Desalinated drinking-water provision in water-stressed regions: challenges of consumer-perception and environmental impact lessons from Antofagasta, Chile
Šteflová, M.; Koop, S. H. A.; Fragkou, M. C.; Mees, H.
(2022) International Journal of Water Resources Development, volume 38, issue 5, pp. 742 - 765
(Article)
Abstract
Desalination is increasingly popular for ensuring potable water. Using the City Blueprint Approach methodology in Antofagasta, Chile, we identify the barriers, opportunities and transferable lessons that can enhance governance capacity towards the successful implementation of desalination. Antofagasta’s desalinization programme is associated with negative water-quality perceptions, environmental impacts and high energy
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demands. Additionally, the supply has a moderate impeding influence on water-use efficiency efforts. Consequently, we draft a priority ladder for water provision in water-scarce regions to: ensure access; reduce consumption; apply reuse; and explore renewable water resources – and if a combination of previous steps is insufficient, desalination may be applied to meet water supply shortages.
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Keywords: Chile, Desalinization, consumer perception, water conservation, water management, water scarcity, Taverne, Development, Water Science and Technology
ISSN: 0790-0627
Publisher: Routledge
Note: Funding Information: Agents of change refers to the motivation of people in any position (of power or non-power) and the support given to their efforts to change currents approaches. Our results depict that there are numerous opportunities for funding and support for both public and private initiatives of entrepreneurial activities (indicator 6.1: NE004, NE006 and NE015). The water utility Aguas Antofagasta offers problem-solving programmes for university students (NE003). The Espacio Atacama local co-work, run by the My North Foundation (Fundacion Mi Norte), offers an ‘incubator’ system for small and medium-sized enterprises (NE006). The municipality offers community development programmes to guide incentives (NE012). The National Fund for Regional Development (CORFO) offers financial support for entrepreneurial incentives. Despite all the above, practically no entrepreneurial activity is present within the water sector (NE003, NE007, NE017 and NE019). The only active initiative known is Aquaservax (supported by Antofaemprende), which offers consumption-reduction devices for domestic use (NE019). As a cause, some perceive the opportunities as weak, short term or lacking technical support (NE006, NE014 and NE019). Others mention normative barriers or economies of scale as barrier for smaller businesses (NE017). The extent to which stakeholders are able to build trust-collaborations and connect business (indicator 6.2) is scored as indifferent. Worktables and committees conducted between diverse actors provide frequent opportunities for interaction (NE013 and NE014) and there is adequate trust and disposition for collaboration between the main stakeholders (NE004 and NE016). An example is the incentive CREO, which aims to construct participatory long-term strategic city planning (NE016). Nonetheless, some identify a lack of a common goal for the actors of the water sector (NE004). Finally, the extent to which actors are able to effectively push forwards long-term strategies (indicator 6.3) is also scored indifferent. Within the public sector the Superintendent of Sanitary Services formulates ‘development plans’ with outlook for 15 years and the first five years being binding (NE016). The DGA develops the Strategic Plan for the Management of Hydraulic Resources (NE012). However, the projections of these efforts are perceived as insufficient considering the complexity of the local environment (NE010). There is a sense of regional resentment towards the central government, a feeling that the region’s resources are being exploited for short-term national economic wealth (NE010 and NE012). A long-term unified strategy or vision for sustainable water management does not exist (NE004 and NE010), and overall application of strategic planning is sectorial and fragmented (NE016). Publisher Copyright: © 2021 Informa UK Limited, trading as Taylor & Francis Group.
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