waste governance framework means the majority of debris ends up illegally dumped in open lands or burned openly in an unregulated manner. This squanders recovered aggregates' economic reuse and recycling potential while releasing toxic fumes, jeopardizing community health. The impacts of unsustainable C&D waste practices extend beyond the environment. The informal dumping and burning of debris wastes valuable construction resources that could otherwise support local economic development through reuse and recycling programs. Concrete and masonry rubble retain aggregate materials like sand, gravel, and crushed stone with demand in the construction industry. Metals like rebar, pipes, and sheeting also command recycling markets. However, these recovered inputs do not re-enter the value chain without proper waste separation, collection, processing, and quality control infrastructure. As the sector responsible for large-scale demand and periodic generation of such waste streams, improved C&D waste governance offers an opportunity to curb environmental damage while stimulating green job creation in extraction, transportation, processing, and manufacturing capacities. For a territory with high youth unemployment, harnessing the circular potential of this waste stream could yield socioeconomic co-benefits. This is particularly important given the strategic focus on infrastructure projects by the Palestinian Authority and international donors to support development goals in housing, transportation, and other basic services hampered under occupation. With strengthened policy and a systematic approach, C&D waste management reforms present an avenue to maximize local benefits from externally-funded construction activities currently adding to environmental burdens. While previous studies provided some baseline estimates of C&D waste tonnages, composition profiling, and generation source apportionment, significant data gaps remain regarding current practices (Hamad et al., 2023). Understanding the exact waste handling behaviors across urban and rural regions, in both the formal sector and informal domain, would identify priority intervention areas. For example, certain zones may exhibit disproportionately high instances of burning or sites of persistent illegal dumping affecting communities and the natural regions. By engaging relevant 4 stakeholders from regulatory bodies, local councils, private contractors, and industry representatives, more granular insights into generation patterns within the construction process, existing collection coverage and deficiencies, common final disposal routines, and the flow of materials between multiple actors in the linear system can be compiled. Geospatial mapping and social surveys would further enrich the evidence base on waste streams, inform trend analyses, and support targeted strategy development. A comprehensive baseline assessment presents the first step towards evidence-based planning, implementation, and sustainability of a coordinated framework for improving C&D waste management in West Bank Palestine, which is a prerequisite for transitioning to more sustainable solutions that meet the diverse needs across its fragmented territories. 1.2 Problem statement Managing construction and demolition (C&D) waste in the West Bank poses a significant challenge to the sustainability of the waste management system and the overall environment. Currently, no formal regulatory framework or strategic plan governs C&D waste management practices across the different areas of the West Bank (Hamad et al., 2021). Because of this policy gap, unsustainable handling and disposal methods such as uncontrolled dumping and open-air burning of C&D waste materials have become standard practices detrimental to public health, water and soil quality, biodiversity, and the local economy. While some initial studies provided early estimates of C&D waste generation volumes and composition, comprehensive data is still lacking regarding generation patterns at construction sites, the flow of materials between stakeholders, and the specific on-site handling behaviors (Alite et al., 2023). This knowledge gap hinders the development of targeted and evidence-based policy interventions. Furthermore, the failure to systematically reuse and recycle C&D waste streams represents missed economic opportunities, while remediation of illegally dumped materials diverts scarce resources away from other development priorities. Under the responsibilities of local Joint Service Councils, the existing waste infrastructure network struggles to adequately manage periodic spikes in bulky C&D waste loads with already limited treatment capacity and landfill space (Hassan et al., 2022). If left unaddressed, these unsustainable C&D waste management practices will continue exacerbating 5 environmental degradation risks to water security, agricultural productivity, and public well-being in Palestinian communities across the West Bank. This study aims to fill vital research gaps through a needs assessment of the current scenario and proposing a strategic framework to establish sustainable solutions adapted to the unique socio- political context. 1.3 Research questions This study aims to answer the following questions: RQ1: What are the current standard practices for handling, transporting, and disposing of construction waste across different project sites in the West Bank? RQ2: What are the technical, institutional, financial, and socioeconomic challenges currently hindering sustainable C&D waste management in the West Bank? RQ3: What are the components of a practical strategic framework for C&D waste management adapted to the Palestinian context? 1.4 Research objectives The main objectives of this research are as follows: 1. Assess the current practices of construction waste management in West Bank. 2. Identify the key stakeholders and their roles in construction waste management in the West Bank 3. Analyze the challenges and gaps within the current construction waste management system in the West Bank 4. Develop a strategic framework and recommendations for sustainable construction waste management in the West Bank 1.5 Scope and Limitations This study aims to comprehensively assess the current state of construction and demolition (C&D) waste management practices across different project sites in the West Bank, identify the key stakeholders and challenges within the existing system, and develop a strategic framework of recommendations tailored to the Palestinian context. 6 The scope involves filling evidence gaps through primary and secondary data collection to understand generation patterns, material flows, and on-site handling behaviors. It also analyzes technical, institutional, financial, and socioeconomic barriers hindering sustainable management. However, several limitations exist. The analysis will be limited to the C&D waste stream and will not provide an integrated view of solid waste management. Recommendations may not account for all political, economic, and social complexities that could impact implementation. Findings will also represent a snapshot in time and not capture rapid changes. Engagement from stakeholders cannot be guaranteed, potentially limiting data collection. Moreover, the study will not examine the situation in the Gaza Strip and East Jerusalem and cannot fully evaluate the long- term impacts of the proposed framework beyond the research timeframe and resources. While the research aims to fill knowledge gaps and develop practical solutions, some limitations are inherent in its focused regional and sectorial scope. 1.6 Significance of research This research on developing a strategic framework for sustainable C&D waste management in the West Bank holds several important implications. Environmental significance: Currently, inadequate practices contaminate scarce land and water resources through illegal dumping and burning of debris. Establishing an organized regulatory system can help curb these unsustainable activities and their adverse environmental impacts. Economic significance: Large quantities of recyclable and reusable materials in the C&D waste stream are being lost instead of re-entering the value chain. Effective management allows recovery and reuse, boosting resource efficiency while supporting green enterprises and jobs in extraction, processing, and manufacturing industries. Importance for society: Getting rid of C&D waste the wrong way can cause health problems because of the fumes and runoff pollutants. Putting limits on this will improve the health of the community. To help with unemployment, especially among Palestinian youth, other ways to make a living may also be created in the trash field. 7 Importance for policymakers: creating a system will help with planning and carrying out C&D waste changes. It will fill important gaps in policy and law by making suggestions tailored to local conditions while still meeting international standards. Technically, the study looks at how things are done now so that we can better understand the complicated, changing system. Its analyses identify priority areas to strengthen technical and logistical capacities through targeted interventions. This research addresses the root causes and impacts of inefficient C&D waste management through an evidence-based planning process. The findings offer practical solutions supporting long-term environmental protection, economic development, and improved social welfare for Palestinians in a manner consistent with sustainability. 1.7 Thesis Structure This thesis comprises eight chapters, which progress from introducing the research topic through a review of relevant literature, a description of the methodology employed, a presentation of field study findings, and an analysis, culminating in the development of a strategic framework and conclusions. Specifically, Chapter 1 provides the contextual background, problem statement, research aims, and questions. Chapter 2 then reviews the global and local construction waste challenges identified in the literature. Chapter 3 explains the research methods, including the approach, data collection techniques, and analysis. Chapter 4 presents the empirical findings from the primary field research. Chapter 5 proposes the strategic framework by outlining the vision, objectives, initiatives, and implementation plan. Chapter 6 discusses key insights and offers recommendations and implications. Finally, Chapter 7 concludes the thesis by listing all references and appendices to support the study. 1.8 Literature review This chapter covers the literature review for this study. It is going to start with general worldwide construction waste generation trends and issues that include examining threats of improper disposal practices and changing global recognition of construction waste as a major concern. The issues considered in this chapter include excessive debris from demolitions and permits, uncoordinated development that overwhelms infrastructure, limited suitable landfill space, and the effects of movement restrictions 8 and delays. Moreover, this chapter discuss relevant concepts concerning construction waste management, factors influencing waste in West Bank, existing management approaches to it, and strategic planning techniques that are deemed necessary for the research. 1.9 Overview of worldwide construction waste generation The study by Cai et al. (2020) investigated the global production of construction and demolition (C&D) waste. While they highlighted the significant impact of the construction industry on waste generation, the exact quantity of solid waste annually was not specified in their findings. Industry data showed that the quantity of construction and demolition waste has slightly increased over the past few decades. The reason behind this has to do with urbanization where people are migrating into cities and there are more construction projects, particularly in developing economies in Asia, Africa, and South America. Duan et al. (2019) looked at C&D trash from several countries that the World Bank places into three income groups: low, middle, and high. The study found that the countries with the most building trash were those with lower-middle wages. For example, India, Indonesia, and the Philippines have grown GDP by more than 5% each year in recent years. This is going on in these countries at the same time that bigger projects are being built to make towns bigger so that more people can live there and to make the energy, cleaning, transportation, and buildings better. According to World Business Council for Sustainable Development (WBCSD) (2018), the residential and non-residential building development sectors together send about 25 to 30 percent of the world's solid garbage to landfills every year. They predicted that building construction waste would keep growing at a rate of about 3% per year until 2050. This was because the world is still urbanizing, which makes garbage management even more difficult. The huge amount of trash made by the global building industry is shown in these studies. They also show that construction success is strongly linked to trends of economic and population growth around the world. As a country's infrastructure quickly updates over the next few decades, they stress how important it is to come up with better ways to handle construction and demolition trash in order to 9 properly handle material outputs. Forge a long-term future, we will need targeted plans that take into account how things work in each area. 1.9.1 Threats posed by improper construction waste disposal In their 2019 study, Ferronato and Torretta looked into the environmental and public health effects of poor solid waste management worldwide. They found that building waste adds to pollution problems if it is not properly dealt with. Their study warned of the dangers of leachates and airborne fumes that can pollute waterways and the atmosphere when people dump trash without thinking. Toxins get into water sources when trash is dumped or burned incorrectly, letting them spread through underground networks. In 2020, Liu et al. conducted a research to examine how trash is thrown away in different Chinese towns. The results showed that dumping C&D materials in uncontrolled landfills was polluting the soil and groundwater in many areas because the landfills weren't appropriately lined and the systems that collected leachate missed the dangerous filtrates. Not properly organizing building trash also mixed volatile materials like asbestos with organic ones, which increased the risks of chemical reactions and the creation of poisonous compounds if they were burned or broken down manually without safety measures. Researchers Selvam and Wong (2016) looked into trash burning in India, Bangladesh, and Indonesia. They found that unchecked burning of building rubble caused dangerous PM and PAH emissions that people in the area were breathing in, which added to air pollution problems. Acute short-term health effects that were reported included lung illnesses. Long-term risks of cancer and heart disease have not been studied. It was found that widespread burning was making climate change worse by releasing gases that warm the world. If materials could be recycled or reused instead of being burned, this problem could be solved. According to these studies, poor dumping of C&D trash is a widespread problem that can pollute land, water, and air if storage and releases are not properly controlled. Environmental issues and health risks have made it clear that sensible garbage management systems are needed worldwide. This is especially true in places like 10 Palestine, which are growing quickly and need long-term planning to handle material flows in a way that doesn't harm the environment. 1.9.2 Recognition of construction waste as a growing concern The UN Environment Program UNEP (2017), predicted that the amount of municipal solid waste would rise by about 70% between 2016 and 2050 if nothing was done. This was mostly due to more people living in cities, which means more construction materials will be used, and more trash will need to be thrown away. Their report drew attention to the construction industry as arguably having the most potential for waste prevention initiatives through design adaptations and process reforms compared to other economic sectors. Gálvez-Martos and Istrate's (2020) overview of European waste management trends recognized construction, renovation, and demolition activities as critical determinants of total non-hazardous waste generation levels and highlighted progress gained through the adoption of EU circular economy strategies integrating improved material recovery targets into the industry. However, they stressed that there was still a lot of work to be done to move Building Lifecycles towards zero-waste models, which meant that more new ideas were needed. According to these sources, people are much more aware of the huge amounts of building trash and the damage it does. This is because of things like limited natural resources and space for dumping, and the public's focus on well-thought-out sustainable goals. People are looking to the industry to lead the way toward circular material systems by updating design and technology to meet future needs while also protecting the environment. Making advanced solutions that work for Palestine can help it become an early adopter and show its loyalty to these global rules. This review of the literature shows how bad it is that the amount of building trash is growing around the world and that poor dumping methods pose risks to the environment and public health. This also shows that people worldwide are becoming more aware of the industry's important part and duty in moving humanity toward more sustainable development by coming up with new ways to responsibly handle materials. We could 11 set a powerful example by using these lessons to create a unique framework plan for Palestine. 1.10 Construction waste challenges in Palestine west bank 1.10.1 Demolitions and Building Permits In 2020, Atallah looked into problems that make it hard for Palestine to handle trash in a sustainable way. Their study showed that the fact that Israeli officials often tear down homes and other property was a major worsening factor because it created a lot of trash that wasn't properly removed. Over 900 buildings were destroyed in 2021 alone, which means tons of trash needs to be taken care of. However, since there aren't any marked areas for controlled waste removal, workers have no choice but to dump the trash in unsafe places. According to interviews done by Saadeh et al. (2019) in several West Bank governorates, stakeholders generally thought that the lack of political unity between Areas A, B, and C made it very hard to coordinate a trash sector that worked well. Different governments' different rules made it hard to plan and build centralized sites that could handle large amounts of disposal waste at once. Many towns didn't get any help after demolitions because of ad hoc methods. In her 2020 study of value chain disruptions, Stamatopoulou-Robbins pointed out that checks and permits took a long time for trucks carrying wrecks from Israeli-ordered home clearing to get through. Bureaucracy caused backlogs where officials wouldn't let workers pass, so they couldn't properly deal with the growing piles of trash endangering the environment and people's health until their paperwork was approved. Limits on movement made it harder to respond quickly. According to these sources, Israeli-ordered demolitions create huge amounts of problematic waste that are too much for locals to handle because there aren't any unified government structures that could help with solutions. To better prepare for handling large amounts of destruction trash, strategic changes that consider the difficulties of politics are needed. 12 1.10.2 Uncontrolled Construction Activities Hammad et al. (n.d.) polled building managers and found that since 2000, faster infrastructure development has made it impossible to find suitable waste space and transport assets. Project managers complained about difficulties identifying nearby sites approved to accept loads and vehicles facing long wait times at checkpoints, hindering removal schedules. Al-Sari et al. (2015) performed surveys and interviews across various occupational groups, identifying insufficient implementation of basic on-site waste sorting and storage practices. Temporary debris heaps were common, leading to risks of scattering, fires, or ground/water pollution from unchecked piles. Contractors focused on schedule over sustainable behaviors absent enforcement. Ramos and Martinho (2021) examined firm characteristics correlated with better waste practices. Results showed that more significant, experienced companies invested in some recycling infrastructure. However, most small, inexperienced operators lacked awareness and capital for proper equipment to reduce, reuse, or recover materials systematically. Financial limitations presented significant barriers to widespread upgrading. This body of evidence suggests that the dynamic nature of infrastructure-driven growth in Palestine exacerbates waste issues due to finite land and transport capacities becoming overwhelmed without strategic coordination and worker training/compliance support. Holistic plans must address these obstacles. In summary, these studies spotlight how intractable political conditions from the occupation combine with rapid construction boom pressures to severely challenge effective C&D waste management. Innovation will require integrated solutions that account for sociopolitical complexities unique to Palestine. A tailored framework could guide more sustainable material stewardship aligned with development needs. 1.10.3 Limited suitable landfill space Hammad et al. (n.d.) conducted surveys of construction managers in the West Bank to understand challenges in construction waste management. Their findings highlighted the shortage of designated and regulated landfills as a critical issue, as the limited sites 13 struggled to absorb increasing debris volumes generated by rapid infrastructure growth. They attributed this in part to much of the West Bank territory classified as Area C falling under complete Israeli control. This severely restricts Palestinian authorities' ability to acquire property to develop new landfill facilities. Without securing more land, there is little opportunity to expand waste infrastructure capacity. Nadazdi et al. (2022) analyzed waste management practices across Palestinian governorates. Their study echoed the constraints identified by Hammad et al. regarding limited land availability posing significant obstacles. They noted that the high population densities across the West Bank have reduced open spaces suitable for waste activities. Existing landfills were approaching total capacity without clear plans for future expansion sites. If no solutions are found to the lack of developable land, the waste infrastructure will soon become overwhelmed as arisings continue to rise with ongoing construction projects. Paz et al. (2020) conducted comprehensive GIS mapping and Analysis of available land resources versus waste generation trends in urbanizing Latin American contexts. Their research concluded that sufficient land was a controlling factor in successful long-term waste system sustainability. Areas with low vacancy faced mounting difficulties maintaining waste containment and treatment standards as volumes grew. They suggested that other densely populated territories like the West Bank governorates likely experience corresponding constraints requiring innovative approaches. Lessons from alternative regions indicate the severity of land shortage challenges when managing municipal solid waste. The studies highlight how political geography ties the hands of Palestinian planners seeking to secure new landfill areas. Over 90% of the West Bank lies in Area C under complete Israeli administration, where approvals for waste uses face complex bureaucratic hurdles (UN, 2021). Even within Palestinian jurisdiction in Areas A and B, urban sprawl has claimed traditionally open zones. Combined with infrastructure growth pressures, this land gap emerged as a core impediment to the sector's adaptability and ability to handle mounting surpluses from demolition spikes and construction booms. 14 In conclusion, the literature substantiates how limited suitable land availability emerges as a controlling constraint within the political geography of the West Bank, hindering sustainable waste management planning aspirations. Innovative strategies are imperative to overcome this fundamental obstacle. 1.10.4 Movement Restrictions Causing Delays Hammad et al. (n.d.) conducted surveys of construction managers in the West Bank to understand challenges in construction waste management. Their findings highlighted the shortage of designated and regulated landfills as a critical issue, as the limited sites struggled to absorb increasing debris volumes generated by rapid infrastructure growth. They attributed this in part to much of the West Bank territory classified as Area C falling under complete Israeli control. This severely restricts Palestinian authorities' ability to acquire property to develop new landfill facilities. Without securing more land, there is little opportunity to expand waste infrastructure capacity. Nadazdi et al. (2022) analyzed waste management practices across Palestinian governorates. Their study echoed the constraints identified by Hammad et al. regarding limited land availability posing significant obstacles. They noted that the high population densities across the West Bank have reduced open spaces suitable for waste activities. Existing landfills were approaching total capacity without clear plans for future expansion sites. If no solutions are found to the lack of developable land, the waste infrastructure will soon become overwhelmed as arisings continue to rise with ongoing construction projects. Noor et al. (2019) presented a case study profiling a construction firm based in Malaysia undertaking redevelopment work. The study found that import restrictions at the country's major cargo port significantly slowed the clearance of specialized waste sorting and compacting machinery purchased overseas for a project. Although modern equipment could have facilitated faster debris processing and reduced temporary storage needs, navigating import requirements took over two months, resulting in deferred delivery schedules. This led to increased pressures on the restricted worksite to accommodate larger stockpiles of excavated rubble while awaiting the delayed machinery installation. The growing debris mounds posed risks to surrounding areas if not properly contained or intercepted before rain events. 15 When considering recommendations to enhance waste management systems in the West Bank, it is integral that strategic plans address delays introduced at checkpoints, given their disruptive influence on project schedules and waste transportation planning. Literature shows that transportation planning is important. Researchers say that new technologies like allowed convoy systems with IDF guards or mobile apps that help with real-time routes around checkpoints could help reduce wait times while still following security rules. Getting foreign groups involved could also help update technologies for approving permits, cutting down on wait times for proof. Construction waste management is the set of processes, strategies, and methods used to properly deal with the trash during building projects. The established trash order (EPA, 2021) says that the goal is to reduce, reuse, and recycle as much as possible to reduce garbage dumping. Several studies show how this philosophical approach fits with the situation in the West Bank. Best practices for managing building trash were made by Al-Najjar (2019) and are specific to people in the West Bank. The rules stress how important it is to plan and create in order to reduce trash and sort things on-site. Wood, metals, drywall, concrete, and plastics are good things to sort into groups. As part of this idea, proper signs and designated organizing places are also laid out to encourage organized trash collection. However, Tamimi et al. (2019) note that limited enforcement of such guidelines means behaviors do not consistently reflect these recommended practices. Surveys conducted by Al-Sari et al. (2015) support this, finding a lack of basic on-site sorting and storage in line with waste management concepts. Instead, temporary piles and mixed stockpiles were common, hindering downstream waste diversion. Without adhering to sorting guidelines, the ability to reuse and recycle materials, as the waste hierarchy framework suggests, is impaired. Ramos and Martinho (2021) also examined characteristics of construction companies correlated with better waste management adherence. More significantly, experienced firms were found to invest in some sorting infrastructure like bins. However, most small operators lacked the awareness and funds to invest in equipment supporting conceptual practices like compactors and balers to store and transport sorted materials efficiently. 16 Resource and knowledge gaps inhibit the proper application of waste management frameworks. Additionally, the political context imposes further challenges. Hammad et al. (n.d.) note that restricted availability of developable land and border checkpoints delaying transportation undermine a smooth, organized waste-handling process as frameworks recommend. With limited land, providing sufficient on-site sorting areas and future landfill space is impeded. Checkpoints also disrupt timely waste removal, which is necessary to sort and process materials continuously. In conclusion, while guidelines aim to establish a conceptual framework for strategic waste management practices in the West Bank's construction sector, real-world implementation faces compliance, financial, and territorial barriers, according to the literature. Additional innovations are still needed to properly address these external complications hindering adherence to recommended reduction, reuse, and recycling techniques outlined in construction waste management frameworks. 1.11 Pro-environmental behavior in construction Adoption of pro-environmental behaviors is key to effective construction waste management. Tamimi et al. (2019) surveyed the West Bank's construction sector stakeholders to evaluate barriers/motivators for such behaviors. Knowledge gaps and financial considerations were found to limit environmentally conscious practices. Contractors had insufficient guidance on proper sorting/storage procedures, undermining compliance. Small firms also lacked the means to invest in necessary waste-handling infrastructure. Al-Najjar (2019) developed construction waste management guidelines for the West Bank, emphasizing the importance of pro-environmental behaviors through approaches like waste reduction planning and on-site sorting. However, Ramos and Martinho (2021) observed size/experience disparities in companies' abilities to adopt such practices, with larger firms better equipped to invest in sorting bins and staff training. This indicates that pro-environmental behaviors, as outlined, may be inaccessible for many local contractors due to resource constraints. 17 1.12 Waste Management Strategies 3Rs approach Reducing, reusing, and recycling waste (the 3Rs) form the basis of strategic construction waste management. Al-Sari et al. (2015) found inadequate implementation of sorting/storage practices aligning with this approach on West Bank worksites. Temporary mixed piles supplant organized systems for separating reusable/recyclable materials. Without 3R-focused behaviors, stated diversion targets are challenging to achieve. Guidelines by Al-Najjar (2019) emphasized sorting waste into reuse/recycling streams for wood, metals, drywall, and more. However, limited observed compliance suggests further reinforcement is needed to reduce waste at the source systematically according to the 3Rs approach. Waste minimization design Project planning and designing for waste minimization can cut handling volumes. However, Hammad et al. (n.d.) note that practitioners in the West Bank faced irregular access to construction sites owing to political border controls. This results in schedule unpredictability and impedes practical waste forecasts and minimization strategies during design. Likewise, land constraints inhibit on-site space reservations for refuse sorting, which is recommended internationally. These territorial obstacles unique to the West Bank undermine strategic minimization efforts centered on design. Novel tactics are thus warranted to circumvent such logistical barriers complicating structured waste reduction. SWOT analysis A SWOT (strengths, weaknesses, opportunities, threats) examination of the West Bank's construction waste context provides guidance. Ramos and Martinho (2021) identified experience and scale as sector strengths supporting better environmental behaviors. However, financial and information weaknesses constrained many local contractors' abilities to adhere to management frameworks as discussed. 18 Opportunities exist through guidelines standardizing best practices. However, political border controls and fragmentation pose ongoing territorial threats that disrupt organized waste routing. Accordingly, strategies must overcome identified weaknesses and defend against threats to fortify the region's construction waste governance system based on thorough contextual evaluation. In summary, while frameworks exist, variable abilities to systematically adopt pro- environmental behaviors and optimize waste reduction through planning and sorting hamper realizing strategic management goals. Novel methods are required, factoring in the realities of the unstable political landscape. 1.13 Factors influencing waste generation in the West Bank Several studies have examined factors influencing waste generation levels in the West Bank's construction sector. Al-Sari et al. (2015) conducted surveys and interviews with contractors, engineers, and officials to evaluate influencers. A key finding was a need for more regulations and standards to guide proper waste handling practices. Without governance, behaviors are not corrected, which allows inefficiencies to persist. Ramos and Martinho (2021) analyzed how company attributes impact waste management performance. They observed larger, more experienced firms to invest in dedicated sorting bins and staff training. However, most local contractors are small- scale enterprises with constrained financial resources inhibiting the adoption of best practices. Lacking means introducing variability in waste behaviors company-to- company. Hammad et al. (n.d.) noted that political territorial controls introduce another layer of unpredictability hindering structured waste reduction. Dynamic access restrictions to construction sites due to regional borders disrupt schedule coordination, undermining planning for waste minimization. Space constraints at sites were also highlighted. Atallah (2020) provided context on governance fragmentation across the West Bank territory. The split into areas A, B, and C makes it harder to build projects across the region. As a result, there is management error, which adds to the confusion and results in waste. 19 It is well known that the political situation causes land to be hard to come by. Helal (2022) reinforced restricted space availability due to occupied territory divisions. Constrained sites undermine providing sufficient sorting and storage infrastructure as outlined by international standards. Stamatopoulou-Robbins (2020) analyzed infrastructure project delays emanating from intricate political considerations. Approvals and paperwork delays stalled sewage system expansion. Political dynamics introduce complications prolonging schedules and disrupting planning necessary for organized waste reduction initiatives. Altogether, the literature indicates factors like regulations/enforcement gaps, varied company capacities, unpredictable access issues due to borders/paperwork, site space constraints, and governance disparities introduce challenges for systematic waste behavior change in the West Bank context. Integrated solutions are still needed to mitigate these influencers. 1.14 Existing construction waste management strategies Waste minimization through design and planning is a core sustainability strategy outlined by various sources. However, Hammad et al. (n.d.) noted that political access restrictions in the West Bank introduce schedule unpredictability that hampers structured waste forecasting, usually centered in the early project design and planning phases. Without continuous and reliable access to construction sites due to checkpoints and movement restrictions across different administrative zones, proper waste minimization goals as outlined in management frameworks become very difficult to implement and monitor, according to the literature. This is because changes to site access times can disrupt planned construction sequencing and the phasing of waste- generating activities. It also complicates coordinating waste transportation if removals are delayed or obstructed. Innovative solutions would be needed to mitigate this challenge, such as developing buffer waste storage capacity at sites or alternative temporary disposal methods to account for potential access disruptions outside of contractor control. Digital tools for planning Adding political border data could also help model how entry problems might affect waste results so that backup plans can be made. Even though it's hard, fixing this geographical issue that stops basic reduction 20 methods from working is necessary to make the building industry in the area more environmentally friendly. Al-Najjar (2019) and other sources created useful guidelines that set useful best practices for the West Bank. For example, organizing main trash like wood, drywall, metals, plastics, and concrete is important at building sites. The guidelines also include steps for collecting and temporarily storing separated trash before it is taken away. In the same way, models proposed by researchers such as Bakchan et al. (2019) stress the importance of including strong methods for measuring trash and thorough management plans in the early stages of planning and designing a project. But Tamimi et al. (2019), who polled contractors about their opinions, found that suggested strategies were often not followed on work sites because practices were not monitored enough at the field level and the right authorities did not enforce rules. Their results show that people won't be able to consistently follow the practices laid out if regulatory bodies don't actively watch what is going on, and there are penalties for not following the rules. It's also possible that the standards themselves need more communication and education efforts aimed at small businesses that aren't very tech-savvy or aware of the rules. Overall, this shows how important it is to have more legal and compliance help to ensure that important research strategies are carried out more effectively. Adopting a 3R approach of reducing, reusing, and recycling construction and demolition waste forms another core strategic pillar for sustainable management outlined in various frameworks. The approach aims to systematically minimize waste materials exiting projects by prioritizing prevention, capturing surplus for future construction needs, and processing non-reusable refuse for end-of-life recovery. However, surveys of actual waste sorting and handling practices by Al-Sari et al. (2015) observed that temporary and mixed waste piles were prevalent on many West Bank worksites instead of designated areas for separated materials streams, as the 3R approach envisions. This suggests inadequate application of reduction and source segregation behaviors on the ground. Similarly, through their Analysis of factors correlated with better waste management performance, Ramos and Martinho (2021) linked financial constraints experienced by most local small-scale contractors with an inability to invest in the specialized waste compactors, balers, and demarcated sorting infrastructure required to execute 3R techniques reliably. Access to necessary 21 equipment or capital upgrades is necessary for complete adherence to a convenient and field-oriented strategic approach to remain a challenge according to their work. Thus, progress is still being made in supporting widespread behavioral change and equipping stakeholders for success. Atallah (2020) and other studies discussed how the complex political fragmentation of administrative zones A, B, and C across the West Bank introduces inconsistencies in environmental governance structures and institutional mandates that further complicate unified strategy implementation. For example, different authorities oversee planning vs. enforcement in various areas. Saadeh et al. (2019) also called for integrating innovative public-private compliance models to help fill recognized resource gaps limiting regulatory bodies and undermine requisite stakeholder buy-in highlighted within recommended frameworks. With responsibilities dispersed and economic challenges inhibiting optimal capacity, synchronized multi-actor solutions are needed. Landfill constraints due to tightened borders and underwater passage cuts, as discussed by Helal (2022), also present difficulties for the arrangement of long-term waste infrastructure outlined in roadmaps. Illankoon and Tam (2020) further pointed to gaps in local data availability as an impediment to their emphasized life cycle cost analysis and optimization approaches. These territorials, institutional, and information shortcomings necessitate adaptive redevelopment of suggested management formulas. In summary, while guidelines have sought to provide clear direction, the literature highlights the need for customized supplementary solutions addressing ongoing on-site, financial, regulatory, and political implementation barriers that undermine the complete and sustained uptake of valuable reduction techniques and protocols on the ground in this distinctive environment. Fresh, holistic consideration of challenges appears still warranted. 1.15 Strategic planning techniques Effective strategic planning requires robust techniques to navigate the complex realities of the West Bank context. Life cycle thinking is one approach emphasized in frameworks to optimize management from a holistic perspective. Illankoon and Tam (2020) supported using life cycle cost analysis (LCCA) to evaluate options against economic and environmental criteria over the full waste stream trajectory from 22 generation to final processing/disposal. However, they also acknowledged constraints to LCCA application, like limited local activity cost and emission data availability. This shows how important it is to use customized methods that take into account known information about the territory The private-public partnership collaboration approach used by the study conducted by Saadeh et al. (2019) showed that this process filled in government resource gaps using market skills. Further, shared goals ensure that obedience is consistent. Gupta et al. (2020) attributed this to BIM for its ability to facilitate dynamic planning, which makes it simpler for teams to work together to improve processes. According to Hammad et al. (n.d.), common cooperation can't take place with political uncertainty. The practice of GIS-based location analysis supports planning and infrastructure development decisions. To select a dump site, for instance, Helal used GIS incorporated with multi-criteria evaluation taking into account factors like distance and mobility that were important in this busy area (2022). The same author also praised GIS tools as a way of tracing recycling points and optimizing pick-up routes (Paz et al., 2020). On the other hand, varying degrees of local control in different West Bank locations could mean less available data on their whereabouts. Using modeling to guess what might happen can help people make decisions. Cai et al. (2020) used mixed forecasting models to predict how much trash would be made, taking into account the characteristics of the project. Mohammed et al. (2022) used PLS-SEM to examine policy factors and improve reduction tactics. Although they are useful, rigid mental models don't consider how different places affect people. Customizing the framework based on local knowledge makes it more useful and increases adoption. Al-Najjar (2019) used practitioner ideas from Palestine. Nadazdi et al. (2022) put some parts of the UN circular economy shift idea in their proper place. Continuing to adapt shows that goals change as political situations change in different areas. Using a variety of tailored planning methods, utilizing available data and points of view supports strategic progress in sustainability. 23 To sum up, dealing with the complexity of the job requires creative use of both well- known strategy planning tools and new, custom-mixed methods. Unpredictability in the territory means that rigid, standard methods are not enough. Instead, fluid, scenario- based techniques and teamwork between stakeholders are needed. Strategies must evolve in partnership with local communities, navigating this challenging space to realize sustained impact over the long term. 24 Chapter Two Research methodology This chapter covers the research methodology used in the study. It discusses the research approach adopted and describe the study area. The target population and sampling technique are explained. The chapter covers the questionnaire design utilized to collect primary data. 2.1 Research Approach A mixed-methods approach using qualitative and quantitative techniques was adopted to address the research questions comprehensively. Qualitative and quantitative methods were combined to provide validity, reliability, and a deeper understanding of the construction waste management problem. The questionnaire was conducted first to reach the largest possible number of respondents and obtain a greater amount of information about the objectives of the study, and then to support the results by conducting interviews and obtaining a deeper understanding of the results. The qualitative component involved in-depth interviews to flexibly explore perspectives, experiences, and views. This generated rich, descriptive data and insights into the contextual factors, challenges, and potential solutions. Interviews were conducted with key stakeholders using a semi-structured interview guide (See Appendix B). Open-ended questions allowed for probing of answers to gain more in-depth explanations and narratives. Quantitative methods focused on gathering empirical data through a structured questionnaire survey (See Appendix A). Close-ended questions were designed to collect numerical data on current practices, waste generation rates, impacts, barriers, and performance indicators. A large-scale questionnaire survey allowed the collection of primary data from a representative sample across different stakeholder groups to identify patterns, behaviors, and relationships. Quantitative analysis methods, including descriptive statistics, summarized the numerical responses. 25 Combining qualitative explorations with quantitative surveys made a more comprehensive understanding of the multi-faceted research problem possible. Triangulating various data sources and methods strengthened the validity and reliability of findings. This mixed approach ultimately supported the development of targeted recommendations for an evidence-based strategic framework. 2.2 Study Area The study area included construction sites located across five governorates (Palestinian administrative divisions) of the West Bank - Nablus, Jenin, Ramallah, Tubas, and Hebron as shown in Table 1 below. These regions were selected as they represent different population densities, urbanization levels, terrain, and proximity challenges that impact waste management implementation. Within each governorate, 2-3 districts/sub-divisions were chosen based on population size and construction activity levels. This included both urban centers and surrounding rural villages and towns to capture a diverse range of conditions and practices. Table 1 Selected districts in Westbank Palestine for a case study Governorate Selected Cities Nablus City Barqa, Sebastia and Beit Furik Jenin City Silat Al Dahar, Kafr Rai and Al-Atara Ramallah City Nilin, Sinjil and Al-Bireh Tubas City Aqaba and Al-Faraa Hebron City Idhna and Dhaheriya 26 Focusing the study across multiple administrative areas allowed for a comparative analysis of waste generation patterns and management approaches in varying topographical, socioeconomic, and political access contexts within the fragmented West Bank territories. It also ensured a sufficiently large and dispersed sample population. Through visits to active construction sites within these districts, quantitative and qualitative data were collected to provide a representative overview. 2.3 Target population and sampling Technique The target population for the questionnaire consisted of all stakeholders involved in the construction and C&D waste management sector across the different districts in the West Bank study area. This included:  Contractors and construction companies who are involved in building projects such as housing, infrastructure, commercial, and industrial developments.  Consulting engineering firms providing design and project management services.  Local government authorities who are responsible for waste collection, transportation, and disposal operations.  Regulatory bodies regulating the construction and waste management sectors.  Recycling and waste processing companies handling C&D waste streams.  Community-based organizations who are involved in municipal service provision and advocacy.  Industry associations representing contractors, developers, and related professions. Stratified random sampling was employed to select the questionnaire respondents. The population was divided into sub-groups or strata based on their stakeholder category. A random sample was then drawn from each stratum in proportion to the stratum's size and representation. This helped capture a diverse range of perspectives. The target population size was based on the scope of the study. Since the study aimed to assess current C&D waste management practices across the West Bank, the target population was identified as construction professionals involved in this sector. Based on the initial literature review and context provided Di Maria et al; (2018), a conservative estimate of 1,000 professionals working in C&D waste management across the West Bank was determined as the population size. 27 Once the population size was established, the desired confidence level and acceptable margin of error had to be determined. For quantitative social science research, it is common to use a 95% confidence level Bevans (2020), meaning results would be accurate 95% of the time if the study was repeated. A margin of error of 5% is also frequently used, implying the true value would fall within 5% of the sample's results 95% of the time. Given the population size of 1,000 and the specified confidence level and margin of error, a standard sample size calculation formula was then used to determine the number of samples needed. This formula took into account the population size (N), confidence level, and margin of error to output the minimum required sample size (n) to achieve those precision parameters. Sample Size Calculation Formula: Slovin's formula was used in the given context to calculate sample size because it provides a statistically valid way to determine how large a sample needs to be taken from a population to generalize the results to the overall population with a known level of accuracy or confidence level (Statistics how to, 2024). No other formula was used because Slovin's specifically solves for the sample size needed based on the population size and required precision/confidence level. It provides an easy way to calculate an appropriate sample that will generalize to the overall population according to standard statistical principles. Therefore, Slovin's formula was the most relevant and appropriate choice for this sampling context and calculation. Using the formula for calculating sample size for a population with known size: n = N/(1+N(e^2)) Where: n = required sample size N = population size (1000) e = margin of error (5% = 0.05) 28 Plugging in the values: n = 1000 / (1 + 1000(0.05)^2) n = 1000 / (1 + 1000(0.0025)) n = 1000 / (1 + 2.5) n = 1000 / 3.5 n ≈ 286 Therefore, based on these parameters, the required sample size for the questionnaires would be 300 distributed among the following strata: Figure 1 pie chart showing the % of sample size based on the category 30% 25% 15% 15% 10% 5% Stakeholders Group Questionnaire Number Contractors Local authorities Consulting engineers Regulatory bodies Community groups Recyclers/processors 29 For the qualitative interviews, purposive sampling identified well-informed individuals based on their roles, experience, and involvement in their organizations' policy-making, planning, or overseeing C&D waste management activities. This non-random method ensured the selection of the most relevant and data-rich cases. Initially, a sample size of 286 was calculated based on the population size and desired confidence level/margin of error. However, despite distributing 300 questionnaires, only 100 valid responses were received from professionals in the construction sector of the West Bank. This represents a response rate of 33.3%. While lower than desired, the 100 responses still provide valuable insights from diverse stakeholders involved in construction and waste management activities across multiple districts 2.4 Questionnaire design A comprehensive questionnaire (see Appendix A) was developed to collect quantitative and qualitative primary data from construction stakeholders. It consisted of 14 sections addressing critical areas related to construction waste management practices. The first section gathered background information on respondents' roles, experiences, and locations. This helped segment and analyze responses based on stakeholder profiles. Sections 2 and 3 inquired about companies' waste management policies, types and quantities of waste generated, and current practices. Sections 4 and 5 evaluated awareness, perceptions, and perceived impacts of waste. A SWOT analysis in section 6 provided insights into strengths, weaknesses, opportunities, and threats from respondents' perspectives. Sections 7 and 8 focused on technical aspects such as waste generation rates, on-site sorting, and storage. Section 9 examined off-site transportation and disposal challenges. Section 10 proposed potential improvements through strategies like recycling promotion. Section 11 solicited views on elements for a strategic framework. Sections 12 and 13 probed barriers and stakeholder coordination issues, respectively. The final recommendations section invited suggestions to enhance waste governance. Both open-ended essay questions and closed choices were incorporated to facilitate varied response styles. 30 A combination of 5-point Likert scales, multiple select, and single select options were used where applicable to quantify perceptions and practices. Open comment boxes allowed elaboration. Before full deployment, four construction professionals conducted a pilot test to ensure question comprehension, flow, unbiased wording, and an average 20-minute completion time. Feedback was incorporated to refine the final questionnaire. The questionnaire was distributed 40 % physically, 45% via phone and 15% through online forms based on respondent preference and technological access. Provisions for informed consent and confidentiality were included as per ethical requirements. 31 Chapter Three Data Results and Analysis This chapter covers data results and analysis from the study. It will present findings from the questionnaire, including respondent profile, current management practices, awareness, attitudes and impacts, on-site management, institutional roles and coordination, waste generation and composition, transportation and disposal access, SWOT analysis, and proposed framework and recommendations. Findings from interviews identifying key themes will also be presented. Data analysis will then be provided on current construction waste management practices in the West Bank, stakeholder perspectives and roles, challenges within the existing system, and the proposed strategic framework. 3.1 Findings from the Questionnaire This chapter presents the key findings obtained from administering the comprehensive construction waste management questionnaire to various West Bank stakeholders followed by an analysis section corresponding to the objectives. One hundred respondents participated in the study out of the 300 to whom questionnaires were given, representing different roles in the construction sector and geographic locations. The findings are organized into thematic sections corresponding to the significant parts of the questionnaire 3.1.1 Respondent Profile The respondent profile provided insights into the experience and perspectives of individuals engaged with construction waste management. As shown in Table 2 below, most had over ten years of experience in construction roles. The largest respondent group was comprised of contractors, who provided valuable insights into current on-site practices. A range of locations across the West Bank were also represented. 32 Table 2 Respondent Profile Years of Experience N Role n Less than one year 12 Contractors 30 1-5 years 18 Developers 24 6-10 years 29 Consultant engineers 15 Over ten years 41 Regulatory Authorities 14 Community groups 9 Recyclers/processors 8 3.1.2 Current Management Practices This section provided insights into the approaches for construction waste handling and disposal. Only 30% of respondent companies reported having a formal construction waste management (CWM) plan to guide operations. Of these, most respondents rated the effectiveness of their existing plans as low, with limited implementation and monitoring on-site. When asked about typical waste generation on projects, concrete was reported as the dominant waste material, comprising 40-50% of total volumes. Wood waste from formwork and packaging comprised 20-30%, with drywall scraps at 15-20%. Metals like rebar, sheeting, and pipes constituted 5-10% of construction waste streams. Smaller percentages of plastics, glass, and debris were also generated periodically. Regarding common handling methods, only 15% of respondents adopted any on-site segregation or storage of recyclable wastes like wood, drywall, and metals. The majority mixed all wastes in skip bins with limited precautions for potential reuse. Over 50% also cited space constraints as a key challenge for designating proper sorting and holding areas on construction plots. 33 Figure 2 Percent of respondents current construction waste Disposal systems As shown in Figure 2 above, landfilling (45%) and open dumping (35%) were the primary final disposal routes for mixed construction wastes according to stakeholders surveyed. A mere 15% reported attempting some basic recovery of clean wood for reuse as formwork or metal scraps sold indirectly. Unsanctioned burning was occasionally used by 5% of participants for rapid debris removal. In terms of obstacles facing improved management, the top difficulties cited included a lack of designated waste acceptance and processing facilities (70%), insufficient funding allocation by contractors and developers for modern methods (55%), and restrictions on truck mobility between sites and disposal areas imposed by checkpoints (50%). Over 60% also perceived low stakeholder awareness as undermining more progressive practices. This section provided deeper insight into existing gaps in planning, on-site handling protocols, and downstream waste treatment options available according to stakeholders engaged in management across the West Bank construction sector. Their feedback helps establish a baseline and priority focus areas for subsequent analytical discussions. 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Landfilling Open Dumping Reuse/Recycling Burning Percentage of Respondents 34 3.1.3 Awareness, Attitudes and Impacts This section examined stakeholders' self-assessed awareness levels and perceptions of construction waste management. When asked to rate their knowledge of potential environmental, social, and economic impacts, 60% of respondents described themselves as only "somewhat aware," while 25% selected "not very aware." On average, contractors and workers reported slightly lower awareness than consultants, experts, and authority representatives engaged more closely with policy issues. Regarding the importance of addressing construction waste, opinions were mixed. A near-equal split was found, with 45% believing it was "very important" and 40% ranking it as "somewhat important" from their perspective. However, follow-up discussions revealed that this view correlated closely to the role and proximity to direct waste consequences. Developers and contractors more commonly ranked it lower. Responses were only moderately positive when assessing willingness to improve current practices if guidance and support were available. Around 35% expressed being "somewhat willing" to transition to better methods, compared to 25% selecting "very willing". The remaining 40% were neutral or unwilling without substantive reforms first to the broader system and responsibilities of different stakeholders. Figure 3 Perceived impacts of the current construction waste systems 0% 10% 20% 30% 40% 50% 60% 70% Environmental degradation Public health risks Economic losses from wasted resources Occupational safety hazards Traffic accidents during transport Percentage Citing as Key Impact 35 Regarding perceived impacts (Figure 3), topping the list at 65%, environmental degradation is cited as a significant problem of existing approaches. Public health risks from improper burning and dumping concerned over 45% of participants from a community safety perspective. About 30% recognized missed economic reuse opportunities from wasted resources. A further 15% raised material staff safety issues during hazardous operations like open burning. Effective management that internalized these costs was viewed by 75% as potentially enabling contractors to reduce waste disposal fees and companies to minimize procurement by reusing salvaged supplies, according to respondents supportive of a transition. 25% remained unsure or skeptical of tangible benefits without further evidence. In summary, while essential awareness existed, knowledge differed substantially based on role. Positive attitudes towards improved management also depended on more robust rationales, guidance, and visible results demonstrating how sustainability could converge with stakeholder priorities and business models over the long-term built environment cycle. 3.1.4 On-site Management This section examined the issues when handling construction waste directly on project sites. A lack of designated segregation and storage areas for sorted recyclables and residuals was cited as a significant constraint by 55% of respondents, according to Figure 4 below. Contractors and developers reported space limitations due to small urban plot sizes constrained proper on-site waste zones. 36 Figure 4 Reasons why the West Bank has a poor construction waste management system Budget restraints were also a key challenge raised by 35% of stakeholders surveyed. Procuring extra bins, essential equipment for segregating materials, and renting roll-off containers increased costs significantly without infrastructure support. This discouraged investment in improved short-term practices. Mobility restrictions at internal Israeli checkpoints delay the removal of bins and debris for over an hour, further complicating schedules in 25% of cases. The West Bank's fragmented governance and road barriers separating communities imposed logistical inefficiencies hindering responsive waste collection. Respondents were asked for suggestions to ease these coordination problems. The most endorsed ideas involved establishing centralized waste collection facilities near construction clusters with ample sorting areas. Over 75% of stakeholders also saw value in having locally produced reusable materials like crushed concrete and recycled wood readily available as alternatives to offset new procurement and disposal burdens. Producing reusable supplies nearby through regional material recovery facilities (MRFs) processing construction, demolition, and excavation waste was proposed. This could empower municipalities and private organizations to offer recycling services, creating local environmental service jobs. However, such circular solutions require 0% 10% 20% 30% 40% 50% 60% Lack of space for sorting/storing High costs of proper management Checkpoint delays over 1 hour Percentage Facing as Key Issue 37 higher-level coordination, and policy reforms stakeholders noted still needed to be included. In summary, on-site best practices faced entrenched obstacles, so stakeholders recommended off-site infrastructure remedies and economic instruments as preliminary steps with the long-term vision of modernizing management systems across the territory. 3.1.5 Institutional Roles & Coordination Stakeholders provided feedback on interactions between critical actors involved in construction waste handling. Regarding collection responsibilities, 55% of respondents coordinated the removal of mixed debris with their local municipality or joint service council. However, as shown in Figure 5 below, over 30% expressed dissatisfaction with the reliability and consistency of schedules. Rural areas, in particular, reported unreliable pickups. This disrupted work programs, sometimes resulting in illegal dumping when bins overflowed. Figure 5 Likert scale showing study groups' opinions on how the municipal has been scheduling waste pickups 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Somewhat dissatisfied Very dissatisfied Neutral Somewhat satisfied Very satisfied Percentage 38 Mobility restrictions at checkpoints between areas were also a major coordination challenge, according to 65% of participants. Uncertainty of delays averaging 2 hours interrupted transport logistics, as noted earlier. When asked about interactions between institutional stakeholders overseeing different stages, 80% saw the need for improvement. Suggestions focused on establishing regular forums for authorities like the Joint Service Council and Planning Ministry to collaborate with private contractors on integrated technical standards and guidelines. This was viewed as important in harmonizing responsibilities from materials management to final treatment. In summary, inconsistent municipal collection and checkpoint barriers undermined reliability, which stakeholders emphasized must be addressed through higher-level multi-sector coordination frameworks to enhance practices systematically. 3.1.6 Waste Generation & Composition Respondents provided estimates of typical waste arisings from construction projects in their areas. As shown in Table 3 below, the average generation rate stakeholders reported was approximately 1 ton of debris per 100 square meters of total construction floor area or site footprint. Table 3 Estimated Generation Rates by Material Type Material Type Percentage of Total Waste Stream Concrete & Masonry 40-50% Wood Formwork & Scrap 20-30% Drywall & Plasterboard 15-20% Metals (rebar, sheeting etc) 5-10% Plastics (pipes, wrappers) 3-5% Asphalt, Soil & Bricks 2-4% Cardboard & Paper 1-3% Other (glass, wires, etc) <1% According to estimates, concrete fragments and mixed rubble comprised the most significant portion at 40-50%. Wood waste from formwork, scaffolding, and debris packaging constituted an average of 20-30% of volumes. Drywall pieces and plasterboard remnants averaged 15-20%. 39 Metals such as reinforcing bars, metal studs, sheeting, and tubes comprise 5-10% of waste streams. Smaller amounts of mixed plastics, bricks, demolition materials, cardboard, and assorted minor fractions were also regularly generated on construction sites. Such generation data can help inform the planning of local processing and disposal capacity needs per square meter of built development supported by the authorities 3.1.7 Transportation & Disposal Access The limited availability of formal waste management infrastructure in some parts of the West Bank presented transportation difficulties for 75% of stakeholders, according to Figure 6 below. Figure 6 Transportation-related factors causing poor waste management systems in the West Bank In particular, the unpredictability of checkpoint openings between jurisdictions interrupted removal schedules for 55% of respondents. According to the findings, over 30% lacked visibility on pre-approved transportation corridors. Additionally, permit costs to cross between Palestinian Authority and Israeli-controlled areas further increased direct disposal expenses for 20% of stakeholders. Restricted entry policies also caused 15% to use more distant, costly landfills. 0% 10% 20% 30% 40% 50% 60% Checkpoint closures slowing truck movements Unclear guidance on approved transport routes Costly permits for crossing between authorities Restricted access to certain disposal facilities Poor road quality damaging vehicles Confusion over hauler licensing requirements Percentage Reporting 40 This feedback highlights where coordination between authorities managing mobility and facilities could promote efficient waste logistics through joint planning and guideline preparation to ease burdens on the industry. 3.1.8 SWOT Analysis Table 4 SWOT Analysis of the current construction Waste Management situation in the West Bank Strengths  45% highlighted potentially reusable resources readily available in the local market, such as crushed concrete and salvaged wood.  25% also noted an entrepreneurial spirit among small firms pursuing innovative collection services. Weaknesses  70% cited a lack of designated treatment infrastructure.  65% also flagged unclear regulations and responsibilities as obstacles.  Financial constraints undermining sustainable practices concerned 60%. Opportunities  75% saw job creation prospects through organized material recovery facilities processing regional waste streams.  Expanding reuse markets for outputs like manufactured sand and recycled aggregates is interested in 65% of the market. Streamlining approvals for such facilities was a potential solution that raised Threats  centered on inadequate coordination perpetuating current negative impacts if left unaddressed.  85% warned that unmanaged dumping and burning would continue harming the environment and communities without coordinated reforms across sectors.  Reliance on distant final disposal outlets insecure amid political instability troubled 60%. Respondents participated in a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis of the current construction waste management situation. For strengths, 45% highlighted potentially reusable resources readily available in the local market, such as crushed concrete and salvaged wood. 25% also noted an entrepreneurial spirit among small firms pursuing innovative collection services. However, key weaknesses cited included a lack of designated treatment infrastructure, according to 70%. 65% also flagged unclear regulations and responsibilities as obstacles. Concerned 60% were financial problems that made sustainable practices less likely to happen. 41 When people thought about opportunities, 75% of the participants thought that organized material recycling centers that processed regional garbage streams could help create jobs. 65% were interested in growing markets for recovered materials and made sand that can be used again. One possible answer was to make it easier to get permission for these kinds of services. The main threats were related to poor collaboration, which would make the present problems worse if nothing was done. Eighty-five percent said that uncontrolled burning and dumping would continue to hurt the environment and communities unless changes were made across all industries. 60% of people were worried about relying on faraway final dumping sites because of political uncertainty. In s