LIFE Project Number LIFE11 ENV/DK/889 Final Report · LIFE Project Number LIFE11 ENV/DK/889 Final...

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

File name: LIFE11_ENV-889_ Final_Report Page 2 of 104

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


5.3.3 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




5.3.6 Joint inter-municipal organisation “after LIFE” ....................... 46

5.4 Technical progress for Action B2 – Common climate adaptation toolkit 47



5.4.3 Overall progress and status for Action B2 .................................. 48


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



5.5.3 Overall progress and status for Action B3 .................................. 56


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


5.7 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




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




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 pro-

ject).

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 be-

tween 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 inter-

municipal cooperation.

The goal for the LIFE project was “to establish a basis for a sustainable, organization-

al inter municipal cooperation to realize the vision for the Stream of Usserød: To min-

imize the flood risk, and at the same time protect and develop the stream as a recrea-

tional 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

necessary organizational framework for the inter municipal

cooperation

B1: Joint organizational

planning and actions

To prepare the model simulation framework and online

measurement systems for necessary joint climate

adaptation actions and decisions

B2: Common technical climate

change adaptation toolkit

To initiate and implement joint civil works in the Stream

of Usserød water system as demonstration projects for

improving water management and prevent flooding

B3: Demonstration projects

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.




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 applica-

tion. 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

goal

To establish a basis for a lasting, 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.

Objective related to

action B1

To investigate and prepare recommendations for the necessary

organizational framework for the inter municipal cooperation

Deliverables for

action B1:

Summary of activities and work performed

Handbook for

intermunicipal

cooperation on

climate change

adaptation

Preparation of “Handbook”:

Comprehensive studies of the current constraints, framework and

mindset for public service and intermunicipal cooperation has been

carried out. From these findings,a comprehensive “Handbook” for

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 gov-

ernment organizations

ii. Professionals from other organizations interested in climate

adaptation and water environment management

iii. Professionals from the Usserød Å cooperation itself




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

for floods along the

Stream of Usserød

Preparation of joint emergency plan.

Ver. 2 of joint emergency plan (Annex 1) has been prepared by

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

for joint prioritization

and decision-making

Principles and procedures for intermunicipal cooperation

The top management principles for cooperation across organizational

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.




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 be-

low.



goal






action B2

To prepare the model simulation framework and online measurement

systems for necessary joint climate adaptation actions and decisions

Deliverables for

action B2:

Summary of activities and work performed:

Shared, integrated

hydraulic model for

the stream and it’s

catchment areas

After thorough pre-design and procurement procedure and tendering

the consultant Niras was assigned for the task, starting their work on

hydraulic model and monitoring system design in January 2014.

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 ..)




Deliverables for

action B2:


On-line monitoring

system for hydraulic

flow and water

quality along the

stream

Complete system of meters and software are bought and paid for

according to contract. The supplier’s remediation actions according

to contract has been completed.

The system is taken into use for the working Usserød Å cooperation,

and web user interface showing on-line monitoring of the water level

is available for the public.

Verified mapping of

flood risk areas along

the stream

New flood risk map based on the latest calibrations of the model has

been prepared.

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.



goal






action B3

To initiate and implement joint civil works in the Stream of Usserød

water system to improve water management and prevent flooding

Deliverables for

action B3:


Retention

basin/lagoon at the

Blårenden outlet,

constructed as a “wet

meadow”

Conceptual design proposal for a new lagoon at the Blårenden Outlet

has been completed by landscape architects Møller&Grønborg in

collaboration with sewage systems engineers from HOR and the

utility company Horsholm Water, see Progress Report Sept 2014.

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.




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

basin/lagoon at the

Svenstrupgaard site,


meadow”

During the conceptual design for the Mortenstrupvej retention basin

(described above) it has become clear that construction of a

supplementary basin at Svenstrupgaard will not provide any

additional value.

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

water management

regime at the Sjælsø

outlet

A thorough hydraulic calculation on the retention capacity in lake

Sjælsø based on existing model framework has been completed (see

Annex 4).

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.




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

FredKom

The municipality of Fredensborg (coordinating beneficiary)

HOR or

HorKom

The municipality of Hørsholm (associated beneficiary)

RUD or

RudKom

The municipality of Rudersdal (associated beneficiary)




3. Introduction

3.1 Environmental issue adressed

The Usserød Å project addresses the issues of flood risks and water pollution associat-

ed 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 munic-

ipalities’ 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 down-

stream. And likewise, the downstream municipality can only take actions against their

own rainwater discharges, not defend themselves against flooding and pollution com-

ing from upstream.

3.2 Hypothesis and objectives

The hypothesis behind the Usserød Å project was that it should be possible to estab-

lish 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 ac-

tions.

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.




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

organization, ready for political approval

and implementation

Terms of reference for joint organization, tried

out and approved

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)


To ensure the solid and commonly

recognized methodology and knowledge

base essential for joint planning and

decision-making

State-of-the art hydrodynamic computer model

covering the entire Usserød Å watersystem and

adjoining drain- and sewage systems

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)


To initiate and implement joint civil

works in the Usserød Å water system to

improve water management, reduce

overflow discharges and prevent

flooding

Dynamic retention basin/lagoon upstream to the

threatened housing areas

Refurbished lock and water management regime

at the Sjælsø outlet

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




Improved knowledge and tools for planning of climate adaptation and pollu-

tion 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 improv-

ing intermunicipal cooperation

To contribute to improved public access to and use of nature reserves for rec-

reational purposes on a regional level, by improving intermunicipal coopera-

tion




4. Administrative part

In this section 4 of the Midterm Report an outline of the established project manage-

ment framework is given.

It shall be emphasized that the development of a sustainable and operational frame-

work 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.

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

Toolbox actions B.2 (WG 3)

Preparative actions A.1

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

Demonstration projects B.3 (WG 4 and Horkom)


Joint organisation

Development phase

Joint organisation

Pilot phase

Final recom-

mendation

Measuring system –

Design and tender

Measuring system –

Installation

Lake Sjaelsoe control regime

Civil works retention basin - Design Construction and commisioning

Tender consultant

Hydr. model

Hydraulic model preparation

Communication and dissemination actions D




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 ac-

tions (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.

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 coopera-

tion 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 dif-

ferent 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 co-

ordination 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 man-

ager 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

SUPC: The Stream of

Usserød Political Committee

Styregruppe AB: The

Administration Board

Projektleder PM: Project Manager

W

G

WG W

G W

G

WG

5




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 meet-

ings 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 co-

vers 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 infor-

mation 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 ongo-

ing 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 participat-

ing 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 put-

ting these supplies out to tender in an efficient and transparent way, comply-

ing with local and EU procurement regulations and principles.




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 coopera-

tion. 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 criti-

cal 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.




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 pro-

ject 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-

tion Action B.3:

Changes due to unforeseeable changes in

preconditions, detailed description in 5.5.4

Changes to overall time

schedule:

Postponement due to delay of action B.3, see

5.1 and 5.5.4 – 5.5.5

Changes to budget break-

down of costs per action:

Shift of budget amounts between categories

and actions, see explanations in 5.4, 5.5 and

6.4

Changes to staff salaries: See annex 10

Changes to list of project

deliverable products:

This issue has been discussed regularly at the

Monitor’s visits, and the irregularities have

not been considered a major issue as the actu-

al 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 ad-

ministrative procedures and the LIFE requirements

Particular accounting interfaces

Lack of sufficient resource management within the municipalities themselves




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 straightfor-

ward 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.




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 pro-

jects

Unforeseen resistance from local nature conservation organisations

This is further described in Annex 10.




5.2 Technical progress for action Action A1 – Preparatory actions

Compared to the original GA the preparatory actions were modified, in order to estab-

lish a solid baseline plan for the following actions B1 – B3. This change has been ad-

dressed 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 be-

tween 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.




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

and scope for Joint

organizational

planning

Confirmation of common objectives for

intermunicipal cooperation

Verification of scope and issues to be

covered during project execution

WG1 document:

Project definition

statement

Minutes from meetings

Scoping for final report

(See Annex 26)

Investigate baseline

administrative

practices

Understanding key issues for

administrative practices for climate

change adaptation among the project

participants

WG1 document:

Mapping of key issues

for standards and

administrative practices

for climate change

adaptation among the

project participants

Establish methods

and resource

availability

Understanding of common lack of

available experienced resources for the

project work

Decision on scope and skill requirements

for the acquiring of external assistance

Requirements mapping

for consultancy services

Plan for

development action

Common understanding and outline of

feasible working process, applying

change management principles

WG1 preliminary project

plan

Project kickoff

seminar for joint

project staff and

interested parties

within the

partnership

Common ownership to the project’s

goals and objectives

Common basis for actions within a clear

and well-defined framework

Professional and social network relations

and knowledge sharing within the project

WG1 document:

Findings from project

kick-off seminar

(See Annex 11)




Table 5.2: Planning activities for Action B2 – Common technical climate change adaptation

toolkit. Activities done by intermunicipal working group WG3.


Verify objectives

and scope for

common technical

climate adaptation

toolkit

Confirmation of purpose and scope for

operative cooperation on climate

adaptation

Common understanding of success

criterions for Action B2

In Preliminary Plan

document:

Scope statement

Principles for

cooperation in

the WG

Baseline lessons-

learned from

previous work and

cooperation

Common understanding of strength and

weaknesses of tools and working

methods previously applied

Preliminary requirements analysis

Review of previous investigations and

monitoring

A fresh start for the intermunicipal

Working Group !

WG memo: Evaluation

of existing water

monitoring actions and

measurement system

Stakeholder

analysis and risk

analysis

Basis for timely involvement of

interested parties

Common understanding of primary risks

and relevant mitigating actions

In Preliminary Plan

document:

Stakeholder

analysis

Risk analysis

Budget verification Balancing of scope versus preliminary

cost estimates for equipment and external

services

Anchor budget for project execution

In Preliminary Plan

document:

Reviewed Anchor

budget

Plan for tendering

and project

execution

Verified basis for detailed planning and

execution, approved by the AB.

Secured ownership to the action plan

among the intermunicipal working group

Coherent Preliminary

plan document

(See Annex 27)




Table 5.3: Planning activities for Action B3 – Demonstration projects. Activities done by

intermunicipal working group WG4.


Verify objectives

and scope for the

rainwater retention

basin

(infrastructure)

works

Review of the initial, sketchy plans for

retention basins

Common understanding of refocusing

the works on one particular solution to be

investigated

Scope and success criteria for Lake

Sjælsø retention scheme

In Preliminary Plan

document:

Scope statement

Principles for

cooperation in

the WG

Organisation,

ownership and

responsibilities

Outline of civil works project

organisation:

Agreement of ownership

Permits and authority

Payments and financing

Management interfaces to LIFE

project

In Preliminary Plan

document:

Scope statement

Principles for

cooperation in

the WG

Memo of AB meeting

Stakeholder

analysis and risk

analysis

Basis for timely involvement of

interested parties

Common understanding of primary risks

and relevant mitigating actions

In Preliminary Plan

document:

Stakeholder

analysis

Risk analysis

Budget verification Balancing of scope versus preliminary

cost estimates for design and

construction

Anchor budget for project execution

In Preliminary Plan

document:

Reviewed Anchor

budget

Plan for design,

approval and

construction

Verified basis for detailed planning and

execution, approved by the AB.

Secured ownership to the action plan

among the intermunicipal working group

Coherent Preliminary

plan document

(See Annex 28)

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.




Indicators for performance of the action A1 are:

Outcome: Indicator/test Comment

Common understanding and

ownership to overall scope

and purpose

Survey: WG members per-

ception of cooperation (see

also Action E4)

Significant indication of

improved intermunicipal

cooperation and project un-

derstanding

Verified preconditions and

requirements for procure-

ment of services and

equipment

Identified needs and re-

quirements supports practical

tendering and project execu-

tion

Outputs from A1 were direct-

ly applied in further project

execution of B1-B3

Framework for planning

and execution

Planning work and docu-

ments actually contributing

to project management and

stakeholder communication

Preliminary planning basis

proved itself to be sustaina-

ble and were kept unchanged

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 dif-

ferent 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.




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


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.


Analysis of the

intermunicipal

cooperation

framework


transparency re. the 6 parties’

individual positions and

expectations for joint

organization

Agreement on principles and aim

for development of joint

organization framework

WG1 working paper: “På

vej til blivende

organisation”

Developing

organization and

cooperation

In depth analysis of scope for


Risk Assessment

Analysis and choice of possible

organizational set-ups

Analysis of possible workflows for

joint actions, activities and

decisions

Identification of change

management activities

necessary to achieve viable joint

organization

Identification of joint staff

Agreement on principles for

communication

WG1 working paper: “På

vej til blivende

organisation

WG1 working papers –

Workshops 1-6

WG1 working papers:

”Interessentanalyse,

opsamling fra WS3”





Outline and agreement on

launching pilot/test stage for the

cooperation

Identification of

operative tasks – in

particular

cooperative tasks

Mapping and identification of

current status and open issues

for climate change adaptation

and environmental protection

along the whole watercourse


mutual professional

transparency of the individual

tasks and problems to be solved

Joint task list and prioritization

Proposals for actions to support

implementation and utilization

og new joint toolbox (LIFE

Action B2)

WG1 working paper:

“Tværkommunal UÅ

Funktion – Udvalgte

indsatsområder for

pilotfasen”

WG3 working paper:

”Kortlægning af

sagskomplekser langs

Usserød Å”

WG1 study group

papers: Case

”Vandmiljø”, Case

”Klimatilpasning”, Case

”Naturbenyttelse”

Video recordings of

project area at bird level

and ground level

Mapping of legal

framework for

cooperation

Understanding of legal limitations

and constraints for


Understanding of legal limitations

and constraints for cooperation

between municipalities and

water utility companies

WG1 working paper:

“Samarbejdets aktører og

deres rammebetingelser”

Temporary

organization for test

stage

Agreement on principles for

cooperation during test/pilot

stage

Definition and approval of

temporary organization for test

stage

AB Terms of Reference

for Usserød Å

cooperation

Q/A document for

launching common

organization among the

employees

Minutes of Political

Committee approval

Establish joint

emergency plan

Plan document for flood

preparedness including action

cards

Plan document for water pollution

preparedness


documents

Framework for Agreement on scope and issues WG1 working paper:





project report definition

Choice of media and form for

publication

Framework for final

report “Handbook of

intermunicipal climate

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 manage-

ment 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 politi-

cally approved in April 2016.

Work on final report on the organizational development has been completed, see also

5.3.4.7.




Primary indicators for performance of the action B1 are:


Top management agree-

ment on principles and

aim for development of

joint organization

framework

Approved, concrete terms of refer-

ence document

Commitment and willingness to

respect differences and address

obstacles to cross-border coopera-

tion

The work has been

grund-breaking for better

cooperation between the

parties, in particular re-

garding the utility com-

panies

Workable organizational

setup prepared

Commitment to extensive coopera-

tion in joint staff setup

Willingness to initiate concrete

changes

Agreement for joint recruitment and

financing of management staff

The Administrative

Board’s willingness to

address sensitive issues

and radical new ap-

proaches has been signif-

icant.

The willingness to take

first step for investing in

join staff is significant

Joint organization ap-

proved an implemented

for test

Political approval – Decision

(SUPC minutes of meeting)

Specific objectives and targets for

the 3 utility companies participation

Contentment with detailed task

definitions and new working meth-

ods

Joint staff generating outputs

Mutual trust and reliance continu-

ously improving

Setting up political objec-

tives and targets for the

independent utility com-

panies is a new invention

in Danish public admin-

istration.

Preliminary feedback

from the “pilot” organisa-

tion indicates possible

capacity building as spin-

off from the work

Solid scope and issues

definition for final report

on joint organisation and

planning

Joint sense of purpose for the work

among the contributors and target

readers

Qualification of scope and approach

by way of external consultants

participation and feedback

The final report focus on

dissemination and broad-

er perspectives rather

than internal documenta-

tion of the work

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

Deliverables for

action B1:

%

Complete

Brief description

Procedures and

tools for joint

prioritization and

decision-making

100 Principles and procedures for intermunicipal cooperation

prepared and approved, see Annex 17 and the handbook

for intermunicipal cooperation.

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

http://www.usseroed-aa.dk/haandbog




Deliverables for

action B1:

%

Complete

Brief description

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

plan for floods

along the Stream of

Usserød.

100 Ver. 2 of joint emergency plan (See Annex 1) has been

prepared by Working Group 2. The work has defined what

level of joint decision making is possible and feasible in

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:

Handbook for

intermunicipal

cooperation on

climate change

adaptation

100 Preparation of Handbook:

Comprehensive studies of the current constraints,

framework and mindset for public service and

intermunicipal cooperation has been carried out and a

comprehensive synopsis for the final “Handbook” was

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.




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 initi-

ated 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 administra-

tion knowledge

The task could not be carried out without involving the utility companies’ man-

agement 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:




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 man-

agement 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

Proces frem til organiseret samarbejde

WS 3:

Valg af indsatsområder

WS 4:

Konkretisering af

opgaver og

organisation

WS 5:

Roller, ansvar og

medarbejdere

Output:

Forslag klar til test

Formål:

• Konkretisering

af indsats-

områder

• Færdigdesign af

organisations-

form/ struktur

• Drøftelse af

politisk

involvering og

forandringskom

munikation

Formål:

• Præcisering af

rolle og ansvar i

pilotfasen,

herunder

udpegning af

medarbejdere/led

er til pilotfase

• Udarbejdelse af

implementerings-plan.

Formål:

• Identificere og

prioritere

indsatsområder

• Overordnet

forandrings/

involverings plan

WS 2:

Principper og 1. skitse

til blivende organisation

Formål:

• Verificere

principper fra

WS1 – Udkast til

Best practice

• Skitsere en

organisation

• Drøfte

kommunikation

som fælles

opgave

WS 1:

Kortlægge og forstå

samspillet

Formål:

• Målsætning for

arbejdet

• Indsigt i parternes

vilkår

• Forventninger og

bekymringer

• Identificere

samspils områder

• Principper for

samspil, belyst

ved cases

Output:

Fælles idegrundlag i

chefgruppen ….




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 vali-

dated 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 or-

der 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:

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

stage.

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

Vision(Strategi)

Principper, regler(Forretningsmodel)

Relationer, viden

Opgaver, proces, struktur

Pilot

SKR

IVEF

ASE

(skriveværksteder)

UD

VIK

LING

SFASE

Varig organisation




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 inter-

municipal 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 re-

strictions for the utility companies’ participation in climate change adaptation

activities

National legislation sets up restrictions for municipalities’ participation in activ-

ities 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 clas-

sic organization design process, establishing:

WHY

o are we establishing the intermunicipal cooperation




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 stud-

ies 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 work-

shops 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

cooperation

Statements for how to execute the coopera-

tive tasks at all levels, respecting the individ-

ual stakeholders as well as the overall com-

mon vision and goal

Examples of execution of coopera-

tive tasks

1. drafts for working procedures

Mapping of possible organizational

setups

Two different models analysed for future

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 respon-

sibilities for future joint organisation

Decision on the degree of autonomy and delegation of competence for a joint

organization




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.

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:

Beslutningsspor – Oplæg til proces

Fase 1:

Valg af indsatsområder

Fase 2:

Konkretisering af

opgaver og organisation

Fase 3:

Roller, ansvar og

medarbejdere

WS 3, Oktober 2014

WS 4, November 2014

WS 5, December 2014

Formål:

• Konkretisering af

indsats-områder

• Færdigdesign af

organisations-

form/ struktur

• Drøftelse af

politisk

involvering og

forandringskom

munikation

Formål:

• Præcisering af

rolle og ansvar i

pilotfasen,

herunder

udpegning af

medarbejdere/lede

r til pilotfase

• Udarbejdelse af

implementerings-plan.

Formål:

• Identificere og

prioritere

indsatsområder

• Overordnet

forandrings/

involverings plan




Table 5.3: Extracts from WS3-5

Subject processed: Output:

Prioritization and selection of ac-

tions and tasks for the pilot stage

WG1 working paper:“Tværkommunal UÅ

Funktion – Udvalgte indsatsområder for

pilotfasen”

In depth stakeholder analysis and

mapping

Stakeholder mapping at single individual and

employee level

Change management Stakeholder Involvement plan

Roles and responsibilities in future

joint organization

Draft terms of reference document submitted

for political approval

Process for political approval Political Committee presentation and approv-

al

Financing of joint operations and

actions

Agreement on joint financing of extra desig-

nated staff and operation costs

It became clear from the series of workshops 3-5 that the new intermunicipal coopera-

tion would represent a much more extensive change in perceptions and working pro-

cedures 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 opera-

tion 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:




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

Subject processed: Output:

Framework and preparations for

“kick-off” session

Detailed script for ½ day conference for in-

vited stakeholders

Verification of vision and objec-

tives for the joint organisation –

Answers to the “why?”

Revised “vision paper” including script for

the AB’s presentation of the individual

statements

Preparation for anticipated ques-

tions about “how?”

Extensive Q&A paper for presentation and

distribution

Recruitment of designated manager

for the joint organisation

Selection of candidate fit for the job among

the participating organizations. Recruitment

of temporary substitute to take over the can-

didate’s current tasks

Monitoring and follow-up on the

organization’s performance

Scope and plan for external monitoring and

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 infor-

mation, 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, support-

ing 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:




Table 5.6: Workflow for investigations of future common knowledge platform

Subject processed: Working method: Output:

Shared insight about

conditions and particu-

lar focus points along

the watercourse

Aerial survey of the watercourse by

drone carried video filming. Supplemen-

tary go-pro recordings at ground level

Virtual “river walk” sessions, going over

the videos and swooping down on par-

ticular points of interest for elaboration

Video recordings

Shared insights on

regulatory issues

Group sessions addressing particular

points of interest, facilitated by pre-

prepared analysis framework

Long list of issues for

joint coordination of

case work, input to

joint activities pro-

posal list

Proposals for future

joint activities at focus

points

Group sessions addressing solutions for

hydraulic and environmental issues at

points of interest, applying pre-prepared

analysis framework

“Katalog af sagskom-

plekser langs Usserød

Å”

UÅS rapport 28-08-

2104

Future platform for

information sharing

Preparation of mock-up for web-based

information platform, containing visual

and data information on selected focus

points along the watercourse. Group

sessions discussions requirements for:

Professional case work

More widespread information to

inhabitants, visitors and other

interested parties

Mock-up and concep-

tual design for infor-

mation sharing web-

site

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, de-

termined 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




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

RUD,FRED and HOR munici-

palities and environmental profes-

sionals from the water utility

companies

To participate in joint analysis of possible flood inci-

dents

To provide lessons learned from previous flooding

incidents

To qualify action plan and specific actions

Department managers from RUD,

FRED and HOR municipalities

and Managers from the water

utility companies

To establish authority, roles and responsibilities for

actions in the joint plan

To decide on delegation of tasks and communication

Managers from the water utility

companies

To identify possible resources and conditions for assis-

tance from the utility companies

Managers from the municipal fire

and rescue services

To provide professional emergency management

knowledge to the work

To qualify the plan and secure clarity at interphases

Working Group coordinator - To chair working group meetings and coordinate work-

flow

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 con-

trol 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




Delegation of responsibility during emergencies is both operationally and polit-

ically 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 (in-

cluded in Annex 1). This plan has its focus on the communication between the 3 mu-

nicipalities 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 accord-

ing 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 organiza-

tions

ii. Professionals inside the Usserød Å cooperation

iii. Professionals from other organizations interested in climate adaptation and wa-

ter environment management

The choice of media must provide a modern and easy approach to information

and findings




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.




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.

Usserød Å Samarbejdet

INDGANGSSIDEN

Det FAGLIGE

perspektiv

Usserød Å Samarbejdet i

PRAKSIS

Det ORGANISATORISKE

perspektiv

Artikel

Samarbejdet om Åen –

Historisk set

BAGGRUNDSMATERIALE

”Gl. Kap. 2.1” Aktører og

rammebetingelser

Artikel

Samarbejdet fra den

faglige vinkel

BAGGRUNDSMATERIALE

Case studie om

Vandmiljø

BAGGRUNDSMATERIALE

Case studie om

Klimatilpasning

BAGGRUNDSMATERIALE

Case studie om Natur og

rekreativ udnytttelse

Artikel

Design af et tværkommunalt

samarbejde

BAGGRUNDSMATERIALE

Konkrete UÅ eksempler på

arbejdspapirer:

Opgavedefinition

BAGGRUNDSMATERIALE

Organisationsbeskri

velse –

”Kommissorium”

Q&A fra Kick-off

Slides fra Kick-off

BAGGRUNDSMATERIALE

Tekniske baggrundsrapporter:

Hydraulisk model, målersystem

Artikel

Råderum for tværkommunalt

samarbejde

Diverse LINKS

www.usseroed-aa.dk,

målersystem og

varsling

Web sider Primære artikler: Andet materiale, der

linkes til

Diverse LINKS

Grønne råd, NGO’ere

Grundejerforeninger

www.usseroed-aa.dk

Artikel i Teknik&Miljø

”Usserød Å skaber stærkt

fagligt fællesskab”

Artikel

Om Usserød Å Beskrivelse

åens natur, miljø og rekreative

udnyttelse

Artikel

Roller og Rammebetingelser

i samarbejdet

Artike

Samarbejdet i praksis





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; partic-

ularly 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 activi-

ties must be assigned

Important findings from the pilot stage has been e.g.:

The transition from the “project-oriented” work approach applied in the devel-

opment stage to a “normal operations” mode must be considered very carefully

Staff that are familiar with the “normal operations” mode of work in public ad-

ministrations 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 integra-

tion of the joint activities in the “normal operations” within the participating or-

ganization without losing focus on the prioritized joint task and deliverables

The staff members assigned to the joint activities must be considered and man-

aged 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 work-

ing 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.






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 re-

source issues that inevitably will pop up in the future.

The activities in the intermunicipal organisation “Usserød Å Samarbejdet after com-

pletion 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 flood-

gate 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 monitor-

ing system

Communication activities toward the public on the web site for

“www.usseroed-aa.dk”

http://www.usseroed-aa.dk/




5.4 Technical progress for Action B2 – Common climate adaptation

toolkit


In the preparatory stage the needs and requirements for the toolkit was carefully dis-

cussed and developed. The output from this work is the “Forprojekt WG3” report,

stating the preconditions for execution and tendering of the toolkit works.


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 de-

scribed in 5.4.4.

Table 5.7: Activities for Action B2 – Common climate adaptation toolkit. Activities were done

by intermunicipal working group WG3.


Scoping for

consultancy service

framework contract

Agreement on needs and

expectations for consultancy

service and cooperation

Secure basis for consultant service

contract

Secure basis for tender evaluation

Tender dossier for

consultancy framework

contract

Mapping of existing

hydrodynamic

models covering the

catchment area

Review and alignment of current

praxis and methods for

hydrodynamic modelling in use

within the water companies

working in the catchment area

Preparation for specialist

consultant’s work on future

integrated model

Model parameter memo

(Annex 2)

Tender and contract

for consultancy

service

Secure basis for ongoing

cooperation with the selected

consultant

Consultancy framework

contract – Consultant

NIRAS

Evaluation of

existing

measurement- and

monitoring system

Lessons learned of what is working

and what is not – Preparation

for consultants’ work on future

requirement specs

Technical note Rudkom

(Annex 19)

Development and

design for new joint

hydrodynamic

model

One of the vital parts of the toolkit

Ability to calculate effects of

measures for climate change

adaptation

Ability to predict future water

Final model

documentation (Annex

3)





levels at critical sites

24 hour forecast for

waterlevels at Parallelvej

Stampedam shown on

the web interface for the

monitoring system

Detailed

requirements specs

for new joint

measurement and

monitoring system

User insights and understanding of

vital functions and properties

for the equipment

Consolidated user requirements for

secure tendering

Tender dossier for

systems delivery

Tender and

commissioning of

new joint

measurement and

monitoring system

Secure technical and commercial

conditions for the delivery of

the water monitoring system

The second part of the toolkit - A

system of monitoring equipment

that is actually working

Contract for systems

delivery – Supplier

Aquasense ApS

Taking new toolkit

into use

Hands-on user experience and

sense of ownership within the

joint working group

Contract for service and

maintainance for the

monitoring system –

Supplier Aquasense Aps

Workshop with the

developer of the web

interface for the

monitoring system

Evaluation of the

monitoring system

Evaluation of the different meters

in the monitoring system

A better understanding

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.




Status for B2 main deliverables is as follows:

Deliverables for

action B1:

%

Complete

Brief progress description

Establishment of

joint hydraulic model

100 The model setup, is finished and the final calibration has

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

meters

100 % The systems delivery is completed, tests at completion

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:


Secure basis for ongoing

cooperation with the

selected consultant

No controversies or disputes re-

garding the cooperation or deliv-

eries

Low number of change notes

WG3 members satisfied with the

cooperation and working experi-

ence.

The preparatory actions

and careful preparation of

the tender dossier has left

the working group WG3

very well prepared for the

cooperation with the con-

sultant

One of the vital parts of

the toolkit - Ability to

calculate effects of

measures for climate

change adaptation

Model tool already put to use for

design of specific essential

measures

See 5.5

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

http://hydroinform.dk/UsseroedIntern.html





toolkit - A system of

monitoring equipment

that is actually working

The Usserød Å technical staff has

started working with the system,

and new insights as well as sense

of ownership has developed.

interface to the monitoring

system has been complet-

ed, and further develop-

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


Subsequent to contracting the expert consultancy for Action B2 works a working pro-

cess 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 pro-

ject is a very complex issue not easily taken on by its intended users –that is the mu-

nicipal professionals without expert skills and experience in this field. The primary

purpose of the joint WG3 kick-off workshop was to establish a common understand-

ing and language for this particular issue see also 5.4.4.1.




5.4.4.1 Development of joint hydraulic model for the Usserød Å watercourse

Working with hydrodynamic (computer aided simulation) models is a narrow special-

ist 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 sec-

tions 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 condi-

tions.

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 require-

ments to proportions unacceptable for practical purposes.

To cope with this challenge the model was organized in sub-systems of reduced com-

plexity. 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 sys-

tems, 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 car-

ried 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.




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 orig-

inal 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 pre-

pared. 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

http://hydroinform.dk/UsserødIntern.html




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).




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 pur-

pose of developing and codifying knowledge of the water system and its dy-

namics

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




5.5 Technical progress for action B3, Demonstration project


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 archi-

tects 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 ac-

tion.


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 de-

scribed 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.


Investigation of

possible models for

ownership and

financing

Verified interpretation of new

national legislation for water

companies’ co-financing of climate

adaptation projects

Terms for agreement

between HOR and

HORVAND on

execution and ownership

(internal document)

Presentation of

conceptual design

ideas for the

stakeholders

Feedback on stakeholder’s

concerns and possible acceptance

Evaluation of possible approval or

objections

Clear indication of resistance from

key stakeholders, to be considered

Minutes of meetings with

The Danish Society for

Nature Conservation

(DSNC)

Conceptual design

studies for

alternative solutions

Indications of performance and

feasibility of alternative solution,

decision to proceed

Model calculations

(working papers)

Basic design for

alternative solution:

New floodgate at

Mortenstrupvej

New project proposal to be

introduced

Stakeholder acceptance

Plan for execution

Memo outlining the

solution, prepared by

Horsholm Municipality

(text in Danish).

Detailed design,

construction and

commision of new

Security against flood risk in

downstream housing areas

Succesful completion of joint inter-

Hydrodynamic

simulation of effects on

downstrem flood risk





floodgate municipal civil works project Owner’s project

documentation

Survey of historic

and current

information on the

lake Sjaelsoe water

management

Basic information for preparation

of new management strategy

Common insights on water

dynamics and ecology for the lake

Preparation of new

joint management

strategy for Lake

Sjaelsoe

Maximum exploitation of retention

capacity during rainfalls

New ideas for water level

management to improve the

ecological balance of the lake

Effective updated management

regime for the lock, providing

security for inhabitants at the

lakeside

Background documentation for

future considerations on ownership

to the lake

Integration of the new automatic

lock and floodgate management

Strategy document:

“Slusen ved Sjælsø –

Magasinpotentiale og

forslag til

styringsstrategi” (Project

delivery, see Annex 20)

”Rapport til

Slusestyringen for Sjælsø

og Mortenstrupvej”

(Project deliverable, see

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 rejec-

tion of the original design idea (as described in Progress Report Sept. 2014), and un-

foreseen time constraints for the approval and execution of the new alternative solu-

tion (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):




Deliverables for

action B3:

%

Complete


Retention

basin/lagoon at the

Blårenden outlet,


meadow” at

Mortenstrupvej

100 % New basic design for new lagoon retention project at the

Mortenstrup site downstream Blårenden outlet is com-

pleted. Approval of the new project from The Danish

Society for Nature Conservation (DSNC) at the local

level in Horsholm has been achieved.

All necessary authority approval and permits has been

granted.

Danish regulatory constraints for climate adaptation pro-

jects 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 com-

pleted

Refurbished lock and

water management

regime at the Sjælsø

outlet

100 % Complete comprehensive joint strategy for managing and

controlling the Sjælsø lock has been prepared.

The strategy includes findings from Action B1 (Joint

emergency actions) and B2 (Flood risk mapping for areas

along the Sjælsø). The strategy report covers i.e.:

Retention volume capacity available during ex-

treme 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-

ment regime at

Mortenstrupvej

100 % Complete comprehensive joint strategy for managing and

controlling the floodgate at Mortenstrupvej has been

prepared.

The strategy includes:

Management according to high water levels

at Mortenstrupvej




Deliverables for

action B3:

%

Complete


Integration of the management of the lock at

Sjælsø

Selected primary indicators for performance of the action B3 are:


Successful completion of

joint inter-municipal

civil works project

Stakeholder approval and goodwill,

to be tested by direct approach

Security against flood

risk in downstream hous-

ing areas

Monitoring of actual water levels at

critical sites during extreme rain-

falls

The lock at Sjælsø and

the floodgate at Morten-

strupvej close if the water

level in Usserød Å nears

a critical level.

Effective updated

management regime for

the lock, providing

security for inhabitants at

the lakeside

Review of operation log for the

lock

Monitoring of water levels yearly

cycle and during heavy rainfalls

Live data streaming from

the monitoring systems is

shown on the web site for

the monitoring system


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 rainwa-

ter flow from Horsholm city a completely different approach was called for.

Instead of implementing a flooding control of Blårenden, (the main recipient for over-

flow from Hørsholm City), a more integrated design was introduced.




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.




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 de-

sign

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.




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 mini-

mized 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 repre-

sent 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 down-

stream from Sjælsø, can be used as the controlling parameter for the hydraulic control

through the Sjælsø gate and through the flood gate at Mortenstrupvej.

Usseroed Aa:Future flood risk at Stampedam housing location

0,5

1

510

20

50100 200

0,51

510

2050 100 200

14,6814,7014,7214,7414,7614,7814,8014,8214,8414,8614,8814,9014,9214,94

0 20 40 60 80 100 120 140 160 180 200

Maximum water level[meters]

Frequency of flood[year return period]

Presently – No control action

With new floodgatemechanism at Mortenstrupvej

Critical level




NM

FM

SJÆLSØ

Vådeng

StampedamUsserød Å

NM

NM

Critical level 16.14

FM

LM

Water levelSjælsø

18.23 m

Gateopening3,2 cm

Water levelDownstream gate

17.72 m

Flowthrough gate

48 l/s Blårenden

Water levelUpstrem gate

15.09 m

Gateopening0,0 cm Water level

Downstream gate15.08 m

NM

NM

Water level�Stampedam�

14.54 mLM



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, provid-

ing 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.




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




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 suffi-

cient 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

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.

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




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 be-

ing 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 coordina-

tion 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 down-

stream municipalities Horsholm and Fredensborg, and demands for closing of the

Sjælsø gate during heavy rainfall was made to Rudersdal from the downstream munic-

ipalities.

Consequently, setting up a new joint strategy and control regime for Lake Sjælsø be-

came 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.




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 al-

gorithms 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.




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, envi-

ronment 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 initia-

tives 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


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.




Table 5.10: Selected highlights of network activities undertaken

Networking activity: Description: Valuable outcome:

KTC National Confer-

ence “Natur&Miljø”

2013

Nyborg, May 29-30

The single most important national

conference within the field of water

management and environmental protec-

tion.

The conference included seminars on

climate change adaptation, attended by

Usserød Å LIFE project employees

Knowledge sharing “bench-

mark” confirming the relevance

and immediate interest of the

LIFE project scope.

Contacts to Municipality of

Holstebro, see section 5.7

DANVA Annual direc-

tor’s meeting

Middelfart June 6. 2013

Forum for Danish water utility compa-

ny managers – Key players in climate

change adaptation policies and strate-

gies.

UÅ LIFE project manager Klaus

Pallesen speaking on the project scope,

plan and perspectives for cooperation

between utility companies and munici-

palities

Significant project profiling and

visibility.

Important feedback on ideas for

organising inter-municipal

cooperation and the utility com-

panies’ views on this issue

KLIKOVAND seminar

on legal aspects of

climate change adapta-

tion

Regional conference presenting analy-

sis of current legal framework affecting

climate change adaptation actions

Important input and feedback on

legal aspects to be investigated

in the project

HORTEN Law firm,

seminar on future regu-

lations for the Danish

water sector

Copenhagen Dec 9.

2013

Professional conference attended by

professionals from municipalities, water

companies and consultants.


Pallesen speaking on the project scope,

plan and perspectives for cooperation

between utility companies and munici-

palities

Important feedback on ideas for

organisational setup being de-

veloped in the project, and on

the legal issues constituting

possible barriers or obstacles


visibility, invitations for future

networking

DAC/Realdania confer-

ence and workshop

Copenhagen Nov 3.

2014

Professional conference on co-

operation between parties as means for

achieving climate change adaptation


Pallesen participating in expert panel

debate.

Important feedback confirming

the viability of the Usserød Å

project ideas and approach.

Network contact to Holbæk

Forsyning (Water utility compa-

ny) for exchange of ideas and

experience

Regional conference on

cooperation for devel-

oping climate change

adaptation solutions

Copenhagen Nov 25

2015

Professional conference on co-

operation between public and private

parties for achieving climate change

adaptation


Pallesen speaking on the Usserød Pro-

ject approach, results and recommenda-

tions


visibility, invitations for future

networking.




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 ongo-

ing 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 dissemi-

nation 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 hous-

ing development close to the Usserød Å.

KLIKOVAND: Regional project for knowledge sharing on climate change ad-

aptation 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 abovemen-

tioned 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 de-

sign, 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 coopera-

tion. 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.




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 down-

stream 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 methodolo-

gy 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 im-

pact 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

http://ecologic.eu/12873

http://base-adaptation.eu/scientific-report-economic-evaluation-adaptation-options

http://base-adaptation.eu/scientific-report-economic-evaluation-adaptation-options




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 bene-

fits 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/

Provider

Outcome/Feedback: Output/Deliverable:

Establish shared

project web

platform

Responsible:

FKOM

Provider: IT

supplier

Venzo

Instrument for efficient project

work and communication

across municipal IT borders.

Well received among the

employees. Available for use

AFTER LIFE

Deliverable:

Working customized

MS O365 Sharepoint

tool.

Project Newsletter FKOM (own

production)

Simple and efficient

communication to

stakeholders

Ongoing stakeholder interest

and focus

4 Issues of

newsletters.

Direct mail to

subscibers, available

for download on

project website

Plenary UÅ LIFE

kickoff meeting

March 2013

FKOM PM

External

speakers

Project definition and kickoff

for all internal stakeholders

Confirmation and refinement

of planning basis, buy-in on

objectives, general

teambuilding

Planning inputs from

group sessions

Minutes of meeting

Presentation

slideshows





Provider


Plenary UÅ LIFE

update meeting

October 2013

FKOM PM

External

speaker

Project organization

maintenance

General teambuilding and

dialogue, alignment of

expectations for project work

Presentation

slideshows

Plenary UÅ LIFE

update meeting

November 2014

FKOM PM

External

speaker

Specific information update

on progress for Action B2

General teambuilding and

dialogue, status for AB work

on organizational development

Presentation

slideshows

UÅ Cooperation,

test stage kickoff

meeting February

2015

FKOM PM

FKOM UÅC

manager

Setting the scene for future

ongoing UÅ Cooperation (see

also Annex18 )

Presentation

slideshows

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.


Provider


Prepare

Communication Plan

Responsible: FKOM

Provider: External

consultant

Informations-Gruppen

Analysis of objectives,

stakeholders, media and

available ressources

Activity plan and

framework

Communication Plan

reviewed and approved by

the AB

Deliverable:

Communication Plan

ver. 4

Establish public

project website

FKOM

From Nov 14:

RUDKOM

Simple and efficient

website matching the

obejctives as well as

specific LIFE

Deliverable:

www.Usserød-aa.dk





Provider


requirements.

Platform for future “after

LIFE” communication

purposes

Taken into use by

interested parties and

press

Project presentation

for landowners in risk

areas

Responsible: FKOM

Assistance provided

by External consultant


Awareness and goodwill

for the actions planned

and executed to provide

sense of security for

floods

Agreement on type of

channels for future

communication

Presentation slideshow

Presentation of the

LIFE project, scope

and ideas for the

Danish Association

for Water Utility

Companies (DANVA)

Responsible: FKOM

Presentation prepared

and delivered by PM

Promoting the idea of

inter-municipal

cooperation and better

cooperation with the

utility companies


Dissemination: Local

NGO’s

FKOM

HORKOM

Repeated presentations of

the project actions and

outcome for NGO forums

in FRED and HOR. Well

received

Particular valuable

stakeholder feedback on

Action B3

Presentation slideshows

Minutes of meetings

Project Newsletter

Direct mail issues

FKOM

RUDKOM

Channel to interested

parties and inter for

regular information and

promotion on project

work and progress

Newsletters, copies

available on

www.Usserød-aa.dk

Project on-site

presentation for

Copenhagen

University master

level course

FKOM

PM

Key issues of the project

introduced for Danish

research community on

spatial planning

Repeated annually

Press events for

creating local

newsmedia awareness

and interest

Responsible: FKOM

Assistance provided

by External consultant


Air time (interview with

PM) on regional radio

broadcast P4

Television feature on

Deliverable:

Press briefing kit

Photo sets





Provider


local TV2Lorry

Articles in local

newspapers

Follow-up news clip on

local TV2Lorry

Audio and video clips

available from

broadcast websites

Samples of articles in

annex 23 (Press

cuttings)

Presentation and

lecture at national

LIFE project briefing

event

FKOM (PM) Dissemination of

learnings from practical

LIFE project management

and execution

Project attention and

knowledge in the target

group


(Presentation repeated

annually)

Assistance for LIFE

communications team

FKOM

RUDKOM

Providing info, draft text

and illustrations for

upcoming LIFE brochure

on climate change

adaptation

Text and photo package

submitted to LIFE

communications team

Participation in BASE

seminar on climate

change adaptation,

Portugal

FKOM, PM Transnationale project

attention and knowledge

sharing

Validation of method for

socioeconomic evaluation

Networking


poster and postcards

Regional conference

on cooperative

projects for climate

change adaptation

FKOM, PM Project attention and

knowledge in the target

group. Putting the

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 documenta-

tion 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 ad-

aptation are frontline, viable and transferable to other municipalities.




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, exam-

ples 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 information meet-

ings 2014 and 2015

LIFE Programme secretariat infor-

mation meetings held by the national

LIFE programme secretariat

Speaker, lecture on experiences

from practical project design

and execution within the LIFE

framework

KL Climate adaptation

professional network

meeting

Nyborg ,March 2015

Exchange of knowledge and experience

from municipal climate change adapta-

tion practice

Speaker, lecture on project

scope, approach and experiences

Confederation of Dan-

ish Industries/Greater

Copenhagen Region

Copenhagen, 9. Nov

2015

“Klimatilpasning – Fra plan og ide til

handling og vækst”

Regional conference on new ideas for

cooperations as potential means for

tackling climate change adaptation.

Speaker, lecture on project

scope, approach and experiences

KTC Annual Confer-

ence 2015

Key National Conference for municipal

managers with full day session on

climate change. Selection of “Best

climate change adaptation project

2015”

Representation by steering

committee member.

Nominee for “Best project

2015”

KL/LIFE joint confer-

ence

January 2016

National conference (LIFE project

deliverable), see also Annex

The concluding conference for

the project, see 5.2.8.3

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.




Table 5.13: List of selected dissemination materials produced and purchased

Type of material: Application: Use of LIFE logo:


brochure, version 1 and 2

General information, to be handed out

and submitted to interested parties

LIFE logo and reference to

LIFE financial support grant

clearly visible

Parliament Magazine Ad General advertising for the project in the

LIFE network



clearly visible

Project Website Site for general dissemination and project

info to stakeholders and interested parties



is visible on the website

Roll-down poster for

KTC conference

Advertising the project at KTC annual

(national) conference 201t



clearly visible

A5 info postcards General information about the project to

be distributed at conferences and network

meetings



clearly visible

Notice boards at 3 sites

along the watercourse

Information and connected narrative

about the project, the local climate

adaptation challenges and the functioning

of the flood control systems



clearly visible on the

noticeboards

Signposts at each water

measurement station

Advertising the project

QR Code for web access to more

information (After LIFE communication)

LIFE logo clearly visible on

each post

A1 poster in english for

transnational conferences

Prepared for the BASE seminar (see

5.6.2.2)



clearly visible in the poster

footer

Apparel (softshell jackets)

for project staff members

advertising project logo

and LIFE logo

Advertising the project among

professionals and elsewhere in the outside

world

Internal communication and project team

spirit


jackets

Layman’s report General information and dissemination to

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.




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 vis-

ible on the sleeves of the apparel

Electronic equipment installed along the watercourse. The equipment is de-

signed 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 sta-

tions 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 re-

garding 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 water-

course 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 rec-

reational, connected access along the whole watercourse and adjacent road and

path systems. This is a medium to longterm action, to be realized stepwise co-

ordinated within the Usserød Å Cooperation.






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 indica-

tors listed in Annex 2 to the GA is inapplicable for practical purposes to a considera-

ble 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 em-

ployee’s perception of and satisfaction with the intermunicipal project work.

Monitoring the inter-municipal collaboration also contributes to the testing of the pro-

ject hypothesis as it is outlined in section 3.2.

The survey was launched at the earliest possible stage and will continue until comple-

tion 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 coopera-

tion and confidence in its efficiency is demonstrated, see example of survey results on

fig 5.9 below (text in Danish).




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 indica-

tors 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 indi-

cators and the quantitative survey of change management success will provide a rele-

vant and practical coherent monitoring of the impact of project actions, far more effi-

cient 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




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 pro-

ject 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 effective-

ness 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

in the proposal

Achievements and

results at completion

Evaluation – Comments

at completion

Organizational

planning and

actions

To investigate and

prepare recommen-

dations for the

necessary organiza-

tional framework

for the inter munic-

ipal cooperation

Validated and veri-

fied vision and goal

statement

Description of organ-

isation and terms of

reference

Procedures for deci-

sion-making

Detailed catalogue of

joint actions

Organisation in place

and staffed

All expected results nec-

essary for joint organiza-

tion are obtained and

functioning satisfactorily.

The preconditions for a

long term sustainable

cooperation has been

secured

The monitoring of inter-

municipal collaboration

states significant im-

provement in this field

Common cli-

mate adaptation

toolbox

To prepare the

model simulation

framework and

online measurement

systems for neces-

sary joint climate

adaptation actions

and decisions

Coherent MIKE

hydrodynamic model

for the watercourse

State of the art online

measurement of wa-

ter level, flow and

other parameters

All expected tools neces-

sary for simulation

framework and online

measurement systems for

necessary joint climate

adaptation actions and

decisions has been ob-

tained, and is working




Project Action: Objective foreseen

in the proposal

Achievements and

results at completion

Evaluation – Comments

at completion

satisfactorily.

Demonstration

project

To initiate and

implement joint

civil works in the

Stream of Usserød

water system as

demonstration pro-

jects for improving

water management

and prevent flood-

ing

Solution for robust

retention of rainwater

capable for extreme

rainfall situations.

Validated and ap-

proved Basic Design,

ready for contracting

and construction

New refurbished lock

and effective control

regime for Lake

Sjælsø developed

and implemented

The objective for reten-

tion capacity and flood

protection are achieved in

full

All available design data

shows that the new solu-

tion will be more effec-

tive than the original

proposal.

The goal for using Sjæl-

sø as a buffer is fully

achieved

Dissemination

actions

To provide a joint

communications

platform for the

partners in the pro-

ject

To disseminate

results, ideas and

information from

the project work to

the outside world

Joint communication

platform provided

Portfolio of articles

and broadcasts

Presentations at nu-

merous conferences

Notice boards and

other local visibility

Objective for internal

communication achieved

Objective for external

communication achieved

in full, publicity and

recognition of project

results are above expecta-

tions

5.11.1.1 Achievements for organizational planning and actions

The objective for this action is fully achieved by the activities undertaken and the de-

liverable 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 prod-

ucts prepared at completion.

All elements of the toolbox are commissioned and tested live, and are working accord-

ing to requirements.

The hydraulic model has already been put to use for planning purposes as described in

5.5.4.




The practical use of toolbox is expected to be fully implemented during the joint co-

operative 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 pro-

posal, 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)


action B3

To initiate and implement joint civil works in the Stream of Usserød

water system to improve water management and prevent flooding

Expected effect on

objective:

Provide sufficient water volume for retention of urban runoff from

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-

ow at Blårenden outlet

New solution – Floodgate/Weir

at Mortenstrupvej

Effectiveness High

Elimination of the major rainwa-

ter outlet, contributing to the

Usserød Å water flow through

risk areas downstream Hørsholm

Very High

Capacity for controlling the

overall water flow of the Usserød

Å itself, maintaining the water

level in risk areas downstream

below critical values at practical-

ly any possible rainfall scenario

Advantages Possible positive effects on water

environment

Potential positive effects on

recreational use of the land

Cost-effective

Significant effects in the neigh-

boring municipality of Fredens-

borg

No impact on landscape or pre-

served areas

Disadvantages Unacceptable impact on pre-

served areas

Addresses only one effluent

point




5.11.1.4 Achievements for dissemination actions

For internal communication, all the objectives are fulfilled. The tools (shared IT plat-

form 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 devel-

opment. 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 provid-

ed, 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 coop-

eration 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 fol-

lowed 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.




The one major drawback in the toolbox actions was the overspending for the meas-

urement 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 pro-

posal 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 thor-

ough, 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 pack-

age).

This new idea would most likely never have emerged without the joint working pro-

cess 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 coopera-

tive 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




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-

tors:

Proven outcome:

B.1: Joint organiza-

tion and planning

Improvement in inter-

municipal collaboration,

see 5.10.2.1

Significant improvement of inter-

municipal collaboration as perceived at

staff level, proves the positive impact

of the intensive project work

Deliverable: Terms of

reference for joint organi-

zation

Completion of detailed organizational

set-up and terms proves success for the

development stage

Temporary organization:

Evaluation of joint organi-

zation pilot stage, see 5.3.4

Feedback from the pilot stage proves

effectiveness and viability of the setup,

as well as commitment to continuous

improvement

Commitment to permanent

inter-municipal coopera-

tion “Usserød Å Samar-

bejdet”

Management recommendation for

political approval of permanent inter-

municipal collaboration including ap-

proval of “Miljømål” for the water

utility companies proves the applicabil-

ity and transferability of the setup

Deliverable: Joint emer-

gency plan

Completion of Joint Emergency Plan

Ver. 2 proves the ability of the joint

organization to produce and collaborate

on preparedness and remediating ac-

tions for future floods.

B.2: Common cli-

mate change adapta-

tion toolbox

Ability to calculate effects

of measures for climate

change adaptation

Joint hydraulic model is completed and

validated. The model has provided

planning and verification of the

Mortenstrupvej solution, see 5.4.4

Working on-line meas-

urement system taken into

use

Measurement systems working as spec-

ified, providing output for simulation

and flood warning purposes

B.3 Demonstration

projects

Proven increased security

against floodrisk in down-

stream housing areas

Toolbox hydraulic model simulation

proves security for extreme rainfall

scenarios up to 100-200 years repeti-

tion period




Action: Main outcome indica-

tors:

Proven outcome:

New management and

control regime for Lake

Sjælsø in place

Monitoring of water levels proves

effectiveness of lock management.

Lock control manual completed

Based on the combined indicators in table 5.16 above, the socioeconomic impact as-

sessment (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 inter-

municipal 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 ac-

tions 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 flood-

ing 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 re-

source 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 documen-

tation for significant quantitative socio-economic benefits is expected from the up-

coming 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 eventual-

ly 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.




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 environmen-

tal 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 flood-

ing 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.




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 applicabil-

ity 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 implemen-

tation

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




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 sec-

tions 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

the Grant Agreement,

in €

Costs incurred at

completion, in €

% of budget

total costs per

category

1. Personnel

762.300

770.678

101

2. Travel and subsi-

stence

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




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 im-

plies that these costs are actually spend by FredKom, FredKom as coordinating bene-

ficiary 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 regis-

tered 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 in-

voices, 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 in-

voice is provided with a custom made stamp clearly stating the LIFE reference.




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 invoic-

ing 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 traceabil-

ity 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 administra-

tive 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 com-

ponents, 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).




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 explana-

tions on e.g. additional roles and positions and cost spend for particular roles and ac-

tions 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.




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 inte-

grated 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 fore-

seen 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 par-

ticipation.

Spending fewer hours for other roles on B.1 activities, relying more on exter-

nal assistance

Increase of personnel costs for action B.2 is primarily due to increase in per-

sonnel daily rates, as described in Annex 10

Increase of personnel costs for action B.3, as result of the rework of conceptu-

al design described in 5.5 and Annex 10, in combination with increased per-

sonnel salaries.




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 dissemi-

nation. 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 follow-

ing combination of causes:

More efficient work processes for B.1 (joint organisation) activities and re-

porting, 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 require-

ments 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 compro-

mise 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.




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 activi-

ties, 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 cov-

er 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

and other activities B2

Re-naming: This role designation is applied

for B.2 “Toolbox” activities in general, be-

cause 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

management

This role was necessary to secure assignment

of personnel and other resources.

B.2 Specialist/Adaptation tools This role was designated to the part-time spe-

cialist 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,

planning etc.

This role was designated to the part-time spe-

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-

ment

Management participation was required for

organizing the financial control principles for




Action no. Additional role designation: Description:

the project

E.1 Director/Management and

steering committee

This role is assigned to members of the project

Administrative Board (steering committee) for

administrative tasks and meetings

E.1 Academic/Project manage-

ment assistance

This role is designated to the associated bene-

ficiaries for administrative tasks such as coor-

dinating resources and securing time schedules

and other financial accounting

E.2 Director/networking activi-

ties

Management attendance, presence and partici-

pation in networking activities provided best

possible profiling and contacts

E.3 Academic/After LIFE com-

munication

This role provided specialist assistance and

input for the After LIFE communication, se-

curing that the plan was aligned with practical

workflow and methods

E.4 Assistant/Socio-economic

analysis

This role carried out the employee surveys

described in 5.10 and 5.11. Furthermore this

role provided data for the external socio-

economic 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 activi-

ties

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 admin-

istration, 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.




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 dis-

covered 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 work-

ing 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 experi-

enced staff and specialists to undertake the project tasks has been much underestimat-

ed. In particular the following circumstances have influenced on this:

No qualified personnel to undertake the project management task was availa-

ble among the beneficiaries’ own organisations. Therefore the project manag-

er 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 con-

struction 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 lo-

cal 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 special-

ist/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 govern-

ment administration is shown in table 7 below (text in Danish).




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

Staff category Average monthly

salary in DKK 2015

Calculated average

daily rate in EUR

Corresponding staff cate-

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

omr.

73.227 507 Project Manager, Director

HorKom

Forvaltning-

schefer/tekniske chefer

105.473 730 Director RudKom and

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 govern-

ment 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.




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 -

Financial project controls

and accounting

ALECTIA was assigned to assist when it became

evident that neither the skills nor the capacity for

professional project controls was available inter-

nally 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

development of toolbox,

Action B.2 – Framework

contract

All these entries are costs incurred in accordance

with the framework contract. Tender documenta-

tion shown in Annex 42. Invoices are paid in ac-

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-

katpartnerskab

Consultancy for legisla-

tion issues – Price regula-

tion for utility companies

Horten Lawyers has supplied legal assistance

crucial for establishing the Usserød Å cooperation

framework described in section 5.3

Energi&Miljø

Advokater

Consultancy for legisla-

tion issues regarding joint

organization

Energi&Miljø Lawyers are specialists in the Dan-

ish legaslation on climate change adaptation and

has provided assistance crucial for the “Handbook”

background analysis described in 5.3

NOFO PRINT Communication and

dissemination – Layout

and design service

Nofo print provides graphic design and layout

services applied for various UÅ LIFE information

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





Usserød Å water monitor-

ing website

measurement system equipment, Aquasense. The

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-

tion of IGSS (Interactive

Graphical SCADA Sys-

tem)

Instrutech is a subsidiary of Aquasense, contract

holder for equipment delivery for Action B.2. The

cost relates to software and programming consul-

tancy for integration of control systems for Sjælsoe

and Mortenstrupvej retaining weirs (see section

5.5)

JipJip UAA Website mobile

App development

JipJip is a small media bureau and solution provid-

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

2016

Jesper Holm is a lecturer of Roskilde University.

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-

sation of conference

“KL” is Danish short for Kommunernes

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


Sport direct Køben-

havn Aps

Apparel for project staff

with project and LIFE

logo

The apparel was purchased to strengthen and sup-

port teambuilding and sense of purpose among the

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-

shop – External lecture by

Peter Tanev

Athenas is the booking agency for lecturer Peter

Tanev. The lecture on meteorology and climatolo-

gy was part of the 2nd joint project team workshop,

supporting teambuilding and sense of common

purpose

Microsoft Office License and other fee for

O365 customized Share-

point project platform

Establishing a common, shared IT platform across

municipal borders has been crucial for the project,

as described in 4.1.3. The cost relates to this activi-

ty, and covers license etc. for the customised

Sharepoint platform.

The notation for the invoice entry wrongly indi-





cates purchase of a standard MSOffice solution.

Table 6.8: Comments to particular entries for consumables


NOFO PRINT Print – Folders, posters,

rool-down posters, infor-

mation boards

These costs are for various printed matters.

NOFO print has also supplied particular dissemina-

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.




7. List of Annexes

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

8.

Annex no.

Description Project deliver-

able

Associa-ted ac-

tion

1. Joint Emergency Plan

Ver. 2 September 2016

X B.1

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 Cooperation

X B.1

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




Annex no.


able

Associa-ted ac-

tion

eration

18. Slide package from organizational development WS6

19. Rudkom memo Feb 2013 on previous perfor-mance 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-sessment

X E.4

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

X A.1

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

X A.1

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

X A.1

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

Version - December 2015

X C.1

33. Report – Environmental baseline investigation X C.1

34. Report on monitoring of water levels and overflow

Version – DRAFT version December 2016

X C.1

35. Mapping of flood areas X B.2




Annex no.


able

Associa-ted ac-

tion

36. Concluding national conference

Documents for planning and event

X D.1

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

22. September 2015

x E.4

41. Final report on the joint measurement system X B2

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

B.2

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

B.2

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

B.3

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

E.1

46. Layman’s report X D.1

47. Depreciation rules, FredKOM

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