Recommendations for future development of technologies for water management

A challenge describes both opportunities and barriers, and an enabler provides means to manage achallenge.

The framework for the deliverable is based upon identifying process facilitators (e.g.workshops) and discursive abilities/devices providing enablers that partners used in order to make senseacross organizations and professional communities (developers and users) as a means to develop anddeploy digital technologies and services.

IVL lead the work and edited the deliverable. Gothenburg city (CGEA), city of Amersfoort (COA) andBarcelona waste and wastewater company (BCASA) provided experiences as stakeholder and dataprovider, through user involvement.

IVL Swedish Environmental Institute, Eurecat (EUT), Talkpool (TP),Civity (CIV) provided experiences from development and implementation work (focusing on stakeholderengagement and user involvement). They all contributed to the deliverable through meetings and writingone section each. Analysing the same processes from different points of view provided interesting insightsinto the development process and implications for the coming phases of the project.

The Gothenburg section expresses how insights from cooperation issues from before the project, wereturned into a well-designed collaboration process (process facilitator) between developers andusers/stakeholders. In Gothenburg, engaging with various departments within the municipality and withexternal stakeholders has been a continuing learning process for IVL (case study leader).

IVL graduallypresented various opportunities within the project, both in Amersfoort and Barcelona, which has beenvery much appreciated by the stakeholders. In this way, the engagement process has also enabledstakeholders to envision a number of opportunities that the new technologies empower that can becontinued beyond SCOREwater.

Moreover, due to a fruitful collaboration between developers and stakeholders, both Gothenburg andBarcelona cities now envision even more opportunities and ambitions, some of which might be realizedwithin the project, some outside.Both Amersfoort and Barcelona also analyse how insights from different organizational issues influencedtheir design of process facilitators and discursive abilities.

The Amersfoort section shows the influencefrom a) the different organizational structures and motives between the municipality, the for-profitcompanies and citizen volunteers and b) the differences in work processes between their policy makersand data analysts, people that seemed to be previously unfamiliar with working together.

The first issuewas addressed through finding common ground in the objectives (added value as a discursive device) andthe second through designing a common process – going from simple to more complex hypothesis.

In the Barcelona case, BCASA realized a) that they needed to “translate” their needs and concepts withregard to wastewater maintenance to other Catalan partners and b) that they needed to involve andengage both workers and managers at several departments for the SCOREwater project so that theyunderstand.

see and value the benefits it provide and therefore engage in and support the SCOREwaterproject. EUT, TP and CIV expressed fewer specific challenges than the case studies, using familiar andproved process facilitators and discursive devices (CRISP-DM business modelling and user stories).

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