sheffield city region cdi overview
DESCRIPTION
Early Stage Overview of Sheffield City Region CDI Strategy for TechCity SheffieldTRANSCRIPT
Economic Transforma-on Our how to guide
Why do we need to act?
ECONOMIC GROWTH
INFRASTRUCTURE
VALUE CREATION and RETENTION
• It’s not happening • Growth is driven through SMEs and Startups • Environment to facilitate growth through technology is not present • Economy rebalancing needs facilita@ng to drive sustainability
• UK data centre provision is filling up • Exis@ng stock not fit for future cloud purpose • Next Gen development not widespread in UK • Nowhere to host G‐cloud • Not just about broadband
• 24% of world class IP created in UK, commercialisa@on of this is not high • High value jobs not being created by exis@ng investments
So what are the market failures? FAILURE CAUSE CONSEQUENCE Next genera@on data centre infrastructure being developed OUTSIDE of UK
We do not view data centres as we view broadband, difficult to develop via tradi@onal property development route
Largest elements of tech investment going offshore and not driving our own infrastructure development, IP drain as a result, core economic infrastructure sits outside our legal frameworks, equivalent of choosing to be a 100% energy client of other economies
Collabora@on model driving innova@on, spin outs and start‐ups NOT PRESENT
Historical approach of protec@ng proprietary IP, high cost approach to early stages of innova@on, University resources s@ll inaccessible “to all”, absence of appropriate governance model
Transforma@on / modernisa@on not happening fast enough or at all, cost savings not being captured and new economic growth not happening, talent moving to where the model present
Collabora@ve supply chain culture ABSENT
Absence of open collabora@ve innova@on approach, historical approach of protec@ng proprietary IP, absence of appropriate governance models
UK is uncompe@@ve where it need not be so, unable to supply to the scale required in global market forcing procurement elsewhere, innova@on heavily restricted in mature products / markets
Whole of the UK NOT seen as a technology cluster
Lack of understanding of the required scale to have a global market impact and a fragmented historical approach to academia, public sector, SMEs, corporates and also regions
BRICS countries growth driven market opportunity in technology sectors being lost
Access to funding model DOES NOT SCALE
Drama@cally over focused on debt financing which in and of itself kills innova@on, no formal links between funding levels and regional versus na@onal and infrastructure versus technology
Economic growth prevented, talent being driven away, risks too great for all stakeholders
BRAIN DRAIN is accelera@ng
All of the above Declining chance of economic turnaround quick enough to protect social and economic standing
The response
Accept we need to change what we’re doing
Priori@es must be readdressed to enable the growth
Policy framework must open up procurement and enable investment
Create Digital Factories of the future, today
Create the environment for Next Gen data centres to be built
UK is about to experience increased data centre demand
Spec building of Next Gen DC has ceased in the UK and most is being built by cloud players outside of UK
Enable the environment to build UK based and owned next genera@on data centre
Regenerate the economy through
Inward investment
Effec@ve IP ownership and commercialisa@on
Create innova@on clusters with collabora@on at their heart
Create the plaPorm for sustainable future growth
Capitalise on the public sector transforma@on opportunity
Enable growth sectors of Low Carbon, Healthcare, Crea@ve and Digital industries and Advanced manufacturing
Drive economic regenera@on through SMEs and startups with appropriate enablement
Growth through innova@on and collabora@on
GROWTH IS DRIVEN THROUGH SMEs and STARTUPS
NETWORKS, RELATIONSHIPS AND COLLABORATION
The majority of jobs each year in the UK are created by small firms. Out of a total of 2.61 million jobs created on average each year between 1998 and 2010 exis@ng small firms (less than 50 employees) contributed 34% (0.87 million jobs) while start‐ups contributed a further third (33%) – another 0.87 million jobs. NESTA: JOB CREATION AND DESTRUCTION IN THE UK 1998‐2010:
Collabora@on Programmes generate significant benefits for UK companies, through improved rela@onships and networks, access to new or significantly improved tools or methodologies and other forms of intellectual property BIS Innova@on and research strategy for growth – Dec 2011
11,000 businesses that generated 20% or higher average annual employment growth over a three‐year period were responsible for crea@ng 54% of new jobs
NESTA: Vital Growth 2011
For UK firms, being innova@ve is strongly associated with high growth, with innova@ve businesses growing twice as fast as non‐innova@ve ones. NESTA: Vital Growth 2011
Innova@on, growth and jobs
VC funding drives U.S. job crea@on and economic growth by helping entrepreneurs turn innova@ve ideas and scien@fic advances into products and services.
GROWTH IS DRIVEN THROUGH SMEs and STARTUPS The case of the US
US VENTURE BACKED COMPANY EMPLOYMENT 2000‐2010
US VENTURE BACKED COMPANY REVENUE 2000‐2010
* Venture Impact: The Economic Importance of Venture Backed Companies to the U.S. Economy
NATIONAL Hub and spoke network of innova@on clusters in all the Core Ci@es. Linked by collabora@on agreements and physical networks
TECHCITY UK Feeds from the Core City clusters and enables the globalisa@on of proposi@ons and inward investment facilita@on
Innova-on Hub
New data centre village infrastructure
Poten-al data centre loca-on
Glasgow
Edinburgh
Belfast
Newcastle
Leeds
SHEFFIELD
Nomngham
Manchester
Liverpool
Cardiff
Bristol
Birmingham
LONDON
Proposed UK collabora@on infrastructure
UK PLC business plan
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Why digital?
It’s not just about broadband LIMITING FACTORS
FIXED HOW?
• Efforts are primarily focused on high‐speed data networks for transforma@on • Limited planning and capability in na@onal digital infrastructure, outside of
the push to ‘high‐speed broadband’ • Opportunity for game changer to open future poten@al – need to complete
the digital infrastructure, rather than just have the ‘highways’ in isola@on.
• Government plays a substan@al role in s@mula@ng growth • No private sector en@ty will create the next genera@on datacentre
infrastructure required without Government lead in today’s climate • Combined approach of procurement, incen@ves and policy the key to
s@mula@ng the investments
Superfast Broadband Next Genera-on Data Centre
Developed Tech Ecosystems
Economic Growth Engine
+ + =!WE MUST CREATE THE END TO END TECHNOLOGY INFRASTRUCTURE
Digital drives transforma@on
Digital underpins the major business plan ini@a@ves for economic growth in the SCR and the country. It enables transforma@on and delivery in these and all other sectors.
Technological innova@on and new thinking in areas such as design, content or computer games manufacture. Strong cultural and crea@ve sector helps to make regions more aorac@ve places to live for highly skilled workers in other sectors.
CDI
Delivery of tele‐healthcare and the ability to develop new mechanisms for remote diagnos@cs are underpinned by digital technologies. Effec@ve broadband networks are also an integral part of developing new healthcare tech.
Healthcare
Digital technologies are an integral part of transi@oning to a Low Carbon economy by • replacing goods and services with virtual equivalents
• offering virtual technologies that allow online shopping, teleworking and access to online public services.
Low Carbon
Allows simula@on and op@misa@on of advanced manufacturing techniques and processes, such as • Rapid Manufacturing, • Computer Numerical Control and Virtual Manufacturing.
• Concurrent and Collabora@ve Product Development.
Advanced Manufacturing
Digital drives open collabora@on and results
CLOSED • Linear and slow • Proprietary knowledge • Ideas as strategic
advantage • Mentors • Learn by reverse‐
engineering • Progress by shoulders
of giants • Wisdom of experts
CROSS SECTOR Enables cross‐selling and cross‐fer@lisa@on between industry segments
PUNCHES ABOVE WEIGHT Establishes the proposi@on of “sum of the parts = greater than”
INNOVATION READY Open collabora@on between all par@es s@mulates innova@on
EFFICIENT Eliminates replica@on and ensures best use of resource
COMBINES STRENGTHS Brings together assets and enables best of class
OLD
NEW OPEN INNOVATION THROUGH COLLABORATION • Exponen@al,
networked, quick • Shared knowledge • Ideas shared and
enhanced • Industry specific mentors • Lessons learned benefit all • Progress by peer review • Wisdom of crowds
Cloud Compu@ng is unstoppable OPEN SOURCE TECHNOLOGY IS MATURING
• Core technologies which underpin all Internet giants are open source
• It boasts the largest and most flexible
R&D resources on the planet
OPEN STANDARDS
• Powered by a ubiquitous network – The Internet!
COST OF ENTRY TYPICALLY FREE
• Enabled by low cost model and ability to access economies of scale
UNDERLYING INFRASTRUCTURE SUPER EFFICIENT
• Next gen Data Centres cos@ng 40%+ less to run DRIVES USER PRODUCTIVITY
• Through digital devices that empower the end users
The plan Datacentre/Innova@on/Transforma@on
What are we doing?
NEXT GENERATION DATACENTRES: Large scale and as “green” as possible, capable of hos@ng financial services, G‐Cloud and all our current and future requirements
ESTABLISH OPEN COLLABORATION and somewhere for that to happen i.e. INNOVATION clusters (both physical and virtual).
Underpin with PIVOTAL PROJECTS to drive usage in datacentres as well as economic benefit. Public Sector TRANSFORMATION is a specific priority
Next Genera-on Data Centre Datacentre/Innova@on/Transforma@on
Next Genera@on Data Centre – Why?
FUNDING Enabling the right investment condi@ons will create a project that will enable significant private funding to be raised.
INWARD INVESTMENT As a result of establishing material data centre footprint in the SCR, follow on investment and proximity developments will occur.
MARKET OPPORTUNITY The world is moving to cloud. Cloud will enable economic transforma@on and will be a significant revenue opportunity in the next few years. SCR has the ability to take a significant market share.
GROWTH AND REGENERATION Data centres enable commercial ac@vity and are a draw for follow on development (Dulles Technology Corridor in Ashburn, Virginia for example).
SCR is the right loca@on for Data Centres
CLIMATE Sheffield City Region’s climate is just right. With a west to east wind for free year round cooling.
POWER SCR sits on one of highest concentra@on nodes of the UK high voltage network.
SITES Thanks to its industrial heritage, SCR has LOTS of low cost sites
COMMUNICATIONS Digital Region provides private dark fibre backbone, central UK loca@on.
SCR IS OPTIMAL
The value of Next Genera@on Data Centre Development in the UK
ESTIMATED REQUIREMENT FOR UK 20 million u2 for public sector, academia and major corporates including financial services
ENABLING tens of thousands of commercial construc@on jobs & £4bn manufacturing opportunity & catalysing low carbon developments
DEVELOPMENT VALUE £1k/u2 means it’s a £20bn infrastructure development opportunity
HOSTING a £40bn technology opportunity
DRIVING a £x00bn services opportunity
Collabora-on Datacentre/Innova-on/Transforma@on
PHASE 1 OF COLLABORATION Links all exis@ng assets (networks and incubators), crea@ng the collabora@on centre network.
PHASE 2 OF COLLABORATION Wholesale Data centre infrastructure and associated ‘TechCity’ establishing the physical hub.
BASSETLAW The Turbine Innova@on Centre
BARNSLEY Digital Media Centre
ROTHERHAM RIDO Fusion Business Centre
DONCASTER Business Innova@on Centre
NE DERBYSHIRE Westhorpe Innova@on Centre
CHESTERFIELD Tapton Park innova@on Centre
SHEFFIELD Digital Campus, Worksta@on, STP, University facili@es Proposed TechCity Campus
Sheffield City Region ‐ Collabora@on
Where to collaborate? TechCity
WHAT IS IT?
TECH CITY COLLABORATION
ECOSYSTEM
BUILDING ON SUCCESS
• Physical and virtual hub and spoke network achieved in 2 phases – Phase 1: in exis@ng buildings, Phase 2: in TechCity Campus (right)
• Structured management and mentoring methodology (Techstars model) bring sectors and actors together to collaborate (start‐ups, spin‐outs, SME development, Public Sector transforma@on)
• Creates solu@ons and s@mulates new business development • Provides the environment for engagement with public sector, private sector,
schools as well as further educa@on and higher educa@on
• Building on the region’s successes in Advanced Manufacturing, TechCity Sheffield will have strong supply chain and voca@onal academic interac@ons across the City Region’s chosen themes of healthcare, low carbon and crea@ve and digital
• Emula@ng the success of TechCity UK in Shoreditch.
SCR is the right loca@on for a TechCity
PHYSICAL ENVIRONMENT SCR is a great place to live and work with a low cost of living and the Peak District Na@onal Park in easy reach.
WORLD CLASS capabili-es and heritage to leverage 2 major universi@es – University of the Year 2011. World class in advanced manufacturing & materials, CDI, Healthcare, and Low carbon
COMMUNICATIONS SCR has the largest independent super fast broadband network reaching 1.2 million consumers & 40,000 businesses enabling swiu deployment of next genera@on services
DIVERSE ECONOMY SME dominated, and covers all from big city, big town, small town semi‐rural, to rural
SCR IS OPTIMAL
Not just a steel Heritage – strong CDI history
COMPLEMENTS other northern core ci@es Manchester Media Leeds professional services Newcastle Bio Liverpool Culture
HUGE GROWTH CDI in the Sheffield city region are growing at a faster rate than anywhere else in the UK in terms of specialist companies and new jobs. Circa 50,000 people employed in CDI sector (1/6 of the SCR workforce)
LONG HISTORY OF CDI • Cultural industries quarter developed mid‐1980s • Strong gaming hub developed in 1980s • Souware & IT services cri@cal mass • Elearning hub established mid 2000s
CURRENT CORE STRENGTHS Crea@ve, business processes & cloud adop@on
SCR ‐ Gateway to the North
FE & HE graduates in SCR Ca. 100,000 per annum Ca. 20,000 Computer Science graduates within 1hr travel of SCR
MANY GRADUATES PRODUCED
NOT ENOUGH HIGH VALUE JOBS SCR has the best graduate reten@on in the UK but has not leveraged that into significant high value jobs growth therefore has significant internal untapped scale.
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TOO EARLY FOR VENTURE CAPITAL OPEN AND COLLABORATIVE INNOVATION • Problem iden@fica@on • Solu@on proposals • Different audiences in one environment • Single set of rules of engagement • IP protected by clear new governance framework
Collabora@on = improved success
TOO EARLY FOR VENTURE CAPITAL
IN PARTNERSHIP COLLABORATIVE FUNDING • Co‐funding to remove risk from VC and improve chances • Business development • S@ll benefi@ng from environment • IP s-ll protected by clear new governance framework
READY FOR VENTURE CAPITAL BETTER PROPOSITIONS • Beoer customer focused solu@ons • Fast to market • More effec@ve industry road mapping • More investable proposi@ons • IP protected by funded company or vehicles
Hosted by public sector, led by private sector
To succeed in the global innova@on economy, the UK must strengthen its ability to accelerate the commercialisa@on of emerging technologies, and to capture the value chains linked to these. The private sector is always going to be central to innova@on. BIS ‐ Innova@on and Research Strategy for Growth – Dec 2011
“ “
Collabora@on works
BUSINESS ACCELERATION
PUBLIC SECTOR TRANSFORMATION
UNIVERSITY & PRIVATE SECTOR
Transforma-on Datacentre/Innova@on/Transforma-on
Transforma@on through innova@on
Public Sector Services Plaxorm
Digital Region E‐learning
Healthcare transforma@on
Design and manufacturing
plaxorm
Smart infrastructure
BIS ‐ Innova@on and Research Strategy for Growth – Dec 2011
“ “
INNOVATION CAN BE ENABLED BY GOVERNMENT • Opening up access to data, informa@on and research
that is held within the public sector so its economic and social value can be maximised;
• Cumng red tape to ensure that rules and regula@ons do not inhibit new business models;
• Mobilising resources and new partnerships around big societal challenges through the use of Inducement Prizes;
• Ac@ng as a Lead Customer – as a major and early user of goods and services the public sector is a source of demand for new forms of innova@on, especially in areas such as health, transport and urban development and its scale provides an early market to grow new business models, technologies and services.
PIVOTAL PROJECTS WILL STIMULATE GROWTH AS TECHNOLOGY AND COLLABORATION DRIVE INNOVATION
Service Delivery
SI contract driven and predicated
Client Innova-on – including 3rd party par-cipa-on
ICT underpins Public Sector transforma@on
Current hosted services
Innova@ve cloud & virtualised services
Data Center 1
Data Center 3
Data Center 2
PlaPorm as a service partnership – inc key tech companies Value added SaaS: Applica@ons, Desktops, User security & policy etc…)
Infrastructure (Commodity IaaS: compute, storage, network, DB, applica@on infrastructure etc… )
Public sector transforma-on of services needs • shiu to cloud
infrastructure • collabora@ve
plaxorm development
• more accessible procurement environment
Public Sector Transforma@on
WORKING MODEL OF PUBLIC SECTOR COLLABORATION AND TRANSFORMATION
• Swedish public sector collabora@on for procurement and development of transforma@ve services
• Ongoing since 2005
UK PUBLIC SECTOR SEEKING TO TRANSFORM • UK Local Authori@es collabora@ng and discussing transforma@onal projects but not mainstream ac@vity
• Socitm 2011
UK GOVERNMENT ICT STRATEGY • ICT strategy recognising shiu to cloud and requirement for open source as well as collabora@ve development and easier procurement
• Published March 2011 • Delivery plan Dec. 2011
Digital Region Datacentre/Innova@on/Transforma-on
54 Exchanges in the region to house equipment for both VDSL and ADSL 15 Designated Business Exchanges for Fast and Gigabit Ethernet
Digital Region – some numbers
WHAT IS IT? Next genera@on FIBRE NETWORK connec@ng more than half a million premises and forty thousand businesses in the region on an infrastructure capable of delivering a minimum of 40‐100Mbps symmetrical broadband speeds using state of the art technology.
DIGITAL REGION Network is 1,200Km long with 1589 new street cabinets installed including space for expansion
97% coverage when complete 1.3 million people 546,000 homes 40,000 businesses
• 97% coverage South Yorkshire when complete • Demographics include large city, large and small town, semi‐rural. • Enabling connec@vity between consumers, businesses and public sector infrastructure • Largest independent NGN in Europe
Unprecedented reach in Sheffield City Region
• Assured service, Average speed of 37Mbps
• VDSL2 technology • IL3 accredita@on • PSN compliant
Technically superior product
• End2end delivery of 4 separate secure virtual networks enabling security, health and eGov delivery alongside consumer services • Ideal R&D environment for the development of disrup@ve services
Ahead of the curve ‐ Next Genera-on Network NOW
• Ac@vely working to solve digital inclusion challenges • Commercially neutral with a social and economic development agenda
A carrier with a social conscience
• 4 local authori@es – Sheffield, Barnsley, Doncaster, Rotherham • Go to market strategy via partners that want to deploy next genera@on and disrup@ve services
Owned by
How is Digital Region different?
Value Added Services (VAS) Mul@ple partners resul@ng in JVs in order to leverage commercial value of VAS rollout (incorpora@ng SMEs, OEMs and university partners) Inclusion strategies Public sector service delivery
PlaPorm and reach ‐ Product and soiware
Supports Public Sector Service delivery transforma@on
Able to support transforma@on
Current hosted services
Innova@ve cloud & virtualised services
Data Centre 1
Data Centre 3
Data Centre 2
Infrastructure (Commodity IaaS: compute, storage, network, DB, applica@on infrastructure etc… )
Consumers Ci-zens Business
Tier 1 applica@on partners must be engaged to leverage the network
Ubiquity can be provided by overlaying wireless capability on to Digital Region
Opportunity is to “build on‐top”
Phase 1 Fibre almost completed providing 82% Foc coverage
In conclusion Outcomes and next steps
Timetable – high level
2009 2011 2012 2013 Q1 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Project created
CDI project proposal developed
development of project proposal completed and gained key partner support
UK Government engaged – project established as LEP priority
process established to determine government support
launch collabora@on centre, launch call for par@cipa@on internal and external to SCR, launch start‐up compe@@ons in each of the 5 plaxorm areas, operate Hub in interim facility
confirm level of UK Gov. support for project establish ini@al set of LOIs with key DC infrastructure tenants
commence fundraising process
confirm development plan for each of the 5 plaxorms sign contracts with first round of key DC tenants
commence DC development commence TechCity hub development
Launch V1 of each of the 5 plaxorms ‐ itera@ve development thereauer
first DCs open
new TechCity hub facili@es open
The project ecosystem
Infrastructure Collabora-on model and communica-ons strategy
TechCity Segments
Management structure
PlaPorm projects
Tech City Sheffield Programme Board (Chaired by John Mothersole – SCC CEO)
Collabora@on Centre
Crea@ve and Digital Low Carbon Healthcare
technologies Advanced
Manufacturing
Public Sector Services Plaxorm
Digital Region E‐learning
LEP Board
Project Management
Commercial team
Datacentre Campus
Digital Region
Tenant space Healthcare
transforma@on
Design and manufacturing
plaxorm
Smart infrastructure
University team
Public sector team
Research and skills Universi@es, Colleges, Schools, Private providers, Students
Private sector LEP sector groups, entrepreneurs, mentors, investors, service providers, corporates, supply chains
Public sector Policy, economic development, service prac@@oners, Local Authori@es, Fire, Police, Health and Central Gov.
CEO (needs hiring)
Professional Services (legal, accoun@ng, funding)
Participants
Innova@on and Economic Development
Collabora@on func@ons
Funding collabora@on
Buildings and associated infrastructure
Tech Accelerator
PROGRAMME FUNDING
BPRA TIF Enhance Capital Allowance Financed Business rates Public sector Rental guarantee Jessica
PropCo(s) Leverage private sector funding
PROJECT FUNDING
What’s needed to make this work?
CONDITIONS
PROCUREMENT
COLLABORATIVE APPROACH
Enabling the right investment condi@ons through policy and considered incen@ves will catalyse the project and enable significant private funding to be raised. Commitment to establishing the Tech City model to all core ci@es / city regions.
Ensuring that the condi@ons are set for public sector technology transforma@on to cloud, the follow on is to establish the parameters of open procurement.
Public Sector ac@ng as a Lead Customer – as a major and early user of goods and services the public sector is a source of demand but will let the Private Sector lead on solu@ons.
References 1. BIS ‐ 11‐1387‐innova@on‐and‐research‐strategy‐for‐growth – Dec 2011
hop://www.bis.gov.uk/innova@ngforgrowth 2. NESTA – Growth Dynamics hop://www.nesta.org.uk/publica@ons/assets/features/growth_dynamics 3. NESTA – Vital Growth 2011 4. NESTA – Job Crea@on and Destruc@on 1998‐2010 5. NESTA – The Startup Factories, June 2011
hop://www.nesta.org.uk/publica@ons/assets/features/the_startup_factories_report_feature 6. Governement ICT strategy – March 2011 hop://www.cabinetoffice.gov.uk/content/government‐ict‐strategy 7. Government ICT strategy, strategic implementa@on plan – Nov 2011
hop://www.cabinetoffice.gov.uk/content/government‐ict‐strategy‐strategic‐implementa@on‐plan 8. Sambruk, hop://www.sambruk.se/ 9. Socitm, hop://www.socitm.gov.uk/ 10. Techstars, hop://www.techstars.com/ 11. Plugnplay, hop://www.plugandplaytechcenter.com/ 12. Ycombinator, hop://ycombinator.com/ 13. South Yorkshire Local transport plan hop://www.syltp.org.uk/ 14. Venture Impact: The Economic Importance of Venture Backed Companies to the U.S. Economy
hop://www.nvca.org/index.php?op@on=com_content&view=ar@cle&id=255&Itemid=103
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