Peterborough City Council

Transcription

Future Cities Demonstrator Feasibility Study
Peterborough DNA
1
Final Report
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
Peterborough’s Vision & Ambition
Page 3
1.3
City Systems to Deliver the Vision
Page 4
1.4
Our Approach to Integration: Peterborough DNA
Page 8
1.5
Measuring Success
Page 9
1.6
Engaging the City
Page 10
1.7 Leveraging Value
Page 10
2. Page 12
Project Details
2.1 Peterborough DNA Strands
Page 12
2.2 Maximising Linkages
Page 19
2.3 Delivering Peterborough DNA
Page 20
2.4 Peterborough DNA Dissemination
Page 21
3. Peterborough DNA Impacts
Page 22
4. Risks
Page 24
5. Funding
Page 26
6. Appendices
Page 27
Appendix A – Outline Programme for Peterborough DNA
Page 27
Appendix B – Summary of Project Costs
Page 29
Appendix C – Risk Register
Page 30
Appendix D – Living Data Supporting Information
Page 32
Appendix E – Process Diagrams: Innovation Pool & Skills for Our Future
Page 34
Appendix F – Detailed Project Descriptions for
‘Sustainable City Metabolism’ Strand Page 35
Appendix G – Statement of Commitment
Page 36
For more information, please contact:
Charlotte Palmer
Climate Change Manager
Stuart House - East Wing
St Johns Street
Peterborough
PE1 5DD
E: [email protected]
T: +44 (0) 1733 453538
Website access password:
PeterboroughDNA
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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
Peterborough, with its population of 183,600 (150,000 in
the urban area), reflects every aspect of a modern city: the
dense urbanisation, growth ambitions and multi-culturalism
of larger cities, as well as the close networks, communities
and interactions of smaller cities. It is also the urban centre
of a much wider economic geography, larger than many
metropolitan areas, with an immediate hinterland of rural
villages and market towns, as well as possessing significant
links to other major conurbations. Peterborough is a major
partner in the local LEP and leads the Growth Cities Network
for the Greater South East.
This unique character means that Peterborough is the perfect
location for the Future Cities Demonstrator: our proposition
is scaleable, and the discrete strands and component
projects can be applied to any size of city. Our track record
of demonstrating national and international leadership in
innovation includes:
• T
he Peterborough Model data visualisation and
collaboration platform;
• C
ollective energy switch scheme currently being followed
by 15 other authorities;
• T
he Water Innovation Network for SME collaboration with
Anglian Water, being expanded across the country;
• O
ver 1,100 companies signed-up to transform
employability skills in the city;
• The RSA’s ground-breaking Citizen Power programme.
Our businesses are providing solutions across the globe. Our
local networks mean that we can plug into and maximise
their expertise, underpinning the local and national economy
through job creation, supply chain trade and export.
Proposition
The Peterborough DNA programme reflects the integrated
nature of Peterborough’s 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:
Living Data creates a complete, live data resource
and platform for the complementary strands of the
Peterborough DNA programme and for wider application
across the city, incorporating exciting, user-friendly
visualisations and enabling multi-dimensional interaction.
The Peterborough Innovation Pool is a unique hub
for business innovation, providing solutions across all
city systems and sectors, combining in a single place
challenges, solutions, businesses, research and financiers,
and compiling an innovation library for future learning and
product generation.
kills for Our Future will develop a single, virtual pathway
S
for an individual’s skills development, curriculum
engineering to drive the FCD aspirations and a network of
‘Change Agents’ for personal development and business
growth.
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
Peterborough’s citizens and businesses through enhanced
economic activity and prosperity, life-choice and lifestyle
enhancements and a lesser dependency on unsustainable
consumption and production cycles.
In short, Peterborough DNA is an exciting and innovating
programme which will demonstrate clearly, practically and
effectively how to transition to a successful and sustainable
city of the future.
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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 city’s 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
The city has a broad-based economy where every business
sector is represented, with a diverse workforce to match:
• G
VA per head (2009) is relatively high at £23,394
(compared to £20,498 nationally and £18,536 East of
England)
• B
etween October 2009-December 2011 unemployment
has fallen by 0.6%, while job vacancies have increased
by 60% since September 2011
• T
he Peterborough workforce of 110,000 is employed
in more than 5,000 companies, including both global
giants and innovative SMEs
• 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, Peterborough’s 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, Carluccio’s, Office and Superdry among others,
following the £12m regeneration of Cathedral Square
Connections
Peterborough’s strategic location in the country means that
it is an attractive location for businesses to prosper:
• L
inks to London by rail in just 45 minutes and fast,
direct routes to the northern cities of Leeds, York,
Newcastle and Edinburgh, and east-west to Cambridge,
Leicester and Birmingham
• T
he £43m upgrade of the railway infrastructure will
enable a Thameslink service by 2016, providing direct
connections between Peterborough and the financial
institutions of the City of London
• C
lose proximity to major arterial routes (A1M, A14, and
A47) with a comprehensive parkway system connecting
these and wrapping around the city to give Peterborough
one of the country’s fastest commute to work times
• S
ustainable transport is enhanced through the unique
and scenic 45 mile ‘Green Wheel’ cycle network –
recognised by The Times as the second best cycle route
in Britain – and supported by the Local Sustainable
Transport Fund
Regeneration
Peterborough’s ambitious billion-pound growth programme
is already underway to create a new city for the 21st
century:
• O
ver 160,000 sq ft of Grade A office space has been
given approval next to the mainline railway station
• 3
00 low carbon homes are under construction as the
first part of the South Bank regeneration area
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• 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 city’s education
system is continuing to the south of the city, while the
city’s University Centre and innovative partnerships with
Anglia Ruskin, Cranfield and Middlesex universities are
tackling one of the country’s largest higher education
cold spots
Challenges
Like many cities, however, Peterborough faces some
testing challenges:
• C
urrently living beyond our resources and tackling
additional pressures on this as part of the growth
agenda
• L
ow skills attainment with its potential to undermine
aspirational economic development
• A low wage structure and relatively lower end economy
• Areas of deprivation within the top 5% in the country
• P
oor health indicators affecting the potential
productivity of the workforce
• Social cohesion with high levels of immigration
• A
transport system that is under pressure from the city’s
growth, and which needs to reduce its environmental
impacts
In recent years tremendous advancements have been
made in all of these areas, and the positive growth agenda
and investment interest will enhance the opportunities of
tackling these in the immediate and long term.
Importantly, Peterborough not only has the challenges that
many cities face in providing a truly sustainable future,
but the potential and assets to underpin transformational
solutions.
1.2 Peterborough’s Vision & Ambition
The vision for Peterborough is for a bigger and better city that
grows the right way through truly sustainable development:
improving the quality of life for all its people and communities
and creating a city which is a healthy, safe and exciting place
to live, work and visit, and is famous as the environment
capital of the UK.
At the heart of this vision are the Peterborough citizens and
the business community that drive the city’s prosperity.
The long-adopted Sustainable Community Strategy sets
out both the aspirations and the responsibilities for the
city. Figure 1 below summarises those goals. Building
on this, Peterborough adopted its Single Delivery Plan
(SDP), integrating partners from across the city’s systems
to identify practical targets and delivery methods to reach
those goals.
We like to do things differently in Peterborough, so all
those involved in the SDP, across all the city’s systems,
have been empowered through the creation of an
‘Innovation Forum’, facilitated through the Royal Society
for Arts and Commerce (RSA) – the first of its kind in the
country. Taking this forward, the city will be adopting the
One Planet Living agenda: providing clear and transparent
targets, initiatives and accountability for the city as a
whole. The success of the Future Cities Demonstrator
programme will be vital in identifying the solutions to
deliver the One Planet Living agenda, building on the
strong foundations of the integrated networks already
formed.
Priority 1:
Creating opportunities tackling inequalities
• Improving health
• Supporting vulnerable
people
• Regenerating neigbourhoods
• Improving skills &
education
Priority 2:
Creating strong &
supportive communities
• Empowering local
communities
• Making Peterborough safer
• Building community
Priority 3:
cohesion
Creating the UK’s
• Building pride in
Environment Capital
Peterborough
• Making Peterborough
cleaner & greener
• Conserving natural resources
• Growing our environmental
business sector
• Increasing use of
Priority 4:
sustainable transport
Delivering substantial &
truly sustainable growth
• Creating a safe, vibrant
city centre & sustainable
neighbourhood centres
• Increasing economic prosperity
Figure 1
• Building the sustainable
Sustainable
infrastructure of the future
Community Strategy
• Creating better
goals
places to live
We have an established and successful history of growth
and renewal: from the city’s doubling in population
between 1967-1988 to the present day. Peterborough
is already the number one city for housing stock growth
(Centre for Cities 2012), is currently the second UK city
for % population growth, and according to the McKinsey
Report (2011) will be England’s fastest growing city by
2025. By 2026, Peterborough’s population will have
increased to well over 200,000, with 25,000 homes built
and 20,000 jobs created.
The demand for, and benefits from, growth are clear, as
are our plans for delivering it. These are ambitious, but
not unprecedented: we have done it before and will do it
again. We recognise that it will bring both opportunity and
challenges. The opportunities that it presents, in terms
of economic prosperity and equity, social aspiration and
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environmental security, are immense, and Peterborough’s
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 Peterborough’s 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 world’s 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 city’s 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 country’s largest clusters of
environmental businesses, underpins Peterborough’s
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 city’s 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 city’s
‘Bondholder’ scheme, providing excellent business-tobusiness opportunities, and through the EnviroCluster
local companies have connections to a pan-European
collaboration of innovation hubs. Both UK CEED (UK
Centre for Economic and Environmental Development) and
PECT (Peterborough Environment City Trust), demonstrate
the mutually complementary benefits of commerce and
sustainability, and are strongly supported within the
city. The city council’s ESCo (Energy Service Company)
is also a national leader in public-private collaboration
and integration, with 15 other councils signing up to
Peterborough’s collective energy switch deal, and a range
of renewable energy schemes already delivered.
We are proud of how far Peterborough has come and
of our firm commitment to the environment and true
sustainability. We know we face complex and growing
challenges, and see our vision to live within the resources
of one planet and creating the UK’s Environment Capital
as fundamental to meeting these challenges: realising
a bigger and better Peterborough. The role of business
in achieving this is vital, and in Peterborough we have
strong business leadership, smarter, leaner businesses
and innovative new products and services. Our thriving
business sectors will be the engine of our green growth.
All the elements of a successful and sustainable city are in
place, and we are already integrating some of our systems.
The FCD funding will deliver a step change in the speed of
this transformation, maximising the city’s private and third
sector strengths in a time of public sector austerity.
1.3 City Systems to Deliver the Vision
Given the range of challenges and opportunities already
identified, it is imperative that the demonstrator
programme integrates the systems which impact on
those areas to maximum effect, however complex those
relationships may be. The following provides an indication
of the city systems which will be integrated into the overall
demonstrator proposal.
Business
The commercial ecosystem is vital to the prosperity of the
city in both the immediate and long term. The success or
failure of our local companies has a direct impact on, or is
directly affected by, virtually all the other city systems. The
business community is closely aligned and supportive to
the city’s vision and agenda across its full breadth.
Of the >5,000 businesses in Peterborough, only the top
25 companies are above SME size. Major companies
range from Caterpillar Perkins, Amazon and British Sugar,
through to Travelex, Bauer Media, and Diligenta (part of the
Tata Group). The majority of the city’s workforce, however,
is employed within SMEs and these provide the bedrock to
the city’s success. So diverse is Peterborough’s economy
that every sector is represented in the city, providing a rich
resource to input into the city’s ambition.
Our environment sector, with over 350 companies and
5,800 staff, is one of the largest in the country, and like
the many other Peterborough businesses, is bringing
forward cutting-edge innovation, from individual water
management solutions such as Aquai-Mod, through
to the £500m Energy Park being developed by PREL
(Peterborough Renewable Energy Limited). The Water
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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.
level, as are the skills levels of the working age population.
Over the last few years over £135million has been
invested in the city’s school system, creating academies
and the city’s first university centre, and that investment
is continuing. As a result, there has been skills level
improvement across the board, in some levels (e.g. Level
4+) at a rate higher than the national profile.
Businesses across the city are helping to tackle the city’s
challenges. Through the Investors in the Environment
Scheme, businesses can sign up to reducing their
environmental footprint and receive support to achieve
that. Over 1,100 businesses are committed to the
city’s ‘Skills Service’, volunteering direct employability
training into schools, to build the workforce of the
future and transform the opportunities for young people.
While through the city’s Corporate Social Responsibility
programme (Side by Side) businesses have a quick and
easy way of inputting to worthwhile community initiatives.
The greatest achievement in recent years has been
the advent of significantly higher education provision
to the city. Historically a higher education ‘cold spot’,
Peterborough used to lose many of its school leavers to
national universities elsewhere, many students failing
to return. University Centre Peterborough (UCP) was
established in 2009, a joint venture between Anglia
Ruskin University and Peterborough Regional College,
and has seen incredible success to date with exceptional
recruitment rates, and is ahead of schedule to adopt
self-awarding powers and full university status. Further
courses are being offered across the city by Anglia Ruskin,
Middlesex, and Bedford universities. A joint venture
between the city council and Peterborough Renewable
Energy Ltd (PREL) with Cranfield University, has developed
the Centre for Renewable and Clean Energy, an education
and research centre that has attracted interest from a large
number of international students.
The Greeniversity initiative, our sustainable skills share
programme, continues to grow and thrive with over 100
teachers and 1,000 learners, and has received funding
from Nesta to expand nationally. The green agenda also
pervades the formal education system, with over 90% of
all the city’s schools enrolled on our sustainable schools
programme.
Communications
Peterborough’s urban areas are well served by
communications infrastructure with excellent speeds and
connectivity – this will be vital in underpinning the delivery
of the city’s vision and the demonstrator proposal. Highspeed broadband provision to the rural villages is unlikely
to be delivered by the market, however, so we are working
with Cambridgeshire County Council and other partners
on the Connecting Cambridgeshire project, to provide
superfast broadband to 90% of homes and businesses by
2015.
The many existing networks of people and organisations
in Peterborough span businesses, communities, third
sector and public organisations, providing an invaluable
resource to build consensus and the vehicles of delivery
for the city’s vision. Many of these are well-organised,
and connected virtually, although some remain informal
and poorly integrated. The successful use of these
networks and appropriate deployment of technological
communications will enhance the opportunities for
informal groups to network and social cohesion.
Education
The skills of the population are vital for the delivery of
an aspirational and high-achieving workforce, which in
turn drives a transformation of the city’s prospects and
economic activity.
Educational attainment in Peterborough schools, however,
is below national averages, by varying degrees at each
Although Peterborough’s education system clearly has
challenges, its current and future transformation will
provide the human resource power, intellect and research
to drive the practical delivery of the city’s vision.
Environment
The environmental performance of Peterborough is
intrinsically linked to the performance of many other
strands of the city’s systems and processes: from health
and well-being to economic prosperity and social equity.
Peterborough signed up to an environmental charter in
1991, and was one of only four cities to be awarded
Environment City status in 1992. In 1993 we set up PECT
(Peterborough Environment City Trust) as an independent
charity to focus solely on driving forward the environmental
agenda within the city. In 2008, Environment Capital was
adopted as one of four priorities of the city partnership’s
strategy and in 2010, ‘Environment Capital’ was approved
by full council as a major city policy.
The environmental aspiration is writ large across all of the
city’s agenda. In business, this is represented not only in
the commercial activities of companies, but also in their
commitment to the Investors in the Environment scheme
which has over 700 companies registered and 125 working
towards formal accreditation. So successful is this scheme
that it has expanded rapidly and was launched across
Yorkshire and Humberside this year and is currently being
adopted by Northamptonshire, with business members
from Edinburgh to London. Retrofit programmes by local
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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 Peterborough’s citizens.
Peterborough’s 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 city’s growth ambition puts no further
burden on those systems.
Environment: Energy
Peterborough’s energy supplies are reliant on critical
infrastructure located outside of the local authority
boundary. The gas-fired power station located in the
city does not directly supply the city’s energy demands,
and only operates when it is commercially viable for it to
export power to the National Grid. Energy infrastructure
is constrained in many areas (particularly in the south
and north east of the city), requiring costly intervention to
support Peterborough’s growth objectives.
Rising energy bills are having significant impacts on
Peterborough’s residents, with increasing numbers in fuel
poverty, directly adding to the city’s health challenges. Rising energy costs also impact on the economic viability
of the city’s businesses. Peterborough’s commercial
electricity use is more than double the domestic
consumption. Failure to address these issues will
seriously constrain the delivery of the city’s vision; the new
initiatives, as set out in this demonstrator proposal will
start to fulfil those requirements in an innovative way.
Innovative energy solutions are already underway, through
both the private sector with companies such as Larkfleet
Housing, Lark Energy and Aquavent, but also the public
sector. Bluesky Peterborough, the city council’s recently
created Energy Service Company (ESCo) has a remit
to produce renewable energy and increase the energy
efficiency across the council’s portfolio, and beyond. To date over 1000kW of solar PV have been installed on
council properties, an agreement is in place with Viridor
for a major energy from waste plant (to complement PREL’s
Energy Park) and plans are well advanced for both wind
and solar farms.
Environment: Waste
Although we are a high-performing authority for household
waste reused, recycled or composted (47.5% 2011/12),
we also produce a lot of it: around 900,000 tonnes per
year, predicted to increase by 45% by 2030.
The cost of disposing of waste to landfill is increasing
dramatically, and the city is predicted to reach its landfill
capacity by 2014. We are therefore working with residents
to increase the amount we recycle to at least 65% by
2020, as well as the private and public sector energy from
waste plants already mentioned.
Significant volumes of commercial and industrial waste
are exported and imported into the unitary authority
area. By addressing this element, creatively, with local
businesses, and integrating this into a wider drive for
efficiency (environmental and economic), as proposed
in the demonstrator bid, we will set an exemplar for the
wider community which will be promulgated through its
integration with other systems.
Environment: Water
Situated in one of the driest and lowest-lying regions of
the UK, Peterborough is vulnerable to both drought and
flooding. Much of East Anglia is under serious water
stress. The main source of potable water (Rutland Water)
is located outside of the local authority boundary, providing
little confidence in water security.
Significant new water infrastructure will be required to
meet Peterborough’s planned growth, which will need to
be carefully managed to ensure no negative impacts on
water availability, water quality and biodiversity. New
development, however, also introduces opportunities to
actively improve both flood risk management and the
quality of water management.
To reduce the need for costly and intrusive infrastructure
interventions, innovative new models need to be explored,
tested, demonstrated and communicated. Effective water
management can reduce, if not obviate, the need for
intensive intervention. Peterborough’s Water Innovation
Network has already identified many new approaches,
providing a ready-made test-bed for SME invention and
innovation. Integrating this approach and these innovative
products will provide the essential solutions to achieve
the city’s vision.
Health
The health of people in Peterborough is generally worse
than the England average. Deprivation is higher than
average and about 9,800 children live in poverty. Life
expectancy for both men and women is lower than the
England average and whilst all-cause mortality rates have
fallen over the last 10 years, there is evidence of the
gap widening. There are also marked inequalities within
Peterborough (life expectancy is 9.4 years lower for men
and 5.6 years lower for women in the most deprived areas).
Early death rates from cancer and from heart disease
and stroke have fallen but the latter is worse than the
England average. One fifth of Year 6 children are classified
as obese. Levels of adult smoking, teenage pregnancy,
GCSE attainment, breast feeding initiation and smoking
in pregnancy are worse than the England average. Rates
of road injuries and deaths are worse than the England
average.
Priorities in Peterborough include reducing health
inequalities, focusing on promotion of healthy lifestyles
and improving outcomes for long term conditions.
7
Peterborough’s Live Healthy Live Green Partnership is
working to deliver significant improvements in the health
and well-being of the people of Greater Peterborough and
in the delivery of health and social care.
For quality of life purposes, therefore, it is essential that
all systems take consideration of this element and find
ways of addressing these challenges. This can be through
communication, education, skills, transport, energy
technologies or even just in planning the system.
Neighbourhoods
Peterborough is a diverse and multicultural city, analogous
to the UK’s largest cities; for example, Peterborough’s
citizens speak over a third of the world’s languages. This brings both opportunities and challenges.
A number of areas are in need of regeneration, with
relatively high levels of deprivation: a dense population,
fuel poverty, poor health, crime & anti-social behaviour,
poor educational attainment. Although Peterborough was
identified as a high crime area in 2005, there have been
considerable reductions in crime levels in recent years,
making us an area with one of the best crime reduction
rates in the country
Engaging with our communities is challenging on
several levels. Cultural and language differences play a
significant part but so does the method of engagement:
public meetings are not well attended unless there is an
immediate and significant issue affecting that particular
neighbourhood. Encouraging residents to play a part in
decision-making through engagement and consultation has
not to date been as successful as it could have been.
Greater engagement of communities through the RSA’s
‘Citizen Power’ programme has been invaluable, identifying
new ways of working. We need to build on that, using
technology, innovation and demonstrable benefits, to show
real value to Peterborough’s citizens and the opportunities
that growth can bring.
Transport
Transport is a vital element in the successful functioning
of a city. It underpins economic vitality and growth;
connecting people with jobs, goods and services. When
it fails, however, it can have a dramatic impact on
productivity and business performance. Transport also
impacts on health, well-being and the environment. A
well-managed network providing for all modes of travel can
reduce congestion, improve resilience, reduce emissions,
and promote sustainable transport leading to improved
health and well-being.
Transport is an important strength for Peterborough. The
network of parkways, major city roads, bus routes, cycleways and footways have played an integral part in allowing
Peterborough to grow. The city has continued on a course
of advancement, but its commitment to an ambitious
growth agenda will put additional stress on the transport
network that will need to be addressed through major
infrastructure intervention, unless innovative solutions can
be found.
Existing challenges, that will be exacerbated by increased
population growth, include: tackling congestion and
its impact on public transport particularly; improving
resilience to accidents, road works, weather and security
threats; reducing the environmental impacts of congestion;
improving journey reliability and travel information.
If these challenges can be addressed successfully, they
will enhance economic vitality, underpin environment
capital aspirations and improve the quality of life for
Peterborough’s citizens. The solutions proposed in the
demonstrator will progress that agenda, deliver the overall
vision and integrate with other systems, using technology
to maximise the value of existing infrastructure and reduce
the need for more.
8
1.4 Our Approach to Integration:
Peterborough DNA
The integration of the city’s systems has already begun,
through the Sustainable Communities Strategy, Single
Delivery Plan and imminent One Planet Living policy
adoption. Our approach to sustainability, driven by our
Environmental Capital ambition, recognises the need
for a new delivery model to achieve change and build
momentum towards realising truly sustainable growth it has
enabled Peterborough to build a national and international
reputation as a city that is developing new ways to embrace
environmental change.
Fundamentally, our proposal will build off the existing
assets and strengths of the city, using those to further
integrate our systems. Delivery of the demonstrator will be
through strands of ever-improving helices of understanding
and technological advancement, where systems are
integrated within each strand, and where each strand is
connected to the other within the body corporate of the
city: effectively, the make-up – the DNA – of the city.
Our rich tapestry of business networks and partnership
organisations is supported by a robust research base. We
have a strong body of evidence across many sectors and
already have shared information platforms (Hawkeye, the
Peterborough Model, the Neighbourhood Window), plus
experience of acting as a test-bed for innovative service
delivery models (e.g. Sustainable Transport Demonstrator
City).
Our ground-breaking ‘Peterborough Model’ approach to
collaboration is a high speed way to align and visualise
data from multiple sources, specifically designed
to accelerate and improve partnership decisionmaking. Applying this approach means that we are
already integrating systems, have established effective
collaboration between stakeholders, including the
private sector and utility companies, and enabled better
engagement with our communities.
Innovation is in the DNA of Peterborough. The
‘Peterborough DNA’ project will build on our excellent
networks and existing innovations to provide an integrated
city that benefits citizens and businesses, not just for the
life of the FCD project, but into the future. All strands of
the DNA proposal are not only multi-faceted and complex
in themselves but also link to each other component,
so that there is mutual gain and complementary
advantage. The simplicity of the structure also offers an
easily accessible concept containing a highly complex
interaction.
The ‘Peterborough DNA’ proposal will demonstrate delivery
during the course of the funded project, but each strand,
and the concept as a whole, has a clear long term life
cycle, which, vitally, is self-funding and sustainable.
The outcomes from the proposal are clear:
• B
usinesses will be able to access both a physical test
bed environment and a robust innovation network – not
only trialling solutions but also giving them the widest
possible accessibility and audience;
• R
esidents and businesses will begin to adopt
sustainable patterns of consumption and production,
and benefit from enhanced environmental and quality
of life experiences without the need for massive
infrastructure investment – where utility systems are
both secure and offer a clear financial return;
• R
esidents will also be better informed and empowered
to make decisions on how they run their lives (from
transport to skills and careers), as well as influence how
the city’s systems are run through the self-learning city
cloud;
• T
he FCD funding will be exploited to its absolute
maximum within the period of the fund and also as a
catalyst to access other funding streams (national and
European), which will just continue to grow the project.
‘Peterborough DNA’ will consist of five distinct but
integrally connected strands of projects. Delivering
systemic change in its own right, but also underpinning
the other strands will be a single integrated and interactive
data system. The five strands of the ‘Peterborough DNA’
proposal are as follows:
Living Data
Provides the analytic engines and presentation
tools not only for delivery of the Peterborough
DNA projects, but also on a comprehensive
city-wide basis.
The proposition has three fundamental principles:
• An overarching strategic, integrated series
of strands;
• E
stablishing a platform (test-bed) for SME
innovative solutions now and into the future;
• Identifying and delivering specific solutions as
part of the FCD proposal to demonstrate that
Peterborough is innovative and can deliver.
Peterborough Innovation Pool
Solves the city’s challenges by developing new
ideas through collaboration and open innovation;
providing a uniquely accessible portal and library
of solutions.
9
1.5 Measuring Success
Central to, and running through the core of, the
Peterborough DNA proposal is the Peterborough citizen and
the Peterborough business. Our proposal will have achieved
little if it does not impact positively on the quality of life of
local residents and on the prosperity of our companies.
Sustainable City Metabolism
Delivers working demonstration projects to improve
resource efficiency and build business consortia to
ensure economic efficiency.
Skills for Our Future
Combines a tailored IT platform to empower young
people, with a bespoke Peterborough qualification
system and network of graduate ‘Change Agents’ to
provide the human resource to power the
city’s transformation.
Transporting Intelligence
Drives-up business efficiency, drives-down carbon
emissions and improves the travelling experience
of Peterborough’s citizens in a high-tech, low
infrastructure way.
With each proposed project we plan to put the necessary
structures in place to enable the city’s service delivery
organisations, partners, businesses and citizens to continue
to identify, test and deliver solutions to Peterborough’s
challenges into the future. The component demonstrator
projects will provide evidence of performance, enabling
take-up of solutions elsewhere in the city and rollout nationally and internationally. This will include
development of innovative financial and procurement
models to support effective delivery of solutions to the
city’s challenges at speed.
The 183,600 population size of Peterborough, combined
with consistent political commitment in the city, means
that our demonstrator proposals can be delivered rapidly
and that FCD funding will have a transformational effect
on the entire city. We have made a good start towards
achieving our aspirations for truly sustainable growth, but
FCD funding has the real potential to enable Peterborough
to achieve a paradigm shift.
The investment in our proposed solutions will, we believe,
result in long term, sustained benefits for the city, its
businesses and residents. It will facilitate transformational
change across a whole host of Peterborough challenges,
faster than is currently achievable, and deliver tangible
improvements to economic growth, life quality and
environmental resilience. Crucially, it will also provide
a clearer understanding of city challenges, assets and
opportunities to inform future initiatives and funding
decisions.
Section 2.3 sets out the detailed processes for managing
and evaluating success. Here we would like to identify
what it will mean to the Peterborough citizen and business
to be a part of our demonstrator city.
The person in the street or at home, the big companies and
small SMEs, will all be able to access live data on issues
that matter to them: routes to training and employment,
access to markets, environmental performance, journey
times, community initiatives. Not only will they be able to
‘receive’ but we shall deliver solutions that enable them to
input and influence: to engage directly with the systems
that shape their lives and commerce. Living Data provides
the means and innovation to transform how the city
operates and interacts.
So many innovative products are being created in
Peterborough: from renewable energy solutions and
water management devices, through to financial security
algorithms and pioneering insurance products. Some of
these products have come successfully to market, others
are struggling. Through the Peterborough Innovation Pool,
companies will be able to open up their innovation to the
largest possible audience, to solve local and potentially
global challenges, in a secure and value-enhancing
environment. This will create real job opportunities, and
begin to generate a paradigm shift in the perceptions of
the city, its economy and its people.
One clear contributor to enhancing company wealth or the
quality of life is the recycling of money back into people’s
pockets, either corporately or personally. Our Sustainable
City Metabolism model will do just that, whilst also
reducing over-reliance on unsustainable resources. Initially,
the benefit will be felt by businesses in the Fengate
industrial area, but the mechanisms and models tried,
tested and established there will be able to roll out across
whole business districts, residential areas and ultimately
the city as a whole.
Young people, NEETs, the unemployed, or just those
looking to up-skill or change their lives, will be able to
design and follow a Personalised Career Path, which
matches their interests, abilities and ambition with
bespoke skills and the needs of local business. The
Skills for Our Future programme will offer a user-friendly,
portable web-based platform, accessible to individuals,
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 city’s 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.
Key to many of the strands is wider democratic
engagement across the city, meaning that Peterborough’s
citizens will be engaged as never before. They will not only
understand but also, crucially, influence the delivery of the
demonstrator programme. The Peterborough DNA website
already created will ultimately be fully open.
The development of a successful demonstrator programme
in Peterborough will be underpinned by the use of our
Peterborough Model for Accelerated Collaboration. This
approach marries high speed evidence alignment with
partnership building techniques and is a highly effective
and low cost way of getting broad partnerships to work
on complex issues. The Peterborough Model approach,
from which the Living Data strand of the ‘Peterborough
DNA’ programme has been extrapolated, will be deployed
for complex partnership issues throughout the delivery
programme.
By connecting our learning to the Future Cities network,
Catapult Centre and the TSB itself, our residents and
businesses will be connected to a much wider community,
and be able to demonstrate what it means to be a part of a
truly sustainable city.
In summary, the success of the Peterborough DNA proposal
will be the positive impacts it has on everyone who lives or
works in, or visits the city, and the speed with which the
FCD funding enables those impacts to be realised.
1.6 Engaging the City
Peterborough has taken a collaborative approach to the
development of the FCD Feasibility Study right from the
start by convening a series of workshops and discussions
with many of the city’s partners: public sector bodies,
businesses large and small, government agencies, not-forprofit organisations, academic institutions and individuals.
All have contributed positively and enthusiastically,
bringing not only an immense wealth of knowledge and
expertise, but also a diverse range of perspectives and
interests. Appendix G is a list of the many organisations
who have contributed to the development of this proposal
and who are committed to supporting its delivery.
The writing of the bid alone has involved a total of 8
organisations, each contributing fresh observations and
insights, often at no cost to the project.
Peterborough already has an extensive network of formal
and informal partnerships that are keen to contribute to
creating a better, smarter and more integrated city. These
range from the broad, such as the city’s ‘Bondholder’
networking scheme with over 1,000 members through
to more focused alliances such as the internationally
recognised EnviroCluster and Water Innovation Network.
This fabric of partnerships, voluntary groups and alliances
is strong right across the public, private, voluntary and
inter-faith sectors in Peterborough. Harnessing the power
of these partnerships through the demonstrator to invent
and catalyse change is something that Peterborough may
be unique in being able to offer.
1.7 Leveraging Value
As a whole logical sequence, the ‘Peterborough DNA’
proposal builds on existing operations, investments and
processes, maximising the outcomes and assets created by
those and ensuring not only their long-term sustainability
and legacy, but importantly a paradigm shift in their
impact on the city.
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 city’s 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 council’s 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
Peterborough has already taken major strides to establish
innovation networks. The city’s EnviroCluster provides local
businesses of any scale with both networking opportunities
and access to new markets. Through the Water Innovation
Network (WIN), companies have direct access to Anglian
Water to pitch and trial their innovative products. This
has already achieved tremendous success, and this water
industry model is being explored elsewhere.
Peterborough is clearly a hot-bed of innovation, with an
unrivalled network of companies within the city and a
willingness on their part to collaborate. This model will pull
together in a single place (virtual as well as partly physical)
challenges, solutions, funders, academic R&D and a
library of successes or outstanding requirements. Without
the pump-prime funding through the FCD competition,
it would not be possible to deliver a model to cover every
sector and innovation solution, but Peterborough’s track
record shows it can be delivered.
A lot has been achieved in Peterborough in terms of
gearing up communities and local companies to maximise
their resource efficiency. Programmes such as the Investors
in the Environment scheme, Cross Keys Homes retrofit programme for social housing, and the city council’s
ESCo and its renewable energy interventions, have proved
successful, but have relied on a single entity taking the
lead. In all of this work, the major obstacle to expanded
adoption has been making the business case to persuade
others to realise the opportunities created through
environmentally sustainable options (as evidenced by the
work carried out by PECT in the Fengate area with local
companies there).
Planning permission and funding have been secured for
a £10m Sustainable Skills Centre, which is scheduled
to commence construction in early 2013, and which will
become the long-term focal point of the Skills for Our
Future strand.
This strand of the programme will build on this success
and take it to a new level: it will start to address career
advice in a novel, effective and user-friendly way, as well
as provide the skills and resource networks essential for
economic growth. Although there are clear routes for
long-term sustainability and replicability, transformational
expansion of existing schemes would not be possible
otherwise.
One of the city’s 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 city’s 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.
The City Metabolism proposal builds on the work already
done and not only demonstrates the environmental and
business effectiveness of integrated renewable solutions,
but importantly develops the business model to accompany
them. Demonstrator solutions across the utility spectrum
will encourage a business alliance or consortium for
implementation on a practical and scalable basis. Any
financial returns can come back into the business direct
or into expanding the consortium across the whole district
and ultimately the entire city and beyond.
Peterborough’s approach to skills development in the city
has been pioneering. In many ways, however, it is relatively
simple: businesses need skills locally to thrive and prosper,
so enable them to influence skills providers and encourage
them to develop the employability of their future workforce.
Over 1,100 companies (20% of the local business
community) have signed up to the Peterborough Skills
Service, committing to developing employability skills
directly in schools. 600 businesses have also agreed to
contribute to questionnaires to influence skills provision.
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
sensors across key partners into new data architecture. It
will be enhanced by a powerful new city operations and
analytics system which will be operated by local analysts
with support from a global technical partner, who will be
procured as the main delivery and R&D partner for cloud
and analytics solutions.
Phase 1 will provide the platform for all of the component
parts of the Peterborough DNA strands that require IT/
portal accessibility, and then visualise their achievements
in an exciting and innovative way. For example, it will
provide the data repository, evaluation tool and innovation
library for the Innovation Pool projects, and data from the
Transporting Intelligence strand (e.g. from multi-functional
traffic cameras) will be transformed into intelligent analysis
and actions (e.g. automated calibration of traffic lights to
increase transport network efficiency).
Serco (Peterborough’s outsourced IS provider) will lead
the process of delivering the Phase 1 cloud and procuring
the technical partner for cloud and analytics services. For
speed of execution Phase 1 of Living Data will not be an
Impact Level Three secure system, and at this stage will
focus on delivering the Peterborough DNA strands, rather
than undertaking organisational negotiations about creating
shared services.
The Living Data presentational layer will deliver tools to
provide citizen-centric and business-centric information
to targeted audiences, and a city dashboard will assist
local professionals in smarter operational management and
decision-making. A key component will be a single live
visualisation platform of the city with views for key user
groups. Integration of the pioneering Peterborough Model
(the city’s existing visual model and collaboration platform)
with elements of the city council’s Neighbourhood Window
(integrated neighbourhood data system) and Hawkeye
(standard GIS platform) will provide the basis for the live
visual platform across the city. All presentational tools will
be developed to allow inclusion of increasing numbers of
live sensors.
The Living Data presentational layer will also be opened
out to a much larger audience (within the parameters
of commercial intellectual property, confidentiality and
security) through new and exciting presentational media,
ranging from ‘Apps’ and the Electronic Town Crier Service
to the retina-reactive 21st Century Notice board (citizen
information screens, described in more detail in Appendix
D). These will be specified as part of the programme
between March and June 2013. Other communications
media such as voice-activated user interfaces will also
be explored to both facilitate access to all users, but also
enable feedback from communities and business into the
system.
Running in parallel with this, Phase 2 of Living Data will
create the specification and business case for a city-wide
service cloud. Phase 2 will change the way the city is
run whilst delivering economies of scale, process, data
and other efficiencies across Peterborough. The savings
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,
it is anticipated that £1.7m of savings could be generated
per annum which would more than cover the on-going
annual cost of the system.
The accelerated process to deliver the Phase 1 Living Data
cloud will provide an (inter-)national template for cities,
showing how cities with ‘applications delivery IT systems’
can migrate to a smart hybrid cloud and then onto an
integrated shared cloud: delivering their own long-terms
solutions but with technology company flexibility and
support. Living Data Phase 1 will showcase a method for
using high speed procurement and framework contracts to
deliver shared data and intelligent analytics. The Phase 2
parallel work stream will provide the long term business
case to support both the ongoing costs of phase one but
also the transition to a more integrated city cloud to benefit
the partners, local businesses and citizens.
The Living Data Strand will fundamentally change the way
that Peterborough is run. It will enable citizens to see and
understand and improve the operation of their city. It will
not only draw together the city information systems, but
integrate city thinking and operations. As such Living Data
will be the foundation of a smarter and more efficient city
that can continue to innovate.
2.1.2 Peterborough Innovation Pool
Providing a platform that not only enables but also
encourages innovation is vital to both the success of the
Peterborough DNA proposal and transforming the city’s
future – many products fail to find funding, are untested
or cannot be developed owing to a lack of resource on the
part of the company. The Peterborough Innovation Pool
provides the platform for all agents involved in innovation
(public and third sector, SMEs, R&D, venture capitalists,
business angels) to input to solve the city’s challenges by
developing new ideas, products and services through the
power of collaboration and open innovation.
The focus of the project will be on establishing a
network of Peterborough’s experts, entrepreneurs and
innovative businesses, and an associated system that
enables innovative products and services to be trialled
and deployed. It will provide a single portal which will
bring together this challenge-and-solution-based process
in front of SMEs, large businesses, investment angels,
funders, R&D institutions and others involved in innovation
delivery, and crucially create a library of past activity.
The city’s organisations (including utility companies,
communities and even other businesses) will put forward
their challenges and act as enablers and test-beds for
new technologies. The city’s larger businesses would
also be linked into the network to increase and improve
collaboration with SMEs, to achieve mutual benefits.
This new “cluster” concept is not sector-specific. It focuses
on people, expertise, entrepreneurship and collaboration.
The Peterborough Innovation Pool will build on existing
business and innovation networks based in the city
(EnviroCluster, Water Innovation Network), and business
clusters that are currently ‘un-tapped’. Whilst the focus of
the network will be on solving Peterborough’s challenges,
the network will be open to both local companies and
ultimately others globally with an interest in developing
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their innovations using Peterborough’s 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 Peterborough’s 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 Peterborough’s
health issues;
• Improving the sustainability of Peterborough’s food
chain (the city has submitted a proposal to the IBM
Smarter Cities programme around this key sector of the
city’s economy, the recommendations of which could
feed directly into the Innovation Pool for practical
solution delivery).
As well as the open-source, but managed and secure
platform, an additional engine for innovation will be
provided through the running of regular network events,
open forums and workshops where challenges will
be discussed and solutions fostered in collaborative
partnerships between business, academia, R&D institutions
and the public sector. Experts, automatically identified by
the supporting ICT system, will be invited to participate in
discussions relating to topic areas which match their area
of expertise.
Ideas and potential solutions generated by the network will
be submitted for assessment to the organisation setting
the challenge, leading to agreements and partnerships
for future development. An interactive, digital Innovation
Library will collect and showcase information ideas and
potential solutions, so that the Innovation Pool can be used
as a resource at any point and on any topic.
The Peterborough Innovation Pool will act horizontally,
across all industry sectors in the city. It can act as a driver
for growth for the city’s existing environmental business
cluster (EnviroCluster) but could also be used to galvanise
growth in other strong sectors in Peterborough including
manufacturing, engineering, transport & logistics, finance,
agriculture and the creative industries.
A physical space will also be set up in the form of an
‘Innovation Room’ to support and enable collaboration and
interaction between organisations and promote creative
thought-capture. This will incorporate cutting-edge
technology solutions to aid collaboration, while incubation
space will be provided to support the creation of start-up
companies developing from the Pool.
The Peterborough Innovation Pool will link to and be
supported by the Skills for Our Future strand which will
provide a crowd-sourced/freelance talent pool able to offer
specialist input (product design, IT, communications). The
Innovation Pool portal will enable local organisations to bid
for time to progress innovation projects. Peterborough’s
“Change Agents” will then be able to progress ideas
generated by the network and evolve them out into new
companies, or as joint ventures with existing businesses, to
commercialise solutions.
A collaboration and engagement programme will run
alongside the development/operation of the network
to support and enable SMEs and larger innovative
organisations to work together to achieve mutual benefits.
This would include provision of legal and financial advice
to ensure that solutions are successfully brought to market.
The Peterborough Innovation Pool programme and delivery
milestones are summarised in Appendices A. Total costs
for this strand are £1.2m; a more detailed breakdown is
contained in Appendix B.
A number of options have been explored to ensure the
long-term sustainability of the Innovation Pool. These
will be developed during the course of the project in
collaboration with partners such as the TSB, local
companies and business angels. Interestingly, one of the
first challenges to run through the Innovation Pool process
and be opened up to local businesses could be to identify
its long-term sustainability. The following options are all
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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.
2.1.3 Sustainable City Metabolism
The Sustainable City Metabolism strand will create working
demonstration projects to improve the performance of
Peterborough’s energy, waste, water and transport systems,
whilst also building a collaborative business consortium
that focuses on improving system sustainability and
effectiveness and realises real financial returns. Section
1.2 has indicated the challenges faced by the city in many
of its systems: limited energy capacity; waste capacity and
disposal costs; water security; transport congestion and its
associated air quality, emissions and health impacts.
The urban metabolism is “the sum total of the technical
and socio-economic processes that occur in cities,
resulting in growth, production of energy, and elimination
of waste” (Kennedy et al, 2007). This strand of the
Peterborough DNA programme aims to increase the
effectiveness and resilience of the city’s systems, taking
a holistic approach that strives to balance material and
energy exchanges between nature and society, working
towards eco-effectiveness, city self-sufficiency and longterm resilience.
The Metabolism demonstration projects will mainly focus
on the Fengate business park, located to the east of
Peterborough. Fengate businesses are primarily, although
not exclusively, SMEs, operating in a variety of sectors,
whose challenges reflect those of the city as a whole:
•Lack of information and understanding of system
challenges (e.g. water and energy availability) and
business benefits of improving system sustainability;
•Economic constraints limiting opportunities for
improving efficiency and effectiveness;
• Businesses operating in isolation;
• Rising energy, water and waste costs;
•Transport congestion, limited parking space, poor public
transport connections; and
•Local flood risk from surface water, and deteriorating
water quality.
The projects will strengthen the Fengate Business
Network via an engagement programme that builds on the
Peterborough Business Clusters project (2010-11), which
aimed to improve the resource efficiency of the Fengate
business cluster and establish behavioural change. An
initial understanding was gained of Fengate’s systems and
their interactions, but it was found that small businesses
struggle to make changes towards improved sustainability
without support to invest in shared solutions, and that they
need compelling evidence to be driven to change their
processes. Therefore this strand will provide evidence of
the benefit of making business processes more sustainable,
with investment in solutions that businesses can trial on a
‘try before you buy’ basis. A range of solutions are identified as part of this strand,
as identified in the milestones below. These will integrate
trials of mobile and demonstrator technological solutions
(e.g. mobile wind turbines, water management devices)
and future-proof existing initiatives to maximise their
impact. The Fengate Business Network will also link to the
Peterborough Innovation Pool strand, setting sustainable
business process challenges for innovators to solve and
becoming a test-bed for the trial of new technologies.
The engagement programme will support businesses to
recognise the benefits of collaboration to achieve mutual
benefits, as some solutions may be more cost effective
when undertaken jointly, e.g. waste exchange or rainwater
harvesting and reuse. The aim is to build the business
consortium within the Fengate district and ultimately roll
this model out across Peterborough, to achieve a ‘total
place’ consortium of businesses working for mutual benefit
towards eco-effectiveness.
Appendix F describes the scope of the proposed Energy
Metabolism, Waste Metabolism, Water Metabolism and
Transport Metabolism demonstration projects in more
detail. These projects will address Peterborough’s
infrastructure challenges by delivering:
• Established Fengate Business Network (June 2013);
•Operational connections from three Fengate businesses
to the planned district heat network (January 2014,
subject to progress with EfW plant delivery), and a
business case for wider roll-out of district heat networks
across the city (June 2014);
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 Fengate’s 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 city’s
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 city’s 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
include identification of appropriate funding streams,
which might include:
• Business subscription to city business networks;
•Charges levied for use of the AD demonstrator and
mobile energy units. Alternatively, the mobile energy
units and AD demonstrator could be sold on or rented to
an individual business or another city;
•Revenue generated by future sales of demonstrator
products, based on profit-share with the city based on
the Peterborough’s initial investment in the product
development and trial (see Peterborough Innovation
Pool);
•Business subscription to enable the ongoing operation
of the mobile wind and solar energy units, the AD
demonstrator and the electric bike hub.
• European funding programmes;
•Partnership funding from Anglian Water, the
Environment Agency and energy supply and distribution
companies.
•Savings realised through implementing water efficiency
and energy saving measures on the Council’s property
portfolio.
The Sustainable City Metabolism is a practical
demonstration project in its own right, where holistic
resource approaches can be used to achieve environmental
and economic benefits. Trialling and demonstrating
innovative solutions, and establishing robust business
consortium opportunities which recover costs from
improved energy efficiency, provides a model not only for
business, but also communities.
2.1.4 Skills for Our Future
Peterborough knows that it faces significant challenges
in the skills base of the city and has already started to
address those. It is abundantly clear that the city needs
inspired and ambitious young people with the right skills
to enable businesses to prosper and to meet its challenges,
both now and in the future and this strand provides a step
change to our current achievements.
The Skills for Our Future strand takes a comprehensive and
exciting approach to skills provision. It will build on our
existing innovative approaches to skills (the Skills Vision
and Skills Service brokerage scheme), provide pioneering
careers advice – a challenge for the country as a whole
– and will ultimately use the “SmartLIFE-Peterborough’
centre (scheduled for construction in 2013-14) as a focal
hub.
The Skills for Our Future strand has three distinct but
connected elements. The programme for delivery is
outlined in Appendix A, while a breakdown of the total
costs of £2.3m is shown in Appendix B.
The first element will provide a tailored IT platform both
to inspire and empower young people and to support the
identification of skills required to meet the needs of local
businesses. It will:
•In partnership with the Young Persons Employment
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.
will provide ongoing revenue to support future maintenance
and development.
The second component is the design and provision of a
range of unique qualifications based on identified business
needs (based on the Skills Survey) and the needs of a
future city. Specifically, the project will:
•Test, in three selected schools, a new element of
the National Curriculum based around the Future City
concept – designed to inspire, motivate and empower
young people to take up careers which play to their
personal strengths and meet the needs of
local businesses together with those of a growing,
sustainable city.
•Empower and inspire all those with low skills levels
to design, develop and implement their own career
path, using this unique, on-line platform to match
these paths with tailored training and development
opportunities. These IT-based career paths would be
supported by “hints” collated through a social media/
network approach based on the experiences of others
at key stages; a “learning” system in every sense of
the word. Personal Career Pathways (PCP) would be
“portable”, enabling young people to access and update
their personal career path on the move through specific
“apps” on mobile devices. Initial trials will see the
development of 80 PCPs with an additional 200 each
year beyond April 2014.
•Ensure bespoke training (see below) at all levels
and match young people with relevant and specific
personal and business development needs including
work experience, apprenticeships and employment
opportunities.
•Work with Peterborough NHS to investigate parallel
“Personal Health Pathways” to support young people
in making decisions that may have an impact on their
ability to pursue their PCPs, potentially addressing, at
an early age, health challenges such as mental wellbeing, obesity and life expectancy.
•The virtual platform will also offer a facility to collate
the skills and talents of Peterborough’s new arrivals
to develop a virtual knowledge pool and exchange, to
support local SME development and promote social
cohesion.
An initial investment of £1.2m will be required to instigate
this platform, while the trading arm above, coupled with
advertising and subscription revenue from the PCP website,
•Develop a range of modular, Future City Qualifications
at all academic levels, from NVQ through to Higher
Degrees, through a partnership of providers in the city,
including nationally recognised academic institutions
such as Cranfield and Anglia Ruskin universities, as well
as local institutions. This will include the UK’s first
Technical Baccalaureate which would be developed in
partnership with a wide range of local businesses. The
content of all qualifications will be reviewed annually
against known and predicted city challenges and
accredited and awarded by those institutions. Three
such qualifications will be developed during 2013/14.
The initial focus will be on skills for sustainability as
part of Peterborough’s Environment Capital ambition,
including support for the city’s 350-strong environment
sector.
• D
evelop a Knowledge Transfer Partnership with
Cranfield University which will match research and
development opportunities with local business needs,
through a link between this strand and the Innovation
Pool portal.
The development of a range of courses will require an
initial £500k investment. The programme will become
self-sustaining through course fees and sponsorship
beyond the FCD period.
The third component would see the introduction of a
fully supported graduate “Change Agent” programme, in
partnership with Change Agents UK: bringing the brightest
and best future graduate talent to the city to increase
economic development, help deliver the Future Cities
programme, and act as a long term city-wide resource.
This element will build the capacity of the business
community, and particularly those in the EnviroCluster
by using a high quality, low risk staffing resource; linking
closely to the Innovation Pool strand to identify short-term
capacity requirements, through:
•Creating a high profile placement scheme which
complements the Environment Capital and inward
investment aspirations of the city, through collaborative
partnerships with business.
•Building a crowd-sourced/freelance talent pool of
graduates able to offer specialist input (product design,
IT, communications) from which local organisations can
bid for time to drive Future City projects and support
the R&D elements described previously.
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 don’t 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.
•Temporary signals that can communicate and be
integrated into the network (by end November 2013);
Each of these elements will be integrated to ensure
maximum effect and the potential for cross-fertilisation
of ideas and opportunities. The impact will be
transformational both on the economic performance of the
city’s businesses, but also on the lives of young people and
their communities.
•A low cost city centre communications system that can
handle large packets of data (November 2013).
2.1.5 Transporting Intelligence
Transporting Intelligence aims to enhance the operation
and resilience of Peterborough’s transport network:
reducing congestion and thereby decreasing emissions
whilst improving users’ travel experience; promoting
business efficiency. This strand aims to future-proof the
network for Peterborough’s ambitious growth agenda and
provide the platform from which to effect significant modal
shift to sustainable transport.
Our existing traffic data is static and requires manual
review. Although this informs decision-making and
influences how we operate the network, it could do much
more. This strand aims to improve data and information
management (how it is collected, analysed, used and
distributed) and making data a powerful tool for change.
Information on network performance and traffic conditions
will be used to automate network management: moving
from reactive to proactive responses to incidents and
events, with the system continuing to learn over time. The
result will be a safer, more efficient, flexible and resilient
network, with reduced need for infrastructure, reduced
operating costs and lessening environmental impact.
Our goal is to provide comprehensive, accurate and
valuable real-time data to citizens and businesses alike,
providing transport information updates through message
signs, applications, and innovative social media devices
(including linkages through the Living Data programme).
Key to the success of this strand will be creative solutions
around communication and off-grid energy provision, lower
•An off grid sustainable energy system that will reduce
emissions and costs associated with sensor units and
signs (by end November 2013);
To reduce costs and impacts of the proposed system, an
off-grid, cost effective, zero emission means of power for
network management units will be developed as part of
this strand. This will have the potential to be used for
street lighting and on street sign lighting. The project
will create a new communication network across the city,
potentially making use of schools, sports centres, libraries,
other council buildings and on street infrastructure to act
as communication hubs across the city, linked to either
a hard-wired network of communication lines, a wireless
solution or a mobile data collection system.
The Transport Intelligence programme and delivery
milestones are summarised in Appendix A. Total costs are
£5.6m, and detailed breakdown is shown in Appendix B.
Business models around commercial sponsorship of data
and the system’s interaction with the Living Data strand,
will provide opportunities for long-term maintenance and
sustainability of the system. Although only at early stage
discussions with technology agencies, we are also exploring
pioneering information dissemination through the low-cost
DAB broadcast service.
An Integrated Transport Strategy and Implementation Plan
are currently in place for transport infrastructure delivery.
This project will complement and accelerate the capability
of achieving automated network management and, in
combination with existing infrastructure, the equipment
will act as a benchmark for new technology to be tested
alongside it.
These developments will add considerably to the city’s
capability to manage the network and influence travel
behaviour. The improvements to and extension of the
collection of data, management and information systems
will allow the installation, management and enforcement
of low emission zones, priority for high occupancy vehicles
and low emission vehicles and the promotion of sustainable
modes, amongst others.
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 city’s 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.
2.2 Maximising Linkages
The interaction between the Peterborough DNA programme
and other city initiatives has already been outlined in
Section 1.7. Here we identify more specifically how the
strands will exploit that existing investment.
The Living Data strand builds on, and takes to the
next level, a range of existing city data systems: the
Peterborough Model visualisation, Neighbourhood Window,
and Hawkeye. The considerable investment represented by
these data platforms (the equivalent monetary value for the
development of the Peterborough Model alone would be at
least £300,000) as well as the £500k Integrated Growth
Study work, is invaluable to the success of the Living Data
strand and the Peterborough DNA proposal as a whole.
Peterborough Innovation Pool maximises the potential
of the existing networks of the EnviroCluster and Water
Innovation Network, funded by investment from the city
council and Anglian Water respectively, and develops them
in a way which would not be possible without the FCD
competition funding.
The city has invested considerably in its environmental
performance over the years; exploring new and innovative
ways to drive environmental and resource resilience. The
Sustainable City Metabolism strand will make maximum
use of a range of city projects and schemes:
• city council’s Energy study and Water Cycle studies;
• ongoing EU Zero CO2 project in Glinton & Peakirk;
• establishment of Peterborough’s ESCo;
• investment by the city council into new MRF & EfW
facility;
• Sustainable Transport Town and LSTF projects;
• the Peterborough Business Clusters Project undertaken
by PECT with Resource Efficiency East and Renewables
East in 2010/11.
Peterborough’s Skills Vision and Skills Service are currently
supported by over £200,000 per annum from the city
council and other partners (e.g. the Side by Side CSR
programme), let alone representing a massive commitment
by the companies in releasing personnel to provide
employability training and business insights in schools.
This programme has already proved a huge success, and is
already being explored as a model of best practice by other
authorities across the country. The Skills for Our Future
initiative will provide a paradigm shift in the impact of this
area of activity, integrating it with the full range of city
systems, and importantly, use the links already in place
with other authorities to provide a replicable model.
The city’s Local Sustainable Transport Fund (LSTF)
has already attracted £5m from central government.
Transporting Intelligence will use this as a platform
and provide a new, exciting and innovative approach to
transport management, embedded in other systems across
the city, transforming the role and impact of the transport
network.
2.3 Delivering Peterborough DNA
2.3.1 Project Plan & Delivery Process
An outline programme for delivery is contained in Appendix
A, identifying the main activities and milestones, while a
detailed project implementation plan will be developed
immediately following award of the FCD funding, which
will set out in detail the full scope of each strand and
their component projects, including delivery milestones,
programme gateways and reviews, and risk management
processes.
It will be important for the project plan and the proposed
methodology for the component projects to ensure that
the delivery process is programme driven, recognising
the risks and factors influencing the scheme (see Section
4). Regular reviews will need to be undertaken to ensure
focused implementation, taking account of programme,
risks and costs and providing early warning of changes or
potential deviations from the project plan.
An outline delivery programme (Appendix A) has been
prepared during this Feasibility Phase, which identifies the
main activities and milestones for each strand. Delivery
milestones for each of the five strands of Peterborough’s
DNA are set out within Section 2.1.
20
2.3.2Project Management Team
2.3.4Procurement Strategy
A core team is proposed to manage the delivery of the five
strands of the Peterborough DNA proposal, with resources
allocated for this team in the financial spreadsheet. The
team includes:
Peterborough City Council will ensure that the substantial
FCD fund is either spent or contracted by March 31st
2014. We will ensure that all tender processes are carried
out with complete probity and full compliance with existing
local and national statutes, policies and guidelines.
Wherever possible, however, we will use creative but
compliant procurement processes, both existing and new
to provide rapid delivery of the proposal and its component
strands.
• 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 council’s
Growth Steering Board (which consists of Council
Leader, Chief Executive and other senior officers of
the Council, and Opportunity Peterborough, the city’s
economic development company);
Section 5 on funding carries more detail on the approaches
to be taken in this regard.
• P
rogramme Managers – responsible for delivering each
of the 5 strands to programme and budget, overseeing
outsourced contracts where appropriate and managing
project risks;
Compliance and due diligence will be the major
responsibilities of the lead Peterborough DNA team, and
will be audited and verified through the council’s legal and
finance teams.
• P
rocurement Manager – responsible for coordinating
the procurement of sub-contractors for the delivery of
technical components of the programme;
2.3.5Programme Measurement
• 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;
Early in the delivery programme we will focus attention
on further developing key outcome indicators and
milestones for each of our strands, together with a bespoke
performance management approach. The latter will use
existing baselines, where these exist, from which:
2.3.3Governance
• 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);
A Governance Board will be established for Peterborough’s
DNA, to oversee the delivery of the programme against
objectives agreed at the outset of the programme, and
to set, monitor and review outcomes against appropriate
stretch targets. These targets will relate to the agreed
objectives, but are likely to evolve over the course of the
programme.
• P
erformance data will be captured electronically
through the council’s 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.
We propose that membership of the Peterborough DNA
Board includes:
• C
abinet Advisor for the Environment,
Peterborough City Council;
• Operations Director of Peterborough City Council;
• Executive Director - Strategic Resources of Peterborough City Council;
• Chief Executive of Peterborough City Council;
• Chief Executive of Opportunity Peterborough;
• Chief Executive of Peterborough Environment City Trust;
• P
ermanent member - independent adviser nominated
by TSB.
It will be vital that the Peterborough DNA Board is closely
linked with the Future Cities Demonstrator and Catapult
teams, which will be the responsibility of the appointed
engagement officer. The city’s excellent links will also be
exploited to establish partner collaborator cities – reports
from which will be fed into the governance structure to
ensure shared learning is embedded at the highest level.
• In the first instance the monitoring will ensure that
Peterborough DNA, together with the associated spend,
is delivered within the prescribed timescales. During
this phase, a performance management framework will
be developed, tested and implemented for each strand
in partnership with the TSB and its Catapult Centre, in
order that early impacts can be recorded and collated.
• T
he partnership with the Catapult Centre is crucial to
ensuring that performance continues to be monitored
over a much longer period. It is during this extended
phase that the majority of predicted impacts will
be realised. It is envisaged that each project will be
assessed and reviewed on an on-going basis so that
they can be adjusted and further developed to ensure
maximum benefits and replicability. We propose that a
“think-tank” comprising representatives from the other
FCD applicants be integral to this approach.
• M
echanisms for circulating updates and for seeking
views on progress from the wider FCD community will
be developed in partnership with the TSB and Catapult
Centre.
21
2.4 Peterborough DNA Dissemination
Data will be collected through each of the strands of
the Peterborough DNA proposal and will be fed into and
activated through the Living Data model. It will then be
disseminated to the widest possible audience (taking
into account any areas of commercial sensitivity or
confidentiality).
Effective communication and engagement with
Peterborough’s communities and businesses will be
critical for the successful delivery of the FCD programme.
Excellent relationships with the city’s delivery partners
will be needed to achieve support for proposed projects,
in particular the ambition for Peterborough to become a
test-bed for innovative solutions to city challenges. Public
support and interaction will be vital for the successful
delivery of the projects – we will need to ensure that
citizens recognise how the Future Cities Demonstrator
programme will benefit them individually and collectively.
For all projects, citizen feedback on effectiveness and
impact, through the innovative media streams identified in
the strands, will be a critical measure of success.
There are three main principles supporting the
dissemination of the proposal for Peterborough DNA:
• Internal & external: ensuring that the data and the
experiences through the programme are made available,
relevant and useable to audiences in the city and
beyond.
• Involvement, engagement & interaction: truly integrating
citizens and businesses into the development of the
programme by using existing and new networks and the
enhanced communication tools provided through the
Peterborough DNA strands.
• V
isibility: a website has already been established for the
submission phase of the Peterborough DNA proposal.
This will be further enhanced and expanded to enable
high profile visibility of the programme’s progress and
afford a wide range of possible interaction processes
(blogs, Pinterest, TED, etc).
A communication and engagement plan will be developed
on award of funding, with a dedicated communications
officer being a key member of the project delivery team.
Direct routes of collaboration will be established between
the programme operators and partners such as the TSB
and other agencies using the engagement opportunities
described above. Links with other cities through existing
connections will also be exploited so that partner
collaborator urban areas can be identified for rapid transfer
of replicable models. Peterborough is a major partner
in the Greater Cambridge Greater Peterborough Local
Enterprise Partnership (GCGP LEP), taking the lead in
delivering skills solutions with the private sector across
that wider geography, providing a focal point for inward
investment enquiries and UKTI engagement, and driving
initiatives to improve access to finance through the LEP’s
Banking Sub-Group. Peterborough established and leads
the Growth Cities Network, 12 mid-sized cities across the
Greater South East of England collaborating to deliver
growth through shared best practice and providing a
combined voice in discussions with central government on
urban policy.
There are also huge opportunities for visibility, engagement
and involvement within the individual strands of the
Peterborough DNA proposal.
• T
he fundamental principle of the Living Data system is
the sharing and iteration of usable and useful data. This
will be an invaluable tool for disseminating the progress
and results of the programme as a whole, through
enhanced and exciting visualisation approaches.
• T
he Peterborough Innovation Pool relies on the
accessibility of data and visibility of contemporaneous
and past challenges and solutions, while output data
from the Smart Metering in the Sustainable City
Metabolism strand will be directly relayed, and where
not commercially sensitive, shared through the Living
Data model.
• T
he Sustainable City Metabolism programme
incorporates the development of a collaborative
Business Network for Fengate, with a focus on
improving sustainability and system effectiveness. The
projects will also engage with Fengate residents to
improve energy and water management.
• S
kills for Our Future similarly relies on an openly
available portal to encourage take-up by those seeking
or planning skills enhancement paths, but will also
be supported by high profile marketing and promotion
through education providers and other partner
organisations.
• T
ransporting Intelligence will provide improved
information to citizens and enable them to feed their
own data into the system, e.g. routes used, time taken
etc. and there can be little more public manifestation of
the Transporting Intelligence system than its high profile
signage and innovative social media.
We recognise that as a demonstrator programme, it is
vital that the lessons learned from the Peterborough DNA
programme are fully understood and shared. Understanding
why solutions have not worked, if that is the case, will
be as important to understanding why they do. We are
strongly convinced, however, that the holistic approach and
ground-breaking but realistic innovations contained in this
proposal will be adopted by cities around the country and
internationally, providing huge opportunities for economic
growth and export.
Peterborough Model visualisation of
broadband provision across GCGP LEP area
22
3. Peterborough DNA Impacts
3.1 Qualitative Impacts
As a holistic approach to the city’s systems, the
Peterborough DNA programme will have a transformational
effect on Peterborough’s economic prosperity, quality
of life and environmental resilience. It will also act as
a catalyst to other major initiatives to provide a positive
long-term legacy both for Peterborough and any city
which subsequently adopts the successful practices
demonstrated.
The Living Data strand will:
•Enable and empower agencies across the city to make
informed decisions about the planning, resource
resilience and system mutuality of Peterborough –
realising both environmental, societal and financial
advantages.
•Provide enhanced security and system efficiency and
effectiveness for data systems in the city, driving direct
financial savings in the provision of that information.
•Engage citizens in the fabric of the city and its delivery
processes, so that they are not only informed and able
to make better choices, but feel that they can have a
voice in how Peterborough operates.
The delivery of the Living Data strand will require
innovative IT solutions (from presentational models and
media through to system security) which SMEs can provide
and test. It will also provide an opportunity for local homegrown skills to be deployed within the central analytics
team.
The Peterborough Innovation Pool will:
•Directly drive economic growth by providing a
comprehensive framework for innovation testing,
funding and delivery.
• P
rovide local SMEs with routes to market, finance
and innovative human resource support (by links to
the Skills for Our Future strand), making companies
resilient to economic downturns and enabling product
and company expansion.
•Open up routes to employment, increase local spend
and drive higher rates of economic activity.
The Innovation Pool is the vehicle for any SME to present
innovations to a viable test-bed, but an early focus on the
environmental sector, and solutions for the Peterborough
DNA programme, will also positively impact on the
environmental performance of the city.
The Sustainable City Metabolism
strand will:
•Demonstrate the financial savings and returns that
can be realised by local business through adopting
renewable energy solutions. In turn this will result in
greater business efficiencies, ensuring the long-term
viability of the companies involved.
•Through developing the business case for collaborative
business consortia in delivering renewable solutions and
waste and water management, accrue benefits across a
wider area to support the long-term sustainability of the
model.
•Be replicable across residential areas, providing
the opportunity for people to make real savings in
their livelihood costs, freeing up money for other
commitments or lifestyle activities.
•Inform other city initiatives (for example, the city
council’s pioneering collective energy share scheme)
and enable those to expand and become more effective.
•Through the deployment of electric bike hubs, powered
by renewable energy solutions, encourage the take-up of
sustainable transport modes.
The Metabolism strand will, of course, improve the
environmental resilience of the city, and through seeking
ground-breaking solutions to challenges such as energy,
waste and water, act as a thorough and supported test-bed,
a ‘living lab’ for new ideas, processes and solutions.
Skills for Our Future will:
•Provide a step-change in the already improving skills
levels of our citizens. It will offer pathways to training,
employment and careers in a way that has never
been achieved before: giving anyone (pupils, school
leavers, students, NEETs, the employed) not only the
opportunity for self-fulfilment but the tools to achieve it.
•By achieving increased employment in the city, and
tackling the mismatch between business needs and
skills availability locally, lead to higher levels of
economic activity in the city, becoming a virtuous circle
of improving prosperity. Given the open source nature
of the strand’s processes, anyone will be able to access
those pathways, leading, therefore, to economic and
social equity in Peterborough.
•With an initial focus on the environmental sector for the
‘Change Agents’ element, provide the human resource
to underpin the Environment Capital aspirations of
the city, supporting and instigating the solutions to
drive environmental sustainability. This resource, and
the opportunity to provide innovative solutions in the
delivery of the strand, will support the commercial
activity of local SMEs.
Transporting Intelligence will:
• R
educe congestion on Peterborough’s transport
network, and make it resilient to, and a facilitator of,
the growth plans of the city. This will enable economic
development through that city growth, and reduce
carbon emissions to enhance environmental conditions.
•Provide the platform for testing innovative off-grid
energy solutions, driving SME development and
environmental resilience.
•Through effective traffic flow management, improve the
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
sharing. It will also enable businesses to better plan
their operations, leading to immediate and long-term
commercial efficiency.
3.2 Quantitative Impacts
As well as the above over-riding and strategic impacts, the strands of the Peterborough DNA proposal will have specific
quantifiable impacts, as follows:
Strand
Impacts
Living Data 1 single platform hub for multi-agency data sharing, providing diagnostic, analytic and presentational tools.
Key Milestones: August 2013 (analytics)
October 2013-March 2014 (presentation)
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:
50 businesses signed up to Fengate Metabolism Business Network (to
explore any of the waste/water/energy initiatives)
75% positive feedback on benefits to justify roll-out programme
Commitment by 5 businesses to connect to district heat network
0% reduction in energy and water demand by Fengate businesses and
1
residents by end 2014
Commitment by 5 businesses to implement renewable energy, AD
technology and sustainable transport solutions
Fully evaluated, viable business case for wider roll-out of the Aquai-Mod
technology for water demand reduction
Independent, impartial virtual skills space:
• 120 young people in FCD period
• 250 young people annually thereafter
Downloaded Personal Career Paths (PCP):
•80 in FCD period
•200 per annum thereafter
Future City Curriculum:
•3 schools engaged in developing the Technical Baccalaureate
Change Agents in FCD period:
•10 enterprises established in FCD period
•A network of 30 sustainable graduates locally based
Contributing to stretch targets on baseline evidence for the number of congestion incidents, carbon emissions and incident recovery time with:
0% reduction in congestion, and 3% reduction in CO2 emissions
2
compared to baseline, by 2015
24
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
our procurement strategy (described in Section 2.3.4),
and recognise that the trial of alternative procurement
approaches is a key aspect of this demonstrator process.
Our approach to procurement also reduces the risk to
the Council of liabilities from ongoing project costs. To
minimise the risk of such liabilities, and that Peterborough
DNA is not sustainable beyond the FCD funding period,
each strand of the programme will develop a business case
and identify funding streams for on-going delivery.
Our proposals for Peterborough DNA include a
comprehensive programme of component projects. This
approach introduces flexibility and the opportunity to
balance risks across the programme. If a critical risk is
realised on one project, the status of other projects will be
reviewed and budgets balanced by expanding or curtailing
other parts of the demonstrator programme.
We recognise that a contingency sum is not allowed
for in the financial spreadsheet, but in line with best
practice, we have identified a recommended sum for each
risk area. Applying the Prince2 approach to programme
management, project risks will be reviewed regularly and
the risk budget updated accordingly.
4.2 Top 20 Risks at Launch
The following table summarises the top 20 risks at project launch, based on the risk register provided in Appendix C.
Risk
Initial
Priority
1. General: Failure to meet
programme risking loss of funding
and unable to deliver projects
High
0.90
Project plan prepared for each strand,
including resource requirements & realistic
programme with agreed gateways. Review
programme against objectives at gateways.
Monitor/update progress regularly. Identify
possible delays early & take measures to
minimise impact. Recognise other programme
risks. Prince2 project management approach
High
0.250
5
2. General: Onerous procurement
requirements result in costs and
delays
High
0.90
Discussions with Peterborough City Council
(PCC) legal & procurement during FCD
feasibility phase, to identify most effective
procurement routes using existing frameworks
High
0.250
5
3. Procurement: Delays delivery
timetable - programme & cost impact
on all strands
High
0.90
High
0.250
12.5
0.450
4.5
0.90
Early engagement with Viridor, inclusion of
proposals in feasibility study for District Heat
Network. Engage with PREL to investigate
options for linking project to PREL EfW plant
High
High
5. Metabolism: Legislative
requirements for AD trial delay
programme/make project non-viable
High
0.90
Early identification of all consents
requirements and engagement with PCC
Planning team and Environment Agency
(Waste Regulations)
High
0.450
22.5
6. Spend: Unable to spend budget
in FCD delivery period so unable to
deliver projects
High
0.45
Resolve procurement requirements early.
Project Plans to identify projects which could
be expanded if others are delayed. Regular
review of risks
High
0.250
2.5
4. Metabolism: Delays in delivery
of EfW plant; heat network
enhancements may not be possible
Initial
Mitigation
Probability
Early engagement with Serco to check IS
contract parameters. Assess opportunity to
procure urgent services using government
framework contracts. Check with potential
‘tier 1’ technology providers that contracting
via government/local government frameworks
is possible
Residual Priority
Residual Recommended Probability
Risk Budget
(£k)
25
Risk
Initial
Priority
Initial
Mitigation
Probability
7. Sustainability: Projects not
sustainable beyond FCD funding:
benefits not realised, potential
ongoing liabilities
High
0.45
All projects to identify revenue generation
opportunities. Choose solutions with long
term resilience, not 1-off investments.
Minimise future liabilities by ring-fencing
projects to FCD period
8. Living Data: Mobilising a large
specification team at high speed
results in programme delay
High
0.45
9. Living Data: Organisational
negotiations delay Phase 2
programme. Associated costs. Unable
to procure full cloud in FCD funding
period
High
10. Living Data: Business Case
for fully integrated cloud does not
cover ongoing Phase 1 cost or costs
for Phase 2. Unable to deliver full
project
Residual Priority
Residual Recommended Probability
Risk Budget
(£k)
Medium
0.250
50.0
Early discussions with Serco during FCD
feasibility. Escalate to Serco board on being
short-listed for FCD award. Initial check on
Serco’s existing relationships with possible
‘tier 1’ tech. suppliers
High
0.250
5.0
0.45
Agreement secured to lead the process at
CEO level with a senior city leader as Project
Director. Increased time provision made to
deliver Phase 2. Deploy Peterborough Model
‘Accelerated Collaboration’ process for
delivery
Medium
0.250
12.5
High
0.45
Phase 2 lead-in period brought forward to
Oct 2013. If business case for full cloud
not viable, fall back project will be agreed.
Savings will offset Ph1 operating costs. Ph1
costs & programme will be reduced if there is
a shortfall
Medium
0.250
75.0
11. Innovation Pool: Businesses
unable to agree commercial
arrangements so unable to progress
trials or additional costs to progress
new trials
High
0.45
Programme to include development and trial
of suitable commercial models and provide
support for businesses in implementing these
Medium
0.250
25.0
12. Innovation Pool: City
organisations/communities unwilling
to be test-bed for innovation
trials causing delay and cost from
additional engagement, may be
unable to progress trials
High
0.45
Use accelerated collaboration approach
to engage with city organisations and
demonstrate benefits of undertaking trials.
Develop appropriate assessment process
for potential solutions to provide sufficient
justification for trials in advance of
implementation. Financial support for initial
trials (pump-prime funding) to get initiative
off the ground and demonstrate benefits more
widely
Medium
0.250
2.5
13. Innovation Pool: Managing
expectations of businesses – risk
there is an expectation that all
products will be trialled, leading
to lack of interest in Network and
reduced success
High
0.45
Set clear parameters for assessment of
potential solutions. Ongoing liaison with
business within the network. Communication
of successes and lessons learned. Develop
approaches for supporting businesses to
revise their solution to better fit the challenge
Medium
0.250
2.5
14. Metabolism: Unable to identify
suitable site (within budget) for AD
demonstrator
High
0.45
A site elsewhere in Peterborough could be
used if necessary. Scale of demonstrator
could be reduced to fit budget if site costs
higher than estimated
High
0.450
45.0
15. Transport: Unable to identify
product development partner/ fail
to develop suitable product. Poor
quality outcomes
High
0.45
Early engagement with the market
including research of existing products and
developments. Review second phase roll-out
based on what can be achieved
Medium
0.45
13.5
16. Transport: Timescales for
developing new solutions greater than
estimated; data not available in FCD
period, reducing quality of outcomes
High
0.45
Ensure clear project plan in place and
appropriate and adequate resources identified
Medium
0.25
7.5
17. Skills: Insufficient student
enrolments to ensure viability of new
courses
High
0.33
Early and ongoing input from academic
institutions and testing concepts with
prospective students and businesses
Low
0.100
3.0
18. Cooperation: Lack of cooperation
from city stakeholders; further
engagement needed causing delays
and costs
High
0.25
Build on existing projects & engagement. Apply Peterborough Model accelerated
collaboration process to achieve effective and
rapid engagement
Low
0.100
1.0
19. Innovation Pool: Innovation trials
unsuccessful; poor quality outcomes,
additional costs & time for new trials
High
0.25
Develop appropriate assessment process for
potential solutions that provides justification
for trials in advance of implementation.
Realistic to expect that some trials will be
unsuccessful
Medium
0.250
25.0
20. Innovation Pool: Technology fails
when underwritten by the Council;
cost/time to resolve, poor quality
outcomes, no revenue generated,
liabilities
High
0.25
Develop resilient technology solution.
Develop appropriate assessment process
for potential solutions to provide sufficient
justification for trials in advance of
implementation. Robust process re.
underwriting risk
Medium
0.100
50.0
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.
The Council intends to establish a directly employed, core
team of professionals to oversee programme and strand
delivery accounting for 6% of the overall spend. Employed
initially for the duration of the FCD spend period, contracts
could be extended or made permanent once the on-going
resource requirements of each project has been assessed.
To reduce risk to the programme, city council and TSB, the
majority of costs have been assigned to sub-contracts.
We also recognise that funding through the Future Cities
Demonstrator competition may be a catalyst to other
sources of funding. Indeed, preparation of the feasibility
study for this competition has provided the city with a rich
resource of understanding, ideas and propositions that can
be used to seek funding from elsewhere.
A number of funding streams have been identified which
the FCD money could leverage, or which the preparation of
this proposition could help in securing. We acknowledge
that the advertised timescales for submission on some
of these funds is tight, but it is indicative of the range
of other funding available, and in some instances it is
anticipated that further calls or phases of funding will be
announced.
The range of other potential funds includes the following:
• T
he Shell Springboard Awards may link closely to
outputs from the Peterborough Innovation Pool as it
supports the bringing to market of carbon reduction
innovation.
• T
he Energy Entrepreneurs Fund also provides
financial assistance to businesses developing low
carbon ideas for the future, particularly in relation to
energy efficiency of buildings. This could supplement
and enable delivery of solutions as part of both the
Innovation Pool and City Metabolism strands.
• T
he Nominet Trust, with its focus on using new
technology to engage young people, may also support
the Skills for Our Future strand, particularly in relation
to the Personal Career Path concept.
• Intelligent Energy Europe may support additional
developments of our City Metabolism programme
alongside FP7 – Smart Cities 2013 particularly in
relation to district heating and cooling.
The Peterborough DNA delivery team will ensure that
these and emerging funding streams are identified
and investigated on an ongoing basis throughout the
demonstrator period and beyond.
27
6.Appendices
APPENDIX A - Programme
28
29
APPENDIX B – Summary of Project Costs
The following tables summarise the costs of the component projects for each strand of Peterborough DNA. These project
costs include staffing costs where appropriate with the exception of programme management and related roles.
Living Data
Item
Cost (£k)
Specify and build Phase 1 Cloud Deliver Living Data requirements for other 4 strands
Develop presentation tools
Cloud Infrastructure – servers & related hardware
Software licences
Hosting of cloud and related arrangements
Analytics support
Analytics Team (5 no.)
Specification & Business Case – Phase 2 Cloud
Develop/implement 21stC noticeboard (interactive screen) & community café’
Develop & implement street-scale interactive screens
21stC noticeboard engagement programme
Sub-Total for Living Data Peterborough Innovation Pool
Item
Cost (£k)
Initial programme development & procurement
Innovation Room hire and fit-out
ICT development and implementation
Innovation Pool delivery team
Marketing and Promotion of Innovation Pool
Development of business case & plan for roll-out
Initial funding stream for innovation pilots
Sub-Total for Peterborough Innovation Pool
Item
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)
Programme development, management, engagement & monitoring
District heat network enhancement
Mobile wind turbine & solar energy trials
Energy demand management trials
Anaerobic Digestion demonstrator
Business waste management solution
Water pressure& sustainable water management trials
Mobile electric cycle hub trial
Sub-Total for Sustainable City Metabolism
Item
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)
Item
Cost Definition
ANPR Camera / Solution
CCTV Cameras
VMS
Communications Network UTC
IT Support Equipment
Bluetooth Units
Develop Power Solution
Develop communications solution
Develop camera solution and roadworks temporary signals
Live model and automation solutions
Implementation Engineers x2
Traffic Data software licence
Power, Communication and Maintenance
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
30
Appendix C – Risk Register
31
32
APPENDIX D - Living DataHybrid
Supporting
Information
Cloud to enable Peterborough FCD Programme
City Visualisation
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
Building & retaining local
smart city expertise
Private cloud to:
Private
to:
Speed cloud
of delivery
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
2013 to 2014 (FCD)
NHS /(FCD)
PCT
2013 to 2014
UK Power Networks Environ.
UK Power Networks City Trust
NHS / PCT
NHS / PCT
P’boro 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
Private cloud to:
Annual recurring costs
of £750K
One off Investment of £4m
One off recurring
Investment
of £4m
Annual
costs
Making Data Live
Hybrid Cloud
of
£750K
Annual
recurring costs
of £750K
Drives
FCD outcomes across
the six Peterborough FCD
programmes
Making Data Live
Making
Live
HybridData
Cloud
Hybrid Cloud
Anglian Water
One off Investment of £4m
EA
Drives FCD outcomes across
the
six FCD
Peterborough
Drives
outcomesFCD
across
programmes
the six Peterborough FCD
programmes
Leisure Trust
Anglian Water
Anglian Water
EA
EA
Leisure Trust
Leisure Trust
2014 onwards, post FCD
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
Anglian
Water
Anglian
Water
Anglian
Water
Evolution to
City Cloud
P’boro
City
Council
NHS/ Leisure Environ.
City
PCT
Trustto Trust
Evolution
P’boro
City
P’boro
Council
City
Council
Environ.
Leisure City
Trust Environ.
Leisure
Trust
City
Trust
Trust
UK Power
Networks
UK Power
Networks
UK
Power
Networks
Cloud expands to deliver
combined
operational
services
Cloud expands
to deliver
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
EA
EA
Cloud expands to deliver
combined operational services
for partners
Environ.
City
Trust
Environ.
City Trust
Process
efficiencies
Economies
of scale
Economies
Services
to of
newscale
partners
Services to new partners
33
21st Century Noticeboard
A significant challenge across Peterborough is the level of
direct, two-way engagement organisations are able to have
with residents. The Living Data strand will incorporate
development of a ‘21st Century Noticeboard’, to transform
the organisation-to-citizen engagement, providing
information about neighbourhood and city issues and
activities in a widely accessible format.
The aim of this project is to use technology to address
human issues by providing a tool for citizens to ‘fix
the place’ themselves: addressing, deprivation, skills
and education, health and life expectancy, physical
regeneration and social cohesion. All of these systems
face challenges in their delivery owing to the lack of
engagement with the residents of the city: this crosscutting communication tool will enable interaction as never
achieved previously and provide an essential resource to
those fundamental systems.
The digital screen will be directly linked to the Living
Data ICT system to provide live data on the city’s systems
and enable residents to make informed decisions. It will
be a multi-sensory and multi-lingual screen, potentially
incorporating digital retina communication ability. As
such it will provide an innovative and attractive way to
interact that can zone in on peoples’ interest areas and
communicate with them in a way they can understand (e.g.
in an individual’s preferred language) and in a way they will
want to use.
With the noticeboard as the shop front of a community
café, the facility will provide a range of services, e.g. skills
and health advice, employment opportunities etc. It could
also be used to disseminate information about community
events and local requirements or opportunities, as well as
undertaking live experiments or crowd-sourcing.
The model, and how it is used to support, deliver and
encourage transformational regeneration initiatives, will be
rolled out to other neighbourhood areas.
During the demonstrator period, opportunities to
generate income or savings from the noticeboard to
enable self-sustainability will be realised. For example,
we will work with local healthcare partners to tailor their
communications outputs to particular communities towards
this media, representing significant budget savings through
the new media being proposed. The medium will also be
open to other parties who can ‘buy’ space and time on the
noticeboard, clearly with lower costs for public or third
sector parties, but higher costs for commercial sponsorship
or advertising, should it prove necessary to go down that
route.
The total cost for the initial screen and implantation is
£750,000. This includes product innovation, development
and trials, associated infrastructure, ancillary professional
advice and implementation. It also allows for rapid roll-out
and flexibility of models dependent upon location. Ongoing future maintenance would be expected to be met by
revenue generation from the model.
As the screen will rely on interaction with the Living Data
strand, its installation is planned to occur in October
2013. Depending on performance and interaction
measures, roll-out will take place January-March 2014.
Crucially, this will provide interactive engagement with
citizens, engagement opportunities with whom are
currently constrained. Once tested, this could roll out to
smaller scale, stand alone interactive noticeboards for
further trials.
In addition, the Living Data strand will develop smart
phone applications that will enable the noticeboard to be
accessed remotely.
The initial trial of the noticeboard will be undertaken in
the ‘Operation Can Do’ regeneration area, to build on and
integrate existing initiatives in one of the most deprived
wards in the city. ‘Operation Can Do’ was established
in 2011, initially as a focused community cohesion
programme, but has grown into a pioneering delivery
partnership that seeks to transform the Gladstone, Millfield
and New England areas in the centre of Peterborough.
34
APPENDIX E - Process Diagrams:
Innovation Pool & Skills for Our Future
Peterborough Innovation
Network Model
Challenges
A new challenge is
issued by the Network
Agreements
Agreements &
partnerships created
Idea Submission Process
Ideas submitted to the
“challenger” for assessment
Innovation Library
Showcasing new ideas
& solutions
New Challenge
New Innovation
Publication in
Challenge Library
Publication in
Innovation Library
Peterborough Innovation Network
Members & Collaborative Events
“Innovation Pool”
Businesses from any sector and
location can participate
in generating solutions
Idea Refinement
Publication in
Challenge Library
Collaborative Events
Open forum and workshops
to discuss & create ideas
Reject
Skilling the Future
Joe Smith’s career path
Idea Submission Process
Ideas submitted to the
“challenger” for assessment
Agreements
Agreements &
partnerships created
New Challenge
New Innovation
50
Publication in
Challenge Library
40
Publication in
Innovation Library
Own business
Peterborough Innovation Network
Members & Collaborative Events
30
Team leader
Hints
Idea Refinement
Publication in
Challenge Library
21
Reject
Exploit
Engineer
Exploit
Further education
18
Hints
Healthy & Happy
Timeline
Apprenticeship
Sample screen-shot: Personal Career Pathway
Joe Smith
35
APPENDIX F – detailed project
descriptions for ‘Sustainable City
Metabolism’ strand
Energy Metabolism: This project addresses the effectiveness
and sustainability of Fengate’s energy use, working towards
achieving continuous loop processes in the city’s energy, waste
and heat metabolisms, improving energy demand management
and trialling flexible energy solutions.
• Fengate Heat Network: Waste heat from PCC’s Energy
from Waste (EfW) plant (construction in 2013/14) is
intended to be used to supply the nearby Regional
Swimming Pool and Lido. This project will install
junctions into the heat network to enable future connection
by Fengate businesses. Trial connections to 3 businesses
will showcase the benefits of the network and enable
assessment of the business case for district heat networks
across Peterborough. A junction will be installed to enable
the network to be linked in future to heat outputs from the
proposed PREL EfW plant.
• Smart Grid: This project will trial solutions to improve
energy demand management, moving towards a smart grid
for Peterborough. Better energy use data at household,
business and neighbourhood levels will enable effective
engagement with businesses and citizens to change useage
patterns and reduce Peterborough’s (peak) energy demand. Working with UK Power Networks and energy supply
companies, a solution will be implemented to collect,
manage and analyse data from domestic and business
energy meters and share this information via the Making
Data Live system. Trial installation of smart energy meters
in a new residential development will be progressed with
the energy supply companies, as will installation of meters
at electricity substations, working with UK Power Networks
to collect neighbourhood scale data. The viability of
integrating Fengate’s energy use using a specialist “smart
grid” system will be investigated (a “smart grid” connects
electricity supply, grid, and demand elements through
an intelligent communication system to give improved
visibility of energy use and enable better management
of costs and peak demand and greater opportunities for
renewable energy to feed into the grid). We do not propose
to use FCD funding to implement a smart grid for Fengate,
but the viability study would deliver a robust business
case for implementation (if viable) and identify a funding
stream.
• Renewable energy demonstrators: Development and
deployment of a mobile 50kW wind turbine and a mobile
solar photovoltaic unit, with integrated battery pack energy
storage. The mobile energy units would be loaned to
businesses to enable them to test the benefits of on-site
renewable energy generation – on a ‘try before you buy”
basis. Energy stored during the day could be used for low
demand processes overnight, to power a specific operation
or as a back-up supply.
Waste Metabolism: This project will optimise the flow
of material resources and waste in Fengate, supporting
businesses to collaborate to share resources, reduce and reuse
wastes.
• Business waste solutions: Solutions to optimise business
waste recycling and reuse will be trialled in Fengate.
Peterborough businesses have access to flexible waste
management solutions, including waste audits and
advice on the best waste management solution for their
business. Services provided include co-mingled or multibin recycling collections, plus residual waste collections
for non-recyclable and non-hazardous waste. However,
economic constraints often mean that small businesses
are not able to recycle or reuse their waste streams. A
business engagement programme and development of
a waste management portal, building on data held by
the Environment Agency, will investigate opportunities
for inter-business waste reuse and alternative solutions
for small business waste disposal, including a trial of a
‘bring facility’ for unusual waste streams. The ultimate
aim of this project is a city-wide waste reuse programme
that achieves a more continuous loop in the city’s use of
material resources and production of waste.
• Anaerobic digestion (AD) demonstrator: An anaerobic
digestion demonstrator will be developed at an appropriate
location in Fengate to improve exposure of Peterborough
businesses to the potential benefits of this technology to
their business processes, and to enables local businesses
to trial the suitability (energy output) of their biological
waste as AD feedstock, either using single- or multiplesource wastes. This demonstrator will build on ongoing
research by Cranfield University and previous proposals
for a mid-scale AD plant for the city. As well as allowing
Peterborough businesses to trial AD on a ‘try before you
buy’ basis, this project will enable a comprehensive
feasibility assessment to be undertaken and a business
case developed on the viability of a co-operative AD plant
for the Peterborough area. Outputs from the demonstration
AD plant could be supplied as fertiliser to local agribusinesses.
Water Metabolism: This project aims to optimise water use
in Fengate, through improved demand management and
demonstration of the benefits of increasing water reuse by
business and agriculture.
• Water demand management demonstrator: A solution will
be implemented to collect, manage and analyse data from
domestic and business water meters, feeding into the
Living Data system. Citizen engagement, in partnership
with Anglian Water, will aim to improve Fengate’s domestic
water meter uptake and sustainable usage patterns. The
Aquai-Mod technology, which monitors and regulates water
network pressure and flow to reduce leakage and energy
use, will be trialled and monitored at scale with individual
businesses or at district scale, assessing the cost savings
realised and developing of a comprehensive business case
for wider roll-out of this technology at city scale.
• SuDS and Water reuse: This demonstrator aims to
increase water reuse by Fengate businesses, reducing
potable water demand and improving water quality. SME
uptake of SuDS and rainwater harvesting technologies
is limited by up-front investment requirements, and
collective systems for rainwater harvesting are not currently
common in the UK. In partnership with the Environment
Agency, an engagement programme aiming for increased
business uptake of SuDS will share cost and water quality
monitoring results. The following trials are proposed:
• SuDS and rainwater harvesting trials at e.g. greyhound
stadium, rugby club and/or a group of business units,
with water reused as greywater for flushing toilets,
irrigation (adjacent agriculture, sports fields), and/or
outdoor cleaning.
• Collaborative working with Caterpillar Perkins to
assess opportunities and business case for SuDS
implementation.
Transport Metabolism: This project aims to improve the
accessibility of Fengate by sustainable transport. A mobile
hub for charging electric bikes will be developed, with bikes
loaned to Fengate businesses for employees to trial. This
flexible solution will enable future trials on various city routes.
Electric bikes aren’t new technology, but this trial could
achieve a step change towards more sustainable transport
in Peterborough, enabling the city, businesses and citizens
to “try before they buy”. By linking this trial to the mobile
energy unit trials, off-grid renewable energy could be used for
bike charging.
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 RSA’s 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.
Cllr Marco Cereste
Leader, Peterborough City Council
The following organisations have provided input to and support the Peterborough
DNA proposal:
• Anglia Ruskin University
• NHS Peterborough (Primary Care Trust)
• Anglian Water
• Opportunity Peterborough
• Aquavent UK
• Peterborough City Council
• Arqiva
• Peterborough Environment City Trust (PECT)
• Building Research Establishment
• Peterborough ESCo
• Change Agents UK
• Peterborough Health & Wellbeing Board
• Cranfield University
• Peterborough Regional college
• Davis Langdon
• Peterborough Renewable Energy Limited
• Environment Agency
• Peterborough Skills Service
• Environmental Advantage
• Philips
• Greater Peterborough Partnership
• Royal HaskoningDHV
• Green Energy Parks Limited
• Serco
• GreenSpec
• Shailesh Vara, MP (North West Cambridgeshire)
• Green Ventures
• Stewart Jackson, MP (Peterborough)
• IBM
• Kubicki Consult
• UK Centre for Economic & Environmental Development (UK CEED)
• Microsoft
• UK Power Networks
• Midas Technologies
• University Centre Peterborough

Peterborough City Council

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