City Science was commissioned by Greater Cambridge Partnership to provide Cambridgeshire County Council a technical delivery roadmap for recommended enhancements to their network management systems, as well as setting the context and wider vision before identifying options for change across areas covering organisational policies, data, systems & processes, and infrastructure. This project demonstrates our expertise in providing technical and organisational advisory services working on a multi-faceted project covering extensive transportation management and operational systems linked to future strategy and cutting-edge technology.
Scope
City Science was commissioned to develop a vision and roadmap for the future development of the Integrated Highways Management Centre (IHMC) in Cambridgeshire. The IHMC covers functions such as traffic signals, on-street infrastructure, real-time bus information, future bus priority requirements, priority for active modes, real-time transport data systems, customer information systems, parking systems and systems of predictive analytics.
Cambridgeshire had an ambition to develop a world class Network Management Centre to build on existing good practice, while future proofing the service and solution to manage a diverse and challenging transport environment. Our client wanted to understand current best practice from around the world as well as emerging possibilities enabled by new technologies (such as Connected & Autonomous Vehicles, Mobility as a Service, Artificial Intelligence and Machine Learning). All while ensuring a well-grounded ambition that is both deliverable and financially sustainable.
Our Approach
We led a review of the current arrangements, made recommendations and advised on how to improve and develop new and existing systems to ensure Cambridgeshire has a world class network management service. We developed a roadmap towards a world class mobility offering. Our approach to developing a roadmap comprised a top-down vision-based analysis and a bottom-up analysis of areas for improvement. Our team brought a range of technical skills to this, including infrastructure, traffic engineering and signal timings, bus strategy and operations, active travel, data and real-time systems, policy, parking operation, systems integration and user needs research.
- Our Current State Report, outlining the current situation, was informed from collating a range of inputs including analysis of systems maps, primary research, existing systems outputs, inputs from the current team, strategic papers and policy documentation. Inputs included technical diagrams, system specifications, interface specifications, asset locations, contract information, costs and data samples/extracts. Inputs were reviewed and ranking by experts considering importance and risk. For higher risk input data , system maps were re-built independently whilst working directly with users. These were then compared to originals and any discrepancies investigated. For lower risk systems (e.g. standalone systems) an audit sample was undertaken to assess the accuracy of information provided. Our approach included a comprehensive review of local policies, technology systems and international best practice. The outputs for each of these work packages were reported to stakeholders as they emerged, enabling us to tailor the focus of the research to cover the key areas of need.
- Stakeholder Engagement: Our advisory process was robust, evidence-based and inclusive. We achieved this through comprehensive research and in-depth engagement with system users and experts. User research was undertaken using 1:1 interviews and workshops to gather quantitative and qualitative information and identify ideas. We categorised our discussion with stakeholders into four themes of Policies, Data, Systems and Infrastructure.
- Visioning & Options Analysis: We consolidated outputs from previous stages using a thematic analysis and vision development. This was an inclusive process undertaken through workshops ensuring that the team owned the vision and there was consensus around the key specifications for the solution. We then undertook a detailed options analysis. This analysis consolidated issues identified and interventions required to deliver the vision which covered over 25 key design areas.
Outcomes
Our recommendations offered a strong opportunity to improve access to, and useability of systems and provide enhanced services to customers while enhancing the funding footprint of the service and delivering a potential annual direct benefit in the first two years. We produced a systems interaction framework, which reflected that fact systems did not sit in isolation and were influenced by policies, data and available infrastructure.
For each area we defined a range of options (with benefits, costs and risks analysed). Preferred options were then prioritised into a roadmap which provided a succinct and easy-to-understand programme to deliver the key changes. Finally, a financial analysis was then undertaken to develop benefits and costs for each of the initiatives and the overall programme.
Our roadmap included:
- Governance: We recommended a range of measures to improve governance of systems and data, to ensure future duplication is minimised, that there is a clear and transparent architecture and that interoperability and useability of systems is maximised.
- Common Database: We proposed a common database to addressing many data architecture and interface issues, enabling staff training and investment in a reduced number of systems, whilst also providing increased functionality, knowledge resilience and useability.
- Income & Funding: We identified a range of measures offering a blended approach to improving the financial position. These include removal of partial system duplication and pursuit of new opportunities, such as a Lane Closure Scheme.
- City Access: We outlined how new systems and integrated functionality would offer a new opportunity to review and simplify city access. Such a review could identify options to simultaneously improve access, influence flows along key corridors, link to strategies in the common database system and raise revenue and improved funding.