FUNDAMENTOS DE LA DEMANDA DE ACCIÓN EXTRAORDINARIA DE

The President’s Medal is awarded for the best practical application of OR submitted to the competition (a wide definition of OR is used). Entries are accepted from both academics and industry-based OR workers and consultants. One of the main qualifications for entry is that the work has been implemented before submission.

Criteria for judging include:

• The level of demonstrable benefit

• The intellectual and novel content of the solution • The likely longevity of the solution

• The excellence of the OR process

Conference delegates attending the President’s Medal plenary session will have the opportunity to express their views as to their preferred candidate. The judges are required to take into account the views of the audience, but are free to arrive at their own decision. Ballot papers will be distributed at the start of the session.

PRESENTATIONS

12/09/2018, 14:00, Room - LICA A27 Code: OR60A3717

Transforming a National Institution: A Case Study in Bringing Together OR Best Practice and Engineering Expertise to Improve the Waterways of England and Wales

Ian Griffiths andJames Adamson (decisionLab), Richard Wakelen and Sheena Wilson (Canal & River Trust)

The Canal & River Trust (the Trust) has embarked upon a journey to transform the way it manages its assets and invests in their future. It engaged decisionLab to provide expert consultancy and operational research skills to help enable this transformation. It has very much been a partnership that has exploited the best of both organisations to achieve a greater whole. The project has not only directly affected the organisation but will also positively impact millions of people in the UK. Our aim was to enable the Trust to understand the true health of its network and all its assets – both now and projecting into the future – and transform the way it manages them.

The Trust wanted an approach that was meaningful to its engineers and justifiable to stakeholders requiring it to have a solid technical basis. It had to be practical and consistent for use across all asset classes to facilitate adoption across the organisation. Importantly, it wanted to be able to do more strategic planning, developing long-term asset plans that ensured that the Trust could truly manage risk in a sustainable way and based on a solid foundation. We also felt that the approach we developed had to be ownable by the Trust to maximise the chance of success and enable the Trust to be self-reliant. We will present our approach to addressing these challenges and how we worked together with the engineers to solve them. It began with a pilot study of three asset types (bridges, culverts and lock gates) to develop the approach and demonstrate its utility, before being applied to a much wider set of asset types.

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We will also present how the Trust is able to use the information it previously did not have, and also how the approach could be applied more widely.

12/09/2018, 14:30, Room - LICA A27 Code: OR60A3718

Improving Sheffield’s Health with the Public Sector Scorecard

Mr Max Moullin (Public Sector Scorecard Research Centre) and Mr John Soady (Sheffield City Council)

This paper examines how the Public Sector Scorecard was used in three projects: Sheffield’s Stop Smoking Service; Sheffield Let's Change4Life (SLC4L) a £10 million programme addressing obesity in children and families in the city; and Sheffield Right First Time, a multi- million programme aiming to reduce unnecessary admissions to hospital. The Public Sector Scorecard (PSS) is designed to work across organisational boundaries and enables OR to contribute more effectively to major problems facing society. It focuses on desired outcomes, the processes which achieve those outcomes, and the capability and behavioural aspects that are needed to support staff and processes in achieving the outcomes.

All three projects involved working with a variety of stakeholders in a workshop setting. For example the project for Sheffield’s Stop Smoking Service began with three interactive workshops attended by over 100 service users. One particular innovation in the SLC4L project was integrating the Theory of Planned Behaviour into the PSS. The projects produced significant benefits: for example, the numbers of users stopping smoking more than doubled, the numbers of reception-age children with healthy weight became better than the national average, and there was a progressive and sustained reduction in emergency bed-nights for avoidable hospital admissions. Feedback was excellent for all projects. The Director of Public Health commented that “the PSS Stop Smoking strategy map captures a useful strategic overview of the key interrelationships and shows how measures relate to the whole systems view.” The SLC4L Programme Manager said, “The SLC4L Strategy Map visually told the story of SLC4L and helped all those involved understand the outcome and process measures the programme was trying to achieve”, while Sheffield City Council’s Chief Executive commented that “the PSS enables one to see what's happening across the health & social care system and where the balance of risks lies.”

12/09/2018, 15:00, Room - LICA A27 Code: OR60A3719

Repurposing the Radio Spectrum: Delivering on the Promise of Next-Generation Mobile Services

Dr Robert Leese, Dr Jakob Blaavand, Dr Andrei Bejan and Dr Claudia Centazzo (Smith Institute) We all rely on radio waves for our TV reception, smartphone connectivity, wifi access and other radio devices. The radio frequency spectrum underpins all these services and its use is carefully managed so that different services do not interfere with each other. The United States is currently implementing a once-in-a generation reorganisation of its radio spectrum allocations, which reallocates some parts of the radio spectrum from TV broadcasting to 5G mobile services. This repurposing of spectrum, from a relatively low-value use to a comparatively high- value use, has been made possible through a ground-breaking auction and optimisation mechanism. The Federal Communications Commission (FCC), which has responsibility for managing the commercial use of radio spectrum in the US, won the 2018 Franz Edelman Award for this substantial achievement. The mechanism itself has become known as the Broadcast Incentive Auction (BIA). It involved nearly 3,000 TV stations and 62 mobile operators.

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The Smith Institute, as one of a small group of FCC contractors, was instrumental in successfully delivering this unique project. Our role was to ensure that the optimisation models and algorithms underpinning the BIA were all fit for purpose and worked with the required accuracy and speed at the first time of asking. This talk will highlight some of the intellectual and technical challenges that we faced and describe how the BIA was implemented. The Broadcast Incentive Auction performed flawlessly. Its outcome will shape the US broadcast and mobile industries for at least the next 20 years. Its importance is reflected in part by the total of $19.8 billion that the mobile operators paid for access to the repurposed TV spectrum.

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