Good Morning

1. Good Morning • Welcome to our Industry Market Sounding Event

2. Introduction to the Market Sounding Event Raj Mack Head of Digital Birmingham

4. Birmingham “The Place To Be”

5. Delivering Economic Growth & Prosperity for Birmingham Jack Glonek Investment, Enterprise and Employment

6. Today’s Programme • Birmingham - the city, its ambition and values, and your opportunity. • Our Economic Future – LEPS • The City Council’s Role

7. Birmingham’s People • Major population centre with over five million people resident within a 45 minute journey to work. • The youngest major city in Europe – highest proportion of people aged under 15. • Richly diverse population – almost 30% from ethnic minority groups.

8. Birmingham Economy • Major economic driver in wider West Midlands region. • The professional and financial services sector already employs some 100,000 people in the City. • Wealth of talented banking specialists and top accountants. • One of Europe’s largest insurance markets.   • Vibrant legal market with 200 law firms. • 50 major property services.

9. Top Employers Banking, Accounting & Insurance Royal Bank of Scotland HSBC Lloyds TSB Group Plc National Westminster Bank Plc HFC Bank Plc PricewaterhouseCoopers Deloitte & Touche Ernst & Young KPMG Grant Thornton Wesleyan Assurance Society Direct Line Insurance Legal and General Insurance Euler Hermes Trade Indemnity Plc Norwich Union plc 1 2 3 4 5 4 1 1 2 1 5 3 4 5 4 2 4 1 3 3 5 4 5 2 5 3 2 1 3 2 3 4 5

10. Birmingham Education • Three universities in Birmingham – 64,000 students • 17,000 graduates every year • Further 6 universities in the region • 172,215 total students in Birmingham and the West Midlands • 48,925 total graduates in Birmingham and the West Midlands

12. Birmingham – Growing the City Centre 0.8-8 square kilometres

13. Our Economic Future • Vision • Create and support a globally competitive knowledge economy • Attract innovators, risk takers, entrepreneurs • Become the easiest place in Europe in which to set up and run a business

14. Our Economic Future continued • Objectives • To contribute towards the positioning of the City Council within the proposed City LEP to deliver economic recovery, growth and prosperity • To input into all policy areas covering investment, enterprise and innovation working with key partners such as Business Link, Universities, Science Parks in these areas.

15. Outcomes • Increase economic output (GVA) by 30% by 2020 • Create up to 100,000 private sector jobs by 2020 • Stimulate growth in business stock, survival rates and business profitability

16. Outcomes continued • Boost indigenous and inward investment • Achieve global leadership in key sectors such as Digital • Build a world-class workforce with skills needed to achieve our ambitions and reduce worklessness

17. Innovation & Enterprise • Believe in enterprise • Start up and grow existing business • Access to finance • Recruit skilled people • Exploit key sectors • Invest in new ideas • Start and run social enterprises

18. Infrastructure Investment • Connect with businesses and markets • Realise infrastructure investment and growth • Invest and develop • Deliver Birmingham Energy savers • Enjoy a high quality of life • Develop our visitor economy • Capitalise on the attributes of area surrounding conurbation

19. New sector opportunities • Priority sub sector: • Financial Services – Back Middle office Priority sub sector: HR/Legal • Shared Service Centres • Priority sub sectors: • Digital • Low Carbon • Medical Technologies Priority sub sectors: • Green automotive production • Automotive low carbon R&D

20. Role of City Council • Market innovation – improve economic performance • Public innovation – create public value, municipal entrepreneurship • Social innovation – new ideas to meet society’s needs

21. Innovation – a means to an end • Improve economic growth • Climate change adaptation and mitigation • Improving public sector efficiency • Improving health outcomes • Encouraging sustainable transport • Addressing demographic change challenges

22. The City’s innovation role • As a service provider • As a facilitator • Supporting clustering • Convening and leading partnerships • Kick start funding for R&D • Providing general and specialised funding and grants • Pilot projects and testing

23. The City’s innovation role • As a land owner • As a local government • Setting policy • Driving innovation through procurement • Changing internal policy and process • Outsourcing service delivery • E-government

24. Market innovation – Competitiveness & innovation programmes Entrepreneurship & innovation support e.g. Digital Infrastructure • Information & communication technology (ICT) support • Making Birmingham Green e.g. Birmingham Energy Savers; Birmingham Loan Fund • New delivery agencies – Marketing in Birmingham • Access to Finance

25. Summary • Birmingham is a vibrant, dynamic City which embraces and facilitates change. • We bring experience and insight into the process of change and business rebuilding on which we are looking for you to engage. • We guarantee full support and engagement from the City Council and wider business community to deliver this project.

26. Glyn Evans – Corporate Director of Business Change Digital aspirations for Birmingham

27. The Digital World Today • Hong Kong • Speeds up to 1Gb • 2 million households / 90% • Australia • Investing £21bn in building a fibre based network to reach 90% homes

28. The Digital World Today • 22@Barcelona • Regenerating 200 hectares of land • Attracting inward investment • Amsterdam • City formed and invested in partnership to build a ‘Fibre To The Home’ network • Seoul • ‘The bandwidth capital of the world’

29. Regenerating Birmingham Building on our Heritage • birth of the industrial revolution • followers of the digital revolution • need to accelerate digital developments • lead on digital innovation and entrepreneurship • become the new drivers for the digital economy

30. Regenerating Birmingham • Urban Regeneration • A world class city with a world class digital infrastructure • Economic Regeneration • Attracting top quality businesses • Social Regeneration • Environment where professionals want to work, live and play

31. The Birmingham Vision • Make a generational step change in digital infrastructure • Deliver economic and social transformation by unleashing a new wave of applications and services

32. Birmingham’s Principles • A truly open network • Flexible and scalable • Technology neutral • Symmetrical Up and Downstream Speeds • High capacity – 100mbps+ • Widely available and affordable

33. The Digital Future • A series of ‘Digital Districts’ • The first in Digbeth and Eastside areas • Rest of Birmingham prioritised by need • Potential to work with The City Region

34. Facts and Figures • 1,544 businesses in the Digital District • Over 57,000 businesses across the city • 1000+ homes in the Digital District • More than 400,000 households across Birmingham

35. Next Steps • Industry response • What are you interested in delivering? • What investment opportunities are you interested in? • On what terms? • Any RED lines? • Full details in your Prospectus • Available online

36. Birmingham “The Place To Be”

37. Dr Simon Murphy – Director, Birmingham and Black Country City Region Birmingham and The Black Country City Region – The Digital Future

38. Jonnie Turpie – Digital Media Director The Creative Industry Perspective – Maverick Television

39. Digital technology in Assisted Living Challenges and Opportunities Rob Chesters MedilinkWM: Alvolution

43. The challenge: An Aging Population 2030 2000 85 65

44. The challenge: An Aging Population • Impact of the aging population • 65+ population is will almost double (16.8m) • 85+ population to quadruple to 4 million • People living for longer (often with LTC’s) • Fewer carers (Now more people aged over 65 than under 16) • Less money in the system • The big challenge / big opportunity • Delivering more care with fewer people and less money! • This can only be achieved with a major rethink of our attitudes to healthcare and a significant increase in the use of technology to deliver more with less.

45. Meeting the Challenges: Changing policy • Personalisation • Source: Social Care Institute for Excellence (SCIE) • Putting people first (HM Government, 2007) proposed that all social care users should have access to a personal budget, with the intention that they can use it to exercise choice and control to meet their agreed social care outcomes. • Over 15,000 adults in England were receiving a personal budget or direct payment (6.5 per cent of all adults using services) • The government expect all 152 councils in England to have made significant steps towards transforming their adult social care services, including having at least 30 per cent of eligible adults on a personal budget, by 2011

46. Meeting the Challenges: Changing policy • Revision to the Operating Framework for the NHS in England 2010/11Re-ablement and post-discharge support: intention to ensure that hospitals are responsible for patients for the 30 days after discharge. If a patient is readmitted within that time, the hospital will not receive any further payment for the additional treatment.Such an approach creates real opportunities for acute providers to work with GPs and Local Authorities and would require the full engagement of the wider health and care economy before discharging patients. It should encourage the use of services such as community health services; social care; home adaptations (including telecare), and extra-care housing. These services should contribute to improved patient outcomes and significantly reduce the risk of emergency re-admission into hospital

47. Digital Assistive Technologies

48. Telecare Telecare is a term used to describe technologies and services used to monitor the safety of an individual remotely. Telecare is typically applied in cases were an older person is living alone and vulnerable to falls or is showing signs of dementia. Telecare devices are usually connected to a central hub which is in turn connected by the phone line to a call centre. A wide range of devices can be connected to a Telecare hub including flood detectors, smoke alarms, fall detectors and panic buttons. Telecare systems usually consists of a hub connected to a range of devices. Including: -Smoke alarms-Carbon Monoxide-Fall detectors-Enuresis detectors-Panic buttons-Flood detectors-Occupancy monitors-Wandering alarms Stand alone Telecare includes -Medication reminders-Memory prompters Response service linked to monitored alarm call centres via phone line or internet connection. Devices are not linked to a service, instead they provide audible and visual prompts to the user.

49. Telehealth Telehealth is a term used to describe technologies and services which monitor the health of an individual remotely. This is typically applied to individuals with Long Term Conditions (LTC’s) such as coronary heart disease (CHD) and chronic obstructive pulmonary disease (COPD). These individuals require monitoring to ensure their condition remains stable; this can include technologies which take regular physiological readings such as blood pressure and blood oxygen levels. Monitoring of these physiological readings is typically done remotely by a clinician who can intervene to avoid the condition becoming acute. A central Telehealth system usually consists of a hub connected to a range of devices. Including: -BP monitor (Blood pressure)-ECG (Heart rate)-Sp O2 (Blood Oxygen)-Scales (Body weight)-Spirometry (lung function) Results are sent over the internet or mobile network to a central web server. Data and alerts can then be viewed by clinical support staff.

50. Environmental & Communication aids This is a broad category covering environmental control and communication aids. These technologies are increasingly being integrated into Telecare packages. Devices in this category help the user to control their home environment and communicate Communication devices Home Automation Stand alone Environmental Control