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publication by FAO, IWMI, IUCN and Imperial College capitalises on the experiences
and insights gained so far with this new approach by these organisations. From this, a
generic process for stakeholder-oriented water valuation is emerging to more firmly link
water valuation to stakeholder processes. This stakeholder-oriented valuation process is
based on the IWRM process as conceptualised by GWP (2004), but focusing specifically
on the implications of linking valuation to stakeholders as part of water management
processes. Essentially, the process consists of seven elements that are linked to one
another as a logical sequence of activities:
1.
Identify the main triggers for the process, problems to be addressed and stakeholders
involved
2.
Identify and structure the objectives that are at stake, covering each involved
stakeholder, to ensure that the full range of values is considered
3.
Value the existing situation, using indicators that are linked to the identified objectives
4.
Identify possible measures that can help improve the situation, including economic
instruments
5.
Assess the expected impacts of possible measures, covering the full range of identified
objectives
6.
Evaluate, refine and choose a set of measures / economic arrangements to implement
7.
Implement, monitor and evaluate the impacts of the implemented (economic)
arrangements.
The structure of the seven elements outlined above suggests a linear process, but
often reality is different; this is the case for IWRM processes generally (GWP, 2004) and
also for stakeholder-oriented valuation. Water management processes may move from
problem to solutions, from solutions to other solutions or even from one problem to the
next. Also, the group of stakeholders involved is likely to change over the course of the
process, as some stakeholders may disengage themselves and new stakeholders may enter
the process in a later stage, changing the range and priority of the values, problems and
solutions that are considered in the process. Whatever the exact sequence of activities in a
stakeholder process, the role of stakeholder-oriented water valuation should be to support
stakeholders by explicating the problems and the values involved, sharing the different
perspectives and positions, and through this process, identifying solutions that can form
an agreeable basis for action. The seven elements outlined above are considered essential
for a sound stakeholder-oriented valuation process, be it as a direct sequence or in a more
haphazard way.
Illustrating the stakeholder-oriented valuation process for the case of New York
City
The use of the stakeholder-oriented valuation process is illustrated for one of the
cases discussed before: the New York City Watershed Agreement. Table 1 shows how
the process in the NYC watershed can be described in terms of the procedure for
stakeholder-oriented water valuation. It illustrates that the seven elements in the
stakeholder-oriented water valuation process should be used in an iterative way and that
sometimes certain steps need to be repeated whereas others can be skipped.
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