City Management System for Sustainable Urban Infrastucture (Re)development. EU proposal, Fifth framework Programme. Improving urban governance and decision making

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Fifth Framework Programme 1.1.4-4.1.1.

Improving urban governance and decision making.

City Management System for

Sustainable Urban Infrastructure (Re)development

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Preparation date:

june 1999

B1: Title page

Proposal full name: City Management System for Sustainable Urban Infrastructure (Re)development

Proposal acronym: CIMSURE

Work programme: 4.1. Sustainable city planning and rational resource management in the Key

action “City of Tomorrow”.

Priority 4.1.1 Improving urban governance and decision making. Fifth (EC) Framework Programme: Energy, Environment and Sustainable Development.

Date of preparation: June 1999

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B 2 Content list

Part B: Description of scientific/technological objectives and work plan

B 2 Content list 2

B 3 Objectives 3

B 4 Contribution to programme/key action objectives 5

B 5 Innovation 6

5.1 State of the art 6

5.2 Situation in practise 6

5.3 Innovations 7

B 6 Project workplan 8

6.1 Introduction 8

6.2 Project Planning and time table 12

6.3 Graphical Presentation 13

6.4 Detailed project description 14

6.4.1 Work package list 14

6.4.2 Deliverables list 14

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B 3 Objectives

Improving urban governance and decision making requires efficient and reliable instruments and tools for city managers. However, today’s decision-makers are lacking tools to, provide them with even rough indication on the overall impacts of urban development. During urban development knowledge of project costs remains limited to those expected for solely in the realisation phase and the impact assessment of measures which are believed to contribute to a n increased level of sustainability are only roughly estimated at best.

Massive natural resources are consumed during city (re)development, and emissions and waste are and will be produced during the whole urban process (during construction, but also notably in its use and maintenance phase and due to energy-consumption and transportation in cities).

Unquestionably, today’s urban planners and decision-makers are still lacking the tools, the instruments and the indicators capable of quantitatively and qualitatively assessing and diagnosing city planning alternatives within specific projects, the overall effects of potential drastic changes associated with city (re)development, and potentially suspicious or detrimental developments.

Within the densely populated cities in the European Union, land is a limited resource. The added value, which is created by organising the space into built environment and infrastructure comes at a price. Sustained and sustainable availability of optimum useful space becomes – in many respects - a scarce commodity . Consequently, the decisions about the (re)design of urban space and its implementation are extremely complex and filled with conflicting requirements. Therefore, at various levels and stages of design and specification a selection between various alternatives has to be made.

The choices will are made by the stakeholders of the process, who all have their own goals and motivations as well as their own specific competencies. In order to conclude a development process successfully, each participant should benefit from it, at least on balance. It should be born in mind that when looking at a project in an objective way, that not only the final (financial, technical, social and environmental) results have to be positive, but also each partial result for the various participants. A typical problem in the early stages of these kinds of projects is that the uncertainty concerning the results for each of the objectives are already hard to assess individually and even more so when comparing with an alternative design of the same urban area .

impact on costs, and environmental effects

available information

phases

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functions in the project area. The more transparent and user-friendly the information, planning and decision-making systems are, the more accessible they are and the higher the possibilities are to citizen participation. This is what the project is aiming at:

a neutral instrument for the qualitative and quantitative comparison of the different alternatives by item (notably urban infrastructure) for each participant at an early stage of the city (re)development process.

After discussions with several research institutes, municipal and governmental authorities and urban planners involved in the city management processes the research consortium formulated the following concrete research objectives:

• To assemble an intelligent data model which is capable to assist the urban planner and the urban engineer in their respective tasks of planning, design and specification of city areas. To accomplish this goal this instrument structures all the necessary data and tools and uses them in visual maps (2D or 3D) representing the plan area, for monitoring and simulation of financial, civil engineering and environmental aspects etc.

• To develop management tools for urban (re)development applicable from first initiative up to the exploitation phase of city management. The tools are filling in the need for reduction of complexity and risks within the planning process.

• To develop management tools for the realisation processes that are related to the (re)development of urban infrastructure.

• To produce an inventory of technical solutions, methods and best practices, in order to attain the objectives after realisation of the (re)development project.

The targets for improvements are of existing tools and creating new ones.

Generally a reduction of the risks, duration and costs of city management in case of the (re)development of city areas. By controlling this process in a smarter way, the realised urban area will have the following improved specifications:

- up to 5% less urban costs, energy consumption and emissions in urban construction by better land use solutions

- up to 10% less urban costs, energy consumption and emissions in urban maintenance including space heating (concerning new development) by better building design and land use solutions

- up to 20% less urban costs, energy consumption and emissions in urban transport (concerning new development) by better land use solutions

- up to 60% more rainwater discharge into the ground, to be able:

- to get up to 90% reduction of sewerage overflow to the surface water and therefore be able to: - up to20% improvement in the quality of the surface water and

- up to 60% reduction of flooding in streets and cellars in the event of long periods of rainfall - up to 20% savings on construction, maintenance and replacements of roads, sewerage and piping by

better methods of land preparation.

- up to 50% reduction of traffic congestion due to maintenance work on roads - up to 50% reduction of design and construction time

- up to 30% more vegetation (i.e. beneficial for dust caption, reduction of noise pollution, air quality improvement, quality of life and urban ecology) because of adjustment of the design of infrastructure. - up to30% more bio diversity by prior and weighted selection of locations, and its flora and fauna - up to 50% less damage to infrastructure because of vegetation on the one hand and civil technical

adjustments and the planning of selected types of vegetation on the other.

- up to 50% less damage to historical foundations en archaeological important remains through adjusted design and construction techniques

- up to 90% recycling of road building materials

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B 4 Contribution to programme/key action objectives

This proposal contributes to the goals as described in priority 4.1.1.-4.1 of the

Sustainable city planning and rational resource management in the Key action “City of Tomorrow”. Looking at the process of city planning one can conclude that this is a complicated, multidisciplinary and ever-changing process. Several parties, such as city councils, decision makers, urban planners, civil works engineers and citizens among others are all involved in the same process but speak a different language. Inefficient processes can be the result. All parties involved have the need for relevant information at the right aggregation level at the right time to make timely choices between alternative solutions. Given the large variation in the kind of information needed, the required data are often dispersed over many sources and show a large variation in quality and disposability. Consequently it appears to be difficult, let alone impossible, to have access to the relevant available data at the right moment against reasonable cost. Therefore there is a need for integrated concepts and systems that will facilitate city planning by reducing risks, providing information at any time appropriate in the process. In order to develop such a system, the process of city management has to be crystal clear. Therefore, one of the subsidiary goals is to make urban decisions more transparent and better to understand for all the stakeholders and use this understanding to define the required information at the relevant level of detail.

In case of the (re)development of city areas the urban infrastructure plays a critical role. The design, construction and maintenance of the urban infrastructure is influenced by several aspects, like population density and social aspects, real estate, environmental and political issues. In order to make sure that there is enough information available at the right time for infrastructure related decisions this topic requires special attention within the total process of city management.

The suggested approach in this project is to develop an integrated support system for city management that is able to monitor, simulate, and forecast the urban infrastructure in order to reduce duration and timing risks, integrate different sustainable aspects and supply information to the various parties involved. Techniques as group evaluation support, multiple comparison, goal optimisation (multiple, hierarchical, cyclical), cost benefit analysis, (financial) risk analysis (costs, sanctions), life cycle assessment and life cycle management, etc. can be thought of. The quantitative goals to be attained by this proposal for (re)development projects of urban infrastructure are summarised at the end of the paragraph B 3 Objectives

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B 5 Innovation

5.1 State of the art

World-wide, there are currently few research programmes addressing the management, planning and design of (re)development of urban infrastructure and having a medium to long-term character. However many countries, have undertaken programmes for short-term developments. Moreover, much of the innovation is done in local city projects, but not reported or communicated to other parties.

So the result of innovation are generally not widely disseminated and the generally experienced result is:

• A lack of design and decision making protocols/tools for urban (re)design of infrastructure and public space

• Fragmented and inefficient use of urban data and available technological solution in management and design processes

• Insufficient or fragmented knowledge and data available for urban infrastructure (re)design processes

• Fragmented solutions for renewing and repairing of existing urban infrastructure and networks.

• Fragmented planning and design of the various infrastructure components, such as roads, cables, sewers, vegetation et.

• A lot of innovation is done in local city projects, but reported and communicated to and with other local parties. This leads to costly failures, damages, high maintenance costs, high construction costs, low sustainable and environmental performance.

This leads to costly failures, damages, high maintenance costs, high (re)construction costs (e.g. many sewer systems and urban roads from the seventies had a less than 50% lifetime compared to the design expectations, increasing investment cost with over 100%), low sustainable and environmental performance. It is therefore reasonable to expect major benefits from information systems which will collate, validate and distribute knowledge on the proper management, planning and design levels.

5.2 Situation in practise

Various countries have started activities in order to solve these problems:

In one of the participating countries in a number of urban districts Geotechnical Advisory Groups works with questions linked to the urban decision process. The Geotechnical Advisory Groups form a long-term support for decision-makers in local authorities, who have to make decisions concerning problems involving geotechnical conditions.

A possible development may be that the Geotechnical Advisory Groups’ work will be made more concrete and systematic and then be implemented in a digital so called expert system (Decision Support System – DSS). The decision-making will be based on a well-balanced compilation of relevant conditions, i.a. geotechnical conditions.

In general databases for Technical Tools do not exist today. It is important that such tools will be developed within the fields of protection of new or existing foundation constructions, groundwater planning, vegetation and protection and/or consideration of subsurface archaeological relicts, etc..

In some of the participating countries toolboxes and decision support systems (DSS) for urban management are under preparation. On of these is going to be published during autumn 1999. It is not a fixed set of tools, but a flexible combination of tools needed and tailored to the user’s needs and changing as the needs of the user change. What is essential and innovative in the toolbox is that it contains elements of both assessment and GIS methodology and enables the user to use them integratively and in connection to relevant databases (buildings, population, roads and other networks etc.).

It can be used for evaluation of urban form and functions (like determining urban growth and dispersal, commuting distances, service areas of different public or private amenities etc.), urban economics (indicators for urban costs including buildings, infrastructure, green areas, transportation etc., foundation costs in different soil conditions, economic impacts of large shopping malls, new railway lines etc.) and urban ecology (consumption of raw materials, energy, production of emissions and waste and other

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environmental indicators, ecological balances etc.). Other EU project focussed on e.g. management and information development in urban civil engineering, best practices in sustainable urban infrastructure, the development of systems for planning and research in towns and cities for urban sustainability. Although all of the above projects derived at interesting methodologies, they seemed to lack a common language, or focussed primarily on rather isolated themes, such as housing problems or energy consumption.

Other projects, funded by the EC, are primarily focussing on externalities of energy, and notably the ways this may be accounted for. One of the primary methods believed to be able to integrate the tools and methods inventarised within CIMSURE will be accounting of the external costs associated with the project environment, by either macro-, impact pathway- and/or damage approaches.

In one of the participating countries, a public/private financed research program was recently started with help of the government, civil engineering research institutes and the largest civil engineering university faculties started a large research program is started of about 13 million Euro per year, dedicated to an overall improvement of the life cycle of large infrastructures (tunnels, railways, roads, dikes), sustainable urban infrastructure, urban soil remediation and integral water management.

On addition to the description of the situations in practise earlier mentioned in this paragraph, we may conclude:

• data in the infrastructural design process are lacking or only fragmented available,

• optimisation of the environmental performances of urban networks is needed,

• a further integration between technical systems on housing level with the technical systems at neighbourhood level will be counterproductive.

5.3 Innovations

Innovations in this project will be focused in following areas:

• Sophisticated urban data management tools,

• Integration of best practices from several member states in practical toolboxes,

• New technical concepts for urban networks as result of integration of existing technologies,

• Improving and accelerating the learning capacities with respect to urban infrastructure design and specification in the European Union due to a large potential of international linkages and easy dissemination of results and applications (including ex post evaluation in more mature versions of the system will improve ex ante evaluation effectively in next periods).

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B 6 Project workplan

6.1 Introduction

The objective of the research project is to assemble an intelligent data model to serve the urban planner as well as and the urban engineer in their respective tasks of design and specification of city areas. To achieve the according goal the work that has to be done is divided into six workpackages.

The relation between the six workpackages is shown in Figure 2.

WP0 Overall Coordination

WP1 1. Urban data modelling Toolbox

WP2 2. City management tools (for urban (re)development)

phases

initiative definition preparation realisation exploitation

WP3 3. Management of the technical realisation

WP4 4. Technical Tools for Urban networks

WP5 5. Testing of the integrated tools (WP1, 2, 3, 4 in selected projects)

1 2 3 S1 S2 S3 S4 S5 0 5 10 15 20 25 30 35 WP 2 WP 3 WP 4

sewerage biodiversity fundation ...

-functional requirements - technical attributes - investment costs - maintenance attributes - environmental attributes processflow grid interface information output

of alternatives

input of wp's

initiative brief design construction maintenance

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The workpackage 0 is the overall co-ordination of the project and therefore not specific for the topic of this project. The final workpackage is workpackage 5 in which the testing of the integration of the results of other workpackages is carried out.

That leaves four technical workpackages: WP 1 Urban data modelling

WP 2 City management tools (for urban (re)development) WP 3 Management of the technical realisation

WP 4Technical Tools for Urban networks

Earlier in this proposal is stated that the parties involved in the planning process suffer from a lack of the right data at the right moment, when decisions need to be made. On these very moments the parties can have on top of that contrary demands. So there is a need of “neutral” information, which is in the benefit of all participants. Looking at a urban area from different kind of ways, from different disciplines there is always one uniting aspect, the geographical identification. So if we need all kinds of data and information for a specific area, we could raise the efficiency of information streams by basing it on one structure. A grid based system provides the perfect solution. In this way the instrument can be used to adapt the input to system, generate output and analyse different alternatives for development in the same structured way. An example of a case study with a grid based system is shown in Figure 3.

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g e b ie d 3 Y f a s e 1 1 g e b ie d 3 Y f a s e 1 g e b i e d 2 A f a s e 2 g e b ie d 2 B f a s e 2 g e b i e d 5 B f a s e 2 gebied 5A fase 1 g e b i e d 4 A f a s e 1 g e b ie d 4 B f a s e 2 g e b ie d 2 D f a s e 3 gebied 3Z fase gebied 4A gebied 4 B S T A T I O N S T A T I O N gebied 2C fase 3 gebied 3Z fase gebied 2C fase 3

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When one chooses a grid size of 12,5 m * 12,5 m all the data that is applicable for a site can be put in, analysed and displayed (graphically or in tables) in the same way. In the example in Figure 3 each colour(code) represents a function and is recognised by an unique code. This code is the link to all the other properties that are hosted in the databases.

To organise this data handling in this kind of system several steps need to be taken.

First has to be investigated what are the relevant categories of data used in planning processes, what is available at a national level. Subsequently, it should be investigated what is the needed and the available level of detail as well as what is the accuracy of these data. The accuracy or broader the quality of these data can be declared in various dimensions, such as:

Source of the data (e.g. http://www.Cimsure.org/civiltech/datalinks.htm) Qualitative data, (e.g. building permit obliged)

Estimated quantitative data (e.g. hindrance costs) Ballpark quantitative data (e.g. landcosts, unit building costs) Calculated data (e.g. interest on loans, environmental effects) Empirical data (e.g. groundwater level, geology)

Once the data is analysed it can be fed into the conceptual model. At this stage the backbone of the system is being created. But there is still no user capable to do anything with this result, because the lack of an adequate interface to unlock the information that is still within the system. So at this point there has to be created a data management toolbox to integrated the available data and give the user of the system the possibility to communicate with the system. For example he has to be able to implement various alternatives of the plan site in the system, when he has inventoried this site. At this moment he can use the project unbound data in combination with project bound data to make analyses of his site. These analyses can consist of just generating a visual representation of the site to making a risk analysis of the development project.

The last activity in this workpackage is to test the data handling of the model in order to make sure the results of the next workpackages can be fitted easily.

As one can read in Figure 2 the process of city management can be divided into five phases. 1. Initiative phase

2. Definition phase 3. Preparation phase 4. Realisation phase 5. Exploitation phase

Each phase is a completed period of time. At the end of each phase there should be a go or no go decision based upon a decision document. In each phase the prognoses will be more accurate. But it would be waste of time and energy to make each time new calculations. So there’s a real gain of efficiency to realise when there would be some kind of harmony between these phases. By making an instrument that can deal with abstract and more concrete data as well this goal can be achieved.

On the other hand each phase needs some specific checklists, data, calculation techniques and documents. To sort out which steps need to be taken, there has to be made a thorough analysis of the plan process, for aspects such as:

• Finance

• Legislation

• Environment

• Organisation

• Communication

This process and its aspects can be filled in in a conceptual model of city management. Of course there are several separate instruments in the European market that can be used to fill the toolbox that is being created for the purpose of city management. That is why there will be an inventory of management tools to fit in the overall structure created in WP 1.

Workpackage 3

Within the planning process the realisation phase is defined. This phase is actually a collection of several different realisation processes. An example of such a realisation processes is site preparation. When a total urban area is developed the site has to be prepared for all the components that are constructed within the

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area afterwards. This process is crucial for reducing risks, costs and maintenance particularly for complex soils.

This process is one of the realisation processes. Another one is the realisation of the sewage system or the glass fibre networks. Each process has got different participating parties, data, protocols etc. For all these processes there will be an inventory just like in workpackage 2. And just like in that workpackage there will be the analysing of data and the creation of a management toolbox for this realisation process.

The lowest level (not by importance) of the DSS is the level of technical solutions. This level delivers input for the other workpackages. Because when a municipal decision maker needs to evaluate different alternatives of development at a aggregated level, those decisions are also based on knowledge of the technical solutions. It is impossible to make calculations of lifecycle costs, if one does not know the investment costs and exploitation costs of a square meter recreational space for example, if suited in the planning area. Another example is the different solutions for drain water pipes, with different specifications in costs, construction time, maintenance cycles, performance etc. The knowledge of all these kinds of technical solutions has to be collected and be brought in the system. Therefore there will be an inventory of these solutions for urban infrastructure. After the inventory there will be made an analysis and an improvement of potentials. Once this work is done there must be put together a technical solution database which can be fit in the urban data model of workpackage 1.

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6.2 Project Planning and time table

The entire project is divided into six workpackages. Each workpackages consists of several subtasks. Each subtask is a well delineated cluster of research activities..

In Figure 4 there is shown an overview of the project, its duration and inner relationships. One can see the relation and the duration of the tasks, but not the resources connected to the tasks. All the subtasks are managed by the subtaskleader and can be worked out by several partners. The total duration of the project is 4 years. So when the project would start at 1-12-1999 it would finish at 31-10-2003. There is strong chronicle order within workpackages. The workpackages 1, 2, 3 and 4 are almost parallel to each other.

ID Task Name Duration

1 WP 0 Overall co-ordination 208 wks

2 0.1 Steering Committee 208 wks

3 0.2 Project Office 208 wks

4 0.3 Coordinator tasks 208 wks

5 WP 1 Urban data modeling 208 wks

6 1.1 Conceptual Urban Data Model 26 wks 7 1.2 Inventory of available national data 26 wks 8 1.3 Analysing and filling in conceptual model 26 wks 9 1.4 Creating data management toolbox for decision making 26 wks 10 1.5 Testing the model using data 104 wks 11 WP 2 City management tools (for urban (re)development) 207 wks

12 2.1 Conceptual Process Model. 26 wks 13 2.2 Inventory management tools (use of urban data) . 104 wks 14 2.3 Analysing & improvement of data use 104 wks 15 2.4 Creating management toolbox for data use. 104 wks 16 2.5 Testing in Local Projects of separate tools 104 wks 17 WP 3 Management of the technical realisation 208 wks

18 3.1 Conceptual Realisation Process Model 26 wks 19 3.2 Inventory of the used data and models. 104 wks 20 3.3 Analysing & improvement performance of data use 104 wks 21 3.4 Models and toolbox for data use 104 wks 22 3.5 Testing in Local Projects 104 wks 23 WP 4 (Technical Tools for Urban networks) 156 wks

24 4.1 Inventory of existing technologies 52 wks 25 4.2 Analysing and improvement of potentials 104 wks 26 4.3 Developing technical toolbox 104 wks 27 4.4 Testing in local projects 104 wks

28 WP 5 Testing of the integrated tools 51 wks

29 5.1 Preparation of a training manual for testing and evaluation 40 wks 30 5.2 Planning and organisation for testing in local situations 5 wks 31 5.3 Assessment and feedback from the tests 4 wks

32 5.4 Agenda for improvement 2 wks

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2000 2001 2002 2003

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6.3 Graphical Presentation

The workpackages, which are explained in the next paragraph, do have several relationships with each other. Not every link is shown in this figure, because of the readability of this figure. WP 0, the overall co-ordination, has got a relationship with all the other workpackages. Where WP 1 provides a structure for WP 2, WP 3 and WP 4 , because the management toolbox is the backbone of the other elements.

0.1 Steering Committee 2 208 wks Wed 1-12-99Tue 25-11-03 0.2 Project Office 3 208 wks Wed 1-12-99Tue 25-11-03 0.3 Coordinator tasks 4 208 wks Wed 1-12-99 Tue 25-11-03

WP1 Urban data modeling

5 208 wks Wed 1-12-99Tue 25-11-03 1.1 Conceptual Urban Data Model 6 26 wks Wed 1-12-99Tue 30-5-00

1.3 Analysing and filling in conceptual model 8 26 wks Wed 29-11-00Tue 29-5-01 1.4 Creating data managementtoolbox for 9 26 wks Wed 30-5-01Tue 27-11-01

1.5 Testing the model using data 10 104 wks Wed 28-11-01Tue 25-11-03 WP2 City management

tools (for urban 11 207 wks Wed 1-12-99Tue 18-11-03 2.1 Conceptual Process Model. 12 26 wks Wed 1-12-99Tue 30-5-00 2.4 Creating management toolbox for data use. 15 104 wks Wed 22-11-00Tue 19-11-02

2.5 Testing in Local Projects of separate tools 16 104 wks Wed 21-11-01Tue 18-11-03

3.1 Conceptual Realisation Process Model 18 26 wks Wed 1-12-99Tue 30-5-00 WP3 Managementof the technical realisation 17 208 wks Wed 1-12-99Tue 25-11-03 3.3 Analysing & improvement performance 20 104 wks Wed 29-11-00Tue 26-11-02

3.4 Models and toolbox for data use 21 104 wks Wed 30-5-01Tue 27-5-03 3.5 Testing in Local Projects 22 104 wks Wed 28-11-01Tue 25-11-03 4.1 Inventory of existing technologies 24 52 wks Wed 31-5-00Tue 29-5-01 4.2 Analysing and improvement of potentials 25 104 wks Wed 30-8-00Tue 27-8-02 4.3 Developing technical toolbox 26 104 wks Wed 29-11-00Tue 26-11-02 4.4 Testing in local projects 27 104 wks Wed 30-5-01Tue 27-5-03 5.2 Planningand organisation for testing in 30 5 wks Wed 3-9-03 Tue 7-10-03

5.3 Assessment and feedback from the tests 31 4 wks Wed 8-10-03 Tue 4-11-03 5.4 Agenda for improvement 32 2 wks Wed 5-11-03Tue 18-11-03 1.2 Inventory of available national data 7 26 wks Wed 31-5-00Tue 28-11-00 2.2 Inventory managementtools (use of 13 104 wks Wed 31-5-00Tue 28-5-02

3.2 Inventory of the used data and models. 19 104 wks Wed 31-5-00Tue 28-5-02 WP4 (Technical Tools for

Urban networks) 23 156 wks Wed 31-5-00Tue 27-5-03 WP5 Testing of the integrated tools 28 51 wks Wed 27-11-02Tue 18-11-03 5.1 Preparation of a training manual for testing 29 40 wks Wed 27-11-02Tue 2-9-03

2.3 Analysing & improvement of data use 14 104 wks Wed 30-8-00 Tue 27-8-02 WP0 Overall co-ordination 1 208 wks Wed 1-12-99Tue 25-11-03

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6.4 Detailed project description

6.4.1 Work package list

The entire project consists of six workpackages, namely 0. Overall co-ordination

1. Urban data modelling

2. City management tools (for urban (re)development) 3. Management of the technical realisation

4. Technical Tools for Urban networks

5. Testing of the integrated tools (from WP1, 2, 3 and 4 in selected projects) 6.4.2 Deliverables list

WP 0

• Periodic reports

• Workshops and Seminars

• Final reports

WP 1

• Conceptual Urban data model

• Decision support system (DSS) for the urban planner and engineer

WP 2

• Report of process model

• Reports of the results of the inventories and analyses by the participating countries

• Reports on performance improvement

• Prototype management toolbox

• Testreports

WP 3

• Report on conceptual realisation process model

• Reports of the results of the inventories and analyses by the participating countries

• Reports on data structure and data management within several existing national databases

• Tools for use of data in the initiative, brief, design, construction and in the operation/maintenance phase

• Test reports

WP 4

• Prototype toolboxes with technical solutions and methods and their applicability characteristics

WP 5

• Training manual

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6.4.3 Workpackage Descriptions

Work package number: 0 Overall co-ordination

Start date or starting event: month 1 duration: 48 months

Lead contractor number: CO-1

P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 0.1 Steering Committee 2 0,5 0,5 0,5 1 0,5 0,5 0,5 0,5 0,5 0,5 0.2 Project Office 12

0.3 Coordinators tasks 5

Total 19 0,5 0,5 0,5 1 0,5 0,5 0,5 0,5 0,5 0,5

Objectives and input to work package

The objective of this work package is to manage the project in an efficient way. The aspects that can be managed are: money (budget), organisation, time (the milestones as defined) on the one hand and, information and (scientific) quality on the other.

Description of work

Subtask 0.1 Steering Committee. The steering committee has the responsibility and the right to make decisions in order to manage the entire project and to secure that the project is conducted and run according to the targets and the guiding principles, which are stated in the project.

Subtask 0.2 Project Office. The project office has a central role for the project. It needs to stimulate efficient communication, data exchangement, organisational facilitation.

Subtask 0.3 Co-ordinators tasks. Report to the steering committee about the project situation, time schedules, budget review and so on.

Suggest to the steering committee about specific meetings within the project Exchanging experiences

Supporting each other

Deliverables

Periodic reports

6-monthly progress report 12-monthly progress report periodic cost statement Mid-term assessment report Workshops and Seminars 12-montly workshops Country specific seminar Final international seminar Final reports

Final technical report Exploitation report Publishable synthesis report Consolidated cost statement

Milestones and criteria

Reports mentioned at box deliverables in a time scheme according to EC requirements.

Interrelation with other work packages

The Organisational part of the project is clustered in this work package. So there is input from all the other work packages.

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june 1999

Work package number: WP1 Urban data modelling

Start date or starting event: month 1 duration: 48 months

Lead contractor number: P1

P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 1.1 Conceptual Urban Data Model 2 0,5 5 3 0,5 0,5 0,5 1.2 Inventory of available data of pilot towns. 3 0,5 4 2 3 2 0,5 3 1.3 Analysing and filling in conceptual model. 5 3 2 1.4 Creating data management toolbox 18 6

1.5 Testing in Local Projects 2 4 1 0,5 1

Total 30 1 9 2 19 1,5 2 1,5 6,5

To assemble an intelligent data model which is capable to assist the urban planner, the manager and the urban engineer in their respective tasks of design and specification of city areas. The application will focus on physical infrastructure and other relevant data urban areas with complex soil and environmental conditions. To accomplish this goal the instrument structures all the necessary data and tools and uses them in GIS and visual (2D or 3D) maps representing the plan area, for monitoring, assessment and simulation of financial, risk and environmental aspects.

Subtask 1.1 Conceptual Urban Data Model. Making of the conceptual data model by defining the basic concepts, their interrelations focussing on the essential data like: population, real estate, pavement, traffic, groundwaterlevel, condition of the soil, landcosts and global unit costs etc. The construction of a grid based or other GIS based application able to integrate the data for urban analyses in early stage of the plan process. Subtask 1.2 Inventory of available national, regional and local data relevant for local aspects and issues applied in urban areas. Firstly participating towns and secondly towns from participating countries will be selected. This means the data specified at subtask 1.1.

Subtask 1.3 The analysing of the specified data and the filling of the conceptual data model with the analysed and converted data.

Subtask 1.4 Creating data management toolbox for decision making. The creation of framework for database and information systems on a grid other GIS based way especially suited for storage, retrieval, combination, visualisation, and modelling geo-data. In this way all relevant technical and environmental information should be more readily applicable already in the early stages of urban management, planning, design, decision making, engineering and cost-rating of large urban (re)development projects.

This toolbox is the backbone of the entire information system and therefore in this subtask the communication requirements and data quality specifications will be formulated.

Subtask 1.5 Testing the model using data derived from local projects related to WP 2 and 3. Testing of the results of the subtasks until 1.4 for pilots.

Deliverables

Conceptual Urban data model

Decision support system (DSS) for the urban planner, manager and engineer for the data management in planning, designing, assessment and specification of city areas. This DSS utilises the process model of city management from WP 2 and the process model of design & construction model from WP 3, which facilitates these parties by:

• producing checklists (developed in WP 2 & 3) at the beginning of well delineated sub-tasks,

• reduction of the information to what is really needed (JIT),

• generation and evaluation of alternatives,

• suggest solutions and methods (checklists) for those remaining problems that are too complicated to tackle in such a broad data system.

Conceptual data model 6 months

Reports of inventory 12 months

Prototype management toolbox 18 months

Test reports of local situations 24 months

Improved prototype management toolbox 48 months

The deliverables of workpackages 2, 3 and 4 are input for this workpackage.The deliverable of this package contains a structure in which the deliverables of workpackage 2, 3 and 4 fit in.

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Work package number: WP2 City management tools (for urban (re)development)

P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 2.1 Conceptual Process Model 1 3 5 0,5 0,5 1 2.2 Inventory management tools 2 5 1

2.3 Analysing & improvement of data use 1 5 2.4 Creating management toolbox for data use 7 22

2.5 Testing in Local Projects 3 10 0,5 1 0,5

Total 14 3 47 1 2,5 1,5

To develop management tools for urban (re)development usable from the first initiative up to the exploitation phase of city management, except the realisation phase which is in WP 3. To improve the dispersed decision making systems by providing the stakeholders and citizen with the efficient and reliable instruments and tools needed to assess urban development alternatives. The tools are filling in the need for reduction of complexity and risks within the urban management process.

Management tools for urban (re)development Subtask 2.1 Conceptual Process Model.

Constructing a conceptual model the of the city-management process regarding decisionmaking /organisation, planning/design/specification and communication. For example: which steps have to be taken for land acquisition etc. This is also the structure of the DSS (*) within this workpackage.

Subtask 2.2 Inventory of existing management tools .

Inventory of existing instruments and tools according to the plan process in firstly participating towns, secondly towns in other participating countries and thirdly in other European countries. This subtask will be limited to the inventory of tools, methods, and best practices of in total of 10-15 towns of varying size (small, medium and large) and located in different European regions.

Subtask 2.3 Analysing & improvement of data use.

Analysis and conclusions for the improvement of data as well as for the definition of the measurement units for integration, enabling comparison, including data-formats etc.

Subtask 2.4 Creating management toolbox for data use.

Process management support tools: minimal duration and timing risks, group evaluation support;

Analytical tools: pairwise comparison, multiple comparison, simultaneous/hierarchic, goal optimisation (multiple, hierarchical, cyclical), cost benefit analysis, (financial) risk analysis (costs, sanctions), etc. Assessment and evaluation tools: economical and ecological impact assessment, tools for assessing urban form and functions

Subtask 2.5 Testing in Local Projects of separate tools as mentioned in 2.4.

Testing of the results of the subtasks until 2.4 for pilot towns. (Note that testing of integrated datamanagement will be done in WP1).

Deliverables

Report of process model

Reports of the results of the inventories and analyses by the participating countries Reports on performance improvement

Prototype of the management toolbox Test reports

Report of process model 6 months

Reports of participating countries on inventory and analysing 12 months

Prototype management toolbox 24 months

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Work package number: WP3 Management of the technical realisation

Start date or starting event: month 1 duration: 36 months

P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 3.1 Conceptual Building Process Model 1 0,5 1 1 1 1

3.2 Inventory of use of data in existing models 1 1 1 1,5 1 2 0,5 2 1 1 1 3.3 Analysing & improvement performance of data use 1 1 1 2 1 3.4 Models and toolbox for data use 1 2 1 1

3.5 Testing in Local Projects 1 0,5 1 1,5 0,5

Total 5 2 5 1,5 5 7,5 0,5 3 1,5 1 2

To develop a conceptual model of the actual realisation processes, as part of a planning process (task 2), subdivided in design, construction up to operation and maintenance (see also scheme Figure 2). Examples of building processes to be included are e.g. preparative ground works on soft soils, sewer renewal projects, etc. The relevant and available national databases needed are subsequently inventoried, analysed and improved if necessary.

Subtask 3.1 Conceptual Realisation Process Model

Definition of the conceptual model of the realisation process. For example which steps have to be taken to obtain building permits etc. This task aims to set the structure for the Decision support system.

Subtask 3.2 Inventory of the used data and models. Inventory and analysis of existing national databases for design, construction, operation and maintenance. They should be adapted for cases studies to be carried out within the city pilot projects. This will have to be repeated in other participating countries (country specific approach if needed).

Subtask 3.3 Analysing & improvement performance of data use Adaptation and improvement of the models and data obtained Subtask 3.4 Models and toolbox for data use

Selection of data conversion tools for initiative, brief, design, construction, operation/maintenance related to the topics in WP4 (*)

3.4.1 Tools for use of data in the initiative phase 3.4.2 Tools for use of data in the brief phase 3.4.3 Tools for design phase

3.4.4 Tools for use of data in the construction phase 3.4.5 Tools for use of data in the operation/maintenance phase Subtask 3.5 Testing in Local Projects

Deliverables

Report on conceptual realisation process model

Reports of the results of the inventories and analyses by the participating countries Reports on data structure and data management within several existing national databases

Tools for use of data in the initiative, brief, design, construction and in the operation/maintenance phase Test reports

Conceptual model 6 months

Database inventory and documentation 12 months

Prototype toolbox 18 months

Models and toolboxes for building processes 24 months

Testing and improving toolbox 36 months

Improved Prototype toolbox 48 months

The process model of design & construction from WP 3 will serve as input for WP 1 and WP2, and vice versa

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june 1999

Work package number: WP 4 Technical Tools for Urban networks

P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 4.1 Inventory of existing tools 4 5 4 1 1 4 1,5 2 4 4.2 Analysing and improving potentials 7 5,5 4 1 1 1 4 2 3

4.3 Developing toolbox 8,5 7 1 6 5 6

4.4 Testing in local projects 2 1 1 1 1 0,5 1 2

Total 21,5 10,5 16 4 3 1 15 2 10 15

Inventory of technical solutions and methods in order to attain the previously mentioned objectives for sustainable, urban infrastructure (re)development after realisation of the (re)development project.

Subtask 4.1 Inventory of existing technologies for new structures or repair of existing structures. Inventory of technical solutions and methods for fulfilling the objectives (see summary).

Examples are site preparation, road & pavement design, sewers & common utility systems, foundation protection, rain catchment/disposal, groundwater planning, nuisance abatement (vibrations, noise, etc.), urban vegetation, materials reuse and recycling, protection of underground structures of historical interest, etc.

Subtask 4.2 Analysing and improvement of potentials Subtask 4.3 Developing technical database

Subtask 4.4 Testing in local projects

Deliverables

Prototype toolboxes with technical solutions and methods and their applicability characteristics

Database inventory of tools 24 months

Prototype toolbox 36 months

Testing, improving and extending toolbox 36 months

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Work package number: 5 Testing of the integrated tools from WP1, 2, 3 and 4 in selected projects

P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 5.1 Training manual 1 1 0,5 1 2 1 0,5 0,5 5.1 Planning and organisation for testing in loc sit. 2 1 1,5 2 1 2 0,5 4 5.3 assesment and feedback from the test 1 1 1 1 1,5 1 0,5 2 5.4 research agenda for improvement 1 0,5 1 1 0,5 0,5 0,5 0,5 1

Total 1 3 4 4 5,5 5 1,5 4 1,5 7,5

Testing and evaluation of the prototype in case studies.

Subtask 5.1 Preparation of a training manual for testing and evaluation Subtask 5.2 Planning and organisation for testing in local situations Subtask 5.2.1 Extensive testing of the prototype in one city Subtask 5.2.2 Brief testing of the prototype in 5 other cities Subtask 5.3 Assessment and feedback from the tests Subtask 5.4 Agenda for improvement

Deliverables

Training manual Test evaluation report(s)

Training manual from36 month Test evaluation report(s) from 42 month

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C1: Title page

Proposal full name: City Management System for Sustainable Urban Infrastructure (Re)development

Proposal acronym: CIMSURE

Work programme: Priority 4.1.1- 4.1.

Sustainable city planning and rational resource management in the Key action “City of Tomorrow”.

Fifth (EC) Framework Programme: Energy, Environment and Sustainable De-velopment.

Date of preparation: June 1999

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C2: Content list

Part C: Description of contribution to EC policies, economic development, management and participants

C2: Content list... 2 C3: Community added value and contribution to EU policies ... 3 C4: Contribution to community social objectives ... 5 C5: Project Management ... 6 C6: Description of the consortium... 8 C7: Description of the participants ... 9 C8: Economic development and scientific and technological prospects ... 29

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C3: Community added value and contribution to EU policies

In Europe urbanisation and urban population density still increase, i.e. urban size, urban traffic (congestion), the demands on urban infrastructure and urban complexity increase, whereas the quality and reliability requirements of urban infrastructure increase: because of health, safety and economic reasons it is no longer acceptable that electricity-, gas-, sewer-, drinkingwater-, communicationcable- and waterdischarge-systems fail, that roads are frequently in repair or cut open for utility provisions, that street and cellars are flooded after heavy rainfall etc. On a large scale new urban areas are developed and old living, shopping and industrial areas have to be redeveloped to keep up with economic and quality of living demands. The present state of the art of (re)development of urban infrastructure lacks the management and technological tools to fullfil the required demands, i.e. to be cost-effective, to optimise economic, ecological and environmental benefits, to minimise risks (financial, functional, safety, reliability) and maintenance etc.

The present proposal will deliver a City Management System that connects all stages of decision making, planning, design, building and maintenance on management level, planning level and design level, in such a way that the impacts of alternative plans, designs and technological provisions can be weighed against the desired performance requirements.

At present, however, there is neither a good insight in both the wide range of potential alternative designs and solutions, which could be realised with the present broad range of technological and design possibilities, nor in the quantitative and qualitative effects of alternative plans, designs and technologies to attain the desired level of economic, social and environmental qualities. This is due to the fact that the required knowledge, data,

technologies and data handling and design tools are dispersed over a magnitude of institutes, municipalities, engineering firms etc. Therefor the present proposal aims at bringing together in the participating countries these scattered information and tools and to incorporate them in the City Management System in a way appropriate to the needs of the different decision stages from aggregated (city management level) to detailed (design level) in order to be able to attain along the whole planning process the optimal decisions with respect to the objectives described in form B3:

For City Management and Citizen Participation:

a neutral instrument for the qualitative and quantitative comparison of he different alternatives by item (notably urban infrastructure) for each participant in the decision process from the early stages of the development process.

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june 1999 For the (re)development planner and designer:

an inventory of technical solutions, methods and best practices, in order to attain the economic, social and environmental objectives after realisation of the (re)development project, such as e.g..:

- up to 5% less urban costs, energy consumption and emissions in urban construction by better land use solutions.

- up to 10% less urban costs, energy consumption and emissions in urban maintenance including space heating (concerning new development) by better building design and land use solutions.

- up to 20% less urban costs, energy consumption and emissions in urban transport (concerning new development) by better land use solutions.

- up to 60% more rainwater discharge into the ground, to be able:

- to get up to 90% reduction of sewerage overflow to the surface water and therefore be able to: - up to 20% improvement in the quality of the surface water and.

- up to 60% reduction of flooding in streets and cellars in the event of long periods of rainfall.

- up to 20% savings on construction, maintenance and replacements of roads, sewerage and piping by better methods of land preparation.

- up to 50% reduction of traffic congestion due to maintenance work on roads. - up to 50% reduction of design and construction time.

- up to 30% more vegetation (i.e. dust caption, reduction of noise pollution, air quality improvement, quality of life and urban ecology) because of adjustment of the design of infrastructure.

- up to30% more bio diversity by prior and weighted selection of locations, flora and fauna. - up to 50% less damage to infrastructure because of vegetation by on the one hand civil technical

adjustments and on the other modified choice of vegetation.

- up to 50% less damage to historical foundations and archaeological important remains through adjusted design and construction techniques.

- up to 90% recycling of road building materials.

- up to 50% cost reduction for the remediation of deep soil and groundwater pollution

CIMSURE will support the streamlining of information on urban infrastructure, the integration of this information into communicable coherent packages and assist decision making at different levels towards optimisation of urban infrastructure (re)development decisions in urban areas.

CIMSURE therefore contributes to the rationalisation of the use of natural, financial and human resources, which will make cities more competitive at a European level as well as world wide.

CIMSURE therefore helps indirectly the economic development and growth of Europe.

The possibility to offer affordable accessible decision support tools for better management of infrastructures in these cities opens up enormous possibilities for economic growth in the engineering/consulting sector. CIMSURE will allow municipal offices and private firms, working in the area of infrastructural engineering and urban planning to work more efficient, while performing better and deliver more balanced products for better built urban environments. Engineers will be able to improve their services in European Union member states, in regions of economic and social transition, in developed as well as developing countries.

Many cities in the world are located in areas with “soft” soils along rivers, estuaries and coasts: the market for better engineering services for infrastructures in these types of environments is enormous.

CIMSURE will also help to improve the professional performance of urban planners, and help enforce their role in the local community.

Decision makers at higher levels will be given an instrument to make more efficient, and more transparent choices between possible alternatives of infrastructure (re)development.

CIMSURE will provide a particular helpful tool to the urban managers in the new member states, with respect to their aim to comply with the European environmental regulations. CIMSURE will consequently provide these cities with a relevant tool to make them more competitive on the European (and world) market; and also contribute to the growth and competitiveness of urban planning and engineering firms in all (actual and future) member states.

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C4: Contribution to community social objectives

A good quality of life in the city induces well to do citizens to return to city life, attracts visitors and investors, and so enhances employment opportunities, social life, safety and well being. A good quality of city life, however requires as a basis a good functioning infrastructure, i.e.:

• reliable, uninterrupted availability of electricity, gas, drinking water, sewage discharge

• clean soil and ground- and surface-water

• an ecological rich flora and fauna, contributing to both visual living quality and recreational possibilities, as well as to dust, noise and air quality control

• no flooding of streets and cellars

• undamaged, accessible, save pavements and roads of sufficient capacity

• accessible, high quality infrastructure provisions for business and industrial areas

The impact is twofold. On one side the results will have a significant effect in the scientific community working on urban infrastructure planning, design and management on the other side, the results will have effects on potential final users of the methodology. The project will care from the beginning that both impact lines are integrated in the project, and later on, that the dissemination is clearly oriented to both target groups.

The scientific community is present in the project in two ways. Firstly, all team members from the institutes and universities have scientific skills, and belong to their countries specific scientific community and, most of them, to the international scientific community. Secondly, the project accounts with the scientific board of the Delft Cluster to control and validate the project outputs.

The impact on the scientific community will take a long time span to be effective. The publications and training activities that will follow the CIMSURE project will help to initiate a further theoretical discussion and exchange of opinions that will evolve in time. Every team member will participate in those processes and launch other individual of common research initiatives.

The Website of the project and the dissemination and training programme will be the follow up tool for such processes. These tools are flexible, which allows a process of interaction and innovation.

The dissemination tools considered in the project (publications, symposium, website) are aiming to maximise the impact of the results in two directions: to the final scientific community and to the users community.

The potential users are mainly European public administrations responsible for sectoral policies, and engineering/consultancy firms. Other potential final users are stakeholders in general, like NGO’s, national governments and international organisations, (e.g. investment banks, ECE, etc.).

The project has included these users from the beginning of the project itself. They will play an important role in the project development and testing phases, particularly oriented to validate usefulness and applicability of the whole methodology. They will also be involved in the dissemination procedure foreseen by the project. The participation from the beginning of the project of qualified members of both communities insures that the broader community members will consider project results appropriately. This is one way in which the project insures that the potential strategic impact of the project becomes real, the other way are the dissemination tools considered.

In conclusion the exploitation’s objective of the project being that the methodology delivered by the project becomes more and more used in single applications in the European Union, the analytically founded CIMSURE methodology will provide very consistent tools to every team member to compete for the provision of their services wherever demanded.

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C5: Project Management

The figure below shows how the project is organised. At the top there is one central point for co-ordination purposes, which is filled in by TNO. TNO is assisted by the steering committee of this project.

Project office TNO

Rotterdam Delft The Hague

Delft Cluster (TNO,GD, TUD) municipalities Germany TTZ, TUB, RUB municipalities Sweden SGI municipalities Finland VTT Co-ordinating Partner TNO Steering committee Figure 1 Organogram

Total responsibility for the entire project

TNO has the total responsibility towards the Commission that the project is fulfilled according to the targets and intentions, which are stated.

This implies that TNO will run a central secretariat that is taking care of administrative tasks like the spent man hours, budget control, internal and external communication etc.

The Steering committee.

The steering committee has the responsibility and the right to make decisions in order to manage the entire project and to secure that the project is conducted and run according to the targets and the guiding principles, which are stated in the project.

The steering committee consists of one person from each signing partner.When needed the work package leaders are called in by the committee to take part of the committees meetings. The steering committee has the following assignments:

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To make sure that time schedules and budget is followed

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That the results advance according to the project plan

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To manage and, if needed, redistribute resources

Work package leaders

For all work packages one project leader is assigned and when needed one deputy proj??ect leader. It is important that all partners are represented in different roles as leaders.

The project leaders have the following responsibility:

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Total responsibility for the work package

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To make sure that the decided targets for the entire project are accomplished

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To keep the time schedules and budget

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Create motivation and engagement in the work package

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Distinct leadership

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Assign tasks so that all partners are involved

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Report to the steering committee

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To make sure that the work package is run in an efficient and rational way

Pilots