20141218 csic 4th year progress report and prospectus by Cambridge Centre for Smart Infrastructure & Construction

Cambridge Centre for Smart Infrastructure and Construction

4th Year report progress and prospectus

CSIC 4th Year Report

CSIC: transforming the future of infrastructure and construction through smarter information Contents

CSIC vision and strategy CSIC’s vision for smart infrastructure and construction is The transformed city: from sensors and data to prosperity and resilience

Introduction: CSIC vision and strategy

1. CSIC in numbers

2. Industry context – challenges and opportunities

CSIC is achieving this vision by engaging closely with leading partners in the infrastructure and construction markets to:

3. The role of CSIC in addressing these challenges and opportunities

• understand the industry’s challenges and opportunities in delivering innovations in smart infrastructure

4. Building CSIC’s capability to deliver

• develop innovative technologies, approaches and solutions to address these challenges and opportunities

5. Partner engagement

6. CSIC technical approach

7. Impact stories

8. Overview of CSIC’s technical themes and collaborative projects

9. CSIC project progress

10. Plans for next 18 months

11. CSIC vision and 19 prospectus for next five years 12. High-level costed options for future funding

CSIC 4th Year Report

• collaborate with industry partners to demonstrate and deploy these novel solutions, building confidence in them and iterating the solutions • develop robust solutions, tools for data analysis, visualisation and management, best practice guidance, codes and specifications for scale up and standardisation • enable implementation and exploitation by industry through a range of activities including industry training, developing supply chain networks, input to standards and dissemination Over the last three and a half years CSIC has built a delivery capability to develop innovative ideas into novel solutions for industry, and drive them into practice. Over the next five years, CSIC will continue to partner closely with industry to deliver a UK infrastructure and construction industry which is world leading.

CISC in numbers

Covering a range of metrics, including CSIC’s key metrics (as reported in 24 month review and 3rd year report), and appropriate metrics from the commissioning document.

awards and Shortlistings

CSIC, winners of the Ground Investigation and Monitoring Award at the International Tunneling & Underground Space Awards

Collaboration with Industry

Industry partners

636

publications and Citations

Active industry partners

Collaborative projects with industry

Field demonstrations and case studies

Company “assists”

Spin out companies

Events organised for industry

Industry delegates on CSIC training courses

Secondments in and out

Commercial outcomes Commercial income

£954,154

New products launched

Patents

people

389

trained by CSIC

Number of IKC staff and PhD students

Trainees through the centre

389

Extent of networking, workshops, conference etc. activities (include keynotes)

110

In-house training events

Science and society metrics 81

Site Demonstrations

Non-IKC research grant funding

£13,829,708

Academic publications

636

Assistance to other academic institutions, Government Departments, NGOs

Media publications/ programmes (industry/ general media)

Awards and shortlists

CSIC 4th Year Report

Industry context – challenges and opportunities

There is no doubt that recent years have been challenging for the construction industry; with industry operating margins in the UK dropping to 1.2% in 2013, less than half of the margins seen in 20101, and net cash balances similarly hit. Despite such challenges, the demands placed on our infrastructure are increasing as the global population becomes progressively urbanised2. But challenge brings opportunity – following the global economic recovery the construction market is predicted to grow by over 70% by 20253, creating great opportunities for the industry to work smarter, increase profitability and improve the quality of our future infrastructure.

Challenge – ageing assets Much of the UK’s existing infrastructure is old and no longer fit for purpose. In its State of the Nation Infrastructure 2014 report the Institution of Civil Engineers (ICE) stated that none of the sectors analysed was “fit for the future” and only one sector was “adequate for now”. The need to future-proof existing and new infrastructure is of paramount importance and has become a constant theme in industry documents and discussions. Existing infrastructure is challenged by the need to increase load and usage – be that number of passengers carried, numbers of vehicles or volume of water used – and the requirement to maintain the existing infrastructure while operating at current capacity4.

opportunity – increased investment for a growing market The government has identified infrastructure as a key area for investment, and a cornerstone of the policy for UK growth. The Institution of Civil Engineers has suggested that investment from less traditional sources, such as the Green Investment Bank, should be made available. The global market for infrastructure is predicted to reach $15 trillion in 20253. This 70% increase will renew the market, allowing the businesses working within and alongside the construction sector to expand at a similar rate.

CSIC 4th Year Report

Challenge – complex and conservative industry An unstructured global market with complex local regulation – Infrastructure is a global market; inspirational and innovative construction and infrastructure projects are expected to transform the way the world’s populations interact with their cities, governments and environments. Economic powerhouses, large countries with large economies like the USA, China and Brazil, present big infrastructure needs particularly in the areas of water, cities and power. In mature markets, skills shortage is a key challenge. Within the UK construction industry, out-dated finance and contract models5 have been cited as barriers to innovation and to profitability. Additionally, the complex legislation surrounding site regulation prevents access to the infrastructure building process, creating obstacles to the transfer of knowledge from research to industry and the implementation of novel innovative processes and technologies. Low profit margins – Information gathered at CSIC-conducted interviews with selected companies from the construction and infrastructure sector revealed an industry requirement to be more efficient in business and a desire for the application of new technologies. Reducing costs and increasing margins are major objectives but must be achieved while giving better value to the client – the infrastructure owners and operators. Better value does not necessarily mean cheaper – and better management techniques, more sophisticated monitoring and increased maintenance capability can all be designed as part of the construction and operation of infrastructure to add value, if the business advantage can be proved. Conservative risk profile – Despite the appetite for increased value, there are obstacles; the long lead times and conservatism of the construction industry create barriers against the very innovative technologies that can deliver solutions to these challenges. New technology can be perceived as an added risk by infrastructure owners and operators4 rather than a benefit and vehicle for positive change; tried and tested methods are, at least, better understood and their limitations familiar. The problem of how to test and trial novel technologies while operating assets is one which causes concern to owners and operators. SMEs, often the source of these new methods and technologies, can find their innovations viewed as ‘niche’ applications with low cost/benefit rather than potentially mainstream technologies with wide-ranging possibilities6.

opportunity – global excellence in leadership and education By investing in innovative solutions for infrastructure and construction, the UK can take a global lead in this thriving area. Industry needs to be convinced that novel technologies are beneficial while the associated risk is manageable. Education of staff, designers and the general public is required to allow the full exploitation of innovation while minimising risk. Providing a neutral space within the UK, where technologies can be fully evaluated and demonstrated, as well as advice found and education received, is critical to their effective adoption. An interface between academic research and business challenges, allowing the development of these technologies to establish timely and practical solutions, is equally vital. The skilled and expert workforce created by this educational programme will have the capabilities and knowledge to become the global industry leaders of the future, placing the UK at the centre of the global growth in infrastructure.

Challenge – changing demands

Changing population – The changing demographics of an older population, particularly in Western Europe and North America, will alter the way we access out infrastructure and the demands we place upon it. Modelling the future, both in terms of the asset and of our society, plays a vital role in promoting the success of our cities and economies. Within this approach, futureproofing and future-modelling and end-life planning for existing assets must be combined with methods of extending useful life. Unexpected events – Resilience and efficiency work in tandem to reduce risks associated with construction and infrastructure. New infrastructure projects offer the opportunity to better plan for unexpected events including extreme weather events, terrorism, political instability and economic fluctuations ensuring assets are fit for future purpose, even when that future is not yet clearly visible. More efficient use of commodities including energy and water, time and waste management, can be designed into our urban systems creating a resilient suprastructure7 that has the capacity to adapt to differing future outcomes.

Big data – The significant growth of big data is an emerging issue affecting every economic sector including construction and infrastructure. Companies are overwhelmed with the sheer volume of data collected, aware that the data contains knowledge of use to their business but are mostly unable to access that knowledge in an effective or timely manner.8 ‘Digital networks that enable us to access crucial information and resources’9 have been highlighted by the Government as an integral part of the ‘world class infrastructure’ required by the UK. The challenges have been more specifically identified by EPSRC7 and include robust, low-powered, real-time sensing; reliable and efficient acquisition of data and storage and transmission and organisation of sensed data. The challenge and opportunity is to work out how data can be used to design new interventions or models, control and optimise systems, as well as automate physical intervention.

opportunity – increased innovation and higher margins With change comes opportunity; for new ideas, for increased profits, for better solutions. The necessity to provide for these predicted futures, coupled with the forecast growth in construction, will see funds become available for innovative responses which, in turn, will lead to increased margins, both for the innovation provider and for the construction industry in general.

KPMG: “Construction Barometer – Recovery in Sight?”: Sept 2014 WHO: By 2050, 70% of the world’s population will be living in towns and cities: April 2010 Global Construction Perspectives and Oxford Economics: Global Construction 2025: July 2013 4 CSIC interview – TfL – Stephen Pottle 5 www.out-law.com/articles/2013/October/old-fashioned-contracts-and-procurement-getting-in-the-way-of-construction-innovation-says-expert/ 6 CSIC interviews – Sengenia and Geosense 7 EPSRC: Grand Engineering Challenges: May 2014 8 Industry/Cambridge University discussion – international oil company – Nov 2014. Backed up by www.oracle.com/us/c-central/cio-solutions/big-data-analytics/mitigating-data-overload/index.html 9 HM Treasury – National Infrastructure Plan 2013 – December 2013 2 3

CSIC 4th Year Report

the role of CSIC in addressing these challenges and opportunities

CSIC works to address industry challenges and create opportunities to address them through: leadership and education; driving forward innovation in infrastructure and construction; demonstrating the value of innovations and helping industry to implement and exploit them.

Increasing profitability by demonstrating the value of innovation Industry partners see CSIC’s USP as “making technology ‘real and practical’” through live demonstrations and collaborative work. This not only builds confidence in solutions, but also gives directly visible results from partnership with CSIC. CSIC also has a role in helping to unlock and leverage funding from other sources such as Innovate UK and the EU. This includes raising partners’ awareness of calls and, where appropriate, acting as a convenor of partnerships for proposals. Such support allows partners to participate at the very forefront in the market expansion, placing them in pole position for increased investment and profitability.

Leadership and education The ICE’s State of the Nation Infrastructure 2014 report highlights the requirement to deliver capability and capacity and the need for leadership, addressing both the requirement to bring together industry leaders to develop strategic initiatives, and to develop skills in the sector through training and dissemination.

CSIC brings together clients, consultants, contractors and solutions providers with leading academics to explore the challenges facing the industry, develop solutions and demonstrate their value. The Centre is creating a market for these solutions and helping assemble the required supply chain. In an industry with operating margins below 2%, developing a strategic research alliance aligned to infrastructure investment and challenges is vital. CSIC’s partners value the work we do to bring together major industry players to discuss and focus on future innovation needs and opportunities. In doing this, CSIC speaks not only with engineers, but also with industry leaders and strategists. Credibility and an independent voice are also vital. Industry partners are supportive of the key role CSIC has taken in this respect, and keen for this to be further developed. An industry partner said: “We have no other partnerships with any other groups with that combination of both reach and credibility”10. Our Steering Group is comprised of industry leaders and influencers including the Director of Innovation at Costain, the Technical Directors of Laing O’Rourke and High Speed 2, the Director of Standards at BSI and senior staff from Infrastructure UK. This group guides the work of CSIC by linking specific CSIC technologies to values in their decision making, and acts as advocates for the value created by CSIC in their own organisation and in the industry as a whole. This down-to-earth and practical leadership (“do-tank” rather than “think-tank”) is one of CSIC’s unique and highly effective features. Industry partners also value the training and secondments that CSIC gives, and the exposure to novel technologies.

CSIC interview – Sengenia CSIC interview - ITM Soil 12 Institution of Civil Engineers – State of the Nation Infrastructure 2014 11

CSIC 4th Year Report

Driving forward innovation A commonly heard challenge is that of exploring innovation while managing risk, especially in an industry governed by concerns over long term reliability and safety. Our industry partners regard CSIC as having a key role in transferring knowledge of innovation to industry, developing a clear pipeline of relevant technologies and tools both from CSIC and from other academic and commercial organisations. A neutral space, such as CSIC11, where these technologies can be fully evaluated and demonstrated, as well as where advice can be found and education received, is critical to their effective adoption. Additionally CSIC provides an interface between academic research and business challenges which allows the development of these technologies to establish timely and practical solutions. One of the recommendations of the State of the Nation Infrastructure 2014 report was that: “dedicated multi-disciplinary engineering teams should be seconded directly into the latter stages of significant research projects with the task of implementing the benefits from academic research, so that they can be practically and efficiently applied to meet the UK’s infrastructure needs.”12 This is being achieved by CSIC through close collaboration with industry partners, including secondments of staff into CSIC.

Building CSIC’s capability to deliver

CSIC has developed a delivery model to accelerate the timescales and improve the success of delivering innovation into the infrastructure and construction industries while ensuring reliability and safety (Figure 1). This delivery model is applied to each of our technical areas of focus. New innovations are developed within CSIC, and innovations originating elsewhere (for example with other universities or industry partners) can be supported by the delivery model, entering at any point in the process. Over the last three and a half years, CSIC has significantly built its capability in demonstration and deployment, scale-up and standardisation, and enabling implementation and exploitation, putting the Centre in a position to drive innovation into construction and infrastructure in partnership with industry.

Delivery in practice The CSIC director oversees the Centre’s activities, and is responsible for the development of the CSIC’s long-term strategy. She is supported by the Centre’s finance manager and administrator. Regularly attending industry meetings with industry, government organisations, regulatory bodies and others, she gathers knowledge and information from all sectors of the industry to ensure CSIC’s maintains its comprehensive strategic vision of the marketplace. Increasing profitability – CSIC works with its Industry Partners to prove and promote a smarter and sustainable approach. By bringing together technology supply chains and seeking out

opportunities for new technologies in the infrastructure markets, CSIC creates value and profit where there had previously been problems and challenges. Expanding outreach into new market sectors, CSIC has made significant inroads into the water sector and the rail sector in the last 12 months. A recent initiative to drive down the cost of sensing has made a breakthrough with a partner SME to reduce the cost of FO sensing by a factor of more than ten. Business development within CSIC is also supported by the Engineering Department’s Knowledge Transfer Facilitators. Leadership and Education – CSIC’s neutral role within the market combined with the academic gravitas of its researchers allows the Centre to lead discussions and advancements, finding solutions to those difficult areas where sector-bias has previously been an obstacle to progress. CSIC engages with industry through training and knowledge transfer events, providing the education vital to ensure that all sectors of the construction and infrastructure community are able to benefit from the innovations and best practices developed through CSIC’s technological advances. With over 400 people already having been trained, 5 training courses being planned for the next 18 months and the development of best practice guidance (being published with ICE), the Centre continues to emphasise education and dissemination of knowledge. To maintain and expand CSIC’s industry links, industry partner events and partner liaison are prioritised by all staff. By convening and facilitating events where industry participants can meet and discuss the challenges of their

Figure 1. CSIC Delivery Model Cutting Edge R&D Creating technologies, approaches and sloutions

TRL

Proof of Concept Developing and validating solutions for trial Demonstration and Deployment Building confidence, iterating solutions

businesses, CSIC creates the opportunity for strategic knowledge to flow between different market sectors, enabling better solutions to be generated. To maintain a free-flow of information, the Centre continuously manages and develops it communications strategy, delivered by professional communications staff. Recent achievements include: the development of a quarterly e-newsletter; delivery of the Centre’s first Annual Review; negotiation of a regular monthly opinion slot in ‘Infrastructure Intelligence’; coverage of the Centre’s activities by specialist press and the BBC. Leading innovation – CSIC has a strong team of 14 internationally recognised academics from a range of disciplines including civil engineering (specifically geotechnical engineering and structural engineering), asset management, leading edge sensor technologies, and urban and transport planning. The academic team is supported by 30 CSIC research associates and 15 PhD students delivering ground breaking research and proof of concept innovations for field trials. A special deployment team has been recently created, consisting of three secondees from industry, five research associates and two installation technicians. This team, managed and coordinated by the Centre’s Knowledge Transfer and Training Manager, is responsible for planning and delivering CSIC site deployments and writing papers and articles to promote the outcomes. The team also contributes to the scale-up and standardisation activities of the Centre, through development and documentation of operating procedures, robust installation methods, data analysis and interpretation methods, and analysis and visualisation software. By creating, managing and implementing innovations, the Centre leads through example, demonstration and support to Collaborative enable industry to exploit novel Research advances at the earliest opportunity, creating a world-leading infrastructure industry.

Scale-up and Standardisation Developing robust sloutions, best practice guidance, input to standards and specifications, software

Driving Innovation

Enabling Implementation and Exploration Training for industry, developing supply chain networks, input to standards, dissemination to enable large scale uptake by industry Time CSIC 4th Year Report

partner engagement

Customers and partners CSIC has developed a network of over 40 industry partners, and engages with a wider constituency beyond immediate partners. We categorise our partners as follows: Infrastructure clients (owners & operators) – responsible for commissioning new infrastructure, and/ or with a lifetime responsibility for the assets; usually ultimately responsible for the funding and financial performance of the asset throughout its life. Partners include Transport for London, Tube Lines, London Underground, Crossrail, Network Rail, Highways Agency, Humber Bridge Board, National Grid, Thames Water, Transport Scotland, CERN Designers, contractors, asset managers – responsibility for part of the lifecycle of the asset, typically responsible for technical and physical performance of the asset, rather than for funding and lifetime financial performance. Partners include Arup, Atkins, Capita Symonds, CH2M Hill, Mott MacDonald, WSP, PB, Costain, Laing O’Rourke, Skanska, itm soil, Soldata , Geotechnical Observations Technology and information supply chain – providers of technology solutions to either of the above, experts in their technology but not necessarily familiar with the specific characteristics and requirements of the infrastructure and construction industries. Partners include Aeroflex, GE Aviation, Geothermal International, Geosense, IBM, Imetrum, Rebite, Rolatube, Senceive, Thales, TopCon, Toshiba, Zuhlke

Knowledge partners – research and technology organisations, professional institutions, universities and other organisations who can help inform, disseminate and, where appropriate, deliver the work of CSIC. Partners include BRE, CIRIA, MBE KTN, RICS, TRL, Infrastructure UK, CERN, UCL, University of Sheffield, City University CSIC engages with our industry partners, wider industry organisations (such as ICE, RICS and CIRIA) and with local and national government, using meetings, workshops, roadmapping and questionnaires, to understand the challenges the industry faces in developing innovative smart solutions, and the opportunities that addressing these challenges can create. This then guides our delivery agenda, including the technical areas we push forwards and the wider support we provide to the industry. We collaborate closely with industry partners in delivering the technical agenda, engaging in collaborative research projects, deployments and case studies, and scale up and standardisation activities. We also develop training to enable our partners to take on the new technologies and frameworks, as well as jointly delivering projects for third parties when our solutions are at the scale up and standardisation stage, and welcoming secondees from industry to work with our team. Section 6 gives an overview of the technical areas that CSIC has been pursuing over the last three and a half years in response to this input.

Markets CSIC has been active in a range of markets over the last three and a half years, and we have ambitions to reach out to further markets in the future: Current markets: • Cities and systems • Infrastructure design, construction, operation and management, focussed on: • Transport • Buildings • Water Future markets: • Infrastructure design, construction, operation and management, focussed on: • Energy • Flood defences • Waste & resources • Communications The ICE’s State of the Nation’s Infrastructure 2014 report also highlights the requirement to deliver capability and capacity, and the need for leadership. These are also areas of opportunity for CSIC, addressing both the requirement to bring together industry leaders to develop strategic initiatives, and to develop skills in the sector through training and dissemination. CSIC engages in these markets through: • close relationships developed with industry and public sector partners in the markets • presence of senior CSIC academics and staff in industry bodies and government advisory committees • exhibiting at, speaking at and attending relevant industry conferences • providing thought-leading articles in relevant industry publications such as Infrastructure Intelligence and New Civil Engineer. This engagement leads to opportunities to demonstrate the value of innovation, recruit new industry partners, generate new opportunities for collaboration with the markets and explore new avenues and requirements for solutions.

CSIC team installing fibre optics on a test pile 8

CSIC 4th Year Report

CSIC technical approach

CSIC approaches its technical themes at three scales with a unifying theme of sensing and data interpretation. This forms the foundation of our work, providing data and analysis to create smart information. These scales are (i) structures, seeking to improve our design, construction and monitoring; (ii) assets, with whole-life asset management tools which use that smarter information to inform operation, maintenance and end of life; and (iii) cities, where we are involved in developing models, frameworks and standards to inform infrastructure development. At each of these scales we are addressing a range of challenges, as depicted in Figure 2.

Figure 2. Innovating at three Scales

CITIES AnD InFRASTRUCTURE SYSTEMS

• • •

What economic value does our infrastructure create? How does our infrastructure best serve our communities? What form should our infrastructure take?

Value of Infrastructure • •

ASSETS Information Requirements and BIM

• •

•

STRUCTURES •

•

SEnSORS AnD DATA InTERPRETATIOn

• •

How do we operate, manage and maintain our assets to deliver best whole life value? How do we futureproof our assets against changing requirements and against shocks? What decissions do we need to take to do so? What information do we need to make those decisions?

How do we best design, construct and monitor our structures to deliver the performance we need? What data do we need to do this, and how do we interpret it?

What sensors are needed to measure the performance of our structures, assets and cities? How can we make them robust? How do we analyse the data to give reliable, meaningful results? CSIC 4th Year Report

Impact stories

City scale Planning and design; reshaping rail station areas in China

It is of crucial importance that new planning and design concepts are introduced to China, and we have enjoyed working with CSIC in using their research to influence real planning and design decisions which are urgently needed.

”

Dr Lei Hua, Director of Chapman Taylor (Shanghai)

SOURCE: GUANGxI HUALAN DESIGN AND CONSULTING GROUP

CSIC’s analytical tools for masterplanning and urban design around large rail stations and major public transport hubs have been implemented by CSIC Industry Partner Chapman Taylor (Shanghai) and Guangxi Hualan Planning & Design Group (Nanning, China) to shape the new development zone around Nanning high-speed rail station. The masterplan for the station plaza and new central business district (CBD) around the station features CSIC’s concepts of infrastructure integration and seamless travel. This collaboration is ongoing and CSIC recently hosted a Retail Design Seminar at the University of Cambridge to discuss urban design concepts for Nanning Station Area CBD. The Hualan Group is planning a provincial research proposal to utilise further expertise from CSIC and Chapman Taylor (Shanghai).

“

BSI’s Smart Cities Advisory Group provides expertise on developing the market for smart city products and services to enable cities to meet future challenges. CSIC is actively contributing to the development of PAS standards and putting these to the test at the Centre’s demonstration project sites. This will aid further progress of smart standards, facilitating uptake by industry and the public sector to develop cities that effectively integrate the physical, digital and human worlds to deliver a sustainable, prosperous and inclusive future. CSIC Co-Investigator Dr Ying Jin sits on BSI’s Smart Cities Advisory Group.

“

The work done by CSIC in relation to transport developments will be directly relevant to the forthcoming BSI publication PD 8101 on planning for smart cities. BSI sees continued collaboration with CSIC as a valuable means of ensuring that the knowledge embedded in the standards programme has a firm academic basis. One of the aims of the programme, in line with the objectives of the BIS Smart Cities Forum, is to gain international reputation for the UK’s expertise in smart cities.

”

Dan Palmer, Head of Market Development at BSI

An artist’s impression of the planned recreation and business district next to the new High Speed Rail Station in Nanning, southwest China

Shaping the future; setting standards for smart cities

CSIC 4th Year Report

asset scale Moving mindsets: from least-cost to whole-life approach

Managing assets: futureproofing infrastructure, valuing assets

Bridging the gap: a value-based approach to maintenance

The ISO 55000 family of standards on asset management, published in 2014, brought worldwide attention to through-life management of physical assets, shifting emphasis from minimising cost to realising value. This requires clearer determination of the value realised from assets and how to make value-based asset management decisions. CSIC has developed an innovative structured approach to specifically help asset owners and operators to make betterinformed decisions. This tool was applied to London Underground (LU) tunnels to find the optimal grouting strategy for seepage related problems. This led to the determination of the best repair option and timing considering the location of seepage and its systemic consequences on value, rather than the traditional approach of the least cost option. Value-based thinking removed the ‘do-whatis-absolutely-necessary’ mindset, promoting innovative thinking to improve value rather than simply minimise cost. This allowed LU to systematically identify risks and build a sound business case for investment and expenditure.

CSIC’s futureproofing assessment and planning tools assist asset intensive infrastructure companies to develop strategies to futureproof information, allow decision makers to collect data and secure its long-term availability and help identify what the lasting value will be for an infrastructure. CSIC’s Infrastructure Futureproofing Project has resulted in the Institute of Asset Management (IAM) prioritising the issue; following a series of CSIC infrastructure futureproofing workshops, the IAM Annual Conference in July 2014 featured special sessions on Futureproofing in Asset Management and Asset Management and Climate Change Adaptation (chaired by Tim Kersley from Network Rail). CSIC’s futureproofing tool has been successfully piloted on Liverpool Waste Water Treatment Works with United Utilities.

The bridge maintenance prioritisation tool developed by CSIC uses a value-based approach to prioritise annual maintenance activities on a portfolio of bridges. The tool complements a three-phase approach: it identifies key value drivers for the stakeholders and develops a valuation scheme for bridges based on criticality to the network operation; develops a value-map for the bridge that identifies how the condition of the bridge affects the various value drivers; and uses the value-map and the valuation scheme to quantify the effect of maintenance activities and prioritise activities on the basis of value-for-money. As the Excel-based tool uses a simple scoring scheme, it is practical and easy to understand and implement.

“

CSIC’s asset management tool offers an opportunity to assess systematically what we should value in each case and guide the decision making accordingly.

”

Dr Keith Bowers, London Underground’s Head of Profession for Tunnel Engineering

The use of CSIC's infrastructure futureproofing tool provides real value in the assessment of the suitability of assets when considering the design of upgrades and new facilities for long-term use and maintenance. The use of the tool should help with the selection of a variety of water and wastewater process asset upgrades thus helping drive innovation and improvement in the industry for future projects.

”

Andy Fielding, Performance Manager for Costain Water sector

“

CSIC's value-based prioritisation tool provides us with a structured approach to plan maintenance of our portfolio of some 1500 bridges. The tool will allow us to prioritise the maintenance activities on our bridges annually based on the provision of service to the bridge users, risk to structural integrity, and the cost of maintenance. It provides us with a degree of confidence to justify the expenditure and programming of our highway structures to target our limited resources to the benefit of the local communities.

”

Gareth Guest, Area Bridge Manager at Cambridgeshire County Council

Example of seepage in a London Underground station

CSIC 4th Year Report

Impact stories

Structures Award-winning sustainable approach at Bevis Marks, London CSIC innovations in fibre optic strain sensing identified the condition and performance of existing piles for industry partner Skanska, helping to secure the 2013 Ground Engineering Sustainability Award for work at Bevis Marks. CSIC’s advanced monitoring proved the old eight-storey building’s existing piles were suitable to be reused for a new 16-storey building, saving stakeholders £6m. Additional benefits included a reduction in required construction material, saving 1000 tonnes of CO2, and an economy of construction programme time. The success of this sustainable approach was highlighted by Iain Gray, CEO of Innovate UK, who tweeted about it following a focus news item by Innovate UK.

“

Nice piece of work between @CSIC-IKC & Cementation @SkanskaUKplc.

”

Iain Grey, CEO, Innovate UK

Monitoring for the future: Abbey Mills Shaft, Thames Water Lee Tunnel project

Transforming construction: innovative fibre optics sensors deployed at Crossrail sites

CSIC’s fibre optic monitoring of this recordbreaking 80m deep shaft during construction highlighted structural behaviour leading to greater innovation in design and reduced use of materials. The data from this project, together with CSIC’s ground movement monitoring, will inform the design of future shafts of this type shaping long-term impact on performance-based design of shafts. Thames Tideway estimated these findings will help save at least £10m on the cost of construction. This project won the Institution of Civil Engineers Fleming Award in 2013.

CSIC has been actively involved on four key sites during the construction of Crossrail principally in the implementation of fibre optic sensing to measure the performance of shafts and deep excavations. CSIC has successfully installed optical fibre sensors on the diaphragm wall reinforcement cages at the sites. The monitoring data gathered provided new insights into the behaviour of the shaft lining and ground movement highlighting the conservative nature of the design of the shafts and retaining walls and much less ground movement than predicted. Monitoring has demonstrated the potential economic benefits gained from refined designs which will, in turn, benefit the wider construction industry and allow a faster and more efficient construction process.

“

Thames Water’s approach has been changed by this successful result; it will apply the method to all future major shaft excavations. The confirmation of the design models that will be realised by this work will give greater confidence and fewer objections by third party structure owners and operators thus reducing the level of institutional objection during the planning process.

”

John Greenwood, Technical Consultant on Thames Tideway Tunnel

Abbey Mills Shaft

“

CSIC’s work on Crossrail and other related projects is cutting edge. Using fibre optic strain gauges to measure the performance of our tunnel sections and shafts is a first anywhere in the world. Developing asset management systems that detect changes in the asset over its life cycle will allow us to understand better how our structures and assets behave and how, long term, we can save money through more economic design and reduced life cycle costs.

”

COURTESY OF THAMES WATER

Andrew Wolstenholme, CEO of Crossrail

CSIC 4th Year Report

Sensors and data interpretation Vibration energy harvesting technology leads to spin-off CSIC-funded projects have resulted in innovative technology for vibration energy harvesting and low-power sensing, enabling a new approach to distributed autonomous structural health monitoring. Patents underlying this technology have been filed through Cambridge Enterprise and a spin-out company is being formed to commercialise the technology. The pre-seed investment phase is being led by IP Group plc and Cambridge Enterprise, with business support provided by Carbon Limiting Technologies. Vibration powered wireless sensors have the potential to address ubiquitous condition monitoring of assets in applications such as civil infrastructure, transportation systems, automotive, aerospace, oil and gas and industrial process control. By either complementing or replacing existing battery solutions, energy harvesting addresses extensive battery replacement maintenance costs, reducing the burden on hazardous waste disposal while providing enabling technology for long-term condition monitoring of assets in remote, inaccessible locations.

Industry success for UtterBerry The UtterBerry, a tiny but robust wireless, low-power network used to monitor largescale assets including tunnels and bridges, designed and developed by PhD student Heba Bevan at CSIC, was successfully deployed by Crossrail on the C360 project at Eleanor Street Shaft, London. The UtterBerry remotely monitored the sealed shaft, eliminating safety hazards and reducing costs. Delivering online and real-time structural displacement monitoring, the application of the UtterBerry, shortlisted for several awards, has won a Best Practice/Innovation Award for CSIC industry partners Costain-Skanska. Heba Bevan on site at the Eleanor Street Shaft, London

“

“This is the first time the device has been used in this type of environment. The results are proving very interesting – it even picked up sub-millimetre movements when the dewatering system was switched on and off as we re-routed pipes during shaft construction. There’s no doubt it could be used in many different applications in the construction industry.

”

Nigel Marsh, Senior Surveyor for Costain

“

Energy harvesting has been attracting serious research and development attention over recent years. Increasing the harvested power will expand the potential implementation into real industrial remote sensing applications.

”

Steve Riches, Business Development at GE Aviation Systems, Newmarket

CSIC 4th Year Report

8 City Asset Structures Sensors 14

overview of CSIC’s technical themes and collaborative projects Title

Planned outputs to industry/public sector

Academic outputs

Demand forecasting for infrastructure asset planning

Modelling tools for transport infrastructure demand assessment for new developments.

2 conference papers, 1 journal paper

Methodology for assessing opportunities to integrate infrastructure construction with major public transport nodes

Modelling methodology for simulation, optimisation and appraisal of infrastructure integration for transport, energy and other utilities Direct input to BSI smart cities standards Best practice book.

5 conference papers

Real-time station pedestrian monitoring and modelling for peak flow management

Integrated sensor and modelling system for ahead-of-real-time modelling of crowd flows in congested areas based on live data

3 conference papers

Adaptive Zoning for strategic and operational planning of transport infrastructure investments.

Adaptively zoned, computationally efficient transport modelling tool for robust economic and business case appraisal, modelling entire networks for overall impacts whilst retaining relevant local details.

1 paper

Whole Life Management of Infrastructure Assets

Methodologies and guidance for making whole-life value-based asset management decisions for infrastructure. Prototype tool for prioritisation of bridge maintenance activities Guidance document for assessing ‘value’ and using it for optimising maintenance decisions

3 papers [plus 2 in preparation]

Futureproofing of Infrastructure Assets

Guidance for identifying information requirements for asset management Guidance for futureproofing infrastructure information Framework for infrastructure futureproofing

2 papers [plus 2 in preparation]

BIM Plus – incorporating sensor data into BIM Level 3 models for monitoring of existing infrastructure assets

Tool to generate IFC-Bridge compliant BIM models of existing bridges including information location and references to historic sensor data. Tool to translate IFC-Bridge models into IFC2x3 compliant BIM Models. Visualisation tool for BIM models and historic sensor data Extension to IFC-Bridge standard to sensors and sensor data. Guidance for linking sensor data with BIM models.

(future) Journal papers Tool

Automated 3D Digital Information Model Creation

Tool for rapid automatic creation of as-built Building Information Models (BIM) from point cloud data generated using video imagery or laser-scanning technologies. Tool for geometry checking between the resulting as-built BIM models and the as-designed BIM models, when they exist.

(future) Journal papers

London Bridge station project

Various demonstrations of the value of smart infrastructure innovations (fibre optics, WSN, people movement, RF-ID, Computer vision, Smart cities standard)

(future) Papers

CSIC Deployment Projects

Demonstrator projects (50+) to show the value of innovations to infrastructure and construction; best practice guidance; mature technological solutions

(future) Papers

Best practice guidance for monitoring of bridges

Guidance document on structural health monitoring of bridge structures for practitioners Structured methodology for SHM Seminars or workshops

1 keynote, 1 journal paper, 1 conference paper

Maximising the potential of WSN for infrastructure monitoring

WSN guidance document Open source WSN protocol software WSN management tool WSN diagnostic tool

Academic papers Invited talks WSN International workshop in June 2015

WSN hardware

Real data comparison of various WSN systems Development of a new, robust, interoperable WSN hardware

WSN International workshop in June 2015

Highly Distributed Fibre Optic (F0) Strain Measurement for performance-based design, construction monitoring and structural health monitoring

Robust FO procedures, technical solutions, training courses, Best Practice Guide, demonstration projects, reports on successful outcomes; input to ASTM standards F3079-14 and F3092-14

3 papers, 4 keynotes; International conference 2014

Low cost FO analyzer

Small and inexpensive FO analyser targeted at the requirements of the construction industry

FO data analysis algorithm

Computer Vision – reconstruction and registration in small asset data management; Digital Image Correlation (DIC)

Tools to generate 3D models and change detection tools for monitoring of largescale infrastructure such as tunnels; linear displacement measurements

Papers

CSIC 4th Year Report

Route to exploitation:Type of organisation

Any specific organistiaons working with you?

How will these organisations exploit the outputs?

National government (DfT) (for national scale strategic applications); Local government (for local land use and transport planning applications); developers

In discussion with DfT and Cambridge Ahead

Through pilot demonstration and practical consultancy projects.

Decision-makers, investors, masterplanners, infrastructure designers and BSI

BSI

Using the tool to develop maximum value from proposed infrastructure investments

LUL, Network Rail, local authorities, airports. Transport hub designers and consultants

Costain and NR

Consultancy using the model to help design pedestrian environments; live management of stations and other areas.

Traffic management consultants; local and national road authorities and transport planners, DfT, TfL

Dirck van Vliet consultant; DfT; TfL

Consultancy; Application to new highway development plans.

Asset owners and operators, e.g London Underground, Cambs Council, Surrey County Council Asset management consultants e.g. Atkins, Costain

London Underground, Cambs Council, Surrey County Council Consultants – Atkins, Costain

Owners/operators: using the tools for asset management Consultants: use the tools to provide enhanced asset management consultancy services

Asset owners and operators; Asset management consultants

As above

BIM software developers Asset managers using BIM level 3

Increase the functionality of their BIM platform to include sensor and sensor data.

The output will be exploited by major BIM software developers, and by parties involved in the standardisation process of BIM models for bridges.

Enhance software with automatic modelling capabilities.

Manufacturer for fibre optics, WSN and computer vision Consultant/contractor for people movement monitoring, smart cities standard Smart cities standard demonstration – various companies and organisations

Costain, Counterest, Sky High, Network Rail, British Standards Institute

Demonstration of the value of various innovations

Arup, Costain, ITM Soil, Splicetech, among others

Adopting innovations and selling capabilities

Contractors; monitoring companies; consultants

Strainstall, itmsoil, Humber Bridge Board, Mistras; Working with ICE

Adopting innovations and selling capabilities

Infrastructure owners Bridge owners Monitoring contractors Asset managers Consulting engineers

LUL, Crossrail, Costain, Delta T, itmsoil, Soldata

Incorporate software tools into their WSN system. Use the guidance document to develop specifications for WSN deployment

Infrastructure owners Monitoring contractors Asset managers Consulting engineers – WSN manufacturer for WSN software tools

Long-term demonstration of hardware; software comparison Licensing of new WSN system

Clients/ contractors for WSN comparisons WSN service provider for WSN hardware

Crossrail, Thames Water, Arup, Skanska, Hochtief, National Grid

New performance data informing new design approaches; Exploiting FO sensing for assessing quality of the piles; New data showing how precast concrete tunnel lining segments perform

Consultants, contractors, infrastructure owners

Aeroflex Several companies trained

Commercialising the developed system Offering instrumentation and monitoring services, enabled by access to an affordable analyser

Instrumentation and monitoring companies Consultancies

Toshiba Topcon Arup LUL

Commercialising monitoring systems for tunnels

CSIC 4th Year Report

CSIC project progress Project maturity Proof of concept

Buildings

Demonstration

Scale up and standardisation

Waste and Resources

Enabling implementation Flood defences Project progress Progress to date 2014 Energy Expected progress mid-2016

Water

Road

Rail

Cities and systems

CSIC 4th Year Report

Futureproofing methods

Whole life management of infrastructure assets

Adaptive zoning

Real time pedestrian monitoring

Infrastructure planning tools

Technology

Demand forecasting

Basic readiness

CSIC 4th Year Report

Computer vision for change detection

DIC (Digital Image Correlation)

FO for performance based design

FO for construction monitoring

FO for structural health monitoring

Lightweight, low cost FO analyser

WSN hardware

WSN protocols

Deployment projects

3D digital model creation

BIM Level 3 for SHM

plans for the next 18 months

Over the next 18 months, CSIC will build on the progress we have made in developing our delivery capability, to deliver a range of academic and industry focussed outcomes.

Collaborative research As described in section 6 above, CSIC’s collaborative projects with industry will be delivering a range of outputs over the next 18 months, including sensing and energy harvesting technologies, asset management guidance and frameworks, software development for data analysis and visualisation and a range of models and best practice guidance. Our Tranche 1 projects will be drawing to a close during 2015, and Tranche 2 projects in mid-2016.

Driving innovation Our industry partners repeatedly tell us that our USP is the way we demonstrate and deliver technologies in real environments, and create opportunities for technology solution providers to engage with their potential customers. Demonstration and deployment: • Deliver further deployments and case studies in CSIC’s technical theme areas to demonstrate new technologies and explore new markets. We have five confirmed projects (two to demonstrate new techniques in existing markets, three in new markets: sewer and building monitoring) and 10 enquiries for demonstrations in 2015, including monitoring of flood defence embankments in East Anglia for the Environment Agency. • Four to six further secondments from industry partner organisations to CSIC’s deployment team. Scale-up and standardisation: • Best practice guides – in conjunction with the Institution of Civil Engineers during the second half of 2015. Covering Distributed Fibre Optic Strain Sensing, Wireless Strain Networks, Asset Management and Monitoring Bridges, to inform and support the construction industry, infrastructure owners and operators, manufacturing, electrical and information sectors in the installation and operation of these novel technologies. • Delivery of robust installation methods in sensing systems including fibre optics (Brillouin, Fibre Bragg, Raman sensing), wireless sensor networks and MEMs technologies. • Development of a roadmap of standards required to promote uptake of smart infrastructure and construction solutions with BSI and industry partners. 18

CSIC 4th Year Report

Enabling implementation and exploitation: • Delivery of five further industry training courses in CSIC technologies, tools and frameworks. • Discussions with leaders of new major projects such as HS2 and Thames Tideway to encourage incorporation of relevant innovations into project specifications. • Dissemination of successful implementation of innovations at industry events – for example, CSIC is exhibiting at nine events in the NCE/ Ground Engineering conference series in 2015.

Business development, outreach and strategy Customers and partners: CSIC will spend time with industry partners communicating the work of CSIC to a wider audience within those partner organisations and exploring in more detail how CSIC’s outputs might be utilised. Specific activities include: • Continuing to develop CSIC as a nucleating point to assist partner companies to engage and benefit from a range of other innovation-related activities and programmes. • Further ‘technology showcase’ events for technology and information supply chain partners to explore novel applications of technology with infrastructure and construction partners. • Encourage development of more spin-outs and licensing to bring CSIC technologies into the real commercial market. • Develop capacity to engage with SMEs and start-ups, for example developing an SME network and exploring specific targeted activities for SMEs. Markets: CSIC will cement our presence in the construction market and explore further opportunities in the rail and water sectors, increasing market awareness of the opportunities available through engagement with CSIC. We will also explore opportunities in new markets such as roads and flood defences. For example: Construction – continue to reinforce the strong relationships we have with construction industry partners; present CSIC as an ‘innovation hub’ for the industry by exhibiting at a range of industry events; continue to expose SME technology companies to construction industry partners through technology showcase events.

Water – build on recent inroads to the water industry, and expand beyond current connectivity in a promotional business development campaign. Work with Future Cities Catapult to collaborate in adaptive water systems, leading to smart water, digital water. Rail –build on current projects to promote CSIC sensing technologies in rail. Explore opportunities including cutting and ballast stability, and track displacement monitoring for example. Flood defences – CSIC is engaging with the Environment Agency to develop monitoring solutions of stability of flood defence embankments for long-term asset management. We will also build on recent successes in communicating CSIC’s work to a wide audience, producing further annual reviews, engaging with wider industry media to promote CSIC’s achievements, improving our website and building social media presence. Business development: Technology focussed market development will rely on CSIC’s expertise in a range of fibre optic sensing technologies. Key activities will include: Promoting value of different types of fibre optic sensing – showing where FO provides better value over incumbent technologies and other emerging technologies. Drive Global Standards and Leadership in FO Sensing – Develop and lead a programme of FO sensing standards (sensor selection, installation and measurement and data interpretation). Engage the Value Chain in FO Sensing – Develop a strategy to engage the entire value chain in FO sensing, including technology providers, consultants, contractors, and clients. Strategy development: CSIC will continue to develop the strategy for the centre over the next 18 months, to inform the emerging prospectus for the next five years, and to develop funding prospects for the centre. This will be delivered through current strategic development activities such as regular consultation with industry partners, quarterly strategic planning meetings with the CSIC management team and academics, quarterly meetings with the Industry Steering Group of CSIC and annual meetings of the International Advisory Group.

CSIC vision and prospectus for the next five years

Timescales in infrastructure and construction are long, with construction timescales alone stretching from two to 20 years, and asset lifetimes in the range of 60 to 100 years. Reliability and safety take priority over progress and hence changes occur gradually, even when there is a clear need for technological breakthrough in order to remain competitive. Similarly building trust and relationships within the construction industry take time. There is compelling value in maintaining CSIC beyond the original five- year period. CSIC has developed the strongest of relationships and wide networks across the entire value-chain, comprising our industry partners and our international academic and industrial collaborators. CSIC has established a

capability and know-how for delivering innovative solutions to the infrastructure and construction industries, at the three key scales of cities, asset systems and structures that are unprecedented. This critical mass is continuously helping to demonstrate the value of these solutions to clients and owners, and to designers, consultants and contractors. We are also creating new value-chain systems by bringing together sensor component manufacturers, solution providers and the construction industry to develop superior sensing technologies and pump-prime a step change in sensing approaches in the UK and beyond. The application of CSICâ&#x20AC;&#x2122;s capability and knowledge is now being broadened to new markets such as water infrastructure, rail and power.

PARTnERS

MARKETS

Construction

VIRTUAL HUB Virtual Library Engineering Database Business Database Comms Portal

SR C

ties ersi Univ Rail

ICT

n KT

PHYSICAL HUB Collaborative R&D Space Interactive Space Deployment Team

CSIC hUB

BUSInESS DEVELOPMEnT New Markets Supply Chain Development Knowledge Transfer

vate

ACADEMIC RESEARCH Centres for Doctoral Training Collaborative Research

Inno

TRAInInG AnD SKILLS DEVELOPMEnT Undergraduate Training Industry Training

ver

Go ad

erg

t Ci

Industry Partners

ies

ult

p ata

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Environment Agency

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Flood defences Figure 3. CSIC Innovation and Knowledge Hub

CSIC 4th Year Report

CSIC vision and prospectus for the next five years

opportunities for transforming the infrastructure and construction industries

•

The next five years offer a wide range of opportunities to take CSIC’s work forward and embed a culture of innovation adoption in the infrastructure and construction industries. These include engaging with major new infrastructure projects such as HS2 and Thames Tideway to help deliver innovation at the heart of these projects. There is significant scope to work more closely with large asset owners and operators such as Network Rail, Highways Agency, the Environment Agency, the large water companies, and National Grid to deliver innovation in asset management and maintenance using smart sensor systems and asset management approaches which consider the whole life value of an asset. Creating this culture of innovation adoption will put the UK’s infrastructure and construction industries in a leading position internationally, able to sell solutions overseas and lead in setting international standards for smart infrastructure and construction.

•

Infrastructure underpins modern society, and enables much of the value creation activity in our economy. However, our current infrastructure is ageing while simultaneously being pushed harder to deliver more capacity. Increased demands are being placed on infrastructure and it is increasingly required to withstand or recover from ever more challenging shocks such as extreme weather events – in-built resilience is an emerging imperative. Adaptability is also a requirement, with changing demographics and societal expectations changing the way we use our infrastructure. CSIC can help the industry to address these drivers in a number of ways, for example: • Whole life value – implementation of the framework CSIC has developed through incorporation into standards (with BSI) and through training industry practitioners to use these tools. • Cost effective maintenance – condition (or performance) based maintenance, enabled through novel smart sensing systems which provide the data for development of improved degradation models, developed in collaboration with industry; enabling more cost effective maintenance programmes for infrastructure assets.programmes for infrastructure assets. 20

CSIC 4th Year Report

•

Improved reliability and safety, both in infrastructure and construction – through improved real-time sensing and data analysis, to inform construction progress and provide accurate information on asset condition. Futureproofing for resilience and changing use – CSIC’s ground-breaking futureproofing frameworks incorporated into standards and implemented with industry; UK companies using the UK’s acknowledged lead in this area to sell consultancy worldwide. Performance based design – enabled through improved understanding of structural and geotechnical behaviour and verification of models with real data from novel sensor systems; resulting in less conservative designs and more resource efficient construction. Large cost savings possible – e.g. a 1% saving on construction cost on a £10Bn project equates to £100M saved. Economic capacity unleashed through informed infrastructure investment planning – utilising CSIC’s city-scale modelling, assessment and case studies to inform the location of infrastructure investments for greatest benefit to the local economy and liveability of the communities where these investments are made.

Delivery of these capabilities for ‘UK plc’ will be accelerated by CSIC’s intervention in the market, using the strong networks we have established with all levels of the infrastructure and construction supply chain as well as the high level interaction CSIC has with industry leaders and policy makers.

CSIC – the next five years Over the next five years CSIC will build on the delivery capability we have developed to become a widely recognised hub for the infrastructure and construction industry, bringing together leading academics and industrialists, developing a faster route for innovation adoption, providing an ecosystem for building confidence in new innovations and enabling their timely implementation and exploitation. This will consist of a virtual hub, providing access to a range of resources and enabling knowledge exchange, and a physical hub, providing collaborative space. The centre will collaborate on a range of academic research with other universities and with industry, and deliver training both in collaboration with the associated CDTs at Cambridge and other universities, and through provision of undergraduate opportunities and industry focussed training. CSIC will continue to provide a ‘neutral space’ and become the broker of choice, bringing solution providers together with infrastructure and construction clients to explore opportunities for deploying novel technologies. Industry partners consistently cite CSIC’s ability to ‘make innovations a reality’ as one of the main aspects of value delivery by the centre. As the centre’s technical portfolio grows, the deployment team and associated operations need to adapt and evolve in order to continue to deliver that value across an increasingly diversified portfolio. We also seek to enable other universities and technology supply chain partners to take advantage of the CSIC demonstration and deployment ecosystem. We have successfully achieved this in the past on a small number of projects, but need to expand awareness of this opportunity to a wider range of organisations. This will be one of the main missions of the next phase. CSIC will also lead in delivery of a roadmap of standards for smart infrastructure, in collaboration with the British Standards Institute, putting the UK at the forefront of delivery in this field.

CSIC vision and prospectus for the next five years

Business Development, outreach and Strategy CSIC will continue to engage with business leaders and decision makers in our key markets to ensure that our work continues to meet the needs of the industry, and that industry leaders are well informed of the value that ‘smart’ innovations in infrastructure and construction can bring to their business. The direct link to value is the USP of CSIC. We will build a strong network of engaged industry and public sector partners – including the 5-10 largest construction companies and consultancies, and embedding CSIC staff in these companies to help deliver the vision. Using the innovation-value pipeline we have developed in the past few years, CSIC will marshal the supply chain for new technologies, engaging consultants and clients in understanding the benefits of innovations and specifying them in contracts. We will encourage contractors to take a lead in delivering innovative solutions, and push the technology and information supply chain to deliver solutions that are competitive for price and value with incumbent solutions. CSIC will also work with SMEs and new spinouts to open up new markets for them. SMEs can be a vehicle to move CSIC generated technology into UK PLC and beyond. We will work with SMEs that are willing to collaborate and share learnings, and help CSIC develop prototype systems on a shared cost/risk basis. We will also help promote SMEs visibility to the CSIC Industrial Partner community and beyond. CSIC will continue to cement our presence in the markets we have worked closely in, such as construction and rail, and build on markets where we have an emerging capability such as cities, water and roads. As we did with Crossrail project, we will lead innovation in new large scale projects such as Thames Tideway and HS2. In addition, we will begin to reach out to new markets such as energy, flood defences and communications.

Knowledge transfer Through continued focus on developing relationships with industry partners, CSIC will establish links that facilitate two-way flow of information, people and skills between partners and CSIC. This will include: (i) promoting collaborative opportunities, such as Horizon 2020; (ii) strengthening our links with the Future Cities and Transport Systems Catapults, and reinvigorate our links with the KTN, drawing industry partners into joint initiatives; (iii) business and other support for any spinouts created from CSIC innovations; (iv) regular and relevant Industry Partner meetings for knowledge exchange; (v) secondments, in and out, including Knowledge Transfer Partnerships With improvements to the facilities in the Department of Engineering, there is an opportunity for CSIC to expand its R&D space to foster creativity and collaboration between CSIC’s researchers and industry and academic partners. This will provide industry partners, academic visitors, interns, secondees, knowledge transfer partners, students and researchers the opportunity to exchange knowledge efficiently, to be trained and have access to laboratory and specialised equipment (CSIC’s capacity in fibre optic sensing, for example, is unique in the world). This will be complemented by CSIC’s deployment capabilities and offer the opportunity to partners to be involved in full scale demonstrators from the outset and have access to equipment in situ to allow them to assess its application and suitability. This will ensure that knowledge and practice can be transferred between CSIC and industry, driving innovations into the market more quickly and ensuring that solutions developed are relevant to industry’s challenges. CSIC will continue to develop best practice guidance for emerging smart infrastructure solutions and lead the development of smart infrastructure standards. We will also continue to evolve approaches to handling data, interfacing monitoring data with BIM, and developing BIM models for as-built and existing infrastructure. CSIC will also continue to provide installation services for novel technologies, helping to develop solutions to the point of industryreadiness.

training and Skills Development CSIC will build on our strong academic credentials, our experience of delivering industry-focussed training (for example the Laing O’Rourke Construction Masters course, which leading members of our team are involved in) and our deployment experience, to deliver focussed training for all levels of industry and academia. This will include: (i) developing further training courses for industry on CSIC modelling tools, data interpretation and analysis software, deployment and operation of new technologies; (ii) training PhD students through the Cambridge Sense and the Future Infrastructure and Built Environment CDTs; (iii) engaging undergraduates through the department’s UROP summer programme and through 4th Year projects; (iv) engaging Masters students in research projects; (v) delivering regular workshops as wellas annual conferences for academics and industry partners.

academic research One of CSIC’s USPs is our three-scale approach to developing smart infrastructure and construction, considering challenges from the scale of an individual structure, through a portfolio of infrastructure assets to the city scale. A holistic view of the role of sensors and data analysis in delivering smart solutions at all three of these scales is crucial to the successful achievement of the smart cities agenda. CSIC’s research and proof of concept activities will focus on the core challenges of integrating sensors and generating meaningful information from them at all three scales. Specific areas of interest include: City scale: a) Voluntary and participatory sensing of urban activities: engage with the data owners and public so that they collaborate/participate for specific purposes of research and policy analytics. CSIC will develop practical solutions for infrastructure planning and operations, building on current work at London Bridge Station. b) Online policy analytics: building on current future options work, develop new and fast turn-around policy analysis on alternative infrastructure project designs, particularly where it involves integrating the planning and construction of different types of infrastructure. CSIC 4th Year Report

CSIC vision and prospectus for the next five years

c) New ways of developing infrastructure in ‘fringe-urbs’ (fringes of built-up areas): (fringes of built-up areas): previous CSIC and related research highlights the need to focus on the challenging infrastructure issues in the fringes of the main built-up areas, where the density is high enough to generate high levels of congestion and environmental problems, but not high enough for cost-efficient interventions to achieve economies of scale in current approaches to infrastructure development, and achieve a step-change in urban sustainability. The conflicts at the urban fringe have constrained the growth prospects and worsened the housing crisis for key workers. This work will focus on addressing these challenges, and on understanding the operation and use of infrastructure facilities, to support productivity growth as well as efficiency. Asset networks: a) Building intelligent networks of assets: – progressing from condition monitoring of individual assets in a system (e.g., electricity network) to an intelligent network that knows (dynamically) what the criticality of different assets are, and creates alerts/maintenance plans considering value to the network instead of balancing its own needs. Further development of whole life value assessment frameworks to prioritise investments in maintenance. b) Collaboration on development of BIM level 3 for asset management: stretching and extending BIM towards whole-life operational performance in the management of infrastructure assets - i..e. moving from structural integrity to operational continuity as the overriding target. c) BIM solutions for existing assets: developing a BIM solution for existing assets, at an acceptable level of investment. Identifying the areas where small steps can make a big difference and those which are harder-to-achieve, but

CSIC 4th Year Report

ultimately higher value, areas for development – for example, the ability to map what lies behind the surface of a structure. d) BIM data standards for design, construction and condition monitoring of infrastructure assets: bringing open data standards to the same level as has been achieved for buildings. Comprehensively map the benefits and limitations of current open data modelling standards for infrastructure design, construction and condition monitoring, and address these limitations. Structures: a) Develop further applications of sensing technologies such as FO, WSN, Computer vision, lower power sensors and energy harvesting, to fully interpret the behaviour of structures, inform their design and verify existing industry models and codes. b) Develop more rapid processing and interpretation of data, in form of readily useable dashboards – requiring fundamental research on the response of structures such as retaining walls, piles and tunnel linings subjected to complex, time dependent ground loading. c) Interpretation of research data (and development of software to support this) to provide the necessary outputs which infrastructure owners and constructors can use to give immediate value with respect to the construction programme, asset condition, and feed into performance based design, and ultimately performancebased monitoring. d) Feedback into demonstration and monitoring programmes: assess what kinds of sensing and analysis are required to improve our understanding of the design specifications and condition monitoring of our structures, and how these feed into BIM and other data repositories for long term management of assets. Fundamental development of smart

sensing and data analysis capabilities for infrastructure and construction: CSIC’s work at all three scales is underpinned by fundamental work in developing sensing and data analysis capabilities to address gaps in data provision for all scales and points in the life cycle of infrastructure assets. While specific challenges will emerge from the wider work of CSIC, the following areas are examples of the kind of work anticipated: a) Solutions for sensing developments required to support BIM level 3 for both new and existing infrastructure. This will include e.g. acquiring raw spatial & visual data at a fraction of the cost/time needed today, and building BIM level 3 geometry from the raw data with minimum manual data handling, to enable generation of as-built BIM models for existing and new assets. b) Assessment of the value of sensing, creating value from monitoring and measurement. c) Understanding the life cycle of measurement and monitoring systems, addressing challenges around evaluating the quality of data over time and how to ensure that data remains accessible and useable throughout the lifetime of the asset (building on CSIC’s information futureproofing work). d) Addressing how we incorporate emerging technical advances in relevant fields into the emerging world of smart infrastructure and construction. This may include developing applications using emerging computer vision technologies to revolutionise progress monitoring and understanding of asset construction and infrastructure maintenance. For example: rendering BIM models into google-glass technologies; positioning underground utilities using augmented reality; developing reinforcement inspection using NDT techniques and augmented reality; monitoring construction progress using computer vision techniques.

high-level costed options for future funding

Within CSIC’s delivery model there are two core types of activity, ‘collaborative research’ and ‘driving innovation’, as shown in Figure 1. In the first phase of CSIC, IKC funding has been used both for collaborative research and for driving innovation. However, in the second phase of CSIC it is proposed that collaborative research is funded through other grants, won in open competition from grant awarding bodies such as EPSRC, Innovate UK, Horizon 2020 as well as industry funding for development of specific CSIC technologies. In order to achieve the ambitions set out in section 10 above, CSIC will need to recruit or retain a number of staff. It is anticipated that the staffing and other funding requirements for the second phase of CSIC will be as shown in Figure 4.

Figure 4. CSIC second phase staffing requirements

Collaborative r+D funding

•

As demonstrated in Section 1 (CSIC in Numbers), CSIC’s Co-Investigators are successful in winning grants and attracting funding for related research. Over the second five years of CSIC we anticipate winning funding in the range £15 million to £20 million to support our activities. Current plans for supporting collaborative R+D include the following: • £5m Programme grant on infrastructure sensing (EPSRC) – outline stage due Jan 2015 • EU funding, e.g. EU ITN network (Marie Curie): proposal under development (deadline Jan 2015) £3.6m (UCAM £1M) for tunnelling, linking sensing, vision, modelling construction process • FIBE and CamBridgeSens CDTs – 10 fully funded PhD students per year each for each CDT for five years • “Sustainable design of industrial assets through total value and cost of ownership” – awarded EU grant of €450,000 – with Costain (UCAM €112,500 including incoming secondments)

•

• •

•

• •

AMSCI application with Laing O’Rourke to Innovate UK for asset management £5m (UCAM ~1.5M) proposal on city-scale analysis of transport infrastructure and buildings PIBEA programme grant proposal with UCL and Reading (UCAM £1.5M) Collaborative proposal on high speed rail track performance lead by Heriot Watt University Energy Efficient Cities Initiative mark 2 Industry investment in research including £200k by Toshiba Europe on Infrastructure Monitoring; £2.5m investment by BG Brazil in Petroleum Geomechanics and Monitoring using MEM strains sensors; £100K from ATOE for FO monitoring ICASE and PhD studentships – Arup, CH2MHill, Laing O’Rourke, CERN, Toshiba, Aeroflex £8m – other research council funding (provisional estimate, based on track record of co-investigators) Future Cities Catapult collaborations Transport Systems Catapult collaborations

Collaborative r+D programme Driving Innovation Staff

Core Team (supporting full CSIC programme)

Deployment Team

6 Senior research associates

1 Director

1 Knowledge transfer project manager

16 Research associates

2 Administrators

6 Deployment team engineers/RA

3 Administrators

1 Finance manager

2 Deployment team technicians

1 Industry partner manager 1 Business development manager 1 Communications manager 1 Funding development post Other Direct Costs

Other Direct Costs

Travel and subsistence: ~£500K

Travel and subsistence: ~£270K

Other: ~£1,700K

Other: ~£850K

Equipment: ~£600K

Equipment: ~£300K

Directly allocated costs: ~£1,400K

Directly allocated costs: ~£700K

Indirect costs: ~£4,000K

Indirect costs: ~£1,500K

Total ~£14.5M

Total ~£7.9M

CSIC 4th Year Report

high-level costed options for future funding

Broadly, we expect the funding to develop as follows: Figure 5. Funding Sources for CSIC Activity Collaborative R&D non-IKC Funding (EPSRC, Innovate, Industry, etc)

IKC Funds 5

3.5 Years Driving Innovation IKC Funds

IKC Funds 5

‘Driving Innovation’ funding

Infrastructure funding

We are seeking £6.4 million of IKC funding from EPSRC and Innovate UK (80% of the ‘Driving Innovation’ funding requirements) to continue to develop the underlying capabilities in driving innovation, and the operations functions which support the wider function of CSIC. We anticipate that this strong team will then be able to attract an additional £4.5m to £5m additional funding to augment this capability as follows:

The University of Cambridge is investing significant structural funds over the next 10-15 years in improving the facilities available to the Engineering Department, through a major new build programme at West Cambridge. This will provide state-of-the-art facilities for the Engineering Department well into the 21st Century. CSIC is expected to be one of the first groups to make the ‘move west’. This is being additionally supported by the proposed Cambridge-based hub of the UK Centre for Research in Infrastructure and Construction (UKCRIC), namely the National Centre for Infrastructure Sensing, of which CSIC will form the core. This proposal includes £20M for a new building for the Centre.

• • • • • •

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£50-100K: Impact Acceleration follow on fund (1-2 IAA awards up to Mar 2017) £50K: IA Knowledge Transfer Fellowships (1 KTFs – out or inward) £2M KTPs (10 KTPs – £200K per associate per two years) £1m Innovate funding with industry partners £1M Consultancy/ deployments (~50 projects) £250K LEPs / City Regions e.g. Cambridge Ahead – funding improvements through innovation £250K training income

CSIC team working in the new National Grid power tunnel 24

CSIC 4th Year Report