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A framework for the production of Drainage and Wastewater Management Plans Appendix E Case studies

Commissioned by Water UK in collaboration with Defra, Welsh Government, Ofwat, Environment Agency, Natural Resources Wales, Consumer Council for Water, ADEPT and Blueprint for Water

May 2019 Report commissioned by Water UK in collaboration with Defra, Welsh Government, Ofwat, Environment Agency, Natural Resources Wales, Consumer Council for Water, ADEPT and Blueprint for Water. First issued September 2018. Updated May 2019.

Notice

This document and its contents (including all associated appendices) have been prepared for Water UK. All information contained in this document and associated appendices is made available without responsibility or liability of any nature (including in negligence) on the part of Atkins Limited, and is not to be relied upon as a statement or representation of facts. Atkins Limited does not make or give, nor has any person authority on its behalf to make or give, any representation or warranty whatever in relation to the contents of this document. 3

E.1. Introduction In defining the DWMP framework, the Three case studies are provided as following planning areas have been defined: examples that demonstrate how current practice is applicable to the This appendix supplements the > Level 3 (L3) tactical planning unit DWMP framework: information provided within the (TPU) – the basic TPU will be the framework document for drainage wastewater treatment works (WwTW) > Strategic context - Thames Water, and wastewater management and its catchment (or aggregations London 2100: the case for change plans (DWMPs). The main document thereof for small catchments, or discrete (section E.2) sub-catchments for larger (and appendices) aim to provide > Collaborative drainage and WwTW catchments). water and sewerage companies wastewater planning: > Level 2 (L2) strategic planning areas (hereinafter referred to as • Northumbrian Water, integrated (SPAs) – an aggregation of L3 units into ‘companies’ or variations thereof), drainage partnerships (section E.3) larger L2 SPAs. operating within England and Wales, • Yorkshire Water, strategic level with a framework within which > Level 1 (L1) water company DWMP – engagement (section E.4) DWMPs can be developed. The planning at L2 and L3 to be brought together within an overarching company The case studies relate to the initial DWMP framework is also expected framework process steps and the to be of relevance to other parts of level DWMP to provide a strategic, long- term plan for drainage and wastewater establishment of an appropriate the UK. resilience and associated investment over management structure. It can be expected the plan period. that as companies progress through the process steps for the ‘first iteration’ For consistency the same terminology DWMPs, other case studies can be The authors of the report would like to as used in the main report is used in the developed, highlighting good/best thank the following for providing the case case studies. practice. The case studies should be read studies in this appendix: in the context of the DWMP approach. > Thames Water: Astrid Colquhoun > Northumbrian Water: James MacLean > Yorkshire Water: Deborah Redfearn 4

E.2. Strategic context case E.2.3. What issues have E.2.4. How was this been addressed? challenge approached? study - Thames Water, London E.2.2. What were the objectives? London is seeing a rising demand for An internal case was made to review the 2100: the case for change The primary objectives for wastewater services in response to rapid strategic planning approaches to London 2100 are: E.2.1. Introduction population growth, climate change and wastewater services, looking beyond > To communicate and gain internal urban creep. These challenges are current investment cycles. A London 2100 Thames Water has been developing an acceptance of the idea that continuing expected to continue into the future. team was established in April 2017 to work approach for the strategic long-term the existing approach to investment with existing infrastructure and non- planning of wastewater services in The assets that service this demand are would not be possible. Hence the ‘Case infrastructure teams within Thames Water. London, called London 2100. It has used ageing, with asset deterioration ultimately for Change’. The team used the existing Water the guiding principles of the Drainage impacting on capacity. A number of Resource Management Plan (WRMP) Strategy Framework and is aligned with > To engage with stakeholders and bring strategic wastewater treatment sites are model as a framework to develop a the emerging Drainage and Wastewater them on board with being part of the ‘land-locked’ or have very limited potential focussed strategic plan for London’s Management Plan framework. team to develop solutions. for future expansion2. The pace of change wastewater services. A risk-based and potentially long lead in times for By examining the strategic context for > To develop a framework to allow ‘blue- approach was used to enable the company constructing new assets to address needs wastewater services in London, assessing sky’ ideas to be generated which will to adopt a proportional approach to plan has meant that the ‘business as usual the drivers for future change and modelling contribute to the overall solution operational and investment activities approach’ to dealing with growth and potential future scenarios, Thames Water in London. depending on the probability and quality drivers is no longer appropriate. has been able to establish and evidence a consequence of inadequate network and > To ensure that the process developed ‘case for change’ for how it plans to Furthermore, there is a regulatory treatment provision over 25 to 80-year for creating a plan can be rolled out futureproof London’s wastewater assets expectation that wastewater planning planning horizons. across the whole Thames region. against the uncertainties of the future. should be undertaken at a strategic To develop the approach, the following level, similar to that for water The “London 2100 Case for Change” activities were undertaken: resource planning1. document1 states: “The challenge for > Research to explore the principal London 2100 is clear: how do we plan These issues have prompted a focussed, drivers for change. effective, efficient and resilient wastewater strategic approach to address both short services in London in the face of a highly and long-term planning needs for the > A futurology workshop to develop uncertain future?” provision of drainage and wastewater scenarios of what the future could look services in London. like, particularly with respect to In making this case for change, Thames social trends. Water has engaged with a wide range of stakeholders to explain the need for > Strategic analysis to provide a high- longer-term planning of wastewater level view of the baseline position services and the importance of across London’s infrastructure and partnership working and delivery. non-infrastructure assets.

1 London 2100 Case for Change, Thames Water https://www.thameswater.co.uk/-/media/Site-Content/Thames-Water/London2100/London-2100-Case-for-change.pdf 5

> Development of metrics. These have Support for the London 2100 Project has E.2.5. Understanding and To consider the future worlds in which been taken from the Capacity been established internally though developing the strategic context Thames Water may be operating, the Case Assessment Framework and the Thames Water’s alliance partners and the for Change document sets out four Wastewater Resilience Metrics which creation of a steering group. External The first step in understanding and possible, and plausible, scenarios. For the are in the DWMP framework. One or support has also been provided through developing the strategic context was to purposes of solution optioneering, the more additional metrics are an Independent Advisory Group to oversee ensure that the future drivers for change actual future world may more likely be a under consideration. and provide feedback on the work. The were fully understood, in order to explain hybrid of all of these or may be completely Independent Advisory Group is provided the problems faced and the need for a different. It may even vary across the > Optioneering; following the broad by Cranfield University with the four panel change in approach to planning geographical region. Nevertheless, the approach utilised for water resources members being taken from both UK and wastewater services. This was reinforced future world’s concept has provided a planning, a generic options shortlist international university institutions. The to others through demonstrating why useful context within which to consider has been developed at the time of London 2100 team have also developed, longer-term strategic planning works in potential solutions and how Thames Water writing. The options are grouped partnerships with key academic institutes other business areas (e.g. water resources). might go about developing an adaptive depending on whether they can be (e.g. Imperial College, University College plan in response to uncertain applied across the whole of London, A framework has been developed that London) who are able to provide the future drivers. at a named catchment level, or have shows how the ‘Case for Change’ fits into expertise in areas of planning for future multi-stakeholder elements which the wider process which will lead to a full The four scenarios are: worlds and decision making under great require a collaborative approach with strategic plan for the Thames region. An uncertainty. The team is developing the > Think big where advances in multiple benefits to all stakeholders3. awareness of needing to apply the DWMP for London; the intention is to approach across the entire Thames region technology enable centralised apply this learning within a company-wide wastewater treatment to continue Stakeholder engagement is central to the has provided an important guiding focus roll out of the DWMP process across planning process and an ongoing activity. for the development of their plan. > Technology utopia where people all catchments. The companies’ engagement strategy is The development of future scenarios deeply care about the environment and based on five stages: ‘captivate, sustain, follows the principles established through water, waste and energy are integrated collaboration, consolidation, advocacy’2. the Government Office of Science at a local scale A booklet has been produced (‘London’s Foresight Horizons Scanning programme > Flush and forget where utilities are Wastewater Future. London 2100: The (2009). The use of foresight engineering is squeezed between rising customer Case for Change’)1 which has been used described as ‘a tool for ordering one’s expectations and slow as a major engagement tool to introduce perceptions about alternative future technological change the concept of London 2100 to key environments in which one’s decisions stakeholders, including: Government, might be played out’4. It is used across a > Reality bites where people have a academia, businesses and organisations, number of industries as they all attempt choice of utility providers at a range financial groups, non-government to wrestle with planning for the future of scales organisations, regulators and charity/ when the future is so uncertain. pressure groups1. Thames Water has received good feedback from stakeholders which has continued into the options appraisal stage.

2 London 2100: Future-proofing waste water services for the Capital, Thames Water 3 London 2100 – DWMP updated case study, Thames Water material for May 2018 DWMP stakeholder workshop 4 Schwartz P. 1991. The art of the long view. New York: Doubleday/Currency 6 Scenario planning for the future cont.

To explore what wastewater services could look like in 2100, we have created four scenarios or future worlds, using Scenario Scenario a foresight engineering framework. Here four future worlds are formulated, guided by axes representing two key drivers. This exercise is designed to be thought provoking, broadening the mind on a range of future possibilities. 1 2 These future worlds were delineated by two E.2.6. Alignment to the Landscape for innovation key drivers; societal attitude and landscape DWMP framework Buoyant economy and rapid pace of change for innovation. These two factors were chosen via scoring as having the most The London 2100 plan for drainage and Think Big Technology Utopia significant impact on what our future world wastewater management has been may look like and also being the most developed using many of the same Scenario Scenario Think big Technology utopia Advances in technology enable centralised concepts and approaches as the DWMP 1 2 difficult to predict. People care deeply about the environment and wastewater treatment to continue water, waste andframework, energy services noting are integrated their concurrent Advances in low-footprint technology as well as available at a local scale financeScenario mean thatplanning wastewater approaches is treated at hyper-efficient, are a Technology leaps havedevelopment. resulted in significant It changes is therefore in provision considered centralised treatment works. Greater flows can be treated in of wastewater services. Resources and carbon are managed atechnique smaller space, with which the products can usedbe forapplied large-scale when energy that the plan will be a good foundation prudently and a circular economy is well established. All ‘waste’ generation. Customers are not very interested in wastewater and grappling with problems that are complex,has value and technology enables significant energy generation expect utilities and local authorities to adapt to climate change, upon which to build the DWMP process. and resource recovery from sludge. Wastewater treatment resulting in development of large scale SuDS to reduce flood risk long-term and carry much uncertainty. In thehappens mainly atThe a community ‘Case scale for and theChange’ products are represents the in London. Utilities are regulated by a central body, focusing on traded in vibrant markets. Regulation is minimal as inefficiency environmental quality. Customers are predominantly materialist face of such uncertainty it is unreasonable andto environmentalscene-setting damage are socially unacceptable. / strategic London iscontext element Societal attitude Societal attitude consumers with the environment low on their list of priorities. assume any probability occurrence patterna vibrant megacity and an attractive place to live. Customers care Disengaged Engaged about the future andof trust the technology DWMP to solve and future the challenges. overall objectives of to be associated with any future world Flush and forget Reality Bites both are comparable in relation to scenario or to attempt to rank them. the following1:

Scenario Scenario Scenario Scenario 4 3 The alternative4 is to adopt a more step- > To develop a structured,3 auditable wise approach described as an adaptive approach to develop solution options pathway. This method provides a for future investment, confidence in framework that enables routes or strategies and planning. pathways to be established based on socioeconomic and environmental data > To continue to use the guiding that map an array of interventions to the principles of the Drainage Strategy Flush and forget Landscape for innovation changing world. The pathways are Reality bitesFramework and the DWMP framework Utilities are squeezed between rising customer People have a choicemetrics of utility from providers the at work a on the Capacity Stagnant market and slow pace of change expectationsdynamic, changing and slow technological with feedback change from range of scales Assessment Framework and London’sappropriate population declinesmonitoring as the cost ofdata. living is The high and first Competition in the utility sector is well developed and customers remote working is normal. Lower flows mean that centralised can choose bundles of water,Wastewater wastewater and energyResilience services Metrics. Figure E-1 - Future worlds, reference: London’s Wastewater Future – London 2100: wastewatersteps towardstreatment remains developing possible. Slow technologicalan adaptive from a range of providers, including community scale services. Key drivers: change means that there has been no wholesale overhaul of Technology has been slowThames to develop and Water wastewater is treatmentalso intending to use The Case for Change wastewaterframework assets although for London their running 2100 is optimised are relative to to processes have changed little but greater localisation in response • Societal attitude – this axis describes how engaged society is in wastewater services, wider sustainability age. Service failures occur and customer relations are generally to the pressure for land meansadditional that there aremetrics more, smaller of their own. and environmental issues: from a highly engaged, green society to a totally disengaged society that cares poor.consider Regulation futureis the main scenariosdriver of change, focusingbased on on, treatment facilities across London. Customers are heavily involved little for the environment. reliability and keeping bills low. Utility affordability is a key in regulation and are empowered to reward success and penalise politicalforecast issue. Customers data and are struggling identify with managing today and failure. > To deliver the outcome of a “safe, • Landscape for innovation – this axis describes the precursors required for innovation and technological givepotential little thought interventions. to the future. change, from a buoyant economy and rapid advances in technology to a stagnant economy where there reliable, affordable wastewater service is little change. that meets customer requirements and appropriate environmental standards now and in the future, 18 ensuring the reputation19 of London as a resilient city”. 7

E.2.7. Benefit and results E.2.8. Lessons learned E.2.9. Summary To date, the outputs of London 2100 and > Stakeholder engagement is key. The approach to London 2100 is well particularly the ‘Case for Change’ booklet Stakeholders are interested but the aligned with the DWMP aspirations and have delivered significant benefits in main challenge is to engage at the demonstrates a firm understanding of the terms of stakeholder engagement. The appropriate level. Bombarding them strategic context and need for stakeholder substantial work behind this document with either too much, or too little engagement, to develop holistic solutions clearly demonstrated the transformation information risks disengagement and for the future. It is envisaged that the in approach to planning for wastewater apathy further along the project. emerging DWMP framework will be service provision and this has been incorporated into the London 2100 > Care is required when evident to their stakeholders. methodologies to further align the communicating messages. companies’ aspirations and objectives In response, stakeholders have been Stakeholders assume that long term with stakeholder expectations. ‘captivated’ by the work and eager to be planning and alignment with WRMP is involved in the journey to developing already happening, and so it is the plan. important to communicate correctly to avoid: “Great, but why aren’t you doing The key drivers identified in the ‘Case for this already?” Change’ were also used to develop an ‘adaptive capability assessment’ for > Regular re-baselining is important. proposed significant AMP7 investment Population forecast data is constantly schemes. The purpose was to score the being updated. To ensure appropriate schemes for their ability to adapt to investment at the right time, baselines unknown future risks. This again need to be regularly re-evaluated. demonstrated a change of thinking and > The need for good, consistent awareness of the need to think metrics. Without these, baselining longer term. becomes difficult and evaluation of any Going forward the strategy will: capacity deficit becomes subject to ‘interpretation’. Good metrics are also > Futureproof London’s wastewater essential to help in discussions around assets against the uncertainties of where trade-offs are required in dealing the future with multiple outcomes and competing > Continue to stimulate stakeholder pressures. A compelling case for buy-in which is vital for delivering a investment must be underpinned with successful long-term strategy consistent reliable data supporting a metric enabling the change over time > Be defendable and justifiable; able to to be clearly evident. stand up to challenge > Deliver better outcomes for customers for less money than the traditional planning processes 8

E.3. Collaborative drainage and Water and sewerage companies recognise E.3.3. How was this The NIDP have developed a strategic wastewater planning case that it may not always be practical or cost challenge approached? level, area risk-based methodology to effective to continue to increase system prioritise partnership working study: Northumbrian Water, capacity, and that alternative ways of In support of an integrated partnership opportunities and provide a basis to integrated drainage working are often necessary to continue approach and following the success of the apportion funding for collaborative to provide the expected levels of service Northumbrian Tyneside Sustainable Pilot planning. This identifies situations where partnerships 5 to customers and the environment. Project , the Northumbria Integrated responsibilities for drainage provision and E.3.1. Introduction Drainage Partnership (NIDP) was formed the causes of flooding are shared or Over the years there have been several in 2014, consisting of Northumbrian overlap. It does not replace any existing Northumbrian Water is developing and Governmental visions and strategies Water, the Environment Agency and the arrangements or responsibilities where improving their approach to collaborative moving the industry towards an integrated, thirteen Lead Local Flood Authorities flood risk from single sources may drainage and wastewater planning, to sustainable approach to drainage and flood covering the north east of England. The be present. provide a service that effectively deals risk management involving collaboration NIDP have quarterly meeting and at least with sewage flows and heavy rainfall. between multiple stakeholders. However, one annual capacity building workshop to The integrated collaborative approach They work with multiple environmental there remains complex institutional and focus on training in areas such as championed by the NIDP, promotes cost partners across their operating area to funding arrangements which divide modelling and funding. This partnership beneficial schemes and the use of help them deliver such services. This case drainage responsibilities between water allows all partners to take an active and sustainable drainage techniques, such as study outlines the work done to bring and sewerage companies, the Environment up to date approach to integrated natural flood management, to deliver stakeholders together, recognising that Agency, Lead Local Flood Authorities (also drainage issues. multiple benefits alongside flood risk working in partnership can help deliver local authorities planning and highways reduction thereby further benefiting the multiple outcomes in a more affordable departments), housing developers and environment, society and the economy. way, achieving more benefits together property owners. This case study outlines than could have been achieved alone. how this issue has been addressed by Northumbrian Water to deliver benefits E.3.2. What issue has across multiple stakeholders through an been addressed? integrated partnership approach. 1. Agreement of a Drainage systems are a complex mixture prioritisation approach Risk based of interactions between land, terrain, priorisation buildings, highways, private drains, public 2. Programme of jointly funded 4. Customer and community sewers, watercourses, rivers and in some studies at high risk areas cases the sea. The requirements placed education and engagement upon these systems are also continuously 3. Prioritised programme of changing. Ensuring that drainage systems Candidate list for intervention activity – are able to accommodate future growth, joint studies Contribution in proportion to climate change and urban creep whilst benefits received? continuing to protect the environment, and without exacerbating existing flooding issues, is a significant challenge. Sustainable drainage interventions

Figure E-2 – Partnership opportunity prioritisation process overview

5 http://www.waterprojectsonline.com/case_studies/2012/Northumbrian_Tyneside_Sewerage_2012.pdf 9

E.3.4. What were the objectives? > identify and promote integrated E.3.5. Implementing a collaborative The partnership is also about: sustainable drainage opportunities planning approach The purpose of the NIDP initiative is to > improving skills and knowledge sharing including natural flood establish a proactive cross organisation management techniques By working better together, the partnership > Integrated modelling incorporating data process and procedure to: approach has enhanced the reputation of from all > promote ‘best possible’ service to the NIDP across the region. It has been > use the agreed strategic level area individuals and communities balanced recognised as industry best practice in the > collaboration and innovation risk-based prioritisation methodology against environmental needs and costs 2017 UK Water Industry Research project to promote collaborative working at > identifying and delivering ‘How best to align the funding processes areas of greatest risk, including > provide risk-based evidence to inform training requirements with the various bodies involved in moderation factors when considering future business planning requirements resolving flooding’6 and has also received > providing benefit of joint procurement the focus for available resources for all parties national awards, such as a Water Industry > utilising framework suppliers > agree an annual delivery programme > identify and promote the Achievement Award in 2016 for “SuDS For of prioritised and jointly funded organisational structures and Schools and Communities”7. More recently, > one voice to the community integrated studies relationships needed to deliver change the NIDP won the Working in Partnership in communities category of the Project Excellence Awards Similar integrated catchment strategies > identify and promote a programme of as part of the national Flood & Coast have also been implemented within the prioritised and jointly funded studies > champion the delivery of innovative 2018 event. company such as Defra’s Catchment for future years and sustainable approaches to the Based Approach which is a key part of management of surface water Establishing the collaborative process that > create a template of how organisations the UK’s implementation of the Water underpins the NIDP has taken significant can work together in communities to > promote opportunities that deliver Framework Directive. As active members time and effort, but at all stages all understand current and future multiple benefits (social, economic of the five catchment partnerships within partners were at the table with a desire to drainage issues and environmental) their operating area, Northumbrian Water make it work (the partnership ethos being support the delivery of improvements to > establish and implement data sharing that “it’s the right thing to do”). To achieve river environments and wider catchments and communication protocols partnership working, at times some through the provision of financial support, (to include capacity building partners needed to park their priorities to expertise, data and knowledge sharing. and knowledge sharing allow other areas to be moved forward. For example, in 2017 the company across organisations) financially supported five projects and hosted four ‘Thinking Ahead’ workshops to develop an integrated catchment strategy. The company worked to understand how their objectives could aligned with other members’ objectives and how they can work together on projects.

6 https://www.ukwir.org/How-best-to-align-the-funding-processes-with-the-various-bodies-involved-in-resolving-flooding 7 https://www.nwl.co.uk/_assets/documents/SL057_Suds_Reports_-_Schools_and_Communities_A4_LR_V7.pdf 10

E.3.6. Alignment to The company is also exploring partnership E.3.7. Benefit and results The benefits of the approach have been DWMP framework working with organisations that do not clear with integrated working allowing The NIDP approach to drainage and have flooding or water quality as their funding efficiencies with funding from wastewater management planning aims The integrated approach taken by the main objective but where working multiple sources (Lead Local Flood to deliver the following benefits: NIDP aligns to the DWMP framework as it together could provide multiple benefits Authorities, water company and Flood and provides an existing and effective to customers such as transport > enabling future growth Coastal Erosion Risk Management grant- integrated drainage partnership involving departments in Local Authorities. This in-aid (GIA) resulting in lower costs to > protecting properties from surface all risk management authorities (RMAs) in level of planning would also map across individual partners (and in the case of GIA water and river flooding (with over the Northumbrian Water region. This to the L2 DWMP strategic planning being able to draw down national funding 1,000 homes protected to date) maps across to the DWMP L2 strategic groups. The company were awarded an to local schemes). planning groups as well as providing a Innovate UK grant along with Newcastle > improving drainage provision to many mature risk-based prioritisation process By working together, the NIDP has been City Council to explore the feasibility of thousands of homes able to use partners’ powers to facilitate for identifying proactive partnership aligning various council programmes with > reducing combined sewer overflow construction works to allow more surety working opportunities, which considers a the strategic surface water management (CSO) spills and improved of delivery. The company has now number of factors, including drainage plan for the city. capacity, housing growth, water quality water quality developed a 10-year programme of and flood risk. The outputs are of interest The company has also signed the Blue studies to deliver the joint working across > creating new habitat and biodiversity to all stakeholders involved and can be Green Cities8 Declaration initiative; a pilot a further 60+ areas in the region. This will carried forward with sound governance. based in Newcastle-upon-Tyne, and are > enhancing recreation/leisure spaces look to address risk to almost 20,000 As all schemes are integrated, they part of the Learning Action and Alliance9 and creating teaching spaces properties from the drainage network and consider environmental protection and which has been setup to support this potentially a further 10 to 15,000 from > delivering Natural Flood Management reducing flood risk from all sources. initiative. These groups also provide fluvial and surface water risk (ground Addressing the main drivers will also have strong platforms for the L2 stakeholder > providing sustainable solutions water, while considered, is currently not a benefits on the drainage network by engagement that will arise from realised risk in the north east). Study providing surface water separation, DWMP implementation. The approach has provided the partners areas continue to highlight numerous keeping surface water on the surface by with efficiencies through: partnership working opportunities. As a managing surface water in the result, there is a healthy pipeline of > economies of scale environment for the benefit of customers, further schemes currently communities, wildlife and > shared understanding of issues in development. the environment. > “one fix, one time” > visibility of a long-term programme (10 years ahead) > identification and alignment of opportunities > joint communication strategies

8 http://www.bluegreencities.ac.uk/ 9 http://www.bluegreencities.ac.uk/research/learning-and-action-alliance.aspx 11

E.3.8. NIDP project examples E.3.8.1. Fellgate Estate Flood Risk Reduction Scheme A great example of a partnership project is the Fellgate Estate Flood Risk Reduction Scheme10, which protects 175 homes. The innovative solution consisted of constructing sustainable drainage systems (SuDS) throughout the estate helping to slow the flow of water. NIDP also delivered the “SuDS for Schools and Communities” programme within the two schools on the same estate, creating swales, ponds, and an outdoor classroom to enhance the educational experience for the children. E.3.8.2. The Don Partnership In 2016 Northumbrian Water made the first steps towards aligning the aspirations of the NIDP and the catchment partnerships within the region, by bringing both partnerships together to work on the River Don catchment. The Don Partnership brings Northumbrian Water together with six partners – South Tyneside Council, Gateshead Council, Sunderland Council, the Environment Agency, Wear Rivers Trust and Durham Wildlife Trust. Together they are collecting information which aligns with Figure E-3 - Fellgate Estate Flood Risk Reduction Scheme all partners’ objectives and identifying risks that can be jointly resolved through partnership work.

10 https://www.nwl.co.uk/_assets/documents/SL057_Suds_Reports_-_Fellgate_A4_LR_V9.pdf 12

E.3.8.3. Killingworth & Longbenton Northumbrian Water, the Environment Agency and North Tyneside Council are together investing over £5 million to manage surface water in the Killingworth and Longbenton areas of North Tyneside. As part of this, a watercourse is to be diverted out of the combined sewer, thereby increasing the combined sewer capacity and reducing the risk of flooding during heavy rainfall11. The work is to be completed in three phases, the first two are complete and the final phase is now under construction. The scheme will reduce the risk of flooding to 3,500+ properties as well as providing the following benefits: > reduced treatment flows, reduced pumping costs, increased capacity > reduced CSO spills both in frequency and volume of spills Figure E-4 - Killingworth & Longbenton scheme location > improved river water quality and scheme would have required an > having partners that are committed, take into account new methodologies improved habitat and amenity investment of £20 million, further constructive and in agreement to such as the “Five Capitals”12, to benefit The integrated partnership working highlighting the real benefits of full the prioritisation process for multiple parties as residual to addressing approach has enabled the provision of partnership working. partnership opportunities flood risk. over 50% of the £5 million funding from E.3.9. Lessons learned E.3.10. Summary external partners (Flood and Coastal The partnership has been recognised Erosion Risk Management GIA, Local The success of the NIDP has been built nationally as best practice in the 2017 UK The NIDP’s approach to integrated Authority, Regional Flood and Coastal upon the following behaviours and actions: Water Industry Research project6 and has partnership working is well aligned with Committee Local Levy) and allowed the already delivered significant benefits. It is the DWMP expectations. The approach > ensuring that partnerships are ability to utilise all of the RMAs ‘powers’ a transferable model should all partners provides proven examples in which established early in the process to facilitate delivery of the surface water want to make it work. It takes time to solutions can be developed and management solutions. > participating partners consistently achieve success and it has to have the implemented at a strategic planning area attending meetings and workshops appropriate level of resource commitment. level, beneficial to multiple stakeholders. Northumbrian Water successfully applied directly for GIA funding as part of the > making the partnership a priority The NIDP strategic prioritisation process NIDP. It has also been estimated, that to and having the appropriate level has evolved and will continue to be provide the same level of storage in below of authority for their organisation enhanced and modified, for example to ground tanks and upsizing sewers for this

11 https://nwlcommunityportal.co.uk/Projects/killingworth-and-longbenton/Activity 12 https://www.forumforthefuture.org/project/five-capitals/overview 13

E.4. Collaborative drainage and E.4.2. What issue has the increasing stress on the network over E.4.4. What were the objectives? time and to understand where short, wastewater planning case been addressed? The primary objective was to build a robust medium and long-term investments are relationship with representatives from study: Yorkshire Water, There is an acceptance that strategic likely to be required for solutions to the Sheffield Council who Yorkshire Water strategic level engagement level planning can be achieved more risk of flooding, CSO performance could work with to develop partnership effectively with a wider understanding of and capacity13. E.4.1. Introduction stakeholder aspirations and intentions and projects beneficial to both parties. Once this stage was complete for the their proactive engagement as E.4.5. Implementing a collaborative Yorkshire Water is currently developing Sheffield SDMP, the data was used in collaborators/partners. The company was planning approach and refining their approach to long-term also keen to strengthen relationships with discussions with representatives from planning through the implementation of Sheffield City Council, particularly with Sheffield City Council to determine areas The collaborative planning approach was Strategic Drainage Management Plans regards to sustainable urban drainage and of mutual concern and to establish a joint achieved by identifying key personnel (SDMPs). These are generally an planning responses, to stimulate proactive aspiration to form a robust partnering empowered to deliver a shared vision and aggregation of several Drainage Area engagement around key future relationship. This approach is similar to a potential programme of work through Plans (DAPs) which together align with a opportunities. that which had worked well for the vision the approach outlined in section E.4.3. In strategic area enabling opportunities for for Hull in the development of the Water planning responses, Yorkshire Water partnership engagement and solution The SDMP’s aim is to address these Culture document; a ‘foldout’ document deliberately set out to keep sessions short co-creation. It is considered that the issues by expanding Yorkshire Water’s which highlighted the history of Hull, and open, allowing time to demonstrate SDMPs will be a good foundation upon normal business process to develop and flooding issues and the aspirations to that they were dealing with the issues which to build the DWMP process. include external stakeholder relationships, change the culture so that the City and tabled before meeting again. This steady engagement and data sharing throughout surrounding area ‘lived’ with water approach allowed trust and relationships At the time of writing, the company is the process to develop a portfolio of delivering four ‘pilot’ SDMPs; Leeds, going forwards. to develop and encouraged proactive potential shared interventions. engagement around key Sheffield, Hull and the Upper Aire Valley, Areas of shared responsibility, and potential future opportunities. each of which have been specifically E.4.3. How was this barriers/constraints to partnership working, chosen as opportunities to test and challenge approached? were openly discussed at the outset and a E.4.6. Alignment to develop key parts of the SDMP process13. The SDMP process firstly develops a plan was drawn up for key areas of focus DWMP framework This case study outlines the work that has company based understanding of the risks going forwards. Subsequent meetings took been undertaken for the Sheffield SDMP, The overall strategic ambitions and plans and challenges through the collection of more of a ‘workshop’ format where key risk which was chosen as a pilot to for partnership working that Yorkshire internal data and investment plans. This information was shared and opportunities concentrate specifically on partnership Water are adopting are highly comparable has been overlaid onto external for partnership work over different time and engagement. frames were documented. Each session to those proposed in the DWMP and it is stakeholder information (e.g. Environment considered that the SDMP pilots will be a Agency flood maps, water quality data, was focussed to allow the company to invite a targeted wider group to the good foundation upon which to build the British Geological Society overlays, DWMP process. The proposed Levels 1, 2 planning information). GIS routines were sessions to maximise efficiency. For example, the ‘growth’ session was and 3 for the DWMP align well to the then used identify solution opportunities structure within which Yorkshire Water such as SuDS. Extensive network attended by a representative of the planning department to allow early visibility already undertakes its planning, modelling coverage in the Sheffield area particularly with the new SDMPs14. has also been used to undertake a of ‘unpublished’ development plans. number of future scenarios to monitor

13 DWMP Long Term Planning Review: Alignment to DSF – Yorkshire, Ed Bramley December 2018 14 Email: 21st Century Drainage – The three levels, Ed Bramley, Yorkshire Water, 16th Jan 2018 14

> Level 1 – The regional view of the E.4.7. Benefit and results E.4.8. Lessons learned E.4.9. Summary DWMP fits with the national summary As a result of the newly established The main lessons learnt from the Yorkshire Water has acknowledged that overview as a way of providing a long- relationship and workshops, Yorkshire development of the Sheffield SDMP are: strategic level planning can be achieved term overview context for the Water has been able to openly discuss more effectively with a wider challenges of the region. > Building robust effective tactical and strategic issues and to build understanding of stakeholder aspirations relationships cannot be rushed. It is > Level 2 – Equates to the SDMPs which a closer relationship with Sheffield City and intentions. By establishing SDMPs important to understand current build on the risks and notional Council. This has allowed the two that cover several DAPs, the planning perceptions of the relationship, to build solutions developed in the DAPs, by organisations to work together to present a process builds on the risks and notional on the strongest parts and to work hard combining demand pressures and shared approach to future developments. solutions developed by combining demand together to improve the issues. developing holistic catchment pressures and developing holistic Consequently, a number of projects have solutions. Future scenarios are > A trusting relationship makes it catchment solutions. From the newly been developed which Yorkshire Water modelled at this stage and uncertainty easier to deal with any future issues established relationship and workshops, can drive forward with Sheffield City is quantified, however, sensitivity and challenges which present the company has been able to openly Council. Some of these are at a tactical analysis is [currently] not undertaken themselves due to the different discuss tactical and strategic issues and scale, but the real benefits have been the as part of the option development. objectives of the organisations involved. to resolve previously underlying issues number of strategic partnership projects, with stakeholders. This has allowed the > Level 3 – Equates to the DAPs which likely to be delivered across multiple > Have mutual respect for the technical organisations to work together to present are built around the tried and tested AMPs. A number of these have been and professional skills of the people a shared approach to future development Drainage Area Zones (DAZ). For some made available for inclusion in their involved. This enables informed areas. By building robust ad effective treatment works there would be PR19 submission and will be used to compromise, or where required, relationships, it has produced trusted several contributing DAZs, whilst for demonstrate how they are able to use understanding of the evidence partnerships which can utilised and built rural areas, there may an individual less traditional interventions to manage supporting the decision making. on as the company progresses into the DAZ covering several rural works. capacity and reduce flooding > Make sure the right people are implementation phase of the The DAP programme uses a risk-based and pollution. involved with the specific elements of DWMP framework. approach against the business drivers, Yorkshire Water has also found to benefit work. The technical aspect should not similar to the DWMP risk-based greatly from the experience Sheffield City be ignored as this is the key element screening process. Council has in delivering and maintaining which drives through from the initial > Level 4 – Yorkshire Water would also blue green solutions in an discussions to implementation of look at hydraulically homogenous urban environment. shared objectives. areas within a DAZ; the natural break > Take steps to be more open about points for dividing up the catchment ongoing activities, even though this may for implementing solutions. be uncomfortable at times, it ultimately The overall long-term planning process helps to build trust and confidence, is based around the principles of the which is reciprocated by those who Drainage Strategy Framework, risk-based need to work in collaboration. prioritisations, transparency, governance > Building a robust effective and developing holistic solutions. The relationship produces the dividends partnership engagement and collaboration rather than focussing solely on has allowed more confidence in long term the success arising from planning and in identifying opportunities technical expertise and to work together and maximise eye-catching visualisations. funding streams. 15 John Sutherland / Gian Illari / Brian Arkell Atkins Limited Woodcote Grove Ashley Road Epsom Surrey KT18 5BW

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