2018-05-15 06:59:30 UTC 02: 43 pm

Dublin - Ireland: Small Business Innovation Research (SBIR) Smart Workplace Mobility Hub

 

 

 

 

SBIR Mobility HubAs one of the largest employers in Ireland, Dublin City Council (DCC) is working to change the transportation patterns of its staff to provide alternative, cleaner and more sustainable transportation options in both their daily commute and work day commitments. 

In order to achieve Dublin’s proposed vision for a more pedestrian friendly, cycle friendly and liveable city we are looking to optimise staff movement in a way that is better for people, the environment and acceptable for businesses.  Hence the City is looking for ways to reduce the number of vehicles in the urban centre, which, it is hoped, will improve air quality and reduce noise pollution.  Finding a way to influence positive behavioural change in employees is seen as a way to improve movement at peak congestion times and throughout the day.  Leading by example and trialling/refining a new pragmatic solution to staff mobility is seen as the responsible action of a socially responsible organisation, public body and local government.

Key Criteria could include: 

  • Streamlining of existing shared e-cars and vans that are cumbersome to book and underutilised,
  • Need to deliver an integrated Smartphone based solution integrating the booking and unlocking/locking of shared e-cars, e-bikes and push bikes,
  • Develop concepts for a staff training programme and sharing policy statement (focusing on safety of staff and security of vehicles),
  • Engagement with relevant insurance companies to enable the delivery of this shared mobility service in DCC,
  • Encourage deployment of smart technologies and innovation in new business model approaches for example the city council may not own the vehicles but utilise them as a service offering
  • Encouraging gamification and reward based model approach to increase staff adoption,
  • To partner with other public and private organisations to replicate the model in a public and private sector setting. 
  • Innovate in the use of smarter licensing and regulations especially within the area of insurance and to scale this out as a service across the city,
  • Enabling staff to also utilise car-pooling services provided by other staff members,
  • Partner with other public and private sector organisations to share experience and support a scaled solution and possibility to build a network of partner smart staff mobility hubs within the city centre. 

“As part of this SBIR the city council is looking to test shared mobility options for staff through integration of e-cars, e-bikes and push bikes through the piloting of a smart mobility hub service solution. Any solution should also have the ability to be replicated at other DCC sites, public sector premises and also at private sector locations”

Some of the key issues that have been identified through a Smart Staff Mobility Hub working group established within DCC include an understanding how the City can localise, promote and support this new concept of shared mobility services which will encourage positive behavioural change in its staff mobility choices.

There are approximately 1,500 staff members that work at the Dublin City Council (DCC) Civic Offices. Of this population; 8% walk, 15.5% cycle, 38% take public transport, 2% motorcycle, 3.5% ride-share / car-pooling and 33% drive (Smarter Travel Workplace Survey, 2016). Currently there are 280 parking spaces in the staff car park in Wood Quay.

The city council have a number of shared e-vehicles that can be booked via the facilities department. There are plans to increase this. There are currently no shared bikes. There are dedicated bike parking facilities and it is planned to increased this capacity while also upgrading the showering facilities to encourage more cycling to work.

However, DCC acknowledges that more can be done to encourage staff to choose more sustainable modes of transport.  At present there are two key groups that DCC need to address to achieve further gains in its modal shift:

  1. Staff driving to and from work, regularly,
  2. Staff driving to and from work, occasionally due to the obligation to attend meetings/make site visits by car.

Financing

Developments are 100% funded and focused on specific identified needs, increasing the chance of exploitation.  Suppliers will be selected by an open competition process and retain the intellectual property generated from the project, with certain rights of use retained by Dublin City Council. This is an excellent opportunity to establish an early customer for a new technology and to fund its development.

The competition is open to any organisation, developers of ICT and software solution providers, universities and service providers.

Applicants will be required to demonstrate that their proposed solution can achieve the required technical performance, cost (capital and operating), and scalability, ease of use and customer experience amongst other aspects.

Key short term outcomes:

  • Scaling up use of shared mobility solutions by DCC staff as one of the largest employers in the city.
  • Greater ease of use of shared bikes and eVehicles within the DCC Smart Mobility Hub. A KPI would track the overall number of trips and usage levels.
  • Replacing/reducing the current level of single occupancy vehicles in DCC as well as lowering the necessity for car ownership (and economic encumbrances) as a work related requirement,
  • Understanding through analysis and visualisation of the x% reduction in CO² emissions and a x% reduction in total kilometres travelled per person in unsustainable modes of transit (i.e. analysing the behaviour prior/post introduction),
  • Stimulate the market in developing new innovative business models and integrated solutions.  This could be inviting the market to develop a solution that, for example, reduces the staff’s motorised commuting and work-related vehicles in the city centre by x% with associated rewards for achieving this reduction. This reduction can be monitored through metrics collected in the next Smarter Travel Workplace Survey.
  • Development of open standards will be a key condition of any solution. We would encourage applicants to partner with car club companies, software developers, bikeshare companies operating in the city so we can accelerate the piloting of winning services.
  • Opportunity to “gamify” this shift in staff behaviour through a prize or reward based solution. We envisage that solutions would ultimately be complex, probably involving combinations of the current car and bike sharing companies, City Council departments (i.e. senior management, human resources, facilities management, etc.) City Council insurance provider and local trial partnering firms
  • Opportunity to scale out the successful solution within large Dublin based employers who have expressed an interest in the project. We already have a number of employers who will participate on the evaluation panels and also who have expressed an interest to pilot solutions in phase 2.

 

Applications will be reviewed by a selected panel of experts. Depending on the number of applications, initial short listing may apply.  It may be that a number of finalists will be requested to attend an interview or provide a demonstration for the panel.  Contracts will be awarded shortly thereafter.  Feedback to unsuccessful applicants will be given after contracts are awarded.

The assessment criteria are:

Addressing the challenge and commercial potential (40)                     

  1. How well does the proposal address the challenge(s) identified? Is the solution strongly user focussed, easy to use, reliable, secure, cost effective, and scalable for national markets? (20)
  2. To what extent does the proposed project have commercial potential to lead to a marketable product, process or service? (10)

[Note:  Commercial viability will be assessed nett of any monies paid through this SBIR call]

 

Technical solution (30)                                                                                 

  1. What is innovative about this project? To what extent does the project develop or employ novel concepts, approaches, methodologies, tools, or technologies for this area? (10)
  2. How significant is the sustainable competitive advantage which this solution affords over existing / alternate solutions which can meet the market needs? (10)
  3. How sound is the approach of the proposed plan for establishing technical and commercial feasibility? (10)

Resources, Skills and Experience and Project Management (30)    

6.       To what extent does the company appear to have the right skills and experience to deliver the intended benefits? (10)

  1. How effectively will the project be managed? The proposal should demonstrate that there is a clear management plan which will enable the resources, including manpower and tools / systems to be used to maximise high quality outputs. (10)
  2. What are the risks (technical, commercial and environmental) to project success? How effectively will these be managed? (10)
  3. How appropriate is the proposal financially? Is the overall budget realistic and justified in terms of the aims and methods proposed? Does the proposed budget represent satisfactory value for money? (10)

 

3.       Format of Tender

All proposals must contain the following:

·         Completed Application Form (See Appendix 2);

·         Valid tax clearance certificate or confirmation that one can be made available once the tenderer becomes a preferred bidder;

·         Valid insurance certificates to the required levels below or confirmation that these can be made available, once the tenderer becomes the preferred bidder:

 

§  Employer’s Liability:              €13,000,000 in any one event

§  Public Liability:                      €6,500,000 in any one event

§  Professional Indemnity         €1m

 

·         Declaration as to personal circumstances of Tenderer as outlined in Appendix 05;

·         Tenderer’s Statement as outlined in the attached in Appendix 06;

·      Valid Tax Clearance certificate or a Tax Clearance Access Number (eTax Clearance) or confirmation that one can be made available once the tendered becomes a preferred bidder (See Appendix 07)

 

4.       Submissions

Proposals must be submitted electronically using the post-box available on www.etenders.gov.ie no later than 12:00pm (noon) on 18th of June 2018.

 

Contact

Mainard Gallagher

Coordinator at Dublin

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Dublin - Ireland: Small Business Innovation Research (SBIR) Smart Workplace Mobility Hub