 Good morning everyone. Hopefully I'll pick up a few of the things Tom described. In particular, getting to focus on people, human outcomes rather than technology. It's something I've been blogging about recently and managed to start an argument with Adam Greenfield about just last week. So that'll be interesting. I'm going to talk about open data, kebabs and town planning. So let's see where that gets us. I'm going to talk about Birmingham a lot as well. yn y mynd, rydyn ni'n gwybod yn oedd ar y stryd newydd, ond rydyn ni wedi'i gweithio yn ystod y rheswedd y cyfnod o'r cyfraniol gynhyrch, ac rydyn ni'n gofio'r gymuned, ymlaen nhw'n swyddfa arall. Rydyn ni'n gweithio'r cyfraniol, ac rydyn ni'n gweithio'r cyfraniol, ac rydyn ni'n gweithio'r cyfraniol gydag o'r cyfraniol. Rydyn ni'n gweithio'r cyfraniol, mae yna i gael ddechrau sydd yng Nghymru yn ysgrifennu Llywodraeth. Fi'n gweithio'r Llywodraeth Cymru yn ysgrifennu Llywodraeth i'r Llywodraeth Cymru yn ysgrifennu Llywodraeth, a fydd yw i'n ddod i gweithio'r Llywodraeth. Rwy'n credu un gweithio'r llwyddiad, rwyf hyn i'n ddysgu'r llwyddiad o'r cyfrifiadau cyfrifiadau. Ychydig o'u cyfrifiadau yn wneud ymlaenau, mae'r cyfrifiadau yn ysgrifennu Llywodraeth. at gyfnodd yn Llandon o'n llwyr i gynchon a oedd yn cyfnodd o gweithiool o gwlad cyfnodd yn gweithio'r gwlad cyffredig cyfnodd ac mae'n dweud o'n mynd i'w byw o gael y gallu oedden nhw. Yr hyn yw'r ysgrifennu ar hynny, rwy'n gweithio'n gweld i'r cyflwyno, ac mae'r gweithio'n gweithio'r gweithio'n gweithio'r gweithio'r gweithio ar gyfer y rhai restaurant, yn y diolch If you're born today a mile that way, you're likely to die 21 years younger than if you're born three miles that way. London's difference is about 21 years. That's pretty common in cities across the country. So let's have a look at Birmingham. Why might it be good or bad at creating life, creating value for people? So this montage of photographs shows some of Birmingham's creative centres split up by some of the features of the urban landscape that get in the way of people making a success for themselves by getting to those centres or getting between them. So in the middle you've got the Bullring Retail Centre. I won't talk too much about that, it's just the shopping centre. Just above that you've got Cornwall Row where all of the finance and business expertise in the city is. Top left you have the Jewelry Quarter which is still a centre of advanced manufacturing, buzzing little urban area with some real urban grit in it but lots of creative activity as well. To get from one to the other you have to pass the eight lanes of Great Charles Street, Queensway put up there in Birmingham's infamous tunnels. You also need to cross that to get over to the top right which is Innovation Birmingham, the main technology incubator in the city and to get from Innovation Birmingham down to Millennium Point and the Educational Quarter you need to cross another really great road. To get down to the Custod factory, voted one of the best places in the UK by the Academy of Urbanism recently, you've got to get through Digbeth's industrial manufacturing area. It's got some fabulous bits but you don't always feel particularly safe walking around there particularly not when it's not very light. I could go on and on and on. So these human aspects of place deeply affect how successful people are able to be. We talk an awful lot about bottom-up innovation in the smart cities world. That difference in life expectancy shows the difference in the opportunity to be successful, bottom-up innovating to people in different areas of the city. So what can we try and do about this? Well, one sense in which I recently joined Amy to take this role as IT director for smart data and technology is I think we've got a business case for contributing to some of the infrastructure that might help that. So in Amy we employ about 22,000 people in this country who spend their time mending roads, cleaning parks, cleaning buildings, maintaining the infrastructure, building the infrastructure, operating the infrastructure that keeps cities running. We operate some light rail services. We run some secure education facilities. So actually we run some services that touch really sensitive parts of very vulnerable lives. One of the things we've got because we're quite a large-scale commercial organisation is a business case to invest in smart technology to operate those services more efficiently, more effectively. So both creating a financial incentive and we hope creating better outcomes. So you can see some screenshots here for how we're using technology platforms to sense our business, sense the environment around us, try and operate and plan our services more effectively. Also to then take that information and engage with it. So engage in a dialogue with communities about the services that affect them, about the environments that they live their lives, run their businesses in. And because we don't necessarily assume that we always know how to do that in the best way, we're also engaging with business partners, social entrepreneurs, social enterprises. You can see two SMEs that we're working with here. Vivo who work in the educational sector and designed for social change with whom we're hopefully starting a project soon supported by Innovate UK. So people who know how to engage first and foremost with communities and about issues and then who are expert about using technology to do so when technology is the right vehicle. So this is one of the ways that we're looking to use our critical mass, our responsibility as a service provider to local government and regulated industries to enable better engagement and different forms of engagement. But we don't know everything about where we should try to address issues. We're not experts in all the aspects of a city. So what about Birmingham's diet? It's a collection of my previously I should stress favourite kebab shops in Birmingham here. If my wife's watching this, I haven't been to any of these for a long time. Birmingham has some real challenges with food, where the diabetes capital of Europe, in part because we have a high proportion of Asian populations who are more susceptible to diabetes on average, in part because we don't in general have a particularly good diet. Now, I didn't start thinking about food in Birmingham. No one in Amy or in my former employer IBM started thinking about food in Birmingham. These people did at a hackathon about three years ago now. So we've got a set of people here who came together for an activity that I'm sure all of you will be very familiar about what can we do to use our skills and to use the data and technology available to us to make Birmingham a better place. In the open conversation at the top, which as every time I give this story people point out is mostly full of white men and is not very representative of Birmingham. So this is a challenge that we need to fix. In that conversation, however, Ud's duty, who sat way at the back, you can't really see him very well in this picture, said, I went to this huge family wedding at the weekend. At the end of it, there was loads of food left over and it all got thrown away. It was all produced by professional catering services in certified environments. Surely we could have done something better with it. So over the course of a couple of days, a few people here hacked together an app that connected information about professional catering services in Birmingham and soup kitchens and homeless shelters. It's visible that it has the ability to connect people with spare food, with people who need food to give away. It's a great little idea and one of the examples of the sort of ideas that come up when you get people together like this, given their time freely, in a place that they care about. One of the challenges though is how do you take that idea and do something more substantial with it? So it was a great idea and a great piece of code. It's there on GitHub for anyone who wants to use it. But it didn't result in people driving vans around Birmingham every evening redistributing food. That isn't a problem that I've found a way to solve yet. But it did start sparking the question, how could we go a bit further? How could we scale the idea? So this is what we've been doing for the past two, two and a half years now. About 20 institutions in Birmingham coming together in a completely non-commercial collaboration just to listen to good ideas from around the city. So you've got the usual suspects in there in the sense that you've got the council, you've got IBM, you've got SCC, who are one of Birmingham's largest privately held companies. They're also the largest privately owned technology company in Europe. They operate cloud data centres in Birmingham and all sorts of things. We've got the Heart of England NHS Foundation Trust. We've got the LEP. We've also got some less obvious suspects. So Millennium Point, which is a large institution that supports education and entertainment and culture. We've got OpenStreetMap, who are a non-commercial organisation. We've got Droplet, a local startup, et cetera, et cetera. The idea of this was to bring together some of the people in Birmingham with the willingness to listen to good ideas no matter where they came from and the resources to potentially support them and the networks to potentially support them. So some interesting things have happened as a result of this. Centro's Birmingham's public transport executive. Like any public sector organisation, they don't have a lot of spare cash. What they've recognised is they also don't have all the ideas about how to make public transport better in Birmingham. So they've been running sponsored hackathons and what the Smart City Alliance did was help them to engage with the city's community of entrepreneurs. They've had a whole set of good, potentially viable business service ideas in transport emerge from that activity. And because these days, if you've got a good idea for how to improve a transport service, chances are it's going to reduce the carbon of transport if it's successful. They're then able through Innovation Birmingham to get funding grants from the climate kick which supports low carbon initiatives. So without any central funding, simply by connecting a network in a way that wasn't connected anymore, we've connected challenges with innovative capacity, with funding streams and things are starting to happen. There'll be a new personal transport information service piloted in Birmingham soon called My Journey as a result of this. We also helped something happen in the long bridge redevelopment. So you'll all be familiar with the demise of MG Rover a decade or so ago, been going on a long time. It is and remains a sad loss for the UK and the region's manufacturing capability. Car manufacturing is starting to do really well again in the West Midlands thanks to Jaguar Land Rover. But in the meantime, you've got this enormous great site where this huge mile long factory used to be. Actually this site was one of the biggest petrol exporters in the country for a little while because when they went to start redeveloping it they realised it was basically a lake of spilled petrol sat underground. But now they're starting to build a new town there. What was one of the challenges with this town? Well it's the HDVs following sat nav directions to post codes that didn't exist when they were building it. They started turning up in the village of Northfield down the road which wasn't very helpful. There's a whole set of people in Birmingham who've been wanting to fix this for a long time that hadn't been able to get access to the long bridge site and that's open street maps. So one of the connections that the Alliance made was between those organisations. Birmingham and the West Midlands has one of the best maps set of roads and buildings in the country for open street maps now including the long bridge redevelopment helping the lorries get to the new destinations they need to get to. And we did something about food too. Through convening a set of what we thought about as unusual suspects from our networks to try to follow on from that food hackathon. We bought some technology entrepreneurs from Birmingham and London in, we bought a nutritionist, we bought the council, we bought the NHS and we talked about what we might do. Because the bottom world of innovation doesn't work very top down, what happened next wasn't what anyone walked out of the room thinking it would be. What happened was that Shaleen Milu, the lady on the right who was the nutritionist got inspired to start a new business, got connected to a property developer and had the old school building here on Harbour and High Street and a promise to the council to operate a responsible venture into it and about two years later the Harbour and Food School was opened by Hugh Fernley Whittingstall there in March. It's an interesting business model, it's a community interest company and it's in Harbour which is a relatively expensive part of Birmingham so it's offering food teaching courses taught by not quite as famous chefs as Hugh there but by local and regional chefs from various different backgrounds or as food cultures. What that business model enables them then to support our community initiatives, healthy eating initiatives, they ran an event recently in partnership with the NHS around lifestyles and diets to support diabetes so starting to look at the food culture to tackle one of the city's business biggest challenges. So when I try and think about this long rambly story I've taken you on through some things that happened in Birmingham some things that Amy have been involved in but not wholly things that I do in my working life it's a little bit of a mixture. The biggest inspiration to me in this has been Kelvin Campbell's work. Now I can talk to you for hours and hours about the long and deep connections between town planning and technology around the thing called the design pattern but I won't do that today I'll talk a little bit about smart urbanism. Kelvin asks the question what are the characteristics of urban policies and environments that give rise to massive amounts of small scale innovation? That sounds like scaling smart cities to me. He comes from a town planning background so you can see here some of the work that's emerged in looking at how how to avoid slums developing as cities rapidly urbanising the developing world. So it's about putting basic grid infrastructure in place not full infrastructure because no one can afford it not housing because no one can afford it but basic infrastructure and patterns so that when people self build to them a better quality of infrastructure emerges than would have happened starting from a blank canvas. So when I think about that in terms of smart digital urbanism these are then some of the things that I think about. So any infrastructure in cities technology or otherwise needs to be accessible and adaptable so in technology terms back to many of the things that Tom talked about open data, open APIs, open standards open architectures as well because it's only for open architectures to understand the purpose of a system and where to engage with it. We need to be engaging so again in technology terms that might be about offering open data having a conversation about it so a brilliant presentation from ODI Leeds just last week about some of the work they've done using open data to tackle the issue of empty housing in the city and social media in the form of dialogue as well. Engagement isn't all about technology I fully appreciate that I'm just talking from a technologies perspective how can we support it. It's about top down and bottom up so what are the top down things we can do to support bottom up innovation while in planning frameworks we should be mandating these things when people develop property taking huge investments from pension funds often to develop physical infrastructure then generate commercial returns as well as demanding public space in those developments we should demand public technology public data that doesn't require investment we need the soft infrastructures I've talked to you about just one of those in Birmingham this is another form of soft infrastructure that there are many around the country and finally and I thought a little bit about this phrase I think we need to be entrepreneurial and enterprising what I've observed in the Smart City Alliance for chairing it for the past two and a half years is that if we try to run initiatives we fail because we're already people we're busy jobs often people running companies with low margins or running public sector institutions that doesn't work if we create an environment and offer support and connections that allow people to exceed and if we invite interesting people to come talk to us then their entrepreneurial and enterprising nature leads them to do things and with just a little bit of help we can help them be an awful lot more successful and I think there's a hugely important aspect of scaling Smart Cities in all of us recognising that I hope that's been interesting and at the same time, thank you very much