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AnnexAnnexAnnexAnnex

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ContentContentContentContent

1. The water sensitive cities theory (WSC) 1

2. Architecture of the CATCH dashboard 3

3. CATCH objectives and strategy 4

4. Stepping stones of the CATCH project 6

5. Project management 7

6. Details of the pilot cities 8

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1.1.1.1. The water sensitive cities theoryThe water sensitive cities theoryThe water sensitive cities theoryThe water sensitive cities theory (WSC)(WSC)(WSC)(WSC)

In CATCH we use the Water Sensitive Cities (WSC) theory as the source of inspiration. The principles of this theory are

derived from the Dutch Ecopolis model, further elaborated in Australia and are now developed into a theory usable also

for Northern European situations. In the NSR, the UK is considered frontrunner in Water Sensitive Urban design. Also

other cities and projects draw inspiration, like the Water Sensitive Rotterdam programme.

History of water management

Through history every step in the transition of water management in cities1 is driven by the most urgent social political

driver at the time. For instance, the urge for public health in cities, resulted in the implementation of separate sewage

schemes. In the figure below the historical transition of water management is visualised by showing the change of the

social political drivers, that result in a development of water management, leading to the transition of cities. The final

transition state of a city in this theory is the water sensitive city. In the North Sea Region, the most urgent social

political driver for water management is climate change. According to the transition framework of water management

this requires the desired situation of a Water Sensitive City.

Figure 1: the historical transition in watermanagement

What makes a city water sensitive?

Water is integral to almost every feature of an urban landscape. Our cities and towns are complex, ever evolving places.

In a water sensitive city, we interact with the urban water cycle in ways that it:

• provides the water security essential for economic prosperity through efficient use of diverse available

resources;

• enhances and protects the health of waterways and wetlands, the river basins that surround them, and the

coast and bays;

• mitigates flood risk and damage; and

• creates public spaces that collect, clean, and recycle water.2

The WSC theory provides three principles that help cities to evolve from an engineered urban water system to an

integrated adaptive and climate resilient water system. These principles are to capture measures, approaches and

perspectives:

1 Brown, R., Keath, N. and Wong, T. (2009) Urban water management in cities: historical, current and future regimes.

Water Science and Technology, 2009. 59(5): p847-855. 2 https://watersensitivecities.org.au/what-is-a-water-sensitive-city/ d.d. 27-1-2007

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1. Cities as catchments

The urban water system is often part of a larger catchment area. The intensive exploitation of the urban landscape

resulted in the progressive decrease of the natural water system to the detriment of the surrounding region. The

goal is to restore the water balance within these regions.

2. Ecological services

The same water that poses the biggest threat to society also brings life and energy to the cities. Ecological services

are the benefits that people derive from ecosystems. A river area for instance can be used multifunctional for flood

protection, groundwater recharge, recreation and for the improvement of the quality of live.

3. Water sensitive communities and networks

The implementation of integrated solutions requires improved perception of the benefits from decision makers,

businesses and the public across multiple constituencies and levels of governance. Therefore collaboration is key.

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2.2.2.2. Architecture of the Architecture of the Architecture of the Architecture of the CATCH CATCH CATCH CATCH dashboarddashboarddashboarddashboard

In CATCH partners will develop a web-based decision support tool: a dashboard for climate adaptation. The ultimate

aim is to support cities in achieving the desired future of a water sensitive city. This tool will provide steering

parameters to find out the interrelation between measures from the three principles (scenario’s). This will allow midsize

cities in the NSR to get insight, choose and prioritize in the development of a climate adaptation strategy for the city. In

the figures below the system context and a possible architecture is shown.

Figure 2: the system context of the CATCH dashboard. The dashboard will be developed in close interaction with the

users. For the development of the dashboard, tools will be developed inspired on the WSC theory. Input will be derived

from the benchmark, the baseline study and the pilots. This will result in a dashboard with the ability to set targets, test

scenarios and monitor and track the progress in the development to become a water sensitive city.

Figure 3: an example of the possible architecture and different users of the CATCH dashboard.

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3.3.3.3. CATCH objectives and strategy CATCH objectives and strategy CATCH objectives and strategy CATCH objectives and strategy

The overall objective of CATCH is to demonstrate and accelerate the redesign of urban water management of midsize

cities in the North Sea Region in order to become climate resilient cities that are sustainable, liveable and profitable on

the long term.

This will be achieved by the joint development of decision support tools that will support midsize cities to formulate

long term climate adaptation strategies. The design of the tools is based on the specific needs and characteristics of

midsize cities. The tools will be tested in the formulation, execution and evaluation of 7 pilots.

The overall objective is translated into five detailed project objectives:

1. Identifying state of the art and scoping needs of midsize cities

The aim is to engage partner cities at the start of the project to identify their needs in climate adaptation, to determine

the current situation and to perform a baseline study in these midsize cities. Stakeholder involvement on this level will

be organised via existing partner networks and an advisory group of midsize cities and water authorities.

2. Design a tool for re-designing urban water management

The aim is to design a decision support tool for midsize cities that will help to formulate long term climate adaptation

strategies with the highest impact on climate resilience related to the desired situation of a

water sensitive city. The dashboard will be based on the specific needs of midsize cities and will be user friendly to

ensure adoption of the tool.

3. Valuation of decision support tools and joint development and implementation of pilots

The aim is to come to a joint development and implementation of pilots with help of the results of the benchmark and

the draft version of the and dashboard. The actual outcomes will be tested, allowing the project to evaluate the

accuracy of the tools and to refine/combine them to provide the optimum solutions for mid-size cities.

4. Building the climate adaptation strategy

The aim is to build a climate adaptation strategy for the local partners by analysing the lessons learned from the pilots

and evaluating all knowledge gained in the project and to develop a generic roadmap to support other midsize cities in

this process.

5. Uptake of project innovations and dissemination

The aim is to promote the wide uptake of the project’s innovations and experiences by addressing the main target

groups inside the project on the pilot level and outside the project with a specific focus on midsize cities and water

authorities.

In figure 4 the project’s strategy is visualised. The learning cycle, as shown with the yellow arrows, is the fundament of

the CATCH project and will stay valid and relevant after the project is finished.

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Figure 4: Catch strategy

Based on the detailed objectives of the CATCH project, a work package structure is developed. WP 1 project

management will take place during the whole project. But also communication and dissemination of the project

innovations and results will take place during the execution of all work package and on all levels of the project.

Detailed objective 1 Detailed objective 2 Detailed objective 3Identifying state of the art and Tools for re-designing Valuation: joint development and

scoping needs of midsize cities urban water management implementation of pilots /

measures with help of tools

Detailed objective 4Building the climate adaptation strategy

and dissemination of knowledge

Detailed objective 5Communication: Uptake of project innovations

t Overall objective

The overall objective is to demonstrate and

accelerate the redesign of urban water

management of midsize cities in the North

Sea Region in order to become climate

resilient cities that are sustainable, liveable

and profitable on the long term.

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4.4.4.4. Stepping stones of the CATCH projectStepping stones of the CATCH projectStepping stones of the CATCH projectStepping stones of the CATCH project

Besides the structure in work packages, stepping stones are developed to guide partners through the content of the

CATCH project. Figure 5 shows the stepping stones to be taken in the project.

Figure 5: stepping stones of the CATCH project

Step 1 The common fundament/baseline and framework for benchmark

and dashboard

- what is the starting position (baseline) of the city regarding climate change?

- what do cities need to determine their future climate adaptation strategies?

- what figures / qualitive information is needed?

Step 2 Benchmark the cities - photo moment

- Determine current situation on city level

distinguishing three principles:

* cities as catchments: interaction with catchment

* ecological services: interaction of climate change actions to other ecological services

* water sensive communities & networks: involvement of different parties and stakeholders

Step 3 Development of a webbased dashboard consisting of:

- current sitation / actual figures (results baseline study and benchmark)

- a database with succesful examples within the three principles

- scenario testing possibility (interaction between principles and impact of measures)

Step 4 Testing dashboard with proposed pilots

- what is the diagnosis on city level

- does the proposed action influence the situation (the diagnosis)

Step 5 Implementation of the pilots

-design of the pilots based on the outcomes of the concept dashboardand testing of measures

- implementation of the pilots

Step 6 Reflection on the results

-evaluation of the pilots

-analysis of the project results based on the baseline study

Step 7 Release of final deliverables

-design of a generic roadmap to become a water sensitive city

-update and final release of the dashboard with examples and measures

-design of a local adpatation strategy for the pilot partners

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5.5.5.5. Project managementProject managementProject managementProject management

In figure 6 a schematic presentation of the project management structure is presented.

Waterschap Vechtstromen is the lead partner (LP) of the project. Vechtstromen will be responsible for the overall

management and appoint a financial manager and a communications manager. Contact with the Joint Secretary of the

NSR programme will be maintained by the lead partner. The LP coordinates the efficient day to day running of project

actions and performs a quality assurance role. It will provide partners with a guidelines handbook, it will draft progress

and financial reports and check individual reports of partners. The LP will organise FLC audits and chair partner meetings

to assure the delivery of the core project outputs and to minimize risks of each activity within the CATCH project.

All partners also appoint a project leader, financial manager and communications manager for the execution of the

project.

The management group (MG), consists of the lead partner and the work package coordinators. The MG regularly

reviews the project on WP level and fine tunes and discusses technical and planning issues.

Central in the organisation of the project is the Steering group (SG). In this group decision makers of all partners are

represented. Joint decisions on cross-cutting issues of strategy, coordination and administration will be made in this

group.

An external Advisory Group (AG) of midsize cities, regional- and water authorities and universities is installed to assure

stakeholder involvement and the uptake of project’s results. They will be consulted by the SG on a regular basis.

Figure 6: schematic presentation of the project management structure.

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6.6.6.6. Details of the pilot citiesDetails of the pilot citiesDetails of the pilot citiesDetails of the pilot cities

City Country Citizens Land area

[km2] Sea / Lakes / Rivers Adaptation Strategy Pilot/ demonstration project

Herentals Belgium 27.000 49 Kleine Nete river the MIRA Climate report 2015 Space for water in the city valley

Enschede Netherlands 158.004 143 Twentekanaal/ small rivers

Roombeek & Glanerbeek

Flood management strategy/ Climate Active

City - programme/ City Lab

Pinkeltjesplein, a stepping stone in

the restoration of city brook

Stadsveld

Arvika Sweden 14.000 11 Bay Kyrkviken/ Glafsfjorden

(Sweden's only inland fjord)

Making cities resilient in Sweden (1 of 6

Swedish role model cities)

Reduction of climate change effect on

water quality

Norwich United Kingdom 140.452 39 River Wensum Norfolk Climate Change Strategy/ Green

Infrastructure Strategy

Community Led Technological

Solutions for Flood Protection in

Norwich

Oldenburg Germany 163.830 103 Rivers Hunte & Haaren

Nordwest 2050/ fahrplan für

Klimaanpassung und Resilienz

in der Metropolregion Bremen-Oldenburg

im nordwesten

Traffic information for road users

during heavy rainfall

Vejle Denmark 54.862 144 Vejle fjord/ Rivers Vejle & Grejs Vejle's Resilience Strategy Improve the flood resilience of the

city of Vejle

Zwolle Netherlands 123.507 119 Rivers IJssel, Vecht, Aa &

Zwarte Water

Water Agenda/ Climate Active City -

programme/ Climate Proof Zwolle

Climate Adaptation Strategy/

Spoorzone (Railway Area) Community