April 2009 Archives

Issy's Mayor, Andre Santini, is being recognized by ICF as its Visionary of the Year for 2009. He was among the first to seek and implement many of the technological improvements that many of us today take for granted in our communities. Over the past two decades he has evolved his vision by implementing a community response version of our 311 systems; he developed transparent e-government in Issy; and placed high-speed broadband throughout his community, enabling his community to attract many European headquarters and multinationals to Issy. Today he is pushing fiber to the home (FTTH), wireless systems and incubators. Mayor Santini's foresight and determination appear to be the key reasons this community in the shadow of big neighbor Paris is able to compete and win.

Mayor Santini recalled a meeting with Cisco's John Chambers to me. He said that the reason for Cisco's choice of Issy over others was the Internet City that Santini built. Others have told me that the reason why Microsoft built its massive European HQ in Issy over South Paris was the influence of the Mayor. And the reasons why the incubators and its digital media facilities exist at all are because the Mayor determined they were necessary. "Sometimes you need studies to guide you," he says, "but sometimes you need to act." That is the sign of leadership that the Mayor has practiced these 29 years. Another innovation promoted by the Mayor is quality of life. Excellence in high-density living is a top priority. Rent geared to income allows less fortunate families to grow up in living conditions that are equal to others who can afford it. The Mayor also demanded availability of high-speed and robust broadband for all its citizens to benefit from this revolution. Broadband access to all schools with lots of computers and Le Cube, a highly innovative digital media center, are opportunities that set Issy apart.
 
The robust 100 megabyte architecture of Issy's broadband, coupled with the other hard and soft infrastructure available in Issy are highly attractive to companies looking to invest in the area and to attract and retain talent. There is no need for tax incentives, I am told, when you get the policies right and build an environment that is attractive for successful businesses to locate and flourish. If tax incentives are what attracts a company, perhaps these are not the kind of companies that should be located here or even desired.

When more highly trained skilled workers travel everyday into your community than are able to live there, you have it made. Ever hear of beating a path to your door? This is an avalanche that comes down upon Issy everyday and provides incredible benefits to the city. The one problem that Issy has is that it does not have its own institution of higher learning within its borders. These institutions are within the Metro Paris area and are readily accessible. Issy is a near-suburb of Paris and has access to all the highly trained and skilled workers that participate in the communities' R&D and high-tech businesses on a daily basis. Issy is looking to convert its population base into a higher percentage of this workforce. Its strategy includes improving the opportunities of its citizens from birth. Initiatives to expose and educate its children in broadband-based education are critical. With 40% of its IT budget dedicated to its primary schools, Issy is banking on its future citizens to continue to be a highly educated and successful intelligent community.

Issy has several areas where it encourages opportunities to develop public - private partnerships. The Orange Labs are a hotbed of innovation of which some projects directly involve Issy as their beta site community. The incubator has several companies whose new products are used locally. The planning tool created in the local incubator is used extensively by the local planning office in Issy. The creativity generated at Le Cube not only entertains and educates its citizens but also tests and profiles local innovation. The city extensively uses and promotes these new ideas, often in partnership with its local innovators.

Issy is a relatively small community with more people working than living in the city. Consequently its daytime population is more than 2x its nighttime population. It is full of many smart people in the broadcasting, media and publishing businesses. It could easily attract many of its citizens to work there. In order for its citizens to be able to become available for these crème-de-le-crème jobs, Issy is starting from its very young with 40% of its IT budget directed to its primary schools. In time, with the development of its spirit and enthusiastic take up by its citizens, many of these jobs will be available to its local entrepreneurs and highly-educated citizens who are learning from the high-tech examples available to them within their community. This aspires the city to do more with its broadband capabilities and does so for its seniors and youth ages 15-25, in addition to its children.
 
If the broadband economy is part of Issy's everyday life and it has been thus for the past decade or more, it is clearly a top model for recognition of culture of use. Everywhere you look, people are able to use their mobile applications for parking their cars, for checking on weather forecasts and looking at news and bulletins about city life and business applications. It is still very much a part of Paris and people enjoy their afternoon espressos and beers, but scratch beneath the surface and we find a teething child of the future, bent on growing up successfully. 

Coming to the front of City Hall to greet me is the Mayor of Issy-les Moulineaux, Andre Santini, as big in life as he is in French mythology. I was told by the Canadian Embassy in Paris that Mayor Santini is an important and powerful politician in France since he is also an important Minister for the country. Despite all this importance, he rushed to meet me in the lobby, having just won a debate in the French Congress. He seemed pleased but rushed. So much to do, he explains, as he shepherds me into his second floor office. His office is a mastery of feng shui with light, water, wind and wood. He is a student of Asian Studies, especially the Japanese language. He proudly speaks of his many projects in Issy but just as quickly focuses on his vision to develop a sister city relationship with a similar-minded Japanese city. Ichikawa is in his sights. Ichikawa is one of the communities that attained a Top 7 Intelligent Community status in 2006. Issy has been a Top 7 Intelligent Community in 2005, 2007 and 2009. These are clearly like-minded communities and building relationships among ICF Alumni cities makes sense. But that is for another report.

Here I am in Issy-les Moulineaux, "Issy" for short, I am told, because it is too difficult to say, especially by foreigners. This is a community on the edge of Paris within sight of the Eiffel Tower, but it is a different place altogether. In a word: tech-city par-excellence.

I am here to undertake a site visit of one of the Top 7 Intelligent Communities. Reading the ICF Intelligent Community Application is never like seeing an Intelligent Community it in its flesh. It could look like any-town, anywhere, but scratch beneath the surface and you can see what it means to be an intelligent community. Issy is a medium-sized community of 60,000 residents, but it attracts another 70,000 workers during each and every working day. Yes that is right, you didn't read it incorrectly. More people work there than live there. Of course it adds to the local taxes, but it does so much more for the community. The community looks very well off. It effuses a very high quality of life. Intermixed with shops, residential, educational institutions and parks are high tech companies, research labs and brand new edifices boasting European headquarters for Cisco, Microsoft and France Telecom's Orange.

At the Orange Labs in Issy I am hosted to a telepresence discussion with their labs in Poland. I also am offered the opportunity to experience a brand new 3D video-conferencing experience. I have never seen anything like it. "You are the first member of the public to try this. What do you think?" I am asked. I am sure that they say that to all their guests. But no monsieur, I am assured that this is not yet public. Eight cameras focus on you and as long as you do not move around too much the depth of the image is clearly there. When a box is shown to me I feel that I can reach out and grab it. Highly inventive, I can see applications to 3D planning applications in city planning approvals. I am assured that they have already thought of that and Issy already has a 3D building profile system on the web. Now I know that I am already living in the future. One company after another are profiled on my tour. I am welcomed at an incubator where new ideas are being developed by young entrepreneurs such as a new way to undertake planning approvals; another focuses on design; another develops products to improve efficiencies; and of course, there are always those building new and highly mobile applications. 

I'm reading a 2000 business bestseller called The Innovator's Dilemma by Harvard Business School professor Clayton M. Christensen.  The book is about technology innovation and, in particular, how companies succeed or fail in "disruptive" innovations.  These are the rare times when a company creates a new technology or application and then goes on to create a completely new market.  Think of the Xerox machine, the personal computer, the iPhone or the home videogame console.  I suspect that Professor Christensen wrote the book out of a passionate belief that such innovation is the fuel that drives the modern economy - and out of frustration with the fact that companies have a positively dismal track record at making it happen.

The following passage caught my eye today.

    Because failure is intrinsic to the search for initial market applications for disruptive technologies, managers need an approach very different from what they would take toward a sustaining technology...Action must be taken before careful plans are made.  Because much less can be known about what markets need or how large they can become, plans must serve a very different purpose: They must be plans for learning rather than plans for implementation.  By approaching a disruptive business with the mindset that they can't know where the market is, managers would identify what critical information about new markets is most necessary and in what sequence that information is needed...Markets for disruptive technologies often emerge from unanticipated successes, on which many planning systems do not focus.  Such discoveries often come by watching how people use products, rather than listening to what they say.

It caught my eye because this is how Intelligent Communities go about creating change.  If you read the profiles of our 2009 Top Seven Intelligent Communities, you may get the impression that they developed long-term strategies and detailed plans, then executed against those plans.  Don't be fooled.  What they had were big visions and a bias for action.  The rest they had to make up as they went along.  Their position among the Top Seven is a testament, not to superhuman foresight, but to flexibility, persistence and the ability - in the immortal words of Rudyard Kipling - to keep their heads when all about them were losing theirs.  We look forward with great pleasure to welcoming our Top Seven to New York City on May 13, and to honoring their achievements throughout our Building the Broadband Economy summit. 

I was in my favorite Chinese restaurant in New York over the weekend.  A  place called China Fun.  It's not important what I had (although their steamed pork dumplings are the best in New York, and if you are traveling here for the Summit and wish to find an affordable restaurant on the Upper East Side of Manhattan, this is one I recommend.)  However, I run a think tank and an international awards program and am not a food critic.  What was important was my fortune, the one wrapped inside my cookie.  

I typically assume these are prepared with my life and destiny in mind, but the one I opened on Saturday I quickly realized was for the Top Seven:

"You will soon be honored by someone you respect."

This perfectly articulates what we will attempt to accomplish in New York during the Summit.  If I can reduce the Summit to its essence, and why it persists and continues to be so popular, it is because we are able to invite seven remarkable communities to New York to be honored by people who respect them and understand the level and scope of their achievement.  Around this hub of seven, a dialogue and bonding occurs.  It is one that is similar to great champions in sports, who perform at very high levels and meet rigorous criteria.  Despite their language, size of community or approach to broadband and the culture of use, they quickly recognized that they are universal brothers and sisters and part of a new movement.

For us, enabling the seven to be together in one place for three days is a way to continue to keep the intelligent community movement advancing.  By honoring seven special communities, we show the rest what is possible.  

I believe that on this Earth Day 2009, it is appropriate to think about respecting these communities because they are each conscious of their contribution to global and local sustainability and have begun to crack the code to reveal their fortune.

Tallinn, the capital of Estonia, is a vibrant high tech community masked by the Middle Ages. Beneath the surface of heritage buildings lays a community that is both entrepreneurial and persistent, an interesting combination that breeds success. I had the opportunity to visit Tallinn as part of ICF's site visit to the Top Seven Intelligent Communities. It is without a doubt one the finest intelligent communities on the planet. The buzz is everywhere despite that it may look like it is a set out of the movies. It is certainly among one of the prettiest cities and attracts a large tourist following, especially from the cruise ships that ply the Baltic Sea.

The City of Tallinn has a population of 400,000, which is a third of the national population, but represents 70% of its economy. Vibrant, with a tech savvy that has the international press calling it the Silicon Valley on the Baltic Sea, Estonia endured over 50 years of totalitarian rule and central planning by the Soviet Union. While this clearly had an economic impact on Tallinn and upon the nation, it didn't crush its spirit. A country that has been used to domination over its many centuries, it waited out the Soviet oppression with patience and adaptability. Having little and making the most of it, was a common theme and a key ingredient for its most recent success. Estonia finally gained its independence from the Soviet Union in 1991 and more recently, in 2005, was admitted to the European Union and is looking toward a brilliant future.

Being a port city, it is open to accepting new ideas and being exposed to new ways of doing things. This is reflected in the many new and innovative ideas that are adopted by the city and its citizens at every turn. Estonia's legislation opened up its banking and telecom sectors to investment from foreign companies within a decade of its independence. Electronic commerce, privacy and public access to information soon followed. With a long history of domination by the Swedes and Finns, Estonia's communications and finance sector was quickly absorbed by these neighboring countries. The population, who seemed pleased to be moving on to the next phase of their future, easily accepted this. Instead of worrying about who was making the investment, they focused instead on digital mobility and the opportunities that this could achieve for them.

Visiting the factories in Tallinn where the Russian military once built warheads and supplies for Mother Russia, these have been converted into high-tech offices similar to the ones you would easily find in San Jose. The feeling is quite similar. In fact nearly 70% of the Tallinn population works in the service center, many of them in mobile technology-related services. Pay your parking by cell-phone. Use your Digital ID card for everything from participating in e-voting; issuing digital signatures; working in the Internet banking systems - all of these are businesses that have started and matured in Tallinn. This is the home of Kazaa, Skype and Hotmail. Companies that have evolved from these early roots, like Hemsel, are now developing dozens of new companies and spinning them off around the world. Other companies that depend on broadband from design firms, accounting and financial services to advertising consultancies are prospering in this environment.

Broadband penetration may only be 48% for households, but a whopping 98% for businesses and 100% for government.  Government, in particular, is a model for the community. Everything that you see and can do has an online equivalent. Council and the Tallinn administration have an e-meeting mindset. Similarly, the education system is enthusiastic about its e-school platform. This is a long way from the early days when teachers were paid $100 per month and people had to be convinced to use ICT throughout the country. Innovation sprouted everywhere. Known as the "Tiger Leap", a program funded by the banks in Tallinn introduced e-banking. Newspapers published online editions. The National Library in Tallinn introduced the first public access Internet services, which today has spread to all public libraries. The Soros Foundation spread public access Internet.  Today free WiFi is everywhere.

Government invested in computers to execute an education program that delivered computer literacy training to 100,000 adults and built a backbone network linking Tallinn to other municipalities, which now supports a WiMax network covering 90% of Estonia. The government also developed an electronic ID card, e-government platform and data security system to support safe e-commerce. Today, nearly everyone is able to do their personal income taxes online and many other e-commerce and e-government services are able to be performed over mobile telephones ranging from monitoring lessons in school to administering medical insurance to e-voting.  In fact, there are so many services provided by so many organizations and government departments that managing them all became a logistical problem.

A unique "middleware" platform called X-Road has become the backbone of all the e-government services in Estonia, bridging dozens of databases and systems allowing hundreds of different systems and institutions and companies to talk to each other in a secure environment. The X-Road middleware platform dramatically reduces the time and cost of building e-government applications. So impressive is this system that ICF recognized the government in 2008 with one of its Founder's Awards. This experience has developed trust in these systems to the extent that the average Estonian fully works and lives in the virtual world without fear and hesitation to use wireless mobility as an extension of their daily activity, clearly creating one of the most e-culturally adopting societies of its kind. Despite the fact that the city center looks like it is still part of the middle ages, this community clearly lives very comfortably in the future!

If you follow this blog, you'll know that the three founders of ICF have been out on the road visiting the Top Seven Intelligent Communities of 2009.  The visits are exhausting, because our hosts have so much to show us and such a limited time in which to do it.  They are also deeply inspiring, which is what keeps happily us on our feet for those 16-hour days.   

My site visits were all in North America.  During them, I visited three public schools in three different communities and came away with good news.  Educators are using broadband and IT to make teaching profoundly better.  In Bristol, Virginia, USA, the Virginia High School has so many networked PCs that it manages to conduct all standardized testing online.  That may not sound exciting, but it beats the daylights out of Number 2 pencils and pieces of paper in terms of efficiency and effectiveness.

In Fredericton, New Brunswick, Canada, I entered a classroom where everyone seemed to be ignoring everyone else.  The students were at their desks, each silently engaged with a laptop computer.  The teacher faced them from his desk, eyes on his own laptop screen.  Silence.  Nothing going on - at least not in physical space.  But in cyberspace, the kids were reading a blog posted by the teacher containing questions on the reading they were supposed to have done.  Each student was responding by commenting on the blog and everyone could see the interactions in real time.  The teacher reported that this online interaction allowed him to involve all of the students, not just the half dozen who would normally raise their hands.  Kids too shy to speak up in class were more willing to engage online.  But most powerfully, the system logged each student's posts separately, which created individual files of their work throughout the year.  The teacher said he devoted about an hour a day to just reviewing the student's individual work in order to stay on top of their comprehension and development.  He could do this work from anywhere, because the information was all on the server.

In Moncton, New Brunswick, I watched an elementary school teacher lead a math lesson in French.  (Young people in this bilingual province must complete several years of French immersion studies.)  Forget your chalk board and overhead projector.  She was using a smart board, which displayed math problems, allowed her to write on the problem, erase and change, and save the work.  Children went to the front to manipulate animated objects on the screen in order to solve problems.  The level of interest and engagement by the students was higher than I have ever seen in primary or secondary math classes.  The technology brought the concepts to life and drew in youngsters who might normally sit on the sidelines.

Of course, the Top Seven communities were showing me their best examples.  When the people giving out awards come to town, you don't put your failures on display.  What amazed me was how effectively technology was integrated into the teaching.  In the first wave of technology introduction, we stuck some computers in classrooms and hoped for the best.  In the second wave, wedid what we should have done first and taught the teachers how to use it.  Now, a generation of tech-savvy teachers are transforming how they and their students engage in learning.  In the process, the job of teaching is changing, just as your job and mine continue to change.   

On Fridays, National Public Radio in the US runs a show called "On the Media."  The April 3 show (play it here using the link below) had a story near and dear to my heart: whether the Web is good or bad for society - a source of isolation, deviance and depression or of growing knowledge, broadening viewpoints and expanding relationships.

 I was interested because I addressed this topic in the final chapter of ICF's new book, Broadband Economies.  To me, the discussion says more about the people having it than the topic itself.  In the face of big transformations, people can always tell you why they're bad - but are generally incapable of foreseeing the benefits.  Not because we're close-minded and short-sighted by nature (though we are!) but because the bad effects are so immediately recognizable, and it takes time before we can see and feel the benefits.




Remember buying your first PC or mobile phone?  You bought it without really knowing much.  And how long was it before you said, "I don't know how I lived without it?"  You only grasped the benefits at a gut level once you experienced them.

In November 2008, the MacArthur Foundation published results from its Digital Youth study into how young people actually use social network sites, online games, video-sharing sites and mobile phones.  Viewed from outside - say, by a parent - the kids appear to be wasting time and avoiding exercise while opening the door to dire influences from stoners and perverts.  But what did the study actually find?  Most kids use online networks to extend the friendships they already have in school, religious organizations and sports.  In what the report called  "friendship-driven" practices, the kids are essentially "hanging out" online.  We may think hanging out is a waste of time, but it is clearly an exercise that builds bonds in the community and engages young people in local culture.

There is no doubt in my mind that the Web offers communities a powerful tool for social engagement and culture development.  If I had harbored any doubts, however, they would have been erased by my back-to-back site visits to 2009 Top Seven communities Fredericton and Moncton, both in New Brunswick, Canada.  Today, on my first day back, my mind is too full of impressions to sum them up.  But here are just two examples of Intelligent Communities making themselves better places to live through broadband access to the Web.

Fredericton hosts one of the largest music events in eastern Canada, the Harvest Jazz and Blues Festival.  Launched by volunteers, it is now a $1.5 million event attracting 80,000 people to a small slice of downtown, and nearly 1,000 volunteers are still the engine that makes it go.  The fuel driving that engine is the Web.  The organizers use an online management system to schedule events, assign volunteers and keep everybody alerted, aware and collaborating.  The pride those volunteers feel is, to paraphrase Shakespeare, such stuff as community leaders' dreams are made on.  

Meanwhile, about 150 kilometers east, Moncton has its own concert site on Magnetic Hill.  While I was there, they announced that the next AC/DC tour would stop there, following in the footsteps of The Rolling Stones and The Eagles.  Talk about local pride.  The concert site is able to attract such big name acts partly because of the city's WiFi network, which gives it state-of-the-art capabilities like ticket scanning and e-commerce for the merchants who flock to serve the capacity crowd.  I'm more of a classical-music kind of guy, so I was more pumped up by another part of the WiFi puzzle, which is wireless access on the bus.  While there, I was shuttled from place to place in a city bus, surfing all the way.  While cruising at 30-40 km per hour, we watched streaming videos that stood up remarkably well to the strain, thanks to mobile wireless technology from local provider Red Ball Internet.  But here's the real point: equipping the buses has significantly boosted ridership in a small city with lots of parking where it is easy to get from place to place by car.  The city is actually doubling its bus fleet to handle the rising load.  I work in a city with outstanding mass transit, and I can tell you that it is a form of social "glue" that binds the community, as well as a means to get around.  That's why New York City Mayor Michael Bloomberg makes sure to get out of his limo from time to time and ride the subway.  It's an underground "commons" where New Yorkers from every walk of life learn to get along together.

More to come as I sort through notes and catalog my impressions of Fredericton and Moncton, two of the outstanding Top Seven Intelligent Communities of 2009.

During the week of 16 March I completed my site visits to two of this year's Top Seven Intelligent Communities, Stockholm and Eindhoven (The Netherlands).  Both communities arranged intensive schedules which allowed me an insider's look at the wheels and gears which move an intelligent community.  I was able to verify claims and view examples based on our five criteria within these two first-time Top Seven communities.   

The importance of the site visits are their ability to offer us a physical impression of the claims that are detailed in the nomination forms.  One gets a better understanding of the organic links within the community and the depth to which a broadband "culture of use" has taken root.  Site visits are an immersion lab at the most significant level.  I wish I could bring the entire voting committee along.

As the old salesmen used to say, "You cannot fax a handshake."  We are still physical beings, living in relationships that require the use of our five senses and our ability to observe.  While the senses may be unreliable at times, if we establish the right set of goals and develop proper communication among parties, we see what is most decent and often profound in human communities.  You cannot absorb that in a document or even inside a Cisco Telepresence room.

In both Stockholm and Eindhoven I was escorted by dedicated hosts.  Since I am writing about Stockholm first, I wish to thank first Ms. Hanna Brogren, Head of Communication for the City of Stockholm who was my guide.  Hanna, who once lived in New York where she studied acting with some of the great teachers in the American theater, provided me with two days of non-stop activity.  The trip was based on an aggressive schedule which began with a visit to the Kista Science City and concluded with meetings with the Deputy CEO of Stockholm.  

Throughout the theme was the city's determination to demonstrate how a culture of use had seamlessly formed within the context of Stockholm's various policy commitments, especially those to the environment, business and care for its citizens. Stockholm is an ambitious community, and one on the move.  It is using its new theme, "the Capital of Scandanavia" as a way to demonstrate its vision for the future.  This will be done by a continuous improvement process, generally called Vision 2030, which leads to Stockholm meeting a set of criteria which will enable  them to become (in their words): "world class."  

The community has most of the technological elements in place, including an open fiber network (Stokab), owned by the City of Stockholm that is "operator neutral" and designed to stimulate growth.  By 2012, 90% of all households (400,000) will be connected.  The City also decided that Stokab will build an FTTH network to an additional 300,000 households.

There is much to like about Stockholm.  Despite its enormous use of broadband and its commitment to the future, it remains elegant and there is a relaxed and confident sturdiness to its approach.  

My colleague Robert Bell offered a good summary of Stockholm's profile in his recent blog and there is a profile on the site.  

Among the other highlights in Stockholm:

    * 3.5% unemployment as of March 2009
    * A need to grow the population by 20% (indeed, the days of the "blonde Swede" are numbered, I was told.)
    * An intensive recycling program, produced by Emvac, which is the envy of the world and in part a reason why Stockholm was named the first European Green Capitol.  70% of the heat for the city's residents and workers now comes from waste that is reprocessed.
    * A significant reconfiguration of the city's web platforms, led by the CIO, which will pull the 14 districts' web sites together in a new design and platform.  It has already won an award for its editorial content.  
    * A plan to use the 42,000 city workers (reduced from the reported 45,000), as "knowledge transfer" agents to serve citizens of all ages.

The notion that Swedish citizens are wards of the state seems misleading.  Government is a major player.  No doubt.  But its citizens seem far from wards or helpless dependents.  It was reinforced again and again that Swedes do not like to be told what to do.  Their online tools and the decentralized structure of their information networks reinforce this.  The entrepreneurial activity in its science parks, its level of innovation in the area of the environment, coupled with venture groups like STING, is a clear indicator of this.  Stockholm is not the old East Germany with nicer cars.  There people were dominated and maneuvered by the government.  In fact, Stockholm is a collaborative community which has agreed to pay significant tax revenues, but in exchange want not only services, but a quality of service that in many respects is a community version of a private sector QOS agreement.  Stockholm may be an interesting laboratory for communities in nations where government, increasingly, is taking a more prominent role during the current economic downturn.  

I thank Hanna especially for bringing me to the "Blue Room" in City Hall.  The "Blue Room," (which is not blue at all!) is the area where Nobel Prize laureates gather each year to celebrate the best that humanity has to offer.  I spent a few quiet moments there between visits to the intelligent community sites.  I reflected upon how the human community, living in relationship, with full ambition and focused on the common good can achieve great things.  It is humbling to be in a room where people such as Albert Einstein, Martin Luther King, the 14th Dali Lama and Polytechnic University's Gertrude Elion (1988 Recipient for Medicine and physiology research related to a medicine to treat AIDS disease, AZT) were acknowledged for their contributions.  

I am hoping that I can relate some of this feeling from Stockholm and the "Blue Room" during my Top Seven Conversation on 14 May with the Deputy Mayor, Ulf Kristersson in New York during the Summit. www.icfsummit.com