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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?
Page 2
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
Page 3
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
Page 4
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)
Page 5
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
Page 7
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
Page 9
A SWITCH planning cycle to address global change pressures d t t i iand strategic issues
Starting point
Visionpoint
Page 12
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
Page 13
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
Page 14
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
Page 17
1 Vision and Set of sustainability indicators2006/7
2007 Vision
Set of sustainability objectivesy j2008
Set of sustainability indicators2009
Set of sustainability indicators
20102010
Page 18
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
Page 19
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.
Page 20
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
Page 24
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.
Page 25
A SWITCH planning cycle to address global change pressures d t t i iand strategic issues
Starting point
Visionpoint
Page 26
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)?
Page 27
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’)
Page 28
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
Page 29
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
Page 30
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
Page 31
ConclusionConclusion
Starting point
Visionpoint
Monitoring via indicatorsMonitoring via indicators
Page 32