The document provides an overview of a presentation given by Prof. Allan Mayo on driving sustainable and inclusive growth through smart city strategies. Some key points: - Greenwich has faced economic stagnation, austerity cuts, congestion, emissions issues, and demographic changes like an aging population. - New technologies like AI and computerization threaten many low-skill jobs. - RBG's smart city strategy aims to transform public services, neighborhoods, the economy, infrastructure, and the built environment through data-driven approaches and digital technologies. - The strategy discusses initiatives like developing a digital skills cluster, improving digital connectivity and infrastructure, and using data and technologies to improve public services.

1. WelcomeChair Introduction-Allan Mayo, Smart Cities
Strategist, Digital Greenwich

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. 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. The Challenge of
Affordable
Housing
Source: Trust for London

5. Where to Spend a Windfall Capital Grant
(Source: Centre for Cities/Arup UK City Leaders’ Survey, Dec 2018)

6. Areas in Need of Funding
(Source: Centre for Cities/Arup UK City Leaders’ Survey, Dec 2018)

7. How to use data to Improve Public Services
(Source: GLA Survey of Councillors, January 2019)

8. What are the Barriers to Digital Public Services
(Source: GLA Survey of Councillors, January 2019)

9. Residents’ Views on Data Sharing
(Source: GLA Survey of Councillors, January 2019)

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. INTEGRATION OF THE BUILT ENVIRONMENT &
INTEGRATION OF SYSTEMS
Compactto
From
Sprawled
Distances
requiring
cars
Walking and
cycling distances

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

14. 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

15. Greenwich: At the forefront
of Urban Design

16. Greenwich: A Polycentric Borough

17. LONDON: £1.3 TRILLION INVESTMENT IN SMART
INFRASTRUCTURE TO 2050
Smart
Street Lighting
CAV Infrastructure
Smart Metering
Home and Building
Automation
EV
Charging

18. 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!
!
!
!

19. 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

20. Greenwich: At the forefront of Digital
Connectivity

21. A GREENWICH AT THE FOREFRONT OF URBAN INNOVATION,
CREATIVITY & DIGITALISATION: SUSTAINABLE & RESILIENT

22. 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

23. To Hope that ”Something Will Turn Up” is not a
Strategy
3/26/2017 micawber1_2121694b.jpg (620×388)

24. 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

25. allan.mayo@dgcities.com
Thank you for your Attention

26. 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

27. 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

28. 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

29. UK Tech Headlines
Digital turnover
Market expansion
Early adopters

30. The UK as Smart City ‘Centre of Gravity’
Big, complex cities with
considerable ‘legacy’ that
have established
themselves as citizen-
focused smart city leaders.

31. The Smart City Opportunity: Bristol
Bristol - Winner of the GSM
Association’s Smart City
Award at Mobile World
Congress 2018.

32. The City is a Laboratory
London
Smart London
Manchester
CityVerve; MediaCity Incubator; Mi-IDEA
Bristol
Bristol is Open
Glasgow
Future City Glasgow

33. The UK as a Global Smart City leader
The UK is an investment destination of choice
The home of innovative Smart City solutions

34. The Smart City Opportunities: (A Sample)
Data Driven
Services Focused

35. 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

36. 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

37. 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

38. 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

39. Accelerators: driving
growth of international
start-ups from the UK
London
Regional
Corporate backed
Sector specific
Tech Accelerators

40. 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

41. Universities and Talent
• Universities
• Strengths
• Apprenticeships (~1 million)
• Talent

42. Tax incentives
• Corporation tax
• R&D Tax Credits
• Patentbox
• SEIS & EIS (Seed & Enterprise Investment Schemes)

43. 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

44. @NPIFBBB
www.npif.co.uk
Northern Powerhouse Investment Fund
The Northern Powerhouse
& sustainable investment
in the North

45. www.npif.co.uk
British Business Bank
Equity Finance up to
£2m
Microfinance
£25,000 -
£100,000

46. www.npif.co.uk
British Business Bank
Equity Finance up to
£2m
Microfinance
£25,000 -
£100,000

47. 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

48. 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%

49. 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

50. 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

51. 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

52. 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

53. 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

54. 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

55. Refreshments and
Expo

56. 23 July '18
February 2019

57. What we have been up to

58. 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.

59. What we have been up to
Bradford
London
Preston
Southampton
West
Midlands

60. What we have found
Cities want to seize the
opportunity behind drones …
but respond to what people
want for their communities.

61. What we have found
Explored five socially beneficial use cases
Technical feasibility
Economic benefits
Social impact

62. Use cases

63. Use cases

64. Use cases

65. Use cases

66. Use cases

68. What we’ve been up to

69. 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

70. 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.

71. 23 July '18
FlyingHighChallenge.org
www.nesta.org.uk
Kathy Nothstine
kathy.nothstine@nesta.org.uk

72. Smart Cities 2019
Presented by
Tom Warburton
Director of Place, Newcastle City Council
Steve Caughey
Director of the National Innovation Centre for Data

73. We’re here to talk
about the future
newcastlehelix.co.uk

74. Smart Cities 2019

75. 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

76. 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

77. • 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

78. 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

79. Site Masterplan
Smart Cities 2019

80. Site Masterplan
Smart Cities 2019

81. 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

82. Newcastle Helix – Open for business
Smart Cities 2019

83. 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

84. Our Data Story
Smart Cities 2019

85. 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

86. Smart Cities 2019

87. 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

88. NICD Programmes
Insight Skills
Bespoke
Building
Ecosystem
Dedicated
Team
Skills
ROI, IP
Connections
Smart Cities 2019

89. 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

90. 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

91. 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

92. Kent County Council
working with Salix
Finance Ltd
• Kent County Council - LED Conversion and CMS Project
• Smart Cities Conference - 7th February 2019

93. 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

94. 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

95. 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

96. Design
• Design rationale agreed
• Each asset is designed
• Luminaires procured following design
• Quality Inspections
• Photometric testing
• Scope to optimise

97. 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.

98. 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

99. Central Management System (CMS)
CMS Key Benefits:
• Improved
maintenance
management
• Energy
management
• Dynamic control

100. Central Management System
• Operational Interface

101. Central Management System
Possibilities
• Mesh Network Established.
• Air quality monitoring.
• Road Surface Temperatures.
• Drainage / gullies reporting.
• Traffic routes and lighting optimisation.
Future Possibilities???

102. 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

103. 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

104. 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

105. 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

106. 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

107. 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

108. Working in partnership on energy-saving projects

109. 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

110. Changing Lives Through Technology
Richard Dolan #smartcitiesuk

111. 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

112. Improving lives, building independence
Tricuro Values
• Welcoming
• Inclusive
• Trustworthy
• Innovative
• Empowering
#smartcitiesuk

113. Improving lives, building independence
Smart Cities & Singularity
• Pace of change
#smartcitiesuk

114. 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

115. Improving lives, building independence
#smartcitiesuk

116. 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

118. 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

120. ACCELERATOR
ELEVATOR
SESSION
Please vote after the completion of the
session via your event guide
Sponsored by

121. Smart Cities UK
Accelerator
Jof Ruxton
Head of Infrastructure Solutions
Commercial in Confidence, February 2019
London
7th February 2019

122. 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

123. England’s Economic Heartland - PoC Support Tool
www.immense.aiCommercial in Confidence, February 2019

124. 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

125. 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

126. 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

127. Jof Ruxton
Head of Infrastructure Solutions
jof.ruxton@immense.ai
www.immense.ai
Thank
You

129. HOW TO PLAY
FIND AN OBJECT SAY HELLO KEEP TALKING
1234
1234
1234
1 32

130. 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!

131. 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%

132. 2018
TIERNAN@HLP.CITY
FOR MORE INFORMATION CONTACT:
THANKS FOR
LISTENING

133. MESA
YES - 60%
NO - 20%
INDIFFERENT - 20%
Are you happy with how Mesa has
changed over the years?
What makes a public space special?

134. FUTURE =
PHYSICAL
NETWORK
CITIZEN

135. Paul Tyrrell – Director
Wesley James – Client Relationship Manager
Sarah Lower – Key Account Manager
Delivering innovative SMART technology solutions

139. MONNA
Electric Bicycle
Charging Bench

140. https://www.youtube.com/watch?v=klepp70b7Ao

141. 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

142. Digital Community Hub
Empowering Residents
and Businesses to support
the Local Community
2019

143. 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

144. 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

145. 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

146. 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

147. Digital Community Hub
Helping to build
Resilient
Communities
Tony Bicknell
+44 7718 625 805
Tony.Bicknell@smartworldconnect.com

148. Workshop
s

149. 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

150. 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

151. 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

152. 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

153. 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

154. Digital Strategies for Local Authorities – Smart Cities 2019
Your key policy drivers and challenges
What are your main policy challenges
• Non-digital
• Digital

155. Digital Strategies for Local Authorities – Smart Cities 2019
Economic growth
• Knowing where to start

156. Digital Strategies for Local Authorities – Smart Cities 2019
Understanding the important economic sectors
Account for:
- Total number
- Size of businesses
- Employees
- Growth
- Region specific

157. 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

158. Digital Strategies for Local Authorities – Smart Cities 2019
Economic impact of automation vs growth target 2015-2030

159. 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

160. 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

161. Digital Strategies for Local Authorities – Smart Cities 2019
Economic opportunity – digital Councils

162. 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?

163. 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

164. 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?

165. 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

166. 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

167. 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?

168. 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

169. 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

170. 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

171. 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

172. 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

173. Digital Strategies for Local Authorities – Smart Cities 2019
Digital Island Roadmap – strategy to implementation
Digital Strategy
2019-2024
2019
Q2 2019
End 2019

174. 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

175. 175
Bristol Smart Homes and Community
Engagement
#Smartcitiesuk
How sustainable development
goals can shape smart cities

176. 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

177. 177
https://youtu.be/Uhp0M5vNOZs

178. 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.

179. 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

180. 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,)

181. 181
Smart Homes Bristol

182. 182
- Trust
- Pricing
- Technological
Barriers to uptake:

183. 183
Widening fuel poverty gap?

184. 184
Bristol Energy Network:

185. 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

186. 186
The Bristol Approach

187. 187

188. 188

189. 189
Co-design workshop

190. 190
REPLICATE Mobile Show Home

191. 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

193. 193
Geographical locations
• 42% Ashley
• 44% Easton
• 29% Lawrence Hill

194. 194
Questions

195. 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?

196. 196
1. Idea generation
2. Bid stage
3. Initiation
4. Delivery
5. Monitoring and evaluation

197. 197
Feedback

198. 198
Smart Cities need Smart Citizens
Final Thought

199. 199
www.connectingbristol.org
www.bristolenergynetwork.org
www.connectingbristol.org

200. Coffee
Break and
Expo

201. 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

202. Fireside discussion with Scott
Buckler and Jacqui Taylor on future
plans for smart cities in the UK