Manchester Connected Health Ecosystem - #GM …...European Connected Health Alliance Bringing Together the future of Health, Social Care & Wellness / [email protected] Contact Brian

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

http://www.echalliance.com

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

http://www.echalliance.com/

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

mailto:[email protected]



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


Contact Brian O’Connor, Chair, [email protected]

Damian O’Connor, COO, [email protected]

Mikaela Nordenfelt, Ecosystem Network Coordinator, [email protected]








Emma Cheshire

(The Growth Company)

#GM Digital Action Plan


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


Carmel Dickinson

(Manchester Informatics)

CityVerve IoT & Bee Active


Mia Belfield

(GM CHC)

City Moves


Future Events


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

https://tinyurl.com/yb6m6u4x



https://tinyurl.com/ybe2mu5r



https://tinyurl.com/ycfg9ftf

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 &


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 &


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 &


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 &


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 &


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


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

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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

http://www.greatermanchester-ca.gov.uk/info/20153/digital_city_region






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

https://mappinggm.org.uk/gmodin/?lyrs=v_ofcom_fixed_network_postcodeos_maps_light/10/53.5253/-2.2847




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





http://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


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 :


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


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


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).

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