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Agenda Item No:
West
Midlands
Transport Authority
XX
Integrated
16 July 2015
Report:
ITA Connected Communities Group Progress Update
In forward plan
Yes
Accountable employee(s)
Mike Waters
Tel
Email
Chair of ITA Connected Communities
Group / Head of Transport Infrastructure
Coventry CC
02476 831048
Mike.Waters@Coventry.gov.uk
Recommendation(s) for action or decision:
The Authority is recommended to:
i.
ii.
iii.
To note and comment on the ‘statement of intent’ in paragraph 3.1 and the outline
strategy framework in Appendix A, which is to be developed into a comprehensive
Intelligent Mobility strategy document to support the emerging ITA Strategic Transport
Plan;
To recognise the work of the Low Emissions Towns and Cities Programme, and to
accept future reporting of this group via the Connected Communities work-stream in
order to inform the adoption of evidenced policy and strategy; and
To endorse the New Journey Board Terms of Reference, this will guide the delivery
activity of Centro/PTE, as they work towards delivering the priorities identified in the
strategy framework.
1.0
Purpose
1.1
The ITA has stated that they would like to develop an Intelligent/Smart mobility strategy
for the West Midlands and tasked the Connected Communities group to undertake this
work on their behalf.
1.2
Given the breadth of this topic, the Connected Communities group have developed an
initial report to seek feedback and clarity on the direction of thinking and to progress
some early wins.
2.0
Background
2.1
A policy paper on Intelligent Mobility was submitted to the ITA on 18 March 2015 and a
high level policy statement and objectives were agreed. This also provided the basis for
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formation of the ITA Connected Communities Group. The terms of reference for the
group have been published here: http://www.wmita.org.uk/media/3169/ita-connectedcommunities-group-tor.docx
2.2
This Group has been established and is meeting regularly to identify a framework and
critical elements for an Intelligent/Smart Mobility strategy to support the overall ITA
Strategic Transport Plan, along with a number of priority work areas that are critical first
steps.
2.3
It has also identified a number of other relevant Groups which the Authorities across the
Met area are involved in, which need to be coordinated in order to ensure the effective
delivery of objectives and outcomes.
2.4
The Intelligent/Smart Mobility agenda is concerned with meeting traveller’s needs
through efficient and seamless journeys, using a broader perspective and set of
measures than just focusing on specific transport modes or traditional infrastructure
investment. Instead the focus is on what people and businesses value in order to target
crossing cutting technological measures to enable commercially attractive solutions for
the whole journey to be developed.
2.5
The emerging Strategic Transport Plan has a strong emphasis on making better use of
existing transport capacity and promoting use of sustainable travel choices such as
public transport and cycling. This is alongside limited new transport links to unlock growth
sites, improve pinch-points and improve the environmental and safety performance of a
smarter, more integrated urban transport system.
2.6
Intelligent or Smart Mobility is an integral part to making the most of the whole transport
system, which is set out in the emerging Strategic Transport Plan.
3.0
Framework for Strategy
3.1
A working draft ‘statement of intent’ has been developed to provide a simple sense check
against which potential activity can be assessed:
“The West Midlands will have an effective well used intelligent mobility solution
which supports travel across all means of transport. People and businesses will be
enabled and incentivised to make cost effective, informed and sustainable travel
choices using ‘live’ travel information and seamless payment systems which span
multiple modes.
We will work with others to ensure that developments in technology and
innovation are encouraged and harnessed effectively to deliver the best
practicable level of service.
We will have a coordinated approach to meeting the challenges of air quality
objectives and changes in population and demographics through the effective
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management of road traffic, innovation in services and vehicles and in
infrastructure technology”
3.2
Appendix A sets out a draft framework for an Intelligent Mobility strategy. The framework
identifies the main areas of activity which the ITA and its delivery partners can undertake
against a number of headline immediate priorities. The framework is also intended to
support other key ITA policy areas including future bus governance. The immediate
priorities identified for the strategy are:
 Ticketing & Fares: Simple and affordable ticketing available to all to support social
inclusion;
 Travel Information & Journey Planning: Clear information and guidance
accessible to all available before and during a journey to increase traveller
confidence and experience;
 Data management: Open and integrated public data sources including
environmental, management and travel systems which are available for any
interested party to use provide solutions, do research and / or generate innovation
activity;
 Air Quality & Emissions: A significant reduction in the impact of road traffic on the
environment through reducing the direct emissions from vehicles, influencing the
choices made on how and when to travel and creation of efficient and effective
highways; and
 Incentivising sustainable travel choices: Increased availability, knowledge of and
willingness to use sustainable and active travel choices in order to reduce car
dependency and increase economic, social and health outcomes.
4.0
What role for the ITA and partners?
4.1
Looking to the future, people will increasingly want to use smart devices, not only for
information about how best to get from A to B by all modes of travel, but also to pay for
access to those modes. This emerging technology offers exciting opportunities to make
travel more convenient and to promote and incentivise travel options which help in the
management of the network and to help deliver heath and economic objectives.
Technology also offers a powerful ability to target and tailor information and services to
support specific needs – those in education or tackling the increasing challenge of
services for an aging population.
4.2
However, the full benefits of these options are only achieved if the products that are
carried on smart devices and other platforms are attractive, simple, readily available and
competitively priced. For example, ticketing options that linked to travel information and
are simple to use and understood are central to making complex urban public transport
networks attractive and accessible to users.
4.3
As a minimum, a system is needed which is consistent across all forms of transport,
provides an ‘end-to-end’ journey fare and enables people to pay once by a variety of
means. Therefore there should be choice for the customer that includes options such as
smartcard, bank card and on street terminals etc.
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4.4
There is great potential to extend this capability to include payment for other services –
for example, a discounted and guaranteed parking space if you travel 10mins later/earlier
in order to help manage congestion on a busy train or highway corridor. Held within the
companies, agencies and Universities of the West Midlands is some of UK’s and Global
leading expertise in the field of intelligent mobility. Utilising this gives the West Midlands
real potential to demonstrate world class solutions which support innovation and growth.
4.5
The ITA and Local Authorities play an important part in achieving this. New partnerships
with SME’s, industry, entrepreneurs, research institutions, funders and technologists, as
well as traditional partnerships with travel operators and service providers need to be
explored as part of this process. As detailed in the appendix, the strategy framework
splits the roles and activity which the ITA and Local Authority delivery partners can play
into four possible groups: Service Provider, Regulator, Facilitator or provider of
Leadership.
5.0
Other relevant activity to the Group
5.1
Within the Metropolitan Area two existing groups have been identified, which it is felt
should fall within the purview of the overarching activity of the ITA Connected
Communities work, and ultimately under the direction of the ITA. These are:
Centro’s New Journey Board and Initiative
5.2
An initiative and ‘brand’ formed by Centro following a conference titled ‘New Journey’
which Centro organised in November 2014 to explore future transport challenges. A
further conference was held on July 6 2015.
5.3
The Board was subsequently formed by Centro to provide advice on Centro’s intelligent
mobility activity and the projects and bids which Centro is pursuing. This has
representation from private sector delivery partners including London Midland, National
Express, Innovation Birmingham and Amey (Board Chair), as well as Centro,
Birmingham CC, Coventry CC and the ITA Policy & Strategy Team.
5.4
Terms of reference has been developed to reflect a proposed focus on project delivery
against priority areas, such as ticketing technology and the development of journey
information systems. The terms of reference can be found in Appendix B. In summary the
main task of the New Journey initiative, which the ITA should expect Centro to deliver, is
to:
“Bring together real time information, effective journey planning, simple virtual
ticketing and commercial opportunities to provide attractive, personalised mobility
across multiple modes, from journey start to journey’s end”
The West Midlands Low Emissions Towns and Cities Programme (LETCP)
5.5
The LETCP is a partnership comprising the seven West Midlands Local Authorities,
working together to improve air quality and reduce emissions from road transport. It has
received funding support from DEFRA over recent years in order to carry out its work.
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5.6
The LETCP has recently published a series of documents and is working on several
other valuable studies. Collectively the work can inform the respective Local Plans of the
Met Authorities, is helpful in demonstrating Duty to Cooperate and provides important
evidence to demonstrate working towards meeting air quality action plans and statutory
obligations.
5.7
Further detail on the work that the Partnership has undertaken is provided in Appendix C,
but in summary it is directly addressing some of critical health and environmental
objectives set locally and nationally and is an example of best practice. It is proposed to
provide further support to the group through the ITA Policy & Strategy Team and to use
the ITA Connected Communities work-stream to provide some oversight and reporting.
6.0
ITA Treasurer Comments
6.1
There are no direct funding implications of this report, but the future comprehensive
strategy and emerging ITA Strategic Transport Plan will need to consider the necessary
funding requirements.
7.0
ITA Legal Comments
7.1
A number of the objectives and outcomes included within the Appendix are statutory
requirements upon PTE/ITA and will need to be delivered in a way consistent within
legislation.
7.2
Where data is concerned, compliance with transparency legislation will need to be
achieved but care will need to be taken not to breach data protection legislation or
various confidentiality undertakings in contractual arrangements between ITA/PTE or
partners and suppliers/third parties when doing so. Conversations with legal are
recommended before the release of any data as currently happens.
7.3
Discussions and arrangements with third parties such as technology
partners/entrepreneurs etc as mentioned in the paper will need to be conducted so as to
comply with procurement and competition legislation.
8.0
Schedule of background papers
8.1
ITA 18.03.2015: Item 7 – Intelligent Mobility Policy Paper
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Appendix A – Strategy Framework
Travel Information & Journey
Planning
Ticketing & Fares
Priority
Areas
Strategic Roles for ITA and Delivery Partners (Local Authorities and LEPs)
Facilitator
Leader
(common
activities
(common
activity across
Service Provider
Regulator
Policy Objective
Targeted outcome
Simple
and
affordable
ticketing available
to all.
Most travellers choose
to use a single cost
effective and seamless
virtual ticket system (or
mobility account) which
functions across multiple
modes and is used and
promoted by >90% of
transport
operators
within the Met area.
 Provision of a robust,
financially sustainable and
universally
applicable
infrastructure for ticketless
and SMART ticket travel
across all modes and
operators using flexible
payment options
Most
(>70%)
of
travellers choose to use
live accurate information
& guidance systems
which
are
available
through
multiple
channels. Systems are
linked
to
enable
incentivisation of choices
which benefit overall
policy objectives.
 Development of multi
operator, multi modal
travel information and real
time journey planning for
use in multiple channel
applications
Clear information
and
guidance
accessible to all
available before
and
during
journeys
 Integration of systems
and ticket data with global
and national systems in a
way
that
supports
innovative
3rd
party
solutions
 Collaborative
development of predictive
journey
planning
capability which is linked
to journey purpose and
individual circumstances
 Discharging statutory
and
discretionary
concessionary
travel
schemes.
 Discharging statutory
duties
to
ensure
suitable
travel
information provision
 Working within bus
policy and rail franchise
frameworks as well as
other regulated service
provision
to
apply
relevant
service
standards
 Leading
and
championing
the
development
of
universal
standards
which support cross
boundary and pan UK
solutions and minimise
system
costs
and
duplication of effort
 Providing,
and
if
across multiple priorities)
ALL priorities)
 Bringing together
operators
and
service providers to
illustrate
best
practice
and
business benefits
 Incentivising the
adoption
of
technology
and
solutions as a funded
element of other
scheme delivery.
 Providing
clear
communication
on
the
benefits
and
outcomes
to
all
audiences
 Presenting
the
case for technology
investment
 Clearly
stated
priorities, linked to
growth, health and
social
inclusion
agenda
 Applying
best
practice and trial
blazing within own
and
partner
organisations
to
demonstrate
and
pilot benefits and
outcomes – e.g. use
of Low Emissions
vehicles, adoption of
 Working
with
universities to create
wide ranging data
systems which are
valid, accurate and
comprehensive
–
and
relevant
to
private
sector
innovation
and
commercial needs
 Identifying
new
technology
opportunities
and
matching these to
funding & bidding
opportunities
 Signposting
partners and private
sector to appropriate
direct funding and
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Priority
Areas
Policy Objective
Targeted outcome
Open
and
integrated public
data
sources
including
environmental,
management and
travel
systems
which
are
available for any
interested party to
provide solutions,
do research and /
or
generate
innovation
activity.
 Improving and making
business and logistics
movements
more
efficient with effective
Urban Traffic Control
Strategic Roles for ITA and Delivery Partners (Local Authorities and LEPs)
Facilitator
Leader
(common activities
(common activity across
Service Provider
Regulator
Data management
across multiple priorities)
 Two-way information
flows in place between
the
customer
and
service providers with
systems
that
are
accurate, live & tailored
 Cost effective and
self-sustaining
data
management systems in
place which are actively
used by public and
private sector initiatives.
 Ensuring the all local
authority transport data is
hosted in an affordable
way in a commonly
accessible
source
accessible to all with clear
information on validity
 Applying accurate data
from multiple sources to
refine and improve the
operation and resilience of
the transport network
 Providing the necessary
central
systems
architecture
and
infrastructure in an open
and cost effective way
appropriate enforcing,
quality assurance and
validation for transport
data,
minimising
barriers to access
technology
development
opportunities
 Fostering
development
partnerships,
integrating
Economic
Development
activity
the
of
with
ALL priorities)
enforced
organisational travel
policies
 Setting
procurement
standards, managing
and letting contracts
in a way which
supports sustainable
and low emission
travel behaviours
 Bringing together
health and transport
sectors with other
public
sector
services to pool and
coordinate effort
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Priority
Areas
Policy Objective
Targeted outcome
A
significant
reduction in the
impact of road
traffic
on
the
environment
through reducing
the
direct
emissions
from
vehicles,
influencing
the
choices made on
how and when to
travel
and
creation
of
efficient
and
effective
highways.
 Over half the private
and commercial vehicle
fleet
is
Ultra-Low
Emission.
Increased
availability,
knowledge of and
willingness to use
sustainable and
active
travel
choices in order
to reduce car
dependency and
increase
economic, social
and
health
outcomes.
 Active travel choices
are incentivised and
undertaken regularly by
all the travelling public
as a recognised aid to
healthy lifestyles.
Strategic Roles for ITA and Delivery Partners (Local Authorities and LEPs)
Facilitator
Leader
(common activities
(common activity across
Service Provider
Regulator
Incentivising sustainable travel
choices
Air Quality & Emissions
across multiple priorities)
 Travel choices made
by the public and
commercial sector are
directly informed by
timely information and
the availability of lowemissions choices with
systems in place to
ensure
the
lowest
environmental
impact
choice is viable at least
30% of the time.
 Alternative models of
car
access
and
ownership are available
so that ownership is not
essential and allows
people
to
access
opportunities,
without
the cost of owning a car.
 Continued
implementation
mitigation measures
 Integration
education
and
programmes
 Monitoring
reporting
of
with
health
and
 Increasing choice of
modes and flexibility of
transport system to avoid
travellers being ‘locked in’
to one mode
 Providing, or being the
catalyst to the provision
of, flexible ‘hire’ systems –
car, bike or on-demand
 Provision of statutory
monitoring
and
reporting
 Management
of
AQMAs
 Integration
with
spatial planning and
policy
 Compliance with EU
Directives
to
help
improve
local
air
quality.
 LEZ initiatives and
incentives
(where
appropriate)
 Air Quality action
planning
 Building in financial
incentives, caps and
guarantees to provide
consumer confidence
around
more
sustainable
travel
choices.
As above
ALL priorities)
As above
 Working
with
employers
and
residents to provide
travel advice and
identify best value
travel options
.
As above
 Direct provision travel
support for those seeking
employment and training
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Appendix B – New Journey Advisory Board – Terms of Reference
NEW JOURNEY ADVISORY BOARD - TERMS OF REFERENCE
Technology is changing the way people think and plan. It enables people to plan ahead
and manage unexpected circumstances using live data and giving immediate different
travel choices through a choice of modes made easy to use by the use of integrated
smart ticketing. Smart phones and other portable devices allow people to access live
information and receive personalised messages quickly and simply. Centro is therefore
working with project partners to bring together real time information, journey planning,
ticketing and commercial opportunities to provide attractive, personalised mobility, from
journey start to journey’s end. This ‘New Journey’ initiative will support the policy
objectives and strategy of the West Midlands ITA.
To help give practical guidance and shape the work of project partners Centro has
created the New Journey Advisory Board with expertise in this field.
To avoid duplication of effort, the Board will also provide technical and delivery advice to
the ITA to support its Strategic Work Programme, working through the ITA’s Connected
Communities work stream. The ITA will set the future strategic direction for areas of
transport activity, investment and priorities and will provide alignment with overarching
economic, environmental and social policy.
Purpose of the New Journey Advisory Board
 To critically review and advise on the work of project partners working within the New
Journey programme of activity.
 Review potential projects submitted by partners and make recommendations as to their
suitability for funding from Centro and, with due regard to the alignment of funder and ITA policy
objectives, assisting in the prioritisation of projects.
 To provide advice and guidance on potential funding streams of Our New Journey
demonstration projects, such as EU Horizon 20:20.
 To draw on the experience and knowledge held within the board to provide a challenge that
New Journey workstreams are not being developed in isolation from other known relevant
projects.
 To provide advice and guidance the development of projects under the New Journey
programme which will support the wider Smarter Cities concept, economic and social policy
drivers.
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 To provide technical, delivery and commercial advice to Centro, the West Midlands ITA, and
partners in the further development smart mobility, journey planning and integrated ticketless
travel across the conurbation, in line with on-going Smart Cities work and core cities.
 To ensure that potential projects have the necessary buy in and support from key
stakeholders, by providing advice and guidance as an advisory board and identifying other
relevant stakeholders.

Provide insight from partner perspectives of trends in the technology and transport markets
 To provide a challenge that New Journey work streams consider the needs of existing and
future customers and align to the ITA policy objectives.

Focus attention on outcomes and of delivering economic, environmental and social benefits.
 Facilitate and promote cross organisational and cross sector working, particularly involving
the small business innovation sector.
Membership of New Journey Advisory Board
Mark Saunders (Ferrovial/Amey) - Chair
Geoff Inskip (Centro)
Chris Perry (Centro)
Laura Shoaf (ITA Policy & Strategy Team)
Anne Shaw (Birmingham City Council)
Mike Waters (Coventry City Council)
David Bradford (National Express West Midlands)
Ian McLaren (London Midland)
Raj Mack (Digital Birmingham)
Kevin Vincent (Coventry University)
David Hardman (Innovation Birmingham)
Frequency of meetings
It is proposed that meetings are held every three months.
July 2015
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Appendix C - Low Emissions Towns and Cities Programme
The Low Emissions Towns and Cities Programme is a partnership comprising the seven West
Midlands local authorities, (Birmingham City Council, Coventry City Council, Dudley MBC,
Sandwell MBC, Solihull MBC, Walsall Council and Wolverhampton City Council) working
together to improve air quality and reduce emissions from road transport.
The intention is to do this by promoting the uptake of low emission fuels and technologies,
establishing a low emissions strategy, and developing various tools and resources. The
objectives of the programme are to investigate and produce various regional strategies
designed to improve air quality, with a view to meeting national air quality objectives.
Funded through a Department of Environment, Food and Rural Affairs (Defra) Air Quality Grant,
the aims of the LETCP are to:
 Improve air quality through the reductions in road transport emissions, and
simultaneously reductions in carbon emissions;
 Establish best practice policies and measures for the West Midlands, creating
transferable models for other towns and cities;
 Improve health; and
 Maximise opportunities for economic development through the transition to a green
economy.
The LETCP has to date published three documents as part of its on-going programme of low
emission initiatives for the West Midlands, which include:
 Good Practice Air Quality Planning Guidance - May 2014;
 Good Practice Procurement Guidance - September 2014; and
 West Midlands LETCP Low Emission Zones (LEZ) - Technical Feasibility Study
Work Package 1 Scenario modelling base case.
The LETCP is also undertaking:
 ‘Technical Feasibility Study Work Package 1a: Scenario modeling’ is designed to
assess the viability of introducing LEZs at key strategic locations and investigate the
feasibility of a transferable LEZ model for the West Midlands.
 The Work Package 1 reports examine selected candidate scenarios for the LEZ
study based on assessments of need and the potential to reduce pollutant
concentrations by vehicle emissions control measures, describing the development
of a methodology for assessing the impact of LEZs on air quality and the relative
contribution of vehicle classes to nitrogen dioxide concentrations. Work Package 1a
report sets out the findings of the scenario modeling and is expected to be available
during summer 2015.
 A draft ‘Economic and health impacts of air pollution’ study has been developed,
which will be available as a report later in the year.
The LETCP has produced a draft Low Emissions Strategy, completion of which is scheduled for
summer 2015. This work has been fed into the ITA Connected Communities Group work
programme. The ITA Policy & Strategy Team is also supporting the LETCP to ensure that any
Low Emissions Strategy is consistent with the emerging WM Strategic Transport Plan.
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