2. Full Proposal

The City of Malmo is engaged in the project REWAISE, Resilient water innovation for smart economy (2020 – 2025). This project will create a new “smart water ecosystem”, integrating an intelligent digital framework for decentralised water services and decision-making, involving all relevant stakeholders to embrace the true value of water. This project will be used as a source of in inspiration on how ecosystems can be developed that increase capacities of all connected. 8 Interreg NWE BEGOOD

BE-GOOD (2022-2026) was a pioneering project aiming to unlock, re-use and extract value from Public Sector Information to develop data driven services in the area of infrastructure and environment. One of the barriers considered in this project is the lack of public body experience with the publication of PSI, limiting the availability of data. VMM was a partner in the project and developed a tool for connecting sewage water and surface water system data to improve pollution monitoring. Experiences will be used also for connecting other data sets to create better insights in the impact of CCA.

C.4 Project partnership C.4 Project partnership

The partnership can be divided into two groups.

CCA Authorities CCA authorities have responsibilities in CCA and need to speed up with well-founded and supported actions. Vejle and Malmö are frontrunners, Zwolle takes an intermediate -- Signed by Ingeborg Schouten on 06/03/2024 10:34:05 -- 424316b670413830a72d5056d55286d0 -- Exported on 06/03/2024 10:34:06 / Page 15 of 34

position. VMM and OOWV are more starters, and on top also have regional responsibilities. There is a joint need to test and learn how the necessary knowledge can be raised to successfully reach out to external target groups and how internal organisation barriers can be solved. This is needed to achieve a long-lasting effect and exceed the level of knowledge needed to implement a single innovative solution.

Knowledge providers: These form a significant part of the partnership. Jade, SWR, UO and VIA, are active in the development of digital solutions for CCA. They assist the CCA authorities in identifying the requirements to raise innovative capacities from a developer’s perspective. They are essential to identify and bridge the gaps between CCA and ICT. Finally, Jade also deploys a digital ‘cave’ for (transnational) test events. UT provides knowledge into the governance of CCA, citizen science, co-creation and digitalization. It also provides expertise on the institutional barriers for innovation in organisations and how innovative practices can become better embedded in ecosystems and its participating organisations. This input helps in developing the requirements for EFIs and facilitate necessary organisational changes. As a private enterprise AMACHAN is a representative of developers of digital solutions for CCA. Moreover, AMACHAN is expert in digital solutions for stakeholder involvement and can assist CCA partners in how to build trust for citizens by making use of digital solutions. All partners are active in relevant networks and projects (C 3.6) and supply in new knowledge. In WP3, partners utilise their networks to create a wider impact and boost the application of digital solutions for climate adaptation.

C.5 Work plan C.5 Work Packages Number/Title

Investments

1 Prepare to dance: development of an assessment framework to determine the starting point

0

Work Package Objective

Development and implementation of an assessment framework that enables cities and regions to create insight in their options for raising innovation capacity for CCA. This requires insight in organsations: the vision of an authority on innovation, the needs and ambitions in CCA, available knowledge, options for innovative procurement, policy on data protection etc. And insight in the external environment e.g. the present stakeholders, their needs and perceptions and how to approach them.

Communication objective(s) and target audience

Create active involvement of: 1- experts on digitalisation, stakeholder engagement, citizen science and governance and organisational change to reflect on the developed asessment framework 2- connected internal and external stakeholders for testing and application of the framework by the projects' CCA authorities.

Activities Activity 1

Inventory of digital solutions

Indicator

Target

Report

1

Report

1

The knowledge providers in the project partnership perform an inventory of possible digital solutions for CCA and their maturity for application

2 Development of the approach

Based on existing methods UT and Jade HS develop a hands-on assessment to map the current technical, organisational and communication capacities and the needs, -- Signed by Ingeborg Schouten on 06/03/2024 10:34:05 -- 424316b670413830a72d5056d55286d0 -- Exported on 06/03/2024 10:34:06 / Page 16 of 34

challenges and expectations of the CCA authorities and their relevant stakeholders.

3 Assessment of situations CCA authorities

Based on the developed approach, all CCA authorities are assessed by the knowledge providers to create a better and joint overview of the CCA authorities' state of play, needs and challenges.

4 Stakeholder involvement

All CCA authorities organise stakeholder and targetgroup meetings to create involvement and inventorise the needs and expectations of connected stakeholders regarding digitalisation and CCA.

5 Development of capacity building strategies

Data collection activity

5

Communication Initiative

10

Report

5

Internal Event

2

External Event

2

Communication Initiative

2

Based on the assessment results and an overview of innovative digital solutions that match and fit the needs of the authorities, each CCA authority will develop and establish a strategy for raising innovative capacities initiated by their organisation (in 2 feedback cycles). Each strategy contains the steps to take to increase the capacities for employment of digital solutions in their specific situation and forms the basis for the WP 2 pilots.

6 Joint evaluation of assessments and strategies

The partnership will jointly evaluate the assessment processes and strategy development to generate lessons learned, distill options for improvement of the assessment and identify mutual learning opportunities for the next phase (WP2).

7 Expert meeting

Knowledge providers organise external expert events for digitaliation, citizen science, governance and CCA experts to share results and elaborate on the general approach for the requirements assessment.

8 Communication materials

Development of information materials (e.g. leaflet, video, podcasts, articles) that support the partnership in the creation of active involvement of stakeholders in the development of the approach and to communicate the developed approach to relevant target groups.

Outputs Indicator

Output

Target

Strategies and action plans jointly developed

Assessment framework to determine the state of play for innovation

1

Based on the tested assessments, the developed partner strategies, and additional stakeholder and expert input, a general applicable assessment framework will be developed. This assessment framework will support NS cities and regions with the necessary steps to identify state of play and connect this to their specific requirements. This framework provides organisations with the knowledge to select the needed components of the WP 3 action plan to raise innovative capacities to utilise digital solutions for CCA. Aspects that are taken into account are e.g. - digital capacities of CCA professionals, experience in digitalisation processes, connection to ICT providers. - organisational aspects: procurement, GDPR, ICT connectivity, -- Signed by Ingeborg Schouten on 06/03/2024 10:34:05 -- 424316b670413830a72d5056d55286d0 -- Exported on 06/03/2024 10:34:06 / Page 17 of 34

support by management and politics -stakeholder engagement: knowledge and experience of stakeholder processes, connection to and support from stakeholders, etc.

Investments No contents

Number/Title

Investments 0

2 Let's dance: raising of innovative capacities of organisations and citizens

Work Package Objective

Create necessary learning experiences to break down the identified barriers and develop needed solutions to raise innovative capacities for CCA. This takes place in 5 pilots for co-creation of a CCA challenge that include the selection and implementation of an innovative digital solution.

Communication objective(s) and target audience

1- Engage with internal employees, politicians, citizens, private sector stakeholders and developers in the development and implementation of pilot solutions in the partner areas 2- Share news on practices, approaches, expereriences and learnings that are gained in the pilots.

Activities Activity 1

Protocol for monitoring the implementation processes

Indicator

Target

Report

1

Report

5

Report

5

Report

5

External Event

15

In order to monitor the progress of partners and collect findings while developing innovation capacities in the same manner, a standard monitoring protocol will be developed by knowledge providers.

2 Developent of co-creation plans for raising innovation capacities

CCA authorities develop co-creation plans (in 2 feedback cycles) for raising innovation capacities and breaking down barriers based on the strategies developed from WP1. After the first concept, a joint feedback takes place to further improve the plans.

3 Development and implementation of internal and external stakeholder engagement plans for raising innovation capacity

As engagement of target groups is always challenging, in all pilot areas an internal and external stakeholder involvement strategy will be developed to engage both internal employees, management, and policians, as well as targeted citizens and private organisations and developers.

4 Implementation of supportive innovative digital solutions

Following the plans developed to raise innovation capacities, the stakeholder engagement plans and the results of transnational joint learning sessions (see following actions), in 5 pilot areas innovative capacities are raised in relevant stakeholder groups by selecting, planning and implementing a supportive digital solution for CCA. Lessons will be learned and exchanged with an eye on practices needed for the future.

5 Pilot area events

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In each Pilot area, 3 stakeholder events are organised (start, mid-term and end) to inform and engage with stakeholders and facilitate interaction.

6 Monitoring

The implementation processes from the plans for raising innovation capacities are monitored twice a year by using the developed protocol.

7 Joint learning on raising capacities considering organisational barriers

Data collection activity

6

Internal Event

6

Internal Event

6

Internal Event

6

Internal Event

1

Communication Initiative

10

Partners meet to share experiences gained in their implementation of solutions, considering internal organisation barriers. They jointly come to lessons learned and recommendations for improvement at the CCA authorities. Sessions take place twice a year.

8 Joint learning on increasing capacities considering community engagement

Partners meet to share experiences gained in their implementation of solutions, considering community engagement. They jointly come to lessons learned and recommendations for improvement at the CCA authorities. Sessions take place twice a year.

9 Joint learning on increasing capacities considering gaps between developers and users

Partners meet to share experiences gained in their pilot areas considering how to close the gap between (private sector) developers and CCA. They jointly come to lessons learned to better engage with the private sector by the CCA authorities. Sessions take place twice a year.

10 Transnational test events for users

In the pilots, developed digital solutions will be tested in a transnational digital event. Where applicable, use will be made of facilities e.g. the 'digital cave' at Jade to provide the option to test solutions from distance. Testing takes place by users of the partner CCA authorities (Climate professionals).

11 Communication materials

Development of supporting project level communication material to inform and involve stakeholders on the pilot processes, experiences and ultimately the results considering CCA. This can be done by e.g. leaflets, videos, podcasts, articles.

Outputs Indicator

Output

Target

Pilot actions developed jointly and implemented in projects

Jointly developed and tested pilots to raise innovative capacities for utilising digital solutions for CCA

5

In the pilots the innovation capacities of CCA organisations are raised. In cooperation with stakeholders barriers are overcome working practices in CCA authorities are improved. Pilots also deliver digital solutions that contribute to raising innovation capacity and CCA and are replicable to other organisations and regions. Zwolle: development and application of a digital twin on street level to activate citizens for joint designing of liveable streets OOWV: use of open-source weather data for real time steering regulating water levels in water storage basins to prevent droughts or floods. -- Signed by Ingeborg Schouten on 06/03/2024 10:34:05 -- 424316b670413830a72d5056d55286d0 -- Exported on 06/03/2024 10:34:06 / Page 19 of 34

VMM: optimisation of Flemish decision making tool by adding enhanced visualisation and make it user friendly for Flemish municipalities Malmo/SWR: development of a visualisation hub to share data and knowledge, visualise and communicate around climate adaptation at neighbourhood level. Vejle: Development of AR and VR solutions for local citizen engagement and political decision-making.

Investments No contents

Number/Title

Investments 0

3 Join the party: creation of innovative cities and regions that accelarate in CCA

Work Package Objective

Boost the replication of experiences and developed tools to raise the innovative capacities in the North Sea region by creating involvement of target groups from the start of the project, use all gained experience to maintain the developed innovation capacities in the pilots and effectively start up replications.

Communication objective(s) and target audience

Contribute to NS region wide promotion of the project, its outputs and approach and enthuse potential interested organisations requiring increased innovative capacities for CCA to replicate and maintain the developed practices by creating involvement directly from the start of the project.

Activities Activity

Indicator

Target

1 Communication plan to boost the raising of innovative capacities to accelarate CCA

Communication Initiative

1

Communication Initiative

5

Communication Initiative

50

External Event

12

Development (and implementation) of a communication plan to support the NS region wide development and promotion of tools to raise innovation capacities, including the developed digital solutions to accelarate CCA. A project level plan will be developed including actions that can be taken to involve target groups best in the WP 1 and 2 actions. 2 Communication materials to create active engagement

Based on the developed communication plan, project communication materials are developed to promote the participation in information and training events and enthuse and support the participants to increase innovation capacities. E.g. video, newletter, leaflets, potcasts, articles.

3 Reaching out to replication organisations

Partners are already connected to local, regional, national and EU networks for CCA and/or ICT that can be relevant to the project or take interest in the project from various focal points. From the start of the project, partners reach out to networks to inform on the project, its proceedings and engage partners to join in replication activities that are organised in the project.

4 Sustainable innovation capacities: needs

Workshops are organised to gain input on how innovative practices and digital solutions can become normal practice. Of specific interest are the needs of the external stakeholders. A combination of expert sessions (2) and local workhops (10) -- Signed by Ingeborg Schouten on 06/03/2024 10:34:05 -- 424316b670413830a72d5056d55286d0 -- Exported on 06/03/2024 10:34:06 / Page 20 of 34

in the pilot areas will be performed. This way the pilots in WP 2 are used as a basis to transition from pilot into a new normal practice for climate change adapatation.

5 Sustainable innovation capacities: recommendations

Report

1

Other

1

Other

4

External Event

10

External Event

2

External Event

2

Based on the outcomes of the workshops, of 3.2 and the results of 2.7, 2.8 and 2.9, recommendations will be set up for succesfully raising innovation capacities to enable employment of digital tools for CCA.

6 Replication: game development

To make it possible for (individuals in) organisations to experience how digital solutions can accelarate in CCA, a serious game will be developed that builds upon the experiences gained in the project. The serious game will be easy to play and to replicate during and after project lifetime and taken up by partners to remain in use after project lifetime. The serious game will be tested in WP2 pilots and be executed during exchange days (action 3.6).

7 Replication: guidance development

For organisations that are interested to know more about how to increase innovative capacities to implement digital solutions for CCA, guidance will be developed. Ths can be a presentation, workshop model, manual. Specific guidance will be developed for assessing the requirements, digitalisation in CCA, community engagement and organisational barriers. The guidance will be tested and updated by experience during the project lifetime and taken up by partners for future use.

8 Replication days

Exchange days will be organised for support partners and highly motivated organisations that want to increase their innovative capacities or can play a dominant role in replication. Use will be made of the game, the developed rcomendations, guidance and the stories of the practical experiences of the partners in WP 1 and WP 2.

9 Replication: Transnational digital test events

After internal testing in WP 2, transnational test events are organised for organisations that want to gain more insight and inspiration for innovative digitalisation solutions in CCA.

10 Replication: Transnational field trip

A field trip to visit and experience the pilots that are developed in another area is orgised, where external organisations can apply for. This way exchange can take place about the way processes have taken place and the actual results considering CCA can be shown.

Outputs Indicator

Output

Target

Strategies and action plans jointly developed

A catalogue containing tools and guidance to create innovative cities and regions that employ digital solutions for CCA

1

A complete catalogue will be developed. The catalogue targets CCA authorities as prominent enablers, but also other organisations in the NSR, to guide them to raise innovative capacities to employ digital solutions to accelerate climate change adaptation. The catalogue contains: - the WP 1 output, the assessment framework to determine the -- Signed by Ingeborg Schouten on 06/03/2024 10:34:05 -- 424316b670413830a72d5056d55286d0 -- Exported on 06/03/2024 10:34:06 / Page 21 of 34

state of play for innovation - recommendations and blue prints on how to deal with the main barriers for creating innovation capacity - to establish the needed organisation processes and structures - to bridge the gap between CCA and ICT - to successfully connect to external target groups - Inspiration on possible digital tools to utilise The catalogue is enriched with the practical experiences from the pilot implementations and the upscaling activities.

Investments No contents

C.6 Results C.6 Project results Indicator

Description

Target

1

Solutions taken up or up-scaled by organisations

Developed pilots to raise the innovative capacities of organisations to make use of digital solutions for CCA that are developed and implemented by organisations

5

2

Joint strategies and action plans taken up by organisations

The following action plans will be taken up by organisations:

2

WP 1: Assessment framework too determine the state of play for innovation. WP 3: containing tools and guidance to create innovative cities and regions that employ digital solutions for CCA. 3

Organisations with increased institutional capacity due to their participation in cooperation activities across borders

All organisations within the partnership, as well as those with a proven increased capacity based on participation in pilot related actions, reflection activities or network activities in WP 1,2,3.

100

C.6.1 Project outputs and result overview Output indicator

Pilot actions developed jointly and implemented in projects

Target

Outputs

Jointly developed and tested pilots to raise innovative capacities for utilising digital solutions for CCA

5

Total per programme output indicator

5

Result indicator

Solutions taken up or up-scaled by organisations

5

Output indicator

Strategies and action plans jointly developed

Target

Outputs

Assessment framework to determine the state of play for innovation

1

A catalogue containing tools and guidance to create innovative cities and regions that employ digital solutions for CCA

1

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Total per programme output indicator

2

Result indicator

Joint strategies and action plans taken up by organisations

2

Output indicator

Organisations cooperating across borders

Outputs

Number of partners

11

Total per programme output indicator

11

Result indicator

Organisations with increased institutional capacity due to their participation in cooperation activities across borders

Target

100

C.7 Project management C.7.1 How will you coordinate your project?

Zwolle will coordinate project and financial management, including the overall quality and risk management. All partners are active in all WPs. For coordination of the WPs, the following partners are appointed: WP 1: UT (Lead), Jade HS WP 2: VIA (Lead), Vejle WP 3: OOWV (Lead), Malmö LP, WP leaders and a communication manager meet at least four times per year to develop a detailed project planning and division of responsibilities considering all actions and coordinate the progress in all WPs. Moreover, the partnership has jointly decided to procure for high quality overall project and communication support, which is visible in the higher Zwolle budget. The whole partnership meets twice a year in physical meeting. Meetings will be used for: project management transnational reflections and discussions on experiences development of output interactions with external experts organisation of communication activities Besides, the partnership meets monthly in short digital meetings to discuss proceedings in the different WPs. Depending on the need, this can be made more intensive during project lifetime. A steering group will be formed of representatives of all partners. They will meet in case of disputes between partners.

Support partners (annex) are involved in project activities where it suits their role and position: as relevant stakeholder in WP 2 as member of a target group in WP 3 as a provider of knowledge and experience during partner meetings for critical refection on the outputs to be produced. Cooperation is further supported with a shared workspace.

Risks: Risk

Mitigation measure

Pilots not successful

Careful selection of pilots site, plus intensive interactions between partners for learning and upscaling

Intended impact not reached

Close monitoring on impact and needs of target groups for upscaling of outputs

The state of play and risks of individual partners will be assessed every reporting period with a dedicated risk assessment. C.7.2 Which measures will you take to ensure quality

To ensure quality partners form a professional project organisation as a basis:

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in your project?

All project partners have an internal team to ensure the needed knowledge and capacity for content, finance and communication of the project. A transparent management structure as indicated in C7.1 A meeting structure with frequent meetings for discussion with all participating partners Risk management to identify upcoming risks and weaknesses that impact the quality of the project. Commitment of all partners to behave respectfully and with integrity in all forms of communication. We will assure the quality of developed products by: The use of the transnational meeting structure for open discussions on subjects Seeking active cooperation with target groups on all relevant levels (local, regional, national and EU) for the development of all deliverables and critical reflection on the developed outputs. Key products will be presented for final reflection to relevant supporting organisations. Moreover, all products will be reviewed for quality assurance by the project management before they will be published. This review will focus on quality but also on the use of correct language for the targeted groups. The basis for cooperation is set in the Partnership Agreement and further elaborated in a Project Manual to be developed at the start of the project.

C.7.3 What will be the general approach you will follow to communicate about your project?

In DISCO communication will target the following groups to reach the maximum needed impact: 1. CCA authorities in the NS that want raise innovative capacities. 2. Stakeholders including citizens, that are involved in and directly affected by CCA. 3. (Private) organisations that develop and offer digital solutions. 4. Organisations that are in the position to promote replication of project outputs e.g. regional authorities, training centres, universities, professional networks. Partners actively engage with stakeholders with several meetings and materials. But to reach out to these target groups effectively, an experienced project level communication manager will be procured that will develop and execute a communication plan that covers the following: Support for partner activities. During WP and partner meetings, communication is addressed regularly. Communication advisors of the partner organisations are invited to join in these meetings to be supported in their communication planning and activities. Besides, relevant news and communication opportunities will be shared to stimulate and facilitate ongoing project communication action. Facilitation of project level communication Outputs delivered in the work packages jointly provide a complete picture on how to raise innovative capacities.

This complete picture will be promoted for further upscaling by relevant authorities in the NSR, including supporting organisations. This will be achieved by actively working on sustainable adoption and transfer of practices during WP3 and C9. Development of project level communication materials On project level (digital) flyers, articles, videos, and external workshops are foreseen. Use will be made of partners communication channels and networks for large scale communications. Moreover, a content calendar will be set up and templates for e.g. newsletters, invitations, articles, and social media will be provided for all partners.

C.7.4 Financial management and reporting procedures

Lead partner Zwolle is responsible for financial management and coordinating the reporting procedures. Zwolle is acquainted with Interreg NS reporting and financial requirements. Interreg NS rules on reporting will be followed, which will be explained at the kick off meeting. To ensure a smooth process for compiling reports on project level and a timely submitting to the JS, a reporting schedule will be provided. The Zwolle Lead partner team will be available for questions from the partners and special attention will be given to sub- or less experienced partners. -- Signed by Ingeborg Schouten on 06/03/2024 10:34:05 -- 424316b670413830a72d5056d55286d0 -- Exported on 06/03/2024 10:34:06 / Page 24 of 34

The first progress report, planned 1 year after the project start, will include a financial claim of all partners. In the 2nd year and ongoing, partners are encouraged to only submit a claim once a year to limit the administrative burden. Partners are requested to indicate the expenditure and forecast every 6 months. In this way Zwolle monitors the project expenditure. Zwolle may agree with partners on certain focus points in their reporting, to limit the administrative burden. In the 2-yearly partner meetings Zwolle will provide information on the project progress and expenditure. Before full reporting, Zwolle will have bilateral meetings with each partner to discuss progress. In case of significant reporting issues or critical deviations in the spending plan, Zwolle will inform and consult the JS.

C.8 Horizontal principles C.8.1 Sustainable development

Positive effects

C.8.2 Equal opportunities and non-discrimination

Neutral

C.8.3 Equality between men and women

Neutral

C.9 Long-term plans C.9.1 Ownership

Ownership of WP 1 outputs In WP 1 an assessment framework to determine the state of play for innovation will be developed. UT and Jade remain owners of the developed assessment framework. The CCA authorities that have used the assessment in the project, will ensure the institutional support of the performed assessments and the strategic plans that are developed based on the assessment results. These form the basis for the organisations’ innovation ambitions. Ownership of WP 2 outputs In WP 2 pilots are performed to raise innovative capacities in practice situations. The CAA authorities are the owners of the digital solutions for acceleration of CCA that they develop in the pilots and ensure institutional support for the continuous utilisation of the digital solutions. Moreover, CCA authorities ensure the institutional support for the organisational changes resulting from the WP2 pilot actions and thus ensure the facilitating role of these CCA organisations to establish ecosystems for innovation in their environment. These are changes for better cooperation with external target groups, i.e. citizens, working practices to bridge the gaps between ICT and CCA and changes to better support innovation practices in the organisations.

Ownership of WP 3 outputs In WP 3 a catalogue containing tools and guidance to create innovative cities and regions that employ digital solutions for CCA is developed. While all partners are committed to ensure institutional support of some of the tools and guidance, Jade-HS, in cooperation with Zwolle is committed to secure the complete catalogue to be maintained and available during and after the project, so that also other organisations can use outputs and connections can be made to the developers and users in this partnership.

C.9.2 Durability

Durability of WP 2 pilot outputs The co-creation process that is followed in WP2, is a means itself to ensure durability of the developed innovative ecosystem. By starting and facilitating a fruitful cooperation, the basis is laid for continuation. In WP 3 durability is further ensured by performing actions to strengthen the cooperation and addressing future needs of attached stakeholders. This -- Signed by Ingeborg Schouten on 06/03/2024 10:34:05 -- 424316b670413830a72d5056d55286d0 -- Exported on 06/03/2024 10:34:06 / Page 25 of 34

way the original pilot can in future be adapted and used for other and new CCA challenges in the same location, connected policy fields, such as climate mitigation or circularity in the same location, a similar CCA challenge in a new location. The digital solutions that are developed and implemented to accelerate CCA will be upscaled for wider use in the partner organisations, but also on a larger scale. E.g. SWR, and OOWV will upscale the developed solutions in their whole territories. The digital solutions will also be available (open source) for replication by interested organisations. Durability of WP 1 and 3 action plans An assessment framework to determine the state of play for innovation and a catalogue containing action plans to create innovative cities and regions that employ digital solutions for CCA are developed. These outputs, however, are developed to serve the large target group of CCA authorities and other organisations that feel the need to raise their innovative capacities. The outputs will be shared as independent products but to support further use, the WP 1 output is integrated in the WP 3 output to compose a complete catalogue with materials to support organisations to raise innovation capacities.

In the catalogue, contact details will be published of partners that are best to be contacted for support or inspiration for the use different support materials. Partners will remain using the catalogue after the project ends to support internal and external stakeholders in raising innovative capacities. OOWV and VMM continue to support municipalities in their own regions to raise innovation capacities and the options to use the developed digital tools to support in this process. The knowledge institutes will adopt components e.g. the serious game in their curricula. Malmo, Zwolle and Vejle will use components of the catalogue in their communities for regional CCA and innovation approaches. During project lifetime, organisations, amongst others the support partners, already receive trainings and make close connections to the project and its development. These organisations are selected based on their interest and willingness to use developed outputs also after project lifetime. C.9.3 Transferability

Transferability as core element of the project Transferability is a core element of the project and is elaborated thoroughly in WP 3. In this work package the partnership will from the start of the project mobilise a variety of networks, from local to international level and with a focus on both digitalisation and climate adaptation, creating a large potential of different organisations to become involved in the project, the pilots that will be performed or (any of) the replication events. Partner networks will be reached out to via written communications but also by providing presentations and information during network meetings. A dedicated communication plan is developed for this purpose. Communication channels Partners will actively use their specific communication channels to present the (concept) outputs but also the gains of the project. This will ensure that a large proportion of the targeted stakeholders is aware of and participates in dedicated replication events that are organised by the partnership. All deliverables and outputs will be shared actively and published on the Interreg NS project website, partner websites and other relevant platforms e.g. LinkedIn. Underlying data will be stored by the partners that have created the data and will be available upon request, following EU regulations on data security and privacy.

Ensured will be that platforms remain available and in use also after project end. Training and education The catalogue of WP 3 will be adopted by the universities, for use in curricula to educate new professionals. The guidance and the game will also provide other interested target groups with the necessary information on how to raise innovation capacities for CCA. Support partners DISCO has a variety of support partners that connect to the project in several ways (C7.1). They are requested to fulfil an ambassador’s function for DISCO. To do this, they will be facilitated with communication materials and/or partner support. -- Signed by Ingeborg Schouten on 06/03/2024 10:34:05 -- 424316b670413830a72d5056d55286d0 -- Exported on 06/03/2024 10:34:06 / Page 26 of 34

D.1 Budget D.1 Project budget – overview per partner / per budget line

Partner

External expertise and services

Equipment

Infra­structure and works

Preparation costs

TOTAL ELIGIBLE BUDGET

Staff costs

Office and administration

Travel and accommodation

356.000 €

53.400 €

13.950 €

564.000 €

70.000 €

0€

-€

1.057.350 €

211.581 €

31.737 €

13.950 €

15.000 €

0€

0€

-€

272.268 €

177.500 €

26.625 €

17.600 €

18.000 €

4.000 €

0€

-€

243.725 €

200.000 €

30.000 €

12.000 €

140.500 €

0€

0€

-€

382.500 €

217.585 €

32.638 €

12.000 €

10.000 €

0€

0€

-€

272.223 €

577.500 €

86.625 €

24.900 €

16.000 €

0€

0€

-€

705.025 €

442.400 €

66.360 €

15.000 €

28.500 €

8.500 €

0€

-€

560.760 €

1

Gemee nte Zwolle 2

Univer siteit Twent e 3

AMAC HAN 4

Olden burgis chOstfrie sischer Wasser verban d 5

Carl von Ossietz ky Univer sität Olden burg 6

Jade Hochsc hule Wilhel mshav en/Old enbur g/Elsfle th 7

VIA Univer sity Colleg e

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8

Vejle Komm une

110.000 €

16.500 €

13.950 €

54.000 €

20.000 €

0€

-€

214.450 €

310.000 €

46.500 €

15.500 €

220.000 €

0€

0€

-€

592.000 €

110.000 €

16.500 €

15.425 €

50.000 €

80.000 €

0€

-€

271.925 €

Malmö stad

305.000 €

45.750 €

13.950 €

151.300 €

0€

0€

-€

516.000 €

Total

3.017.566 €

452.635 €

168.225 €

1.267.300 €

182.500 €

0€

0€

5.088.226 €

% of Total budge t

59 %

9%

3%

25 %

4%

0%

0%

100 %

ERDF

1.810.540 €

271.581 €

100.935 €

760.380 €

109.500 €

0€

0€

3.052.936 €

-€

-€

-€

-€

-€

-€

-€

-€

9

Vlaam se Milieu maats chappi j 10

Swede n Water Resear ch AB 11

Norwe gian fundin g

The budget for the Lead Partner includes a lump sum of 40.000€ as the preparation costs option has been selected.

Request for reimbursement of preparation costs

Yes

D.1.1 Staff Costs Partner

Description

Budget

Gemeente Zwolle

Project leader

112.000 €

Gemeente Zwolle

Project assistant

58.000 €

Gemeente Zwolle

Financial assistant

28.000 €

Gemeente Zwolle

Advisor climate adaptation

58.000 €

Gemeente Zwolle

Advisor public space

58.000 €

Gemeente Zwolle

Advisor digital twin

32.000 €

Gemeente Zwolle

Advisor procurement

5.000 €

Gemeente Zwolle

FLC

5.000 € -- Signed by Ingeborg Schouten on 06/03/2024 10:34:05 -- 424316b670413830a72d5056d55286d0 -- Exported on 06/03/2024 10:34:06 / Page 28 of 34

AMACHAN

Full stack developer

60.000 €

AMACHAN

Stakeholder participation and participatory data collection supporter

67.500 €

AMACHAN

Specialist

50.000 €

Jade Hochschule Wilhelmshaven/Oldenburg /Elsfleth

Permanent staff

Jade Hochschule Wilhelmshaven/Oldenburg /Elsfleth

Temporary staff

Vlaamse Milieumaatschappij

Project coordinator

Vlaamse Milieumaatschappij

Expert local climate adaptation policies

Vlaamse Milieumaatschappij

Process and administrative assistant

Vlaamse Milieumaatschappij

Communication assistant

Malmö stad

Project manager

80.000 €

Malmö stad

Communication officer

25.000 €

Malmö stad

Strategist 1

65.000 €

Malmö stad

Strategist 2

65.000 €

Malmö stad

Strategist 3

65.000 €

Malmö stad

Financial officer

5.000 €

Carl von Ossietzky Universität Oldenburg

Scientific assistant

Sweden Water Research AB

Project manager

Sweden Water Research AB

Communication officer

Sweden Water Research AB

Strategist 1

Sweden Water Research AB

Strategist 2

VIA University College

Project coordinator

11.500 €

VIA University College

Researcher

11.500 €

VIA University College

Communication officer

11.500 €

VIA University College

Researcher

11.900 €

VIA University College

Researcher

132.000 €

281.500 €

296.000 €

60.000 €

130.000 €

84.000 €

36.000 €

217.585 €

25.000 €

15.000 €

45.000 €

25.000 €

-- Signed by Ingeborg Schouten on 06/03/2024 10:34:05 -- 424316b670413830a72d5056d55286d0 -- Exported on 06/03/2024 10:34:06 / Page 29 of 34

VIA University College

Researcher

132.000 €

VIA University College

Researcher

132.000 €

Vejle Kommune

Project coordinator

30.000 €

Vejle Kommune

Financial administrator

20.000 €

Vejle Kommune

Project officer 1

20.000 €

Vejle Kommune

Project officer 2

20.000 €

Vejle Kommune

Project officer 3

20.000 €

Universiteit Twente

Assistant Professor in Water & Climate Change

75.070 €

Universiteit Twente

Associate professor in governance and technology for sustainability

24.173 €

Universiteit Twente

Associate professor in policy science

51.940 €

Universiteit Twente

Assistant Professor in Digitalisation and Sustainability

60.398 €

OldenburgischOstfriesischer Wasserverband

Project leader

OldenburgischOstfriesischer Wasserverband

Project staff

75.000 €

125.000 € Total: 3.017.566 €

D.1.2 External expertise and services Award Procedure

Amount

Communication community building expert

Open procedure

60.000 €

Gemeente Zwolle

Digital twin expert

Framework contract

40.000 €

Gemeente Zwolle

T&A external experts for 9 partner meetings

N/A

7.000 €

Gemeente Zwolle

Hosting partner meeting (start + end)

N/A

5.000 €

Gemeente Zwolle

Hosting regional meeting (4)

N/A

2.000 €

AMACHAN

Finance advisor

Restricted procedure

10.000 €

AMACHAN

Legal service

Restricted procedure

3.000 €

AMACHAN

Data scientist

Restricted procedure

2.000 €

AMACHAN

3D developer

Restricted procedure

3.000 €

Partner

Description

Gemeente Zwolle

Investment

-- Signed by Ingeborg Schouten on 06/03/2024 10:34:05 -- 424316b670413830a72d5056d55286d0 -- Exported on 06/03/2024 10:34:06 / Page 30 of 34

Jade Hochschule Wilhelmshaven/Oldenbur g/Elsfleth

FLC

Three-offer rule

10.000 €

Jade Hochschule Wilhelmshaven/Oldenbur g/Elsfleth

Publication video

Other

6.000 €

Vlaamse Milieumaatschappij

Benchmark, feasability study & development of digital climate support offer for local authorities in Flanders

Open procedure

195.000 €

Vlaamse Milieumaatschappij

Organisation of DISCO partner meeting in Flanders

Three-offer rule

5.000 €

Vlaamse Milieumaatschappij

Communication tools supporting the interaction with stakeholder groups incl. local authorities

Three-offer rule

10.000 €

Vlaamse Milieumaatschappij

Audit costs

Other

10.000 €

Malmö stad

Digital solution - development and testing

Three-offer rule

70.000 €

Malmö stad

Process Ecosystem of Innovation

Three-offer rule

50.000 €

Malmö stad

Hosting meetings and conferences

Three-offer rule

20.000 €

Malmö stad

Communications and spreading results

Three-offer rule

11.300 €

Carl von Ossietzky Universität Oldenburg

FLC

Framework contract

10.000 €

VIA University College

External assistance with XR modelling

Open procedure

17.000 €

VIA University College

External revision

Restricted procedure

3.000 €

VIA University College

FLC

Three-offer rule

8.500 €

Vejle Kommune

FLC

Three-offer rule

10.000 €

Vejle Kommune

Hosting 1 partner meeting

N/A

2.500 €

Vejle Kommune

Hosting 3 regional meetings

N/A

1.500 €

Vejle Kommune

External assistance - modelling

Three-offer rule

20.000 €

Vejle Kommune

External assistance communication/mediation

Three-offer rule

20.000 €

Sweden Water Research AB

Visualisation/communication experts

Three-offer rule

50.000 €

Universiteit Twente

External audit for financial report (5 years)

Three-offer rule

15.000 €

Gemeente Zwolle

Project management

Open procedure

300.000 €

Gemeente Zwolle

Project communication

Three-offer rule

150.000 €

-- Signed by Ingeborg Schouten on 06/03/2024 10:34:05 -- 424316b670413830a72d5056d55286d0 -- Exported on 06/03/2024 10:34:06 / Page 31 of 34

OldenburgischOstfriesischer Wasserverband

Communication, videos

Three-offer rule

49.000 €

OldenburgischOstfriesischer Wasserverband

Hosting partner meeting

Other

2.500 €

OldenburgischOstfriesischer Wasserverband

FLC costs

Framework contract

10.000 €

OldenburgischOstfriesischer Wasserverband

Regional meetings

Other

1.500 €

OldenburgischOstfriesischer Wasserverband

External Support for IT solution

Three-offer rule

77.500 €

Total: 1.267.300 € D.1.3 Equipment Award Procedure

Amount

Digital twin application

Three-offer rule

70.000 €

AMACHAN

Data collection and server

Restricted procedure

4.000 €

VIA University College

XR equipment

Open procedure

8.500 €

Vejle Kommune

XR equipment

Three-offer rule

10.000 €

Vejle Kommune

Upgrade VR cave

Three-offer rule

10.000 €

Sweden Water Research AB

Visualisation equipment

Three-offer rule

80.000 €

Partner

Description

Gemeente Zwolle

Investment

Total: 182.500 € D.1.4 Infrastructure and works No contents Total: 0 €

D.2 Funding D.2 Project budget per co-financing source (fund) - breakdown per partner EU Partners - ERDF

Partner 1

Zwolle

Funding

Gemeente

634.410 €

Cofinancing rate (%)

% of total Funding

Public contribution

Private contribution

Total contribution

60%

21%

422.940 €

0€

422.940 €

TOTAL ELIGIBLE BUDGET

1.057.350 €

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2 Universiteit Twente

163.361 €

60%

5%

108.907 €

0€

108.907 €

272.268 €

3 AMACHAN

146.235 €

60%

5%

0€

97.490 €

97.490 €

243.725 €

4 OldenburgischOstfriesischer Wasserverband

229.500 €

60%

8%

153.000 €

0€

153.000 €

382.500 €

5 Carl von Ossietzky Universität Oldenburg

163.334 €

60%

5%

108.889 €

0€

108.889 €

272.223 €

423.015 €

60%

14%

282.010 €

0€

282.010 €

705.025 €

336.456 €

60%

11%

224.304 €

0€

224.304 €

560.760 €

128.670 €

60%

4%

85.780 €

0€

85.780 €

214.450 €

9 Vlaamse Milieumaatschappij

355.200 €

60%

12%

236.800 €

0€

236.800 €

592.000 €

10 Sweden Water Research AB

163.155 €

60%

5%

108.770 €

0€

108.770 €

271.925 €

11 Malmö stad

309.600 €

60%

10%

206.400 €

0€

206.400 €

516.000 €

-€

60%

%

-€

-€

-€

-€

3.052.936 €

60%

100%

1.937.800 €

97.490 €

2.035.290 €

5.088.226 €

6 Jade

Hochschule Wilhelmshaven/Olden burg/Elsfleth 7 VIA University

College 8 Vejle Kommune

Sub-total for beneficiaries outside (the Union part of) the programme area EU Partners Total

Norwegian beneficiaries – ERDF-equivalent

Partner

Funding

Norway Total

Cofinancing rate (%)

-€

% of total Funding

Public contribution

Private contribution

Total contribution

TOTAL ELIGIBLE BUDGET

0%

-€

-€

-€

-€

50%

D.3 Spending plan D.3 Project budget – overview per partner / per period

Partner 1

Gemeente

Zwolle 2 Universiteit

Twente 3 AMACHAN

Preparation

Year #1 (06/202412/2024)

Year #2 (01/202512/2025)

Year #3 (01/202612/2026)

Year #4 (01/202712/2027)

Year #5 (01/202805/2028)

TOTAL ELIGIBLE BUDGET

40.000 €

101.799 €

202.762 €

312.262 €

312.262 €

88.265 €

1.057.350 €

0€

35.000 €

67.300 €

67.300 €

67.300 €

35.368 €

272.268 €

0€

81.000 €

50.000 €

50.000 €

32.456 €

30.269 €

243.725 €

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4 OldenburgischOstfriesischer Wasserverband

0€

65.500 €

84.000 €

84.000 €

84.000 €

65.000 €

382.500 €

5 Carl von Ossietzky Universität Oldenburg

0€

39.699 €

68.056 €

68.056 €

68.056 €

28.356 €

272.223 €

6 Jade Hochschule Wilhelmshaven/Olden burg/Elsfleth

0€

102.816 €

176.256 €

176.256 €

176.256 €

73.441 €

705.025 €

7 VIA University College

0€

100.902 €

122.152 €

122.152 €

122.152 €

93.402 €

560.760 €

-€

17.863 €

47.725 €

59.725 €

57.725 €

31.412 €

214.450 €

0€

59.200 €

118.400 €

118.400 €

236.800 €

59.200 €

592.000 €

0€

44.000 €

65.000 €

65.000 €

65.000 €

32.925 €

271.925 €

0€

50.000 €

80.000 €

200.000 €

130.000 €

56.000 €

516.000 €

40.000 €

697.779 €

1.081.651 €

1.323.151 €

1.352.007 €

593.638 €

5.088.226 €

1%

14 %

21 %

26 %

27 %

12 %

100 %

24.000 €

418.667 €

648.991 €

793.891 €

811.204 €

356.183 €

3.052.936 €

-€

-€

-€

-€

-€

-€

-€

8 Vejle Kommune 9 Vlaamse

Milieumaatschappij 10 Sweden Water

Research AB 11 Malmö stad

Total % of Total budget ERDF Norwegian funding

The planning of the Lead Partner includes a lump sum of 40.000€ as the preparation costs option has been selected.

E. Submission Annex Title

File

Annex Full Application Interreg NS project DISCO

20240305203...COfinal.pdf

Project Owner

Renate Postma @ Zwolle municipality

Date of submission

06/03/2024 10:34:05

The North Sea Programme Secretariat - Toldboden 3E, ground floor, DK-8800 Viborg - Phone: +45 7841 1770

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