Headnote
ABSTRACT
Objective: This study aims to identify patterns of relationships and coordination between stakeholders in waste bank management in Makassar City, Indonesia.
Theoretical Framework: Waste bank is an innovation of waste management based on community approach. There are parties who coordinate with each other in managing this waste bank to form a communication network.
Method: The research respondents consisted of 33 stakeholder organizations in waste bank management in Makassar City. Coordination between stakeholders is analyzed using social network analysis techniques, with the help of UCINET and NetDraw software.
Results and Discussion: The results of this study found 6 things, first, the variety of types of stakeholders involved in waste bank management in Makassar City: waste bank units, government, private businesses, academies, NGOs, Media, state-owned companies, motivators, and house representatives. Second, the moderate network density of 0.140 indicates the level of realization of relationships between stakeholders of 14% of the total potential relationships between stakeholders, with interactions in the network that are relatively evenly distributed. Third, the waste bank unit is an actor that is central to the waste bank management network, this is because the focus of the analysis is on waste banks. However, if the waste bank unit is ignored, then the government becomes a central actor in the network of stakeholders in waste bank management in Makassar City. Fourth, agencies that focus on organic waste management occupy peripheral positions in the network, which indicates that organic waste has not been a concern in waste bank management in the network of stakeholders in waste bank management in Makassar City. Fifth, government institutions have a dominant role in exchanging information in the network of stakeholders in waste bank management in Makassar City. Sixth, face-to-face communication is the most popular communication channel used to exchange data and information between stakeholders in waste bank management in Makassar City.
Research Implications: The results of this study provide information regarding the coordination and communication patterns between waste bank stakeholders in the effectiveness of waste bank management.
Originality/Value: This study contributes to the literature on waste banks, which is currently relatively small. The social network analysis approach is still relatively new in analyzing communication networks in stakeholder coordination in waste bank management.
Keywords: The Waste Banks, Social Networks Analysis, Stakeholders of The Waste Bank, Waste Management.
RESUMO
Objetivo: Este estudo tem como objetivo identificar padrões de relacionamento e coordenação entre as partes interessadas na gestão de bancos de resíduos na cidade de Makassar, Indonésia.
Referencial Teórico: O banco de resíduos é uma inovacáo de gerenciamento de resíduos com base na abordagem comunitária. Há partes que se coordenam entre si no gerenciamento deste banco de resíduos para formar uma rede de comunicação.
Método: The research respondents consisted of 33 stakeholder organizations in waste bank management in Makassar City. Coordination between stakeholders is analyzed using social networks analysis techniques, with the help of UCINET and NetDraw software.
Resultados e Discussão: Os resultados deste estudo encontraram 6 coisas, primeiro, a variedade de tipos de partes interessadas envolvidas na gestão do banco de resíduos na cidade de Makassar: unidades de banco de resíduos, governo, empresas privadas, academia, ONG, mídia, empresa estatal, motivador e representante da casa. Segundo, a densidade moderada da rede de 0,140 indica о nivel de realização de relacionamentos entre as partes interessadas de 14% do total de relacionamentos potenciais entre as partes interessadas, com interações na rede que são distribuídas de forma relativamente uniforme. Terceiro, a unidade do banco de resíduos é um ator central para a rede de gestão do banco de resíduos, isso porque o foco da análise está nos bancos de resíduos. No entanto, se a unidade do banco de residuos for ignorada, o governo se tornará um ator central na rede de partes interessadas na gestão do banco de resíduos na cidade de Makassar. Quarto, as agências que se concentram na gestão de resíduos orgánicos ocupam posições periféricas na rede, o que indica que os resíduos orgánicos não têm sido uma preocupação na gestão do banco de resíduos na rede de partes interessadas na gestão do banco de resíduos na cidade de Makassar. Quinto, as instituições governamentais têm um papel dominante na troca de informações па rede de partes interessadas na gestão do banco de resíduos na cidade de Makassar. Em sexto lugar, a comunicação face a face € о canal de comunicação mais popular usado para trocar dados e informações entre as partes interessadas na gestão de bancos de resíduos na cidade de Makassar.
Implicações da Pesquisa: Os resultados deste estudo fornecem informações sobre os padrões de coordenação e comunicacáo entre as partes interessadas do banco de residuos na eficácia da gestáo do banco de residuos
Originalidade/Valor: Este estudo contribui para a literatura sobre bancos de residuos, que atualmente é relativamente pequena. A abordagem de análise de rede social ainda é relativamente nova na análise de redes de comunicação na coordenação de stakeholders na gestão de bancos de resíduos.
Palavras-chave: Os Bancos de Resíduos, Análise de Redes Sociais, Partes Interessadas do Banco de Resíduos, Gestão de Resíduos.
RESUMEN
Objetivo: Este estudio pretende identificar patrones de relación y coordinación entre las partes interesadas en la gestión de bancos de residuos en la ciudad de Makassar, Indonesia.
Marco teórico: El banco de residuos es una innovación en la gestión de residuos basada en un enfoque comunitario. Hay partes que se coordinan entre sí en la gestión de este banco de residuos para formar una red de comunicación.
Método: Los participantes en la investigación fueron 33 organizaciones interesadas en la gestión de bancos de residuos en la ciudad de Makassar. La coordinación entre las partes interesadas se analiza mediante técnicas de análisis de redes sociales, con ayuda de los programas UCINET y NetDraw.
Resultados y discusion: Los resultados de este estudio encontraron 6 cosas, primero, la variedad de tipos de actores involucrados en la gestion de bancos de residuos en la ciudad de Makassar: unidades de bancos de residuos, gobierno, empresas privadas, academias, ONGs, medios de comunicación, empresas estatales, motivadores y representantes de las casas. En segundo lugar, la moderada densidad de red de 0,140 indica un nivel de realización de las relaciones entre las partes interesadas del 14% del total de relaciones potenciales entre las partes interesadas, con interacciones en la red que están distribuidas de forma relativamente uniforme. En tercer lugar, la unidad de bancos de residuos es un actor que ocupa un lugar central en la red de gestión de bancos de residuos, esto se debe a que el análisis se centra en los bancos de residuos. Sin embargo, si se ignora la unidad de bancos de residuos, entonces el gobierno se convierte en un actor central en la red de actores en la gestión de bancos de residuos en la ciudad de Makassar. En cuarto lugar, las agencias que se centran en la gestión de residuos orgánicos ocupan posiciones periféricas en la red, lo que indica que los residuos orgánicos no han sido una preocupación en la gestión del banco de residuos en la red de partes interesadas en la gestión del banco de residuos en la ciudad de Makassar. En quinto lugar, las instituciones gubernamentales desempeñan un papel dominante en el intercambio de información en la red de interesados en la gestión de los bancos de residuos de la ciudad de Makassar. En sexto lugar, la comunicación cara a cara es el canal de comunicación más popular utilizado para intercambiar datos e información entre los interesados en la gestión de los bancos de residuos de la ciudad de Makassar.
Implicaciones de la Investigación: Los resultados de este estudio proporcionan información sobre los patrones de coordinación y comunicación entre las partes interesadas de los bancos de residuos en la eficacia de la gestión de los bancos de residuos.
Originalidad/Valor: Este estudio contribuye a la literatura sobre bancos de residuos, que actualmente es relativamente pequeña. El enfoque del análisis de redes sociales es todavía relativamente nuevo en el análisis de las redes de comunicación en la coordinación de las partes interesadas en la gestión de los bancos de residuos.
Palabras clave: Los Bancos de Residuos, Análisis de Redes Sociales, Stakeholders del Banco de Residuos, Gestión de Residuos
(ProQuest: ... denotes non-USASCII text omitted.)
1 INTRODUCTION
Waste is an unwanted by-product of production and consumption processes (UNEP, 2024). The ever-growing population and increasingly advanced technology, make the consumption of the world community also increase. This situation causes the amount of waste to show an increasing trend from year to year. For example, the amount of municipal solid Waste 1s expected to increase from 2.1 billion tons in 2023 to 3.8 billion tons in 2050 (UNEP, 2024). At least humans produce approximately 2 billion tons of global waste every year, which if left unchecked will cause global impacts in the form of climate change, biodiversity loss, and pollution (Kolekar et al., 2016; Thives et al., 2022; UNEP, 2024; C. Zhang et al., 2019).
Waste has become a global problem, one of which is for Makassar City, which is one of the big cities in Indonesia. The amount of waste in Indonesia is estimated to be more than 19 million tons each year, of which only 58.74% of waste can be managed (SIPSN, 2023). Makassar City, which is the eighth largest city in Indonesia, produces the most waste on Sulawesi Island, even in eastern Indonesia, with a total waste in 2023 of around 376 tons with daily waste of 1032 tons (SIPSN, 2023). Garbage from all over Makassar City is transported and dumped into the only landfill in Makassar City. The 20,8 hectare landfill built in 1993 accommodates garbage from Makassar City residents with a population growth of 1.30% per year, so that currently it is relatively over capacity, even though its height has reached 50 meters (Chandra, 2023). Waste that is not transported to landfills then ends up in empty land, water channels, around roads and residential areas (Radde et al., 2024) Therefore, waste management is a challenge, especially for developing cities (Aparcana, 2017; Ferronato & Torretta, 2019), which requires integrated coordination between all parties (Guerrero et al., 2013; Zurbriigg et al., 2012).
The concept of integrated waste management is an effort to address the challenges of waste management that have been popular in developing countries (Marshall & Farahbakhsh, 2013; Matter et al., 2013), with a particular emphasis on community-based approaches (Pasang et al., 2007). In Indonesia, this is marked by significant policy developments and institutional arrangements (Damanhuri et al., 2009). Waste banks are an innovative approach that is a form of integrated community-based waste management (Kubota et al, 2020; Wellang & Matsumoto, 2024). This integrated approach is slowly trying to shift the paradigm from the traditional waste management approach to a combination of elements of circular economy principles (Ghisellini et al., 2016; Winans et al., 2017) and community involvement (Fatmawati et al., 2022; Wijayanti & Suryani, 2015). Waste management in waste banks in Indonesia has been regulated in the regulation of the Minister of Environment and Forestry of the Republic of Indonesia number 14 of 2021. Currently, the number of main waste banks in Indonesia is 304 and unit waste banks are 19,418 units (Menlhk., 2025), while in Makassar City there are 16 main waste banks(Ministry of Environment and Forestry, 2025), and 1076 unit waste banks (Public Relations of Makassar Communication and Information, 2024). However, traditional waste management practices are still widely carried out by the community, by collecting the waste, then transporting it and ending up in a landfill (Latanna et al., 2023). This is where one of the challenges of waste management through waste banks lies, namely seeking active participation from the community to be actively involved in waste management. This study aims to identify patterns of relationships and coordination between stakeholders in waste management, considering that the effectiveness of a waste management system is highly dependent on stakeholder coordination (Reed, 2008) and institutional arrangements (Guerrero et al., 2013). This study will use social network analysis (SNA) as a tool to understand the complexity of relationships in a communication network (Scott, 2017; Wasserman & Faust, 1994) but will be implemented in the context of environmental management interests (Bodin & Crona, 2009; Sandstrom & Carlsson, 2008).
2 THEORETICAL FRAMEWORK
The development of waste banks known as "The Bank Sampah" in Indonesia is a significant evolution in waste management practices (Kubota et al., 2020; Wijayanti & Suryani, 2015). This approach combines environmental sustainability with economic benefits (Fatmawati et al., 2022; Raharjo et al., 2017), creating a unique model of community-based waste management (Damanhuri et al., 2009).Waste banks in Indonesia represent a communitybased approach to waste management, combining environmental sustainability with economic benefits (Fatmawati et al., 2022). Previous studies have highlighted the importance of stakeholder coordination in the successful implementation of waste banks, emphasised the importance of building a comprehensive and integrated regulatory framework, and underlined the need for cross-sectoral coordination in policy development (Chaerul et al., 2007). In the context of local government implementation, how national policies are translated into concrete programs at the local level and discusses the capacity of local governments to execute these policies (Fatmawati et al., 2022). Regarding regulatory challenges, identify various obstacles in enforcing waste management regulations (Damanhuri et al., 2009), while highlighting the gap between policies and implementation in the field (Pasang et al., 2007). Moving on to the operational Aspect, the collection system is the focus of evaluating the effectiveness of various urban waste collection methods (Zurbriigg et al., 2012), and complimented for examining innovations in waste transportation systems (Matter et al., 2013). In terms of processing methods, there are various existing waste processing technologies with their respective efficiencies (D. Q. Zhang et al., 2010).
Waste banks also have a sustainable economic aspect, including in terms of financing and cost recovery, as well as their economic potential (Raharjo et al., 2017). Waste banks also contain aspects of Community Involvement, including patterns of community involvement that indicate public participation (Wijayanti & Suryani, 2015). In the aspect of behavioral change, it was found that there was an influence of environmental education programs on waste management behavior (Ghisellini et al., 2016), and the discovery of factors that influence behavior in sorting and recycling waste (Winans et al., 2017).The theoretical framework in a study comprises a critical and organized analysis of the literature relevant to the topic, providing a theoretical contextualization and defining the key concepts. It must comprehensively contain theories, models and previous research, identifying gaps, contradictions and consensuses in the literature that are important for the focus of the work being developed.
3 METHODOLOGY
3.1 DATA COLLECTION
Research data were collected from stakeholders related to waste bank management in Makassar City. Stakeholder identification at the beginning of data collection began with three main organizations, namely, first, the regional office of the Ministry of Environment, which is a regional environmental management organization (P3E). Second, the Makassar City Environmental Office (CEO), which is a city-level environmental management organization. Third, the central waste bank service technical implementation unit (UPTD/CWB), which is an organization formed by the CEO with the main task of facilitating the formation of unit waste banks (WBU) and receiving sales of recycled waste from unit waste banks. Respondents were collected using the snowball technique, with 4 stages. The following table presents a description of activities at each stage:
Data collection at these stages was carried out through interviews and questionnaires, either in person online or by telephone. In the second stage, respondents were given a questionnaire containing a list of organizations that had been identified in the first stage, then asked to provide information on which organizations on the list had collaborated with them, and they were asked to include organizations if they were not on the list.
3.2 RESPONDENTS
Since this study aims to identify patterns of relationships and coordination between stakeholders in waste management, stakeholders became respondents in this study. The total number of stakeholders or organizations analyzed in this study was 33 organizations in Makassar City.
3.3 DATA ANALYSIS
The research data was analyzed using the Social Network Analysis (SNA) technique. This technique is able to help understand the relationship between stakeholders in the context of environmental management (Nijamdeen et al., 2023; Song et al., 2021), in this case, applied in waste bank management. By using SNA, key actors in waste bank management can be identified. SNA was carried out with the help of UCINET 6.764 and NetDraw software to see the relationship between stakeholders and the coordination patterns that arise. Because the total number of respondents was 33 organizations, the binary matrix formed was 33x33 in size which identified the connections between organizations, with a value of 1 if there is a relationship, and a value of 0 if there is no relationship. NetDraw is used for network visualization to form a sociogram. An analysis of the network structure will be carried out which will provide a measure of network density and a measure of centrality (Level of centrality, betweenness centrality, and closeness centrality).
Network density is measured by looking at the ratio of the number of links in the network to the number of links that appear (Scott, 2017; Wasserman & Faust, 1994), while centrality is related to the concentration of actors in the network (Borgatti, 2005). There are three measures of centrality that will be measured in this study, namely the level of centrality that shows the popularity of actors in social networks as seen from the number of links to and from the actor (Wasserman & Faust, 1994), betweenness centrality that describes the position of an actor as an intermediary for actor relationships with other actors in the network, and closeness centrality that shows how close an actor is to all other actors in the network by describing how many steps/paths the actor can contact or contact other actors in the network (Freeman, 1978).
4 RESULTS AND DISCUSSIONS
4.1 RESPONDENTS CATEGORIZATION
Overall, there were 56 organizations participating as respondents in this study, but 19 waste bank units were made into one organizational entity in this study, as well as 6 motivator organizations, also made into one organizational entity. So there are 33 organizations that are stakeholders in the management of waste banks in Makassar City, which are respondents in this study. The following are the organizations involved and their categorization:
4.2 NETWORK STRUCTURE ANALYSIS
4.2.1 Network density
The management of waste banks in Makassar City has formed an interesting collaborative network to study. The following table contains the density measurements in the network of stakeholders in waste bank management in Makassar City,
Based on the results of the network analysis presented in table 3 it is known that there are 33 stakeholders who interact with each other through 153 ties or cooperative relationships. From this mapping, the overall network density level reaches 0.140 which is then interpreted that around 14% of the total potential relationships between stakeholders have been realized. Further analysis shows that on average each stakeholder has 4,636 connections, with a standard deviation of 0.348. This figure reflects that interactions in the network are relatively evenly distributed, although there is still considerable room for the development of new relationships.
This moderate level of network density has several important implications for the effectiveness of waste bank management. In terms of information flow, the existing network is quite capable of supporting basic communication between stakeholders, but can face challenges when faced with more complex communication needs. Meanwhile, in terms of resource distribution, the network density at this medium level indicates potential obstacles in optimizing resource sharing and cooperation efficiency. However, the existing network structure can still carry out its coordination function, although it is clear that there are still wide opportunities to strengthen relations between stakeholders. This strengthening is considered important to increase the effectiveness of coordination in the waste bank management system in Makassar City as a whole.
The network density of 0.140 in this study reveals an interesting finding when compared to similar waste management network densities in developing countries. This density is lower than that reported in Malaysia's municipal waste network of 0.280 but higher than India's urban waste management network of 0.052 (Shi et al., 2021), and higher than 0.088 found in Pakistan's municipal recycling network (Kas et al., 2012). This suggests that the waste management social network in the current study has a moderate level of interconnectedness, indicating the potential for information diffusion and collective action between stakeholders (Brotosusilo & Hilya Nabila, 2020; Shi et al., 2021).
4.2.2 Measure of centrality
The results of network centrality measurements are presented in the following table, which includes degree of centrality, closeness of centrality, and betweenness of centrality.
Degree centrality shows the number of connections formed from an organization being analyzed. From the results of the analysis of degree centrality, it is known that WBU has the highest degree centrality value, which is 24 connections followed by CEO with 20 connections, then DPA with 19 connections, while MOI has the lowest degree centrality with only 1 connection. Thus it is known that WBU has the most central position in the network, and MOI has the weakest connection in the network, which shows the limitations of its interaction with other actors in the analyzed network. WBU appears as an actor with the highest level of connection because WBU is a waste bank unit which is the main issue in the network. If the WBU connection level is ignored, then the CEO will be the organization that is central and popular in the network because the CEO has the most connection levels.
Betweenness centrality shows the ability of an actor in its position as an intermediary in the relationship between other actors in the network. The results of the betweenness centrality analysis show that WBU has the highest betweenness centrality value with a value of 163,965, followed by DPA with a value of 64,600, and CEO with a value of 52,742. A high betweenness value indicates that these organizations often act as intermediaries in the communication channels between other actors in the network. From the results of this analysis, it is known that WBU, apart from being a unit where the waste bank operates, also functions as the most popular intermediary that is able to connect organizations or actors or stakeholders in the management of waste banks in Makassar City. DPA and CEO are government organizations at the Makassar City level which in the analysis results also show the ability of both to mediate other organizations in the management of waste banks in Makassar City. The results of the analysis also show organizations that have a value of O for betweenness centrality, namely CLC, INLA, MI, MOI, PER, RHI, and WOM, this shows that these organizations have never been intermediaries in communication channels between other actors at the time this research was conducted. These organizations only have a one-way relationship with one other organization in the network. Organizations with a betweenness centrality value of 0 come from various organizational categories, CLC is an organization in the house representative category, INLA is an organization in the local NGO category, MI is an organization in the media category, MOI and RHI are organizations in the private business category, PER is an organization in the stateowned company category, and WOM is an organization in the city-level government category.
Closeness centrality shows how close or far an actor/organization is in reaching other actors/organizations in the network. This closeness can be seen from the number of steps or paths taken by the actor/organization to reach or contact other actors/organizations in the network. The closeness centrality value moves from 0 to 1, the closer it is to 1, indicating the ability of an actor/organization to disseminate information or coordinate activities in the network. From the results of this closeness centrality analysis, once again shows WBU as the organization with the highest closeness centrality value with a value of 0.780, followed by CEO with a value of 0.667, and DPA with a value of 0.653. The results of this analysis indicate that these three organizations have good abilities in disseminating information or coordinating activities in the network and have a strategic position in the network. MOI has the lowest closeness centrality value, which is 0.264.
The highest centrality value of 24 was found for the WBU, exceeding typical values found in similar systems, such as Thailand with a value of 18.5 and Vietnam with a value of 16.3 (Laktié et al., 2020). This suggests that the WBU occupies a prominent position within the network, serving as a central coordinator that links and oversees the diverse organizations and stakeholders participating in the collaborative endeavour (Gurciullo & Mikhaylov, 2017). The finding that the WBU is central to the network has the potential to improve coordination efficiency, especially in complex waste management systems where multiple stakeholders must work simultaneously (Shi et al., 2021; Wang et al., 2021; W. Zhang & Jian, 2024). This efficiency is reflected in the network's ability to quickly mobilize resources and coordinate responses to operational challenges. and will result in the central organization's ability to facilitate clearer communication channels, allowing for a more direct and effective flow of information between stakeholders. This clarity in communication is especially valuable in contexts where policy implementation requires consistent messages and coordinated actions across diverse stakeholder groups. In addition, a centralized structure allows for a more efficient decision-making process, enabling faster responses to emerging challenges and more optimal resource allocation across the network (Wang et al., 2021).
4.2.3 Sociogram of social network analysis
The following sociogram is the result of an analysis of the network structure of the 33 organizations analyzed:
In the sociogram in figure 1, each node/point represents each organization analyzed, the color indicates the category group of the organization analyzed. The size of the node indicates the number of connections formed from which the centrality level of the actor/organization can be seen, and the line shows the relationship between the organizations analyzed.
In the sociogram of the SNA results, it can be seen that the nodes have a larger size than the others, namely the WBU, CEO, DPA, CBO, YLM, HU, TPA, and CWB organizational nodes. This sociogram is in line with the results of the analysis of the network structure, with these organizations being the 8 organizations that have the highest degree centrality in the network. As previously explained, degree centrality indicates the number of connections formed or the popularity of the organization in the network. CEO, DPA, CWB and TPA are government organizations at the Makassar City level, HU is one of the universities in Makassar City, YLM is a local NGO, and CBO is an international organization. Interestingly, there is an assumption that CBO 1$ included as one of the popular organizations in the waste bank management network because at the time this research was conducted, there was a project related to waste bank management carried out by CBO as an international organization. Different from other organizations, namely CEO, DPA, YLM, HU, TPA, and CWB, which are indeed continuously active in waste bank management in Makassar City.
Another finding that can be seen in the sociogram, MOI has the smallest node size and is in a peripheral position with only one line connecting it to one other organization in the network. It turns out that MOI is an organization that is more involved in managing organic waste. This finding indicates that the management of waste banks is still very minimal in touching on the management of organic waste and for now it is more in touching on the management of inorganic waste such as plastic.
However, comparative studies have also identified several limitations that are worth considering in highly centralized waste management networks. The delivery of information through a single centralized organization can lead to delays in information processing and response times, especially during periods of high activity or crisis situations (Wang et al., 2021). To address this, expanding the network's density by encouraging more direct collaborations between member organizations, beyond their ties to the WBU, could enhance the system's resilience and responsiveness (Shi et al., 2021), dependence on key actors can potentially create operational and resource dependencies , and overly centralized systems can potentially limit innovation and community-based solutions that are actually sustainable resources for the system itself (Torre et al., 2021). By diversifying the pathways for information flow and decision-making, a more decentralized network structure could foster greater adaptability and self-organization within the waste management system. The existence of these advantages and limitations suggests the need for a balanced approach to network development, one that maintains the benefits of centralized coordination while actively seeking to mitigate its inherent risks. This understanding can inform strategic interventions aimed at optimizing network performance while ensuring system resilience and sustainability.
4.3 STAKEHOLDER COMMUNICATION PATTERNS
4.3.1 Exchange of information
The analysis results identified 33 stakeholders consisting of 11 government agencies, 9 private sector entities, 4 local NGOs, 2 media institutions, 2 state-owned enterprises, and 5 other institutions including universities, international organizations, unit waste banks, motivators, and legislative councils. This study also conducted a descriptive analysis to see the communication patterns between stakeholder organizations in waste bank management. The following graphic shows the communication patterns:
From the analysis results obtained 6 types of information shared in the information exchange process between stakeholders, namely scientific data, policies, activities, funding potential, waste management technology, and sales of waste bank products. The analysis results show that the government sector plays a central role in communication patterns with the highest intensity in various types of information exchanged. Non-government organizations both local and international show the highest contribution in organizing activities, but not only that, NGOs also contribute to the exchange of scientific information and waste management. The waste bank unit which is the operational location of the waste bank, is the highest in terms of waste sales, but also shows the exchange of information on waste management technology, and organizing activities. The Waste Bank occupies the highest position in sales acceptable in this context because its function is as a place for recycled waste transactions to the central waste bank or to vendors. The frequency of these sales can occur weekly or monthly. NGOs and CBOs at the time this research was conducted were conducting a year-long project by conducting many meeting activities with stakeholders in waste management so that their names often appeared in the network.
4.3.2 Communication channels
The results of the descriptive analysis of the communication channels used in the information exchange process, figure 3 below shows the results of the analysis:
The results of the analysis show that there are 9 communication channels used to interact With each other between stakeholders: e-mail, online meeting, event, joint collaboration, negotiation, phone call, face to face, mail, and through third party. It can be seen that face-toface communication is the most popular way of communicating used in communication patterns and interactions between stakeholders compared to other communication channels, followed by the exchange of information through activities, through phone calls, through joint collaboration, and the least used communication channel is the exchange of information through third parties.
WBU most often uses face-to-face communication in interacting with other stakeholders, likewise negotiation communication channels are also most often used by WBU. Communication channels through activities, phone calls, online meetings and e-mails are most often used by government organizations, communicating through online meetings is also often done by motivators.
This study also found that face-to-face communication is the most popular communication channel used in the process of exchanging information between stakeholders, although digital or online information exchange is also one of the communication channel options. The dominance of offline communication (face-to-face and activities) indicates that the use of digital communication has not become the main choice in the coordination system, or it could be that offline communication is still something that is more comfortable to do culturally than digital communication. In addition, it is necessary to further examine the types of data and information exchanged based on the communication channels used. The high intensity of information exchange from and to the government sector confirms its role as a significant actor in the process of managing waste banks in Makassar City. However, the involvement of nine private sector entities shows the potential for economic sustainability in waste management, while the presence of four local NGOs reflects the active role of civil society in program implementation.
The findings of this study indicate the uniqueness of local characteristics, for example in the tendency of people to interact and communicate face to face in managing waste banks. The ability of government institutions to be central in the network shows the tendency for the government to be a leader in the issue of waste bank management, this is certainly in accordance with the state mandate through regulations on waste management. However, it is important to be aware of the threat that this government centrality has the potential to dampen communitybased innovation that could grow from the community.
The success of the waste bank program in Indonesia is highly dependent on the strength of coordination between various stakeholders and active community participation (Fatmawati et al, 2022), and the findings of this study tend to show positive potential for the development of waste banks in Makassar City. The variety of institutions involved in waste bank management indicates a tendency for various parties to care about waste management in Makassar City, although the solidity of the waste bank management network needs to be further improved.
5 CONCLUSION
This study provides 6 findings. First, the diversity of stakeholders involved in waste bank management in Makassar City: waste bank units, government, private business, academy, NGO, media, state-owned companies, motivators, and house representatives. Second, the moderate network density of 0.140 indicates the level of realization of relationships between stakeholders of 14% of the total potential relationships between stakeholders, with interactions in the network that are relatively evenly distributed. Third, the waste bank unit is an actor that is central to the waste bank management network, this is because the focus of the analysis is on waste banks. However, if the waste bank unit is ignored, then the government becomes a central actor in the network of stakeholders in waste bank management in Makassar City. Fourth, agencies that focus on organic waste management occupy peripheral positions in the network, indicating that organic waste has not been a concern in waste bank management in the network of stakeholders in waste bank management in Makassar City. Fifth, government institutions have a dominant role in the exchange of information in the network of stakeholders in waste bank management in Makassar City, be it scientific data, regulations, funding opportunities, and waste management technology. The waste bank unit shows a dominant role in exchanging information on the operational management of the waste bank, while NGOs show a dominant role in exchanging information on activities. Sixth, face-to-face communication is the most popular communication channel used to exchange data and information between stakeholders in waste bank management in Makassar City.
ACKNOWLEDGEMENTS
Deepest gratitude to Matsumoto Laboratory, Graduate Programs in Environmental Systems, Graduate School of Environmental Engineering, University of Kitakyushu, Japan, for all the support given during the learning process together. We also thank Bosowa University, especially the Department of Sociology of the Faculty of Political and Social Science, for their help during the research data collection.
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References
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