LIFE11 ENV/DK/889 Final Report 23/12/2016 Stream Of

LIFE Project Number LIFE11 ENV/DK/889

Final Report

Covering the project activities from 03/09/2012 to 1/10/2016

Reporting Date 23/12/2016

LIFE+ PROJECT NAME or Acronym Stream of Usserød – Joint Flood Solution

Data Project

Project location North Zealand Region, Denmark Project start date: 03-09-2012 Project end date: 01-10-2016 Total budget 2,530,689 € EC contribution: 931,276€ (%) of eligible costs 49.98

Data Beneficiary

Name Beneficiary Fredensborg Municipality Contact person Mr. Claus Matzen Postal address Egevangen 3B, 2980 Kokkedal, Denmark Telephone +45 7256 5000 direct n°+45 7256 5939 Fax: E-mail [email protected] Project Website Usserød-aa.dk

LIFE11 ENV/DK/899 Final Report Stream of Usseroed December 2016

1. List of contents

1. List of contents ...... 2

2. Executive summary ...... 5 2.1 General progress and completion ...... 6 2.1.1 Problems encountered during project execution ...... 6 2.2 Final status for action B1: “Joint organisation and planning” ...... 6 2.3 Final status for Action B2: “Common climate adaptation toolkit” ...... 8 2.4 Final status for action B3: “Demonstration projects” ...... 9

3. Introduction ...... 12 3.1 Environmental issue adressed ...... 12 3.2 Hypothesis and objectives ...... 12 3.3 Description of solution ...... 13 3.4 Results and environmental benefits ...... 13

4. Administrative part ...... 15 4.1 Description of the management system ...... 15 4.1.1 Overview of project actions and tasks ...... 15 4.1.2 Project organization...... 16 4.1.3 Project management activities and processes ...... 17 4.1.4 Partnership agreement status ...... 19 4.1.5 Amendment to Grant Agreement ...... 19 4.2 Evaluation of the management system ...... 19

5. Technical part ...... 21 5.1 Time schedule ...... 21 5.2 Technical progress for action Action A1 – Preparatory actions ...... 22 5.2.1 Activities undertaken ...... 22 5.2.2 Final status for Action A1 ...... 25 5.2.3 Comments to course and activities ...... 26 5.3 Technical progress for Action B.1 – Organizational planning and actions27 5.3.1 Transition from previous stage ...... 27 5.3.2 Activities undertaken ...... 27 5.3.3 Final status for Action B.1 ...... 29 5.3.4 Description of course and activities for the action B1 ...... 32 5.3.5 Conclusions and lessons learned for the action B.1 ...... 45

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5.3.6 Joint inter-municipal organisation “after LIFE” ...... 46 5.4 Technical progress for Action B2 – Common climate adaptation toolkit 47 5.4.1 Transition from previous stage ...... 47 5.4.2 Activities undertaken ...... 47 5.4.3 Overall progress and status for Action B2 ...... 48 5.4.4 Description of course and activities for the action B2 ...... 50 5.4.5 Implementation of the toolkit ...... 54 5.4.6 Progress Action B.2 since the midterm report ...... 54 5.5 Technical progress for action B3, Demonstration project ...... 55 5.5.1 Transition from previous stage ...... 55 5.5.2 Activities undertaken ...... 55 5.5.3 Overall progress and status for Action B3 ...... 56 5.5.4 Description of course and activities for the action B3 ...... 58 5.5.5 Results achieved for action B.3 ...... 66 5.6 Technical Progress Action D.2 Networking ...... 67 5.6.1 Objective and target group for networking actions ...... 67 5.6.2 Activities undertaken ...... 67 5.7 Technical progress for Action E.2: Networking with other projects ...... 69 5.7.1 Objectives for networking with other projects ...... 69 5.7.2 Networking with other practitioners – Activities ...... 69 5.7.3 Trans-national networking ...... 70 5.8 Action E.4: Socioeconomic impact asessment...... 70 5.8.1 Objective and methodology for socioeconomic impact assessment70 5.8.2 Course of action for socio-economic impact assessment ...... 70 5.8.3 Results for socio-economic impact assessment ...... 70 5.9 Dissemination actions ...... 71 5.9.1 Objectives for dissemination ...... 71 5.9.2 Dissemination activities ...... 71 5.10 Monitoring the impact of project actions (Action C) ...... 78 5.10.1 Applicability of the proposal’s set of indicators ...... 78 5.10.2 Alternative set of indicators ...... 78 5.11 Evaluation of Project Implementation ...... 80 5.11.1 Objective achievement and effectiveness ...... 80 5.11.2 Comments to methodology and efficiency ...... 83 5.11.3 Overall evaluation of impact of the project actions ...... 85

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5.12 Analysis of long-term benefits ...... 86 5.12.1 Long term environmental benefits ...... 86 5.12.2 Long term benefits and sustainability ...... 87 5.12.3 Replicability and transferability etc...... 87 5.12.4 Best practice lessons ...... 88 5.12.5 Innovation and demonstration value ...... 88 5.12.6 Long term indicators of the project success ...... 88

6. Financial part...... 89 6.1 Summary of costs incurred ...... 89 6.2 Accounting system ...... 90 6.2.1 Procedures for recording and approval of costs ...... 90 6.2.2 LIFE references and traceability of invoices ...... 90 6.2.3 Depreciation rules applied ...... 91 6.2.4 Comments to financial statement forms ...... 91 6.3 Partnership arrangements ...... 91 6.4 Summary of costs per action ...... 92 6.4.1 Costs incurred at completion ...... 92 6.4.2 Comments to deviations from budget ...... 92 6.4.3 Explanations for changes to personnel daily rates ...... 96 6.4.4 Comments to particular entries in the financial cost statement .. 99 6.5 Continued availability of co-financing ...... 101

7. List of Annexes ...... 102

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2. Executive summary

This Midterm Report covers the project “Usserød Å – Joint flood solution”, colloqui- ally referred to as “the Usserød Å project” (in English: The Stream of Usserød project). The project is initiated by recent flooding events in the 3 Danish municipalities Fre- densborg, Horsholm and Rudersdal situated along the watercourse Usserød Å in the North Zeeland region, about 30 km north of Copenhagen. These floods were caused by extreme rainfalls associated with climate change. The areas along the watercourse as well as its catchment areas are densely populated, and flooding will inevitably cause extensive damage to housings. Following the most recent and damaging flood in 2010 a mutual understanding between the 3 municipalities were reached at local government level recognizing that a joint effort is required to meet the challenges of climate change and initiate proper and efficient measures, dealing with the water system as a whole across municipal borders. Climate change adaptation actions were launched on national and municipal level across Denmark in 2012, but the Usserød Å project is unique in the sense that a delib- erate, inter-municipal approach is applied, based on the 3 parties’ determination to address and overcome the both the known and unforeseen obstacles for such an intermunicipal cooperation. The goal for the LIFE project was “to establish a basis for a sustainable, organizational inter municipal cooperation to realize the vision for the Stream of Usserød: To minimize the flood risk, and at the same time protect and develop the stream as a recreational area and natural habitat”. Three main objectives was specified for the project, with specific action plans for each of those:

Objective: Corresponding action:

To investigate and prepare recommendations for the B1: Joint organizational necessary organizational framework for the inter municipal planning and actions cooperation

To prepare the model simulation framework and online B2: Common technical climate measurement systems for necessary joint climate change adaptation toolkit adaptation actions and decisions

To initiate and implement joint civil works in the Stream B3: Demonstration projects of Usserød water system as demonstration projects for improving water management and prevent flooding

Deliverables and activities for the abovementioned main actions are further described in section 3.2. Furthermore extensive communication actions were carried out in order to secure the dissemination and implementation of project outputs in the community.

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2.1 General progress and completion The project was completed according to the time schedule stated in the Grant Agree- ment, by Amendment no. 1, approved on 26. August 2016. 2.1.1 Problems encountered during project execution For Action B2, the toolkit package was highly under-funded in original GA application. This has been dealt with by the re-shuffling of project budget stated in the GA Amendment no. 1. For Action B3 – Demonstration projects difficulties arose regarding the “wet meadow lagoon at Blårenden” - project according to the original idea and conceptual design. The difficulties arose from an unforeseen conflict with local preservation interests. The difficulties for Action B3 has been overcome completely by the corrective actions and revised time schedule approved in Amendment no. 1. The controversy and the corrective actions taken are further described in 5.4.

2.2 Final status for action B1: “Joint organisation and planning” Outline and summary of work performed on action B1 is shown in the table below.

Table 2.1: Summary of activities conducted in Action B1 during the project period.

Overall LIFE project To establish a basis for a lasting, organizational inter municipal goal cooperation to realize the vision for the Stream of Usserød: To minimize the flood risk, and at the same time protect and develop the stream as a recreational area and natural habitat.

Objective related to To investigate and prepare recommendations for the necessary action B1 organizational framework for the inter municipal cooperation

Deliverables for Summary of activities and work performed action B1:

Handbook for Preparation of “Handbook”: intermunicipal Comprehensive studies of the current constraints, framework and cooperation on mindset for public service and intermunicipal cooperation has been climate change carried out. From these findings,a comprehensive “Handbook” for adaptation intermunicipal cooperation on climate change adaptation is prepared. (see section 5.5). The “Handbook” is published from the project website, it’s target readers being: i. Professionals at managerial level in other Danish local government organizations ii. Professionals from other organizations interested in climate adaptation and water environment management iii. Professionals from the Usserød Å cooperation itself

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Writing and working up background papers for the Handbook has involved more than 10 employees and officials from the projekt partners as writers. The work was carried out in day long sessions, employing consultants from Local Government Denmark (LGDK), the member authority of Danish municipalities.

Establishing common knowledge basis: Parallel working sessions has been held to collate and establish a common data and knowledge basis for the entire Usserød Å system, in order to identify precise focus points and concrete proposals for future joint actions. This line of work has utilized findings and deliverables from Actions B2 and B3, as well as surveys of the Usserød Å area by drone technology.

Joint emergency plan Preparation of joint emergency plan. for floods along the Ver. 2 of joint emergency plan (Annex 1) has been prepared by Stream of Usserød Working Group 2. The work has defined what level of joint decisionmaking is possible and feasible in emergency cases in which – by law – the operational responsibility lies at the fire and rescue services. The joint emergency plan is implemented in the partners’ governance and management procedures.

Procedures and tools Principles and procedures for intermunicipal cooperation for joint prioritization The top management principles for cooperation across organizational and decision-making and municipal borders has been investigated and prepared in depth through a series of 7 daylong work sessions between the directors of the 3 utility companies and the department managers for the 3 municipalities. External consultancy by the company Qant has been applied, summary of the findings are shown in Annex 14 and 15. Complete organizational setup has been prepared, including politically approved terms of reference and additional staffing. Testing of the organization in pilot stage has been executed, and recommendations from the test stage is implemented in the current practice.

Activities and work performed are described in detail in 5.3.

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2.3 Final status for Action B2: “Common climate adaptation toolkit” Outline and summary of work performed on this action B2 is shown in the table below. Table 2.2: Summary of activities conducted in Action B2 during the project period.

Objective related to To prepare the model simulation framework and online measurement action B2 systems for necessary joint climate adaptation actions and decisions

Deliverables for Summary of activities and work performed: action B2:

Shared, integrated After thorough pre-design and procurement procedure and tendering hydraulic model for the consultant Niras was assigned for the task, starting their work on the stream and it’s hydraulic model and monitoring system design in January 2014. catchment areas Prior to commencement of the consultants work the project working group WG3 had prepared an interface mapping of the existing 3 hydraulic models for the catchment area operated by the utility companies, see document in Annex 2. Furthermore the WG3 workplan “Drejebog .... “ (see Annex 27) provided basis and framework for the consultants´assignment The model setup, tests runs and calibration is completed. The model has already been applied within the Usserød Å Cooperation for design of the Mortenstrupvej project (see description of Action B3 in 5.5). Furthermore the model applies to the flood forecast tool.

(continued ..)

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Deliverables for Summary of activities and work performed: action B2:

On-line monitoring Complete system of meters and software are bought and paid for system for hydraulic according to contract. The supplier’s remediation actions according flow and water to contract has been completed. quality along the The system is taken into use for the working Usserød Å cooperation, stream and web user interface showing on-line monitoring of the water level is available for the public.

Verified mapping of New flood risk map based on the latest calibrations of the model has flood risk areas along been prepared. the stream

Activities and work performed is further described in 5.4

2.4 Final status for action B3: “Demonstration projects” Outline and summary of work performed on action B3 is shown in the table below. Table 4.3: Summary of activities conducted in Action B3 during the project period.

Objective related to To initiate and implement joint civil works in the Stream of Usserød action B3 water system to improve water management and prevent flooding

Deliverables for Summary of activities and work performed: action B3:

Retention Conceptual design proposal for a new lagoon at the Blårenden Outlet basin/lagoon at the has been completed by landscape architects Møller&Grønborg in Blårenden outlet, collaboration with sewage systems engineers from HOR and the constructed as a “wet utility company Horsholm Water, see Progress Report Sept 2014. meadow” Alternative basic design for new lagoon retention project at the Mortenstrup site downstream Blårenden outlet has been completed. Approval of the new project from The Danish Society for Nature Conservation (DSNC) at the local level in Horsholm has been achieved for the alternative design. All necessary authority approval and permits has been granted. Danish regulatory constraints for climate adaptation projects dictateded that construction work could not start before January 1st 2016, this constraint causing a 6 month delay of the overall demonstration project and new and date September 1st 2016 was approved by GA Amendment No. 1.

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Owner and contract holder for the works is HORVAND, the tender has been executed according to procurement legislation for public utility companies Opening and Official inauguration of the Mortenstrupvej/Blårenden retaining weir and lagoon project took place on September 18th 2016.

Retention During the conceptual design for the Mortenstrupvej retention basin basin/lagoon at the (described above) it has become clear that construction of a Svenstrupgaard site, supplementary basin at Svenstrupgaard will not provide any constructed as a “wet additional value. meadow” The Svenstrupgaard part of the original idea as stated in the GA is therefore cancelled, and the project effort and investment from here will be canalized into the Mortenstrupvej works, as approved in GA Amendment No. 1.

Refurbished lock and A thorough hydraulic calculation on the retention capacity in lake water management Sjælsø based on existing model framework has been completed (see regime at the Sjælsø Annex 4). outlet Complete comprehensive joint strategy for managing and controlling the Sjælsø lock has been prepared (see Annex 20 og 38). The strategy includes findings from Action B1 (Joint emergency actions) and B2 (Flood risk mapping for areas along Sjælsø). The strategy report covers i.e.:  Retention volume capacity available during extreme rainfall scenarios  Response time for opening/closing of the lock  Drinking water reservoir concerns  Ecological issues in the lake and the Usserød Å  Detailed management regime and annual cycle water level set points  Actions during heavy rainfall warnings The work on the new joint strategy has identified a new opportunity for using the water levels for positive impact on the ecological balance in the lake.

Activities and work performed are described in more detail in 5.5.

A Layman’s report is prepared and published on the project website.

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Abbreviations applied in the midterm report:

GA The Grant Agreement document, Annex I project description

AB The project Administrative Board, see section 2.1

PM The designated Project Manager

WG Working Group, according to 2.1

FRED or The municipality of Fredensborg (coordinating beneficiary) FredKom

HOR or The municipality of Hørsholm (associated beneficiary) HorKom

RUD or The municipality of Rudersdal (associated beneficiary) RudKom

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3. Introduction

3.1 Environmental issue adressed The Usserød Å project addresses the issues of flood risks and water pollution associated with overflows to open watercourses in urban areas during heavy rainfalls. The Usserød Å (English translation: “Stream of Usserød” or “Usserød Creek”) water system runs in a densely populated area north of Copenhagen, where residential areas has been developed in close proximity to the watercourse since the sixties. Along its route from the lake Sjælsø to the sea the Usserød Å runs through 3 different municipalities, Rudersdal, Horsholm and Fredensborg (see map in e.g. Annex 32). In case of heavy rainfalls rainwater from the urban areas is discharged into Usserød Å, in some cases as overflows from combined sewage systems, thus causing flood risks as well as water pollution. Major flooding incidents in 2007 and 2010 has demonstrated that neither the 3 municipalities’ own infrastructure nor the existing intermunicipal cooperation at that time was able to cope with the extreme rainfall situations likely to occur with increasing frequency in the future, induced by the climate change. At municipal level “Climate change adaptation” plans and actions has been launched in 2012 initiated by the government, but in cases like the Usserød Å water system such individual actions in each municipality is both insufficient and inefficient. To put it simply, when a municipality located “upstream” discharges its rainwater overflow into Usserød Å they do not only flood and pollute their own stretch of the watercourse, but also export their flood risk and pollution to their neighbours downstream. And likewise, the downstream municipality can only take actions against their own rainwater discharges, not defend themselves against flooding and pollution coming from upstream.

3.2 Hypothesis and objectives The hypothesis behind the Usserød Å project was that it should be possible to establish an organizational setup across the municipal borders, capable of planning and execution of joint actions and joint projects to minimize flood risks and reduce water pollution. The hypothesis has been confirmed by the results and deliverables for the project actions. The overall objective for the project was to pave the way for such a permanent and sustainable inter-municipal cooperation. The overall objective has been reached by the implementation of the project results in daily inter-municipal cooperation.

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3.3 Description of solution The approach has been three-way, as outlined below:

1. Establishing joint organization and planning (Action B1 re. GA)

Objective: Expected output (main “deliverables”):

Detailed design for the new joint Terms of reference for joint organization, tried organization, ready for political approval out and approved and implementation Report: “Handbook” of inter-municipal climate change adaptation, stating analysis, findings and recommendations. The Handbook supports transferability and replicability of the project findings

2. Common toolbox for climate change adaptation (Action B2 re. GA)

Objective: Expected output (main “deliverables”):

To ensure the solid and commonly State-of-the art hydrodynamic computer model recognized methodology and knowledge covering the entire Usserød Å watersystem and base essential for joint planning and adjoining drain- and sewage systems decision-making Online electronic monitoring of waterflow and – levels in the entire Usserød Å Interfaces for online information- and alert systems to the public

3. Demonstration civil work project (Action B3 re. GA)

Objective: Expected output (main “deliverables”):

To initiate and implement joint civil Dynamic retention basin/lagoon upstream to the works in the Usserød Å water system to threatened housing areas improve water management, reduce Refurbished lock and water management regime overflow discharges and prevent at the Sjælsø outlet flooding

3.4 Results and environmental benefits The following results and environmental benefits are expected, in brief:

 Reduced risk for flooding due to improved retention of rainwater prior to river discharge  Basis for reduction of polluted rainwater overflows

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 Improved knowledge and tools for planning of climate adaptation and pollution control measures  Better public understanding of the increased risk of flooding and recognition of solutions  Basis for more cost-efficient climate adaptation measures as joint ventures in the future  Stronger planning basis for future minimization of flood risk

As longer term results of the permanent inter-municipal cooperation, we expect:  Fewer incidents of flooding and lesser consumption of resources and energy derived from the damages  ‘To contribute to a better aquatic environment on a regional level, by improving intermunicipal cooperation  To contribute to improved public access to and use of nature reserves for recreational purposes on a regional level, by improving intermunicipal cooperation

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4. Administrative part

In this section 4 of the Midterm Report an outline of the established project management framework is given. It shall be emphasized that the development of a sustainable and operational framework for the inter-municipal cooperation, including the project management itself, is the core objective of the project. Therefore, substantial amount of resources has been applied to develop management procedures, IT infrastructure as well as the human resources side. Basically the 3 municipal participants are classic public administration organizations, whose working culture, skills, tool base and management infrastructure are different from those required for classical project work. The learning curve has been steep, and outputs and experiences gathered from the LIFE project management are essential for the permanent intermunicipal cooperation.

4.1 Description of the management system 4.1.1 Overview of project actions and tasks The basic project planning follows the framework set out initially in the GA, with the modifications stated in the Inception report, see diagram fig 4.1 below.

Preparative actions A.1

Joint organisation and planning B.1 (WG 1 and WG 2)

Joint emergency plan

Joint organisation Joint organisation Final recom- Development phase Pilot phase mendation

Toolbox actions B.2 (WG 3)

Tender consultant Hydraulic model preparation Hydr. model

Measuring system – Measuring system – Design and tender Installation

Demonstration projects B.3 (WG 4 and Horkom)

Lake Sjaelsoe control regime

Civil works retention basin - Design Construction and commisioning

Communication and dissemination actions D

Fig. 4.1: Overall LIFE project planning flowsheet. Breakdown of actions into tasks is described in detail in section 5.

In practice, the Usserød Å Project is managed like a “programme” of individual sub- projects in the form of the core actions B1-B3. These are the core activities related to

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the overall project objectives (see 3.1), and each follows their own individual detailed plan and workflow as described in 5.3 – 5.5. Action D follows the communication plan described in 5.6. Project management actions (Actions E.1 – E.4) are ongoing activities not broken down in phases. 4.1.2 Project organization

Basic organogram for the project organization is shown below.

SUPC: The Stream of Usserød Political Committee

Styregruppe AB: The Administration Board

Projektleder PM: Project Manager

W WG W W WG G G G 5

Fig. 4.2: Organogramme for the project organisation

The Political Committee (SUPC) consists of leading members of the city councils of the three participating municipalities, Fredensborg, Hørsholm and Rudersdal as well as directors (board members) from each of the three utility companies. The role of the SUPC is to set out the overall objective for the intermunicipal cooperation and to facilitate proper political approval and consolidation of plans and actions formulated by the Administration Board. The Administration Board consist of department managers and directors from the different bodies within the three municipalities and the three utility companies who is responsible for the actual implementation of the actions planned and proposed within the project, and for climate adaptation actions in general. The role of the AB is to oversee the overall execution of the project and to secure coordination with other projects and administrative work on climate change adaptation in the three municipalities. The AB is responsible for the administration of the Part- nership Agreement. The AB sets out the rules and instructions for the Project Manag- er, and approves contracts and major procurements prior to signing. The AB reports to the SUPC. The project manager is responsible for the day-to-day management of the project and for the project deliverables. The project manager reports to the AB. The project manager also oversees and coordinates the work carried out by the working groups (WG’s). The project manager is employed by the coordinating beneficiary (Fredkom) and is recruited externally particularly for this project. He has his work address at the

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Fredkom main office, but travels regularly to the other participants for meetings and daylong work sessions. 4.1.3 Project management activities and processes Actions E1-E4 are processes supporting and embedded in the project management. The project management is supported by the following tools and setup: 4.1.3.1 Meetings  Administrative Board meetings were held at quarterly intervals. These meetings covers general project reporting and monitoring as well as coordination at management level with other projects and administrative work on climate change adaptation. The project manager acts as chair at the AB meetings.  Working Group meetings were held at monthly intervals. These meetings covers general coordination and monitoring of progress and deliveries within the individual WG’s as well as specific technical processing of particular issues and topics according the work plan. The PM or the assistant PM chairs the WG meetings.  Workshop meetings and seminars for development and verification of information is held ad hoc within each of the 3 main action workstreams. These are often organised and executed by consultants assigned to the particular task. Examples of workshop meetings are e.g: o WG1 workshops as described in 5.3.4 o Workshop for emergency plan scoping 4.1.3.2 Administrative routines The following administrative routines and procedures are set up to support the ongoing project management:  Timesheet: Template and routines for recording the working hours spent on project activities is prepared. The time sheet template is similar to the Com- mission’s template. Filled-in and undersigned timesheets from all participating staff is collected by FRED staff for records and project control purpose.  Accounting: An accounting system corresponding with the cost-breakdown structure of the Grant Agreement was established and maintained by a project accountant from the FRED staff. Administrative procedures, stating workflow for reporting, payment, bookkeeping etc. was put down in a common Project Administration Manual, shared by all working participants (see Inception Re- port May 2013).  Procurement strategy: Principles for procurement of project services, works and goods was prepared by the PM and approved by the AB (see Inception Report May 2013). The procurement strategy analyses all the main external supplies required for the project activities and states recommendations for putting these supplies out to tender in an efficient and transparent way, complying with local and EU procurement regulations and principles.

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4.1.3.3 IT Setting up a workable, common IT system for the inter-municipal project cooperation is essential but also a major task, and the experience gathered and solutions found in this project will be a significant result in itself. The extensive security requirements and legislative constraints for outside access to municipal IT systems made the existing IT platforms unfit for intermunicipal cooperation. Therefore the Usserød Å project organisation had to establish it’s own shared IT platform. After extensive investigations and considerations a web (“Cloud”) based MS O365 Sharepoint platform solution was chosen. The common IT platform provides:  Project document archive with document management facilities  Shared document templates  Shared project calendar  News and chatroom Costs for setting up the project IT platform (licenses and consultancy services) are foreseen in the revised budget for overall project operation. Screendump of homepage for Usserød Å Sharepoint platform are shown in Annex 6. 4.1.3.4 Cost control Substantial amount of resources has been applied to establish an activity-based project accounting, aligned with the LIFE project cost framework as stated in the GA. Applying a simple, custom made Excel based system cost control is performed on a monthly basis. In addition to providing updated cost statements, various cost control information is calculated, e.g. Estimates To Completion and Estimate At Completion enabling the project manager and the steering committee to monitor and approve spendings. Example (screendumps) for cost control system is shown in Annex 7. 4.1.3.5 Scheduling Basic scheduling for each of the main actions B1-B3 is carried out applying MS Pro- ject. The number of tasks involved is relatively small, and the interdependencies and critical paths are easily identifiable. Therefore more advanced IT based scheduling has not been required. 4.1.3.6 Design Manual A design manual including new project logo and templates for project documents etc. was prepared. The Design manual supported a presentable, uniform external profile identifying the project and facilitating inter-municipal ownership, common identity and team spirit. Creating a strong visual identity for the project has also been a focus point as a means for communication and dissemination. The project visual design will stay in place as identity for the ongoing inter-municipal cooperation after the LIFE project has been completed. Sample of the visual design is shown in the information folder, Annex 8.

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4.1.4 Partnership agreement status A Partnership agreement form has been prepared and was included in the inception report package. Copy of signed partnership agreement document is included as Annex 5 to this Midterm report. The Partnership agreement also states the overall principles for division of LIFE project costs and revenues at completion between the partners. These principles has been validated during the ongoing project operation, and a detailed formula for calculation net financial contribution after completion has been agreed upon, copy of AB memo on this issue is shown in Annex 9. 4.1.5 Amendment to Grant Agreement By letter of November 27th 2015 to the Commission a request for amendment to GA was filed. The amendment request addressed the following issues:

 Changes for technical solu- Changes due to unforeseeable changes in tion Action B.3: preconditions, detailed description in 5.5.4  Changes to overall time Postponement due to delay of action B.3, see schedule: 5.1 and 5.5.4 – 5.5.5  Changes to budget break- Shift of budget amounts between categories down of costs per action: and actions, see explanations in 5.4, 5.5 and 6.4  Changes to staff salaries: See annex 10  Changes to list of project This issue has been discussed regularly at the deliverable products: Monitor’s visits, and the irregularities have not been considered a major issue as the actual deliveries are improvements compared to the original list. See annex 10

Copy of the detailed report for the amendment is included as annex 10 The amendment request has been granted by letter from the Commission August 26th 2016. Consequently the financial part (section 6.) will be referring to the GA budget.

4.2 Evaluation of the management system The management system has been working unchanged since its implementation prior to the Inception report. It has basically been working well as intended. Obstacles and difficulties experienced have most often been related to:  Discrepancies between the municipalities ‘own accounting systems and administrative procedures and the LIFE requirements  Particular accounting interfaces  Lack of sufficient resource management within the municipalities themselves

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Learnings from the abovementioned experiences are integrated in the Action B.1 work and recommendations for permanent cooperative organization. The Sharepoint joint IT platform developed in the project will be kept in operation and maintained “after LIFE” as operating IT platform for the ongoing permanent Usserød Å cooperation. Communication with the Commission and the Monitoring team has been straightforward and smooth, and the regular visits have been productive. The Monitoring team has willingly provided ad hoc advice and clarification for LIFE project management and administrative issues during project execution.

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5. Technical part

5.1 Time schedule Updated time schedule shown below. For elaboration on progress for each action, see following sections 5.2 – 5.5

Legend:  Original plan  Updated plan – GA Amendment  Indication of progress in %

Fig 5.1: Overall time schedule including amendment

Postponement of end the project end date from March 1 2016 until October 1. 2016 was approved in Amendment No. 1 due to delays in action B3. The delay was caused by unforeseeable, exceptional circumstances such as:  New legislation for water companies co-financing of climate adaptation projects  Unforeseen resistance from local nature conservation organisations This is further described in Annex 10.

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5.2 Technical progress for action Action A1 – Preparatory actions Compared to the original GA the preparatory actions were modified, in order to establish a solid baseline plan for the following actions B1 – B3. This change has been addressed and approved previously in connection with the Inception Report. 5.2.1 Activities undertaken The practical planning has been carried out by the 3 intermunicipal working groups dedicated to these actions:  WG1: Action B1, Organizational planning and actions  WG3: Action B2, Common climate adaptation toolkit  WG4: Action B3, Demonstration projects The planning work has been carried out in three individual workflows (one for each action), each workflow consisting of 3-5 working seminars supported by work between seminars. The purpose of this planning stage has been:  To ensure common understanding of preconditions and information basis for the work within the WG  To test, validate and verify the goals, actions and deliverables identified for the WG  To prepare a timely involvement of the relevant interested parties prior to project execution  To support teambuilding and working relations within the WG prior to project execution  To give recommendations for the detailed planning

In tables 5.1 – 5.3. below lists of planning activities and achieved outputs for Action A1 is shown.

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Table 5.1: Planning activities for Action B1 - Joint organizational planning and actions. Activities done by intermunicipal working group WG1.

Activities: Outcome: Output:

Verify objectives Confirmation of common objectives for WG1 document: and scope for Joint intermunicipal cooperation Project definition organizational Verification of scope and issues to be statement planning covered during project execution Minutes from meetings Scoping for final report (See Annex 26)

Investigate baseline Understanding key issues for WG1 document: administrative administrative practices for climate Mapping of key issues practices change adaptation among the project for standards and participants administrative practices for climate change adaptation among the project participants

Establish methods Understanding of common lack of Requirements mapping and resource available experienced resources for the for consultancy services availability project work Decision on scope and skill requirements for the acquiring of external assistance

Plan for Common understanding and outline of WG1 preliminary project development action feasible working process, applying plan change management principles

Project kickoff Common ownership to the project’s WG1 document: seminar for joint goals and objectives Findings from project project staff and Common basis for actions within a clear kick-off seminar interested parties and well-defined framework within the (See Annex 11) partnership Professional and social network relations and knowledge sharing within the project

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Table 5.2: Planning activities for Action B2 – Common technical climate change adaptation toolkit. Activities done by intermunicipal working group WG3.

Activities: Outcome: Output:

Verify objectives Confirmation of purpose and scope for In Preliminary Plan and scope for operative cooperation on climate document: common technical adaptation  Scope statement climate adaptation Common understanding of success toolkit  Principles for criterions for Action B2 cooperation in the WG

Baseline lessons- Common understanding of strength and WG memo: Evaluation learned from weaknesses of tools and working of existing water previous work and methods previously applied monitoring actions and cooperation measurement system Preliminary requirements analysis Review of previous investigations and monitoring A fresh start for the intermunicipal Working Group !

Stakeholder Basis for timely involvement of In Preliminary Plan analysis and risk interested parties document: analysis Common understanding of primary risks  Stakeholder and relevant mitigating actions analysis  Risk analysis

Budget verification Balancing of scope versus preliminary In Preliminary Plan cost estimates for equipment and external document: services  Reviewed Anchor Anchor budget for project execution budget

Plan for tendering Verified basis for detailed planning and Coherent Preliminary and project execution, approved by the AB. plan document execution Secured ownership to the action plan (See Annex 27) among the intermunicipal working group

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Table 5.3: Planning activities for Action B3 – Demonstration projects. Activities done by intermunicipal working group WG4.

Activities: Outcome: Output:

Verify objectives Review of the initial, sketchy plans for In Preliminary Plan and scope for the retention basins document: rainwater retention Common understanding of refocusing  Scope statement basin the works on one particular solution to be (infrastructure)  Principles for investigated works cooperation in Scope and success criteria for Lake the WG Sjælsø retention scheme

Organisation, Outline of civil works project In Preliminary Plan ownership and organisation: document: responsibilities  Agreement of ownership  Scope statement  Permits and authority  Principles for cooperation in  Payments and financing the WG  Management interfaces to LIFE Memo of AB meeting project

Budget verification Balancing of scope versus preliminary In Preliminary Plan cost estimates for design and document: construction  Reviewed Anchor Anchor budget for project execution budget

Plan for design, Verified basis for detailed planning and Coherent Preliminary approval and execution, approved by the AB. plan document construction Secured ownership to the action plan (See Annex 28) among the intermunicipal working group

5.2.2 Final status for Action A1 As indicated in the (approved) Inception Report scope and schedule for Action A1 has been changed compared to the description in the GA. Action A1 has been completed.

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Indicators for performance of the action A1 are: Outcome: Indicator/test Comment

Common understanding and Survey: WG members per- Significant indication of ownership to overall scope ception of cooperation (see improved intermunicipal and purpose also Action E4) cooperation and project understanding

Verified preconditions and Identified needs and re- Outputs from A1 were direct- requirements for procure- quirements supports practical ly applied in further project ment of services and tendering and project execu- execution of B1-B3 equipment tion

Framework for planning Planning work and docu- Preliminary planning basis and execution ments actually contributing proved itself to be sustaina- to project management and ble and were kept unchanged stakeholder communication during subsequent project stages

5.2.3 Comments to course and activities Upon realizing the immense complexity of the overall project task it became essential to establish as quick as possible:  Common identity and sense of purpose among the key staff in the working groups  Planning basis, reviewed and verified by the staff actually assigned to the different tasks These two were of course closely interlinked, and the risk of getting the staff to feel they were drowning in complex planning and preparation before actually achieving any concrete results was eminent. To overcome this risk and to sustain momentum and energy in the project organization significant effort was put into e.g.:  Immediately create common visual identity (logo, document templates etc.)  Teambuilding activities and joint seminars

These activities have led to minor overspendings for some cost types compared to the original GA budget (see section 6). It is the general assessment that these were well invested and crucial for the outcome of the planning and preparation action. The personnel costs (working hours spend) for Action A1 was significantly under budget, in spite of the prolonged timespan and extended scope. This reflects the fact that the original budget for this action was over-estimated.

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5.3 Technical progress for Action B.1 – Organizational planning and actions 5.3.1 Transition from previous stage Transition from preparatory actions to execution for action B.1 was extended by 6 months, due to the complexity of the task and the need for the WG1’s re-thinking and validation of scope and delimitations discovered in the preparatory stage. The transition work provided the following basis for execution of B.1:  Scoping and synopsis for organizational issues to be investigated and covered in the final professional report, see Deliverable products package. External consultants were assigned to these tasks  Plan and process method for organisational development, see Fig.5.1 5.3.2 Activities undertaken Below is listed an overview of key activities undertaken for Action B.1 until reporting date. Selected important findings and considerations are described in 5.3.4

Table 5.4: Activities undertaken for Action B1 - Joint organizational planning and actions. Activities done by intermunicipal working group WG1.

Activities: Outcome: Output:

Analysis of the  Common understanding and WG1 working paper: “På intermunicipal transparency re. the 6 parties’ vej til blivende cooperation individual positions and organisation” framework expectations for joint organization  Agreement on principles and aim for development of joint organization framework

Developing  In depth analysis of scope for WG1 working paper: “På organization and intermunicipal cooperation vej til blivende cooperation organisation  Risk Assessment WG1 working papers –  Analysis and choice of possible Workshops 1-6 organizational set-ups WG1 working papers:  Analysis of possible workflows for ”Interessentanalyse, joint actions, activities and opsamling fra WS3” decisions  Identification of change management activities necessary to achieve viable joint organization  Identification of joint staff  Agreement on principles for communication

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Activities: Outcome: Output:

 Outline and agreement on launching pilot/test stage for the cooperation

Identification of  Mapping and identification of WG1 working paper: operative tasks – in current status and open issues “Tværkommunal UÅ particular for climate change adaptation Funktion – Udvalgte cooperative tasks and environmental protection indsatsområder for along the whole watercourse pilotfasen”  Common understanding and WG3 working paper: mutual professional transparency of the individual ”Kortlægning af tasks and problems to be solved sagskomplekser langs Usserød Å”  Joint task list and prioritization WG1 study group  Proposals for actions to support papers: Case implementation and utilization ”Vandmiljø”, Case og new joint toolbox (LIFE ”Klimatilpasning”, Case Action B2) ”Naturbenyttelse” Video recordings of project area at bird level and ground level

Mapping of legal  Understanding of legal limitations WG1 working paper: framework for and constraints for “Samarbejdets aktører og cooperation intermunicipal cooperation deres rammebetingelser”  Understanding of legal limitations and constraints for cooperation between municipalities and water utility companies

Temporary  Agreement on principles for AB Terms of Reference organization for test cooperation during test/pilot for Usserød Å stage stage cooperation  Definition and approval of Q/A document for temporary organization for test launching common stage organization among the employees Minutes of Political Committee approval

Establish joint  Plan document for flood Joint emergency plan emergency plan preparedness including action documents cards  Plan document for water pollution preparedness

Framework for  Agreement on scope and issues WG1 working paper:

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Activities: Outcome: Output: project report definition Framework for final report “Handbook of  Choice of media and form for intermunicipal climate publication change adaptation”

5.3.3 Final status for Action B.1 Execution and activities for Action B1 has essentially been following two independent tracks:  Analysing, scoping and pressure-testing of the joint organizational framework. This has been done at top management level.  Joint investigations of the current scope, constraints, framework and methodical approach for public service and intermunicipal cooperation on water management and climate change adaptation. This has been done at employee level among public management professionals

Selected planning approach stated that the two independent tracks should merge into the pilot/test stage by start 2015, as illustrated in fig. 5.1 below.

Fig. 5.1: Planning framework for Action B.1

Action B.1 and main deliverables has been completed. The pilot stage was initiated by kick-off meeting and political approval February 2015. Implementation of permanent organization for inter-municipal cooperation was politically approved in April 2016. Work on final report on the organizational development has been completed, see also 5.3.4.7.

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Primary indicators for performance of the action B1 are: Outcome: Indicator/test Comment

Top management agree- Approved, concrete terms of refer- The work has been ment on principles and ence document grund-breaking for better aim for development of cooperation between the Commitment and willingness to joint organization parties, in particular re- respect differences and address framework garding the utility com- obstacles to cross-border coopera- panies tion

Workable organizational Commitment to extensive coopera- The Administrative setup prepared tion in joint staff setup Board’s willingness to address sensitive issues Willingness to initiate concrete and radical new ap- changes proaches has been signif- Agreement for joint recruitment and icant. financing of management staff The willingness to take first step for investing in join staff is significant

Joint organization ap- Political approval – Decision Setting up political objec- proved an implemented (SUPC minutes of meeting) tives and targets for the for test independent utility com- Specific objectives and targets for panies is a new invention the 3 utility companies participation in Danish public admin- Contentment with detailed task istration. definitions and new working meth- Preliminary feedback ods from the “pilot” organisa- Joint staff generating outputs tion indicates possible capacity building as spin- Mutual trust and reliance continu- off from the work ously improving

Solid scope and issues Joint sense of purpose for the work The final report focus on definition for final report among the contributors and target dissemination and broad- on joint organisation and readers er perspectives rather planning than internal documenta- Qualification of scope and approach tion of the work by way of external consultants participation and feedback

Brief status for B1 main deliverables at completion is as follows:

Deliverables for % Brief description action B1: Complete

Procedures and 100 Principles and procedures for intermunicipal cooperation tools for joint prepared and approved, see Annex 17 and the handbook prioritization and for intermunicipal cooperation. decision-making The top management principles for cooperation across organizational and municipal borders has been investigated an discussed in depth through a series of 2 daylong work

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Deliverables for % Brief description action B1: Complete

sessions between the directors of the 3 utility companies and the department managers for the 3 municipalities. External consultancy by the company Qant has been applied, summary of the findings are shown in Annex 14 and 15. Stage 2 of the workplan starts October 2014 in 3 sessions, where the agreed principles are tested and particularized into procedures, workflows and proposal for organization. Necessary change management actions to develop and secure the “new” cooperative approach will also be adressed.

Joint emergency 100 Ver. 2 of joint emergency plan (See Annex 1) has been plan for floods prepared by Working Group 2. The work has defined what along the Stream of level of joint decision making is possible and feasible in Usserød. emergency cases in which – by law – the operational responsibility lies at the fire and rescue services.

Integration of the new management of the lock in Sjælsø

Annex 1 further includes Ver. 1 of a joint emergency plan for handling water pollution in the Stream of Usserød Å.

Final report: 100 Preparation of Handbook: Handbook for Comprehensive studies of the current constraints, intermunicipal framework and mindset for public service and cooperation on intermunicipal cooperation has been carried out and a climate change comprehensive synopsis for the final “Handbook” was adaptation prepared (see Deliverable document package and fig. 5.5). Writing and working up the documents included in the Handbook has involved more than 10 employees and officials from the projekt partners as writers. The work is carried out i day long sessions, employing consultants from Local Government Denmark (LGDK), the member authority of Danish municipalities. A series of articles on the aspects of organisational development coverede during action B.1 constitutes the “backbone” of the web based handbook. External assistance was assigned for this work.

100 Establishing common knowledge basis: Parallel working sessions has been held to collate and establish a common data and knowledge basis for the entire Usserød Å system, in order to identify precise focus points and concrete proposals for future joint actions. This line of work utilizes findings and deliverables from Actions B2 and B3, as well as surveys of the Usserød Å area by drone technology.

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5.3.4 Description of course and activities for the action B1

5.3.4.1 General approach and methods for development of joint organisation During the preparative action stage (see 5.2) the work on joint organization was initiated by series of workshops in the group of municipal department managers. It was the basic assumption that the working group WG1, taking on the groundwork for analysis and organisational development, should be manned by the same department managers. These activities produced valuable baseline conditions and ideas for the future joint organisation, but it also became clear that:  The complexity of the task was far greater than initially recognised  The necessary capacity for the comprehensive work was not available within the WG1  The task involved management methods and skills rather that public administration knowledge  The task could not be carried out without involving the utility companies’ management along with that of the municipalities

To deal with these problems it was decided to employ external assistance for planning and facilitating development of joint organisation. After initial skills analysis and interviews the consulting company Qant was assigned to the task. Qant had considerable experience within the Danish water sector and came recommended by the project participants. Upon assigning the consultancy assistance the Steering Committee simultaneously agreed to a possible budget extension for external assistance, as included in GA Amendment No. 1. The process for developing the joint organisation followed the steps shown on the diagram below:

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Proces frem til organiseret samarbejde

Output: Fælles idegrundlag i chefgruppen …. WS 1: Kortlægge og forstå samspillet

WS 2: Formål: Principper og 1. skitse • Målsætning for til blivende organisation arbejdet • Indsigt i parternes WS 3: vilkår • Forventninger og Formål: Valg af indsatsområder • Verificere bekymringer Output: • Identificere principper fra WS 4: WS1 – Udkast til Forslag klar til test samspils områder Formål: Konkretisering af Best practice • Identificere og • Principper for opgaver og • Skitsere en prioritere samspil, belyst organisation ved cases organisation indsatsområder • Drøfte • Overordnet kommunikation forandrings/ WS 5: som fælles involverings plan Formål: Roller, ansvar og opgave • Konkretisering medarbejdere af indsats- områder • Færdigdesign af Formål: organisations- • Præcisering af form/ struktur rolle og ansvar i • Drøftelse af pilotfasen, politisk herunder involvering og udpegning af forandringskom medarbejdere/led munikation er til pilotfase • Udarbejdelse af implementerings- plan.

Fig 5.2: Overall flowsheet for WG1 organisational development workshops

For the process described above the Working Group WG1 was practically identical to the project Administrative Board, and staffed as listed below:

Allan Carstensen, Technical Director RudKom

Christian Ibsen, Head of Planning & Enviromental department FredKom

Maria C. Nielsen, Head environmental department, RudKom

Frank Steen, Head of environmental department, HorKom

Henrik Hansen, Director Fredensborg Forsyning

Tina Otterstrøm Jensen, Director Hørsholm Vand

Jane B. Madsen, Director Rudersdal Forsyning

This composition offered the obvious advantage for the working process that management qualification and approval was immediately available during the sessions. The working process was designed around a series of full-day sessions in the WG1, as described in fig 5.2. The sessions were carefully planned and executed by the consultant and the project manager in close cooperation. The process proved to be very efficient in providing

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results and in working around the daily workload among the WG members, see also the WG evaluation in Annex 13. The sequence of work on the joint organisation was a major concern in the planning and execution of the overall project, the most important considerations being:  The complexity of the task: The overall principles had to be worked out in a closed circle of managers before inviting in employees and other parties  The complexity of the task: It would be impossible to foresee, cover, investigate and design for all aspects of an intermunicipal organisation by way of desk studies and working sessions alone  The interphases to the work on the “professional toolkit” (Action B2): The terms and working scope for the joint organization had to be qualified and validated from the employees’ operational point of view.  The interphases to the work on the “professional toolkit” (Action B2): The WG3 designing the toolkit needed the basic principles for the cooperation in order to define the precise requirements and use  The work on organizational development must produce input and deliverables for the final report. The above-mentioned considerations lead to the model for the joint organizational planning given below:

På vej fra projekt- til pilotfase …et nødvendigt trin for at nå til den varige organisation

Varig organisation Vision

(Strategi) UDVIKLINGSFASE Principper, regler (Forretningsmodel)

Relationer, viden

Opgaver, proces, struktur

SKRIVEFASE (skriveværksteder)

Pilot

Fig 5.3: Model for integrating organizational development, pilot stage and test/documentation stage.

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The “funnel” approach illustrated above helped to cope with the complexity of the task in the sense that it enabled a stepwise but also iterative process going from agreement on overall principles to detailed organization and procedures. The yearly decision cycle guiding the municipalities’ political and administrative workflow required that a proposal for the organizational setup was ready for approval and test one year earlier than the LIFE project end date; otherwise it would not be possible to make a direct transition from the LIFE project phase to a permanent intermunicipal cooperation. A brief outline of the work performed during the management workshops is given in the following sections. 5.3.4.2 Discovering the basic principles - Workshops 1-2 Apart from a mutually shared “burning platform” regarding the constant threat of flooding not many other basic conditions for setting up the intermunicipal cooperation between the parties was in place at the beginning of the process. On the contrary, the new cooperation had to overcome a number of barriers e.g.:  By recent national legislation in force 2010 the public water utility services (water supply and sewage) had become independent companies, no longer placed under the public municipal administration  As independent organisations under the new regime the utility companies must now operate under conditions and restrictions very different from their former “parent” municipal administrations  The abovementioned national legislation for the water sector includes strict restrictions for the utility companies’ participation in climate change adaptation activities  National legislation sets up restrictions for municipalities’ participation in activities located in their neighbour municipalities.  The 3 municipalities in the Usserød Å catchment area evidently has different stakes and interests in the cooperation, politically as well as administrative  Historically there has been some mistrust between neighbour municipalities along the Usserød Å

During planning of the following further realizations emerged:  Until now the managers from the 6 parties had never before sat together around a table for a serious discussion on expectations for possible cooperation and mutual coexistence, neither bilaterally or as a group  The list of barriers for intermunicipal cooperation is so long and complex that any attempt to address it as a whole in plenum was bound to fail.

The selected approach to design and execution of workshops 1-2 was therefore a classic organization design process, establishing:  WHY o are we establishing the intermunicipal cooperation

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o are each of us – as individual organisations – participating  WHAT o is it we want to achieve long term o do we believe is feasible short term

Principles for the HOW was addressed in workshops 1-2 by way of in-depth case studies of selected joint tasks, in this way securing that the discussions on principles were as realistic as possible. However, the more detailed “HOW” was intentionally left for the subsequent workshops 3-6. Working papers for execution of workshops 1 and 2 is shown in Annex 14. Summary of findings from these workshops (the basic principles) is also shown in Annex 14. An extract of the proceedings and findings for WS 1-2 is shown in the table below:

Table 5.2 : Extracts from WS1-2

Subject processed Output  Risks and concerns Mutual perception and assessment of risks, listed  Scope for future cooperative tasks 1. draft lists for concrete tasks at strategic, tactical and operational levels  Principles for the intermunicipal Statements for how to execute the coopera- cooperation tive tasks at all levels, respecting the individual stakeholders as well as the overall common vision and goal  Examples of execution of coopera- 1. drafts for working procedures tive tasks  Mapping of possible organizational Two different models analysed for future setups qualification and decision

5.3.4.3 The organizational setup – Workshops 3-5 The workflow for the workshops on organizational setup was designed to provide the following results:  Final selection, prioritization and qualification of future cooperative tasks, sufficient for detailed planning  Workflows for future cooperative tasks, as basis for defining roles and responsibilities for future joint organisation  Decision on the degree of autonomy and delegation of competence for a joint organization

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 A recognition of the need for thorough change-management effort to make the new organisation work  Preparation of the necessary change management actions  Terms of reference for joint organization during pilot stage, for approval in the Political Committee.

See fig 5.4 below for overview.

Beslutningsspor – Oplæg til proces

WS 3, Oktober 2014

WS 4, November 2014 Fase 1: Valg af indsatsområder

Formål: Fase 2: WS 5, December 2014 • Identificere og Konkretisering af prioritere opgaver og organisation indsatsområder • Overordnet forandrings/ Formål: Fase 3: involverings plan • Konkretisering af Roller, ansvar og indsats-områder medarbejdere • Færdigdesign af organisations- form/ struktur Formål: • Drøftelse af • Præcisering af politisk rolle og ansvar i involvering og pilotfasen, forandringskom herunder munikation udpegning af medarbejdere/lede r til pilotfase • Udarbejdelse af implementerings- plan.

Fig 5.4 : Overview of process for establishing the “How” part of the organizational design

Working papers for execution of workshops 3-5 is shown in Annex 15 Essential documents for the joint organisation proposal (Detailed list of actions and Terms of reference) is shown in Annex 16 and 17. An extract of the proceedings and findings for WS 3-5 is shown in the table below:

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Table 5.3: Extracts from WS3-5

Subject processed: Output:  Prioritization and selection of ac- WG1 working paper:“Tværkommunal UÅ tions and tasks for the pilot stage Funktion – Udvalgte indsatsområder for pilotfasen”  In depth stakeholder analysis and Stakeholder mapping at single individual and mapping employee level  Change management Stakeholder Involvement plan  Roles and responsibilities in future Draft terms of reference document submitted joint organization for political approval  Process for political approval Political Committee presentation and approval  Financing of joint operations and Agreement on joint financing of extra desig- actions nated staff and operation costs

It became clear from the series of workshops 3-5 that the new intermunicipal cooperation would represent a much more extensive change in perceptions and working procedures than initially recognized by the management group. It was recognised that extra management and leadership effort was necessary in order to facilitate and initiate the new way of working together. 5.3.4.4 Facilitating change – WS 6 and kick-off The finalization of the joint organization setup by end of WS5 left the following open issues to be solved:  Framework and preparations for “kick-off” session  Verification of vision and objectives for the joint organisation – Answers to the “why?”  Preparation for anticipated questions about “how?”  Recruitment of designated manager for the joint organisation (technical operation and planning)  Plan for the AB’s monitoring of the working organisation during the pilot stage

Working papers from Workshop WS6 is shown in Annex 18. An extract of the proceedings and findings for WS6 is shown in the table below:

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Table 5.4: Extracts from WS6 on planning for launching of the pilot stage

Subject processed: Output:  Framework and preparations for Detailed script for ½ day conference for in- “kick-off” session vited stakeholders  Verification of vision and objec- Revised “vision paper” including script for tives for the joint organisation – the AB’s presentation of the individual Answers to the “why?” statements  Preparation for anticipated ques- Extensive Q&A paper for presentation and tions about “how?” distribution  Recruitment of designated manager Selection of candidate fit for the job among for the joint organisation the participating organizations. Recruitment of temporary substitute to take over the candidate’s current tasks  Monitoring and follow-up on the Scope and plan for external monitoring and organization’s performance assessment of performance

The launching of the new working cooperation has been very well received among the employees from the partner organisations and the other important stakeholders 5.3.4.5 Establishing common knowledge – “Å-vandring” Despite many years of professional interaction between the municipal authorities and water utility companies along the Usserød Å, real sharing of insight and information about the conditions and issues “on the other side of the border” was scarce at the beginning of the LIFE project. Joint planning and problem solving requires of course common knowledge and information, and this must be available at the “operational level” among the professionals and experts working on water management and aquatic environment administration in the 3 municipalities. To facilitate the establishing of shared knowledge and insight, the exercise called “The River walk” was initiated among the professionals from working group WG3. The objectives of the exercise were:  To establish shared knowledge and insights about conditions along the whole watercourse  To share insights about current regulatory issues among the 3 municipalities  To locate and identify possible joint activities for future cooperation, supporting the goals and objectives  To discuss future platform for information sharing and joint working sessions

Methods, workflow applied and outputs for the “river walk” sessions were as follows:

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Table 5.6: Workflow for investigations of future common knowledge platform

Subject processed: Working method: Output:

Shared insight about Aerial survey of the watercourse by Video recordings conditions and particu- drone carried video filming. Supplemen- lar focus points along tary go-pro recordings at ground level the watercourse Virtual “river walk” sessions, going over the videos and swooping down on particular points of interest for elaboration

Shared insights on Group sessions addressing particular Long list of issues for regulatory issues points of interest, facilitated by pre- joint coordination of prepared analysis framework case work, input to joint activities proposal list

Proposals for future Group sessions addressing solutions for “Katalog af sagskom- joint activities at focus hydraulic and environmental issues at plekser langs Usserød points points of interest, applying pre-prepared Å” analysis framework UÅS rapport 28-08- 2104

Future platform for Preparation of mock-up for web-based Mock-up and concep- information sharing information platform, containing visual tual design for infor- and data information on selected focus mation sharing web- points along the watercourse. Group site sessions discussions requirements for:  Professional case work  More widespread information to inhabitants, visitors and other interested parties

Further development of information sharing platform was subsequently turned over to “After LIFE “ communication actions, see also section 5.6.2.5 of the Midterm report. 5.3.4.6 Joint emergency planning – Flood preparedness Basis for the project work on preparation of new joint emergency plan was:  Existing emergency planning framework for each of the 3 municipalities, determined by national regulatory framework  Roles and responsibilities for the fire and rescue services as stated in Danish law  Tools for monitoring and warnings provided by Action B2  Automatised control of the lock at Sjælsø according to Action B3  Principles for the intermunicipal cooperation provided by Action B1

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The emergency plan work was organised according to standard practice for emergency management, i.e. considering the three phases: Before, During and After an incident. The joint emergency plan document was prepared by a working group organised as follows: Participant: Role and responsibility

Environmental professionals from To participate in joint analysis of possible flood inci- RUD,FRED and HOR munici- dents palities and environmental profes- To provide lessons learned from previous flooding sionals from the water utility incidents companies To qualify action plan and specific actions

Department managers from RUD, To establish authority, roles and responsibilities for FRED and HOR municipalities actions in the joint plan and Managers from the water To decide on delegation of tasks and communication utility companies

Managers from the water utility To identify possible resources and conditions for assis- companies tance from the utility companies

Managers from the municipal fire To provide professional emergency management and rescue services knowledge to the work To qualify the plan and secure clarity at interphases

Working Group coordinator - To chair working group meetings and coordinate workflow To draft the plan document

The joint emergency plan was completed and approved as version 1 August 2014. The Ver 1 document was forwarded to the commission with the Progress Report of Sep- tember 2014. An updated version prepared in the proper Usserød Å layout with the LIFE logo was forwarded with the Midterm report. Final Version 2 of the emergency plan is included in the Final Report. (see Annex 1). For possible further improvement of the joint emergency plan the continuing Usserød Å Cooperation has considered the following issues:  Incorporation of the new floodgate at Mortenstrupvej and its automated control in the joint emergency plan (work in progress)  Implementation of the joint emergency plan in Horsholm Vand management system (work in progress) Lessons learned from the work on the joint emergency plan were e.g.:  Emergency situations as e.g. floods are by nature unpredictable, and therefore difficult to solve by detailed planning at operational level

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 Delegation of responsibility during emergencies is both operationally and politically sensitive  In general, a significant gap in both perception and expectations exist between public services and authorities on one side and citizens and inhabitants of flood risk areas on the other: Who must bear the risk for flooding at extreme weather– The state, the local community or the individual landowner?

5.3.4.7 Joint Emergency plan for handling pollution incidents in Usserød Å In addition to the work on flood emergency planning the work group has prepared a joint emergency plan for handling water pollution in the Stream of Usseroed Aa (included in Annex 1). This plan has its focus on the communication between the 3 municipalities and the 3 water utility companies in case of a pollution incident. The plan has no “Before” actions but only “During and After” activities. One of the actions that can be undertaken by the intermunicipal cooperation is the use of the two locks at Sjaelsoe and Mortenstrupvej to limit the distribution of pollution or to dilute it. Else other actions in preventing a pollution incident are undertaken by the municipal fire and rescue service, as part of their duties. Since the completion of the plan we have had one major incident in the start of Octo- ber, where the plan has been tested and proved itself.

Lessons learned from the work on the joint emergency plan were e.g.:  Emergency situations as e.g. pollution are unpredictable, and therefore difficult to solve by detailed planning at operational level  Level of possible actions for monitoring pollution has to be considered according to the severity and frequency of incidents

5.3.4.8 Particular report on organisational development – “The Handbook” The project Steering Committee set out the goals and framework for the dissemination of the work on common organization as follows:  The project’s exploration of the complexity in inter-municipal cooperation on climate change adaptation is of widespread interest among professionals and decision makers in local government  The target groups are: i. Professionals at managerial level in other Danish local government organizations ii. Professionals inside the Usserød Å cooperation iii. Professionals from other organizations interested in climate adaptation and water environment management  The choice of media must provide a modern and easy approach to information and findings

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The working title for the final report on joint organization planning is “Handbook for intermunicipal cooperation on climate change adaptation”.

The following options for organization and media were considered: a) Coherent printed report (traditional solution) b) E-book style coherent report c) Web style set of independent, inter-linked articles

Option c) was chosen, the design and organization of the web “Handbook” report is illustrated on fig 5.5 below.

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Web sider Primære artikler: Andet materiale, der linkes til

Usserød Å Samarbejdet Artikel i Teknik&Miljø ”Usserød Å skaber stærkt Diverse LINKS INDGANGSSIDEN fagligt fællesskab” Grønne råd, NGO’ere Grundejerforeninger www.usseroed-aa.dk

BAGGRUNDSMATERIALE Artikel Det ORGANISATORISKE ”Gl. Kap. 2.1” Aktører og Råderum for tværkommunalt perspektiv rammebetingelser samarbejde

Artikel Roller og Rammebetingelser i samarbejdet

BAGGRUNDSMATERIALE

Case studie om Vandmiljø Artikel BAGGRUNDSMATERIALE Samarbejdet fra den Case studie om Det FAGLIGE faglige vinkel Klimatilpasning perspektiv BAGGRUNDSMATERIALE

Artikel Case studie om Natur og Om Usserød Å Beskrivelse rekreativ udnytttelse åens natur, miljø og rekreative udnyttelse BAGGRUNDSMATERIALE Tekniske baggrundsrapporter: Artikel Hydraulisk model, målersystem Samarbejdet om Åen – Historisk set

BAGGRUNDSMATERIALE

Usserød Å Samarbejdet i Artikel  Organisationsbeskri PRAKSIS Design af et tværkommunalt velse – samarbejde ”Kommissorium”  Q&A fra Kick-off  Slides fra Kick-off Artike

Samarbejdet i praksis BAGGRUNDSMATERIALE Konkrete UÅ eksempler på arbejdspapirer: Opgavedefinition

Diverse LINKS www.usseroed-aa.dk, målersystem og varsling

Fig 5.5: Organization of web-style “Handbook for Inter-munipal cooperation on climate change adaptation” - final report for Action B1 (titles in Danish)

The Handbook is published on the internet, see http://www.usseroed-aa.dk/haandbog.

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5.3.5 Conclusions and lessons learned for the action B.1 Important findings from the development stage was e.g.:  Future common organization should be established from existing organizational entities, within the existing legal framework in force.  Costs and efforts required for setting up an new independent legal entity for the joint cooperation would not generate extra value  The organizational setup and its terms must be flexible enough to give leeway for the diversities among the partners in regard to priorities and maintaining their own identity  The division of tasks and responsibilities between the municipal administrations and the water utility companies must be explored and developed in order to support and promote cooperation on water management across borders  Preparation of inter-municipal cooperation requires a tremendous effort; particularly important are agreements on common standards of performance, targets and objectives for actions. The work and hours needed to accomplish this is most often underestimated by the participating partners  Operative cooperation across organizational borders do not emerge of its own accord, designated extra staff for driving and powering the cooperative activities must be assigned Important findings from the pilot stage has been e.g.:  The transition from the “project-oriented” work approach applied in the development stage to a “normal operations” mode must be considered very carefully  Staff that are familiar with the “normal operations” mode of work in public administrations sometimes feel alienated be the “project” work approach with its strict scope and deliverables definitions and deadlines  A compromise between the two approaches is preferable, allowing for integration of the joint activities in the “normal operations” within the participating organization without losing focus on the prioritized joint task and deliverables  The staff members assigned to the joint activities must be considered and managed as individual stakeholders. Individual concerns as e.g. ease of workload, motivation and development of new skills must be addressed in order to secure consolidation of “cross-border cooperation” as the new way of work.  A designated project manager is essential to secure the continued focus on the activities in the intermunicipal cooperation among the involved staff of the 6 organizations.

These findings are implemented in the ongoing “after LIFE” adjustments in the working process for the permanent joint organisation. Such adjustments is included in the updated version of Annex 17 submitted with the Final Report The “Handbook” articles further elaborate on these issues, see http://www.usseroed- aa.dk/haandbog.

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For evaluation of project implementation see also section 5.11.

5.3.6 Joint inter-municipal organisation “after LIFE” The permanent inter-municipal organisation “Usserød Å Samarbejdet” applies the organisational setup developed in the LIFE project as its framework. Within this framework the joint organisation drives an ongoing working process to identify, cultivate and initiate actions to achieve the overall goals for climate change adaptation and environmental improvement.

The investigations, insights and learnings from the LIFE project action B.1 constitutes an extremely valuable basis for tackling the political, organisational and human resource issues that inevitably will pop up in the future. The activities in the intermunicipal organisation “Usserød Å Samarbejdet after completion of the LIFE project will take on the following actions and activities:  Further development of the joint emergency plan for flooding along Usserød Å  Further development of the emergency plan for handling pollution in Usserød Å  Further development on the water management for Sjælsø and the new floodgate at Mortenstrupvej  Further calibration of the hydraulic model for Usserød Å and a forecast for waterlevels in Usserød Å with help of precipitation forecast from DMI  Further development and qualification of the joint measurement and monitoring system  Communication activities toward the public on the web site for “www.usseroed-aa.dk”

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5.4 Technical progress for Action B2 – Common climate adaptation toolkit 5.4.1 Transition from previous stage In the preparatory stage the needs and requirements for the toolkit was carefully discussed and developed. The output from this work is the “Forprojekt WG3” report, stating the preconditions for execution and tendering of the toolkit works. 5.4.2 Activities undertaken Below is listed an overview of key activities undertaken for Action B2 until reporting date. Selected important findings and considerations for the individual activities are described in 5.4.4.

Table 5.7: Activities for Action B2 – Common climate adaptation toolkit. Activities were done by intermunicipal working group WG3.

Activities: Outcome: Output:

Scoping for  Agreement on needs and Tender dossier for consultancy service expectations for consultancy consultancy framework framework contract service and cooperation contract  Secure basis for consultant service contract  Secure basis for tender evaluation

Mapping of existing  Review and alignment of current Model parameter memo hydrodynamic praxis and methods for (Annex 2) models covering the hydrodynamic modelling in use catchment area within the water companies working in the catchment area  Preparation for specialist consultant’s work on future integrated model

Tender and contract  Secure basis for ongoing Consultancy framework for consultancy cooperation with the selected contract – Consultant service consultant NIRAS

Evaluation of  Lessons learned of what is working Technical note Rudkom existing and what is not – Preparation (Annex 19) measurement- and for consultants’ work on future monitoring system requirement specs

Development and  One of the vital parts of the toolkit Final model design for new joint documentation (Annex  Ability to calculate effects of hydrodynamic 3) measures for climate change model adaptation  Ability to predict future water

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Activities: Outcome: Output:

levels at critical sites 24 hour forecast for waterlevels at Parallelvej

Stampedam shown on the web interface for the monitoring system

Detailed  User insights and understanding of Tender dossier for requirements specs vital functions and properties systems delivery for new joint for the equipment measurement and  Consolidated user requirements for monitoring system secure tendering

Tender and  Secure technical and commercial Contract for systems commissioning of conditions for the delivery of delivery – Supplier new joint the water monitoring system Aquasense ApS measurement and  The second part of the toolkit - A monitoring system system of monitoring equipment that is actually working

Taking new toolkit  Hands-on user experience and Contract for service and into use sense of ownership within the maintainance for the joint working group monitoring system – Supplier Aquasense Aps Workshop with the developer of the web interface for the monitoring system

Evaluation of the  Evaluation of the different meters A better understanding monitoring system in the monitoring system among the members of the workgroup about

what happens in Usseroed Aa when it rains etc. Moving of two meters to better suitable locations

5.4.3 Overall progress and status for Action B2 Execution and activities for Action B2 has essentially been straightforward, using the basis laid out by WG3 during the preparatory stage. There have been some minor delays on the deliverable of the hydraulic model and forecast, as we have tried to incorporate the latest results and inputs from Hoersholm Vand, but both deliverables are completed in September 2016.

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Status for B2 main deliverables is as follows:

Deliverables for % Brief progress description action B1: Complete

Establishment of 100 The model setup, is finished and the final calibration has joint hydraulic model been made. The model has already been applied within the Usserød Å Cooperation for design of the Mortenstrupvej project (see description of Action B3 in 5.5) Final technical documentation is shown in Annex 3

Meters bought 100 % Complete system of meters and software are bought and paid for according to contract. Final minor instalments is held back awaiting the supplier’s remediation actions according to contract.

Establishment of 100 % The systems delivery is completed, tests at completion meters are approved and handover has taken place. Additional adjustment and moving of two of the meters has been made as a result of experience with these undertaken in the first year with the new monitoring system . For more information see Annex 41. Web site presenting data from the meters se http://hydroinform.dk/UsseroedIntern.html.

Joint flood risk map 100% Final version is delivered see Annex 35

Selected primary indicators for performance of the action B2 are:

Outcome: Indicator/test Comment

Secure basis for ongoing No controversies or disputes re- The preparatory actions cooperation with the garding the cooperation or deliv- and careful preparation of selected consultant eries the tender dossier has left the working group WG3 Low number of change notes very well prepared for the WG3 members satisfied with the cooperation with the con- cooperation and working experi- sultant ence.

One of the vital parts of Model tool already put to use for See 5.5 the toolkit - Ability to design of specific essential calculate effects of measures measures for climate change adaptation

The second part of the Tests at completion approved. Launching the “public”

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Outcome: Indicator/test Comment toolkit - A system of The Usserød Å technical staff has interface to the monitoring monitoring equipment started working with the system, system has been complet- that is actually working and new insights as well as sense ed, and further develop- of ownership has developed. ment of web interface module for mobiles and tablets has been completed, see also Annex 41. Development of a user interface for qualifying data from the meters has been completed

5.4.4 Description of course and activities for the action B2 Subsequent to contracting the expert consultancy for Action B2 works a working process plan was developed in cooperation with the consultant (see also annex 27 and 31).

Fig 5.5: NIRAS’ initial workplan for toolkit development. Later adjustments for duration and end dates has been agreed on in accordance with framework contract.

The interaction between the Usserød Å working group WG3 and the consultant’s team has been organised around a series of WG meetings, as indicated at the bottom of the diagram in fig 5.6. The workplan was initiated by a full-day kick-off workshop, see Annex 21. Setting up and working with the advanced hydrodynamic model applied for this project is a very complex issue not easily taken on by its intended users –that is the municipal professionals without expert skills and experience in this field. The primary purpose of the joint WG3 kick-off workshop was to establish a common understanding and language for this particular issue see also 5.4.4.1.

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5.4.4.1 Development of joint hydraulic model for the Usserød Å watercourse Working with hydrodynamic (computer aided simulation) models is a narrow specialist skill. Furthermore, a “model” in this context is not a simple well-defined entity. To simulate the hydraulic function and behaviour of the Usserød Å watercourse you basically need: i. A set of input data describing and setting parameters for all the components of the system – e.g. dimension and levels for pipes, cross- and transverse sections of the river bed, surfaces for effluent of rainwater etc. In other words, a “static” detailed description of the system, involving thousands of input items ii. Advanced computer software to simulate how the actual system will behave when you “add water” These two components together comprise the “hydrodynamic model”, in the sense that the software (ii) simply processes the input from (i) and spits out a set of data predict- ing the waterflow and -levels at selected calculation points under these specific conditions. The hydrodynamic computer tool (ii) applied in this project is the MIKE URBAN, licensed from the Danish Hydraulic Institute. The MIKE model is recognized world- wide as state-of-the-art in its field. Licensed user access to the MIKE model tool for the project work was provided by the consultant NIRAS. The goals for the development work done on the component (i) of the joint model were:  Future model simulations must be as “plug and play” as possible, allowing new expert users to build on the work done by NIRAS in the LIFE project  The model database must be easy to update by the partners in the Usserød Å cooperation and updates must be easily traceable The solution applied was a customized database tool called MOPS, documentation to be included in the final delivery from NIRAS. The major challenge for the development of a joint hydrodynamic model of the whole watercourse was the size and complexity issue. Ultimately it would be possible to include any single drain inside the catchment area in the model, but such an approach would increase both the task of model maintenance and the computer power requirements to proportions unacceptable for practical purposes. To cope with this challenge the model was organized in sub-systems of reduced complexity. Current calibration (comparison of calculated waterflow with actual meas- urements) has shown that the model for the Usserød Å watercourse performs very well. For detailed engineering of future climate adaptation measures in specific drain systems, the water utility companies will still apply detailed MIKE URBAN simulation at single drain level. 5.4.4.2 Design, supply and installation of new on-line monitoring system Careful review and validation of scope and budget for the monitoring system was carried out by the consultant NIRAS. In this process the intermunicipal working group WG3 acted as reference user group in close cooperation with the NIRAS consultants.

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After validation of the scope and specification prepared by the Working Group (see Annex 31) NIRAS prepared an updated budget estimate for the complete delivery. The updated estimate indicated a 50 % increase in cost forecast, compared to the original GA budget for durable costs/equipment (see also section 6) Based on the joint review of scope versus budget the WG3 tabled a recommendation to the project steering committee, the Administrative Board (AB) for extension of the budget for the toolkit equipment, which is essential for achieving the long term goals for the project. The steering committee approved the extension of budget, stating that the extra costs would be covered jointly by the 3 municipalities in full should the extra cost not be accepted as LIFE eligible costs. Subsequent to approval of budget for the system a detailed tender dossier was prepared. Particular importance was attached to secure contract conditions for testing and commissioning, and to include technical maintenance cost in the tender package and evaluation. A restricted tender procedure was initiated, and 3 suppliers were invited for bidding. After careful examination of the 3 offers the supplier Aquasense was chosen for the contract. Documentation for the tender procedure is filed in the project archive. By end of August 2015 installation and testing was completed, and taking over took place by end of September 2015. During 2016 two meters were moved to two new locations after experiencing some problems with datasampling at the original locations. The web user interface for the system is fully functioning. Access to the web interface is available at: http://hydroinform.dk/UsserødIntern.html 5.4.4.3 Integration of meteorological forecasts The connected system for flood forecast and warning is designed as shown below:

Fig.5.6: Flowchart for Aquasense measuring system

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The core of the system is the hydrodynamic model (see 5.4.4.1). For forecast purposes the model calculates predicted water levels along the watercourse from the following inputs: Actual measured values for water flow and levels at time of forecast, available from the online monitoring system  Data for precipitation forecasts collected online from the Danish Meteorologi- cal Institute (DMI) The output shown on the web user interface is, in short, projections of the graphs for water levels at specific stations, see image below:

Fig 5.7: Screendump from the joint measuring system (Web page for station Stampedam in Hoersholm showing the actual water level (green) and the predicted water level derived from the forecast model ).

Furthermore, the output from the model will be able to be used to set off specific alarm signals, initiating manual or automatic actions such as control of floodgates and issue of text message warnings to selected groups in the future, should we decide that the forecast is a close enough guess of the real water level. For all this to work properly as intended the meteorological forecast must be suffi- ciently detailed and reliable. Forecasting cloudburst and extreme rainfalls poses a particular complicated task for the meteorologists. The current weather models are able to predict when the state of the atmosphere is approaching the extreme conditions prior to cloudbursts and heavy rainfalls, but not exactly where these events may occur. As cloudburst incidents are often very local, this is a mayor shortcoming at this point. Leading edge research in this field is taking place in Denmark, and serviceable new model tools applying radar data are anticipated in a few years. Until these tools are refined the integration of meteorological forecasts in the toolbox will be done stepwise and carefully. 5.4.4.4 Mapping of flood areas The Risk map (see Annex 35) has been created using the latest version of the Hydrau- lic model for simulations. The risk map shows flood risk areas for a sceanario of extreme rainfalls corresponding to a statistical rain with return periods of 100 years in the year 2100 (climate change factor included).

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It also shows how deep the water will be. Hence the map shows what is expected, if we don’t take any the actions described in Activity B1 and B3 to prevent flooding. The simulations shown on the risk map do not include the effect of the mitigating measures planned and executed in Action B.3, in this way illustrating the flood risk if climate change adaptation was opted out. Hence the risk map is a “base line” for continuous climate change adaptation actions in the Usserød Å cooperation.

5.4.5 Implementation of the toolkit Implementation of the toolkit is the point where the actions B.1 and B.2 merge. Oper- ating the toolkit is a joint activity for the new Usserød Å Cooperation, and organizing this was a task scheduled for the testing/pilot stage in 2015, see 5.3.6.7

The goals and principles for joint operation of the toolkit are:  Operating skills and sense of ownership must be established in all 3 municipal staffs  Technical availability for the monitoring system must be kept high, as it is an essential link in the joint emergency plan  Data from the monitoring system must be collected and processed for the purpose of developing and codifying knowledge of the water system and its dynamics Some technical upgrades for the system are foreseen and being included in future plans and budgets after LIFE. These are e.g.:  the using of sensors and monitors for environmental purposes

5.4.6 Progress Action B.2 since the midterm report Since the midterm report we have completed the following activities regarding action B.2 a) Final Hydraulic model with the latest available data b) Final integration of meteorological forecast data into a water level forecast at Stampedam and Parallelvej c) Integration of warning levels in the monitoring system at Mortenstrupvej, Stampedam and Parallelvej. d) Arrangement for hosting and technical management of the forecast and warning system

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5.5 Technical progress for action B3, Demonstration project 5.5.1 Transition from previous stage In the preparatory stage the scope for the demonstration infrastructure projects were reviewed and verified. The outputs from this work were the conceptual design proposal from landscape architects Møller&Grønborg (se Progess Report September 2014), as well as preparatory hydraulic studies of the dynamics of Lake Sjælsø during heave rainfalls. These two outputs comprised the preconditions for execution of the demonstration projects action. 5.5.2 Activities undertaken Below is listed an overview of key activities undertaken for Action B2 until reporting date. Selected important findings and considerations for the individual activities are described in 5.5.4.

Table 5.8: Activities for Action B3 – Demonstration projects. Activities were done by HOR and HORVAND staff and members of WG3.

Activities: Outcome: Output:

Investigation of  Verified interpretation of new Terms for agreement possible models for national legislation for water between HOR and ownership and companies’ co-financing of climate HORVAND on financing adaptation projects execution and ownership (internal document)

Presentation of  Feedback on stakeholder’s Minutes of meetings with conceptual design concerns and possible acceptance The Danish Society for ideas for the Nature Conservation  Evaluation of possible approval or stakeholders (DSNC) objections  Clear indication of resistance from key stakeholders, to be considered

Conceptual design  Indications of performance and Model calculations studies for feasibility of alternative solution, (working papers) alternative solutions decision to proceed

Basic design for  New project proposal to be Memo outlining the alternative solution: introduced solution, prepared by New floodgate at Horsholm Municipality  Stakeholder acceptance Mortenstrupvej (text in Danish).  Plan for execution

Detailed design,  Security against flood risk in Hydrodynamic construction and downstream housing areas simulation of effects on commision of new downstrem flood risk  Succesful completion of joint inter-

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Activities: Outcome: Output:

floodgate municipal civil works project Owner’s project documentation

Survey of historic  Basic information for preparation and current of new management strategy information on the  Common insights on water lake Sjaelsoe water dynamics and ecology for the lake management

Preparation of new  Maximum exploitation of retention Strategy document: joint management capacity during rainfalls “Slusen ved Sjælsø – strategy for Lake  New ideas for water level Magasinpotentiale og Sjaelsoe management to improve the forslag til ecological balance of the lake styringsstrategi” (Project delivery, see Annex 20)  Effective updated management regime for the lock, providing security for inhabitants at the

lakeside

 Background documentation for future considerations on ownership ”Rapport til to the lake Slusestyringen for Sjælsø og Mortenstrupvej”  Integration of the new automatic (Project deliverable, see lock and floodgate management Annex 38)

5.5.3 Overall progress and status for Action B3 Execution and activities for Action B3 has been determined by the stakeholder’s rejection of the original design idea (as described in Progress Report Sept. 2014), and unforeseen time constraints for the approval and execution of the new alternative solution (further described in 5.5.4). As shown on fig. 5.1 Action B2 is completed.

Status for B3 main deliverables is as follows (see next page):

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Deliverables for % Brief progress description action B3: Complete

Retention 100 % New basic design for new lagoon retention project at the basin/lagoon at the Mortenstrup site downstream Blårenden outlet is com- Blårenden outlet, pleted. Approval of the new project from The Danish constructed as a “wet Society for Nature Conservation (DSNC) at the local meadow” at level in Horsholm has been achieved. Mortenstrupvej All necessary authority approval and permits has been granted. Danish regulatory constraints for climate adaptation projects dictates that construction work cannot start before January 1st 2016, this constraint causing a 6 month delay of the overall demonstration project and new and date September 1st 2016. Tender procedure for the works initiated. Owner and contract holder for the works is HORVAND, the tender to be executed according to procurement legislation for public utility companies. Establishing of the floodgate and test runs has been completed

Refurbished lock and 100 % Complete comprehensive joint strategy for managing and water management controlling the Sjælsø lock has been prepared. regime at the Sjælsø The strategy includes findings from Action B1 (Joint outlet emergency actions) and B2 (Flood risk mapping for areas along the Sjælsø). The strategy report covers i.e.:  Retention volume capacity available during extreme rainfall scenarios  Response time for opening/closing of the lock along Usserød Å  Drinking water reservoir concerns  Ecological issues in the lake and the Usserød Å  Detailed management regime and annual cycle waterlevel setpoints  Actions during heavy rainfall warnings The work on the new joint strategy has identified a new opportunity for using the water levels for positive impact on the ecological balance in the lake.

Floodgate manage- 100 % Complete comprehensive joint strategy for managing and ment regime at controlling the floodgate at Mortenstrupvej has been Mortenstrupvej prepared. The strategy includes:  Management according to high water levels at Mortenstrupvej

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Deliverables for % Brief progress description action B3: Complete

 Integration of the management of the lock at Sjælsø

Selected primary indicators for performance of the action B3 are:

Outcome: Indicator/test Comment

Successful completion of Stakeholder approval and goodwill, joint inter-municipal to be tested by direct approach civil works project

Security against flood Monitoring of actual water levels at The lock at Sjælsø and risk in downstream hous- critical sites during extreme rain- the floodgate at Morten- ing areas falls strupvej close if the water level in Usserød Å nears a critical level.

Effective updated Review of operation log for the Live data streaming from management regime for lock the monitoring systems is shown on the web site for the lock, providing Monitoring of water levels yearly the monitoring system security for inhabitants at cycle and during heavy rainfalls the lakeside

5.5.4 Description of course and activities for the action B3

5.5.4.1 Development of new idea for floodgate at Mortenstrupvej After the stakeholder’s rejection of the original idea for retention of the main rainwater flow from Horsholm city a completely different approach was called for. Instead of implementing a flooding control of Blårenden, (the main recipient for overflow from Hørsholm City), a more integrated design was introduced.

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Fig 5.7: Plan of new conceptual design utilizing available flood reservoir in the terrain

Detailed terrain analysis of the riverbed area upstream the risk areas in Horsholm shows that at significant volume for retention of rainwater is available in the open terrain, provided that a controlled water level rise upstream to the site Mortenstrupvej is allowed. The principle is illustrated by the diagram shown on fig 5.7 above. By applying limited and simple measures such as minor elevation of existing roads and bikepaths in the area, more than 10.000 m3 of retention volume can be established without risk of flooding of neighbouring residential housing. By construction of a small mechanical, variable weir or floodgate at the site shown above, the downstream flow can be controlled and managed within acceptable values regarding the downstream flood risk.

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Fig. 5.8: 3D design sketch for new floodgate construction at the Mortenstrupvej bridge

The basic conceptual idea described above was developed by the partners HOR and HORVAND, and vetted in the joint working group WG4. The vetting identified the following immediate advantages to the concept:  It involves no excavation or other physical works on the land inside preserved areas – Therefore complying with the DSNC’s invariable terms for acceptance of the project.  It might prove to be even more effective for flood control than the original design The further validation of the design idea followed two tracks: 1. Investigation and validation of the hydraulic effects of the solution 2. Investigating the technical feasibility, costs, financing and legal restraints

For the validation of the hydraulic effects the new joint hydrodynamic model was applied (see 5.4.4.1). Detailed calculations showed a major positive effect on the flood risk at downstream risk areas in both Horsholm and Fredensborg, see fig .5.9 below.

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Usseroed Aa: Future flood risk at Stampedam housing location

Maximum water level [meters]

14,94 200 14,92 100 50 14,90 14,88 20 Presently – No 14,86 10 control action 14,84 5 Critical level 14,82 200 14,80 50 100 1 20 14,78 510 With new 14,76 floodgate 14,74 0,5 mechanism at 14,72 Mortenstrupvej 14,70 1 0,5 14,68 Frequency of flood 0 20 40 60 80 100 120 140 160 180 200 [year return period]

Fig 5.9: Hydrodynamic model calculations showing the minimized flood risk as a result of the new project (curve in blue)

In practice, more than a 1:100 year return period standard can be achieved at risk areas in Horsholm. Downstream at housing areas in Fredensborg, the flood risk would be further minimized approaching a 1:200 year return period standard. Further calculations had shown that after a heavy rainfall situation has ceased the stemmed-up volumes can be slowly released back into the stream, restoring normal water levels within a few days. The original concept was to apply up-stream measures for retention of rainwater from a major outlet before it reached the watercourse, but all in all the new approach represent a much more resilient solution in terms of flood control. 5.5.4.2 The new control system The results from the hydraulic models, indicated that an extended integration of the Sjælsø gate control with the “wet meadow” floodgate at Mortenstrupvej, will lower the overall flooding risk down through Usserød Å. The hydraulic model shows that the water level in “Stampedam”, a lake 2,5 km downstream from Sjælsø, can be used as the controlling parameter for the hydraulic control through the Sjælsø gate and through the flood gate at Mortenstrupvej.

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Gate Gate opening opening Water level Water level Water level 3,2 cm 0,0 cm Water level Water level Downstream gate Upstrem gate Stampedam NM Downstream gate Sjælsø LM 17.72 m 15.09 m LM 14.54 m NM NM 15.08 m 18.23 m NM NM Vådeng Usserød Å FM FM Stampedam Critical level 16.14 Flow Critical level 14.90 through gate SJÆLSØ 48 l/s Blårenden

Critical level 19.00

Fig 5.10: Overall control setup for the watercourse

Sjælsø is a large lake, with a surface of 3,0 km3. It has a storage capacity of 1,0 - 2,5 mill m3 before the water level is threatening the residential areas around the lake shore. Runoff from Sjælsø will in dry periods typically be about 30-50% of the total flow through the flooding gate at Mortenstrupvej and 25% of the total flow out from Stam- pedam. Doing heavy rainfall, the runoff from Sjælsø will only be 20% or lesser, due to the heavy runoff from Hørsholm City, through Blårenden. The integrated flooding control system is controlled by the water level in Stampedam. Normal water level in Stampedam is 14.54 m over sea level. If the water level increase to 14.76 m, the flooding gate at Sjælsø will start to reduce the flow out of Sjælsø. At 14.80 m the Sjælsø gate will be closed. This situation will typical be under the conditions of long lasting rainfall over 12-24 hours or connected rainfall over 2-5 days. Under the above conditions, the Sjælsø gate can be closed in 1-4 days. The water table in Sjælsø will in such case, increase by 5-20 cm depending on the precipitation deep. This situation will typical be present 2-4 times per year. If the above situation is coincides with an intensive rainfall (> 50 mm) or a standalone extreme intensive rainfall (> 75 mm) the water level in Stampedam will increase above 14.79. When water level in Stampedam reach 14.80, the flooding gate at Mortenstrupvej will start to reduce the flow, and thereby accumulate water behind the gate. The critical water level for the residential areas around Stampedam is 15.20. At this level, houses will be flooded. The control system is set to give alarm if the water table raise above 14.90 m, leaving enough time to activate preparedness. The wet meadow, behind the flooding gate at Mortenstrupvej, has a capacity of 12.000 m3. This volume will cut off the top of flooding wave going down Usserød Å, providing it from flooding nearby residents. Is it calculated, that this flooding control system will reduce the repetition period of flooding residential areas from 1 per 25 years in 2050 to lesser the 1 per 100 years.

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The new control system is controlled through a scada system with the a HMI. (Human Machine Interface) as shown below.

Fig. 5.11: Screendump from SCADA system for flood control system downstream Lake Sjælsø

The scada system allows the operators to adjust the controlling algorithms, in order to optimize the system build on real time events.

Fig. 5.12: Scenarios from live flooding test after installation.

5.5.4.3 Technical feasibility and cost of Mortenstrupvej project The design involves the following breakdown in work items:  Preparatory work and detailed design (engineering costs)  Civil works and minor terrain configurations  Construction of new mechanical weir/floodgate including controls

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The control system will be integrated with the new monitoring system (delivery Ac- tion B2) as well as with the existing Sjælsø gate (see 5.5.4.4). These works are technically straightforward applying existing technology and a sufficient number of available local suppliers and contractors. Overall costs for the Mortenstrupvej demonstration project was estimated as stated in the table below.

Table 5.9: Cost estimate for new Mortenstrupvej project as shown in the Midterm Report, DKK excl. VAT

Budget

Activities Cost estimate DKK Preparatory investigations and detailed design 535.000 Preparatory civil works 200.000 New elevated bikepaths, south 781.360 New elevated bikepaths, north of Mortenstrupvej 439.576 New drains for Mortenstrupvej roadwork 635.000 New hydraulic operated floodgate incl. controls 1.035.000 Unforeseen costs [15%] 534.890 Total cost estimate for the works 4.169.826

The cost estimate above was basis for the budget adjustment stated in the GA Amendment No. 1, amount being approximately 2 mio. DKK (corresponding to EUR 270.000,-) lower than the proposal included in the original GA. Actual costs for the works at completion was as indicated below:

Table 5.9: Actual cost at completion for new Mortenstrupvej project, DKK excl. VAT

Activities Cost DKK, ex VAT Preparatory investigation and civil works kr. 827.094,05 New elevated bike parths, incl dam along Mortenstrupvej kr. 1.176.518,00 Hydralic floodgate at Mortenstrupvej, including controls kr. 972.622,48 kr. 2.976.234,53

The total cost is 1,2 mio DKK(Corresponding 160.000 €) below budget cost estimate, indicating an efficient tendering and execution process.

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5.5.4.4 Organisation in the construction stage Basic design, stakeholder process and approval application work has been conducted by the Municipality of Horsholm (HOR). At completion of these stages ownership and responsibility for the project has been handed over to the Horsholm Vand water utility company (co-financing partner of the LIFE project) by agreement between HOR and Horsholm Vand. The characteristics of the new solution for the Mortenstrupvej project allows for the construction to be fully financed by Horsholm Vand. Approval for the finance scheme has been granted by the Danish Ministry of Finance. Horsholm Vand will be responsible for tender and contracts, the contract amount being well below the treshold values in local and EU procurement legislation. Horsholm Vand will be responsible for payments and accounting thereof in relation til LIFE project eligible costs. At completion, a comprehensive checked construction account with Horsholm Vand’s will be handed over to the LIFE project manager. 5.5.4.5 New joint management and control for Lake Sjælsø The Usserød Å rises from Lake Sjælsø, located in the municipality of Rudersdal. The outlet was regulated by an lock, operated by Rudersdal. Until start of the joint Usserød Å LIFE project the water level in and outlet from Lake Sjælsø has been regulated be ancient rules set out at the time when the lake was a drinking water reservoir. Seasonal downstream pollution of Usserød Å by bluegreen algae release from the lake was regularly reported in Horsholm, but no real review or inter-municipal coordination of the control strategy for the Sjælsø weir/floodgate took place before the major flood incident in august 2010. At that point, the effect of the Sjælsø outlet got particular attention from the downstream municipalities Horsholm and Fredensborg, and demands for closing of the Sjælsø gate during heavy rainfall was made to Rudersdal from the downstream municipalities. Consequently, setting up a new joint strategy and control regime for Lake Sjælsø became a specific task in the Usserød Å LIFE project, the objectives being:  To utilize Lake Sjælsø as a “buffer” retention basin, enabling the outlet to be closed during heavy rainfalls  To do this without introducing new flood risks along the banks of the lake  To include environmental considerations in the control strategy for water level and outlet  To secure the engineering and control procedures

The work was carried out by selected members of WG4. Survey of buffer capacity and mapping of flood risks along Lake Sjælsø has been provides by consultants NIRAS. The output of the work is the new “Styringsstrategi” (joint control strategy) white paper, see Annex 20. This has been further developed resulting in a new joint control strategy, see Annex 38.

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All the above mentioned objectives have been achieved, and the work is regarded as successful by all parties. As an example, possibilities for achieving better ecological balance in the Lake Sjælsø by conscious manipulation of the water level has been discovered as a result of the comprehensive joint investigations. 5.5.5 Results achieved for action B.3 At the finish of this project we have achieved:  Establisment of a new floodgate at the site of Mortenstrupvej  A strategy for regulating the lock at Sjælsø and Mortenstrupvej to greatly di- minish the risk of flooding of houses along Usserød Å

Further future development potentials are identified:  A strategy for minimizing the effect of bluegreen algae release from Sjælsø to the Stream of Usserød Å  It is planed to run a new hydraulic calculation, including the two flooding gate control algorithms. This will give more accurate calculations for the repetition period of flooding the residential areas along Usserød Å.  The same hydraulic calculation will be used for optimizing of the control algorithms in order make it more robust for the different kind of rainfall pro- files.

Fig 5.9: Photos from Mortenstrupvej opering and inauguration September 18. 2016. Left hand photo: City council officials from Hørsholm and Fredensborg giving speeches. Right hand photo: Horsholm Water project manager explaining the functioning of the floodgate.

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5.6 Technical Progress Action D.2 Networking The action D.2 “Networking” includes attending and participating in local, regional and national professional and political fora and networks on water management, environment and climate change adaptation. Actions D.2, D.1 and E.4 have been closely linked, as indicated in the GA project description. Networking with particular projects (Action E.4) is covered in section 5.7 5.6.1 Objective and target group for networking actions The objective for networking actions was to establish contact and connections to other professionals and other interested parties for collating the most recent knowledge on climate change adaptation and ways to deal with that at municipal level. A number of national, well-established societies and fora are active within the field of water management, environment and municipal technical administration in general. These include e.g:  DANVA, Danish Water and Wastewater Association  KTC – Association of Municipal engineering  KL – Local Government Denmark  IDA – The Danish Society of Engineers  MILSAM – Regional society for municipal environmental administration in North Zealand

In addition to these, a number of particular professional societies and network initiatives on climate change adaptation has emerged since 2011, e.g:  KLIKOVAND – Network on municipal climate change adaptation in Greater Copenhagen  VandPlus – A series of events for dissemination and knowledge sharing, fo- cusing on synergies between climate change adaptation measures and urban development 5.6.2 Activities undertaken The networking activities have been carried out on two levels: 1. By attending key events and conferences within the abovementioned fora, as participants or speakers 2. By following up on possible contacts identified from 1.

In Annex 22 a complete log of all major networking and dissemination activities is shown, including conference attendance for networking and knowledge gathering as well as particular network contacts. Important networking actions and milestones from Annex 22 are highlighted in table 5.10 below.

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Table 5.10: Selected highlights of network activities undertaken

Networking activity: Description: Valuable outcome:

KTC National Confer- The single most important national Knowledge sharing “bench- ence “Natur&Miljø” conference within the field of water mark” confirming the relevance 2013 management and environmental protec- and immediate interest of the tion. LIFE project scope. Nyborg, May 29-30 The conference included seminars on Contacts to Municipality of climate change adaptation, attended by Holstebro, see section 5.7 Usserød Å LIFE project employees

DANVA Annual direc- Forum for Danish water utility compa- Significant project profiling and tor’s meeting ny managers – Key players in climate visibility. change adaptation policies and strate- Middelfart June 6. 2013 gies. Important feedback on ideas for organising inter-municipal UÅ LIFE project manager Klaus cooperation and the utility com- Pallesen speaking on the project scope, panies’ views on this issue plan and perspectives for cooperation between utility companies and municipalities

KLIKOVAND seminar Regional conference presenting analy- Important input and feedback on on legal aspects of sis of current legal framework affecting legal aspects to be investigated climate change adapta- climate change adaptation actions in the project tion

HORTEN Law firm, Professional conference attended by Important feedback on ideas for seminar on future regu- professionals from municipalities, water organisational setup being de- lations for the Danish companies and consultants. veloped in the project, and on water sector the legal issues constituting UÅ LIFE project manager Klaus possible barriers or obstacles Copenhagen Dec 9. Pallesen speaking on the project scope, 2013 plan and perspectives for cooperation Significant project profiling and between utility companies and munici- visibility, invitations for future palities networking

DAC/Realdania confer- Professional conference on co- Important feedback confirming ence and workshop operation between parties as means for the viability of the Usserød Å achieving climate change adaptation project ideas and approach. Copenhagen Nov 3. 2014 UÅ LIFE project manager Klaus Network contact to Holbæk Pallesen participating in expert panel Forsyning (Water utility compa- debate. ny) for exchange of ideas and experience

Regional conference on Professional conference on co- Significant project profiling and cooperation for devel- operation between public and private visibility, invitations for future oping climate change parties for achieving climate change networking. adaptation solutions adaptation Copenhagen Nov 25 UÅ LIFE project manager Klaus 2015 Pallesen speaking on the Usserød Pro- ject approach, results and recommendations

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5.7 Technical progress for Action E.2: Networking with other projects 5.7.1 Objectives for networking with other projects The main objective for networking with other projects was – with reference to the GA project description – to ensure access to existing knowledge and learnings from ongoing innovative activities in other municipalities By actually sharing the ideas and learnings from the Usserød Å project with other practitioners the E.4 networking actions also strongly supported the general dissemination actions, see section 5.8 5.7.2 Networking with other practitioners – Activities General networking in the initial stage of the project identified 5 particular ongoing Danish projects relevant for knowledge sharing:  Klimaprojekt Kokkedal: Climate change adaptation implemented in local housing development close to the Usserød Å.  KLIKOVAND: Regional project for knowledge sharing on climate change adaptation between public parties  Municipality of Holstebro: Project for cooperation on flood control for the river Storåen between public parties  Municipality of Aarhus: Project for online monitoring and flood forecast for the Aarhus Å watercourse.  University of Copenhagen: Research and master level course on landscape planning and climate change adaptation

The networking activities have consisted in meetings with and visits to the abovementioned project partners, as listed in Annex 22. Networking with the Holstebro Storåen project has provided important feedback on the Usserød Å model for intermunicipal cooperation, securing confidence that the Usserød Å project was at the forefront in this field. Networking with the Aarhus Å project has given valuable experience on how to design, procure and operate the measurement- and monitoring system intended the “toolbox” part of the Usserød Å project. Networking with KLIKOVAND has exploited the possible synergies between the two projects on exploring the legal and political framework for inter-municipal cooperation. Communication professionals from the KLIKOVAND network have participated in the dissemination actions for the Usserød Å project, as sub-consultants for Action B.1. Networking with the University of Copenhagen made sure that no current research on planning and inter-municipal cooperation was overlooked. Networking with the Klimaprojekt Kokkedal made sure that the two projects were coordinated locally with regards to activities and storytelling, an important focus point for the Steering Committee.

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5.7.3 Trans-national networking Watching for opportunities for networking with other relevant projects within the EU has been ongoing throughout the project period. In 2015 an invitation to apply for participation in the BASE Transnational Training Course on climate change adaptation in Portugal was received. Careful examination of the programme and scope showed that this was an efficient and relevant platform for trans-national networking. An application for participation by project manager Klaus Pallesen was filed and granted. Synopsis on conference/course is given on http://ecologic.eu/12873 Usserød Å project poster presentation for the conference is shown in Annex 39 Participation in the BASE event provided valuable input and inspiration, once again confirming that the project idea of “upstream solutions across borders to reduce downstream flood risks” was indeed transferable and applicable. In particular the issue of socio-economic impact of climate change adaptations was adressed in depth, and discussions with other experts on the approach and methodology for such analysis has provided valuable input to Action E.4, see section 5.8 5.8 Action E.4: Socioeconomic impact asessment 5.8.1 Objective and methodology for socioeconomic impact assessment Detailed planning and preparation for action E.4 commenced in February 2015. Re- view of the initial scope description in the GA soon revealed that the approach and methodology was only described in rather loose terms, and no reference to LIFE standard requirements for such analysis was available. Consequently a revised scope and method framework description was prepared and subsequently accepted by the monitor, see Annex 25. 5.8.2 Course of action for socio-economic impact assessment On receiving go-ahead for the scope framework a consultant for the task was assigned, and detailed scope, conditions and parameters for the economic analysis was defined. The methodology applied was a cost-benefit analysis in line with known professional standards, references as described in Annex 40 Detailed scope, conditions and calculation method is described in depth in the report. The applied methodology and approach for the financial analysis was in alignment with – in and some aspects even deeper than - recently published studies in this field, e.g. Volker Meyer’s studies reported in http://base-adaptation.eu/scientific-report- economic-evaluation-adaptation-options. 5.8.3 Results for socio-economic impact assessment A detailed report on the analysis is included in Annex 40 The following quote from the reports states the conclusion on the socioeconomic impact assessment: “The project’s net present value is expected to be approximately DKK 15mio. up to and including a 100-year return period, with an expected lifespan of 85 years. The project’s real value should be expected to be significantly higher, as

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the initiatives in the project are expected to protect up to and including a 200- year return period.”

It should also be noted that the value assessment is exclusive of non-monetised benefits such as mitigated intangible flooding damages, saved emergency costs, wealth effects and spill-over effects. 5.9 Dissemination actions 5.9.1 Objectives for dissemination The objectives for the dissemination actions were – with reference to the GA project description:  Internally: To provide a joint communications platform for the partners in the project, to facilitate internal communication and joint document management essential for the joint activities.  Externally: To disseminate results, ideas and information from the project work to national and transnational stakeholders and target groups 5.9.2 Dissemination activities

5.9.2.1 Activities for internal communication Below is listed selected key activities undertaken to support the internal objective in particular:

Activities: Responsible/ Outcome/Feedback: Output/Deliverable: Provider

Establish shared Responsible: Instrument for efficient project Deliverable: project web FKOM work and communication Working customized platform across municipal IT borders. Provider: IT MS O365 Sharepoint supplier Well received among the tool. Venzo employees. Available for use

AFTER LIFE

Project Newsletter FKOM (own Simple and efficient 4 Issues of production) communication to newsletters. stakeholders Direct mail to Ongoing stakeholder interest subscibers, available and focus for download on project website

Plenary UÅ LIFE FKOM PM Project definition and kickoff Planning inputs from kickoff meeting for all internal stakeholders group sessions External March 2013 speakers Confirmation and refinement Minutes of meeting of planning basis, buy-in on Presentation objectives, general slideshows teambuilding

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Activities: Responsible/ Outcome/Feedback: Output/Deliverable: Provider

Plenary UÅ LIFE FKOM PM Project organization Presentation update meeting maintenance slideshows External October 2013 speaker General teambuilding and dialogue, alignment of expectations for project work

Plenary UÅ LIFE FKOM PM Specific information update Presentation update meeting on progress for Action B2 slideshows External November 2014 speaker General teambuilding and dialogue, status for AB work on organizational development

UÅ Cooperation, FKOM PM Setting the scene for future Presentation test stage kickoff ongoing UÅ Cooperation (see slideshows FKOM UÅC meeting February also Annex18 ) manager 2015

The objectives for internal communication have been reached in full by way of the listed activities. The feedback from the internal stakeholders has been increasingly positive, see also 5.7.2.1 5.9.2.2 Activities for external communication Below is listed selected key activities undertaken to support the external objective in particular. See also complete list in Communication Log in Annex 22. Table 5.11: List of selected dissemination activities and deliverables.

Note: A complete alignment with the list (GA annex p. 76) in the GA project description has not been attempted, as during the project execution a number of the activities on this list has been replaced by other activities considered more relevant and effective for the objective.

Activities: Responsible/ Outcome/Feedback: Output/Deliverable: Provider

Prepare Responsible: FKOM Analysis of objectives, Deliverable: Communication Plan stakeholders, media and Provider: External Communication Plan available ressources consultant ver. 4 Informations-Gruppen Activity plan and

framework

Communication Plan reviewed and approved by the AB

Establish public FKOM Simple and efficient Deliverable: project website website matching the From Nov 14: www.Usserød-aa.dk obejctives as well as RUDKOM specific LIFE

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Activities: Responsible/ Outcome/Feedback: Output/Deliverable: Provider

requirements. Platform for future “after LIFE” communication purposes Taken into use by interested parties and press

Project presentation Responsible: FKOM Awareness and goodwill Presentation slideshow for landowners in risk for the actions planned Assistance provided areas and executed to provide by External consultant sense of security for Informations-Gruppen floods

Agreement on type of channels for future communication

Presentation of the Responsible: FKOM Promoting the idea of Presentation slideshow LIFE project, scope inter-municipal Presentation prepared and ideas for the cooperation and better and delivered by PM Danish Association cooperation with the for Water Utility utility companies Companies (DANVA)

Dissemination: Local FKOM Repeated presentations of Presentation slideshows NGO’s the project actions and HORKOM Minutes of meetings outcome for NGO forums in FRED and HOR. Well received Particular valuable stakeholder feedback on Action B3

Project Newsletter FKOM Channel to interested Newsletters, copies parties and inter for available on Direct mail issues RUDKOM regular information and www.Usserød-aa.dk promotion on project work and progress

Project on-site FKOM Key issues of the project presentation for introduced for Danish PM Copenhagen research community on University master spatial planning level course Repeated annually

Press events for Responsible: FKOM Air time (interview with Deliverable: creating local PM) on regional radio Assistance provided Press briefing kit newsmedia awareness broadcast P4 by External consultant and interest Photo sets Informations-Gruppen Television feature on

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Activities: Responsible/ Outcome/Feedback: Output/Deliverable: Provider

local TV2Lorry Audio and video clips available from Articles in local broadcast websites newspapers Samples of articles in Follow-up news clip on annex 23 (Press local TV2Lorry cuttings)

Presentation and FKOM (PM) Dissemination of Presentation slideshow lecture at national learnings from practical (Presentation repeated LIFE project briefing LIFE project management annually) event and execution

Project attention and knowledge in the target group

Assistance for LIFE FKOM Providing info, draft text Text and photo package communications team and illustrations for submitted to LIFE RUDKOM upcoming LIFE brochure communications team on climate change adaptation

Participation in BASE FKOM, PM Transnationale project Project presentation seminar on climate attention and knowledge poster and postcards change adaptation, sharing Portugal Validation of method for socioeconomic evaluation Networking

Regional conference FKOM, PM Project attention and Presentation slideshow on cooperative knowledge in the target

projects for climate group. Putting the change adaptation conditions for intermunical cooperationg on the agenda

5.9.2.3 Concluding national conference A national conference on methods for inter-municipal cooperation on climate change adaptation and water management was held January 2016. The conference was hosted and organised by the Usserød Å LIFE project in cooperation with Local Government Denmark. The conference was a particular deliverable in the LIFE project plan, and documentation for planning and execution of the conference is given in Annex 36 The conference was successful and well attended, once again confirming that the Usserød Å ideas and proposals for intermunicipal cooperation on climate change adaptation are frontline, viable and transferable to other municipalities.

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5.9.2.4 Participation in regional and national conferences Participation in regional and national conferences has taken place for both networking and dissemination purposes. Conference participation with particular networking focus and outcome is described in section 5.6.2. In addition to these, general dissemination of project ideas and results has been achieved by speaking at a number of other conferences and seminars, examples listed below. Table 5.12: List of selected conference participation for dissemination purposes– In addition to list in section 5.7

Conference/Forum: Description: Project participation:

Danish Nature Agency, LIFE Programme secretariat infor- Speaker, lecture on experiences mation meetings held by the national from practical project design LIFE information meet- LIFE programme secretariat and execution within the LIFE ings 2014 and 2015 framework

KL Climate adaptation Exchange of knowledge and experience Speaker, lecture on project professional network from municipal climate change adapta- scope, approach and experiences meeting tion practice Nyborg ,March 2015

Confederation of Dan- “Klimatilpasning – Fra plan og ide til Speaker, lecture on project ish Industries/Greater handling og vækst” scope, approach and experiences Copenhagen Region Regional conference on new ideas for Copenhagen, 9. Nov cooperations as potential means for 2015 tackling climate change adaptation.

KTC Annual Confer- Key National Conference for municipal Representation by steering ence 2015 managers with full day session on committee member. climate change. Selection of “Best climate change adaptation project Nominee for “Best project 2015” 2015”

KL/LIFE joint confer- National conference (LIFE project The concluding conference for ence deliverable), see also Annex the project, see 5.2.8.3 January 2016

5.9.2.5 Overall evaluation of dissemination actions It is the overall evaluation that the objectives for external communication has been reached in full by way of the listed activities, and the attention received from external stakeholders and the press has been more than satisfactory. 5.9.2.6 Dissemination materials Below is listed a selection of dissemination materials prepared, purchased and applied during the report period.

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Table 5.13: List of selected dissemination materials produced and purchased

Type of material: Application: Use of LIFE logo:

Project presentation General information, to be handed out LIFE logo and reference to brochure, version 1 and 2 and submitted to interested parties LIFE financial support grant clearly visible

Parliament Magazine Ad General advertising for the project in the LIFE logo and reference to LIFE network LIFE financial support grant clearly visible

Project Website Site for general dissemination and project LIFE logo and reference to info to stakeholders and interested parties LIFE financial support grant is visible on the website

Roll-down poster for Advertising the project at KTC annual LIFE logo and reference to KTC conference (national) conference 201t LIFE financial support grant clearly visible

A5 info postcards General information about the project to LIFE logo and reference to be distributed at conferences and network LIFE financial support grant meetings clearly visible

Notice boards at 3 sites Information and connected narrative LIFE logo and reference to along the watercourse about the project, the local climate LIFE financial support grant adaptation challenges and the functioning clearly visible on the of the flood control systems noticeboards

Signposts at each water Advertising the project LIFE logo clearly visible on measurement station each post QR Code for web access to more information (After LIFE communication)

A1 poster in english for Prepared for the BASE seminar (see LIFE logo and reference to transnational conferences 5.6.2.2) LIFE financial support grant clearly visible in the poster footer

Apparel (softshell jackets) Advertising the project among LIFE logo clearly visible on for project staff members professionals and elsewhere in the outside jackets advertising project logo world and LIFE logo Internal communication and project team spirit

Layman’s report General information and dissemination to LIFE logo clearly visible on the public document, integrated in design and layout

A specific Usserød Å document design (MSWord templates) has been developed and put into use for all project documents applied in the joint work, e.g. letters, memos, minutes and technical reports. The LIFE logo appears clearly in these templates.

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5.9.2.7 LIFE logo on durable goods purchased The following durable goods are purchased for the project actions:  Apparel for project employees and co-workers, for exposing the project in the outside world and for cross-organisational teambuilding. The LIFE logo is visible on the sleeves of the apparel  Electronic equipment installed along the watercourse. The equipment is designed to be as inconspicuous as possible, but a discrete LIFE logo is visible on all units. At selected sites a small signpost for indication of the metering stations areinstalled as part of the “After LIFE” dissemination (see Annex 30), these post are equipped with a clearly visible LIFE logo 5.9.2.8 “After LIFE” communication plan Plan for dissemination and communication actions for the Usserød Å Cooperation after completion of the LIFE development stage is prepared, see Annex 30. Key elements of the plan are:  www.Usserød-aa.dk as a permanent site for hosting all external information regarding the joint public actions for the Usserød Å watercourse  Public access to data and information from the joint measuring system (see 5.4.4)  Development of mobile version of the site, enabling visitors along the watercourse to access information by way of smartphones and tablets. This facility has been made.  www.Usserød-aa.dk to host all LIFE reports and document deliverables for minimum 5 years, including technical reports and layman’s report  Action outside LIFE: Establishing a connected system of walking paths for recreational, connected access along the whole watercourse and adjacent road and path systems. This is a medium to longterm action, to be realized stepwise coordinated within the Usserød Å Cooperation.

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5.10 Monitoring the impact of project actions (Action C) 5.10.1 Applicability of the proposal’s set of indicators As already indicated in the Inception Report the original proposal for impact indicators listed in Annex 2 to the GA is inapplicable for practical purposes to a considerable degree. In the Inception Report, a review of the impact indicators is given, and it is pointed out that the majority of the proposed indicators are either impossible to measure or does not address the most relevant issues, or both. To compensate for these shortcomings the following alternative set of methods and indicators has developed and implemented. 5.10.2 Alternative set of indicators

5.10.2.1 Monitoring the inter-municipal collaboration The deliverables for the LIFE project (organisational development, software, hardware etc.) are just tools and instruments for the new way of working together within the Usserød Å partnership. Making the new way of working together actually work and stick is all about people. In recognition of this fact an ongoing survey has been conducted of the project employee’s perception of and satisfaction with the intermunicipal project work. Monitoring the inter-municipal collaboration also contributes to the testing of the project hypothesis as it is outlined in section 3.2. The survey was launched at the earliest possible stage and will continue until completion of the LIFE project. It offers a direct and detailed monitoring of progress and performance of the inter-municipal cooperation at the all-important human level. In Annex 24 is found a complete package of the survey documentation including method description and reports for results. A definite positive trend in the employees perception of satisfaction with the cooperation and confidence in its efficiency is demonstrated, see example of survey results on fig 5.9 below (text in Danish).

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Fig 5.10: Example of survey results for employee satisfaction with the intermunicipal cooperation. Extract from survey report in annex 24

The positive result is statistically significant for this type of investigation. 5.10.2.2 Monitoring action performance In sections 5.2 – 5.5 on technical progress for the main project actions A.1 – B.3 a schematic account for specific expected outcome indicators is given for each action, and will not be repeated here. For action B.1 – Joint organizational planning the employee survey described in 5.7.2.1 will provide quantitative monitoring of the indicators not connected to specific outputs. For action B.2 – Common toolbox and action b.3 – Demonstration projects the indicators are connected to specific identifiable or measureable outputs. 5.10.2.3 Monitoring long-term effects of project actions It is the project management’s evaluation that the combination of specific output indicators and the quantitative survey of change management success will provide a relevant and practical coherent monitoring of the impact of project actions, far more efficient for monitoring during the LIFE project cycle than the original proposal. For long-term monitoring of effects after LIFE the following elements are relevant: I. Monitoring collaboration performance: The final proposal for permanent Usserød Å Cooperation will include procedure for ongoing evaluation of the organisation’s performance, to be documented as the Administrative Board’s brief annual report. The evaluation will expectedly include elements from the LIFE employee survey described in 5.7.2.3 II. Monitoring effects on climate change adaptation: Annual technical reports on water levels and possible flood incidents (see Annex 32 and 34) will provide

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quantitative indication of how well the flood control measures developed in the LIFE project has actually been working.

However, it is important to recognise that the Usserød Å LIFE project develops measures for the extreme rainfall conditions originating from climate change. The occurrence of such extreme rainfalls is by their nature unpredictable. If no such extreme rainfalls actually take place for a period of time, the impact (effectiveness) of the project actions can of course not be put to the test. In the actual case, no such extreme rainfalls have occurred in the Usserød Å catchment area during the period from August 2010 until end of this reporting period. 5.11 Evaluation of Project Implementation In sections 5.2 – 5.7 an account for progress and objective achievements for each project action is given. In this section 5.7 is given an overall evaluation of the results achieved to date, and of the methods applied as well as a comment on the effectiveness of the dissemination and implementation. 5.11.1 Objective achievement and effectiveness In table 5.10 below achievements and effectiveness for the main project actions are summarized. The statements are elaborated further in the text.

Table 5.14: Summary of evaluation of objective achievements

Project Action: Objective foreseen Achievements and Evaluation – Comments in the proposal results at completion at completion

Organizational To investigate and Validated and veri- All expected results nec- planning and prepare recommen- fied vision and goal essary for joint organiza- actions dations for the statement tion are obtained and necessary organiza- functioning satisfactorily. Description of organ- tional framework isation and terms of The preconditions for a for the inter munic- reference long term sustainable ipal cooperation cooperation has been Procedures for deci- secured sion-making The monitoring of inter- Detailed catalogue of municipal collaboration joint actions states significant im- Organisation in place provement in this field and staffed

Common cli- To prepare the Coherent MIKE All expected tools neces- mate adaptation model simulation hydrodynamic model sary for simulation toolbox framework and for the watercourse framework and online online measurement measurement systems for State of the art online systems for neces- necessary joint climate measurement of wa- sary joint climate adaptation actions and ter level, flow and adaptation actions decisions has been ob- other parameters and decisions tained, and is working

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Project Action: Objective foreseen Achievements and Evaluation – Comments in the proposal results at completion at completion

satisfactorily.

Demonstration To initiate and Solution for robust The objective for reten- project implement joint retention of rainwater tion capacity and flood civil works in the capable for extreme protection are achieved in Stream of Usserød rainfall situations. full water system as Validated and ap- All available design data demonstration pro- proved Basic Design, shows that the new solu- jects for improving ready for contracting tion will be more effec- water management and construction tive than the original and prevent flood- proposal. ing New refurbished lock and effective control The goal for using Sjæl- regime for Lake sø as a buffer is fully Sjælsø developed achieved and implemented

Dissemination To provide a joint Joint communication Objective for internal actions communications platform provided communication achieved platform for the Portfolio of articles Objective for external partners in the pro- and broadcasts communication achieved ject in full, publicity and Presentations at nu- To disseminate recognition of project merous conferences results, ideas and results are above expecta- information from Notice boards and tions the project work to other local visibility the outside world

5.11.1.1 Achievements for organizational planning and actions The objective for this action is fully achieved by the activities undertaken and the deliverable products prepared. An organizational framework is developed and launched for permanent operation. This constitutes in fact an achievement beyond expectations, as the original objective was just to “investigate and prepare” the framework. Applying the monitoring “survey” of intermunicipal collaboration (see section 5.10) proves that the organizational results are further supported by an actual perception of improved collaboration among the employees. This indicates a sound basis for making the organisational change stick. 5.11.1.2 Achievements for common climate adaptation toolbox This objective is fully achieved by the activities undertaken and the deliverable products prepared at completion. All elements of the toolbox are commissioned and tested live, and are working according to requirements. The hydraulic model has already been put to use for planning purposes as described in 5.5.4.

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The practical use of toolbox is expected to be fully implemented during the joint cooperative workflow outside the LIFE project actions. 5.11.1.3 Achievements for demonstration projects As described in previous reports and in section 5.5.4 the solution and course of action for the demonstration projects in Horsholm has been changed due to unforeseeable external circumstances. The new alternative solution is completed, and it is the evaluation that the alternative solution will in practice be more effective for flood protection than the original proposal, see detailed evaluation in the table below.

Table 5.15: Effectiveness of new solution for floodgate at Mortenstrupvej, compared to original proposal. (Extract from amendment application 2015)

Objective related to To initiate and implement joint civil works in the Stream of Usserød action B3 water system to improve water management and prevent flooding

Expected effect on Provide sufficient water volume for retention of urban runoff from objective: the city of Horsholm, enabling the outlet to the river to be held back and evened out during heavy rainfalls

Project solution: Original solution – Wet mead- New solution – Floodgate/Weir ow at Blårenden outlet at Mortenstrupvej

Effectiveness High Very High Elimination of the major rainwa- Capacity for controlling the ter outlet, contributing to the overall water flow of the Usserød Usserød Å water flow through Å itself, maintaining the water risk areas downstream Hørsholm level in risk areas downstream below critical values at practically any possible rainfall scenario

Advantages Possible positive effects on water Cost-effective environment Significant effects in the neigh- Potential positive effects on boring municipality of Fredens- recreational use of the land borg No impact on landscape or preserved areas

Disadvantages Unacceptable impact on preserved areas Addresses only one effluent point

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5.11.1.4 Achievements for dissemination actions For internal communication, all the objectives are fulfilled. The tools (shared IT platform and newsletter) are functioning well; full implementation of the IT platform in the workflows will be an ongoing process. The external communication has performed very well. The media coverage has been more than satisfactory, and the Usserød Å project is widely known and recognized in municipal and professional climate change adaptation circles. One proof for that statement is that the project was nominated for 2015’s “KTC Innovation Price”, awarded by The Association for Municipal Engineering, Denmark. 5.11.2 Comments to methodology and efficiency

5.11.2.1 Methods and learnings for organizational planning and actions The straight-forward desk study approach indicated in the proposal proved itself inef- fective from early on, and consequently the approach and course of action was changed. The applied methodology described in section 5.3 has proved itself effective, and the full-day drilling sessions with the management group were very efficient. The AB’s evaluation of the Working Group 1 process supports this statement (see Annex 13). The Working Group 1 process covered the top-down side of the organisational development. The bottom-up side was approached by using the WG3 and WG4 working processes as instruments for creating new cross-organisational working culture and group dynamics among the employees, and by involving the employees in describing the “base line” working processes and framework. The WG3 and WG4 did have the expected positive effects on cross-organisational working culture as can be seen in the employee surveys (see 5.7.2.1). However the employee involvement in the baseline investigations of joint working processes was not perceived efficient or satisfactory by the employees themselves. The learning from this is that a more precise task definition should have been provided, and the general feeling among the employees of insecurity and uneasiness with this kind of investigative, consultant-like work should have been addressed properly. The choice between a top-down or a bottom-up approach is often a “chicken and egg” thing. In this case the mere complexity of the issues at stake for inter-municipal cooperation required an initial top-down clarification, as described in section 5.3.4 and 5.3.5. Findings and learnings from the B.1 organisational development stage was presented at the national conference concluding the Usserød Å LIFE project, see section 5.9.2.3 5.11.2.2 Methods and learnings for toolbox actions The approach for planning, design and procurement of the toolbox more or less followed the original proposal. The process for scoping and alignment of requirements and expectations was very thorough, and paid back itself in the form of a smooth design and procurement process with few change orders and almost no disputes with the suppliers.

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The one major drawback in the toolbox actions was the overspending for the measurement system, compared to the GA budget proposal (see also section 6.4.2). This overspending was not due to scope drift in the planning and design stage, but simply caused by a massive under-budgeting in the proposal stage. 5.11.2.3 Methods and learnings for demonstration projects The demonstration projects have suffered from two major drawbacks: a) The DSNC’s rejection of the original proposal for Blårenden (see section 5.5.4) b) The new legislation introducing delaying constraints in the timeschedule

The NGO resistance was entirely principled and politically based, as the original proposal was sound in every respect. No real ideas for a future alternative work-around such inescapable controversies can be learned. However, the drawback forced the design team to come up with an alternative solution which eventually proved to be even more effective in the terms of flood protection than the original one. The implications of the changed legislation could not have been changed or prevented by other methods or approaches. The working process for the Sjælsø water management regime has been very thorough, and at times a feeling of slow progress appeared among the working group. However, the instructions for scope depth and level of detail for the work eventually produced a coherent and well thought-out new management strategy, including a ground-breaking new idea for including ecological effects of the water management into the strategy (see 5.5.4 and strategy whitepaper in the Deliverable document package). This new idea would most likely never have emerged without the joint working process in the LIFE project. 5.11.2.4 Methods and learnings for dissemination actions The actions and deliverables for internal communication should not be seen as isolated achievements, but are instruments for creating a sustainable, inter-municipal cooperative culture. Measuring the overall experiences and perception of the intermunicipal cooperation has been an ongoing monitoring action throughout the project; see also section 5.10.2.1 and Annex 24. Establishing an efficient communications platform across the inter-municipal IT and organizational barriers has been a laborious task, but the applied solution is considered the best available and has raised interest from other municipalities. The budget for external communications has been modest, considering the lack of internally available resources with the necessary professional skills and contacts. In this perspective, the achievements and outcome in terms of publicity, recognition and network contacts has been more than satisfactory. Developing and implementing new IT based information platform and channels are ongoing as part of the “after LIFE” communication. Most of the efforts have been put into publicity in the local area, in alignment with instructions from the Political Committee. Trans-national publicity and networking

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actions has commenced late in the project, the main reason for this being the absence of concrete results and storytelling in the earlier stages. 5.11.3 Overall evaluation of impact of the project actions The monitoring and outcome indicators prove an impact of the 3 main project actions as shown below:

Table 5.16 : Impact of project actions proven by indicators

Action: Main outcome indica- Proven outcome: tors:

B.1: Joint organiza- Improvement in inter- Significant improvement of inter- tion and planning municipal collaboration, municipal collaboration as perceived at see 5.10.2.1 staff level, proves the positive impact of the intensive project work

Deliverable: Terms of Completion of detailed organizational reference for joint organi- set-up and terms proves success for the zation development stage

Temporary organization: Feedback from the pilot stage proves Evaluation of joint organi- effectiveness and viability of the setup, zation pilot stage, see 5.3.4 as well as commitment to continuous improvement

Commitment to permanent Management recommendation for inter-municipal coopera- political approval of permanent inter- tion “Usserød Å Samar- municipal collaboration including ap- bejdet” proval of “Miljømål” for the water utility companies proves the applicability and transferability of the setup

Deliverable: Joint emer- Completion of Joint Emergency Plan gency plan Ver. 2 proves the ability of the joint organization to produce and collaborate on preparedness and remediating actions for future floods.

B.2: Common cli- Ability to calculate effects Joint hydraulic model is completed and mate change adapta- of measures for climate validated. The model has provided tion toolbox change adaptation planning and verification of the Mortenstrupvej solution, see 5.4.4

Working on-line meas- Measurement systems working as spec- urement system taken into ified, providing output for simulation use and flood warning purposes

B.3 Demonstration Proven increased security Toolbox hydraulic model simulation projects against floodrisk in down- proves security for extreme rainfall stream housing areas scenarios up to 100-200 years repetition period

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Action: Main outcome indica- Proven outcome: tors:

New management and Monitoring of water levels proves control regime for Lake effectiveness of lock management. in place Sjælsø Lock control manual completed

Based on the combined indicators in table 5.16 above, the socioeconomic impact assessment (section 5.8) as well as the specific output from the project actions (sections 5.3 – 5.5) the overall impact of the project is evaluated as follows:  The joint organization has fully provided the framework for effective intermunicipal cooperation stated in the project objective  The joint organization framework is transferable to other municipalities, and the ideas and principles has been well received in the outside world  The toolbox has provided the means for practical climate change adaptation actions as well as environmental improvements to achieve the long term goals for the Usserød Å  The demonstration projects has provided concrete and effective solutions for water management, leaving the housing areas much more secure against flooding than before the LIFE project

5.12 Analysis of long-term benefits 5.12.1 Long term environmental benefits

5.12.1.1 Direct environmental benefits Basically the project addresses primarily the flood risk, secondly environmental issues such as water pollution emissions. The holistic, catchment-area oriented flood prevention actions in the project provides not only the most effective solutions but also the most efficient ones in terms of resource saving. Flood prevention in itself includes a long term environmental benefit by avoiding the vast consumption of energy and resources connected with the damages, and documentation for significant quantitative socio-economic benefits is expected from the upcoming E.4 analysis, due by end of December. The actions for flood prevention involve also better management and retention of rainwater. Rainwater- and mixed rainwater/sewage effluents is a major obstacle for achieving a better ecological state of the watercourse, thus these actions will eventually have a direct environmental benefit. Quantitative survey and estimations of these effects are work in progress within the Usserød Å Cooperation outside the LIFE framework. The surveys will apply extension of the joint hydrodynamic model to include organic matter loads.

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5.12.1.2 Policy areas addressed The EU 6th Environmental Action Programme (2002-2012) covered climate change as one of 4 main objectives. Among the listed priority actions for this objective, the Usserød Å project addresses in particular:  “.. Prepare for measures aimed at adaptation to the consequences of climate change..”

The EU 7th Environmental Action Programme (2013-2020) covers 9 objectives, among those are to safeguard the Union’s citizens from environment-related pressures and risks to health and well-being. Among the listed priority actions for this objective, the Usserød Å project addresses in particular:  “Climate change will further aggravate environmental problems by causing ... floods ...... “. “Dedicated action should be taken to ensure that the Union is adequately prepared to face the pressures and changes resulting from climate change, and to strengthen its environmental, economic and societal resili- ence.”

5.12.2 Long term benefits and sustainability

5.12.2.1 Long term environmental benefits The toolbox hardware and software are permanent benefits from the project, expected to contribute to long term improvement of climate change adaptation and environmental actions for the Usserød Å catchment area. The demonstration project actions and civil works will be effective during their entire lifecycle of more than 20 years, thus securing the long term benefits. The new inter-municipal working culture and processes will long-term improve the effectiveness of the governance and casework on environmental protection in the Usserød Å catchment area. Long term environmental indicators will be assessment of ecological quality in the Usserød Å and in the Lake Sjælsø. 5.12.2.2 Long term economic benefits An analysis of the socio-economic benefits is prepared, as deliverable product from Project Action E4. Description of methodology is included in Annex 25. The analysis applies consistent methodology and conservative preconditions and as- sumptions, and concludes that the project is socio-economically profitable. Long-term economic indicators will be records of housing damages caused by flooding along the Usserød Å. 5.12.3 Replicability and transferability etc. The results, solutions and learnings from the project will be immediately replicable in other Danish municipalities.

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The applicability of methods and the overall “business case” for cross-organizational- border cooperation to similar areas of public service and administration is high, almost of “plug and play” quality. The transferability of results as well as ideas and methods to other European countries facing cross-border climate change challenges and flood risk is high, judged by the response received from discussion with colleagues abroad. The issues and concerns for planning, decision-making and governance covered in the “Handbook” are of universal character, and many local governance colleagues in other European countries will recognise the dilemmas and be able to evaluate the applicability of the proposed methods and setup in their own context. 5.12.4 Best practice lessons The project has applied current best practices within the fields and domains of the 3 actions. The best practices applied have worked well, and no findings have been made indicating needs for adjustment of best practices. 5.12.5 Innovation and demonstration value The learnings and experience from the Usserød Å LIFE project will provide suppliers of equipment and specialized software solution for climate change adaptation with a better understanding of the context in which their products must function, including how these solutions can work in and provide support for inter-municipal and cross- border collaboration in the future. Ultimately these learnings will stimulate innovation and increase the supplier’s ability to compete in an open market, thus giving potential for growth. The intensive work on organisation and collaboration performed in the project will pave the way for inter-municipal cooperation in other fields of public administration in this way increasing efficiency and innovation in the public sector. In fact, the two project partners Fredensborg and Rudersdal has already launched a cooperation on wastewater administration and casework, assigning joint and shared specialist staff for mutual benefit. 5.12.6 Long term indicators of the project success In case of e.g. future visits to the project, the following issues are proposed as relevant for discussion of the project’s success:  Validity and sustainability of the cooperative organization: Is the Usserød Å Samarbejde organisational setup alive and working? Quantifiable: Progress of joint actions for climate change adaptation and environmental protection  Quantifiable: Number of flooding incidents occurred since project implementation  Quantifiable: Number of incidents activating the rainwater retention system, and its performance in these incidents  Quantifiable: Number of incidents activation the joint emergency plan, and its performance in these incidents  Quantifiable: Number of incidents involving overflow from combined sewage systems  Quantifiable (very long term): Ecological indicators for Usseroed Å and Lake Sjaelsoe

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6. Financial part

Standard statement of expenditure is submitted with this Final Report. Explanatory comments to the preparation of the statement of expenditure are given in 6.2, including explanations for particular entries. Total costs incurred for project is within budget. For costs per action (see 6.4) it is foreseen that deviations from the GA Amendment No. 1 budget for individual cost categories of more than 10% occurs at completion. In section 6.4 these deviations is briefly described, with reference to the relevant sections of the technical progress reporting in section 5. For personnel costs deviations from the daily rates stated in the Amendment GA No. 1 occur. This is further explained and accounted for in sections 6.4.2.1 and 6.4.3.

6.1 Summary of costs incurred Budget baseline is the GA Amendment No. 1.

Table 6.1: Total costs incurred, by category. Statements covering period until Sept 30 2015, in alignment with the Financial Statement of Expenditure

PROJECT COSTS INCURRED

Cost category Budget according to Costs incurred at % of budget the Grant Agreement, completion, in € total costs per in € category

1. Personnel 762.300 770.678 101 2. Travel and subsistence 9.950 2.168 22

3. External assistance 742.000 650.212 88 4. Durable goods

Infrastructure 620.000 398.852 64

Equipment 165.000 211.252 128 Prototype

6. Consumables 15.000 3.089 21

7. Other Costs 70.000 64.051 92

8. Overheads 119.600 111.107 93

TOTAL 2.503.850 2.211.410

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6.2 Accounting system The project accounting setup as shown in Inception Report is put in operation by the coordinating participant municipality of Fredensborg. Accounting and records are in compliance with the requirements stated in the Common Provisions and available for the Monitor’s inspection. 6.2.1 Procedures for recording and approval of costs As a rule, all costs are approved and paid by the Coordination Beneficiary (Fredkom), according to administrative procedures submitted with the Inception report. This implies that these costs are actually spend by FredKom, FredKom as coordinating beneficiary also being responsible for the particular action, purchase and contract related to the cost. No internal payment or invoicing between beneficiaries and partners took place. This setup was much more efficient than the “shared responsibility and payment” approach foreseen in the original GA. All bills from suppliers were submitted electronically to Fredkom, and approved (also electronically) by the LIFE project manager, who had authority of approval of all cost incurred within the budget approved by the project Administration Board. Fredkom’s SAP based accounting system is applied for the project accounting system. The workflow for approval of payment for bills automatically registers approval of the particular cost, and secures entries thereof on cost type and activity. A unique code – the EAN Number 5798008359750 – identifies the LIFE project as cost owner for every particular payment. Only costs incurred on the LIFE project are attached to this EAN number, other costs incurred at Fredensborg Municipality applies different EAN numbers. Personnel costs are registered by each partner (beneficiary, Fredkom, Horkom and Rudkom) applying the project Timesheet form prepared for this purpose. Timesheet form is previously shown in the Inception report and inspected at Monitor’s visits. The working time spend for project actions are approved by the employee’s immediate superior in the form of signature on the timesheet form. Timesheets are collected by the coordination beneficiary Fredkom according to the administrative procedures, and the data entered in the project manager’s cost control system. 6.2.2 LIFE references and traceability of invoices As described in 6.2.1 above most invoices are paid electronically and the electronical invoices filed according to Fredkom’s auditor approved accounting system. In compliance with the LIFE common provisions printed copies of all invoices registered as eligible costs are also filed and stored, available for external inspection. All suppliers are instructed to state the LIFE11/ENV/DK/889 reference on their invoices, and this has generally been working well for the major suppliers. For cases where the LIFE reference may not be visible on the invoice, the printed invoice is provided with a custom made stamp clearly stating the LIFE reference.

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The mechanism for the electronic payment and registration of invoices implies that a number of entries can be assigned to each invoice, depending on the supplier’s invoicing system. NB: In practice this implies that the statement of expenditure in some cases consists of up to 10 lines for each invoice, and not the total sum. The Commission should take note of this when going over the statement of expenditure. When preparing the statement of expenditure it has been considered to aggregate the entries for each invoice into a total sum, for better overview of the cost items. Howev- er it has been decided to keep the detailed entries in the statement, to ensure traceability and alignment with the accounting system in case of audit and inspection. It is decided by the AB to carry out overall project controls and accounting of project costs at the activity level, thus not including the detailed breakdown of budget costs between the 3 participants as indicated in the application form. Actual costs including personnel costs is recorded by each of the participants according to agreed administrative procedures, and project finance review is done at AB meetings twice a year. 6.2.3 Depreciation rules applied For Equipment are applied Fredensborg Municipality’s depreciation rules. Equipment for Usserød Å measuring system (see section 5.4) is classified as ”special equipment” with 5 year depreciation period. For Infrastructure are applied Horsholm Municipality’s depreciation rules. Detailed account for depreciation of the Usserød Å retaining weir plant at Mortenstrupvej (see section 5.5) is shown in Annex 44. The depreciation period varies for different components, from 7 years for electronics to 50 years for civil works. 6.2.4 Comments to financial statement forms As described in 6.2.1 Fredensborg Municipality (Fredkom) has covered and paid all external cost for the project. Consequently, the default formulas in the Excel sheet for individual cost statement for Fredkom calculates an amount for Fredkom’s contribution related to the overall costs stated here. However, as explained in 6.2.1 and as settled in the partnership agreement, the final net costs at completion is split between the 3 beneficiaries. The expected individual contribution amounts at completion are stated in the consolidated cost statement, found in the financial statement Excel workbook for Fredkom.

6.3 Partnership arrangements The coordinating beneficiary Fredkom manages all cash payments for project costs and receives and holds the pre-payment funding from the EU. By nature of payment scheme for the EU funding the project cash balance will be neg- ative for longer periods. To accommodate for this the other partners Horkom and Rudkom have agreed to pay temporary instalments to the coordination beneficiary, to be equalized when the final account has been approved after completion (see also 4.1.4).

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6.4 Summary of costs per action 6.4.1 Costs incurred at completion In table 6.2 below is shown breakdown in costs per action and per cost category.

Table 6.2: Breakdown of total costs per action

6.4.2 Comments to deviations from budget

6.4.2.1 Budget baseline Budget baseline is the GA Amendment No. 1. However, for personnel costs other conditions apply as the GA Amendment No. 1 has the original GA budget for personnel costs (Form F1) as the basis, not the revised personnel budget submitted withe the amendment application. The project manager has been informed that this procedure was due to the Commis- sion’s formal, procedural concerns. Maintaining the original GA personnel budget and disregarding the revised budget from the amendment application has given cause for some misunderstandings at the time of reviewing the Midterm report. Because of this, requests for further explanations on e.g. additional roles and positions and cost spend for particular roles and actions has been stated in approval document for the Midterm report. To prove that the types and amounts of personnel costs incurred have actually been foreseen in the revised budget, a copy of the original, revised budget for personnel costs submitted with the amendment application of November 27th 2015 is shown in Annex 45 and in Annex 10. The issue of roles, positions and cost spend for these roles will be addressed in section 6.4.2.7.

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Table 6.3: Cost breakdown – Deviations from GA budget

As seen in table 6.3, the project has performed as budgeted with a good margin for the overall costs The changes listed above will be described and accounted for in more detail in the following (see also Annex 10). 6.4.2.2 Deviations for personnel costs + 1 % The overall 1% increase originates from the following combination of changes:  Spending much lesser working hours for preparatory actions A1. This action was very over-budgeted in the original GA  Spending much lesser working hours for monitoring actions C.1. This is mere- ly an accounting issue, as the work for this action has been considered as integrated in the overall project management action E.1, and the hours spend on monitoring activities has been logged as E.1 hours  Spending more hours for roles “Director/”on B.1 activities. As has been thor- oughly described in section 5.3 of the report the methodology, approach and workflow applied for Action B.1 required extensive participation and input from the management level at the 6 participating organizations. This was foreseen in the amendment application November 2015, but not in the original GA budget. It would have been impossible to accomplish the B.1 tasks and achieve the B.1 objectives and results without intensive “Director” involvement and participation.  Spending fewer hours for other roles on B.1 activities, relying more on external assistance  Increase of personnel costs for action B.2 is primarily due to increase in personnel daily rates, as described in Annex 10  Increase of personnel costs for action B.3, as result of the rework of conceptual design described in 5.5 and Annex 10, in combination with increased personnel salaries.

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 Increase in project management working hours. Considerable numbers of working hours applied for monitoring and control activities has been logged on this action E.1, corresponding to the under-spending for C.1 mentioned above  Spending of lesser working hours for action D1 communication and dissemination. Assigning of qualified personnel for these tasks has not been possible until second half of 2014, the task has been reassigned to consultants prior to that. After assignment of dedicated staff in 2105 the works has resumed in full

6.4.2.3 Decrease in external assistance costs – 13% The slightly reduced spending on external assistance costs originates from the following combination of causes:  More efficient work processes for B.1 (joint organisation) activities and reporting, achieving the objectives with fewer work hours  More in-house design work for action B.3 (demonstration project) performed, reducing the need for external assistance

6.4.2.4 Deviation in equipment costs + 28% The delivery for new measurement system has clearly been under-budgeted in the original GA proposal. After extensive and careful requirement analysis the equipment has been tendered among pre-selected suppliers applying a restricted procedure comparable to that of the EC directive. Documentation for the tender procedure is filed in the project archive, and has been verified by the external audit. Tender documentation is shown in Annex 43. All of the offers complying with the technical requirements were much higher than the budgeted cost in the Grant Agreement, which has clearly been underestimated. It would not be possible to acquire a new measurement system fulfilling our requirements within the amount stated in the original budgeted. As the measurement system is essential for the project goals and objectives the joint Steering Committee has chosen to approve the extra investment rather than compromise with the functionality and performance of the equipment. Unfortunately the re-calculation of equipment costs budget stated in the GA Amend- ment No. 1 also included a regrettable clerical error, causing the amended budget to be slightly underestimated as well, resulting in the calculated 28 percent overspending for cost category “equipment” shown table 6.3.

6.4.2.5 Deviation in infrastructure costs – 36% As described in 5.5.4 a conservative cost estimate for the new solution for the Morten- strupvej demonstration project was the basis for the baseline budget Actual costs at completion is significantly (36%) lower than budget. The lesser spending on the infrastructure demonstration project is not due to technical compromises or lower quality, but .to efficient design and tendering process.

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It is expected to realise this saving without compromising the effectiveness of this project deliverable, as described in 2.3

6.4.2.6 Deviation in travel and subsistence costs – 75% Strategy for dissemination and networking has focused primarily on domestic activities, in accordance with the project Administrative Board’s priorities and instructions. Consequently travel and accommodation costs have been modest, and thrift has been applied as a principle. Travels abroad has been selected and planned carefully for optimum value creation for the project. As described in sections 5.6, 5.7 and 5.9 the project objectives for dissemination and networking have been achieved in spite of the lower costs for travel activities. 6.4.2.7 Additional roles and positions for personnel From early on it has become clear that the roles set out in the original GA did not cover the actual needs for participation in the project actions. Therefore additional roles were reported in the Midterm Report, which prompted the Commission to inquire into those roles in their approval document. In order to respond to this inquiry the additional roles and positions applied in project execution is listed below with brief explanations.

Table 6.4: Additional and re-named roles for personnel assigned to the project

Action no. Additional role designation: Description:

B.2 Engineer/Hydraulic model Re-naming: This role designation is applied and other activities B2 for B.2 “Toolbox” activities in general, because other applied role designations such as e.g. “documentation tool” and “organisation of meters” were in some cases seen as unpracti- cal, too specific and misleading.

B.2 Director/supervision and This role was necessary to secure assignment management of personnel and other resources.

B.2 Specialist/Adaptation tools This role was designated to the part-time specialist from HOR particularly assigned to the project, as described in section 6.4.3.2. This role was crucial for the project execution.

B.3 Specialist/Calculations, This role was designated to the part-time spe- planning etc. cialist from HOR particularly assigned to the project, as described in section 6.4.3.2. This role was crucial for the project execution.

E.1 Director/financial manage- Management participation was required for ment organizing the financial control principles for

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Action no. Additional role designation: Description:

the project

E.1 Director/Management and This role is assigned to members of the project steering committee Administrative Board (steering committee) for administrative tasks and meetings

E.1 Academic/Project manage- This role is designated to the associated bene- ment assistance ficiaries for administrative tasks such as coordinating resources and securing time schedules and other financial accounting

E.2 Director/networking activi- Management attendance, presence and partici- ties pation in networking activities provided best possible profiling and contacts

E.3 Academic/After LIFE com- This role provided specialist assistance and munication input for the After LIFE communication, securing that the plan was aligned with practical workflow and methods

E.4 Assistant/Socio-economic This role carried out the employee surveys analysis described in 5.10 and 5.11. Furthermore this role provided data for the external socioeconomic impact assessment described in 5.4

D.1 Director/Dissemination This role is designated to directors and AB members speaking or otherwise participating in conferences and other dissemination activities

6.4.3 Explanations for changes to personnel daily rates Ongoing project administration gradually uncovered at discrepancy between the staff salary rates stated in the GA and the actual rates for the staff employed on the project. Thus it became clear that the actual rates are significantly higher than indicated in the original GA budget. As previously addressed in 6.4.2.1 the changes to personnel daily rates was addressed in the amendment application of November 2015, but the issue was disregarded at the processing of the application. The reason for the discrepancy is primarily a systematic clerical error in the administration, secondly an underestimation of the skills and experience required for the project tasks. 6.4.3.1 Calculation practice for staff daily rates As stated in the LIFE common provisions staff daily rates must be calculated from the employee’s gross salary, i.e. including social charges and pension contribution.

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However, in the Danish municipalities and elsewhere in the Danish public sector it is established practice and tradition always to address employee salaries in terms of net salary, i.e. exclusive of social charges and pension contribution. For this reason, when drafting the original LIFE application in 2011, only the net daily rates were included in the cost estimate form for personnel. The error was only discovered after a long period of project operation, but has now been corrected in all relevant accounts. As an average, the difference between net and gross salary for staff employed is > 20%. Thus, other things being equal, the error in salary calculation would correspond to a 20% underestimation of project personnel costs. However, as the number of working hours spend has been lower than expected, the estimate for overall personnel costs at completion would only deviate less than 1 % from the original GA budget, see also section 6.4. 6.4.3.2 Need for senior staff with particular skills and experience During project initiation it has become increasingly clearer that the need for experienced staff and specialists to undertake the project tasks has been much underestimated. In particular the following circumstances have influenced on this:  No qualified personnel to undertake the project management task was available among the beneficiaries’ own organisations. Therefore the project manager had to be recruited externally for market price salary.  The development tasks for Action B.1 had to be undertaken by senior and top management staff, delegation of the tasks to middle and junior staff was not possible  Qualified staff to undertake crucial development, planning, design and construction tasks for Actions B.2 and B.3 in the Horsholm organisation was not available. To compensate for this, a skilled senior specialist with extensive local experience was recruited on a part-time contract at market price salary.

Overall progress, performance and results for the project work have shown that the decision for staffing with particular skilled personnel has been productive. 6.4.3.3 Account for revised daily rates In Annex 45 is shown a comparison of the actual daily rates for staff assigned with those stated in the original GA form. When deviations are seen, the increase is generally within the 20% span explainable by the net/gross error described in 4.1. Compared to the GA a new role as specialist/adaptation tools and specialist/demonstration projects is added for Horsholm staff, as described in 6.4.3.2 6.4.3.4 Benchmark values for staff salaries In order to support the Commission’s evaluation of the amendment for changes to staff daily rates an overview of average salary levels for staff in Danish local government administration is shown in table 7 below (text in Danish).

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Table 6.5: Statistics for average salaries in Danish local government graduate staff. Source:Local Government Denmark (2015)

Staff category Average monthly Calculated average Corresponding staff cate- salary in DKK 2015 daily rate in EUR gories in LIFE11/ENV/DK/889

Chefkonsulenter 56.559 391 Academic, FredKom

Civilingeniører 45.598 316 Academic or Engineer

Magistre 43.094 298

Specialkonsulenter 51.107 354 Academic or Engineer (senior staff), Econo- mist/Financial Manage- ment

Chefer, København 73.227 507 Project Manager, Director omr. HorKom

Forvaltning- 105.473 730 Director RudKom and schefer/tekniske chefer FredKom

For comparison, the salary statistics is recalculated into daily rates in EUR according to LIFE common provision principles. Data from table 6.4 confirms that the daily rates for the beneficiaries’ staff assigned to this project is in full alignment with the general salary level in Danish local government administration. When comparing the actual daily rates applied in the project with the salary statistics in table 6.4 it should be further noted that the Local Government Denmark statistics states average salaries, while the staff assigned to the project are in general senior employees, drawing higher than average salaries. The salary for the assigned specialist/adaptation tools/demonstration projects (see 6.4.3.3) has been particularly negotiated, taking the special requirements and part-time contract conditions into account. This particular assignment is cost-effective, compared to the alternatives, being:  a fulltime assignment of lesser skilled staff  hiring an external consultant

As previously stated the skills and extraordinary local experience of the assigned part- time employee has been crucial for the successful execution of the project.

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6.4.4 Comments to particular entries in the financial cost statement In order to avoid misunderstandings in regard to eligible costs further explanations on particular entries is given below. These explanations also cover the issues addressed in the approval document for the Midterm Report.

Table 6.6: Comments to particular entries for External Assistance costs

Supplier: Entry, text description: Comment:

ALECTIA External Assistance - ALECTIA was assigned to assist when it became Financial project controls evident that neither the skills nor the capacity for and accounting professional project controls was available internally in Fredensborg Municipality.

The municipal KMD accounting system could not provide the activity based monitoring and control facilities required. Consequently a customised advanced Excel based tool had to be constructed, applying data export and manual input from the KMD system. Controlling the project in a secure and transparent manner without this facility would have been practically impossible

NIRAS Consultancy services for All these entries are costs incurred in accordance development of toolbox, with the framework contract. Tender documenta- Action B.2 – Framework tion shown in Annex 42. Invoices are paid in ac- contract cordance with payment plan and documentation for workhours spend.

The high number of individual entries for this supplier is due to the mechanisms in the electronic invoicing and accounting system, as described in 6.2.2.

Horten Advo- Consultancy for legisla- Horten Lawyers has supplied legal assistance katpartnerskab tion issues – Price regula- crucial for establishing the Usserød Å cooperation tion for utility companies framework described in section 5.3

Energi&Miljø Consultancy for legisla- Energi&Miljø Lawyers are specialists in the Dan- Advokater tion issues regarding joint ish legaslation on climate change adaptation and organization has provided assistance crucial for the “Handbook” background analysis described in 5.3

NOFO PRINT Communication and Nofo print provides graphic design and layout dissemination – Layout services applied for various UÅ LIFE information and design service and dissemination material. Nofo Print has also provided printing and manufacturing services, these costs are entered as “consumables” and “other costs”

Hydroinform IT Mobile version of Hydroinform IT is affiliated to the supplier of the

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Supplier: Entry, text description: Comment:

Usserød Å water monitor- measurement system equipment, Aquasense. The ing website cost relates to expansion of the water measurement system and monitoring system developed and installed in Action B.2. The mobile website forms part of the After LIFE communication.

Instrutech Development and installa- Instrutech is a subsidiary of Aquasense, contract tion of IGSS (Interactive holder for equipment delivery for Action B.2. The Graphical SCADA Sys- cost relates to software and programming consul- tem) tancy for integration of control systems for Sjælsoe and Mortenstrupvej retaining weirs (see section 5.5)

JipJip UAA Website mobile JipJip is a small media bureau and solution provid- App development er. The cost is for providing a prototype for mobile UAA website for dissemination purposes and After LIFE communication

Jesper Holm Fee for conference Jan Jesper Holm is a lecturer of Roskilde University. 2016 The cost relates to his lecture and participation in planning of the concluding national conference, see section 5.9.2

KL Consultancy B.1; organi- “KL” is Danish short for Kommunernes sation of conference Landsforening, i.e. Local Government Denmark who has provided consultancy services essential for validation of the intermunicipal cooperation

Table 6.7: Comments to particular entries for Other eligible costs

Supplier: Entry, text description: Comment:

Sport direct Køben- Apparel for project staff The apparel was purchased to strengthen and sup- havn Aps with project and LIFE port teambuilding and sense of purpose among the logo assigned staff in the initial stage of the project. The purchase was very well received and fulfilled its purpose completely

Athenas Aps Joint project team work- Athenas is the booking agency for lecturer Peter shop – External lecture by Tanev. The lecture on meteorology and climatolo- Peter Tanev gy was part of the 2nd joint project team workshop, supporting teambuilding and sense of common purpose

Microsoft Office License and other fee for Establishing a common, shared IT platform across O365 customized Share- municipal borders has been crucial for the project, point project platform as described in 4.1.3. The cost relates to this activity, and covers license etc. for the customised Sharepoint platform. The notation for the invoice entry wrongly indi-

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Supplier: Entry, text description: Comment:

cates purchase of a standard MSOffice solution.

Table 6.8: Comments to particular entries for consumables

Supplier: Entry, text description: Comment:

NOFO PRINT Print – Folders, posters, These costs are for various printed matters. rool-down posters, infor- NOFO print has also supplied particular dissemina- mation boards tion items such as information boards se Annex 37 as well as design and layout services. These costs are entered as “other direct costs” or “external assistance”

6.5 Continued availability of co-financing The co-financing from Horsholm Vand, Fredensborg Forsyning and Rudersdal For- syning stated in the GA is still available.

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7. List of Annexes

All documents are in Danish language, with the exception of some samples in Annex 8.

Annex Description Project Associa- no. deliver- ted ac- able tion

1. Joint Emergency Plan X B.1 Ver. 2 September 2016

2. Interface mapping for joint hydraulic model (Ac- tion B.2)

3. Technical report NIRAS: Joint Hydraulic model X B.2

4. Calculations for Sjaelsoe retention capacity, NIRAS X B.3

5. Partnership Agreement August 2013, signed copy X A.1

6. LIFE project Sharepoint IT platform, screendump

7. Project Cost Control Tool (“Pro- jektøkonomiværktøj”, PØV) screendump sample

8. Sample of dissemination products

9. AB Memo Dec 2014 on principles for sharing of LIFE project costs

10. Copy of Amendment to Grant Agreement – Report for changes to budget and time schedule, 17. No- vember 2015

11. Memo – findings from A.1 kickoff seminar Mar 2013

12. Minutes from AB meetings - Sample

13. WG1 evaluation of organizational development process

14. Slide pack with findings from B.1 workshops 1-2

15. Slide packs from workshops WS3-WS5

16. List of prioritized actions for future Usseroed Aa X B.1 Cooperation

17. Terms of reference for future Usseroed Aa Coop- X B.1

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Annex Description Project Associa- no. deliver- ted ac- able tion

eration

18. Slide package from organizational development WS6

19. Rudkom memo Feb 2013 on previous performance of existing, obsolete measurement system

20. Water management strategy for Lake Sjaelsoe X B.3

21. Execution script for workshop WG3/NIRAS

22. Communication and dissemination log X C.1

23. List and samples of press cuttings and broadcasts

24. Survey of collaboration – Method and current reports

25. Methodology for E.4 socio-economic impact as- X E.4 sessment

26. Preparative action - Plan for Action B.1 work, X A.1 preparation of Joint Organization report

27. Preparative action - Plan (“Drejebog”) for Action X A.1 B.2 work

28. Preparative action - Plan (“Drejebog”) for Action X A.1 B.3

29. Communication plan ver. 4 X D.1

30. After LIFE+ Communication plan X E.3

31. Pre-design (tender basis) for B.2 measurement system

32. Report on monitoring of water levels and overflow X C.1 Version - December 2015

33. Report – Environmental baseline investigation X C.1

34. Report on monitoring of water levels and overflow X C.1 Version – DRAFT version December 2016

35. Mapping of flood areas X B.2

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Annex Description Project Associa- no. deliver- ted ac- able tion

36. Concluding national conference X D.1 Documents for planning and event

37. Information boards – Sheet samples and photos X D.1

38. Ny rapport suppl_ slusestyring X B.3

39. BASE Conference poster D.1

40. Report on socioeconomic impact assessment x E.4 22. September 2015

41. Final report on the joint measurement system X B2

42. Tender documents for Action B.2 External Assis- B.2 tance, framework contract

43. Tender documents for Action B.2 Equipment, de- B.2 livery and installation

44. Breakdown of depreciation for Mortenstrupvej B.3 demonstration project costs B.3

45. Actual daily rates for assigned project staff com- E.1 pared to original GA rates

46. Layman’s report X D.1

47. Depreciation rules, FredKOM

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