Professional Documents
Culture Documents
London’s technical
prowess to help the
capital work even
better as a city”
Boris Johnson
Mayor of London
3
CHAIR’S FOREWORD
Front cover - visualisation of the Twitter Languages of London. After English, the biggest tweeting tongues are Spanish (grey), French (red), Turkish (dark blue), Arabic (green),
Portuguese (purple), German (orange), Italian (yellow), Malay (turquoise) and Russian (pink)
1 - GLA Telephone Polls survey results, baseline set from November-December 2013 results
6
SMART LONDON PLAN
• Work with public and private sector • Evolve the London Datastore
organisations to create, maintain and utilise into a global exemplar platform
it, enabling common data standards. by 2016.
2 - GLA Telephone Polls survey results, baseline set from November-December 2013 results; 3 - Mayor of London (2010) Cultural Metropolis, p.17
4 - Dun & Bradstreet (2011) fDi Intelligence, from the Financial Times Ltd (Sic 737); 5 - Times Higher Education (2013) Times Higher Education rankings
6 - London Annual Business Survey, which the GLA are replicating
8
SMART LONDON PLAN
N E T WO R K S
London presents a highly sophisticated
innovation ecosystem, partly due to MEASURES OF SUCCESS
its scale, the number and types of
organisations involved. The Mayor has • Establish a Smart London
a critical leadership role to play – both Innovation Network by 2014.
globally, and in harnessing London’s
vast amount of existing activity. A more • £200 million levered into
transformative impact will be brought London to demonstrate smart
about from realising these opportunities at city approaches by 2018.
scale through strategic collaboration, and
of course significant investment to create
real efficiencies across London.
WE WILL
MEASURES OF SUCCESS
• Make available the city’s
performance, consumption, and
environmental data as open data
(energy, water, waste, pollution).
7 - GLA Group members include the Greater London Authority, Transport for London, the Mayor’s Office for Policing and Crime, London Fire and Emergency Planning Authority, and
the London Legacy Development Corporation
12
SMART LONDON PLAN
FO R A LL
Digital technology is making massive
changes to the way we experience the MEASURES OF SUCCESS
city - from traffic lights changing as CCTV
logs congestion, to knowing exactly what • Develop an index to benchmark
time your bus will arrive, and paying for global progress on digital money
it with the touch of your credit card. (at the city level), and establish
‘Smart London’ is about harnessing new a digital money demonstrator by
technology and data so that businesses, end 2015.
Londoners and visitors experience the city
in a better way, and have time free from • Ensure London has one of
bureaucratic hassle and congestion. the fastest wireless networks
globally by 2016.
8 - GLA Telephone Polls survey results, baseline set from November-December 2013
results
1 I NTROD UC TION
London is one of the greatest cities on London is in constant flux. Its population
earth. A world centre of commerce and is set to grow by one million people
a global cultural hot spot, London is over the next decade10 , and the city’s
diverse, connected, international and infrastructure is struggling to cope with
cosmopolitan. Its dynamic economy - the increasing demands placed on it.
with renowned strengths in creativity Congestion on London‘s roads cost the
and design, science and technology, economy an estimated £2 billion11, with
banking and finance - offers the most Londoners spending 70 hours on average
competitive and productive business in traffic jams annually12 . An ageing
environment in Europe. London is a centre population is changing the capital’s
of knowledge production, invention and health, social care and educational needs.
entrepreneurship, with more technology There is a pressing demand to create new
companies than any other European city 9. jobs alongside skills so that Londoners
London is a world leader in healthcare can access the new opportunities
delivery for its citizens, and in diagnosing, that advances in technology bring. A
discovering and providing treatments to (projected) population of almost ten
tackle the pressing needs of global cities. million by 2030 will increase stress not
only on healthcare and transport, but the
management of energy and utilities - such
as water, electricity and heat, and the
need to deal with growing waste
and pollution.
Without new approaches, including
new business models and new ways of
investing in new approaches, London will
not be able to grow whilst maintaining
and improving its lead as the greatest city
on earth, and as a liveable city, offering a
good quality of life.
Above - Brightly coloured dancers entertain at the Thames Festival, Pawel Libera 9 - Dun & Bradstreet (2011) fDi Intelligence, from the Financial Times Ltd (Sic 737); 10 - Greater
London Authority (2012) GLA Population Projections 2012 Round, Trend Based, Borough SYA; 11 - INRIX National Traffic Scorecard. [Online] http://scorecard.inrix.com/scorecard/;
12 - New York City Department of City Planning. [Online]
15
INTRODUCTION
13 - The London Enterprise Panel is the local enterprise partnership for London. Chaired by Mayor of London Boris Johnson
14 - Jonathan Leape (2006) The London Congestion Charge
18
SMART LONDON PLAN
SMART LONDON
APPROACH
19
BECOMING ‘SMARTER’
Above - Tweet City: Building Heights by Number of Tweets by Stephan Hügel and Flora Roumpani at The Bartlett Centre for Advanced Spatial Analysis, University College London
3 I M PLE M E NTI N G
CHANG E
Above - Pedestrian Modelling by Vassilis Zachariadis at The Bartlett Centre for Advanced Spatial Analysis, University College London
22
SMART LONDON PLAN
15 - Listen London is a bespoke tool used to listen to social media talk about London related issues. It can analyse the findings to provide overviews by topic of opinion expressed online.
16 - Labour Force Survey, ONS Apr-Jun 2013 17 - GLA Telephone Polls survey results, baseline set from November-December 2013 results
24
SMART LONDON PLAN
2.
W ITH ACC E S S
TO O PE N
DATA
Data is the backbone to planning and
operating cities. It is used for everything
from better managing energy supplies,
to putting more trains on at peak hours -
ultimately enabling London to cut costs,
save energy, improve services, and create We also want to make sure this data is
efficiencies across the capital. accessible and meaningful to citizens,
Opening up data around demand, not just the developer community - so
consumption, services, and operations Londoners can compare and challenge
that enable London to function will create public sector performance. We will work
transparency, improve efficiency, and open to open data standards, simplify and
up the potential for innovation. Improving customise datasets, with smart phone
evidence-based decision making, and and tablet friendly interfaces, engaging
engaging both businesses and Londoners, content and tools to enable increased
will help us to develop the tools that will interaction between Londoners, policy
improve our city, and at scale. makers and service providers.
The London Datastore was one If private data sets (which are, by
of the first platforms worldwide to make definition, not open data) are brought onto
public data open and accessible. Access the Datastore, we want to ensure privacy
to public data has created new markets, is protected and there is transparent use
encouraging the development of products of data - to ensure data use is managed in
and services for Londoners. The Datastore the best interests of the public rather than
receives over 30,000 visits a month, with private enterprise. We will develop and
over 450 transport apps alone having adopt a set of standards which we will
been created. City Hall will continue to use to engage the public in how the data
work with London boroughs and others may be used, and how this is of benefit to
to free up more data, and will identify and them.
showcase the value that is generated from
its use - supporting the development of
new business models and the creation of
better, and more cost effective, services
for Londoners.
Above - the performance of London tubes in real time, Placr. For more info see: http://apps.placr.co.uk/transportapi/tube/dashboard
26
SMART LONDON PLAN
CASE STUDY
LONDON’S ONLINE SCHOOL ATLAS -
PREDICTING FUTURE DEMAND
MEASURES OF SUCCESS
• Creation and wide
dissemination of compelling
evidence-based stories to
demonstrate the power of
open data for Londoners and
businesses.
18 - GLA Telephone Polls survey results, baseline set from November-December 2013 results
28
SMART LONDON PLAN
R E S E A RC H ,
WHAT WILL WE DO?
TEC H N O LOGY
& C R E ATI V E 1. Launch a Smart London Innovation
Challenge: mobilise Londoners,
TA LE NT entrepreneurs and London’s research base
to solve the capital’s growth challenges.
19 - Mayor of London (2010) Cultural Metropolis, p.17; 20 - Dun & Bradstreet (2011) fDi Intelligence, from the Financial Times Ltd (Sic 737)
21 - Times Higher Education (2013) Times Higher Education rankings; 22 - BIS (2013) “The Smart City Market: Opportunities for the UK”, Research Paper No. 136, p.2
23 - The London Green Fund (LGF) is a £100 million fund set up to invest in schemes that will cut London’s carbon emission.
LON D ON
L E A D E R I N D I G I TA L T E C H N O L O GY
28,000 48 LON D ON H AS
TE C H N O LO GY
T EC H N OLO GY 25%
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B US I N E S S E S OF ALL T H E 63%
T ECH NOLO GY JOB S LON D ON A D U LTS
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I N B R I TAI N
I N N E R LO N D O N LON D ON
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D E N S IT Y O F TOP RAN K I NG
TECH NOLO GY
B US I N E SS E S
U N IVE R S ITI E S
#1 91%
T H AN ANY W H E R E U S E T H E I NTE R N ET AT
I N E U ROP E I N T H E WOR LD LEAS T ONCE A W E E K
OV E R DATASTOR E
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B E E N C R E ATE D
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TH E N EW DIG ITAL H U B DU E TO OP E N I N
2015 ON TH E OLYM P IC S ITE W I LL
M AYOR O F
CASE STUDY
SMART LONDON INNOVATION CHALLENGE
24 - The definition of ‘innovation active’ is taken from the UK Innovation Survey and includes businesses reporting both product and process innovation, for further information see
here
30
SMART LONDON PLAN
Left - Bike flows from the Barclays public bikes scheme by Martin Austwick
31
IMPLEMENTING CHANGE
Left - Journey segments between two Oyster card ‘taps’ by Michael Batty
32
SMART LONDON PLAN
CASE STUDY
ICT LABS - KNOWLEDGE AND INNOVATION
Above - Modelling London in Real Time by The Bartlett Centre for Advanced Spatial Analysis, University College London
25 - Office for National Statistics (2011) Inter Departmental Business Register
34
SMART LONDON PLAN
P O P U L AT I O N P R O J E C T I O N
2030
2021
2012
9.8
9.3 M I LLION
M I LLION
8.3
M I LLION
LON D ON
W I LL HAVE
641,000
MORE JOBS
BY 2031
600,000
E X T R A PA S S E N G E R S
AT P E A K T I M E S
L O N D O N W I L L N E E D AT L E A S T CONGESTION ON
Light freight journeys are responsible for Roadworks in London account for 36%
80% of freight miles on London’s roads. of road disruption costs, equating to
TfL estimates that by 2030 this will grow an indirect annual cost of around £720
by 43%26 . The growth in e-commerce and million per year to the London economy.
Data sharing is currently slow and is often
NEEDS
City Hall also has to work in a more
integrated way if it is to better meet the
complex needs of London’s population.
This means joint working across different
policy areas which traditionally sit in ‘silos’,
including sharing data and objectives;
and more joint working across London
boroughs, and wider service providers. This
will help to create efficiencies, including
cost savings, across different service areas.
The Mayor has powers over, and
budgets for, transport, policing, economic
development, fire, culture, health, the
environment, planning and development. WHAT WILL WE DO?
The functional bodies — Greater London
Authority, Transport for London, the Mayor’s
Office for Policing and Crime, London Fire 1. Work across the Greater London
and Emergency Planning Authority, and the Authority Group: to increase data
London Legacy Development Corporation sharing and analytics, such as the use of
— are responsible for the delivery of predictive analysis.
services in these areas28 . We need to open
up City Hall budgets to more transparent 2. Scale up innovation, working
and innovative ways of delivering these across borough boundaries: work with
services. London boroughs and service providers
London is already experimenting with to identify strategic opportunities for
different ways of sharing and analysing applying data and technology to London’s
data and objectives across these challenges, and examine ways in which
functional bodies, including predictive innovations can be rolled out at scale,
analysis. For example, the Metropolitan across administrative boundaries (in
Police Service (MPS) and Transport for applications such as parking, waste
London (TfL) are proposing integrating collection, or healthcare).
automatic number plate recognition
Oyster data
Traditionally, traffic management has Contacting the NHS can be confusing. Set
depended on fixed sensors to understand against the recent Stafford hospital report,
what is happening on the road network. the Berwick Review of patient safety and
Although useful, they are limited by their the Clwyd review of complaints in the NHS,
ability to only give intelligence at their we must make it easier for the public to talk
specific location, with single function to the NHS, for feedback to be listened to,
capability and specific installation and acted upon.
requirements - resulting in high installation Care Connect is an NHS England
costs, and limited geographical coverage. innovation modelled on the highly
A Cooperative system, CoSy for short, successful 311 in the USA which has
looks to examine the potential for using transformed the relationship between
digital technology, such as mobile citizens and their public services and
phones, GPS, satnav, bluetooth, twitter, the similar approach used by the UK
Cloud computing etc, to help develop an Police (who have adopted 101 for triaging
understanding of the network in real time. all non emergency call). Launched in
CoSy also aims to create a way for the August 2013 with pilots across 16
traffic manager and the public to engage in London boroughs, Care Connect offers
real time and look at a number of options, a simple point of access through a range
including personalisedjourney choices. of channels (online, phone, text and
TfL recently undertook a number of social media) for the non-clinical aspects
demonstrators to experiment with using of a comprehensive customer service
digital technology - including mobile (general enquiries, complaints triage
phone, twitter and SatNav data. Over and feedback), routing in real-time to
30 billion data points related to journeys the right part of the NHS for resolution.
and their impact on the road network Interactive maps and dashboards enable
were captured. CoSy demonstrates the public to track progress and openly
the capability of using social media for see how NHS providers are responding.
traffic management, and the Cloud as a Care Connect speaks directly to NHS
mechanism for handling big data, enabling England’s commitment to transparency and
real time traffic management at a fraction participation.
of the cost of traditional systems. Built by a company specialising in
‘311 style’ democracy sites this early
prototype of Care Connect can be
accessed as an ‘app’ via NHS Choices
and myhealthlondon websites with
a Customer Relationship Management
system to ensure effective management
and tracking of multichannel and multi-
functional requests, supported by a
moderation and case handling service.
From increasing engagement
and transparency in NHS services, to
personalised medicine and healthcare
41
IMPLEMENTING CHANGE
CASE STUDY
TECHNOLOGY INNOVATION PORTAL
Above - Oyster Card Volumes of Travellers Using Oyster Cards at Peak Times by Michael Batty
29 - Establishing baseline December 2013
42
SMART LONDON PLAN
7.
OFFERING A
‘S M A R TE R ’
LO N D O N
E X PE R I E N C E
FO R A LL
Digital technology is making massive
changes to the way we experience the
city - from traffic lights changing as CCTV
logs congestion, to knowing exactly what
time your bus will arrive, and paying it
with the touch of your credit card. Smart
London is about harnessing digital
technology so that Londoners, visitors and
businesses can experience London in a
better way, and have more time free from
bureaucratic hassle and congestion. WHAT WILL WE DO?
Londoners are early adopters of
new technology. We need to encourage
them to interact more with the city and 1. Establish a Smart London platform:
its performance, and be a part of the to enable Londoners to feedback, rate and
solution. London has already experimented shape the type of experience they want
with the city ‘talking back’. The City of to have.
London, for example, established ‘smart’
recycling bins, which were used as Wi- 2. Help position the Queen Elizabeth
Fi hotspots with digital screens providing Olympic Park as an interactive smart
information on the city. The recent surge experience: a test bed and demonstrator
of public opinion against the tracking of by 2016.
Wi-Fi signals to gather anonymous data
on peoples’ movement reiterates the 3. Invest in wireless networks in public
critical importance of involving Londoners spaces: we have already invested in Wi-
in any plans to make the city ‘smarter’. Fi on the London Underground, and were
the first UK city to launch 4G. In 2014 we
will invest over £1 million in free Wi-Fi in
London’s art galleries and museums, to
ensure London has one of the fastest Wi-Fi
networks globally.
43
IMPLEMENTING CHANGE
Over the next two years LLDC want and quickly, with over 1,250 signs now
to focus on three areas to enhance the installed. Legible London is integrated
experience on the Park, to realise this with other London public transport
ambition LLDC will be seeking advice and options so when people are leaving the
investment input from the wider community Underground, or getting off a bus for
and the private sector: example, they can quickly identify the
walking route to their destination.
• Transport and navigation: a showcase Getting people to walk more has
and testing ground for a more integrated real economic benefits to London, as it
approach to transport planning and use. supports the health of Londoners and
For example, the Park could be a testing London’s high streets. The prototype
ground for extending the Oyster to other digital lith is a new type of Legible London
modes of transport - allowing Oyster sign developed in partnership between
travel from central London onto the park TfL and Canary Wharf Estate. It is
by tube, bike hire across the park, and designed to meet pedestrian wayfinding
perhaps returning home using an electric needs in a dense, multi-level urban centre.
car hire scheme. The new design features an interactive
touchscreen panel displaying electronic
• Sustainability: a showcase and mapping on one side, with a standard
testing ground for a more integrated printed map on the reverse side. The
understanding of resource consumption touchscreen allows pedestrians to search
to encourage more sustainable for destinations such as restaurants,
behaviour. The Park could be the first shops and businesses, with the electronic
location in Europe where all assets are maps showing the quickest walking
managed in real time and consumers routes to destinations. The digital display
understand comprehensively how their also allows users to access additional
behaviour impacts on energy, carbon, information such as text directions to
water and waste. destinations, opening hours, retailer
offers, and more.
• Connectivity: if given the correct TfL and Canary Wharf are continuing
support, the Park could offer free Wi-Fi, to test the digital lith. TfL is undertaking
or be the first 5G site in the country. research to understand user perceptions
of the sign, the features they like, and
to explore what other content might be
CASE STUDY useful. Two more digital liths are currently
FINDING YOUR WAY AROUND THE CITY - being manufactured for Canary Wharf.
DIGITAL LITH These further units will expand wayfinding
coverage for pedestrians and allow TfL
London is packed with tourist attractions, and Canary Wharf to expand the digital
shopping areas and cultural offers that offer of Legible London.
draw huge numbers into the city. As a
world financial centre, it also attracts
thousands of workers and business
travellers every day.
Legible London is the integrated
wayfinding system that’s helping people
move around the Capital more easily
45
IMPLEMENTING CHANGE
MEASURES OF SUCCESS
• Develop an index to
benchmark global progress on
London is already at the forefront of digital money (at the city level),
financial innovation. Level 39, based in and establish a digital money
Canary Wharf, is Europe’s largest ‘fin demonstrator by end 2015.
tech’ accelerator - already working with
many companies creating new ways of • Ensure London has one of
payment and collection in electronic form. the fastest wireless networks
For example ZipZap enables users to globally by 2016.
buy online, and complete the transaction
at a local payment station, improving • Increase in the number of
access to online price benefits for those Londoners who think the
not currently able to pay online. Yoyo use of digital technology has
has created a mobile payment system improved London as a city to
that builds in an automatic loyalty point live in 30 .
collection system. Companies like
Transferwise, operating out of their
headquarters in East London, have been
able to revolutionise the way money
is transferred abroad, with significant
savings for consumers.
Digital money innovation is also taking
place within the GLA Group. The use of the
Above - Looking down on the east end of London from above the Docklands skyscrapers, Visit London
30 - GLA Telephone Polls survey results, baseline set from November-December 2013 results
4 F I N AL
WOR DS
The Smart London Board members are: • Chris Thorpe, Entrepreneur and
Technologist.
• Professor David Gann, Vice-President
(Development and Innovation) at Imperial • Mike Butcher, Editor of TechCrunch
College London and holds the Chair in Europe, cofounder of Tech-Hub London.
Innovation and Technology Management
in Imperial College Business School • Martin Curley, Vice President of Intel
and the Department of Civil and Corporation, Director of Intel Labs
Environmental Engineering (Chair of the Europe.
Smart London Board).
• Paul Maher, CEO, Siemens Infrastructure
• Professor Ricky Burdett, Director & Cities LMV & Smart Grid Divisions,
of LSE Cities, Professor of Urban North West Europe, Siemens.
Studies, London School of Economics
and Political Science, and Global • Volker Buscher, Director, Arup.
Distinguished Professor, New York
University. • Gavin Starks, CEO, Open Data Institute.
Big Data - Big data involves very large Cloud Computing/The Cloud - The
datasets, such as billions of tweets or practice of using a network of remote
terabytes of sensor data. servers hosted on the internet to store,
manage, and process data, rather than a
BIM - Building Information Modelling local server or a personal computer.
uses multi-level data rendered in a 3D
common language environment. This Coding - Coding, or programming,
allows the interdisciplinary parties in the commonly refers to computer
project - architects, structural engineers, programming, which is the process
mechanical and electrical engineers, of writing software, applications and
designers and manufacturers - to talk websites, which are all created using a
about exactly the same thing and, crucially programming language. There are many
for so many participants, visualise it in 3D. different programming languages, and
programmers often tend to specialise in
Bluetooth - A standard for the short-range one or two. Examples include python,
wireless interconnection of mobile phones, ruby, and java.
computers, and other electronic devices.
Connected Digital Economy Catapult
Care Connect - An NHS England - One of seven ‘Catapults’ launched by
innovation modelled on the highly the UK’s Technology Strategy Board
successful 311 in the USA which has as a network of world-leading centres
transformed the relationship between designed to transform the UK’s capability
citizens and their public services. for innovation in seven specific areas
Interactive maps and dashboards enable and help drive future economic growth.
the public to track progress and openly Connected Digital Economy Catapult
see how NHS providers are responding. focusses on accelerating growth through
CCTV - Closed-circuit television used for the Digital Economy.
security monitoring.
49
GLOSSARY
two, along with other supporting facilities The site and its surrounds are now
and infrastructure. 33 were identified as being developed and regenerated by the
part of the Mayor’s draft London plan. London Legacy Development Corporation,
building on the 2012 Olympic and
MedCity - ‘MedCity’ will promote a joined Paralympic Games legacy.
up and globally distinctive life sciences
offer for London and the Greater South SatNav - Navigation dependent on
East (GSE); act as a visible ‘go to’ point information received from satellites.
for businesses and investors, whether
global or local, to access, invest in or SCOOT - Split Cycle Offset Optimisation
collaborate with London and the GSE’s Technique is the world’s leading adaptive
science base; and provide a strong voice traffic control system. It coordinates the
for the sector, champion its strengths, operation of all the traffic signals in an
but also raise awareness of the factors area to give good progression to vehicles
impeding further growth to catalyse through the network. Whilst coordinating
positive change. MedCity will help London all the signals, it responds intelligently and
and the Greater South East to be the continuously as traffic flow changes and
world’s greatest life science hub. fluctuates throughout the day. It removes
the dependence of less sophisticated
MPS - Metropolitan Police Service is systems on signal plans, which have to be
police force responsible for the whole of expensively updated.
Greater London apart from the City of
London which is the responsibility of the Smart City - The general term used to
City of London Police. discuss how cities across the globe are
sharing information and making use of
Open Data - Open data is information technology to work more efficiently.
that is available for anyone to use, for any
purpose, at no cost. The Open Definition Smart Grid Services - A utility supply
sets out a number of principles for network that uses digital communications
Open Data. technology to detect and react to local
changes in usage.
Open Definition - A piece of data or
content is open if anyone is free to use, Smart London - Smart London is about
reuse, and redistribute it - subject only, at how the capital as a whole functions
most, to the requirement to attribute and/ as a result of the interplay between its
or share-alike. ‘systems’ - from local labour markets to
financial markets, from local government
Oyster - A plastic smartcard that can be to education, healthcare, transportation
used on London’s public transport instead and utilities. Smart London is where the
of paper tickets. Travelcards, Bus & Tram linkages between these different systems
season tickets and pay as you go credit are better understood, where digital
can be loaded onto it. technology is used to better integrate these
different systems, and London as a whole
Queen Elizabeth Olympic Park - The works more efficiently as a result - for the
Queen Elizabeth Olympic Park is the site benefit of its inhabitants and visitors.
that hosted the 2012 Olympic Games.
52
SMART LONDON PLAN
SME - Small to medium-sized enterprise, Tech City Institute - The ‘Tech City
a company with no more than 250 Institute’ will provide a unique space for
employees. citizens to come together and discuss,
learn and understand not just the role of
Super Connected Cities - In 2011, the the new technologies but also how they
government set aside £100 million for an impact different parts of society. We
Urban Broadband Fund (UBF) to create will use this space to engage London’s
‘super-connected’ cities across the UK. entrepreneurs, the research community,
This was followed in 2012 by a further as well as Londoners themselves to help
fund of £50 million for a ‘second wave’ us find ways of getting the community
of cities to benefit from this programme. involved to help us solve some of
Cities will benefit from faster and better London’s core challenges.
broadband, and large areas of public
wireless internet (WiFi) access. London Tech City Stars - Supported by the
bid for £25 million, and the majority of the Mayor of London, accredited by City and
funding will be delivered through a SME Guilds and Microsoft and endorsed by
voucher scheme. City University, Tech City Stars is a high
quality, high intensity programme that
Talk London - Talk London hosts online provides talented young people with a
discussions, polls, live Q&A events, year of work experience and training with
surveys and focus groups - discussing tech city firms.
a wide range of topics from improving
standards in the private rented sector TfL - Transport for London is the local
to cyclist safety around HGVs (heavy government body responsible for the
goods vehicles). Through the community, majority of the transport system in
Londoners are taking part in policy Greater London.
conversations to generate new ideas. We
can also consult Londoners on our ideas Twitter - Social networking and
to make sure that policies are responsive, microblogging service utilising instant
effective and resonate with communities. messaging, SMS or a web interface.