DD2092 Scoping Study For a London Office Of Technology and Innovation

Type of decision: 
Director's decision
Date signed: 
04 April 2017
Decision by: 
Jeff Jacobs, Head of Paid Service

Executive summary

Further to an agreement between London Councils, the Greater London Authority and the Chief Executives London Committee, this Director’s Decision is to commission a scoping exercise for a London Office Of Technology and Innovation (LOTI). 

The scoping exercise will seek to establish the business case for a LOTI - a new collaborative vehicle to deliver progress in the application of data, digital and technology in public services.


That the Executive Director of Communities and Intelligence approves expenditure of up to £100,000 for the period from 1 April 2017 to 31 March 2018, comprising £25,000 from London Councils, £25,000 from London boroughs and £50,000 from the GLA’s Intelligence Unit budget, to be used for the procurement and commissioning of consultancy services to run a scoping exercise arising from the proposal to establish a London Office of Technology and Innovation.


Part 1: Non-confidential facts and advice

Introduction and background

1.1    Following exploratory work undertaken by the Greater London Authority (GLA) and London Councils in 2016, the GLA and London Councils are seeking to strengthen collaborative working across the linked agendas of data, digital and emerging technologies.  The principle aim of doing so is to ensure that maximum benefit from them is delivered into the wider public service transformation agenda.

1.2    Taking into account existing and emerging good practice in this field (e.g. London Fraud Prevention Hub and London Office of Data Analytics pilot), there is a shared and recognised need to explore the significant potential for more formalised collaborative working (e.g. on cross-functional and cross-organisational opportunities) and described in this paper as LOTI.  

1.3    A scoping study is planned.  This is intended to be made open to all Boroughs and will be designed to deliver an assessment of existing resources dedicated to the application of data, digital and technology in London public and urban services, an operating model, budget and supporting governance model for the first three years of a LOTI. A draft programme of work, closely aligned to a set of agreed, shared priorities, will be presented for consideration.

1.4    The scoping study will be co-funded by the Greater London Authority and London Councils with reports being made to officers that are digital leaders from the Boroughs and the GLA.  A programme board has been established, involving key GLA and Mayor’s Office staff, as well as senior representatives from London Councils and individual Borough Councils.

1.5    While the scoping study will inform proposals, a LOTI is intended to be a virtual organisation which draws together financial, human and (private) partnership resources as needed to contribute to a range of work streams.  These will be shaped through the scoping exercise, but could focus on the following early priorities: 

1)    City Digital Services (making a difference to people’s lives and improving business processes)
•    Aggregation of demand across London public services for a range of digital innovations in public and wider services.
•    Sharing information, resources and data using city-wide cloud operations to facilitate the creation of common digital applications and services (micro or turnkey services) to be ‘built once and shared often’ by multiple authorities, and offering significant returns in terms of savings and value creation.

2)    City Data: Analytics and Management (proper data-driven insight for service redesign and better decision making)
•    Using the emerging London Office for Data Analytics framework to deliver pan-London analytics exercises per year. 
•    Creating a City Data Exchange which explores new forms of city data, its exploitation, data sharing agreements and licencing arrangements.

3)    City Digital Leadership (leading cultural and organisational change)
•    Building resilience and preparedness around emerging technologies and business models, public trust, data privacy and security.
•    Building competency, capacity, and promoting the development of shared, open standards development to London Government.

4)    Ecosystem Engagement (to align demand, supply and funding to accelerate market take up of digital solutions for London)
•    Developing innovation challenges and funding to engage the GovTech sector’s incubator and accelerator facilities by building on models like the UK Govcamp, ODI open data challenges.
•    Connecting up all of existing innovation and incubation initiatives, community engagement, supporting Civtech, Govtech, and other funding opportunities, and levering in research and development activities.

5)    Technology Foundations (to enable all of the above)
•    Developing and documenting the current and required foundational “IT Capabilities” and promoting a common roadmap for re-use across London.  
•    Co-ordinating and promoting technology sourcing and implementation standards.

1.6    This will be a collective effort by public servants with a core group of leaders taking responsibility for driving the project forward.

Objectives and expected outcomes

2.1    Objectives
•    To scope the potential for formalised collaborative working (e.g. on cross-functional and cross-organisational opportunities) to be housed within LOTI. 
•    To engage Boroughs from the officer level to the senior, chief executive and councillor level, to understand current ambitions and capacity to deliver service modernisation based on data, digital and technology.
•    To create a broead value proposition for a London Office of Technology and Innovation, based around the stated outcomes for the above groups.
•    To put forward concrete plans for corporate investment and partnerships with the private and third sectors.
•    To drive the future work programme in data and digital in the GLA and the Boroughs and inform any funding bids to accelerate this work (e.g. ERDF funding).

2.2    Outcomes

•    Inception (establishing arrangements for joint working with the project team, project coverage, stakeholder engagement and delivery milestones).
•    Field Assessment (outreach to establish an evidenced view of current assets, resources, working arrangements, and ambitions in London government, as well as applicability of proposed LOTI model).
•    Operating Model Design (establishing an operational model, supporting governance and partnering arrangements to be presented to and agreed by the project board).

Equality comments

In arriving at the recommended decision to approve this proposed budget, equalities issues have been considered in line with the GLA’s duties under the Equalities Act 2010. It is unlikely that this project will have negative equalities impacts but identified equalities issues (both positive and negative) will be covered in the Equality Assessment that will accompany the project. This will ensure that at each point of the drafting and consultation process for the proposed document, equalities impacts are considered and actions decided upon to address any emerging issues. The project will also be subject to a review and this will also address equalities impacts.   


Other considerations


  1. Key Risks

Risk description

Mitigation / Risk response

Prob-ability 1-4

Impact 1-4


GLA risk owner

The selected provider fails to meet planned delivery timescales

A delivery plan has already been produced with key milestones, and this will be communicated to providers who are approached for quotes.





The selected provider fails to work effectively with GLA resources

We will ask providers to identify how they intend to work with GLA resources when obtaining quotes. Teams involved such as the London Datastore and the Technology Group have been consulted on this proposal.





The provider fails to deliver a successful scoping study


When approaching providers, we will only select those who provide examples of similar work that is to a standard we would expect.





Boroughs do not have the capacity to participate in the scoping study

Potential providers will be required to outline a strategy which meets the time constrained needs of borough officers.






b)    Links to Mayoral strategies and priorities

The Mayor’s Manifesto Commitments
The Mayor has committed to take tech to the next level in London – and public services are included in his vision. 

•    He has pledged to create a new London data office working to bring data from across London’s boroughs and public agencies together, and opening it up to enable quicker decision making, better services, more efficient government, and greater transparency.
•    He has also pledged to support innovative tech solutions which enable Londoners to access and use public services and information more easily and efficiently. 
•    To show that we collect data responsibly, he has pledge to create a cybersecurity strategy to ensure Londoners and businesses have the information and resources they need to stay safe online.

A City for all Londoners
The Mayor provided further detail in his document, A City for All Londoners, which will guide his mayoral strategies.
•    He has committed to develop best practices and measurements for ensuring social integration and social mobility, using technology and other methods to enhance the lives of all Londoners. 
•    He will improve digital connectivity in London, establishing it firmly as a key utility central to planning and new development
•    He has committed to take advantage of smart technologies and data, to keep resources in use for as long as possible (‘the circular economy’), and to understand the value of our green infrastructure so that we are clear about the implications of losing environmental resources. 
•    He will rethink London’s energy strategy, which means more coordination, the integration of energy systems and infrastructure and the use of smart technology, and lead on work to cut energy bills for Londoners by promoting the roll out of smart meters.  
•    He wants to channel London’s entrepreneurial spirit and tech expertise into useful TfL services, so he will provide as much open data as possible for app developers to use. 
•    He will manage travel demand through innovative methods, and promote smart systems such as traffic signal technology to help pedestrians, cyclists and bus users at congestion hotspots. 

The Future of Smart: The Smart London Board’s recommendations to the new Mayor
This report looks at the Smart London Board’s progress in advising, developing and promoting the use of digital infrastructure and data in London since we published our plan two years ago. It also identifies future opportunities for the next Mayor of London.
•    Engaging our citizens – putting Londoners at the core, through wide, inclusive digital engagement, and improving digital skills for all. 
•    Enabling good growth – through resilient digital infrastructure, smart homes, making more data available, and investing in innovation.
•    Working with business – breaking down boundaries, supporting common standards, producing smarter regulations, and scaling-up innovation.
•    Data for London: A City Data Strategy This strategy commits London to have the most dynamic and productive City Data Market in the world. In this City Data Market, the capabilities, talents and capacity of all our city data partners will impact on our huge social, economic and service-based challenges. To make this happen, friction in the sharing and value-driven exploitation of city data will be reduced to a minimum. City data will be recognised as part of the capital’s infrastructure. The GLA will use it to save money, incubate innovation and drive economic growth.

c)    Impact assessments and consultations.
The Scoping Study will incorporate Impact Assessments and stakeholder consultations. The GLA will work with the selected provider to ensure that the implementation plan includes an impact assessment of the effect of LOTI on the identified groups. We expect that positive impacts will be identified in the range of programmes – for example, vulnerable people that are more likely to be from the identified groups are found in housing of multiple occupation which is the focus of our London Office for Data Analytics. We also expect to be able to meet the Mayor’s commitment to measuring social integration and social mobility with new data sources.

Financial comments

5.1    Approval is being sought for expenditure of up to £100,000 comprised of £25,000 from London Councils, £25,000 to be contributed from London Boroughs and £50,000 to be met from the GLA’s Intelligence Unit’s 2017-18 budget.


Planned delivery approach and next steps




Procurement of contract [for externally delivered projects]

April 2017

Delivery Start Date [for project proposals]

May 2017

Delivery End Date [for project proposals]

November 2017


Share this page