Manchester Connected Health Ecosystem
#GM Digital: Developing Skills &
Infrastructure
Thursday 19th October 2017
0900 - 1300
MSP Citylabs, Oxford Road, Manchester
Wifi Username: FREE_MSP_WIFI
@Man_Inf @healthinnovmcr @ECHAlliance #McrEcosystem
The Global Connector
www.echalliance.com / [email protected]
European Connected Health Alliance Bringing together the future of Health, Social Care & Wellness
Driving new ways of working through Connected Health
Ecosystems
About ECHAlliance
Registered as UK Community Interest Company (Not for Profit organisation)
3
550+ member organisations Companies, policy-makers, researchers, health & social care providers,
patients, insurances, investors, etc.
16,000+ individuals as a community
International Network of Ecosystems
A reach into 39+ countries Europe, USA, Canada, China
International Events
Connector Digital Platform www.echalliance.com
Innovative Projects with MAP expert services
ECHAlliance Ecosystems: basic principles
• Geographic zone
• Multi-stakeholders – open to all
• Permanent with regular meetings
• Shared strategy & action plan
• Light Governance
• Member of an International network
• Patients / Citizens at the centre
Existing Ecosystems
Czech Republic
England - Manchester
England - North West Coast
England - London
England - Yorkshire & Humber
Estonia
Finland - Oulu
France – Nice PACA
Greece
Northern Ireland
Poland – Warsaw
International Network of Ecosystems 100+ quarterly gatherings per year
Republic of Ireland
Scotland
Slovenia
Spain – Valencia
Spain - Galicia
Spain – Catalonia
USA - New York
Canada - Ontario
Launching in 2017
Austria
Belgium
Canada
Croatia
Denmark
Finland
France
Germany
Netherlands
Spain
Wales
The Global Connector
NORTH AMERICA &
CANADA
CHINA
EUROPE
To provide a platform for stakeholders, responsible for a given topic area, to meet, promote
and advance their work across the ecosystem network, therefore maximising knowledge
sharing and best practice.
ECHAlliance Working Groups
Groups are open to all ECHAlliance members – contact [email protected] for details.
Medicines Optimisation Group
Chair: Mike Scott, Head of Pharmacy & Medicines Management, Northern
Health & Social Care Trust, Northern Ireland
eHealth Strategy Group
Chair: Ain Aaviksoo, Deputy Secretary General E Services & Innovation,
Estonian Ministry of Social Affairs
Mental Health & Wellbeing Group
Chair: Matthew Hotopf, Director South London & Maudsley NHS
Foundation Trust & Professor of General Hospital Psychiatry, Kings College
London
Events, workshops,
webinars manager
Professional
Social Network &
Community
Database (profiles, connect)
Marketplace & Showroom (solutions/projects presentations, tenders, calls of projects,
business opportunities)
Communication
tools Collaborative working
tools (shared docs, chat/email tool…)
Intelligence tool (market data & analysis, case studies,
assessment results, educational/training
content, publications)
ECHAlliance CONNECTOR provides
Visit www.echalliance.com
European Connected Health Alliance Bringing Together the future of Health, Social Care & Wellness
www.echalliance.com / [email protected]
Contact Brian O’Connor, Chair, [email protected]
Damian O’Connor, COO, [email protected]
Mikaela Nordenfelt, Ecosystem Network Coordinator, [email protected]
Manchester Connected Health Ecosystem
Emma Cheshire
(The Growth Company)
#GM Digital Action Plan
Manchester Connected Health Ecosystem
John Steward
(GM Combined Authority)
Digital Infrastructure Priorities
Group Discussion & Refreshments
What are the opportunities & use cases that can be delivered
through becoming a Full Fibre Connected City Region, and what
needs to be done to achieve them?
• Understanding the level of demand?
• Asset mapping?
• Funding support required / leveraged?
@Man_Inf @healthinnovmcr @ECHAlliance #McrEcosystem
Manchester Connected Health Ecosystem
Carmel Dickinson
(Manchester Informatics)
CityVerve IoT & Bee Active
Manchester Connected Health Ecosystem
Mia Belfield
(GM CHC)
City Moves
Manchester Connected Health Ecosystem
Future Events
Manchester Connected Health Ecosystem
Innovation in Collaboration – How Manchester's universities can power
northern tech (National Graphene Institute)
Weds 8th November 1400 – 17:30 - https://tinyurl.com/yb6m6u4x
PwC, Alder Hey Children's Hospital and IBM Hackathon: Artificial
Intelligence in Health (PwC Spinningfields)
Thurs 30th Nov & Fri 1st Dec - https://tinyurl.com/ybe2mu5r
Innovation in Health and Life Sciences - Round 3
Closes 6th Dec 2017 - https://tinyurl.com/ycfg9ftf
European Connected Health Alliance Bringing needs and solutions together for the Future of Health
International Network of
Permanent Connected Health
Ecosystems
Service and Support Package
non-profit organisation
600+ member organisationsCompanies, policy-makers, researchers, health & social care providers,
patients, insurances…
16,500+ experts
international
eventsGlobal Connector
www.echalliance.com
projects &
expert services
who
whatcommunication
dissemination
& networking
40+ countriesEurope, USA, Canada, China
international network
of ecosystems (100+ ecosystem meetings a year)
where
About ECHAlliance
ECHAlliance Ecosystems: basic principles
• Defined Geographic zone
• Permanent Multi-stakeholders
community with regular meetings
• Shared strategy & action plan
• Lead with the need
• Identify solutions
• Focus on deployment and
implementation
• Member of the International
network
Ecosystem Commitment
Participate in coordinators call
Share ECHAlliance Newsletter
Provide ECHAlliance slot to share updates in every ecosystem meeting (video, ppt or presentation)
Integrate sentence “ A member of the ECHAlliance International Network of Ecosystems”
Use ECHAlliance Logo
Communicate confirmed Ecosystem meetings dates
Provide Feedback of Ecosystem meetings
Give Regional updates
ECHAlliance Services & Support
Services & Support
Support of Ecosystem
set-up & manage-
ment
Communication
Online Connector
Networking
Intelligence
Promotion
What services and support do
the ECHAlliance provide and
what are the conditions?:
Fee-based
• Optional, beyond standard inclusive membership
Complimentary
• Automatically included for Ecosystem members
Service and Support: Set-up & management
Service &
SupportFREE OF CHARGE FEE-BASED
Support of
Ecosystem set-
up &
management
• Facilitate Ecosystem quarterly meetings
• Facilitate International Working Groups
• Suggest agenda topics
• Identify speakers
• Advise Working Group
• Manage regular one-to-one calls and
Coordinators’ calls
• Support definition of local
digital health strategies
and initiatives fostering
digital health innovation
• Provide access to webinar
facilities
• Attend and report back on
meetings for ECHAlliance
team members (note: no
fees charged, only
expenses)
Service and Support: Networking
Service &
SupportFREE OF CHARGE FEE-BASED
Networking
• Organise tailored events
• Support Ecosystems
companies to identify
business opportunities in
Europe
• Arrange study trips to
other Ecosystems
• Dedicated partner
searches for projects and
tenders
• Organise networking opportunities (at
conferences and other events)
• Facilitate partner searches for projects
• Benefit from the Coalition of the Willing
partnership
• Benefit from opportunities presented by
joining the International Working Groups
Service and Support: Communication
Service &
SupportFREE OF CHARGE FEE-BASED
Communication
• Provide monthly newsletter
• Write daily updates of news on the
Connector and social media
• Promotion through ECHAlliance media
partners
• Publish tweets on Ecosystems
• Join ECHAlliance Linked-In page
• Write press statements
• Facilitate media contacts
• Design specialised
presentations
Service and Support: Promotion
Service &
SupportFREE OF CHARGE FEE-BASED
Promotion
• Promote and market the Ecosystem through
Connector Platform and at events
• Provide speaking slots to Ecosystem partners
across the network
• Provide space for EIP-AHA Reference Site
profile raising
• Draft internationalisation
strategies
• Proactively promote
Ecosystems and/or
achievements
Service and Support: Intelligence
Service &
SupportFREE OF CHARGE FEE-BASED
Intelligence
• Inform on project and tender opportunities
• Exchange of best practice
• Gathering of regional/national strategic
priorities in a matrix
• Monitor shared interests
• Distribute and upload publications, market
surveys, articles technology trends etc.
• Carry out market studies
• Perform Stakeholder
mapping
• Draft policy analysis
Service and Support: Connector
Service &
SupportFREE OF CHARGE FEE-BASED
Connector
• Provide an Ecosystem profile on the
Connector (ECHAlliance website)
• Access to a professional Social Network &
Community database (+16 500 professionals)
• Access to marketplace & showroom
• Access to Intelligence tool
• Access to collaborative working tool
Showcasing examples
• While a number of regional clusters, networks and ecosystems already exist inthe country concerned, the ministry wanted to identify how they can supportthem to be more successful in scaling up solutions and initiatives, learn fromgood practice in other regional ecosystems across Europe, as well as createexport opportunities for SMEs.
Quick Scan of European Ecosystems for eHealth Solutions &
Services
• The Study explored international examples of third party integration withpublic health information systems. ECHAlliance used its international networkto identify and engage with six regions with lessons for Estonia in terms ofintegrating third parties with public health information systems.
Study of Third Party Integration with Public
Health Systems
• ECHAlliance is currently working closely with the Estonian Government astheir Strategic Partner for the presidency and also in the organisation of theDigital Health Society Conference in October 2017. This includesdevelopment of the programme, organisation of speakers and agenda as wellas preparation of the sponsorship packages.
Strategic partner for the Estonian
Government’s presidency and eHealth
Conference, October 2017
www.echalliance.com / [email protected]
ContactMikaela Nordenfelt, Ecosystem Network Coordinator, [email protected]
European Connected Health Alliance Bringing needs and solutions together for the Future of Health
#GMDigital Emma Cheshire
Tech and Innovation Advisor, The Growth Company
1
Greater Manchester’s CDT Economy – key facts
2
• There are 7,500 – 8,000 digital and creative businesses in Greater Manchester
• More than 54,000 people are employed in the sector
• They generate more than £3bn in economic output for the conurbation, making
Greater Manchester home to the largest digital and creative cluster outside
London
• There are 15,000 creative, digital and IT students at the region’s four universities
• Nearly 1,600 tech start-ups formed in Manchester in 2016
• Greater Manchester is in the top 20 European digital cities
• Our operational costs are 40% lower than London
#GMDigital Context
3
• Greater Manchester Mayor Andy Burnham elected 5 May 2017
• Digital a key pillar of his manifesto
• The challenge:
“We should be UK’s leading digital city and in the top five in Europe.
I want you all to drive it.”
• Digital Summit on the 6 July, within 100 days of his election
4
• 250 people engaged across three venues
• 16 incredible speakers across three panels
• 24 breakout sessions based on topics voted for on the
day
• 100+ ideas developed from the day
• 30+ facilitators and scribes
• #GMdigital trending on Twitter in Greater
Manchester
• A huge amount of energy and goodwill!
6 July Digital and Tech Summit
Post Digital Summit
5
• #Gmdigital Twitter & website set up
• Call for participants to help shape an action plan
• 5 Working Groups
• GMdigital Steering Group (Chaired by Cllr Richard Farnell)
• Second Digital Summit 8 Dec 2017
Working Groups
6
• Inclusion
• Communications and Marketing
• Economic Growth and Productivity
• Infrastructure
• Skills, Talent and Apprenticeships
• H&SC Digital Collaborative
• GM-Connect
GM-Connect Governance
GM-Connect Leadership
Group
Action Plan Working Groups
#GMdigital Steering Group
CA, Linked Portfolio, Industry Reps, TFGM, Academia
GMCA Digital Portfolio Local Economic
Partnership
GM Digital Infrastructure
Group
Economic growth &
productivity Group
H&SC Digital Collaborative
Board
Chair: Richard Farnell Supported by: Andy Burnham Lead Officer: Margaret Asquith
Industry groups… Advising &
contributing
Reporting & delivering
Cllr Richard Farnell
Skills, Talent and Apprenticeships
Group
Universities / Higher Education /
Schools
Special Advisors
#GMdigital Coordinators Group
Digital Inclusion Group
Comms & Marketing
Group
Phil Swan Emma Cheshire Adele Reynolds John Steward Adele Reynolds Helen Wilding Stephen Dobson
Public sector reform enabler programmes
: Lead Officer
Phil Swan, Gareth Williams, Emma Cheshire
Curious residents, businesses, academia and public sector
Communications and Marketing (19 Oct)
8
Defining the challenge and the opportunity for Marketing #GMDigital including:
• Who are we marketing to?
• What is the messaging?
• What does good look like?
Tactics: • If the current measures are no longer relevant should we create our own?
• Should we build a market place through developing an International Conference?
Economic Growth and Productivity (26 Oct)
9
• Digital Ecosystem Management team
• 2019: Year of Manchester-Internet of Things
• Provide business support advice in locations where actual/wannabe entrepreneurs already are
• Commit to a target of max 6 weeks to spin companies out of GM HEIs.
• GM Unis change policy on IP.
• Bid to Govt to become a Creative Industries Hub
Inclusion (30 Oct)
10
• Widen scope to cover some of the wider barriers to digital inclusion; motivation, confidence & access/infrastructure.
• In most GM boroughs c10% of people have never been online – therefore need a strong focus on improving access – ideal would be free wifi accessible anywhere in GM.
• Digital exclusion correlates strongly with social exclusion – need to find ways to engage vulnerable/excluded groups
• It was felt that there is a gap in insight about the digital inclusion needs of GM residents.
• Potential Case Study: Salford have been working with the Good Things Foundation to develop a transformational digital exclusion programme targeted on excluded residents
• Many large private sector employers have an explicit commitment to digital inclusion and significant resources that can be leveraged as part of a wider approach/programme. How to leverage this?
• Potential to consider adding a digital clause into GM social value arrangements. When procuring contracts we could ask companies to offer digital support to communities.
Skills, Talent and Apprenticeships (31 Oct)
11
SHORT MEDIUM LONG
SUPPLY
Intensive coding bootcamps – additional funding (scholarship/loan) to attract talent from communities which wouldn’t otherwise benefit: low income, unemployed households; family poverty; disabled people. Wrap around support & living costs to be provided for those who need it;
Scale up non-traditional digital learning – developing skills and confidence through ‘digital making’. As a direct route to young people and local residents.
#Manchester Greater – collaborative event platform for CDT learning activity. Expand to promote digital careers, include apprenticeship and job vacancies across GM & engage more employers;
Industry placements for computer science graduates & students at college.
Teacher CPD – CPD industry opportunities for those teaching computing;
Talent Pipeline – digital businesses working with schools to increase knowledge & interest in careers in digital & support for young people to pursue (add value /link to Bridge GM & existing careers networks)
Digital Passport –creation of a digital passport for young people & adult learners that allows them to demonstrate their skills and has currency with GM business;
Teacher Training – work with GM Universities to embed digital as a core element of ITT.
DEMAND Talent Attraction – create a compelling narrative about #GMdigital & raise the visibility of career opportunities in GM to attract talent to work here;
Business to Business share talent so that the CVs of potential recruits who have been assessed & appointable by one business, can be shared with another business recruiting similar skills;
Apprenticeship levy – utilise the levy to scale up digital apprenticeships and explore ways to train additional talent for the supply chains and non-levy payers.
Infrastructure (7 Nov)
12
• Make Greater Manchester a full fibre connected city region as quickly offering the highest possible fibre to the premises speeds (1Gbps+) to all GM town and city centres and business parks.
• Place GM at the forefront in mobile incl. roll out of next generation 5G mobile technology.
• Deliver fixed superfast broadband at min. speeds of 25Mbps across all GM by 2020.
• Deliver ubiquitous wifi across all GM city centres and town centres.
Engagement model
7th July 8 Dec Aug Sept Oct Nov
Leadership Group meetings
Steering Group 22 Nov
Wider engagement groups
Comms
Physical Virtual
#GMdigital
Summit 2.0 Action plan and strategy
Draft action plan Opportunity consideration
Refined action plan
Get Involved:
• Use the #GMDigital tag when Tweeting digital news in GM
• Review Digital Summit Proposals :
www.greatermanchester-ca.gov.uk/info/20153/digital_city_region
• Feedback to : [email protected]
14
Determining the Digital Infrastructure
Priorities for Greater Manchester
1
#GMdigital
Ambition Everywhere, affordable, competitive, future proofed digital infrastructure - A place where connectivity bandwidth is never a barrier. Digital connections would be available anywhere at any speed you need – when you need it; how you need it and, At a price and quality that provides a significant competitive edge internationally. …. embedded within the Greater Manchester Strategy …. informing the policy in the GM Spatial Framework
2
What do we mean by Digital Infrastructure?
• Fixed connectivity (e.g. Superfast broadband or fibre to the premises, ducting assets)
• Over the air connectivity • Current 4G and next generation 5G mobile
connectivity • Wifi • Radio/microwave
3
Government Policy and Funding
Government wants to stimulate investment by smaller providers to create competitive open full fibre networks in the UK with a clear path to national fibre coverage within a decade
• £1.14bn funding for full-fibre and 5G (Budget 2017). • £200m Challenge Fund to stimulate “local full fibre networks” and business
connection vouchers to encourage take up (LFFN) – 130 EOI’s received
• “First wave projects” that pioneer different approaches recently announced – includes Tameside in GM
• £400m for the Digital Infrastructure Investment Fund (DIIF) grant and loan fund + matched private funding
• Funding available for 5G mobile testbeds
4
Fibre coverage to premises in OECD nations
GM Mayor Digital Summit – Top issues
• Public, private (incl. SMEs) and community role to aggregate public and private sector demand and assets to accelerate fibre investment
• Better co-ordination and incentives on companies in terms of putting fibre in the ground.
• Need to find ways to build in high quality standards of digital infrastructure from the outset, including resilience/cyber security.
• Need to ensure that all residents and businesses have access
• Digital Infrastructure Group with private sector representation should be established to oversee
6
Draft Digital Infrastructure Priorities
1. Make Greater Manchester a full fibre connected city region as quickly
offering the highest possible fibre to the premises speeds (1Gbps+) to all
GM town and city centres and business parks.
2. Place GM at the forefront in mobile incl. roll out of next generation 5G
technology.
3. Deliver fixed superfast broadband at min. speeds of 25Mbps across all GM
by 2020.
4. Deliver ubiquitous wifi across all GM city centres and town centres.
Draft GM Digital Infrastructure
Implementation Plan
8
9
A. Public sector demand
Aggregation pilot implemented
with plans in place for full FTTP
coverage in all GM public
sector buildings,
key business parks
and GM town and city centres.
C. 100% broadband
coverage in GM with
min. speeds of 25mbps
D. Number of GM citizens
online exceed the UK
average.
B. GM selected
for early stage roll out of
5G mobile.
E. Free high speed
wifi across GM City and
Town Centres
2017
2. Place GM at the
forefront of next
Generation 5G
mobile roll out
4. Deliver
ubiquitous free wifi
across all GM city
centres and town
centres
1. Build a world
class full fibre
connected City
Region offering the
highest possible
speeds
2018 2020 OUTCOMES PRIORITIES
Implement large scale public sector aggregated demand UK demonstrator as an anchor
to accelerate market investment in fibre networks supported with DCMS funding
Access Local Fibre Networks DCMS funding and other funding to establish fibre voucher scheme in GM
for businesses to leverage private sector marketing capacity in driving FTTP demand
2019
3. Deliver Superfast
Broadband
coverage across GM
LA develop standardised wayleaves to accelerate BT Openreach and Virgin Media roll out of Ultrafast and
Lightning Fast 300Mbps products.
GM Lightning fast Virgin coverage y -
Fibre to the premises (FTTP) for new build adopted as GMSF policy / LAs develop Standardised wayleaves to
Accelerate commercial investment by BT and Virgin Media in FTTP coverage and other providers in GM
GM model options developed through Digital Infrastructure Steering Group to address
remaining gaps in town and city centres including public sector provision, joint
ventures and exploring with BT the potential to turn existing phone
boxes into wifi hot spots.
Public sector to use demand aggregation to accelerate
the private sector investment in our fibre networks
to make GM a more attractive proposition
for early 5G roll out
Develop and implement model options to address the remaining gaps in
superfast broadband provision including Universal Service Obligation.
BT implement BDUK programme to deliver
99% Superfast across GM by Dec 2017
Working with mobile providers develop and
submit Challenge Fund bid to DCMS for proof of
concept 5G demonstrator in GM.
Local authorities to
evaluate current public
wifi coverage and key
gaps in provision
CURRENT POSITION
BDUK and LA funding will deliver
superfast broadband to 99% of GM by
Dec 2017. It
is estimated that current Broadband
take up in GM is 42% (internet by
mobile is 66%).
Provision of public wifi coverage is
good in places but also patchy. Where
there is coverage most providers
require pre-registration and provide
only limited free time.
5G standards not agreed
internationally – early focus on R&D
pilots and preparing the ground. GM
well placed with full public sector
assets data– Improved coverage of
fibre networks will support 5G rollout.
Current very high speed connections
(fibre to the premises) are available at
a cost – early demand is from large
businesses and organisations who can
afford construction costs. BT
Openreach coverage is currently in
the region of 2%.
Build on established projects and work with market to accelerate
broadband take-up with focus on the disadvantaged
GM identifies with BT the final 1% not covered
by Superfast Broadband
TIMESCALE
GM Digital Infrastructure Implementation Plan (draft)
1. World Class Full Fibre Connected City region
Use of public sector demand and asset aggregation for full FTTP coverage in all GM public sector buildings – and accelerate investment in key business parks and GM town and city centres.
• Tameside Co-operative pilot
• Bid to Government Full Fibre Challenge Fund
10
2. Position for Next Generation 5G Mobile
Full fibre will support future roll out of 5G…
• Speeds of up to 1Gbps will transform mobile communication
• Spectrum auction Autumn 2017
• International standards agreed by end of 2017
• Government keen to fund themed testbeds and trials (e.g. robotics, IoT) – Launched in Autumn 2017 – funding from 2018/19
• Opportunity to explore potential public/ private consortia with interesting “ideas” backed by a sustainable business plan.
11
3. Deliver Superfast Broadband for all in GM
• Minimum 25Mbps connections for all GM by 2020
• 99% coverage in GM in 8 Las by March 2018 – 97% Salford/Manchester
• We know where the gaps are: https://mappinggm.org.uk/gmodin/?lyrs=v_ofcom_fixed_network_postcode#os_maps_light/10/53.5253/-2.2847
• Draw from best practice across GM including – community broadband; parish Council precept; Gigaclear; USO
12
4. Public Wifi in all Town & City Centres
•Currently variable across GM – needs be ubiquitous and ideally free
• Some still require pre registration and limited to 30 minutes free
•Could it become a demand aggregation/ public asset access dividend?
13
Full Fibre Networks – GM Expression of Interest
14
Building a world class full fibre connected city region
• Use of aggregation of public sector demand to leverage private sector investment to in connecting town & city centres and business parks
• Take advantage of Metrolink and National Rail and other public assets to reduce costs of roll out
• Full fibre business voucher scheme to accelerate take up
Application of Government funding to deliver full fibre roll out further and faster than could otherwise be achieved.
15
Outline of GM EOI Response (1) Use of Public Sector Demand Aggregation to drive Market Investment
• Separation of infrastructure from services in future contracts
• Procurement of infrastructure (up to 20 years) through Framework
• Proven ability to leverage wider investment in other cities
• Health & Social Care (N3), Fire Service and some local authorities with contracts expiring within programme period
• Estimated size of early public connectivity contracts up to £15m/year
• Could leverage up to £250m private investment
• Aim to fibre connect all town centres and business parks in GM.
16
Outline of GM EOI Response (2)
Leverage Core Public Assets
• Support to invest in fibre and ducting on Metrolink & National Rail
• Collaboration through GM Road Access Permits working with utilities to lay fibre ducting on an opportunist basis for major road work
• Open up discussions with Highways Agency and Canal & Rivers Trust
Support through early development of GM Standardised Wayleave
17
18
19
20
Outline of GM EOI Response (3)
Gigabit Voucher Scheme
• Drive fibre demand through Gigabit Voucher Scheme - aimed at connecting at least 5,000 businesses in GM by 2020.
• Targeted at 15,000 businesses in clusters in TCs, City Centres and Business Parks.
• Proposed to use business support services to aggregate demand to maximise economies of scale.
21
EOI Outcomes • The delivery of fibre to the premises open access network to all
major GM businesses parks and town and city centres.
• Leverage of up to £250m private sector investment in delivering fibre to the premises over the next three years.
• 5,000 GM businesses taking up fibre connected services through voucher scheme by 2020.
• Market competition in full fibre infrastructure leading to substantial reduction in the costs of fibre connections
• Transformative impact on devolved Health and Social Care, Fire Service & LAs in GM
• A fast growing fibre network that readily positions GM for 5G roll out from 2020.
22
Indicative funding ask…
• Accelerating wider benefits from public sector demand aggregation and tactical co-public sector investment to improve network proximity to priority areas - £24m
• Investment in core public assets – Metrolink and National Rail & opportunist ducting - £6m
• Gigabit Fibre voucher scheme - £10m
Total £40m
Formal invite to bid expected end of October
Deadline likely to be December
23
Proposed Next Steps
• Refine Draft Plan – involve other key people identified in the meeting through one-to-one discussions over the next six weeks.
• Initiate key workstreams: • Full Fibre Challenge Fund Bid Group meeting on 20th Sept.
• Meeting of Local Authority District Leads Group on 26th Sept
• Establishment of Wayleave / “One Dig” Group
• Finalise GM Digital Infrastructure Plan for 2nd Mayor Digital Summit in December.
24
Digital Infrastructure Leadership Group
GM Infrastructure Advisory Group
GM Digital Infrastructure
Challenge Fund Bid Group
Broadband Gaps
Actions/ Accelerating Take up/wifi
Standardised Wayleaves / ducting road permit Group
5G Mobile Pilot Group
Planning Policy for
new development
GM Digital Strategy Steering Group
GM LEP GMCA / GM Mayor
STRUCTURE
Public sector roles in driving full fibre investment
Co op Model
26
Public sector invests in infrastructure for its own use Public sector aggregates its connectivity demand up
to 20 years to get best possible price and added value.
Public sector assets vested in Co op and private sector brings its own assets to extend open network
Private sector uses public sector as an anchor contract to borrow and invest more widely at the same time
Pioneering Model developed by Tameside with £1.3m public investment
Model implemented by in York, Peterborough and Edinburgh
Demand Aggregation Model
CityVerve Internet of Things Cities Demonstrator
• IUK funded 2 Year programme • £16M investment • 21 delivery partners • 2km2 Innovation corridor
• 23 interconnected Use Cases within 4 Themes
• Energy & Environment
• Transport & Travel
• Culture & Public Realm
• Health & Social Care
Health & Social Care Continuum
Patients Self- Managing a
Chronic Condition at
home: accessing primary and
community care with
exacerbations requiring
Emergency Care
Citizens rather than Patients:
at risk of physical and
mental health problems due
to poor Lifestyle Choices e.g.
Inactivity, Obesity, Smoking
Frail and/or Elderly patients living at
home of in residential care: accessing regular
care from neighbourhood team
with frequent exacerbations
requiring Emergency Care
Community Wellness
“BeeActive” encouaging physical activity to tackle preventable, costly chronic conditions such as diabetes and heart disease upstream before they emerge.
Increased Physical Activity “BeeActive”
• Target cohort:
• People who live, work and study in the Oxford
Road Corridor
• Local schoolchildren and their parents
• IoT technology
• Participants own smartphones
• Community wi-fi with hyper-local content
• iBeacons for contextual information
[email protected] Charlotte Stockton-Powdrell [email protected] #BeeActive @Man_Inf www.manchester.ac.uk/informatics
Greater Manchester Combined Authority – Greater Manchester Connect (GM-Connect) Briefing
2© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
DATA SHARING FOR DEVOLVED MANCHESTER
GM will use these two lenses to evaluate the impact of public service reform across the range of outcomes it aims to achieve including better outcomes for residents, reduced demand for services and the fiscal savings that result
The continued ambition of the Greater Manchester Public Service Reform programme is to provide the leadership, supporting processes, and insight from data to integrate public services more effectively so that they better and more efficiently meet the needs of individuals, families, and communities. A key enabler is more transparent, holistic and systematic data sharing between public service organisations. This would allow GM to:
By developing a more in-depth understanding of current needs within the population and the drivers of demand on public services, we can enable more effective targeting and more efficient use of resources
Create a holistic view of the individual and family
By understanding GM residents in the context of their lives and communities, GM can deliver the most appropriate services at the right time. Sharing data and information day to day supports the holistic assessment, triage, and integrated multi-agency case management
Use a place based method of delivery
Create human and economic impact
GM will use data and process change to strengthen GM’s focus on place based delivery and create a sense of context and coordination at the GM, Local Authority, and neighbourhood level. This creates the flexibility to realise economies of scale and shared capabilities whilst strengthening the ability to use locally driven services
Focus on early intervention and
prevention
3© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
A POTENTIAL VISION FOR MANCHESTER
■ Develop a more in depth understanding of current needs within the population and drivers of demand on public services and therefore more effectively target our resources;
To create value and insight across GM: supporting improved and more efficient services and improved outcomes, for GM and residents, by breaking down information silos and barriers to sharing data.
■ Gain insight into the trigger points and risk factors for dependency on services and identify complexity of need early so we can use this understanding to better target early intervention and prevention services;
■ Share data and information day to day to support holistic assessment, triage, and integrated multi-agency case management;
■ Evaluate the impact of public service reform across the range of outcomes we aim to achieve, on reducing demand on services in GM and the fiscal savings as a result.
Specifically to :
4© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
WHAT ARE THE STRATEGIC PRINCIPLES?
In order to deliver this vision, a new function will need to be created that should operate to a set of agreed strategic principles. The proposed principles are to
1 Assign clear accountability for leading information sharing
2Start with the premise of a duty to share equal to a duty to protect
3
Establish a user centric (resident and worker/authorities) approach to service delivery
4 Support a place based approach to service delivery
5 Increase and manage secure accessibility of data and information
7 Utilise modern and flexible methods and technologies
8 Be outcome led to ensure a focus on valueand impact
9 Minimise duplication and encourage re-use
10 Drive a single comprehensive view and common understanding of the data and approach to sharing
11 Align with and enable Greater GM’s ICT and Digital strategies
6
Build trust and confidence between residents, communities and local authorities
12 Leverage value by extending data sharing to include Open Data
5© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
WHAT WILL THE FUTURE LOOK LIKE UNDER GM-CONNECT?
Priority area Description
Ser
vice
s Cross GM insight and coordination
Common data standards and sharing agreements across GM, alongside comprehensive data catalogues and business intelligence applications to analyse data will mean faster, more precise interventions
Resources optimisation Demand planning and management is optimised through cross service forecasting, while real time information informs decision making to provide services in a more timely manner at lower cost
Employee development A workforce empowered by data sharing capabilities will use these insights to deliver better outcomes. This streamlined approach will help make workloads more manageable and enshrine a data sharing culture
Wor
kers
Holistic view of resident information
Workers will have access to an integrated, holistic view of residents’ data across GM in real time; allowing for a more personalised, better targeted approach to support
Using data to gain insights Workers will be notified of important case information as it arises, as well as using data to establish trends, identify patterns, map relationships and test scenarios in the context of those who need help
Public services collaboration A resident centred approach will be supported by collaboration tools, allowing data and case management to be shared for complex residents through a simplified data sharing agreement and change in culture
Event based alerting Changes, events and emergencies can be relayed across GM in real time, improving conurbation wide responses, as well as a more specific, resident focused alert for case workers of more complex residents
Remote access to information through mobile devices
Workers will view and update real time information via online portals, mobile devices and event alerts, improving context and effectiveness to create better outcomes, more collaboration and reduced costs
Res
iden
ts
Multiple ways to interact with government
Residents will have a better understanding of the services available to them, ensuring they get the services that they need to suit their situation, all in a more manageable and timely manner
Single view of self Residents will interact with GM in a faster and more convenient way, using a number of different channels, both digital and physical, to do so
Single, consolidated view of key information
Residents will only need to provide their core information once, retaining the ability to view information that GM holds on them in real time
Ability to securely manage own information
Residents will be able to take ownership of the information that GM holds about them in a simple and safe manner, amending out of data information quickly and able to opt out of data sharing if they wish
6© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
WHAT IS THE GM-CONNECT OPERATING MODEL?
GM-Connect will own the data sharing mandate for Greater Manchester and will deliver practical cross GM solutions for case workers and residents to access and analyse data. The GM-Connect operating model is represented below:
Set vision strategy and principles
Accountable for overall GM-Connect delivery and benefits realisation
Resolve escalations
Executive steering committee
Health and social care
Local authorities
Housing providers
Community safety and justice
Employment and skills
User needs input through regular communication and engagement intoGM-Connect
Practical guidance, expertise and capabilities out of GM-Connect
GM-Connect Programme Delivery
Governance
Information governance ■ Data
stewardship■ Define
information sharing path
■ Streamline process for sharing data
■ Duty to share■ Privacy and
consent
Technical governance■ Data governance
(how to share data technically, exchange, classify and steward according to master data management)
■ Data quality■ Enterprise
security
Programme governance■ PMO■ Funding and
financial management
■ Risk management■ Benefits realisation
Develop capabilities ■ Gather and
confirm data sources
■ Implement and maintain common resident index
■ Build and maintain portals
■ Implement use case
Provision of data intelligence services ■ Data insight,
research and analytics
■ Provision of access to data
■ Service operations
GM-Connect across GM
How GM-Connect will help public services bring data sharing to life ■ Provision of operational GM-wide data sharing services e.g. worker portal, data intelligence tools.■ Guidance about what can be shared and how.■ Provision of data intelligence and research.■ Help with selecting and evaluating data sharing opportunities.■ Funding to deliver non-GM wide initiatives within a specific public service.■ Training and expertise in data sharing and data analytics.■ Stakeholder engagement and lobbying for a data sharing agenda.
Data Insight ServicesInnovation and Engagement
Driving Innovation■ Create use cases ■ Use case
assessment■ Prioritise
use case■ Demand
management■ Administer
innovation fund
Stakeholder Engagement■ Worker, resident
& public authority engagement
■ Stakeholder management and communications
■ Training and development
■ Leadership and culture change
7© 2016 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity.
DELIVERY THEMES FOR GM-CONNECT As GM-Connect has started engaging with the stakeholder community, four common themes have arisen that encapsulate the ambitions and capabilities of GM partners. Below, we have gathered examples of some of the early opportunities that fit within each theme. We have looked to prioritise them below in terms of what is deliverable in the next six months.
Information Governance
GM-wide data sharing
agreement
NHS Morecambe Data Sharing Automation
Case Worker and Resident Services
Trans LA Pupil Data
Mental health data to police
Fire service use case (Cheshire)
Expansion of electoral
register
Victim support portal
Leveraging Current Capabilities
DatawellTrafford Care Co-ordination
Centre
Wigan Share to Care
GM-Portal
Near term
Near term
Near term
Long term
Long term
Long term
Technology Options/ Analytics and Monitoring
Near term Long term
Machine based learning
Social media monitoring
Wigan Place-based risk
stratification
Graphical visualisation
Person Centred Data Stores
GM Infrastructure & Growth Tool
8© 2016 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity.
MOBILISATION PLAN
01Formalise the vision and establish the lead roles of the organisation and programme. Establish governance mechanisms including funding
Conduct technology options analysis against GM’s data sharing technology requirements to determine the best build/buy/reuse option for GM
05
02Create detailed 100 day plan and rolling plan ongoing
Identify sample of priority use cases and datasets which can be used to pilot the GM Information Governance approach and facilitate real data sharing needs
06
03
07Consider HR/Staffing and Estate requirements including secondment opportunities using existing talent and capability.
Draft communication and stakeholder engagement strategy
04Mobilise the Information Governance workstream, leading to a pilot GM-wide Data Sharing Agreement
08Build relationships with Central Government to support the Executive Steering Committee and start to position GM as the lead shaper of effective data sharing
This presentation is made by KPMG LLP, a UK limited liability partnership, a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ("KPMG International"), a Swiss entity, and is in all respects subject to the negotiation, agreement, and signing of a specific engagement letter or contract. KPMG Europe LLP and KPMG International provide no client services. No member firm that is part of KPMG Europe LLP or any other KPMG member firm has any authority to obligate or bind KPMG Europe LLP, KPMG International or any other member firm vis‐à‐vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
KPMG LLP is a corporate body established under the Limited Liability Partnership Act 2000. Client names and statistics quoted in this proposal include clients of KPMG Audit Plc and KPMG LLP in the UK and KPMG member firms worldwide. Corporate finance services, including Financing, Debt Advisory, and Valuation Services, are not performed by all KPMG member firms and are not offered by member firms in certain jurisdictions due to legal or regulatory constraints.
The address of KPMG LLP is 15 Canada Square, Canary Wharf, London, E14 5GL.
© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved.
The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International Cooperative (KPMG International).
Produced by Create Graphics/Document number: CRT050677E