Funding for Innovation: Cooperative Intelligent Transport Systems Application Form A separate application form should be completed for each scheme.

Applicant Information Local authority name(s)*: Oxfordshire County Council Bid Manager Name and position: James Golding-Graham, Principal Innovation and Research Officer Contact telephone number: Email address:

07824 498 848 James.Golding-Graham@Oxfordshire.gov.uk

Postal address: County Hall, New Road, Oxford, OX1 1ND

When authorities submit a bid for funding to the Department for Transport, as part of the Government’s commitment to greater openness in the public sector under the Freedom of Information Act 2000 and the Environmental Information Regulations 2004, they must also publish a version excluding any commercially sensitive information on their own website within two working days of submitting the final bid to the Department for Transport. The Department for Transport reserves the right to deem the business case as non-compliant if this is not adhered to.

Please specify the web link where this bid will be published: www.oxfordshire.gov.uk/CMS/content/current-bids

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SECTION A - Scheme description and funding profile

A1. Scheme name: CASPAR - Collaborative Smart Parking – The friendly parking project

A2. Headline description: CASPAR will enhance data aggregation with the Oxfordshire Journey Planning App, ‘Zipabout’. Additional data will be sourced from parking sensors and multi-bay monitoring cameras covering Blue Badge, P&D and EV charging bays, providing real-time visibility of parking utilisation and availability. The scheme’s objectives include improving journey experiences and reducing congestion in Oxfordshire through improved network intelligence for road users. The app will integrate parking information to promote seamless end-to-end travel for all drivers with a particular focus on vulnerable road users accessing Oxford and Witney. The CASPAR project will engage with automotive suppliers, Transport Catapult and exploit an IoT approach to ensure app developments are made in-line with emerging technology, such as Connected and Autonomous Vehicles.

A3. Geographical area: Please provide a short description of area covered by the bid (in no more than 50 words) Oxford City Centre Blue Badge Space - Various – See Appendix A3 Broad Street

- OS Grid Reference: SP 51461 06457

- Postcode: OX1 3EQ Parks Road - OS grid reference: SP 51535 06582 - Postcode: OX1 3PN Witney Town Centre - OS Grid Reference: SP 35590 09664 - Postcode: OX28 6AD Please see maps in APPENDIX A3

A4. Type of bid (please tick relevant box): C-ITS: Connected Vehicle C-ITS: Real Time Information C-ITS: Smart Parking C-ITS: Vulnerable Road Users Other (please specify)

A5. Equality Analysis Has any Equality Analysis been undertaken in line with the Equality Duty? Yes

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SECTION B – The Business Case

B1. The Scheme – Summary/History There is significant scope to provide reliable and seamless end-to-end journeys through delivery of dynamic information to drivers. This will minimise the impacts of “space hunting”, and improve network management and efficiencies at key locations as identified by Transport Catapult ‘Travellers Needs and UK Capability Study’ (2015)1 . CASPAR will address parking issues in Oxford and Witney, improving end-to-end journeys through the:

Installation of sensors and multi-bay camera monitoring within Oxford and Witney

Processing and provision of real-time car parking and EV charge point availability data

Integration with OCC’s UTMC and Zipabout platforms; aggregating real-time and historical sensor data allowing for the delivery of predictive availability and behavioural change (e.g. ‘pushing’ alternative travel options based on capacity)

Development and promotion (with a focus on Blue Badge holders) of a driver friendly interface for the Zipabout App

Applying Machine learning to develop a city/town centre parking model.

Research and test with INRIX, methods to push CASPAR data to ‘connected vehicles’. The project will measure the efficacy of different technical approaches to provide monitoring and information outputs to:

Improve customer experience and reduced stress, particularly for vulnerable road users

Minimise space hunting time

Improved route guidance and journey planning

Offer modest congestion and air quality improvements

Assesse parking provision/utilisation and revenue generation

Promote co-operation between LA’s, SMEs and suppliers

Utilisation of data to assess value added The scheme offers a foundation for promoting collaboration between the County Council, technology providers and SMEs to develop an agile C-ITS approach to provide solutions to local transport issues. B2. The Strategic Case Oxford’s population increased by 14% between 2001 and 2013 with 19,000 new jobs created. Based on growth models, an additional 26,000 journeys per day are forecast by 2031. The resultant congestion is projected to have a negative impact on the economy of the city of £150Mpa. In addition, Oxford is a major tourist destination attracting 9M visitors a year. The new Westgate Centre will result in a 54% increase in retail space in the city and an increase in shoppers from 5M to 16M per year, creating additional stress on the transport network. In 2010 the City Council made an Air Quality Management Order declaring the city as an AQMA. Transport emissions were identified as a key source of congestion and pollution. The proposed scheme aligns with OCC’s LTP4 and Science Transit Strategy, helping to deliver a better, cleaner and smarter transport network by:

Reducing in congestion

1 https://ts.catapult.org.uk/current-projects/traveller-needs-uk-capability-study/

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Improving provision of information to drivers – improving journey experience

Reducing mileage and time spent looking for parking

improving air quality and reducing C02 emissions

encouraging adoption & utilisation of Electric Vehicles The process will generate learning that will inform the further implementation of multi-agency sensing and information provisioning projects across the county. In addition it will facilitate dialogue with SMEs and the automotive industry for future development in ‘connected’ information provision. The project will link with our wider work in this area including the Go Ultra Low City Scheme (OLEV funded on street EV charging project), Zero Emissions Zone, the development of a Work Place Parking Levey and the aspiration to deliver comprehensive parking information for the whole city; C-ITS will play a crucial role in deploying these activities. C-ITS has the capacity to integrate real-time data with UTMC initiatives, providing drivers with relevant up-to-date traffic information, relieving network congestion at identified hotspots. In addition, C-ITS provides scope for integration with emerging AV and CV technology, a key area of focus for OxLEP and OCC. The increasing demand for parking in Oxfordshire can lead to particular difficulties for disabled people. There are 35,000 blue badge holders within 45 minutes’ drive of Oxford with just 100 dedicated blue badge parking spaces in the city and Circa 25 in Whitney Town Centre. CASPAR supports the OCC policy to ensure equity of access to all Oxfordshire citizens. B3. The Financial Case – Project Costs Table A: Funding profile (Nominal terms)

£000s 2016-17 2017-18 Total

DfT Funding Sought 119.464 119.464 238.928

LA Contribution

Other Third Party Funding

Total LA & 3rd party funding

Total project value

Notes: (1) Department for Transport funding must not go beyond 2017-18 financial year. (2) A local contribution of 5% (local authority and/or third party) of the project costs is required.

B4. The Financial Case - Local Contribution / Third Party Funding Please provide information on the following points (where applicable): a) The non-DfT contribution may include funding from organisations other than the scheme

promoter. Please provide details of all non-DfT funding contributions to the scheme costs. This should include evidence to show how any third party contributions are being secured, the level of commitment and when they will become available.

The pricing schedule and additional letters of support, from Nominet, NQ minds, OCC project sponsor, Zipabout, and Transport Catapult, are attached in Appendix B4. Have you appended a letter(s) to support this case? Yes

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b) Please list any other funding applications you have made for this scheme or variants thereof

and the outcome of these applications, including any reasons for rejection. No other funding requests have been made for this project.

B5. The Financial Case – Affordability and Financial Risk a) What risk allowance has been applied to the project cost? A comprehensive appraisal of the cost infrastructure and program management, including procurement, has been undertaken to assess risks associated and the provision of an appropriate risk allowance. Due to the nature and age of Oxford’s city center, and the potential need to liaise with the University, it is anticipated that the implementation of camera infrastructure may pose a risk and/or delays in the program delivery. Therefore, a risk pot, accounting for 10%, has been provisioned to account for the potential unexpected expenses incurred during camera installation. To minimize the impact of the risks identified, effective project support from Atkins will be provided through a dedicated Project Manager, whom will take all the possible steps to mitigate the risks, dealing with any issues that arise and seeking to coordinate with stakeholders and suppliers to ensure project delivery is within the scope of this project.

b) How will cost overruns be dealt with? Effective project management from Atkins, including management of contracts and risk mitigation plans, will seek to prevent cost overruns. In the event of an unexpected problem a sufficient contingency plan has been put aside to cover. To reduce the financial risks associated with the contractual work, contracts will be let to suppliers on a fixed-price contract. c) What are the main risks to project delivery timescales and what impact this will have on

cost? Main risks associated are captured in the risk register, see Appendix B10. The greatest risks identified include:

The co-operation of multiple stakeholders and suppliers, causing ‘pressure points’ within the delivery chain.

Finding a suitable location that is appropriate and has the ability to serve the camera infrastructure.

Slow/low uptake of app Risks associated will be mitigated by:

Using existing procurement channels, building upon established relationships with Cloud Amber (UTMC) and Zipabout (App)

Payments to suppliers triggered by delivery of milestones

Fostering a co-operative approach between OCC and Atkins to collectively resolve issues and ensure robust monitoring/reporting is undertaken in a timely process.

B6. The Economic Case – Value for Money The BCR has been calculated using several assumptions which are outlined in Appendix B6. The cost of the whole project has been included; the benefits have been calculated for Oxford and Witney using what are thought to be conservative estimated on circling times and

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distances. The BCR is estimated to be 2.31. B7. The Commercial Case (maximum 300 words) What is the preferred procurement route for the scheme? For example, if it is proposed to use existing framework agreements or contracts, the contract must be appropriate in terms of scale and scope. The key organisations who are partnering Oxfordshire County Council in this project are:

Nominet – Providing a data platform for the sensors, which they will procure.

Catapult –Modelling data from the parking sensors and other data sources to determine driver behaviours.

Other Key suppliers are:

Atkins – Responsible for co-ordinating and delivering the project for OCC, ensuring timescales and budgets are met. Atkins will be procured through the existing Pro5 framework.

ZipAbout – Existing app developers, involved in the creation of the current Oxfordshire journey planner app which this project looks to improve upon this existing relationship will enable a direct award to be provided to the company.

Cloud Amber - UTMC supplier for Oxfordshire and will be awarded the work under the existing contract.

NQminds (camera supplier) are a new supplier to Oxfordshire and will be procured under the OCC procurement framework

The cameras and sensors will be procured to include three years of maintenance in the fixed price. At the end of the three years sufficient data will have been collected for Catapult to produce an accurate model which is able to predict driver’s habits and likely parking issues, allowing drivers to be informed of problems before they reach the city. This provides the opportunity for the sensors to be decommissioned if it is deemed that there is insufficient revenue gained from the increased utilisation of parking spaces to cover the maintenance of the units. Contingency will be included for the installation of the camera as it is noted that this could be complicated due to the historic buildings surrounding the site. The contingency will also cover additional bay markings which may be required if a different location is required for the camera installation.

B8. Management Case - Delivery The project programme is detailed in Appendix B8 Key milestones highlighted in the programme are:

The bid award – Following the award of the bid interception meeting to defined the scope and associated resources.

The delivery of the parking sensors and camera

Real time parking data available on the UTMC

VMS strategies in place

Real time parking data available on the app

Has a project plan been appended to your bid? Yes a) A statement of intent to deliver the scheme within this programme from a senior political

representative and/or senior local authority official. See Appendix B4

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B9. Management Case – Governance (maximum 300 words) The scheme governance is detailed below. Due to the technical and specialised nature of this scheme, Atkins will be used to provide technical lead and support of the programme delivery. The structure and key responsibilities for each role is attached in the organogram below. The Project Board will be responsible for authorising key actions and financial management of the scheme. Progress meetings will be held monthly, supplemented by fortnightly conference calls to ascertain progress, identify and resolve issues and risks. B10. Management Case - Risk Management The CASPAR project team will utilise a standardised and robust approach to risk management. OCC will be thorough in identifying and managing risk. Risk management is part of our project management processes; risks will be reviewed regularly for the duration of the programme. All partners involved in delivery are obliged to identify and advise on risks that may affect the deliverability of the project. Has a risk register been appended to your bid? Yes - Please see Appendix B10.

SECTION C – Monitoring, Evaluation and Benefits Realisation

C1. Benefits Realisation (maximum 250 words) In order to determine the benefits of this project a baseline will be captured for key benefits of the project. Bay utilisation will be measured before the data from the sensors are fed into the app, this will indicate if there is reduction in empty bay time. There are currently 35,000 blue badge holders within 45 minutes’ drive of Oxford. There are 100 dedicated blue badge parking spaces in oxford and Circa 25 in Whitney Town Centre. This it is hoped that this project will have a significant effect in reducing “Access Stress” amongst this user group. It is difficult to quantify this qualitative impact. We will determine the benefits as perceived by the customer by undertaking a sentiment analysis in Oxford and Witney, analysing social media before during and after the project. We expect an improved perception of parking to be seen in vulnerable road user groups.

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The number of app users will be monitored during the CASPAR project and plotted in relation to utilisation of parking spaces to give an indication of the uptake and use of the technology by the customer. This will allow a clear picture to be developed of the impacts of the project. We expect a modest improvement in congestion, and reduction in space hunting time, though with the opening of the Westgate Centre and projected increase in visitor numbers this may be negated. The amount of revenue that is received through parking payment will be analysed and monitored for these areas before, during and after the project to determine the uptake and efficacy of this new technology. C2. Monitoring and Evaluation (maximum 250 words) In addition to looking at the benefits of the whole project there will be an exercise to determine the relevant benefits of using on street sensors vs. multi bay cameras: the downtime, maintenance and repairs will be compared for each technology. By processing and aggregating sensor data, through the existing Zipabout Platform, with other real-time data sets including weather, bus/rail movements and social sentiment, significant value will be attributed to the monitoring and evaluation phase of the project. For example, trends around availability of parking bays in different environmental conditions or around specific events can be modelled, allowing for improved planning and assessment of future investment. Zipabout provide a data platform which allows the easy monitoring and evaluation of key parameters such as the number of app downloads as well as how frequently the app is used. The UTMC to app link availability will be monitored along with both the sensor and camera availability. This information will be used to compare the two types of detection technology. The evaluation of the two monitoring systems will include the quality and frequency of the data, the availability of the data and the cost to install and maintain the systems. We will need to relate the performance of the scheme to the baseline situation; prior to the system going live we will record current behaviours and scenarios for around 4 to 6 weeks. This will form the benchmark against which we measure the impacts and outcomes of the implemented scheme. We will allow for an interim ‘one year after’ evaluation. This will offer a good sign post to the operating of the scheme and allow tweaks and enhancements to be made to improve the operation in years 2 and three.

SECTION D: Declarations D1. Senior Responsible Owner Declaration

As Senior Responsible Owner for CASPAR - Collaborative Smart Parking I hereby submit this request for approval to DfT on behalf of Oxfordshire County Council and confirm that I have the necessary authority to do so. I confirm that Oxfordshire County Council will have all the necessary powers in place to ensure the planned timescales in the application can be realised.

Name: Laura Peacock

Signed:

Position: Innovation and Research manager

D2. Section 151 Officer Declaration

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As Section 151 Officer for Oxfordshire County Council I declare that the scheme cost estimates quoted in this bid are accurate to the best of my knowledge and that Oxfordshire County Council - has allocated sufficient budget to deliver this scheme on the basis of its proposed funding

contribution - will allocate sufficient staff and other necessary resources to deliver this scheme on time and

on budget - accepts responsibility for meeting any costs over and above the DfT contribution requested,

including potential cost overruns and the underwriting of any funding contributions expected from third parties

- accepts responsibility for meeting any ongoing revenue requirements in relation to the scheme

- accepts that no further increase in DfT funding will be considered beyond the maximum contribution requested

- has the necessary governance / assurance arrangements in place - has identified a procurement strategy that is legally compliant and is likely to achieve the

best value for money outcome - will ensure that a robust and effective stakeholder and communications plan is put in place.

Name: Lorna Baxter – Chief Finance Officer

Signed:

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APPENDICES Oxfordshire County Council C-ITS – CASPAR - Smarter Parking

APPENDIX A3

Geographical area Blue Badge parking spaces to be monitored under the CASPAR project

Oxford P&D areas to be monitored under CASPAR project

Board St - SP 51461 06457

Parks Road - SP 51535 06582

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Central Witney On Street and municipal Carpark Blue Badge areas to monitored under CASPAR project OS Grid Reference: SP 35590 09664

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APPENDIX B4

APPENDIX B6

The Economic Case – Value For Money BCR Calculation The BCR calculated for this scheme makes several key assumptions, including the average time taken for vehicles to circulate and how many vehicles are circulating each hour. The number of vehicles which are circulating at any one time in these calculations is represented by the number of parking spaces within Oxford town centre. In total there are 2320 spaces in the town centre, which drivers could be using. The following assumptions have been made:

At the weekend the number of cars circulating looking for parking spaces each hour, will be 10% of the number of parking spaces available. It has been assumed that this will be the case for 6 hours of the day.

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On weekdays the number of cars circulating looking for parking spaces has been assumed to be 5% of the parking spaces available. It was assumed that this would be the case for 4 hours of the day. The app is to be publicized through the transport media campaign, which reaches an audience of 250,000 people. The business park is expected to have up to 20,000 users of the app, with at least 10,000 users initially taking up the app. It has been assumed that the average uptake of the app for those users looking to park in the city centre over the 3 years will be 20% at weekends and 30% during the week.

The duration and length of the circulation has been estimated using known driver behaviour and average times from google maps. This gives a total of a 4km circling and an average of a 16 minute diversion route.

These are the assumptions that have been made for Oxford. Similar assumptions have been made for Witney. There are 1625 spaces in Witney and it was assumed that 10% of this number have cars circulating looking for spaces for an average of 4 hours a day including weekends, it was assumed a 30% take-up of the app and an average circling time of 5 minutes with a circling distance of 1km.

Costs were converted to 2010 prices from 2016 prices (using the WebTAG GDP deflator), converted to market prices from factor prices and discounted to 2010 values, all in line with recommendations in WebTAG. On the basis of these input assumptions, the overall PVC of implementation is estimated to be £360,781 (PVC, 2010, market prices, including optimism bias, 3 year appraisal period).

Costs and benefits are considered over a 3 year appraisal period (based on likely lifespan of the equipment).

The estimated delays have been converted to the monetary values shown using WebTAG parameters for values of time. This is documented in the table below:

Present Value of Cost (PVC) £360781

Present Value of Benefits (PVB) £836743

Benefit Cost Ratio 2.31

Figure 1: Oxford circling route from google maps.

APPENDIX B8

Management Case – Delivery (Programme)

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APPENDIX B10 THE ECONOMIC CASE – VALUE FOR MONEY

Risk Register for CASPAR

No. Risk Title Risk Description Type of Risk Inherent Probability

Inherent Impact

Gross Mitigating Action Controls Target Update on Actions Owner Work Stream

Status Today

1 Co-operation of multiple stakeholders.

The co-operation of multiple stakeholders and suppliers could cause ‘pressure-points’ to be experienced within the delivery chain.

Resource/

Financial/

Human

1 3 3

Fostering a co-operative approach between OCC and Atkins to collectively resolve issues and ensure robust monitoring and reporting is undertaken.

2

Ensure early engagement with key stakeholders.

Undertake robust monitoring and reporting in a timely process, ensuring key outcomes and requirements are communicated with relevant stakeholders. .

PM All

2 Procurement Framework

Procurement frameworks are not appropriate and do not provide value for money.

Resource/

Financial/

Human

1 2 2

Using existing procurement channels, to build upon established relationships such as with Cloud Amber (UTMC) and ZipAbout (App).

3 Identify a procurement strategy that is legally compliant and will achieve the best value for money.

PM Procurement

3 Camera installations

Finding a suitable location that is appropriate and has the ability to serve the camera infrastructure.

Technical/

Equipment 2 3 6

Contingency will be included for installing the cameras, to account for any additional costs incurred. Close liaising with the university and knowledge on city buildings will help to identify suitable locations. Feasibility studies will be taken on early in the project to allow for locations to be checked.

3 Locations suitable are being identified for parking monitoring and camera installations.

PM Cameras

4 Uptake of the App.

Poor uptake of the app will limit revenue received and prevent a comprehensive evaluation of benefits realisation and will result .

Financial/

Social

Economic

2 3 3

The number of app users will be recorded before and after the parking space information is added to give an indication of the uptake and use of the technology by the customer.

2 Requirement of app data information and provision of resources to analyse data.

PM Evaluation

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APPENDIX B4 Continued

Letters of support

To whom it may concern

Re: CASPAR - Collaborative Smart Parking – The friendly parking project I am writing to confirm that Oxfordshire County Council is committed to supporting the delivery of the CASPAR project and supportive of its goal of developing a more collaborative approach to the provision of information to drivers in Oxfordshire. The project fits with our wider strategic aims to improve parking bay utilisation and facilitate better, more efficient journeys for Oxfordshire’s road users. My team has extensive project experience in this sector and supports several projects in the urban mobility research space. OCC view projects like this as playing a key role in delivering integrated mobility in our city and county. We look forward to supporting the successful delivery of the project. Yours sincerely

Llewelyn Morgan

Service Manager-Localities Policy Programs www.oxfordshire.gov.uk

County Hall, New Road, Oxford OX1 1ND Localities Policies and Programmes Environment and Economy

Friday, 30 September 2016

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