EWSC Framework
The EWSC Framework organises the breadth of possible actions into nine action areas in an accessible way. Actions can span across the building blocks of the EWSC model - values, assets and stewardship at different levels of system complexity - from individual, and network to system.
Assets, values, and stewardship serve as the foundational elements/ are the building blocks for water smart communities, and simultaneously, they represent the domains where innovation can occur. Any innovative actions within these three areas, whether individually or combined, can move us closer to making water smart communities possible.
The EWSC Framework can be used as a tool to map and prioritise actions and identify opportunities for collaboration with others in complimentary areas.
Text introducing how to navigate EWSC Framework map: Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur.
System level agreementsEnabling whole life stewardship through funding , finance wages to policy/ legislation regulation empower stewardships organisations to from and act.
Whole systemRegional/national actions: the role of regulation, governance, design standards and asset management approaches to support water smart innovation.
Enabling the shared value caseSystems and processes for capturing, pooling and distributing shared outcomes and value arising from individual or collective action across multiple systems.
Singular asset/siteActions towards delivery of water smart assets that can be shaped directly through the site or community scale development.
Individual actorsConsidering Core duties (Must do, Should do, Could do, Can't do etc) Personal or organisational value case made and value captured.
Collective stewardship modelsMultiple actors aligning to form new entities with new forms of agreement for sharing ownership/ management linked to shared risks and value.
Multiple assets/networked Considering dependency with asset networks beyond the site. Considering partnership action to increase integration actoss water smart systems.
Aligning a network of actorsValues shared between individuals/ organisations. Wider benefits beyond core duties captured. Organisations align around shared values.
Whole life cycle rolesFocusing on building resilient whole-life model with each actor's stewardship responsibilites aligned to their duties, values, capacity and capability.
Individual
Adapting thought and action within an existing delivery environment via individual action or singular function.
Network
Creating new categories and models to think within a wider infrastructural and societal network.
System transition
Action and impact towards EWSC
Enabling action new models at system level (eg. cities, cultures, financing regulation, policy)
System
Resilient
Stewardship
Models of accountability and lock-in for resilient governance and whole-life ownership operation
Whole life cycle roles
Individual
Focusing on building resilient whole-life model with each actor’s stewardship responsibilities aligned to their duties , values, capacity and capability.
-
Individual ‘Must do’ obligations for resilient, long-term stewardship of water cycle assets should be clearly defined, formalised and enabled by the wider system.
The critical nature of water systems means that duties, risks and liabilities must be carefully aligned to stewardship capability and capacity.
Factors such as value(s), mandate and ownership structure (eg public/ private/ community-led) significantly influence the roles actors are likely to/able to take on.
Water and housing sectors could continue to broaden definitions of stewardship including intergenerational outcomes and stewardship of the water commons.
Other sectors (eg NHS, Universities, Local Government) are exploring stewardship through their role as local anchor institutions - providing a good model for the water sector.
As part of their ‘anchor’ role, utility companies should consider increased independent representation on boards and creation of citizen organisations within utilities to inform policies, strategy and increase accountability.
Collective stewardship models
Network
Multiple actors aligning to form new entities with new forms of agreement for sharing ownership/ management linked to shared risks and value.
-
Enabling and scaling local actions requires wider network and system support.
Whole-life stewardship models need to be supported by clear institutional support for collaborative long-term planning.
Being clear about roles, expectations and what drives individual action within the wider system is essential for resilient governance and stewardship, especially when working in collaboration/partnership.
Innovative stewardship models such as community-owned trusts are emerging from the housing and energy sectors and could be extended to water sector assets.
Place-based partnerships, such as local anchor institution networks or catchment partnerships, are often voluntary and unable to take on formal asset stewardship roles.
New financial and legal instruments and enabling platforms can amplify local initiatives and extend potential stewardship activities. These would typically be aligned at city/local government scale but could also consider catchment-scale mechanisms.
System-level agreement
System
Enabling whole life stewardship through funding , finance wages to policy/ legislation regulation empower stewardships organisations to from and act.
-
System-wide legal and regulatory instruments are likely to be needed to enable and underpin resilient stewardship models.
Regulatory frameworks could shape private company behaviour in a way that enables the greater building of community wealth and delivery of social and environmental value.
Impact can be scaled by developing a more overt, targeted and regulated anchor ‘mission’ for water companies. Similar approaches may be considered for other key actors, including large developers that may form part of anchor institution networks.
Delivery of EWSC at scale can be enabled by new multi-value system level agreements, structured economic instruments and frameworks for stewardship of common goods and creation of public value.
Mechanisms such as Common Asset Trusts arrange the legal ownership of asset portfolios among multiple stakeholders (typically at city/local government scale). This enables peer-governed funding and revenue model with collective accountability for outcomes.
Integrated
Assets
Outcomes-led planning, design and delivery of water smart assets cross multiple linked systems.
Singular asset/ site
Individual
Actions towards delivery of water smart assets hat can be shaped directly through the site or community scale development.
-
Description text goes here
Multiple assets/ networked
Network
Considering dependency with assets networks beyond the site. Considering partnership action to increase integration across water smart system.
-
Description text goes here
Whole system
System
Regional/ national actions: the role of regulation, governance, design standards and asset management approaches to support water smart innovation.
-
Description text goes here
Outcomes-led
Value
Impact on the creation of value, and on the actors involved in value creating processes.
Individual actors
Aligning a network of actors
Individual
Considering Core duties ( Must do, Should do, Could do, Can’t do etc) Personal or organisational value case made and value captured.
Network
Values shared between individuals/ organisations. Wider benefits beyond core duties captured.Organisations and align around shared values.
-
Clarity on roles, expectations and what drives individual action is essential for EWSC. The ecosystem of actors involved is complex, but the number of actors with a direct role in stewardship of water assets is limited.
The primary driver for action - for an individual or an organisation - is discharge of their core 'must do' obligations.
'Can’t do’ actions prevent actors expanding their responsibilities and can lead to misunderstanding amongst stakeholders.
Essential value is created through core activities such as water supply and sanitation. This can should not be underestimated.
For individuals and organisations core obligations can be delivered in a way that maximises wider value and outcomes.
Water demand is linked to essential activities such as drinking, bathing, toilet flushing and clothes washing. Value(s) and behaviours have a strong influence over water use.
Many frameworks have emerged to explore holistic outcomes and value(s) - often these remain ‘should do’ or could do’ actions.
In practice a strong ‘individual’ value case is essential to secure action beyond core duties
Monetary value is a primary consideration in most value cases, however non- monetary value may increasingly inform action and investment.
System
Systems and processes for capturing, pooling and distributing shared outcomes and value arising from individual or collective action across multiple systems.
-
Unlocking more holistic value cases for individual organisations is driving increased system integration and partnership working.
Alignment and agreement on value(s) and clear targets is fundamental to securing buy-in fostering collective actions, and leveraging co-investment opportunities
Representation of water systems needs to be strengthened within value(s) frameworks, partnership visions and cultural narratives.
The shared value case may need to be made at a civic or catchment scale and may span multiple sites and/or multiple housing and water assets across networks/portfolios.
Anchor institution networks formed around a shared mission could act as place-based catalysts and convenors, with water companies playing a central role.
Partnerships based only on ‘should do’ or voluntary activities have less agency, accountability and resilience.
Processes that enable individuals and communities to shape outcomes and experience value will catalyse local capacity, capabilities and widen impact
Enabling the shared value case
-
Pricing, incentives and ‘nudges’ can shape action, but some outcomes might be best achieved by changing ‘should do’ actions to ‘must do’ and reviewing ‘can’t do’ boundaries.
New models of shared value creation and exchange are required to enable place-based outcomes, capture ‘total’ system value, avoid double-counting and ensure accountability.
Mechanisms such as multi-value flow models enable inter-connected outcomes for a wide range of beneficiaries and risk holders, with comprehensive bundles of long-term benefits captured across the actors involved.