Quantum-Technologies-Innovation-Centre-Full-Business-Case

West of England Investment Board Full Business Case Quantum Technologies Innovation Centre+ a disruptive technology centre to deliver economic growth Version 1.0 Draft Originated Reviewed Authorised Date Mustafa Rampuri Nishan Canagarajah 15/03/2017 Final Mustafa Rampuri Nishan Canagarajah 9/08/2017 QTIC+ Sean Shiels Nishan Canagarajah 26/04/2019 Mustafa Rampuri This page is intentionally blank Table of Contents Executive Summary Strategic Case for Investment 1.1 1.2 1.3 1.4 1.5 1.6 Economic Case 20 2.1 Procurement 27 Operation and Financial Viability 29 Management Case 34 5.1 5.2 5.3 5.4 5.5 5.6 Scheme Capital Costs 24 QTIC+ Spend Profile and Funding Sources 25 QTIC+ Operational Costs 26 Commercial Case 27 4.1 4.2 Economic Appraisal Summary 20 Financial Case 24 3.1 3.2 3.3 Promoter and Delivery Arrangement The University’s Temple Quarter Enterprise Campus The Strategic Case for QTIC+ State Aid Considerations 18 Equality and Diversity Impact Assessment 18 Environmental Sustainability Considerations 19 Project Governance and Delivery 34 Programme Plan 40 Engagement and Consultation 42 Risks, Constraints and Dependencies 44 Project Assurance 45 Monitoring and Evaluation 46 Annexes 48 Page of 50 This page is intentionally blank Page of 50 Executive Summary This proposal outlines an enhancement to the Quantum Technology Innovation Centre (QTIC) full business case endorsed at the West of England Combined Authority Senior Leaders Board in October 2017 The case is made to consolidate additional, co-acting and complementary innovation activities together that will cement the region as a technological powerhouse bringing future disruptive technologies to market and enabling inclusive growth through design-lead innovation We have learnt from the pilot phase of QTIC at Cathedral Square that there is even greater opportunity in future disruptive technologies and being prepared for them will enable the region to capitalise on its advantages The aim of this project is to augment QTIC with additional scale and new facilities co-located in the University of Bristol’s new Temple Quarter Enterprise Campus (TQEC) CM1 facility to establish QTIC+, enabling the region to become the go-to place for the development, commercialisation and growth of businesses harnessing the advantages of quantum and other future disruptive technologies such as Artificial Intelligence; Digital, Human Computer Interactions and novel computing architectures and their application in to real world scenarios We are requesting £15,000,000 from the Local Growth Fund (Growth Deal Round 3) together with £20,000,000 from EDF fund supported by contributions from the University (£35,452,743) and support from industrial partners for capital and equipment to establish these state-of-the-art facilities Together they will: Anchor and accelerate the future global quantum and other future disruptive technology supply chains within the West of England region Support the design and development of new approaches to business, product and service creation and market accessibility Support new businesses; creating hundreds of new jobs across a span of competencies; opportunities for wealth creation and a more prosperous city region Page of 50 We have engaged with several key companies and initial testing of the proposition has been met with universal acclaim Co-location of these activities within the university’s new Temple Quarter Enterprise Campus will ensure that academic researchers, social scientists, industrial technologists, students, entrepreneurs, users and other stakeholder communities are brought together under the same roof to develop new businesses, products and services and explore yet unthought-of applications for quantum and other disruptive technologies and bring them to bear in a commercial context Presently there is a global search for the “killer-app” for quantum and other future disruptive technologies, and we believe it will be found through broad collaborations between multiple communities, not just in physics and engineering labs, meaning QTIC+ is perfectly poised to be at this nexus of technological development and commercial exploitation The QTIC+ strongly complements this approach initiated for quantum technologies but broadens out the support for a wide range of other disruptive technological approaches by providing additional facilities, a Design Factory and Maker Spaces, as well as additional enterprise space, offering better value for money afforded by the economies of scale 5-year QTIC GVA 10-year QTIC GVA 5-year QTIC+ GVA 10-year QTIC+ GVA £36.2mn £69.5mn £122.0mn £231.9mn On a gross basis we estimate together the two components of this programme could generate a benefit:cost ratio of 5.3 (£191.7mn) over a 10-year period when set against potential £35,000,000 public investment, representing strong return on investment These facilities will also benefit from the wider Temple Quarter Enterprise Campus environment (Unit DX, EngineShed, SetSquared…); sharing of the construction risks as well as aligning with the West of England Combined Authority and LEP and Bristol City Council plans for the development of the Temple Quarter Enterprise Zone TQEC will be fully functional and open for business in financial year 2022/23 For further information please contact mustafa.rampuri@bristol.ac.uk or 07814 287 614 Note for the reader: The Full Business Case for this project has been developed using the Treasury’s Case Model; comprising of strategic, economic, financial, commercial and management cases However, to simplify the proposal, provide clarity for review, reduce duplication and enable us to clearly and concisely present and manage potential risks and issues, we are presenting the cases for QTIC+ as an enhancement to the original QTIC FBC which is appended and referenced for supporting evidence and details Page of 50 Strategic Case for Investment 1.1 Promoter and Delivery Arrangement The University of Bristol is one of the most popular and successful universities in the UK and was ranked within the top 45 universities in the world in the QS World University rankings 2018 and is at the cutting edge of global research We have made innovations in areas ranging from cot death prevention to nanotechnology £721.2 m Gross value added supported by the University of Bristol and its students in 2014/15 The University supported almost 13,300 jobs in the West of England LEP in 2014/15—equivalent to one in every 49 jobs in the locality The University itself employed 6,180 people To give this some context, this is more people than are employed by all the GP practices across the whole of the LEP area (5,300 people) and is about twice as large as the entire Bristol Airport workforce This is equivalent to 2.3 percent of the economic output of the West of England LEP In total, the University contributed £721.2 million to the West of England LEP’s GDP in 2014/15 This is equivalent to 2.3 percent of local economic output Of this, the University supported a £521.1 million contribution directly and through secondary channels and its additional students and their visitors support a further £200.1 million contribution to GDP In 2014/15, the University of Bristol made a total tax contribution of £161.4 million to the UK Exchequer.1 This could fund 30 percent of the annual running costs of the University Hospitals Bristol NHS Trust The University has had a reputation for innovation since its founding in 1876 Our research tackles some of the world’s most pressing issues in areas as diverse as infection and immunity, human rights, climate change, and cryptography and information security The University currently has 55 Fellows of the Royal Society and 20 of the British Academy – a remarkable achievement for a relatively small institution We aim to bring together the best minds in individual fields and encourage researchers from different disciplines and institutions to work together to find lasting solutions to society’s pressing problems 13,300 jobs Supported by the University of Bristol and its students in the West of England LEP in 2014/15 This is equivalent to one in every 49 jobs in the local area We are involved in numerous international research collaborations and integrate practical experience in our curriculum, so that students work on real-life projects in partnership with business, government and community sectors Oxford Economics Report – Impact of UoB on the WoE LEP Page of 50 The Research Excellence Framework 2014 ranked Bristol among the UK’s top research universities Our research output is shown to have top quality and major impact on society and the economy, according to this assessment of research conducted at every UK university REF2014 has decided how around £2 billion in research funding is allocated each year from 2015 to 2022 Thirty-six per cent of the University’s research received the top 4* rating, defined by HEFCE as ‘world leading’ Eighteen of the University’s 31 submissions are in the Russell Group top ten by 4* impact including submissions from across all six faculties, underlining the range of the impact of the University’s research across a wide range of disciplines The Times Higher Education rated Bristol as 5th in the UK for research intensity, just ahead of Oxford The University of Bristol was the leading recipient of engineering and physical sciences Centres for Doctoral training in the 2019 national competition The 10 Centres (as many as Oxford and Cambridge together) will attract over £50m of public funding matched by industry Of these will be based in TQEC or work closely with the QTIC+ and other technology R&D on the campus 1.2 The University’s Temple Quarter Enterprise Campus The University of Bristol is proposing a major new facility, radically different from a conventional university, designed from the ground up to be suited to the needs of the 21st Century TQEC will be a major generator of the skilled graduates, underpinning technologies, and innovative applications needed for the modern knowledge economy of digital goods and services Initially, it will house researchers with world class specialisms in core technologies such as data analytics, cybersecurity, communications and networks, and in applications areas including digital health, smart cities, transport and autonomous systems, and creative technologies Over time, these will evolve to remain at the leading edge of digital innovation However, uniquely these groups will be alongside world leading management, innovation, entrepreneurship and social science researchers together these establishing a formidable group with the sociotechnical knowledge and skill sets to help unlock new enterprises Funding of over £300m for the main TQEC building and site has been secured from multiple sources, including philanthropy, industry, government and private borrowing Staff and students of the University will be co-located with, and work alongside, partners from a variety of relevant industries, community organisations and policy makers The activities of students, staff, and industry partners will be focused on challenge-based research and education, co-created, co-developed and co-delivered by the University and its corporate and local collaborators, developing graduates with sought-after skills in technology research and development in a commercial context, in innovation, and in entrepreneurship In doing so it will help to support the talent pipeline essential for emergent new businesses The new campus will be at the core of the Bristol and Bath technology cluster, and it will have strong and supporting links with specialist digital centres regionally, nationally and internationally It will drive digital innovation in new ways and will build on the work of the Catapult centres and other incubation centres But by co-locating industry partners, research and education in the campus to develop innovations beyond TRL level it will offer a very different approach Its educational model will take a challenge-based approach with close involvement of industry in co-producing the curriculum to ensure it remains at the forefront of future economic needs – very different from the traditional university model Page of 50 The Quantum Technology Innovation Centre+ incorporating the Design Factory, Design Maker Space, and other enhanced facilities de-risks the strategic case for investment by ensuring that from its creation it has ready access to several broad application areas in health care technologies, internet of things, cyber security, robotics and more This enhanced configuration maximises the opportunities for new products, services, businesses and jobs to be created that harness the advantages provided by quantum technologies, and the novel additional facilities strongly complements this approach to new future disruptive technologies, further broadening out the support for a wide range of other technological approaches – Digital, AI, Human Computer Interactions and Robotics, as well as community lead social enterprises looking to develop and prototype new products and services These facilities will be world leading hubs for the development, application and commercialisation of novel technologies, products and services Figure 1: The Proposed Temple Quarter Enterprise Campus Development The TQEC site development is strategically important to the university’s aspirations in research, teaching and innovation The following are driving the need for change and the scope of the programme: • • • A need to secure the University's future growth and evolution for the next 20-30 years There are significant plans for growth in teaching and research which cannot be delivered by the existing infrastructure and systems on the Clifton campus The University ambition to be globally renowned both for the quality of our teaching and learning environment, for the excellence and breadth of our research and scholarship and for the strength of the partnerships that underpin them The University ambition to develop a unique collaboration with its city, Bristol City Council, Regional and National Government, industry and philanthropic partners, and the local business community that will build on the city's enviable reputation for high-tech and digital innovation Page of 50 • • The need to re-imagine the University as an organisation that is completely porous with our partners, enabling students, researchers and people from all walks of life to move seamlessly between the city, the academy and the workplace, feeding the talent pipeline and creating opportunities An ambition held jointly by the University the city and the region, to offer increased opportunity, inclusivity and access to previously difficult to reach communities and individuals in Bristol and beyond In addition to these explicit change drivers, the following influencing activities have also been carefully considered: • • • The UK Industrial Strategy, offering opportunity through new models for place-based skills development and innovation in partnership with regional and international partners The development of the University’s Digital Workspace, which will influence how Temple Quarter is used and signposted The University Strategy targets increasing numbers of international students Catering for their specific educational and accommodation needs will be an integral part of the programme The facilities will be built within the University’s Temple Quarter Enterprise Campus, close to national transport links and important enterprise development infrastructure To achieve this proposal investment of £35m is required through Combined Authority and Local Enterprise Partnership Funding The Combined Authority and LEP can further support this proposal indirectly through provision of access to apprenticeships; support the development of business networks, enterprise and private investment opportunities and new businesses emerging from the facility in conjunction with the world leading SETSquared Centre based at Engine Shed The site is a challenging one that has consequently remained undeveloped for over decades Current (April 2019) knowledge of the site indicates a series of challenges to its development and significant risks and costs in bringing the site into public and University use And it is appropriate for this risk to be shared by the University and its partners These risks and costs are significantly higher than those known at the time of the original QTIC bid submission Good progress has been made in strategic partnership with Network Rail, WECA, BCC, and Homes England in developing plans for the wider Temple Quarter Enterprise Zone and St Philips area, including planned use of the Housing Infrastructure Fund to enable construction of an Eastern Entrance to Temple Meads station from the University campus The University has considerable experience in delivering large scale complex construction and development projects having spent £0.6bn in recent years on new and existing buildings, particularly where co-investors have specific requirements to meet spend profiles An example of this was with the National Composites Centre (NCC), where the University had to design, build and deliver a facility in years to meet the spend profile set by the funders for both phases and of its development In addition, the NCC as an operating entity had to be created These ambitions were successfully achieved and the NCC continues to thrive, now employing over 350 staff and with over £100m of capital assets deployed to support UK national innovation objectives as a key part of the High Value Manufacturing Catapult based on the Bristol and Bath Science Park as its anchor and launch tenant Page of 50 Management Case 5.1 Project Governance and Delivery 5.1.1 Summary This section sets out how the proposal is both achievable and can be delivered successfully; with effective leadership, the right governance arrangement and professionals driving the development within the University and across partners An overview of the proposed delivery timeline is set out, working towards a completion date of Autumn 2022 The University has considerable experience in major capital project delivery, including development of the National Composites Centre Ongoing management of the building and programmes will fall within existing established faculty structures Major risks have been identified at this stage and mitigation measures outlined The approach the University and partners take to active risk management will specify the roles and specific responsibilities in managing risk, as well as how risks are identified, assessed, addressed and escalated through the projects’ governance framework 5.1.2 Programme Management The QTIC+ will form part of a wider programme to enable the University of Bristol to deliver its new Temple Quarter Enterprise Campus (TQEC) within the city’s Temple Quarter Enterprise Zone (TQEZ) The campus itself is part of a City-wide aspiration to develop the Enterprise Zone Within the University, the development of QTIC+ and the wider Temple Quarter Enterprise Campus is governed by a Temple Quarter Programme Board (TQPB) chaired by the Deputy Vice-Chancellor (New Campus Development) as SRO, reporting to the University Management Team, by the Vice Chancellor and the University Board of Trustees The Governance framework uses Managing Successful Programmes (MSP) principles and sets out the decision-making routes for the sub programmes within the overall TQ Programme structure and sets out the responsibilities for each sub-programme and project board The QTIC+ governance is overseen by the Research and Innovation sub-programme board that reports in to the TQ Programme Board The leaders of each of the programmes and sub-programme are set out below in Fig This also shows how the programmes fit together and integrate to deliver the outcomes to the beneficiaries of the programmes Page 34 of 50 Figure 4: Temple Quarter Governance Structure Figure 5: TQ Programme Operational Structure and Team Page 35 of 50 5.1.3 Roles and Responsibilities of the Boards Temple Quarter Programme Board – Will be the decision-making body for the whole of the TQ programme, it will have oversight of all the sub-programme and projects and will be responsible for ensuring that all facets of the programme are aligned with the strategy The TQ programme board’s remit is: • • • • To own, to oversee the development of, and to monitor delivery of the University of Bristol’s Temple Quarter Programme The Board will ensure that the programme is affordable, fits with the agreed vision, is in keeping with the University’s strategic objectives and targets the expected benefits To initiate and oversee individual projects as required to achieve the programme objectives and to consider communications and stakeholder engagement, partnership and fund-raising opportunities To approve budget allocations for programme and project activities, both capital and noncapital To receive regular updates from the Programme Manager concerning progress and risk Where appropriate, the Board will approve budget allocations for projects and sub programmes to prevent schedule slippage and address risks to the success of the programme Within this remit, the UMT has delegated authority to the Board to: • • Approve spend of up to £5m capital and within the envelope of the agreed Programme budget Commission research for the benefit of the Programme, up to £100k It is within the Board’s remit and responsibility, to consider any implications linked to equality, diversity and inclusion when conducting its business, making decisions and agreeing actions The TQ Programme Board will comprise the following members: • • • • • • • • • • • • Senior Responsible Owner (Chair), Guy Orpen, DVC, New Campus Development Responsible Owner, Site Development (Deputy Chair), Robert Kerse, Chief Operating Officer Responsible Owner, Campus Operations, (Robert Kerse, Chief Operating Officer) Responsible Owner, Education & Skills, Sally Heslop, interim PVC Education Responsible Owner, Research & Innovation, Nishan Canagarajah, PVC Research Responsible Owner, Engagement (or nominee), Tom Sperlinger, Engagement Academic Lead DVC & Provost, Judith Squires Chair, TQ Capital Project, Board Barra Mac Ruairí, Chief Property Officer Registrar and Secretary, Lucinda Parr Student Representative, Shubham Singh, Postgraduate Education Officer Dean Faculty of Social Sciences & Law (or nominee), Paddy Ireland, Dean Dean, Faculty of Engineering (or nominee), Ian Bond, Dean The following individuals are ‘in attendance’ at meetings of the Board (that is, they have the right to attend Board meetings, and to receive Board papers, but cannot vote): Page 36 of 50 • • • • • TQ Head of Programme Delivery, Nicola Key TQ Programme Support Officer, Beth Oliver Philanthropy Workstream Lead, Steve O’Connor, Director of DARO Communications Workstream Lead, Julie Jupe, Dep Director of Comms & Marketing Finance Workstream Lead, Mick Axtell, Deputy Chief Finance Officer Research and Innovation Board – Will be the decision-making group responsible for the overall direction and management of the Research and Innovation programme as part of the Temple Quarter Campus Programme The Research and Innovation Board’s remit is: • • • • • • • • • • • • To own, to oversee the development of, to monitor delivery of and authorise deviations from the University of Bristol’s Temple Quarter Research and Innovation Programme The Board will ensure that the programme fits with the agreed vision for the Temple Quarter Enterprise Campus, is in keeping with the University’s strategic objectives and targets identified benefits To own, to monitor and authorise expenditure from the Research and Innovation Programme budget The Board will ensure that the budget is allocated and spent on activities that are aligned with, enabling of and delivering the strategic objectives, targets and benefits of the Temple Quarter Enterprise Campus To identify and respond to research and innovation related funding opportunities related to TQEC, including capital funding sources for research and innovation infrastructure Work with board members and other stakeholders to develop and agree a prioritised portfolio of projects and initiatives within their identified remit and to take responsibility for the delivery of projects and initiatives as approved by the TQ R&I Programme responsible owner To initiate and oversee individual projects and initiatives as required to achieve the University research and innovation vision and objectives for TQEC and to consider communications, stakeholder engagement and partnership development To commission and approve research and innovation project initiation documents, business cases and project plans and to identify resources and funding required to deliver them To report on progress against the portfolio of agreed activity to the TQPB and liaising with and informing other TQ Boards and University committees/groups appropriate to their remit To inform the Campus design to develop appropriate research spaces, provide world leading infrastructure, with the necessary service requirements, ensuring that the research and innovation related opportunities are realised, together with other sub-programme, workstreams and sub-programme boards To identify and consider interdependencies with other TQ Boards and has responsibility for sharing and consulting on information, decisions and activities that could have value or relevance to other Boards To monitor Risks, issues and dependencies related to the R+I Programme To co-develop with relevant stakeholders, partners, and groups within and outside of the University on the R&I vision and plans for the TQ programme To establish, monitor and decommission Task and Finish Groups, Expert Working Groups and other task specific activities related to the Research and Innovation activities for the TQE, including, but not limited to, ethics, governance, partnerships, new research, equipment, facilities, talent, funding…., Page 37 of 50 It is within the R&I Board’s remit and responsibility, to consider any implications linked to equality, diversity and inclusion when conducting its business, making decisions and agreeing actions fairly The R+I Board will normally comprise of the following members: • • • • • • • • • • Chair + RO (ex officio) Prof Nishan Canagarajah Lead Quantum Innovation Institute (ex officio), Prof Noah Linden Lead Digital Futures Institute (ex officio), Prof’s Dimitra Simeonidou and Susan Halford Lead Civic Futures Institute (ex officio), Prof Martin Parker Lead Future Opportunities (ex officio), Faculty of Engineering and Social Sciences and Law Research Directors Funding Workstream Lead, TBC Lead Experimentation Framework task & finish (ex officio), Prof Ian Craddock Lead Enterprise Partnerships Workstream (ex officio), Martin Sadler Senior Programme Manager (Facilities & Spaces Liaison) (ex officio), Mustafa Rampuri URI Representative Prof Kate Robson-Brown The following individuals are ‘in attendance’ at meetings of the Committee/Group (that is, they have the right to attend Committee/Group meetings, and to receive Committee/Group papers, but cannot vote): • • • • Head of Programme Delivery, Nicola Key, Programme Support Officer, Beth Oliver R+I Senior Project Manager, James Clayton Others as agreed by the chair The delivery of the QTIC+ project will be overseen by the Research and Innovation sub-programme as shown in following Figure, note to enable effective management the Design Factory will be treated as a district project The governance structure for full-scale operation will be developed during the pilot phase and scale-up, ensuring that the operation of the facility is agile, responsive to market needs and demands yet meets the obligations for accountability and state-aid compliance Figure 6: TQ Sub-Programme Governance for QTIC+ and Design Factory Establishment Page 38 of 50 During establishment of the facility the QTIC+ Executive Board will report in to the TQ Research and Innovation Board The Executive Board will have responsibility for enabling the delivery of the objectives and outcomes of QTIC+ It will be guided by an Advisory Board, ensuring that industrial partners and academics are fully involved in its design, delivery and operation It will have a partnerships boards with responsibility for ensuring smooth partnership engagement and ensuring that the views of all the partners and users are accounted for in relevant decision making It will have a Technology, Innovations and Operations committees who set the core programmes; identify capability gaps and seeking ways to address them; agree the facility master scheduling; track and monitor usage, outcomes and outputs of the centre These boards and committees will look holistically at the QTIC and Design Factory Components that make up QTIC+ and feed respectively into the QTIC+ Executive Board The governance model will be reviewed on an annual basis to ensure that it continues to be fit for purpose and evolve in a dynamic environment QTIC+ Executive Board – Will be responsible for the strategic direction, planning, management and operation of the QTIC+ facility It will be responsible to the R+I board and will feed in as required to the TQ Programme Board It will be responsible for: • • • • • • • • • Agree the project mandate, PID and plans Authorise deviations from the plan and where necessary seek approval from the R+I board Monitor and agree review project plans Agree the project tolerances for time, quality and cost Receive Exception Reports and decide on next steps Receive updates from the Project Manager and resolve any escalated issues Approve the end of Project report and the lessons learned report Review budgets and agree spend profiles and submission of reports and claims to the Combined Authority and LEP Will be responsible for the initiation of the QTIC+ operation and ensuring compliance with the Monitoring and evaluation framework The QTIC+ Executive Board will normally comprise of the following members: • • • • • • • • • • • • Nishan Canagarajah (Chair) Mustafa Rampuri (Programme Manager) Sean Shiels (Project Manager) TBC (QTIC+ CEO) TBC (QTIC Academic Lead) TBC (Design Factory Lead) TBC (Innovation and Skills lead) Matt Finch (Operations Manager) Tim Rose (Financial Controller) Ian Bond (Dean of Engineering) Paddy Ireland (Dean of Social Sciences and Law) TBC (Education and Skills Lead) Page 39 of 50 5.1.4 Project Management The construction project management and site development activities are undertaken by the University’s Estates Development team who are well experienced in the successful delivery of large scale, complex, capital building projects within technically challenging environments The team includes professionally qualified Architects, Engineers and Building Surveyors, along with Clerks of Works, CDM Co-ordinators and Commissioning Engineers The project management approach provides a ‘turnkey’ service, from establishing the initial brief, developing the design and managing the: procurement, construction and handover of a completed, fully functioning facility, whilst ensuring value for money and environmental best practice Our project delivery system has been developed from industry best practice and uses a continuous improvement philosophy, which sees us deliver capital building projects and programmes in accordance with the industry leading RIBA Plan of Work, using the founding principles of the PRINCE2 project management and MSP programme management frameworks, alongside a body of specialist knowledge afforded by the chartered construction professionals in the team 5.1.5 Expertise and Experience The University of Bristol has experience from delivering phases & of the National Composites Centre (NCC) This includes management of the construction and fit out of the facility and initiating a management structure and operation This resulted in successful delivery of the establishment for the NCC team, funders and partners The in-house expertise is still available at the University and a “lessons learnt” review has been conducted following the establishment of the NCC 5.1.6 Resourcing Appropriate resources have been provided to develop this project through the subsequent stages In this respect, a more detailed business planning exercise will continue to be undertaken to ensure QTIC+ and the Design Factory are fit for purpose, agile and responsive to users’ needs and market conditions, and self-sustaining 5.2 Programme Plan Please see Annex A for the detailed programme plan which includes a detailed timeline for the whole project setting out the programme for all the work required through to delivery of the QTIC+ and Design Factory projects, including key milestones; e.g design work, procurement, enabling works etc The programme shows key dates and the critical path so that the risks to delivery can be identified The key points of the current programme for the project are as: April 11th 2019 Public consultation begins for the Residential Scheme detailed planning application and Master plan Page 40 of 50 5.2.1 May 27th 2019 Detailed planning application submitted for Residential Scheme May 31st 2019 RIBA Stage cost plan approved by Board of Trustees July/August 2019 Public consultation for the Academic Scheme detailed planning application September 27th 2019 Detailed planning application submitted for the Residential Scheme May 2019 - June 2020 Main contractor procurement July 2020 Start on site July 2022 - Sept 2022 UoB ops preparation September 2022 Residential and Academic buildings open Land Acquisition, Planning and Other Consents The University and Bristol City Council exchanged a Conditional Land Sale Agreement for the purchase of the Cattle Market and Temple Island sites in July 2017 Following this the University instructed the preparation of an Outline Planning submission as a first step to achieving Town Planning consent for its Temple Quarter Enterprise Zone development An Outline Planning Consent application was submitted to the Local Planning Authority in November 2017 An amendment to this submission, showing an updated master plan scheme, was submitted in June 2018 The application was unanimously approved at the July 2018 planning committee The Outline Planning Consent has approved the total quantity of development, height and massing parameters of the buildings, access and transport strategy, s106 contributions and sustainability performance targets Under the Conditional Land Sale Agreement each party has certain obligations that must be concluded in order for the transfer of land ownership to complete The land remains in the ownership of Bristol City Council until those obligations have been met Bristol City Council’s obligations include; demolition of the existing structures on the site, the removal of the sorting office basement structure and the remediation of the site wide contamination The above works were due to be completed in phases by December 2018, however, the city council are experiencing considerable challenges associated with the abnormal site conditions The demolition of existing structures is due to complete by June 2019 The University is assisting the city council in discharging its remaining obligations through early enabling works 5.2.2 Service Diversions The diversion of services and remediation of the site is being undertaken by the BCC as part of the land acquisition agreement Indications are that bringing services to the site will require a new substation to be built As a brown-field site, services have already been established and no excessive issues are anticipated Page 41 of 50 5.3 Engagement and Consultation 5.3.1 Stakeholder Engagement Strategy, Mapping & Register The figure below illustrates the Stakeholder Engagement Cycle under the MSP programme management framework It also highlights key documents to be prepared Figure 7: MSP Stakeholder Engagement Cycle A spreadsheet-based Stakeholder Register is being populated, capturing stage of the cycle – Who are the stakeholders and/or stakeholder groups? & What they care about? The following information is being captured: • • • • • • • • • • • • • Organisation Role Name Area of Interest/Concern & Why? Next Actions/Notes Influence (1-5) & Why Interest (1-5) & Why Influence * Interest Development Trends of relevance to the programme (Stakeholder) Benefits of the programme (Stakeholder) Disbenefits of the programme Who owns communications (with the stakeholder) Comments Page 42 of 50 Stakeholders are being grouped into the following categories, work will continue to refine and extend these categories: • • • • • • • • • • • • • National Political National Civil Service & Advisors Local Political & Officers Local LEP & related National Public Sector Funders Local/regional/national large Industry City SMEs & representative organisations City 3rd sector partners National Tech Sector Think Tanks etc TQEC publics Local & regional HE Media University Internal Stakeholders Input to the Stakeholder Register are being solicited from a range of University staff and close partners Work will continue to build a comprehensive Register The risk of maintaining records of this kind on a master spreadsheet is of concern In addition, the Stakeholder Register is and will be a live document, and access will be required by several users and communications owners Potential has been identified for developments in the University Digital Workspace programme to be of direct value in QTIC+ and Design Factory programme management The Register is being used to populate an Interest/Influence matrix of the kind illustrated below Key influencers will be highlighted and communicated to the R&I Board on a regular cycle Communications owners and required actions will be identified as a priority for key influencers See Annex A for details 5.3.2 Using Our Facilities to Further Engage with Communities Space: Enabling the use of University buildings by community groups through providing affordable access to facilities such as meeting rooms and open spaces will help create a space to foster community development This could be charged on a sliding scale depending upon the community groups available resources, with for example small groups with less than £20kp/a income having free access Another issue we will consider is proximity and accessibility, given that many marginalised groups or people from areas of deprivation may need help to physically get to the facility; e.g community transport This is particularly important for those with disabilities Access to use the buildings should not only restricted to the evenings/night, as this precludes many people and community organisations from using it – particularly women or people with caring responsibilities Further details on our long-term partnership approach – working in true partnership with the community; creating jobs and wealth locally by using buying and recruitment power appropriately; outreach and community engagement; research collaborations is described in Annexes A & B Page 43 of 50 5.4 Risks, Constraints and Dependencies A high-level overview of key risks identified at this stage is set out below, a more detailed analysis of the risks and the risk register can be found in the Annex A The University and partners specify the roles and specific responsibilities in managing risk, as well as how risks are identified, assessed, addressed and escalated through the projects’ governance framework The strategy will be developed further to include risks both as threats to be managed and opportunities to be taken advantage of Table 8: TQEC and QTIC+ Risks and Mitigation Risk RAG rating Mitigation Post-mitigation RAG rating TQEC progress does not meet QTIC+ timeline A Establish pilot QTIC+ facility at 1CS and manage programme risk openly with Combined Authority and LEP Establish full scale QTIC+ (Inc DF) at TQEC facility at earliest available date G TQEC project curtailed A Establish pilot QTIC+ facility at 1CS Explore options to establish QTIC+ as a stand-alone centre in the TQEZ G Changes in student demand make TQEC proposition unviable R Market research and demand assessment; Horizon scanning (e.g changes to Chinese economy mean PG education a more important offering) A Competition from other universities A Market research; Horizon scanning; demand assessment G Changes or slow - down in the digital and technology economy A Get up and running quickly; flexibility in areas of focus G Culture change for the University A Quantum, disruptive Tech and design sectors are historically flexible to change Working with the faculties/School as first movers will help to encourage culture change elsewhere G Ring-fencing of financing doesn’t work, and University is liable A TQEC to provide flexible space that could be used as office space and leased out if required QTIC+ office space can be rented to nonquantum/disruptive tech/design organisations during scale-up, bringing to an end tenancy agreement as space is required G Page 44 of 50 Financial viability is not sustainable A Initial demand assessment Together with partners, the University will develop new business models that would look to reduce cost, consolidate activity and establish new partnerships and seek additional access to funding G Time needed for sufficient technology maturity is greater than anticipated A Establish through the core programme “Tiger Teams” to address technology bottlenecks and accelerate the development programmes G Insufficient private sector support R Early demand assessment Develop and broaden industrial relationships through wider networking to seek a larger potential base of support A Land and Building costs volatility R Act quickly to secure land and to estimate construction costs using latest data predications G Changing policy environment A Maintain close dialogue with central and local government G Additional Costs to accelerate work A These are being covered through the TQEC build G 5.5 Project Assurance A standalone scheme Evaluation Report will be produced at years & post-delivery This will comprise an evaluation of the QTIC+ scheme (by an independent review organisation) and will evidence the associated outcomes and impacts of the schemes The Evaluation Reports will draw informed conclusions about the delivery of the projects, as well as present monitoring data and information The schemes will have sufficient resources to undertake robust evaluation, including: • • • • • A review of how outputs and other monitoring data relate to and have contributed to the delivery of the schemes’ objectives and wider outcomes If these were not achieved, the evaluation should establish why that was the case; Assessment of the cost effectiveness of the activities, for example, including a consideration of the outputs and outcomes achieved for the financial and wider resource inputs; A description of any positive impacts made as described in the Equality and Diversity Impact Assessment and Plan; A description of lessons learned spanning the development and delivery phases of the schemes, including what went well and what could have been improved; and What the results imply for future management or funding decisions Page 45 of 50 5.6 Monitoring and Evaluation The monitoring and evaluation framework is detailed in Annex B, and has been developed using the logic model approach It provides a breakdown of the elements of the project to be monitored; the mechanism by which monitoring will take place and the method of evaluating the achievement of the programme outputs, outcomes and impacts The frameworks have used the logic model, give a description of the schemes, sets smart objectives and references the FBC objectives and dependencies Standalone scheme Evaluation Reports will be produced at intervals of & years post-delivery This will comprise of either a self-evaluation of the schemes or an independent review of the associated outcomes and impacts of the schemes The Evaluation Reports should draw informed conclusions about the delivery of the projects, rather than presenting monitoring data Acceptance of the scheme’s monitoring and evaluation report will be made by the QTIC+ Executive Board, and the evaluation will include: • • • • • 5.6.1 A review of how outputs and other monitoring data relate to and have contributed to the delivery of the QTIC+ objectives and wider outcomes If these were not achieved, the evaluation should establish why that was the case; Assessment of the cost effectiveness of the activity, and could include a consideration of the outputs and outcomes achieved for the financial and wider resource inputs; A description of any positive impacts made as described in the Equality and Diversity Impact Assessment and Plan; A description of lessons learned spanning the development and delivery phases of the scheme, including what went well and what could have been improved; and What the results imply for future management or funding decisions Data Requirements The monitoring and evaluation documents in Annex B outline the data collection and analysis requirement in particular, for example: • • • Inputs - Financial Records Activities - Performance data, Milestones Outputs – contractual targets, people attending training, businesses supported etc Any information and data will be held in accordance with the Data Protection Act and University policy for information and data 5.6.2 Delivery Plan This section of the framework provides a project plan and timeframe for data collection and for the reporting of monitoring and evaluation findings (e.g when key activities will take place including baseline work, interim and final findings) Page 46 of 50 5.6.3 Resourcing and Governance A budget for monitoring and evaluation has be set aside to undertake the full reviews and years post-delivery as well as during the delivery itself The governance approach and structure for QTIC+ and the Design Factory has been described in the Management Case The Monitoring and Evaluation frame work is in Annex A 5.6.4 Dissemination The findings of the evaluation will be used to inform the stakeholders, partners and funders of QTIC and the Design Factory about the effectiveness of the interventions It will include a description of how the interventions was conducted and the net benefits received by which stakeholder The evaluation will help inform future interventions, potential partners and other stakeholders Page 47 of 50 Annexes Annex A Original QTIC Full Business Case Annex B Design Factory Strategic Case & Description Economic Analysis Monitoring and Evaluation Framework Risk Register Stakeholder Register UoB CFO Letter Annex C Fielden, Clegg and Bradley Studios outline designs Page 48 of 50