Special Issue Paper
Creating positive habits in water conservation: the case of the Queensland Water Commission and the Target 140 campaign
Article first published online: 9 AUG 2011
Copyright © 2011 John Wiley & Sons, Ltd.
International Journal of Nonprofit and Voluntary Sector Marketing
Special Issue: Non-Profit Marketing Cases
Volume 16, Issue 3, pages 215–224, August 2011
How to Cite
Walton, A. and Hume, M. (2011), Creating positive habits in water conservation: the case of the Queensland Water Commission and the Target 140 campaign. Int. J. Nonprofit Volunt. Sect. Mark., 16: 215–224. doi: 10.1002/nvsm.421
- Issue published online: 25 SEP 2011
- Article first published online: 9 AUG 2011
This case study reports the activities of the Queensland Water Commission (QWC) in securing the water supply for Brisbane and surrounding South East Queensland (SEQ) in response to the worst drought on record. The case focuses on residential water use and examines a three year period from 2006 to 2009. The focus of the study is the interventions of 2007, which centres on the Target 140 campaign. In 2007, the QWC faced with critically low dam levels identified household consumption as responsible for 70% of water use. The eight month Target 140 campaign targeted household users, aiming to change the water use habits of SEQ residents. The campaign achieved not only immediate reductions in water use but also contributed to long term behavioural and attitudinal change. The aim of the campaign was to reduce water consumption from 180 litres (l) /person/day to a target of 140 l /person/day by the end of 2007. This was achieved with water consumption dropping to an average of 129 l/person/day during the campaign and saving over 20 billon litres of water. In 2009, despite the drought broken for over a year and the water consumption target lifted to 200 l /person/day residents were continuing to consume water, on average, less than 140 l /person/day. The outcome was a capstone result for the QWC, and the Target 140 campaign went on to achieve international industry recognition. This case study demonstrates how attitudinal change, goal setting and feedback were key components of the change strategy and outlines the tactics used during the campaign. Furthermore, the case study discusses these mechanisms for change in terms of a theoretical understanding. Copyright © 2011 John Wiley & Sons, Ltd.