LIFE Project Number LIFE11 ENV/DK/889 Final Report · LIFE Project Number LIFE11 ENV/DK/889 Final...
Transcript of 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
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1. List of contents
1. List of contents .......................................................................................................... 2
2. Executive summary .................................................................................................. 5
2.1 General progress and completion ............................................................... 6
2.1.1 Problems encountered during project execution .......................... 6
2.2 Final status for action B1: “Joint organisation and planning” ................... 6
2.3 Final status for Action B2: “Common climate adaptation toolkit” ............ 8
2.4 Final status for action B3: “Demonstration projects” ................................ 9
3. Introduction ............................................................................................................ 12
3.1 Environmental issue adressed .................................................................. 12
3.2 Hypothesis and objectives ........................................................................ 12
3.3 Description of solution ............................................................................. 13
3.4 Results and environmental benefits ......................................................... 13
4. Administrative part ................................................................................................ 15
4.1 Description of the management system ................................................... 15
4.1.1 Overview of project actions and tasks ........................................ 15
4.1.2 Project organization.................................................................... 16
4.1.3 Project management activities and processes ............................. 17
4.1.4 Partnership agreement status ..................................................... 19
4.1.5 Amendment to Grant Agreement ................................................. 19
4.2 Evaluation of the management system ..................................................... 19
5. Technical part ......................................................................................................... 21
5.1 Time schedule .......................................................................................... 21
5.2 Technical progress for action Action A1 – Preparatory actions .............. 22
5.2.1 Activities undertaken ................................................................... 22
5.2.2 Final status for Action A1 ........................................................... 25
5.2.3 Comments to course and activities .............................................. 26
5.3 Technical progress for Action B.1 – Organizational planning and actions27
5.3.1 Transition from previous stage ................................................... 27
5.3.2 Activities undertaken ................................................................... 27
5.3.3 Final status for Action B.1 .......................................................... 29
5.3.4 Description of course and activities for the action B1 ................ 32
5.3.5 Conclusions and lessons learned for the action B.1 ................... 45
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5.3.6 Joint inter-municipal organisation “after LIFE” ....................... 46
5.4 Technical progress for Action B2 – Common climate adaptation toolkit 47
5.4.1 Transition from previous stage ................................................... 47
5.4.2 Activities undertaken ................................................................... 47
5.4.3 Overall progress and status for Action B2 .................................. 48
5.4.4 Description of course and activities for the action B2 ................ 50
5.4.5 Implementation of the toolkit ...................................................... 54
5.4.6 Progress Action B.2 since the midterm report ............................ 54
5.5 Technical progress for action B3, Demonstration project ....................... 55
5.5.1 Transition from previous stage ................................................... 55
5.5.2 Activities undertaken ................................................................... 55
5.5.3 Overall progress and status for Action B3 .................................. 56
5.5.4 Description of course and activities for the action B3 ................ 58
5.5.5 Results achieved for action B.3 ................................................... 66
5.6 Technical Progress Action D.2 Networking ............................................ 67
5.6.1 Objective and target group for networking actions .................... 67
5.6.2 Activities undertaken ................................................................... 67
5.7 Technical progress for Action E.2: Networking with other projects ....... 69
5.7.1 Objectives for networking with other projects ............................ 69
5.7.2 Networking with other practitioners – Activities ........................ 69
5.7.3 Trans-national networking .......................................................... 70
5.8 Action E.4: Socioeconomic impact asessment......................................... 70
5.8.1 Objective and methodology for socioeconomic impact assessment70
5.8.2 Course of action for socio-economic impact assessment ............ 70
5.8.3 Results for socio-economic impact assessment ........................... 70
5.9 Dissemination actions .............................................................................. 71
5.9.1 Objectives for dissemination ....................................................... 71
5.9.2 Dissemination activities .............................................................. 71
5.10 Monitoring the impact of project actions (Action C) ............................... 78
5.10.1 Applicability of the proposal’s set of indicators ......................... 78
5.10.2 Alternative set of indicators ........................................................ 78
5.11 Evaluation of Project Implementation ..................................................... 80
5.11.1 Objective achievement and effectiveness .................................... 80
5.11.2 Comments to methodology and efficiency ................................... 83
5.11.3 Overall evaluation of impact of the project actions .................... 85
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5.12 Analysis of long-term benefits ................................................................. 86
5.12.1 Long term environmental benefits ............................................... 86
5.12.2 Long term benefits and sustainability ......................................... 87
5.12.3 Replicability and transferability etc. ........................................... 87
5.12.4 Best practice lessons ................................................................... 88
5.12.5 Innovation and demonstration value ........................................... 88
5.12.6 Long term indicators of the project success ................................ 88
6. Financial part.......................................................................................................... 89
6.1 Summary of costs incurred ...................................................................... 89
6.2 Accounting system ................................................................................... 90
6.2.1 Procedures for recording and approval of costs ........................ 90
6.2.2 LIFE references and traceability of invoices .............................. 90
6.2.3 Depreciation rules applied .......................................................... 91
6.2.4 Comments to financial statement forms ...................................... 91
6.3 Partnership arrangements ......................................................................... 91
6.4 Summary of costs per action .................................................................... 92
6.4.1 Costs incurred at completion ...................................................... 92
6.4.2 Comments to deviations from budget .......................................... 92
6.4.3 Explanations for changes to personnel daily rates ..................... 96
6.4.4 Comments to particular entries in the financial cost statement .. 99
6.5 Continued availability of co-financing .................................................. 101
7. List of Annexes ..................................................................................................... 102
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2. Executive summary
This Midterm Report covers the project “Usserød Å – Joint flood solution”, colloqui-
ally referred to as “the Usserød Å project” (in English: The Stream of Usserød 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.
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2.1 General progress and completion
The project was completed according to the time schedule stated in the Grant Agree-
ment, by Amendment no. 1, approved on 26. August 2016.
2.1.1 Problems encountered during project execution
For Action B2, the toolkit package was highly under-funded in original GA 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
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Writing and working up background papers for the Handbook has
involved more than 10 employees and officials from the projekt
partners as writers. The work was carried out in day long sessions,
employing consultants from Local Government Denmark (LGDK),
the member authority of Danish municipalities.
Establishing common knowledge basis:
Parallel working sessions has been held to collate and establish a
common data and knowledge basis for the entire Usserød Å system,
in order to identify precise focus points and concrete proposals for
future joint actions. This line of work has utilized findings and
deliverables from Actions B2 and B3, as well as surveys of the
Usserød Å area by drone technology.
Joint emergency plan
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.
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2.3 Final status for Action B2: “Common climate adaptation toolkit”
Outline and summary of work performed on this action B2 is shown in the table be-
low.
Table 2.2: Summary of activities conducted in Action B2 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 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 ..)
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Deliverables for
action B2:
Summary of activities and work performed:
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.
Table 4.3: Summary of activities conducted in Action B3 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 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:
Summary of activities and work performed:
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.
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Owner and contract holder for the works is HORVAND, the tender
has been executed according to procurement legislation for public
utility companies
Opening and Official inauguration of the Mortenstrupvej/Blårenden
retaining weir and lagoon project took place on September 18th
2016.
Retention
basin/lagoon at the
Svenstrupgaard site,
constructed as a “wet
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.
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Abbreviations applied in the midterm report:
GA The Grant Agreement document, Annex I project description
AB The project Administrative Board, see section 2.1
PM The designated Project Manager
WG Working Group, according to 2.1
FRED or
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)
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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.
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3.3 Description of solution
The approach has been three-way, as outlined below:
1. Establishing joint organization and planning (Action B1 re. GA)
Objective: Expected output (main “deliverables”):
Detailed design for the new joint
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)
Objective: Expected output (main “deliverables”):
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)
Objective: Expected output (main “deliverables”):
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
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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
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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 emergency plan
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
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the overall project objectives (see 3.1), and each follows their own individual detailed
plan and workflow as described in 5.3 – 5.5.
Action D follows the communication plan described in 5.6. Project management 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
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Fredkom main office, but travels regularly to the other participants for meetings and
daylong work sessions.
4.1.3 Project management activities and processes
Actions E1-E4 are processes supporting and embedded in the project management.
The project management is supported by the following tools and setup:
4.1.3.1 Meetings
Administrative Board meetings were held at quarterly intervals. These 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.
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4.1.3.3 IT
Setting up a workable, common IT system for the inter-municipal project cooperation
is essential but also a major task, and the experience gathered and solutions found in
this project will be a significant result in itself.
The extensive security requirements and legislative constraints for outside access to
municipal IT systems made the existing IT platforms unfit for intermunicipal 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.
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4.1.4 Partnership agreement status
A Partnership agreement form has been prepared and was included in the inception
report package. Copy of signed partnership agreement document is included as Annex
5 to this Midterm report.
The Partnership agreement also states the overall principles for division of LIFE 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
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Learnings from the abovementioned experiences are integrated in the Action B.1 work
and recommendations for permanent cooperative organization.
The Sharepoint joint IT platform developed in the project will be kept in operation and
maintained “after LIFE” as operating IT platform for the ongoing permanent Usserød
Å cooperation.
Communication with the Commission and the Monitoring team has been 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.
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5. Technical part
5.1 Time schedule
Updated time schedule shown below. For elaboration on progress for each action, see
following sections 5.2 – 5.5
Legend: Original plan
Updated plan – GA Amendment
Indication of progress in %
Fig 5.1: Overall time schedule including amendment
Postponement of end the project end date from March 1 2016 until October 1. 2016
was approved in Amendment No. 1 due to delays in action B3. The delay was caused
by unforeseeable, exceptional circumstances such as:
New legislation for water companies co-financing of climate adaptation pro-
jects
Unforeseen resistance from local nature conservation organisations
This is further described in Annex 10.
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5.2 Technical progress for action Action A1 – Preparatory actions
Compared to the original GA the preparatory actions were modified, in order to 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.
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Table 5.1: Planning activities for Action B1 - Joint organizational planning and actions.
Activities done by intermunicipal working group WG1.
Activities: Outcome: Output:
Verify objectives
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)
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Table 5.2: Planning activities for Action B2 – Common technical climate change adaptation
toolkit. Activities done by intermunicipal working group WG3.
Activities: Outcome: Output:
Verify objectives
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)
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Table 5.3: Planning activities for Action B3 – Demonstration projects. Activities done by
intermunicipal working group WG4.
Activities: Outcome: Output:
Verify objectives
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.
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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.
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5.3 Technical progress for Action B.1 – Organizational planning and
actions
5.3.1 Transition from previous stage
Transition from preparatory actions to execution for action B.1 was extended by 6
months, due to the complexity of the task and the need for the WG1’s re-thinking and
validation of scope and delimitations discovered in the preparatory stage.
The transition work provided the following basis for execution of B.1:
Scoping and synopsis for organizational issues to be investigated and covered
in the final professional report, see Deliverable products package. External
consultants were assigned to these tasks
Plan and process method for organisational development, see Fig.5.1
5.3.2 Activities undertaken
Below is listed an overview of key activities undertaken for Action B.1 until reporting
date. Selected important findings and considerations are described in 5.3.4
Table 5.4: Activities undertaken for Action B1 - Joint organizational planning and actions.
Activities done by intermunicipal working group WG1.
Activities: Outcome: Output:
Analysis of the
intermunicipal
cooperation
framework
Common understanding and
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
intermunicipal cooperation
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”
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Activities: Outcome: Output:
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
Common understanding and
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
intermunicipal cooperation
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
Joint emergency plan
documents
Framework for Agreement on scope and issues WG1 working paper:
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Activities: Outcome: Output:
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.
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Primary indicators for performance of the action B1 are:
Outcome: Indicator/test Comment
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
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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.
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5.3.4 Description of course and activities for the action B1
5.3.4.1 General approach and methods for development of joint organisation
During the preparative action stage (see 5.2) the work on joint organization was 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:
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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 ….
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results and in working around the daily workload among the WG members, see also
the WG evaluation in Annex 13.
The sequence of work on the joint organisation was a major concern in the planning
and execution of the overall project, the most important considerations being:
The complexity of the task: The overall principles had to be worked out in a
closed circle of managers before inviting in employees and other parties
The complexity of the task: It would be impossible to foresee, cover, investigate
and design for all aspects of an intermunicipal organisation by way of desk
studies and working sessions alone
The interphases to the work on the “professional toolkit” (Action B2): The
terms and working scope for the joint organization had to be qualified and 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
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The “funnel” approach illustrated above helped to cope with the complexity of the
task in the sense that it enabled a stepwise but also iterative process going from
agreement on overall principles to detailed organization and procedures.
The yearly decision cycle guiding the municipalities’ political and administrative
workflow required that a proposal for the organizational setup was ready for approval
and test one year earlier than the LIFE project end date; otherwise it would not be
possible to make a direct transition from the LIFE project phase to a permanent 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
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o are each of us – as individual organisations – participating
WHAT
o is it we want to achieve long term
o do we believe is feasible short term
Principles for the HOW was addressed in workshops 1-2 by way of in-depth case 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
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A recognition of the need for thorough change-management effort to make the
new organisation work
Preparation of the necessary change management actions
Terms of reference for joint organization during pilot stage, for approval in
the Political Committee.
See fig 5.4 below for overview.
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
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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:
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Table 5.4: Extracts from WS6 on planning for launching of the pilot stage
Subject processed: Output:
Framework and preparations for
“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:
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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
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The emergency plan work was organised according to standard practice for emergency
management, i.e. considering the three phases: Before, During and After an incident.
The joint emergency plan document was prepared by a working group organised as
follows:
Participant: Role and responsibility
Environmental professionals from
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
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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
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The working title for the final report on joint organization planning is “Handbook for
intermunicipal cooperation on climate change adaptation”.
The following options for organization and media were considered:
a) Coherent printed report (traditional solution)
b) E-book style coherent report
c) Web style set of independent, inter-linked articles
Option c) was chosen, the design and organization of the web “Handbook” report is
illustrated on fig 5.5 below.
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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
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5.3.5 Conclusions and lessons learned for the action B.1
Important findings from the development stage was e.g.:
Future common organization should be established from existing organizational
entities, within the existing legal framework in force.
Costs and efforts required for setting up an new independent legal entity for the
joint cooperation would not generate extra value
The organizational setup and its terms must be flexible enough to give leeway
for the diversities among the partners in regard to priorities and maintaining
their own identity
The division of tasks and responsibilities between the municipal administrations
and the water utility companies must be explored and developed in order to
support and promote cooperation on water management across borders
Preparation of inter-municipal cooperation requires a tremendous effort; 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.
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For evaluation of project implementation see also section 5.11.
5.3.6 Joint inter-municipal organisation “after LIFE”
The permanent inter-municipal organisation “Usserød Å Samarbejdet” applies the
organisational setup developed in the LIFE project as its framework.
Within this framework the joint organisation drives an ongoing working process to
identify, cultivate and initiate actions to achieve the overall goals for climate change
adaptation and environmental improvement.
The investigations, insights and learnings from the LIFE project action B.1 constitutes
an extremely valuable basis for tackling the political, organisational and human 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”
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5.4 Technical progress for Action B2 – Common climate adaptation
toolkit
5.4.1 Transition from previous stage
In the preparatory stage the needs and requirements for the toolkit was carefully 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.
5.4.2 Activities undertaken
Below is listed an overview of key activities undertaken for Action B2 until reporting
date.
Selected important findings and considerations for the individual activities are 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.
Activities: Outcome: Output:
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)
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Activities: Outcome: Output:
levels at critical sites
24 hour forecast for
waterlevels at Parallelvej
Stampedam shown on
the web interface for the
monitoring system
Detailed
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.
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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:
Outcome: Indicator/test Comment
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”
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Outcome: Indicator/test Comment
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
5.4.4 Description of course and activities for the action B2
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.
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5.4.4.1 Development of joint hydraulic model for the Usserød Å watercourse
Working with hydrodynamic (computer aided simulation) models is a narrow 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.
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After validation of the scope and specification prepared by the Working Group (see
Annex 31) NIRAS prepared an updated budget estimate for the complete delivery.
The updated estimate indicated a 50 % increase in cost forecast, compared to the 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
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The core of the system is the hydrodynamic model (see 5.4.4.1). For forecast purposes
the model calculates predicted water levels along the watercourse from the following
inputs:
Actual measured values for water flow and levels at time of forecast, available from
the online monitoring system
Data for precipitation forecasts collected online from the Danish Meteorologi-
cal Institute (DMI)
The output shown on the web user interface is, in short, projections of the graphs for
water levels at specific stations, see image below:
Fig 5.7: Screendump from the joint measuring system (Web page for station Stampedam in
Hoersholm showing the actual water level (green) and the predicted water level derived from
the forecast model ).
Furthermore, the output from the model will be able to be used to set off specific
alarm signals, initiating manual or automatic actions such as control of floodgates and
issue of text message warnings to selected groups in the future, should we decide that
the forecast is a close enough guess of the real water level.
For all this to work properly as intended the meteorological forecast must be suffi-
ciently detailed and reliable.
Forecasting cloudburst and extreme rainfalls poses a particular complicated task for
the meteorologists. The current weather models are able to predict when the state of
the atmosphere is approaching the extreme conditions prior to cloudbursts and heavy
rainfalls, but not exactly where these events may occur. As cloudburst incidents are
often very local, this is a mayor shortcoming at this point.
Leading edge research in this field is taking place in Denmark, and serviceable new
model tools applying radar data are anticipated in a few years. Until these tools are
refined the integration of meteorological forecasts in the toolbox will be done stepwise
and carefully.
5.4.4.4 Mapping of flood areas
The Risk map (see Annex 35) has been created using the latest version of the Hydrau-
lic model for simulations.
The risk map shows flood risk areas for a sceanario of extreme rainfalls corresponding
to a statistical rain with return periods of 100 years in the year 2100 (climate change
factor included).
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It also shows how deep the water will be. Hence the map shows what is expected, if
we don’t take any the actions described in Activity B1 and B3 to prevent flooding.
The simulations shown on the risk map do not include the effect of the mitigating
measures planned and executed in Action B.3, in this way illustrating the flood risk if
climate change adaptation was opted out.
Hence the risk map is a “base line” for continuous climate change adaptation actions
in the Usserød Å cooperation.
5.4.5 Implementation of the toolkit
Implementation of the toolkit is the point where the actions B.1 and B.2 merge. Oper-
ating the toolkit is a joint activity for the new Usserød Å Cooperation, and organizing
this was a task scheduled for the testing/pilot stage in 2015, see 5.3.6.7
The goals and principles for joint operation of the toolkit are:
Operating skills and sense of ownership must be established in all 3 municipal
staffs
Technical availability for the monitoring system must be kept high, as it is an
essential link in the joint emergency plan
Data from the monitoring system must be collected and processed for the 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
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5.5 Technical progress for action B3, Demonstration project
5.5.1 Transition from previous stage
In the preparatory stage the scope for the demonstration infrastructure projects were
reviewed and verified.
The outputs from this work were the conceptual design proposal from landscape 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.
5.5.2 Activities undertaken
Below is listed an overview of key activities undertaken for Action B2 until reporting
date.
Selected important findings and considerations for the individual activities are 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.
Activities: Outcome: Output:
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
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Activities: Outcome: Output:
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):
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Deliverables for
action B3:
%
Complete
Brief progress description
Retention
basin/lagoon at the
Blårenden outlet,
constructed as a “wet
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
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Deliverables for
action B3:
%
Complete
Brief progress description
Integration of the management of the lock at
Sjælsø
Selected primary indicators for performance of the action B3 are:
Outcome: Indicator/test Comment
Successful completion of
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 Description of course and activities for the action B3
5.5.4.1 Development of new idea for floodgate at Mortenstrupvej
After the stakeholder’s rejection of the original idea for retention of the main 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.
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Fig 5.7: Plan of new conceptual design utilizing available flood reservoir in the terrain
Detailed terrain analysis of the riverbed area upstream the risk areas in Horsholm
shows that at significant volume for retention of rainwater is available in the open
terrain, provided that a controlled water level rise upstream to the site Mortenstrupvej
is allowed.
The principle is illustrated by the diagram shown on fig 5.7 above.
By applying limited and simple measures such as minor elevation of existing roads
and bikepaths in the area, more than 10.000 m3 of retention volume can be established
without risk of flooding of neighbouring residential housing.
By construction of a small mechanical, variable weir or floodgate at the site shown
above, the downstream flow can be controlled and managed within acceptable values
regarding the downstream flood risk.
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Fig. 5.8: 3D design sketch for new floodgate construction at the Mortenstrupvej bridge
The basic conceptual idea described above was developed by the partners HOR and
HORVAND, and vetted in the joint working group WG4.
The vetting identified the following immediate advantages to the concept:
It involves no excavation or other physical works on the land inside preserved
areas – Therefore complying with the DSNC’s invariable terms for acceptance
of the project.
It might prove to be even more effective for flood control than the original 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.
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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
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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
Critical level 14.90
Critical level 19.00
Fig 5.10: Overall control setup for the watercourse
Sjælsø is a large lake, with a surface of 3,0 km3. It has a storage capacity of 1,0 - 2,5
mill m3 before the water level is threatening the residential areas around the lake
shore.
Runoff from Sjælsø will in dry periods typically be about 30-50% of the total flow
through the flooding gate at Mortenstrupvej and 25% of the total flow out from Stam-
pedam. Doing heavy rainfall, the runoff from Sjælsø will only be 20% or lesser, due to
the heavy runoff from Hørsholm City, through Blårenden.
The integrated flooding control system is controlled by the water level in Stampedam.
Normal water level in Stampedam is 14.54 m over sea level.
If the water level increase to 14.76 m, the flooding gate at Sjælsø will start to reduce
the flow out of Sjælsø. At 14.80 m the Sjælsø gate will be closed.
This situation will typical be under the conditions of long lasting rainfall over 12-24
hours or connected rainfall over 2-5 days.
Under the above conditions, the Sjælsø gate can be closed in 1-4 days. The water table
in Sjælsø will in such case, increase by 5-20 cm depending on the precipitation deep.
This situation will typical be present 2-4 times per year.
If the above situation is coincides with an intensive rainfall (> 50 mm) or a standalone
extreme intensive rainfall (> 75 mm) the water level in Stampedam will increase
above 14.79.
When water level in Stampedam reach 14.80, the flooding gate at Mortenstrupvej will
start to reduce the flow, and thereby accumulate water behind the gate.
The critical water level for the residential areas around Stampedam is 15.20. At this
level, houses will be flooded. The control system is set to give alarm if the water table
raise above 14.90 m, leaving enough time to activate preparedness.
The wet meadow, behind the flooding gate at Mortenstrupvej, has a capacity of 12.000
m3. This volume will cut off the top of flooding wave going down Usserød Å, 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.
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The new control system is controlled through a scada system with the a HMI. (Human
Machine Interface) as shown below.
Fig. 5.11: Screendump from SCADA system for flood control system downstream Lake Sjælsø
The scada system allows the operators to adjust the controlling algorithms, in order to
optimize the system build on real time events.
Fig. 5.12: Scenarios from live flooding test after installation.
5.5.4.3 Technical feasibility and cost of Mortenstrupvej project
The design involves the following breakdown in work items:
Preparatory work and detailed design (engineering costs)
Civil works and minor terrain configurations
Construction of new mechanical weir/floodgate including controls
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The control system will be integrated with the new monitoring system (delivery Ac-
tion B2) as well as with the existing Sjælsø gate (see 5.5.4.4).
These works are technically straightforward applying existing technology and a 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
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5.5.4.4 Organisation in the construction stage
Basic design, stakeholder process and approval application work has been conducted
by the Municipality of Horsholm (HOR).
At completion of these stages ownership and responsibility for the project has been
handed over to the Horsholm Vand water utility company (co-financing partner of the
LIFE project) by agreement between HOR and Horsholm Vand.
The characteristics of the new solution for the Mortenstrupvej project allows for the
construction to be fully financed by Horsholm Vand. Approval for the finance scheme
has been granted by the Danish Ministry of Finance.
Horsholm Vand will be responsible for tender and contracts, the contract amount 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.
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All the above mentioned objectives have been achieved, and the work is regarded as
successful by all parties.
As an example, possibilities for achieving better ecological balance in the Lake Sjælsø
by conscious manipulation of the water level has been discovered as a result of the
comprehensive joint investigations.
5.5.5 Results achieved for action B.3
At the finish of this project we have achieved:
Establisment of a new floodgate at the site of Mortenstrupvej
A strategy for regulating the lock at Sjælsø and Mortenstrupvej to greatly di-
minish the risk of flooding of houses along Usserød Å
Further future development potentials are identified:
A strategy for minimizing the effect of bluegreen algae release from Sjælsø to
the Stream of Usserød Å
It is planed to run a new hydraulic calculation, including the two flooding gate
control algorithms. This will give more accurate calculations for the repetition
period of flooding the residential areas along Usserød Å.
The same hydraulic calculation will be used for optimizing of the control 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.
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5.6 Technical Progress Action D.2 Networking
The action D.2 “Networking” includes attending and participating in local, regional
and national professional and political fora and networks on water management, 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
5.6.2 Activities undertaken
The networking activities have been carried out on two levels:
1. By attending key events and conferences within the abovementioned fora, as
participants or speakers
2. By following up on possible contacts identified from 1.
In Annex 22 a complete log of all major networking and dissemination activities is
shown, including conference attendance for networking and knowledge gathering as
well as particular network contacts.
Important networking actions and milestones from Annex 22 are highlighted in table
5.10 below.
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Table 5.10: Selected highlights of network activities undertaken
Networking activity: Description: Valuable outcome:
KTC National Confer-
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.
UÅ LIFE project manager Klaus
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
Significant project profiling and
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
UÅ LIFE project manager Klaus
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
UÅ LIFE project manager Klaus
Pallesen speaking on the Usserød Pro-
ject approach, results and recommenda-
tions
Significant project profiling and
visibility, invitations for future
networking.
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5.7 Technical progress for Action E.2: Networking with other projects
5.7.1 Objectives for networking with other projects
The main objective for networking with other projects was – with reference to the GA
project description – to ensure access to existing knowledge and learnings from 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.
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5.7.3 Trans-national networking
Watching for opportunities for networking with other relevant projects within the EU
has been ongoing throughout the project period.
In 2015 an invitation to apply for participation in the BASE Transnational Training
Course on climate change adaptation in Portugal was received. Careful examination of
the programme and scope showed that this was an efficient and relevant platform for
trans-national networking. An application for participation by project manager Klaus
Pallesen was filed and granted.
Synopsis on conference/course is given on http://ecologic.eu/12873
Usserød Å project poster presentation for the conference is shown in Annex 39
Participation in the BASE event provided valuable input and inspiration, once again
confirming that the project idea of “upstream solutions across borders to reduce 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
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the initiatives in the project are expected to protect up to and including a 200-
year return period.”
It should also be noted that the value assessment is exclusive of non-monetised 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
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Activities: Responsible/
Provider
Outcome/Feedback: Output/Deliverable:
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.
Activities: Responsible/
Provider
Outcome/Feedback: Output/Deliverable:
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
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Activities: Responsible/
Provider
Outcome/Feedback: Output/Deliverable:
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
Informations-Gruppen
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
Presentation slideshow
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
Informations-Gruppen
Air time (interview with
PM) on regional radio
broadcast P4
Television feature on
Deliverable:
Press briefing kit
Photo sets
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Activities: Responsible/
Provider
Outcome/Feedback: Output/Deliverable:
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 slideshow
(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
Project presentation
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
Presentation slideshow
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.
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5.9.2.4 Participation in regional and national conferences
Participation in regional and national conferences has taken place for both networking
and dissemination purposes.
Conference participation with particular networking focus and outcome is described in
section 5.6.2. In addition to these, general dissemination of project ideas and results
has been achieved by speaking at a number of other conferences and seminars, 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.
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Table 5.13: List of selected dissemination materials produced and purchased
Type of material: Application: Use of LIFE logo:
Project presentation
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
LIFE logo and reference to
LIFE financial support grant
clearly visible
Project Website Site for general dissemination and project
info to stakeholders and interested parties
LIFE logo and reference to
LIFE financial support grant
is visible on the website
Roll-down poster for
KTC conference
Advertising the project at KTC annual
(national) conference 201t
LIFE logo and reference to
LIFE financial support grant
clearly visible
A5 info postcards General information about the project to
be distributed at conferences and network
meetings
LIFE logo and reference to
LIFE financial support grant
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
LIFE logo and reference to
LIFE financial support grant
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)
LIFE logo and reference to
LIFE financial support grant
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
LIFE logo clearly visible on
jackets
Layman’s report General information and dissemination to
the public
LIFE logo clearly visible on
document, integrated in
design and layout
A specific Usserød Å document design (MSWord templates) has been developed and
put into use for all project documents applied in the joint work, e.g. letters, memos,
minutes and technical reports. The LIFE logo appears clearly in these templates.
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5.9.2.7 LIFE logo on durable goods purchased
The following durable goods are purchased for the project actions:
Apparel for project employees and co-workers, for exposing the project in the
outside world and for cross-organisational teambuilding. The LIFE logo is 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.
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5.10 Monitoring the impact of project actions (Action C)
5.10.1 Applicability of the proposal’s set of indicators
As already indicated in the Inception Report the original proposal for impact 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).
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Fig 5.10: Example of survey results for employee satisfaction with the intermunicipal
cooperation. Extract from survey report in annex 24
The positive result is statistically significant for this type of investigation.
5.10.2.2 Monitoring action performance
In sections 5.2 – 5.5 on technical progress for the main project actions A.1 – B.3 a
schematic account for specific expected outcome indicators is given for each action,
and will not be repeated here.
For action B.1 – Joint organizational planning the employee survey described in
5.7.2.1 will provide quantitative monitoring of the indicators not connected to specific
outputs.
For action B.2 – Common toolbox and action b.3 – Demonstration projects the 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
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quantitative indication of how well the flood control measures developed in
the LIFE project has actually been working.
However, it is important to recognise that the Usserød Å LIFE project develops
measures for the extreme rainfall conditions originating from climate change.
The occurrence of such extreme rainfalls is by their nature unpredictable. If no such
extreme rainfalls actually take place for a period of time, the impact (effectiveness) of
the project actions can of course not be put to the test.
In the actual case, no such extreme rainfalls have occurred in the Usserød Å catchment
area during the period from August 2010 until end of this reporting period.
5.11 Evaluation of Project Implementation
In sections 5.2 – 5.7 an account for progress and objective achievements for each 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
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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.
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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)
Objective related to
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
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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.
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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
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actions has commenced late in the project, the main reason for this being the absence
of concrete results and storytelling in the earlier stages.
5.11.3 Overall evaluation of impact of the project actions
The monitoring and outcome indicators prove an impact of the 3 main project actions
as shown below:
Table 5.16 : Impact of project actions proven by indicators
Action: Main outcome indica-
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
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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.
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5.12.1.2 Policy areas addressed
The EU 6th Environmental Action Programme (2002-2012) covered climate change as
one of 4 main objectives. Among the listed priority actions for this objective, the
Usserød Å project addresses in particular:
“.. Prepare for measures aimed at adaptation to the consequences of climate
change..”
The EU 7th Environmental Action Programme (2013-2020) covers 9 objectives,
among those are to safeguard the Union’s citizens from environment-related pressures
and risks to health and well-being.
Among the listed priority actions for this objective, the Usserød Å project addresses in
particular:
“Climate change will further aggravate environmental problems by causing ...
floods ...... “. “Dedicated action should be taken to ensure that the Union is
adequately prepared to face the pressures and changes resulting from climate
change, and to strengthen its environmental, economic and societal resili-
ence.”
5.12.2 Long term benefits and sustainability
5.12.2.1 Long term environmental benefits
The toolbox hardware and software are permanent benefits from the project, expected
to contribute to long term improvement of climate change adaptation and 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.
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The applicability of methods and the overall “business case” for cross-organizational-
border cooperation to similar areas of public service and administration is high, almost
of “plug and play” quality.
The transferability of results as well as ideas and methods to other European countries
facing cross-border climate change challenges and flood risk is high, judged by the
response received from discussion with colleagues abroad.
The issues and concerns for planning, decision-making and governance covered in the
“Handbook” are of universal character, and many local governance colleagues in other
European countries will recognise the dilemmas and be able to evaluate the 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
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6. Financial part
Standard statement of expenditure is submitted with this Final Report.
Explanatory comments to the preparation of the statement of expenditure are given in
6.2, including explanations for particular entries.
Total costs incurred for project is within budget.
For costs per action (see 6.4) it is foreseen that deviations from the GA Amendment
No. 1 budget for individual cost categories of more than 10% occurs at completion.
In section 6.4 these deviations is briefly described, with reference to the relevant 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
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6.2 Accounting system
The project accounting setup as shown in Inception Report is put in operation by the
coordinating participant municipality of Fredensborg. Accounting and records are in
compliance with the requirements stated in the Common Provisions and available for
the Monitor’s inspection.
6.2.1 Procedures for recording and approval of costs
As a rule, all costs are approved and paid by the Coordination Beneficiary (Fredkom),
according to administrative procedures submitted with the Inception report. This 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.
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The mechanism for the electronic payment and registration of invoices implies that a
number of entries can be assigned to each invoice, depending on the supplier’s 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).
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6.4 Summary of costs per action
6.4.1 Costs incurred at completion
In table 6.2 below is shown breakdown in costs per action and per cost category.
Table 6.2: Breakdown of total costs per action
6.4.2 Comments to deviations from budget
6.4.2.1 Budget baseline
Budget baseline is the GA Amendment No. 1.
However, for personnel costs other conditions apply as the GA Amendment No. 1 has
the original GA budget for personnel costs (Form F1) as the basis, not the revised
personnel budget submitted withe the amendment application.
The project manager has been informed that this procedure was due to the Commis-
sion’s formal, procedural concerns.
Maintaining the original GA personnel budget and disregarding the revised budget
from the amendment application has given cause for some misunderstandings at the
time of reviewing the Midterm report. Because of this, requests for further 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.
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Table 6.3: Cost breakdown – Deviations from GA budget
As seen in table 6.3, the project has performed as budgeted with a good margin for the
overall costs
The changes listed above will be described and accounted for in more detail in the
following (see also Annex 10).
6.4.2.2 Deviations for personnel costs + 1 %
The overall 1% increase originates from the following combination of changes:
Spending much lesser working hours for preparatory actions A1. This action
was very over-budgeted in the original GA
Spending much lesser working hours for monitoring actions C.1. This is mere-
ly an accounting issue, as the work for this action has been considered as 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.
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Increase in project management working hours. Considerable numbers of
working hours applied for monitoring and control activities has been logged
on this action E.1, corresponding to the under-spending for C.1 mentioned
above
Spending of lesser working hours for action D1 communication and 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.
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It is expected to realise this saving without compromising the effectiveness of this
project deliverable, as described in 2.3
6.4.2.6 Deviation in travel and subsistence costs – 75%
Strategy for dissemination and networking has focused primarily on domestic 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
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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.
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However, in the Danish municipalities and elsewhere in the Danish public sector it is
established practice and tradition always to address employee salaries in terms of net
salary, i.e. exclusive of social charges and pension contribution.
For this reason, when drafting the original LIFE application in 2011, only the net daily
rates were included in the cost estimate form for personnel. The error was only 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).
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Table 6.5: Statistics for average salaries in Danish local government graduate staff. Source:Local Government Denmark (2015)
Staff category Average monthly
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.
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6.4.4 Comments to particular entries in the financial cost statement
In order to avoid misunderstandings in regard to eligible costs further explanations on
particular entries is given below. These explanations also cover the issues addressed in
the approval document for the Midterm Report.
Table 6.6: Comments to particular entries for External Assistance costs
Supplier: Entry, text description: Comment:
ALECTIA External Assistance -
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
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Supplier: Entry, text description: Comment:
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
Supplier: Entry, text description: Comment:
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-
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Supplier: Entry, text description: Comment:
cates purchase of a standard MSOffice solution.
Table 6.8: Comments to particular entries for consumables
Supplier: Entry, text description: Comment:
NOFO PRINT Print – Folders, posters,
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.
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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
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Annex no.
Description Project deliver-
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
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Annex no.
Description Project deliver-
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