URBAN WATER TRANSITIONS

Transcription

1 URBAN WATER TRANSITIONS Paradigms, Leapfrogging and Governance Lecturer: Dr. Niki Frantzeskaki, DRIFT, Erasmus University Rotterdam, NL

2 This lecture is based on research with Transition Management application in the city of Port Vila Vanuatu co-conducted with Dr. Michael Poustie, research with Imelda Simantzutak in the city of Jakarta and research with Eva Agana in the city ofaccra, Ghana. Photos, icons and material from these slides should not be used without gaining permission of the lecturers. Sources of additional reading: Poustie, M., Frantzeskaki, N., and Brown, R., (2016) A transition scenario for leapfrogging to a sustainable urban water future in Port Vila, Vanuatu, Technological Forecasting and Social Change, Accepted/Forthcoming Simanjuntak, I., Frantzeskaki, N., Enserink, B., and Ravesteijn, W., (2012), Evaluating Jakarta's Flood Defense Governance: the impact of political and institutional reforms, Water Policy, 14, pp

3 Critical Infrastructures in Cities Critical infrastructures include these infrastructure systems that are essential for living and operating in a city without causing social and ecological damage from the urban activities Critical infrastructures include energy infrastructure, water infrastructure and healthcare infrastructure. In recent studies on urban and large scale infrastructure, mobility infrastructures have been also considered as critical It is important to understand how these critical infrastructures can be modernised to respond to new demands and new ecological criteria Example: Fast urbanising areas require critical infrastructures not only to expand but also to modernise, to adapt to new needs.

4 Urban Water Systems: Paradigms Urban water systems are social-technological systems of critical infrastructures that incorporate the engineering sub-system (hardware), institutional sub-system (software) and actor-interactions web that connects how institutional mechanisms regulate the engineering system and how services from the engineering subsystem respond to institutional demands. Paradigm: a configuration of a social-ecological-technological system such as an urban water system that addresses specific social needs and values while allowing and reinforcing specific patterns of system s responses to internal and external stimuli. The paradigm is also communicated with specific narrative forms that reasonate how its services relate to social, ecological and technological demands and operations. Example: A city with canalised water ways that are used for mobility and are closely monitored for economic activities has institutions and engineering sub-systems that (may) neglect ecological benefits of these waterways and restrict use of water for recreation and ecological functions. In this paradigm, the surface water system is highly controlled and perceived as a threat to be eliminated. The paradigm of the canalised city or the waterways city is manifested with narrative forms of the water-city, the water-veins, and the water-safe city (see Jakarta s narratives).

5 Source: Wong and Brown 2009 The water sensitive city: principles for practice.

6 Each of these water bodies has been dealt separately, dividing water into drinking water, grey water (run-off) and brown water (wastewater). - Separation of the water cycle means that different institutions deal with different water bodies - different institutional norms and logics create controversies - difficult to manage water cycle in a holistic way - opportunities to water savings and water reuse are limited or lost due to institutional fragmentation

7 New paradigms for urban water systems Integrated urban water management Sustainable urban water management Ecologically responsible urban water management

8 Source: Poustie, 2013.

9 Source: Wong and Brown 2009 The water sensitive city: principles for practice.

10 Urban Water Systems: Shifting Paradigms or Leapfrogging Traditional Development Pathways Future Vision of Urban Water System Leapfrogging Transition Pathway Source: Poustie, Frantzeskaki and Brown, 2016.

11 Leapfrogging Leapfrogging = a pathway of actions for transfer and localisation of knowledge about technological innovations that short-cut path-dependent developmental trajectories Extensive work on leapfrogging in Chinese cities and their mobility and urban water systems to investigate technological and institutional conditions (source: Binz et al 2012).

12 Leapfrogging: How? By whom? Process of leapfrogging can be stimulated by Transition Management approach that creates spaces for localisation and translation of foreign technological systems to local needs and contexts case of Port Vila Process of leapfrogging needs to consider institutional factors and institutional capacity to take up new lessons and new approaches (paradigms) for the urban water system case of Jakarta

13 Types of Interventions searched and co-created with Transition Management Loorbach Frantzeskaki et al 2012

14 Transition Team Transition Arena Transition Experiments Transition Networks Preparation Exploration Problem structuring & Envisioning Backcasting & Agenda Building Experimentation & Implementation Partnerships & Broadening MUSIC Project Guidance Manual Download:

15 Lecture 3 Transition Management in Aberdeen city, United Kingdom Insights on how to open-up sustainability dialogues Lecture 4 Transition Management in Rotterdam city, the Netherlands Insights on co-creating a densification strategy in tune with sustainability goals Lecture 5 Transition Management in Port Villa city, Vanuatu Pathways for urban sustainability and urban water management in South Pacific s capital Lecture 6 Transition Management in La Botija region, Honduras A regional application of Transition Management Lecture 7 Transition Management in Carnisse neighborhood in Rotterdam, The Netherlands How to create social capital and empowerment for sustainability transitions in neighboorhood scale

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17 VANUATU Transition Management Process 1 2 Challenges and Principles Vision Shared perspective on Port Vila s current system challenges Principles for a city with Sustainable Urban Water Management Develop vision(s) (visual and narrative) of a Sustainable Urban Water Management Develop aspirations (strategic objectives) to measure when a guiding principle is met 3 Transition Pathways Develop different strategic transition pathways (sets of strategies) Identify and strengthen suitable institutional and 4 Institutional and governance frameworks Governance 17

18 Step 2: formulating a transition challenge analysing system problem analysis projected on to future translating problem into challenges & opportunities from. (problem) to (desirable) list of things that need to be transitioned Domains of Change

19 pressure from tourism industry urbanisation & unplanned settlements aged and insufficient infastructure non-maintained infastructure 19

20 Step 2: formulating a transition challenge 20

21 Leapfrogging and Institutional Innovations Institutional structures Processes of legitimization Actors and actor-interactions

22 Jakarta City: Fast urbanisation & persistent climate pressures 22

23 Institutional change ( ) Decision Making Process Phase Implementation Phase Decision Making Process resulted in Master Plans I, II, and III for flood control and drainage in Jakarta New decision making processes Decision to implement Eastern flood canal. MoU was signed between central and province government (2002) The kicked off of the Eastern Flood Canal Construction (2003) today Centralized Public Administrative System Decentralized Public Administrative System Flood Defense infrastructure under decision: Eastern Flood Canal 3 Master Plans: revisions and adaptations of main design Interplay between national and provincial authorities 23

24 Institutional Setting of Metropolitan Jakarta - Decentralization after democratization - Decentralization signaled the allocation of power from the Ministry of Public Works to Provincial Authorities - Provinces are responsible for: flood control management addressing flood damages river basin management for river basins that lie within their territorial boundaries Public Work Agency of the Province has the authority to give permission or approval for the infrastructure development plan 24

25 Decisive causes for the implementation delay of the Eastern Flood Canal, Jakarta, Indonesia: Why leapfrogging took so long? Absence of critical actors in the policy process Critical actors absent in DM process: the Spatial Planning Agency, the Ministry of Finance, and the Municipalities. These actors have critical resources and their support is very important to assure the success of the EFC Implementation. - The land owners tried to block the government s decision by holding their land. Since the land owners know that the EFC cannot be implemented without the availability of land, they use this condition to secure their interest by requesting very high compensation from the government - The plan to implement the EFC had been decided upon in However, this plan had not been communicated well and integrated into the spatial planning of Jakarta. Consequently, areas or lands that should have been designated to the construction of the EFC changed and became settlements and industrial areas 25

26 Actor Analysis Absence of critical actors in the policy process Classification of Actors Centralization Period Decentralization Period Critical Actor Non Critical Actors Ministry of Public Works Ministry of Finance Donor Community Province Government Municipality Government Land Owner Citizens NGOs Media Provincial Authorities Ministry of Public Works Ministry of Finance Municipality Government Land Owner Media Citizen Parliament NGOs

27 Actual implementation was feasible only when political and institutional developments coupled Drawing on Kingdon s model, we conclude that in the preceding years a political window opened as consensus was gained after the institutional and political changes in Indonesia and the political stream had coupled with the policy stream. The flood event in 2002 was the catalyst that opened a policy window, where problems, solutions and politics met The 2003 flood events were the catalyst creating the urgency to open a policy window and the entrepreneurs were supported by the new freedom of press which allowed for criticism and public discussion of the problems, possible remedies and their consequences. 27

28 Solution Stream Series decision making processes from which result several master plan, in this period, incremental solution was adopted Problem Stream Regular severe flood events (1970,1979, 1996, 2002, 2007) combine with annual flood events 2003 The decision to implement of Eastern Flood Canal Political stream Fall of Suharto, transition from centralized to become more decentralized, democracy, freedom of press, direct election on 2004 Role of policy entrepreneurs: Coupling of Issues within policy windows Source: Simanjuntak, I., Frantzeskaki, N., Enserink, B., and Ravesteijn, W., (2012), Evaluating Jakarta's Flood Defense Governance: the impact of political and institutional reforms, Water Policy, 14, pp

29 Drivers of Sustainability Transitions in Jakarta s urban water system Innovation and Experimentation Open the dialogue between developers, citizens and environmental groups Canalisation as an innovation to non-existing practices Shocks and Disturbances Multiple disturbances (social, political, ecological) Realisations of deep pathologies and persistence Mobilised change agents seeking momentum Civil society Media

30 Tamale, Ghana Eva Agana Mham and Niki Frantzeskaki, forthcoming

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33 2 defunct facilities provided with support of NGOs and CBOs. Source: field data, 2013

34 Transformative Agency Development Regime structuring and decline Niche creation and landscape impetus to change Diversity of Niches Multiple Niches Dispersion and Building CSOs networks to pool expertise and knowledge Multiplying of CSOs, creating of critical mass of CSOs networks Establishment of nodeorganisations with coordinating role between different CSO networks (emerging structure)

35 Source: Mham, 2013

36 Drivers of Sustainability Transitions in Ghana s urban water systems Innovation and Experimentation Innovation comes from civil society Experimentation with bottom-up institutions and the settlement of them Shocks and Disturbances Multiple disturbances (social, political, ecological) Realisations that donated infrastructure needs supportive institutions to be utilized Mobilised change agents seeking momentum World Bank creates momentum NGOs & CSOs seize momentum

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