FUTURE CITIES DEMONSTRATOR COMPETTION FEASIBILITY STUDIES INTERIM SUMMARY REPORT FEBRUARY 2013

1. Introduction
The Technology Strategy Board is providing a 24m investment for a Future Cities Demonstrator Project to enable Glasgow to demonstrate at scale the benefits of integrating services on a level not seen before. The Future Cities team ran a competition in 2012 that saw 30 significant UK cities granted 50k each to develop an innovative scheme to dramatically improve their performance. With over half the worlds population already living in urban areas, making cities work better is a critical challenge for this century. Cities want to provide their citizens with a thriving economy, a great quality of life, and to do this with a reduced environmental impact. Making this possible is a big opportunity for UK business. The Future Cities Demonstrator is about what can be done today by innovative use of what is available off the shelf. At the same time the Technology Strategy Board is setting up a Future Cities Catapult Centre which will be a world leading research laboratory to develop new technologies and new solutions for the future that UK companies can sell to the worlds cities. This report provides the reader with background to the Future Cities Demonstrator and an overview of the competition process and participants. For the benefit of the reader to gain an overview of the wide-ranging project proposals submitted by the participating UK cities, the Executive Summaries of each of the feasibility studies submitted is included. The full versions of the feasibility studies can be found on the Technology Strategy Boards _Connect website in the Future Cities Special Interest Group1.

BACKGROUND TO THE FUTURE CITIES DEMONSTRATOR COMPETITION Cities are vital to the future global economy. In 2008, for the first time in human history, more people lived in urban areas than rural. By 2050 more than 70% of the global population will live in cities. In the UK, cities are equally important. One third of the UKs total population lives in the ten largest urban areas. Cities are more economically productive and have a lower carbon footprint per capita than their country average. But cities are also struggling with climate change, changes in population and demographics, congestion, healthcare and pressure on key resources. To succeed in the future, city governments have to deliver economic activity and quality of life with a lower environmental footprint. High-quality city infrastructure is essential to meeting this future need, but it is becoming increasingly clear that we cannot make fast enough progress by optimising the individual components and systems of the city. Innovation in integrated and city-wide solutions is required. We need to create city systems that maximise the benefits of big cities, whilst managing the downsides. Over time there will be a large market for innovative approaches to delivering efficient, attractive and resilient cities. The UK is well positioned to exploit this growing market. We have world-leading companies in project management, engineering, architecture, energy and transport systems, communications and the digital economy, finance, legal and insurance. Our ability to bring together the cluster of companies needed to design, finance, risk manage and execute large infrastructure projects makes the UK a major global centre for such projects. The UK has a world-class science and research base that supports the development of innovative solutions and provides a talent pool for UK and global firms. City-wide integration is a complex challenge with many risks. Wide take-up of new solutions will require extensive evidence of performance in use. A large-scale demonstrator, covering a substantial population and a significant urban area, will help both business and city governments to test ideas and build confidence.

https://connect.innovateuk.org/web/future-cities-special-interest-group/feasibility-studies

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A successful future cities demonstrator project will support UK-based businesses to develop new approaches and solutions that can be exported around the globe, and help UK cities to plan and build for the challenges of the future, improving their international competitiveness. The purpose of the demonstrator will be for a city to work with suppliers to test the additional value that can be created by integrating city systems to a level not previously achieved in the UK. This will allow cities to explore new approaches to delivering a strong local economy and excellent quality of life for its citizens, whilst reducing the environmental footprint and increasing resilience to environmental change. Cities have different challenges, opportunities and ambitions, different infrastructure, and different portfolios of investment projects. We did not specify the challenges that should be tackled, the particular systems that should be integrated, or the approach that should be taken. However, the ambition and scope of the demonstrator proposal, and the potential for wider deployment of tested and proven solutions to other cities in the UK and globally, were important assessment criteria. Other key criteria in determining the successful demonstrator included its potential to provide a test bed for innovative SMEs; its role in addressing particular challenges of the city; potential innovations in how services are delivered; and clear leverage of existing or current investment in city systems. Examples of the major systems of a city include health, energy, water, waste, communications, buildings and transport.

We invited proposals that: showed the integration of multiple systems in novel ways tackled specific challenges in the host city had the potential for a large impact on the economy, quality of life and environmental impact of the city combined recent or current investment in city infrastructure with the demonstrator funding to create a more effective test environment provided a platform that allows innovative companies, particularly SMEs, to test their ideas offered the potential for innovations in how services are delivered had the potential for further development and use beyond the initial two years of funding.

We specifically excluded proposals that: focus on improving the performance of individual city systems rather than on the integration of multiple systems use the funding to bridge resource gaps in existing projects are not led by a city government or equivalent

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THE COMPETITION PROCESS We held a two-stage competition process. In the first stage cities were invited to bid for funding to carry out a feasibility study and develop their demonstrator project proposal. Over 50 cities submitted proposals for feasibility studies, and whilst initially only 20 were expected to be funded, the quality of the submissions was so impressive that 30 cities were awarded grants of 50k. In the second stage, cities completed their feasibility study report and also submitted a proposal for the largescale demonstrator, for which up to 24m is available for the project. Out of the 30 cities that were awarded grants, 29 completed their feasibility study reports and 26 submitted proposals for the large-scale demonstrator. The feasibility studies were publicly funded at 100% of eligible costs, and as a requirement a publicly available report was produced on the results of the study. The feasibility reports have been published on the Technology Strategy Boards _Connect website in the Future Cities Special Interest Group2 and widely disseminated amongst the local authority, business and academic communities.

NEXT STEPS The Technology Strategy Board is keen to build upon the involvement of all the Local Authorities who have given so much time and enthusiasm throughout this process, and aim to continue working together. We will be exploring further opportunities to collaborate with the three runners-up to develop aspects of their proposals, and with the wider participating local authority community to develop the ideas and themes addressed in the applications.

https://connect.innovateuk.org/web/future-cities-special-interest-group/feasibility-studies

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2. Individual Feasibility Report Executive Summaries

Twenty-nine cities from across the UK submitted feasibility studies in support of their demonstration projects. The following sections contain the Executive Summaries of each of the feasibility studies. The full versions of the feasibility studies can be found on the Technology Strategy Boards _Connect website in the Future Cities Special Interest Group.

Belfast Birmingham Brighton & Hove Bristol Cambridge Camden Cardiff Coventry Derby Dundee Enfield Glasgow Ipswich Leeds and Bradford Leicester
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London Manchester Milton Keynes Newcastle Nottingham Peterborough Plymouth Salford Sheffield Southampton Southend-On-Sea Stoke-On-Trent Swindon Warrington

Table 1: Participating UK cities submitting feasibility studies

Figure 1: UK cities submitting feasibility studies

Leeds and Bradford submitted together as one submission with Leeds City Council as the leading authority

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4.1. Belfast City Council

Belfast City Councils submission to the TSB Future City competition contains a portfolio of projects which focus on the particular economic and environmental sustainability challenges the city faces in the future. The studies show how adopting an integrated approach and applying innovative technologies to issues of renewable energy generation, food production and waste management we can develop unique solutions on post-industrial sites. We can also use the latest IT and an open source data portal to link, monitor and manage the projects and people involved, in doing so we can develop a demonstration model for a large open source data portal for the city.

The Challenge From an economic and environmental perspective Belfast has unique challenges. These include the highest per capita carbon emissions of one of the top 20 UK cities, 98% dependency on imported fossil fuel, mounting waste levels, fuel and food poverty, unemployment and deprivation. The feasibility study aims to tackle the specific challenges at community level and demonstrate practical workable concepts and business opportunities through the integration of existing infrastructure and multiple systems. The solutions based on local renewable energy production from post-industrial processes, developing electricity from waste heat resources and encouraging local food production will reduce the citys carbon footprint significantly and increase the resilience of some of the most hard pressed communities in Belfast to economic and environmental change.

The Solution The issues of deprivation, unemployment and energy security, fuel and food poverty are not exclusive to Belfast, but are common to most UK 21st century post-industrial cities. In seeking a solution to these challenges for the future we have uniquely sought to integrate Belfasts former industrial heritage and infrastructure; dams, hydro mills, landfill sites and undeveloped land for renewable energy production. We have also sought to reuse redundant industrial buildings related to the linen industry for food production. These relics of the past often blight the citys appearance and left redundant can fall derelict and are too easily demolished. Through a series of discreet but interlinked projects this study seeks to rejuvenate 19th century architecture to tackle the 21st century challenges of fuel and food poverty while also encouraging urban agriculture and the skilling of communities in food production in the process. In many respects these projects are therefore highly replicable across other UK cities with similar post-industrial heritage. Four integrating studies were commissioned, which are detailed below with a summary of the outputs. Study 1. Potential of waste heat to renewable electricity for the North Foreshore. Study 2. Glencairn Subrural. Urban agriculture and biomass production in an urban context. Study 3. Ligoniel. Industrial History to Heritage. Creating a sustainable community in post-industrial Belfast. Study 4. The Belfast Cube Smart Cities: integrating information flows through an open source portal and data mining.

Potential of waste heat to renewable electricity for the North Foreshore. The North Foreshore is a regeneration project which aims to transform the 340 acres of capped former landfill land situated beside Belfast Lough in north Belfast. The long term plan is to develop the land for commercial enterprises and for community groups in the area. To date the main focus of the project is the development of an

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electricity generation plant which produces clean, renewable electricity from waste landfill gas. The waste heat from this electricity production site will provide the main focus for this investigation. The facility emits between 2 and 3 MW of usable waste heat from the electricity production facility. Of this waste heat a considerable amount of it is medium to high grade waste heat that can be used for a variety of functions. Potential uses of the waste heat are as follows: For Horticultural Glasshouses to grow crops. This is a very attractive proposition considering the availability of waste heat and land around the electricity generation facility. Rough budget costs on the economics of such a venture have been considered but firm costs and data will need to be produced by glasshouse companies. The waste heat could service the thermal heating of over 2 hectares of glasshouses for tomato growing beside the plant. Payback could be as low as 3 years. Converting the waste heat for further electricity generation. The payback for this option is dependent on the electricity selling price back to the grid but at 9p/kWh selling price the payback period on the unit is 3.3years making it a viable option.

Glencairn Subrural. Urban agriculture and biomass production in an urban context This study investigates the possibilities of urban agriculture and biomass production in an urban context. This is specifically applied to Belfasts peripheral ward of Glencairn which suffers from a number of physical urban constraints. Classified as an urban area by the Belfast City Council, Glencairn has a very low density that can be utilised to its advantage for urban agriculture and biomass production. For the community to become a resilient, self-sustaining part of the city it must become less dependent on national infrastructure and look to become decentralised in food and energy production. Glencairn Subrural sees the integration of power generation and food production systems to allow this deprived community to become a resilient, self-sustaining element of the city. It uses 1m equivalent investment over a 10 year period to create sustainable food production systems, exploiting the low population density and substantial green area. From year 2, 600,000 per year is generated from the sale of mushrooms, tomatoes and snails, and in year 4, this is supplemented by electricity sales of 240 000. Glencairn Subrural provides genuine economic benefits and brings cohesion and sustainability to what is currently a deprived city community and will improve the quality of life and well-being of its people.

Ligoniel. Industrial History to Heritage. Creating a sustainable community in post-industrial Belfast Ligoniel lies on the north-west periphery of Belfast, approximately three miles from the city centre. Its geographical setting is unique, set into the Belfast hills. A late 16th Century settlement, it derives its name from the Gaelic term Leg U Nill meaning Fort of the ONeills. Its growth coincided with that of Belfast during its great expansion in population and industry in the fifty years leading up to 1900. In the early 1850s Ligoniels population was just over 1100; by 1900 this had grown to around 5000. Historically the site is of significance as one of the earliest bleaching firms established in Belfast was sited here, and then later, one of the earliest flax spinning mills. The mills were primarily located in the river valley, on its southern side where the earlier industrialists took advantage of the waters flowing down from Wolf Hill. The site includes a series of dams which were once the source of power for the large spinning mill complex, eventually demolished in the 1970s. The three original dams and connecting watercourses remain intact and are of particular historical merit. Their scale and completeness are testament to the importance of hydro power during the industrialisation of Belfast during the late 1700s when rivers such as the Forth and Ligoniel were the Page | 7

enabling force of the industry. They are also the only remaining substantial reminder of the areas industrial heritage and are an important feature in the local landscape. The primary proposal is to use Ligoniels existing water systems to its advantage; this will involve the introduction of hydroelectric schemes that will generate a steady income for the local economy from the sale of hydroelectricity to the national grid. Using profits gained from the sale of hydroelectric power we propose that the local bleaching mill, now a derelict 18th century building be restored to become a centre for local enterprise, through the production of local organic produce.

The Belfast Cube Smart Cities: integrating information flows through an open source portal and data mining Smart cities combine online data such as real time traffic streams with smart technologies, such as pcs laptops and smart phones, smart meters and sensors linking the individual to the city and vice versa. All of these smart connections improve both the needs of the individual and the functions within the city. An open source portal enables these connections to be made, while avoiding overtly commercial decisions from stifling collaborative behaviour. In the development of the projects above the studies will be linked directly into an open source data portal where all information on the project management, budgets, funding, streams and relevant data will be available to all users. This project will evolve to become the Belfast Cube. The cube brings together and integrates the city systems and will improve the flow of data from the city systems to citizens, communities and businesses. It will lead to a new model of City-wide planning and decision making and redefine how the citizens relate to and engage with the city and its Council. The Belfast Cube will ensure the interoperability of different city systems and provide the data flows necessary to achieve the upgrading and integration set out in Future Cities. The Cube will provide the informational matrix to make possible the systems integration which is at the heart of the Future Cities vision and inform planning and decision making.

The Belfast Cube

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4.2. Birmingham City Council

This document sets out the results of a Feasibility Study conducted by Birmingham City Council, looking at the potential to develop a Large Scale Future City Demonstrator in Birmingham, with funding from the Technology Strategy Board (TSB). Following an earlier Expression of Interest by the city, Birmingham along with 29 other cities was invited by TSB to undertake a Feasibility Study and prepare a detailed proposal for delivering the Future City Demonstrator. Our study has shown that Birmingham is well-suited to deliver a Large Scale Demonstrator; it has access to a large ethnic population of wide socio-economic diversity, surrounded by a rich pool of academics, researchers, innovators and entrepreneurs that have the appetite to exploit the commercial and public sector opportunities of the Birmingham Citi-Sense Demonstrator. Birmingham is a future-facing city. It is the youngest, most ethnically diverse city in the UK; its innovators in public sector, private sector and social enterprise have already created a unique public-private partnership to operate Birminghams road infrastructure; a local energy trading company; a Big Society Award-winning programme of community innovation through social media; and a Smartphone-based local currency. Its transport infrastructure, breadth of economic capability across technology, manufacturing, creative media and healthcare, and cultural diversity contribute to the national and international export potential of service and product innovations from the city. Looking ahead, an unprecedented programme of over 6 billion in public and private regenerative investments is underway to secure Birminghams future as a leading global city. Within the next few years we will complete the transformation of our built environment, build world-leading transport and sustainable energy systems, radically improve our public services, deploy a world-class superfast digital infrastructure, and establish the city as a global leader in innovation and knowledge-based enterprise. By 2020, we aim to have grown the Birmingham economy by 30%, or 8.25 billion pa. Birminghams Future Cities Demonstrator will build on this foundation of existing innovation and substantial future investment. Our proposal to the TSB which we have developed in close consultation with city stakeholders is transformative. Its aim is to turn Birmingham from a city which responds to challenges to one which is systemically able to anticipate and tackle challenges in advance in an agile and sustainable way. Our demonstrator project (which has the working title Citi-Sense) will put the citys data - and the means to exploit it - in the hands of Birminghams citizens, entrepreneurs, public service providers, social enterprises, planners and businesses. Our ambitions go far beyond the traditional city data platform. Citi-Sense will provide a distributed market infrastructure for Birminghams data which will: Enable and incentivise data owners and providers to make data available openly (or with associated terms depending on its sensitivity) Allow any organisation in the city to access data regardless of where it is held; and to access tools and expertise to exploit that data Be accompanied by a programme of transformation engaging all actors in the citys ecosystem, including the communities, entrepreneurs and social enterprises who are already demonstrating their ability to create innovative city services. Page | 9

Our aim through that transformation is not to achieve a one-off change, but to permanently embed a capability for smart and sustainable re-invention into the way the city is organised and in the way new business is being created. While the Citi-Sense approach will roll out over time to embrace all the citys systems, in the first two years we will demonstrate this transformational approach in three specific pilot communities: Working with the citys 40,000+ SMEs and our universities to build a new data-driven business sector worth 126 million pa by 2020 Better meeting the information needs of the 33 million people who travel to and work in Birmingham each year targeting a 3% reduction in city congestion by 2015, with significant economic and environmental benefits Joining up the fragmented services for our young people with special educational/ behavioural needs or disabilities achieving better integration of these young people into our economy, ending the downward economic spiral for their families and achieving a 50 million boost to the economy through reduced lifetime costs to the public sector. These pilots will demonstrate sustainable models to support rapid expansion to other communities. To achieve this, Citi-Sense will be based on and contribute to open, global standards at both the technical and business levels. This will also help ensure that it can be replicated by other cities; and that the UK SMEs who develop offerings through it can exploit them nationally and internationally. Citi-Sense will be a collaborative cross-sector initiative. Co-investment by partners already working with us in delivering the demonstrator will give us resources worth 105 million. The 24 million investment by TSB will allow us to add over proportionately additional value through integrating these systems. Conservative modelling of the projected benefits indicates that Citi-Sense will add more than 300 million pa of additional GVA to our economy by 2020. The projected Return on Investment for the total TSB/Birmingham investment is 720% by 2020. Particularly, there is the opportunity to look at how we can leverage and unlock the added value across the different systems currently managing separate investments (e.g. Birmingham Energy Savers and the Telecare programme). We recognise that significant interrelationships exist across service delivery teams and project areas that would benefit from an integrated approach to reduce the constraints of silo working as well as understand the impact of useful data, technology and web based tools to accelerate collective aims and deliver new services and innovation. And if we can open up our different systems to the citys SMEs and social entrepreneurs, there is a major opportunity to tap into their innovation in order to create new forms of public value, new service models, and new business growth.

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4.3. Brighton & Hove City Council

Brighton and Hove is a distinctive city. Home to an extraordinary mix of creative people and digital entrepreneurs, it embraces difference and change. Together with its enviable location, these factors have helped Brighton and Hove to become one of Europes innovation hubs. The proposal to create a One Planet Smart City is a natural next step in the citys evolution. It is a place that is eager to test new ideas and systems for the cities of the future. The feasibility work has led to the compelling conclusion that Brighton and Hove should seek to integrate its city systems by building a comprehensive city-data repository for use by and for the benefit of citizens, businesses, third sector organisations and local agencies. The repository the foundation of an open platform for Brighton and Hove will not only contain existing city-specific systems data, but will also create, capture and collate emergent data to fuel innovative applications and services to meet local needs. To illustrate the power and potential of open data to transform the way the city systems work, a range of potential demonstrator projects, addressing critical challenges for Brighton and Hove, were explored. The aim was to identify solutions that could be tested at scale. The result of the feasibility work was the identification of three demonstrator projects: Open Ticket addressing the congestion and air pollution challenges in the city by improving the efficiency of the transport systems and encouraging a shift from private to pubic transport; Open Trading reducing the environmental impact of 8 million visitors a year by improving the way that the local food systems work with the waste processes; Open Doors improving health and social care delivery systems for older people by using technology to drive efficiencies and improve outcomes.

To secure a lasting benefit it was important to recommend investments in learning, research and collaboration, complemented by measures to stimulate business growth and innovation. The aim of all of these ideas is to support Brighton and Hoves aspiration to become a One Planet Smart City: a sustainable, connected and collaborative place that lives by the principles of One Planet Living and serves as a fertile location for the creation of economic value. Brighton and Hove is the perfect location for a future cities test bed. The city benefits from: a strong creative and digital sector; superb transport links 20 minutes from Gatwick Airport, and an hour from central London; the ideal scale and setting a compact city that enables the testing of all major city systems at a manageable scale; rapid development of new business models, such as collaborative consumption; one of the UKs strongest voluntary and community sectors; commitment from the citys leaders to create a smart city.

To identify, understand and meet these needs in one of the UK's most creative cities, a strong community of developers, designers and usability professionals will partner with Brighton and Hove City Council, other members of civic society, and local businesses and organisations. The proposal will create economic value for large and small businesses while keeping the needs of citizens at the heart of the process. This work has been carried out to inform a bid for up to 24 million to the Technology Strategy Board. The ideas unearthed by the feasibility study command widespread support, as evidenced by the letters of support and will feature in a range of complementary city investment strategies. Page | 11

4.4. Bristol City Council

A consortium of partners, led by Arup, and including IBM, University of Bristol, Knowle West Media Centre, Hewlett Packard, Toshiba and Advancing Sustainability LLP, was commissioned by Bristol City Council to carry out a 12 week feasibility study into opening up and integrating systems in Bristol. This was in response to the Technology Strategy Boards Future Cities Demonstrator Competition. Through workshops, interviews, analysis, focus groups, reviews, research and expert opinions, the study aimed to:

build on existing work; identify global best practice; engage with visionary thinkers in Bristol and beyond; assess the potential scale of impact; and develop Bristols concept for urban systems integration

The Bristol Future City Demonstrator: Connect Bristol Connect Bristol is the City's vision for a Future City Demonstrator. Our proposal is to implement a world-class City Operating Platform and rapidly realise benefits across diverse uses relating to mobility on demand, personalisation in formal and informal health and social care systems, city governance and future workplaces. A citywide Living Lab, incorporating citizens and businesses, will drive innovation and value out of the City Operating Platform. We envisage that the new Mayor will be our primary, democratically accountable super-user. The overall aim is to create environmentally and socially sustainable jobs and growth for Bristol. The Bristol context Bristol has one of the fastest growing and changing populations in the UK, with a high birth rate, as well as an ageing population. We are a place where young people come to study, and because the City has a vibrant culture and a high quality of life, many choose to stay once they graduate. This addition to the home-grown talent pool makes Bristol an attractive location for knowledge-rich businesses and entrepreneurial activity. We have more businesses per capita and more patent registrations than any other Core City in the UK. The City is geographically well connected and draws commuters from a wide area, with the longest average commute in the UK after London. At the same time, the City's success is not equally available to all; there are inequalities in health and wealth. The economic climate is creating pressure on jobs, while the growing population means more jobs must be created in Bristol just to stand still. In this context, the key challenge that Connect Bristol must seek to address is creating environmentally and socially sustainable jobs and growth. Bristols challenges Like all cities around the world, Bristol faces a wide array of challenges. Indeed many of the challenges are common to all the core cities, and range from inequality, to citizen engagement, climate change, population growth, economic recovery and changing demands on healthcare. Bristol must also manage significant congestion problems and a fragmented public transport system that citizens perceive as expensive and poor performing. Whilst there will be no panacea, a range of multi-agency, multi-faceted programmes is needed to tackle these challenges and deliver Bristols vision. Connect Bristol the City as a platform This question of economic growth and the role of government lies at the heart of our approach to Future Cities. As cities around the world start to experiment with open data to create economic value, there is an increasing recognition that releasing data is not enough on its own. As John Tolva, Chicago CTO, has said, government is no longer the provider of end user experience but the provider of a foundation for others to build on. Page | 12

The primary benefits of the proposed approach are economic growth, better service delivery and better civic engagement, while products and services developed on the platform could contribute to improvements in congestion, social care provisions, carbon emissions and so on. Whilst much has been written about the economic benefits of open data estimated at 27 billion across the EU for example Bristols platform approach goes beyond open data by providing information tools and resources, so the potential economic benefit is even greater. The concept creates economic value by providing start ups and others with the resources to create new and innovative products and services for citizens. By driving innovation in public service delivery, and more efficient governance, wider economic value is created throughout Bristols economy. Based on central government figures, transport experts and economists advise that if this programme could divert 8,220 daily journeys from single occupancy cars it could result in savings of 6 million. Congestion is expected to cost the West of England 600 million by 2016. Many Local Authorities recognise that current rates of population growth and demographic change would mean that by the mid-2020s all current Council expenditure would have to go on maintaining current levels of health and social care for vulnerable adults and children. Supporting and bridging informal and formal care networks will increase the independence of vulnerable people. Improving their access and confidence in urban living and mobility will help them live more comfortably whilst reducing their reliance on carers. Increasing the independence of those most vulnerable makes the community more resilient to external shocks, and allows the City to react faster to emergencies.

Integration is the answer Creating a world class City Operating Platform that unlocks economic value and other benefits requires at its heart, the integration of City systems. Integrating City systems, technically and organisationally, allows more data and infrastructure to be put at the disposal of innovative organisations and citizens. The key success factors for this are twofold:

access to useful data and infrastructure; and the capacity of citizens, the private sector including SMEs, the third sector, the Council and wider public sector to make use of it. Use of the platform within the Council will drive the most direct improvements in Council services and accelerate the shift to information-driven decision making. The citywide Living Lab will reinforce the value and drive the wider innovation potential of the platform.

Delivering this will require leadership and commitment. Bristols governance structure and existing programmes makes us well placed to deliver a successful Future Cities Demonstrator. The Bristol proposal incorporates three elements: 1. To build on Bristol City Councils commitment to transforming the way it uses data through its existing Intelligent Council programme; 2. A technical platform, the Bristol City Operating Platform (B-COP), and; 3. A citizen and SME engagement programme, the citywide Living Lab.

We will focus engagement in the platform by involving local stakeholders (including SMEs, start-ups, academia, and citizens) through the Living Lab to address the key urban challenges of reducing congestion, improving health and social care provision, re-constructing the future workplace and increasing government accountability through transparency. Page | 13

4.5. Cambridge City Council (Cambridgeshire County Council)

The Challenge for Cambridge Cambridge is a globally pre-eminent hub within the international knowledge economy. It has substantial assets linked to the University of Cambridge, the research institutions associated with it, and the dynamic business community within it; and on one estimate, it is home, currently, to two ten-billion and eleven one-billion dollar businesses. With strong political leadership, Cambridge has grown very quickly over the last two decades, and the local authorities with responsibility for the city and its environs are working together to plan for further significant growth (in housing, employment and economic output), recognising that Cambridge has a key role to play in driving the UK economy out of recession. As a relatively compact city and also a genuine knowledge-based cluster Cambridge is defined by networks of all forms. These exist both within the city, and between Cambridge and elsewhere, most particularly London and internationally. These networks are both social and technological. They are evolving continuously. Some are more formally constituted than others but functionally, they help ensure that businesses can secure investment, recruit high calibre staff and benefit from (and contribute to) shared and continuous learning across a dynamic knowledge-based cluster. Building on these networks, this proposal explains what could be achieved in Cambridge if the city was selected as a Future Cities Demonstrator: there is a strong foundation on which to build and amongst both businesses and communities, there is real enthusiasm and excitement for the impacts that could be achieved through creative systems integration. Cambridge is also committed, literally, to being a Demonstrator: we are bidding for a modest funding award from TSB and we have thought hard about how we might learn from this investment and how we might make the lessons and insights available to other cities within the UK and , potentially, internationally. In this feasibility study, we investigated the scope for different aspects of integration. This included approximately 10M of spending on integration efforts of upcoming new developments in North West Cambridge, in crosssystems integration at the new Science Park Station and in public transport city-wide. However, informed by TSBs eligibility criteria, we have not pursued these ventures through the current process important though they are for the medium-long term. Instead, we have taken TSBs envelope of eligibility as an opportunity to develop a novel approach which we think is both quickly transferrable to other cities with resource constraints and also consistent with the specific challenges and opportunities which will influence Cambridges future growth: First, we have focussed on added benefits from integration of systems into a single data sharing and operational platform effectively the Cambridge data store/hub. This uses an open source approach that will provide a one-stop-shop for any user of data but without large capital outlay. We have developed a solution from home grown and sustainable products and people, and see the users of the data as being a key part of the solution, to encourage both digital place making and to address digital inclusion Second, we have identified a number of small scale ventures that will enhance transport systems integration, recognising that this is a particular concern and challenge across the city. Some of these are genuinely exploratory but with long term potential; we hope, for example, that our Cambridge railway station demonstrator project will in time be transferable to the new Cambridge Science Park station which is due to open in 2015 Third, we have identified some specific ventures linked to retrofitting the existing housing stock with the intention of reducing the overall carbon footprint against a backdrop of planned growth Finally, we have included a pilot project which is focused on older people and exploits the links between the use of buses across the city and the system of healthcare delivery Page | 14

The Existing Systems: Integration Opportunities Cambridge has many existing systems in the very widest sense - that could do far more and deliver benefits in line with the above polices if they were to be working together. A key first system is a system of suppliers, SMEs and post doctorial researchers ready to turn data about Cambridge into intelligence for a better city, and a key target of our systems of systems approach is to enable and empower this Cambridge resource to develop a better city by working with local authorities. This supports a variety of government initiatives in open data, big data, open standards and transformation of government through localism. Our transport system is a model for future cities, merging guided and traditional bus, the highest cycling use in the UK, a historic pedestrian centre with heavy commuting and road congestion from the outlying area into the city. Our culture system underpins the tourism that brings much to Cambridge but also the local spirit and engagement. There are also more traditional IT systems. These range from an urban traffic management and control system and centre similar to over 50 other UK local authorities, yet to fully integrate all the data and output channels it could use. The new Science Park railway station is an opportunity to extend the integration of bus, rail, cycle and ticketing although it will not go live until 2015 and therefore cannot be considered for the TSB competition which must be deliverable by 2014. We also have systems for pioneering work looking at the real emission from tail pipes, have a network of sensors using weightless technology, through to energy capture from low carbon buildings in the Retrofit Cambridge project, as well as an extensive open data resource already in the County. Underpinning this existing Local Authority investment are a host of mature crowd sourced datasets notably Open Street Map. Yet all these systems, for a variety of good reasons such as timing, institutional responsibility and constrained resources, are not yet a system of systems. They do not exchange data or information to their potential, and there is no single clear picture of the system of Cambridge.

The system of Cambridge: Integrating these systems There are several options for this integration: Do nothing. In this case, its likely that more and more systems using open data, crowd sourced data, private data and data from sources such as search engines will emerge that encompass Cambridge. This will mean that users and local authorities, instead of having traditionally too little data to make decisions, will have too much raw data often conflicting- and too little intelligence distilled from that data. A good example here identified in this study is the traffic information market place, where drivers in Cambridge can access a variety of services. The competition this offers drives innovation, but also means there is no single picture of congestion. A do nothing approach will also not support suppliers and innovators in using open data, as there may not be the critical mass needed for a sustainable service. Light integration. This might mean for example a Local Authority website with different layers of data shown, or for an operations centre a variety of systems on one desk with a swivel chair interface so data is moved between systems. This is unambitious and raises more problems of data confidence and usability than it solves. It also offers little opportunity to impact on the operations and policies of the separate Cambridge systems through shared and joined up data. Heavy integration: Here a large scale database might be developed for all the data and systems. For a single authority, this might be possible, but for the 3 local Authorities and many small scale but existing systems in place, this would be in appropriate. It also requires a large scale procurement, would be disruptive to local Authority operations and impose large scale integration risk as well as an operational risk. Agile Integration. This option would make more of the system of systems approach, and has three stages, and a cross-cutting integration layer: Page | 15

Firstly ensure that all systems are working to their optimum in terms of use of data from other systems and exporting information for wider use in line with open data polices. A good example here is making the most of the strategy selection tool in the city traffic system, which can take inputs from a variety of as yet untapped sources and systems, and can output too many other channels to drivers. Secondly, identify where new data would add to the system of systems approach for example in Cambridge there is lack of data about bike use to inform other systems notably culture and emissions. Adding this makes a quick win and adds exponential value to existing systems Thirdly promote and manage this as a federated system of systems where open access to data is encouraged and supported by a data management structure that ensures security, resilience and maintenance of data across the systems Finally, add an integration layer that sits across the system. This merges moulds and integrates data to provide a new view on the city, not just for information but to drive behavioural change and polices. This is not simply a map with all data shown on one picture, but an engine that provide analytic capability (to derive new intelligence from the data) and also include business rules (to make changes as a result of the intelligence). Examples here range from changing traffic management strategies as a result of culture and emissions data through to policy changes in energy based on an understanding of what is possible when multiple households or urban blocks join amalgamate their interest in carbon reduction to achieve economies of scale.

The final approach fits best with the needs of Cambridge, but also with many other cities and with wider government policy. So the TSB envelope of eligibility is an opportunity to show a novel approach that resonates with the nature of Cambridge, reflects the specific challenges above and makes the most of the systems in place. It is also both quickly transferrable to other cities with resource constraints. From the above we have focussed on added benefits from integration of systems into a single data sharing and operational platform effectively the Cambridge data store. This uses a federated approach that will provide a one stop shop for any user of data but without large capital outlay. Such low cost, sustainable approaches resonates with the Cambridge approach to technology and reflect latest government and IT thinking, as well as the focus on best value for Local Authorities. We have built a solution that can use home grown and sustainable products and people, and see the users of the data as being a key part of the solution, to encourage both digital place making and to address digital inclusion. Even with a focussed spend of just under 4M we have the potential for a large impact on the economy, the quality of life and environmental impact of the city by a series of low cost, low risk quick win projects run as open competitions . This will create an effective test platform that actively encourages innovative companies, particularly the many SMEs in Cambridge, to showcase their ideas and make Cambridge a better place to live, work and visit. We believe this low cost, agile approach that makes the most of the people in the city as one of its key systems, and maximises use of open standards, software and data sources as being uniquely Cambridge today, but a model that could make a difference globally to how cities work.

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4.6. London Borough of Camden

Camden is an inner London borough of almost 22 square kilometres and home to over 230,000 people. It aims to be a place where everyone has a chance to succeed and no one is left behind and is excellently positioned to demonstrate a smart city approach. In addressing a range of economic, social and environmental challenges, the study focuses on the integration of waste, energy, health, food, transport and communications systems. Challenges and ambitions Camden aims to reduce CO2 emissions by 40% from 2005 levels by 2020, promising to lead by example, reducing its own emissions, supporting the green economy and providing planning policy support for green infrastructure in line with the London Mayors Greening London programme. Camden has some of the poorest air quality in London and in order to reduce emissions and improve health, is proposing traffic reduction measures, promoting cleaner vehicles and encouraging walking, cycling and public transport. Increasing levels of unemployment, particularly amongst young people has prompted Camden to work with business and education sectors to reduce unemployment, principally amongst the vulnerable and social groups where long-term problems with unemployment exist. The Mayor of London has set a target for London to become self-sufficient in the management of its waste by 2031. There would be a continuing need for landfill in bordering counties but by then, London will be largely dealing with its own waste, reducing transport costs and landfill charges. In common with many inner city areas, Camden is vulnerable to rising fuel, food and energy prices, climate change instability, ageing infrastructure, increasing congestion, population expansion and marked social and health inequalities. Opportunities By addressing the above challenges, Camden recognises that key opportunities could be created by the integration of systems: Diversion of waste from landfill using local waste to energy technology, Local renewable energy production to increase local energy and economy security, Establishment of a local food supply to reduce import/export needs, Creation of green employment and training opportunities, Local production of fertiliser avoiding the need for energy intensive artificial fertiliser, Waste minimisation and waste management savings, Smart management of energy, resources and citizen involvement across the borough, Maximum utilisation of local resources to tackle food and fuel poverty and business efficiency.

Project Overview Camden plans to integrate waste, energy, transport, food, health and data management systems. The project would work with existing bodies to develop a decentralised waste to energy network where all sectors as well as individuals can engage through an inclusive, collaborative approach to evolving local energy management, infrastructure development and urban future proofing strategies. Delivering integration

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Integration would be delivered by establishing new waste and small-scale energy production infrastructure, increased green infrastructure, an interactive smart data management platform and a local ESCO (Energy Services Company) to manage trade, employment, training and operational aspects of the project, ensuring economic benefits are balanced with social and environmental gains. The project would be delivered in two phases. Phase 1 is focussed on an immediately deliverable project, which integrates systems across a limited area within the borough, augmenting existing and planned infrastructure. Phase 2 builds on the system established under Phase 1, expanding the network to include more innovative technologies across the remaining areas of the borough, using knowledge gained from Phase 1 and further engagement with the local community. Anaerobic Digestion network A small-scale, distributed anaerobic digestion (AD) network would be established, forming the backbone of the new infrastructure linking waste, energy, transport, urban agriculture and green infrastructure. AD is an established renewable technology that transforms biodegradable waste into clean fuel and fertiliser. Working with a number of pioneering small-scale AD manufacturers and suppliers, this project would stimulate market innovation in this field in the UK. Phase 1 sites already identified include commercial properties, markets, entertainment venues, depots, supermarkets, factories, community centres, social housing estates, a city farm, parks, and schools. The diversity of sites would enable a detailed analysis of systems, and applications to identify best practice, informing Phase 2 implementation, which aims to double network capacity after the project duration. Sites would utilise the biogas to either generate heat and electricity via CHP, as biomethane for transport, or for their own consumption (cooking, lighting etc.). Phase 1 would transfer 8,500 tonnes of feedstock to AD plants creating 874,000m3 of biogas and 8,099 tonnes of digestate. This biogas would generate 537,864 net kw of electricity, 426,685 net w of thermal and 183,960kgs of biomethane for transport. Innovation in food waste collection The project would divert local food waste to the proposed AD network. Combining existing, proven technologies, biomethane-fuelled collection vehicles would macerate the feedstock and use heat recovery technology for the pasteurisation process. Pre-processing feedstock en route would reduce on-site equipment footprint and enable regulatory compliance. Valuable AD by-product Digestate is an excellent fertiliser and soil conditioner. With an estimated 8,099 t/pa able to be utilised by Camdens existing and proposed and existing green and food growing spaces, the remainder would be processed for distribution through Garden Centres, and supplied further afield to local farms and golf courses. Cost-effective longer distance distribution during Phase 2 would be by barge, using the extensive canal network in the borough. Expanding the biomethane infrastructure During Phase 1, the two largest AD systems would upgrade biogas to biomethane for vehicle use, producing a total of 183,960kgs biomethane p/a; This is a 3.5 increase on Camdens current biomethane refuelling capacity. With planned biomethane fleet expansions, the new refuelling stations would meet increased demand and is designed to produce enough surplus fuel to supply the UKs first biomethane taxi fleet with further expansion possible during Phase 2. Expanding Camdens green infrastructure Camdens green infrastructure would be expanded to fully utilise the renewable fertiliser produced by the proposed network through an intensive urban food growing and greening programme designed to mitigate Page | 18

climate change, create green employment and training and improve air quality, food security, biodiversity and quality of life while reducing food miles. Approaches such as hydroponics, aquaponics, commercial greenhouse growing, edible walls and roof gardens would be incorporated across the borough to deliver a sustainable food supply. These techniques have been chosen for their urban optimised design and ability to utilise many AD network outputs including heat, electricity, CO2, liquid fertiliser and soil conditioner. Establishing a local social enterprise to install and maintain green infrastructure would help generate local employment. Focus on several objectives including exploration of integrating solid wall/roof insulation with greening, siting green infrastructure in areas identified as crime hotspots and maximising quality of life and biodiversity impacts would provide excellent opportunities for data collection, analysis and future modelling. Smart data platform The project would develop an integrated smart city management platform amalgamating best practice and innovative features from future city exemplars worldwide, including spatio-temporal GIS mapping tools and datasets to contextualise locally gathered information. The platform would help inform future development, analyse performance and support replication in other areas. With access to a clear picture of the interrelatedness between resources, energy, environmental and social factors in their area, individuals would be able to critique the project plan, model their own scenarios, post suggestions and vote on favourite projects to co-design future solutions, The whole community would be invited to share expertise, pool mutual interests and create networks within the network, incentivised by the shared benefits of applying integrated solutions at scale. New Business Model A local ESCO or energy services company, operating as a social enterprise, would manage the trading activity at the heart of the project. The ESCO would develop and extend project activities in order to further its economic, environmental and social objectives by educating, supporting and co-ordinating the project stakeholders and cultivating a sense of ownership within the network. Although potentially fully grant funded, the ESCO would operate as a long-term business unit, subject to business disciplines and one designed to allow genuine engagement with, and long-term benefit for the local communities in which the AD network would be established. Engaging citizens Through interactively engaging the community with waste minimisation, energy efficiency and generation, recycling and other related issues, the project aims to contribute towards a sea change in awareness around sustainability, embedding energy literacy and a greater understanding of current, practical solutions into the everyday language of the local population. We would work through multiple channels including educational workshops introducing groups to the online smart data portal, public events, an exciting touring exhibition and online resources including interactive games allowing people to model their own future city scenario.

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4.7. Cardiff Council

Cardiff grew from a small town to become one of the largest ports in the world by 1880 due to the exporting of coal and iron. The decline and final ending of coal exports in 1954 and the closure of the East Moors steelworks in 1978 resulted in major changes to the economic activity and employment in Cardiff and the south-east Wales region. Cardiff has developed into a national and regional capital with a wide European and international reputation in arts, culture, education, economy and sports. It has a key economic role in the south-east Wales region and in Wales as a whole and is ranked 4th in the UK Competitiveness Index 2010 for cities whereas Wales is 12th in the Regional index. Of the 200,000 employed in Cardiff, 80% are employed in the service sector i.e. financial & insurance, business administration, public administration, health & education and the creative & digital industries. The 200,000 represents 32% of the total employment of south-east Wales and involves 74,200 people travelling into Cardiff to work, with 28,800 travelling out of the city. Cardiff has also become a major retail centre and attracted major private sector developments. The regeneration of Cardiff Bay, the construction of major landmark buildings and the heritage of castles, museums and cathedrals has also resulted in it becoming a major location for tourists and visitors. However, Cardiff does face a number of challenges. It is like many European cities living beyond its fair share of the Earths resources and has the intention of becoming a One Planet City by 2050 with the interim two planet city being achieved by 2030. Yet Cardiff is also a city which will have to cater for an increase in the population from the current 341,000 to a projected 410,500 by 2023 and 468,100 by 2033. The population increase will require 45,400 new homes by 2026 and the creation of 40,000 new jobs. This will result in the creation of new communities which will require the enhancement and co-ordination of infrastructure systems and a wide range of services across all areas of the city, including those communities that are currently classed as being areas of deprivation in the Wales Index of Multiple Deprivation. Cardiff has 35 of the 190 most deprived areas. There are 10,360 people in Cardiff currently on the housing waiting list and there is a need for more affordable housing and the average house price in Cardiff is higher than those in the English cities apart from Bristol. Generally, the health and social conditions of people in Cardiff are above the level elsewhere in Wales but there are differences across the city with those in the prosperous north living on average 11.6 years more than those in deprived areas in the south. There is a clear link between health and deprivation, and there is also a link between low educational achievement and deprivation which creates a vicious circle of poor attainment and low skilled employment opportunities. A One Planet City will rely on people becoming one planet people, with new solutions being invented, designed and tested, which will in turn require talent, imagination and enterprise. In terms of education, Cardiff has a higher number of people with NVQ Level 3 and above and one third of those currently employed in the city centre are educated to degree level. A number of students from the three higher education institutions of Cardiff University, Cardiff Metropolitan University and the Royal Welsh School of Music choose to stay and work in Cardiff after graduation which is part of the reason for the city having 21% of the population aged between 20 and 29. Cardiff City Council is very proactive in its approach to the future and has a programme to roll-out 4G and Wi-Fi across the city. The reduction in CO2 emissions is also being addressed by the construction of a waste to energy plant and there are plans for other renewable energy systems and energy reduction measures. The Cardiff Local Development Plan 2006-2026 included the vision, by 2020...Cardiff will be a world class European capital city Page | 20

with an exceptional quality of life and at the heart of a thriving city-region. The defined outcomes from this vision are: Cardiff is a fair, just, inclusive society Cardiff is a great place to live, work and play People in Cardiff achieve their full potential Cardiff has a thriving and prosperous economy People in Cardiff are safe and feel safe People in Cardiff have a clean, attractive and sustainable environment People in Cardiff are healthy

Cardiff faces a range of cross-cutting challenges that relate, at a basic level, to the problems of sustainability and evidence-based policy making. For example, key infrastructure will need to be renewed and developed to accommodate a forecast rapidly growing Cardiff population. Education and health also need to be addressed to cater for the needs of the future population. Cardiffs projected population growth and relatively young, skilled population represent a major opportunity for the city, and for the wider city-region. For this opportunity to be realised the development of the city will need to be taken forward with sustainability as a foundation principle. With severe budget constraints leading to a reduction in development in comparator cities, Cardiffs Central Enterprise Zone represents one of the UKs most important and ambitious city-centre regeneration projects. With its city-centre location, wrapped around the regional transport hub and the junction of the soon-to-be electrified national and regional rail-lines, the Enterprise Zone is well positioned to attract private sector investment and jobs which can be sustainably and easily accessed by the 1.4m citizens of the wider city-region. The provision and co-ordination of a range of services for all those living, working or visiting Cardiff will be vital to the future expansion and economic success. The fundamental rational behind the Cardiff Future Cities Demonstration project is that the delivery of a smart (knowledge Informed) city is the pre-requisite for the achievement of a 21st century sustainable city. 21st century cities will increasingly rely on ICT solutions using real-time data to deliver sustainable growth while increasing their level of citizen participation and overall social capital. City sustainability is hence the ultimate goal. Although it is important to develop new knowledge about sustainability, it is more important to integrate existing knowledge and ensure this informs planned interventions. This is needed to handle the overwhelming and conflicting transactions associated with management of sustainability. As well as integrating the main city systems into our dynamic model, it will be necessary to adopt a multi-scalar approach. To achieve this, we will develop a dynamic understanding of the interdependencies at multiple spatial levels (local, regional, national and international) and incorporate socio-political, technical and commercial interdependencies with those of markets (including city systems business models), sustainable growth, and citizen engagement. This will involve dynamic modelling and simulation which factor in existing and future drivers for integrated city systems sustainable growth. Our vision for a Cardiff city demonstrator involves contributing and paving the way to a wider UK based city digital platform that transcends the geographical boundaries of Cardiff city; Cardiff acting as a springboard for UK wide concept deployment and adoption. Various city stakeholders, including decision makers and businesses will be able to draw on and share expertise across cities.

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4.8. Coventry City Council

Background The Technology Strategy Board (TSB) is looking to invest up to 23.5m in a large scale demonstrator project for Future Cities. The project will demonstrate at scale, and in use, the additional value that can be created by integrating city systems. The project will enable businesses to test in practice new solutions for connecting and integrating individual city systems, and will allow cities to explore new approaches to delivering a good local economy and excellent quality of life, whilst reducing the environmental footprint and increasing resilience to environmental change. To achieve the scale required to effectively test the value of integrating city systems, TSB intend to fund a single demonstrator project. This Feasibility Study: Covers key characteristics of Coventry Describes the vision for Coventry and the associated challenges and opportunities for the city in transitioning to a successful city future Outlines example systems and data within Coventry that may be integrated and the approach for achieving integration Highlights key benefits of successful integration of Coventrys systems and barriers to be overcome to deliver the integration project

High Level Process The Future Cities concept was proposed to a number of trusted public and private sector Council partners and ideas generated through which the concept could be implemented within Coventry. A significant number of responses were received. The partners were then asked to produce a high level project outline describing the key considerations noted by the TSB. A number of ideas were still at the conceptual phase and therefore did not materialise into a project outline that could be taken forward at this stage. The remaining potential projects were processed through a defined framework to assess their appropriateness against the requirements and values of the Future Cities concept. The collaborative evaluation of all project proposals was performed by the Coventry City Council project team. Each project was assessed against a series of criteria established from the TSB guidance to determine both their appropriateness and achievability.

Conclusion and Recommendation Coventry has a host of opportunities locked within its existing systems and data. Without the right connections between siloed data sources it is difficult to identify those possibilities. Information based on reliable data is critical for strategic and operational decision-making and for addressing the challenges and opportunities Coventry faces. As a result, at the core of the proposed project is the establishment of a local iterative mechanism, the 'Coventry Knowledge Hub (CKH), which is capable of using data to generate and link interoperable projects to address all the city's challenges and opportunities. Based on the detail contained within this Feasibility Study, the potential of integrating disparate systems and data, and the quality and potential benefits of the project outlines submitted, this report recommends that Coventry City Council submits an application to the TSB for the full 23.5m to fund a large scale demonstrator project that consists of:

The Coventry Knowledge Hub (CKH): to address the overarching problem of un-used data and segregated data systems. The integration of data from various city sources and partner operated initiatives is the first vital step in designing and developing integrated city systems. Data will be collated which clearly represents and impacts on Page | 22

the themes in this study, specifically: Population Growth, Citizen Needs and Reducing Energy Usage. Additionally, dynamic smaller businesses will be able to input to and extract from the Hub to create entirely new market opportunities. Two interrelated demonstrations will be used to illustrate, test and embed the CKH with the Knowledge Hub providing the core data to enable the demonstrations:

(1) Vehicle Inductive Charging: focus on the drive to reduce vehicle tailpipe emissions (CO2), reduce noise and improve air quality. Picking up on the limitations of electric vehicles in terms of range and cost, the demonstration will provide for a dynamic and static induction charging infrastructure that vehicle manufacturers, operators and users will test and enjoy. (2) Future City Mobility: deliver scalable architecture for mobility data collection and service provision covering multi modal transport infrastructure, vehicles and users. It will integrate telecommunications, electronics and information technologies to plan design and operate maintain and manage transport networks. Making it happen: Essential to the success of the demonstrator is a strand of work that seeks to address the very real hurdles that inhibit action. These are associated with leadership, culture, decision making and strategic finance.

Executive Summary - Supporting Information The city of Coventry occupies a well defined 9834 hectares (38 square miles) in the middle of England. Coventry City Council is the sole responsible local authority. The city is the UK's 13th largest with a population estimated for 2010 of 316,000. Economically Coventry's GVA of 18,032 per capita is above the West Midlands average but slightly behind that of the UK as a whole: in total the city's economy is valued by total GVA at 5.6 billion annually. Its economic footprint extends to cover the whole of Warwickshire. Coventry is determined to be a city that works; for jobs and growth, for its young people and for its vulnerable citizens. It intends to maximise the benefit of its reputation for innovation, of its design and engineering skills base and of its knowledge powerhouses to develop as a regional centre that is an attractive place for dynamic investors and innovators. It will use integrated systems and new and robust community engagement technologies, to help make and implement decisions, to become energy and resource efficient, and to meet the needs and aspirations of its people. In articulating the challenges and opportunities that the Future Cities concept will address, the City Council has focused on Coventry's local needs, business potential, capability to deliver within the timeframe and the creation of a platform for ongoing work. Under-exploited digital technologies, unused data and disparate systems are seen as both the fundamental challenges and the mechanisms for moving forward. In order to address this crucial challenge, the City and its partners proposes a Coventry Knowledge Hub, an integrated city ecosystem, which incorporates an integrated and open data centre, a systems integration design centre and City Lab Coventry. City Lab focuses on engagement and provides the real life experimentation environment building on past achievements and current initiatives. Overlaying the approach will be a strand of activity that addresses strategic finance, decision making and risk taking.

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Benefits associated with the implementation of the project are summarised as: Economic prosperity through creation of new jobs and/or inward investment derived directly and indirectly from the CKH itself and through the creation of multiple projects The Knowledge Hub will provide a greater understanding of city performance and from this allows an informed evaluation of the true impact of city initiatives and projects Benefits accrue from a low carbon transport system which enables greater levels of use of the city by individuals and businesses. Coventry will be recognised as a leading environment supporting the development of leading edge technologies. The ability to move people and goods efficiently is the cornerstone of the Coventry economy. It enhances existing trade and is a key enabler for inward investment. Quality of life is improved as a direct result of reduced congestion (wellbeing), CO2 and pollution reduction.

The City Council will use tried and trusted project management procedures to implement its ideas, monitor progress against agreed milestones and evaluate outcomes. Measures of success will include the number of data sets examined and utilised, the number of systems integrated, the viability and adaptability of the hub, and the reduction in CO2 emissions. Qualitative impact data gathered from Coventry's businesses and citizens will measure, for example, the degree to which businesses believe they can gain commercial advantage from the proposal and the impact of improved transport arrangement on people and on businesses. It is planned that the approach and its successes and shortcomings can be presented to a wider national and international audience in such a way as to benefit the key stakeholders and provide a platform for further development. The City Council and its partners are particularly conscious of the ability of its approach to be sustained, adapted and embedded through time using funding from the private sector. Clearly such innovative methodologies are not without risk. However, in developing the study's proposal the Council and its key knowledge partner, Coventry University, have jointly been at pains to engage with the private sector and secure its support to mitigate risk and optimise leverage.

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4.9. Derby City Council

This Feasibility Study focuses on the value of integrating the key systems that make Derby work as a city and how enabling all key stakeholders in the city to work holistically would support the achievement of the goals that Derby has set itself and enable the city to face the future with confidence. It is recognised that this is about a process and not a quick fix. It is about taking the first steps on a journey that will last at least 10 15 years. In order to make a start on that journey, it has been decided to focus on the integration of two systemsTransport and Energy, with the low carbon agenda as a key integrating factor. This narrow focus will allow observable progress to be made. It will also enable the fundamental processes to be put in place that will support the integration of additional systems into the future. However they also link firmly into Derbys economic strategy. Derbys economic strengths are in high-tech engineering, but almost all of the employment is in supporting three major companies. Derbys economic strategy is therefore focused on developing new high tech businesses, specifically in the areas of transport and climate change. The two major systems that relate to climate change are transport and energy. When it comes to the integration of city systems, there are two approaches that can be taken: Integration around the needs of managing the systems effectively Integration around the needs of the citizen or business

Of course these are two sides of the same coin. One cannot be done without the other and Derby needs to tackle both in order to meet the future with confidence. However, the recommendation is to start by focusing on integrating services around the citizen. In this way the citizens themselves will drive progress and it will be much easier for managers to be able to prioritise the actions they need to take in their progress towards a fully integrated city. The Derby proposition is to equip several thousand homes in the city with a 4G enabled Digital Consumer Unit (DCU). This piece of kit, along with a wall mounted touch screen display, will act as an electronic housekeeper, managing digital services into and around the home under the direction of the residents. The intention is to link this with the roll out of smart meters. Of themselves smart meters will not be able to provide much useful information to the resident, but the Digital Consumer Unit will enable the energy usage information from the smart meter to be displayed in useful ways, appropriate to the particular needs of the household. It is likely that funding could be gained for the installation of the DCUs as part of the extensive programme of equipment and customer behaviour testing that will be happening from now until 2014. The first stage would be to work with several dozen volunteer households to design the interface and agree the practicalities of installation in the home. Once this was completed, the wider roll out of the DCUs would begin. Alongside this the process of providing useful transport information to the home via the DCU would start. This would include real time bus information, along with parking and traffic congestion information, enabling the resident to make smarter decisions regarding their travel plans.

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The services managed over the DCU could be accessed, not simply on the wall mounted touchscreen, but also on any internet enabled device within the home. Over time the sophistication and extent of the information regarding energy usage and transport choices of the resident would increase and the resident would be provided with ongoing information about how their choices were impacting on their carbon footprint. Services from other city systems could then also be offered, where relevant, including social care and health services, community information and security. Commercial services could also become accessible over the Digital Consumer Unit and it is firmly expected that an app market would develop around it, providing new business opportunities for Derby companies. It is also expected that, over time, the range of valuable services that could be provided to the citizen over the Digital Consumer Unit would underpin a strong business model to pay for the installation and maintenance of the system, allowing it to be eventually rolled out city-wide. So, as the service ecosystem around the DCU develops, increasingly the electronic housekeeper would support the citizen in bringing together and integrating all the services provided by city systems that were relevant to their lives. In parallel with this process, it is proposed to set up a Derby Futures Board, which would be responsible to work with all stakeholders to develop a common vision for the management of the city and coordinate the work to deliver it.

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4.10. Dundee City Council

Dundee is a city facing many and complex social and economic challenges. From a period of post industrial decline and deterioration in the urban fabric, the city has been reinventing itself through regeneration, higher education and new growth industries. It is a dynamic and ambitious city yet one that still struggles with serious deprivation, and the attendant economic, social and health problems that that entails. The current study examined the potential to develop a Future Cities Demonstrator project in Dundee. It drew upon a wide range of data to describe the economic, demographic and social position of the city and on the views of many stakeholders and actors at local and national levels. The project that has resulted is strongly based on consensus across the partners regarding the main issues facing the city and the opportunities to address these while encouraging sustainable economic growth. City Challenges and Opportunities The project has been developed form a clear picture of the strengths, weakness, opportunities and threats for Dundee These are summarised below. Strengths Weaknesses slow rate of private sector employment growth and over reliance on the public sector; highly concentrated pockets of extreme deprivation; high levels of unemployment and economic inactivity, and the third highest per capita welfare bill in the UK; poor performance on a wide range of health measures compounding deprivation issues; growing levels of carbon emissions; and negative external perceptions of the city based on deprivation and post industrial decline this is consistently identified as a challenge to recruiting key talent from global labour markets in areas like digital media and games development. manageable city scale and strong track record of partnership working in the city; skilled and highly educated public sector workforce; strengths in key growth sectors such as digital media, life sciences and renewable energy; vibrant higher education sector with strengths in research and well established industry links; large student population; affordable housing; central location within Scotland; strong political commitment to the reduction of carbon emissions; and strong history and tradition in innovation.

Opportunities the transformation of the Waterfront delivering substantial economic, social and environmental benefits; the potential of the V&A at Dundee to significantly transform the citys reputation and profile, increase visitor numbers and enhance the cultural offer; the citys existing expertise in integrating city services via the Dundee Smartcard and the National Entitlement Card; the potential for significant development in renewable energy at the Port area; local strength in digital media and life sciences sectors that offer not only the potential for commercial growth but can also make a significant contribution to the citys challenges; Page | 27

the City Council already has a citizen account that is recognised across its full range of services, data sharing agreements with other statutory services and has detailed knowledge of the consent to share data with partners outside the public sector; and Dundee has a national reputation for hosting innovation competitions and is a recognised centre of excellence in computer games and many of these companies have pioneered smartphone app developments. The Dare to Be Digital competition (University of Abertay) provides a successful template for running completions to exploit the shared data and smart networking infrastructure deployed in Dundee.

Threats ongoing pressure on public sector finance, an issue that is particularly acute in Dundee given the importance of the public sector to the local economy; the risk of protracted economic recession and the potential impact on employment and inequalities in the city; an ageing population creating an increase in demand for essential services in health and social care; growing competition from other cities (UK and elsewhere) for inward investment and key talent; rising levels of carbon emissions threatening to damage the environment of Dundee; and failure to stimulate sustainable growth and achieve a more equitable distribution of opportunity could see future decline if Dundee does not keep pace with other UK cities.

Future City Vision and Priority Challenges Through the feasibility research and consultation process, a vision has been developed for Dundee as a Future City. This vision is based both on the need to achieve key economic, social and environmental aspirations as well as the imperative to address the citys main challenges and opportunities. These challenges can be summarised as: addressing issues of concentrated and persistent deprivation; improving the health and well being of Dundees citizens; supporting growth in private sector employment, particularly in key sectors; reducing carbon emissions; and delivering more efficient and cost effective public services.

The vision for Dundee as a Future City puts at its very heart the people of Dundee. Cities are about people people make cities what they are, and cities exist in the first place because they make life easier for people. Too often this simple truth is overlooked in city visions that focus on infrastructure, economic growth and expansion. Future City Dundee will be a city in which: people have access to opportunities and to the services that they need, when they need them; people are empowered to make an active contribution to the success of the city; people are connected, building sustainable and vibrant communities; people are proud of their city, and are engaged in public life; people are enabled to live economically productive and healthy lives; and people value their environment, and work to protect it through more sustainable living

Dundee Demonstrator The rationale for a high level Future City Demonstrator proposition is outlined in Chapter 4 of the report and Chapter 5 describes the project in detail. The proposition addresses the key city challenges identified above, and is based on consideration of the strengths and limitations of existing city systems and the benefits of integration. The proposition can be summarised as follows: Page | 28

the development of citizen accounts unique accounts for each citizen in Dundee that contains essential basic data about that individual and to which the citizen can add data and control the level of access to those data by service providers. The account belongs to the citizen and not to the Council or any other service provider and are accessed via smartcards, smartphone apps or online; the development of an integrated citizen services platform that brings together transport, health and social care, city facilities and visitor attractions and potentially energy into a single integrated and connected system and integrates with the citizen accounts via a virtual platform and a range of smart urban infrastructure such as card/ app readers on public transport, point of sale and door entry systems in key facilities and buildings and citizen information feeds in areas like healthcare and traffic; the platform has the potential for further development to support the integration of other city systems (public and private) through an open access design; the platform should be citizen-centred, and facilitate a user-led approach to the design and delivery of city services; and the platform should be supported by an open data platform that provides transparent and accessible data about the citys systems and how they are used. This will benefit service providers, citizens and commercial businesses. This is a vision of a connected city and the Demonstrator should focus on building the necessary technology platforms and testing the model through a series of service modules addressing: mobility encouraging greater use of public transport through integrated smart ticketing and more targeted concessions and incentive schemes to encourage use of public transport; health and well being encouraging healthier living and improving public health by integrating healthcare with services such as transport and leisure; community innovation encouraging community-led innovation via reward and incentive schemes, and open access to the service platform for innovative projects and services; digital inclusion encouraging uptake of digital services through the provision of smartphones and tablets, customised to prove always-on access to essential services via the Citizen Account and Dundee Smart Space; and SME innovation facilitating the development of new innovative services and products through a series of innovation competitions, hack days and open access to city data.

The project also proposes an innovative delivery structure including an arms lengths Design House that brings together collaborative teams across the private public and community sectors to innovative new product and service ideas. The intention is to move the citizen account and service platform into community ownership to create a new structure for city management and a sustainable platform for future innovation. Impacts The Demonstrator will generate impacts in three broad areas: Economic impacts will include: direct economic benefits to commercial operators commissioned to deliver services to the Demonstrator project, including potential to develop scalable products direct economic benefits to transport operators through increased use of public transport systems direct economic benefits to SMEs engaged in SME Innovation activity, such as innovation and market outcomes which can translate into additional employment and GVA at the city level;

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indirect economic benefits through making Dundee a more attractive location for investment, either by mobile companies already based in the city and for potential new inward investors. Similarly, the enhancing the quality of life in Dundee will assist in the retention and attraction of key skills to enable a competitive economy; indirect economic benefits through making Dundee a more efficient base for productive activity, for example by improving connectivity or easing recruitment shortages; economic impacts from new start up activity, as a key project focus will be to encourage the provision of new and innovative services by private and community enterprises; cost savings in service delivery to project partners, for example through more efficient targeting of support at disadvantaged individuals, etc; income generated for the city through the commercial exploitation of the data generated.

Social impacts, will include: enhanced community cohesiveness via the Community Giving module which seeks to promote local engagement through volunteering and other channels; increased income for disadvantaged households, either through better access to benefit/ service entitlements, or to services which enhance the employability of disadvantaged individuals/groups; improved health outcomes through better targeting of, and access to, appropriate preventative and ameliorative services; and better awareness of and improved access to education and other learning opportunities

Environmental impacts will be driven largely by the scale and nature of behaviour change that is effected and will include: reduction in car journeys; increased use of public transport; improvement in traffic flows at key points in the city; reduction in pollutants/ improved air quality; reduction in traffic accidents; reductions in business transport costs; and reductions in carbon emissions.

Barriers: The feasibility study also addressed a range of barriers to be overcome in delivering the Demonstrator project. These relate to four broad areas ; organisational and institutional issues; technological issues; public interest issues; and resource issues.

With robust governance structures, clear project planning and innovative applications of technology solutions, these barriers can be addressed. This is not to say that the project is without risk it is not but these risks can be mitigated and managed through the delivery structure and processes identified in the report.

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4.11. Enfield Borough Council

People are the foundation of all else. Improvement in the local economy, quality of life, & environmental impact is directly related to peoples actions. Providing everybody with a fair chance and equipping them for the future goes beyond the provision of integrated technology and connectivity. In many pockets of society where deprivation is at its worst, there is a direct link between deprivation and other Life KPIs, and it is the employment of an intervention strategy that gives a system integration strategy the best chance of working. Enfield Council have identified that targeting and tackling the issues of the 26% of the working age population with no or low skills will result in the greatest benefit to the local economy, quality of life & environmental Impact. Furthermore, with one of the largest redevelopment strategies in the country (The Upper Lee Valley Development) running through the borough, the need to provide a local work force with the right skills is key to unlocking the benefits of the redevelopment moving forward. (15) The partners will deliver over 15,700 new homes and 21,900 jobs in the Lee Valley and up to 15,000 jobs in adjoining areas, creating uplift to the UK economy of over 4.51 billion by 2021 and over 10.7 billion by 2031, in addition to saving the Exchequer over 144 million in benefit payments each year, an unrivalled benefit to the Country (Oxford Economics 2012). (18) 2.1 Billion in Enfield alone.

The current picture Over the last few years in Enfield, the number of people in poverty, the low skilled worklessness, and the working poor have steadily grown. In parallel with this, many local employers have found it increasing difficult to find employment candidates with the right skills and availability to work within the local area. As a result, many people travel in from outside the borough to fill jobs every day.

Effects on key performance indicators: Local Economy: o Average House hold income: Decreasing o Number of working poor: Increasing o Number claiming benefits: Increasing o Number that observe they have a barrier to work: Increasing Transport routes / service is suboptimal Affordable childcare is not available Part time work is either not available or encourages people to down-skill rather than upskill and is therefore not the route to full time employment. o All verses the number of jobs available that remain unfilled by local people: Increasing Quality of life: Child Poverty: Already above the average and increasing o Parental aspirations o Teenage pregnancy o Cognitive and behavioural impact o Effect on health Infant mortality Life expectancy Lower immunisation levels Obesity Page | 31

o Impact on crime o Employment and skills o Learning, opportunities and employment o Housing issues and churn Environmental Impact: Deprived areas most disconnected with Councils plan o 50% of people employed in the borough travel in from outside the borough every day, whilst local employers struggle to source local candidates with the right skills. o Council targets: Saving Energy in Enfields homes Expansion of Enfields greenways Regeneration of Enfields most deprived areas New jobs and business development opportunities in Londons low carbon economy Improve local environment Reduce waste Improve Public Health and wellbeing whilst reducing inequality across Enfield Community Leadership Climate change: 40% reduction in the boroughs carbon emissions by 2020 (2008/2009 baseline) The council and their strategic partners already have a number of initiatives and programs in place to deal with the above listed headlines. However, two main challenges have emerged: The 26% that have the lowest skills are also the most difficult to connect / communicate with. Because this sector also has the lowest on line presence they are progressively becoming disconnected with the plans and strategies of the council for the betterment of all. A number of initiatives & programs that the council are running do not fully integrate and can therefore be made much more efficient if they do, and consumed in a much more efficient way if more citizens were on line

The aim of this report: This report seeks to address the councils challenges by combining (and making more efficient) the information flows from existing systems whilst using an intervention policy that actually provides a proven solution of getting the least connected to use the information available. This involves: Using direct one-to-one methods of communication through innovative technology platforms, to reach out and connect. Pulling together people of similar backgrounds into support groups based within council buildings in the local areas that have been bandwidth / on-line enabled. Providing connectivity and training through cloud based end user devices. Providing integrated information through a user-specific, one-view cloud based portal which is application driven. Using virtual meeting technology to bring together people and expert advisors without the need for travel. A combined Intervention and integration strategy a global issue The prospects for meeting the challenges faced by humankind, especially in urban settings, are low, unless we address the factors that un-balance our world, our resource use, our life chances, our economies. These factors are based upon freedom, access to education, respect and support for difference and importantly involving and supporting people in meeting their own challenges and realising their own aspiration. Page | 32

This is about building intelligence by creating an interface of ideas, needs, services and information. This content, alive to the dynamics of the Borough, draws upon data that would never otherwise realise its value and upon adoption, use and input by citizens, commissioners and service providers. As a result an information marketplace will evolve, de-risking inward investment and infrastructure plans, opening up new economies based on ideas, needs and efficient provision and creating a dynamic format for governance, local democracy and planning.

Providing new governance to match new outcomes A number of barriers that are outside the scope of the proposed solution have been identified as being critical to the success of the Intervention and Integration strategy. The council already has a planned investment program to deal with these but is willing to amend the implementation dates to prevent derailment of the positive outcomes targeted by this report.

Systems and information Systems and information that have been considered for integration have been considered from a number of different areas including: Employment, Education, Childcare, Housing, Social, Transport, Communications, Energy, Water & Waste, Buildings, Healthcare, Security, and Justice.

Target Outcomes Local Economy o Minimum 20% (9620 people) targeted for up-skilling and wage increase / benefit-to-wage transfer, resulting in a 66 Million annual income swing (from a governmental point of view). o Minimum average house hold Income increase of 1.73% (3.7% for the lowest earning households). o Proactively reduce the occurrence of the cost of troubled families by 25 Million. Quality of Life o Take 11,027 children out of Child Poverty (bring Child Poverty down to 25% in the borough) and by doing so, address directly the Quality of life KPIs which are associated. Environmental Impact o Directly: Target to match all advertised jobs within the borough with a suitable local candidate and therefore provide a saving of over 35 metric tonnes of carbon per year if the targeted population above fills a job as opposed to somebody from outside of the borough. o Directly: Use distance learning, on line, and Unified communications technology to cut the amount of travel within the borough and the amount of post. o Directly: Encourage investment in the Carbon Economy within Enfield by looking to reduce the environmental impact of the council owned stock by experts from business training and employing local residents to carry out the assessments and work. o Indirectly: Include the 26% of the working age population in the Boroughs plans to reduce their carbon footprint by 40% (16,724 tonnes of CO2)

Securing initiative futures To mitigate the effect of an investment and activity blip, the full initial costs and Implementation logistics for this Feasibility study, along with the self-generating funding once the project is up and running have been explored and included in the councils Second stage Demonstrator bid. Page | 33

4.12. Glasgow City Council

The Feasibility Study for Glasgow concluded that the best option for the city would be to establish a Glasgow City Management System to manage the Future City of Glasgow. This report highlights the importance of the Glasgow City Management System to the immediate and long-term future of the city and shows the key elements of Glasgows characteristics that would contribute to the successful delivery of the TSB Future Cities Demonstrator within the UK. The new architecture of Smart Cities identified three criteria that stand out to make a city a Smart City as opposed to a city where some smart things happen. These are: smart cities are led from the top by a strong and visionary champion, smart cities have a stakeholder forum of committed city stakeholders and smart cities invest in technology infrastructure. Glasgow already has very strong leadership and excellent partnership infrastructures in place across the public, private and academic sectors; and has significantly invested in the physical infrastructure to support both the current and planned integration of city systems. Strong partnership infrastructures include: Glasgow 2014 Legacy Framework, Glasgow Economic Commission, Sustainable Glasgow, Glasgow Conference & Marketing Bureau (GCMB), Glasgow Community Safety Partnership, Metropolitan Glasgow Strategic Drainage Partnership (MGSDP), Glasgow Sustainable Tourism Group and ACCESS a ground-breaking shared service partnership business model between Glasgow City Council and Serco Group plc to upgrade and manage the City Councils Information and Communication Technology (ICT) provision from 2008-2018. Glasgow has invested a significant amount in city infrastructure and city systems to realise its potential as a leading municipality in the UK. The investments in physical infrastructure that have recently taken place or are planned include: Glasgow 2014 Commonwealth Games twenty major infrastructure projects dramatically altering the physical landscape of the city (including sustainable design of athletes village with district heating network, world-class portfolio of Games venues, Games Route transport network and waste management) representing over 500 million in associated venues and new build infrastructure and Glasgow is bidding to be the host city for the Youth Olympics 2018; 90 million Technology & Innovation Centre (TIC), University of Strathclyde part of an International Technology & Renewable Energy Zone (ITREZ) being created in Glasgow City Centre (also incorporating the Scottish Enterprise Industry Engagement Building (IEB) and the UK Offshore Renewable Energy Catapult Centre); 842 million New South Glasgow Hospitals Project which will give Glasgow one of the most advanced hospitals in the UK with consideration given to energy consumption and carbon emissions at the tender stage; new state-of-the-art 9.7 million 6000m2 Eastgate office development on a formerly derelict site in the East End which was completed in March 2012 and is home to the headquarters of Glasgow Community Safety Services (GCSS); significant transport improvements including a 40 million Fastlink bus rapid transit system and a 300 million Subway Modernisation Programme; 390 million Buchanan Galleries Quarter retail development to provide for a 392,000ft2 expansion and deliver an ambitious City Centre Strategy funded by Tax Incremental Financing (TIF) and set to bring 36 million of extra economic activity to Glasgow annually; 49 million White Cart Water Flood Prevention Scheme that protects 1750 buildings in the south side of Glasgow and recently (October 2012) won a British Construction Industry (BCI) Environmental Award; and; Work being undertaken to develop Glasgow as the European Green Capital in 2015. Page | 34

Selection as the TSB Future Cities Demonstrator will enable the city to build on the strong partnerships in place and these high-standard infrastructure investments by delivering an additional layer of technology that will accelerate the integration of city systems in innovative ways and complete the transformation into a truly Future City. The proposal developed by Glasgow has focused on real front-end system integration to deliver additional value and realisation of identified benefits from the outset. It will accelerate and grow these existing investments. The people of Glasgow are already technology-literate and keen to be engaged in the further development and use of technology throughout the city. This was a strong theme emerging from a recent public engagement visionary exercise Future Glasgow 2011-2061: A Fifty Year Vision for the Future. Glasgow City Council has one of the most popular council Twitter feeds in the UK with over 26,200 followers, is actively testing a MyGlasgow Smartphone Application for Council services and is home to significant expertise in integrating technology within innovative application development, sensor systems, science, design and architecture, renewable energy, transport and smart energy management. The methodology undertaken to perform the Feasibility Study for Glasgow is outlined in this report and included a thorough SWOT analysis, significant stakeholder consultation with input from over 100 expert advisers across the public, private and academic sectors and a specially commissioned Data Audit. An assessment of the proposals investigated was undertaken against the specific challenges and opportunities identified within Glasgow and also the scope of the competition outlined by the TSB. This resulted in the proposal to develop a Glasgow City Management System that will operate on an entire city-wide basis and will facilitate testing at scale Glasgow City Council manages an area of 175 square kilometres and home to a population of just under 600,000 residents. The following diagram provides an overview of the Glasgow Future Cities Demonstrator Proposal. Glasgow will create a technology infrastructure to enable the integration of city systems and data across multiple agencies for the delivery of improved and responsive city services. The management system established will provide the platform to benefit systems on a city-wide basis and showcase a structure easily replicated by other urban areas. This will include a Data Repository (including an urban ontology of asset management), an Intelligent Operations Platform, City Dashboards, a variety of academic, business and citizen engagement opportunities via a City Observatory and further development of the MyGlasgow Smartphone Application (extending far beyond application for Council services). In addition, specific Glasgow System Integration Demonstrators that primarily focus on the delivery of integrated system improvements within the themes of health, energy, transport and public safety have been identified and will be delivered as part of the TSB Future Cities Demonstrator Proposal. These were selected as a result of the work undertaken to complete the Feasibility Study. They contribute towards the main challenges that Glasgow faces and maximise the additional benefit that technology can bring to the significant existing infrastructure opportunities within Glasgow while aligning with the quality of life vision, the delivery of economic opportunity and a reduction in environmental footprint. Glasgow is a city of national and international significance with well-developed UK, European and global links, a strong international profile and reputation and a specific International & European Strategy2. It has dedicated twinning links with 8 cities around the world, is one of a small number of UK cities that are part of the Eurocities network of major European cities and is currently developing strong relationships with the Commonwealth family of nations. The International Financial Services District (IFSD) and Glasgow City Marketing Bureau (GCMB) are excellent examples of Glasgows strong partnership approach working on an international stage and the city is linked at practitioner level through specific networks for example, Glasgow is the current President of the Lighting Urban Communities International (LUCI) Association. The 3 high-reputation Universities in Glasgow have national and international reach. Page | 35

4.13. Ipswich Borough Council

This feasibility has established the potential, opportunities and challenges for Ipswich to exploit smart technology and systems to become the UK's first smart, small city.

Reasons for choosing Ipswich There are a number of reasons why Ipswich is suited for development as a smart future city; it is highly representative of many UK cities, yet small enough for the Demonstrator to make a big impact it has a very strong presence of ICT companies including FTSE 100 corporates and BTs R&D Centre University Campus Suffolk plans to become an internationally recognised centre for smart city research and teaching; a collaboration between academia and industry the New Anglia LEP, with its Green Pathfinder, is highly supportive of this bid and links to the City Deal there is a broad coalition of support across the public and business sectors

Our challenges are reflective of those facing other towns and cities; and are characterised by 3 broad areas; Social Care and Health Businesses and Growth Education and Skills

Our solutions are innovative and deliverable, scalable and responsive, intelligent and commercially exploitable. We have discussed and developed our proposals with over 40 local businesses and organisations; ranging from local authorities to dynamic technology SMEs to world ICT players like BT to the business community and user groups. It is clear that Ipswich has the appetite and drive to produce solutions that could provide; An innovative I-loyalty scheme that will champion pride in Ipswich, deliver business growth and incentivise behaviour change. A robust and dynamic technology platform with high density city Wi-Fi Integrated city systems that drive transformational change and efficiencies into city systems and community decision-making. A prototyping lab in which to scope, model, assess and mentor projects, ideas and business proposals. Access to businesses, local SMEs and UK cities to test their ideas that can then be run on a virtual test facility running alongside the live technology platform. Creation of skills, high value jobs and new smart technology business ventures.

Community is central to Ipswich as a smart small city. There is evidence of the need and benefit in consolidating public sector data to provide clearer information to businesses, residents, and visitors in the Ipswich urban area. Building on this there is demand for better communication systems that extracts value from this data.

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Importantly there is the ability for residents and businesses to interact in an intelligent iterative way to enhance and develop city-wide systems to improve public systems and reduce costs to the Council taxpayer. Key benefits of a smart Ipswich are; 1. 2. 3. 4. 5. 6. 7. Helping people move around Ipswich a lot more smoothly by all means of transport; Providing easy and consolidated system for two-way communication with citizens; To be inclusive and accessible to all regardless of age or ability; Increasing spend and footfall in the town centre; Delivering efficiency improvements in excess of its cost; Reducing environmental impacts Increasing resilience.

Future-proofing This feasibility study has identified that there is potential for the development of the infra-structure and implementation to make Ipswich a smart, future city. The evidence is that we can develop a self-sustaining business model in two years. Within this initial period we will be able to demonstrate and showcase more efficient access to health services, economic savings; increased spend and footfall in the town centre; high value job creation; improved skills, and environmental benefits. In addition to this further opportunities have been identified that require further investigation - data analysis and visualisation to reduce impact and cost of crime, crime analysis, flooding & other threats.

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4.14. Leeds & Bradford Councils

Leeds and Bradford are the second and fifth largest cities outside London. Together they have a population of over 1.2 million people, creating one of the largest city conurbations outside London with an annual economic output of 23 billion. We propose a vision where Leeds and Bradford work together to become: Two Cities: One Place. Our Two Cities: One Place vision demonstrates a unique integrated future across two urban areas and presents a linked system which will:

Drive and diversify our economic growth; Enhance our quality of life and reduce health inequality; Increase our resilience to the effects of climate change.

The Technology Strategy Boards Future Cities Demonstrator funding will nest within existing and future investments of over 2.5 billion across the Leeds-Bradford area. We estimate that deployment of the Future Cities Demonstrator funding of 24 million will catalyse productivity and growth which could provide an approximate tenfold return on investment. Our cities histories are rooted in manufacturing. This sector has successfully responded to global challenges by learning how to apply technology, change our processes and adopt radically different methods to produce goods. We have embraced a process of change from manufacturing to advanced manufacturing. Our cities services are now coming under enormous pressure through a combination of increased local demands as we seek to:

Maximise our economic potential and minimise transport congestion taking advantage of the size of the local workforce, with Leeds representing the third largest employment centre after London (395,000 employees); Accommodate our population growth with Bradford experiencing the largest population growth across the Yorkshire and Humber region (2001-2011) growing by 11.7% from 467,654 to 522,500, characterised by a significant increase in the number of young people under the age of 16 (12.3% growth).

And also as we work to manage wider external forces, including:

Continued economic uncertainty and increased competition from global cities; Threat of climate change with both cities susceptible to the risk of significant flooding. Within Leeds alone, it is estimated that over 4,500 properties are at risk of flooding and approximately 450 million of direct damage would be caused by a major flood from the River Aire.

Under these circumstances we know we have to bring about fundamental change to the way we deliver our services.

We propose Advanced Service Delivery as our novel linked city system concept. We shall embrace the disruptive power of technology, adopt lean processes, encourage behavioural change and ensure the best leadership and governance models are in place to revolutionise service delivery. We will use and bolster the dynamism of our civic entrepreneurs, SME community and local business leaders to make this change happen. Most importantly, we will place people at the heart of the decision making, shaping our Two Cities into One Place. Page | 38

The TSB Future Cities Demonstrator will apply Advanced Service Delivery across a suite of 12 interventions. The proposed interventions integrate across city systems of ICT, Mobility, Health and Social Care, and Environment. Our two cities exemplify many of the challenges faced across other areas of the UK. However, our strength in leadership, research and development and delivery sets us apart. It is our capabilities in ICT, Mobility, Health and Social Care, and Environment that ensure our cities could successfully test and scale up innovative and integrated solutions to many of the major challenges facing cities in the UK today. For this reason, Leeds-Bradford should be the TSB Future Cities Demonstrator. The temptation with Future Cities is to buy an off-the-shelf data management system and believe that smarter decisions on how to run and organise our cities will automatically fall into place. Our approach is different. We will create a One Place Dashboard built by local companies under the banner of a co-operative to create a financially sustainable model. The One Place Dashboard will be an open access tool to help bring about greater engagement with the people and businesses of Leeds-Bradford and to give them a platform to innovate and test solutions. We want to do this so that the people of Leeds-Bradford have ownership and help support and stimulate the growth of businesses in the knowledge and service sectors. We know we can do this because we have a flourishing Creative Media and ICT sector; already employing 21,000 people and projected to grow by a further 3,000 people by 2020. Our One Place Dashboard will underpin broader interventions and innovations that play to our strengths and respond to our challenges. We recognise that technological interventions alone will not work, although they can support and drive the behavioural change and new governance necessary to improve service delivery. We believe this understanding ensures that Leeds-Bradford can deliver a successful demonstrator and instil capabilities to achieve integrated solutions for the long term. We have a compelling set of deliverable and transferable interventions that tackle the seemingly intractable challenges, such as: reducing chronic congestion, overcoming long term health conditions, raising educational attainment and increasing resilience to environmental shocks. These are not just the issues of Northern UK cities; they are global issues that will present a significant opportunity for those who demonstrate their capability to solve them. We believe our Leeds-Bradford Two Cities: One Place vision offers a compelling vision of how we could do things differently in a Future City. Producing this feasibility study has allowed us to see that local public, private and third sector partners are eager to support these interventions. Future Cities Demonstrator status will allow us to achieve results more quickly and showcase these solutions both nationally and internationally.

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4.15. Leicester City Council (on behalf of the Mayors City Partnership)
Integration of city-systems is key to achieving the City Mayors vision for Leicester to be a low carbon sustainable city. Underpinned by innovative IT solutions, the feasibility study proposes city-scale integrated management of energy supply, and demand, a SMART card for accessing a broad range of facilities and services and smarter travel solutions. Integration of system data across geographic areas and services will make city facilities and services better aligned, more efficient, targeted and accessible to the end user. Within the overall integration benefit of a lower carbon city, the benefits are cross-cutting and at city scale, including improvements to health through better targeting of the most vulnerable groups, encouraging more active lifestyles, improvements to air quality, better access to jobs and more money in the pockets of householders and businesses as a result of integrated transport and energy demand. Leicester is the largest UK city outside London with an elected Mayor and, under this strong leadership and cross party commitment built up over the last two decades, has an international track record of delivering environmental work. 2012 saw the launch of citys Climate Change Programme of Action, re-committing the city to its ambitious target of reducing carbon emissions by 50%. Important steps have been made towards this target, particularly with Combined Heat and Power, home insulation, automatic meter reading, and air quality initiatives. To move further it is necessary to plan for a much wider integration exercise. Some of the key challenges we face are to drive down carbon emissions from the commercial sector, which accounts for half of the citys carbon footprint. In part this is due to difficulties in tackling the high numbers of small businesses and older domestic properties, and changes in behaviour to reduce carbon emissions from transport. Leicester faces many challenges and opportunities in addition to its vision to halve carbon emissions. Poor health associated with cardio-vascular and respiratory diseases, poor air quality and low levels of activity; high levels of deprivation, low incomes and skill levels are all key challenges. The Gross Value Added per head is below average in the UK and raising this level is a key focus of Leicesters Economic Action Plan. Yet Leicester has many opportunities to draw on to deliver this feasibility. The City Mayors clear vision and leadership is supported by a City Partnership structure and Environmental Experts Group combining key expertise and strong business focus to delivering the carbon agenda. Leicester has two first class universities and two decades of existing work in delivering environmental best practice. In addition, we have delivered significant innovation in integration of IT systems already through Leicesters Customer Data Integration which provides a holistic approach to services through a golden thread of customer records. Opportunities exist with new technologies to further our approach to IT integration. Virtual power plants are at the cutting edge of city-scale energy management. The microgrid/city area network premise that this is based on is well established in other countries such as Japan, but its deployment in the UK would represent a first. An integrated approach to energy demand and supply at city-scale is considered critical to delivering carbon savings in disparate small business and domestic sectors. We would be able to provide costeffective centralised technical advice to SMEs and householders on efficient operation of their energy systems, and to work through a common landlord approach to overcome some of the difficulties of investing in building fabric. We would establish patterns of energy usage amongst SMEs and domestic properties through remote connectivity, being able to create a bespoke model for energy usage within Leicesters small businesses and households. Furthermore, remote connectivity would enable combined loads to be traded to match efficiency of generation resulting in a preferential tariff being developed for Leicester and lower carbon emissions nationally through reduced generation. A large quantity of data will be collected and integrated in a data warehouse where we would align services more effectively, for example to set alarms to trigger a home visit to a vulnerable household during a particularly cold period. Deliverables would include a secure portal and reporting platform allowing partners to generate reports, map transactions and explore relationships and patterns in the stored data. Page | 40

We propose an integrated approach to smarter travel solutions as a more cost effective way of overcoming the challenges of investing in individual projects and to enable effective access to the capabilities of new IT solutions such as mobile phone apps and real-time travel information. The feasibility includes a range of measures including smarter bus routes and lower emission vehicles, real-time travel information and greener driving. Fully integrated with these proposals would be the extension of the city smart-card known as the OneCard. In Leicester this is currently a card for concessionary travel. The card presents a significant opportunity to integrate service provision and access to facilities at city-scale. In the feasibility we propose a roll out of the card as a contactless technology card, with an integrated ePurse, to become a new city card. It will offer access to leisure and cultural facilities, payment for car parks, a city loyalty card and to be used for small contactless payments. Using our experience of customer data integration the card can provide an authentication mechanism providing the important step forward enabling partners to work together in targeting services more effectively. The focus of Leicesters proposal is delivering a low carbon city: a resilient city that has its own virtual power plant and differential tariff to effectively manage electricity and heat to homes and businesses, resulting in affordable heat to homes and businesses and a city that is addressing a low carbon transport system. Better analysis of data collected will make city facilities and services more aligned, more efficiently targeted and accessible to the end user. We will implement energy efficiency measures in our small businesses that will reduce their costs, develop smarter travel routes to assist job-seekers getting to jobs, and reduce business costs associated with congestion. We are targeting a number of measures that affect wellbeing and health. Data integration will enable us to work better with vulnerable groups, and the SMART card will deliver easy access to a broad range of council services and encourage the use of leisure facilities to improve health and well-being. Sustainable transport will impact favourably on air quality in the city and through the data integration we will be able to work with vulnerable groups affected by poor air quality. Through dialogue with an extensive range of potential business partners we have developed a feasibility that builds from existing expertise, funded work and that can lever in additional resources. The aim is to pump prime a sustainable commercial business model. For example, the future running costs of the SMART card would be capable of being absorbed by businesses after the initial establishment. This would deliver longevity of impact in Leicester and enable the feasibility to be replicated in other cities. Collaboration with Leicesters two universities adds further leverage of expertise, data interpretation and European funding.

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4.16. London (Mayor of London, Greater London Authority)

London has a unique capacity to act as a Future Cities Demonstrator for the benefit of the whole UK. It has scale and connectivity like no other UK city and the critical mass of innovative companies, both small and globally connected, that will provide the integrated, exportable solutions to emerging urban issues. It also provides the range and depth of challenges that make it the ideal crucible in which to test those solutions. London has the leadership, the experience and the ambition to realise the huge potential value for citizens and businesses that this opportunity represents. Linked London will invest 24m from the Technology Strategy Board, combined with c. 40m of additional funding, to deliver at least 42m of benefits by the end of 2017. London is competing with cities globally. It is growing at the rate of a developing world city and doing so within its existing footprint. The city is renewing ageing and congested systems and designing and delivering new forms of integrated services for its citizens. This scale of investment and the dynamism of convergence between the old city and the new provides the optimal opportunity for the Demonstrator to influence and connect major city systems, maximising the value of public and private investments. The Mayor of London has set a number of overarching economic, social and environmental goals to make London the best big city in the world to live and work. These include: Attracting investment in to key convergent economic sectors - low carbon, digital-creative, medical technology and financial technology - and supporting SMEs through the London Growth Fund Continued investment in public transport infrastructure and transformative regeneration schemes to unlock opportunities for growth, jobs and new homes Creating 200,000 new jobs and 250,000 new apprenticeships by 2016 to close the employment rate deficit between London and the UK level by 2020 Supporting Londoners to improve their skills & job prospects with employment and training opportunities Delivering energy efficiency and low carbon energy supply to London's buildings and promoting technological change towards cleaner, lower carbon vehicles

Achieving EU limit values for local air pollutants, and reducing carbon emissions by 60% in 2025 Linked London will work with the communities of East London and a range of innovative service providers, enabling people to live easier, healthier, less expensive and more connected lives and integrating the systems that serve them to make them more efficient, flexible, resilient and sustainable. It will be challenge-driven, targeting East Londons most pressing challenges now and in the future: a growing and ageing population, strained infrastructure, congestion, air pollution, resource inefficiency, unemployment, and complex ownership structures. It will target the city systems that have the greatest impact on these challenges: energy (heat and electricity), water, transport systems, the built environment, employment and healthcare, and will work to drive greater connectivity and integration across these systems. It will test multiple layers of system integration: physical, digital, social and organisational, demonstrating the multiplier effects of this approach through carefully designed, outcome-based metrics. Linked London will focus on a contiguous urban area of East London, from Old Street to the Lower Lea Valley; incorporating the ingenuity of Tech City, the vibrant yet disadvantaged neighbourhoods of Bromley by Bow, through to the new build communities of the Queen Elizabeth Olympic Park. It will design and implement an integrated, scalable, multi-year programme from 2013, which will pool data into an overarching platform to derive new insights into how East London operates as a system of systems. The programme will build upon existing and planned investments, pushing the boundaries of innovation and creating measurable, sustainable positive impacts. Linked Londons core objectives will be to: Deliver tangible solutions to current and emerging problems for citizens and businesses Show how London can use its connectivity, creativity and scale to develop the greatest return for the UK Demonstrate how systems can be integrated to deliver solutions and value that is greater than the sum of its parts Page | 42

Provide an experience that articulates the value proposition for Future Cities to physical and virtual visitors Linked London will demonstrate value through the multi-layered system integration, deploying five interconnected work packages: Adaptive Urban Logistics will mitigate congestion and pollution caused by the rapid growth in light freight on Londons roads through a combination of interventions to promote the efficient movement of goods around the city: procurement innovation, mode shifting and telematic monitoring; a route planning, re-timing and loadsharing platform with dynamic pricing; and use of electric vehicles linked to electricity grid balancing solutions. Real-time Asset Visualisation will underpin the solutions above by providing real-time predictive journey time tools, informed by digitised visualisations of on-street assets and road works. At the same time, utilities undertaking those road works will be provided with enhanced access to underground asset maps, simplified inquiry systems and 3-D visualisations that will dramatically reduce the associated disruption, pollution and economic inefficiencies. These will build on emerging collaborations between Londons utilities to inform integrated strategic infrastructure planning of East Londons major growth areas and the deployment of new essential systems such as heat distribution networks. Intelligent Heat Pathways will realise the value of heat distribution and storage as an integrator of city systems through the innovative extraction and utilisation of rejected heat from Londons underground metro systems, electricity substations and data centres. Efficient cooling of these systems will provide efficient low cost, low carbon heat as part of an intelligent district heat and power grid that also utilises thermal storage, distributed intelligence and power generation, smart meters and automation to balance heat and power demands in realtime and improve local air quality. Neighbourhood Systems will 'deep' retrofit the households served by these heat and power networks, equip them with a smart communications infrastructure, consumer interface and sensors that allow innovative telemedicine, telecare, energy and mobility services to be provided, supporting assisted living, and reducing fuel poverty and unnecessary medical journeys. Data extracted will feed a community resource management and local services platform, with incentive mechanisms to build community connectivity, and social and environmental resilience. Micro-work Platforms will support employment and career building in these disadvantaged communities, working with local employment agencies, volunteer groups and business alliances to develop and roll out an online platform and new business model to enable flexi-working, volunteering and entrepreneurialism. It will initially target students, carers and the newly self-employed, creating 5.3m hours of new employment. A programme integration workstream will knit the work packages together, with a Digital Design Authority that pools data into a common platform, exposing it in open protocols to local people, businesses, and the Future Cities Catapult, stimulating further innovative applications for the local economy. Linked London will be delivered through an innovative governance structure that marries the strong leadership of the Mayor with expertise across Londons public, private, academic and third sectors. The project will make use of the new Smart London Advisory Board; a team of world class specialists from across the disciplines that have committed to support organisational change, collaboration, data sharing and the co-development of Londons Future City strategy. One of the core barriers to the wide-scale adoption of integrated Future Cities approaches is the effective communication of the value proposition. Linked Londons true measure of success will be its ability to demonstrate that value proposition and translate value in to sustainable economic models. Through Londons expertise in governance, business, operating model re-design, social and financing innovation Linked London will innovate to overcome this barrier. From the outset, the programme will offer a clear articulation of the value for the key beneficiaries and will design performance metrics based on an early view of the likely future business models. In this way, Linked London will accelerate the monetisation of societal benefits and the transition from publicly funded models to long-term economic sustainability. This is where the export potential of Future Cities will be realised. Page | 43

4.17. Manchester City Council

Introduction An independent review commissioned by Manchester City Council and partners has investigated the potential for Manchester to become an international Future City showcase. It investigates the potential to integrate key city services and infrastructures to deliver strong economic growth and create a more attractive place to live and work, while reducing environmental impact. This feasibility study represents the findings of this consultancy work. The often repeated fact that over half the global population now lives in urban areas is usually accompanied by an image of the one of the worlds megacities like London or New York. But in reality, most urban dwellers live in places like Manchester, which is where the highest levels of future growth are forecast. Manchester has the right profile to demonstrate the UKs future city offering to the world it is large enough to confidently demonstrate new approaches at scale, well-connected enough to attract international attention, but compact enough to ensure that a multiplicity of projects can be delivered in an integrated way. Manchesters Vision and challenges The city of Manchester has enjoyed rapid economic growth over the last decade, with an ever-expanding and diversified business base fuelled by unprecedented levels of investment, a skilled workforce and an entrepreneurial business sector. However, this economic success has also brought challenges. The population has grown by nearly 20%, with consequent increased demand for services and resources, allied to rising traffic congestion, increasing the task of cutting pollution. Manchester has successfully fostered a strong partnership between public and private sector leaders. This has provided strong leadership, robust prioritisation and a track record delivery. The City Councils vision is to continue to increase Manchesters economic competitiveness and employment growth, underpinned by a vibrant city culture, attractive neighbourhoods and public places, and an environmentally sustainable infrastructure. The Demonstrator project will act as a catalyst, providing a funding boost to stimulate innovation through integration, and helping Manchester and the UK gain first mover advantage in a range of areas where new global markets are rapidly emerging. The study area The Study considered the potential geographical area of a Demonstrator programme and recommended that it should be the City of Manchester, with a geographical fulcrum of the Manchester Corridor. This central business and education district generates 22% of Manchesters GVA and is critical to the flow of transport and ideas through the Greater Manchester area. Its success is crucial for the North of England and the rebalancing of the national economy. There is a well-established and formal Corridor Partnership involving the City Council, Universities, Manchester Science Park and other leading businesses. A Corridor spine of low carbon mobility and more efficient buildings along with new energy and waste infrastructure below ground, will be used to open up opportunities for a range of connected projects that radiate out into the surrounding residential districts and on to the new Airport city district, and back into the city centre. This whole area has a total population of 265,000. City systems and projects The review concluded that there is the potential within the Manchester Corridor to encompass five interlocking themes, namely enhanced low carbon mobility, clean energy generation and distribution, more efficient buildings, integrated logistics and resource management as well as community and citizen engagement. This study has developed and selected projects against a set of objective criteria to demonstrate and test the benefits of integration, for example: Mobility: Adaptive cross-modal traffic management; using cross-city bus to create whole-route cycling infrastructure; and enhanced smart ticketing to make road crossing safer for older people Energy: Closed-loop waste leading to bi-gas CHP; hydrogen fuel-cell storage for renewables; integrated heat networks; local smart-grid and network monitoring. Buildings: Use of ICT to enable and compare behaviour change across existing residential and commercial buildings and new student homes, along with a local cloud sourcing initiative Page | 44

Logistics: A network of freight consolidation centres to improve deliveries and reduce congestion/pollution; a super-trench combining heat-network piping, DC cabling and evaluating an innovative new last-mile freight & waste system Living city: Interventions that support the provision of integrated health services and interventions which promote a healthier city to live in The projects that constitute these themes could be under-pinned by a data Observatory. While many cities have recognised the need to passively centralise data, the Manchester Observatory would take the concept to the next stage. It would provide two distinct applications first, analysis to improve the quality of city services, enabling better-informed decision making at both a strategic and operational level; and second, to create an open access data marketplace from which innovative end-customer and business applications can be developed and marketed independently. This would be supported by an SME innovation fund, which could reward the development of products and services that solve the citys problems and connect start-ups to venture capital, so that they could go on to sell their solutions to other cities. The Manchester Observatory creates the knowledge bridges that break down operational silos and connect all the proposed projects. It would be central to any Demonstrator bid, but has been deliberately designed to be flexible in terms of hosting, enabling it to be co-located or even remotely located within a specialist future cities Catapult centre, where it could provide an open platform for multiple cities to utilise. Impact and measurement Cities around the world are struggling with demonstrating that green growth is possible. A Manchester Demonstrator could provide the evidence base. Every project would be measured on its ability to stimulate business innovation, job growth, and new markets and collectively to deliver the following key impacts: Improved mobility, cutting carbon emissions without increasing congestion Greater comfort in homes and offices, with reduced energy demand More efficient freight delivery, with fewer vehicles and emissions Better public health at minimal additional cost More efficient energy generation and supply The feasibility work has identified a set of metrics to support this. Engagement Engagement and partnership with business should underpin any approach. The Future Cities Demonstrator needs to be a window to global markets for UK PLC; the active involvement of key local businesses is therefore critical and has been a focal point for this study. Emerging entrepreneurs should be assisted to form a new generation of successful international Manchester businesses, through the data and analysis provided by the Manchester Observatory and an SME innovation fund. Wider business support infrastructure would be provided by the Business Growth Hub and Manchesters inward investment agency, MIDAS. Every project theme includes participation by citizens. At heart of this lies the opportunity to engage with the largest student population in the country - 76,000 residents who make up tomorrows future citizens, as well as the broader resident population around the Manchester Corridor. Manchesters pioneering Carbon Literacy Programme, the Archive Plus initiative based in the Central Library at the heart of the civic quarter, and an events programme that builds on our international cultural and science festivals provide a unique foundation with which to engage citizens. Adding value A Manchester Future City Demonstrator projects could build on significant existing investments, including those around the universities, Manchester Science Park, Airport City and that being made in the transport infrastructure by Transport for Greater Manchester. The totality of these investments runs to billions of pounds. These include the National Graphene Institute, NOMA and Sharp Project. But new infrastructure alone does not make a future city. It is TSB support would will enable integration of these individual existing investments in a holistic way and add further value raising the bar of what they aim to achieve. Page | 45

4.18. Milton Keynes Council

Milton Keynes is a Future City. Innovation is in its DNA. Having been built from plan, the city is a living urban laboratory. Consequently Future Ready MK can demonstrate learning and create economic opportunities for UK Plc. Milton Keynes (MK) is a nationally and globally recognised innovative city, with a young but successful record of smart, future-focused development. Instead it has a short successful record of smart, future-focused development. MK pioneered low carbon residential developments creating new planning codes for housing developments. It has an unambiguous objective, backed with integrated city planning, to reduce its carbon footprint with an energy-efficient high-tech knowledge economy. In today's prices, GVA in 1999 was 3.9billion or 18,800 per capita in MK. In 2009 it was 6.8billion or 28,700 per person - a remarkable uplift in enterprise-led prosperity. According to the respected think-tank, Centre for Cities, MK is now one of the UK's top-five cities to lead economic recovery. As an emerging global player, MK has the ambition, intellectual capacity and scale to nurture at scale SME-led innovation. Starting out as a new town with a few thousand pioneers in the 1960s, today's population is 248,800. MK is Britain's fastest growing city and ONS expects MK's population to reach 300,000 by 2030. In short, Milton Keynes is a modern city of migrants, brimming with hope, ambitions for a better future and the skills to match. The city has existing consents and outline permissions for 24,000 new homes, many of which will be sited in MK's expansion areas. The expansion of MK is anticipated house a significant 'Knowledge Park' for SMEs and mid-cap enterprises linked to local universities and a nascent Smart Cities Institute. Architects and urban planners from across the world come to visit MK to see how growing cities can and should develop. On average MK receives delegations every two weeks. Cities across the world are faced with unprecedented economic, environmental and social change creating challenges that must be addressed urgently. Milton Keynes is sustaining growth and economic development with low carbon city services and amenities that respond to and meet the needs of both a growing and ageing population. As a result, Milton Keynes is both a national and international exemplar Future City.

APPROACH TO INTEGRATION The work undertaken in preparing the Future Ready MK programme has identified a number of projects that tackle one or more of the identified city growth challenges and deliver multiple city benefits. In their silos these projects will have a good impact, however the implementation of these projects can have benefit their benefits amplified through the application of integration enablers.
Enabler Smart Cities Institute UCMK Future City Facility Trusted Data Hub Real Time Info Network Description Sustainable partnership for developing and delivering Smart City strategic plans and research Future City Research & Development; enabler of high level skills and continuing professional development State of art green server facility, backed up for resilience. Integrated city-wide sensor network and access interface to Data Centre Role Acts as a cross-sector intelligence hub; oversight of Future City Demonstrator Facility Houses SCI and Future City and Satellite facility, supporting open innovation Provide citizens with convenience, security and value and access to info with Smart Card Web and Mobile access to real time data; bespoke city data available to Catapult centres

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ICT Community Spine Smart City Platform: MK Card Dashboard and Visualisation City Accelerator

Core infrastructure supporting ICT enablement of the City Common access and payment medium for total transport system and other civic services A platform-neutral multi-dimensional demonstration of city data API toolkit to make city-wide data available for SMEs to develop applications for commercial benefit Mobile applications and web portal Extend high-speed internet access to business centres, and Future City / Satellite Demonstrator facility Innovative and effective demonstrator collaboration with Harwell Satellite Catapult centre Energy Supply Company

ICT infrastructure (hardware and software) to share data in an open and flexible manner Smart Ticketing to stimulate take up of public transport and other community services Personalisation of data for citizen dashboard; aggregated data for city dashboard Establish business model/entity that can collate data and distribute Civic and business community support for the delivery of the smart city agenda via mobile apps Communications infrastructure with which to deliver zero-latency real-time engagement Use of satellite data in heat mapping, energy performance and street management Partnership for low carbon energy initiatives

Community Engagement Access Network

Satellite Network ESCO

DESIRED OUTCOMES The Future Ready MK proposal sets out the challenges we face as a growing city and how the integration we propose leads to the economic, social and environmental impacts that the Technology Strategy Board seeks. Our theoretical framework demonstrates that integrated systems in MK will result in a higher trajectory of economic activity and wellbeing. We will also establish an open innovation environment in which communities and businesses can devise their own services and solutions. Our value framework gives us a detailed approach to assessing the city benefits and outcomes of the Future Ready MK programme, including lasting prosperity based on sustainable business growth; environmental security based on lower energy use and zero waste; and community safety based on stronger civil defence and emergency response capabilities. VALUE FRAMEWORK Future Ready MK has a developed framework with which to evaluate the outcomes and benefits of Future City projects once subject to a process of systems and data integration. All MK Future City projects start with events and challenges associated with city growth. They all end with positive returns in terms of valuable outcomes and benefits to the city and its people and communities. BARRIERS A structured approach identifies, assesses and controls uncertainty to improve the ability of the programme to succeed. The management of risk will be systematic, proactive and continuous. We will involve stakeholders in assessing the impacts of risk against the objectives of the Future Ready MK. A range of early warning indicators related to clearly established objective will help highlight potential risks before they impact. Mitigating measures will be applied, and risk reporting will be built into the programmes review cycle to ensure risks are communicated and managed.

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4.19. Newcastle City Council

Newcastle City Councils number one priority is to make Newcastle a working city, a place where prosperity and growth are shared for the benefit of all and there is a ready availability of good quality jobs. As set out in the recent City Deal and Working City documents, we intend to match the scale and ambition of the most successful cities, making it a great place to live, work and invest whilst helping tackle inequality. In doing this, we work closely with partners from the private sector and with authorities across the wider region. The proposals in this document were overseen by Newcastle University and developed with partners from the wider urban area in the North East, helping us break down artificial boundaries between systems and organisations.

Newcastle and the wider North East is on a long journey, from a centre of the industrial economy in the 19th and early 20th century, through a protracted transition, to the new and more diverse economy of today. Although progress was made in the years prior to the recession with above-average improvements in employment and productivity long-term challenges remain, with the region suffering from areas of concentrated unemployment and low life-expectancy.

Looking forward, new economic opportunities will emerge from the growing knowledge-intensive business services, and from our clusters of world class advanced manufacturing. These opportunities build on our assets, including existing businesses and research excellence in our universities. Economic success will also require us to foster a successful business environment, provide the right infrastructure, invest in skills, secure new investment, promote sustainability and wellbeing and meet the housing needs of a growing and ageing population.

Our approach in this feasibility study is based on the principle that integrating systems provides the potential to help us maximise many of these opportunities, whilst improving peoples lives. Improved integration of systems also helps strengthen resilience. The storm faced by the area on 28th June 2012, when the city was hit by unprecedented levels of intense rainfall, showed the disruption which can be caused by extreme weather events. Contingency planning across multiple agencies helped limit the damage and ensured the continued provision of emergency services. But more could be done to integrate systems. We aim to do this even better through using a Future City approach - for example, transferring data on the location of flooding from urban traffic management cameras automatically in real-time to utility companies or the emergency services so that they know where flood water is collecting before it closes roads, floods homes or isolates vulnerable residents.

The conurbation already contains many excellent examples of innovation and integration including across the transport, energy, digital and social care arenas. In this study we focus on opportunities for improving these, by improving the sustainability, efficiency and resilience of transport infrastructure and genuinely becoming an agefriendly city. One of the key ways in which we can improve the sustainability of our transport system is by improving access to our urban traffic management system data, and to increase the number of sensors able to measure traffic flow alongside other measures, like climate and pollution sensors. Page | 48

A secure and reliant utilities infrastructure is essential to future success. Newcastle and the wider North East is ideally-placed to be a test bed for the development of new technologies, particularly in sustainability and energy, given its geography and opportunities from renewable energy sources. Smart-grids provide the opportunity to use information and communications technology to respond to the behaviours of suppliers and consumers, to improve the efficiency, reliability, economics and sustainability of the production and distribution of energy. While the North East has already led the way in terms of both electric vehicle production and in creating the infrastructure for electric vehicle usage with an ambition of 1300 charging points by 2013 across the region there are significant opportunities to integrate information on utilisation of these points, to improve usage and reduce cost.

Life expectancy in the area is projected to grow rapidly in the next 20 years, with an expected increase in the number of people aged over 85 of two thirds. All too often ageing is viewed in terms of the problems it will present. But it is a superb societal success and creates new economic opportunities, as technology provides new ways to improve the health and quality of older peoples lives. It is crucial for people to be able to remain as active as possible, and our research shows that familiarity, reliability and trust are strong factors which people take into account when determining the zone outside their home which they will consider for independent mobility. We have proposals based upon the concept of a 20-minute neighbourhood and for the use of ambient sensors, for example in cooking implements, to provide reminders or emergency alerts if unusual patterns of behaviour are noticed.

Our Feasibility Study focuses on what can be delivered in a short timeframe, the particular opportunities from integrating data on transport systems and for older residents, based on the principle of openness. We share a common commitment to identify and share data between local authorities, government agencies, academia and the private sector, and are confident that this will lead to new economic opportunities. But, above all, better integrated and personalised information will lead to better choices, and thus to better and more prosperous lives.

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4.20. Nottingham City Council

Background The Greater Nottingham city region has a population estimated to be nearly 756,000 and a workforce of around 512,000. Nottingham is both the most energy self-sufficient and the least car dependent city in the UK due to its award winning energy and public transport investment strategies; the Citys Tram network is currently being extended with two new tram lines being constructed at a cost of 570 million. Nottinghams economy has diversified over recent years as exemplified by BioCity the largest BioPharma Incubator in Europe. The city also benefits from two internationally renowned Universities. The University of Nottingham was the first UK university to establish a campus in China and is at the forefront of research collaborations with Chinese Industry. However Nottingham has, like many cities, social deprivation issues with 2,500 Priority families consuming 40 % of local agency resources. Nottingham has direct control over much of the citys infrastructure, transport and housing stock, which is a prerequisite in terms of being able to delivering the Future Cities demonstrator. Nottingham City Council has: 80% ownership of Nottingham City Transport unlike many of its peers who sold their stake in public transport systems. 100% ownership of Enviroenergy Ltd, the UKs largest district heating system 100% stake in Nottingham City Homes, which, with 29,000 houses, makes it the one of the largest social housing providers in the UK. Responsibility for local transport infrastructure

Future Cities Demonstrator Objective With TSB Future Cities investment Nottingham will create a unique Smart City test bed which will demonstrate how, by integrating energy, transport and technological infrastructure investments, cities can not only improve their quality of life but also develop innovative models, applications, information products and value chains which are the basis for new business and employment opportunities. We will achieve this through the creation of a Smart Energy City power and heat network and demand management programme which will be a test bed for how cities can, in future, generate, save and store energy while providing a platform for investment, job creation and tackling fuel poverty. This demonstrator project will help us achieve our ambition to reduce our city carbon emissions by 26% and generate 20% of our energy requirements from renewable and low carbon sources by 2020. An Intelligent Nottingham, Smart City Information Model (SCIM) will help deliver and monitor the success of our Smart Energy City Project by harnessing and analysing data more effectively. The SCIM also has the potential to be utilised for other future areas of urban modelling. We will also use the Intelligent Nottingham Model to explore the emerging growth sector of Data Analytics as a potential vehicle to create significant numbers of new jobs for data scientists, designers, app makers, and programmers. Delivery Nottingham is a DECC Low Carbon Pioneer City and we have been awarded 600k of feasibility and technical study funding and TSB support will enable us to secure further funds. We have already identified funding streams that will provide substantial capital for the delivery of the Smart Energy City, and we want to bring this investment into the demonstrator project for the TSB Future Cities programme. Although the City Council will initially lead the Future Cities programme, to ensure early delivery and accountability, it is envisaged that there will be a transition to an evolved SPV delivery arrangement involving the Page | 50

private sector, academia, and energy providers to ensure the future sustainability of the Smart Energy City initiative beyond the Future Cities funding period.

Project Outputs The Smart Energy City power and heat network and demand management strategy will deliver: 1. The integration and expansion of Enviroenergy UKs largest district heating system across key areas of the City to the Southern Gateway regeneration zone, the Enterprise Zone, The Energy Park , City Hospital to the north of the city and the 1. Creative Quarter area in the centre which is part of our Government City Deal. 2. The expansion of Nottingham Enterprise Zone utilising spare CHP capacity provided by businesses located on or near our Enterprise Zone 3. The application of new technology at Nottingham Energy Park to provide secure, cheaper clean power, linked to a city wide grid as a vehicle to attract business investment and jobs the embodiment of our Future Cities bid 4. Linking the Nottingham (NET) Tram 3 line networks 13 sub stations in to our power network; the trams have the potential to input electricity in to the grid via their regenerative braking systems. 5. Integrating in to our Smart Energy Network the renewable energy generation capacity of the 2700 solar panels on social housing properties across the city including the Aspley Estate community micro power plant the single largest domestic photovoltaic (PV) scheme to be delivered in the UK. 6. The development of heat and power solutions for the City Hospital to meet its Ultra Low Carbon project goals. 7. A micro grid emulation research hub at the Energy Technologies Building, Innovation Park, University of Nottingham: a recently opened 9 million state of the art facility for research into low carbon innovation. Future Cities will also help us deliver; A Nottingham Energy Tariff a low cost clean, secure, energy supply which will not only reduce the incidence of fuel poverty but also give the city a competitive edge in attracting inward investors and supporting indigenous business. A Future Cities Smart Energy Home project providing energy monitoring linked to a carer/relative alert facility A pioneering energy storage EV Battery and Supercapattery translational research test bed project A low carbon vehicle development programme linked to research collaborations which the University of Nottingham is currently undertaking with two Chinese vehicle Manufacturers The UKs first Smart Energy Apprenticeship Programme An extension of the existing Nottingham Technology Investment and Grant Funds to enable businesses to exploit intellectual property, assist with product development, invest in capital equipment and commercialise new technologies resulting from the Future Cities demonstrator An Open Data Masterclass Training programme and App Developer support programme linked to the Creative Quarter A data research fund to create innovative applications and information products that make possible sustainable modes of city living and working A social welfare research fund to consider whether the Intelligent Nottingham data platform can be applied to social challenges.

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4.21. Peterborough City Council

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.

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: The Peterborough Model data visualisation and collaboration platform; Collective energy switch scheme currently being followed by 15 other authorities; The Water Innovation Network for SME collaboration with Anglian Water, being expanded across the country; Over 1,100 companies signed-up to transform employability skills in the city; The RSAs 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 Peterboroughs assets. The city and its people are vitally connected and, through this proposal, its systems intrinsically linked for mutual and exponential benefit. The programme takes a holistic and comprehensive approach, with three fundamental principles: an over-arching concept and strategy (single entity programme); establishing a test-bed for SME innovations; and identification and delivery of specific solutions. Peterborough DNA consists of five key strands of activity, with each being a multi-system in itself and linking across to the other initiatives to deliver a viable, living city: 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.

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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.

Skills for Our Future will develop a single, virtual pathway for an individuals 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 driving down emissions and environmental impacts.

Each strand has been developed through robust and extensive engagement, carefully considered in terms of programme delivery and costed as far as is possible at this stage. Wherever possible, discussions have been held with industry leaders and innovators to assess practicality and sustainability, with conversations held on a confidential and without prejudice basis so that future procurement is not compromised.

Each strand proposes innovative approaches, but crucially establishes a test-bed for SME innovation, as part of this programme and into the future. This is supported by initiatives within the programme, such as the Innovation Pool, so that SMEs are provided with both opportunities and the means for bringing innovation to market.

It is anticipated that 21.5m will be required to fund the delivery of the Peterborough DNA programme, with this figure built from the bottom up rather than back-engineering projects from a 24m total sum. As such, the projects stack up in their own right and have greater legitimacy than merely being ideas to justify the award of the maximum grant. An outline programme and a cost breakdown are provided in the appendices.

A risk register is included at Appendix C. The majority of costs will be delivered by sub-contract, reducing the programme risks from the perspective of the council and the TSB.

We will work closely with the TSB to finalise the delivery costs for the component projects, and to identify how the balance of 2.5m could be best utilised. Options may include enhanced marketing opportunities, collaboration with other cities, including bespoke trials elsewhere, or held by TSB as a further safeguard against risk.

We anticipate that the benefits from the Peterborough DNA programme will be felt and experienced by all of Peterboroughs citizens and businesses through enhanced 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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4.22. Plymouth City Council

People make or break a city; not the buildings, infrastructure, systems or organisations within it. Investing in people and improving their ability to contribute to the future of a city, through an empowered, knowledge-based culture, is more likely to yield long term cultural and economic success than just investing in systems that make the citys infrastructure run more smoothly. Our ambition for Future Plymouth is both very big and very small. Big, because we want to make long term citywide behavioural change by empowering people through technology, and other means, to live their best life in this city. Their legacy will be to leave a discrete footprint that allows a future for those that follow. Small, because in 20 years time we want each citizen to have a completely different daily experience of this city however they live - at grass roots and pavement level. We want to identify a series of citizen journeys, or pathways, along which we will overcome challenges and barriers, using technology and data; utilise a connected multi-agency/public-private partnership approach to solve problems; and create innovative solutions and tools that enhance the quality of life enjoyed by all in the city. From the long term workless to the small businessman to the global pioneers, we want to ensure city data and technology is an open source tool and a life enabler for its people everyday. We have identified a series of City Demonstrator projects which we believe we can connect to achieve this. They cover the full range of economic, environmental and quality of life outcomes. There will be challenges along the way and we acknowledge real behavioural change takes time. But we have world class people and partners helping us on our journey. Our aspirations are high: these projects create a wealth of insights and learning that can be widely shared for the benefit of global communities. Plymouth is brilliantly placed to be a Future City Lab. It is the perfect size to be an ideal test bed. It is a city with exploring and pioneering in its DNA, it has influenced the world, and, as the 400th anniversary of the Mayflower recognises, its citizens have shaped new civilisations across the globe. They can again. Our Ambition The three main components of our future city ambition are: Delivery and integrating services through smarter and better-connected digital and data systems, i.e. creating platforms for better services for citizens, providing more joined up public functions, working with partners, and the role of digital in connecting Plymouth to the wider world. Key components are: data sharing and interpretation and enabling citizens, businesses and agencies to access and use this information. This will lead to savings and quality of life improvements, especially through adult social care, health care and public health, and a range of anti-poverty interventions. Reducing inequality through digital inclusion is a key component. Supporting businesses by emphasising economic growth from within by providing support to grow our own businesses, exploit advantage in key sectors, give support and opportunities to new entrepreneurs, improving graduate retention and a more joined up approach to developing skills development and supporting local companies to increase exports. This will result in improvements in GVA, jobs, and skill levels. We will also provide support for the low carbon economy, including new models for the built environment such as the Cornerstone Zed development with its wider supply chain benefits, the creation of a green technology hub, and wider commercialisation potential, and the SW Marine Energy Park. Supporting citizens through green and sustainable energy provision, linking to district energy and community heating, creating an energy co-operative to reduce carbon footprint, cut fuel poverty, increase life expectancy. We will also develop this citys green infrastructure by increasing public appetite to enjoy it and its health benefits. Page | 54

Our ambition lies in empowering people through technology and other means, to live more fulfilling lives but leave less of a footprint. Cities are about people: putting in place support and the systems that enable citizens and businesses to be more productive, more creative and to have pride in their city will lead to a financially viable and sustainable future. Key to this is a series of nine projects which take advantage of the enhanced data platform, and which help to support, and take advantage of, the move towards empowerment. These will show how the Demonstrator can have an impact against key outcomes. The finer details will be worked up during the demonstrator, as more data and knowledge becomes available and the project further developed. Project details will emerge from citizen and business engagement, as this is where the real innovation will occur: Quality of Life: employability, housing, health and care services Economy: knowledge transfer, funding platforms, supply chains Environmental footprint: sustainable neighbourhoods, energy solutions, sustainable buildings and Environments Our Approach This bid is an innovative and radical approach to better outcomes for the citys agencies, businesses, and citizens these are already being targeted through existing initiatives but have the potential to be greatly improved through this proposal. This is not a quick fix but a more holistic approach, embracing the emerging technology around Big Data and Open Data. We have plenty of operational and project-related data sets in the city (or planned into future projects). We will look new ways of seeking links between behaviour, outcomes, and public sector interventions. Our proposal is not limited to inward looking investment in public service systems/processes but through Open Data seeks to create a city where openness, transparency, and availability of any/all data drives social and entrepreneurial empowerment. We want to supplement existing technological developments in open architectures and cloud sourced services and develop Plymouth as a lead authority in providing DaaS the Data as a Service concept. Our bid initially looks at which current projects might create or maintain existing data which may have a wider value when used with other (but currently unlinked) data sets. The longer term aspiration will be to acquire process and publish as many data sets as possible. A key principle will be to make as much data open and publically accessible as possible (subject to data protection compliance) to empower others (citizens and local enterprise) to use the information in new and innovative ways whilst seeking a return into the public good. The bid also aims to integrate, and build upon, research and commercial activity already undertaken by Plymouth University. The University is already actively supporting local start-up enterprises. It is also adopting new networking architecture and protocols for the acquisition and transfer of data which is being developed with the support of IBM as part of their existing research led Idea Map, Smart City, Data Ecology, and Semantics initiatives The Council will use and maintain the relevant technologies on which to base our Big Data and Open Data platforms, including warehousing and storage . This will lever existing relationships the Council already has with Microsoft (most recently the first UK public sector case study for AX CRM adoption) for operating and software applications. Critical to the success of any bid is the long term sustainability and leverage of the initial 24million, two year investment. Having instigated a Big Data and Open Data service delivery model, we would, within the two years, look at a phased shift of the business model to ensure that - whilst the Council is accountable and responsible for Page | 55

the service and funding during this term, we allow some form of early commercialisation (either locally, regionally, or nationally). Ultimately the viability of our proposition depends on sufficient demand to create at least a breakeven position or even excess demand for Big Data/Open Data/DaaS in later years to allow for continued growth of data acquisition and further integration into local, regional, or even national projects/systems/platforms. Since a Big Data approach is a departure away from current data ownership models, the long term Big Data service delivery vehicle may also need to move away from traditional publically funded or state-owned operating models. Different groups (citizens, enterprises, agencies) will use different channels of engagement with the service and will benefit from the outputs and access provided from the Big Data approach both in terms of accessing data through extraction or push technology, but also potentially contributing their own data above those being sourced/identified/acquired across the internal public sector landscape. In the initial term key aspects of the demonstrator project need to include: Interactive engagement portals for citizens and enterprises to focus on presentation of data to encourage transparency and attempt to nudge public behaviours (for example, plotting energy usage by postcode and linking then to the energy efficiency and home improvement initiatives that public bodies may offer dashboards for summary level statistics and information combined with data extract tools for open use of data sets by consumers/users of the service Leveraging technology start-up businesses locally who are looking at how aspects such as gaming technology might be used as a new and alternative channel to engage certain population demographics by presenting traditional information in new ways; and Creating a physical space where consumers, commissioners, and providers of the Big Data service can explore and discuss. Another principle is to ensure that local enterprises dont just benefit as users/consumers of the emerging Big Data service but will directly benefit from the initial funding through competitive procurement packages to develop specific engagement/access technologies. Other public sector agencies need to engage in existing services, in-train initiatives, and future projects to ensure that there is expanding potential for the acquisition and sharing relevant data created, processed, or output through existing systems and processes. Our bid seeks to assign some provisional sums to (a) provide relevant resources to engage with these initiatives, and (b) fund any systems/changes required to open up data sources and/or build integration into the Big Data architecture.

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4.23. Salford City Council

Working towards a Smart & Connected City The City and Metropolitan Borough of Salford is a diverse and vibrant area containing a population of 234,500. The City is set to grow substantially over the forthcoming decades and anticipated economic growth is projected to be above regional and national standards. Salford is however troubled by pockets of extreme deprivation and there are substantial challenges that the City must overcome to achieve wide scale prosperity and socio-economic equality. Those challenges and opportunities underpin this proposal. Our ambition is to deliver a smart + connected city that achieves improved health and quality of life for citizens and their families, driven by local communities that are highly engaged, enthusiastic, and energetic - enabled by an integrated approach to public service for health, housing and energy. We will deliver this ambition by establishing: Smart Buildings using multi-purpose smart metering and innovative renewables to support energy management, reduce fuel poverty and provide a platform for other services Smart Services using the integrated City Platform to provide join-up Council, Health and other services Smart Residents using an innovative local community vehicle (COMUSCO) in partnership with the public sector to collaborate and co-operate in achieving better outcomes for individuals, families and the community

Our plan is to implement this across 1500 homes and target the following benefits: 500more elderly living fulfilling, independent lives 400 more families gaining integrated support for skills, benefits, care and warmth 81m per annum from Social care budget Reduction in 2,227 tonnes of carbon emissions 12% fewer acute care interventions

This work also builds upon existing programmes: Award winning Salford House 4 life The Way 2 Wellbeing Portal and ICT Integrated Care Programmes (telecare / telehealth) 14m Integrated Social Care programme 75m Green Deal investment programme and 51m of other housing developments

Our proposed approach to delivering a Smart and Connected City incorporates seven Work Packages to be delivered by a combination of experienced Council teams and specialist commercial partners: Work Package 1 Community MUSCO White Architecture Work Package 2 Supporting Problem Families SCC Social Care Team Work Package 3 Health & Wellbeing Telecare NHS Salford Work Package 4 City Platform SCC IT Team Work Package 5 Smart Homes ENR-G Work Package 6 Energy & Innovation ENR-G Work Package 7 Project Management SCC Development Team

We have identified a total funding requirement of 16m from the TSB Future Cities Demonstrator in order to deliver this project.

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4.24. Sheffield City Council

Sheffields study for the Future Cities demonstrator competition assesses the feasibility of integrating new low carbon heat generation and previously separate networks into a larger, more sustainable network whilst integrating the heating systems with the provision of internet communication to enable digital inclusion and the integration of council services. Sheffield, located in the centre of England, has a population of around 550,000. Its history of heavy manufacturing has led to a city with large variations in many indicators of deprivation; the difference between the east and west of the city is marked. Despite this degree of socio-economic inequality, Sheffield exhibits greater social cohesion than many other cities. In terms of its environmental impact, Sheffield has made excellent progress, reducing emissions by nearly a quarter in two decades with some metrics placing it in the top three of all English cities. This performance is a result of a strong commitment to the energy agenda and building upon strengths such as the largest district heating system in the country. The integrations investigated in this feasibility study seek to address the weakness of the socio-economic divide whilst progressing the opportunities that exist to reduce emissions. In doing so the integration looks to progress two national government initiatives, those of increasing use of district heating networks and making government services Digital by Default. A summary of the systems involved is shown in the diagram; Sheffield has 123 separate district heating schemes serving almost 6,000 social housing units in various areas around the city. There is a program to install smart heat meters into all of these properties to allow more accurate metering and enable actions on reducing consumption. As a result of this feasibility study, the proposal for the Future Cities Demonstrator Project is to install community scale Wi-Fi into the areas where smart meters are being installed, connect over 2,000 more homes to the large city centre heating network, and connect a new nearly zero carbon heating source. The Wi-Fi network will allow real-time data transfer, increasing the ability to engage with the consumer on reducing emissions and allowing the data to be aggregated to better predict the levels of heat needed by the systems. The result will be the largest community scale Wi-Fi infrastructure in the UK. The 2,000 properties, currently on 31 separate gas-fired district heating networks would be joined to the large city centre network (indicate in red in the map, with new connections in green). This extra demand, in association with leveraged funding from the private sector, would enable a biomass power station to be connected to the city centre heating network (connection shown in turquoise). This would result in the heat being supplied to the newly connected properties being near-zero carbon. Without the guaranteed increased loads from the TSB demonstrator project, the viability of this new connection is less sure. Conversely, without the connection to the biomass power station, any carbon savings will be much reduced. Page | 58

The connection of two major heat sources into the same system would be unique in the UK and would need innovative approaches to governance and operation to be developed; smart metering will play a part in the effective operation. The provision of community scale Wi-Fi (shown as the dark blue areas on the map) in the areas where smart meters are going to be installed also allows for actions to address digital exclusion. Of the population of the UK not on the internet, a disproportionately high number are from disadvantaged areas. The high cost of equipment and fixed monthly fees are a barrier to those on low and variable incomes who are then denied the many social and financial advantages connectivity brings. Another significant barrier to digital inclusion is a lack of skills. As a part of this project, training courses would be provided and vouchers for subsidised refurbished computers available for those completing the training. It is expected that up to 10,000 of the 60,000 social housing households in Sheffield would benefit from free Wi-Fi as a result of this project. This is a significant proportion of the number of households that need to interact with the local council, at a cost to the council of 3.5m a year. If national trends for channel shift to online communication are replicated in Sheffield with the introduction of the Wi-Fi service, this bill for face-to-face and telephone communication could be reduced by 450,000. In addition to the areas of social housing, there is a need to provide Wi-Fi coverage to the city centre in order to communicate with the smart heat meters installed in the commercial buildings served by the central district heating network. This municipal Wi-Fi capability will serve to enhance Sheffields reputation as a venue for conferences and events whilst providing an excellent means of communication with visitors to the city. Once the Wi-Fi network is in place, it opens up the possibility of integrating many more council systems, realising savings in data transfer costs. These include traffic management, communication with boiler houses, CCTV and variable message signs. The benefits of this project to the economy of the city, its environmental impact and the quality of life of its population would be very significant. In terms of the economy, it would create private sector employment, deliver economic efficiency gains and support UK businesses to develop products and services to meet the challenges faced by cities across the world. It will build on Sheffields prominent small and medium sized (SME) business sector, with particular benefit to the already strong Creative & Digital Industries sector. The SME base also makes the demonstrator area an ideal location for leveraging the potential innovation, commercialisation and export opportunities that the project will enable. In terms of the quality of life of its inhabitants, digital inclusion has been proven to improve academic performance of children in connected households, increase accessibility to job markets along with providing the skills necessary to increase an individuals employability. All of these factors will go to improve the socioeconomic prospects of those in some of the more deprived areas of the city and build on the shorter-term impact that savings that have been shown result from researching costs and online purchasing. Whilst less quantifiable, the benefits to the socially isolated of social connection to friends and family located outside of the city cannot be underestimated. In terms of improvements to the environmental impact of the city, the project will result in reductions in CO2 of 7,000 tonnes per annum through the connection of 2000 properties to a low carbon heat source. In addition, the project would safeguard the 21,000 tonnes of reductions that result from the operation of the existing large city centre network by significantly increasing its long term viability. Future savings will also be enabled by the increased pipework length extending close to some significant heat sources and consumers not currently connected. Page | 59

4.25. Southampton City Council

Southampton is a major service centre within the South Hampshire sub region (population 1.3 million) offering employment to 120,000 people in public services (health care), finance and business services. The city also provides major cultural and shopping facilities in the sub region. Southampton has an active port with major freight trade and the largest cruise terminal business in the UK. Earnings per capita in the city are below average for the south east and the UK and the city also experiences significant concentrations of deprivation. The city receives infrastructure services from a wide range of networks that are mainly privately owned and operated including Scottish and Southern Electric; Scotia Gas, Network Rail and so forth. Whilst Southampton is a focal point for the delivery of all manner of services many of the supporting networks are functionally part of a wider sub region. Southampton has a strong and innovative legacy in the form of an extensive district heating network originating back to the 1970s energy crisis and the exploitation of a geothermal well. The city has been the consistent focus for a planned growth strategy for the sub region of South Hampshire. Planned growth has a strong city centre focus which is expected to absorb a significant share of this. Policy has been focused around supporting city centre delivery e.g. Southampton City Prospectus and the Southampton City Masterplan. The planned growth strategy ensures that better use is made of the land resources in the city centre. The Council recognises that such intensification requires significant investment in infrastructure systems to deliver services and protect that investment from emergent threats like flood risk. Infrastructure planning has been traditionally supply focused. However, the investment funds used to generate past growth in activity have shrunk and may not become available in the medium to long term. Infrastructure system integration is a key long term issue, especially as many of the systems are focused on a single function. A key additional opportunity involves exploiting information and communication technology to improve the ways that infrastructure systems are used. Getting more out of existing infrastructure capacity is critical, which means knowing more about peaks and troughs in demand with a view to fine tuning how people use existing capacity. Emerging technologies (ICT) make it more possible to understand the nature of demand and allow new needs to be met using smaller, more localised, packages of supply (e.g. decentralised energy). Infrastructure integration is a challenging long term agenda for any city due to its sheer scale, which necessitates prioritisation. Implementation of the Southampton City Prospectus will be a catalyst for significant change in the public realm and transport network at nine locations across the city centre. Opportunities also exist to leverage change from an initial focus on public realm and remodelling of the road network and by considering other forms of complementary infrastructure such as electric vehicle charging points; intelligent transport systems; extensions of the district heating network; introduction of green/blue infrastructure; flood alleviation and sustainable drainage techniques; embedded generation; and targeted behaviour change. Infrastructure integration supports the outcomes identified for the City Centre Masterplan which ultimately aims to generate 3 billion investment and 24,000 jobs. The barriers and risks to integration are however considerable and include; skill shortages (both among workers, Council and supplier organisations); a narrow professional focus; procurement barriers; constraints imposed by legacy systems; fragmented finances; agreement on the basis for measuring success. In addition there is the credibility risk of getting it wrong with novel systems that turn out to be old technology almost as soon as they are commissioned. These risks have however been identified and the strategy proposes a means of dealing with these issues. Southampton City Councils strategy for integration is predicated on five thematic action areas: Theme 1: Sustainable Growth Framework: Applies a sustainable approach to developing infrastructure linked to the City Centre Masterplan, City Streets Strategy and the Southampton City Prospectus; Page | 60

Theme 2: Intelligent Infrastructure Management: This involves using information and communications technology to enable integration especially as a means of transmitting information on demand for services; in the form of the district heating network to embed a decentralised approach to energy generation and supply in the city. Theme 3: Integrated Energy Technologies: This theme aims to capitalise on the citys unique advantage in the form of the district heating network to embed a decentralised approach to energy generation and supply in the city. Theme 4: End User Markets: This theme aims to rebalance infrastructure planning around targeted analysis of how people use infrastructure linked to social marketing programmes to inform their future use of infrastructure. Theme 5: Integrated Programme Management: This theme involves establishing a control function capable of coordinating investment and management across a range of infrastructure sectors and delivery partners, interpreting performance data and making optimal decisions concerning the prioritisation of future infrastructure investment.

A number of projects have been identified by the Council and its partners that are consistent with the thematic priorities in this feasibility study and can be seen in the table below:
Theme/Projects Technology Platform INTEGRATION & INFRASTRUCTURE Linked Data Description Intelligent Operations Centre (IOC) Integrated information and technology platform - forms the ICT foundation for the SFCD project. Linked data technologies for public sector information - data will be used to build key information systems, such as the Hub interactions, dashboards for public service managers and mobile information tools for citizens and businesses. Developing the Green Grid through broad band wireless network within the city centre to allow commercial and public access - would allow integrated infrastructure services and could enable income generation through licensing telecoms operators. Marketing and behaviour change for users of city infrastructure and services, to improve take up and use, improve city outcomes and the quality of life of citizens. Decarbonising the logistics chain and public transportation. This package of measures will build on an existing scheme that links freight transportation and lower fuel options. This is not currently being met due to the initial higher start up costs of such option. Open remit competition for project ideas that exploit the SFCD ICT Infrastructure, target areas for the competition: public transport, services (public/private), consumer, energy and environmental footprint, and public realm technology improvements.

Green grid municipal network (Public Realm) Social Marketing and Behaviour change Freight Consolidation Centre

Stream 1

COMMERCIAL PILOT PROJECTS

Dragons Den Competition

Stream 2

Home Information Information hub for homes within the city - A system to offer information and Hub (Domestic Realm) advice on services such as energy, transport, water, health, safety, community care. Makes use of collective switching of energy to attract 2,000 domestic residents to participate, allowing them to take advantage of cost savings and the wider benefits. Low Carbon Mobility Low carbon public transport routes - An appropriate number of low carbon fuel city buses to replace those on the existing Citylink service connecting the Central

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Station and the Isle of Wight Ferry. The low carbon buses will connect important central services and can be used to showcase the TSB funded project. Sustainable City Energy Municipal Energy - setting up a Southampton City Energy Company to deliver low carbon energy in the city and potentially generate additional revenue for city services. The TSB funding would meet the costs of company set up and required structures as well as the ICT infrastructure and feasibility work required to manage and deliver low carbon energy into homes and businesses in the city. Evaluation of the projects activities to determine lessons that can be learned for Southampton and other cities that wish to adopt the results.

Stream 3 MONITORING, EVALUATION & REPLICATION STUDY

Monitoring, Evaluation & Replication Study (WP5) Environmental Monitoring

Environmental sensor and monitoring array for the city to measure and feed performance data into the integrated system.

The Southampton Future Cities Demonstrator projects and associated work packages provide the much needed integration components that have been identified to support key investments being made or proposed for the city to enable the achievement of significant gains toward delivering the city Masterplan. Furthermore, Southampton is the focus for a planned growth strategy for the sub region. This growth strategy has a strong city centre focus which is expected to absorb a significant share of this investment. Policy has been focused around supporting the city centre deliver this role e.g. the Southampton City Masterplan and Southampton City Prospectus. The planned growth strategy means making better use of the land and other infrastructure resources in the city centre for the wider benefit of the city and sub region. The planned interventions in the city will have major implications for existing multiple networks including drainage; water supply; energy distribution and public transport services. Opportunities exist to achieve integration at the points where major disruptive events are going to happen. These effects may extend over a wider area that extends beyond the public realm and transport changes dependent upon the detailed networks involved. The integration process will be facilitated by a periodic review process that will build up a comprehensive network from disparate interventions in the city centre. Eventually, a similar strategy can be used to join up the rest of the city, as regeneration activity allows. The identification of integration opportunities will mean working with established utilities and agencies and giving consideration to radical alternatives where inflexibilities are encountered. The benefits of the approach being taken by Southampton and the delivery of the initial TSB demonstrator actions will be greater efficiencies in the use of existing infrastructure, with opportunities to influence usage in ways that smooth out peaks and troughs in demand. This process may also identify new sources of productivity improvement in the local economy including opportunities for the innovation in services offered by the creative use of data.

Infrastructure integration offers outcomes that cut across a range of social, economic and environmental objectives of the City Council. The City Council wishes to use its capabilities as a catalyst and co-ordinator in bringing about integration of infrastructure services in the city. The Technology Strategy Board application accompanying this study represents an example of how the City Council can draw together a range of different interests around this agenda using its public interest role.

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4.26. Southend-On-Sea Borough Council

Background and Context The feasibility study area is the combined Local Authority areas of Southend-on-Sea and Rochford. The total population of these two combined areas totals 256,900 representing a continuous urban environment surrounded by green belt, the Thames Estuary and rural locations and covering 211 square kilometres. The selection of this area is based on:

The existing strong relationship between Rochford District Council (RDC) and Southend-on-Sea Borough Council (SBC) that can be built on in the delivery of the demonstrator. The Joint Area Action Plan for the two areas for the future delivery of the Airport Business Park which will be a cross-boundary development is central to the areas economic objectives. The shared economic development objectives between the two authorities means that it will be beneficial in terms of the demonstrator to focus on strengths in terms of medical technologies and the evident cluster that is developing in this area. Southend-on-Sea and Rochford have higher business densities and enterprise birth rates and are wellplaced to exploit this in supporting the growth of new and innovative SMEs. The majority of in-commuting to Southend-on-Sea occurs from Rochford meaning that city systems integration is well-placed to benefit citizens living across the urban area. The similarity of challenges facing the two areas with regard to jobs, transport and health which can be addressed by the parallel objectives of the Future Cities demonstrator to improve the city economy, the social wellbeing of citizens and environmental resilience. The second wave of City Deals covering the functional economic area, which could enable devolved powers from Government in exchange for responsibility for delivering growth locally.

Vision Intelligence and integration are the hallmarks of Intelligent City: Future-on-Sea in Southend-on-Sea and Rochford. We will grasp the opportunity to foster a globally connected, vibrant medical technologies cluster, building on an area wide IT cloud bringing together three critical intelligent systems to substantially enhance the economic potential, quality of life and environment. Our ambitions in delivering this vision are to: Provide a virtual platform to enable and maximise the intelligence and integration benefits of the MedTech Campus to be delivered ahead of schedule and exponentially beyond its original vision. Shift the identity of the urban area to become an attractive and efficient location where businesses can thrive in a local and global economy. Deliver an exemplar demonstrator project that will be a test bed for new and innovative ideas and encourage further business innovation in other sectors. Address the practical challenges we face in relation to jobs, transport and health by enabling all current and future residents, businesses and organisations to benefit from the intelligence and integration that will be achieved through super connectivity. Challenges and Opportunities

The challenges and opportunities facing Southend-on-Sea and Rochford, which directly relate to TSBs objectives for the city economy, social wellbeing of citizens and environmental resilience are: Jobs the need to reduce the gap between the feasibility study area and the national and regional averages in terms of unemployment (5.5% compared to 3.5%) and GVA (30% lower in Southend-on-Sea and 23% in Rochford) and address the brain drain that results from high out commuting to London. We will deliver this by building on the areas strengths in the medical technologies sector, developing a Virtual MedTech which will advance the economic opportunities available, providing a platform for the future physical development. Integration with transport systems will ensure that the site is well-connected, maximising accessibility for people and goods as the development is undertaken. Page | 63

Transport the need to address the significant problems in the feasibility study area associated with congestion (an average speed of 18mph) and improve public transport to address the negative economic and environmental impacts associated with high levels of car use (representing 56% of journeys less than 10km). Integrating transport systems across rail, road, buses and active forms such as walking and cycling through the installation of new sensors and collation of the data will increase accessibility, prioritise pedestrians over vehicle movements and public over private transport, and enable real-time decision-making by the local authorities and transport users. This will deliver health benefits by making walking and cycling a more attractive option, reduce CO2 emissions through a more efficient public transport service, and make MedTech a more attractive location for employers by enabling effective multi-modal access to the site. Health the need to address problems associated with high levels of IB and ESA claimants and the negative impacts of fuel poverty on health outcomes. This will be achieved through delivering new innovations to support independent living and implementing smart technologies in the home to improve energy efficiency. The integration of primary health and social care data with the Cloud will enable clinicians to make more informed decisions regarding patient care; patients to independently manage their conditions more effectively through assisted living technology; integration of the data with researchers and SMEs at Virtual MedTech to support new innovations, clinical testing, and demonstrating the economic value of new products and services for the health and social care sectors. Delivering Integration Our approach to integration of these systems is illustrated in Figure 1. The study examined options and concluded that this presents a feasible and deliverable approach to systems integration. Whilst the physical development of MedTech will commence in 2014, our proposal enhances and releases its benefits now by developing a virtual campus rooted in an IT cloud platform. This virtual platform will deliver: global connections for research and development; a test bed for medical technologies, especially those in relation to assisted living; increased attractiveness of the location for medical technology businesses; improved business incubation resulting in a healthier gestation of new businesses; and greater business resilience. To achieve this magnitude of benefit- and secure substantial additional area wide advantages - the IT cloud will also provide a dynamic platform for:

Intelligent Transport providing a solution to the challenges of a congested urban road network that secures better economic, social and health outcomes and improves accessibility for the jobs and opportunities at the physical MedTech Campus as it grows in the future and enabling the use of active transport through educating users. Intelligent Health, Social Care and Housing enabling better real-time decision making by professionals, potentially providing the virtual MedTech with anonymised primary and adult social care data as a test bed for innovation in medical technologies, supporting SMEs in demonstrating economic value and improving service user outcomes locally through effective data sharing. Intelligent Energy integrating data collection on energy efficiency projects being delivered in the urban area, building on existing and pioneering developments, with health and transport datasets, to further improve decision making and securing wider benefits for residents and businesses in terms of fuel poverty, health, and economic growth.

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Virtual MedTech enables us to bring forward the benefits of the MedTech Campus earlier. It will put in place the ICT Cloud required to enable the integration of the other intelligent city systems. These will be integrated through the collation of a range of sensor data and database content: from bus and traffic positioning systems; passenger smartcards; assisted living technologies in the home; primary and adult social care records; housing data; and the range of energy management systems employed in the city. These will be integrated and interrogated to enable real-time decision making: by individuals regarding their transport, health and lifestyle choices; by city decisionmakers in terms of service delivery; and by SMEs in responding to the trends identified by the data and producing new innovative applications, products and services that will further maximise integration. This level of integration will continually evolve over the period of the demonstrator and culminate in the longer-term development of a physical MedTech. This will be more appealing to investors as it will draw on the benefits of systems integration, for example transport and improving accessibility and energy efficiency, across the urban area, resulting in improved environmental indices and social wellbeing to drive economic growth. Benefits City Economy An emerging virtual medical technologies cluster with a competitive space for small businesses supporting their capacity to flourish. Real-time decision-making and information sharing between innovative SMEs, reversing the current perception as a city at the end of the line. The availability of real-time transport information to inform decision-making, reducing congestion, increasing connectivity and enabling more flexible working. Improved skills and aspirations as the education sector responds to the needs of MedTech businesses and those locating on the Airport Business Park. The development of a competitive innovation environment using data sharing to support the commercialisation of research and the identification of social and health, transport and energy needs for which solutions can be procured, including new applications to support decision making by residents, businesses and the local authorities as they access the systems. Social Wellbeing The development of a local-global test-bed for healthcare innovations, including assisted living technologies, improving citizens health and social care outcomes. A prosperous, happier and healthier community will result from better employment opportunities, skills and aspirations. Improved needs assessment for service users enabling a holistic approach to the management of their support needs. The increased ability for individuals to live independently for longer based on the availability of crossservice data and the testing of new healthcare innovations. Environmental Resilience

There will be a shift to more sustainable and active forms of transport due to the increased availability of information and improved connectivity. Increased local-global knowledge regarding the optimal energy efficiency measures that can be installed in domestic properties. An improved education and awareness of the benefits of energy efficiency amongst citizens and businesses with an increase in the take-up of retrofitting. Increased use of new technologies including energy harvesting and the development of new commercial accommodation that maximises sustainability.

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4.27. Stoke-On-Trent City Council

The City of Stoke-on-Trent lies at the heart of the UK. It has been an historic centre for manufacture since the late 1700s with the discovery of local coal, iron ore and clay; natural materials that contributed to a thriving industrial centre in the 19th and early 20th century. During the early 1970s and 1980s these major industries and their associated employment declined significantly, such that coal mining and steel-making have long since ceased. It has taken the city many years to recover from the impacts of the recessions of the 1980s and the 1990s and the changing demands for goods and services.

Throughout the 200 years of local industrial activity the ceramics sector has continued to produce quality earthenware in Stoke-on-Trent, product that has been sold world-wide and continues to contribute to the UKs export earnings. That strength coupled with a now growing private sector for other goods, products and services sees the start of a revival in Stoke-on-Trent . . . . the return of a Great Working City. Success as the Demonstrator would take that ambition towards fitness for the 22nd century.

This ambition is now widely held. It is the driving purpose of the Mandate for Change the clear statement of political direction set for the City Council by the newly elected administration. The Mandate is a focus for the efforts of the Council, its staff and local partners highlighting four strategic objectives: Supporting and developing existing businesses; Making Stoke-on-Trent a place to do business; Making Stoke-on-Trent a great city to live in, and Working with people to promote independence and healthy lives.

These objectives are under written by a wide ranging programme of work that includes regeneration with a major redevelopment of the City Centre at Hanley, a new leisure and retail complex and a mixed use business park in Etruria Valley; new build with a new Bus Station and a new Data centre for the authority; reconfiguration through the changing deployment of local energy assets to create a smart local Energies system, capturing waste streams to create new fuels for the city; and the renewal of a swath of public service infrastructure including 18 new secondary age schools as part of Building Schools for the Future, a new University Hospital and a soon to be relocated Civic Centre.

The City and the County have also been invited to bid for the second wave of City Deals, largely on the back of our energy self-sufficiency ambition and work programme. Our pitch includes establishing Energy Enterprise Zones and Green Deal Accelerators.

The Council is also one of 6 NESTA Creative Councils, where again our energy work is identified as one of the ways Local Authorities can reimagine their role for the future.

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Integrating city systems to help create a Great Working City

We invite you to spend a couple of minutes digesting the proposed components of our city system integration, as we hope this graphic does indeed replace a 1,000 words.

Fig. A Utilising the Total Resource of Stoke-on-Trent - through city system integration Page | 67

4.28. Swindon Borough Council

The Place Swindon Borough is 230km2 (89 square miles) in area and is home to about 209,000 people. Swindon town is at the heart of the M4 corridor and has excellent rail and road links to the rest of the UK and beyond enabling it to draw on an extensive labour market. Swindon has transformed itself from a town dominated by the railway industry into one with a prosperous economy with a mix of modern industries, attracting considerable investment from national and international businesses. The Vision and ambitions... The Future Swindon Vision is informed by the Boroughs key spatial, economic, community, energy, health and environmental strategies and plans. Swindon has adopted positive and proactive ambitions, building upon its strengths, which seek to improve the Borough for its communities, businesses and visitors. The Future Swindon Vision is underlined by serious ambition for the Borough. Among the ambitions outlined in various strategies and plans, systems integration will make a particular impact on achieving ambitions which lie at the heart of the Vision including:

developing a stronger sustainable local economy where Swindon capitalizes on its strategic location and existing key strengths, including its engineering and low carbon technology sectors; developing a thriving low carbon economy and delivering energy infrastructure to ensure that whilst we address energy security, cost and CO2 reduction challenges, we develop the linked jobs and skills to benefit communities in Swindon; and, improving the quality of the social and economic offer and the urban environment to attract and retain business and people of all ages, particularly the younger generation.

The Challenge Set against the backdrop of this ambition, there are many challenges ahead including: creating the conditions for sustainable economic growth and further waves of innovation; taking an integrated, more sustainable approach to managing our environmental assets to underpin economic growth and quality of life; and, connecting people with opportunities to widen choice. At the heart of these challenges is one which Future Swindon will help to unlock, i.e. the ability to successfully integrate systems and develop the integrated thinking, lean processes and mechanisms required to ensure a cycle of effective delivery, learning and legacy benefits. Approach Underpinning the Future Swindon model is a set of five working principles. 1. 2. 3. 4. 5. Develop local intelligent client capacity. Create conditions for others to innovate. Collaborative partnerships and lean processes. Integrate existing projects and action learning. Focus on long term sustainability. Page | 68

These principles have influenced the Future Swindon programme and are derived from learning during the programmes development and partnership between the public and private sectors already piloted in Swindon. The systems which, when integrated, have most potential to have impact in Swindon are those relating to physical connectivity (transport), communications, and services which are delivered and underpin quality of life (electricity, heat and water). The essential non-physical aspects of system integration such as effective processes, training and action learning, act as the seed-bed for innovation and for longer-term growth and are therefore a core part of the Future Swindon programme. The steps being taken to integrate individual city systems in Swindon already demonstrate significant progress with projects on hydrogen transport, district energy and progress on 4G communications, together with collaborative partnerships which underpin these projects. The Future Swindon programme will build upon this to integrate energy, ICT and transport systems, which together have the best potential for further integration to address the challenges. The part that strategic measures outside of Swindon will need to play and Swindons role in a bigger picture are also addressed by the Future Swindon proposal. The core objectives of the programme are to achieve: flexibility; connectivity; efficiency; innovation; and, a sustainable business model. The Programme Three project typologies underpin the Future Swindon strategy and provide a sustainable foundation for integration over the short, medium and long term: innovation hubs which act as centres for learning; catalyst projects which are innovative technical and community projects chosen for their potential to scale and act as seed integration projects; and, enabling projects which have been chosen to overcome key future compatibility/technological or physical barriers. The individual projects within the Future Swindon programme link across systems through common outcomes. While each project can be seen as stand-alone and would conceivably work in isolation from the others, their real strength is in their delivery as an integrated package of projects, delivering multiplier effects and greater benefits together. Barriers Where there are barriers to delivery, these will be identified and addressed through establishing a long-term collaborative vision, based on the principles of flexibility to achieve effective systems integration and introduces lean processes to bring together private and public sector partners, underpinned by action learning. Moving forward The Future Swindon programme enables Swindon to accelerate and integrate the development and delivery of innovative energy, ICT and transport projects which are already well progressed concepts. It enables significant long-term and legacy benefits to be achieved for the community, business and environment helping to fulfil many of the ambitions across health and wellbeing, social, economic and environmental agendas. Additional funding from a successful bid will pump-prime projects levering in significant further funding and enabling enhanced integration of systems to achieve economies of scale, help strengthen growth of a sustainable economy and benefit the local, sub-regional and national economy as a whole.

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4.29. Warrington Borough Council

The Warrington Future Cities Feasibility Study has been led by Warrington Borough Council with the engagement and participation of our partners both private and public sector. We have explored opportunities and potential for improving Warringtons future economic, environmental and personal resilience, placing our people at the heart of our system integration and adopting an innovative approach to interconnect people, systems and places. Our Enabling Enterprising Citizens project will provide an integrated cloud-based data platform in Warrington. It will integrate with our existing systems including transport management, street-lighting, real-time transport/traffic information, highways, utilities, bus network, leisure and cultural and community networks. It will be flexible enough to accommodate new systems that we propose to create, such as a fully pervasive SmartCard/Loyalty card system, smart metering of energy and water, and advanced assistive technology for older people. It will interact with skills providers and service providers to help those on benefits or seeking work. It will interact with business systems to help our existing and new businesses to expand and innovate. This document explains the journey that we have been on in developing our plans to implement the project. Our project is ambitious and innovative but it is also deliverable, affordable and scaleable. We are immensely excited at the prospect of bringing our vision to reality. About Warrington Warrington is a large town of over 200,000 residents on the banks of the River Mersey, 18 miles east of Liverpool and 16 miles west of Manchester. It is a vital national crossing point, interconnecting freight waterways, major strategic road, rail and air networks. In ancient times, Warrington was the only place where people could cross the Mersey, and it has grown prosperous by facilitating the movement of people, goods and ideas. The town grew rapidly in the early 1970s following designation as a new town. Notwithstanding the recent recession, Warrington has remained prosperous, thanks in part to our high level of private sector employment. Due to our strategic location, we have a large number of international and national businesses in the borough. Despite these positive indicators, Warrington is a borough of stark contrasts, containing some of the least deprived and most deprived areas in the UK. Some areas of Warrington have high levels of worklessness and deprivation, associated with poor health and prospects. Warrington also has a rapidly ageing population, which is more pronounced here than in other UK areas due to the influx of people during the New Town era. Warringtons physical infrastructure systems are generally robust but we are already planning for the future with the implementation of several important development projects that will begin to roll out in the next few years. Warringtons Future City Vision Warrington is fortunate to have a very strong local structure of public and private sector partners who share common goals for Warringtons future. All our recent strategies and policies adopt a people-centred approach, looking to benefit people in their day to day lives. For us this project was not just about what would make a Future City, but what would make a Future City resident. We are on a journey to achieve a developmental government model with community and social systems at the heart of Warrington. We want Warrington to be equipped with the skills and infrastructure to strengthen the resilience of the economy, environment and people. We determined that the people, as the DNA of our town, are the means by which a Future City can be achieved. We want to improve the personal resilience of Warrington people. We want citizens to be able to search, develop and apply solutions collectively to adapt to future challenges, whether foreseen or not. We call this concept the Enterprising Citizen, and it is at the core of our vision of Warringtons future.

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Overcoming our Challenges During the development of our recently published Warrington Strategy for Wellbeing we identified a number of key priority issues and major challenges: Ageing population Transport Environment Health and wellbeing, and Economic prosperity The full report provides more detail of these challenges and why they are of primary importance to Warrington as we move forward. To overcome these challenges, we propose a fully integrated information system designed to meet the needs of the people of Warrington. It will target people in all our communities, regardless of affluence or background. It will give them the skills and tools to be Enterprising Citizens of Warrington in the future. Integrating our Systems To identify the systems most crucial to integration in Warrington, we worked together to create customer journey maps that showed a day in the life of three Warrington residents. This mapping enabled us to understand which systems they might come in to contact with and how integrating those systems would improve their lives. We determined that an integrated data platform with interactive and expandable facilities would best allow us to integrate the crucial systems required to fulfil our ambitions. We have looked to case studies across the globe to inform our choice of system type and to reassure us that whilst innovative, our proposal can be achieved within the timescales required. As a result, we have decided to integrate our many existing systems, databases, control and monitoring stations together with an integrated platform. Key components that will make up the system are shown in the schematics on this page. These components have been selected to match Warringtons challenges and opportunities. The main report contains detail of each of these components to demonstrate how they will work together as a whole to overcome our key challenges and achieve our vision. Adding value for Warrington Warrington has plans for new development and major infrastructure projects that will begin in the next few years. Combining our people focussed system integration with these new developments, we can leverage value far above the potential for each individual project if taken piecemeal. Our new low-energy Bridge Street development for example, will provide new leisure and public facilities but if combined with a wi-fi enabled integrated information system, would leverage economic benefits for the businesses there, environmental benefits for the town and social benefits for the community. Our citizen centred approach to integration is innovative, ambitious but deliverable. It will quickly and cost effectively result in significant improvements to Warringtons level of resilience through: Citizen and community led approach transforming the relationship between consumers and producers; The platform providing open data market for community led applications to be developed to encourage individuals and businesses to interact; The platform synthesizing with existing database information and is capable of expanding with future applications; The integrated system will fostering better collaboration between partnerships, through which a range of new business models may become possible; Leveraging of private investment through integration of public systems and assets in a manner beneficial to business Page | 71