Integrated Water Management requires breaking down silos and fostering partnerships across sectors.

• Case in point: Copenhagen’s response to a severe cloudburst in 2011 led to a city-wide cloudburst plan involving over 350 projects and extensive cross-sector collaboration.
• Takeaway: Government agencies, local authorities and water companies should work more consistently with river trusts, internal drainage boards and other stakeholders to develop cohesive strategies that enhance adaptation and resilience. It is important to keep the partnerships together, forming an Integrated Delivery Partnership with data sharing agreements and the development of a live Common Works Programme.

NbS and Blue-Green Infrastructure (BGI) deliver multiple benefits, from flood management, water quality improvements, to enriched biodiversity and public well-being.

• Example: The River Wyre Catchment project demonstrated how sustainable financing can support NbS projects.
• Actionable insight: Prioritise NbS wherever possible, integrating them into urban planning and water strategies. Evaluate the wider benefits and ensure that communities are engaged to maximise buy-in and long-term success. Secure the long-term Adoption and Maintenance by confirming ownership and the need for any commuted sums (lump-sum payments) from others.

Fragmented policies and rigid frameworks often delay progress, but innovative approaches can break the deadlock.

• North East roundtable findings: Participants called for simplified funding streams and policy reforms to incentivise farmers and other stakeholders to adopt water-friendly practices.
• Takeaway: Advocate for policy changes and encourage cultural shifts within organisations to embrace uncertainty and adaptive decision-making based on population growth, urban creep and climate data. Understand gaps and perceived blockers, developing policies and standards and human capital (skills and resources).

Demonstration projects are an effective way to validate the feasibility of Integrated Water Management solutions and secure long-term support.

• Wessex and South West discussions: Participants urged organisations to embrace a "Living Labs" approach, testing real-world solutions and gradually building evidence to scale up initiatives.
• Advice: Don’t wait for perfect conditions. Start with small, tangible projects, such as implementing NbS or low-carbon infrastructure, to showcase value. Measure the benefits to make the solutions scalable in the future and attract additional funding. Develop integrated investment plans.

Engaging communities early fosters shared ownership and enhances the likelihood of project success.

• London and the South East roundtable insight: The development of the London Surface Water Strategy highlighted the need to involve residents to address fragmented responsibilities and build grassroots support.
• Recommendation: Prioritise transparent communication, involving local communities and stakeholders throughout the planning and implementation process to align goals and expectations.

These lessons demonstrate the urgency of moving from strategy to action in Integrated Water Management. For government agencies, local authorities and water companies, the path forward lies in collaboration, innovation, and community-centred solutions. By learning from successes across the UK and beyond, organisations can implement effective, sustainable water management strategies that build resilience for the future.