 Diolch yn yw'r tanlyniad beth o'i gy Record thatado, i'n traffordd. Traffordd yn y llaw ei wneud i'r panfamolion ar ddweud. Felly yn ybryd ym Mersiau ac ym Mersiau, ac mae'n ddefnyddio'r yr oedd ym Mersiau. Felly, dyna'r traffordd, dyna'r dda yw'r lle sy'n ei gwneud yma. Maen nhw'n caws yn ymddor i'r cyfrifio. Felly, mae'r lle sy'n dweud, yn cael bod yn gweithio'r gweithio'r gweithio'r gweithio Mae'r bwysig iawn ar gyfer y rhai ddeצio, a yw'r blwsau iawn, y llwynau ar gyfer a fyrraolwyr bwysig iawn. So bwysig iawn y blws, le� yn edrych i aelodau a bwysig iawn eraill, a'r bwysig iawn yn y casf, gallwn ni wedi bod yn ysgrifwsau chi'n dduch doedd, ac mae'n dweud awr i'r bobl yn ysgrifwys, ond gallwch ddim yn ei wneud i'r bobl ei ddecydd, mae'n dduch i dduch i ddecydd yn hi wneud hynny. The people in this kind of area, which is just sort of altering them, hey all, this is where your Cheshire wives are from. These people have very different needs for the ones over in Parkington, which is a kind of rural isolated area, or up in Old Trafford at the North there, which is pretty much in a city. So that's the driver. That's where we're coming from and why we're trying to do what we're doing. So what I'm going to take you do now is cover our journey. So we launched in on the 3rd of October, we launched a lab. We kind of, six o'clock Friday night, this went live on our corporate website. That was the kind of first that I'd heard of it that we'd launched. This press release went out, went out to every single local newspaper in Trafford, none of whom picked it up, which was a kind of bit of a surprise when you see the sorts of stories that are in our local press, you know, kind of dog eat chips and all those kind of things. But the principle books, you know, we went live and this is it now. When you'll see Trafford Council leads the way with the launch of a revolutionary new digital service. This is what a revolutionary digital service looked like when we launched. So what we knew was, we knew we wanted to be separate from the council because we didn't want to be the man. You know, we wanted to be this kind of separate organisation that people could think, you know, we can go to these people, even though, you know, the council is doing whatever it does, you know, there's a separate body who's a little bit, you know, agnostic of the council and is able to, you know, respond a little bit differently. So we pitched up in a library for a bit, but it didn't work. But we spent a long time thinking about accommodation and trying to get accommodation right. And we still haven't done that. And it's been a year now that we've been, we're not in there still, we're in like an open plan office in a housing association now, which does give us that arms length stuff, but that's kind of back to the dark days. So we operate in shadow for about six months before that October with a view to trying to get a bit of an understanding about what we could do. So we're sort of three council people really. Data, we've got two, we've got like a, I'm a strategic data person, kind of whatever that means. I've got an operational data person and I've also got a JavaScript and HTML developer. And that three, kind of three, this trinity of stuff gives us the ability to do stuff with data but nobody in our council has ever been able to do before. So I've been able to use data and understand where to get it from. So as Eric says, there's a whole heap of data out there, open date that's available to us to use. And by giving us a space where we can do it and make nice things with it, then we're able to add a bit of value to it. So this is something that we did with our mayor which was kind of an open data project really, which his charitable arm was due to, he wanted to flood traffic with defibrillators. So we said, okay, we'll take a bit of an evidence-based approach to this. We don't want it to just be a case of him going and raising money, buying a defib, putting it in and next, next. So we pulled together all of the data sets and started to think about if we wanted to put defibs in, if we wanted to prioritise them, how could we do that using data? So we came up with, we crowdsourced defibs that we already knew about existed. We came up with 30. So 30 defibs already in chapter that we didn't even know about, dropped on a map and then said, this is the data picture and started to build up data on demographics, physical and activity, cardiovascular disease rates, all this sort of stuff to start to give us think ideas about where we might want to put our next defibrillator. Every time you raise the thousand pounds, this is the next one that we want to do. And actually, it was the most successful mayoral campaign that there's ever been in terms of cash. Normally they're raised between 10 and 15 thousand pounds. We actually got, so we went from 30 defibs all the way up to 100 defibrillators now across Trafford, three of which have been used in kind of life-saving situations. Plus the data that we used, we were able to release off the back of it. So we got data from Northwest Amblin Service to on the number of red ones that they attended and they allowed us to release that data. We also got it in the Guardian. This is amazing from a sort of local government perspective where I'm trying to get internal engagement or my sort of colleagues who are all saying, what the hell is this bloody lab? You know, you know, kind of who do they think they are essentially is what happens. But if I can sort of, people start to read it and they say, oh, we saw you in the Guardian. You know, it was really interesting, you know, is there anything that we could do together? So that's been, you know, very kind of powerful from our point of view in terms of being able to be able to get people interested in what we're doing on a local level. In November, we did our first public health kind of piece. So all the time we're sort of chipping away doing little bits of projects, just trying to make things get them out and get people interested in what we're doing. This was really interesting. So this is what they came to us and said, we've got a project around cervical cancer screening. Cervical cancer screening rates are low in Trafford. We don't know why, we don't know where. All we know is 69% of women that should be being screened are being screened. So we started to pick this up. So we said, you know what, we could do something about this. So we went out to individual GPs and we said, you know, can you tell us the screening rates of your individual practice so that at least we can get a bit of a sense rather than looking at a quarter of a million people, can we target what we're doing? So that's what we did. So we came up with this kind of, this pocket in the north of the borough there where we've got this, you know, like a sort of cluster of GP practices who maybe aren't getting screens as high as they should be. And this allowed public health then to start to think about how they might want to go and start to target their approach. So we started to layer up data on, you know, various open data sets, demographic type stuff, stuff in the census, languages spoken, and what they did was they eventually came up with this strategy which was a collection of streets where they went and they walked the streets up to women and said, you know, have you been screened for cervical cancer? And they were able to start to gather stories back from the population as to why they weren't being screened. So they were finding out things like, you know, the husband says they don't need to be screened because they're married and they're not promiscuous. So it's really interesting from a public health point of view. This sort of targeting though now, so this was a year ago we started this November. Only recently we started to get the results and screening rates have gone up by over 10 percentage points across the whole of Chafford. And at least three women have been screened and had stuff identified that they wouldn't have been because they didn't think that they should have been screened. So this is a sort of power of taking a bit of a step back and thinking about data and how data can maybe drive what we're doing. Sorry. Okay, so May and June, this was our first sort of step out into the community. I was invited, we split Chafford into four and we have like these different locality boards which are elected members to the councillors that make the decisions about the area. Community champions, strategic partners, they each area had a workshop and they invited me to go and speak to them about data. So this is amazing from a sort of someone that sits behind a desk and does data to be invited out to the community to talk to them about what the data says about their areas so that they can start to think about setting priorities. So I did this. This is like a 52 slide deck on data. Now it's not as kind of dull as it sounds. We sort of liven it up a little bit. But being able to be invited in to talk to these people to say these are the issues that you're facing in your area not anecdotally, not just the stuff that people are moaning about but actually childhood obesity, this is an issue in your area. If you're going to target anything, maybe this is what you want to start to think about doing. And it was brilliant. It's really, really good for us to be because it gets us out and about. It gets people thinking about data. That traditionally they're not that interested in this sort of stuff normally but they are now because, and they know that it exists. They know that I exist as a team who can do this sort of interpretation. Maybe point them in the right direction and get them going on different projects. So this is what we did. You know we went and we had these workshops and this is not just good for them because we're telling them what's going on. It's good for me because what it shows, what it allows, it sort of triggered a conversation. This was a map that we gave to them in the course of those workshops where in the north of the borough outcomes are generally very poor. Life expectancy is low. Educational attainment is low. Benefits, claimants are high. But I went to them with this. This is a thing of energy usage. And I said to them, kind of all this bad stuff. And then in the end I said, but it's not all bad because people in your area, you don't use as much electricity as everyone else. And I got all right, Rolachyn, for it because they all sort of shout it out in one. It's because we can't afford to. And this was a real eye opener for me that I'd kind of been going along and sort of thinking about data and almost coming up with my own assumptions that actually turned out to be wrong. So that was a real sort of baptism of being in front of a room of people and being told you're wrong by kind of a whole, you know, there's something quite humbling about that. Not saying it's good. We also got a lot of feedback from these people that what they really wanted. And this started to come out then that they're sort of, they're ready for data. You know, they want it. They want this kind of stuff. And people traditionally are like, don't get it to the community because they won't know what to do with it. But actually they were crying out for this. So we started to build up some area profiles for them where these are modular dynamic. This is why I've got kind of a developer, you know, JavaScript type, who can build all this modular type stuff that we can drop in different things. So we started to knock these area profiles up for them. And they've got really found useful out them that we've had elected members who've been going through and they can get a sense of what's going on, what data is saying. But because these are dynamic, so they're API linked to data sources or whatever, they're always getting fresh crime data or whatever. So it's, you know, this has been really useful for us. And we didn't know that people were crying out for this sort of thing, but this allowed us to target what we were doing. Another thing that came out of those things was this, which was kind of our most effective data visualisation so far. We had a request from one of the elected members, we have a two tier education system in Trafford, grammar schools and high schools. Grammar schools have entrance exams. And this is kind of big thing about how it's, you know, kind of social mobility and all that kind of stuff. So this, so we did this. No, this probably doesn't mean anything to anybody here, but the basic principle is this is the percentage of children who go to grammar school by ward. These are our deprived wards. These are our affluent wards. And this was the most talked about thing that we did at those locality workshops. So we were like, we need to do something about this. So we made this, which was our first kind of dabbling D3. So we started to think about, you know, how we can visualise data to make people use it better. So this is a core diagram that we sort of picked. We kind of robbed it off of Hebe Works who did something in Leeds around comics. And then we've just kind of taken it and iterated a little bit. We did something around ledger centres and then something around libraries, both of which were nice, but not kind of, not game changing. This is really good. So the pink stuff is grammar schools. The green stuff is high schools and the gray stuff is other schools. But what it allows people to do is start to get in amongst the wards and see who's going where. So this is one of our most deprived wards. Very few pink lines go into grammar schools. Our one of most affluent wards. Two big pink lines go into the grammar schools. If they don't go to grammar schools, they do one. So they're all going either out of borough to private schools. And then this, this is people coming from out of borough to our grammar schools. And people started to really kind of get into this. So we sent this out to people because we thought, you know, we need a bit of profile. So we sent it out to head teachers. We sent it to elected members. We sent it to the public. Anybody that was interested or showed an interest in this kind of thing, we sent to for them to play with. And loads of things have happened off the back of it. So I got summoned to the second we heads conference and they all interrogated me over it and said, you know, why have you done this and how have you done it? But it was, you know, ultimately, it's been sort of a really good exercise for us. Yeah, I came, right? Okay, so what we also did off the back because of this hunger for data, we started off these open data surgeries. So every month now the first Friday of every month, we kind of sit in a room and say to the voluntary sector or anybody who wants to come really, come and have a chat with us about data. We'll tell you how to get it, what to do with it. We'll make maps for you to drop into applications for grant funding. We aligned it firstly with some grant scheme that we were running £20,000 for employability for disadvantaged groups. We also started to help people evidence the impact of their projects. So this was an arts group in sale. And we just because of those ward profiles that we did because they're so modular, we can just drop in their own data. We've now got their data that we can use to support our own, you know, whatever we're doing. So if we want to say this is the impact of an arts group in sale, what would happen if we did it in Alchingham? You know, we can start to think about using their data. They get a free profile of the back of it that they can use to promote what they're doing. You know, everybody wins really. Now, so this is kind of now with people really like what we're doing. So this is our joint strategic needs assessment. It's not actually our joint strategic needs assessment. But this is where we're going with it. So people said, you know, we like what you're doing but like the approach that you're taking to data that's not a 200 page PDF document. You know, this is sort of a bit of a fancy, you know, node and, you know, explore the data that supports our JSNA. There will be kind of boring bits at the back of it. But, you know, this is an element that allows people to play with the JSNA, which is a really important document about how we are tackling the health needs of the borough. And there's a whole heap of data at the back of this, but this is kind of a nice, I've got time to talk about the whole thing. This, this is, we got involved in this really. So we've got a marathon in Trafford and people moan about the marathon because every once a year, on a Sunday, we have to shut the roads and people can't get to church, they can't get to the Trafford centre and all the residents moan. And they organise and say, well, it's really good for Trafford because people come from all around the world to Trafford and nobody believed them. So we took their data and we said, okay, well give it to us and we'll do something with it. So we made a map and, lo and behold, this is true, you know, we've got people coming from all over the world to come and run the Trafford marathon, apparently because it's one of the flattest marathons in, and you're about to see, you get people's book. But being able to give these back out to people and also, I mean, we put it on a black background because it kind of looks a bit, but it's like having black sheets on your bed, you know, it sort of sets you out and something a bit different. But the idea is, and I will let you members loved it because all of a sudden they've got this view of the marathon that isn't just about road closures and inconvenience, it's about putting Trafford on the map and drawing people in. So I think, I've got loads more to say, but I think I've probably run out of time. So, yeah, so just some kind of data stuff that we've done. Thanks for listening. Thank you, Jamie, for that tour de force whirlwind. I think it is one really quick question other than about Jamie's bedsheets. Do we have, we've got one just in this lady here. Hi, I'm Samantha Rashdon from Landmark. I was just wondering how you got doctors to give you their data. How did you do that? Thanks, I just did it. So because we're a kind of a, we partner up with a CCG, although we'd like more of an involvement with our CCG, they certainly recognize that what we're doing is good and has value. They can see that they wanna be involved, but they're not quite sure how to get there yet. So when we want something from the GPs, the CCG get involved and say, you know, yeah, we can help this. We can't put an analyst into the lab because that's what I would want, but what they can do, they do do for us. So we had a few steps back and forth through the GPs actually. That's not the whole story. We went back to those GPs and said, look, can you give us the post codes of the actual women who you are written to, who not attended for cervical cancer screening, so that what we ultimately ended up with rather than kind of a notional, this is where we think we need to go, we actually got the addresses that the streets of the women who weren't attending. So we could hone it right down to this collection. And because we didn't then release that, so there's this constant, and there's that sort of spectrum open that spectrum, I think that's this diagram that keeps being shown about. And we sort of, we dance along the whole of the thing. And I never mentioned open data, or I never mentioned closed data, you know, it's just a case of we're going to do this, sometimes we'll make it, we'll release it, sometimes we won't. And GPs, you know, and because we've, I suppose we've developed this sort of trust now with different organisations. So they knew that, you know, ultimately, I think the CCG got something like 500,000 quid because we got their target, went to over 80%. So it's, everybody wins from this. So it's, you know, it was having the CCG involved, I think it's probably the, okay. Thanks very much, Jamie. All right. Okay, thank you.