Dyson College of Arts and Sciences

across varying locales which utilized different meth- ods managing their resources. Specifically, such issues of model transfer were tied to two principal axes. e first of these, Waste Concern's development of different scale models of waste management systems, not just as they applied to Saiban, but as they might apply to mu- nicipalities of different sizes, seemed to have particular relevance to the development of resilient water supply systems. e second axis centered around the issue of private, public, and community ownership and man- agement of resources in the waste management sector, a lesson which has broad applicability for water sys- tems management as well. Building on the theme of transferability and transposability, and in particular the issues of scale models and the distinction between ownership of re- sources and the operation and management of these resources, four distinct models of managing water re- sources were identified by examining data from the waste management sector as exemplified by the Waste Concern-Saiban case. As outlined in Table 3, these four models are (1) municipal ownership/municipal management, (2) municipal ownership/community management, (3) municipal ownership/private man- agement, and (4) private ownership/private operation. In the sections below, I elaborate on these four dis- tinct models, with particular attention to the actions of the principal actors involved, the potential roles of the municipality in moving forward or restricting the development of these models, and their respective advantages, opportunities, and disadvantages. I also attempt to link the different aspects of these models to varied demands from the social, commercial, and pub- lic sectors (Greenwood et al. 2011) which may guide or hamper their operation and impact the resilience of the water systems resulting from these combinations. Municipal ownership/municipal management e first of the four ownership and operating struc- tures that emerged from examining the Waste Con- cern-Saiban case study is the municipally owned, Table 3 Water resource management models Model Characteristics Principal actors Role of municipality Role of community Role of private sector/NGOs Municipal ownership, Municipal management Water system part of existing municipal system; Cost efficiencies through economies of scale and sharing resources; Non-profit seeking model Municipality Owner and manager of water system Liaise with municipality to provide feedback, encourage improvements in operational processes None / limited Municipal ownership, Community management Community involved and empowered in managing water resources; Potential lack of technical knowledge of community members, difficulties with community management structures; Non-profit seeking model Municipality, Local community, NGOs Owner of water system, potential source of funds for community; Supports community in management of water resources Works at local level to alleviate water resource management burden for municipality; Develops partnerships with municipality and possibly other entities (e.g., NGOs) in order to receive training and resources Limited - NGOs may provide training and support to communities in order to support the water resource management activities Municipal ownership, Private management Land and infrastructure provided by municipality; Efficiencies achieved through economies of scale and sharing resources with other sites; Profit seeking model Municipality, Private sector, or NGOs Provides land and infrastructure facilities Liaise with private sector to provide feedback, encourage improvements in operational processes Provide water resources to communities on a for-profit basis, with or without municipal subsidies Private ownership, Private management Income is generated through selling water resources to community members; Efficiencies achieved through economies of scale and sharing resources with other sites; Profit seeking model Private sector or NGOs May provide or sell land and infrastructure facilities to private sector entity Liaise with private sector to provide feedback, encourage improvements in operational processes Provide water resources to communities on a for- profit basis, with or without municipal subsidies 21

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