Download - Module 1 - SWITCH · PDF fileSWITCH Training Kit InTegraTed Urban WaTer ManageMenT In THe CITy of THe fUTUre Module 1 STraTegIC PlannIng Preparing for the future

SWITCH Training KitInTegraTed Urban WaTer ManageMenT

In THe CITy of THe fUTUre

Module 1STraTegIC PlannIng

Preparing for the future

ICleI european Secretariat gmbH | gino Van begin (responsible)

Ralph Philip, (ICLEI European Secretariat)

Barbara Anton (ICLEI European Secretariat), Peter van der Steen (UNESCO-IHE)

John Butterworth, Charles Batchelor, Carmen Da Silva (IRC International Water and Sanitation Centre), Peter van der Steen, Carol Howe, Diana M. Guio-Torres (UNESCO-IHE), Chris Jefferies, Alison Duffy (University of Abertay)

Ralph Philip, Barbara Anton, Anne-Claire Loftus (ICLEI European Secretariat)

Rebekka Dold | Grafik Design & Visuelle Kommunikation | Freiburg, Germany | www.rebekkadold.deFront cover image and graphical icons by Loet van Moll - Illustraties | Aalten, Netherlands | www.loetvanmoll.nl

Stephan Köhler (ICLEI European Secretariat)

© 2011 ICleI european Secretariat gmbH, leopoldring 3, 79098 freiburg, germany

The content in Module 1 of the SWITCH Training Kit entitled 'Integrated Urban Water Management in the City of the Future' is under a license of Creative Commons specified as Attribution-Noncommercial-Share Alike 3.0. This license

allows others to remix, tweak, and build upon the training materials for non-commercial purposes, as long as they credit the copyright holder and license their new creations under the identical terms. http://creativecommons.org/licenses/by-nc-sa/3.0/ The full legal text concerning the terms of use of this license can be found at http://creativecommons.org/licenses/by-nc-sa/3.0/legalcode

The SWITCH Training Kit was prepared within the framework of the European research project SWITCH (2006 to 2011)www.switchurbanwater.euSWITCH was supported by the European Commission under the 6th Framework Programme and contributed to the thematic priority area of "Global Change and Ecosystems" [1.1.6.3] - Contract no. 018530-2.

This publication reflects only the authors’ views. The European Commission is not liable for any use that may be made of the information it contains.

Imprint

Publisher:

Principal author:

Contributing authors:

Based mainly on the work of the following SWITCH partners:

Editors:

Design:

Layout:

Copyright:

Acknowledgements:

Disclaimer:

ISbn 978-3-943107-03-6 (Pdf) | ISbn 978-3-943107-02-9 (Cd-roM)

SWITCH Training KitInTegraTed Urban WaTer ManageMenTIn THe CITy of THe fUTUre

Module 1STraTegIC PlannIngPreparing for the future

4 SWITCH Training KitInTegraTed Urban WaTer ManageMenTIn THe CITy of THe fUTUre

The SWITCH Training KitIntegrated Urban Water Management in the City of the Future

The SWITCH Training Kit is a series of modules on Integrated Urban Water Management (IUWM) developed in the frame of the project ‘SWITCH – Managing Water for the City of the Future’. The Kit is primarily designed for training activities with the following target groups in mind:

• Political decision makers from local governments;

• Senior staff of local government departments that: • are directly in charge of water management,• are major water users themselves, such as parks and recreation,• have major impacts on water resources, such as land-use planning,• have an interest in water use in general, such as environmental departments;

• Water managers and practitioners from water, wastewater and drainage utilities.

All modules are closely linked to one another and these links are clearly indicated throughout. In addition, information contained in the modules is backed up by a library of online resources, case studies and weblinks to external material, all of which are highlighted where applicable in the text. The following symbols are used to indicate when further information is available:

refers to another SWITCH Training Kit module where more information can be found

refers to additional SWITCH resources available on the SWITCH Training desk website(www.switchtraining.eu/switch-resources)

refers to a case study available on the SWITCH Training desk

refers to information outside the SWITCH Training desk

http://www.switchtraining.eu/switch-resources

5Module 1STraTegIC PlannIng


SWITCH Training Kit: all modules

The overall SWITCH approach to IUWM

Sustainable solutions

Decision making

Module 6deCISIon-SUPPorT ToolS

Choosing a sustainable path

Module 1STraTegIC PlannIng


Contains an introduction to key challenges of managing water in urban areas now and in the future and a step-by-step explanation

on how to develop and implement a strategic planning process.

Introduces the concept of integrated decision making for urban water management, including details of a number of decision-support tools such as the SWITCH developed ‘City Water’.

Module 2STaKeHolderS

Involving all the players

Contains an overview of different approaches to multi-stakeholder involvement – including learning alliances – and ways and means by which such an engagement can be effectively

realised for the purposes of IUWM.

Module 3WaTer SUPPly

exploring the options

Module 5WaSTeWaTer


Module 4STorMWaTer


describes how urban water supply / stormwater management / wastewater management can benefit from increased integration including examples of innovative solutions as researched in SWITCH and the

contribution these can make towards a more sustainable city.


Module 1: Contents Introduction ....................................................................................................

learning targets .............................................................................................

Why there is a need for change ....................................................................3.1 The issues ..................................................................................................3.2 A conventional versus an integrated approach .......................................

Water in the city .............................................................................................4.1 Linkages within the urban water cycle .....................................................4.2 Linkages between the water cycle and other urban management sectors ................................................................................4.3 Water and quality of life ............................................................................

The overall direction: Sustainable water management .............................

Putting IUWM into practice .........................................................................

The strategic planning process for IUWM ..................................................7.1 An overview ................................................................................................7.2 Stakeholder involvement ...........................................................................7.3 Internal coordination in administration ...................................................7.4 The role of local politics ...........................................................................7.5 Phases of strategic planning .....................................................................

7.5.1 Baseline assessment ........................................................................7.5.2 Creating a vision ...............................................................................7.5.3 Setting objectives .............................................................................7.5.4 Indicators and targets .....................................................................7.5.5 Scenario building ..............................................................................7.5.6 Strategy development ......................................................................7.5.7 Development of an action plan .......................................................7.5.8 Implementation ...............................................................................7.5.9 Monitoring and evaluation ..............................................................

7.6 The cyclical nature of the strategic planning process .............................

Wrapping-up ...................................................................................................

references .......................................................................................................

7

8

9

9

11

14

14

16

18

20

22

23

23

25

26

26

28

28

30

33

35

39

41

44

46

47

49

50

51



Introduction

Being the first of the series, Module 1 of the SWITCH Training Kit familiarises the user with the concept of Integrated Urban Water Management (IUWM) and provides guidance on the basic steps for realising such an approach in practice. Module 1 promotes an integrated approach to urban water management on the premise that:

‘The design and management of the urban water system based on an analysis of the entire system will lead to more sustainable solutions than separate design and management of elements of the system.’ 1

Rather than disconnecting the various tasks regarding stormwater, water supply and wastewater, designing and managing all of them in an interlinked manner leads to opportunities for a more efficient and sustainable use of resources.

To move towards such an integrated approach, the SWITCH Training Kit recommends the adoption of a long-term strategic planning process for the urban water system as a whole. Module 1 describes the phases for implementing such a process.

A crucial aspect of IUWM is the early and effective involvement of stakeholders. Stakeholder involvement is only touched upon here but is covered comprehensively in Module 2 of the series. Modules 1 and 2 are therefore inextricably linked and should not be considered in isolation. Module 1 does not go into the details of designing different elements of the urban water cycle such as drainage, wastewater treatment and water reuse. This can be found in Modules 3, 4 and 5.

1 SWITCH hypothesis (van der Steen 2009)

Imag

e: iS

tock

phot

o.co

m/n

eoel

lis


learning targetsModule 1 presents an overview of IUWM and the phases necessary for developing a strategic plan to move towards it. It provides assistance for shifting from a conventional approach in urban water management towards an approach based on integration that is more suitable to meet current requirements and cope with future developments more sustainably. It also delivers a simpler message relevant for all cities: that an integrated approach is worth pursuing regardless of the starting point.

More specifically, the module will assist users in gaining a solid understanding of:

• what constitutes an integrated approach to managing the urban water cycle and how it differs from a conventional approach;

• how IUWM can help move towards increased sustainability in the urban water cycleand urban development in general; and

• how to adopt IUWM through a long-term strategic planning process.

Imag

e: IC

LEI

figure 1: The urban water cycle

Paved surfaces

Roofs

Perm

eable

surfaces

Lake

/R

eserv

oir

Aq

uife

r

Water

treatment

Outdoor

use

Industrial/

Commercial

use

Pub

lic

serv

ices

use

Domestic use

Sew

er

syste

m

Waste

wate

r tr

eatm

en

t

Slu

dg

e

Trea

ted

effluen

t

Drainage

network

Imperm

eable

rock/soils

Rainfall

Ev

ap

otra

ns-

pira

tion

Riv

er

Receivin

g

wate

r body

Distribution

network

Losses



Why there is a needfor change3.1 The issues

The state of water in the city is one of the key determinants of the urban quality of life. When managed poorly, the health and wellbeing of a city’s population, its economy and its natural environment are all compromised. For example:

• Public health – The lack of a clean supply of water and the unhygienic disposal of wastewater causes waterborne diseases.

• Security – Poor management of stormwater and land development leads to urban flooding, putting lives, livelihoods and property at risk.

• economy – An insufficient supply of water limits economic activity and thus development of a city. Too much water can do the same.

• environment – Over-abstraction from and untreated discharges to urban water bodies damage ecosystems and limit their value as a natural resource.

Imag

e: R

alph

Phi

lip


Urban water systems are also confronted with conditions that are undergoing significant changes. Cities are facing increasing pressures that aggravate current challenges and also lead to entirely new ones. The impacts of climate change, rapid urbanisation and the deterioration of out-dated infrastructure, among others, cause flooding events, water scarcity and rehabilitation costs on a scale that will overwhelm the capacities of cities.

figure 2: developments challenging water management in cities in the future

Economic development

• Impacts of a growing/shrinkingeconomy on water services

• Industrial pollution

Climate change

• Increased risk of flooding• Water scarcity

Public behaviour and attitudes

• Changing life styles and consumptionpatterns

• Increased environmental awareness

Energy use

• Rising energy costs for waterdistribution and treatment

• The need for the water sectorto reduce CO2 emissions

Population growthand urbanisation

• Greater demand for water• Increased difficulty in

providing water services

Emerging technologies

• Increased wastewater recycling• Desalination

Deterioration ofinfrastructure

• Leaking pipes• High rehabilitation costs



3.2 A conventional versus an integrated approach

Many cities throughout the world are already struggling to operate water systems effectively and many more will struggle in the future if current management solutions and technological interventions in the urban water cycle are not seriously reformed. The conventional approach to water management, in both developing and developed countries, tends to address problems through large investments in a limited range of long-established technologies. The management of the urban water system is often fragmented, with the design, construction and operation of the various elements carried out in isolation from one another. Short-term solutions are selected with little consideration for the long-term impacts on the entire system.

More specifically, the conventional approach to urban water management is typically associated with the following issues:

• fragmentation – The various elements of the urban water system are often operated in isolation. Such a fragmented approach can result in technical choices that are based on the benefits to an individual part of the system, but may neglect the impacts caused elsewhere.

• Short-term solutions – Water management in both developing and developed countries often focuses on today’s problems, opting for short-term solutions despite the risk that the implemented measures are not cost effective or sustainable in the long-term.

• lack of flexibility – Conventional water infrastructure and management tends to be inflexible to changing circumstances. Water supply, wastewater treatment and stormwater drainage systems are constructed to match fixed capacities and when these are exceeded problems occur. Likewise, the management of these systems becomes dysfunctional when faced, for example, with increasing climate variability and rapidly growing urban demand.

• energy intensive – Conventional water distribution and treatment infrastructure is energy intensive. Power cuts and rapid increases in fuel costs can disrupt services. Intensive energy use also results in high levels of CO2 emissions at a time when many cities are trying to reduce their carbon footprint.

In response to these limitations, Integrated Urban Water Management (IUWM) recognises that problems encountered in one area of the system may be the result of (mis)management in another. In IUWM all aspects of the urban water cycle are treated as one system, and all relevant institutions are involved in ensuring that such integration is achieved. Preference is given to innovative and flexible technologies that have been selected based on a holistic evaluation of the water cycle and the long-term sustainability of the system as a whole.

Increasing flexibility in urban water management as a means of adapting to climate change is discussed in the SWITCH publication 'Adapting urban water systems to climate change - A handbook for decision makers at the local level' (Loftus et al 2011).www.switchtraining.eu/switch-resources




In summary, IUWM requires:

• all parts of the water cycle to be considered as an integrated system;

• all dimensions of sustainability to be balanced;

• all stakeholders including all water users to be involved;

• all water uses to be taken into account; and

• all specifics of the local context to be addressed.

based on Mitchell (2004)

Following such requirements, IUWM has a strong potential to significantly improve efficiency in water management. Typical benefits are, for example:

• Increased water availability for economic development and reduced volumes of wastewater to be discharged by exploiting the potential of wastewater reuse.

• Protection of water supply sources and natural aquatic ecosystems by investing in the control and prevention of diffuse pollution in stormwater runoff.

• Higher cost-effectiveness and viability of interventions by identifying options through cross-sectoral coordination and multi-stakeholder involvement.

IUWM allows a fresh look at urban water resources. Rather than solving problems through unquestioned investments in the expansion of existing infrastructure and end-of-pipe technologies, IUWM calls for a reassessment of current approaches and – where necessary – for fundamental changes. This includes the formulation of new policies and the examination of alternative and emerging technologies that are sensitive to the long-term needs of the entire urban water cycle as well as to the wide range of water users who depend on it.

Table 1 summarises some of the key differences between a conventional and an integrated approach to urban water management.

Further information on the differences between a conventional and innovative approach to urban water management can be found in the following SWITCH papers:

‘An overview of conventional and innovative approaches for UWM in Europe and the South’ (van der Steen et al 2007)www.switchtraining.eu/switch-resources

‘Report providing an inventory of conventional and innovative approaches for urban water management’ (van der Steen 2007).www.switchtraining.eu/switch-resources

A crucial aspect of IUWM is the engagement of stakeholders. Module 2 covers this aspect in detail







Table 1: Key differences between a conventional approach to urban water management and an integrated one

Aspect of urban water management

Conventional approach Integrated approach

overall approach Integration is by accident. Water supply, wastewater and stormwater may be managed by the same agency as a matter of historical happenstance but physically the three systems are separated.

Physical and institutional integration is by design. Linkages are made between water supply, wastewater and stormwater, as well as other areas of urban development, through highly coordinated management.

Collaboration with stakeholders

Collaboration = public relations. Other agencies and the public are approached when approval of a pre-chosen solution is required.

Collaboration = engagement. Other agencies and the public search together for effective solutions.

Choice of infrastructure Infrastructure is made of concrete, metal or plastic.

Infrastructure can also be green including soils, vegetation and other natural systems.

Management of stormwater

Stormwater is a constraint that is conveyed away from urban areas as rapidly as possible.

Stormwater is a resource that can be harvested for water supply and retained to support aquifers, waterways and biodiversity.

Management of human waste

Human waste is collected, treated and disposed of to the environment.

Human waste is a resource and can be used productively for energy generation and nutrient recycling.

Management of water demand

Increased water demand is met through investment in new supply sources and infrastructure.

Options to reduce demand, harvest rainwater and reclaim wastewater are given priority over developing new resources.

Choice of technological solutions

Complexity is neglected and standard engineering solutions are employed to individual components of the water cycle.

Diverse solutions (technological and ecological) and new management strategies are explored that encourage coordinated decisions between water management, urban design and landscape architecture.

based on Pinkham (1999)

More information about innovative options for urban water management can be found in Modules 3, 4 and 5.


Water in the city4.1 Linkages within the urban water cycle

As demonstrated in Figure 1, elements of the urban water cycle are inextricably linked: good as well as poor management of one element can influence the successful management of another. The conventional approach of managing individual elements of the system will often result in unintended impacts elsewhere in the cycle.

When ignored, the linkages between the different elements of the urban water cycle can cause negative impacts. However, these linkages can also be exploited to provide positive effects. Integrated planning ensures that interventions are designed to maximise multiple benefits in different parts of the cycle while minimising negative impacts in others. Some examples of both positive and negative impacts that are the result of the multiple linkages in the water cycle are shown in Figure 3.

Positive impact, e.g. through control of stormwater diffuse pollution

–> Reduced cost of wastewater treatment in combined sewer systems

Negative impact, e.g. through expansion of combined sewer system–> More regular combined sewer overflows

Positive impact, e.g. through greywater reuse–> Alternative source of water supply and reduced volume of wastewater generated

Negative impact, e.g. through the discharge of poorly treated wastewater effluent–> Contamination of local water supply sources

Positive impact, e.g. through rainwater harvesting

–> Reduced stormwater runoff and alternative source of water supply

Negative impact, e.g. through the construction of concrete drainage channels–> Reduced aquifer recharge The Urban

Water Cycle

Stormwater

Wastewater

Water supply

figure 3: Selected impacts between the different components of the urban water cycle



The linkages within the water cycle are numerous, which makes integrated planning a complex business. Modelling tools exist to assist the process and can help planners predict the impacts of possible interventions throughout the system. It should however be noted that the complexity is not only derived from the linkages between components of physical infrastructure but also from the institutional set-up where an entirely different set of challenges need to be overcome to improve integration.

For more information on decision support tools see Module 6

For more information on overcoming institutional constraints see Module 2

Total water cycle management in the City of Melbourne, Australia

In response to prolonged drought, a growing population and increased pollution in the local waterways, the City of Melbourne has committed itself to what it refers to as ‘total water cycle management’. Based on an integrated management approach, the local council has developed water sensitive policies and guidelines that consider all components of the urban water cycle, including water consumption, stormwater, wastewater and the natural water environment.

Within this framework, ambitious water saving, wastewater reduction and stormwater quality targets have been set with the overall aims of reducing the reliance on vulnerable water supplies, improving the health of the local waterways and preparing the city for the impacts of climate change. Led by the city council, the ‘city as a catchment’ approach involves a range of stakeholders including the local water services operators, the commercial sector and the general public.

For further information on the Melbourne approach to urban water management see the Melbourne Case Study and:

http://www.melbourne.vic.gov.au/Environment/WhatCouncilisDoing/Pages/CityCatchment.aspx

Water Sensitive Urban Design in Melbourne, Australia

Imag

e: M

elbo

urne

Wat

er

http://www.melbourne.vic.gov.au/Environment/WhatCouncilisDoing/Pages/CityCatchment.aspx


4.2 Linkages between the water cycle and other urban management sectors

The urban water cycle is directly and indirectly linked with a range of other urban sectors, such as housing, energy and transport. An integrated approach to urban water management therefore requires coordination and cooperation between the different departments or other stakeholders responsible for managing these. In reality, however, such linkages are often neglected when decisions for the different sectors are being taken.

New housing developments, for example, may be planned with limited input from water utilities and drainage departments. But, once constructed, they are likely to have a large impact on the work of a city’s water managers. The development of new water resources may be necessary to supply the increased demand and there will almost certainly be implications for wastewater collection and treatment infrastructure. In addition, the volume of rainfall runoff generated by the increased area of impermeable surfaces will have to be managed to prevent local and downstream flooding.

By applying an integrated approach, the relevant departments and stakeholders cooperate to proactively address such knock-on effects. Rather than resulting in costly remedies in the urban water system at a later date, unwanted impacts can be prevented through multi-sectoral integration at the planning stage. This allows at little or no extra cost, the incorporation of certain solutions into the design of urban development. In the case of new housing developments, water efficient fittings and rainwater harvesting systems to reduce water consumption can be installed along with various sustainable urban drainage systems included as part of the landscaping such as porous paving, swales and retention ponds.

With integrated planning, synergies and conflicts between different elements of urban management can be systematically identified and addressed, thereby making the most of available resources.

Figure 4 shows some of the linkages between the urban water cycle and selected urban management sectors.

Imag

e: iS

tock

/ste

vege

er



figure 4: examples of how the urban water cycle is linked to other urban management sectors

= impact of urban management sector on water cycle = impact of water cycle on urban management sector

The UrbanWater Cycle

Land-use planning:

Changes in land use alter the localhydrology

Water scarcity and flood riskrestrict land development

Urban agriculture:

Runoff containing fertiliser andpesticides can pollute local water bodies

Water scarcity restricts productivityin urban farms

Energy:

Water treatment and distributionrequires a reliable supply of energy

Water resources are used forenergy generation

Waste:

Pollution of water resources andblocking of drainage channels

Flooding of waste collection sites

Health:

Watercourse pollution caused bypharmaceutical waste

Waterborne and parasitic diseasescaused by contaminated and stagnant water

Housing:

Additional water supplies and waterand wastewater infrastructure required

Flooding of property

Transport:

Increased surface runoff anddiffuse pollution from roads

Damage to transport infrastructurecaused by floods

Parks and recreation:

Increased water use for irrigation

Flooding and drought damagesplants and playing fields

Economic development:

Increased water demand and risk ofpollution from wastewater discharges

Water scarcity can restricteconomic productivity

Integrated urban planning in Hammarby Sjöstad

The eco-district of Hammarby Sjöstad in the City of Stockholm, Sweden, is an early example of an integrated approach to urban planning and development. Constructed on a former brownfield site, Hammarby Sjöstad utilises the synergies and linkages between different urban sectors such as energy, waste and water to create a more sustainable urban environment. The production of district heating from industrial waste, the digestion of sewage sludge to create biogas and the recycling of wastewater for cooling are just some of the examples of the district’s holistic environmental vision in which the waste from one system becomes the resource for another.

For further information on the ‘Hammarby Model’ see the Hammarby Sjöstad Case Study and:

http://www.hammarbysjostad.se/Hammarby Sjöstad

Imag

e: M

alen

a K–

arls

son

http://www.hammarbysjostad.se/


4.3 Water and quality of life

IUWM also has the great potential to improve a city’s standard of living at a much broader scale. The quality of urban life depends on a large variety of social, economic and environmental factors. This is recognised by many cities and, increasingly, quality of life indicators are being monitored and evaluated in order to gauge progress in sustainable urban development.

Such monitoring activities will often directly cover water to some extent, particularly with regard to access to adequate water supply and sanitation services. However, water tends to be just one aspect, no more significant than the many others listed in relation to health, safety, employment opportunities, average income, etc. Only when the indirect relationships between water and a city’s well being are examined more closely does it becomes obvious just how important good water management is to the standard of urban life.

Some relevant examples of typical aspects of quality of life and how these are related to water are shown in Table 2.

Quality of life aspects Relationship to water

Social equity Universal access to adequate water and wastewater services and their benefits are key aspects of social equity.

Human health Water resources and services are closely linked to human health both directly, such as the case of waterborne and parasitic diseases, and indirectly, for example through the role of water in reducing the urban heat island effect.

green space and urban biodiversity

Water is required for the creation and management of green urban areas and natural ecosystems either through artificial irrigation or the preservation of a healthy aquatic environment.

Safety Extreme precipitation events are a threat to urban inhabitants and property. Managing flood risk protects both citizens as well as economic activities.

good urban design Water is often associated with an aesthetically pleasing built environment through the inclusion of water features such as fountains, ponds and canals.

Table 2: The relationship between water and quality of life in a city



Further information on water management in Rotterdam can be found at: http://www.rotterdamclimateinitiative.nl

The New Goreangab Water Reclamation Plant that supplies potable water to Windhoek, Namibia

Imag

e: B

erlin

was

ser

Windhoek, Namibia

Windhoek is the capital city of Namibia and home to a population of 250,000. Due to a lack of permanent natural water bodies and rapid urbanisation, securing water supply for the city is a considerable challenge. In response the city has introduced a comprehensive water demand management programme which features a number of physical and non-physical measures to secure long-term water supply without restricting social and economic development in the city.

Policy and legislative measures to reduce water consumption and encourage water recycling have been combined with investments in water efficient technologies aimed at increasing water efficiency and reducing non-revenue water. Consequently the city has succeeded in reducing water consumption by 15%, maintains leakage from the distribution network at less than 10% and satisfies a quarter of its water demand through reclaimed wastewater. The urban water cycle in Windhoek is now almost completely closed and security of supply to users is no longer under threat.

Source: ‘Water Management in Windhoek, namibia’, Water Science & Technology Vol 55 no 1–2 pp 441–448,J. lahnsteiner and g. lempert, 2007, IWa Publishing

In some cities where 'too much' or 'too little' water has become an obvious constraint on the quality of life, significant investments were needed to address the problem. Local governments increasingly recognise that they cannot afford to neglect the state of their water resources if they want to maintain or improve the standard of living for their citizens. Windhoek, Namibia (see box example below), and Rotterdam, the Netherlands, are two examples where local governments have acted to overcome the constraints of water scarcity and flooding respectively.

The expected impacts of climate change should be sufficient to persuade cities to make the management of their water a priority. Whereas a conventional approach to urban water management will struggle to maintain and enhance living standards in many cities for the reasons outlined in Section 3, IUWM offers cities a pathway to seriously address current problems and reduce the risk of future threats.

http://www.rotterdamclimateinitiative.nl/documents/RCP/English/WP-samenvatting_eng.pdf

http://www.rotterdamclimateinitiative.nl/documents/RCP/English/WP-samenvatting_eng.pdf


The overall direction: Sustainable water management The ultimate goal of a more integrated approach to urban water management is to make local development more sustainable.

In 1983, the World Commission on the Environment and Development coined the famous definition of sustainable development as “development that meets the needs of the present without compromising the ability of future generations to meet their own needs.” If water management is to contribute to sustainability, these two time perspectives will therefore always have to be kept in mind: the present and the future.

Sustainability is defined through three major dimensions: a social, an economic and an environmental one. Combined with the above, sustainable water management may in brief be defined as water management that meets current social, economic and environmental needs while creating conditions that allow these needs to also be met in the future. As well as avoiding the externalisation of negative impacts ‘in time’, seen from a city perspective this also includes the consideration of the impacts that local actions may have ‘in space’, that is in neighbouring and more distant regions.

figure 5: dimensions of sustainable urban water management

Sustainableurban water

management

SocietyWater management

contributes to the quality of life of all citizens

SpaceManagement decisions

and actions are taken with consideration for upstream and downstream impacts

TimeManagement decisions

and actions are taken with consideration for long-

term impacts

EconomyOperation and

maintenance of water services are cost-efficient

EnvironmentThe ecological balance

of natural water systems is maintained by not

abstracting more than can be replenished and

pollution and erosion are prevented



Applying the sustainability dimensions to the different elements of the urban water system can help reflect on the sustainability of water resources management and planning. Table 3 shows how the dimensions of sustainability can be reflected in overall aims for water sustainability in a city.

To varying degrees most cities will already be making good progress towards some of the aspects of the sustainability aims described above. However, many would acknowledge that they still have plenty of work to do. Whilst providing all citizens with adequate water and sanitation is clearly achievable, other aspects of the principles, such as operating water and wastewater services at the lowest possible cost, establishing a natural water balance in an urban environment and eliminating flood risk are all challenges that are unlikely to ever be entirely achieved. Improvements that increase sustainability will therefore always be identified even in cities considered to be world leaders in water management.

Even if a city can confidently state that it has already achieved the one or other aim described above, striving for sustainability remains an ongoing challenge. Water management is subject to ever-changing influences, which implies that adjustments are regularly needed and occasionally more drastic reforms. Continued technological development and research results also present opportunities to further improve services and operation efficiency on a regular basis.

A world leader in sustainable water management policies and practices today could well be lagging behind a few years from now. Working towards sustainability must be regarded as an evolving process with a final goal that can never be reached.

Table 3: Sustainability and the urban water system

Urban water system elements Sustainability aims

Water supply To provide a safe and reliable supply of water in the long-term to all citizens in sufficient quantities, at the lowest possible cost and using the least possible non-renewable energy, without abstracting water from the environment that cannot be naturally replenished under varying climatic conditions.

Wastewater management To provide all citizens with adequate sanitation in the long-term, at the lowest possible cost and using the least possible non-renewable energy, whilst minimising the risk to human health and maintaining the net waste output from the city to below the carrying capacity of the receiving environment.

Stormwater management To reduce the risk of flooding for all stakeholders to acceptable levels, even under future climate change scenarios, whilst maintaining a balanced natural water cycle and healthy aquatic environment.


Putting IUWM into practice Moving towards IUWM is not about a solitary activity or process that single-handedly results in more sustainable water management. Changes will be necessary at multiple levels: within governance structures, in a city’s planning policy, in the attitudes of those who are using or are in charge of managing the urban water resources, etc. Such changes may result incrementally over time through the gradual efforts of key stakeholders. Or, where resources allow, they can be steered by the city more pro-actively through a comprehensive effort to create a shift towards greater integration.

To this end, the city may decide to embark upon a number of processes and arrangements simultaneously that will mutually enforce each other and accelerate such a shift. Some of these are shown in Figure 6.

The remainder of this module focuses on one of these aspects, namely the strategic planning process. It should be noted, however, that this process needs to be implemented with attention to the other aspects shown in Figure 5. In particular, stakeholder involvement as discussed in Module 2 is closely linked to most of the phases of the strategic planning process.

figure 6: Ways and means of moving towards IUWM

Strategic planning A structured framework for the development and implementation of a long-term strategy for IUWM. See Section 7 of this module for details.

Research and demonstration The examination and demonstration of innovative solutions that provide more sustainable alternatives to conventional technologies. See Modules 3 to 5 for details.

Multi-stakeholder involvement The collaboration with all relevant stakeholders to overcome institutional fragmentation. See Module 2 for details.

Transitioning A structured investigation into the local applicability of innovative approaches and opportunities for widespread uptake. See the SWITCH Transitioning Manual for further information (Jefferies , Duffy 2011)www.switchtraining.eu/switch-resources

Integrated decision-making The use of integrated decision support tools to analyse the overall impact that selected solutions and interventions could have on the urban water cycle. See Module 6 for details.

IUWM



The strategic planning process for IUWM 7.1 An overview

The strategic planning process for IUWM is a planning process with a long-term strategy at its core. IUWM can be applied in many different ways. It must not, however, be misunderstood as a limited set of actions. It is rather a commitment to a continuous, regularly evaluated procedure with ongoing choices designed to cope with changing circumstances.

The methodology of a strategic planning process provides the framework that facilitates the shift to more integrated policies, governance structures, practices and choice of technology for more sustainable water management. If developed on the basis of a formal decision by the local government or another relevant public authority, it provides the backing and legitimacy for all organisations involved to take the required water sector reforms forward.

The process consists of the development and implementation of a flexible strategy that holistically considers all areas of the urban water cycle as well as its linkages to other urban management sectors. It facilitates the optimisation of the entire urban water system and the selection of solutions that are more likely to succeed under the different scenarios of an increasingly uncertain future.

A strategic planning process consists of a number of phases, the outcomes from which are reviewed on a regular basis. Figure 7 provides a model of these phases.

figure 7: The strategic planning process for IUWM

Measuring and assessing the outcomes of implementation to make sure that the intended results are being achieved and to change the course of action if needed.

Collection and analysis of information on water uses, users, issues and outside influences.

development of a long-term vision for the city’s water system and the objectives and targets necessary for achieving it.Indicators need to accompany the objectives to allow successes and failures to be evaluated.

The definition and implementation of actions that put the strategy into practice within a timeframe and the availability of financial and other resources.

The development of a strategy that will meet the objectives and achieve the vision under a range of future scenarios.

Monitoring &evaluation

Baseline assessment

Development of an action plan & implementation

Visioning,objectives, targets

& indicators

Scenario building & strategy

development


The process in Figure 7 is shown as a logical sequence of steps although in reality there is a great deal of reiteration and revisiting of the different phases. The order of different tasks can also vary. However, what is consistent in the strategic planning process is the need for the continuous review of the results against a set of indicators designed to measure progress. The ability to react to unplanned circumstances is the key to its success.

The phases of the strategic planning process will have to be adjusted to the local situation for which it is intended. No city will be starting from scratch and the process will have to be aligned with existing strategic planning initiatives in the city.

The strategy is the central milestone of the IUWM strategic planning process. If developed and accepted by all stakeholders, and approved by the city council (or other relevant political body), the strategy becomes the guiding framework for all actors in their joint efforts to improve water management. Furthermore, it can also give direction to urban planning as a whole by informing the priorities and plans of other departments or sectors.

Imag

e: B

arba

ra A

nton

The strategic planning process for IUWM is discussed in the paper 'SWITCH approach to strategic planning for Integrated Urban water Management (IUWM)' (van der Steen 2008) .www.switchtraining.eu/switch-resources

A summary of the proccess is also provided in the SWITCH Policy Briefing Note 2 (Fisher 2010).www.switchtraining.eu/switch-resources







7.2 Stakeholder involvement

Managing the urban water cycle in a holistic manner is not possible without engaging all those who are either using the water or who are responsible for taking care of its individual elements via policy-making, legislation, regulation, construction, abstraction, water treatment, etc. The bigger the city, the wider the array of institutions, interest groups, user associations and similar that are in one way or another linked to the urban water cycle. No key stakeholder should be left out and this collaboration needs to be planned carefully if a more integrated approach is to truly succeed.

This should not be confused with the organisation of one or two meetings where information is distributed and feedback collected. Stakeholder involvement is more than that. It aims at finding a joint understanding by all relevant actors working on urban water issues to pull in the same direction in line with common principles. To this end, the concerns of all stakeholders need to be addressed and the available capacities, expertise and resources they possess should be utilised when searching for the best solutions for the different issues at hand.

In order to make integration a reality, stakeholders play a varying, but continuous role throughout the strategic planning process. Early involvement is advisable to gain and strengthen their ownership and thus their motivation right from the beginning.

It should be noted that the stakeholder process does not replace, but rather complements the governance of the urban water system. The actual power of decision-making – and thus the accountability – for performing good water services still lies with the public and private entities that have an official mandate for managing water. An effective stakeholder process, however, will ensure that key decisions are taken in consensus with all key actors and that these in turn develop a sense of responsibility and willingness to support the official entities within the limitations of their own capacities.

As mentioned above, stakeholder involvement needs to be carefully planned and budgeted. A dedicated unit within the local government or an equivalent institution is necessary to coordinate all activities and act as a communication node. Professional support might further be sought for certain tasks such as the facilitation of meetings. The same might hold true for the application of the latest communication technologies to create a platform of exchange for the complex web of information and knowledge that is nurtured through all activities.

Guidance on how to involve stakeholders can be found in Module 2 of the SWITCH Training Kit.

For more information on stakeholder involvementsee Module 2


7.3 Internal coordination in administration

The strategic planning process for IUWM requires the participation and cooperation of various departments and institutions that may not be accustomed to working together. Under a conventional approach, managers in charge of stormwater drainage, for example, will not necessarily consult the water supply or environmental departments when planning interventions – and vice versa.

Even where communication and cooperation between departments is established and effective, it is still rare to find water managers with an overview of water management in the city as a whole. As a result there is no-one with the ability to make decisions based on what is best for the entire system, rather than what is best for individual elements. The establishment of a coordination unit can overcome this constraint by achieving a ‘helicopter view’ over the entire urban water system. In this way, the evaluation of proposed options can be based on the interest of the system as a whole, and negative side effects can be kept to a minimum.

Different options may be considered on how to position the coordination unit within given administrative structures. These include:

• A separate, higher level office that oversees all relevant departments and institutions.• A unit within or associated with an existing department or institution.

Local governments, or equivalent institutions, are in a good position to host the coordination unit due to their broader responsibility for local development as a whole. This does not imply, however, that the local government bears the responsibility of all areas of the planning process. Rather, it would be expected to set up sub-groups or task forces that involve the delegation of specific responsibilities to members from outside the administration.

The coordination unit can also play a role in collaborating with relevant players beyond the local boundaries. IUWM purposefully centres on the city boundaries as the planning arena over which the local government has control. This does not mean that IUWM is in conflict with the efforts for Integrated Water Resources Management (IWRM) which uses the larger scale and natural hydrological boundaries of the catchment or river basin. On the contrary, IUWM can complement IWRM by embedding the city plans and activities into the ongoing processes and policies at the river basin level. This also helps fulfil the local aspirations of water management to avoid negative impacts up- or downstream.



7.4 The role of local politics

IUWM can only be achieved if management units are working in coordination with the politicians who are directing local development and allocating the accompanying finances and other resources. A formal endorsement by the city council, or equivalent, to gain high level support for the strategic planning process is therefore essential to put the transformation in motion.

In addition, strong political backing is necessary:

• To gain legitimacy for the IUWM approach and the strategic planning process;

• To gain credibility vis-à-vis the stakeholders;

• To formalise the process of involving the stakeholders and get the outputs and results of their collaboration officially acknowledged;

• To initiate and realise the necessary institutional reforms; and

• To maintain the motivation of all people involved despite setbacks.

Local political priorities and provision of funding can change quickly. Local elections and changes to political leadership can hamper the support for the strategic planning process. It is therefore necessary to build close relations to politicians from all parties, make them aware about the economic, social and environmental benefits to be gained through IUWM and keep them posted about all key developments. This can strengthen cross-party approval and increases the chance of creating long-term policies that continue to support IUWM beyond the next election.

At the same time, however, as well as strengthening the coordination mechanisms between different water organisations, integration also needs to be mainstreamed within their internal structures. Making integration a part of their working culture and institutionalising the forms of communication and collaboration can strengthen a certain independence from the vagaries of local politics.

Imag

e: S

tock

.xch

ng


7.5 Phases of strategic planning

7.5.1 Baseline assessment

A baseline assessment is an initial collection and analysis of information to gain up-to-date knowledge on water issues, the urban water system, main actors and legal and institutional frameworks relevant for water management.

Purpose

Before entering into a process of change, a city needs to know its starting point. The baseline assessment provides an overview of the current water management situation, identifies key issues and collects the information that is necessary to carry out the subsequent phases of the strategic planning process.

responsibility

The data required for a baseline assessment is likely to be dispersed over many institutions. Support will be needed from authorised sources in a number of different local government departments, institutions and water utilities. Some of these may be over-protective of ‘their data’ and restrict access to it. In such cases wide-spread awareness of the need for integration and its benefits and the existence of joint ownership of the strategic planning process can help to encourage cooperation. Otherwise reference will have to be made to the political decision that is behind the initiative and higher-level interventions might be necessary to get hold of the requested information.

The baseline assessment will also require the assistance of specialists with a good understanding of the different elements of the urban water cycle as well as those experienced in data management. This is often obtainable locally through universities or consultants. Input from regular water users may also be sought, for example through the completion of surveys and audits.

In practice

A baseline assessment looks at a wide range of information associated with the water cycle. Both quantitative and qualitative data are collected that generate social, environmental, economic and technical knowledge. Examples include data on:

• Local water resources: Where do water resources for the city come from and in which quantity and quality?

• Water infrastructure: What are the main elements of the infrastructure and in what condition is it?

• Local water use and demand trends: What is the balance between supply and demand and what are the characteristics and dominant components of water consumption?

• Relevant legislation and policies: What water legislation, for example water acts and national standards, does the local government have to comply with and what are the policies to which it has committed itself?

• Water management institutions and activities: What are the key institutions that manage water in the city and what exactly is their role?

• Water users: Who are the different water consumers and other interest groups that have a stake in the management of the city’s water?

More information on carrying out a baseline assessment can be found in the book ‘SWITCH in the City: Putting urban water management to the test’ (Butterworth et al 2011).www.switchtraining.eu/switch-resources





Before starting to collect information, it is useful to agree on the type and scope of information required as well as a list of institutions and organisations from where it will be obtained. There is likely to be a lot of data attainable and this creates a risk that it is collected randomly and in quantities that make it unmanageable.

The data collected during the baseline assessment is indispensable for the following phases of the strategic planning process. As mentioned above, this should also include the identification of stakeholders in water management which is addressed comprehensively in Module 2. Once the stakeholders are on board, they can also provide important inputs to the compilation of information.

Find out more about collecting information on different stakeholders in Module 2

Imag

e: R

alph

Phi

lip


7.5.2 Creating a vision

A vision is a concise description of a desired future state, containing the broad goals that give the overall direction for the strategic planning process.

Purpose

Without agreement on a common goal, different stakeholders will continue to work according to their individual and sometimes conflicting agendas. Under such circumstances, integration – and thus more sustainable water management – is almost impossible to achieve.

It is therefore crucial that stakeholders come together to develop and agree on a common vision of the desired future of water in their city – typically looking 15 to 30 years ahead. Once agreed, the vision provides the overall direction of the process against which the success or failure of future strategies and plans can be assessed. The final vision is also useful to get the attention of the media and reach out to the wider public.

Table 4: example of a vision

Vision Objectives Indicators Targets Means of monitoring & evaluation

Vision 2050 (extract)

…. Water resources are protected through the actions of all of our citizens enabling a healthy environment where aquatic landscapes are ubiquitous and a reliable supply of water is available for all without environmental consequences.

To change behaviour among citizens that has negative impacts on water resources.

Number of pollution incidents caused by public discharges to drains.

Pollution incidents caused by public discharges to drains reduced to X by year X.

Documentation of reported pollution incidents and evaluation of preventative activities.

To restore and revitalise the city’s rivers and streams.

Proportion of urban rivers and riparian zones restored to a near natural state.

X kilometres of the city’s rivers and riparian zones restored to a near natural state by year X.

GIS mapping of river environments and an assessment of the natural ecosystems that have been established.

To replace environmentally damaging abstractions with alternative solutions for satisfying local water demand.

Groundwater levels in environmentally sensitive aquifer.

Groundwater levels maintained at natural recharge levels from year X.

Groundwater measurements monitored and evaluated in conjunction with rainfall rates and abstraction programmes.

Etc. Etc. Etc. Etc.



Apart from creating the actual vision, the visioning exercise also generates additional benefits among the stakeholders themselves such as:

• Encouraging them to look forward rather than remaining preoccupied with current issues only;

• Encouraging discussion and mutual understanding between them in spite of their diverse interests; and

• Fostering their ownership in the later stages of the planning and implementation process.

responsibility

The vision will only set the strategic planning process in motion if it can rely on sufficient political backing. Local politicians should ideally participate in the creation of the vision or at least endorse its outcome so that it becomes part of official policy-making. Local government, or the equivalent, is therefore often the ideal candidate for kicking off the visioning exercise.

On the other hand, local government is not necessarily best placed for conducting the visioning exercise itself. Multi-stakeholder participation is crucial for the exercise and a professional moderator is usually needed to guide participants to the desired result, the future vision of water in the city. A neutral person that is not associated with one of the stakeholder organisations also helps ensure that all participants have an equal chance to contribute and that the final outcome is indeed a consensus that balances the different needs and interests of all.

In practice

Before a new vision is developed, it is necessary to take stock of potentially already existing visions for other urban sectors, local development as a whole or even others developed in certain areas at the national level. Making sure that the vision for water ties in with other similar processes is an early opportunity to increase integration across sectors and potentially also different levels of government.

Supported by the findings from the baseline assessment, the vision itself can then be developed through the following steps:

• Identification of the main water issues that the city is facing;

• Prioritisation of the identified issues; and

• Agreement on a draft vision that reflects the priority issues by turning them into a desired state.

The format of the draft vision can vary, but it should be concise and use a style that is accessible for all stakeholders, avoiding too much detail or technical language.

The vision is not intended to be a random ‘wish-list.’ It needs to be ambitious but also, in principle, achievable within the chosen timeframe. The information from the baseline assessment can help avoid unrealistic expectations.

More information on the visioning exercise can be found in the book ‘SWITCH in the City: Putting urban water management to the test’ (Butterworth et al 2011).www.switchtraining.eu/switch-resources




The vision should be disseminated for wider consultation both within the city as well as potentially also through higher levels of administration beyond the city boundaries. Constructive comments received at this stage should be taken into account for the final version.

Once the document is finalised it needs to be presented to the city council for its formal adoption. Without this political endorsement it will be difficult to generate any long-lasting commitment to the goals that it contains. Stakeholders might become frustrated about the lack of attention to their initiative and the process as a whole immediately loses credibility.

Alexandria vision 2037

‘A proud water city where available water resources are managed in an integrated manner, with the participation of all citizens, and are used effectively for development within a framework of environmental sustainability. All citizens have access to high quality (meeting national norms), reliable, sustainable, and affordable water and sanitation services and benefit from a clean and healthy environment’.

developed by the alexandria SWITCH learning alliance in July 2007View of Alexandria

Imag

e: B

arba

ra A

nton



7.5.3 Setting objectives

Objectives are a more detailed and concrete breakdown of a vision into sub-goals.

Purpose

The vision is deliberately written in a clear and concise style without going into the details of the change that is required. This detail is in the objectives. Reaching each aspect of the vision – such as having universal access to sanitation or healthy rivers and lakes – will potentially require the achievement of several objectives. The objectives specify what changes in state need to be achieved for the vision to become reality.

responsibility

Drafting the objectives is best done by a small group consisting of a limited number of individuals with a good overview of water management and urban planning as a whole. The coordination unit should oversee the setting up of such a task force and take responsibility for disseminating the results for consultation among stakeholders.

Table 5: examples of objectives
















Etc. Etc. Etc. Etc.


In practice

Objectives are developed based upon the vision and, to a lesser extent, the baseline assessment. To make the definition of objectives easier, the vision may be broken down into its different elements, as shown in Table 6. This helps focus on all the areas for which objectives need to be set. The water issues identified during the baseline assessment also play a part as these will be the problem areas that the objectives will have to address.

The type of objectives chosen for each vision element will vary depending on the scope of improvement that is being sought. The list of objectives should be concise and include only those that will directly lead to the achievement of the relevant element of the vision. The shorter the list, the more targeted the objectives which might also help sharpen the strategy later.

Table 6: The relationship between the vision and objectives

Vision Vision elements Objectives



Water resources are protected through the actions of all citizens…


To improve the quality of stormwater flows into water bodies.

Etc.

...where aquatic landscapes areubiquitous…


To include water elements in public spaces, such as parks and public buildings.

Etc.

...a reliable supply of water for allwithout environmental consequences.


To ensure a continuous water supply for all households.

Etc.



7.5.4 Indicators and targets

Indicators are tools to measure and/or visualise progress towards objectives (and thus the vision). Targets are aspired indicator values, usually expressed in specific figures (number of units, percentage, costs, etc.)

Purpose

As explained in the previous chapter, objectives are a desired change of state to be achieved over time. In order to measure this achievement, indicators have to be defined that reflect progress towards the objective. Indicators are associated with a target which is the result to be achieved in order to meet the objective.

For example, if the objective is to use biogas generated from wastewater sludge digestion for cooking gas, the indicator could be the number of households using biogas stoves. The target could be a minimum of 5,000 households using biogas stoves by 2015.

The indicators and targets therefore aim to measure the results of programmes and actions that are implemented to achieve the objectives and ultimately the vision.

Table 7: examples of indicators and targets

Vision Objectives Indicators2 Targets Means of monitoring & evaluation















Etc. Etc. Etc. Etc.

2 The example indicators listed here are state indicators. More information on these and examples of other types of indicators is provided on pages 36-37


responsibility

Indicators and targets are usually developed by the various institutions with a specific responsibility to achieve a certain objective. The actual data collection is likely to require the collaboration of several stakeholders such as different local government departments, offices for statistics, national ministries and research communities. A range of specialists may also be necessary to assist with the analysis and interpretation of data.

The overall responsibility to bring all the results together ideally lies with the coordination unit and thus in many cases with the local government. With the formal endorsement of the water vision, the local government has now also become accountable for achieving the related objectives and targets.

In practice - Indicators

The selection of appropriate indicators is arguably one of the most critical phases of the strategic planning process. Without these indicators the city has no way of systematically determining the extent to which the implemented actions are achieving the desired results and consequently will not know whether an adjustment of the strategy is necessary. A simplified view of urban water management can break the system down into three interacting aspects; the state of the system itself, the pressures which act upon the system, and the management responses that aim to improve the system. The relationship between these aspects is shown in Figure 8.

Objectives typically relate to the condition of the urban water system (its state). Indicators on the other hand can measure:

• the change to the system itself (its state);

• the change to the factors that influence the system (the pressures);

• the implementation of actions aimed at improving the system or mitigating the pressures (the response).

PressureEvents and activities

that affect the state of the urban water system

(e.g. potable water demand).

ResponseActions implemented to influence the pressures on, or the state of,

the urban water system(e.g. water efficiency programmes,

groundwater recharge).

StateCurrent status of the urban water system

(e.g. groundwater levels).

Influences the state

Influences the response

Influences the state

Influences the pressure

figure 8: Pressure, state and response in the urban water system



The measurement of all three aspects of the system provides the level of detail necessary to assess overall progress. State indicators assess whether the strategic planning process as a whole is achieving progress towards the objective (change of state), pressure indicators assess whether implemented actions are having the desired impact on the causes (pressures) that influence the state, and response indicators assess to what extent the actions (responses) are being implemented.

Some examples of state, pressure and response indicators are given in Table 8.

The selection of indicators can be a complicated task. Certain state indicators may be obvious as they simply involve adding a measurable unit to an objective, such as the number of households using biogas stoves. Other state indicators and, in particular, pressure indicators are more difficult to identify and will require a good understanding of the cause-effect relationships in the system to ensure that the right parameters are being measured. Response indicators are likely to be selected later in the planning process during the creation of the strategy and the implementation programme.

Indicators are selected based on different criteria. This is mostly a combination of the level of information they provide and the ease with which they can be measured. Key questions to consider are:

• Is the indicator relevant for the objective?

• Can the indicator be compared with baseline data?

• Can the indicator be easily collected at an affordable cost?

• Can the indicator be easily interpreted at an affordable cost?

Assessing indicators can be a simple data reading, such as the measurement of water quality, or a more complex operation involving the aggregation of a number of interlinked sub-indicators. In such a case, these sub-indicators need to be weighted to reflect importance and combined to work out an overall score. For example, the aggregate indicator of ‘sanitation behaviour among citizens’ could be disaggregated into sub-indicators such as % of population practising open defecation, % of households using soap for hand washing, % of population reached through awareness raising campaigns, etc.

Objective Type of indicator Example indicators

To restore natural groundwater levels

State indicator • Groundwater levels• Volume of groundwater abstracted

Pressure indicator • Percentage of impermeable surfaces that preventinfiltration of rainfall runoff

• Domestic per capita consumption of potable water

Response indicator • Area of impermeable surface disconnected fromcombined sewer system

• Number of low flush toilets sold

Table 8: examples of state, pressure and response indicators


Furthermore indicators play an important role in communicating progress to the public. In this case, they need to be easily understandable. An example for such an indicator is the number of a certain type of fish in a local lake providing information about the quality of the water in this lake.

In practice – Targets

Whereas the indicator is the measurement, the target is the desired result of that measurement. Targets are set based on what is considered to be a necessary condition for meeting the objective. It is therefore the targets that form the basis for evaluating the achievement of objectives.

Setting targets that are too vague or lack a clear means of evaluation will inevitably lead to disagreement over whether or not they have been met. Meanwhile, if a target is over-ambitious, the continuous failure to meet it may lead to critical reactions (and consequently disillusionment) despite the fact that good progress is nevertheless being made. Finally, a target is only a target if it has a timeframe attached to it. Without this, there can be no such thing as a failed target, defeating the purpose of setting one in the first place.

The targets will greatly influence the selection of actions during the development of implementation programmes, and it is therefore important that they are realistically achievable.

Some examples of targets are included in Table 9.

Further information on indicators and their use is available in the SWITCH manual 'Application of sustainability indicators within the framework of strategic planning for Integrated Urban Water Management' (van der Steen 2011).www.switchtraining.eu/switch-resources

Objective Example indicators Associated targets

To restore natural groundwater levels

• Volume of groundwater abstracted • Average groundwater abstraction to notexceed X Ml/d over a period of 5 years starting at year X

• Percentage of impermeable surfacesthat prevent infiltration of rainfall runoff

• Area of permeable surface increased toX% by year X

• Domestic per capita consumption ofpotable water

• Average per capita consumption reducedto X litres per person per day by year X

Table 9: examples of indicators and associated targets





7.5.5 Scenario building

A scenario is a plausible description of the way a domain or area of interest might turn out at some specified time in the future.

Purpose

The next phase in the strategic planning process is working out how the objectives and the vision can be achieved. The difficulty with this is the same as for any organisation, business or individual that wants to make plans for the future: uncertainty.

Uncertainty surrounds economic growth, fuel prices, the climate, demographics, emerging conflicts, technological innovation and many more factors. All of them can either upset plans for the future or, on the contrary, make it easier to implement them. This uncertainty can never be eliminated, but the identification of the factors most likely to have an impact, and the estimation of how these will develop over time, can help when developing a strategy for an uncertain future. “Scenario building is not about ‘knowing the future’, or always being right; it is about trying to minimise the chances of being seriously wrong” (Batchelor and Butterworth 2008).

responsibility

Researchers and specialists will be needed to support the development of scenarios, especially when modelling programmes and similar tools are used. Informed judgements and expert interpretation of data is necessary to extrapolate current trends and assess the degree of probability surrounding results.

However, scenario development is not only about complex data analysis. It also involves brainstorming about likely developments in a range of sectors and the key factors that will impact upon them. Scenarios developed by one or two sectors in isolation may well overlook influencing factors from elsewhere. For example, a water supply utility may create a future water availability scenario based on predicted changes to the local hydrology, abstraction infrastructure, treatment capacity and licensing. However, this may ignore developments in other sectors of the urban water system such as drainage, wastewater and environmental management which will also have an impact. It is therefore important that stakeholders from a wide range of departments, institutions and organisations are involved.

Who is capable and available to take part in scenario building will vary from city to city. This will also determine which of the many methods available are used. The way that scenario building is described here needs to be adapted to the local situation and resources.

In practice

There are various methods of developing alternative future scenarios. On one end of the scale there are sophisticated modelling tools that can be used to assess possible change based on the combination of a wide range of data. At the other there are scenario development activities that don’t rely on vast amounts of quality data but rather focus on how stakeholders perceive the future and their influence upon it. Ideally scenarios should be developed using a combination of different information, views and opinions.


For example, developing a scenario for the likelihood of changes to future water demand could include factors such as:

• Projected population growth• Changing rainfall patterns• Future industrial productivity• Predicted changes to individual daily water use• Possible changes in legislation• Anticipated technological advancement• Etc.

Obtaining and analysing information on each of the above factors will require a range of sources and methods. Some information, such as national economic growth forecasts, will be obtained from external sources. Others, such as planned water pricing mechanisms, will be dependent on local information. Methods of analysis may include modelling the impacts of technological interventions, or assessing national strategies to control rapid urbanisation.

All information from different sources must then be combined to generate a scenario that is the most plausible based on the information available. As uncertainty can never be eliminated, a range of scenarios may be developed, all of which could conceivably occur. Table 10 demonstrates a simplified version of this for the example used above: changes to future water demand.

When finalised, the scenarios will be vital for the development of a strategy designed to achieve the vision.

Scenario Outcome Assumptions

Scenario 1 Demand stays the same Population growth is gentle and the resulting demands are offset by investments in leakage reduction and water efficiency measures. Changes to legislation allow increased use of new water recycling technologies for non-potable use. Industrial demand remains unchanged.

Scenario 2 Demand increases by 15% Economic growth in the city increases demand as industrial output grows and increased affluence leads to more water intensive lifestyles. However, increased revenue for water services allows leakage reduction schemes to be implemented.

Scenario 3 Demand increases by 30% Population grows rapidly with proportional impact on demand. The economy stagnates and more and more residents are unable to pay their water bills. The reduced revenue delays improvements to aging infrastructure and leakage increases.

Table 10: Potential scenarios for future urban water demand

See the book ‘SWITCH in the City: Putting urban water management to the test’ (Butterworth et al 2011) for more information on scenario building in practice.www.switchtraining.eu/switch-resources





7.5.6 Strategy development

A strategy is a medium-term framework for planning that directs the choices between different options in relation to the resources at hand.

Purpose

Once a vision is in place, objectives have been specified and future scenarios have been explored, a city is ready to work out a strategy. The aim of the strategy is to define the main avenues through which the city will, under a range of scenarios, achieve the identified objectives.

responsibility

The development of the strategy is made easier if the coordination unit establishes a working group or task force that is responsible for drawing up the initial draft. This group should be made up of senior staff from relevant local government departments, water utilities and representatives of other key stakeholders. Following completion, the draft strategy should be made available for consultation with a wider audience including stakeholders that have already been involved in the strategic planning process.

In practice

The strategy provides the basis for planning future actions intended to reach the objectives and vision under different future scenarios. The strategy charts the direction needed to reach the vision. It is a conscious choice between different options. Although a strategy document could consist of a lot of detailed explanatory information justifying its choice, the strategy itself can often be spelt out in a simple paragraph, or even a sentence. For example, if the overall goal or vision is securing future water supply for all, the strategy could be:

Prioritise water demand management and reuse options over the further development of water supply sources.

If a vision contains a number of different aspects, a strategy might be broken down into strategic areas or directions to match the objectives of these different aspects. The strategic directions will need to have the flexibility to meet the objectives under the possible future scenarios identified previously, as well as being feasible to implement. Table 11 provides a simplified example of how strategic directions are related to the vision, objectives and scenarios.


Vision: …. Water resources are protected through the actions of all of our citizens enabling a healthy environment where aquatic landscapes are ubiquitous and a reliable supply of water is available for all without environmental consequences

Vision elements

objectives Strategic directions

based on the following scenarios

Water resources are protected through the actions of all citizens…

To improve the quality of stormwater flows into water bodies.

enforced regulation of quality standards of runoff and wastewater discharges whilst raising awareness of good practice

• Population growth of 5-15%

• Water availability decreases by up to 10% in dry years

• New national water quality legislation is passed

• Urban green spaces and recreationalopportunities increase adjacent land prices


...where aquatic landscapes are ubiquitous…

To include water elements in public spaces, such as parks and public buildings.

reverse policy of channelling and burying urban rivers and streams


...a reliable supply of water for all without environmental consequences.

To ensure a continuous water supply for all households.

Prioritise water demand management and reuse options over the further development of water supply sources


Table 11: examples of strategic directions and their relationship to the vision, objectives and potential future scenarios



Strategy formulation is not the same as planning. The examples above do not say what actions will be carried out to implement the strategic directions. These come later during the development of implementation programmes.

A key requirement of the strategy is flexibility. A strategy needs to be adaptable to a range of future uncertainties associated with the climate, the economy, demographics, fuel availability, consumption patterns, etc. If it relies too heavily on a single assumption, such as the continued availability of unlimited groundwater, it runs the risk of failure when such an assumption is proven to be false. A robust strategy needs to include a mix of solutions that will achieve its objectives under a wide range of conditions.

In addition, the strategy, or strategic directions, need/s to be formulated based on questions such as:

• Is the strategy broad enough to cover all relevant objectives?

• Is the strategy in line with, and can it be incorporated into, existing strategies and plans developed by the city as a whole (for example an overall municipal development plan), or by relevant departments (for example environmental, transport and housing plans)?

• Is there a possible scenario under which the strategy could not be implemented?

• Is it feasible to implement the strategy using the available natural, financial and human resources?

These questions are difficult to answer and the development of the strategy will require a thorough review process. Each aspect will need to be closely assessed to ensure that the strategy chosen is the most appropriate.

Formulating the strategy is a key milestone in the strategic planning process. It is also the first opportunity to present a tangible output that maps out how the city intends to move towards the vision.

Political endorsement is key to turn the strategy from paper into action. Without political commitment, there is a great risk that the strategy will remain a good intention that never comes to fruition.

The process for developing a strategic plan for the SWITCH city of Accra, Ghana, is presented in the document 'Towards Integrated Urban Water Management in the Greater Accra Metropolitan Area - Current status and strategic direction for the future' (Adank et al 2011)www.switchtraining.eu/switch-resources




7.5.7 Development of an action plan

The development of an action plan is the compilation of programmes, projects and other measures that match the selected strategy and are designed to achieve the objectives and targets within a defined time and budget frame.

Purpose

The aim of the action plan is to devise the different departmental implementation programmes necessary to convert the strategy into tangible results and turn the targets, objectives and vision into reality. Selected implementation programmes should include the details of the different projects and measures, as well as the relevant departmental plans into which they will be embedded. The development of an action plan should also include the prioritisation and scheduling of the identified actions, their estimated costs and the sources through which they will be funded.

responsibility

Again, local government is well placed to act as the overall coordinator of the development of the action plan. If the strategy has been granted political endorsement, local government will be accountable for its implementation and will therefore have an interest in coming up with an effective programme.

An action plan is compiled by gathering the various projects and measures proposed by different departments or, where relevant, other institutions. It will most likely be the coordination unit that brings all the ideas for action together.

In practice

The strategy has set out the basis for which programmes and actions need to be selected that will achieve the objectives. For example, if the strategy is to make use of natural systems for water and wastewater treatment, actions to be implemented could be investments in riverbank filtration through the water treatment sector, aquifer recharge schemes through wastewater management, or the construction of wetlands through the environmental department.

An action plan can be developed through a step-by-step approach such as the following:

• Converting the strategic directions into a set of actions that will achieve the objectives;

• Optimisation and selection of actions for implementation within the programme;

• Setting a time frame for implementation with some actions being identified for earlier or later implementation depending on priorities;

• Planning realistic long-term financing for each action;

• Bringing together all actions and ensuring that all actions are coherent and in line with the direction of the strategy; and

• Definition of the roles and responsibilities of different departments and institutions for each element of the action plan.



A review of each element of the action plan individually and of all actions in combination is essential. Cost effectiveness, score against indicators and the impacts elsewhere in the water cycle must all be considered when the actions are being selected.

Transition managementStep changes in urban water systems through experimentationand learning in niches

Increasing integration in the urban water system is a never ending task. The linkages between the different elements are manifold, complex, overlapping and shifting under varying conditions – the ‘sustainable’ system is, for all intents and purposes, virtually impossible.

With dedication and commitment, incremental progress in certain elements of the water system can still be achieved. However, a more fundamental shift towards more future-oriented water management remains a major challenge. Most stakeholders have to concentrate on their day-to-day responsibilities and the current situation consumes all their resources, be they time, money or professional expertise.

Transition management is an attempt to close this gap between the present and the future. Transition management means to create a ‘‘protected space’ (Loorbach 2007) – a so-called transition arena – where alternative visions, agendas and actions can be developed. The focus is here on experimentation and demonstration, constant reflection and learning around promising solutions with a particular interest in barriers and failures. A group of stakeholders, carefully selected for their expertise, their visionary attitude and their readiness to think ‘outside the box’, is guided through a defined process from problem identification to the evaluation of results from unconventional demonstration projects. By sharing the results from the transition arena activities with mainstream urban water managers, it is hoped that innovation – which would otherwise be slow and incremental – can take off more rapidly.

Adopting such an approach to instigating transition – defined as ‘a radical switch from conventional socio-technical systems to next generation urban water systems’ (Jefferies, Duffy 2010) – will usually require an iterative learning process through several rounds of trial and error. Transition experiments imply uncertainty of outcomes, thus taking risks. Not every city will be able to afford such ‘innovation engines’ and the activities to stimulate the necessary step changes in water management are therefore often initiated and financed by national government and part of a broader framework of research programmes.

For a comprehensive guide to transitioning management seethe 'SWITCH Transitioning Manual' (Jefferies, Duffy 2011).www.switchtraining.eu/switch-resources



7.5.8 Implementation

Implementation is the carrying out of planned actions.

Purpose

The implementation phase ensures that the programmes of the action plan are mainstreamed into the work of different departments. It is where the strategic planning process goes from discussion and documentation to the achievement of tangible change and physical progress towards the vision.

responsibility

Implementation will need the cooperation of a range of local government departments, institutions and organisations, although the actual implementation activities may be undertaken by private contractors. All stakeholders are likely to be involved to some degree due to the integrated nature of the implementation programme.

The coordination unit should have a facilitation role to ensure that deadlines are being met, the quality of results is satisfactory, budgets are being correctly managed and up-to-date information is distributed to stakeholders.

In practice

Implementation requires considerable preparation and a continuous management of budgets, staff, and timelines. Work plans should be developed with the programme broken down into smaller units. Responsibilities need to be clearly allocated and the necessary equipment and materials made available.

Problems will certainly be encountered during the implementation phase. It is important that a performance monitoring process is in place prior to work commencing to ensure that issues with budgets, staff, deadlines and direction are identified as soon as they arise. These can then be managed without significant disruption to progress and results.

Successful implementation is dependent on a wide range of financial, logistical, political and social factors, many of which are specific to the local context. These are not dealt with within this Module other than to note that they need to be given due consideration when embarking on the implementation of the action plan.

Imag

e: B

arba

ra A

nton



7.5.9 Monitoring and evaluation

Monitoring is the measurement of indicator values against targets. Evaluation is the analysis of monitoring results.

Purpose

Monitoring and evaluation are necessary to assess the results of the implementation programmes. They are important for identifying progress, but also shortcomings in the process. Deciding upon a revised course of action might be necessary if programmes are not achieving the intended aims.

Monitoring and evaluation make use of the indicators and associated targets identified earlier in the planning process (see Section 7.5.4). The activities and initiatives included in the action plan have been chosen with the aim of meeting these targets and, consequently, the objectives. A detailed monitoring and evaluation programme is therefore essential for determining whether the strategic planning process as a whole is making progress and to flag up when this is not the case, thereby preventing the wasteful use of resources.
















Etc. Etc. Etc. Etc.

Table 12: examples of monitoring and evaluation


responsibility

Monitoring and evaluation are necessary for maintaining accountability over the strategic planning process. As the local government is likely to have had a large say in the setting of the targets, they are not necessarily best placed to carry out the monitoring and evaluation of these. An impartial body from outside the process is therefore better suited to the task.

Evaluated results should be presented to senior levels of the municipality and the council as well as externally to sponsors, stakeholders and the public, to ensure transparency in the implementation process and to allow for independent review of whether targets and objectives are being met.

The collection of data for the monitoring and evaluation of the different elements of the action plan is likely to be the responsibility of the sectors into which the activities have been embedded. The procedure should however be based on agreed standards and be reported back to the coordination unit on a regular basis.

In practice

A transparent mechanism for monitoring and evaluating the results of the action plan is necessary to establish what progress is being made towards the targets and objectives of the strategic planning process as a whole. Setting up a consistent monitoring and evaluation framework for use across all programmes is an ideal way of achieving a systematic process for the collection and reporting of information as results are obtained.

The monitoring and evaluation framework is based on the indicators and targets set earlier in the strategic planning process. For example, the outcome of a water metering programme is monitored based on the percentage of households that are metered (indicator) with the result evaluated based on the number of metered households specified to achieve an objective (target). If the monitored result reaches the target it is assumed that progress is being made towards the objective and ultimately the vision.

As well as highlighting progress, monitoring and evaluation also identify where expected results have not been achieved through the actions implemented. This information then forms the basis of reassessing the actions and, if necessary, the action plan and potentially even the strategy. Monitoring and evaluation are therefore vital for making sure that the strategic planning process is being reviewed and adapted if it doesn’t deliver the expected improvements.

The evaluated results should be reported and made available to all stakeholders. Explanations should accompany the results, particularly where targets have not been met, and corrective actions have been proposed. Suggested changes to the strategy should be proposed to the council for formal adoption and funding.



7.6 The cyclical nature of the strategic planning process

The purpose of the strategic planning process is to facilitate the adoption of IUWM and move towards sustainable water management as defined through its social, economic and environmental dimensions. The process is not a one-off undertaking and the different stages need to be reassessed on a regular basis to ensure that the course of action leads to the desired results. Where this is doubtful, the underlying causes have to be identified which might lead to a revision at the level of individual actions, the overall action plan, or even the applied strategy.

However, earlier stages of the process will also have to be re-addressed. This applies in particular to the further development of the original set of baseline data that might also lead to the reformulation of scenarios. Over a longer period of time it might also become necessary to bring a new generation of stakeholders together and refresh or completely review the overall vision.


Baseline assessment



& indicators


development


Wrapping-up

Integrated Urban Water Management is an approach that promotes the optimisation of the entire urban water system leading to more sustainable solutions than managing the different elements of the system in isolation.

The conventional approach to urban water management is unsustainable and is expected to struggle with future change. In some cases it is already failing to cope with current pressures.

The success of the strategic planning process is highly dependent on comprehensive stakeholder involvement and political commitment. It is also crucial to establish an effective working coordination unit to oversee the entire process.

The strategic planning process includes the formulation of a vision which is jointly developed and agreed by all stakeholders.

The strategy sets the overall direction towards IUWM. It needs to be flexible enough to cope with a range of different future scenarios.

Regular monitoring and evaluation are important to change the course of action if no or only slow progress towards more sustainable water management is being made.

This is because the different elements of the urban water cycle are inextricably linked and are also heavily influenced by, and have an influence on, urban development as a whole.

IUWM can best be achieved through a strategic planning process with a continuous mechanism of reflection and adaptation.


Baseline assessment



& indicators


development





references

adank, M., darteh, b., Moriarty, P., osei-Tutu, H., assan, d., van rooijen, d. (2011) Towards Integrated Urban Water Management in the Greater Accra Metropolitan Area - Current status and strategic direction for the future, SWITCH/RCN Ghana, Accra, Ghana. www.switchtraining.eu/switch-resources

anderson, J., Iyaduri, r. (2003) Integrated urban water planning: big picture planning is good for wallet and the environment, Water Science and Technology Vol. 47 No. 7-8 pp 19-23, IWA Publishing

butterworth, J., McIntyre, P., da Silva Wells, C. eds. (2011) SWITCH in the City: Putting urban water management to the test, IRC International Water and Sanitation Centre, Delft, Netherlands. www.switchtraining.eu/switch-resources

fisher J. (2010) SWITCH Policy Briefing Note 2: Strategic Planning For Integrated Urban Water Management, The Water, Engineering and Development Centre (WEDC), Loughborough University, UK. www.switchtraining.eu/switch-resources

garzillo, C., Kuhn, S. (2007) The Aalborg Commitments Implementation Guide – A 5-step approach, ICLEI European Secretariat on behalf of the ACTOR Project Partners.http://www.localsustainability.eu/fileadmin/template/projects/localsustainability_eu/files/ACTOR-Guide_english.pdf

guio-Torres, d. M. (2006) Sustainability Indicators for Assessment of Urban water Systems: The need for a common ground, UNESCO-IHE Institute for Water Education, Delft, Netherlands. http://www.switchurbanwater.eu/outputs/pdfs/WP1-1_PAP_Sustainability_indicators_for_assessment_of_UWS.pdf

Jefferies, C., duffy, a. (2010) The SWITCH Transition Manual, Second Draft, University of Abertay, Dundee, UK. www.switchtraining.eu/switch-resources

lahnsteiner, J., lempert, g. (2007) Water Management in Windhoek, Namibia, Water Science & Technology Vol 55 No 1–2 pp 441–448, IWA Publishing.http://www.iwaponline.com/wst/05501/wst055010441.htm

loftus, a. C., Howe, C., anton, b., Philip, r., Morchain, d. (2011) Adapting urban water systems to climate change - A handbook for decision makers at the local level, ICLEI European Secretariat, Freiburg, Germany. www.switchtraining.eu/switch-resources

loorbach, d. (2007) Governance for sustainability, Sustainability: Science, Practice, & Policy 3(2):1-4. http://sspp.proquest.com/archives/vol3iss2/editorial.loorbach.html

lundin, M. (2003) Indicators for measuring the sustainability of urban water systems – a life cycle approach, Chalmers University of Technology, Gothenburg, Swedenhttps://www.chalmers.se/ee/SV/forskning/forskargrupper/miljosystemanalys/publikationer/esa-rapportserie-1979/esa2005/downloadFile/attachedFile_f0/ESA20031.pdf

Mitchell, V. g. (2004) Integrated Urban Water Management – A review of current Australian practice, CSIRO & AWA report CMIT-2004-075.http://www.clw.csiro.au/awcrrp/stage1files/AWCRRP_9_Final_27Apr2004.pdf




http://www.localsustainability.eu/fileadmin/template/projects/localsustainability_eu/files/ACTOR-Guide_english.pdf

http://www.localsustainability.eu/fileadmin/template/projects/localsustainability_eu/files/ACTOR-Guide_english.pdf

http://www.switchurbanwater.eu/outputs/pdfs/WP1-1_PAP_Sustainability_indicators_for_assessment_of_UWS.pdf

http://www.switchurbanwater.eu/outputs/pdfs/WP1-1_PAP_Sustainability_indicators_for_assessment_of_UWS.pdf


http://www.iwaponline.com/wst/05501/wst055010441.htm


http://sspp.proquest.com/archives/vol3iss2/editorial.loorbach.html

https://www.chalmers.se/ee/SV/forskning/forskargrupper/miljosystemanalys/publikationer/esa-rapportserie-1979/esa2005/downloadFile/attachedFile_f0/ESA20031.pdf

https://www.chalmers.se/ee/SV/forskning/forskargrupper/miljosystemanalys/publikationer/esa-rapportserie-1979/esa2005/downloadFile/attachedFile_f0/ESA20031.pdf

http://www.clw.csiro.au/awcrrp/stage1files/AWCRRP_9_Final_27Apr2004.pdf


Moriarty, P., batchelor, C., abd-alhadi, f. T., laban, P., fahmy, H. (2007) The Empowers Approach to Water Governance: Guidelines, Methods and Tools, published by INWRDAM on behalf of the EMPOWERS Partnership. http://www.project.empowers.info/page/3344

Pinkham, r. (1999) 21st Century Water Systems: Scenarios, Visions and Drivers, Rocky Mountain Institite, Snowmass, Colorado

Steinberg, f. (2003) Strategic urban planning in Latin America: experiences of building and managing the future, Institute for Housing and Urban Development Studies (IHS), Rotterdam, Netherlands. http://www.sciencedirect.com

van der Steen, P. (2011) Application of Sustainability Indicators within the framework of Strategic Planning for Integrated Urban Water Management, UNESCO-IHE Institute for Water Education, Delft, Netherlands. www.switchtraining.eu/switch-resources

van der Steen, P., Howe, C. (2009) Managing water in the city of the future; strategic planning and science, Reviews in Environmental Science and Biotechnology, Volume 8, Number 2, 115-120, DOI: 10.1007/s11157-009-9154-2.http://www.switchurbanwater.eu/outputs/pdfs/W1-1_GEN_PJ_Managing_water_in_the_city_of_the_future.pdf

van der Steen, P. et al (2007) An overview of conventional and innovative approaches for UWM in Europe and the South: including case studies and the application of Cleaner Production Principles, UNESCO-IHE Institute for Water Education, Delft, Netherlands. www.switchtraining.eu/switch-resources

van der Steen, P. (2007) Report providing an inventory of conventional and of innovative approaches for Urban Water Management, UNESCO-IHE Institute for Water Education, Delft, Netherlands. www.switchtraining.eu/switch-resources

van der Steen, P. (2008) SWITCH Approach to Strategic Planning for Integrated Urban Water Management, UNESCO-IHE Institute for Water Education, Delft, Netherlands. www.switchtraining.eu/switch-resources

http://www.project.empowers.info/page/3344

http://www.sciencedirect.com


http://www.switchurbanwater.eu/outputs/pdfs/W1-1_GEN_PJ_Managing_water_in_the_city_of_the_future.pdf

http://www.switchurbanwater.eu/outputs/pdfs/W1-1_GEN_PJ_Managing_water_in_the_city_of_the_future.pdf






notes

www.switchtraining.eu

Contact:

ICLEI European Secretariatleopoldring 379098 freiburggermanywww.iclei-europe.orgPhone: +49-761/368 92-0fax: +49-761/368 92-29email: [email protected]

Partners:

The SWITCH project aimed to achieve more sustainable urban water management in the “City of the future”. a consortium of 33 partner organisations from 15 countries worked on innovative scientific, technological and socio-economic solutions with the aim of encouraging widespread uptake around the world.

ISBN 978-3-943107-03-6 (PDF)ISBN 978-3-943107-02-9 (CD-ROM)

http://www.switchtraining.eu

http://www.iclei-europe.org

Download - Module 1 - SWITCH · PDF fileSWITCH Training Kit InTegraTed Urban WaTer ManageMenT In THe CITy of THe fUTUre Module 1 STraTegIC PlannIng Preparing for the future

Top Related