Digital Vision Index
This section has all links related to the digital vision's breakdown and are clickable.
This section has all links related to the digital vision's breakdown and are clickable.
"From Deliveroo to FitBit we are witnessing the near future, and before 2020 citizen sensor networks, social media growth and the digital sharing economy are three of the models that will enable us to produce, use and consume digital services differently. This means it's about to get easier to connect all the things we do in London; travelling, working, socialising, visiting world famous attractions and discovering new opportunities. All of this will become transformed by the greater availability of digital technology.
Our public services are also on a transformative journey to ensure they deliver efficiently and provide new levels of engagement, access mobility as well as new transaction channels, all available via the smartphones, tablets and social media networks that we have already.
There is a potential to enhance our experiences through predictive real-time mobility, cyber-secure services, personalised visualisation dashboards and much more, realising the ‘value for data'. My team and I are looking forward to playing our part in making these citizen focused digital visions a reality and making London the best connected city in the world.”
Technology has changed our habits in so many ways. The Internet, smart mobile technology, and faster connectivity have encouraged new shopping habits, new ways to manage our money, new working patterns and new forms of interaction with family and friends. Yet today's citizen is unlikely to find the same digital convenience when it comes to accessing local services.
In this era of political devolution, in return for greater autonomy, more will be expected from the public sector in terms of value for money and innovation. Cities and Local Government will need to harness the opportunities that digital transformation, Big Data analytics and the mobile smart citizen present – Digital Devolution.
Director, Digital Public Services, Atos Chair, Digital Cities Exchange Advisory Board,
Imperial Business School
Twitter: @KulveerRanger #DVfL
Our new Mayor takes o ice at a time of unprecedented change – and opportunity. Never before has the capital been so well positioned to deliver digital services and innovation that exceeds Londoners' high expectations. The Mayor can profoundly shape our city's digital future within a single term of office.
The foundations are already in place. The Smart London Board is ready to support a smarter, faster and stronger digital infrastructure. Initiatives like the London Data Store show how a smart public sector can create the space for a flourishing private sector, where rapid growth firms such as City Mapper are taking their London experience to the world.
Now is the time to refresh and refocus London's digital vision. The capital's tech community – from new start-ups to established players – is poised to help realise this future.
Professor David Gann CBE
Vice-President (Development and Innovation)
Imperial College London
Chairman, Smart London Board
Austerity is the driver in Local Government and that privation makes it possible to start considering the previously unthinkable. Common examples are divestment of services – like libraries – or conversely, more shared services with others like Police and NHS.
Radical cuts demand radical change. Despite scrutiny around costs, there is continued drive to deliver accessible, innovative services to citizens. Changing a business application or modernising a call centre won't reinvigorate an authority, but mobile working and using technology in situ with citizens is now possible and transforms the way people work.
Incremental change isn't transformation. Transformation comes from innovation. Innovation stems from creativity and creativity happens when people actively engage. Active engagement only happens when teams can collaborate – across organisations and reaching outside.
In Google we believe people use technology as citizens no differently to the way they use technology as employees, and we try to make products good for both. The employer must make sure that additional needs are met, like worrying more about security. But the result is that our customers report major e iciencies, and staff saving as much as a day a week.
A recent post from CESG refused to accept the default ‘No' answer to doing things differently. That attitude is increasing amongst senior staff and elected members in Local Government. This is not about Millennials entering the workforce but their predecessors, now in charge, who saw tech as a good thing and want that feeling again.
Head of Sales, UK Public Sector, Google
’I set out very clearly when I became Commissioner the need to transform the Met to be the best crime- fighters and earn the trust and confidence of every neighbourhood in London through Total Policing. My drive for improvement will continue as we focus on fighting London's gangs, reducing knife crime and improving the way we help the public by becoming a truly digital police service.
We have a big task to modernise our technology to support digital transformation‘
Sir Bernard Hogan-Howe QPM, Commissioner of Police of the Metropolis November 2015
This vision that will only be made viable by collaborative ‘game changing' transformation.
By creating more responsive, capable and real-time technology a plethora of benefits will be delivered to the Metropolitan Police Service (Met) and the London citizen. Digital transformation of policing can allow intelligence to be extracted and delivered to who needs it, when and where they need it via mobile technologies. Enabling the sharing of appropriate information within the service and across other organisations means citizens' issues will be dealt with more swiftly, repeat work will be reduced and incidents that are not directly related to the Police will be redirected earlier. Solutions such as these allow savings to be made whilst also reducing the time an officer spends on cumbersome administration, freeing up valuable hours that could be spent fighting crime.
A smarter use of data will allow the service to react more swiftly to crime, and will create a more predictive, proactive and pre-emptive police service.
Atos believes there is potential for emerging technologies to have major implications for the police services' ways of working.
Anonymous tip technology could revolutionise the intelligence gathering process. Citizens could use their devices in the comfort of their home and at their convenience to express concerns they may have without attending the station. This new form of interaction draws inspiration from the high-speed communication enabled on social media.
CityPulse combines existing sources of information including visitor numbers and sound levels sourced on the ground from surveillance cameras with data gathered from social media sources to create a powerful picture of the street. Sentiment trends can allow early preventative intervention.
SmartMatching technology is a mobile facility that can provide officers the ability to perform fingerprint recognition scanning while out in the community.
Digital Transformation will be successful when operational policing prioritises emerging technologies and they are delivered with urgency into resilient operational service.
In the future, we anticipate the following benefits for officers:
And the citizens' experience of the Police service will be enhanced accordingly:
Innovative digital transformation of operational services will support and drive the Total Policing vision the Commissioner will deliver.
Delivering digital transformation in a London Borough is not easy. But it is essential.
Having worked with a London Borough on a council-wide change programme since 2014, I am convinced that in London over the next 3-4 years the way in which local government interacts with Londoners will fundamentally change.
Councils will be open 24x7 for many services and citizens will expect to be able to digitally interact seamlessly with local boroughs and other public service providers. Responsibility for delivery of digitally enabled frontline citizen services across London will largely sit with the London Boroughs. The c£500m per annum that London Boroughs spend on ICT will be increasingly focused on delivering digital change.
Digital devolution applies across the range of local authority services, from bin collection to adult social care, and it is critical that London Boroughs provide the digital framework to build the ecosystem of services and tools to let communities match needs with skills e.g. those who need a hot meal with those happy to provide it, those who are lonely with those happy to provide company, those who need mentoring and support with those who have the skills to help. In the near future, our communities will be connected to borough wide wifi sponsored by the private sector, and so free to our citizens and visitors, allowing this digital future to be possible. Delivering on the digital vision for London and realising the opportunities it affords will be the measure of success or failure for London Boroughs for this generation and those that follow; achieving it offers the only viable alternative to balance continuing quality of service delivery with financial constraints.
Digital Public Services, Atos
A rising population, increasing volumes of tourism and a shift toward online shopping present London's transport network with major challenges over the coming years. Here we look at emerging technologies and digital capabilities that offer a solution.
TfL are seeing a rise in the number of deliveries being made during peak times due to the increase in online shopping.
Building on real-time data management of the transport network during the Olympics = the ability now to deliver Dynamic Route Advice and Dynamic Parking for All = information direct to mobile devices and smart vehicles.
Better management of traffic flow = less congestion = less wasted time/ fuel = less pollution = less frustration! Making parking spaces more widely available for lorries at less busy times of day, incentivised by a tiered parking fee system, and in the most convenient locations.
How can TfL use data even more effectively to provide enhanced, real-time, advice to passengers on their best route?
Get a seat or space to stand. By knowing where there is capacity on any mode of public transport – trains, tubes, buses, trams, you'll know how full they are! By making full use of data often already available (i.e. from Wi-Fi scanning and Beacon technology) and adding new sources of data – TfL can enhance existing services and enable new ones across the customer journey.
Predictive data analytics will inform the traveller of the route via which they will encounter the least crowding, optimising congestion management and enabling a smoother journey for the traveller.
Tourists and visitors to London can easily be overwhelmed by the sheer scale of London, and by the distributed nature of its many attractions.
Tourists and visitors will be able to access a TfL app on their phones to assist their journey planning; which is personalised to their journey.
Using augmented reality and rich heritage data like blue plaques, museums and theatres, specific Tourist Applications will be available for visitors to London to help them curate their stay, by pre-planning or real-time advising them on their journeys around our historic and culturally rich city. Activated by geo-data, personal preferences or even on a random mode to ping interesting facts.
Client Executive, TfL, Atos
Whilst there is still a need for large acute trusts in London to invest in major electronic patient record platforms, the focus in 2016 and beyond is going to move on to how those acute trusts can share patient data, in a controlled and efficient way, with GPs and community health providers, 3rd sector care providers and the local authorities. This will be needed if the new models of care and longitudinal pathways can be realised to improve the patient experience and health outcomes. It is only through this that the real value of patient data can be realised to improve the health of our communities at an borough level and across greater London. This next decade will be all about data interoperability and healthcare analytics.
Digital transformation is essential if the NHS is to achieve the step change needed to deliver the Five Year Forward View and fill the current gaps in health, care, quality, funding and efficiency.
Atos envisions a new health economy that delivers Connected Care, where patients, carers and providers are supported by integrated systems that empower them to make the right choices; where interactions are immediate, simple, intuitive, efficient; where there is trust in the security, reliability and integrity of information; where digital services transform healthcare delivery and open up a new dynamic health economy for citizens. In an everything-connected world, real-time recording of events will be the norm. We see a world of early self-diagnostics and disease prevention, availability of integrated real-time data across patient pathways, and routine analysis of Big Data to identify risk and deliver proactive personalised care.
By 2020 patients, their carers and professionals will be connected through digital platforms and tools. They will be informed and empowered to use resources effectively and make the right choices for the patient in real-time.
While this citizen does not have any ongoing health problems, she is proactive in monitoring her own health and well-being.
The citizen's wearable monitor  sends digital observations that are of potential concern to her pre-agreed  list of clinical providers.
The citizen has already given digital consent  to use these clinical observations. They are run through the Virtual Doctor learning algorithm , which continuously augments its learning from the stream of normal and abnormal data.
The Virtual Doctor has concluded that there is a sign of a trend that needs more detailed investigation based on the citizen's genomic data .
The citizen's unified communications  have already established the nearest diagnostic centre with appointments available to match her diary.
Because of her monitored positive living index , she doesn't need a pre-approval for this expenditure from her Clinical Commissioning Group, which has analysed her as a low risk for health investments.
The diagnostics centre invoices for the work using the digital certificate authorisation  she carries on her smartphone.
Partner, Atos Consulting (Healthcare)
We need to increase public sector productivity, drive out waste and enable a range of key policy objectives embracing health, social care and housing along with devolution. Digital innovation will play a key role in unlocking opportunities and policy ambition.
There is no magic digital bullet for cities and local authorities. Each will be at different stages of digital maturity. Each will differ in its technology landscape. Each will have different approaches to IT delivery. Simplistic one-off capital investments, in these circumstances, are unlikely to deliver sustainable progress and could, in some cases, lead to waste.
That said, it is vital that local government doesn't miss out on critical national developments – including Government as a Platform (GaaP) – that will deliver major transformation and new opportunities over the course of this parliament. Integrating local government with national developments is, therefore, a pivotal requirement.
Finally, local government has innovative and forward-thinking cities and councils that are driving forward the digital agenda – arguably sometimes ahead of central government. These authorities can support other local agencies and public bodies, but cannot do this sustainably at the moment. In light of this we need a fresh and new approach to digital in the sector.
The question is how to enable digital transformation in such a complex environment with so many variables, and no “one size fits all” answer exists. Our recommendation is a twin track approach for local government, focusing on:
Director of Policy and Research, Society of Information Technology Managers (SOCITM)
Citizen knowledge will have advanced to a level where the populace is mostly digitally savvy. In 2026 it will have been 19 years since the world's first iPhone smart phone was launched and now Generations X, Y and Z will know the value of their data, and expect a fair value exchange with organisations.
Ethical processing of data will become a specific consideration and control check in organisations alongside regulatory adherence and internal policy control checks. Employee annual performance objective plans will cover wider data ethics objectives, including the agreement that employees do not do something with data that they would not like done to their family or friends (a basic but powerful view of what is data ethics).
Remember that scene in Back to the Future II when Marty McFly gets fired – he engages with an ‘unethical' digital transaction, which is monitored and immediately flagged to his boss from whom he receives an instant video call and ‘you're fired' fax! This will happen – (maybe not the fax bit).
Customer data charters will be commonplace that function solely to help organisations state how they will treat citizen data. Competition on ethical values will exist, where companies go above and beyond required regulation to build trust, advocacy and loyalty. Data ethics will take its place alongside other brand differentiators such as Fair Trade, Green Credentials, Sponsorships and Charity Support. So it won't just be your carbon footprint, but ‘bad' and ‘good' data usage practice that we will be keen to be reassured about.
The Internet of Things (IoT) will have given rise to smart, intelligent sensors within everyday hardware, and these sensors will work collaboratively on a pure rules basis to deliver an outcome dictated solely by the consumer at a personal or household level. The flow of this data will be secured in far more advanced ways, possibly by digital avatars that securely allow citizens to identify themselves with the digital world with little/ no real-world personal data exchange.
The regulatory boundaries of data management and processing will – as we are already beginning to realise – need to be even more understood because of the modern day history built up and knowledge gained over this time. The severe financial and non-financial risks from breaches in data management and processing will be even more clearly understood. Regulators will themselves now be digitally savvy resulting in agile and proactive monitoring rather than slow and reactive reviews. The foundations for digital market regulatory frameworks are already being considered at European and National levels but it is paramount that Local Government and public services such as Policing, Health and Transport also work together to prepare for the transformation in their services that citizens will soon experience.
Associate Partner, Atos Consulting
London is the world's leading financial centre for international business and commerce and is one of the “command centres” for the global economy. Inner London itself has the largest volume of ‘digital' workers in the UK – (more than 250,000). It is the centre of Government and the powerhouse that creates around 22% of the UK's GDP.
It must also continue to develop the physical and logical infrastructure that enable continued population growth within a constrained geography (utilities, transport, technology etc) in a smarter and more efficient way – which inevitably means more reliance on ICT, and in particular online capability. With the UK being a global player in world events, and London being its shop window, its technology infrastructure is a prominent target for disruptive action.
As the ‘move to the cloud' accelerates, there is a pressing need to ensure that this happens in a way that ensures cyber security capability, monitoring and response are included in the Cloud Services.
In terms of the cyber threat, London's residents and businesses face the same underlying challenges that we all do wherever we live; but on top of that comes the additional layer of exposure due to London's global prominence, being the seat of Government, the largest centre of population, highest profile media focus, and diversity of residents.
The wealth located in the city will attract cyber criminals; its strategic political importance and media focus etc will attract disruptive action by protesters, Nation States, Hacktivists and terrorist groups. Many of them have aspirations to cause practical damage through cyber activity – where it's not so much about the IT equipment, it's about disturbing the processes it controls (stop the trains running, stop the flood barriers closing, stop the electric grid operating etc).
This ‘Global City' role brings with it an intensity of focus and magnifies the potential impact of any vulnerability – in essence, when you talk about Critical National Infrastructure, London as an entity in itself is probably the ‘most critical'.
When we in Atos build the infrastructure for an Olympic Games, we do so in full recognition that for the period of the Games it will become one of the world's top cyber security targets: that's for 17 days; London has that exposure perpetually.
Atos firmly believes that cyber security, properly managed, can flip over from being simply about threat reduction, to becoming an enabler and a value enhancer. London's residents, commuters, retailers, public services and commercial organisations want to reap the benefits of Digital Transformation, but to succeed in this, their digital relationships need to flourish within an effective Trust and Compliance regime where protecting against cyber-threats, maintaining privacy and keeping personal data safe are key features. This allows businesses to flourish, lets us engage more effectively with public services, and allows digital capability in a safe manner.
We believe in the concept of a cyber security Value Chain that focusses on letting us enhance digital capability and increase value while also managing existing and emerging cyber security risks and compliance with privacy, data protection and IT Governance requirements.
Client Executive for Cyber Security, Atos
Member of Mayor of London's Cyber Security Advisory Panel
While it is hard to predict accurately what London's economy and society will look like in ten years – and therefore what role technology will play – we do know that some things will not change. We know, for example, that the Boroughs and the Mayor will always be looking to keep spending down, precisely because there are so many growing demands on their time and money. Think about the ever-increasing demands on education and transport to name but two. We also know that people will continue to expect the public sector to at least try to keep up with the private sector in its delivery of services online. And we know that people and businesses will continue to share endless amounts of information and data online to make life more convenient and fun. In imagining life in the future, we need to think about people first – and imagine technology that fits around them.
What might that mean? Central and Local Government will likely have to massively scale up its ability to deliver services online – not just allowing people to download or submit forms, but allowing them to sort out more complex problems online that currently require letters or phone calls. Rapid, online chat facilities will be the norm. Crucially, public bodies will also be expected to handle vast amounts of personal data that can be safely shared – instantly – with residents and with multiple public organisations that serve them. They will also have to provide massive amounts of useful real-time information online – on everything from road closures and congestion, to details on car parking spaces, to waiting times at Accident and Emergency, to crime rates, to weather alerts. And last but no means least the city will need to make far greater use of digital platforms to encourage collaboration with businesses, charities and citizens to solve urban challenges.
Those businesses and public sector bodies thinking about delivering the near term future of public services know that investment will be key but they should already start designing their relationships, setting their ambitions and drafting the policies that will frame the pathway to the digital reality of the future.
Director of Policy, Policy Exchange
The business services sector provides jobs, supports industries, and drives economic growth across London. Almost 1 in 10 workers in London are employed by the sector which accounts for 9.3% of gross value added to the city's economy.
Business services companies therefore play a key role in driving innovation and digital enablement across London's public services, day to day life and businesses. For example, they are providing information dashboards to the capital's hospitals, modelling building information in business headquarters and constructing the city's next generation of smart infrastructure.
The business services sector also works to empower SMEs and foster innovation in London's businesses and supports digital inclusion through its social value offerrings in local contracts.
London is home to a multitude of large companies with extensive knowledge and experience in the digital and technology sector. Through initiatives such as Tech City, London has attracted a significant number of tech start-ups and digital pioneers who bring innovations to the market and who are responsive to technological advances and trends. By bringing together the scope and maturity of large businesses and the agility and ingenuity of smaller companies, London is able to benefit from business-led digital growth.
BSA members work closely with those developing technological solutions relevant to their businesses, such as apps that help engineers monitor boilers or cloud based training records for cleaning operatives. Through supporting or incubating tech innovators, large companies enable them to expand, giving them the backing and capacity to upscale their digital products and continue to develop ideas. This networking of London's most successful companies creates the environment of digital investment and technical agility which in turn attracts new business and growth.
Underpinning London's success is digital capability, not just at a commercial and governmental level, but for all individuals across London. To support this, London councils are involved in digital inclusion projects, teaching basic skills and competencies to those who have lacked the opportunity or resource to learn. But with local authorities facing funding challenges, greater emphasis on cross-sector solutions is needed to keep London's population digitally educated.
The private sector is working with SME partners to improve access to technology by participating in local digital inclusion projects. The business services sector works with London's councils on a range of contracts and through these engages with local communities, o ering additional social value and benefit. Through o ering staff volunteer days to teach ICT at the town library, providing hardware or o ice space to local start-ups or funding programmes for children to learn coding, businesses are getting involved in digital inclusion and helping build the skills that enable all of London to gain from digital growth.
‘Social value' increasingly means providing access to services and facilities that enhance communities, and as digital engagement and services will underpin the ability to improve lives and experiences, more emphasis will be need to be given to the role of digital outreach. ‘Digital Social Value' will need to be clearly identified as it is redefined by technology, focusing on enabling, enhancing, and o ering greater choices and connecting London's population.
There have been a multitude of forces that have driven our adoption of new technology over the years. Price, availability, design and even useful functionality have influenced and created new products and markets. For Local Government there are three compelling reasons which mean that the time is right for local government to plan for digital transformation and create a new relationship with citizens:
Central government demands that councils and public services deliver ‘more for less' in the years ahead. This is a challenge, but it is one that the retail sector is perennially meeting. To face the challenges of public expectation, population growth and value for money, our public services must leverage innovation and collaboration from all sectors, and take advantage of devolved responsibility to become agile. The Government is backing this approach with more devolved powers, local decision making and strong city leadership, creating a unique opportunity to rip up the rule book, and paving the way to design, develop, and deliver innovative and cost-effective digitised services that really match the futures needs and preferences of local people.
Receiving excellent online services or even using mobile apps that exceed our expectation used to be considered a nice surprise. However, we are beginning to expect much more from technology in all areas of our lives. Most councils have in some way moved from written postal forms to call centres and websites. But a mass of citizens are digitally maturing and will soon simply expect their local councils to provide the same type of automated and modernised experience that they use in all other aspects of their lives. Particularly, people will expect self-service, speed and convenience, delivered to smart phones and tablets, anytime and anywhere.
The need to invest in static computers and terminals for citizens to use is significantly diminished as more and more people own their devices and channels to access council services. Some local authorities recognise that this new operating environment enables them to adopt a more pragmatic, two speed technology investment: balancing traditional IT priorities such as stability, reliability, security, and efficiency, with digital speed and agility to deliver innovation and real-time cutting edge services.
The convergence of device, connectivity and social media has seen the gradual build of the ‘Citizen Digital Ecosystem'. The growth of devices, from smartphones to wearables has been complemented by increasing investment to deliver stable and ever increased connectivity. 3G to 4G and Wi-Fi and followed shortly by 5G – our ability to be mobile, and to transfer data on an ever faster ‘super-highway' will mean an increasing sense of digital freedom and opportunity to do what we want, when we want. The retail sector has already started to capitalise on these individual networks. By enabling on-the-move shopping, payments and location-based, customised offerrings, significant consumer confidence and trust has already been established. The closer links of social media platforms to engage and influence also provide and source data to design and inform user services and experience. And as citizens become more digitally connected with public services, the data that they generate will enable local authorities to gain actionable intelligence about behaviour and preferences that has never before been available, establishing a virtuous circle of data informed continuous improvement.
What citizen-driven digital transformation really means is that authorities must engage with local people as individuals, and continue to track their changing personal preferences in order to keep shaping and improving services.
So should our public services continue to deliver in their silos and on service specific websites and platforms? Why shouldn't our personal transport, health, local council services and other needs not be tailored, instantly accessible, visible and mapped to our individual needs? There is little doubt that predictive personal public services will soon be in the palm of our hands – or on our wrists – or embedded in some part of our anatomy! The point being that we are well on the way to constructing the ecosystem to deliver the future. Of course there is a long list of challenges, ranging from data privacy and transactional safety and security, to citizen-centric regulation and policy design, and the need to accurately model ‘value for data'. Atos, other industry leaders and the broader scientific community are already working with Government and Local Government to kick start this process of identifying needs – developing profiles of citizen types; from single teenage mothers to the elderly pensioners with specific welfare requirements. Developing 360 degree views of likely interactions with services, with the aim to help design and plan cost-effectively the digital operating model and the services citizens will require now and in the future. These are the opportunities and issues that are considered in this document by Atos and by organisations who see the vital role that digital transformation will play in the lives of every Londoner.
No one can know the exact shape of the future, but we are excited and committed to play our part to assist the political leaders of our city to develop and deliver a Digital Vision for London that will provide the opportunities and services that this city and its citizens deserve.
Director, Digital Public Services, Atos
Chair, Digital Cities Exchange Advisory Board,
Imperial Business School
Twitter: @KulveerRanger #DVfL
Her bins will be collected at 10:32 and her glasses with heads-up display, highlight items in her supermarkets that use environmentally-friendly packaging.
Her mobility vehicle will collect her at 10:50 for her dental appointment that is showing as running on time. The dentist will issue her diabetes prescription.
Her carer will come at 12.30 when she is back from the dentist.
Her mobility vehicle will collect her at 14.30 for her exercise class when the council gym is quiet, one of the personal trainers is free, and when her friend is there.
A volunteer gardener has strawberries from her allotment to give her at tea-time.
A note from her local authority to say that they have automatically reduced her council tax payments following receipt of attendance allowance.
A request from her virtual health assistant to answer some questions for when she is having a cup of tea that is flagged from her smart watch.
Her library has sent digital summaries of books she may like, following feedback she has recently posted and other choices by those in a similar demographic.
A request from NS&I asking for her authority to confirm the purchase of premium bonds following the birth of her grandson.
Signposting from her local authority following the birth of her new grandson, to resources that can support her son and his wife.
A prompt to consider whether to offer her granddaughter a room whilst she's at university.
Margaret, 60-something, living alone
Use his preferences to hire bicycles, checking availability and location of where to collect the bike from.
Review the quietest and cheapest times to travel on the tube.
Cross reference his friends' itineraries and letting him know if they overlap.
Check for social events that are aligned to his interests.
Mine social media to find out where the people he ‘follows' will be having lunch that week.
Assess the air quality across the day at various locations.
Remind him it's his mother's birthday and source relevant special offers for a gift.
Advise to avoid travel routes with waste collections and temporary roadworks.
Suggest the best coffee houses to work at in between meetings.
Recommend events and exhibitions close to him that don't have school visits planned.
Tell him about the weather at the places he is visiting and if he goes off route.
Check whether there are incidents on his route and redirect him accordingly.
Update him on his friends' whereabouts.
Josh, 30-something, freelance worker who mainly works from home
A trail-blazing digital strategy, which fully automated everyday citizen services online – providing sacnhywemhere, anytime access at the citizen's convenience.
In 2013, the City of Edinburgh Council set itself the target to deliver key services to citizens online, in line with the ambitions set out in the Scottish Government's ‘Scotland's Digital Future' strategy. It wanted to supply easy-to-use and accessible digital services.
The agile way of delivering this project meant it could deliver at pace. Instead of theoretical specifications, users and suppliers could see and use live prototypes. Given that so much was completely new, this ‘show me not tell me' approach produced rapid progress while also ensuring that solutions exactly met users' needs and expectations.
The benefits of the programme are already becoming evident with significant take-up of the new online system;
‘Multi-agency collaboration and data-sharing' delivers a ground-breaking solution to supporting vulnerable citizens in South Wales.
Collaboration between public sector agencies will increasingly hold the key to identifying and meeting citizen needs. In a ground-breaking collaboration in Blaenau Gwent, South Wales, local councils, health boards and emergency services worked together to track vulnerable citizens who slip between their separate databases. By deploying innovative data matching and predictive analytics they could identify those in the area who are most vulnerable and need tailored, responsive services.
Blaenau Gwent CBC, Torfaen CBC, Caerphilly CBC, Gwent Police, and Aneurin Bevan University Health Board all currently gather valuable information about the people they serve, but in isolation from each other. There is no collective intelligence to inform their decisions so people at risk are not always prioritised or treated sensitively, sometimes with tragic consequences.
With Blaenau Gwent taking a lead role, the five collaborating organisations are tackling the barriers to information sharing, and potentially preparing the ground for a longer term solution. The vulnerability intelligence project aims to enhance the quality of response, and enable more meaningful strategic needs assessments, based on comprehensive, consistent and accurate information.
This project could radically change the way public sector agencies work together to provide services in the future, improve service outputs and the lives of citizens, and deliver cost savings by removing the costs of managing separate information sources.
Using Big Data for real-time incident response management for the City of Eindhoven
The CityPulse pilot scheme was developed to help the City of Eindhoven manage a street in the centre of town – Stratumseind – the longest and most vibrant street in the Netherlands with more than 50 bars and nightclubs and where 15-20,000 people visit every weekend.
Capturing data from a range of existing sources including visitor numbers and sound levels this “on the ground” information is combined with data gathered from social media sources to create a rich picture of the street and help authorities better identify trends, forecast and react to situations and de-escalate them before they develop.
For the City of Eindhoven and Stratumseind, the data gathered is primarily used to change the colour and intensity of the street lighting, manually or automatically.
Big Data analytics ensure that any anomaly to what is considered a ‘normal' data pattern can be cross referenced against the other data sources. If these data sources confirm an incident, the CityPulse dashboard alerts the police control room allowing them to make informed decisions on any additional action that might be required.
The following benefits for Eindhoven have been achieved:
The concept of using Big Data analytics for data that's gathered from a variety of existing sources can be extended to include a number of other areas – for example giving citizens alerts when pollution levels reach a certain threshold, or automatically redirecting traffic when parking or congestion parameters are reached. There are no limits to the challenges this solution can help youBig Datar city address...only your imagination
Citizen-informed digital transformation is changing citizens' lives fundamentally, but importantly it is also creating a climate for new, better, and more cost-effective operations. Key to this is enabling the ability to reliably and securely share data.
Canopy Digital Connect enables the reliable, cost effective and secure exchange of data and is a key enabler for City Hall and Local Authorities to achieve better public service provision through digital transformation.
At its core is the ability to connect business processes across London's Government and partner organisations, driving out the cost of operations whilst delivering a better outcome for the citizen.
This creates huge opportunities to support a digital transformation, enabling citizens to safely and securely interact with their Local Authority, confident that regardless of how they are choosing to interact, their communication is based on the Authority, or its partners, always having the relevant and accurate information. For example;
However, the future will go beyond building a secure platform and the redesign of processes to support the efficiency and digital agendas of the City and Local Authorities, having the ability to evolve into a community approach, to enable the platform to respond to emerging needs and trends:
Portfolio and Strategy Manager, Atos
With 1.305 billion passengers travelling on London's transport networks each year, journeys will invariably be disrupted by unplanned events. It is why travel requires reassurance, the kind that is not always available through the prism of public transport. However if you were in a “connected car” – one that was linked to your personal digital ecosystem, to the internet and other devices around it – you'd feel in control with real-time information and auto-route re-alignment. Using public transport, there is a sense of lack of control, if the next train or bus is delayed or even cancelled, then our ability to change or even continue the journey is limited by when, and what information is available. Increasingly infrastructure providers and Transit Operators have the opportunity to build systems that can reassure and give confidence at every key stage of the postcode to postcode journey by integrating digital technology.
From station and terminus design, to roads and rails the challenges are similar, the need for integration between modes and facilities to better inform travel decision making.
On its own technology is not enough, data must also be shared in a common format and a “single version of the truth” must be a shared objective. Business processes must change to put the traveller at the heart of the business.
Looking forward, ever increasing capabilities in personal digital technology will continue, the “show me digital" generation will demand more and more services relevant to their journey.
So the destination looks very desirable and the journey is all about how we access content, pay for services and go from A to B in an accurate, best value and unhindered way. If strategies for new assets and passenger services fail to recognise the value of new digital capabilities, the opportunities that the Transport market can deliver will have been missed.
General Manager, UK Transportation and e-Ticketing, Worldline
Digital Transformation Consultant, Atos Consulting
Digital Sales, Atos
Business Consultant, Atos Consulting
Business Consultant, Atos Consulting
The new Mayor will take the reigns of power at a crucial time as London surges toward a population of 9million by 2020 and then 10millon by 2030 – achieving ‘megacity' status.
The four-year period of the new mayoralty must see important decisions taken to prepare for the London of tomorrow – not least on how to shape a vision for a technology enabled capital.
We are now in a world where disruptive technology is redefining how citizens are engaging with public services and shaping their expectations of service levels.
Public services providers and operators – from Councils to Transport – will redesign themselves to better use data, analytics, devices, social media networks and connectivity.
The new Mayor needs to play a significant role in championing, breaking barriers and silos and ensuring policies encourage the realisation of the digital potential for Londoners, and in turn keeping London ahead of other cities in terms of attractiveness for investment.
Chief Executive of the London Chamber of Commerce and Industry (LCCI)