1. A circular business model case study: The Israeli Water System
Jeff Dodick
Ben Gurion University of the Negev
Yamit Naftali and Steven Zecher
Jerusalem Institute of Policy Research
Innovation to overcome limited resources: How Israel uses and reuses water assets
This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No

2. Contents 1 2 3 4 5 6 Overview Journey Business context Business models
Barriers and Enablers 5
Breakthroughs 6

3. The Israeli Water System
Overview

4. The Israeli Water system - size and value
Integrated value chain consuming about 2.1 billion cubic meters valued at an estimated 4.5 billion Euros annually.
Desalination production estimated at 801 million cubic meters with a market value of about 1.6 billion Euros annually.
Recycled water estimated at 428 million cubic meters valued at 898 million Euros annually.
Lost water in the system estimated at 168 million cubic meters with a value of 352 million Euros.
300 suppliers in the water eco-system (infrastructure / technology)
The Israeli Water system - size and value
Integrated value chain.
300 suppliers in the water system (120 are start ups).
Based on 2017 prices , 3.5 Sheq per Dollar, .81 EURO per Dollar
Water in other products for local consumption or export estimated at about 1.7 billion cubic meters with an estimated value of 3.48 billion Euros annually.

5. What are the stages in the water system value chain?
Natural sources, which include rainfall, snowmelt, rivers, aquifers, lakes, and the sea (via desalination).
Aquifers act as a holding area, naturally cleaning the water through filtration. From each of the primary sources, water flows into reservoirs, which are natural or man-made surface facilities.
After the water is collected, it must be collected, prepared, and transported to municipal or other regional water district facilities.
Water is then used by consumers, municipal, industry, and agriculture.
The cycle continues with the recovery, treatment of wastewater and residual waste streams from all users. Recycling includes the reuse of a portion of the cleaned or treated water for agriculture, municipal uses, gardens, and even direct human consumption.
Natural sources
Collection, storage
Users
Recovery and cleaning
Conveyance and distribution
\\\\\\\\\\\\\\\\\\\\\\ 1 5 2 4 3
Circular value chain configured from the actual water cycle with the addition of man-made elements.
We are trying to save the water itself.
System boundary

6. The Israeli Water System
Sources
Collection and Storage
Conveyance and Distribution
Uses
Recovery and cleaning
The Israeli Water System 1 5 2
Do more with less.
Mekorot, Israel's' national water company, has always considered the development of the Israel, and the strengthening of the settlements and the economic, political and security situation in the State of Israel. This is fulfilled by the continuous spearheading of the development of the water industry and providing optimal, reliable and quality solutions, from a national perspective, for future generations. In the spirit of this vision, Mekorot is committed, at all times, to expanding its unique knowledge and capabilities with a view to developing and preserving the water resources, leveraging technological innovation worldwide and providing a solution for any problem, at any time and under any circumstances, while ensuring professionalism, efficiency, dedication and continually striving for excellence.
Goal: Reliable secure, sustainable water.
Translation: Do more with less. 4
“Reliable, secure, sustainable water” 3

7. The Israeli water system
Nat. Sources
Collection and Storage
Conveyance and Distribution
Uses
Recovery and cleaning
The Israeli water system 1 5
… development of the water industry and providing optimal, reliable and quality solutions… Mekorot is committed to expanding its unique knowledge and capabilities… preserving the water resources, leveraging technological innovation worldwide 2
Mekorot, Israel's' national water company, has always considered the development of the Israel, and the strengthening of the settlements and the economic, political and security situation in the State of Israel. This is fulfilled by the continuous spearheading of the development of the water industry and providing optimal, reliable and quality solutions, from a national perspective, for future generations. In the spirit of this vision, Mekorot is committed, at all times, to expanding its unique knowledge and capabilities with a view to developing and preserving the water resources, leveraging technological innovation worldwide and providing a solution for any problem, at any time and under any circumstances, while ensuring professionalism, efficiency, dedication and continually striving for excellence. 4 3

8. The Journey
Overview

9. Journey - timeline 1937 – National Water company created
– Water Law establishes public water rights and mandatory measurement
1965 – Netafim launches drip irrigation production
1969 – Shafdan wastewater treatment plan completed
1975 – National Sewage Treatment Plan
1988 – Water master plan
1995 Agreement with Jordan on water sharing
2002 – Approval for Ashkelon desalination plant
2006 – Campaign and tariff increase; water/ sewage privatization
2009 – Water management, tariff reforms
2013 – Drinking water regulations

10. Result: Major Drop in Domestic Water Use

11. Result: Major Drop in Agricultural Water Use with Increased Productivity

12. Business Context Map

13. Direct government investment and incentives
Sensitivity to fees and tariff
Energy-intensive technology solutions
New technology company growth
POC and Beta site for new tech
Drought and water stress
Damage to aquifer
Water as a service
Capital investment in desalination shift priority and revenue model from recycling
Demand for efficient, effective, scalable solutions
Demand lower price and higher quality
Continuous innovation creates competitive environment
Public ownership of all water rights
Consolidation of water authorities
Control of recycled water for agriculture
Clean water requirements
All water must be measured and monitored by law
Population growth and density
Changing consumer patterns
Changing industry consumption patterns
Direct government investment and incentives
Meet water needs
Lower water use
Increase production
Information feedback and management
Command and control
Lower marginal costs
National identity
Lower tariff (i.e. price)
Agritech
Water tech
Energy/cleantech
Adoption risk
Overcome legacy costs
Increasing drought and water stress condition in Israel and globally
Global warming
Technology breakthroughs in water recycling and reuse
Geopolitics

14. Water flow mapping (Israel)
35% of source water from desalination (and growing)
665 liters per capita per day
86% water recycling rate
7% non-revenue water
23% waste water used in agriculture
Natural sources
Collection, storage
Users
Recovery and cleaning
Conveyance and distribution
Secondary market
2,396 MCM
2,131 MCM
168 MCM
395 MCM
1,661 MCM
97 MCM
470 MCM
In-system organic waste
Out-of system losses
33 MCM
801 MCM
~902 MCM
Desalination
428 MCM
The definition of the UN for “absolute water scarcity” is less than 500 m3 water per capita annually. Based on your 665 liters per capita / day (= 242 m3 annually) figure Israel exists in a country with absolute water scarcity.
Total water used by Ag in Israel = 1.6 BCM annually
Total wastewater used by Ag in Israel = 428MCM annually
Share of wastewater used by Ag in Israel of total water used in Ag = 23%
Source: R2Pi Study Team, CBS, Becker, et al., 2011

15. What are the principles of a circular business model?
Close the loop of raw materials by establishing objectives within supply chain, production process, and customer base to implement circular business principles, including:
Minimizes (reduce) the use of new raw materials (through efficient production)
Limits losses of raw materials (through designs and recycling)
Reuses materials wherever possible (through recovery and reconditioning) in the same product or related products

16. Business Model Canvas

17. Business Model
Value Proposition: The value proposition for the water system is to provide a living laboratory for innovation in providing clean, ready water on demand. The system has reliable infrastructure that maximizes reuse and minimizes waste and is managed and measured to ensure efficient and effective delivery.
government policy / regulation that enables water conservation and tech development (via economic incentive, and laws which control ownership)

18. Israel’s water system on a business model canvas
Key Partners
Regulators
Technology suppliers
Customers (every water user produces waste water)
Infrastructure facilities and service providers
Key Activities
Collection
Transport
Storage
Treatment
Monitoring
Maintenance
Value Proposition
Clean, ready water on demand
Reliable infrastructure
Management and measurement to ensure efficient and effective delivery
Maximize reuse and minimize waste
Living laboratory for innovation
Customer Relationships
Reliable, affordable, high quality water on demand
Living laboratory for continuous quality improvements and innovations
Customer Segments
Residences
Industry
Agriculture
Municipalities
Key Resources
Public ownership and control of water
state-of-the art, technologically-enhanced systems
Regulation
Channels
Infrastructure support
Services (reporting and maintenance
Single central water authority
Cost Structure
Investments in infrastructure
Management and operations
Costs amortized over whole system
Treatment and transport
Security costs
Energy costs
Whole cost accounting/externalities?
Revenue Streams
Regulated fees for service based on cubic meter of water
Public transfers from taxes and fees
Service agreements
Public financing for capital improvements
Private tender payments from BOT operators
Payment for performance
A template to understand the relationships of the value chain

19. Circular Business Models

20. How do these circular business patterns apply to Israel’s water system?
Production
How water is produced?
Consumption
How water is used?
End of life
End-of-life uses?
Re-make - repairing damaged water resources and restoring them to active and safe use
Re-condition - water is used and reused at the technical and biological level in a closed system
Circular sourcing - treating and reusing water sources within a single user operation
Co-product recovery – recovering waste materials such as sludge from the water to be used as fertilizer and energy stock
Access – all water is owned by the public, it is used subject to a fee per quantity paid to a regulated public authority
Performance – water services, particularly third-party services, are paid on efficiency and effectiveness (e.g. saving water)
Resource recovery – water used in agriculture production is an input into a new value chain. Not applicable to this case study

21. Where are the CEBMs found in the Israeli water system?
Performance (systems to lower use and cost are provided on a performance basis
Access (systems are financed, owned and operated by public authority and provided to users on a fee basis )
Natural sources
Collection, storage
Users
Recovery and cleaning
Conveyance and distribution
Secondary market
Rain, snow, aquifers, seawater
Desalination
circular sourcing (treating and reusing water sources within a single user operation
Re-make - (repairing damaged water resources and restoring them to active and safe use)
Co-product recovery (recovering waste materials such as sludge from the water to be used as fertilizer and energy stock).
Recondition and Re-use (water is used and reused at the technical and biological level in a closed system

22. Barriers and enablers

23. Questions
How would you rank each of the following as barriers and enablers?
5 = Very High = significant impact on the operations of the water system,
3 = Moderate = impact but not pivotal,
1 = Very Low = little or no impact

24. Key barriers and enablers of circularity
Domestic and global drought and water stress conditions
Ownership and control of value chain
Mandatory monitoring/measurement
Acceptance, compliance, and commitment of consumers to goals
Technology innovations + gov beta
Strict regulation and transparency
Integrated cost and fee structure mitigate financial shift from circularity
Changes in cost and fee structure of capital investment may erode recycling/reuse incentives
Political costs of central ownership and control
Resistance to full accounting of externalities
Given the integrated pricing and cross subsidization of costs in the tariff for water and the substantial capital investment and long-term payment agreements to system operators (e.g. desalination built and financed through Build-Own-Transfer public private partnerships), the pricing system has mitigated the internal financial motive to move from recycling to desalination. While costs of treatment and desalination differ, the revenues for each are the same in the integrated pricing model.
(1) a municipal water district or utility implements
(2) a bundle of water technologies using
(3) an “environmental service partnership,”(Environmental Service Company); ESCO uses
(8, 9) performance-based mechanisms, which include payment based on a series of performance milestones and savings thresholds. Several governmental mechanisms, such as
(5) tax-exempt finance
(6) export trade credit guarantee &
(7) special loans, serve to increase yields and the return on investment for the
(4) investors

26. Breakthroughs What have we learned in Israel…
Pivotal role of government regulation
Role of public responsibility and awareness
Graduated pricing/shock pricing to change behavior
Sensitivity of water to energy price and availability
Mobilize private and public sectors for rapid deployment of new technologies; allow regulation to accommodate change
Operating facilities as “laboratory” / for managed innovation (“beta”)
Accept and manage risk
Integrate IT into infrastructure; enabling mandatory measurement and transparency
Leverage pivotal roles of key industry e.g. agriculture
Externalities are expensive…can’t ignore
Breakthroughs
Public responsibility – Water is a public good. It is legally owned by the public. The public sector has the responsibility to ensure that people, including residents and industry, have a safe and sustainable supply of water. As described elsewhere, with the early adoption of national conveyance systems in the 1950 through the introduction of new technologies and organization of management and delivery system, the public sector has taken responsibility. However, an equally important point is that the public is also responsible. The ethos of saving water, the preciousness of water resources, and the personal responsibility of each citizen has been a consistent theme in the history of the country.
Graduated pricing/shock pricing to change behavior – The cost of water should reflect the value of water, taking into account the infrastructure to deliver clean water to consumers, but also taking into account the ecological system that supports such clean water. The “real” cost of water will shocked the public into dramatic changes in consumption and use behavior as was seen in the measures taken beginning in 2008 that led to “water independence” in 2013.
Mobilize private sector for rapid deployment of new technologies – Israel has allowed the private sector to innovate through public private partnerships (PPPs) in its infrastructure. Funding support for basic and applied research and financing for the introduction of new technologies across industries (e.g. cybersecurity to leak detection, information technology to smart metering, etc.). Importantly, these public and private investors recognized the importance of direct and indirect financial and public returns on investment.
Operating facilities as “Laboratory” for managed innovation – Coming up with good solutions to pressing problems is good. Continuous innovation that consistently improves performance and outcomes is better. Israel, through the combination of its well-documented entrepreneurial culture and existential demands, has instituted innovations key sectors, including defense, energy, agriculture, and water.
Accept and manage risk – New installations of carry a variety of risks, including development, financial, political, and technological risks. Each of these categories of risk are recognized and addressed through a variety of mitigation measures, including regulatory reforms, pricing, alignment of stakeholder interests, and performance guarantees by those with the most to gain (and lose). Israel has managed to build a system that addresses each of these risks to the satisfaction of its stakeholders, including the Government, industry, and consumers. For stakeholders, including financial and public sectors, the approach and ability to manage and mitigate risk is most important.
Integrate IT into infrastructure – Israel has leveraged its world-class achievements in information technologies into water infrastructure, using the Internet of Things model. Examples of this are found in the dissemination of the Internet connectivity in leak detection that identifies leaks and deploys and manages repairs in real time, smart metering that connects real time water usage metering to the home owner or company management, the company, precision irrigation management that customizes the delivery of water and nutrients to each plant according to the conditions and lifecycle of those plants, and information security systems that protect valuable and mission-critical municipal infrastructures against hacking. Many of these IT innovations came from Israel’s defense and communications industries and have been adapted and implemented in scalable installations in Israel and elsewhere.

27. Summary The “subtle” Interplay between government, private sector companies and Innovation
Policy
Public Sector
Government
Private Sector
Innovation

28. If challenges cross borders, so should solutions
Global
National
Regional
Industrial parks
Business
Consumer
Water systems can be found at the micro (company or consumer level) meso (eco-industrial parks levels) and macro levels (nations, regions, provinces and cities) of the circular economy.
This means that changes at any one level cascade through the entire system. This creates both challenges and opportunities.

29. Breakthroughs What have we learned in Israel…
Pivotal role of government regulation
Role of public responsibility and awareness
Graduated pricing/shock pricing to change behavior
Sensitivity of water to energy price and availability
Mobilize private and public sectors for rapid deployment of new technologies; allow regulation to accommodate change
Operating facilities as “laboratory” / for managed innovation
Accept and manage risk
Integrate IT into infrastructure; enabling mandatory measurement and transparency
Leverage pivotal roles of key industry e.g. agriculture
Externalities are expensive…can’t ignore
…that can be used elsewhere
Use capital structure to shift risk to private sector; use systems financing to pay for services and reward for performance
Integrate pricing among multiple nodes in the value chain to ensure financial competitiveness of recycling
Invest in continuous innovation
Design regulation to facilitate market-driven change
Bundle solutions to create financeable scale and service revenue models
Leverage cross sector linkages (energy, agriculture, and water)
Breakthroughs
Public responsibility – Water is a public good. It is legally owned by the public. The public sector has the responsibility to ensure that people, including residents and industry, have a safe and sustainable supply of water. As described elsewhere, with the early adoption of national conveyance systems in the 1950 through the introduction of new technologies and organization of management and delivery system, the public sector has taken responsibility. However, an equally important point is that the public is also responsible. The ethos of saving water, the preciousness of water resources, and the personal responsibility of each citizen has been a consistent theme in the history of the country.
Graduated pricing/shock pricing to change behavior – The cost of water should reflect the value of water, taking into account the infrastructure to deliver clean water to consumers, but also taking into account the ecological system that supports such clean water. The “real” cost of water will shocked the public into dramatic changes in consumption and use behavior as was seen in the measures taken beginning in 2008 that led to “water independence” in 2013.
Mobilize private sector for rapid deployment of new technologies – Israel has allowed the private sector to innovate through public private partnerships (PPPs) in its infrastructure. Funding support for basic and applied research and financing for the introduction of new technologies across industries (e.g. cybersecurity to leak detection, information technology to smart metering, etc.). Importantly, these public and private investors recognized the importance of direct and indirect financial and public returns on investment.
Operating facilities as “Laboratory” for managed innovation – Coming up with good solutions to pressing problems is good. Continuous innovation that consistently improves performance and outcomes is better. Israel, through the combination of its well-documented entrepreneurial culture and existential demands, has instituted innovations key sectors, including defense, energy, agriculture, and water.
Accept and manage risk – New installations of carry a variety of risks, including development, financial, political, and technological risks. Each of these categories of risk are recognized and addressed through a variety of mitigation measures, including regulatory reforms, pricing, alignment of stakeholder interests, and performance guarantees by those with the most to gain (and lose). Israel has managed to build a system that addresses each of these risks to the satisfaction of its stakeholders, including the Government, industry, and consumers. For stakeholders, including financial and public sectors, the approach and ability to manage and mitigate risk is most important.
Integrate IT into infrastructure – Israel has leveraged its world-class achievements in information technologies into water infrastructure, using the Internet of Things model. Examples of this are found in the dissemination of the Internet connectivity in leak detection that identifies leaks and deploys and manages repairs in real time, smart metering that connects real time water usage metering to the home owner or company management, the company, precision irrigation management that customizes the delivery of water and nutrients to each plant according to the conditions and lifecycle of those plants, and information security systems that protect valuable and mission-critical municipal infrastructures against hacking. Many of these IT innovations came from Israel’s defense and communications industries and have been adapted and implemented in scalable installations in Israel and elsewhere.

30. Why is Israel’s water experience relevant to the EU?
Total water used by Ag in Israel = 1.6 BCM annually
Total wastewater used by Ag in Israel = 428MCM annually
Share of wastewater used by Ag in Israel of total water used in Ag = 23%
Managed water is the water that goes into the pipes.
Total water used by Ag in Israel = 1.6 BCM annually
Total wastewater used by Ag in Israel = 428MCM annually
Share of wastewater used by Ag in Israel of total water used in Ag = 23%

31. A circular business model case study: The Israeli Water System
Questions?
Innovation to overcome limited resources: How Israel uses and reuses water assets
This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No

32. Extra

33. What is the Business Model Canvas, what questions does it seek to answer, and how does it describe circularity?
Key Partners
Who are key partners? (e.g. engineering, suppliers, finance, customers, etc.)
Who are key suppliers? What is supplied?
What supplies are recycled products, residual waste, recycled materials, etc.)
Which key resources are acquired from partners? Do partners engage in circular economy business practices? How?
Which key activities do partners perform? How is the value chain vertically and horizontally integrated?
What are the criteria for key partners? (e.g. reducing risk, optimizing profitability, aligning interests, etc.)
Key Activities
What key activities are involved in the value proposition (e.g. production, problem solving, platform/networking services, etc.)
What is the method of distributing products and/or services?
How are customers reached? Served?
What are the revenues associated with each key activity (product sales, services, etc.)
Key resources
What resources are needed to deliver the product and/or service?
What are the sources for those key resources?
What resources are reusable from product recovery, residual waste, other?
Value Proposition
What value is delivered from products and services? (e.g. performance, flexibility, price, risk mitigation, usability/flexibility, etc.)
What customer needs are being met?
What is the synergy between products and/or services for each customer need/segment?
How is the product and/or service increasing the customer’s value?
How does the product/service reduce the consumption of raw materials for the customer?
Customer Relationships
How are customers integrated into the value chain?
What feedback and expectations are built into the relationships with customers to improve circularity?
How do customers return used products into the production cycle?
Channels
What are the channels used to reach customers?
What is the energy and materials efficiency of the channels? (e.g. minimize transport distance, method of distribution, etc.)
Which channels work best in returning the best value?
How are the phases of each channel measured in terms of efficiency and circularity? (e.g. awareness, evaluation, purchase, delivery, and after sales service)
Customer Segments
What are the customer segments?
What is the relative value from various segments?
How do various customer segments lower the environmental impact of product and services?
How are these impacts measured? Evaluated? Used in assessing marketing strategy? Impact? Effectiveness?
Revenue Streams
What value is the basis of customers’ willingness to pay?
How much do they pay? Are they willing to pay more or less for recycled products?
What is the breakdown of revenues by product and/or service?
What is the payment method? What are the terms of payment? How is credit given to customers involved in reuse, recycling, reduction of materials?
How are performance payments structured in revenue model?
How to structure avoided costs? (e.g. energy savings, materials savings,
How to account for full costs? (e.g. full cost accounting methods used, life cycle internalization, etc.)
Cost Structure
What the major costs inherent in the business product?
What re the major cost drivers? (low cost inputs, low price market, low labor costs, alternative materials costs, outsourcing, etc.)
What are the major value drivers? (e.g. value creation, competitive value, etc.)
How are economics of scale and scope achieved?
How are externalities accounted for and reflected in the cost structure (e.g. pollution, residual waste, life cycle product waste, redundancy, etc.)

34. Water Value Chain - Barriers - Environmental
Unaccounted cost of eco-system services
High energy cost and pollution from energy production for from desal and treatment
Real estate constraints
Public health risks
Evaporation costs
High salinity
Levels and intensity of precipitation
Long distance to sources
Municipal
Primary sources (Nature)
Treatment & Distribution
Reservoir
Aquifer
Industry
Waste
Treatment
Recycling
Agriculture
Flooding from storm run-off
Development encroachment
Brackish water sources complicated mixing and water quality
Infrastructure cost
Combined storm and sanitary systems
Residual and toxic wastes
Limited market for treated water
Contamination
Environmental impacts, permitting and approvals

35. Water Value Chain - Barriers - Governance
Political costs of central water ownership and governance
Technology, market, financial, and political risks
Maintenance costs
Municipal
Primary sources (Nature)
Treatment & Distribution
Reservoir
Aquifer
Industry
Waste
Treatment
Recycling
Agriculture
Political costs of central ownership and governance fragmentation
??s
1. Show the volume of water through each stage (California v. Israel)
Infrastructure cost
Environmental impacts, permitting and approvals
Regulation and enforcement fees and penalties

36. Water Value Chain Barriers – Financial, Tech and Market
Unaccounted cost of eco-system services
Political costs of central water ownership and governance
Real estate constraints
High energy cost
Technology, market, financial, and political risks
Public health risks and costs
Evaporation costs
Maintenance costs
Levels and intensity of precipitation
Long distance to sources
Trade-offs with competitive uses
Municipal
Primary sources (Nature)
Treatment & Distribution
Reservoir
Aquifer
Industry
Waste
Treatment
Recycling
Agriculture
Ownership and governance fragmentation
??s
1. Show the volume of water through each stage (California v. Israel)
Development encroachment
Brackish water sources complicated mixing and water quality
Scale and cost of financing limit returns
Infrastructure cost
Limited market for treated water
Technology translation, beta, and commercialization
Capital investment in desalination shift priority and revenue model from recycling

37. Water Value Chain- All Barriers
Political costs of central water ownership and governance
Unaccounted cost of eco-system services
High energy cost and pollution from energy production for from desal and treatment
Real estate constraints
High volume water usage
High energy cost
Technology, market, financial, and political risks
Public health risks
Evaporation costs
High salinity
Maintenance costs
Levels and intensity of precipitation
Long distance to sources
Trade-offs with competitive uses
Municipal
Primary sources (Nature)
Treatment & Distribution
Reservoir
Aquifer
Industry
Waste
Treatment
Recycling
Agriculture
Ownership and governance fragmentation
Flooding from storm run-off
??s
1. Show the volume of water through each stage (California v. Israel)
Development encroachment
Overuse and depletion
Brackish water sources complicated mixing and water quality
Technology translation, beta, and commercialization
Scale and cost of financing limit returns
Limited market for treated water
Infrastructure cost
Combined storm and sanitary systems
Residual and toxic wastes
Contamination
Environmental impacts, permitting and approvals
Regulation and enforcement fees and penalties
Capital investment in desalination shift priority and revenue model from recycling

38. Water Value Chain- Enablers
Integration of the energy costs into overall tariff
Public demand for water
Ecosystem services are identifiable, quantifiable, and valued
Public ownership and control of water; central authority and comprehensive, integrated pricing amortizing costs across all parts of the value chain
Less natural water necessitates innovation
Coastal access enables extensive use of seawater desalination
Demand for technology innovations to improve effectiveness and efficiency
Awareness of health and safety issues
Reservoirs use covers to minimize evaporation
Major transport infrastructure amortized over very long terms
Municipal
Primary sources (Nature)
Treatment & Distribution
Reservoir
Aquifer
Industry
Waste
Treatment
Recycling
Agriculture
??s
1. Show the volume of water through each stage (California v. Israel)
Public ownership and control
Monitoring technologies measure health and access to underground resources
Measurement, reporting, monitoring, accountability, and transparency
Technology translation, beta, and commercialization of real-time solutions for efficiency, effectiveness, and scale
Public financing and creative infrastructure ownership and operating structures
Municipal storm systems integrate water retention and reuse strategies
Strict land use controls minimize land contamination; public clean-up strategies limit leaching
Acceptance of water saving technologies and recycling
Regulation and enforcement fees and penalties
Environmental impacts, permitting and approvals