feasibility study - peterborough city council

8/10/2019 Feasibility Study - Peterborough City Council

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www.peterboroughfuturecity.co.uk

FutureCitiesDemonstra

torFeasibility

Study

PeterboroughDNA

Final ReportPeterborough City Council

TSB Ref No: 23443-162343

14/11/2012

Our Ref: FCD/DNA/Final

Author: Charlotte Palmer


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Contents

Contents

Executive Summary Page 1

1. Demonstrator Proposal Page 2

1.1 Introducing Peterborough Page 2

1.2 Peterboroughs Vision & Ambition Page 3

1.3 City Systems to Deliver the Vision Page 4

1.4 Our Approach to Integration: Peterborough DNA Page 8

1.5 Measuring Success Page 9

1.6 Engaging the City Page 10

1.7 Leveraging Value Page 10

2. Project Details Page 12

2.1 Peterborough DNA Strands Page 12

2.2 Maximising Linkages Page 19

2.3 Delivering Peterborough DNA Page 20

2.4 Peterborough DNA Dissemination Page 21

3. Peterborough DNA Impacts Page 22

4. Risks Page 24

5. Funding Page 26

6. Appendices Page 27

Appendix A Outline Programme for Peterborough DNA Page 27

Appendix B Summary of Project Costs Page 29

Appendix C Risk Register Page 30

Appendix D Living Data Supporting Information Page 32

Appendix E Process Diagrams: Innovation Pool & Skills for Our Future Page 34

Appendix F Detailed Project Descriptions for

Sustainable City Metabolism Strand Page 35

Appendix G Statement of Commitment Page 36

For more information, please contact:

Charlotte Palmer

Climate Change Manager

Peterborough City Council

Stuart House - East Wing

St Johns Street

PeterboroughPE1 5DD

E: [email protected]

T: +44 (0) 1733 453538


Website access password:

PeterboroughDNA


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Growth, innovation, sustainability, and delivery are all inthe DNA of Peterborough. Our citizens and businesses are

at the heart of everything we do, bringing the city to lifeand 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. Theprogramme 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 ve 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 Datacreates 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 Poolis 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.

Sustainable City Metabolismis 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 Futurewill 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 Intelligencewill 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 thisstage. 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 costsfor 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 unsustainableconsumption and production cycles.

In short, Peterborough DNA is an exciting and innovatingprogramme which will demonstrate clearly, practically andeffectively how to transition to a successful and sustainable

city of the future.

1

Executive Summary


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1.1 Introducing PeterboroughPeterborough is a compact but diverse city: deliverable in

scale but containing all the issues and challenges faced by

both large and small conurbations. The transformationalimpact of 24m on a city like Peterborough will provide

learning models which will be practical, deliverable,

replicable and scalable.

Peterborough is a cosmopolitan city with a rich heritage,

home to a fast-growing multicultural population of

183,600, and a wider catchment area of more than

600,000 within a 25-mile radius. As such it is one of the

largest cities in the East of England.

The local authority covers both rural and urban areas: from

the Fenland edge in the east, to the rolling Clare country

in the west, with the compact urban area at its centre.The urban area consists of 7,900ha and is occupied by

150,000 residents. The city has been a site of settlement

for over 3,000 years, but has been shaped in more recent

times by the railway, brick and engineering industries, and

massive growth under the New Town commission in the

20th century.

Now, with one of the most forward thinking agendas

for economic development in the country, the city aims

to build an even bigger, better and truly sustainable

Peterborough for its existing citizens and future

generations.

PeopleThe citys real strength is its cohesive and integrated multi-

cultural population (figures below from census 2011):

Population of 183,600

41% aged 29 or under (compared to 38% nationally,

36% East of England)

Lower proportion of population aged 65+

13% non-white British (compared to 12% nationally,

7% East of England)

Second fastest city in the country for growth at 18%

By 2035 the population will be 230,000 (an increase

of 25%)

EconomyThe city has a broad-based economy where every business

sector is represented, with a diverse workforce to match:

GVA per head (2009) is relatively high at 23,394(compared to 20,498 nationally and 18,536 East of

England)

Between October 2009-December 2011 unemployment

has fallen by 0.6%, while job vacancies have increased

by 60% since September 2011

The Peterborough workforce of 110,000 is employedin more than 5,000 companies, including both global

giants and innovative SMEs

Key sectors include environmental goods & services,

engineering & manufacturing, nance, media, food &drink, and logistics

Only 37% of the workforce is employed in higher leveljobs (8% below national average), with 27% employed

in lower skilled jobs

Although average weekly income is around 15% lower

than the national average, the house price-earnings

index for Peterborough (at x8.3) is better than national

and East of England figures

Despite the recent recession, Peterboroughs economy has

proved resilient and even flourished:

Over 5,000 jobs have been announced in the city

during the last year

Major local companies such as Caterpillar Perkins, BGL,Royal Sun Alliance and many others have shown growth

in employees and apprentices

New investment is also coming to the city: Kelway IT(who support over half of the FTSE Top 100 companies)

and the Yearsley Group logistics: in the city centre,

high profile operators such as Primark, Patisserie

Valerie, Carluccios, Ofce and Superdry among others,

following the 12m regeneration of Cathedral Square

ConnectionsPeterboroughs strategic location in the country means that

it is an attractive location for businesses to prosper:

Links to London by rail in just 45 minutes and fast,direct routes to the northern cities of Leeds, York,

Newcastle and Edinburgh, and east-west to Cambridge,

Leicester and Birmingham

The 43m upgrade of the railway infrastructure will

enable a Thameslink service by 2016, providing direct

connections between Peterborough and the financial

institutions of the City of London

Close proximity to major arterial routes (A1M, A14, andA47) with a comprehensive parkway system connecting

these and wrapping around the city to give Peterboroughone of the countrys fastest commute to work times

Sustainable transport is enhanced through the unique

and scenic 45 mile Green Wheel cycle network

recognised by The Times as the second best cycle route

in Britain and supported by the Local SustainableTransport Fund

RegenerationPeterboroughs ambitious billion-pound growth programme

is already underway to create a new city for the 21st

century:

Over 160,000 sq ft of Grade A ofce space has beengiven approval next to the mainline railway station

300 low carbon homes are under construction as the

first part of the South Bank regeneration area

1. Demonstrator Proposal


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A joint venture has been put to the market for the

Fletton Quays area, to bring forward residential, leisure

and cultural development

The Peterborough Gateway industrial park of 1million

sq ft is already coming out of the ground to the SW of

the city

The recent 135m investment in the citys educationsystem is continuing to the south of the city, while the

citys University Centre and innovative partnerships withAnglia Ruskin, Cranfield and Middlesex universities are

tackling one of the countrys largest higher education

cold spots

ChallengesLike many cities, however, Peterborough faces some

testing challenges:

Currently living beyond our resources and tacklingadditional pressures on this as part of the growth

agenda

Low skills attainment with its potential to undermineaspirational economic development

A low wage structure and relatively lower end economy

Areas of deprivation within the top 5% in the country

Poor health indicators affecting the potentialproductivity of the workforce

Social cohesion with high levels of immigration

A transport system that is under pressure from the citysgrowth, and which needs to reduce its environmental

impacts

In recent years tremendous advancements have beenmade in all of these areas, and the positive growth agenda

and investment interest will enhance the opportunities of

tackling these in the immediate and long term.

Importantly, Peterborough not only has the challenges that

many cities face in providing a truly sustainable future,

but the potential and assets to underpin transformational

solutions.

1.2 Peterboroughs Vision & AmbitionThe vision for Peterborough is for a bigger and better city that

grows the right way through truly sustainable development:improving the quality of life for all its people and communities

and creating a city which is a healthy, safe and exciting place

to live, work and visit, and is famous as the environment

capital of the UK.

At the heart of this vision are the Peterborough citizens and

the business community that drive the citys prosperity.

The long-adopted Sustainable Community Strategy sets

out both the aspirations and the responsibilities for the

city. Figure 1 below summarises those goals. Building

on this, Peterborough adopted its Single Delivery Plan

(SDP), integrating partners from across the citys systemsto identify practical targets and delivery methods to reach

those goals.

We like to do things differently in Peterborough, so all

those involved in the SDP, across all the citys systems,

have been empowered through the creation of an

Innovation Forum, facilitated through the Royal Society

for Arts and Commerce (RSA) the rst of its kind in thecountry. Taking this forward, the city will be adopting the

One Planet Living agenda: providing clear and transparent

targets, initiatives and accountability for the city as a

whole. The success of the Future Cities Demonstrator

programme will be vital in identifying the solutions to

deliver the One Planet Living agenda, building on thestrong foundations of the integrated networks already

formed.

Figure 1

Sustainable

Community Strategy

goals

We have an established and successful history of growth

and renewal: from the citys doubling in population

between 1967-1988 to the present day. Peterborough

is already the number one city for housing stock growth

(Centre for Cities 2012), is currently the second UK city

for % population growth, and according to the McKinsey

Report (2011) will be Englands fastest growing city by

2025. By 2026, Peterboroughs population will have

increased to well over 200,000, with 25,000 homes built

and 20,000 jobs created.

The demand for, and benefits from, growth are clear, as

are our plans for delivering it. These are ambitious, but

not unprecedented: we have done it before and will do it

again. We recognise that it will bring both opportunity and

challenges. The opportunities that it presents, in terms

of economic prosperity and equity, social aspiration and

Priority 1:Creating opportunities -

tackling inequalities

Improving health

Supporting vulnerablepeople

Regenerating neigbourhoods

Improving skills &

education

Priority 2:

Creating strong &supportive communities

Empowering local

communities

Making Peterborough safer

Building communitycohesion

Building pride in

Peterborough

Priority 3:Creating the UKs

Environment Capital

Making Peterborough

cleaner & greener

Conserving natural resources

Growing our environmental

business sector

Increasing use ofsustainable transport Priority 4:

Delivering substantial &

truly sustainable growth

Creating a safe, vibrant

city centre & sustainable

neighbourhood centres

Increasing economic prosperity

Building the sustainableinfrastructure of the future

Creating betterplaces to live


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Innovation Network is a unique collaboration between

local businesses and the local water company Anglian

Water: identifying innovative products to address water

management issues, over 100 innovations have been

trialled. Smaller scale businesses are also innovating: for

example, the local environmentally friendly taxi service

using hybrid vehicles, and a water-free car wash.

Businesses across the city are helping to tackle the citys

challenges. Through the Investors in the EnvironmentScheme, businesses can sign up to reducing their

environmental footprint and receive support to achieve

that. Over 1,100 businesses are committed to the

citys Skills Service, volunteering direct employability

training into schools, to build the workforce of the

future and transform the opportunities for young people.

While through the citys Corporate Social Responsibilityprogramme (Side by Side) businesses have a quick and

easy way of inputting to worthwhile community initiatives.

CommunicationsPeterboroughs urban areas are well served bycommunications infrastructure with excellent speeds and

connectivity this will be vital in underpinning the delivery

of the citys vision and the demonstrator proposal. High-

speed broadband provision to the rural villages is unlikely

to be delivered by the market, however, so we are working

with Cambridgeshire County Council and other partners

on the Connecting Cambridgeshire project, to provide

superfast broadband to 90% of homes and businesses by2015.

The many existing networks of people and organisations

in Peterborough span businesses, communities, third

sector and public organisations, providing an invaluable

resource to build consensus and the vehicles of delivery

for the citys vision. Many of these are well-organised,and connected virtually, although some remain informal

and poorly integrated. The successful use of these

networks and appropriate deployment of technological

communications will enhance the opportunities for

informal groups to network and social cohesion.

EducationThe skills of the population are vital for the delivery of

an aspirational and high-achieving workforce, which in

turn drives a transformation of the citys prospects andeconomic activity.

Educational attainment in Peterborough schools, however,

is below national averages, by varying degrees at each

level, as are the skills levels of the working age population.

Over the last few years over 135million has been

invested in the citys school system, creating academies

and the citys rst university centre, and that investmentis continuing. As a result, there has been skills level

improvement across the board, in some levels (e.g. Level

4+) at a rate higher than the national profile.

The greatest achievement in recent years has been

the advent of significantly higher education provisionto the city. Historically a higher education cold spot,Peterborough used to lose many of its school leavers to

national universities elsewhere, many students failing

to return. University Centre Peterborough (UCP) was

established in 2009, a joint venture between Anglia

Ruskin University and Peterborough Regional College,and has seen incredible success to date with exceptional

recruitment rates, and is ahead of schedule to adopt

self-awarding powers and full university status. Further

courses are being offered across the city by Anglia Ruskin,

Middlesex, and Bedford universities. A joint venture

between the city council and Peterborough Renewable

Energy Ltd (PREL) with Craneld University, has developedthe Centre for Renewable and Clean Energy, an education

and research centre that has attracted interest from a large

number of international students.

The Greeniversity initiative, our sustainable skills share

programme, continues to grow and thrive with over 100

teachers and 1,000 learners, and has received funding

from Nesta to expand nationally. The green agenda also

pervades the formal education system, with over 90% of

all the citys schools enrolled on our sustainable schools

programme.

Although Peterboroughs education system clearly haschallenges, its current and future transformation will

provide the human resource power, intellect and research

to drive the practical delivery of the citys vision.

EnvironmentThe environmental performance of Peterborough is

intrinsically linked to the performance of many other

strands of the citys systems and processes: from healthand well-being to economic prosperity and social equity.

Peterborough signed up to an environmental charter in

1991, and was one of only four cities to be awarded

Environment City status in 1992. In 1993 we set up PECT

(Peterborough Environment City Trust) as an independent

charity to focus solely on driving forward the environmental

agenda within the city. In 2008, Environment Capital was

adopted as one of four priorities of the city partnerships

strategy and in 2010, Environment Capital was approved

by full council as a major city policy.

The environmental aspiration is writ large across all of the

citys agenda. In business, this is represented not only inthe commercial activities of companies, but also in their

commitment to the Investors in the Environment scheme

which has over 700 companies registered and 125 working

towards formal accreditation. So successful is this scheme

that it has expanded rapidly and was launched across

Yorkshire and Humberside this year and is currently being

adopted by Northamptonshire, with business members

from Edinburgh to London. Retrofit programmes by local


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RSLs, new build of low carbon housing in the city centre

(one of the largest in the country), and the Forest for

Peterborough tree-planting scheme, are transforming the

environment and lives of many of Peterboroughs citizens.

Peterboroughs environmental impact, however, does notstop at its city boundaries. Over the last 3 years, the city

has been involved in ve EU funded projects that aim to

drive green growth and sustainable development and build

models of best practice and innovation across the EU,with Peterborough hosting many international events. The

Peterborough Model, developed by the city in conjunction

with IBM, Royal Haskoning and Green Ventures, has beendemonstrated from as far afield as Bordeaux and Cape Cod,

as well as receiving interest from councils and LEPs across

the UK.

The city faces existing challenges in environmental

resilience and security; our technical knowledge,

commitment (political, commercial and voluntary) and

thought-leadership will continue to address those and

ensure that the citys growth ambition puts no further

burden on those systems.

Environment: EnergyPeterboroughs energy supplies are reliant on critical

infrastructure located outside of the local authority

boundary. The gas-fired power station located in the

city does not directly supply the citys energy demands,and only operates when it is commercially viable for it to

export power to the National Grid. Energy infrastructure

is constrained in many areas (particularly in the south

and north east of the city), requiring costly intervention to

support Peterboroughs growth objectives.

Rising energy bills are having significant impacts on

Peterboroughs residents, with increasing numbers in fuel

poverty, directly adding to the citys health challenges.

Rising energy costs also impact on the economic viability

of the citys businesses. Peterboroughs commercial

electricity use is more than double the domestic

consumption. Failure to address these issues will

seriously constrain the delivery of the citys vision; the newinitiatives, as set out in this demonstrator proposal will

start to fulfil those requirements in an innovative way.

Innovative energy solutions are already underway, through

both the private sector with companies such as Larkfleet

Housing, Lark Energy and Aquavent, but also the public

sector. Bluesky Peterborough, the city councils recentlycreated Energy Service Company (ESCo) has a remit

to produce renewable energy and increase the energy

efciency across the councils portfolio, and beyond.

To date over 1000kW of solar PV have been installed on

council properties, an agreement is in place with Viridor

for a major energy from waste plant (to complement PRELsEnergy Park) and plans are well advanced for both wind

and solar farms.

Environment: WasteAlthough we are a high-performing authority for household

waste reused, recycled or composted (47.5% 2011/12),we also produce a lot of it: around 900,000 tonnes per

year, predicted to increase by 45% by 2030.

The cost of disposing of waste to landfill is increasing

dramatically, and the city is predicted to reach its landfill

capacity by 2014. We are therefore working with residents

to increase the amount we recycle to at least 65% by2020, as well as the private and public sector energy from

waste plants already mentioned.

Significant volumes of commercial and industrial waste

are exported and imported into the unitary authority

area. By addressing this element, creatively, with localbusinesses, and integrating this into a wider drive for

efficiency (environmental and economic), as proposed

in the demonstrator bid, we will set an exemplar for the

wider community which will be promulgated through its

integration with other systems.

Environment: WaterSituated in one of the driest and lowest-lying regions of

the UK, Peterborough is vulnerable to both drought and

flooding. Much of East Anglia is under serious water

stress. The main source of potable water (Rutland Water)

is located outside of the local authority boundary, providing

little confidence in water security.

Significant new water infrastructure will be required to

meet Peterboroughs planned growth, which will need to

be carefully managed to ensure no negative impacts on

water availability, water quality and biodiversity. New

development, however, also introduces opportunities to

actively improve both flood risk management and the

quality of water management.

To reduce the need for costly and intrusive infrastructure

interventions, innovative new models need to be explored,

tested, demonstrated and communicated. Effective water

management can reduce, if not obviate, the need for

intensive intervention. Peterboroughs Water Innovation

Network has already identified many new approaches,

providing a ready-made test-bed for SME invention and

innovation. Integrating this approach and these innovative

products will provide the essential solutions to achieve

the citys vision.

HealthThe health of people in Peterborough is generally worse

than the England average. Deprivation is higher than

average and about 9,800 children live in poverty. Life

expectancy for both men and women is lower than the

England average and whilst all-cause mortality rates have

fallen over the last 10 years, there is evidence of the

gap widening. There are also marked inequalities within

Peterborough (life expectancy is 9.4 years lower for men

and 5.6 years lower for women in the most deprived areas).

Early death rates from cancer and from heart disease

and stroke have fallen but the latter is worse than the

England average. One fifth of Year 6 children are classified

as obese. Levels of adult smoking, teenage pregnancy,

GCSE attainment, breast feeding initiation and smoking

in pregnancy are worse than the England average. Rates

of road injuries and deaths are worse than the England

average.

Priorities in Peterborough include reducing health

inequalities, focusing on promotion of healthy lifestyles

and improving outcomes for long term conditions.


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Peterboroughs Live Healthy Live Green Partnership isworking to deliver significant improvements in the health

and well-being of the people of Greater Peterborough and

in the delivery of health and social care.

For quality of life purposes, therefore, it is essential that

all systems take consideration of this element and find

ways of addressing these challenges. This can be through

communication, education, skills, transport, energy

technologies or even just in planning the system.

NeighbourhoodsPeterborough is a diverse and multicultural city, analogous

to the UKs largest cities; for example, Peterboroughs

citizens speak over a third of the worlds languages.This brings both opportunities and challenges.

A number of areas are in need of regeneration, with

relatively high levels of deprivation: a dense population,

fuel poverty, poor health, crime & anti-social behaviour,

poor educational attainment. Although Peterborough was

identified as a high crime area in 2005, there have been

considerable reductions in crime levels in recent years,

making us an area with one of the best crime reduction

rates in the country

Engaging with our communities is challenging on

several levels. Cultural and language differences play a

significant part but so does the method of engagement:

public meetings are not well attended unless there is an

immediate and significant issue affecting that particular

neighbourhood. Encouraging residents to play a part in

decision-making through engagement and consultation has

not to date been as successful as it could have been.

Greater engagement of communities through the RSAs

Citizen Power programme has been invaluable, identifying

new ways of working. We need to build on that, usingtechnology, innovation and demonstrable benefits, to show

real value to Peterboroughs citizens and the opportunitiesthat growth can bring.

TransportTransport is a vital element in the successful functioning

of a city. It underpins economic vitality and growth;

connecting people with jobs, goods and services. When

it fails, however, it can have a dramatic impact on

productivity and business performance. Transport also

impacts on health, well-being and the environment. A

well-managed network providing for all modes of travel can

reduce congestion, improve resilience, reduce emissions,

and promote sustainable transport leading to improved

health and well-being.

Transport is an important strength for Peterborough. The

network of parkways, major city roads, bus routes, cycle-

ways and footways have played an integral part in allowing

Peterborough to grow. The city has continued on a course

of advancement, but its commitment to an ambitious

growth agenda will put additional stress on the transport

network that will need to be addressed through major

infrastructure intervention, unless innovative solutions can

be found.

Existing challenges, that will be exacerbated by increased

population growth, include: tackling congestion and

its impact on public transport particularly; improvingresilience to accidents, road works, weather and security

threats; reducing the environmental impacts of congestion;

improving journey reliability and travel information.

If these challenges can be addressed successfully, they

will enhance economic vitality, underpin environment

capital aspirations and improve the quality of life for

Peterboroughs citizens. The solutions proposed in the

demonstrator will progress that agenda, deliver the overall

vision and integrate with other systems, using technology

to maximise the value of existing infrastructure and reduce

the need for more.


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1.4 Our Approach to Integration:

Peterborough DNAThe integration of the citys systems has already begun,

through the Sustainable Communities Strategy, Single

Delivery Plan and imminent One Planet Living policy

adoption. Our approach to sustainability, driven by our

Environmental Capital ambition, recognises the need

for a new delivery model to achieve change and build

momentum towards realising truly sustainable growth it hasenabled Peterborough to build a national and international

reputation as a city that is developing new ways to embrace

environmental change.

Fundamentally, our proposal will build off the existing

assets and strengths of the city, using those to further

integrate our systems. Delivery of the demonstrator will be

through strands of ever-improving helices of understanding

and technological advancement, where systems are

integrated within each strand, and where each strand is

connected to the other within the body corporate of the

city: effectively, the make-up the DNA of the city.

Our rich tapestry of business networks and partnership

organisations is supported by a robust research base. We

have a strong body of evidence across many sectors and

already have shared information platforms (Hawkeye, the

Peterborough Model, the Neighbourhood Window), plus

experience of acting as a test-bed for innovative service

delivery models (e.g. Sustainable Transport Demonstrator

City).

Our ground-breaking Peterborough Model approach tocollaboration is a high speed way to align and visualise

data from multiple sources, specifically designed

to accelerate and improve partnership decision-making. Applying this approach means that we are

already integrating systems, have established effective

collaboration between stakeholders, including the

private sector and utility companies, and enabled better

engagement with our communities.

Innovation is in the DNA of Peterborough. The

Peterborough DNA project will build on our excellent

networks and existing innovations to provide an integrated

city that benefits citizens and businesses, not just for the

life of the FCD project, but into the future. All strands of

the DNA proposal are not only multi-faceted and complex

in themselves but also link to each other component,

so that there is mutual gain and complementary

advantage. The simplicity of the structure also offers an

easily accessible concept containing a highly complex

interaction.

The proposition has three fundamental principles:

An overarching strategic, integrated series

of strands;

Establishing a platform (test-bed) for SME

innovative solutions now and into the future; Identifying and delivering specic solutions as

part of the FCD proposal to demonstrate that

Peterborough is innovative and can deliver.

The Peterborough DNA proposal will demonstrate delivery

during the course of the funded project, but each strand,

and the concept as a whole, has a clear long term life

cycle, which, vitally, is self-funding and sustainable.

The outcomes from the proposal are clear:

Businesses will be able to access both a physical test

bed environment and a robust innovation network not

only trialling solutions but also giving them the widest

possible accessibility and audience;

Residents and businesses will begin to adoptsustainable patterns of consumption and production,

and benefit from enhanced environmental and quality

of life experiences without the need for massive

infrastructure investment where utility systems are

both secure and offer a clear financial return;

Residents will also be better informed and empoweredto make decisions on how they run their lives (from

transport to skills and careers), as well as influence how

the citys systems are run through the self-learning city

cloud;

The FCD funding will be exploited to its absolutemaximum within the period of the fund and also as a

catalyst to access other funding streams (national and

European), which will just continue to grow the project.

Peterborough DNA will consist of ve distinct but

integrally connected strands of projects. Delivering

systemic change in its own right, but also underpinning

the other strands will be a single integrated and interactive

data system. The ve strands of the Peterborough DNAproposal are as follows:

Living DataProvides the analytic engines and presentation

tools not only for delivery of the Peterborough

DNA projects, but also on a comprehensivecity-wide basis.

Peterborough Innovation PoolSolves the citys challenges by developing newideas through collaboration and open innovation;

providing a uniquely accessible portal and library

of solutions.


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Sustainable City Metabolism

Delivers working demonstration projects to improveresource efficiency and build business consortia to

ensure economic efficiency.

Skills for Our FutureCombines a tailored IT platform to empower young

people, with a bespoke Peterborough qualification

system and network of graduate Change Agents to

provide the human resource to power the

citys transformation.

Transporting IntelligenceDrives-up business efficiency, drives-down carbon

emissions and improves the travelling experience

of Peterboroughs citizens in a high-tech, low

infrastructure way.

With each proposed project we plan to put the necessary

structures in place to enable the citys service delivery

organisations, partners, businesses and citizens to continueto identify, test and deliver solutions to Peterboroughs

challenges into the future. The component demonstrator

projects will provide evidence of performance, enabling

take-up of solutions elsewhere in the city and roll-

out nationally and internationally. This will include

development of innovative financial and procurement

models to support effective delivery of solutions to the

citys challenges at speed.

The 183,600 population size of Peterborough, combined

with consistent political commitment in the city, means

that our demonstrator proposals can be delivered rapidly

and that FCD funding will have a transformational effecton the entire city. We have made a good start towards

achieving our aspirations for truly sustainable growth, but

FCD funding has the real potential to enable Peterborough

to achieve a paradigm shift.

1.5 Measuring SuccessCentral to, and running through the core of, the

Peterborough DNA proposal is the Peterborough citizen and

the Peterborough business. Our proposal will have achieved

little if it does not impact positively on the quality of life of

local residents and on the prosperity of our companies.

The investment in our proposed solutions will, we believe,

result in long term, sustained benefits for the city, itsbusinesses and residents. It will facilitate transformational

change across a whole host of Peterborough challenges,

faster than is currently achievable, and deliver tangible

improvements to economic growth, life quality and

environmental resilience. Crucially, it will also provide

a clearer understanding of city challenges, assets and

opportunities to inform future initiatives and funding

decisions.

Section 2.3 sets out the detailed processes for managing

and evaluating success. Here we would like to identify

what it will mean to the Peterborough citizen and business

to be a part of our demonstrator city.

The person in the street or at home, the big companies and

small SMEs, will all be able to access live data on issues

that matter to them: routes to training and employment,

access to markets, environmental performance, journey

times, community initiatives. Not only will they be able to

receive but we shall deliver solutions that enable them toinput and influence: to engage directly with the systems

that shape their lives and commerce. Living Dataprovides

the means and innovation to transform how the city

operates and interacts.

So many innovative products are being created inPeterborough: from renewable energy solutions and

water management devices, through to financial security

algorithms and pioneering insurance products. Some of

these products have come successfully to market, others

are struggling. Through the Peterborough Innovation Pool,

companies will be able to open up their innovation to the

largest possible audience, to solve local and potentially

global challenges, in a secure and value-enhancing

environment. This will create real job opportunities, and

begin to generate a paradigm shift in the perceptions of

the city, its economy and its people.

One clear contributor to enhancing company wealth or thequality of life is the recycling of money back into peoplespockets, either corporately or personally. Our Sustainable

City Metabolismmodel will do just that, whilst also

reducing over-reliance on unsustainable resources. Initially,

the benefit will be felt by businesses in the Fengate

industrial area, but the mechanisms and models tried,

tested and established there will be able to roll out across

whole business districts, residential areas and ultimately

the city as a whole.

Young people, NEETs, the unemployed, or just those

looking to up-skill or change their lives, will be able to

design and follow a Personalised Career Path, whichmatches their interests, abilities and ambition with

bespoke skills and the needs of local business. The

Skills for Our Futureprogramme will offer a user-friendly,

portable web-based platform, accessible to individuals,


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businesses and providers alike, to map and support those

paths, kept consistently fresh and updated through hints,

opportunities and advice so that real-life choices can be

made.

The development of a parallel model to this for health

issues will not only facilitate the career paths being

pursued, but also offer guidance to support lifestyle and

health decisions that have a clear and purposeful result.

Those with skills to use will not be wasted as a resource in

the city, or feel the need to leave the city to exploit those.

Through the Change Agents initiative they will have directand fruitful contact with local businesses, with both parties

realising long-term benefit.

Anyone travelling in Peterborough, by foot, bike, car or

bus, whether residents, companies or visitors, will be able

to access live-time data on the citys transport network.Transporting Intelligencewill provide them with the tools

to make informed decisions on planning journeys, and their

subsequent travelling experience will be quicker, smoother

and safer, and, importantly, will have a reduced impact onthe environment.

By connecting our learning to the Future Cities network,

Catapult Centre and the TSB itself, our residents and

businesses will be connected to a much wider community,

and be able to demonstrate what it means to be a part of a

truly sustainable city.

In summary, the success of the Peterborough DNA proposal

will be the positive impacts it has on everyone who lives or

works in, or visits the city, and the speed with which the

FCD funding enables those impacts to be realised.

1.6 Engaging the CityPeterborough has taken a collaborative approach to the

development of the FCD Feasibility Study right from the

start by convening a series of workshops and discussions

with many of the citys partners: public sector bodies,

businesses large and small, government agencies, not-for-

profit organisations, academic institutions and individuals.

All have contributed positively and enthusiastically,

bringing not only an immense wealth of knowledge and

expertise, but also a diverse range of perspectives and

interests. Appendix G is a list of the many organisations

who have contributed to the development of this proposal

and who are committed to supporting its delivery.

The writing of the bid alone has involved a total of 8

organisations, each contributing fresh observations and

insights, often at no cost to the project.

Peterborough already has an extensive network of formal

and informal partnerships that are keen to contribute to

creating a better, smarter and more integrated city. These

range from the broad, such as the citys Bondholder

networking scheme with over 1,000 members through

to more focused alliances such as the internationally

recognised EnviroCluster and Water Innovation Network.

This fabric of partnerships, voluntary groups and alliances

is strong right across the public, private, voluntary and

inter-faith sectors in Peterborough. Harnessing the power

of these partnerships through the demonstrator to invent

and catalyse change is something that Peterborough may

be unique in being able to offer.

Key to many of the strands is wider democratic

engagement across the city, meaning that Peterboroughscitizens will be engaged as never before. They will not only

understand but also, crucially, influence the delivery of the

demonstrator programme. The Peterborough DNA website

already created will ultimately be fully open.

The development of a successful demonstrator programme

in Peterborough will be underpinned by the use of our

Peterborough Model for Accelerated Collaboration. Thisapproach marries high speed evidence alignment with

partnership building techniques and is a highly effective

and low cost way of getting broad partnerships to work

on complex issues. The Peterborough Model approach,

from which the Living Data strand of the Peterborough

DNA programme has been extrapolated, will be deployedfor complex partnership issues throughout the delivery

programme.

1.7 Leveraging ValueAs a whole logical sequence, the Peterborough DNAproposal builds on existing operations, investments and

processes, maximising the outcomes and assets created by

those and ensuring not only their long-term sustainability

and legacy, but importantly a paradigm shift in their

impact on the city.

Living Data

Peterborough is probably one of the best researched

cities in the country. Its Integrated Growth Study was

a 500k research and strategic planning project that

provided unparalleled perspectives of the citys systems

and performance. That, in turn, has been used to underpin

the Peterborough Model, which is already transforming

the way the city thinks and how communities can

influence their environmental impact. Alongside these, the

Neighbourhood Window and the city councils Hawkeyesystem provide a plethora of data to varying degrees of

accessibility.

Not only will Living Data convert static data into a live-

time reality, but it will be engineered so that the data

that is collated and disseminated is useable and useful:

many systems collect data which merely sits there. The

catalytic funding through the demonstrator will bring the

existing systems together for a far greater effect than would

otherwise be possible, creating the best understood city in

the country, in a model that is ultimately sustainable.


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Peterborough Innovation Pool

Peterborough has already taken major strides to establish

innovation networks. The citys EnviroCluster provides localbusinesses of any scale with both networking opportunities

and access to new markets. Through the Water Innovation

Network (WIN), companies have direct access to Anglian

Water to pitch and trial their innovative products. This

has already achieved tremendous success, and this water

industry model is being explored elsewhere.

Peterborough is clearly a hot-bed of innovation, with an

unrivalled network of companies within the city and a

willingness on their part to collaborate. This model will pull

together in a single place (virtual as well as partly physical)

challenges, solutions, funders, academic R&D and alibrary of successes or outstanding requirements. Without

the pump-prime funding through the FCD competition,

it would not be possible to deliver a model to cover every

sector and innovation solution, but Peterboroughs track

record shows it can be delivered.

Sustainable City Metabolism

A lot has been achieved in Peterborough in terms of

gearing up communities and local companies to maximise

their resource efficiency. Programmes such as the Investors

in the Environment scheme, Cross Keys Homes retro-

t programme for social housing, and the city councils

ESCo and its renewable energy interventions, have proved

successful, but have relied on a single entity taking the

lead. In all of this work, the major obstacle to expanded

adoption has been making the business case to persuade

others to realise the opportunities created through

environmentally sustainable options (as evidenced by the

work carried out by PECT in the Fengate area with local

companies there).

The City Metabolism proposal builds on the work already

done and not only demonstrates the environmental and

business effectiveness of integrated renewable solutions,

but importantly develops the business model to accompany

them. Demonstrator solutions across the utility spectrum

will encourage a business alliance or consortium for

implementation on a practical and scalable basis. Any

financial returns can come back into the business director into expanding the consortium across the whole district

and ultimately the entire city and beyond.

Skills for Our Future

Peterboroughs approach to skills development in the city

has been pioneering. In many ways, however, it is relatively

simple: businesses need skills locally to thrive and prosper,

so enable them to influence skills providers and encourage

them to develop the employability of their future workforce.

Over 1,100 companies (20% of the local businesscommunity) have signed up to the Peterborough Skills

Service, committing to developing employability skills

directly in schools. 600 businesses have also agreed to

contribute to questionnaires to influence skills provision.

Planning permission and funding have been secured for

a 10m Sustainable Skills Centre, which is scheduled

to commence construction in early 2013, and which will

become the long-term focal point of the Skills for Our

Future strand.

This strand of the programme will build on this success

and take it to a new level: it will start to address career

advice in a novel, effective and user-friendly way, as well

as provide the skills and resource networks essential foreconomic growth. Although there are clear routes for

long-term sustainability and replicability, transformational

expansion of existing schemes would not be possible

otherwise.

Transporting Intelligence

One of the citys major assets has been its transport

network. Historically, this has been car-orientated, but

in recent years the city has achieved model shift (for

example, modal shift percentages second only to London

2008). It has been a Sustainable Travel DemonstrationTown (DfT), and has recently been awarded 5million

under the Local Sustainable Transport Fund (LSTF). The

last has been deployed across a range of initiatives aimed

at increasing the use of sustainable transport modes, from

information provision, promotion and advocacy to physical

and practical interventions.

Over the last 4 years, 18m capital has been spent on

the citys Parkway and other highways, with 30m on

maintenance over the same period. Demonstrator funding

will utilise the social and organisational infrastructure

already in place through the LSTF, but importantly develop

innovative and cross-cutting initiatives that would not

otherwise be possible, using intelligence and intelligent

approaches to develop truly sustainable transport flows in

the future.


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2. Project Details

2.1 Peterborough DNA Strands

2.1.1 Living DataImproving upon the city cloud phenomenon, the LivingData strand is both the enabling element of the whole

Peterborough DNA programme and a strand in itself:

it will ultimately connect across total place data and

be a resource for the whole city, producing exciting

visualisations and enhanced interactive opportunities.

The strands of sustainable Peterborough DNA the

Peterborough Innovation Pool, City Metabolism, Skills

for Our Future and Transporting Intelligence all requirecomposite information from multiple partners that can

be analysed in one place and communicated to targeted

audiences. Living Data will provide the evidence base,analytical engines and presentational tools to meet the

business objectives of each of the proposed demonstrator

projects.

City information systems cannot currently support the

data and analytical requirements of the demonstrator

programme to the effect required, as their architecture

consists of separate operating environments focused on

internal delivery. The spectrum of cloud-based options and

smart analytics platforms has been evaluated; comparing

ownership, delivery and costing models. The resulting plan

has two phases:

Phase 1of Living Data is targeted at providing

the required data, analytics, city dashboard and a

set of focused presentational tools to support the

Peterborough DNA proposal.

Phase 2will build the specification and business

case for a wider general purpose city cloud, creating

economies of scale, process, data and other efficiencies

across city organisations. We propose that the savings

accrued by those organisation will offset the capital

cost of delivering the Phase 2 project and the long-term

sustainability of the Phase 1 project after 2014.

Appendix D shows the Phase One cloud structure and

approach, and the development of the Phase 2 cloud over

the lifetime of the FCD project.

Phase 1of Living Data is the immediate deployment of a

hybrid cloud solution with a compatible, state-of-the-art

data analytics capability. It will be delivered within eight

months of the FCD award, delivering at speed, tailored

solutions to the demonstrator programme requirements,

whilst ensuring future flexibility for the expansion of the

cloud, and its analytical and presentational services. This

solution will also allow Peterborough to develop its own

expert analytics team whilst partnering with a global techcompany for scaleability, specialist skills and accessing

international innovation.

The hybrid private cloud will take data from systems and

sensors across key partners into new data architecture. It

will be enhanced by a powerful new city operations and

analytics system which will be operated by local analysts

with support from a global technical partner, who will be

procured as the main delivery and R&D partner for cloudand analytics solutions.

Phase 1 will provide the platform for all of the component

parts of the Peterborough DNA strands that require IT/

portal accessibility, and then visualise their achievements

in an exciting and innovative way. For example, it will

provide the data repository, evaluation tool and innovation

library for the Innovation Pool projects, and data from the

Transporting Intelligence strand (e.g. from multi-functional

traffic cameras) will be transformed into intelligent analysis

and actions (e.g. automated calibration of traffic lights to

increase transport network efficiency).

Serco (Peterboroughs outsourced IS provider) will lead

the process of delivering the Phase 1 cloud and procuring

the technical partner for cloud and analytics services. For

speed of execution Phase 1 of Living Data will not be an

Impact Level Three secure system, and at this stage will

focus on delivering the Peterborough DNA strands, rather

than undertaking organisational negotiations about creating

shared services.

The Living Data presentational layer will deliver tools to

provide citizen-centric and business-centric information

to targeted audiences, and a city dashboard will assist

local professionals in smarter operational management and

decision-making. A key component will be a single live

visualisation platform of the city with views for key user

groups. Integration of the pioneering Peterborough Model

(the citys existing visual model and collaboration platform)

with elements of the city councils Neighbourhood Window

(integrated neighbourhood data system) and Hawkeye

(standard GIS platform) will provide the basis for the live

visual platform across the city. All presentational tools will

be developed to allow inclusion of increasing numbers of

live sensors.

The Living Data presentational layer will also be opened

out to a much larger audience (within the parameters

of commercial intellectual property, confidentiality and

security) through new and exciting presentational media,

ranging from Apps and the Electronic Town Crier Serviceto the retina-reactive 21st Century Notice board (citizen

information screens, described in more detail in Appendix

D). These will be specified as part of the programme

between March and June 2013. Other communications

media such as voice-activated user interfaces will also

be explored to both facilitate access to all users, but also

enable feedback from communities and business into the

system.

Running in parallel with this, Phase 2of Living Data will

create the specification and business case for a city-wide

service cloud. Phase 2 will change the way the city is

run whilst delivering economies of scale, process, data

and other efficiencies across Peterborough. The savings


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accrued across organisations will mean this element

is self-sustaining and will provide the head-room for

the continued investment into the Phase 1 analytics,

dashboard and presentational tools.

The Living Data programme and delivery milestones are

summarised in Appendix A. Total costs for the programme

are 4.7m and a breakdown of these is shown in

Appendix B.

Living Data provides:

A common evidence base and platform to identify and

quantify city issues through the creation of a scalable

multi-partner data and analytics hub: leading to

increased resilience by mirroring data and hosting this

in a 3rd-party secure location (Phase 1), and a shared

platform with an increase in security and resilience

classification to Impact Level Three standards (Phase

2);

Diagnostics, analytics and presentational tools for each

strand of the Peterborough DNA proposal (operational

by August 2013);

Presentational tools for professional users, stakeholder

organisations, SMEs and citizens that inform, alert and

build a common understanding of city performance

(October 2013-March 2014);

A focus for integrated thinking for better solutions for

citizens and businesses: identifying, calibrating and

improving local system efficiencies, and learning from

that process, whilst developing home-grown skills in the

analytics team to solve city issues.

The Living Data team will employ its own analysts who

will work to agreed KPIs. These KPIs will be identiedin the specification phase of each of the strands and be

supplemented by a set of performance improvement targets

that relate specifically to the provision of data, analytical

capability and, through this, new solutions.

Key partners for data sourcing include:

Peterborough City Council;

Opportunity Peterborough (economic

development company);

Serco (outsourced IS supplier) and key Living

Data delivery partner;

Peterborough Environment City Trust;

Peterborough Health and Wellbeing Board and

Peterborough NHS PCT (public health);

Environment Agency (flood, waste and

sustainability expertise);

Anglian Water (drinking water, waste water and links to

the Water Innovation Network);

UK Power Networks (Distributor Network Operator);

Centrica (gas supplier, power station operator).

The development of Phase 2 of this proposal will providefor the long-term sustainability of this project through the

very real savings accrued by the organisations entering into

the total cloud model. Although further work needs to bedone in developing the details of the scheme with partners,

it is anticipated that 1.7m of savings could be generated

per annum which would more than cover the on-going

annual cost of the system.

The accelerated process to deliver the Phase 1 Living Data

cloud will provide an (inter-)national template for cities,

showing how cities with applications delivery IT systems

can migrate to a smart hybrid cloud and then onto an

integrated shared cloud: delivering their own long-terms

solutions but with technology company flexibility andsupport. Living Data Phase 1 will showcase a method for

using high speed procurement and framework contracts to

deliver shared data and intelligent analytics. The Phase 2

parallel work stream will provide the long term business

case to support both the ongoing costs of phase one but

also the transition to a more integrated city cloud to benefit

the partners, local businesses and citizens.

The Living Data Strand will fundamentally change the way

that Peterborough is run. It will enable citizens to see and

understand and improve the operation of their city. It will

not only draw together the city information systems, but

integrate city thinking and operations. As such Living Datawill be the foundation of a smarter and more efficient city

that can continue to innovate.

2.1.2 Peterborough Innovation PoolProviding a platform that not only enables but also

encourages innovation is vital to both the success of the

Peterborough DNA proposal and transforming the citys

future many products fail to find funding, are untested

or cannot be developed owing to a lack of resource on the

part of the company. The Peterborough Innovation Pool

provides the platform for all agents involved in innovation

(public and third sector, SMEs, R&D, venture capitalists,

business angels) to input to solve the citys challenges by

developing new ideas, products and services through the

power of collaboration and open innovation.

The focus of the project will be on establishing a

network of Peterboroughs experts, entrepreneurs and

innovative businesses, and an associated system that

enables innovative products and services to be trialled

and deployed. It will provide a single portal which will

bring together this challenge-and-solution-based process

in front of SMEs, large businesses, investment angels,

funders, R&D institutions and others involved in innovationdelivery, and crucially create a library of past activity.

The citys organisations (including utility companies,communities and even other businesses) will put forward

their challenges and act as enablers and test-beds for

new technologies. The citys larger businesses would

also be linked into the network to increase and improve

collaboration with SMEs, to achieve mutual benefits.

This new cluster concept is not sector-specific. It focuses

on people, expertise, entrepreneurship and collaboration.

The Peterborough Innovation Pool will build on existing

business and innovation networks based in the city

(EnviroCluster, Water Innovation Network), and businessclusters that are currently un-tapped. Whilst the focus of

the network will be on solving Peterboroughs challenges,the network will be open to both local companies and

ultimately others globally with an interest in developing


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their innovations using Peterboroughs knowledge and

expertise and the city as a whole as a test-bed.

A process diagram for the Peterborough Innovation Pool is

shown at Appendix E.

The Innovation Pool will:

Deliver solutions to challenges;

Support the local value chain;

Increase innovation, resulting in business growth and

job creation;

Enhance public procurement processes;

Achieve inward investment;

Increase media awareness and city brand;

Enable local business promotion and export

opportunities;

Develop a city culture of open innovation.

Businesses and experts would sign up to the network by

registering areas of interest, skills and resources. Thenetwork will be underpinned by an ICT-based support

system (developed as part of the Living Data strand),

providing members with a visual representation of their

network.

The ICT system will provide information to innovative

businesses on city services and systems issues and

problems relevant to their areas of expertise, setting

challenges for these businesses to solve or to link to

their existing products. Challenges will initially relate to

the other strands of Peterboroughs DNA, and other keycity challenges such as health, city centre vitality and

sustainable food, but can ultimately be opened up to anychallenge (public or commercial). The visualisation outputs

from the Living Data system will be used to show this

information in an exciting and interactive way, describing

the challenge and clearly demonstrating the links between

the organisations that are interested. Businesses from any

sector will be able to participate in generating solutions.

As an indication, the range of challenges directed through

this process could include:

Energy generation along transport margins (e.g.

pavement energy generation, alternative functions for

street lighting columns);

Sustainable retrofit options which also encourage

future flexibility of buildings for long-term economic

sustainability (early work discussions have already been

held with BRE which could act as a catalyst for this);

Innovative ways of directly addressing Peterboroughshealth issues;

Improving the sustainability of Peterboroughs food

chain (the city has submitted a proposal to the IBM

Smarter Cities programme around this key sector of the

citys economy, the recommendations of which couldfeed directly into the Innovation Pool for practical

solution delivery).

As well as the open-source, but managed and secure

platform, an additional engine for innovation will be

provided through the running of regular network events,

open forums and workshops where challenges will

be discussed and solutions fostered in collaborative

partnerships between business, academia, R&D institutionsand the public sector. Experts, automatically identified by

the supporting ICT system, will be invited to participate in

discussions relating to topic areas which match their area

of expertise.

Ideas and potential solutions generated by the network will

be submitted for assessment to the organisation setting

the challenge, leading to agreements and partnerships

for future development. An interactive, digital Innovation

Library will collect and showcase information ideas and

potential solutions, so that the Innovation Pool can be used

as a resource at any point and on any topic.

The Peterborough Innovation Pool will act horizontally,

across all industry sectors in the city. It can act as a driver

for growth for the citys existing environmental business

cluster (EnviroCluster) but could also be used to galvanisegrowth in other strong sectors in Peterborough including

manufacturing, engineering, transport & logistics, nance,agriculture and the creative industries.

A physical space will also be set up in the form of an

Innovation Room to support and enable collaboration and

interaction between organisations and promote creative

thought-capture. This will incorporate cutting-edge

technology solutions to aid collaboration, while incubation

space will be provided to support the creation of start-up

companies developing from the Pool.

The Peterborough Innovation Pool will link to and be

supported by the Skills for Our Future strand which will

provide a crowd-sourced/freelance talent pool able to offer

specialist input (product design, IT, communications). The

Innovation Pool portal will enable local organisations to bid

for time to progress innovation projects. Peterboroughs

Change Agents will then be able to progress ideas

generated by the network and evolve them out into new

companies, or as joint ventures with existing businesses, to

commercialise solutions.

A collaboration and engagement programme will run

alongside the development/operation of the network

to support and enable SMEs and larger innovative

organisations to work together to achieve mutual benefits.

This would include provision of legal and financial advice

to ensure that solutions are successfully brought to market.

The Peterborough Innovation Pool programme and delivery

milestones are summarised in Appendices A. Total costs

for this strand are 1.2m; a more detailed breakdown is

contained in Appendix B.

A number of options have been explored to ensure the

long-term sustainability of the Innovation Pool. These

will be developed during the course of the project in

collaboration with partners such as the TSB, local

companies and business angels. Interestingly, one of the

first challenges to run through the Innovation Pool process

and be opened up to local businesses could be to identify

its long-term sustainability. The following options are all


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feasible and could be explored further:

Provide flexibility within the Innovation Pool proposal

to pump-prime product trials, with future revenue

generated feeding back into the system;

Membership fee and/or profit-share arrangement for

successful innovations that have been incubated bythe network;

Direct, transparent, sponsorship for enhanced company/

organisational profile, with no rights of commercial

advantage awarded and tight controls on intellectual

property.

The success of this strand will ultimately be determined

by how many innovative products come to market and the

range of challenges that are solved. Degrees of success will

also be measured, however, through a range of metrics. The

rate of the success of existing Water Innovation Network

(WIN) in terms of products brought forward for assessment,

extent of further exploration and ultimate trialling, will be

used as an initial baseline. Given the innovative expansionof WIN through the Innovation Pool, these levels will be

expected to be exceeded during the course of the project,

with initial targets as follows:

Q1/2 (April 2013 Sept 2013) - 15 products broughtforward, 1 product trialled

Q3/4 (Oct 2013 March 2014) - 40 products brought

forward, 4 products trialled

The Peterborough Innovation Pool offers a unique

opportunity for businesses to provide solutions for the

city in which they operate in a forum which has a farwider, potentially global, reach. Just as the Living Data

strand underpins the delivery of the Peterborough DNA

programme in terms of data sharing and utilisation, so the

Innovation Pool will be a mechanism for solution delivery

both within the DNA programme and across the city as a

whole.

2.1.3 Sustainable City MetabolismThe Sustainable City Metabolism strand will create working

demonstration projects to improve the performance of

Peterboroughs energy, waste, water and transport systems,

whilst also building a collaborative business consortiumthat focuses on improving system sustainability and

effectiveness and realises real financial returns. Section

1.2 has indicated the challenges faced by the city in many

of its systems: limited energy capacity; waste capacity and

disposal costs; water security; transport congestion and its

associated air quality, emissions and health impacts.

The urban metabolism is the sum total of the technical

and socio-economic processes that occur in cities,

resulting in growth, production of energy, and elimination

of waste (Kennedy et al, 2007). This strand of thePeterborough DNA programme aims to increase the

effectiveness and resilience of the citys systems, takinga holistic approach that strives to balance material and

energy exchanges between nature and society, working

towards eco-effectiveness, city self-sufficiency and long-

term resilience.

The Metabolism demonstration projects will mainly focus

on the Fengate business park, located to the east of

Peterborough. Fengate businesses are primarily, although

not exclusively, SMEs, operating in a variety of sectors,

whose challenges reflect those of the city as a whole:

Lack of information and understanding of system

challenges (e.g. water and energy availability) and

business benefits of improving system sustainability;

Economic constraints limiting opportunities forimproving efficiency and effectiveness;

Businesses operating in isolation;

Rising energy, water and waste costs;

Transport congestion, limited parking space, poor public

transport connections; and

Local flood risk from surface water, and deteriorating

water quality.

The projects will strengthen the Fengate Business

Network via an engagement programme that builds on the

Peterborough Business Clusters project (2010-11), whichaimed to improve the resource efficiency of the Fengate

business cluster and establish behavioural change. An

initial understanding was gained of Fengates systems and

their interactions, but it was found that small businesses

struggle to make changes towards improved sustainability

without support to invest in shared solutions, and that they

need compelling evidence to be driven to change their

processes. Therefore this strand will provide evidence of

the benefit of making business processes more sustainable,

with investment in solutions that businesses can trial on a

try before you buy basis.

A range of solutions are identified as part of this strand,as identified in the milestones below. These will integrate

trials of mobile and demonstrator technological solutions

(e.g. mobile wind turbines, water management devices)

and future-proof existing initiatives to maximise their

impact. The Fengate Business Network will also link to the

Peterborough Innovation Pool strand, setting sustainable

business process challenges for innovators to solve and

becoming a test-bed for the trial of new technologies.

The engagement programme will support businesses to

recognise the benefits of collaboration to achieve mutual

benefits, as some solutions may be more cost effective

when undertaken jointly, e.g. waste exchange or rainwater

harvesting and reuse. The aim is to build the business

consortium within the Fengate district and ultimately roll

this model out across Peterborough, to achieve a total

place consortium of businesses working for mutual benet

towards eco-effectiveness.

Appendix F describes the scope of the proposed Energy

Metabolism, Waste Metabolism, Water Metabolism and

Transport Metabolism demonstration projects in more

detail. These projects will address Peterboroughs

infrastructure challenges by delivering:

Established Fengate Business Network (June 2013);

Operational connections from three Fengate businesses

to the planned district heat network (January 2014,

subject to progress with EfW plant delivery), and a

business case for wider roll-out of district heat networks

across the city (June 2014);


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Collaborative trial of smart energy meters on

a residential development and installation of

neighbourhood scale substation energy meters, plus

business case for roll-out (January 2014);

Information on Fengates energy use linked into theLiving Data strand (January 2014) and used to identify

solutions for improving energy demand management

(March 2014);

Business case and identified funding stream forimplementation (if viable) of a Fengate Smart Grid

(June 2014);

Development and trial of mobile wind turbine and solar

units (January 2014);

An innovative operational waste bring facility

underpinned by a Living Data portal to maximise

efficacy (operational by August 2013);

Anaerobic digestion (AD) plant demonstrator for

businesses to trial feedstock suitability (operational by

March 2014), and business case for a co-operative AD

plant for the Peterborough area (November 2014); Functional water management infrastructure at trial

locations (October 2013), and business cases for up-

scaling (March 2014);

Electric bike hub powered by mobile wind turbine

trialled (January 2014);

Monitoring data from demonstrator trials (March 2014).

The Sustainable City Metabolism programme and delivery

milestones are summarised in Appendix A. Total costs

for this strand are 6.2m, with a breakdown shown in

Appendix B.

Success will be demonstrated by:

Sign up to the business network by >50 businesses and

>75% positive feedback on benets, justifying roll-out

across Peterborough as a new approach to the citysenvironmental, economic and quality of life challenges;

Commitment by 5 businesses to connect to the district

heat network;

10% reduction in energy and water demand by Fengate

businesses and residents by end 2014;

A viable business case for wider roll-out of the Aquai-

Mod technology for water demand reduction;

Commitment by 5 businesses to implement renewable

energy, AD technology and sustainable transport

solutions.

The project will build on, and maximise the potential

of, a wide range of other initiatives in the city (as set

out in Section 2.2 below), realising new outcomes for

projects including the citys ESCo and energy from wasteprogrammes, as well as providing new models for initiatives

such as the EU Zero CO2 project in the Glinton & Peakirk

community.

During the delivery of the Sustainable City Metabolism

projects, comprehensive business cases will be developed

to determine the viability for their continuation and roll-

out to other parts of the city. These business cases will

include identification of appropriate funding streams,

which might include:

Business subscription to city business networks;

Charges levied for use of the AD demonstrator and

mobile energy units. Alternatively, the mobile energy

units and AD demonstrator could be sold on or rented to

an individual business or another city;

Revenue generated by future sales of demonstratorproducts, based on profit-share with the city based on

the Peterboroughs initial investment in the product

development and trial (see Peterborough Innovation

Pool);

Business subscription to enable the ongoing operation

of the mobile wind and solar energy units, the AD

demonstrator and the electric bike hub.

European funding programmes;

Partnership funding from Anglian Water, the

Environment Agency and energy supply and distribution

companies.

Savings realised through implementing water efficiency

and energy saving measures on the Councils propertyportfolio.

The Sustainable City Metabolism is a practical

demonstration project in its own right, where holistic

resource approaches can be used to achieve environmental

and economic benefits. Trialling and demonstrating

innovative solutions, and establishing robust business

consortium opportunities which recover costs from

improved energy efficiency, provides a model not only for

business, but also communities.

2.1.4 Skills for Our FuturePeterborough knows that it faces significant challenges

in the skills base of the city and has already started to

address those. It is abundantly clear that the city needs

inspired and ambitious young people with the right skills

to enable businesses to prosper and to meet its challenges,

both now and in the future and this strand provides a step

change to our current achievements.

The Skills for Our Future strand takes a comprehensive and

exciting approach to skills provision. It will build on our

existing innovative approaches to skills (the Skills Visionand Skills Service brokerage scheme), provide pioneering

careers advice a challenge for the country as a whole

and will ultimately use the SmartLIFE-Peterborough

centre (scheduled for construction in 2013-14) as a focal

hub.

The Skills for Our Future strand has three distinct but

connected elements. The programme for delivery is

outlined in Appendix A, while a breakdown of the total

costs of 2.3m is shown in Appendix B.

The first elementwill provide a tailored IT platform both

to inspire and empower young

feasibility study - peterborough city council

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