THE FUTURE of SMART Harnessing Digital Innovation to Make London the Best City in the World UPDATE REPORT of the SMART LONDON PLAN (2013)

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THE FUTURE OF SMART Harnessing digital innovation to make London the best city in the world UPDATE REPORT OF THE SMART LONDON PLAN (2013)

MARCH 2016 THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

Greater London Authority March 2016

Published by Greater London Authority City Hall The Queen’s Walk London SE1 2AA www.london.gov.uk enquiries 020 7983 4100 minicom 020 7983 4458

Cover: KPMG Data Observatory © Data Science Institute, Imperial College London 3

railways’ expansion as London doubled MAYOR’S in size in the space of just 30 years. Today, as we plan for over 10 million FOREWORD citizens in 2036, London is again showing how the power of data and technology can help support growth.

Our tech industry is renowned for its innovation and entrepreneurial energy. That is why investment in the sector is so high – ten times more than just five years ago. We have been working hard at City Hall to open up London’s data and build new tools to see how to best deal with our growing capital.

Working closely with Londoners, industry and the Smart London Board, we are doing all we can to ensure London takes advantage of the opportunities presented London is a digital world leader. For by technology – both now and in the future. some, innovation in technology is about I would like to give a special thanks to the sheer speed and amount of data we the Smart London Board for building and carry with us in our smartphones. Yet it keeping the momentum going. is much more than that. It’s about the creativity of our tech entrepreneurs. It is Two years ago, we published our Smart also about the trust Londoners have in London Plan. This outlined how we digital communication with City Hall and would harness the creative power of with business. new technologies to serve London and improve Londoners’ lives. Since then, Our great city has long been at the we have made much progress. However, forefront of new technology. Indeed, there is still – and always will be – much back in 1837, William Fothergill Cooke more to do if we want London to stay and Charles Wheatstone designed the at the bleeding edge of technology. first operational telegraph system to link In this report, we take a look at our Euston Station and Camden Town. This achievements so far, and set out some new technology expanded rapidly. In so big ideas for the future. doing, it made personal communication normal in London and across the world. Our forebears would never have imagined the constant flow of messages both inside and outside London today. But then, nor would we a few years ago. In the Boris Johnson Victorian era, the telegraph supported the Mayor of London THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

The Smart London Board advises CHAIR’S the Mayor’s Office and has been the catalyst for creating smart demonstration projects. The Board is proud of its FOREWORD success in winning new funding for London and for its collaboration with other cities in the UK, Europe and beyond. Working in partnership with London’s universities, Catapults, Tech City, digital businesses and infrastructure providers, we have proven the case for London as a smart city. We have built the foundations to take advantage of the many opportunities to harness the power of the Internet of Things and the Cloud, making data a core part of London’s infrastructure. Many other cities look to London as their inspiration. We have a wonderful opportunity to remain at the forefront in deploying the creative power of new technology. But, we shall need to do more if London is to solve major challenges that lie London is making remarkable progress ahead in housing, transport, environment in deploying digital technology to and skills. improve Londoners’ lives. More data is available for everyone to use through the The Smart London Board and the London Datastore than in any other city. communities it represents and serves This is providing insights for citizens, stand ready to work with the incoming entrepreneurs, firms and government, Mayor on these challenges. Finally, my fuelling the development of many thanks go to Stephen Lorimer and Sara digital businesses. Kelly who provided wonderful support from within City Hall. Major improvements are being made to the city’s digital infrastructure and Prof. David Gann CBE, Europe’s mega-city is riding high in Vice President (Development and the ‘smart city’ league tables. Innovation), Imperial College London and Chair of the Smart London Board London’s scale, diversity and international reach mean that technology has become even more important, connecting public and private sectors across 32 boroughs and the City in a complex, bustling metropolis. 5 EXECUTIVE SUMMARY THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

This report looks at the Smart London • Engaging our citizens – putting Board’s progress in advising, developing Londoners at the core, through wide, and promoting the use of digital inclusive digital engagement, and infrastructure and data in London since improving digital skills for all we published our plan two years ago. It also identifies future opportunities for • Enabling good growth – through resilient the next Mayor of London. digital infrastructure, smart homes, making more data available, and We have succeeded in keeping London investing in innovation at the forefront in a data-driven world. We have funded and launched a range • Working with business – breaking of new projects. We have also developed down boundaries, supporting common a wide community of participants. standards, producing smarter However, there is more to be done. regulations, and scaling-up innovation

The twin challenges of economic City Hall needs to build on its growth and a growing population are achievements so far. Londoners, putting a strain on London’s housing, businesses and the tech industry healthcare and transport infrastructure. also have a role to play. Together we The environment remains a challenge, must help the city to harness these particularly air quality. Technology is opportunities and maintain London’s changing apace. London can stay ahead reputation as an engaged, growing, by expanding projects like its driverless entrepreneurial, tech-savvy city. vehicle programme. In these tough conditions, standing still is not an option. This report starts by checking progress against the seven aims of the Smart We must invest more in London’s data London Plan. The following three sections infrastructure. Doing so will help the look at our how we’ve engaged our city be brilliantly placed to make the citizens, encouraged good growth, and most of the Internet of Things. It must partnered with London’s businesses to be better connected too. That means use smart technologies to improve our making super-fast broadband available city. Finally, we end by outlining the to everyone in London and investing Smart London Board’s nine priorities for in digital skills. Our major regeneration the future of ‘smart’ in London. We hope projects, like Queen Elizabeth Olympic these are put into action by the next Park and Old Oak Common must use Mayor of London. the best digital infrastructure available. London should also work for common Prof. David Gann CBE, standards across all layers of digital Chair of the Smart London Board and cyber-physical infrastructure, and between boroughs and City Hall. The Smart London Board identifies the following actions as priorities for the next Mayor:

7 CONTENTS MAYOR’S FOREWORD ��3

CHAIR’S FOREWORD �� 4

EXECUTIVE SUMMARY �� 5

INTRODUCTION �� 9 .1. Smart London �� 9 2. Our progress �� 10 3. The opportunity �� 12

ENGAGING OUR CITIZENS �� 15 1. What we said we would do and what we did �� 16 2. Future opportunities �� 29

ENABLING GOOD GROWTH �� 33 1. What we said we would do and what we did �� 34 2. Future opportunities �� 59

WORKING WITH BUSINESS �� 65 1. What we said we would do and what we did �� 66 2. Future opportunities �� 87

THE FUTURE OF SMART IN LONDON �� 93 1. Engaging our citizens �� 94 2. Enabling good growth �� 95 3. Working with business �� 97

THE SMART LONDON BOARD �� 99

GLOSSARY �� 100 THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

L O N D O N L E A D E R I N TEC H N O L O G Y

40,000 LON DON HAS TECH NOLOGY 25 TECH NOLOGY 25% FI RMS OF ALL TH E B USINESS E S 78% TECH NOLOGY JOBS LON DON ADU LTS 2 I N BRITAI N PE R KM OWN A S MARTPHON E

GREATER LON DON LON DON HAS OVER HAS TH E H IG HEST DE N S ITY OF 100,000 TECH NOLOGY INTERNATIONAL STUDENTS, 90% B USINESSES OVER A QUARTER OF ALL OF LONDONERS I N EUROPE STU DE NTS IN THE CAPITAL US E TH E I NTE R N ET

OVE R DATASTOR E 460 R ECE IVE S OVE R TRAN S PORT APPS HAVE 40,000 ALR EADY B EEN VI S ITS CR EATE D US I NG A MONTH OPE N DATA

HERE EAST, THE N EW DIG ITAL HUB DU E TO FULLY OPEN IN 2018 ON THE OLYMPIC SITE WILL

CR EATE £460 million I N G DP TO TH E 7,500 U K ECONOMY JOBS

MAYOR OF LONDON HAS SECURED THE CONNECTIVITY WI-FI £1.75 million RATING SCHEME IS £5 million IN 250 FREE WI-FI RATING THE FOR OVER FOR A DIGITAL TUBE CONNECTIVITY LEVELS 80 PUBLIC OF 12M FT2 OF TALENT STATION S PROGRAMME TO BUILDINGS COMMERCIAL BUILDINGS HELP YOUNG PEOPLE & LIBRARIES GET TECH JOBS

London is a leader in digital technology 9 INTRODUCTION

1 Smart London This is about solving real-world problems. Technology is and will continue London is and works hard to remain to become more central to solving a smart city. Worth £19bn, London’s London’s challenges, whether adapting tech market is the largest in Europe. to population growth, maintaining our There are 40,000 digital businesses competitiveness or empowering our and 200,000 employees in London’s citizens. There are clear benefits to technology sector1. As the biggest city our ‘smart’ policies and programmes in Europe, London can amplify solutions for Londoners and businesses. We are built to meet its own challenges using pushing ‘smart’ further in new ways, its unrivalled communication, transport, such as our city data strategy and and business connections. sharing expertise through our European ‘Sharing Cities’ project. Smart London is about helping the capital function better and making The Smart London Board includes Londoners and businesses part of leading academics, businesses and world-leading ideas. Londoners entrepreneurs. They advise the Mayor generate data that helps the city on how digital technology can help manage its transport, social, make London an even better place in economic and environmental which to live, work and invest. They systems. London’s innovators also work to promote the uptake of create the technologies to meet ‘smart’ in London and to engage the real-world challenges we face. Londoners on these issues.

1 Oxford Economics commissioned by London & Partners, June 2015 THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

2 Our progress London and improve Londoners’ lives. We said then that we would update Londoners The Mayor’s Smart London Plan was and businesses on our progress and plans published in December 2013. It outlined in 2016. The Smart London Plan had how the Mayor planned to use the creative seven aims: power of data and technology to serve

Aims Our progress

To put Londoners at the core, We are experimenting with digital tools - from co-design programmes to online citizen engagement in policy development. One example is Talk London’s focus groups. These helped shape new campaigns, such as our new micro- volunteering programme, and fed back on strategy work, such as that of the London Health Commission (LHC) - directly influencing strategy and delivery. We’re also increasing Londoners’ digital skills. We secured £5m from the Government’s Local Growth Fund for our Digital Skills Programme called ‘Digital Talent’. The number of Londoners using digital technologies to engage with City Hall is increasing. We want it to grow even faster in the future.

With access to open data, We are harnessing data to solve London’s challenges through the Datastore and Data for London, our City Data Strategy. We are building data products and platforms to show the tech sector what is possible and to test growth scenarios for London and its infrastructure.

Leveraging London’s research, We have supported smart, connected technology, and creative talent, businesses through our Export Programme and International Business Programme, Super Connected Cities scheme, connectivity toolkit, and connectivity rating scheme. We want to improve our support for London’s SME tech community as the number of employees in the technology sector moves past 200,000. 11

Aims Our progress

Brought together through The Smart London District and networks, Infrastructure Innovation Networks are identifying and bringing together London’s tech talent to work on London’s challenges. We will be supporting new networks in 2016. City Hall is also leading an EU- funded network, ‘Sharing Cities’ with the Royal Borough of Greenwich and the cities of Lisbon and Milan, Bordeaux, Burgas and Warsaw. It aims to show how innovative uses of technology – for example, using the River Thames to heat homes, testing electric bikes and trialling state-of-the-art smart parking bays - can improve the lives of residents.

To enable London to adapt and We’re promoting new and smarter heating, grow, electricity, waste and water networks that use resources efficiently and do more with less investment. The Infrastructure Mapping Application (IMA LDN) and our work in speeding up London’s transition to a circular economy are other ways we’re helping the city to grow and adapt.

And City Hall to better serve The Smart London Borough Partnership Londoners’ needs, is increasing data sharing between the boroughs. It identifies opportunities to roll solutions out at scale. We are inviting new ideas from London’s tech community. For example, in transport, over 100 projects are now being run through TfL’s innovation portal.

Offering a ‘smarter’ experience We’re working hard to improve the lives for all. of Londoners through digital technology. We are demonstrating this through projects in sustainability and transport in Queen Elizabeth Olympic Park as part of the Smart London District Innovation Networks. London’s connectivity is improving, but we still need faster networks to capitalise on the digital talents of Londoners and businesses. THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

Smart London is delivered through products and services in 2020 will be three overarching workstreams: worth US$13.4bn (£8.9bn), or roughly one per cent of the worldwide market2. 1. Engaging Londoners – using smart technology to enhance the range of The market in ‘smart cities’ is extremely ways that we involve and empower diverse and difficult to categorise. Londoners and businesses. However, over half of London’s contribution, or roughly US$7bn (£4.6bn), 2. Enabling good growth – harnessing could be attributed to the smart energy, data and digital technology to meet transport and mobility, healthcare and the growth challenges facing London’s environmental infrastructure (water and infrastructure, environment, and waste) sectors combined (see Figures transport systems. 1 and 2). Arup reported to City Hall on 3. Working with businesses – leveraging market opportunities to address London’s opportunities for innovation and challenges with digital solutions in these business growth. four sectors. The report identified other markets for future research that includes 3 The opportunity the areas of governance, security, and buildings. The figures below show the In order to promote the benefits of ‘smart’ potential size of the market in London in London we must better understand by 2020 based on the city’s strengths, the size of potential investment in the population growth and economic output. ‘smart’ sector in London. To do this, City Hall commissioned Arup to estimate London’s slice of the global smart cities market. They concluded that the market in smart city technologies and associated

2 Frost & Sullivan, Strategic Opportunity analysis of the global smart city market, Aug-13 TechNavio, Global Smart Cities Market 2015-2019, Feb-15 Marketsandmarkets, Smart Cities Market (Smart Home, Building Automation, Energy Management, Industrial Automation, Smart Healthcare, Smart Education, Smart Water, Smart Transportation, Smart Security), Services) – Worldwide Market Forecasts and Analysis (2014 – 2019), May-12 Transparency market research, Global Smart Cities Market - Industry Analysis, Size, Share, Growth, Trends and Forecast, 2013 – 2019, May-14 Mordor Intelligence LLP, Global Smart Cities Market - Growth, Trends and Forecasts (2014-2020), Sep-15 BIS & Arup, The smart city market: opportunities for the UK, Oct-13 13

Figure 1 London 2020 Smart City Market Size Potential

$3 USD $ Billion

$0- Energy Infrastructure Transport / Healthcare Other Mobility

Figure 2 London 2020 Smart City Market

$14

48% $9

15%

USD $ Billion $4 9% 13% 16%

Energy Infrastructure Transport / Healthcare Other Mobility

These figures show the scale of the opportunity open to inward investors, venture capitalists and entrepreneurs. THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN 15 ENGAGING OUR CITIZENS

Londoners generate the data that helps the city manage its transport, social, economic and environmental systems. Digital technology presents opportunities for the capital to use this data to function better, and for Londoners to help shape and be a part of these solutions. THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

1 What we said we would • Increase the number of Londoners do and what we did who use digital technology to engage in London’s policy making. We said we would harness new In November 2013, some 38 per cent technology and data to increase of Londoners surveyed did this, digital engagement and tackle the increasing to 45 per cent in gaps in digital skills to improve January 2015 and 52 per cent the experiences of Londoners, in January 2016. businesses and visitors. • Host hackathons to involve Londoners 1.1 Increasing digital engagement in solving the city’s growth challenges. On 18 June 2015 – Live Earth Day We said we would: – Climathon, a 24-hour hackathon- style climate change event • Ask Londoners what they see as the organised by Climate-KIC, was held challenges they would like addressed, in London and major cities around and how they can be part of the the world. Climathon was focused solution, using London’s dashboard on supporting citizens to take direct and other digital tools to engage climate action by working on fresh residents. We’ve recruited a number solutions to local challenges. In of focus groups through our online December 2015, we featured the research community, Talk London. Climathon results at the UN’s COP21 Talk London members have talked climate change conference. to us in depth about City Hall communications and how we can We helped our citizen-hackers improve them. The feedback from understand our challenges in the these focus groups has already energy and waste sectors. We helped shape marketing campaigns, asked how we can reduce London’s like Team London’s digitally enabled emissions through shifting 20 per volunteering programme. We also cent of peak energy demand, and run a ‘Talking Points’ survey on increasing distributed solar power, City Hall’s hot topics. This gets by 2020; and reducing waste by over 500 detailed responses putting it in a circular economy every two months on issues not a landfill. from infrastructure investment to broadband provision. New ideas London’s Datastore provided a for shaping solutions to London data-rich access point for the challenges will be emerging during hackers. In time for Climathon 2016/17 from the Smart Citizen co- we released electricity data from design programme currently being 5,567 smart meters from London developed. households in network operator UK Power Networks’ Low Carbon London project.

• Engage one thousand people per • Invest in free Wifi in London’s art borough through City Hall’s online galleries and museums. The Public research community by 2016. We have Building Wifi Scheme was part of run two Annual London Surveys on London’s Super Connected Cities the Talk London platform. This has programme in 2014-15. It made increased our membership to 15,500 £1.75m available to fund free public people on Talk London. Based on Wifi installation or upgrades in over the rise in members in 2015, we 80 public buildings – including the predict that we will add around British Museum and Tate Modern. 5,000 members per year in the near future. With this increase, we will • Increase the number of Londoners be able to continue to improve our who think the use of digital technology hyper-local research activity for has improved London as a city to live London’s policymakers. in. In November 2013, some 68 per cent of Londoners surveyed thought • Increase the number of Londoners this. This had fallen to 66 per cent in who use digital technology to January 2015, but had leapt to 77 per access information about the city. cent by January 2016. In November 2013, some 80 per cent of Londoners surveyed did this. By January 2015, this had increased to 83 per cent, and 89 per cent a year later in January 2016.

• Double the number of monthly unique users on the Datastore and dashboard by 2018. In October 2013, some 28,309 users visited the London Datastore and 1,228 visited our dashboard. The dashboard has now become part of the Datastore. In September 2015, the Datastore had 45,000 unique visitors per month. That is an 86 per cent increase in just two years.

• Establish a Smart London Platform to create a feedback mechanism. We built this platform for the relaunched Smart London section of london.gov.uk in November 2015. In 2016 we will build on this to provide opportunities for greater interaction with Londoners.

THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

CASE STUDY: TALK LONDON covers everything from housing, transport Wendy Lewis, Online Engagement and policing to culture, the environment Manager, Greater London Authority and more. The results will help to support the development of the Economic Evidence Base for London. This, in turn, The Talk London community brings will provide background support to three Londoners into the policy making process. of the Mayor’s main Strategies (London Talk London hosts online discussions, Plan, Economic Development Strategy polls, surveys and online focus groups and Transport Strategy). - discussing a wide range of topics from improving standards in the private rented We’ve also had a real impact in our sector to cyclist safety around HGVs work on health. Throughout 2014, the (heavy goods vehicles). London Health Commission looked at how health and healthcare in London can be Through the community, Londoners improved. Talk London members made are taking part in policy conversations their views known through discussions, to generate new ideas. We can also polls and surveys on the community. consult Londoners on our ideas to This feedback directly influenced what make sure that policies are responsive, was sent to the Mayor in their final effective and resonate with communities. recommendations document. When people register to join the community we collect key demographic We’ve also recruited a number of data and ask people about their interests. focus groups through Talk London. This makes it possible to target certain Our members have talked to us in groups of people to get into conversations depth about City Hall communications and that interest them and ensure we are how we can improve them. The feedback engaging a broad range of Londoners. from these focus groups has already helped shape marketing campaigns like In conjunction with other efforts such as the latest for Team London’s volunteering the London Datastore, which makes public programme – and we run a bi-monthly over 500 sets of London data, we are ‘Talking Points’ survey with our growing leading the drive to harness technology membership. This flags up City Hall’s hot and data to increase transparency and topics and gets a strong five per cent plus citizen engagement. response rate each time.

We’ve now carried out the annual London Survey through Talk London twice. Previously this had been commissioned out, and was slow and costly. The survey 19

VISITOR EXPERIENCE – and the Queen Elizabeth Olympic Park THE SMART PARK app will help you keep up with the latest Jim Wood, Director of IT Park news and events. & Information Services, London Legacy Development Working with Smart London Innovation Corporation (LLDC) Network partners, the LLDC will be bringing forward a range of trials to test new ways to use technology to A new heart for east London, Queen manage an urban district, focussing Elizabeth Olympic Park is the city’s on the challenges of smarter crowd smartest and most sustainable park. management, environmental sensing, The Park embeds five world class community building and user sporting venues, 10,000 new homes, engagement. a new international quarter for business, a world class cultural and education quarter and a new media and digital hub into its 560 acres, creating an oasis in the middle of one of the world’s most diverse and densely populated cities.

Our vision for a Smart Park means transforming the way visitors and residents use the Park, a drive which brings with it immense sustainability benefits. Wherever, and whoever you are in the Park, you are wifi connected. Free wifi is provided to all visitors to the Park. Superfast Broadband has been installed

The London Legacy Development Corporation’s Smart Park app THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

CASE STUDY: The trials looked at whether this WAYFINDR @EUSTON system could work reliably across the Kuldeep Gharatya, Head of Tube network. They also looked to Technical Strategy, London test and refine Wayfindr’s standards Underground (LU) Technology for audio navigation via a ‘permanent’ & Innovation Team demonstrator which engineers can alter in response to user’s experiences. London Underground’s Technology We also considered potential impacts and Innovation Team have carried out upon the business of installing and a number of industry first trials on how maintain these beacons. By identifying intelligent infrastructure could interact opportunities to use them for other with our visually impaired customers. This purposes, we strengthened the shows how Smart Cities concepts can business case. start to solve the accessibility challenges faced by some of our customers. This challenge of providing indoor In January 2016 at Euston Underground and underground navigation is a very station, visually impaired participants topical issue that several big technology were guided from the station entrance companies are trying to solve. to the platform edge via audio directions from a prototype smartphone app. This app interacted with beacons installed at wayfinding points throughout the station. This helped them reach their underground destination.

A visually impaired person testing the Wayfindr app ©Transport for London 21

CASE STUDY: Gauging public opinion and gathering LONDON AS A LIVING LAB feedback helps to improve the experience Duncan Wilson, Intel Director offered at public events, improve at the Intel Collaborative products or customer services, or target Research Institute for audiences for engagement, but it can Sustainable Connected Cities be hard to get people to give feedback. Handing out questionnaires at events How can we best engage a can give in-situ feedback. However as crowd to give their opinions it requires interrupting people in their and feedback in-situ? activities it often has low response levels. Emails or web surveys after the event The London Living Labs is an end-to-end can reach a large audience, but response Internet of Things (IoT) infrastructure rates are typically low and feedback is that enables experiments to be carried taken out of context. VoxBox aims to turn out in the city. It was set up by Intel, the task of filling out a questionnaire at UCL, Imperial College and the Future an event into a pleasurable and engaging Cities Catapult, with support from local feedback experience, whether as an stakeholders in London’s schools, parks individual or as a group. and city neighbourhoods. It is shaped by an ethnographic research process. This helps us rethink how we monitor, measure and manage cities, from citizen services to collecting the census.

Voxbox, the visual questionnaire machine ©Intel THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

VoxBox is a physical questionnaire machine. It means people attending events can share their views using a range of sliders, dials and buttons. They can then see how their views compare to others at the event by looking at real- time data visualisations on the flip side of the device. VoxBox was designed by considering traditional questionnaire structure and limitations. It employs deliberate strategies to: encourage participation and completion. It shows progress throughout the survey, groups similar questions and gathers answers to open and closed questions. Finally, it connects answering and seeing results more closely. The system is modular and consists of five question modules around demographics, current mood, crowd information and event feedback.

The system has been used in several locations from fan parks at the Tour De France to Somerset House to gather census data. Looking forward, we want to know how this approach embeds tangible feedback into the urban realm. 23

1.2 Digital skills 6. Campaign to inspire young people, particularly from disadvantaged We said that would: backgrounds and young women, to boost their digital skills and find • Tackle skills gaps so that everyone can jobs in the industry take part. We secured £5m from the Government’s Local Growth Fund • Deliver a London-wide digital inclusion for the Digital Skills Programme: strategy by 2014. We published ‘Digital Talent’ to run in 2016/17 and ‘A digital inclusion strategy for 2017/18. It is designed to increase London’ in January 2015. Over 90 and improve the provision of per cent of Londoners over 16 had industry-relevant digital training and used the internet in 2014. That education in London to help young number had risen to 91.3 per cent people get jobs. The Digital Talent by the first quarter of 2015. Programme will: • Double the number of technology 1. Convene a Digital Talent taskforce apprenticeships by 2016. We expect of corporate employers and SMEs to double the number of 2012/13 to inform the development and the apprenticeship starts in 2015/16. creation of ‘digital labs’ in further There were 1,210 IT apprentice education colleges starts in the academic year 2012/13. This increased to 1,560 starts in 2. Create a Digital Talent 2014/15 and 1,330 starts in the year Management programme to give up to April in 2014/15. young people aged 14-24 years the skills employers are looking • Deliver an online marketplace for for, creating a pipeline of talent flexible volunteering and working to help make young people (16-24) 3. Provide interventions and work more employable. Team London, our experience for young people volunteering programme, partnered who are in Higher Education to with charity Do-it to launch the supplement their skills capital’s first ‘Speed Volunteering’ service making it even easier to 4. Open a kit fund to set up five volunteer. digital centres of excellence across London, providing access Speed volunteering roles are to the latest equipment designed for people to give a little bit of time on a one-off basis to 5. Give teachers opportunities make a real difference. By removing to gain awareness of jobs the barriers to volunteering, it is in the sector via Computing bringing together Londoners and CPD networks and building volunteering networks to make relationships with industry sure London makes the most of its talented people. THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

The new speed volunteering app allows volunteers to find opportunities, share information with friends and record the impact of their volunteering.

Team London is also recruiting ‘Enterprise advisers’ who will work with teachers to develop their careers offer and bring speakers from tech start-ups into schools. They also want businesses to release volunteer advisors to become school governors. © Mayor’s Fund for London • Use London Schools Excellence Funding to increase uptake of computer science in schools. The London Schools Excellence Fund invested £1.2m in the creation of four computer science projects in 2014/15 across 438 schools with 1,600 teachers. The projects covered primary and secondary school students from Key Stage 2 (Year 5) to Key Stage 5 (A-Level)

• Establish ‘Tech City Stars’ to equip local young people to take on digital apprenticeships as a route into paid work. Through the Mayor’s Fund for London we’ve supported Tech Up Nation. This £2m pilot programme gives young people in the Old Street area a digital apprenticeship and City & Guilds NVQ bespoke to the industry. As of March 2016, the project has helped 375 young people in employability training. Of these, 197 have received further pre-apprenticeship training, and 132 had completed training. 25

CASE STUDY: CIVIC So far, we’ve backed a diverse range CROWDFUNDING of projects. These include a community James Parkinson, Senior Project ‘makerspace’ in Herne Hill, where local Officer, Regeneration, people can access specialist equipment Greater London Authority and training to support small business incubation; an empty shop turned into The Regeneration Team’s Civic a thriving community centre where Crowdfunding pilot programme is looking residents developed a neighbourhood at the potential for the Mayor to pledge plan; and a feasibility study for a new to citizen-led civic crowdfunding projects public park in Peckham which will turn as ‘one of the crowd’. This will mean disused railway sidings into a new 1km working in new and more direct ways stretch of green space. with Londoners and placing more power in local communities to shape projects In 2016, the Regeneration team will that matter to them. further refine the pilot with two rounds of ‘pledges’ to local projects, linked to the Local groups like town teams, business London Regeneration Fund. Alongside improvement districts and resident and this, the team has prepared an outline trader associations, were asked to pitch proposal looking at how the Mayor could ideas to improve their local High Streets crowdfund projects at scale, across City via the crowdfunding website Spacehive. Hall’s teams and priorities. By leading a cross-organisational working group, we Groups could propose an idea and then will develop this proposal for a Mayor- build local awareness and enthusiasm led civic crowdfunding hub for Londoners for it using social media, community before the incoming administration. events or local press. The aim was to try to reach the funding target they required to make it happen. Crowdfunding works by enabling large numbers of people to ‘pledge’ towards a project and only be called upon for payment, should it reach its target. If enough people like an idea and pledge a small amount of money to see it happen, a lot of capital is quickly secured.

Over two rounds in 2015, the Mayor pledged, as one of the ‘crowd’, £600,000 between 37 projects to make a real difference to local communities across London. In round two alone, over 2,000 © South London Makerspace Londoners backed 15 of the projects with over £350,000 of pledges during their crowdfunding campaigns.

THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

CASE STUDY: LONDON In October 2015 the London Resilience RESILIENCE PARTNERSHIP Forum supported the flu immunisation Matt Hogan, London activity of Public Health England’s flu Resilience Officer immunisation programme. Some 35 forum members were vaccinated as part The openness and accessibility of data of a campaign to increase uptake in from public agencies like TfL, the Met target groups. Office, and the Environment Agency is allowing fresh third party uses of data. The Department for Communities and Examples include: Local Government has funded the London Fire Brigade to develop an • GaugeMap which offers real-time information sharing platform for the information on all EA flood gauges London Resilience Partnership to use in an emergency. London Resilience • WOW – the Met Office crowdsourcing is actively working towards a range of of amateur weather data to engagement events to develop this with complement official readings, and Londoners and the Partnership.

• City Dashboard by UCL which provides a real-time ‘state of London’. This is useful for identifying trends and connected issues in the event of an emergency.

In February 2015, ‘Talk Resilience’ was held at City Hall with people from across the community and voluntary sector. This was a useful platform to exchange views on resilience and emergency response.

In September 2015, @LDN_prepared took part in the international 30Days30Ways campaign to raise the profile of being prepared for emergencies through simple actions. 27 THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

©The Design and Technology Association 29

2 Future opportunities • Use technology more for impact assessments of policies and The Smart London board have made the programmes. Recent advances, following recommendations for from dashboards to harvesting the next Mayor. social media, are powerful ways to gather data from Londoners and 2.1 Increasing digital engagement businesses about whether policies and programmes are working. Similar The Mayor should: solutions have been built for clients in the retail sector, including shopping • Work with the London Resilience centres that target the digital Partnership to find new ways to conversations in specific areas of a communicate with the public during city. If these solutions are retooled, and after emergencies - for example they have the potential to increase through testing network theory, digital engagement between analysing social media, picture government and citizens. and video communication. This will benefit both emergency planning • Increase citizen engagement in the and preparation. It can also create product development and application new ways to communicate with of smart solutions by integrating more and get feedback from residents democratic processes into policy and businesses outside of states of development and application. emergency. • London’s government should explore • Use the new Talk London site the power of the crowd to source, launched in January 2016 to fund, and finance ideas to solve the engage more Londoners digitally. city’s infrastructure challenges and improvements include a ‘Your Impact’ test new ways of designing it before block on the homepage which will be it’s needed. The London Infrastructure a permanent fixture letting Londoners Mapping Application should help know how their comments and stimulate this new approach. suggestions were used. This could lead to scalable smart solutions that are currently untested. Potentially, this could unlock funding sources and financing mechanisms for London’s government, residents, and businesses. THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

Londoners and Businesses should: 2.2 Digital skills

• The tech community must increase its For the Mayor: engagement with Londoners to ensure innovation meets demand. With City • Ensure all Londoners are ‘digitally Hall’s support, the tech community included’ and can benefit from should engage citizens and enable schemes such as GO-ON UK’s work in more co-design between developers Croydon and Lewisham. GO-ON, the and citizen and business groups. UK’s digital skills charity, highlights This will ensure smart innovation to and promotes the opportunities meet user need. They should also available online, and how the partner with digital skills providers to internet can benefit people. share the lessons of co-design from public sector-funded projects to the • Explore how the Mayor and London tech community. boroughs can work together to improve data literacy and data • Londoners should take up protection for citizens, businesses opportunities to engage with City and the public sector. Hall and local boroughs to raise awareness of what challenges they • Run a ‘Digital Careers Roadshow’ would like smart technology solutions in 2016 to inspire young Londoners applied to, and how. aged 15-25 to consider careers in the digital and tech industry and engage • Londoners should become more with employers. involved with initiatives to source new ideas via crowdsourcing. Recent • Promote gender diversity in tech and examples of digital crowdsourcing ask businesses to publish data on their tools include Spacehive through diversity record. the Mayor’s High Street Fund, Stickyworld at Eltham High Street in the Royal Borough of Greenwich, and Commonplace in the Waltham Forest mini-Holland programme, sponsored by the Mayor.

For Londoners and Businesses

• Tech firms should scale-up existing corporate led efforts to address digital exclusion, such as BT and EE’s Digital Champions programme.

• Use Tech.London to provide a clear, well explained, source of information and advice on the range of pathways to a digital career, and the financial help available.

• Redesign technology apprenticeships Codesigning creates new options to consider to be fit for the purposes of the digital sector and support SMEs to collaborate on building sustainable, shared apprenticeship programmes.

• Industry should carry out a full assessment of all industries for digital technology. The Board should work with stakeholders like London First, Tech London Advocates and the Chamber of Commerce to promote the digital skills that the technology sector needs. THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

L O N D O N ’S G R O W T H

P O P U L AT ION P R O J E C T I O N

2036

2023

2011 census 10.0 - 10.5 9.3 - 9.5 MIL L ION MIL L I O N 8 . 2 MIL L ION

L O N D O N W I L L NEED 750,000 M O R E JO B S BY 2036 THAN IN 2011

P UBL IC TR A N S P ORT W I L L N E E D T O A CCO M MOD AT E

5,000,000 MORE TRIPS PER DAY IN 2031 THAN IN 2011

C ONG E STION ON L O N D ON’S RO ADS 49,000 C OSTS TH E E C ONOMY MORE HOMES OF £4 BIL L ION A YEAR PER YEAR FOR THE FORESEEABLE FUTURE

London’s growth challenge 33 ENABLING GOOD GROWTH3

The population of London is predicted to increase from 8.6 million today to over 10 million in 2036.4 London is showing the world how data and technology solutions can support a city’s growth. The Datastore streams out free and open-source city performance data. This means that developers both inside and outside government can use the data to make new software and platforms to help the city work better.

London’s water, waste, and energy systems need careful management, from getting data from smart meters to programmes to peak consumption and leakage. Investment in London’s 3 Good growth responds to the needs of Londoners and infrastructure needs efficient planning, businesses - from creating the conditions that will foster growth and regeneration, such as a high quality public realm, to investing in delivery and coordination. supportive infrastructure to accelerate development. Good growth TfL is investing heavily in smart solutions is integrated, innovative, inclusive, well located, targeted and high quality. To learn more, read the Mayor’s Design Advisory Group from predicting crowd behaviours to reports on the Good Growth Agenda launched in February 2016. underground navigation. 4 London Datastore, data.london.gov.uk THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

1 What we said we would last year. Our strategy of opening up do and what we did proprietary data in machine readable form is helping third parties to develop We said that London would combine products or analysis that benefit emerging technologies, its creativity and stakeholders and the wider digital the vast amount of data generated daily economy. For example, the open data to make London a leading ‘smart city’. section of TfL’s website has more than We are doing this through our own 5,000 developers registered to receive work and new collaborations between data sets. Londoners, government, industry and academia. • Evolve the London Datastore into a global exemplar platform by the end 1.1 Harnessing data to solve of 2016 that will aggregate disparate city challenges data sets and connect sensor networks across London, working with world We said we would: cities. The Datastore won the 2015 Open Data Institute’s Open Data • Establish a Smart London Borough Publisher Award. The Datastore Partnership to identify and showcase includes work being done in other how open data can save London global cities, including data on boroughs money, and deliver better waste in New York, water in Toronto, services. We founded the Partnership and energy in Seattle. We’re in July 2014 to understand contributing to the development Londoners’ problems and of data platforms for cities in the challenges, and identify data needs European Commission’s European and gaps that could help solve Innovation Partnership. these. As of January 2016, it has met five times to raise aspirations for We’re continuing to develop public services. innovative, data-led work around the Datastore through: London Councils and the GLA have successfully bid to be in the Cabinet • A data sharing and exploitation Office’s Data Science Accelerator initiative between London and programme to encourage data Singapore called ‘Data City: sharing and cross-border data Data Nation’, which is led by analytics. the UK’s Digital Catapult, we have the opportunity to run a • Create and publicise compelling series of city data challenges evidence-based stories to demonstrate the power of open data for Londoners • Project Witan (featured in a and businesses. The Datastore blog case study in this document), includes over 50 stories about how our platform for sharing it is a centre for data-led innovation city models to test growth in London. We are building a culture scenarios for London from of a guaranteed supply of city data, 2016 and have updated over 300 of our 612 datasets at least once in the

• Developing a secure sharing The London Landscape is a joint environment via the Datastore project between the GLA and for sharing private data among the Mayor’s Office for Policing trusted and vetted officers, and Crime (MOPAC). It aims to researchers, and suppliers map and make available over from 2016 150 London crime, demographic and socioeconomic datasets in • A platform for data generated by an interactive easy-to-use online sensor networks, or the Internet format. It has also made interactive of Things technology from 2018 data dashboards that allow the public to access the latest crime, • Find new ways to link how London policing and criminal justice data. performs on different indicators with what City Hall, or London boroughs • Conduct research to monetise the are doing about it. We’re starting efficiencies that can be generated by building our own data products from data sharing, and how service to show others what’s possible. delivery can be improved. We did Examples include the Infrastructure this research as part of our City Mapping Application, London Data Strategy which we published Schools Atlas, and MyLondon, an in March 2016. This strategy sets interactive personalised dashboard out city government’s role in data for home movers. These products publishing, the identification of will catalyse ideas on how needs and data governance. companies can identify the datasets It also recognises the needs of they need and what City Hall can the data value chain and of the make available. technology sector.

THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

CASE STUDY: tackle it. Our job is then to establish LONDON DATASTORE a sensible means of doing so, if that Andrew Collinge, Assistant data comes from an organisation with a Director, Intelligence, Greater different set of considerations around the London Authority sharing of data (for example, competition issues). In 2014, with the help of Datapress Open Data Publishing, we relaunched Our Low Carbon London data release the London Datastore. We have been was a great success. The big data, at true to our intention to be a lot more over a million lines, was sourced from proactive around the core activity of a new city data partner, UK Power data publishing. We’ve worked hard to Networks. The Environment Team at publish – either from within or through the GLA used the data in a Climathon other contributors – almost a blog a event designed to help us deal with week. We’re undoubtedly better at London’s, and other European cities’, understanding and illustrating how data climate challenges. can be used to meet city challenges, and communicating this to our 45,000 Most recently, we have launched a unique visitors per month. minimum viable product for our integrated city modelling platform and the Mayor Our emphasis now is very much on has launched the Infrastructure Mapping developing ‘city data’, as an extension Application. Both are important in of open data. This switch is part of our bringing city data to the fore in move towards being more deterministic in policy discussions. identifying a city issue or challenge and then establishing the data we need to

Some of the apps available in the London Datastore 37

CASE STUDY: TRANSPORT FOR LONDON’S OPEN DATA AND BIG DATA Vernon Everitt, Managing Director, Customer Experience, Marketing and Communications, Transport for London

Developer use of TfL’s unified API has grown to 6,000 developers and 460 smartphone apps THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

The Unified API is TfL’s open data store to services (like from sporting events), for use by the developer community. and unscheduled changes (like temporary We capture live and reference data from station closures). These visualisations our operations and transform these data can be an additional tool for transport sources so they can be easily used by organisations to inform planning and third parties. This enables us to develop operational decisions on services, and new and innovative services for our to explain the transport network more customers. It also allows better use of visually to passengers. the road and public transport networks. It’s a hugely cost effective approach as We are now collecting and analysing a large community of developers can data on customer journeys via more than provide great tools and services without the Oyster card. The use of contactless any direct investment from us. Forty payment cards (CPCs) on London’s per cent of Londoners now use mobile transport system continues to increase. apps powered by our data in this way. In the weeks before Christmas, the We’ve already seen the impact of open average number of journeys made data (6,000 developers, 460 apps, 200 every day using CPCs reached a new API elements) and big data (automated peak at 1.07 million. Since the launch refunds, re-planning bus network, better in September 2014, there have been information) used to real practical effect. more than 265 million journeys made There is potential for more datasets to using CPCs. The proportion of pay as be made freely and openly available to you go journeys being made using CPCs further boost these efforts. To encourage continue to go up each week, reaching more active use of our open data and trial 26.6 per cent for Tube and rail journeys a vast number of new data sources, we and 23 per cent for bus journeys. have sponsored several hackathons in These numbers are increasing at 2015 where developers prototyped apps. between 0.2-0.4 per cent weekly.

The Oyster card was one our first, and CPCs can also be enabled on mobile most visible, ways that we collected phones and a number of such data on customer journeys and their applications are now live in the market, experiences. By analysing public including Apple Pay and mobile wallets transport data we better understand run by Vodafone and EE. The launch of transport users’ expected – and Apple Pay in the UK saw a sharp rise unexpected - journey patterns across in the number of mobile transactions. the transport network. We are interested Overall, in the second half of 2015 more in where people travel, what mode they than 3.2 million journeys were made choose, how frequently they travel using mobile devices. The share of and how reliable their journeys are. mobile devices in overall contactless These insights can be used by transport use has been growing and stood at operators to inform decisions on the approximately 3.5 per cent in December. planning of services. For example, TfL and academic researchers have used data visualisation to map passengers’ travel routes during scheduled changes 39

CASE STUDY: CITY published data that comes from private DATA STRATEGY sector sources - from utilities to telecoms Andrew Collinge, Assistant companies to developers the secure, Director, Intelligence, Greater sharing of data to encourage the private London Authority sector to share data in a way that helps them to overcome concerns about We need a ‘city data’ approach, in which competition issues and data security. city government sets out in relation to city challenges and innovation opportunities Importantly, the strategy will also set the big data it wishes to see exploited. out how we will build on exercises like It is also the job of city government using the London Infrastructure Mapping policy, regulation and political pressure to Application to exploit the true potential ensure that other bodies presiding over of the data. The aim is to provide tools large value tracts of data (for example and ‘big data’ analysis that can help utilities, developers, banks and housing us answer city challenges and meet associations) share it to allow for its opportunities for good economic and exploitation. This is why we’re producing social growth. The applications built out Data for London, our city data strategy. of the datastore will benefit individuals, the public sector and the private sector. There is a growing sense that city government is selling itself short if it We’re also using the exercise to pursues an open data publishing strategy understand how London and its public only. We are writing this strategy because services can benefit from trends such data is a critical component in the city as the Internet of Things (again why ecosystem, even sometimes described harmonised and interoperable data as a utility in its own right. matters), and how city government should take account of products and As city government, we think it is services like bitcoin and blockchain. important to set out the case for: better, more harmonised data sharing across A City Data government Strategy (for instance the London for London boroughs); increasing the share of

We want London to have the most dynamic and produc5ve City Data Market in the world. In our City Data Market, the capabili5es, talents and capacity of all our city data partners will impact on our huge social, economic and service-‐based challenges. To make this happen, fric5on in the sharing and value-‐driven exploita5on of city data will be reduced to a minimum. City data will be recognised as part of the capital’s infrastructure. We will use it to save money, incubate innova5on and drive The six themes of London’s City Data Strategy – economic growth. And London will achieve see http://data.london.gov.uk/data-for-london/ for the themes in full global renown for data impact. www.data.london.gov.uk/data-‐for-‐london/ THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

CASE STUDY: SIMULATING LONDON Professor Andrew Hudson-Smith, The Bartlett Centre for Advanced Spatial Analysis, University College London

Simulating London. Courtesy UCL Bartlett Centre for Advanced Spatial Analysis

Core to Smart London is data. The The focus of the model, in its proof London Datastore is a world-leading of concept stage, is to determine the example of how data can be shared, application of linked data and above distributed and used by companies and below ground modelling at Queen of all sizes to benefit from the open Elizabeth Olympic Park. Developed as data movement. The next step in the part of the Smart London Board, the journey towards a Smarter London is ‘Smart Park ‘project, this 3D model will joining up the vast amounts of data, allow real-time visualisation of data. It will simplifying its use and linking it to city- also move towards a simulated London wide data visualisations. The Future with data projected into the future for the Cities Catapult, EIT Digital, Ordnance next phase of Smart City systems and Survey, London Legacy Development data analytics. Such systems will help Corporation, Intel, and the Bartlett Centre unlock the value of data across systems for Advanced Spatial Analysis, UCL are as diverse as future housing demand, working together on developing a public transport analysis, urban planning, crowd facing 3D London model and data system safety, urban economics and beyond – for Greater London. The model aims toward a smart, simulated London. to provide a snapshot view of London both above and below ground, allowing datasets to be joined up, known as Linked Data, and visualised for the next level of city based applications. 41

CASE STUDY: BOROUGH DATA CASE STUDY: CAMDEN PARTNERSHIP RESIDENTS’ INDEX Andrew Collinge, Assistant Paula White, Analytics Client Director, Intelligence, Greater Architect, IBM London Authority

We founded the London Borough Camden built a ‘residents’ index’. Data Partnership with some very The aim was to unite information from simple reasons in mind. Whether it is 16 council data sources to create a school places or nitrogen dioxide in single, consistent view of residents and the atmosphere, more often than not, what council services they are using. problems faced by public services do cross ‘artificial’ boundaries. The data There are many use cases for joining up at our disposal is often not as good as data in this way. The project is a key part it could be. We’re working to share, of Camden’s Digital Strategy. Having an organise and structure it better with accurate picture of its citizens and their and between City Hall and the boroughs. households gives Camden a real basis for citizen -centric services. Aside from The analytical tools, big data approaches customer service innovation, it means and range of potential collaborators Camden can ensure that taxpayers’ mean we now have many better chances money goes to the right individual and/ to deliver new insight and create new or family. Camden believes the solution products that offer social, economic could really help to cut single person and environmental benefits to London’s Council Tax discount fraud. Council communities. housing sub-letting is a big problem in London. We’re giving London boroughs a chance to listen to world experts in city data This joined-up view of data is helping and join in streams of work designed to Camden ensure only legal tenants are increase capacity in both data release in their properties. With the recent and city analytics in local authorities. changes to the Electoral Roll in the UK, Our gatherings including non-profit the project identified a significant number bodies like the ODI and Future Cities of potential voters. This has helped Catapult, councils like Camden, Camden have one of the most accurate Greenwich, Leeds, private sector Electoral Rolls in London. As a result, companies like Mastodon C and Better Camden has been able to withdraw Cities, and government organisations school places from fraudulent from the Cabinet Office to Innovate UK. applicants ensuring school places are allocated fairly. We believe that a more nuanced, coordinated and proactive approach to Camden is a model for other London open data is possible across London. councils on how to join up their data. This will mean its full benefits can be It has the potential to provide a matching realised and can be applied to maximum service to other councils and has the effect to help improve the city. trusted data foundation to enable multi agency working. THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

Bunhill Energy Centre, an Innovate UK-funded smart cities demonstrator project

1.2 Smarter Environment • Active network management to provide electricity-generating We said we would: capacity when required to support the electricity distribution network • Promote the use of smart grid technologies. Alongside the London • Promote the use of smart water Energy Plan, we’re researching metering to better manage and promoting a self-sufficient consumption and leakage. Thames London. Energy for London and Water will install 900,000 smart CELSIUS (see p34 of the 2013 Smart meters in London homes and new London Plan) are two projects that district level meters in the mains encourage a move beyond smart network over the next five years. grid technologies towards efficient These will help work out leakage, urban energy system technologies. change behaviour and allow We’re breaking down technical, ‘smart tariffs’ and gamification social, financial and political to be introduced. barriers to: • Make available the city’s performance, • Heat networks capable of storage consumption and environmental data and combined heat and power as open data (energy, water, waste, plant that balance energy pollution). The Datastore now hosts demand and supply at a local data measuring Londoners’ use of distribution level. electricity gas, and waste including smart electricity meters, the state • Electricity demand-side of London’s water reserves, and management to balance local the level of London’s roadside energy supply and demand and air pollution. We’re committed to reduce the need for network working with all stakeholders who reinforcement hold such data to make it available.

• By 2020, stimulate smart grid services sector. The Mayor has consulted in London to limit growth in peak on and confirmed his proposals to electricity demand and associated introduce the world’s first Ultra Low infrastructure costs, with 10,000MWh/ Emission Zone (ULEZ), including annum of contracted supply and new requirements for buses and demand response. We’re working taxis. This is expected to halve with Kiwi Power and Tempus Energy nitrogen oxide (NOx) road transport to allow citizens to play their part emissions in central London by in avoiding the generation ‘crunch’, 2020. Measurement sites show growth in peak electricity demand a downward trend in pollutants, and help keep their energy bills including 7.5 per cent in oxides of down. Our Smart London Innovation nitrogen (NOx) from 2008 to 2013, Network districts are also looking 12.6 per cent in nitrogen dioxide for ways to collect and monitor a (NO2), and 13.2 per cent in fine range of data which can be used particulate matter (PM2.5). to help better understand how districts work. • Simulate the use of data and technology to help develop new • Work towards the Mayor’s target markets for London’s waste. This will for a reduction of greenhouse gas bring efficiencies and scale to the emissions – as of 2015 the target segregation and use of waste as a is for London to reach 60 per cent resource. We’re working to make below 1990 by 2025. Despite an waste data available online to help ever increasing population and inform both waste infrastructure a cold winter demand, London’s investment opportunities. It will emissions in 2013/14 fell 11 per cent also help unlock and accelerate from their 1990 baseline and 20 per opportunities in the circular cent since their peak in 2000. With economy and help create jobs a population now at 8.6 million, across London. London continued to reduce its per capita emissions by 28 per cent on As well as issuing policy guidance 1990 levels and by 20 per cent on via the London Plan and the 2008 levels to 4.8 tonnes of CO2 per Mayor’s Waste Strategy, we’ve capita in 2013. In the same period, developed the London Waste Map. London’s gross value added (GVA) We’ll add this into the Infrastructure grew by 18 per cent. As more of the Mapping Application in the near world’s population moves to cities, future. The map covers strategic London’s example shows how CO2 waste sites identified by local emissions can be decoupled from councils. It can overlay other economic and population growth, land uses like our future housing and the opportunities of carbon- zones and opportunity areas to efficient city living globally. inform development opportunities and challenges. • Ensure London has the best air quality of any major world city by 2020. This will require a huge reduction in emissions from London’s transport THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

CASE STUDY: QUEEN ELIZABETH OLYMPIC PARK AS A GLOBAL SHOWCASE FOR SMART TECHNOLOGY Jim Wood, Director of IT & Information Services, London Legacy Development Corporation

Queen Elizabeth Olympic Park is implementing new innovations in technology to be a testbed for transport, sustainability, and connectivity 45

The London Legacy Development 2. Energy systems: creating an Corporation (LLDC) is the Mayor’s body efficient, smart low carbon, resilient in charge of developing and regenerating energy ecosystem. This builds Queen Elizabeth Olympic Park and the on the existing Distributed surrounding area, building on the 2012 Energy Network. Olympic and Paralympic Games legacy. 3. Smart Park and Future Living: As part of its overall plans, LLDC’s is looking at implementing user ambition is to harness technology to facing digital and data solutions create a world class experience within that are essential to the overall the park, showcase systems in use and objectives of SSD of financial and to facilitate regeneration of the wider CO2 efficiencies; more efficient area of east London. Park Operations; and enhanced user experience but with particular The Park includes the major new focus on the latter. This supports the development, Here East, a one million LLDC Visitor Strategy. square foot digital quarter for east London. The former Press and Broadcast 4. Data architecture and management: Centres will offer the most advanced is looking at implementing efficient digital infrastructure in Europe, as well and robust data management as commercial spaces of all sizes and a solutions that both support the training ground for new digital talent. identification and trialling of innovative solutions and provide The Park provides a unique opportunity the foundation for improved park to act as a testing ground for Smart City operations, user experience and initiatives and as such LLDC are working approaches that can be replicated with a number of commercial companies, by others, including through the academic institutions and government London Data Store. / EU funded agencies including the European wide Smart Sustainable Another linked initiative is implementing Districts (SSD) programme. This builds environmental and fauna sensors on smart and sustainable solutions in the Park as an Internet of Things already implemented at Queen Elizabeth demonstrator with associated research Olympic Park and supports enhanced into how visitors and residents can and new initiatives. The key areas of become engaged with this type of focus are: initiative through the use of innovative and fun technology. 1. Resource efficient buildings: aims to enable a solid understanding and Other initiatives make use of technology optimisation of the venues, starting on the Park and will do so into the with the Copper Box Arena and the future as the Park is further developed London Aquatics Centre, to ensure for housing, employment and the that the Park is an exemplar during Olympicopolis cultural and education legacy use. This will inform future quarters. building developments.

THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

CASE STUDY: QUEEN ELIZABETH • Modelling the thermal performance of OLYMPIC PARK SMARTER buildings to understand the design – ENVIRONMENT performance ‘gap’ Jennifer Daothong, Senior Sustainability Manager, London • Reviewing a range of additional Legacy Development Corporation renewable energy opportunities and patterns of ownership to increase The London Legacy Development district-level resilience Corporation (LLDC) has embarked on an ambitious programme with • Working to build on the potable water stakeholders to use the latest innovations savings already achieved by the UK’s in technology and approach to reduce largest waste water recycling plant at operational carbon emissions and Old Ford (250million litres) with new increase the resource efficiency of developments coming forward Queen Elizabeth Olympic Park and its new neighbourhoods. In order to do • Establishing a data platform to this the LLDC is: integrate disparate data-streams and make real time environmental data • Ensuring all new homes delivered openly available on the Park are provided with smart meters capable of providing real time • Working with partners to interrogate information on energy and water supply chains to better understand consumption circular economy value chains

• Working with partners to deliver a • Exploring the opportunities to integrate smart homes trial with residents electric/hydrogen vehicle infrastructure to improve district energy network with energy networks. efficiency and capacity without compromising thermal comfort or convenience

• Field testing distributed sensor networks to provide local environmental context (temperature, wind speed and direction, sunlight, air quality) to building and renewable energy generating operational performance

1.3 Infrastructure to support • Work with public and private London’s future growth partners to identify and enable common data standards for the We said we would: Mayor’s Long Term Infrastructure Plan. The Infrastructure Mapping • Investigate how data and digital Application will build a common technology can both inform and help data platform that can influence meet London’s long term infrastructure more efficient infrastructure needs. As part of this, in August planning, delivery and 2015, we published the first London coordination in the sector. Infrastructure Mapping Application (IMA LDN) with the support of the • Publish a Long Term Infrastructure London Infrastructure Delivery Investment Plan by 2015. A Board. It combines planned and full consultation report of the estimated development activity Infrastructure Plan 2050 was with infrastructure providers’ published in July 2014, and an investment decisions. The aim is update report in March 2015. to incentivise greater cooperation We’re looking to develop several among all providers and shape programme areas of the plan decision-making. (See more on the infrastructure 2050 website).

The London Infrastructure Mapping Application: Timeline of future projects THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

• Measure the success of the • By 2020 showcase a robust 3D map infrastructure plan through plans for of all London’s underground assets, open data release which conform to accessible and updateable in real- open standards. Open infrastructure time by all asset owners and works data from the Infrastructure planners. We commissioned a Mapping Application has been up report in 2015 to investigate the on the London Datastore since opportunities and limits that utility August 2015. We have also been firms face sharing information of releasing environmental data to their underground assets in London open standards. An example is the via a common platform. Significant data from 5,567 smart meters from information and coordination London households in network barriers still need to be overcome operator UK Power Networks’ Low in a cost-effective manner for the Carbon London project. We’re 3D map to become reality. We aim going beyond just open data by to do this in the next five years, for offering a secure data sharing example by testing the business environment where we must protect case for data sharing with the our residents’ privacy and our OPDC and with CASA’s work with businesses’ commercial assets. Queen Elizabeth Olympic Park. We’re also testing the technology market by proposing this as a challenge through the Smart London Infrastructure Innovation Network.

CASE STUDY: LONDON activity, funding arrangements in place for INFRASTRUCTURE MAPPING each project and others. While still work APPLICATION (IMA LDN) in progress, this should inform investment Madalina Ursu, Principal Policy decisions and give infrastructure Officer for Infrastructure providers incentives to cooperate. and Competitiveness, Greater London Authority We have been working closely with major infrastructure providers and advisors and We created the Infrastructure Mapping we are grateful for their involvement to Application as an online database to date. We will continue to work with key better understand the phasing of projects stakeholders to improve the analysis and the synergies and tensions growing and presentation of the data and what in London. It considers the total impact information alerts we could employ to of development, the potential for greater make the map easier to use in decision coordination of utilities works and the making processes. ability of our road, energy, waste, and water systems to respond to London’s growth – both in the short and long term. The map was a London Infrastructure Delivery Board commitment to support a more joined-up and forward-looking approach to infrastructure planning and delivery.

Over the past few months, we’ve mapped planned and projected development activity (using the London Development Database and extra information on planning activity using Barbour ABI data). We have also planned and expected future investment decisions (integrating information from infrastructure providers over the short and medium term). In addition, we have layered information The London Infrastructure Mapping Application: on top of population projections, green Crossrail and projected population growth belt margins, expected opportunity area boundaries and more. Together with refining this information, we will build on this work to include other elements that inform decision making in this space.

This includes the capacity of the existing infrastructure systems, a skills analysis for delivering the envisioned level of THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

1.4 Moving London Smarter Environment team at City Hall. It studies how we can reduce We said we would: the number of journeys made by e-commerce vans by helping • Trial new technologies that will reduce them to share loads, deliver to the likelihood of collisions with cyclists local consolidation points in and other vulnerable road users, bulk rather than to individual such as proximity sensors. In summer premises, and reduce the number 2015, Transport for London trialled of failed deliveries. We’re looking two different detection systems at options like moving deliveries on London’s buses; one system out of central London and to off- employed advanced cyclist peak times, promoting the use detection technology with both radar of greener vehicles including and optical technology to detect financing, changing routes to cyclists nearby, and gives the driver avoid congestion, and encouraging an audible warning. Another system companies to collaborate. detected pedestrians, cyclists or motorcyclists on a collision course with the vehicle, giving a visual warning and an audible alert to the driver

• By 2016, develop a robust quantitative understanding of the contributions that smart technical solutions and associated services can make to the management of London’s transport and environmental infrastructure. TfL’s Innovation and Safety, Quality & Service Development Teams created © London Borough of Greenwich an assessment tool to identify value drivers missing from business cases. These include quantifiable business improvements, lowering capital expenditure and operating costs, reducing disruption time, and revenue opportunities. We will consider and assess the need for an understanding of environmental infrastructure as part of our Smarter Environment for London work.

• Experiment with new ways of reducing Innovating in transport from the Santander Cycle Hire light freight; especially reduce Scheme today to the GATEway driverless car project white van deliveries associated with funded by Innovate UK for the future increased e-commerce. The Agile Logistics project is run by the 51

CASE STUDY: ORIGIN When Putney Bridge closed for repairs DESTINATION INTERCHANGE in 2014, bus services had to terminate (ODX) either side of the bridge. However people Lauren Sager Weinstein, Head of were still able to walk or cycle across. Analytics, Customer Experience, We used ODX to predict the impact on Transport for London bus passengers. ODX identified that roughly half of these journeys required TfL has developed a new tool in no transfer as they started or ended very partnership with the Massachusetts close to the bridge. The other half of Institute of Technology (MIT). The Origin journeys crossed the bridge mid-trip and Destination Interchange (ODX) algorithm would require a bus trip either side of has been designed to better understand the bridge. Consequently we offered customer movements around the bus transfer facilities so customers weren’t network and support network planning. charged twice and sent targeted emails providing customers with information on alternative routes. ODX uses data generated by iBus (automatic vehicle location) and Using ODX, the bus network serving Oyster. This is combined with New Addington has been completely advanced analytics, to infer bus journey reorganised to better serve passenger destinations. ODX has provided a wealth needs. In 2015, ten routes were of new data about travel behaviour. restructured to redistribute capacity to It infers destinations for 75 per cent better meet passengers’ requirements. of bus journeys. This provides a The restructure is more efficient, with comprehensive picture of travel patterns, savings reinvested to improve reliability offers major benefits, and allows us and provide a new link to Purley, to find new and innovative solutions via route 359. to our business questions.

ODX has been used in a range of practical applications from planning and redesigning the bus network to improving customer travel experience.

THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

CASE STUDY: DECISION-MAKING AND USER TESTING USING VIRTUAL REALITY TOOLS Kuldeep Gharatya, Head of Technical Strategy, London Underground (LU) Technology & Innovation Team

One of the key challenges of a future smart city is how to process, visualise and act upon large quantities of data that will arise from connected devices and sensors. © Transport for London 53

London Underground’s Technology and An interactive VR train cab identical Innovation team have been leading the to the ones on our network can help business on piloting these tools such with fault finding and training. Since as Virtual Reality (VR) environments to a number of faults can be easily visualise and exploit these datasets. simulated within the virtual environment, They give a level of detail and training for operations, and finding involvement that was not previously and resolving faults, will cost less available. Visualisations are now no than traditional methods. longer static or restricted to subject matter experts who are familiar with These virtual models are being connected telemetry outputs. to external data feeds to reflect real time or historical conditions such as carriage These visualisations put decision makers occupancy levels. Fault finding training into a virtual environment modelled in cab environments can also be based on the ones they see in their everyday on captured telemetry data to provide lives. It allows instant familiarisation realism and case study reviews. and new business opportunities can be found intuitively.

The team are currently exploring a number of opportunities including assessing crowding and passenger behaviour in stations, fault finding in a replicated train cab using telemetry data and general site/driver training.

Users are being placed into a virtual model of a station to see how effective new station signage positioning is or how visual digital displays can relieve boarding and alighting congestion. Crowds can be given artificial intelligence within scenarios and their behaviour seen in real time. THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

CASE STUDY: DELIVERING to Crossrail. Innovations like the Crossrail A WORLD-CLASS RAILWAY BIM academy and the development of a INNOVATIVELY collaborative common data environment John Pelton MBE, Strategic have set new standards for the industry. Projects Director and Head of They have enabled further innovation by Innovation at Crossrail creating the conditions for working in a collaborative 3D environment. The use The Crossrail innovation programme, of, for example, immersion facilities have Innovate 18, was set up by its Chief provided the opportunity for users to Executive Andrew Wolstenholme, ‘get into’ the models rather than working supported by a team from Imperial from a 2D screen. Teams have been College led by Professor David Gann, able to work together in this environment in 2013. It aims to respond to a growing conducting activities including design demand for innovation on major reviews, health and safety reviews and construction projects and programmes. general spatial problem solving. As the It is a pioneering and transformative programme now starts to focus on the initiative that is now on the verge of needs of the future asset managers, being established as the foundation Crossrail is planning an intelligent of a UK industry wide programme. method of providing operating and maintenance information to Rail Innovate 18 sets out how we would take for London (RfL – the Crossrail a systematic approach to innovation infrastructure manager). on Crossrail. It emphasised the need for commitment from all those people The innovation programme has and organisations involved in delivering supported this BIM ‘spine’ at every Crossrail. It also established sharing stage. Application programme interfaces mechanisms and behaviours as the keys (APIs) have been developed to allow to success. The strategy set out three interchange of documents between central themes to direct the programme. management systems. This has One of these was ‘Digital Physical allowed pioneering solutions like ‘red- Integration’ with a specific priority lining’ (the final adjustments to the ‘as for BIM and smart technologies. built’ drawings to reflect any changes This reflected the increasingly digital between design and construction, context of the industry, but also the story traditionally done with a red pen) of the of the Crossrail project which has tracked BIM data directly from a tablet on the the evolution from CAD into BIM and the construction site. Applications have been huge potential that is being unlocked developed which streamline process and as these technologies develop. accelerate approvals through electronic signing. Examples include health and The Crossrail BIM team saw the safety reporting as well as testing and opportunities created by the innovation commissioning approvals both of which programme and have built on their own can be undertaken using handheld pioneering work to maximise the benefit devices. This dramatically speeds up 55

In parallel, Bombardier has been manufacturing the new Crossrail trains, which will be some of the most highly digitised trains on the UK’s railway system. Reliability, maintainability and efficiency will all be significantly improved through the use of remote condition monitoring systems fitted on the trains. At the same time they will be integrated with digitised signalling systems, digitised control and passenger information systems as well as driver operating systems.

Crossrail will, therefore, be the UK’s most modern railway when the first trains Tunnel inspections near Fisher Street, Holborn. start operating beneath London at the © Crossrail end of 2018. It can already claim to have response time and provides information pioneered an approach to innovation that in a more useable form. As the railway has set the standard for the infrastructure systems works are undertaken to help fit industry as a whole. out Crossrail with the infrastructure and technology required to become a fully operational railway, huge improvements in productivity and quality are being achieved. An example of this includes the use of a state-of-the-art drilling rig being used to drill more than 250,000 holes required to accommodate the brackets for cabling, walkways, fire mains and over head electricity lines inside the tunnels. The system positions itself within the BIM environment, automatically locates and drills the holes and records them. It not only achieves high accuracy and more rapid installation, but also removes the need for people to physically carry out the work, greatly reducing the associated health and safety risks.

THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

CASE STUDY: USING INNOVATIVE technology, designed to alert drivers to TECHNOLOGY ON BUSES TO at-risk pedestrians and cyclists. The trials IMPROVE VULNERABLE ROAD involved two different detection systems; USER (VRU) SAFETY IN LONDON one system employed advanced cyclist Katherine Stretton, Principal Policy detection technology which uses both Officer – Transport, Greater London radar and optical technology to detect Authority cyclists nearby, with the system audibly alerting the bus driver to their presence. London’s bus fleet is one of the safest Another system detected pedestrians, in the world. Bus trips account for over cyclists or motorcyclists in a collision a third of all road journeys in London - course with the vehicle, giving a visual more bus journeys than in New York and warning and an audible alert to the driver. Paris combined. Yet, buses and coaches are involved in only eight per cent of The six-week trial found that drivers all road collisions resulting in an injury. have many things to focus on at once Between 2012 and 2014, there was on when driving a bus, so the technology average 200 people killed or seriously must be simple, accurate and easily injured in collisions involving buses or understandable to be effective. If audible coaches per year. Buses and coaches warnings go off too frequently, drivers are also disproportionately involved in will not adequately associate them with collisions with pedestrians and cyclists, a potential hazard or danger. The trial relative to their traffic mode share. concluded that the technology must precisely and accurately discern and In light of these figures, and the fact respond to a VRU’s presence in a timely that any injury involving a bus is one way or there is the risk that drivers will too many, Transport for London (TfL) not pay attention to it. has been pioneering new vehicle technologies. This is part of the Mayor’s TfL is currently reviewing these findings bold plans to prioritise the safety of VRUs of the detection technology trial to - pedestrians, cyclists and motorcyclists determine the next steps in adopting - which make up around 80 per cent these innovative technologies. of all serious and fatal collisions on London’s roads. In 2014, TfL undertook a groundbreaking trial using innovative detection software on London buses to better understand the role of detection technology in reducing collisions between buses and VRUs.

Four buses, two on route 25 and two on route 73, were fitted with brand new optical and radar-based detection 57 THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

2 Future opportunities that encourages developers to build services that increase trust between The Smart London Board has made citizens, government, consumers the following recommendations for and the private sector. The Digital the next Mayoral term. and Future Cities Catapults should work collaboratively with City Hall to 2.1 Harnessing data to minimise the impact of privacy and solve city challenges security regulation on the innovation community. These public services The Mayor should: should feedback to citizens how the data they generate can have a positive • Develop a data strategy that makes impact on service provision. open data more available and provide access to secure data sharing options • Connect data sources in the Datastore with central government and private to map human activity in the capital sector service providers. This will past and present to provide more stimulate further innovation in realms predictive analyses. that require more secure data sets, such as health • Work with London Councils and others to aggregate demand for IT • Examine options for enhancing city services and move to cloud storage leadership in data and technology. and computing. London’s government This could take the form of any or all should, for example, explore ways of the following: a Chief Technology to collaboratively maintain core Officer, a Chief Information Officer, or data assets such as air quality, land a Chief Digital Officer – with the Chief assets, food quality ratings and maps Digital Officer as the recommended publishing the resulting data sets as option by the Board. In addition, open data that anyone can use. London requires a Mayoral advisor with the necessary political power to • Understand the role of the boroughs cross boundaries and silos. and their elected leaders and cabinet members to push ‘smart’ to manage • View city data as part of a platform good growth. This includes using the where developers are encouraged Borough Data Partnership to study to use technology to creatively how innovations can improve public improve and redefine the functions services, the City Data Strategy for of government services. The Mayor the range of approaches available, should build systems that can cope and the sites the GLA controls to prove with the ‘city as a platform’ capacity. solutions. They should investigate This will make it easier to harness creating a GLA innovation hub to the technological capabilities in understand what boroughs need London. If we do not, we will fall and what the market can provide behind other world cities, devolution today and tomorrow. will be slowed, and potential cost savings for frontline services will not be found. Public data should be released THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

• Build big data and advanced • Embed digital infrastructure in new analytical capacity through strong(er) housing to build the next generation partnerships with, amongst others, the of smart, connected lifetime homes. Centre for Urban Science and Progress These homes will enable independent in London, the Imperial Data Science living for longer. For example, elderly Institute and the Digital Catapult. people who have trouble bending can use their smartphones to turn on lights • Show the private sector how the code or heating on and off. Or the visually and data works in the Datastore as a impaired can use voice activated TV catalyst for ideas. guides to change channels.

• Gather high resolution data on the 2.2 Smarter Environment maintenance and operation of public and private rental housing stock to The Mayor should: reduce the operating cost for RSLs and PRS operators. This will in turn help to • Make the case for easing the stimulate the growth of these sectors. regulatory barriers for smart energy services and infrastructure, and Londoners and businesses should: encourage future progress

• Make proposals on data governance, • Support open demonstrators that or how they secure and share data, measure and respond to environmental in London’s governments. The Smart (water/waste/energy/urban greening/air London Board should itself make quality) data in real time recommendations on data governance, and what programme designs and • Develop an innovation investment regulations will join up different silos. programme supporting scalable smart environment solutions (digital, tech, • Use digital technology to create high co-design etc.) and services through quality places. Examples include the competitions/accelerators focussed use of local community social media on solving environmental challenges. networks, smart concierge systems, The innovation programme should data-rich public spaces and the use of identify water, waste, food, air, ‘playful’ smart technology. All of these and energy system challenges for can contribute to creating high quality London as market opportunities for sustainable development. the technology and data sector. It should provide seed funding for new • Think about how London’s data from applications, products, or services all sectors can help you - for example, that will turn into sustainable ventures. how can freight vehicles currently driving with an empty load through A co-design process, built into the London’s roads between jobs be innovation programme, should guide put to more efficient use? applicants to develop ideas that show potential to become viable business propositions.

• Assess the need for a robust 2.3 Infrastructure to support quantitative, including financial, London’s future growth understanding of the contributions that smarter technology/data approaches The Mayor should: and solutions can make to the design, delivery and management of London’s • Build on the London Land enabling environmental infrastructure. Commission’s work to create a register of publicly owned land and property • Design, manage and mainstream, to use public land, the roofs of our supported by technology and data, buildings, and the lamp posts and the concept of London’s multi-purpose street furniture in our streets, parks, natural environment, green spaces and open spaces to build digital and green elements, to maximise the infrastructure. services they can provide. • Work with individual regulators, Londoners and businesses should: UK Regulators Network to consider potential changes, to current regulatory • Invest in smart energy solutions. systems that could achieve higher Energy is a critical and vulnerable city efficiencies and cost savings for system, and more investment should consumers and the economy as be encouraged in technical solutions a whole. of all kinds. • Do more with less - Ask Londoners • Invest in innovations to ensure that for ideas of disused pieces of London’s water system is secure and infrastructure around their areas that resilient to the current weather and could be used for more productive future climate. purposes; visualise on a map and start building a system of disused infrastructure across London.

• Explore crowdsourcing/funding/ financing of ideas to solve London infrastructure challenges.

THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

Londoners and businesses should: 2.4 Moving London

• Share London’s utilities’ resources The Mayor should: flows and investment plans to meet the capital’s future growth. They should • Maximise use of next generation show how much of their infrastructure smart car share schemes, automated budget is spent on technology – we personal rapid transit systems and expect to see this figure rise to 20 per adaptive public transport route cent in the near future. planning and timetabling to improve connectivity. This can unlock • Make telecoms providers’ national development potential, particularly in data on performance and need London’s opportunity areas where the available at a local level. We need level of public transport accessibility London-specific and neighbourhood- is more limited. specific data on a dashboard accessible to all to understand • Use digital technology to help develop supply and demand, and ensure a data-rich evidence base that this works for the city. supports the development of transport planning. The risk associated with • Anticipate demand by piloting and planning new developments have a testing new ways of designing direct impact on the total cost and infrastructure before it is needed. therefore their viability. The London Infrastructure Mapping Application should help stimulate • Renew London’s transport this innovative approach. infrastructure and minimise transport disruption using digital tools and • Create applications that could be continue to use smart technologies useful for those involved in planning or to smooth out peaks and ease delivering London’s infrastructure and overcrowding and congestion. Scale- suggest different technology solutions up solutions being piloted by Transport that exploit the power of digital to do for London and the boroughs through things more efficiently and drive TfL’s Innovation Fund and Future down costs. Streets Incubator Fund. These are an implementation challenge and • Use utility capacity studies, opportunity for the public sector buried utility location mapping and and the developer community. environmental impact assessments to mitigate development risk and • Use public assets and digital improve development viability. technology to cut the time it takes to serve any system faults.

• Examine the pressures that technology has made on London’s scarce road capacity, from utility services and package delivery to private hire vehicles.

5 Enabling technical innovation in the GB rail industry: barriers and solutions, RSSB, 2010

• Use technology to build a meaningful, collaborative relationship with customers that makes them feel like they are informed users and owners of the public transport system.

Londoners and businesses should:

• Show how to present and visualise data and engage with other Londoners around smarter day-to-day travel and transport life in the city.

• Explore virtual and augmented reality technologies to help us design, refit, renew and build the transport network and mobility services.

• Overcome innovation barriers in the rail industry from a lack of a holistic view, lack of research and prototyping capability, and perceived implementation risks5. This will help improve the reliability of assets and services by detecting where they are at all times. It will also minimise closures through technologies that maximise what can be done at such times, and improve information for passengers using internet and mobile technologies. THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

6 Oxford Economics commissioned by London & Partners, July 2015 7 CB Insights commissioned by London & Partners, October 2015 65 WORKING WITH BUSINESS

The number of digital technology We have an opportunity to tap into talent businesses in London increased by across all sizes and types of technology over 12,000 between 2010 and 2015. businesses. London’s innovation Latest estimates suggest they number ecosystem is dynamic. It encompasses around 40,000. Venture capital entrepreneurs, investors, researchers, investment into Britain’s technology venture capitalists with business sector has reached a record high with development and other service providers London-based companies securing such as accountants, designers, around 62% of the $3.6bn raised by UK manufacturers and providers of digital firms in 2015. London is clearly a place skills and professional development where businesses can go to ‘scale-up’ needed to make innovation happen. their ideas. City Hall can help by collaborating with innovators and promoting new ideas to make London run better. THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

1 What we said we would do • Host Smart London investor days and what we did to attract the global finance that will help emerging solutions to be We said that we would enable innovation more rapidly commercialised. networks and demonstration projects in The Smart London Districts transport, environment, and regeneration. Network held an innovation We said that we wanted London’s event for businesses to pitch technology entrepreneurs to help City their solution to two challenges. Hall develop new ways of delivering The first, for ‘Smart Wayfinding’, public services. The Mayor has a critical sought smart innovations which role to play harnessing this activity. would help residents, visitors, businesses and developers better 1.1 Innovative businesses taking connect with their surroundings. on London’s challenges The second, ‘Connecting People and Creating Communities’, We said we would: sought smart solutions which could be used to help connect • Scale up innovation, working across people with others in their district borough boundaries and service as well as with the places they providers to identify strategic live, work and visit, creating a opportunities for applying data and sense of place. In March 2016, technology to London’s challenges. City Hall hosted an investor We also said we’d look at how showcase for the tech community innovations can be rolled out at scale to showcase London’s emerging (in applications such as parking, waste innovation across keys sectors collection, or healthcare) via a Smart including smart infrastructure London Innovation Network by 2014. and health. We have created two Smart London Innovation Networks. The Smart London Districts Network, launched in 2014, brings together public and private development organisations building London’s most ambitious growth areas. The Smart London Infrastructure Network, formed in 2015, is made up of organisations delivering London’s infrastructure including water, gas and electricity with others looking to join.

• Establish Smart London as a vehicle • Ask technology entrepreneurs to help to help meet London’s diverse needs; City Hall develop more innovative challenge London’s technology approaches to service delivery. community to innovate with new We have partnered with the private approaches to health, training and sector to create Tech.london, social care. In February 2016 the an online guide to the start-up Mayor, MedCity and London’s community - including events, Academic Health Science Networks training, workspace and jobs - in launched Digital Health London, a London. The site has supported a pan London initiative to help digital Smart City Challenge, working with innovation to better meet London’s Urban Design London (a network health challenges. This includes a of London borough urban design three year Digital Health Accelerator officers) to help address transport, programme to support digital health housing, and planning challenges. SME growth. The Mayor and MedCity have also been working with SEHTA We have held Datastore coding (South East Health Technology workshops for tech entrepreneurs Alliance) to develop a Med Tech to demonstrate how code and data Network for London to help support works. As a catalyst for future ideas the innovation and growth of med on the use of city data, we created tech SMEs. Most recently we have the MyLondon site, an interactive been developing a co-design citizen and personalised dashboard that engagement programme that will helps people who are moving work with Londoners to identify home find areas of London that wider opportunities for co-designing suit their needs. smart products and services to meet Londoners’ needs.

Digital Health London can be found at digitalhealth.london THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

Cybercrime is a growing threat for international centre for research London’s businesses, but London and application activity related to has the expertise to help grapple cryptocurrency and blockchain with the challenge. The London (often known as bitcoin) technology. Digital Security Centre (LDSC), a Together with Citi, Imperial public-private sector partnership published a digital money index created by MOPAC (Mayor’s in 2014 to measure government Office for Policing and Crime), and market support, financial and is working to secure and protect technology infrastructure, presence London’s SMEs against cyber of digital money solutions, and risks and threats. LDSC publishes countries’ tendency to adopt these information online and runs monthly technologies. The findings reflect masterclasses on cyber security London’s leading role in financial topics in partnership with the technology (FinTech) innovation. Federation of Small Businesses. The LDSC also offers subsidised business services to micro, small and medium size businesses to secure their digital infrastructure against attacks from cyber criminals.

• Develop an index to benchmark global progress on digital money and establish a digital money demonstrator by the end of 2015. Imperial College London founded their Centre for Cryptocurrency Research and Engineering in November 2015. The goal of the Centre is to become a leading 69

CASE STUDY: HORIZON 2020 • A varied urban setting including well SMART CITIES LIGHTHOUSE: established residential communities SHARING CITIES and businesses, alongside major Andrew Collinge, Assistant redevelopment schemes. Director, Intelligence, Greater London Authority • A significant inward and outward movement of employees and visitors. This prestigious Horizon 2020 (H2020) project will develop, deploy and seek • Strategic assets for low-carbon to integrate replicable solutions in the transformation in the H2020 energy, transport, data and ICT sectors. timeframe – by 2020. In demonstrator areas it will also test the replicability of these physical, digital and • Key transformation projects/plans human systems to deliver sustainable currently being implemented or place and resource management scheduled for the near future. opportunities. Successful delivery of Sharing Cities will place London firmly • Existing infrastructure assets. at the front of global developments in smart city development. The Demonstrator area for London is the Royal Borough of Greenwich (RBG). There will be one demonstrator area in Other partners include: Transport for each of the three lead cities of London, London, Imperial College, KiwiPower, Milan, and Lisbon. Demonstrator areas UrbanDNA, Concirrus, Mastodon C, will take into consideration: Siemens UK and Future Cities Catapult.

• Complex urban challenges linked to significant economic and population growth, where solutions are thought to be scalable and transferable.

THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

CASE STUDY: PROCUREMENT The Team has been successful at OF SMART SOLUTIONS FROM securing external innovation project INNOVATORS funding from a number of sources. Kuldeep Gharatya, Head of This funding has allowed us and Technical Strategy, London our collaboration partners to bridge Underground (LU) Technology any business case gaps by better & Innovation Team understanding the commercialisation and internal business opportunities first. Public authorities cannot make the The risk and reward is shared jointly transition to an enabled Smart City alone. between the public and private sector. London Underground’s Technology and Innovation Team has been spearheading The Team has provided a number of a number of collaborative innovation launch pads for new and emerging smart partnerships. These include academia, city technologies, by setting innovation SMEs, new suppliers as well as our challenges to be solved at a number existing tier 1 suppliers which will deliver of hackathons and SME competitions technology proof of concepts. and industrial end user context.

The benefits of the Team working with A recent example is the IC Tomorrow for new SMEs and unconventional suppliers Innovation in Urban Spaces 2016 winner is that these partners are not constrained where the Team set the challenge to be by existing thinking and are willing to solved and judged the submissions by explore new and unproven concepts in engaging SMEs in presentations and an agile manner. The Team also has Q&A sessions. The winning proposal was the legal and commercial acumen to directly related to a potential future smart undertake agreements that protect our cities concept which will be trialled in the background Intellectual Property and near future through the LU Technology ensure fair public sector ownership of and Innovation Team. any valuable project outputs.

CASE STUDY: WITAN URBAN Complimenting this, we are also working MODELLING PROJECT AND with a new spin out from UCL’s Centre for MASTODONC Advanced Special Analysis to apply their Paul Hodgson, GIS and Intelligence 20 plus years of research into modelling. Manager, Greater London Authority Their work can provide outputs at the city level – right down to building level and London is recognised as a leader in the includes advanced techniques such as development of robust city models to agent-based modelling. inform the development of its policies. The GLA group has several specialist Both collaborations are made possible staff. They have developed and now by Innovate UK’s SBRI programme, and operate these models in areas including will lead to products which are planned to population projection, job growth be sold by these London-based SMEs to and transport. cities across the UK and beyond.

However, city models are also a business opportunity in their own right, with the potential to provide employment for developers and data scientists in London. Recognising this, the GLA has been working with big data specialists, MastodonC to use the best of modern ‘big data’ and web-based technologies to create a new type of modelling platform. The project known as Witan will allow modellers to easily create and share variations of their models – and policymakers to explore different scenarios without the need to engage directly with the equations.

THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

CASE STUDY: SMART LONDON In 2015, the Smart London Districts INNOVATION NETWORKS Network developed two competition calls Cathy Crawley, Director, BRE based on shared challenges:

Two Smart London Innovation Networks • Smart wayfinding and navigation: (SLINs) were set up to link London’s smart innovations which would help entrepreneurs and innovators with residents, visitors and businesses organisations that deliver infrastructure better connect with their surroundings. and regeneration projects. • Connecting people and creating The Smart London Districts Network, communities: smart technology and launched in 2014, brings together public data to help connect people with and private development organisations others in their district as well as with working on London’s largest and most the places they live, work and visit, ambitious development districts. creating a sense of place. The Smart London Infrastructure Network is made up of organisations Competition winners had the chance that deliver London’s infrastructure to pitch their innovations to an invited services, primarily the utilities audience, including representatives from responsible for water and energy. organisations some of the highest profile redevelopment districts in London. The Networks: Through the calls, 70 SMEs have • Identify and link up existing and engaged with network activity, with emerging smart city activity and nearly 30 receiving a total of 100 hours investments of business support. This included pitch coaching and brokerage of one-to-one • Help clarify market opportunities meetings with district developers. As a arising from London’s emergence result, it is anticipated that at least two as a smart city innovators will have the opportunity to pilot their innovations in a district. • Support SMEs and the wider innovation community to seize Smart London Infrastructure Network these market opportunities and activity is focusing on improving the scale them up shared understanding of utilities’ combined underground asset base • Provide a pipeline of targeted solutions – both location and condition. to partners investing in London’s smart infrastructure and services

The SLINs work to help make London’s growth economically, environmentally and socially sustainable. They do this by identifying key challenges and stimulating digital technologies that will improve the lives of Londoners. 73

CASE STUDY: OLD OAK AND PARK OPDC is also in the process of ROYAL SMART STRATEGY establishing a Smart Advisory Group. Peter Farnham, Principal Policy This will comprise of a range of Officer, Old Oak and Park Royal stakeholders and technology experts to Development Corporation help OPDC to deliver its smart city aspiration. Old Oak Common is where London welcomes High Speed 2, and, the only OPDC was supported by #HyperCatCity place to change from High Speed 2 to to develop the Smart Strategy. Crossrail. This connectivity and once-in- #HyperCatCity is an association of a-lifetime investment is an opportunity leading technology providers. They ran a to transform this part of West London number of workshops with stakeholders into a sustainable, exemplar new to examine how technology can help district of London. It will deliver over shape the urban design process, build 25,000 homes and 65,000 jobs over 30 sustainable communities and improve years along with other economic and visitor experience. community benefits. In order to harness the investment and drive forward a single OPDC also works with colleagues robust development plan for the area, at the London Legacy Development on 1 April 2015 the Mayor created the Corporation, the GLA and UCL Old Oak and Park Royal Development with support from #HyperCatCity to Corporation (OPDC). It is responsible explore options for developing a smart for planning and regeneration of the digital model, to assist with the wider area, which includes safeguarding and regeneration programme. supporting the UK’s largest industrial estate at Park Royal.

OPDC developed a Smart Strategy which will ensure that technology and smart thinking is at the heart of the regeneration programme. The Smart Strategy includes information relating to and improving the efficiency of infrastructure, energy use and how public space can be shaped and managed in years to come. It is a key evidence base document for OPDC’s Local Plan and informs wider corporate planning.

Visualisation of future growth around Old Oak Common station THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

CASE STUDY: ROYAL BOROUGH OF GREENWICH SMART CITY STRATEGY Trevor Dorling, Digital Greenwich and Smart Cities lead, Royal Borough of Greenwich

Royal Borough of Greenwich is using Capitalising on the potential opportunities advances in technology, data capture from ‘smart city’ technologies is core and analysis, to support its spatial to Greenwich’s approach. In 2015. development and regeneration objectives, Greenwich was chosen as a: improve services, make optimum use of natural and financial resources, • UK pilot for Innovate UK driverless and ease pressure on infrastructure. cars research;

Greenwich published its smart city • Horizon2020 EU Lighthouse smart strategy in October 2015 covering city and community demonstrator, four core themes: with the GLA;

• Using digital technologies to drive • A host for the Open Geospatial improvements in neighbourhoods Consortium’s Future Cities Pilot; and and communities; • A trial site for the introduction of home • Supporting the transition to a higher delivery robots skilled, higher value economy; A new team, Digital Greenwich, has been • Improving services; and set up to support the Council’s work and oversee a new innovation fund. Alongside • Strengthening digital infrastructure a new commercial venture, DG Cities Ltd, it will also work closely with business. Digital Greenwich also hosts a successful digital innovation centre that provides space for start-ups and small businesses. THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

CASE STUDY: FUTURE CITIES CATAPULT Peter Madden, CEO, Future Cities Catapult

At the Future Cities Catapult, we support from across London’s university research London’s reputation as one of the centres) to make cities more accessible smartest cities in the world. for people with sight loss.

We opened the new Urban Innovation On urban big data, projects like Centre in Clerkenwell, hosting events and ‘Whereabouts London’ have used data innovation challenges. It also is home from the London Datastore to reinterpret to Ordnance Survey’s Geovation Lab, the demographics of the capital. Another Rockefeller 100 Resilient Cities, Igloo project brought London’s data together Regeneration and Intel’s Collaborative for a live interactive exhibit at Somerset Research Institute. House, challenging visitors to shape the future of the city. Small businesses and start-ups have been given support through advice, On citizen engagement, projects like capacity building, and the ability to test ‘Organicity’, a collaboration between and prove new solutions. Aarhus, London and Santander, are developing methods that help Londoners We’ve built international links, helping be part of a city-wide network on London-based organisations win work environmental sensing. The major internationally and showing high-level new project ‘Sharing Cities’ will put global delegations how London and its London at the forefront of showing businesses are tackling the challenges what collaborative and smart of our increasingly urbanised world. approaches can deliver.

And we’ve also brought a range of innovative projects to the city.

As part of ‘Sensing cities’ we’ve deployed novel air quality sensors and used beacons to support way-finding. In ‘Cities Unlocked’, we worked with Guide Dogs and Microsoft, (pulling in, too, the best THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

1.2 Smart connected businesses In July 2015, the GLA launched its ‘connectivity toolkit’, which makes We said that we would: connectivity information available in an accessible format to be used by • Invest up to £24m in the provision local councils, digital connectivity of affordable ultrafast broadband to providers and Londoners. This SMEs, and help up to 22,000 SMEs to includes the interactive connectivity gain access by 2016. Delivery of the map, which helps providers find Super Connected Cities Programme suitable locations for rollout and nationally was re-scoped following allows Londoners to map their state aid considerations. London demand for fast connections on has successfully delivered funding a neutral platform. via BDUK’s connection voucher scheme and a series of public WiFi The Connectivity Rating Scheme funding. Together this amounts to rates and promotes the connectivity over £21m in capital investment. levels of commercial buildings. It has also supported Over 12,500 This both informs potential businesses. tenants and incentivises landlords to improve connectivity levels. • Ensure London has one of the fastest The scheme is now live across wireless networks globally and invest London. Existing buildings and in wifi in galleries and museums. upcoming developments totalling

The Connectivity Rating Scheme can be found at wiredscore.london 79

over 12 million square feet have already received or committed to certification.

Over 80 public buildings and libraries across London have been supported to upgrade or install WiFi capability - world class cultural institutions such as the British Museum are among this number.

• Create a ‘Tech City Institute’ to promote the creation of digital products and applications and work with a range of local businesses, London’s top tier universities and other skills providers to address higher level skills gaps. We are working to meet this objective through our regeneration funds by supporting mentoring and apprenticeships schemes and business space in East London. One top tier university has created an innovation incubator near Old Street Roundabout. IDEALondon was established by UCL Advances, Cisco and DC Thomson to support digital innovation and start-up growth. THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

Co-working space at the Geovation Hub, operated by the Ordinance Survey as the UK’s mapping data lab 81

CASE STUDY: DIGITAL BUSINESS The DBA also partners with leading ACADEMY employers to offer DBA graduates a Gerard Grech, CEO, Tech City UK range of career-enhancing opportunities. For example, for somebody looking to To increase the supply of skills and talent start or grow a digital business, rewards into fast growing digital businesses, Tech include fast track to start-up loans, free City UK has partnered with University co-working space, mentoring, and ad College London (UCL) and other leading credit. For somebody looking to join educators and businesses to create the a growing digital business, rewards Digital Business Academy (DBA), a free, include attending exclusive recruitment online learning platform. Launched in events with start-ups, and a chance to be November 2014, the DBA aims to give fast-tracked to final interview stage for everyone in the UK the chance to learn internships. the skills they need to start, run or join a digital business.

The courses include:

• Sizing up your idea; • Understanding digital market channels; and • How to track performance in digital businesses

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1.3 Jobs and growth Oxford Economics reported in June 2015 that the digital technology We said we would: sector within London currently accounts for almost 200,000 jobs, • Export London’s solutions to the some 3.5 per cent of London’s total world by supporting at least 100 workforce. The sector has created SMEs through a Smart London almost 30,000 jobs since 2010, an Export Programme by 2016. In 2014 increase of over 17 per cent. This and 2015, we took 105 technology was far above the national average SMEs on trade missions with our of 7.8 per cent. Digital technology inward investment arm London jobs accounted for over three per and Partners and UK Trade and cent of London’s job gains from Investment in Mexico, Hong Kong, 2010 to 2015. Australia, and New Zealand. • Support a continued increase in • Lobby for a new visa to make it easier the number of businesses who are for talented global technologists to ‘innovation active’ (at least by 10 per work here. In October 2015, TechCity cent up to 2020). Our relaunched UK launched the Tech Nation Visa London Business Survey found Scheme as part of the UK’s Tier 1 that 58 per cent (242,000) of exceptional talent programme. businesses in London said they were ‘innovation active’ in 2013/14. This will support fast growth digital We will continue to monitor this up businesses to bring talent to the UK to 2020 and we will announce the in order to scale up fast growing next survey in due course. digital companies. This visa scheme allows entrepreneurs and small • Support the continued increase in teams to come here from abroad. the number of SMEs winning public sector contracts or supply chain • Support an employment increase to opportunities. Transport for London 200,000 technology employees by (TfL) manages procurement on 2020. In July 2015, we launched behalf of the GLA family. In February Tech.London a partnership between 2014, they launched a technology the Mayor of London, Gust, IBM, innovation portal that helps direct and a wide number of partners from energy from SMEs into challenges London’s technology community. from customer experience to safety. It also supports the shared By August 2015, TfL has received commitment to train the workforce 882 developed ideas via the portal of the future (and tackle skills gaps and 116 have progressed as new in London), help new business (and projects or been incorporated into showcase them), and ensure London existing projects. is at the centre of tech innovation.

CASE STUDY: UPSCALE Gerard Grech, CEO, Tech City UK

The UK has suffered from a ‘scale-up gap’ that prevents promising companies from growing within the UK and expanding internationally. Therefore, on 28 January 2016, Tech City UK announced the first 30 companies to join the Upscale programme. Upscale is a six month pilot that provides some of the UK’s fastest growing tech companies with world class advice from scale coaches, entrepreneurs and operators who have bought and sold businesses. The programme consists of a range of curated workshops and networking sessions, providing selected companies with the knowledge to scale past growth barriers.

The first intake of businesses reflects the growing diversity of the UK’s digital specialisms. It also reflects the range of sectors being disrupted by data-led innovation, where growth businesses are using data analytics to help with everything from determining credit risk to choosing what to wear. THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

CASE STUDY: OPEN DATA Senseye helps you to use predictive INSTITUTE analytics technology using data that Gavin Starks, CEO machines and equipment already collect, combined with open meteorological data, The Open Data Institute (ODI) connects, industry benchmarks and user-generated equips and inspires people around feedback data. the world to innovate with data. It is independent, non-profit and non-partisan. Pikhaya Smart Streets offers market It was founded in 2012 by Sir Tim intelligence to help entrepreneurs and Berners-Lee and Sir Nigel Shadbolt. local councils assess the business potential in empty commercial properties The ODI has secured £10m over five in deprived urban centres. The service years from the UK Government and aggregates open data on local consumer $4.75m from Omidyar Network, and is purchasing behaviour and pedestrian working towards long-term sustainability footfall, as well as existing local business through match funding and direct rent and salary expenditure. revenue. The ODI promotes open data’s social, environmental and RentSquare is a marketplace where economic benefits via training, research tenants and landlords in the private and development and via its growing sector connect directly and exchange global network of members, nodes contracts around the best rent price. and start-ups. DataPress – pain-free data portals The ODI Start-up programme has for smart cities. DataPress is a highly incubated dozens of organisations, innovative open source data portal that helping them generate hundreds of jobs helps local and regional governments to and around £10m in income, generating release data, present it in a dashboard, ten times the return on investment. manage transparency commitments and The ODI equips its start-ups with skills to engage with the community. scale, and connects them with customers and investors. With EU support, the Start-ups and established organisations ODI has also developed a €7.8m virtual often need new skills in order to get value incubator that can provide €100K equity- from data. This is why the ODI offers free funding to start-ups and SMEs. workshops and online training courses to them understand what’s possible The ODI focuses on smart cities as one and learn how to build innovative new of its key themes. A number of ODI products and services. The training Start-ups are focused on ‘smart cities’: covers a range of topics, including data visualisation, data science, business Thingful is a global search engine model innovation and smart cities. for the Internet of Things. It maps and indexes dozens of public open data assets and millions of connected devices from temperature sensors to air quality monitors to sharks.

CASE STUDY: MAYOR’S EXPORT This exposure to new markets has PROGRAMME helped to overcome many of the barriers Dinesh Chandegra, Senior Project small businesses face in the UK when Officer, Mayor’s Export Programme considering the potential impacts of exporting. It resulted in over £850,000 of UK Trade and Industry found that new sales for businesses that took part. “businesses that export are, on average, Overall, in working closely with UKTI and 34 per cent more productive, 75 per other partners, the market visits were cent more innovative, undertake three a powerful export tool. They ensured times as much R&D and are 12.5 per scientists, investors and collaborators cent more resilient than businesses that from around the world know how to don’t” (Clive Drinkwater, UKTI). We have access London’s world-class research, made it a priority to increase the number expertise and asset base. In February of SME exporters in the capital through 2016, London and Partners launched The Mayor’s Export Programme. The into International Business Programme, programme was a series of international offering a new round of support to trade missions and export workshops technology businesses looking to over the course of two years. export around the world.

Producing innovative smart city and urban solutions is one of the biggest challenges global cities face today. The programme supported over 65 London based smart city focused SMEs with trade missions to New Zealand and Australia, Hong Kong and Macau and Mexico. When overseas, they have been able to showcase how a rapidly growing tech sector can meet London’s growth challenge. The missions provided these carefully selected SMEs with valuable access to key contacts, potential investors and partners as well as the opportunity to meet and collaborate with other delegates on each mission.

The Mayor of London, Boris Johnson, opening theInternational Business Programme in February 2016 THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN 87

2 Future opportunities • Encourage open innovation in ‘smart’ solutions across all of London’s The Smart London Board has made economy. The early release of the following recommendations for transport data created better services the next Mayor: for consumers and led to the growth of startups like TransportAPI and 2.1 Innovative businesses taking CityMapper. CityMapper is now helping on London’s challenges people living in cities across the world to receive the same benefits whilst it The Mayor should: creates jobs in London to deliver the services. It is time to take the next step • Use its convening and regulatory and embed this open culture into other power to bring together sectors to sectors to create better services and solve common problems, develop economic growth. open standards, reduce friction in the exchange of data, and create a culture • Demonstrate how technology can boost of open innovation. These sector-driven housing delivery across the private challenges will improve London’s and public sector using open data, data infrastructure, create jobs and incentives and collaborative business give Londoners better services. The models to increase the sharing of challenges might bring together the information in the physical planning health and social care sector; public of London’s communities. and private providers of transport services; or public sector land holders, • Explore setting up co-location spaces civil society, community housing for digital health companies. A digital providers and land developers. They health incubator and co-working space will focus on developing a common can bring innovative start-ups and culture and delivering a shared goal. larger companies together to spur collaboration and relationships. • Build on the current circular economy The Mayor could advance this idea work in the GLA on waste and recycling by convening private sector partners, and address other urban systems raising awareness of the needs for including waste and energy. The OPDC and benefits from such as space. is a potential test bed for maximising opportunities for clean tech through • Create a pathway to market and access circular economy business models. to the NHS for smart technologies. The current route to market, and specifically • Use the Horizon 2020 Lighthouse access to the NHS, is challenging for project, Sharing Cities, as a way of small companies developing innovative testing new business and funding solutions and seeking investment. models instead of a one-off project. It should be an instigator, sustainable and exportable. These models will help businesses understand how best to capture the social, environmental and economic value that can be derived from smart.

THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

• Cautiously use telecare to enhance type of response. Telehealth devices also social care. Even though digital relay diagnostic information to clinical technology can provide many benefits staff to support the treatment of long to patients and practitioners alike, term conditions. it is important to balance such solutions with traditional methods. • Promote technologies can help people Telecare can compound social isolation from diverse cultures and backgrounds and loneliness particularly amongst monitor their health and communicate older recipients. with their doctors. Some 42 per cent of Londoners are from Black, Asian, and Londoners and businesses should: minority ethnic (BAME) groups, from 90 different ethnic groups and speak • Explore innovative housing delivery 300 languages. methods, such as high-precision computer controlled pre-fabrication • Explore accessibility apps that can be techniques. These can help tailored to those with special needs, significantly reduce the unit cost for for example with hearing problems, houses and can serve to design out slower perception, dementia, visual waste from housing construction, foster or impairment. Solutions that support local supply chains and support the access technology are an opportunity self-build community as well as offering for businesses. The Future Cities solutions for traditional house builders. Catapult’s joint project with Microsoft and Guide Dogs – “Cities Unlocked” • Use technology to reduce the amount is one example. of downtime during service delivery. For example, connect construction vehicles and logistics vans to a central database to better plan downtime in projects. This will cut the cost and inconvenience of street closures and reduce noise and air pollution.

• Improve telecare solutions, remote care devices that allow the elderly and those with disabilities and mental health problems, to stay at home while receiving professional care. This includes electronic assistive technology devices that collect, store and transmit information to a remote source, usually requiring a particular

8 NGA is generally taken to mean broadband products that provide a maximum download speed that is greater than 24 megabits per second (Mbit/s). This threshold is commonly considered to be the maximum speed that can be supported on current copper-based networks where BT Openreach is the network operator. 89

2.2 Smart connected businesses • Set up pop-up technology accelerators where social, economic, and/or The Mayor should: environmental opportunities and challenges are not being met by • Raise awareness of market failure in the market. the Central Activities Zone and ‘Tech City’, such as where SMEs cannot • Argue at national and European levels afford to lease dedicated lines and that there are still too many areas of where businesses that have moved to London where Next Generation Access the cloud require symmetric connection (NGA) broadband is not available. speeds. In 2014, with an average Regulatory and financial intervention download speed of 26.3 Mpbs, London may be necessary as SMEs are more ranked 26th out of 33 European cities likely to depend on NGA than on other, in terms of broadband speed, behind more expensive, connectivity solutions. Bucharest (81.2 Mbps) and Paris (78.15 Mbps). Between 2009 and • Work more closely with and support 2014, broadband speeds in London borough initiatives so that all boroughs increased by 270.3 per cent. This can benefit from good ideas and good compares to an average 448.7 per cent practice in the capital, and help scale improvement in speeds in Europe’s top up innovation. ten cities for broadband. • The London Plan should include • Provide a more granular understanding a clear commitment to promote of connectivity which recognises strategic investment in connectivity speed as only one component in infrastructure. performance metrics Londoners and businesses should: • Enable publicly owned assets to be used for wireless and mobile • Work with innovators to help design communications. Examples of smart technology that will future- proposals from industry include proof new developments and support installing small cells and street behaviour change furniture in high density urban areas or larger masts in suburban areas • Ensure clearer information and with topography and business guidance are available to businesses case challenges. from telecoms providers on the full range of connectivity options. • Acknowledge connectivity as the ‘fourth’ utility and lobby for a regulatory • Lobby Government to introduce a framework to support this. The benefits requirement to install ‘super-fast’ of faster, more resilient connectivity connectivity infrastructure for remain unknown to too many new developments businesses. The Mayor should raise awareness of the business benefits to help stimulate demand for reliable and affordable services. THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

2.3 Jobs and growth Londoners and businesses should:

The Mayor should: • Work with City Hall to build a culture of mentoring, support, and funding • Enhance understanding of the role and for start-ups and scale-ups. levers of the Mayor in supporting tech business growth • Work with Business Improvement Districts to take a smart approach • Invest in more international cooperation to solving business challenges programmes with other global tech hot-spots, such as Silicon Valley • Scale up approaches such as Cognicity’s challenge programme that • Work with boroughs to engage with operates across six categories from SMEs to enable more rapid scale-up resource management in buildings to integrated transport now being • Be a ‘smarter customer’ of smart - be piloted by start-ups across the clear about the standards, regulation, Canary Wharf estate legal and procurement considerations around smart solutions

• Adopt a set of open standards which allows the full range of suppliers to engage (for example London Datastore is built on open standards, Hypercat is another such standard – enabling the Internet of Things) and which avoids being tied to one particular vendor or supplier.

91 THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

London’s population challenge of over 10 million people in 2036 93 THE FUTURE OF SMART IN LONDON

The capital needs an approach to data Challenges for London in data and and technology that focuses on the technology are never static. In this needs of Londoners and businesses in section, the Smart London Board a fast-growing city. The Mayor’s role is sets out the strategic actions required to engage Londoners and businesses to meet tomorrow’s challenges and in co-designing the capital’s future opportunities. Hard work will be needed growth solutions through providing the to maintain London’s position as a infrastructure, data, skills, capacity, and global leader in the tech sector and to opportunities for collaboration. use that strength to help the city better cope with future growth trends.

THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

The Board sets out its priorities for the future as:

ENGAGING OUR CITIZENS WORKING WITH BUSINESS

• Priority 1: Wide, inclusive digital • Priority 7: Breaking boundaries engagement with Londoners and • Priority 8: Scaling up innovation businesses • Priority 9: Connectivity

ENABLING GOOD GROWTH

• Priority 2: Leadership • Priority 3: Resilient infrastructure • Priority 4: The housing challenge • Priority 5: Strengthening London’s data infrastructure • Priority 6: Investing in innovation

1 Engaging our citizens • The Mayor should support the tech community to engage citizens and Priority 1: Wide, inclusive digital enable more co-design between engagement with Londoners and developers, citizen and business businesses groups to ensure smart innovation meets user need. The tech community • Citizen engagement in the should also partner with digital skills development of digital services should providers to share the lessons be part of the democratic process. of co-design from public sector- Londoners and businesses should funded projects. become ‘digitally included’ and both the public and private sector need to • London’s governments should scale-up proven efforts to overcome use technology more for impact digital exclusion. assessments of policies and programmes. Recent advances, from • The Mayor should work with the dashboards to harvesting social media, London Resilience Partnership are powerful and active ways to gather to innovate with new ways to information from Londoners and communicate with Londoners during businesses about the effectiveness and after emergencies, for example of policies and programmes that testing network theory, analysing affect them. social media, and picture and video communication. 95

2 Enabling good growth Priority 3: Resilient infrastructure

Priority 2: Leadership • Connected social, economic, and environmental infrastructure is needed • For the new Mayor, this board stands to meet increasing demand for energy, ready to produce the Smart London waste, water, transport, health services Plan and/or strategic Technology etc.. London’s service providers Plan the capital now needs alongside should share their resource flows and the new City Data Strategy. These investment plans with the Mayor and plans will define the GLA’s leadership with each other. IMA LDN is one way structure around data and technology utility providers can currently do this. and set out what works best for the two-tierstructure of London • Operators are building the government. infrastructure that the regulations allow, but not the infrastructure that is • The Board recommends the GLA most appropriate to meet consumers’ appoints a Chief Digital Officer to fixed and mobile broadband coverage enhance city leadership in data and demands. The London Plan should technology. include a clear commitment to promote strategic investment in connectivity • The Board should develop a stronger infrastructure. leadership and convening function for London, and hold London’s • The development of London’s government to account. For example, opportunity areas are limited by the level of public transport connectivity 1. The Board should make that can be achieved using existing recommendations on data infrastructure and through building governance, and what programme traditional modes of public transport. designs and regulations will join The Mayor should promote investment up different silos in new transport ideas - from next generation smart car share schemes and; and automated personal rapid transit systems to adaptive public transport 2. The Board should carry out a route planning. comprehensive assessment of the digital technologies that are used across all industries. Working with stakeholders (such as London First, Tech London Advocates and the Chamber of Commerce) this should be used to promote the digital skills the sector needs to grow, from start- ups to established firms. THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

Priority 4: The housing challenge to enable its Victorian physical infrastructure to meet the 21st • The Smart London Plan for the new century’s needs. Mayor should specifically lever the potential for smart to address London’s • The Mayor should promote the city’s housing challenge. role as a data platform to showcase how City Hall will use data for the • Boroughs and Transport for London benefit of Londoners to increase should make greater use of real-time trust and transparency. environmental sensors in London’s streets and spaces to measure • London is already a world leader in factors such as air quality, street level using data and encouraging open temperature, wind speed and noise innovation. The early release of levels to realise and maintain higher transport data created better services quality place making standards. for consumers and led to the growth of startups like TransportAPI and • Housing developers and providers CityMapper. It is time to take the next should experiment with housing step and embed this open culture into delivery methods that make better other sectors to create better services use of data to reduce the unit cost for and economic growth. houses, design out waste from housing construction, foster local supply chains • The Mayor’s convening and regulatory and support traditional house-builders power should bring together and the self-build community. stakeholders from across different sectors to improve London’s data • The Mayor should consider including infrastructure, design and deliver better connected appliances and digital services for Londoners. services in housing design standards to enable people living with disabilities • The Mayor should improve data and the elderly to remain in their own literacy and data protection for citizens, homes, living independently for longer. businesses and the public sector. It is crucial that governments protect Priority 5: Strengthening London’s data that needs to be kept private, just data infrastructure as it is crucial that they openly publish data that can be open for everyone to • London should think of data as use. Both privacy and openness help infrastructure to underpin transparency, create trust. accountability, public services, business innovation and civil society. Data such as statistics, maps and real-time sensor readings help city governments to make decisions, build services and gain insight. London needs to get more value from data 97

Priority 6: Investing in innovation • The Mayor should promote the adoption a set of open standards which • The Mayor should create an innovation allows the full range of suppliers to investment programme that supports engage and which avoids becoming scalable smart environmental solutions tied to one particular vendor or and services as market opportunities supplier. The London Datastore is for the technology and data sector. built on open standards and Hypercat is another such standard designed • London’s government should explore for the Internet of Things. the power of the crowd to source and finance ideas to solve the capital’s • The Mayor should question regulation infrastructure challenges and test new if it prevents innovation from targeting ways of designing infrastructure before previously overlooked markets or it is needed. IMA LDN should help from starting new ones. Two examples stimulate this innovative approach. in need of attention are the various business models that fall under • Transport for London and the London the sharing economy and the boroughs should increase their use circular economy. of digital tools to renew London’s transport infrastructure and minimise Priority 8: Scaling up innovation transport disruption. For example, scaling-up solutions being piloted • The Mayor should convene all parties by TfL and the boroughs via TfL’s and pilot innovative solutions to Innovation Fund and Future Streets resolve ‘real world’ challenges that Incubator Fund are an opportunity for affect London and Londoners. It should both the public and private sector. pave the way for solutions to scale- up from pilots to wide distribution 3 Working with business by connecting with and supporting London’s expanding community of Priority 7: Breaking boundaries tech entrepreneurs. City Hall should catalyse London’s leading tech and • The Smart London Board should creative firms to scale up digital promote more new business and solutions to housing, transport, health, partnership models so those interested social care, and policing challenges. in smart cities can look outside of their silos. The Mayor should take • The Mayor should convene boroughs, advantage of City Hall’s ‘Sharing their elected leaders and cabinet Cities’ programme to understand, members to build a network of develop and trial business, investment local leaders in ‘smart’ to drive the and governance models, essential development and implementation of for aggregation and replication of smart technology across London. smart city solutions to make transformative improvements, and enhance sustainability. THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

• City Hall and the boroughs should use the levers available to them to scale- up SMEs that are meeting London’s challenges. They should make market opportunities more accessible to innovative SMEs through collaborative research and development. City Hall should establish open data standards across London’s industries and governments which even the playing field for SMEs when they apply to become a supplier to the public, private or third sectors.

Priority 9: Connectivity

• The Smart London Board believes connectivity is essential for all Londoners and businesses. Some small businesses in Central London still cannot get adequate connectivity from the basic fixed and mobile broadband networks. The Mayor should campaign to improve basic broadband networks and support alternative connectivity providers to prevent small companies from paying for expensive bespoke digital solutions.

• The Mayor should support a more diverse supply of broadband providers. Such connectivity interventions must be targeted at schemes that encourage greater demand aggregation and encourage diversification and innovation in supply.

• The Mayor should call for broadband to be designated as the ‘fourth’ utility, with a supporting regulatory and planning framework. 99 THE SMART LONDON BOARD

The Smart London Board is the Alwin Magimay, Head of Digital and Mayor’s top line-up of experts Analytics at KPMG UK – including leading academics, Dennis Moynihan, Director of the businesses and entrepreneurs – London Node of EIT ICT Labs to advise on how London can put Professor John Polak, Professor of digital technology at the heart of Transport Demand and Head of the making the capital an even better Centre for Transport Studies at Imperial place to live, work and invest. College London. Dr Mike Short, Vice President at The Chair of the board is Telefonica Europe Professor David Gann CBE, Vice President (Development and Ian Short, Interim CEO of Climate-KIC Innovation), Imperial College London. Gavin Starks, CEO of Open Data Institute. The members of the board are: Mike Steep, Senior Vice President of Global Business Operations, PARC Julie Alexander, Director of Urban Mukhtiar Tanda, Partner Real Estate Development, Siemens and Urban Development at Berwin Chris Bilton, Director of Research and Leighton Paisner Technology at BT Paula White, Software Client Volker Buscher, Director at Arup Architect at IBM Andrew Carr, COO of Digital Catapult Dr Tim Whitley, Managing Director of Professor Dr Martin G. Curley, Research and Innovation at BT Vice President of Intel Corporation Jim Wood, Director of IT and Information Kru Desai, UK Head of Government and Services, London Legacy Development Infrastructure at KPMG Corporation Rupert Green, Smart Design Lead at Parsons Brinckerhoff Gerard Grech, CEO of Tech City UK Professor Andy Hudson-Smith, Director and Deputy Chair of the Centre for Advanced Spatial Analysis (CASA) at The Bartlett, University College London Gordon Luo, CEO of Huawei UK Peter Madden, CEO of Future Cities Catapult THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN GLOSSARY 101

• 4G: The current mobile • CELSIUS Project: Smart district communications standard that allows heating and cooling solutions. mobile phones, computers, and other This project is playing a key role in portable electronic devices to access London’s smart city evolution and the internet wirelessly. its development as a low carbon, resource efficient city that uses the • 5G: A mobile communications standard available waste heat generated intended to replace 4G, allowing through its day-to-day operation. wireless Internet access at a much It will inform London’s medium to higher speed. long-term strategic approach to energy system and network development • Big Data: Big data involves very large to ensure London has the resilient, datasets, such as billions of tweets or low carbon and cost effective energy terabytes of sensor data. infrastructure required to support a highly competitive, and growing, • BIM: Building Information Modelling global city. uses multi-level data rendered in a 3D common language environment. • Cloud Computing/The Cloud: The This allows the interdisciplinary practice of using a network of remote parties in the project – architects, servers hosted on the internet to store, structural engineers, mechanical and manage, and process data, rather than electrical engineers, designers and a local server or a personal computer. manufacturers – to talk about exactly the same thing and, crucially for so • Coding: Coding, or programming, many participants, visualise it in 3D. commonly refers to computer programming, which is the process • Bluetooth: A standard for the short- of writing software, applications range wireless interconnection of and websites, which are all created mobile phones, computers, and other using a programming language. electronic devices. There are many different programming languages, and programmers often • Care Connect: An NHS England tend to specialise in one or two. innovation modelled on the highly Examples include python, ruby, successful 311 in the USA which has and java. transformed the relationship between citizens and their public services. • Digital Catapult: One of seven Interactive maps and dashboards ‘Catapults’ launched by the UK’s enable the public to track progress Technology Strategy Board as a and openly see how NHS providers network of world-leading centres are responding. designed to transform the UK’s capability for innovation in seven • CCTV: Closed-circuit television used specific areas and help drive future for security monitoring. economic growth. The Digital Catapult focusses on accelerating growth through the Digital Economy.

THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

• CoSy: A Cooperative system, looks to creative scene, iCITY will be a world- examine the potential for using existing leading centre of innovation, education types of technologies, such as mobile and enterprise. phones, GPS, satnav, bluetooth, twitter, Cloud computing etc, to help • Legible London: A pedestrian way develop an understanding of the finding system that helps people walk transport network in real time. around the capital.

• Crossrail: The new high frequency, • LFB: London Fire Brigade is the high capacity railway for London body responsible for London’s fire and the South East. When Crossrail and rescue service. It is the busiest opens in 2018 it will, for the first time, in the country and one of the largest produce a direct connection between firefighting and rescue organisations all of London’s main business centres, in the world. linking Heathrow, with Paddington, the West End, the City and Canary Wharf. • LLDC: London Legacy Development Corporation is a Mayoral Development • E-commerce: Commercial Corporation responsible for the transactions conducted electronically regeneration legacy from the London on the Internet. 2012 Games, created in April 2012. Its role is to promote and deliver physical, • Future Cities Catapult: One of social, economic and environmental seven ‘Catapults’ launched by the regeneration of the Olympic Park and UK’s Technology Strategy Board its surrounding area, in particular by as a network of world-leading maximising the legacy of the 2012 centres designed to transform the Olympic and Paralympic Games, by UK’s capability for innovation in securing high-quality sustainable seven specific areas and help drive development and investment, ensuring future economic growth. The Future the long-term success of the facilities Cities Catapult focusses on Urban and assets within its direct control, and Innovation: how cities can take a more supporting the aim of convergence. joined-up approach to the way they plan and operate. To improve quality • London and Partners: The Mayor’s of life, strengthen their economy and promotional organisation for London, protect the environment. leads on attracting inward investment into, and overseas promotion of, • GPS: Global Positioning System, London’s tech economy. London & an accurate worldwide navigational Partners took over responsibility for and surveying facility based on the attracting foreign investment into reception of signals from an array of London’s tech economy from Tech orbiting satellite. City UK on April 1 2014.

• Here East: A new digital quarter for London that will support the growth of the digital and creative industries. Situated on Queen Elizabeth Olympic Park and in the heart of East London’s 103

• London Dashboard: A ‘dashboard‘ • London Green Fund: A £100 million display of data covering a range of fund set up to invest in schemes that topics, updated at regular and frequent will cut London’s carbon emission. intervals which helps put the figure The fund was launched in October from datasets in context, more detailed 2009 by the Mayor of London and the analysis sits beyond the headline European Commissioner for Regional figures. Policy - the first JESSICA Holding fund in the UK. • London Datastore: Created by the GLA as an innovation towards freeing • London Schools Excellence London’s data, the datastore provides Funding: The fund is part of the free access to a number of data-sets. Mayor’s Education Programme and The GLA is committed to influencing will, alongside the London Schools and cajoling other public sector Gold Club and London Curriculum organisations into releasing their boost standards in the capital’s data onto the site providing an schools by helping students achieve easily accessible location for multiple better results through expert teaching, data sets. improved subject knowledge and subject specific learning methods. • London Development Database: The London Development Database • Mayor’s 2020 Vision: The 2020 Vision records selected planning permissions sets a broad course that communicates in the Greater London area as part of London’s readiness and ambition, and the process of monitoring the Mayor’s our city’s ability to meet the connected London Plan. These are tracked challenges of rapid population growth through to implementation, allowing and economic success. us to produce data on completions and the development pipeline in • Mayor’s Long Term Infrastructure addition to levels of approvals. Investment Plan: The Infrastructure The LDD is a collaboration between Investment Plan will be as much the GLA, which provides the IT a capital investment plan as an infrastructure and co-ordinates the infrastructure plan. It will provide a project, and the London boroughs high level assessment of London’s who are responsible for providing infrastructure needs; along with an the data for schemes in their area. assessment of the magnitude of costs associated with the required • London Enterprise Panel: The infrastructure. Importantly, it will local enterprise partnership for also consider funding streams, both London. Chaired by Mayor of London in a future where the current fiscal Boris Johnson, the LEP is the body arrangements apply and in a more through which the Mayoralty works fiscally devolved future. The plan aims with London’s boroughs, business to be published in Summer 2014. and Transport for London to take a strategic view of the regeneration, employment and skills agenda for London.

THE FUTURE OF SMART: UPDATE REPORT OF THE SMART LONDON PLAN

• Mayor’s Opportunity Areas: • Oyster: A plastic smartcard that can Opportunity Areas are London’s be used on London’s public transport major source of brownfield land with instead of paper tickets. Travelcards, significant capacity for new housing, Bus & Tram season tickets and pay as commercial and other development you go credit can be loaded onto it. linked to existing or potential improvements to public transport • Queen Elizabeth Olympic Park: accessibility. Typically they can Queen Elizabeth Olympic Park is the accommodate at least 5,000 jobs or site that hosted the 2012 Olympic 2,500 new homes or a combination of Games. The site and its surrounds are the two, along with other supporting now being developed and regenerated facilities and infrastructure. 33 were by the London Legacy Development identified as part of the Mayor’s draft Corporation, building on the 2012 London plan. Olympic and Paralympic Games legacy. • MedCity: ‘MedCity’ promotes a joined up and globally distinctive life sciences • SatNav: Navigation dependent on offer for London and the Greater South information received from satellites East (GSE); acts as a visible ‘go to’ point for businesses and investors, • SCOOT: Split Cycle Offset whether global or local, to access, Optimisation Technique is an adaptive invest in or collaborate with London traffic control system. It coordinates and the GSE’s science base; and the operation of all the traffic signals provides a strong voice for the sector, in an area to give good progression to champion its strengths, but also raise vehicles through the network. Whilst awareness of the factors impeding coordinating all the signals, it responds further growth to catalyse positive intelligently and continuously as traffic change. MedCity will help London flow changes and fluctuates throughout and the Greater South East to be the the day. It removes the dependence of world’s greatest life science hub. less sophisticated systems on signal plans, which have to be expensively • MPS: Metropolitan Police Service is updated. police force responsible for the whole of Greater London apart from the City • Smart City: The general term used to of London which is the responsibility of discuss how cities across the globe are the City of London Police. sharing information and making use of technology to work more efficiently. • Open Data: Open data is information that is available for anyone to use, • Smart Grid Services: A utility for any purpose, at no cost. The supply network that uses digital Open Definition sets out a number of communications technology to detect principles for Open Data. and react to local changes in usage.

• Open Definition: A piece of data or content is open if anyone is free to use, reuse, and redistribute it - subject only, at most, to the requirement to attribute and/or share-alike.

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• Smart London: Smart London is about cluster of high-tech firms around how the capital as a whole functions the Old Street roundabout has as a result of the interplay between become the capital’s leading hub its ‘systems’ – from local labour for digital, creative and high- markets to financial markets, from local technology companies. government to education, healthcare, transportation and utilities. Smart • Tech City UK: Tech City UK is London is where the linkages between a publicly supported non-profit these different systems are better organisation launched in Shoreditch understood, where digital technology is in 2010 to support the east London used to better integrate these different tech cluster. In April 2014, they handed systems, and London as a whole works over promotion of London’s tech sector more efficiently as a result - for the to London & Partners to take on a benefit of its inhabitants and visitors. national role, but still promotes the London tech sector as part of their • SME: Small to medium-sized work to promote the tech sector enterprise, a company with no more of the UK. than 250 employees. • TfL: Transport for London is the local • Talk London: Talk London hosts online government body responsible for the discussions, polls, live Q&A events, majority of the transport system in surveys and focus groups - discussing Greater London. a wide range of topics from improving standards in the private rented • Twitter: Social networking and sector to cyclist safety around HGVs microblogging service utilising instant (heavy goods vehicles). Through the messaging, SMS or a web interface. community, Londoners are taking part in policy conversations to generate • Ultrafast Broadband: Broadband new ideas. We can also consult service with downloading speeds of at Londoners on our ideas to make sure least 100Mbps and uploading speeds that policies are responsive, effective of at least 50Mbps. This is most often and resonate with communities. delivered by fibre to the premises (FTTP). • Team London: The Mayor’s volunteering programme for London, • Wifi: A facility allowing computers, Team London makes it quick and easy smartphones, or other devices to for Londoners to give their time, find connect to the internet or communicate volunteer opportunities and do great with one another wirelessly within a things for their city. particular area.

• Tech City: Also known as Silicon • Wifi Hotspot: A public place where a Roundabout. A number of digital wireless signal is made available so and creative small to medium start- that the internet can be accessed. up companies have established themselves around the Old Street roundabout and Shoreditch areas. In just three years, the originally small