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Peterborough DNA
Final Report
Peterborough City Council
TSB Ref No: 23443-162343
14/11/2012
Our Ref: FCD/DNA/Final
Author: Charlotte Palmer
www.peterboroughfuturecity.co.uk
Contents
Contents
Executive Summary
Page 1
1.
Demonstrator Proposal
Page 2
1.1
Introducing Peterborough
Page 2
1.2
Page 3
1.3
Page 4
1.4
Page 8
1.5
Measuring Success
Page 9
1.6
Page 10
Page 10
2.
Page 12
Project Details
Page 12
Page 19
Page 20
Page 21
3.
Page 22
4.
Risks
Page 24
5.
Funding
Page 26
6.
Appendices
Page 27
Page 27
Page 29
Page 30
Page 32
Appendix E Process Diagrams: Innovation Pool & Skills for Our Future
Page 34
Page 35
Page 36
Executive Summary
Growth, innovation, sustainability, and delivery are all in
the DNA of Peterborough. Our citizens and businesses are
at the heart of everything we do, bringing the city to life
and providing the resources for a successful and viable
future.
Sustainable City Metabolism is a comprehensive
programme of multi-resource demonstrator projects applied
to a key Peterborough industrial park, generating business
consortia for future sustainability and wider (domestic and
commercial) roll-out.
Context
Proposition
The Peterborough DNA programme reflects the integrated
nature of Peterboroughs assets. The city and its people are
vitally connected and, through this proposal, its systems
intrinsically linked for mutual and exponential benefit. The
programme takes a holistic and comprehensive approach, with
three fundamental principles: an over-arching concept and
strategy (single entity programme); establishing a test-bed for
SME innovations; and identification and delivery of specific
solutions.
Peterborough DNA consists of five key strands of activity,
with each being a multi-system in itself and linking across to
the other initiatives to deliver a viable, living city:
Transporting Intelligence will deliver a fully integrated
communications and transport strategy, driving-up
efficiencies and safety across the road network and drivingdown emissions and environmental impacts.
Each strand has been developed through robust and
extensive engagement, carefully considered in terms of
programme delivery and costed as far as is possible at this
stage. Wherever possible, discussions have been held with
industry leaders and innovators to assess practicality and
sustainability, with conversations held on a confidential and
without prejudice basis so that future procurement is not
compromised.
Each strand proposes innovative approaches, but crucially
establishes a test-bed for SME innovation, as part of this
programme and into the future. This is supported by initiatives
within the programme, such as the Innovation Pool, so that
SMEs are provided with both opportunities and the means for
bringing innovation to market.
It is anticipated that 21.5m will be required to fund the
delivery of the Peterborough DNA programme, with this figure
built from the bottom up rather than back-engineering
projects from a 24m total sum. As such, the projects stack
up in their own right and have greater legitimacy than merely
being ideas to justify the award of the maximum grant. An
outline programme and a cost breakdown are provided in the
appendices.
A risk register is included at Appendix C. The majority of costs
will be delivered by sub-contract, reducing the programme
risks from the perspective of the council and the TSB.
We will work closely with the TSB to finalise the delivery costs
for the component projects, and to identify how the balance of
2.5m could be best utilised. Options may include enhanced
marketing opportunities, collaboration with other cities,
including bespoke trials elsewhere, or held by TSB as a further
safeguard against risk.
We anticipate that the benefits from the Peterborough
DNA programme will be felt and experienced by all of
Peterboroughs citizens and businesses through enhanced
www.peterboroughfuturecity.co.uk
1. Demonstrator Proposal
1.1 Introducing Peterborough
Peterborough is a compact but diverse city: deliverable in
scale but containing all the issues and challenges faced by
both large and small conurbations. The transformational
impact of 24m on a city like Peterborough will provide
learning models which will be practical, deliverable,
replicable and scalable.
Peterborough is a cosmopolitan city with a rich heritage,
home to a fast-growing multicultural population of
183,600, and a wider catchment area of more than
600,000 within a 25-mile radius. As such it is one of the
largest cities in the East of England.
The local authority covers both rural and urban areas: from
the Fenland edge in the east, to the rolling Clare country
in the west, with the compact urban area at its centre.
The urban area consists of 7,900ha and is occupied by
150,000 residents. The city has been a site of settlement
for over 3,000 years, but has been shaped in more recent
times by the railway, brick and engineering industries, and
massive growth under the New Town commission in the
20th century.
Now, with one of the most forward thinking agendas
for economic development in the country, the city aims
to build an even bigger, better and truly sustainable
Peterborough for its existing citizens and future
generations.
People
The citys real strength is its cohesive and integrated multicultural population (figures below from census 2011):
Population of 183,600
4
1% aged 29 or under (compared to 38% nationally,
36% East of England)
Lower proportion of population aged 65+
1
3% non-white British (compared to 12% nationally,
7% East of England)
Second fastest city in the country for growth at 18%
B
y 2035 the population will be 230,000 (an increase
of 25%)
Economy
K
ey sectors include environmental goods & services,
engineering & manufacturing, finance, media, food &
drink, and logistics
O
nly 37% of the workforce is employed in higher level
jobs (8% below national average), with 27% employed
in lower skilled jobs
A
lthough average weekly income is around 15% lower
than the national average, the house price-earnings
index for Peterborough (at x8.3) is better than national
and East of England figures
Despite the recent recession, Peterboroughs economy has
proved resilient and even flourished:
O
ver 5,000 jobs have been announced in the city
during the last year
M
ajor local companies such as Caterpillar Perkins, BGL,
Royal Sun Alliance and many others have shown growth
in employees and apprentices
N
ew investment is also coming to the city: Kelway IT
(who support over half of the FTSE Top 100 companies)
and the Yearsley Group logistics: in the city centre,
high profile operators such as Primark, Patisserie
Valerie, Carluccios, Office and Superdry among others,
following the 12m regeneration of Cathedral Square
Connections
Regeneration
3
A
joint venture has been put to the market for the
Fletton Quays area, to bring forward residential, leisure
and cultural development
T
he Peterborough Gateway industrial park of 1million
sq ft is already coming out of the ground to the SW of
the city
T
he recent 135m investment in the citys education
system is continuing to the south of the city, while the
citys University Centre and innovative partnerships with
Anglia Ruskin, Cranfield and Middlesex universities are
tackling one of the countrys largest higher education
cold spots
Challenges
Priority 1:
Priority 2:
4
environmental security, are immense, and Peterboroughs
strategic location, offering unique national and global
connections, means we are well placed to realise those.
However, the current economic climate is difficult, and we
appreciate that innovative and creative approaches will be
even more crucial in meeting those challenges.
Innovation is the driver behind Peterboroughs new
approach to growth and regeneration. We have developed
innovative funding arrangements to enable investment
and redevelopment to be delivered despite the economic
downturn. Public-private collaboration has been
established for new financial products, such as the city
mortgage and insurance schemes, and our economic
development company is consistently delivering novel ways
to support business growth. The focus is on delivery, on
making things happen in Peterborough.
Peterborough is adamant that it wants to deliver a truly
sustainable future and that growth should be a driver for
that, rather than a threat. We understand the challenges
that we face. The global picture is clear: over half of
the worlds population live in urban areas, consuming
75% of its resources, adopting unsustainable patterns
of consumption and production; the average European
needs three planets to sustain itself. We also recognise
that our growth ambitions could add even greater strain
onto systems that are already proven to be unsustainable.
By adopting our growth ambitions and the strategies as
we have, Peterborough will challenge those global trends
and local pressures, and create a new template for truly
sustainable cities.
The citys Integrated Growth Study sets out how
sustainable growth can be planned and delivered. This
unique study is supported by the Water Cycle and Energy
studies, and was the foundation for the Peterborough
Model a pioneering city-wide visualisation and
collaboration tool that has been showcased across the
world. This strength of understanding and innovation,
coupled with one of the countrys largest clusters of
environmental businesses, underpins Peterboroughs
ambition to become the UK Environment Capital. That
capital will be exploited to the maximum to ensure that it
delivers true economic prosperity and well-being, through
job creation and the integration of employment, skills and
innovation.
The citys challenges are not merely resource or
environment related. A relatively lower end economy
and wage structure, coupled with lower skill attainment,
but higher levels of NEETs and unemployment, present
challenges on the social and economic front and
promulgate low aspirations. Peterborough does, however,
possess the strengths to transition to a successful as
well as sustainable future: highly professional and
technologically advanced companies; ground-breaking
skills programmes; resilience to the macro-economic
downturn with indigenous business growth and new inward
investment.
Supporting this economic resilience and growth are strong
and powerful networks in the private, public and third
sectors. Over 1,000 companies are signed-up to the citys
Bondholder scheme, providing excellent business-tobusiness opportunities, and through the EnviroCluster
www.peterboroughfuturecity.co.uk
Business
5
Innovation Network is a unique collaboration between
local businesses and the local water company Anglian
Water: identifying innovative products to address water
management issues, over 100 innovations have been
trialled. Smaller scale businesses are also innovating: for
example, the local environmentally friendly taxi service
using hybrid vehicles, and a water-free car wash.
Communications
Education
Environment
6
RSLs, new build of low carbon housing in the city centre
(one of the largest in the country), and the Forest for
Peterborough tree-planting scheme, are transforming the
environment and lives of many of Peterboroughs citizens.
Peterboroughs environmental impact, however, does not
stop at its city boundaries. Over the last 3 years, the city
has been involved in five EU funded projects that aim to
drive green growth and sustainable development and build
models of best practice and innovation across the EU,
with Peterborough hosting many international events. The
Peterborough Model, developed by the city in conjunction
with IBM, Royal Haskoning and Green Ventures, has been
demonstrated from as far afield as Bordeaux and Cape Cod,
as well as receiving interest from councils and LEPs across
the UK.
The city faces existing challenges in environmental
resilience and security; our technical knowledge,
commitment (political, commercial and voluntary) and
thought-leadership will continue to address those and
ensure that the citys growth ambition puts no further
burden on those systems.
Environment: Energy
Environment: Waste
www.peterboroughfuturecity.co.uk
Environment: Water
Health
Neighbourhoods
Transport
www.peterboroughfuturecity.co.uk
Living Data
Transporting Intelligence
10
businesses and providers alike, to map and support those
paths, kept consistently fresh and updated through hints,
opportunities and advice so that real-life choices can be
made.
The development of a parallel model to this for health
issues will not only facilitate the career paths being
pursued, but also offer guidance to support lifestyle and
health decisions that have a clear and purposeful result.
Those with skills to use will not be wasted as a resource in
the city, or feel the need to leave the city to exploit those.
Through the Change Agents initiative they will have direct
and fruitful contact with local businesses, with both parties
realising long-term benefit.
Anyone travelling in Peterborough, by foot, bike, car or
bus, whether residents, companies or visitors, will be able
to access live-time data on the citys transport network.
Transporting Intelligence will provide them with the tools
to make informed decisions on planning journeys, and their
subsequent travelling experience will be quicker, smoother
and safer, and, importantly, will have a reduced impact on
the environment.
Living Data
Peterborough is probably one of the best researched
cities in the country. Its Integrated Growth Study was
a 500k research and strategic planning project that
provided unparalleled perspectives of the citys systems
and performance. That, in turn, has been used to underpin
the Peterborough Model, which is already transforming
the way the city thinks and how communities can
influence their environmental impact. Alongside these, the
Neighbourhood Window and the city councils Hawkeye
system provide a plethora of data to varying degrees of
accessibility.
Not only will Living Data convert static data into a livetime reality, but it will be engineered so that the data
that is collated and disseminated is useable and useful:
many systems collect data which merely sits there. The
catalytic funding through the demonstrator will bring the
existing systems together for a far greater effect than would
otherwise be possible, creating the best understood city in
the country, in a model that is ultimately sustainable.
11
Transporting Intelligence
One of the citys major assets has been its transport
network. Historically, this has been car-orientated, but
in recent years the city has achieved model shift (for
example, modal shift percentages second only to London
2008). It has been a Sustainable Travel Demonstration
Town (DfT), and has recently been awarded 5million
under the Local Sustainable Transport Fund (LSTF). The
last has been deployed across a range of initiatives aimed
at increasing the use of sustainable transport modes, from
information provision, promotion and advocacy to physical
and practical interventions.
Over the last 4 years, 18m capital has been spent on
the citys Parkway and other highways, with 30m on
maintenance over the same period. Demonstrator funding
will utilise the social and organisational infrastructure
already in place through the LSTF, but importantly develop
innovative and cross-cutting initiatives that would not
otherwise be possible, using intelligence and intelligent
approaches to develop truly sustainable transport flows in
the future.
12
2. Project Details
2.1 Peterborough DNA Strands
2.1.1 Living Data
Improving upon the city cloud phenomenon, the Living
Data strand is both the enabling element of the whole
Peterborough DNA programme and a strand in itself:
it will ultimately connect across total place data and
be a resource for the whole city, producing exciting
visualisations and enhanced interactive opportunities.
The strands of sustainable Peterborough DNA the
Peterborough Innovation Pool, City Metabolism, Skills
for Our Future and Transporting Intelligence all require
composite information from multiple partners that can
be analysed in one place and communicated to targeted
audiences. Living Data will provide the evidence base,
analytical engines and presentational tools to meet the
business objectives of each of the proposed demonstrator
projects.
City information systems cannot currently support the
data and analytical requirements of the demonstrator
programme to the effect required, as their architecture
consists of separate operating environments focused on
internal delivery. The spectrum of cloud-based options and
smart analytics platforms has been evaluated; comparing
ownership, delivery and costing models. The resulting plan
has two phases:
P
hase 1 of Living Data is targeted at providing
the required data, analytics, city dashboard and a
set of focused presentational tools to support the
Peterborough DNA proposal.
P
hase 2 will build the specification and business
case for a wider general purpose city cloud, creating
economies of scale, process, data and other efficiencies
across city organisations. We propose that the savings
accrued by those organisation will offset the capital
cost of delivering the Phase 2 project and the long-term
sustainability of the Phase 1 project after 2014.
Appendix D shows the Phase One cloud structure and
approach, and the development of the Phase 2 cloud over
the lifetime of the FCD project.
Phase 1 of Living Data is the immediate deployment of a
hybrid cloud solution with a compatible, state-of-the-art
data analytics capability. It will be delivered within eight
months of the FCD award, delivering at speed, tailored
solutions to the demonstrator programme requirements,
whilst ensuring future flexibility for the expansion of the
cloud, and its analytical and presentational services. This
solution will also allow Peterborough to develop its own
expert analytics team whilst partnering with a global tech
company for scaleability, specialist skills and accessing
international innovation.
The hybrid private cloud will take data from systems and
www.peterboroughfuturecity.co.uk
13
accrued across organisations will mean this element
is self-sustaining and will provide the head-room for
the continued investment into the Phase 1 analytics,
dashboard and presentational tools.
The Living Data programme and delivery milestones are
summarised in Appendix A. Total costs for the programme
are 4.7m and a breakdown of these is shown in
Appendix B.
Living Data provides:
A
common evidence base and platform to identify and
quantify city issues through the creation of a scalable
multi-partner data and analytics hub: leading to
increased resilience by mirroring data and hosting this
in a 3rd-party secure location (Phase 1), and a shared
platform with an increase in security and resilience
classification to Impact Level Three standards (Phase
2);
D
iagnostics, analytics and presentational tools for each
strand of the Peterborough DNA proposal (operational
by August 2013);
P
resentational tools for professional users, stakeholder
organisations, SMEs and citizens that inform, alert and
build a common understanding of city performance
(October 2013-March 2014);
A
focus for integrated thinking for better solutions for
citizens and businesses: identifying, calibrating and
improving local system efficiencies, and learning from
that process, whilst developing home-grown skills in the
analytics team to solve city issues.
The Living Data team will employ its own analysts who
will work to agreed KPIs. These KPIs will be identified
in the specification phase of each of the strands and be
supplemented by a set of performance improvement targets
that relate specifically to the provision of data, analytical
capability and, through this, new solutions.
Key partners for data sourcing include:
Peterborough City Council;
Opportunity Peterborough (economic
development company);
Serco (outsourced IS supplier) and key Living
Data delivery partner;
Peterborough Environment City Trust;
Peterborough Health and Wellbeing Board and
Peterborough NHS PCT (public health);
Environment Agency (flood, waste and
sustainability expertise);
Anglian Water (drinking water, waste water and links to
the Water Innovation Network);
UK Power Networks (Distributor Network Operator);
Centrica (gas supplier, power station operator).
The development of Phase 2 of this proposal will provide
for the long-term sustainability of this project through the
very real savings accrued by the organisations entering into
the total cloud model. Although further work needs to be
done in developing the details of the scheme with partners,
14
their innovations using Peterboroughs knowledge and
expertise and the city as a whole as a test-bed.
A process diagram for the Peterborough Innovation Pool is
shown at Appendix E.
The Innovation Pool will:
Deliver solutions to challenges;
Support the local value chain;
Increase innovation, resulting in business growth and
job creation;
Enhance public procurement processes;
Achieve inward investment;
Increase media awareness and city brand;
E
nable local business promotion and export
opportunities;
Develop a city culture of open innovation.
Businesses and experts would sign up to the network by
registering areas of interest, skills and resources. The
network will be underpinned by an ICT-based support
system (developed as part of the Living Data strand),
providing members with a visual representation of their
network.
The ICT system will provide information to innovative
businesses on city services and systems issues and
problems relevant to their areas of expertise, setting
challenges for these businesses to solve or to link to
their existing products. Challenges will initially relate to
the other strands of Peterboroughs DNA, and other key
city challenges such as health, city centre vitality and
sustainable food, but can ultimately be opened up to any
challenge (public or commercial). The visualisation outputs
from the Living Data system will be used to show this
information in an exciting and interactive way, describing
the challenge and clearly demonstrating the links between
the organisations that are interested. Businesses from any
sector will be able to participate in generating solutions.
As an indication, the range of challenges directed through
this process could include:
E
nergy generation along transport margins (e.g.
pavement energy generation, alternative functions for
street lighting columns);
Sustainable retrofit options which also encourage
future flexibility of buildings for long-term economic
sustainability (early work discussions have already been
held with BRE which could act as a catalyst for this);
Innovative ways of directly addressing Peterboroughs
health issues;
Improving the sustainability of Peterboroughs food
chain (the city has submitted a proposal to the IBM
Smarter Cities programme around this key sector of the
citys economy, the recommendations of which could
feed directly into the Innovation Pool for practical
solution delivery).
www.peterboroughfuturecity.co.uk
15
feasible and could be explored further:
P
rovide flexibility within the Innovation Pool proposal
to pump-prime product trials, with future revenue
generated feeding back into the system;
M
embership fee and/or profit-share arrangement for
successful innovations that have been incubated by
the network;
D
irect, transparent, sponsorship for enhanced company/
organisational profile, with no rights of commercial
advantage awarded and tight controls on intellectual
property.
The success of this strand will ultimately be determined
by how many innovative products come to market and the
range of challenges that are solved. Degrees of success will
also be measured, however, through a range of metrics. The
rate of the success of existing Water Innovation Network
(WIN) in terms of products brought forward for assessment,
extent of further exploration and ultimate trialling, will be
used as an initial baseline. Given the innovative expansion
of WIN through the Innovation Pool, these levels will be
expected to be exceeded during the course of the project,
with initial targets as follows:
Q
1/2 (April 2013 Sept 2013) - 15 products brought
forward, 1 product trialled
Q
3/4 (Oct 2013 March 2014) - 40 products brought
forward, 4 products trialled
The Peterborough Innovation Pool offers a unique
opportunity for businesses to provide solutions for the
city in which they operate in a forum which has a far
wider, potentially global, reach. Just as the Living Data
strand underpins the delivery of the Peterborough DNA
programme in terms of data sharing and utilisation, so the
Innovation Pool will be a mechanism for solution delivery
both within the DNA programme and across the city as a
whole.
16
Collaborative trial of smart energy meters on
a residential development and installation of
neighbourhood scale substation energy meters, plus
business case for roll-out (January 2014);
Information on Fengates energy use linked into the
Living Data strand (January 2014) and used to identify
solutions for improving energy demand management
(March 2014);
Business case and identified funding stream for
implementation (if viable) of a Fengate Smart Grid
(June 2014);
Development and trial of mobile wind turbine and solar
units (January 2014);
An innovative operational waste bring facility
underpinned by a Living Data portal to maximise
efficacy (operational by August 2013);
Anaerobic digestion (AD) plant demonstrator for
businesses to trial feedstock suitability (operational by
March 2014), and business case for a co-operative AD
plant for the Peterborough area (November 2014);
Functional water management infrastructure at trial
locations (October 2013), and business cases for upscaling (March 2014);
Electric bike hub powered by mobile wind turbine
trialled (January 2014);
Monitoring data from demonstrator trials (March 2014).
The Sustainable City Metabolism programme and delivery
milestones are summarised in Appendix A. Total costs
for this strand are 6.2m, with a breakdown shown in
Appendix B.
Success will be demonstrated by:
Sign up to the business network by >50 businesses and
>75% positive feedback on benefits, justifying roll-out
across Peterborough as a new approach to the citys
environmental, economic and quality of life challenges;
Commitment by 5 businesses to connect to the district
heat network;
1
0% reduction in energy and water demand by Fengate
businesses and residents by end 2014;
A viable business case for wider roll-out of the AquaiMod technology for water demand reduction;
Commitment by 5 businesses to implement renewable
energy, AD technology and sustainable transport
solutions.
The project will build on, and maximise the potential
of, a wide range of other initiatives in the city (as set
out in Section 2.2 below), realising new outcomes for
projects including the citys ESCo and energy from waste
programmes, as well as providing new models for initiatives
such as the EU Zero CO2 project in the Glinton & Peakirk
community.
During the delivery of the Sustainable City Metabolism
projects, comprehensive business cases will be developed
to determine the viability for their continuation and rollout to other parts of the city. These business cases will
www.peterboroughfuturecity.co.uk
17
Service, Peterborough Skills Service and local providers,
offer a single, virtual space for independent, impartial
skills and careers advice for young people. The Training
Service will develop an independent trading arm to
provide the service to city schools and colleges and
beyond. An estimated 120 young people will benefit
from the new approach by April 2014 rising to 250 per
annum thereafter.
18
Establishing an on-going talent pool by initially
harnessing the 500-strong national Graduate
Entrepreneurs network, to encourage and support
home-grown entrepreneurs (10 in year one), fostering a
make a job dont take a job culture.
Expanding the graduate/young professional community
in Peterborough, creating social, personal and
professional networking opportunities, by attracting high
calibre graduates to live, work and stay in the city.
Build a local network of sustainability graduates (30 in
year one) able to offer flexible and bitesize support to
SMEs, plugging into and utilising the national network
of 10,000 sustainability graduates. Peterborough will
be the focal generator for that network and act as the
catalyst for a crowd-sourced thinktank for ideas
generation.
infrastructure intervention costs, as well as lower longterm running and maintenance costs for enhanced system
sustainability.
Transporting Intelligence will deliver:
An expanded system of data sensors, variable message
signs and coordinated signals (delivered in two phases
ending September 2013 and June 2014);
A network of Bluetooth sensors and access to GPS data
to collect intra-city trip data (September 2013);
An automated network management system (fully
operational by June 2014);
A live transport model of the city (fully implemented by
end June 2014; incremental roll-out from September
2013);
A universal sensor that will collect the greatest amount
of data possible in a single unit (November 2013);
An initial investment of 800k will be required to upscale this project during the initial twelve months of the
demonstrator programme, sustainability thereafter provided
through anticipated business sponsorship or membership
fees.
19
Feedback is an integral part of how this system will operate
and as such it will be largely self monitoring. All data
collected will evaluate the performance of the system, with
continual improvements implemented automatically. The
key to success will be journey time reliability, low levels of
congestion, high levels of modal shift and reduced carbon
footprint. A monitoring regime will be established against
existing baseline indicators of average journey times
through the network, the number of congestion incidents,
carbon emissions and recovery time after an incident.
Transporting Intelligence will contribute to stretch targets
in each of these areas contributing to a 20% reduction in
congestion and 3% reduction in CO2 emissions compared
to what would otherwise occur by 2015.
Transportation is often seen as a single strand issue. The
reality is that its success, or failure, and the approach
adopted here have huge interactions with the economic,
environmental and life quality aspects of the city as
a whole. Transporting Intelligence enables the entire
transport system as a whole not only to be integrated more
thoroughly within the citys fabric, but also to act as an
agent for positive transformation.
Transporting Intelligence is integrally linked to the other
Peterborough DNA strands. Through the Living Data model,
it will inform planning and highways decisions from a
statutory basis, as well as facilitate the programming and
timing of work by other statutory undertakers, such as
utility companies. It will be available to private businesses
and other organisations, so that they can more effectively
plan their commercial operations and any long-term
transport plans, using basic analytic functions. It will also
be available to individuals going about their daily life.
Equally, experiences of those using the transport network
will be fed back through the Living Data model should
the user interface aspect of that strand come forward
successfully. Challenges raised through the Transporting
Intelligence programme will also be run through the
Innovation Pool process.
20
E
xecutive Programme Director responsible for the
overall delivery of Peterborough DNA to meet the
objectives and targets agreed with the Governance
Board, reporting to the TSB and to the city councils
Growth Steering Board (which consists of Council
Leader, Chief Executive and other senior officers of
the Council, and Opportunity Peterborough, the citys
economic development company);
P
rogramme Managers responsible for delivering each
of the 5 strands to programme and budget, overseeing
outsourced contracts where appropriate and managing
project risks;
P
rocurement Manager responsible for coordinating
the procurement of sub-contractors for the delivery of
technical components of the programme;
C
ommunication & Engagement Officer responsible
for leading the communication and engagement
programme, in accordance with the agreed
communications plan, for the overarching programme
and the component projects within the five strands;
2.3.3 Governance
B
aselines will be identified for each strand of the FCD
programme together with stretch targets to drive the
changes required (many targets have already been
identified in the descriptions of the five strands and
component projects in Section 2);
P
erformance data will be captured electronically
through the councils project management tool and
will be linked with the Living Data programme. Project
Managers will be tasked with updating VERTO on a
monthly basis including performance against milestones
and the investment profile as well as a review of the
risks associated with the project.
Administrative support.
www.peterboroughfuturecity.co.uk
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www.peterboroughfuturecity.co.uk
22
23
travelling experience of those using the network and
increase safety and security levels.
Support more effective delivery of public transport
options and therefore encourage modal shift towards
more sustainable transportation, through information
Impacts
Living Data
Key Milestones: August 2013 (analytics)
October 2013-March 2014 (presentation)
Peterborough Innovation Pool
April 2013-Sept 2013: 15 products brought forward
1 product trialled
Oct 2013-March 2014: 40 products brought forward
4 products trialled
Full period:
25 jobs created
By end of period:
80 in FCD period
10 enterprises established in FCD period
Transporting Intelligence
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4. Risks
4.1 Key Risks & Mitigation Measures
The effective management of both strategic and project
level risks will be important if the Peterborough DNA
proposals are to be delivered successfully. Therefore we
have undertaken a comprehensive risk assessment on the
overall programme and for each of the strands, considering
the likely risks on component projects.
A detailed risk register, including details of risk probability,
mitigation measures and potential costs if the risk is
realised is included in Appendix C. During the project
planning phase, immediately following funding award,
we will hold a risk workshop to review in detail the
overarching programme risks and to update the risk register
and identify specific time risk allowances within the
programme. Project-specific risk workshops will be held as
required.
The principal risk to the successful delivery of
Peterborough DNA relates to the ability to deliver the
proposed programme of projects within the FCD programme
period. In particular, the risk of time slippage as a result
of procurement and organisational drag is a critical
issue. Therefore, we have given detailed consideration to
Initial
Priority
High
0.90
High
0.250
High
0.90
High
0.250
High
0.90
High
0.250
12.5
0.450
4.5
0.90
High
High
5. Metabolism: Legislative
requirements for AD trial delay
programme/make project non-viable
High
0.90
High
0.450
22.5
High
0.45
High
0.250
2.5
www.peterboroughfuturecity.co.uk
Initial
Mitigation
Probability
Residual
Priority
Residual Recommended
Probability
Risk Budget
(k)
25
Risk
Initial
Priority
Initial
Mitigation
Probability
High
0.45
High
0.45
High
Residual
Priority
Residual Recommended
Probability
Risk Budget
(k)
Medium
0.250
50.0
High
0.250
5.0
0.45
Medium
0.250
12.5
High
0.45
Medium
0.250
75.0
High
0.45
Medium
0.250
25.0
High
0.45
Medium
0.250
2.5
High
0.45
Medium
0.250
2.5
High
0.45
High
0.450
45.0
High
0.45
Medium
0.45
13.5
High
0.45
Medium
0.25
7.5
High
0.33
Low
0.100
3.0
High
0.25
Low
0.100
1.0
High
0.25
Medium
0.250
25.0
High
0.25
Medium
0.100
50.0
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26
5. Funding
Peterborough City Council will ensure that the substantial
FCD fund is spent by 31 March 2014. This will be
achieved through balancing financial expediency
with effective and compliant governance whilst not
compromising best value principles. We are acutely
aware that the earlier we can procure and implement our
proposed solutions, the sooner funding outputs can be
achieved and the impacts of our solutions can be realised.
The specialist skills, knowledge and R&D capabilities
of a wide range of companies will be employed as part
of the programme. Wherever possible, we will provide
opportunities to local SMEs but we accept that the larger
scale outputs may only be delivered, at speed, by some of
the larger, international companies.
Tender opportunities include (although not exhaustively)
the following:
the overarching Cloud and related technology (such as
app design, 21st century noticeboard, town crier etc)
required for the successful delivery and dissemination
of the Living Data strand;
a secure portal for innovation sharing, financing and
evaluation;
smart metering and smart grid technologies;
renewable energy production and water management
hardware;
software to monitor, present and disseminate the above;
a new, innovative platform to enable young people,
amongst others, to develop and implement Personal
Career Paths so that these can be matched
automatically with the needs of businesses;
c utting-edge traffic camera and data technology
to support greater city accessibility as part of the
Transporting Intelligence strand.
Whilst timescales are, to a large extent, dictated by EU
Procurement requirements, the Council has already sought
advice on the most efficient and effective approaches in
each case.
Due to the nature of some of the products and services
required, the Council intends to make a rapid start on its
procurement strategy by utilising its existing framework
contracts for IT provision, transport and procurement. In
addition, it is intended that many of the larger elements
would be procured through the Government Procurement
Service (GPS) resulting in a substantial reduction in the
duration of the procurement process. Where acceptable
and appropriate, the Council also intends to apply the
accelerated EU Procurement approach alongside the use
of exemption reports permitted under Council Standing
Orders.
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27
6.Appendices
APPENDIX A - Programme
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29
Cost (k)
Cost (k)
450
640
550
300
400
480
200
316
625
500
200
50
4,711
25
250
50
300
25
50
500
1,200
Cost (k)
Cost Definition
Development of IT platform
Design and provision of future city qualifications
Enhanced skills survey & brokerage
Implementation of Graduate Change Agent programme
Young persons liaison officers (x4)
Sub-contract
Sub-contract
Sub-contract
Sub-contract
Labour
Sub-Total for Skills for Our Future
700
1,600
700
400
1,600
300
600
300
6,200
Cost (k)
Transporting Intelligence
Item
Cost Definition
Capital equipment
Capital equipment
Capital equipment
Capital equipment
Capital equipment
Capital equipment
Sub-contract
Sub-contract
Sub-contract
Sub-contract
Labour
Materials
Other
Sub-Total for Transporting Intelligence
550
500
300
800
194
2,344
Cost (k)
1,115
200
2,000
500
200
200
200
200
400
600
133
40
67
5,855
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31
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32
Electronic
Hybrid Cloud Apps
to enable Model
Peterborough
FCD Programme
Town Crier
Hybrid Cloud to enable Peterborough FCD Programme
Traditional
web Search
Search
Traditional
web
Traditional
web
City Visualisation
Data & Reports
Model
Electronic
City Visualisation
Town
Crier
Model
Electronic
Voluntary
Town Crier
Network
Hub
Data & Reports
Data & Reports
Voluntary
Network
Voluntary
Presentation
Hub
Network
Hub
Public Pay for Private
data
Domain
Apps
Apps
Presentation
Analytic
Engines
Presentation
Public Pay for Private
data
Domain
Private
Public Data
Transport
Pay for
data
Domain
Analytic Engines
Analytic Engines
City GIS
Transport
Transport
Data
Data
Secure
Secure
Data
DataSecure Data
Search
smart
city&expertise
Building
retaining
Build
partnership
withlocal
a
smart tech.
city expertise
global
company
Specialist skills &
Voluntary
network
Voluntary
network
Voluntary
network
Emergency
Emergency
Energy
Energy
Hosted
elements
to:
international
insight
Hosted
elements to:
Build partnership
with a
global
tech. company
Build partnership
with a
global tech.
company
Specialist
skills
&
international
insight
Specialist
skills
&
international insight
Energy
Weather
Weather
Public
crowd
Sourcing
Utility
Public
Utility
Utility
Environment
Environment
crowd
2013 to 2014 (FCD)Public
Sourcing
crowd
Sourcing
UK Power Networks
NHS / PCT
NHS / PCT
Pboro City Council
Environ.
City
Trust
Environ.
City Trust
Speed of delivery
Speed
of &delivery
Building
retaining
Hosted
elements
to: local
Emergency
Weather
City GIS
City GIS
Environment
of
750K
Annual
recurring costs
of 750K
Drives
FCD outcomes across
the six Peterborough FCD
programmes
EA
Leisure Trust
Anglian Water
Anglian Water
EA
EA
Leisure Trust
Leisure Trust
NHS/PCT
2014 onwards,
post to
FCD
Cloud Services
local organisations
2014 onwards,
post FCD
NHS/PCT
NHS/PCT
Cloud Services to
local
Cloudorganisations
Services to
local organisations
Pboro City Council
Anglian
Water
Anglian
Water
Evolution to
City Cloud
Pboro
City
Council
Pboro
City
Pboro
Council
City
Council
Environ.
Leisure City
Trust Environ.
Leisure
Trust
City
Trust
Trust
UK Power
Networks
UK Power
Networks
UK
Power
Networks
Ongoing
financing
of services
for
partners
combined
operational
for partners
cloud
through:
Evolution
to
City Cloud
City Cloud
NHS/
PCT
NHS/
PCT
Leisure Trust
Process efficiencies
Economies
of scale of
Ongoing
financing
Ongoing
financing
of
Services
to
new partners
cloud
through:
cloud
through:
Process
efficiencies
Environ.
City Trust
EA
Leisure Trust
Leisure Trust
www.peterboroughfuturecity.co.uk
EA
EA
Environ.
City
Trust
Environ.
City Trust
Process
efficiencies
Economies
of scale
Economies
Services
to of
newscale
partners
Services to new partners
33
34
Peterborough Innovation
Network Model
Challenges
A new challenge is
issued by the Network
Agreements
Agreements &
partnerships created
Innovation Library
Showcasing new ideas
& solutions
New Challenge
New Innovation
Publication in
Challenge Library
Publication in
Innovation Library
Innovation Pool
Idea Refinement
Publication in
Challenge Library
Collaborative Events
Reject
Agreements
Agreements &
partnerships created
New Challenge
New Innovation
50
Publication in
Challenge Library
40
Publication in
Innovation Library
Own business
30
Team leader
Hints
Idea Refinement
Publication in
Challenge Library
21
Reject
Exploit
Engineer
Exploit
Further education
18
Hints
Timeline
Apprenticeship
Joe Smith
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35
www.peterboroughfuturecity.co.uk
36
Appendix G
Statement of commitment
Peterborough is an innovating and ambitious city. We will continue to find new and creative ways to deliver our growth
agenda to secure a truly sustainable and prosperous future for all our citizens. The funding through the Future Cities
Demonstrator competition will give Peterborough the means to deliver transformational solutions to system challenges
through clearly understood and practical integration.
Peterborough is already a national leader in many areas: the data visualisation tool, the Peterborough Model, which is
being explored by authorities and LEPs across the country; collective energy sharing schemes, with 15 other authorities
signed-up, and other innovative financing deals; routes to market for innovating companies through the Water Innovation
Network; transforming our communities through pioneering workability training and the RSAs Citizen Power Programme.
The expertise we have used to achieve these will underpin all that we do through the Future Cities Demonstrator.
Our ambitions for the future lie in growth and sustainability economic, environmental, societal and cultural. All of these
elements are integrated and intrinsically interdependent in our holistic and comprehensive proposition.
We will deliver the Peterborough DNA programme as set out in the proposal and we will exploit our existing collaborations
with major UK cities to ensure our experiences are shared and lead to greater learning across the country.
The following organisations have provided input to and support the Peterborough
DNA proposal:
Anglia Ruskin University
Anglian Water
Opportunity Peterborough
Aquavent UK
Arqiva
Peterborough ESCo
Change Agents UK
Cranfield University
Davis Langdon
Environment Agency
Environmental Advantage
Philips
Royal HaskoningDHV
Serco
GreenSpec
Green Ventures
IBM
Kubicki Consult
Microsoft
UK Power Networks
Midas Technologies
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