Urban NEXUS. Integrated Resource Management in Asian Cities: The Urban Nexus Ulanbataar, 5 7 th November, 2014

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1 Urban NEXUS Operationalizing the Urban NEXUS in cities and metropolitan regions for resource efficient, effective, customizable and resilient urban projects and investments Integrated Resource Management in Asian Cities: The Urban Nexus Ulanbataar, 5 7 th November, 2014

2 Operationalization of Nexus Approaches in Metropolitan Regions Objectives of the Project: To develop and conceptualize Nexus approach for cities and metropolitan regions making them resource efficient To assess existing cases and practices To operationalize such an approach including lessons from pilot projects Project structure and workstreams: Working Area1: Comprehensive conceptual baseline study Working Area 2: Case studies and empirical examples Working Area 3: Pilot project activities in cities Project Duration: November, 2013 to July, 2014 Donor: GIZ

3 WA 1: Conceptual Study on Operationalizing the Urban NEXUS Cities bustling hubs of resource flows, consumption and production, which makes them the nexus where crucial economic, social, political and ecological resource systems interlink and compete. New integrated/crosssectoral approaches are needed to successfully manage the complexities of this urban nexus Increasing Demand for Better Quality of Urban Spaces Increasing Demand for More Urban Space Increasing Cost of Urban Production & Lifestyle URBAN NEXUS APPROACH Increasing Urban Risk & Vulnerability Declining Fiscal Support for Urban Development

4 Definition of Urban Nexus The Urban NEXUS is an approach to the design of sustainable urban development solutions. The approach guides stakeholders to identify and pursue possible synergies between sectors, jurisdictions, and technical domains, so as to increase institutional performance, optimize resource management and service quality. It counters traditional sectoral thinking, trade offs, and divided responsibilities that often result in poorly coordinated investments, increased costs, and underutilized infrastructures and facilities. The ultimate goal is to accelerate access to services,and to increase service quality and the quality of life within our planetary boundaries.

5 The Urban NEXUS Approach focuses on identifying and developing prospects for achieving multiple urban policy objectives through single investments, projects or programs

Urban NEXUS Development Cycle: process for translating

projects, systems, and places It builds on practices

urban development approaches, with the particular

cross sectoral collaboration, and innovative

6 Urban NEXUS Development Cycle: process for translating integrated planning objectives into policies, projects, systems, and places It builds on practices and concepts of integrated planning and integrated urban development approaches, with the particular focus on optimizing resource use and re use through cross sectoral collaboration, and innovative institutional integration and design processes. The Urban Nexus Development Cycle

7 WA 2: Case studies and empirical examples Identified examples of good Urban NEXUS practices, drew lessons from these in a series of case studies, to help in the development of a transferrable methodology Compilation of 37 examples of Urban NEXUS programs/project s from around the world 8in depthurban NEXUS Case Studies Global distribution of Complied Case Studies

8 Case studies and empirical examples Sectoral combinations Waste to energy (increasingly common practice) Eco districts Eco sanitation (waste energy food e.g. El Alto, Sulabh International) W E F: Water energy land efficiency in agriculture (UPA) (e.g. Amman, Nashik) Water energy, e.g. district heating/cooling (e.g. Toronto) More innovative/rare: Biodiversity waste energy (e.g. ethekwini / Durban Cross sectoral approaches to integrating informal/marginalized settlements (e.g. Favela Bairro, IUP, Manila) Waste social inclusion, e.g. through urban mobility (Green Exchange in Curitiba, Mercado del Trueque, Mexico City) Funding, implementation, and partnership models No single formula for success, various models used: Public private partnerships Multi/bi lateral development aid projects Non profits / CBOs Local government services / utilities Bi lateral (national government) collaborations

support from Nashik Municipal Corporation Famous for its grape production and is known as the

9 WA 3: Pilot Projects Pilot Project I: Demonstrating the Urban NEXUS approach to optimize water, energy and land resources in peri urban agriculture in Nashik, India Project implemented with support from Nashik Municipal Corporation Famous for its grape production and is known as the Grape city or Wine capital of India. Also known as backyard of Mumbai due to its vegetable and fruit production

10 Nashik: Growth Trajectory & Resource Constraints Non revenue water (NRW) is very high and needs urgent attention!!! High paced urbanization, industrialization and fast deforestation: Less area for cultivation Population projected to cross 3 million in 2026 and 5 million in 2014!!! Groundwater level is decreasing at the rate of 1-3 m in every 5 years!!! Groundwater pumping for agricultural purposes is very energy intensive!! With the increasing population there is increased demand for drinking water supply!! Area increased by 22 times in 100 years and population by 30 times!!! Considering the agricultural importance of Nashik, it was proposed to bring the fallow/scrub land into urban and peri urban agriculture practices which will reduce energy and water demand

11 Sectoral and Institutional Linkages in Nashik: Inter sectoral linkages: Integration of separately designed and managed systems in Nashik: Water, Agriculture (Food) and Energy Institutional and Multi level linkages: biggest challenge; At least 10 separate departments responsible for water, energy and agriculture in Nashik The major short comings in bringing institutional and multi level linkages included: Composition of institutions Limited mandate of existing institutions Decision making process Bureaucratic and political interference Weak enforcement capacity No inter departmental/institutional communication Perfect example of institutional and managerial silos!!!

Distribution Company Limited (District level) KK Wagh College of Agricultural Engineering and Technology (Academic) Agriculture Produce Market

12 Pilot activities in Nashik included: Formation of a Stakeholder Group Water Supply and Sewerage; Environment; Town Planning Dept. NMC (City level), Irrigation Department (District and State level), State Agriculture Department (State level), Maharashtra State Electricity Distribution Company Limited (District level) KK Wagh College of Agricultural Engineering and Technology (Academic) Agriculture Produce Market Committee (District level) Maharashtra Engineering Research Institute (Research ) Maharashtra Environmental Engineering Training and Research Academy (City level)

13 Pilot Interventions included: 1. Agriculture Pump Set Efficiency Performance Evaluation 2. Mapping biogas potential in the pilot area 3. Creating potential groundwater recharging system 4. Promoting agro education in schools Food Water Energy

14 FOOD Agricultural Pump Set Efficiency Performance Evaluation Livestock manure management; biofertilizer Reduced energy consumption CLIMATE CHANGE ENERGY Mapping Biogas Potential in the Pilot Area WATER Groundwater Recharging

more efficient, right sized pumps and lowfriction valves and piping Promoting the revival of non functional biogas plants helped

15 Outcomes of Pilot activities in Nashik: Improved inter departmental coordination Multi level governance through the involvement of stakeholders from the District and the State level Improved energy efficiency by the replacement of inefficient pump sets with more efficient, right sized pumps and lowfriction valves and piping Promoting the revival of non functional biogas plants helped in improved resource efficiency Conservation of natural resources through groundwater recharging of the hard rock aquifers in the city

Awareness raising through students from municipal

applications of resource efficiency and organic

farmers helped in sensitizing them to the

ownership of the project was achieved through a

16 Awareness raising through students from municipal schools helped in exposing students to practical applications of resource efficiency and organic farming Training and capacity building of local farmers helped in sensitizing them to the utilization of energy efficient pumps Community ownership of the project was achieved through a tripartite agreement between the farmers, the NMC and ICLEI South Asia

17 Lessons Learnt in Nashik: Bringing together multiple levels of governance requires considerable time Limited time and human resources can shape an Urban NEXUS outcome Creating openness to the Urban NEXUS approach is crucial Building trust with communities is a make or break factor Political will and commitment ensure that an Urban NEXUS project will take flight Building awareness is a continuous process

18 Pilot Project II: Demonstrating the Urban NEXUS approach to link water, energy and food resources in schools in Dar es Salaam, Tanzania Dar es Salaam (literally "The harbor of peace") is Tanzania s largest city and a regionally important economic centre Project implemented with support from Kinondoni Municipality Risks & Vulnerabilities faced by Dar es Salaam Only 8% of houses have direct water connection!!! Sanitation and waste a major issue!! One third of national population is undernourished!! Back log of municipal services (e.g. transport, water, drainage and waste management Schools lack sufficient drinking water!!! Energy supply is intermittent!!! Primarily dependent on wood and charcoal for fuel!!!

Private sector organizations, University professors and NGOs 2 neighboring primary schools as demonstration

19 Pilot activities in Dar es Salaam included: Formation of stakeholder group Community members were represented by the school headmasters, faculty and religious leaders. Private sector organizations, University professors and NGOs 2 neighboring primary schools as demonstration sites for educating community as well as local government actors. Physical Interventions: Rainwater harvesting, vertical food gardens, energy efficiency (cooking)

20 Benefits of working in schools, e.g.: Various municipal departments are implicated Improving physical learning environment for students Educating wider community through children

Outcomes of Pilot activities in Dar es Salaam: Municipal capacity strengthening, awareness and

the schools like rainwater harvesting, improved fuel wood cook stove replacing an open cast fire

utilization for cooking food School learning and education was facilitated via a school project

21 Outcomes of Pilot activities in Dar es Salaam: Municipal capacity strengthening, awareness and involvement in the new Urban NEXUS approach was achieved Physical infrastructure improvements at the schools like rainwater harvesting, improved fuel wood cook stove replacing an open cast fire and improved floor surfaces Physical savings of resources included a reduction in fuel wood utilization for cooking food School learning and education was facilitated via a school project that investigated the understanding of where resources come from A broad impact on the community was observed

Lessons Learnt in Dar es Salaam: Need lengthier planning and design time NEXUS requires a unique institutional set up and an understanding of the

Showcasing on the ground experiences, such as school projects, demonstrates how sectors can work together Design simple but innovative tools to

22 Lessons Learnt in Dar es Salaam: Need lengthier planning and design time NEXUS requires a unique institutional set up and an understanding of the complex linkages between the metropolitan and municipal bodies. Showcasing on the ground experiences, such as school projects, demonstrates how sectors can work together Design simple but innovative tools to communicate with the community Commitment of local authorities in such an exercise is crucial Urban NEXUS approach amounts to a socialinstitutional learning process Political champions are critical for success Small projects can spark big change!!!

23 General Conclusions Working Area 1: provides a first methodological approach to operationalizing, putting into method lessons from the existing examples to accelerate the process, replicate, up scale, and capacitate institutional collaboration and communication. Identified case examples (Working Area 2) showed that the Urban NEXUS is possible and exists in practice, but a transferrable methodology needs to be developed. The pilot projects (Working Area 3) showed the great potential of cross sectoral projects as catalysts for institutional nexus, generating unprecedented communication and collaboration across departments and levels of government

24 Institutional Implications Initial institutional arrangements for introducing Urban NEXUS approaches Urban NEXUS Task Forces/ Stakeholder Groups in local governments, e.g. around projects, to kick off, strengthen and sustain crossdepartmental collaboration, and to give a taste of breaking the silos Local ownership and champions are crucial, but during pilot projects ways must be sought to institutionalize multi stakeholder collaboration in the longer term Building institutional capacity Consider existing institutions to capacitate for assuming new mandate to implement Urban Nexus agenda Ultimately, the best cases highlight the role of new inter sectoral institutions, operating at local or metropolitan scale, whose primary function is the identification, design and development of Urban NEXUS solution!!

25 Recommendations: Local & Regional Decisionmakers Bring all stakeholders around the same table by creating Urban NEXUS Task Forces. Simple way to give stakeholders a taste of breaking the silos. Institutionalize multi stakeholder collaboration during (pilot) projects, to guarantee longer term cooperation and sustainable outcomes. Customize institutional arrangements based on the unique local and subnational governance context, available capacities, and the needs identified through projects. Identify hotspots where this approach would have the most multiplier or ripple effects to maximize the reach and benefit of the initiative. Use and build on existing institutional capacity.

Integrate Urban NEXUS thinking into all decision making

26 Integrate Urban NEXUS thinking into all decision making and management procedures. Utilize public procurement and tendering processes to boost innovation and facilitate the uptake of Urban NEXUS solutions. Build Urban NEXUS thinking and behaviors through working with educational institutions, universities, research and training providers.

27 Recommendations: National Decision makers Encourage all governmental authorities and stakeholders at all levels to be part of Urban NEXUS solutions, which should re connect scales and optimize complex cross boundary resource flows (e.g. river basin management). Promote supportive framework conditions for Urban NEXUS solutions at all levels. Urban NEXUS projects regardless of their size and scope are embedded in regulatory and administrative frameworks. For example, national silos in regulation, public procurement, budgeting and accounting processes, etc., can hinder innovative integrated approaches and cross departmental cooperation at the local level. Adjust financial instruments to support and incentivize Urban NEXUS approaches, by e.g. linking national development funds or infrastructure financing to reward projects that show an Urban NEXUS approach.

28 Use cities and metropolitan regions as laboratories for policy invention, and look out for innovative local initiatives, policies and practices that provide lessons of national relevance. Support networks for scientific research and development as well as the exchange of Urban NEXUS practices, dialogue between researchers and CBOs and city practitioners, city to city peer learning programs, as well as dialogue with national authorities.

Thank you! For more information about the GIZ ICLEI Urban NEXUS project: www.iclei org/urbannnexus Contact: Emani.kumar@iclei.

29 Thank you! For more information about the GIZ ICLEI Urban NEXUS project: org/urbannnexus Contact: Executive Director, ICLEI South Asia We thank our partners in the Urban NEXUS project: Pilot project partners: Kinondoni Municipal Council, Dar es Salaam, Tanzania Nashik Municipal Corporation, Nashik, India. ICLEI offices: ICLEI World Secretariat, ICLEI Africa, and ICLEI South Asia.

Operationalization of Urban Nexus Approaches in City of Nashik, India

Operationalization of Urban Nexus Approaches in City of Nashik, India Emani Kumar Deputy Secretary General, ICLEI Executive Director, ICLEI South Asia Urban Nexus City: Nashik Situated on the Northwest