Strategic Business Case for Digital Built Britain

Digital has transformed the full life cycle of the embedded environment to increase efficiency, improve economic and social performance. This Strategic Business Case (SOBC) illustrates a Digital Built Britain Level 3 investment case under the HM Treasury Green Book guidelines

Foreword “In 2015, the Government unveiled its visionary plan to build a digital UK. The digitization of the entire lifecycle of UK assets will reduce lifetime costs and carbon emissions while ensuring infrastructure availability and resilience. To make the program possible, the partnership between Innovate UK and the Department of Business Energy and Industrial Strategy (BEIS) has concluded £ 15m to focus on: • UK standards and support for Building Information Modeling (BIM) Level 2 • Increased international trade opportunities in UK Companies • BIM Level 3 Program Development • Cybersecurity • Private Sector Investments and Engagement • Early Helicopter Projects Focusing on BIM Level 3A and Manufacturing Technologies This strategic business case outline presents an investment case related to the UK Digital Construction development. the impact of the built environment on the UK economy and the UK's gross domestic product (GDP) growth potential over the next 15 years. I would like to thank and thank all those who contributed to this and recommend this business case to the many innovative start-ups and SMEs that are changing our big industry. This business foundation is at the heart of the £ 17 0million Transforming Construction Industrial Strategy Challenge Fund (ISCF) and an agreed sector deal that will pursue this vision of revolutionizing the performance of the construction sector for future generations. ”Simon Hart, MIET Managing Director, Digital Built Britain Statement In the preparation of this report, EY acted exclusively in accordance with the instructions and for the purposes of the Digital Built Britain Board of Directors. This report may not have addressed issues of concern to third parties. Any use that third parties may choose to use our report is entirely at their own risk and EY accepts no liability in connection with such use.

Abstract

This document summarizes the arguments for government investment in the development of information standards, tools and skills that will enable greater economic and social return from investing central and local spending in UK infrastructure. Such an investment enables an improvement in the way UK infrastructures are planned, designed, built, managed and operated with greater efficiency, lower costs and higher levels of resilience. This proposal is presented as a Green Paper business case which, in 5 "cases", provides the strategic, economic, financial, commercial and managerial case and a range of options to achieve the required result. shows at a time when the government is making record investments in new transport, energy, utilities, education, housing, health and defense infrastructure as part of the National Infrastructure Supply Plan 2016-2021 (NIDP). Despite enormous advances in the application of information and technology, the way existing infrastructures function and operate has changed a lot over the past decades. The UK must not only build new infrastructure, but also make sure what already exists works as efficiently as possible. The limitations of existing infrastructure are visible almost every day and the UK's production capacity is limited by overcrowded or congested transport links; insufficient affordable housing with convenient access to employment centers; overburdened health services; growing shortage of schools; inadequacy of local energy supply and the need for greater resilience to extreme changes in weather conditions. In many cases, a large part of the required capacity already exists to achieve the desired results, but the combined way to reallocate and reconfigure multiple existing infrastructure services to release this latent capacity does not exist. Over the past 6 years, Digital Built Britain (DBB), previously the UK BIM task force, has developed Level 2 BIM to improve efficiency and achieve greater efficiency in the UK construction sector. The United Kingdom is a leader internationally and has increased its exports of architecture, engineering, construction and information services. In 2015, the Cabinet Office reported 1 that applying Level 2 BIM standards, tools and skills has already helped save £ 2.2 billion across the government. In February 2016, the scope of DBB was extended beyond the construction efficiency to include information supporting the development of our current and future cities. The award has also grown, from improving construction efficiency to improving national productivity by ensuring that built-in and natural resources deliver high-performance services. The next generation of DBB (Level 3) is required to handle information throughout the built environment resource economic cycle. Work undertaken in developing this strategy has identified relationships and potential value that could have been unlocked had such a holistic, evidence-based approach been taken. Figure 1 illustrates the end-to-end value chain and the potential value that can be unlocked with a DBB program.

Figure 1 - The potential life cycle benefits of DBB could release 0.5-6% of GDP - see original document

In 2016, the built environment had an impact on the UK economy of around £ 808 billion, or around 43% of GDP. This impact occurs throughout the asset lifecycle, as shown in Figure 1. £ 89 billion was spent in the capital expenditure phase through planning, design and construction. These expenses will rise to £ 122bn for operations and maintenance, and economic efficiency, functional services depend on a built environment of £ 597bn. Based on the successful work already carried out by DBB and based on interviews with potential beneficiaries supported by case studies that provide benchmarks for single examples of information use, benefits are predicted at each stage of the life cycle. This shows that DBB offers the opportunity to unlock the annual GDP growth of 0.5-0.7% in the next 5 years, which will increase to 1.0-2.7% in the next 10 years, and after 15 years it will increase to 3 -6%. be implemented in the absence of appropriate information standards, tools and skills. The DBB approach will continue to develop interventions for individual capital expenditure (CapEx), operational expenditure (OpEx) and service outcomes, including further investments to those already made at BIM Level 2 and enabling efficiency in modular manufacturing, project management, robotics, new materials and analysis. However, as we have seen with previous investments such as BIM Level 2, such narrow spheres of intervention can only by definition have a limited impact. Learning from Level 2 has been invaluable in both return and learning, but this will be the last intervention on the "old model" we will do. Going further, it is clear that we need a "new model" and the digitization of the sector proposed by DBB will provide a digital platform for the full cross-integration of the built environment service sector. Digitization will enable CapEx, OpEx and services to systematically learn from each other. Communicating information from design to operations and service delivery keeps your assets and asset systems running while reducing costs and optimizing services. Feedback from information on how the infrastructure is used and how it works allows for a better approach to planning, instruction and design, construction and operation / maintenance. An open, transparent platform will allow government, the service sector and society, the ultimate consumer of services, to understand how public money is spent and how value is provided.

It will take too long to leave this intervention in the market, if it ever happens. DBB's work on BIM L2 has already shown on the international stage that when the government develops new information standards, skills and tools, the service market and significant benefits are developing. The SOBC concludes with 5 cases of the Green Paper approach: Strategic case: there is a strong case for change. Previous work by DBB has confirmed this approach. The work of the SOBC has confirmed its wider application and overall link with improving productivity in a way that enables innovation, skills, infrastructure, public procurement, energy and the regional growth pillars of the Industrial Strategy Green Paper. Changes can be made to government-funded capital expenditure that benefit the asset's long-term operating costs. This will improve operations on existing assets that are beneficial to service outcomes and optimize services that rely on government funded infrastructure to meet demand. These benefits are amplified when modeled in many services such as housing and transportation, which translates into qualified and increased social value. The payback cannot be achieved without government support for market development. Intervention options have been identified and will be developed as the program progresses. Commercial case: DBB would expand the existing UK market for information skills and services as a global leader with export potential. The SOBC has identified a gap in the market for new commercial services for infrastructure optimization and investment modeling, depending on the successful adoption of the information standard. The work of DBB to date has already proved that this is the case in construction, with leading companies in Great Britain. The financial case: DBB's work would be a key factor in achieving both the building and smart city goals in an industrial strategy. The early stages of DBB's market preparation work are best accomplished through industrial strategy R&D funding targeting a center of excellence that attracts private sectoral investment. Management case: DBB work requires the continuation of the Green Paper approach, coupled with the DBB system engineering approach to implementation. This will ensure a clear alignment of overall policy goals of government, sectors and beneficiaries, private sector commercial market development, information standards, skills and tools, detection and monitoring technology required; all closed within security and trust. Recommendations: The recommended next steps for DBB are:

1. A shortlist of preferred Level 3 options for further development during the general business case. This may include further development around these themes: a. Engaging industry, government and academia to inform and challenge b. Develop a research bridgehead c. Define the necessary standards, tools and skills d. How to obtain certification for products and services, for example using the equivalent of "RegTech". Integration with other aspects of the DBB program including production f. Development of proof of concept and pilot projects.

2. Seek funding to develop a short-term level 2 (convergence) program to increase investment made in BIM, sensors and metering, and digital city services

3. Determine the best way to further develop and deliver your preferred option

4. Communicate progress regularly and collaborate with industry, government, and academia to ensure a managed process of industry change

Introduction

While there are innovative companies in the UK, there is still a big challenge in terms of productivity. Figure 2 shows that UK productivity is on average 20% lower than the economies of France, Germany and the US2. This currently represents 20% of total GDP of £ 1,869 billion. While considerable efforts are being made to close the gap, each time there is an economic recession, the gap is widening due to different approaches taken by individual countries. This was especially prevalent after the 2008 market crash, when many countries invested significant amounts of public spending in infrastructure. Productivity in the UK construction sector is well below the national average and, due to its impact on the country's overall GDP, will worsen the country's economic performance. This is due to many factors, including the slow implementation of innovative processes and technologies, high labor intensity, limited coordination and unsophisticated supply chain practices.

Figure 2-Economic Growth / Hours Worked: A Growing Productivity Gap Over 50 Years - See Original Document

In 2011, the Government's building strategy mandated the use of BIM Level 2 on all central government funded projects by 2016. BIM Level 2 is transforming the UK construction industry - a vital sector that employs more than 3 million people and delivered £ 89 billion in 2016 on the UK economy3. BIM Level 2 enables cooperation with the use of the information model of the built resource and enables the coordination of information about the project, construction and commissioning / maintenance of this resource. In the design phase, BIM Level 2 enabled multidisciplinary design teams to create designs more efficiently and efficiently and test them before building them, eliminating "clashes" of services requiring re-design work and causing costly delays. In construction, BIM Level 2 has enabled engineers, contractors and suppliers to plan the sequencing of the construction process and plan the integration of complex components, reducing waste and the risk of rework. Level 2 BIM has made it possible to increase efficiency through collaboration in the use of common construction project information models and has made a significant contribution to building cost savings over the past 5 years. The use of BIM Level 2 resulted in efficiency between 10 and 20% 456 in the capital investment phase of the built environment economic cycle. Cabinet construction reports also show that in 2011-2015, BIM Level 2 resulted in over £ 2 billion in savings on government projects. The DBB program combines an industrial strategy, including the 2020 Construction Strategy, a Business and Professional Services Strategy9, a Smart City Strategy10 and an Information Economy Strategy11, providing a coherent vision of how a highly efficient, transparent economy can be created that effectively delivers services to all its citizens. The goal of DBB is a smooth transition from BIM Level 2 achievements and construction strategy to an environment where technology and working with technology are second nature to construction. This will fulfill the vision of digital transformation of the full life cycle of the built environment to increase efficiency, improve economic and social performance. This will allow a thriving UK digital economy in the built environment, fostering growth and competitiveness and enabling much better use of current and future resources of the built environment.

In the longer term, productivity growth is a key determinant of economic growth and, along with higher employment, is a key path to a higher standard of living. ”Dame Karen Dunnell, National Statistician and former director of the Office of National Statistics

The DBB program will enable the government to achieve the following strategic goals: • Reduce total built environment spending: Information-driven transformation will enable optimization throughout the life cycle of the built environment, resulting in lower life cycle costs. For example, information that can enable changes in energy maintenance and consumption or enable advanced manufacturing techniques to reduce costs • maximize ROI in the built environment: Enable data-driven decision making through integrated strategic financial investment planning to promote transparency, cost certainty and ensure that every pound invested under the £ 300bn NIDP12 is maximized • Increasing the availability, efficiency and performance of the existing built environment: Most of the infrastructure planned for 2050 already exists. This program will define a commercial and information framework to accelerate the development and application of new breakthrough technologies to increase efficiency and get the most benefit from the existing built environment. For example: accelerating connected and autonomous vehicles or • 3D printing in the built environment in the UK information economy: New technologies, skill sets and paid employment opportunities that drive growth and create valuable export opportunities. For example, by creating data of scientists using advanced artificial intelligence algorithms, robotics systems, big data analysis, the DBB Program supports the policy objectives of: • Department of Business, Energy and Industrial Strategy • Department of Digital Culture, Media and Sports • Ministry of Housing, Community and Local Government • Department of Treasury • Department for Environment, Food and Rural Affairs • Cabinet Office and Infrastructure Project Office • Department of Transportation • Department of International Trade An assessment of how the DBB program essentially supports each of these policy objectives is provided in Appendix A.

2.1. Introduction

In the strategic case, a case of change was presented and the relevance of the information-driven transformation and the overall relationship with improved productivity and economic growth were tested. In the strategic case, the following issues were examined: • the contribution of the built environment to economic growth • the constraints of the built environment to the UK economy growth • market failures • DBB vision, approach and beneficiaries • DBB program results • Information to drive more economic growth in the built environment In the strategic case, there was a strong need for change. Previous work by DBB has demonstrated the validity of this approach, while work by the SOBC has confirmed its wider application and overall link with efficiency improvements in a way that directly enables innovation, skills, infrastructure, public procurement, energy and regional economic growth strategy.

2.2 Strategic economic relations

2.2.1. Contribution of the built environment to economic growth Gains in productivity and economic growth directly depend on the effectiveness of the built environment. The built environment connects people, goods, services and resources; which drive economic growth. “Better buildings and infrastructure not only contribute to productivity through their primary function or through the growth of economic growth. By building the environment, making people happier, safer and healthier, often overlooked, it encourages them to be more productive. Paul Nash, Senior Vice President, CIOB13 The UK government plans, develops and redefines the built environment to create thriving communities that improve citizens' quality of life and generate better economic returns. A highly developed and sustainable built environment is an important foundation on which to build economic wealth. Significant gains in economic growth can be achieved by increasing productivity in all phases of the economic life cycle of the built environment, as shown in Figure 3.

Figure 3 - Scale of value and economic activity related to the built environment - see original document

In 2016, approximately £ 89bn was spent annually on capital expenditure on building new assets, including planning for new programs, the design phase where architects and engineers develop a detailed program, and the construction phase where the assets are built and put into service operational. the component is built and handed over, it must be managed and maintained throughout its service life. In 2016, approximately £ 122bn was spent annually on maintenance and infrastructure management activities related to existing assets in the built environment14, 15, 16, including periodic services such as periodic inspection, contingency prevention and risk-based asset maintenance, and soft services such as cleaning, crew safety, waste management and social care. Assets are built and maintained to provide an infrastructure that provides services of economic and social value. The performance of the assets will have a direct impact on the level, quality and consistency of the economic and social value created. The economic contribution based on the built environment in 2016 was approximately £ 597 billion17 (provision of services). For example, a road provides transport links for goods and people between home, business, care, or social interaction. If the road network is not able to ensure the repeated free flow of congestion, it will affect the UK economy. Taken together, the construction sector, infrastructure and infrastructure management and the provision of services dependent on the built environment contribute £ 808bn to UK GDP (43% of GDP) in 2016.18 These figures show to what extent economic growth can be achieved by optimizing the existing base assets and services based on these assets. In addition, economic growth can be enhanced by optimizing strategic financial investments planning the built environment through better cooperation between different government departments, the private sector and regulators, as shown in Figure 4. Currently, decision-making and planning is done in silos, resulting in limited information sharing and understanding of requirements, mismatched goals, and again reduced ROI. For example, transport networks should be strategically planned to connect people with employment opportunities and services, taking into account land earmarked for residential and commercial development. Schools and hospitals should be planned taking into account the existing and future needs of the community, taking into account population size, demographic changes and transport connections.

Figure 4-Strategic planning of financial investments takes place in information silos - see original document

2.2.2. Built-in environmental constraints to growth in the UK The built environment is a key factor in increasing productivity and economic growth, but is currently holding back economic growth. Traffic jams cost the British economy £ 31bn in 201619 and the NHS spends £ 600m a year20 on treating illnesses caused by living in poor housing. UK population growth and changing demographics (especially an aging population) will place a heavy burden on the existing built environment and its services, further limiting economic growth. Further examples of restrictions throughout the economic life cycle (strategic financial investment planning, CapEx, OpEx and service provision) are provided in Figure 5. In addition, details of the effects of some of these restrictions are provided in Annex B. low quality can have a significant negative impact on health, well-being, welfare and happiness. ' 21 House of Lords Select Committee on National Policy for the Built Environment

Figure 5 - Constraints in the UK built environment constrain economic growth - see original document.

2.3 Market failures

The UK does not optimize the value of existing and planned built and environmental resources throughout their life cycle. Addressing this problem is essential to ensuring that these assets are as valuable as possible if economic growth and citizens' needs are to be met at an acceptable cost. The increase in available data in the built environment makes it possible to optimize resource use and service consumption. However, there is no effective market for using built environment data to support resource optimization. Current data management practices and information systems are not robust enough to support the development of this market. “The market does not necessarily lead to change. The DBB is so important that the state must intervene. It's the only way to change behavior. Neil Gibson, Executive Director of Buckinghamshire County Council (Cambridge sponsor - Milton Keynes - Oxx Corridor) Key market failures that hinder effective information transactions and increase efficiency are of the following nature: built. In addition, the existing information and commercial framework hampers innovative approaches to investing in the construction and optimization of a built • cultural environment: in a fragmented and results-driven industry, there is often a lack of trust or disregard for available information in the current linear process or taking into account feedback from end-of-line activities. The situation is exacerbated by uncertainty about the nature of the relationship, for example cooperative, cooperative or transactional, at different stages of the asset lifecycle • Security: existing information and business processes imply significant involvement of the asset owner and his supply chain is essential to ensure that adequate levels of trust and security are achieved and managing them throughout the life cycle of the constructed resource. Problems grow when considering security and trust in the built environment • technical: there is no appropriate information framework to support information integration and transactions throughout the life cycle of the built environment and in many resource systems No significant changes to information management practices, opportunities to leverage development digital technology, asset management and artificial intelligence, Smart Cities and IoT will not be used.

2.4 DBB vision, approach and beneficiaries

To enable the DBB program to realize its vision, a framework was designed based on both the business and technology components required for the successful implementation of the program. This framework is called a system engineering framework. The approach to developing a System Engineering System is presented in Appendix C. The System Mechanics System is shown in Figure 6. This is a conceptual blueprint that visually expresses the “case of change” and the ambitions of the DBB program. The Engineering Framework Framework consists of the following segments. Each segment will be discussed in the following: • DBB Program Vision • Strategic Objectives • Beneficiaries • Results • Information Capabilities • Commercial Services • Information Management Ecosystem.

Figure 6 - System Engineering Structure - see original document

The System Engineering Framework Framework will help: • visually map the functionality with information enabled enabled, required commercial services, required processes and technological changes • generate a common understanding of terminology that is consistent, connected and coherent The System Framework provides the means to move the program forward while keeping a clear alignment between overall government, sector and beneficiary policy objectives.

2.4.1 Vision of the DBB program

The vision of the DBB program is to digitally transform the full life cycle of the built environment to increase efficiency, improve economic and social performance. This is illustrated in Figure 7 which shows how information throughout the asset lifecycle is being used at increasing levels of maturity (indicated by levels) in an integrated manner by government and the private sector to increase UK productivity. This will achieve the following strategic goals: • reducing overall spending • increasing efficiency, availability and productivity • improving quality of life • increasing inward investment and increasing ROI • driving economic growth.

Figure 7-DBB improves performance throughout the economic environmental lifecycle - see original document

2.4.2. Strategic goals and beneficiaries

The strategic goals of the DBB program listed in section 2.4.1 are tailored to the groups of beneficiaries in Table 1. This is intended to illustrate how the DBB program will have a positive impact along the entire economic value chain, improve social performance and improve productivity.

Table 1 - Compliance of strategic goals with each group of beneficiaries - see the original document

The main beneficiaries are then mapped to the resource life cycle of the embedded environment in Table 2. This shows how the DBB program will benefit all life cycle stages in achieving strategic goals.

Table 2 The economic life cycle of the built environment and the group of beneficiaries - see the original document

This lays the foundation for a future understanding of how benefit profiles can be developed, how delivery can be managed and measured, and what role each group of beneficiaries can play in ensuring the sustainability of a future DBB solution.

2.4.3 Results

DBB will deliver beneficial outcomes throughout the life cycle of a productivity and social building environment and aligned with the policy objectives outlined in Annex A by: • doing more at the same time • operating with less • optimizing service delivery • improving quality of life • developing the UK economy Summary it in Figure 8 and expanded in the next section.

Figure 8-DBB Program Results - see original document

Doing more with the same Around £ 90 billion is invested each year in building new assets. In order to meet the productivity challenge, significant improvements need to be made in the construction industry. For example, the UK is currently building less than half the number of houses to cope with population growth and tackle the backlog of housing caused by decades of supply shortages, with 1.7 million families on inexpensive housing waiting lists.22 The best in construction are widely recognized in the industry. Construction sector projects are often considered individual and therefore current practices remain unchanged. This sector does not have a negative impact on risk and is due to the impact of failure due to low margins, which is challenging. The productivity and predictability benefits that have been seen in other sectors have yet to be realized and assets often fall short of quality, delivery time, construction and cost expectations, and have a large performance gap relative to design. These weaknesses are accepted as usual, and contingencies and risk provisions fail to achieve the desired effect, often reducing the time to reap operational benefits. The current contractual framework, commercial processes and fragmentation in the construction sector are an obstacle to the adoption of best practice from other industries, such as adopting a production approach to increase efficiency. Where production approaches were adopted, they largely replicated traditional construction methods in factory conditions, and in addition, the controversial and different culture collaboration in construction creates entry barriers for SMEs and providers of innovative technologies and solutions. by: Improve construction efficiency: shorter construction times and reduce construction schedules, schedules, rework and shift orders. For example, off-site production of standard components to tackle the housing deficit and effectively build a community. A favorable commercial environment: creating a transparent trading environment with trusted information at the bottom. This will remove the opponent of the exchange related to ambiguity, as decisions will be made based on reliable information. Accurate and predictable cost models: Complete projects on time, reduce over-ordering and change orders. For example, factory-controlled conditions and machinery manufacturing increase environmental control and enable health and safety and quality improvements, as well as reducing material waste and CO2 emissions.

Operating for less In the UK, around £ 120bn a year is spent on infrastructure and facility management activities linked to existing assets in the built environment. This cost is 80% of the cost of using the entire resource, 50% of which is used for energy consumption. Given that buildings account for 40% of the global carbon footprint, greater operational efficiency can support a more sustainable built environment and reduce energy consumption. In many cases, the infrastructure uses up to four times the planned energy consumption. Additionally, the costs and risks associated with time- or schedule-based maintenance are enormous. Failure to perform predictive maintenance can increase maintenance costs by 25-35%. DBB will provide a mechanism: Reduce operating expenses: thanks to the availability of data on the status of assets, it is possible not only to understand the impact on operating costs, but also to forecast the cost of an investment project. It is not limited to a single resource (e.g. Building) but is scalable to multiple resource systems, cities, regions etc. Improved resource efficiency: a consistent and standard view of resource system utilization, carbon impact and multi-geographic efficiency allows Efficient use of energy and increased availability Improved operational efficiency: risk or anticipated maintenance of asset systems that reduces operational risks associated with asset systems, for example unscheduled maintenance due to signal failure. This enables assets to be better resilient to service delivery and minimizes disruptions to services provided to citizens. Safe and low-cost transactions: Reduced hidden transaction costs due to reduced fragmentation and digitized supply chains, while ensuring increased security.

Optimizing service delivery UK infrastructure is already well developed. In 2014, 26% of the morning peak trains arriving in London were overcapaced. The UK population is forecast to grow by 9.7 million (15%) over the next 25 years, putting additional strain on stretched infrastructure. The UK is currently building less than half the number of homes to cope with population growth and address the backlog of housing caused by decades of supply shortages, with 1.7 million families on affordable housing waiting lists. About 80% of the apartments that will exist in 2050 have already been built. Most service providers find it difficult to provide effective performance improvement programs, largely due to barriers to data availability, willingness to collaborate and the ability to invest in program change. DBB will provide mechanisms to address this problem by: Better resource utilization: enabling the provision of information about of adequate quality, and within an appropriate commercial framework, the Digital Built Britain program can enable service providers to optimize the performance of their asset base by shaping supply and demand. Optimized Profitability: Digital Built Britain enables organizations to capture performance and operating cost data, supporting improved cost management. In addition, enabling an extensible information landscape is the basis of the TotEx management cost sharing structure. Improved Service Delivery: Digital Built Britain enables the optimal use of resources to provide citizens with fast, high-quality services within desirable timescales that support social, fiscal and ambition growth. Reduce service disruptions: Supply and demand visibility, coupled with interconnected supply chains and logistics, enable dynamic disruption capacity planning and planning. Reduced waste: responding to demand precisely and in a timely manner will reduce waste of over-capacity.

Improved quality of life The built environment combined with our physical and mental health contribute to our quality of life. In addition, interventions to improve lifestyle or health can be influenced by the environmental and socioeconomic context in which they take place. This includes a range of material determinants of health, including housing, neighborhood conditions and transport routes, all of which shape the society, economy and environmental conditions upon which health depends. In urban areas, the ingenious integration of built-in and natural elements can help create environments that are unique and interesting enough for people to lead a varied and healthy life. Currently, the responsibility for all these factors is shared between local and national governments, without the agency of either information or a review of interdependent factors and results. The DBB will take care of this by facilitating: Better Wellbeing: When factors and indicators of well-being can be measured, decisions and interventions can be made and monitored based on causal factors. Improved value format: Due to the complexity and independence of factors influencing quality of life, many interventions are made with good intentions but without information. This can lead to an inefficiency of society and a public purse. Increased Personal Productivity: If we can spend more time doing the things we like and creating value, our personal productivity will improve with the nation's performance. Increased convenience: creating a mechanism for the availability of information to enable an informed decision by an individual or service provider will simplify many value chains. Increased commitment and satisfaction: If the quality of service delivery and the socio-economic impact are visible, people are more likely to be involved with society. Information transparency can be used to improve service delivery and satisfaction.

Grow the economy The UK suffers from overcrowded and congested transport connections, inadequate housing conditions, overburdened healthcare services, school shortages and inadequate local energy supplies. In addition, an increase in the proportion of older people in our population and an increase in the total population will increase taxes, put pressure on our social and economic infrastructure. Significant improvements in built environment planning are needed to meet the UK's growth needs if it is to do so without a significant increase in public debt. Growth of the economy and meeting the UK productivity challenge is a key goal of the UK government. However, over the past decade, UK GDP growth has been consistently below the global average. The ability to strategically plan investments to make the best use of the limited budget for the built environment is essential to the growth of the UK economy. DB will solve this problem by: Accelerating economic growth: creating industrial and digital hubs that add value to the UK's asset base, and by enabling the skills of the workforce to be upgraded by creating new skilled digital market opportunities. Creating new markets, businesses and services: Strategically placed jobs and infrastructure enable the creation of new services, based on more data available, with the skills to deliver those services. Improving global competitiveness: creating digital hubs and accessing UK digital and physical infrastructure to increase competitiveness.

Growing UK information economy: information will fuel the British economy. Great Britain is to be an aglobal leader in the information economy. This position will be based on the expansion of this high-value sector. Reductive environmental impact: the ability to plan throughout the built environment to protect and reduce environmental impact. Secure infrastructure: better investment decisions based on citizens' needs, location, local growth efforts, transportation and utility requirements from planned and unplanned perspectives.

2.4.4 Information Handling Capabilities

By introducing information standards and a trusted high-quality integration framework for the built environment infrastructure, DBB enables the development of new IT functions required to achieve value and achieve program results. Capacity is the combination of people, process, and technology made possible by the information that creates value as a result. Dig. 9 illustrates examples of the capabilities required to enable the identified benefits in different groups of beneficiaries. These include: An innovative approach to planning, design, production and construction: informed by a combination of standard module options and feedback on the asset performance of similar programs. New schemas can be developed using sets of functions, costs, and sequences created with AI, captured using parametric design methodologies, and manufactured using a combination of off-site and on-site manufacturing. Real-time performance management and infrastructure management: disclose discrete information about the state of an asset, be it the number of space users, engine duty cycle or road surface wear, and comparison with performance profiles will enable maintenance intervention if needed. Linking this information to the impact of operating activities or service delivery will tell you which assets are critical to your business. This will lower maintenance costs and improve operational efficiency by intervening when needed and reduce any risk to business efficiency. Near real-time supply-to-demand optimization: In today's complex world of many input and output vectors, it is very difficult to use static models based on traditional behavior patterns to balance supply with demand. If demand and supply are known to detail time, models can be refined using machine learning and AI to ensure the right balance without costly overcapacity. When adjacent systems are also considered in the models, the forecast of supply and demand can be further optimized through distributed intelligence and decision making. For example, optimizing the capacity of a road network through a network model that integrates vehicle satellite navigation request with speed control, ground measurement and routing. Improving the service offering: a better understanding of the asset portfolio and their performance in the systems ecosystem, and the achieved service quality will provide service operators with valuable insight. This visibility will allow you to optimize your service offerings, which can lead to better outcomes such as lower costs or increased customer satisfaction. For example, if the demand for a service was consistently high, with adequate lead times, it would be possible to increase production capacity if warranted by investment, or behaviors that could be mitigated to smooth the peak load on the system. This approach applies to services ranging from energy to healthcare and transport. Strategic investment planning across infrastructure systems and regions: building new infrastructure is not easy. It is expensive, it takes a long time and there is uncertainty about the installed capacity. When using traditional isolated linear behavior models, it does not take into account the interactions of other systems, nor does it have any impact on assistive technologies and the impact on the future skill base. For example, when developing a new regional plan, having readily available information with clarity and detail, an integrated energy model and a transport network model. This will enable the program under design to identify capacities and capabilities within energy and transport systems to ensure that the expected results are not limited but are enabled by the built environment.

Figure 9 - DBB program functions with information enabled - see original document

2.4.5 Commercial Service

Commercial services combine many opportunities to provide potentially monetary services. They represent "large-scale industrialization" both nationally and globally. For example, intelligent demand response management requires a system operator who has predictive demand and supply forecasting. This capability currently exists in several insulated silo applications. The standards introduced by DBB would create a much wider, scalable market for a business service provider wishing to specialize in this space. Further examples of commercial services that could be realized on a large scale thanks to the work of DBB are shown in Figure 10, showing the main mechanism through which a program can leverage private sector financing. These include: Standard Component Module Catalog: Built environment information provided as part of the integration would allow the development of a standard component catalog. These modules can form the basis of many programs and adapt them as necessary. They would be optimized based on user feedback to improve their use, cost or quality. This would encourage competition in the marketplace as volumes would support capital investment in machinery and process optimization. System Performance Indicators: Benchmarking performance is a well-established approach. The process of gathering accurate and trusted information to establish a benchmark can be a barrier to use. DBB is committed to providing a framework within which reliable and accurate information can be captured on a large scale. This will enable performance to be compared on an unprecedented scale, giving insight into intervention options that can be implemented at city, region or national level. For example, if this approach was used to understand energy consumption in construction, the number of buildings and details of their composition and use would be available. Big Data and Analytics: Data that could be shared through the DBB program could be of interest to the analytical community and data AI. This will be the first time that such a large, trusted dataset will be made available across multiple systems and systems within an embedded environment. The patterns generated by such activities would help us better understand our built and natural environment, creating opportunities for commercially viable improvement and innovation, and thus delivering new commercial services. Digital contracts: the basic form and management of contracts in the built environment has not changed much over the years. They set out the obligations of each party, the path to solving the problem in the event of a default, and the required assurances. If the asset information was crucial to the contract and was filled as the assets matured throughout their life cycle, often the opposite relationship would be removed. Intelligent demand response: if the capacity and performance of the service delivered for the region or region have been determined and understood in Near real time. It would be possible to model the demand response before acting to mitigate unintended consequences and ensure expected results. After intervention, the actual state of the systems can be monitored and optimized. This approach would apply to a variety of systems, including city services, transport, energy and healthcare. Demand-side intermediation: the UK electricity grid has the National Grid as the system operator. They have the tough job of managing supply and demand without seeing all the microgeneration supply or demand information at a detailed level. DBB could enable information to be made available in a framework that would allow demand brokerage and counterbalancing at a lower level than what the National Grid currently is. This enables the introduction of new services where demand and supply can be locally sustainable using community resources such as storage, dumping and renewable energy.

Figure 10 Candidates for DBB commercial services - see original document

2.4.6 Eco Information Management System

The system engineering framework is based on the information ecosystem, as shown in Figure 11. While further work to develop an ecosystem solution will be carried out in the following phases of the program, the ecosystem is expected to consist of the following components: • data collection: data sets captured from natural resources, built resources, users and mobile resources are required to inform about information opportunities and commercial services (e.g., asset opportunities, use, demand, capacity, demographic, weather and geological data) • communication layer: the communication layer enables the transfer of large data volumes to relevant data centers (e.g. high-speed telecommunications networks) • integration layer: linking and linking relevant information in a common language, rich information gathered from the embedded environment is compiled to provide an integrated view of asset systems in communities, cities and regions. This will enable optimization throughout the life cycle of the built environment, enabling integrated strategic financial investments between multiple stakeholders. • Data to intelligence: a business process entity consists of the technology solutions needed to generate insightful knowledge to drive data-driven decision-making (e.g., data storage solutions, high performance computing, machine learning, and artificial intelligence) • skill sets : the availability of new information and opportunities will require new information analysis skillsets to be used effectively.

Figure 11 - Information management ecosystem - see original document

2.5. The benefits of this approach

DBB aims to enable the realization of economic benefits throughout the economic life cycle of the built environment. The scale of the opportunity is defined and shown for each of the elements of the economic life cycle of the built environment. This section describes how DBB increases efficiency in CapEx, OpEx, service delivery and strategic financial investment planning. Each section shows a case study of how they were researched in each area

A DBB would enable developers, architects, engineers and builders to do more for the same cost. There are opportunities to unlock further benefits across the construction sector that can be addressed by improving resource information as shown in Figure 12

Figure 12 DBEx CapEx results - see original document

DBB would achieve this by: • increasing confidence in results • reducing waste throughout the process • digital brief based on real-time feedback on resource performance in construction • enabling the adoption of production approaches in construction • increasing access and availability to trusted, interoperable and machine-readable data • promoting autonomous processes for construction; • enabling new forms of prosecutors.

Case study: Anglian Water using production methods23 What was the challenge and the need for change? As one of the largest energy users in the East of England, Anglian Water is under pressure to reduce its energy costs and greenhouse gas emissions. benefits have been unlocked? AnglianWaterdeveloped an approach where assets are considered "products, not projects". Designs, manufactures and tests its assets off-site. They developed a digital resource catalog that includes all the resources used in water centers, including usage information for each resource, operation details, components, and related 3D models. Additionally, it provides information on how to integrate resources into the wider network. When planning and designing a new hub, resources can be selected from the directory according to your site specifications. This approach was applied to the sampling kiosks - the facility from which the pollutant testing tanks are sampled - which are now manufactured off-site. By using limited production approaches and combining datasets such as mapping data and environmental agency data, they achieved 23% cost savings, 11% carbon savings and a 50% reduction in installation time. Lessons learned The approach chosen by Anglian Water enabled repeatability, increasing the efficiency of production, installation and project execution by combining different data sets. What can DBB do? The market is currently failing to scale Anglian Water's production approaches across the entire water industry (or other industries) and nationwide. DBB, by creating a national framework for information exchange and introducing appropriate incentives, can stimulate the adoption of production approaches in different sectors and geographic locations.

DBB allows infrastructure and facility managers to act less. Future benefits can solve the operating costs of the assets shown in Figure 13. This is up to 80% of the asset's past cost, half of which is used for energy consumption.

Figure 13 OpEx results for DBB - see original document

DBB would achieve this by: • Optimizing CapEx and OpExbalance • Reducing waste throughout the asset lifecycle • Improving operational availability • Sharing trusted integrated real-time data from individual assets to asset portfolios • Driving proactive monitoring, management and operation of the infrastructure using strategic insights in real-time integrated data • Safe extension of the life of infrastructure resources resulting in fewer renewals of the entire asset.

Case study: Network Rail, ORBIS24 program What was the challenge and the need for change? The Better Information Services Offering (ORBIS) program was launched due to regulatory pressures and Network Rail budget constraints. The program has established the information, tools and skills that enable Network Rail to become a more efficient asset manager for infrastructure assets. How was this solved and what benefits were unlocked? The program implemented new business processes and decision-making tools to introduce significant and lasting improvements in the safety and performance of assets on the UK rail network while ensuring financial efficiency. The program resulted in a 10% reduction in the total maintenance budget of £ 100 million per year while increasing asset reliability. To achieve this, the program introduced new processes and systems for collecting, evaluating, compiling, analyzing and applying information, turning this data into a £ 46 base. Network Rail Lessons Learned Much of the implementation knowledge can be transferred to other sectors of linear infrastructure ( such as highways, power grids, power grids), information architecture and tools are not, due to a lack of standardization. New British and / or international standards will be developed under the DBB program. What can DBB do? Use knowledge gained in ORBIS to provide accurate and interoperable location, condition, usage and performance data for different asset systems

DBB helps to optimize service performance in near real time As the population grows, we can balance service demand with supply. For example, in 2014, 26% of the morning rush trains arriving in London had overcapacity25. This is shown in Figure 14

Figure 14-DBB Program Service Delivery Results - see original document

DBB would achieve this by: • providing trusted information of adequate quality to support providers to optimize the capacity of their asset base, shaping demand and optimizing supply • enabling service providers to conduct analyzes to forecast supply and demand in near real time • develop a new service to cope with capacity challenges within the current capabilities of an individual or portfolio of assets.

Case Study: TfL Releases Open Data Network Updates26 What was the challenge and the need for change? Transport for London (TfL) encountered maximum capacity issues and dissatisfaction during service disruptions as customers who were not informed of congestion or disruptions were not aware of alternative travel routes during these periods. TfL began releasing open data network updates. How to fix it and what benefits have been unlocked? TfL began releasing open data network updates. By releasing live network updates to the public, TfL saved time by avoiding disruptions of up to £ 58 million in 2012. In addition, free data sharing encouraged application development on the market. Existing and new companies have been able to develop new products and services based on TfL data. These applications that served the TfL customer base and responded to the growing demand of transport users to access data on TfL transport services via smartphones. The lessons learned, while TfL was initially cautious when the decision was made to move to open data, the risks paid off. TfL is now converted to open data and has been able to demonstrate the benefits of open data policy to other stakeholders in the field. What can DBB do? By implementing a collaborative cultural environment that it seeks to learn and share between government and the private sector, DBB will allow greater data sharing, unlocking yet not considered benefits as well as creating new economic opportunities.

DBB Helps You Integrated Strategic Financial Investment Planning By integrating demand across sectors, asset systems and geographies, DBB enables the government to plan strategic financial investments more efficiently and effectively. This maximizes the return on each pound invested, as shown in Figure 15

Figure 15 - Results of strategic financial investment planning in DBB program - see original document

DBB would achieve this by: • developing an information framework enabling shared access to trusted, interoperable, extensible and unambiguous information • integrating information across sectors, asset systems and geographic areas • creating an evidence-based information framework to support value-driven green paper investment cases • scenario modeling for better understanding and effective decision making.

Case study: Cambridge-Milton Keynes-Oxford Corridor27 What was the challenge and the need for change? The CambridgeEast-West Corridor program features large, transformative projects that are creating new homes, road and rail infrastructure across the region to accommodate projected housing conditions, transport and employment forecasts, or 2035. This ambitious program faces major challenges. For example, 27 management processes are required for each collaborative decision, and the lack of quality and reliable data prevents effective information exchange and modeling. How was this solved and what benefits were unlocked? The productivity impact of future suboptimal planning can be significant. The scheme alleviates the projected growth of the original East-West road by 32-40%, which would lead to a congestion that the Department of Transportation estimates would cost companies around £ 300 million per year. Lessons learned to accelerate the unlocking of the expected benefits of the Cambridge-Milton Keynes-Oxford corridor, a new way to facilitate collaboration and engagement at all stakeholder levels will be needed. What DBB Can Do The DBB Program will provide integrated strategic financial investment planning by introducing a consistent common data framework for data collection, compilation, analysis and evaluation, ensuring you maximize your pound investment.

3.1. Introduction

The economic rationale identified 5 options for implementing the DBB vision. A high-level financial and non-financial assessment approach has been taken to provide DBB management with a preferred way forward with a list of potential options for further analysis in the next step. The economic case of the SOBC examines the following: • review of program delivery options • financial and non-financial assessment options The main purpose of the economic case is to demonstrate that the investment is profitable in terms of expected economic return. The DBB program will enable an integrated view of information about the environment built in many resource systems. This provides the ability to make changes in government-funded capital expenditure that benefit the long-term operating costs of the asset and streamline operations on existing assets that deliver service performance. This possibility is enhanced when modeled in many services, such as housing and transport, and leads to the accumulation of quantified and improved social value. The Green Paper approach provides an increasing level of cost certainty and payback at each stage of identifying options for further program development.

3.2. Options overview

In line with the Green Paper approach, 5 options for implementing the DBB program have been identified. They were obtained by combining: • review of existing strategy, policy and standards • benchmarking to establish current market knowledge • cutting-edge research • dialogue with leading industry practitioners and scientists. This resulted in a choice of options. This checklist has been assessed in conjunction with the DBB Client Design Authority (CDA) to assess whether identified issues will be resolved with each solution. It was then subjected to a preliminary benefit analysis to determine if the quantum was significant. Then, a first assessment of the implementation costs and schedule was made. Market involvement was ongoing during this process to ensure that insight was taken into account and appropriate options were considered, resulting in a list of options shown in Table 3 and extended in Annex H:

1 Do nothing: continue supporting the current level

2 Level 2 Convergence: Use investments made in BIM, IoT and Smart City standards to create a temporary solution to the L2 to L3 transition problem.

3 Building-centered integration environment and strategic networks: Foundation Information Management Landscape (IML) ontology and Reference Data Library (RDL) for the entire resource lifecycle informed by ISO Road Map and building on IFC. RDL partially populated by Proof of Concept (PoC) / Pilots.

4 An inclusive environment centered around the built environment and functional city services: IML foundation for Option 3 with RDL extension to resource-based functional city services such as planning, transport, recycling and city services for health technologies and approaches such as ISO15926 (iRing) . Partially completed by Proof of Concept (PoC) / Pilots.

5. The inclusive environment and platform focuses around the built environment, urban and consumer services: IML foundation and Option 4 content with RDL extension to optimize city services and provide consumer services such as education, police, fire and public safety, social care, libraries, trading standards. RDL data is collected, validated and filled for state assets of immutability and unworthiness using technologies such as the distributed ledger. SW platform ecosystem developed and managed.

Table 3-Optional descriptions for DBB program - see original document

This is detailed in Table 4 showing sector involvement, adoption and projected timeframe. industry institutions Construction sector2 Level 2 Convergence: Qualification / Piloting 2 Basic high value application by sector or geography Supporting the adoption of recommendations in 2 high value applications 3 Integration environment centered around buildings and strategic networks Applications 4 Integrated environment oriented environment and functional city services Qualify and pilot multiple high value applications by sector or geography Support adoption in multiple government departments Encourage industry adoption 5 Inclusive environment and platform focused on built environment, urban services and consumer services Qualify and pilot multiple high value applications by sector or geography Support adoption in many government departments. Encourage Adoption in Industry Industry is developing the platform and related ecosystem

Table 4-sector sector involvement, adoption and timeframe - see original document

3.3 Option Assessment

3.3.1. Option Assessment Framework

This section provides a framework to assist you in selecting the recommended options or your preferred way forward. This framework is referred to as the option assessment framework. As part of the option evaluation, key financial and non-financial evaluation criteria were identified for a long list of 5 options. Below are the financial and non-financial criteria identified in the options assessment to assess 5 options: • Non-financial assessment based on the following 3 criteria: odata structure: data structure summarizes the level of data taxonomy, accuracy, timeliness, completeness, ownership transactions and ontological information: summarizes the information transaction using data integrity, security, transaction speed, volume, interoperability and functional requirements Scalability and extensibility in high value sectors (HVS) and geographic areas: summarizes scalability (ability to adapt to growth) and extensibility (ability to add more number of functions) data structure and information transactions in HVS and geographic regions values ​​(HVS) based on an economic analysis of government sectoral expenditure28. HVS was defined as Energy, Transport, Social Infrastructure, Water and Waste and Housing.

3.3.2. Non-financial assessment

Assessment methodology using the data framework The achievement of the objectives and benefits of DBB depends on the effectiveness of the data framework. The data framework will create an environment where the data has the following requirements: • standard taxonomy: data must be defined and linked using a logical hierarchy suitable for sharing and use in any system • accuracy: captured data must be in the correct scope and must be represented in a consistent and unambiguous form • timeliness and completeness: data must be up-to-date, up-to-date and timely • ontology: relationships between data objects should be defined to represent a logical resource model in the built environment. Each option is assessed in Table 5.

Opt Standard taxonomy Timeliness Timeliness and completeness Ontology

1 Simple schema Limited accuracy Illustration of verification and validation strategy Does not include ontology

2 Standardized taxonomy to enable transparent data exchange Limited accuracy No management to ensure data is up to date or complete Does not include ontologies

3 Standard taxonomy Additional data-taxonomy Atomatic taxonomy To ensure transparency to enable transparent data exchange Accurate data up-to-date and complete Includes ontology

5 Standardized taxonomy for transparent data exchange Accurate, up-to-date and complete data Includes ontology

Based on the above analysis, options 3, 4 and 5 are preferred. Assessment methodology using transaction framework information The information transaction must ensure a secure, near-real-time information flow. The key elements of informational transactions are: • speed of transactions: the time needed to transfer information between the parties • integrity of the transaction: accurate and complete transactions must take place in full • security: transactions, transport and storage must be safe and secure to prevent loss, unauthorized damage to the accessory during data transfer • functional requirement: the transaction requirements are clearly defined between the originator and the data provider • volume: determines the size of the transaction between multiple parties • compatibility: the ability to interact with transactions and performed without any dependence on the system or technology • automated: level of automation close to real-time achievable In Table 6, each option is assessed against the above standard minimum requirements for information transactions.

Table 5 - Assessment methodology using the data framework - see original document

1 Non-real time Need for manual verification and limited automation reduces trust Safety targeted at the high dependency on supply chain and / or auditing required to implement measures First and foremost, a focus is required on the construction sector, with limited use in other stages of the economic lifecycle Low volume transactions due to file-based data Limited to specific technology systems No automation

2 Time irrelevant The need for manual verification and limited automation reduces trust Security targeted at the high dependence on the supply chain and / or audit required to implement measures May support the construction sector, with limited use at other stages Economic life cycle Low transaction volume due to data driven files Limited to specific technological systems No automation

3 Near real-time Ability to execute transactions to a sufficient level of integrity Security ensures transaction security for engineering, commercial and social purposes Can support multiple applications c assessment throughout the asset management lifecycle High volume facility transactions Interoperability across multiple technology platforms Automation

4 In real time Ability to execute transactions to a sufficient level of integrity With security in mind, to make the transaction sufficiently secure for engineering, commercial and social purposes Can handle multiple use cases throughout the asset management lifecycle High volume facility transactions Interoperability across multiple technology platforms Automation

5 Near real time Ability to execute transactions to a sufficient level of fairness Security ensures transaction security for engineering, commercial and social purposes Can handle multiple use cases throughout the asset management lifecycle High-volume object transactions Interoperability on multiple technology platforms Automation

Table 6 Assessment methodology using the information transaction framework - see original document

Assessment methodology using geographic extensibility and cross-sector scalability For the DBB program to achieve its vision and achieve strategic goals, options must be extensible and scalable. Extensibility is defined as the ability to add more functionality and scalability, as well as the ability to adapt to growth. The expandability was assessed, determining if and how additional functionality would be introduced for each option to take account of new sector requirements. The selected sectors are High Value Sectors (HVS): transport, utilities (energy and water), housing and social infrastructure. Scalability was assessed by identifying how growth can be achieved in the option as extensibility will introduce more functionality and geographic coverage will increase from assets, to asset systems, municipalities, cities, counties, regions and nations. This analysis was performed for each option, sector and geographic location to produce a multivariate assessment as pictured in Figure 16.

Figure 16 Methodology for assessing extensibility and scalability - see original document.

3.3.3. Initial financial assessment

An initial evaluation of each option was undertaken to determine the potential return on investment from the adoption and sustainable use of the DBB program results. It is essential to ensure that any preferred activities represent a sound investment of public money. For options 2, 3, 4 and 5, very rough estimates of the order of magnitude (VROM) of costs and benefits were developed as shown in Table 7. The benefit estimates were based on an industry benchmarking and discussion with the DBB Program team. However, given that this type of information-driven transformation has not been carried out beforehand, additional work will be required to further develop costs in the next stage of work.

Table 7 - Financial valuation using value for money - see original document

The following assumptions were made in determining the potential costs: • Option 5 has 2 components: a core integration environment that includes business process models, a reference data library, a population of data models, and the facilities needed to manage this collection and verification, asset reference data, and the development / management of the SW platform ecosystem. You will need a platform to realize the benefits. No decision has been made or proposed who should develop the platform at this stage, only the platform will be required • the end date for each option is based on the upper timeframe provided in the summary of economic options in this document • indicative daily rates range from 700 to £ 1,650. • an actual discount rate of 3.5% has been applied to these costs in line with the Green Paper guidelines • All figures are VROM values ​​and are based on a current understanding of the scope and related activities of each option. They will have to be further developed during the next phase of the program • Benefit estimates are obtained through the analysis of relevant case studies, limited benefit logic and modeling. More detailed logic and benefit modeling will have to be developed in the next phase of the program • Costs are based on industry benchmarking, including: resource costs (FTE) o hardwareosoftware infrastructure data collection for proof of concept and pilot activities.

3.3.4 The approach to developing benefits

For the evaluation of each of the DBB options, the forward and backward path was taken into account. It went ahead with DBB components mapping them to the benefits foreseen. Conversely, the benefit potential identified from research is broken down to identify the components needed for implementation. Both paths were consolidated in the overall analysis. The steps taken in this benefit tracking are as follows: • Workpackages provided by DBB that would enable better information-driven decision making • Information-based industry opportunities that would be created from identified workpacks • Commercial services will be needed to be implemented to identify specific opportunities information-based industries • change will occur as a result of using new commercial opportunities and services • benefits, socio-economic benefits resulting from the change. The gains have been classified as either measurable economic gains that contribute to increased UK productivity and growth, or qualitative strategic gains that benefit UK society. The amount of the benefit is obtained by: • determining the total annual economic value of the benefit areas • deriving the amount that can be assigned to the DBB program • profiling the benefits in a given period The forward path of this process is shown in Figure 17, and an example of service provision is shown in Figure 18. Logical maps benefits and further information on how to calculate benefits is provided in Appendix H.

Figure 17 - Benefit Framework (Path Forward) - See original document

Figure 18 - Example of a benefit framework for service delivery - see original document

3.4. Summary

The economic assessment lists 5 options in line with the guidelines of the Green Paper. Each of the 5 options has been assessed based on a non-financial assessment, including: data framework, information transaction and scalability / extensibility, and financial viability assessment. This showed that options 3, 4 and 5 should be selected for further examination in the next stage of the program. He also indicated that Option 2, Level 2 Convergence, which defined a bridge between the existing Level 2 and the future Level 3, should start immediately. This is a necessary and necessary step in the development and implementation of options 3, 4 and 5. It would not be a failed job and would help to reduce the risks in the next steps.

4.1. Introduction

The commercial case focuses on the procurement methodology for the preferred option. Given that no options have been selected at this stage, the commercial case will provide an overview of the proposed approach. The SOBC trade case examines the following: • trade strategy • procurement strategy • contract management In the trade case, it was found that there is a gap in the digital transformation market for the built environment and the UK has the capacity to expand the sector globally. This ability requires increased capacity to meet our domestic needs and increase the knowledge and export potential of the trading sectors. The potential of the private sector is significant as the global market grows, stimulating the commercialization of innovation in new products and services.

4.2. Trading strategy

The DBB program offers great commercial opportunities for UK companies and research institutions. To unlock these possibilities, it will be necessary to build a scalable and extensible ontology foundation and integration framework that allows systems and systems to converge securely. As developed, proof of concept will be required to confirm that the proposed methods will meet their objectives. This proof of concept will require more scaling to evaluate pilot applications in high-value sectors. This will enable industry and society to test the stresses and confirm the benefits. To increase adoption, the go-to-market strategy will need to encourage public and private sector customers and suppliers to work as supplier partners with the DBB program on: • Regulatory changes (e.g. Reporting Regulations) • Policy changes (e.g. Planning Policy) • Procurement mandates (similar to BIM Level 2 mandates) • Budget incentives (eg tax systems) Consultation programs will be developed in consultation with HMRC and the HM Treasury, including a tax break package and available funding with eligibility criteria related to DBB program performance. With a combination of pilots, support and incentives, a turning point will be reached. Hence, the private sector will be able to commercialize applications, and the digital transformation of the built environment will accelerate domestically and internationally.

4.3 Procurement Strategy

The procurement strategy for the implementation of the program will be elaborated in more detail after selecting the options. This will involve a range of commercial and technical development activities and related supply chain involvement. A multidisciplinary team with extensive experience in relevant areas has already been identified and can be appointed to provide financial power to develop procurement strategies. and the tendering process will be completed with input from the in-house Customer Design Client (CDA).

4.4 Contract management

A contract management strategy for the entire program will be developed at the General Business Case (OBC) stage.

5.1. Financial case

A financial case gives an overview of the projected capital and income requirements based on a shortlist of options from the economic rationale. The financial case examines the following: • financing and affordability • projected costs Public and potentially private investments in the program are required to meet the minimum requirements to meet the assessment criteria for each short option, as per the economic rationale.

5.2 Financing and affordability

Funding for the DBB program will come from both the public and private sectors. It is suggested that future phases of the program should be centered around a Center of Excellence for the research and implementation of the Industrial Strategy needed. This can be used as a tool to attract private sector investment to allow for concept validation and pilot projects. Further confirmation of the funding requirements in the next phases of the DBB program will be undertaken at OBC. Private sector financing will be determined on the basis of the market entry strategy set out in the commercial case.

5.3 Projected DBB Costs and Benefits

VROM costs are based on organizational charts and IT and equipment estimates for options 2, 3, 4 and 5 shown in Table 8. The cost estimates were based on a benchmarking industry study, however, given that the information enabled this type of transformation, no such transformation was undertaken, before additional work is required to further develop costs in subsequent phases of the project.

nDescription Description Term Scale Total Cost Expected Benefit1 Do nothing: continue level 2 support 'as is' N / AP Program cost so far N / A2 Level 2 Convergence: 2 to 4 years £ 5-10m £ 0.2-1bn 3 Integration environment focused on building and strategic networks 3-5 years £ 54m to £ 68m £ 9.1bn to £ 29.3bn 14.9 to £ 85bn 5 Integration environment and platform focused on built environment, urban services and consumer 7 to 15 years Integration environment: £ 750m - £ 1bn Mold development: £ 8bn to £ 14bn £ 75bn to £ 120bn * Discount rate applied at 3.5%

Table 8 Financial evaluation using value for money analysis - original document

6.1. Introduction

The management case shows that the preferred options are deliverable successfully, in line with recognized best practices. At this stage, due to the design and development maturity level, the management case provides an overview. For management, the following was examined: • results • management approach • risks and dependencies It is proposed to set up a Center of Excellence at an early stage in the development of this program. This Center of Excellence will allow the delivery of many proven concepts in the next stage of the program, reducing the risk of future investments and ensuring the certainty of realizing the benefits.

6.2. Wyjścia

The DBB program, combined with a government-backed strategy of industry engagement and adoption, will achieve the results shown in Figure 19

Figure 19-DBB program outputs - see original document

Information framework for the UK built environment to enable data exchange across the market: DBB will create a mature information framework to allow information to flow throughout the life cycle of the built environment. This will require the development of a standard information model that can be extended to many geographic areas and sectors. A collaborative cultural environment that seeks to learn and share: The DBB program will support a cultural environment that collaborates and seeks to learn and share, enabling and encouraging behavioral change and a common language to facilitate closer collaboration. Allowing information to flow through the life cycle stages to those planning future strategic financial investments. Domestic and international growth and employment in technology and data science: developing a new information framework, large deals, and exponential data growth in the built environment require new skills and technologies for data analysis and mining. The DBB program will serve as a powerful lever to stimulate future innovation, competitiveness and growth in the national and international digital economy. A new commercial framework for design and facility management designed with information management in mind: establishing an appropriate commercial framework for procurement projects deals with and includes information management to encourage collaboration and information transactions throughout the asset lifecycle. Training for the public sector and private sector capacity for data use and data-driven decision-making: developing the information framework, standards and new technologies, will require training the public sector client in new skills. New training and development will introduce new data management techniques such as data requirements, operational methods, and capacity modeling. Secure and trusted environment embedded data transactions: Allow information to be transferred throughout its life cycle with the appropriate level of trust and security. This will include developing near-real, real-time, informative transactions that are sufficiently secure for commercial, engineering, and social purposes.

6.3 Management approach

The DBB program will provide far-reaching benefits to UK infrastructure and infrastructure industries. Successful implementation will require a solid, innovative and collaborative business change strategy. The primary goal of the business change strategy will be to improve the quality of the DBB program design and implementation processes through the involvement of government, industry and the third sector. As the program progresses, both industry commitment and industry adoption strategy will shift to mobilizing stakeholders from different sectors to become accountable for adopting and delivering benefits.

6.4. Partners implementing the program

The delivery of the program depends on the cooperation and alignment of the goals of the partners involved in the Bridgehead portion of the program with government and academia. Table 8 describes the main goals of the key program partners.

Table 9 - DBB partner suppliers - see original document

DBB Management Board • manages the management of the DBB program, focusing on the development, approval and signing of the business case Government • continuous commitment and financial support or in potential pilot / PoC programs • implementation of appropriate market entry strategies • development and implementation of the Center's trust and security requirements Excellence • Developing the Search Requirements Landscape, with stakeholder participation and involvement, and in collaboration with academia • Communicate R&D funding requirements and appropriate funding mechanisms to deliver the R&D agenda • Maintain a "state of the art research" view, both at nationally and internationally • synthesize relevant research results and use them to develop a broader DBB strategy • broader public involvement to understand needs and communicate the results Private sector • establish public-private partnerships • ro a roll of commercial services in the private sector m arket • involvement in PoCand pilot programs British Institute of Standards • development of new British standards enabling the creation of an information market enabling the creation of information about the environment and related services in accordance with information standards • adaptation of standardization at the national and international level • cooperation with international standardization bodies to deliver benefits in all countries involved Professional bodies • Support and act as a catalyst across the industry • Facilitate cultural change • Inform the education of future generations of Academia professionals • Develop a training program for the public sector on data use and decision making based on data • Bringing key digital engineering stakeholders from all academia - jointly developing the next steps for a coherent strategy for skills and training

6.5. Risk and dependencies

DBB program dependencies will be managed by DBB PMO. Identifying dependencies and understanding their impact on investments and realization of benefits is a key input to the development of the next stage of the program. This is detailed in Table 10. Dependencies have been identified based on their potential impact on the realization of benefits, be it impact on technical execution, industry engagement or industry adoption. Even though the dependencies have been categorized to fit each CDA workflow, the program must be considered as a whole. The DBB dependency log below provides an assessment of the impact on the realization of benefits, along with the proposed mitigation actions identified by the CDA and outlined in the DBB program summary.

Table 10-Risks and dependencies - see the original document

Dependency Impact on benefit realization Potential mitigation Culture Demand / supply-side DBB commitment Necessary to increase investment and create critical mass Early proof of concept Customers and suppliers encouraged to use shared data Low data exchange limits DBB's ability to achieve critical mass Promote solid preparation for business DBB standards and datasets Targeted incentives in specific business sectors Demonstration of benefits early in implementation DBB focused on short-term results is not aligned with the benefits of L3 Strategic focus on investing in a shared business process across the sector Necessary to accelerate adoption and development critical mass Keep the DBB simple, scalable, and vision-focused. An investment in an industry change program.

Dependency Impact on Benefit Realization Potential Mitigation Commercial Create Critical Mass in DBB Markets Reduce the extent to which customers can deliver benefits through their supply chains Design DBB to deliver supply chain and customer benefits. Interventions / incentives to encourage taking. Scalable solutions Consistent sources ensured Demand discourages public sector investment in the DBB business model Accelerated adoption of DBB's business principles by utilities and other sectors that may be influenced Ability to monetize data value chains Creating DBB-related income value chains in to attract investment to transform the industry Design a business process to provide participants with additional benefits

47 Incorporating commercially acceptable processes and tools, e.g. DBB contracts are unlikely to be of benefit unless "investable and insurable" Leverage precedent from other industries using digital technology Ability to maintain DBB and non-DBB parallel business models Availability of business model non-DBB delays the transition to new working methods The DBB program has clear steps towards the sector - wide adoption of DBB transactions tailored to the mandate.

Dependency Impact on Benefit Realization Potential Mitigation Technical Ability of Sector to Identify and Agree Information Requirements Necessary to Build Infrastructure for Digital Transactions Early Check Concepts Focus on minimum real datasets for high volume transactions. Manage expectations with regard to transaction scale Data interoperability. Sector alignment for data management Inability to enable trusted digital transactions Data interoperability solution as a basic building block of DBBAccess and data use rights at an acceptable price Control over data collection, storage and use Risk of uneven adoption of DBB within the sector Development of an IP model supporting "shared data ”And creating an open data market. Development of a managed data market, potentially with regulatory oversight.

Dependency Effect on the realization of benefits Potential mitigation Security Security Safe solutions tailored to the customer's business processes and travel Necessary security required to handle digital transactions must support efficient processes DBB solutions defined as safe by design and safe by default Safe solutions taking into account the risks associated with data aggregation Possibility of access to large scale data for L3 benefits DBB data management solutions defined as safe by design and secure by default

The SOBC sums up using 5 cases of the Green Paper approach: strategic case: there is a strong case for change. Previous work by DBB has confirmed this approach. The work of the SOBC has confirmed its wider application and overall link with improving productivity in a way that enables innovation, skills, infrastructure, public procurement, energy and the regional growth pillars of the Industrial Strategy Green Paper. Economic case: The economic return makes the investment profitable. Changes to government-funded capital expenditure can be made that will have a positive effect on the long-term operating costs of the asset. This will streamline operations on existing resources to provide better service outcomes and optimize services that rely on government funded infrastructure to meet demand. These benefits are enhanced when modeled across multiple services such as housing and transportation, which translates into quantified and enhanced social value. The payback cannot be achieved without government support for market development. Intervention options have been identified and will be further developed as the program progresses. Commercial case: DBB will augment the existing UK market for information skills and services as a global leader with export potential. The work of the SOBC revealed a gap in the market for new commercial services for infrastructure optimization and investment modeling, dependent on the successful adoption of the information standard. The work of DBB to date has already proved that this is the case in construction, with leading companies in Great Britain. The financial case: DBB's work is a key factor in achieving the goals of both building and smart cities as part of an industrial strategy. The early stages of DBB's market preparation work are best accomplished through R & Dfunding related to the implementation of an Industrial Strategy, centered on a center of excellence that acts as a vehicle for attracting private sector investment. Management case: The work of DBB requires the continuation of the Green Paper approach combined with the DBB system engineering approach to implementation. This will ensure a clear alignment between the overall policy objectives of the government, sectors and beneficiaries, private sector commercial market development, information standards, skills and tools, detection and monitoring technology required; all delivered under security and trust.

The recommended next steps for a DBB program are:

1. Shortlist of Level 3 Preferred Options for further development during the Business Case Outlines. This may include further development around these themes: a. Working with industry, government and academia to inform and challenge b. Develop a research bridgehead. C. Identify the necessary standards, tools and skills. D. How can I get certified for products and services, for example with the counterpart "RegTech"? integration with other aspects of the DBB program, including production. developing Proof of Concepts and Pilots2. Seek funding to develop a short term level program

2 (convergence) to increase investments made in BIM, sensors and measurement, and digital city services

3. Determine the best way to further develop and deliver your preferred option

4. Communicate progress regularly and collaborate with industry, government, and academia to ensure a managed process of industry change

Actor An actor is a participant in an action or process

Asset System The asset system is the asset coordinate system, ie the road network

Beneficiary Groups Beneficiary groups are relevant stakeholders at every stage of the economic lifestyle in a built environment

Building Information Modeling Building Information Modeling (BIM) is the process of creating, managing and maintaining information about a construction project throughout the project lifecycle. It is a suite of technologies, processes, and policies that enable multiple stakeholders to collaboratively design, engineer, operate and maintain a built environment

The built environment The built environment includes all forms of construction (residential, industrial, commercial, hospitals, schools, etc.) and engineering infrastructure, both above and below ground. It includes not only buildings but also other managed landscapes between and around buildings, such as parks. Also includes infrastructure that supports the provision of services, such as transport networks, utilities, flood defenses and telecommunications

The Economic Lifestyle of the Built Environment The economic life cycle of the built environment includes planning, design and construction of assets (CapEx), maintenance and operation of assets (OpEx), optimization of supply and shaping of demand (Provision of services), use of resources to improve quality of life (Social) and planning new investments in the built environment (strategic financial investment planning)

Opportunities are the combination of people, processes and technologies that enable information that creates value

Capacity Capacity is the specific capacity of an individual (person or organization) or resource, measured by quantity and level of quality

Capital Expenses (CapEx) Capital Expenses, or CapEx, are funds used by an organization to acquire or upgrade physical assets, such as real estate, industrial buildings, or equipment

Center of Excellence for DBB The main center of DBB program implementation

Client Design Authority (CDA) The Client Design Authority (CDA) is a group of industry experts responsible for overseeing the progress of DBB programs

Trade framework A trade framework is a structured approach to defining and comparing alternative trade and financial arrangements

Commercial services Commercial services combine one or more possibilities to provide a service that can potentially be earned, e.g. digital modeling and simulations

Common data model Common data models are standardized definitions of how systems solutions and technologies represent resources and their relationships

Common Information Standards Common Information Standards define how managed items in the IT environment are represented as a common set of objects, and define the relationship between them

Construction Productivity Construction Productivity is the productivity per worker in the construction sector

Data integrity Data integrity is the maintenance and assurance of data accuracy and consistency throughout the life cycle, and is a critical aspect of the design, implementation and use of any system that stores, processes, or retrieves data

Digital Built Britain (Digital Built Britain) Digital Built Britain (DBB) is a program and organization that combines technology with the Internet of Things (providing sensors and other information), advanced data analytics and the digital economy to enable us to plan new infrastructure more efficiently, building it at lower cost. costs, and operate and maintain it more efficiently. This will enable citizens to make better use of the infrastructure we already have

Digital economy A digital economy is an economy that operates primarily through digital technology.

Digital Twinning Platform The digital twinning platform uses data from sensors installed on physical objects to present their near-real state, working conditions or position.

Economic efficiency Efficiency is an economic measure of efficiency per unit effort. Inputs include labor and capital, while output is usually measured in gross domestic product (GDP). Productivity measures can be explored together (across the economy) or viewed by industry by industry.

Gross Domestic Product (GDP) Gross Domestic Product (GDP) is the monetary value of all finished goods and services produced at the country's borders during a specified period of time. It can be calculated on an annual or quarterly basis. GDP is commonly used as an indicator of a country's economic health.

Geographic Information System (GIS) A Geographic Information System (GIS) is a computer system for capturing, storing, checking and displaying data related to positions on the Earth's surface. GIS can display many different types of data on a single map. This makes it easier for people to see, analyze, and understand patterns and relationships.

High Value Sectors High Value Sectors (HVS) are the sectors where DBB is expected to have the greatest positive impact (transport, energy, housing, social infrastructure, water)

The information economy The information economy is an economy that places greater emphasis on information activities and the information industry.

Infrastructure Infrastructure is part of an enterprise or nation's underlying physical systems, including, but not limited to, transportation, communications, sewage, water, and electricity systems.

International Organization for Standardization The International Organization for Standardization is an international standardization body made up of representatives of various national standardization organizations.

Internet of Things The Internet of Things (IoT) is an internet connection of computing devices embedded in everyday objects that allow you to send and receive data.

Manufacturing Technology Center Manufacturing Technology Center (MTC) based in Coventry is the organization through which potential DBB products will be delivered

Market entry strategy The entry strategy covers activities related to the introduction of a product or service to a target market. During the planning phase, the company will consider entry barriers, marketing, sales and delivery costs, and the expected market entry result.

Environment The natural environment includes the climate, weather and natural resources that influence human survival and economic activity

Near real-time transaction Near real-time transactions are transactions in which there are no significant delays between the occurrence of the transaction, the processing of the transaction, and the completion of the transaction.

Operating Expenditure (OpEx) An operating expense, or OpEx, is an expense incurred by an organization to maintain and conduct its business activities. OpEx covers expenses such as rent, equipment, inventory costs, marketing, wages, insurance, and research and development funds.

The Option Assessment Framework The Option Assessment Framework is a structure that helps to select the options recommended or the preferred way forward.

Outline Business Case The Outline Business Case (OBC) is one of the 3 business cases within the HM Treasury 5 case model. The Business Case Outline describes in detail the evaluation work on the short listed options from the Strategic Strategic Case (SOC) and the selection of the preferred option to be taken at the procurement stage on a full business case (FBC)

Proof of Concept A Proof of Concept (POC) is a demonstration that aims to test whether certain concepts or theories have the potential to be applied in the real world. Confirmations of the DBB concept, in the form of work packages, will be delivered through the Production Technology Center.

Public-private partnership A public-private partnership is a cooperative agreement between 2 or more public and private sectors, usually of a long-term nature.

Reference data Reference data defines a set of acceptable values ​​to be used by other data fields.

Provision of services Provision of services is the provision of services requested by a company or person in return for acceptable compensation.

Service S is a system that meets public needs such as transport, communications or utilities such as electricity and water

Smart cities Smart city is a vision of urban development consisting in the safe integration of information and communication technologies (ICT) and the Internet of Things (IoT) in order to manage city resources. A smart city is promoted to use urban computing and technology to improve service efficiency.

Strategic Financial Investment Planning Strategic financial investment planning represents planning for new investments in the built environment, ie New Schools or New Strategic Roads.

System A system is a set of elements that work together as part of a mechanism or a connecting network.

System Engineering Framework Framework System Engineering is a conceptual blueprint that visually expresses the "event of change" and the ambition of the DBB program.

TotExTotalExpenditure or TotEx, in the context of this work, refers to Total Capital Expenses (CapEx) and Operating Expenses (OpEx).

Value for money Value for money evaluates the estimated costs and benefits to determine whether the project represents optimal use of resources.

Very rough order of magnitude A very rough estimate is an estimate of the cost of a program, project, or operation.

Work package A work package is a project or sub-project that the DBB Program will deliver through the Manufacturing Technology Center (MTC).

A–Adapting the policy

The DBB program supports the goals of several ministries

A.1. BEIS: Building our industrial strategy

The Department of Business, Energy and Industrial Strategy (BEIS) in its Green Paper Building Our Industrial Strategy focuses on the productivity challenge, in particular on improving living conditions and strengthening the economy. the role of industrial strategy as a driver for more productive and more sustainable economies and identifies the ten pillars of the implementation of the industrial strategy. The following describes how this program can directly support 6 of these pillars by facilitating research, modernizing infrastructure, stimulating growth nationwide, and providing affordable energy and clean growth. In addition to the direct support that the program provides for the 6 pillars, there are secondary areas of interest that this program can support all pillars of the industrial strategy.

Main Objective Areas Industrial Strategic Pillar Contribution of DBB Program Investing in science, research and innovation - we must become a more innovative economy and do more to commercialize our world-leading science base to stimulate growth in the UK. To become a more innovative economy, the ability to seize new opportunities and adapt to change is required. The development of appropriate frameworks (for example data models and support for commercial exploitation) could enable the UK to steer data commercialization and lead in information-driven optimization of energy storage and grids. Developing skills - we must help people and businesses thrive: providing everyone with the basic skills needed in a modern economy, building a new system of technical education for the benefit of half of the young people who drop out of college, increasing STEM (science, technology, engineering) and math ) skills, digital skills and numeracy, and upskilling skills in underdeveloped areas. An appropriate environment (e.g. open data, appropriate information specification) and an incentive to apply information in the decision-making process can stimulate the development of innovative start-ups and SMEs. An economy with more innovative start-ups will require more highly skilled workers. Much of the facility management work is seen as requiring relatively low technical skills. Extending information-driven decisions during operations, maintenance, and facility management is increasing the number of high-skill roles. Infrastructure upgrade - we need to raise our performance standards in digital, energy, transport, water and flood protection infrastructure and better align central government Competitiveness: informed decision making on the right cross-sectoral, all-source information can support optimized investment to enable the UK getting better connectivity between people, employment and services. Improving Infrastructure investments with local growth priorities. Connectivity and energy costs, in turn, increase our attractiveness for inward investment. Having the right environment and framework to support strategic investment planning will give the best return from the funds identified by the National Productivity Investment Fund, which includes £ 2.6 billion, for "improvements to tourist connections to shorten travel times and help deepen labor markets". Without an intermodal understanding of the logic and possibilities, for example of transport solutions for a region, there are significant barriers to determining the most effective investment approach. Efficiency: This government will enable councils to solve local problems, empowerment and funding to finance infrastructure that enables development in the marginal areas. Overcoming barriers to aligning infrastructure planning with housing and industry planning will be key in addressing urgent housing needs. The government is clear that increasing productivity will mean working smarter than harder. Working smarter will require innovation, thanks in part to the £ 1.7 billion accelerated build program. New entrants (innovative private sector partners and external producers) can bring new skills and rapid methodologies, and these approaches will require a solid information basis. Resilience: More and more data is shared, aggregated and used in an automated manner in more integrated systems. In this context, there is scope to increase the resilience of the United Kingdom by ensuring that our systems and networks are secure from the outset and, using a full understanding of the capabilities of the asset network, optimize our infrastructure investments - for example, to take a more resilient approach to environmental, demographic and demographic change. and security. Improving procurement - We need to use strategic government procurement to stimulate innovation and enable UK supply chains to develop. The government is committed to exploring new PF2 public-private partnerships and implementing a sustainable construction scorecard. These, along with the wide changes in the nature and extent of information use, provide an opportunity to enable procurement innovation (e.g. procurement performance, not performance) and performance throughout the life cycle of the built environment, for example by establishing appropriate levels of trust across the board. Information life cycle. Affordable energy delivery and clean growth - we need to cut costs for businesses and ensure the economic benefits of moving to a low carbon economy. Much more has been invested in maintaining and improving our existing built environment than in building new assets. Given the need to lower costs for enterprises, the focus on optimization in the operational phase is where the greatest range of performance lies. The government has committed to setting a total carbon price for 2021/22, there is scope to achieve greater transparency related to the total life cycle costs if an appropriate information environment is created. Optimization (eg, with smart grids) and artificial intelligence can help shape supply and demand curves and increase efficiency. With the adoption of new technologies, a cross-sectoral approach that integrates information throughout the life cycle will increasingly be required to increase efficiency. By striving for growth nationwide - we will create a framework that builds on the specific strengths of different places and addresses the factors that hold them back - whether it is investing in key infrastructure projects to stimulate growth, improve skills levels or support local innovation. The government empowers cities, regions and local authorities to make investment decisions to stimulate growth. To enable better decision making, the government will support efforts to establish better local decision-making structures for infrastructure planning. Regional authorities, such as Midlands Connect and Transport for the North, will require the right entities to access information to take full advantage of funds such as the Fund's housing infrastructure and £ 1.1bn of funding for local roads and public transport networks. Regional authorities can also show greater accountability through closer links between the built environment and related information. Contribution of the DBB program to the industrial strategy (priority areas).

Supporting companies to set up and grow - we need to ensure that companies across the UK have access to the financial and management skills they need to grow and we need to create the right conditions for companies to invest in the long term. A long-term approach to connecting people, employment and services can help improve productivity, and these in turn can help us maintain our attractiveness as a place to start and grow our business. Including short-term thinking, for example by empowering service operators and enabling an integrated view and understanding of both supply and demand, can support a more business-like approach that provides an optimal local environment for inward investment (e.g. by addressing weaknesses in transport infrastructure, supporting relevant local skills markets, industries and supply chains). Encourage domestic trade and investment - Government policies can help increase productivity and growth across our economy, increasing competition and helping to introduce new ways of doing things for the UK. Supporting the right institutions and creating the right information environment can drive new commercial models and increase transparency and reduce risk throughout the asset lifecycle. These, in turn, can act as an impulse to increase inward investment. In addition, just as BIM Level 2 policy interventions have acted as a market stimulus, advances can stimulate the market to generate new export opportunities. Cultivating world-leading sectors - We must build on our areas of competitive advantage and helping new sectors to thrive, in many cases challenging existing institutions and incumbents. The government decentralization program gives institutions such as local governments the possibility of approaching the operator to the provision of public services. By adopting an approach such as sourcing public service outcomes instead of outcomes, cross-sector operators can increase transparency, accountability and address regional productivity inequalities by creating demand for new business services. Fostering new business service opportunities at the local level can in turn drive skilled job creation and local competition. Ultimately, the opportunities of new business models can enable the private sector to develop both locally and by exporting these services. Create the right institutions to bring together sectors and places - we will consider the best structures to support people, industries and places. In some places and sectors there may be a lack of institutions that we could create or existing that we could strengthen, be it local civic or educational institutions, trade associations or financial networks. Given the need to improve efficiency - which can have the greatest impact in relation to the existing asset base - promoting increased professionalization in asset management can foster competition, innovation and help increase exports. In addition, by addressing the challenges of information specification, interoperability / integration, and security, DBB Level 3 can enable system operator models to be used in the built environment. Contribution of the DBB program to the industrial strategy (areas of secondary specialization.

A.2. Digital Culture, Media and Sport (DCMS) division: UK digital strategy

The DBB program supports the digital strategy - see original document

Digital strategy aspects DBB program contribution Connectivity - building a world-class digital infrastructure Digital transformation of embedded assets Digital sectors - supporting the growth of digital sectors Providing datasets and connectivity to support the development of new digital sectors such as autonomous vehicles Economy - helping every Brit's business becomes a business digital. Encouraging and enabling companies to use resource data to stimulate innovation and productivity Digital public sector - UK government. as a world leader in digital data analytics to deliver better public services at lower costs.

A.3 Department of Housing, Communities and Local Government: National Framework for Planning Policy

The DBB Program supports the National Policy Policy Framework - see original document

National Planning Policy Framework Requirements Contribution of DBB Program Building a Strong and Competitive Economy Better Planning of Infrastructure Investments to Meet Business Needs and Support Economic Growth Promote Sustainable Transport Local Authorities to Ensure that Infrastructure Built Can Support Sustainable Development and Use of Sustainable Modes of Transport quality communication infrastructure Integrated planning supporting local plans to expand the digital communication network. Provide a wide choice of quality homes Increase housing supply through better integrated planning in development areas and create sustainable, inclusive and mixed communities Require good design High quality and integrative planning and design to ensure sustainability and reduce lifetime costs. and cost developments Improve planning to support greenhouse gas emission reductions and related infrastructure and enable a broad and integrated view of the built environment and the environment. Contribution of DBB to national planning policy.

A.4 Department of Housing, Communities and Local Government: Fixing our broken housing market

The DBB program supports the housing market strategy - see the original document

Residential Market Strategy Proposition Groups Contribution of the DBB Plan for the Right Homes in the Right Places Increase the capacity of local institutions to develop strategic home building plans through more accurate supply and demand information Build homes faster Better coordinated investment decisions (based on housing needs, planning and utilities delivery etc.) reduce blockages in the development process. Contribution of the DBB program to the housing market strategy.

A.5.HM Treasury (HMT): Autumn Statement 2016

The DBB program enables the 2016 Fall Statement - see the original document

2016 Fall Statement Chapters Contribution of DBB Growth to the UK Economy (Chapter 3) Increasing the Productivity of the Construction Sector and Improving the Socio-Economic Impact of the Construction Environment Improving Productivity (Chapter 3) By encouraging long-term investment in economic capital and creating a dynamic economy that ensures optimal use of resources.

A.6.HM Treasury (HMT): National Productivity Investment Fund

The DBB program is enabled by the National Productivity Investment Fund - see the original document

Critical areas of NPIF productivity Contribution of the DBB program Housing (accelerated construction, cheaper construction) Better coordinated investment decisions (based on housing needs, transport connections, planning and supply of utilities, etc.) and reduction of blockages in the development process Transport (roads, new generation vehicles, Improvements in digital rail) Better data on the use and efficiency of transport networks Digital communication (fiber and 5g investment) Better data on the attributes of the built and natural environment enabling optimal positioning of communication networks DBB contribution to the national Productivity Investment Fund.

A.7 Department for Environment, Food and Rural Affairs (DEFRA): Strategy to 2020: Creating the Perfect Place to Live

The DBB Program enables the DEFRA Strategy until 2020 - see the original document

DEFRA objectives Contribution of the DBB program Cleaner, healthier environment for the benefit of people and the economy Improved datasets on the use of the built environment can allow cleaner energy use and cleaner transport networks A thriving rural economy contributing to national welfare and prosperity Integrated planning (housing, transport, public services) with regional and national transport connections Contribution of the DBB program to the DEFRA strategy until 2020.

A.8 Ministry of Defense (MON): wealth optimization strategy

The DBB program enables the MOD Real Estate Optimization Strategy - see original document

Components of a Real Estate Optimization Strategy Contribution of DBB Program Reduction of Operating Costs Improved Maintenance System for Existing Assets with Better Information Identification of Potential Assets for Sale Provides accurate information for more informed and strategic decisions. DBB Program Contribution to Real Estate Optimization Strategy.

A.9. Office for Office and Infrastructure Projects (IPA): Governmental Construction Strategy 2016-2020

DBB program enables a construction strategy - see original document

Building Strategy Topics DBB Program Contribution Customer Capability Developing and embedding project execution, commercial, digital and real estate skills into central government Digital and Data Capability Utilizing digital technology to increase the efficiency and effectiveness of building and operating assets Skills and Supply Chain Decision Extension Information-driven throughout the life cycle can increase the number of high skill roles Lifecycle approaches A lifetime approach to asset management and asset maintenance can help reduce costs and carbon footprint Contribution of DBB to the construction strategy.

A.10 Department of Transport (DfT): One Department Plan for 2015-2020

The DBB Program includes the DfT Departmental Plan - see original document

Department Plan Objectives Contribution of DBB Program Increase Economic Growth and Opportunities Developed Regions to Optimize Existing Construction Environment and Improve Strategic Investments Building One Nation UK Insurance services are provided to citizens in urban and regional areas at the lowest cost Improving travel Using digital technology to optimize asset performance Safe, safe and sustainable transportation Apply preventive maintenance and ensure transportation reliability with accurate data Contribution of the DBB program to the DfT departmental plan.

A.11.Department for Transport (DfT): Road Investment Strategy (Highways England)

The DBB program enables the implementation of road investment strategies - see the original document

Road investment strategy goals DBB program contribution Improve user satisfaction Provide users with real-time dynamic data for travel decision-making Promote smooth traffic flow Improve traffic management on strategic roads, enable predictable road travel times, and reduce planned / unplanned delays Deliver better environmental outcomes Reduce the environmental impact of road construction and use through mitigation measures and environmentally friendly technologies Achieving Real Productivity Maximize the value for every pound you spend and maintain faster and cheaper.

A.12 Department of International Trade (DIT) (formerly UK Trade and Investment): UK Creative Industry International Strategy

The DBB program enables the international strategy of the British creative sector - see original document

UK Creative Industry International Strategy Goals Contribution of DBB Program Maximize Supply Chain Capabilities in Large Global Projects Provide a Supportive Environment Based on Digital Activation and Innovation to Increase Impact on Large Overseas Projects Focused Focus on Increasing Inward Investment Supporting Inward Investment by Providing Information Based on Decision Opportunities for future investors Contribution of the DBB program to the British creative strategy of Industries International.

B. Impact of restrictions in the built environment

Demographic pressures The UK population will increase by 15% to 75 million by 205029. By 204530, the aging population is projected to increase to almost a quarter of the population. The impacts of population aging, population growth and urbanization will place a heavy burden on the existing built environment and the services it provides. A better understanding of these demographic changes would allow them to be taken into account when planning new infrastructure as well as renovating existing infrastructure.

Energy Demand Energy demand could increase by a third to 1,200 TWh per year by 2050, depending on the adoption of potentially breakthrough new technologies such as energy storage, electric transport, and heating. In 2014, 2.38 million households in England were estimated to be energy poverty, representing 10.6 percent of all English households31. A better understanding of the existing and future energy supply and demand (both on a macro and micro scale) can provide new information to optimize energy use to stimulate growth in a city, region and country level.

Transport efficiency 26% of morning trains arriving in London in 2014 had excess capacity. In 2013, the average British driver spent 124 hours stranded in a padlock, which cost the British economy £ 13.1 billion32. In 2012, the average speed on London roads was 19.33 mph, dropping to 8.98 in central London. In 2016, cars drive at an average of just 16.5mph, dropping to 7.4mph in the city center 33. This impacts on productivity and public health, as found in the King College Study34. Upcoming barriers to data sharing could create the opportunity to better exploit the full potential of the transport network, which by 202535 will unlock up to £ 14bn in benefits from new innovations.

Housing needs UK housing needs are estimated to be at least 300,000 new homes per year in the foreseeable future36. BRE estimates the NHS costs around £ 600 million a year to treat diseases caused by living in poor housing in England37. The Agile Aging Alliance reports that the existing housing stock cannot meet the needs of an aging population. Older adults want housing that allows them to be independent and self-sufficient, while maintaining family and friends.

Climate change Disrupting the floods costs the UK economy £ 1 billion a year. About 2.44 million properties are at risk from flooding from rivers and the sea, 3 million from flooding by surface waters, and 244,000 are at risk from flooding. These numbers are set to increase in the future due to population growth and climate change.

C. Systems engineering framework development

The approach to developing Systems Engineering Systems focused on implementing future state opportunities, future commercial services, and future state technical specifications, building on and complementing the Business Case development. The approach taken at the SOBC stage will continue to be developed in all future phases of the program and routine reviews will be carried out to ensure that they remain relevant, especially in response to changes in the program structure. The development of the Systems Engineering System focused on the following key activities: • aligning with government policy or reviewing government policy in all departments to align with Digital Built Britain objectives and results • identifying target beneficiaries and undertaking an impact analysis of target outcomes to identify beneficiary groups in entire economic asset management lifecycle Conduct industry interviews and workshops with the Office of Customer Design to further develop the quality benefit profile associated with each group of beneficiaries • identification of commercial capabilities and services identifying commercial opportunities and services required to achieve target benefits and results through landscape development Information Management There are some limitations to the System Engineering Framework: • It does not provide a roadmap for supply transformation • The list of commercial opportunities and services is not exhaustive and compared to those that will be created and developed under the Digital Built Britain program • does not contain detailed information on the "Information Management Landscape" layer, this will be developed in the next stage of the program In the future, the systems engineering program will be a key tool to facilitate involvement and the establishment of advocates among the key stakeholders of Digital Built Britain. Explanations for each layer of a systems engineering system are provided in the sections below.

D. Case Studies: Enabling the Production Approach

D.1. Anglian Water @one Alliance - off-site production

The Anglian Water @one Alliance is a collaborative organization dedicated to delivering more than half of the Anglian Water (Anglian) equity investment program. The Alliance will design and build some 800 programs worth around £ 1.2 billion between April 2015 and March 2020. It is responsible for the design and construction of water and water treatment centers that serve over 6 million people, as well as maintaining and improving water supply and sewerage network in the East of England. The Alliance aims to achieve the following goals: • To exceed the Real Carbon Emissions Reduction by 7% from the 2015 baseline by 2020. • To ensure a 60% reduction in (embodied) capital from the 2015 baseline by 2020. 2010 • achieving excellent health and safety processes • delivering all projects on time Anglian uses a geospatial application that combines multiple datasets, including mapping data, environmental agency data, Western energy resources, and National Grid data. This app allowed for better pre-construction planning, for example by addressing any potential challenges for the successful completion of the project at a very early stage. In addition, the organization has developed an approach of having 'assets as products, not projects'. Anglian Water's goal was to design, manufacture and test all assets outside the facility. To achieve this, a digital resource catalog has been developed which includes all the resources used in the water centers. Provides information on the use of each asset, operation details, components, related 3D models, and how to integrate them into the network. When planning and designing a new hub, resources can simply be selected from a directory according to your site specifications. Some of the advantages of this approach are as follows: • Drive efficiency in terms of time and cost, as well as improved quality (reduced margin of error) • Repeatability increases production, installation and project execution efficiency • Allows you to group designs into batches of products similar to a factory supply line. For example, this approach has been applied to sampling kiosks - the facility from which the pollutant testing tanks are sampled - which are now manufactured off-site. Anglian was able to generate 11% carbon savings and 23% cost savings compared to the kiosks produced in the past. On-site installation time was also reduced by 50%.

D.2 Off-site production A survey by a charity

The Waste and Resource Action Program (WRAP) has shown that, unlike the traditional brick and block system, off-site production leads to a 27% reduction in the workforce needed to build a house, a figure broadly in line with other findings indicating increased productivity on the construction site. Additional benefits from off-site production include shorter construction times, less waste and safer working conditions. Outdoor construction currently accounts for £ 1.75 billion to £ 4 billion a year for the construction industry.

E. Case Studies - Operational efficiency

E.1. Railway network - ORBIS and digital railway program

ORBIS - Information Enabled Infrastructure Maintenance Decision Making The Better Information Services (ORBIS) Program has implemented new business processes and the ability to deliver significant and sustainable improvements to manage, maintain and restore the £ 46bn base while improving asset security and reliability on the British rail network. This scheme has enabled the rail network to meet the challenge of increasing passenger and freight capacity while creating value for UK taxpayers. The program reviewed the processes and systems used to collect, combine and analyze data, enabling Network Rail to move from a time-based preventive asset management approach to a predictive and preventive approach based on good quality information. Capabilities provided included iPads, iPhones, and related applications to enable maintenance personnel to capture resource data in the field, instrumented trains to automate data capture of linear datasets, and decision support tools to enable more informed decisions about resource renewal or replacement. more accurate figures, Network Rail has been able to eliminate £ 100m per year from its asset management activities and improve asset reliability to its historically best level, for example, the number of broken railroad accidents has dropped from over 350 per year in 2012 to zero by 2016. Although the main target ORBIS was the application of information to improve the efficiency of asset management, you can apply a similar forecasting approach and optimization to improve energy efficiency or manage any other asset system or network of systems. These results depend on a combined analysis of spatial, system and operational data. Network Rail information systems have built in pro-valuable information formats that make it difficult to apply to other similar challenges in other linear resource infrastructure systems such as roads or utility networks. The work of Digital Built Britain would enable significant reuse of such investments throughout the government estate in the future. Digital Railroad - Command and Control System Digital Railroad is an entire rail industry program designed to benefit the UK economy by accelerating the digital inclusion of railways. This acceleration will free up the capacity from our existing infrastructure to streamline trains, better connections and greater reliability across our existing network. Another advantage of the program will be the reduction of energy consumption thanks to digital signaling. Today, traffic is controlled through a variety of systems, mainly by a "permanent block safety control system" operated by physical signals, similar to traffic lights at the entry point to each rail section. However, a move towards a digital command and control system would allow for automatic and optimal regulation of train speeds and choreography of train flows to hit all the lights on 'green'. Start-stop elimination reduces equivalent energy consumption by 15%. Victoria, Jubilee and Northern Lines installed new Automatic Train Operation (ATO) systems and saw energy savings of up to 30%

E.2. Anglian Water @one Alliance - intelligent metering and sensors

While the UK is slowly adopting smart metering and sensors in the water industry, Anglian has installed sensors throughout the entire physical journey through the water. They enable monitoring procedures, such as using the data to create risk maps where network water pressure drops occur. In this way, Anglian is better able to predict the amount of water required to pump into the system and when and when less water pressure is required. Such procedures save water and costs. By applying this principle, Anglian hasbegun lowers the water pressure during the time of day when people tend to use less water, ie the demand is lower and therefore the supply is reduced. The sensors can also provide real-time leak data, enabling continuous maintenance and quick incident repair. Moreover, Anglian increases water consumption with its smart meters. By using the app, people can keep track of what their water is used for, how much they are using, how much it costs, and they encourage customers to save by rewards and competing with friends or neighbors.

E.3. Working for Less: Case Study - Microsoft's Intelligent Buildings Program

As part of Microsoft's environmental sustainability efforts, the company is committed to energy consumption and reducing its carbon footprint by building energy-efficient data centers. Microsoft is investing in implementing new technologies to improve performance, reduce operating costs, and reduce carbon footprint. Using smart building solutions and real-time consumption data collection, engineers can optimize the building's base load, power consumed by major building systems such as HVAC or lighting. Backed by analytics, they can fine-tune set points and schedules, isolate equipment waste, and address other opportunities, gaining a much better understanding of energy use and trends across the entire building portfolio. Benefits: • The kilowatt hour consumed per employee as an indicator of performance can be compared with organizational units and observed over time • Energy costs can be accurately broken down by organizational unit to define ownership and create incentives for managers to save energy By creating real-time data available in across sectors, the DBB program will enable facility managers to better understand the energy consumption and carbon footprint of their assets, and to highlight energy reduction opportunities across asset systems.

E.4 NHS neighborhoods and facilities

During the merger of the two NHS providers, it became clear that the energy costs of one provider were significantly higher than the other. Further investigation revealed that this was due to excessive oil consumption due to the age and condition of the boiler, but otherwise will not be seen until identified through comparative benchmarking tests during the joining process. Setting the budget year by year increased the property budget to meet the rising cost of oil demand. This points to the need for indicators that enable hospitals to recognize when and where costs have become unusually high, encouraging property managers to take action to reduce costs.

E.5. GE Power - "digital power plant", the first step towards enabling the Internet of energy

GE Power, whose turbines generate 30% of the world's electricity, is working on using Big Data, the Internet of Things and machine learning to build an "Internet of Power". GE Chief Digital Officer emphasized that the company is moving towards "a world where every electron will have a bit of data associated with it." Data is sent directly to GE's asset performance management software for predictive maintenance and power optimization, thereby unlocking value through the use of rich data. GE saw unscheduled downtime results by 5%, reducing false positives by 75%, reducing operating and maintenance costs by 25%.

E.6. Green offer

The potential economic benefits of a widespread adoption of the Green Deal are significant. This can, for example, generate large savings on national energy bills. The Energy Saving Trust calculator has calculated that a 270mm loft insulation could save the average 3-bedroom home up to £ 180 a year on energy bill and that double glazing could save around £ 170 a year. If 20 percent of the roughly 25 million British households could achieve this total savings of £ 350 a year, it would mean an annual saving of £ 1.75 billion on energy bills. In addition, and more directly related to the current Fair Buildings goal, there is also the potential to save on commercial real estate energy bills. The scale of potential savings is more difficult to quantify as there is no comprehensive UK commercial property inventory. In addition, commercial buildings are more heterogeneous, which means that assessing the benefits of energy savings is more complex. As indicative, the 2010 DECC Impact Assessment on the Green Deal calculated potential energy savings of between £ 170 million and £ 330 million, based on additional application of energy saving measures 10-20% above the usual scenario. However, these savings are weighed against a capital cost of £ 75 million to £ 140 million.

F. Case Studies - Optimizing performance

F.1. Smart highways

Smart highways use traffic management methods to increase capacity and reduce congestion in specific areas of the road network that may be particularly congested. These methods include using a hard shoulder as a running lane and using variable speed limits to control the flow of traffic. Highways England has developed intelligent highways to manage traffic in a way that minimizes environmental impact, costs and time. Intelligent highway control systems require spatial data, road system and operational data to operate efficiently. This data is proprietary to and the property of the external provider that operates the system for Highways England. In 2007, it was estimated that smart highways could be rolled out in 2 years at a cost of about £ 5-15 million per mile as opposed to 10 years and £ 79 million per mile for expansion. The M42 program was initially launched as an experiment, and a highway agency report for the first 6 months of the program showed a reduction in travel time variability by up to 27%. The motorway also showed a drop in the number of accidents from over 5 months to 1.5 a month on average. The agency stated that accident statistics should normally be compared over a 3-year period, therefore preliminary results should be treated with caution and also conclude that no accidents were caused by the use of a hard shoulder as a normal belt. stated that there was a 10% decrease in pollution and a 4% decrease in fuel consumption. The report also indicated a 98% compliance rate with the indicated speed limits when using the hard arm. By comparison, before the introduction of mandatory speed limits for road works, the compliance rate was 10%, followed by 89%, showing a similar effect. The Arcadis report (2016) indicates that Smart Highways increase road capacity by 33% and avoid the significant environmental impact of building new roads. The analysis of data from intelligent highway systems highlights that although highways now have more traffic, there has been no significant increase in noise and air pollution. This can be attributed to the reduction in speed and the smooth flow of traffic resulting in lower emissions.

F.2. Digital railway program - railway network

Rail is a staple of Britain's infrastructure, connecting people to jobs and producers to markets. 1.6 billion journeys are made annually, and a quarter of all container shipments are made by rail. Since privatization in 1994, the railway has experienced steady growth and the number of passengers has doubled in the last 20 years. The rail industry has traditionally responded to increased demand by changing signaling, building new tracks, and extending trains and platforms. These conventional methods of increasing capacity are costly, disruptive, and slow. The UK is now embarking on a digital train control modernization program by installing digital command and control systems. These systems eliminate the need for line-side signals and allow trains to safely travel closer to each other, freeing up latent capacity by up to 40% and eliminating 35% of the original delays caused by conventional signaling resource failures. Network Rail's Digital Rail program builds business cases to upgrade the most congested and congested routes by analyzing spatial, system and operational data to determine where the greatest improvement in throughput can be achieved. This modeling is performed using proprietary infrastructure datasets produced by ORBIS at a cost of around £ 100 million, passenger and freight demand datasets, and operational kits describing the performance of different types of trains. While the benefits of the Digital Rail Program results are clear, the scope of the investigation is limited to the analysis of the rail network. The interoperable data analysis and analysis tools made possible by the DBB program can be applied cross-sectorally to transport capacity including, for example, the national rail network, strategic road network and local authority road networks under the same general model. Joint infrastructure planning can then identify optimal road / rail interchange points and the resulting rail service patterns to optimize overall connectivity between people's place of residence and the cities in which they work. This would improve overall efficiency, optimize new transport investments, reduce traffic pressure on the city center infrastructure, reduce carbon emissions and improve air quality.

F.3. Connected Boulevard, Nice, France

Boulevard Victor Hugo in the center of Nice contains nearly 200 different sensors and detection devices. In addition, Boulevard supports "guest" devices such as mobile phones and tablets used on the streets, which are connected to the wireless mesh network. The data captured by these "devices" is processed and analyzed to provide the city and its residents with invaluable contextual information on parking, traffic, street lighting, waste disposal, and real-time environmental quality. After the first installation of Connected Boulevard in Nice, traffic congestion was reduced by 30 percent and air pollution by 25 percent.

F.4. Heathrow - Aviation Optimization, a Success Story

Aviation is key to an efficient transport sector. Over the past few decades, the aviation industry has had to respond to increased demand with the introduction of passenger and cargo aviation. Heathrow Airport (London, UK) is one example where airport capacity can quickly become a problem. In the 1960s, a new runway was built in response to increasing demand, and the existing runway was extended to increase the number and size of aircraft allowed at Heathrow. However, in the late 1970s, this additional capacity was exhausted. This raised the prospect of building a third runway. In the 1980s, Heathrow underwent a period of digital modernization that included the creation of a national air traffic service, new instrument landing systems, a modernized control room approach, mandatory use of an autopilot system, and the installation of new navigation signals. The information models underlying this modernization included proprietary spatial, system and operational data sets for aviation as key influencers. This digital air traffic management freed up more than 60% of the additional capacity, allowing significant capacity increases on both runways, reducing the need for an additional runway. The plane can now land or take off every 45 seconds on Heathrow.

G. Case Studies - Connecting Employees

G.1.Milton Keynes, Oxford, Cambridge Corridor

In December 2014, Transport Secretary Patrick McLoughlin and Chief Treasury Secretary Danny Alexander announced an ambitious £ 15 billion plan to triple spending by the end of the decade to increase the capacity and condition of England's roads. In addition, Philip Hammond has pledged £ 110 million of funding for the Bicester-Bedford East West Rail Link section as part of the 2016 Fall Communication aiming to ensure its completion by 2025. A strategic corridor planning approach could help secure substantial economic dividends, not just for the corridor but for the whole of Britain. Currently, the region suffers from an insufficiently stocked housing market and poor East-West transport connectivity. Between 2012 and 2015, 3,700 fewer houses than required were built. The National Infrastructure Commission (NIC) expects the number of jobs in the corridor to increase to 335,000 by 2050, cumulating economic output growth of around £ 85bn. As housing needs are better met and East-West linkages successfully bring different sub-regional economies together, NIC expects to create another 700,000 jobs by 2050, increasing Gross Value Added (GVA) by £ 163 billion. The corridor cuts across the UK's "economic center", including 17 district councils, 5 unitary bodies and 5 district councils. The program aims to develop a large-scale strategic transformation plan that integrates new homes, workplaces and infrastructure. The ambitious initiative not only removes regional divisions, but also works in various sectors and aims to implement over 15 individual programs (road, rail, housing, employment, etc.). Each council and authority has the power to develop events in their areas. When it comes to collaborative decision-making and development structures, 27 separate management processes need to be considered. Moreover, the exchange of relevant information and modeling is prohibited due to a lack of quality and confidence in the data provided. This directly affects the transformational potential of the program and, most likely, its ability to provide significant housing and infrastructure development in the region. Given the main East-West corridor route, travel by 32-40% is projected to increase by 2035. Without investment in new strategic infrastructure, this will result in a significant increase in congestion, delayed travel times and travel time variability. Leaving the congestion and unreliable travel unchecked could waste an extra £ 22 billion of time and add an extra £ 10 billion a year to that time, according to the Department for Transport. The Digital Built Britain program will enable integrated planning across multiple sectors, asset systems and geographic areas such as local governments, cities and regions participating in the program. To accelerate the release of the expected benefits of the Cambridge-Hamilton Keynes-Oxford corridor, a new way to facilitate collaboration and engagement at all levels of stakeholders will be needed. Modeling and data transfer play a key role in this exchange and will require a fundamental shift in the scale in which local authorities collaborate on planning and infrastructure. The Digital Built Britain program will ensure the delivery of common, clear, interoperable, scalable and trusted information across sectors and geographies, enabling clearer communication and faster contracts that unlock benefits faster. Information about opportunities: The Digital Built Britain solution allows multiple stakeholders to share opportunities with information about their asset systems. The ability to understand the present and potential functional capabilities of an asset network will allow you to better understand future risks and opportunities, allowing for more efficient planning. Better traffic management capabilities will reduce the impact of network congestion, reducing network interference and increasing reliability.

G.2. Devolution - change of power from Westminster to regions

As the decentralization program shifts power and funds from Westminster to the regions of the UK, increasing responsibility for the election of mayors and regional authorities is to improve the connections between people and employment, and between producers and markets. In Birmingham, the first mayoral election will take place in 2017. In addition to strengthened fundraising and borrowing powers, the elected mayor will be responsible for: • Consolidated multi-year transport budget • Franchised bus services, rail stations and smart tickets in Greater Manchester • Investment Fund £ 300m housing for 10 years, lending to home builders (and therefore self-sustaining over time) • Planning for health and social integration Regional organizations also have an interest in regional development. As part of the Midlands engine strategy, local Midlands business partnerships have received £ 392 million in investment over the next 4 years, including £ 151 million for the West Midlands City region. Meanwhile, the MidlandsConnect Partnership aims to boost economic growth, create jobs and reduce business costs in the region by reducing travel times for road and rail users. Elected mayors and regional authorities require the ability to jointly make strategic investment decisions that address transport, housing, health and other local issues. By providing the necessary information to model the economic impact of strategic investment decisions, Digital Built Britain will support local / regional authorities in their strategic planning and making investment decisions. G.3.Highways England The United Kingdom ranks 4th as the most crowded developed country in the world. In 2013, the average British driver spent 124 hours in traffic jam, costing the British economy £ 13.1bn. The annual cost is expected to rise 63% to £ 21.4bn by 2030. Growing congestion can be seen in London, where average road speed decreased by 14.6% (from 19.33 mph to 16.5 mph) between 2012 and 2016. This has both direct and indirect economic impacts on car-dependent commuters. Direct costs refer to fuel value and wasted time rather than productivity at work, and indirect costs refer to higher freight and business costs for business vehicles idling in motion, which are passed on as additional costs to household bills. the road network is therefore both an urgent need and a high priority. Highways England has a CP5 investment budget of £ 17 billion to operate, maintain and upgrade England's roads. The agency contracts with multiple vendors to supply improvement and maintenance programs, and each vendor captures different datasets, uses different systems, and works with different data models. Highways England is required by the Office of Rail and Road (ORR) to produce evidence-based strategic business plans to secure investments for each new inspection period - and this requires data from the entire road network. Highways England is unable to use the data obtained by suppliers for many reasons, for example: • different, incompatible IT systems - different contractors use different systems • lack of trust in data - many data sources, without common specification of resource information • no reusability - set information is inconsistent and not applicable to different standards and details • manual consolidation required - inventory information update is difficult if it is stored in multiple systems Therefore an agency must manually re-examine its physical assets to obtain data required to support strategic business plans and meet ORR regulations, which means a significant loss of productivity as employees spend time re-gathering data. Evidence shows that the agency has difficulties in obtaining evidence to support its strategic road investment decisions; The National Audit Office (NAO) called on the agency to review its Road Investment Strategy, concluding that many projects did not have clear evidence that they represented profitability. There is a wider missed opportunity with Highways England's strategic investment decisions. This is because investment decisions to optimize the road network are currently made in the absence of a sector-wide capacity model (including, for example, capacity for national and local roads, buses, railways and trams). In practice, this would mean understanding the following issues that the DBB program could enable: • current demand in the transport network, what are the nuisance points and when and where the road network is underused • how traffic patterns should be optimized • how data from local authorities , social services, energy systems and other transport networks can be transformed into an integrated network model in order to optimize the decision-making process • how future requirements may arise.

H. Approach to the development of benefits.

H1. Benefits Puzzle map - CapEx - see original document

H.2. Benefits Logic map –OpEx - see document original

H.3 Benefits for Logic map - service delivery - see original document

H.4. Benefits Puzzle map - strategic planning of financial investments - see original document

H.5. The approach to calculating benefits - see original document

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