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Smart Cities 2019

  1. 1. WelcomeChair Introduction-Allan Mayo, Smart Cities Strategist, Digital Greenwich
  2. 2. Driving Sustainable and Inclusive Growth through Smart City Strategies Prof. Allan Mayo DG Cities Smart Cities UK Conference The Marriot, Regent’s Park 07.02.2019
  3. 3. Congestion & Emissions Financial Crisis, Austerity Economic Stagnation Artificial Intelligence, Computerisation of Services Crisis, Productivity Flat & Austerity: In Greenwich, male full time hourly rates in 2016 were 42p less than in 2007 Part time jobs doubled between 2006-2017, while full time jobs increased 30% Government budget cuts of £11m in FY16/17 rising to £39m in FY19/20 Congestion & Emissions: 15-25% increase in Congestion in Greenwich by 2031 (60% in Central London) NOx Emissions high in key areas of the Borough Demographic Change Demographic Change: 34% increase in Greenwich population 2010-2028 57% increase of those aged 65 and over Significant pressure on housing, infrastructure and resources AI & Computerisation of Services: 30% of jobs at risk from computerisation - low skill, repetitive service jobs are at most risk. Those earning below the LLW have more than doubled between 2006-2017 (8K-18K) Brexit
  4. 4. The Challenge of Affordable Housing Source: Trust for London
  5. 5. Where to Spend a Windfall Capital Grant (Source: Centre for Cities/Arup UK City Leaders’ Survey, Dec 2018)
  6. 6. Areas in Need of Funding (Source: Centre for Cities/Arup UK City Leaders’ Survey, Dec 2018)
  7. 7. How to use data to Improve Public Services (Source: GLA Survey of Councillors, January 2019)
  8. 8. What are the Barriers to Digital Public Services (Source: GLA Survey of Councillors, January 2019)
  9. 9. Residents’ Views on Data Sharing (Source: GLA Survey of Councillors, January 2019)
  10. 10. RBG’s Smart City Strategy Transform Public Services Transform Neighbourhoods Transform the Greenwich Economy Transform the Built Environment Modern, well designed, flexible, mixed use built environment, that is sustainable and resilient to change. A Smarter Citizen-centric Council: Systematic use of Data and mapping tools as strategic assets to drive efficiency and service improvement Innovation Budget to pilot new approaches. Greenwich a test bed to develop business case and scale-up eg adult care services “Government as a platform”, citizen engagement, and further “channel shift” Standards to underpin change Transform Infrastructure Competitive Digital Infrastructure: National exemplar for Building Information Modelling (BIM) Living Lab for the IoT/Smart Communities/Home working Smart Grids, etc 1 Gbit/5G Borough (FttH) Develop the Greenwich Digital Growth Cluster: Promote Digital Skills/High quality employment based on urban challenges and the visitor economy, incl a Centre for Urban Design, autonomous vehicles/Logistics, and telecare. E-Business Programme & Incubators Greenwich as location for investment – proximity to London (Europe’s 8th largest economy) Greenwich Council Leadership/Vision/Governance & Digital Greenwich
  11. 11. INTEGRATION OF THE BUILT ENVIRONMENT & INTEGRATION OF SYSTEMS Compactto From Sprawled Distances requiring cars Walking and cycling distances
  12. 12. DEVELOPING A SMART CITY STRATEGY STEP 1 Benchmark city performance to provide baselines, and to identify potential priorities STEP 2 Stakeholder workshops to discuss drivers of change/city challenges, develop an outline strategy and confirm priorities for action STEP 3 Presentation of the integrated strategy and Action Plan, including costed pilot projects and potential sources of funding STEP 4 Review of action taken/projects selected, initial impact, and barriers to progress
  13. 13. Transform Public Services Transform Neighbourhoods & Built Environment Transform The Local Economy Transform the Built Environment Transform Public Services: Transform (Digital) Infrastructure Competitive Digital Infrastructure: Enables All Elements Develop New Growth Clusters: City Council Transformation Team
  14. 14. Greenwich: At the forefront of Urban Design
  15. 15. Greenwich: A Polycentric Borough
  16. 16. LONDON: £1.3 TRILLION INVESTMENT IN SMART INFRASTRUCTURE TO 2050 Smart Street Lighting CAV Infrastructure Smart Metering Home and Building Automation EV Charging
  17. 17. Greenwich: At the forefront of Proving Smart Mobility ! 32! ! Comparator!Areas!for!Thamesmead:!!North!and!South!Newham! ! North! Newham!Wards:!Stratford!&!New!Town;!Forest!Gate!North;!Forest!Gate!South;!Manor!Park;!Little! Ilford.!(Crossrail!stations!in!these!wards:!Stratford;!Maryland,!Forest!Gate,!Manor!Park)!!! South!Newham!Wards:!Custom!House;!Royal!Docks;!Canning!Town.!!!Crossrail!station:!Custom! House! ! ! !
  18. 18. care profs Friends and family Tele-carer Care providers Emergency services NHS Direct Health & Social Care professionals Home Hub ApplianceElderly living independently Records • NHS • Social Care • Housing • Personal Health Record Cholesterol monitor Blood- pressure cuff Pedometer Glucose meter Sensor networks Medication tracking Lights Doors / Windows Motion / Activity Bed Kitchen Bathroom Service Hub Digital Technology Will Transform Health & Social Care
  19. 19. Greenwich: At the forefront of Digital Connectivity
  21. 21. Building a Greenwich Digital Cluster based on our Assets Transport & Autonomou s Vehicles Energy COMPUTING SCIENCE & ENGINEERING CREATIVE & DESIGN TRANSPORT & LOGISTICS MODERN BUILT ENVIRONMENT DIGITAL GREENWICH GaaP & URBAN DESIGNConstruction Automation & Robotics Visitor Economy Health & Social Care Creative & Design Industries
  22. 22. To Hope that ”Something Will Turn Up” is not a Strategy 3/26/2017 micawber1_2121694b.jpg (620×388)
  23. 23. Concluding Remarks Smart city processes, with SDGs as our benchmarks, are the best way to achieve our objectives for: ● sustainable and equitable economic development; ● a healthy society; ● peaceful, secure and happy communities But it requires: ● A systemic, integrated approach, underpinned by strategy, and delivered by key projects, with clear objectives; ● Investment in a competitive digital infrastructure, digital and technician skills; ● Real partnership with the private sector – can’t be done alone; ● Commitment and courage to change 24
  24. 24. allan.mayo@dgcities.com Thank you for your Attention
  25. 25. Panel Discussion Procurement as an enabler Dr Jacqui Taylor - Smart City Tsar Stuart Misson - Crown Commercial Services Category Lead Alex Weedon - Director Transport Catapult System
  26. 26. Image credit Second line Inward investment and benefits for Smart Cities in the UK Smart CityUK London February 7th 2019 Dylan Thomas – Deputy Director, Technology, Entrepreneurship & Advanced Manufacturing, DIT
  27. 27. Department for International Trade Guidance & Support Trade helps UK companies export abroad Investment helps foreign or international companies set up or expand in the UK UK Support Offices around the UK •515 staff based in London and Glasgow •40 offices located throughout England Global Network Offices in all major countries around the world •107 markets throughout the world •1265 staff based overseas Experienced Professionals Extensive network of trade, technology and sector specialists •400 trade advisers •60 sector specialists
  28. 28. UK Tech Headlines Digital turnover Market expansion Early adopters
  29. 29. The UK as Smart City ‘Centre of Gravity’ Big, complex cities with considerable ‘legacy’ that have established themselves as citizen- focused smart city leaders.
  30. 30. The Smart City Opportunity: Bristol Bristol - Winner of the GSM Association’s Smart City Award at Mobile World Congress 2018.
  31. 31. The City is a Laboratory London Smart London Manchester CityVerve; MediaCity Incubator; Mi-IDEA Bristol Bristol is Open Glasgow Future City Glasgow
  32. 32. The UK as a Global Smart City leader The UK is an investment destination of choice The home of innovative Smart City solutions
  33. 33. The Smart City Opportunities: (A Sample) Data Driven Services Focused
  34. 34. Reasons to Choose the UK 1. UK Talent and the labour market 2. The UK Innovation Environment 3. UK Infrastructure 5. Access to Funding 6. The UK Tax Environment 4. Ease of set up and Operation 7. The UK Business Environment
  35. 35. Industrial Strategy The Industrial Strategy White Paper was published on 27 November 2017, the culmination of extensive consultation across the country. It set out a clear ambition: to increase productivity and earning power across the UK Sector Deals: Partnerships between the government and industry on sector-specific issues • Life Sciences Sector Deal • Automotive Sector Deal • Creative Industries Sector Deal • Artificial Intelligence Sector Deal
  36. 36. UK Research & Innovation Operates across the whole of UK with combined budget of >£7bn Brings together 7 Research Councils, Innovate UK & Research England One organisation for all UK R&D funding
  37. 37. The 5G network Phase 1 test beds - Running until April 2019 3 Well-established University programmes Supporting 6 test beds at scale. Next phase - Urban Connected Communities
  38. 38. Accelerators: driving growth of international start-ups from the UK London Regional Corporate backed Sector specific Tech Accelerators
  39. 39. National Centre to rapidly advance best digital ideas to market - Immersive (AR/VR) - Future Networks (5G) - AI Accelerate urban ideas to market, to grow the economy and make cities better - Cities / businesses / universities - Urban Innovation Centre - IoT / data analytics The Catapults
  40. 40. Universities and Talent • Universities • Strengths • Apprenticeships (~1 million) • Talent
  41. 41. Tax incentives • Corporation tax • R&D Tax Credits • Patentbox • SEIS & EIS (Seed & Enterprise Investment Schemes)
  42. 42. Image credit Second line Thank you. Smart CityUK London February 7th 2019 Dylan Thomas Dylan Thomas – Deputy Director, Technology, Entrepreneurship & Advanced Manufacturing, DIT dylan.thomas@trade.gov.uk
  43. 43. @NPIFBBB www.npif.co.uk Northern Powerhouse Investment Fund The Northern Powerhouse & sustainable investment in the North
  44. 44. www.npif.co.uk British Business Bank Equity Finance up to £2m Microfinance £25,000 - £100,000
  45. 45. www.npif.co.uk British Business Bank Equity Finance up to £2m Microfinance £25,000 - £100,000
  46. 46. www.npif.co.uk Northern Powerhouse Investment Fund Equity Finance up to £2m Microfinance £25,000 - £100,000 What is the Northern Powerhouse Investment Fund? Supported by the 10 Local Enterprise Partnerships in the North West, Yorkshire and the Humber & Tees Valley The opportunity to build a legacy for the North Investment and lending aimed at creating sustainable economic activity through supporting new and growing businesses Three Builds on the success of three predecessor funds: Finance Yorkshire, North East Finance and The North West Fund £400m+of funding for SMEs in the Northern Powerhouse area
  47. 47. www.npif.co.uk How it works – Funds available to SMEs Northern Powerhouse Investment Fund Equity Finance up to £2m Debt Finance £100,000 - £750,000 Microfinance £25,000 - £100,000 60% 40%
  48. 48. www.npif.co.uk Northern Powerhouse Investment Fund Equity Finance up to £2m Microfinance £25,000 - £100,000 How it works – Funding Structure • The £400m Northern Powerhouse Investment Fund is financed by: The European Regional Development Fund The European Investment Bank The British Business Bank The United Kingdom government • NPIF is a collaboration between the British Business Bank and ten Local Enterprise Partnerships • The mix of debt and equity that make up NPIF is designed to repay Investors and create a legacy
  49. 49. www.npif.co.uk Northern Powerhouse Investment Fund Equity Finance up to £2m Microfinance £25,000 - £100,000 Performance to December 2018 • £86m invested across the NPIF Region • 422 investments made into 362 SMEs • £79m of Private Sector Co-Investment in addition to the NPIF Investments • Current investments anticipate the creation of over 3500 jobs - more than 870 already created • Over 4000 Enquiries received from SMEs and the Financial Intermediary Networks across the NPIF area
  50. 50. www.npif.co.uk Some NPIF Case Studies Northern Powerhouse Investment Fund Equity Finance up to £2m Microfinance £25,000 - £100,000 • Cenergist • NPIF – FW Capital Debt Finance • Tees Valley-based energy and water efficiency firm • RenewWeCare • NPIF – BFS & MSIF Microfinance • Lancashire-based renewable energy business
  51. 51. www.npif.co.uk Some NPIF Case Studies Northern Powerhouse Investment Fund Equity Finance up to £2m Microfinance £25,000 - £100,000 • Lancashire Waste Recycling • NPIF – FW Capital Debt Finance • Takes household waste destined for landfill and turns it into fuel • VerdEnergy • NPIF – Mercia Debt Finance • Leading York based supplier of biomass wood pellets
  52. 52. www.npif.co.uk Building awareness: The business finance guide www.thebusinessfinanceguide.co.uk/bbb www.thebusinessfinanceguide.co.uk/bbb www.thebusinessfinanceguide.co.uk/bbb www.thebusinessfinanceguide.co.uk/bbb
  53. 53. No representation, express or implied, is made by British Business Bank plc and its subsidiaries as to the completeness or accuracy of any facts or opinions contained in this presentation and recipients should seek their own independent legal, financial, tax, accounting or regulatory advice before making any decision based on the information contained herein. No part of this presentation should be published, reproduced, distributed or otherwise made available in whole or in part in any jurisdiction where to do so would be unlawful. British Business Bank plc is the holding company of the group operating under the trading name of British Business Bank. It is a development bank wholly owned by HM Government which is not authorised or regulated by the Prudential Regulation Authority (“PRA”) or the Financial Conduct Authority (“FCA”). British Business Bank plc operates under its trading name through a number of subsidiaries, including British Business Financial Services Limited and British Business Finance Limited. None of British Business Bank plc, British Business Finance Limited or British Business Financial Services Limited is authorised or regulated by the PRA or FCA. British Business Bank plc and its subsidiary entities are not banking institutions and do not operate as such. A complete legal structure chart for British Business Bank plc and its subsidiaries can be found at www.british-business-bank.co.uk. © British Business Bank plc July 2016 @NPIFBBB www.npif.co.uk
  54. 54. Refreshments and Expo
  55. 55. 23 July '18 February 2019
  56. 56. What we have been up to
  57. 57. 58 Flying High Accelerate development of urban drone services that bring public benefit to UK cities. Create a world-first framework for publicly beneficial urban drone services. How Objective To position the UK as a global leader in shaping urban drone systems that place people’s needs first.
  58. 58. What we have been up to Bradford London Preston Southampton West Midlands
  59. 59. What we have found Cities want to seize the opportunity behind drones … but respond to what people want for their communities.
  60. 60. What we have found Explored five socially beneficial use cases Technical feasibility Economic benefits Social impact
  61. 61. Use cases
  62. 62. Use cases
  63. 63. Use cases
  64. 64. Use cases
  65. 65. Use cases
  66. 66. What we’ve been up to
  67. 67. 2. Public engagement 4. Policy and regulatory environment 3. Enabling technology 1. Business case Need Public trials seeking public input and generating dialogue Public trial and demos of services, stakeholder collaboration with prize entrants throughout the process Access to testing environments and collaborative incubation space with other entrants Competitive challenge prize process (as above) Competitive challenge prize process enabling consortiums of industry and customers to demonstrate safe, reliable urban drone service based on a viable commercial case and offering public benefit, operating BVLOS and with a high level of automation in a UK city, in a way that is scalable and can interface with systems on the ground and other drone services and low-altitude airspace users, including scheduled and on-demand drone services, and resilient to changing conditions such as weather or emergencies. Phase 3 Objective: To accelerate development of urban drone services that bring public benefit to UK cities by running an innovation challenge. ● Public engagement strategy design ● Stakeholder engagement through use case design, testbed design and challenge prize design ● Design virtual and physical testing environments to enable development of drone services that can meet the needs of those scenarios; ● Challenge prize design (as above) ● Outline possible scenarios for urban drone services in medical transport, emergency response and infrastructure maintenance in UK cities ● Design an incentive-based innovation challenge to accelerate the development of urban drone applications that can safely and securely deliver economic and social benefits to the UK. Phase 2 Objective: To design the testing capabilities and challenge prize specifications for socially beneficial, city-based use cases. 69
  68. 68. Flying High Phases City visions Design testbeds and city demonstrations Virtual testbeds PUBLIC ENGAGEMENT >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> Controlled testbeds EUROPE CO-ORDINATION >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> CROSS-UK CITY NETWORK >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> Frame technological challenges Stakeholder and public engagement Urban testbeds PHASE 3 Challenge prizes, accelerator and live city demonstrations (2019-2021) Use case technical, economic and social feasibility studies Systems design Public viewpoint PHASE 1 Engagement and research (2018) PHASE 2 Use case and test environment design (2019) Outline scenarios for complex urban drone services Accelerator for publicly beneficial urban drone services: 1. Competitive, outcome-based funding; 2. Specialised testing environments; 3. A collaborative platform to enable technology design, business case development, public engagement and regulatory evolution; and 4. A robust, highly visible communications and public engagement effort to capture the public imagination, showcase technology development, and seek public input.
  69. 69. 23 July '18 FlyingHighChallenge.org www.nesta.org.uk Kathy Nothstine kathy.nothstine@nesta.org.uk
  70. 70. Smart Cities 2019 Presented by Tom Warburton Director of Place, Newcastle City Council Steve Caughey Director of the National Innovation Centre for Data
  71. 71. We’re here to talk about the future newcastlehelix.co.uk
  72. 72. Smart Cities 2019
  73. 73. Introducing Newcastle Helix A landmark 24-acre global innovation district built to transform quality of life The Helix is the only city-centre quarter of its kind in the UK. We have carefully brought together word-class innovators, buzzing start ups an international brands and actively help them collaborate to bring brilliant new products and services to the marketplace. Together we’re transforming the quality of life for families, communities and cities around the world. Smart Cities 2019
  74. 74. Visionary Inclusive Driven Inspiring We’re more than a collection of buildings, more than a collection of technologists. Together, we’re shaping how life can be lived in the medium and long term. Meaningful engagement with the city as a whole is a measure of success. So we want everyone to get involved. Our language reflects that. Change doesn’t just come from research. It comes from the commercialisation of research, creating new businesses, new products and new jobs. By inspiring future generations locally along with the international tech community, we can retain Newcastle graduates and inspire change. Smart Cities 2019
  75. 75. • A unique partnership between Newcastle City Council, Newcastle University and Legal & General • Former brewery now being transformed into an exemplar of urban sustainability • £350 million flagship project & one of the biggest regeneration projects of its kind in the UK • Ambition to create 4,000 jobs, 500,000 sq. ft of office/research space & 450 homes • Initial investment from L&G has led to additional direct investment for more commercial facilities and further development of the Partnership offer around retail, leisure and residential The story so far… Smart Cities 2019
  76. 76. Newcastle Helix is a unique partnership between Newcastle City Council, Newcastle University and Legal & General. Our vision is to create a new destination that will attract talent globally, harness the intellectual horsepower from the University, and tap into the drive from the Council to create economic growth in the city and lasting change. Ben Rodgers, Legal & General The story so far… Smart Cities 2019
  77. 77. Site Masterplan Smart Cities 2019
  78. 78. Site Masterplan Smart Cities 2019
  79. 79. 3 key specialisms: Specialisms supported by a number of hugely important on-site assets: • National Centre for Energy Systems Integration • National Innovation Centre for Ageing • National Innovation Centre for Data • The Urban Observatory Urban, Life and Data Science Smart Cities 2019
  80. 80. Newcastle Helix – Open for business Smart Cities 2019
  81. 81. Strategic Industrial Site Partners: • Siemens • Northumbrian Water • Northern Powergrid • Phillips • Engie Existing Occupiers • Red Hat • Arjuna technologies • Connected Energy • Probio Energy International • Northern Retrieval Registry Newcastle Helix – Open for business Smart Cities 2019
  82. 82. Our Data Story Smart Cities 2019
  83. 83. National Innovation Centre for Data NICD provides organisations with the skills they need to obtain insight from their data by upskilling their own people on their own platforms using their own data. Smart Cities 2019
  84. 84. Smart Cities 2019
  85. 85. NICD specifically... • £30 million investment in Data • £50 million building • A unique facility bringing together the public and private sector, University, researchers and students together to enable organisations to extract value from their data. Smart Cities 2019
  86. 86. NICD Programmes Insight Skills Bespoke Building Ecosystem Dedicated Team Skills ROI, IP Connections Smart Cities 2019
  87. 87. A centre for collaboration NICD at the heart of the data ecosystem Students Job-seekers SMEs Start-ups Large organisations Public sector Private sector Smart Cities 2019
  88. 88. NICD Summary • A Beacon for data innovation • World-class facilities and services under one roof • Delivering next generation skills • Delivering impact through innovation Smart Cities 2019
  89. 89. If you have an idea for collaboration, want to hold an event or know a business who would like to be a part of the Newcastle Helix community, let us know. Tell everyone. Share. Tweet. Be an ambassador Get involved @newcastlehelix Newcastle Helix Come and have a chat with our team today, at the Newcastle Helix Stand No.9 Smart Cities 2019
  90. 90. Kent County Council working with Salix Finance Ltd • Kent County Council - LED Conversion and CMS Project • Smart Cities Conference - 7th February 2019
  91. 91. Kent County Council LED Conversion and CMS Project Smart Cities 7th February 2019 Sue Kinsella, Street Light Asset Manager, Kent County Council Richard Emmett, Street Light LED Project Manager, Kent County Council
  92. 92. Procuring The Project • Market Engagement • Convert 120,000 assets • 38 month programme • 15 year term maintenance contract • £40m budget • Min 60% energy reduction • Environmental impact assessment
  93. 93. Financing Challenge • Engaged with Salix at early stage to investigate financing options. • Initially secure a £22.5m loan at zero percent interest. • Loan now increased to £30m. • ¾ of the project at zero percent interest! • Loan repaid through energy savings
  94. 94. Design • Design rationale agreed • Each asset is designed • Luminaires procured following design • Quality Inspections • Photometric testing • Scope to optimise
  95. 95. Delivery • Phase one commenced in March 2016. • Phase one we replaced 70,000 lanterns with LED in minor residential roads across the County by May 2017. • Installed a Central Management System to control and monitor our assets. • Worked with Telematics to develop reporting.
  96. 96. Delivery Continued • Phase two commenced in June 2017. • To date we have installed in excess of 112,000 out of 120,000. • At peak converting 492 lights a day! • Maximum numbers of crews on site at peak - 17 • On target to complete May 2019
  97. 97. Central Management System (CMS) CMS Key Benefits: • Improved maintenance management • Energy management • Dynamic control
  98. 98. Central Management System • Operational Interface
  99. 99. Central Management System Possibilities • Mesh Network Established. • Air quality monitoring. • Road Surface Temperatures. • Drainage / gullies reporting. • Traffic routes and lighting optimisation. Future Possibilities???
  100. 100. Impact on the Kent Residents Residents say: “The recent LED conversion project has vastly improved the street lighting in the street, thank you” “Just to say that I’m very impressed with the new LED street lighting that was installed yesterday in the road where I live” • Positive customer feedback • Reduction in enquiries • Member support • Leading the way for others
  101. 101. Energy Savings • 67.7% Saving achieved • Pre Project - 44,805,047 kWh • Post Project - 14,472,030 kWh • Over £6m savings achieved • Which are guaranteed • Additional 2% energy saving • 896,100 kWh = £667,000
  102. 102. Introduction to Salix Not-for-profit, government-funded 100% interest-free finance for public sector energy efficiency Working across England, Scotland and Wales Over 100 eligible technologies including solar Since 2004, over £700m allocated to energy-saving projects, delivering annual savings of £164m and 788,000 tonnes carbon SOLVING ENERGY EFFICIENCY FINANCE IN THE PUBLIC SECTOR
  103. 103. Carbon and financial targets Sustainable investment Long-term strategic relationships Loans versus grants Significant energy saving potential across the UK Supporting the Low Carbon Agenda
  104. 104. Fund Manager - Steve Baggs (KCC Energy manager) KCC has a total fund size of £680,000 Fund established in 2004 Supporting projects in schools, libraries, community centres and council offices Projects include boilers, heating, insulation, lighting and controls Value of projects delivered is over £2m - recycled original funding 3 times Annual estimated savings of over £590k and 2,900 tCO2 Kent County Council – Salix Recycling Fund £680k Ring- fenced fund KCC £340k Salix £340k Projects delivered & savings repaid back into fund
  105. 105. Salix 0% loan value of £2.8m Combined Heat and Power (CHP) and thermal overnight store Chiller plant upgrades, pumps and BEMS LED upgrades and roof insulation Improved environment for staff and patients Live energy data displayed on screen Annual savings of £577k and 2,000 tonnes of carbon North Devon Healthcare NHS Trust
  106. 106. Working in partnership on energy-saving projects
  107. 107. Thank you Questions? Sue Kinsella (KCC) – Sue.Kinsella@kent.gov.uk Richard Emmett (KCC) – richard.emmett@kent.gov.uk Lindy Frey (Salix) – lindy.frey@salixfinance.co.uk Kent project case study video: www.salixfinance.co.uk/loans/street-lighting or YouTube SOLVING ENERGY EFFICIENCY FINANCE IN THE PUBLIC SECTOR
  108. 108. Changing Lives Through Technology Richard Dolan #smartcitiesuk
  109. 109. Improving lives, building independence Who We Are • Dorset based Local Authority Trading Company • Formed in 2015 and generated £40m turnover 2017/18 • Deliver care and support to over 6500 people • Residential, Community, Reablement • Values led organisation that puts people first #smartcitiesuk
  110. 110. Improving lives, building independence Tricuro Values • Welcoming • Inclusive • Trustworthy • Innovative • Empowering #smartcitiesuk
  111. 111. Improving lives, building independence Smart Cities & Singularity • Pace of change #smartcitiesuk
  112. 112. Improving lives, building independence Digital Disruption in Social Care • Understand the barriers • Acknowledge the pace of change • Engage, Empower, Enhance • Ask the right questions • Expect resistance! #smartcitiesuk
  113. 113. Improving lives, building independence #smartcitiesuk
  114. 114. Improving lives, building independence Virtual Beach • Immersive physical and virtual sensory experience • Designed to scale across services and build audience • Relatable and accessible entry point to promote engagement • 2 weeks, 10 sites, over 100 clients reached • Delivered within operating costs #smartcitiesuk
  115. 115. Improving lives, building independence Outcomes & Next Steps • Reminiscence, Anxiety, Pain management • National and international collaboration • Haptics and enhanced sensory immersion • Person centred content creation • Connecting people through technology #smartcitiesuk
  116. 116. ACCELERATOR ELEVATOR SESSION Please vote after the completion of the session via your event guide Sponsored by
  117. 117. Smart Cities UK Accelerator Jof Ruxton Head of Infrastructure Solutions Commercial in Confidence, February 2019 London 7th February 2019
  118. 118. Supporting UK Cities & Regions with Mobility Simulations www.immense.ai London West Midlands Milton Keynes England’s Economic Heartland Greater Manchester The mobility sector is changing fast but decision making is slow, expensive and based on poor data Immense deliver large-scale, cloud-based transportation simulations accessible through any internet connected device These help customers, such as local authorities, transport planners, infrastructure owners and fleet operators to test multiple scenarios for improved decision making Commercial in Confidence, February 2019 Project locations
  119. 119. England’s Economic Heartland - PoC Support Tool www.immense.aiCommercial in Confidence, February 2019
  120. 120. Keeping the West Midlands Moving www.immense.aiCommercial in Confidence, February 2019 Simulation and visualisation tool to assess planned roadworks in the West Midlands (inc. impact of major urban re-development schemes, HS2 and Commonwealth Games) Large-scale agent-based model of 2.6m people in the West Midlands region Empowered broad spectrum of users to ask their own ‘what-if’ questions for the future of mobility Provides effective communication of results through analytics and dashboards to support strategic decision making
  121. 121. Highways England www.immense.ai Collaborative platform to allow stakeholders to understand the impact of unplanned incidents on the Strategic Road Network Supported better network management and evidence base for investment decisions Flexible platform, developed to integrate real-time data feeds, enabling future operational deployment Enables improved service for connections between UK’s towns and cities Commercial in Confidence, February 2019
  122. 122. Maximising Social, Environmental and Economic Benefits www.immense.ai Reducing congestion and minimising travel times Improving connectivity to allow businesses to prosper Managing roadworks to minimise the impact on society Modelling electric and autonomous vehicle fleets for reduced environmental impact and improved safety Reducing CO2 through accurate predictions Modelling different transport users to improve accessibility Allocating public money more effectively Optimising infrastructure investment to best meet the needs of the population Commercial in Confidence, February 2019
  123. 123. Jof Ruxton Head of Infrastructure Solutions jof.ruxton@immense.ai www.immense.ai Thank You
  124. 124. HOW TO PLAY FIND AN OBJECT SAY HELLO KEEP TALKING 1234 1234 1234 1 32
  125. 125. Good afternoon! We haven’t met before. Isn't a lovely sunny day! May I ask - how do you travel to work? Do you find it easy enough to get across town? I get the train and then walk, but I don't always feel safe with the traffic. More pedestrianised areas!
  126. 126. AUSTIN If you were mayor of Austin, what would you change about it? TRAFFIC - 33% PUBLIC TRANSPORT - 47% CYCLING - 9% NOTHING, IT’S PERFECT - 11%
  128. 128. MESA YES - 60% NO - 20% INDIFFERENT - 20% Are you happy with how Mesa has changed over the years? What makes a public space special?
  130. 130. Paul Tyrrell – Director Wesley James – Client Relationship Manager Sarah Lower – Key Account Manager Delivering innovative SMART technology solutions
  131. 131. MONNA Electric Bicycle Charging Bench
  132. 132. https://www.youtube.com/watch?v=klepp70b7Ao
  133. 133. City of Zagreb Croatia City of Perth Australia City of Budapest Hungary City of Dubrovnik Croatia City of Doha Qatar City of Prague Czech Republic City of Bratislava Slovakia City of Astana Kazakhstan City of Stockholm Sweden City of Dubai UAE Split Airport
  134. 134. Digital Community Hub Empowering Residents and Businesses to support the Local Community 2019
  135. 135. What is it about? Community Resilience Supporting the development of the High Street Opening up the volunteer economy Platform to support Smart City Initiatives Developing the local economy Increasing community connections Digital Community Hub
  136. 136. What is it? App Store Community Apps Business Apps ‘Easy build’ App Development Tool kit Easy download of App Store FREE city centre wi-fi Digital Community Hub Walking Group Gardening Group Push Marketing Click & Collect Integrated Payment Portal Advanced App Programming Language
  137. 137. How does it work? A digital marketplace for community groups and businesses Retail Trading Services Trading Community involvement Community Credits awarded for involvement and redeemed against offers / activities Create an activity Participate in an activity Proxy for someone else to participate Local Authorities, Independent business & services can create their own apps or join other apps Encourage visits to the High Street Embedded payment portalNeighbourhood alerts Parking information Digital Community Hub Refer an activity
  138. 138. What are the benefits? Economic and Social Sustainability Supporting the Aged and the Lonely Supporting your Neighbours Keeping spend in the Community Keeping Active & Healthy Reshaping the High Street Encouraging more events Greater access to teaching & learning opportunities Unlocking the Volunteer Economy Making local opportunities more discoverable Utilise Local Resources Better Digital Community Hub Digital Community Hub Community Resilience
  139. 139. Digital Community Hub Helping to build Resilient Communities Tony Bicknell +44 7718 625 805 Tony.Bicknell@smartworldconnect.com
  140. 140. Workshop s
  141. 141. excellence | flexibility | integrity | partnership Helping local authorities identify the potential for digital technology to deliver policy commitments February 2019 Delivery enhanced through digitally enabled service provision
  142. 142. Digital Strategies for Local Authorities – Smart Cities 2019 This session 1. Our approach to developing Digital Strategies for Local authorities 2. Exploring the ‘why’ – Identifying the policy challenges 3. Economic growth – knowing where to start – Identifying the economic sectors to focus on – Employment, productivity, GVA, specific local value 4. Public sector priority 5. Digital maturity – where are we and where do we want/ need to be 6. What skills do we need to deliver digital transformation 7. Do we have the case for connectivity 8. The roadmap
  143. 143. Digital Strategies for Local Authorities – Smart Cities 2019 Developing a Digital Strategy Digital Strategy • Desk top research • Stakeholder interviews • Stakeholder workshops • Top line economic analysis
  144. 144. Digital Strategies for Local Authorities – Smart Cities 2019 What is in a Digital Strategy • Why Digital – the policy challenge? • Vision for a digital community • The economic opportunity and benefits analysis • Digital Maturity – where we are and where we want to be • Strategic Priorities • Digital Roadmap
  145. 145. Digital Local authorities – Smart Cities 2019 What are the key policy challenges? • Non-digital • Digital WHY? Key drivers for a digital strategy Budget challenges Attracting people Connected transport Smart housing / infrastructur e Digital skills and education Productivity and GVA Population dynamics Housing- affordable connected Health and social care Reliable accessible data Attracting business Shared data Land use planning Affordability of uptake Landscape & environment Digital infrastructur e Affording the not-spots
  146. 146. Digital Strategies for Local Authorities – Smart Cities 2019 Your key policy drivers and challenges What are your main policy challenges • Non-digital • Digital
  147. 147. Digital Strategies for Local Authorities – Smart Cities 2019 Economic growth • Knowing where to start
  148. 148. Digital Strategies for Local Authorities – Smart Cities 2019 Understanding the important economic sectors Account for: - Total number - Size of businesses - Employees - Growth - Region specific
  149. 149. Digital Strategies for Local Authorities – Smart Cities 2019 Economic sector analysis – automation opportunity Top 5 economic sectors to benefit from automation: 1. Accommodation and food 2. Wholesale and Retail 3. Agriculture 4. Construction 5. Information and communication
  150. 150. Digital Strategies for Local Authorities – Smart Cities 2019 Economic impact of automation vs growth target 2015-2030
  151. 151. Digital Strategies for Local Authorities – Smart Cities 2019 Your key sector? • Any ideas on the sector presenting greatest opportunity? • What is the driver – GVA contribution/ size of business – Employment – Growth potential – Total number of businesses – Region specific
  152. 152. 160 160Digital Strategies for Local Authorities – Smart Cities 2019 Traffic congestion costs the UK economy £31bn in 2016 Disruption from flooding costs the UK economy £1bn pa Train delays in the UK cost the economy over £1bn annually Delayed and cancelled infrastructure spending in 2015/16 cost the UK economy £6bn Re-work costs up to 20% of total construction value Homes and offices consume up to 4x more energy usage than designed It costs the NHS £600m pa to treat illnesses caused by living in poor housing conditions in England Transport and Energy supply contribute to more than 50% to UK’s total greenhouse gas emissions Sources: EY, ONS, gov.uk, Gazprom, Facilities Management Journal, Arcadis (2016) Built environment impact on economic growth
  153. 153. Digital Strategies for Local Authorities – Smart Cities 2019 Economic opportunity – digital Councils
  154. 154. Digital Strategies for Local Authorities – Smart Cities 2019 Top line economic analysis – council services Productivity & GVA growth Lack affordable housing 25% target Deliver more? Savings in temporary housing costs Impact on health/ productivity?
  155. 155. Digital Strategies for Local Authorities – Smart Cities 2019 Scenario: To deliver 14,500 houses and maximise affordable housing provision Traditional approach BIM Level 2 BIM Level 2 plus a digitally connected supply chain Additional affordable dwellings that can be delivered as a result of digital engineering technology for the same investment 0 59 220 Percentage of homes which are affordable (assumes baseline of 30% is achieved through current, traditional approach) 30% 34% 47% Additional costs (£m) required to deliver shortfall in affordable housing - assuming a target of 50%, 7250 Affordable houses are required £44 mln extra 20% shortfall, no savings made on delivering each unit £32 mln 16% shortfall and each unit is cheaper to deliver £6 mln 3% shortfall and each unit is cheaper to deliver Efficiency across project delivery results in projects being finished earlier. Average weeks homes can be occupied due to early finish 0 weeks 27 weeks 68 weeks Example - Delivering affordable housing Digital engineering and digital supply chain benefits
  156. 156. Digital Strategies for Local Authorities – Smart Cities 2019 Public sector priority – what is yours? Internal public sector transformation • What is the major spend area? • Priority for digital transformation?
  157. 157. Digital Strategies for Local Authorities – Smart Cities 2019 What is the current ‘digital maturity’ Connectivity Uptake Citizen centric service delivery IT architecture Regional data platforms/ sharing Smart development and infrastructure 0% 50% 100% Maturity Can you put an estimate on these factors? Digital procurement
  158. 158. Digital Strategies for Local Authorities – Smart Cities 2019 Digital skills needed – current employment Manufacturing Education Water Construction Wholesale & retail Transportation Accommodation and food services Information and communication Finance Real estate Professional services Administration Public administration -20% -10% 0% 10% 20% 0.25 0.75 1.25 1.75 2.25 Averageannualemploymentgrowth2015-17(%) Location Quotient *Bubble size indicates total Isle of Wight employment per industry Top 5 sectors - employment 1. Accommodation and food 2. Wholesale and Retail 3. Manufacturing 4. Education 5. Administration Regionally important sectors: 1. Agriculture 2. Accommodation and food
  159. 159. Digital Strategies for Local Authorities – Smart Cities 2019 Digital skills Do you have the digital skills in the region to support the transition? Do you know what skills are needed? What are the trends driving growth?
  160. 160. Digital Strategies for Local Authorities – Smart Cities 2019 Top trends driving industry growth Transformational BedrockEnablers Advances in mobile internet Advances in artificial intelligence Increasing adoption of new technologies Increasing availability of big data Shifts in national economic growth Advances in new energy supplies and technologies Increasing urbanisation Expansion of middle classes Expansion of affluence in developing economies Advances in devices bridging the human-machine divide Expansion of education Advances in cloud technology Advances in computer power Shift of mindset among new generation Shifts in global economic growth Shifts of mindset among new generation Increasing adoption of new technologies *From WEF Future of Jobs 2018
  161. 161. Digital Strategies for Local Authorities – Smart Cities 2019 Predicted adoption of technology 2018-2022 Transformational BedrockEnablers User & entity big data analytics Machine learning Cloud computing App and web-enabled markets Internet of things *From WEF Future of Jobs 2018 New materials Augmented and virtual reality digital trade App and web-enabled markets Skills gaps and local labour market Skills gap in leadership Don’t understand the opportunities Top 5 technology adoption Top 3 barriers to adoption
  162. 162. Digital Strategies for Local Authorities – Smart Cities 2019 Impact on workforce & partners 2018-2022 Transformational BedrockEnablers Modify value chain Bring finance on-board for transition Modify locations of operation Expand task-specialised contractors *From WEF Future of Jobs 2018 Specialised departments within my firm Professional service firms Industry associations Potential impact on workforce Preferred transformation partners
  163. 163. Digital Strategies for Local Authorities – Smart Cities 2019 Case for connectivity – the last mile • Transformational • Enablers • Bedrock • By more than 2% • Big data • Cloud computing • Immersive Adoption of technology & new working methods Double economy over the next 20 years Increase productivity Industry prioritisation Shift in value chains & decentralisation Skills development • Bring new skills to the area • Support SMEs development • Support local contractors • Support those least likely to be supported by business • Grow local skills • Increase in remote working • Decentralisation of skills • Local supply chain • Connectivity to every home • Affordability of housing • Sense of place to entice businesses and more skilled workers • Home working • Education • Health Enablers • Increase tourism season • Increase export of high value services
  164. 164. Digital Strategies for Local Authorities – Smart Cities 2019 Strategic priorities core to the strategy Identifying challenges Prioritising the key programme areas Business cases for programme of key projects
  165. 165. Digital Strategies for Local Authorities – Smart Cities 2019 Digital Island Roadmap – strategy to implementation Digital Strategy 2019-2024 2019 Q2 2019 End 2019
  166. 166. Professional Construction Strategies Group Limited 10th Floor – Corinthian House – 17 Lansdowne Road – Croydon – CR0 2BX – United Kingdom +44 (0) 20 8680 4120 www.pcsg.co.uk Susie Tomson Susie.tomson@pcsg.co.uk LinkedIn: susietomson Mobile: 07803502577 Olly Thomas Olly.Thomas@pcsg.co.uk LinkedIn: olly-thomas Mobile: 07775710937
  167. 167. 175 Bristol Smart Homes and Community Engagement #Smartcitiesuk How sustainable development goals can shape smart cities
  168. 168. 176 What we will cover 1. The REPLICATE package 2. Intro to Bristol Smart City/ Community Engagement 3. Challenges faced / questions 4. Workshop discussion: bringing about Smart Cities 3.0 5. Feedback summaries Hayley Ash REPLICATE Programme Manager Hayleyl.Ash@bristol.gov.uk David Tudgy Project Development Manager projects@bristolenergynetwork.org
  169. 169. 177 https://youtu.be/Uhp0M5vNOZs
  170. 170. Bristol’s Smart City Demonstrator ● Comes under the EU’s Horizon 2020 Programme – A Smart City and Communities ‘Lighthouse’ city. ● To identify, develop and deploy replicable, balanced and integrated solutions in the energy, transport, and ICT ● 25m euros between three cities (Lead cities: San Sebastian (co-ordinator), Bristol and Florence). About 7m euros for activity in Bristol. ● Also includes ‘follower cities’ - Essen, Lausanne, Nilufer and ‘observers’ - Guangzhou, Bogota. ● 37 partners in total including Bristol Is Open, University of Bristol, UWE, NEC, Toshiba, Knowle West Media Centre and a number small and medium sized enterprises.
  171. 171. 179 T h e R E P L I C A T E P a c k a g e Smart Homes Smart Streets Retrofit and smart homes (240, 150 smart) District heating connection Community PV Investment (130 kWp) Energy demand management system Charge points (24) Electric vehicles → Car club (11) → Corporate e-bikes (12) → On-demand taxi/bus (2) Travel planning → TravelWest Journey Planner →Parking app Created by UsCitizen Sensing Community engagement Integrated Infrastructures – FIWARE Smart City ICT Platform Smart Streets
  172. 172. 180 Bristol’s Replicate District Ashley, Easton, Lawrence Hill Why this area?: 1. Address social and environmental challenges (e.g. fuel poverty, air quality) 2. Existing / proposed schemes that can be built upon (Warm Up Bristol,)
  173. 173. 181 Smart Homes Bristol
  174. 174. 182 - Trust - Pricing - Technological Barriers to uptake:
  175. 175. 183 Widening fuel poverty gap?
  176. 176. 184 Bristol Energy Network:
  177. 177. 185 150 homes will receive a free smart appliance Demand Side Response Trials Recruitment • Commissioning Community Engagement Group rather than solely using Warm up Bristol team as harder to reach groups take significantly more time to complete the customer journey • This group of volunteers and project champions co-designed the marketing strategy for the project including the mobile show home • Mobile rather than static show home SMART Homes
  178. 178. 186 The Bristol Approach
  179. 179. 187
  180. 180. 188
  181. 181. 189 Co-design workshop
  182. 182. 190 REPLICATE Mobile Show Home
  183. 183. Over 37,000 people reached. 20 Champions volunteer Co-designed Mobile Future Home. 900 questionnaire responses. £19-130/year estimated savings per household from appliances 25 Community events. 28,4% social housing Smart Homes. 39% BME Eco-Home demonstration space leveraged in £15,000 More than 10 Sponsors. Smart Connected Homes impact
  184. 184. 193 Geographical locations • 42% Ashley • 44% Easton • 29% Lawrence Hill
  185. 185. 194 Questions
  186. 186. 195 Workshop session: Reflective practice Think of examples of community engagement around project delivery stages. How can we co-create the Smart City at each stage, what are the barriers? How to accelerate the adoption of new technology using co-create delivery models for power, heat and transport services? How do we create Smart City 3.0?
  187. 187. 196 1. Idea generation 2. Bid stage 3. Initiation 4. Delivery 5. Monitoring and evaluation
  188. 188. 197 Feedback
  189. 189. 198 Smart Cities need Smart Citizens Final Thought
  190. 190. 199 www.connectingbristol.org www.bristolenergynetwork.org www.connectingbristol.org
  191. 191. Coffee Break and Expo
  192. 192. ROUNDTABLE DISCUSSION ON FUTURE INVESTMENT FOR CITIES Panel Jacqui Taylor, CEO, FlyingBinary John David, CEO and founder, Amnick Allan Mayo, Smart Cities Strategist, Digital Greenwich Chair- Scott Buckler, Smart Cities UK, Conference Director
  193. 193. Fireside discussion with Scott Buckler and Jacqui Taylor on future plans for smart cities in the UK