Strategic Planning for Integrated Urban Water · PDF fileStrategic Planning for Integrated Urban Water ... A SWITCH planning cycle to address global change pressures andt t i id strategic

Strategic Planning for Strategic Planning for Integrated Urban Water Integrated Urban Water

Management

Peter van der Steen

Masdar filmMasdar film• Your commentsYour comments• What kind of cooperation and integration did you

notice?notice?• How your city of the future will look like?

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Hierarchy in infrastructure planning:y p g

•Policy

St t (St t i l i )•Strategy (Strategic planning)

•Masterplan

•Feasibility study and preliminary design

•Detailed design•Detailed design

•Tendering

•Construction

•OperationOperation

•Monitoring and evaluation

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Strategic urban planningStrategic urban planning

• different from project planning

• long term

• broad view; involves all aspects of urban lifebroad view; involves all aspects of urban life

• participation of all stakeholders

• generalist rather than specialist (multidisciplinary)

• gives the general direction of urban development g g p

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Strategic planningStrategic planning

• guides the cities development and management

• without details, not necessary

• addresses changes and uncertainties in the cities environmentaddresses changes and uncertainties in the cities environment

• a continuous management process, cumulative learning, analysis of issues repetitive review and updatingof issues, repetitive review and updating.

• linked to a monitoring and control system (indicators)

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“Wh d i i if i“What good is running if one is on the wrong road”on the wrong road

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Strategic management of municipality working plansStrategic LinesPolicy guidelines

City vision

Annual Objectives

Departments’ targets for each Municipal ObjectiveAnnual

i i l

Detailed working Plans

municipalworkingplan

Monitoring and Evaluation

g

Monitoring and Evaluation

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Video Tel AvivVideo Tel Aviv

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A SWITCH planning cycle to address global change pressures

1. Building joint visions (LA)

2. Researchand assessment6. Evaluation and assessment

3 Strategic5 I l t ti 3. Strategic planning

5. Implementation

4. Detailedplanning

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Insert Video SWITCHInsert Video SWITCH

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Hazards - New challenges

• Entire earth system is changing!y g g

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A SWITCH planning cycle to address global change pressures d t t i iand strategic issues

Starting point

Visionpoint

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Visioning

• picture of desired future

• shared by most/all stakeholders

i di ti t ll l i d t• gives direction to overall planning and management

• 10-30 years ahead

• facilitation needed

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Sustainable LondonSustainable London

http://www.sustainablelondon.org/index.phphttp://www.sustainablelondon.org/index.phpp g p pp g p p

http://www londonsdc org/http://www londonsdc org/http://www.londonsdc.org/http://www.londonsdc.org/

http://www.londonsdc.org/documents/lsdc_framework.pdfhttp://www.londonsdc.org/documents/lsdc_framework.pdf

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Vision Accra 2030• Every household should have a meter connection with water flowing 24 hours a day, 7 days a week. • Accra is a clean city where public health is promoted and practicedAccra is a clean city where public health is promoted and practiced • Complete elimination of diseases associated with water and sanitation • Accra would see waste as a resource and make use of it. • Efficient use of water by consumers• Efficient use of water by consumers • Protection of sources of water from pollution • Proper management of river basins to ensure high quality of rivers in the metropolis

A i di l h d• Attitudinal change towards waste water management • 10-15% physical losses and 10% commercial losses in Ghana Water Co. Ltd operations. • Quality of the treated water meets approved standards Waste management is carried out in a technical, financial, environmental and sustainable way • About 80% of Accra to be connected to the central sewer system with an improved water and energy supply g pp• Two engineered landfill sites and a recycling plant to recover waste.

t

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1 Vision and Set of sustainability indicators2006/7

2007 Vision

Set of sustainability objectivesy j2008

Set of sustainability indicators2009

Set of sustainability indicators

20102010

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1 Vision and Set of sustainability indicators2006/7Vision

2007

Vision

Set of sustainability objectives

2008

Set of sustainability indicators2009

2010

A city will phase out the irrigation of urban parks with fresh water

d ill l l d

The volume of fresh water used for park i i i2010 and will only use recycled

wastewater for this purpose. irrigation

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ScenariosScenarios• Scenarios are stories about the way the world might y g

turn out tomorrow. A scenario is a consistent description of a possible future situation as p pdetermined by those factors that are both most important and most uncertain. p

• Developing a set of narrative scenarios helps identify possible pathways (strategies) towards a shared viewpossible pathways (strategies) towards a shared view of the future, based on current trends and knowledge of sources of greatest uncertainty.of sources of greatest uncertainty.

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Example result AccraExample result Accra

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ScenariosScenarios

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ScenariosScenarios• Worst case scenarioWorst case scenario• Most likely scenario (High demand for water

i i d i i )services in a good operating environment)• Medium demand in poor operation p p

environment• Best case scenario• Best case scenario

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2. Most likely scenario (high demand in good operating environment)

Accra in 2030 is a city facing serious water and sanitation related challenges but withAccra in 2030 is a city facing serious water and sanitation related challenges, but with quite confidence in its ability to meet them. Very rapid population growth, fueled in part by strong economic performance based on oil wealth, has led to sharply increased demand for water (10 times what it was in 2007) This demand has been contributed todemand for water (10 times what it was in 2007). This demand has been contributed to by the rapid growth in the tourism and manufacturing sectors. However, while rapid, growth has not been chaotic – due in large part to the marked improvement in political

l d l d f f l i l d h l i Cliculture, and related enforcement of planning laws and other regulations. Climate change (and competition from outside the city) has led to a modest reduction in overall water resource availability, which together with the strong growth in demand presents major challenges. These are compounded by lack of access to finances and land for new infrastructure. However, improved management and capacities within both GWCL and AMA, new technological options, and engaged and empowered , g p , g g pcitizens inspire confidence that solutions will be found.

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A SWITCH planning cycle to address global change pressures d t t i iand strategic issues

Starting point

Visionpoint

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Elements of a strategy; choicesElements of a strategy; choicesUrban planning and urban water management have so-far been separate worldsseparate worlds.

The design of urban areas determines the quantities, qualities and peak fl f h d ll h il blflows of stormwater that are generated, as well as the available storage or buffer capacity.

Therefore, a strategic choice is needed about the level of coordination between the two sectors. Are water aspects considered from the very start of the development of urban plans (Water Sensitive Urbanstart of the development of urban plans (Water Sensitive Urban Design)?

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Elements of a strategy; choicesMunicipalities and utilities in cities in developing countries have been struggling for decades to increase the percentage coverage for the gg g p g gwater distribution network and the wastewater collection system.

Some argue that decentralised solutions (rainwater harvesting, septic tanks ecological sanitation) are better and affordable solutionstanks, ecological sanitation) are better and affordable solutions.

A strategic decision should be considered to abandon the idea of full coverage with the networks and instead invest in decentralised

l i ( l b ‘ bli i i ’)solutions (see also above on ‘enabling organisations’)

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Strategy selectionScore; based for instance on cost and effect; on a scale 1 10

Scenario A energy B energy C energy available

Score; based for instance on cost and effect; on a scale 1-10

gyscarcity and very costly

gyavailable but costly

gyand cheap

StrategyStrategy

1 Very effective but high energyi t i d

4 6 10

input required2 Effective and medium energy

6 8 8

input required3 Relativelyeffective and low

4 6 6

energy input required

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Strategy selectionScore; based for instance on cost and effect; on a scale 1 10

Scenario A energy B energy C energy

Score; based for instance on cost and effect; on a scale 1-10

gyscarcity and very costly

gyavailable but costly

gyavailable and cheap

y

Likelihood 0.5 0.3 0.2 Total

Strategy

1 Very effective but high energyinput required

4 * 0.5 =2 6 * 0.3 = 1.8 10 * 0.2 = 2 5.8

2 Effective and medium energy input required

6 * 0.5 = 3 8 * 0.3 = 2.4 8 * 0.2 = 1.6 7

p q3 Relativelyeffective and low energy input

4 * 0.5 = 2 6 * 0.3 = 1.8 6 * 0.2 = 1.2 5.0

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energy input required

Vision

Scenarios Initial A tScenarios Assessment

Strategies

Operational plans for governmental water sector institutions

Enabling environment for private initiative

Annual objectives and targets

sector institutions

Departmental detailed work plans

g

Private actions

Monitoring and evaluation of performance

Assessment of state of the urban water system

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ConclusionConclusion

Starting point

Visionpoint

Monitoring via indicatorsMonitoring via indicators

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