DIGITAL URBAN LTD

Digital Twin of Places and Spaces

We create digital twins of anything from buildings to entire regions to help our clients make better informed planning decisions. They are accurate to 150mm and can be viewed in multiple weathers and lighting. Our clients use them for built environment, active travel and engagement through visualisation and simulation.

Features

• 3D Simulation of Place to support planning decisions
• Scalable cost: Grow Digital Twin from High Street to Borough
• Intuitive navigation and control, with training provided
• Add-ons available including Place Management Platform
• Easy to export to image/videos to support
• Integration with Open data sources e.g. flood data
• Managed Service to keep the Digital Twin up to date
• Pre-built games and experiences compatible with your digital twin

Benefits

• Better design decisions faster & reduces lifecycle cost
• Easy upload and removal of new designs for assessment
• Platform cost is scalable to the resources you need
• Ability to start small and expand the Digital Twin
• Data Ownership is retained by client; your data asset
• Low cost Managed Service
• Place Management Platform allows management of development status
• Formats presentable at Planning Meetings for executive decisions
• Engage stakeholders with interactive events and proposals

• Education pricing available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at simon.mabey@digitalurban.place. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

185264364968498

Contact

simon mabey
07557414824
simon.mabey@digitalurban.place

About your service

• Service categories:

  Applications

  Production and operations

  • Other operations

  Service industry and public sector operations

  • Public Order and Safety
  • Other
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: The service requires remote access capability and minor installation on the client network. We have full installation instructions that we share with clients, and always work within the clients IT policies, and in conjunction with their IT teams.
• System requirements: Remote Access software

User support

• Email or online ticketing support: Yes
• Support response times: Support Hours are 9-5 Monday to Friday (excluding Bank Holidays) . Additional ad hoc support can be supplied on request to support client events such as high profile planning meetings.; Response times to issues during support hours are; Critical system or Data issues - 4 hours otherwise within 1 working day.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: The annual licence includes a standard support package that is the support desk where incidents can be raised by phone or email. A quarterly service review is held held with a technical account manager. This review looks back at past performance and invokes any corrective actions, or forwards any complaints "nice words". It also looks forwards by sharing any strategic change to the service, and recording any additional requirements raised by the client.; If the Managed Service is purchased then the client engages on a bi-weekly basis to review new models that are being presented on the Digital Twin.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: Digital Urban has a tried and tested methodology to deliver to live service.; We work with the clients Data Protection Officer to ensure that they are satisfied that all Data protection risks are surfaced and managed via a DPIA (Data Privacy Impact Assessment). As there is little/no personal data on the system our methodology allows us to complete this stage efficiently.; Then we work with the IT Department to ensure that access to the service is enabled from their network. This typically requires 1 small workshop and some small follow on activities.; We usually advocate that at least one member of staff is the super-user / champion of the service as this helps embed the service and gibves a central point of contact. Once access is enabled for all the users up to 2 days of training is provided with the onboarding process. This includes specialist training for the planning team. A tried and tested training script is followed so that all the features are demonstrated. The sessions are recorded (subject to consent) and shared back so they have an ongoing point of reference. Guidelines are also provided in document format.; A demonstration is also given for other stakeholders.
• Service documentation: Yes
• Documentation formats:
  • PDF
  • Other
• Other documentation formats: Video training
• End-of-contract data extraction: Digital Urban requires a client to raise a request for their data to be extracted. This request will be processed and delivered in a machine readable format. This would be a chargeable service according to our rate card.; Should the client wish that Digital Urban deletes the client data then a data destruction certificate will be created after the event. This would be a chargeable service according to our rate card. Digital Urban retains a write to use the 3D data for their services. But would not sell or pass on the 3D data without permission
• End-of-contract process: Data ownership is retained with the client. The client will request the data and that will be made available to them in a machine readable format. This would be a chargeable service according to our rate card. Access to the system however is disabled if they choose not to continue the licence. Data pertaining to user logon would be deleted subject to the digital urban retention policy.; Should the client wish that Digital Urban deletes the client data then a data destruction certificate will be created after the event. This would be a chargeable service based on rate card charges.; There is no software to de-install on client devices. Digital Urba retains a write to use the 3D data for their services. But would not sell or pass on the 3D data without permission.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: Yes
• Compatible operating systems: Windows
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: WCAG 2.2 AAA
• API: Yes
• What users can and can't do using the API: API for the model database using geojson.
• API documentation: No
• API sandbox or test environment: No
• Customisation available: Yes
• Description of customisation: The application offers configurable options such as changing date and time and weather conditions so that the impact of shadows, and snow and rain can be simulated against the new development.; The model can be traversed at street level upwards to aerial level .; The number of users and their permissions rights can be edited. Branding / white labeling is also possible.

Scaling

• Independence of resources: Digital Urban recognises the importance of high performance and concurrency to our clients as they view the models. Factors include; - licensing our clients to specific models only (not cross-organisation & separation of concerns); - supplying clients with training and a user guide on accessing the system and managing multiple users; - being agile to adopt latest technical partners for hosting and remote access

Analytics

• Service usage metrics: Yes
• Metrics types: For all users we provide Service reviews on a quarterly basis and include; Number of incidents by date;; Number of incidents resolved in SLA;; Number of incidents not resolved in SLA;; Platform Utilisation time;; Cost of platform utilisation;; For the managed service we share ongoing data on progress of new planning applications; Count of models received for processing;; Count of models uploaded to the platform;; Quality Assurance metrics
• Reporting types:
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: Less than once a year
• Penetration testing approach: In-house
• Protecting data at rest: Encryption of all physical media
• Data sanitisation process: No
• Equipment disposal approach: A third-party destruction service

Data importing and exporting

• Data export approach: A user can export parts of the Digital Twin to videos and images to add to promotional content, but they cannot export their data.; Digital Urban requires a client to raise a request for their data to be extracted. This request will be processed and delivered in a machine readable format as required by the client. This would be a chargeable service according to our rate card.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • Fbx
  • DAE for 3D
• Data import formats: Other
• Other data import formats:
  • Fbx
  • DAE for 3D

Data-in-transit protection

• Data protection between buyer and supplier networks: TLS (version 1.2 or above)
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: The service is available 9-5 on a working day. If there is an unplanned outage (unavailability) there will be a 4 hour target for resolution of the critical issue.; Digital Urban will do its utmost to avoid working hours for any planned outage. If this is unavoidable then Digital Urban will discuss the outage and its impact on the client.; If unavailability lasts for greater than 4 hours then a Digital Urban will discuss with the client whether a credit can be given against next years licence fee.
• Approach to resilience: The Digital Twin is built on best practice technology as SaaS on AWS. The application is developed with twelve factor architecture. Monitoring of the system is enabled. There are regular maintenance activities. The development team all work to common standards and practices as part of our Quality management System (QMS) to avoid service impact when enacting changes to platform, model, or software.
• Outage reporting: Emails are sent to our clients if there is any unplanned outage.

Identity and authentication

• User authentication needed: Yes
• User authentication: Multi-Factor Authentication (MFA)
• Access restrictions in management interfaces and support channels: The system architecture adopts role based access controls, and specifically an administration layer that allows privileged activities. Typically access is standard and administration user.
• Access restriction testing frequency: Less than once a year
• Management access authentication: Multi-Factor Authentication (MFA)

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: Between 6 months and 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: Other
• Other security governance standards: Our products do not hold personal/sensitive data, mainly storing open data for visualisation. We are working towards ISO9001 & ISO27001 expecting certification in 2026. To date we have adopted their controls based on risk assessment, the ones pertinent to the data and technology we adopt. ISMS management meetings govern prioritisation
• Information security policies and processes: Digital Urban has an information security policy that is advised by our information security specialist provider and that is approved by the Director responsible for Information Security. The policy is restricted to internal use only. All staff receive training at regular update sessions, and need to record on our system that they have read, understand and sign up to the policies.; System Changes or new client requirements are assessed against the policy.; Roles and privileges are assessed against the policy .; Maintenance of systems and monitoring are performed according to the policy.; The policy is reviewed at least annually or if any significant change is advised by our specialist provider.; Our Quality Management System ensures that our processes are documented and checks are made to ensure they are followed. Our processes reflect the policy.; There is a separate Data protection policy and with every project we perform a Data Protection Impact assessment to ensure that the data is classified to be managed according to policy.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Digital Urban documents its Change and Configuration Management processes in formats required by ISO9001 ie within its Quality Management System. The approach we take is based on ITIL standards, however there is some special consideration that Digital Twins are not pure software solutions and the process has been enriched to meet our needs to guarantee change of Models, software, VR components etc are all managed. We perform Security by design ie consider Security risk through mechanisms such data protection impact assessment (DPIA)
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Awaiting response
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: See cory about picking up alerts.
• Incident management type: Supplier-defined controls
• Incident management approach: Digital Urban is a small organisation that adopts ITIL based processes for its service management. ; We have a defined and documented support model for our clients and they email or phone any incidents to our support contact details, and there is a defined SLA to resolve and fix issues.; if we notice trends, we raise a continuous improvement issue, look for root cause and fix as appropriate. ; Service reviews are held at least every six months or more regularly if the client has the managed service.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: Yes
• Free trial available: No

Discount percentage by annual call-off contract value (excluding VAT)

• Less than £250,000: 1%
• Between £250,000 and £500,000: 2%
• Between £500,001 and £1,000,000: 5%
• Between £1,000,001 and £2,500,000: 5%
• Between £2,500,001 and £5,000,000: 5%
• Over £5,000,001: 5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

    Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

    • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
    • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 6: Employment and training: For those who face barriers to employment

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

    Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at simon.mabey@digitalurban.place. Tell them what format you need. It will help if you say what assistive technology you use.