techUK Insights RSS Feed - techUK RSS feed for insights content. en Copyright (C) 2015 Global tech companies, partners identify tools to fight trafficking Fri, 18 Jan 2019 11:41:40 +0000 CRM Sync A Progress Report on the Tech Against Trafficking Initiative <p>In June 2018, a coalition of global tech companies, civil society organizations, and international institutions jointly launched&nbsp;<a href="">Tech Against Trafficking</a>, a collaborative effort to support the eradication of human trafficking.</p> <p>By tapping into their technical expertise, capacity for innovation, and global reach, the company members of Tech Against Trafficking believe that technology can and must play a major role in preventing and disrupting human trafficking and empowering survivors. The group will work with anti-trafficking experts to identify and investigate opportunities to develop and scale promising technologies.</p> <p><em>&ldquo;We all want to leverage our resources and skills to help further the impact of the tools already out there,&rdquo; says Eric Anderson, head of the Modern Slavery Programme at BT. &ldquo;But to do that effectively, we first need to know how technology is currently being used, what&rsquo;s working and what&rsquo;s not, and where the gaps are.&rdquo;</em></p> <p>The group has embarked on an ambitious project to understand and map the landscape of existing tech tools being used in the anti-trafficking sector. Over 200 anti-trafficking tools were identified, with the majority (approximately 69 percent) working to identify existing victims of human trafficking and address and manage the risk of child and forced labor in corporate supply chains.</p> <p><em>&ldquo;We were surprised at how few of the tools are intended to directly engage with victims or vulnerable populations. Of those tools with publicly available information, only 11 percent are geared toward&nbsp;worker engagement, 9 percent are educational, and 2 percent focus on victim case management,&rdquo; </em>says Livia Wagner of the&nbsp;<a href=";c=E,1,WXEzJ1Cd7V4VsRGxlYhUhynZrRZj9T7geBUfrvDz-mfepwPAJrfgps_8hXEYIQeZ8RFBePQpTzUYaTVZnPMFPDyagQz_-0ASSlsmyIV9fE-H78NT96A1wIooKA,,&amp;typo=1" target="_blank">Global Initiative against Transnational Organized Crime</a>, co-founding organization of the&nbsp;<a href="">RESPECT initiative</a>*, which led the research. <em>&ldquo;Of the identified tools, we also noted a strong concentration of tech tools developed and operating in the Global North, despite higher prevalence rates of human trafficking in the Global South. This is most likely due to our lack of insight into the use of technology in these regions, and we&rsquo;ll need help from organizations on the ground to better understand how tech is, or is not, being used.&rdquo;</em></p> <p>Following this initial identification process, Tech Against Trafficking is evaluating each of the more than 200 tools to better understand how they work, how effective they have been, and the barriers they face to scaling their impact. The evaluations are based on publicly available information and are ongoing as the group conducts outreach to organisations developing technology applications. &nbsp;</p> <p>Tony D&rsquo;Arcy, head of corporate responsibility reporting, communications and customer relations at Nokia, stated, &ldquo;<em>We know this is just the start, but we are looking forward to sharing the results of our landscape mapping to understand how technology is being used to combat human trafficking across geographies and sectors. The initiative will be publishing an interactive map of these tools, with the goal of increasing collaboration and encouraging the use of innovative technology to support a multi-pronged approach to eradicating trafficking.&rdquo;</em></p> <p>Tech Against Trafficking intends to make this map as comprehensive as possible and invites all organizations using technology to combat human trafficking, in every language and every region around the globe, to review and recommend additions to the list of identified tech tools, found&nbsp;<a href="">here</a>. We encourage interested organizations to reach out to the BSR team with any additions.</p> <p><em>We invite all interested technology companies to&nbsp;<a href="">contact us</a>&nbsp;to find out how to get involved. &nbsp;</em></p> <p><em>*The&nbsp;<a href="">RESPECT initiative</a>&nbsp;was founded by the Global Initiative, Babson College&rsquo;s Initiative on Human Trafficking and Modern Slavery, and the International Organization for Migration.</em></p> <p><em>*This was originally published on the <u><a href="">BSR blog</a>&nbsp;on 17th January.</u></em></p>Contact: <a href=""></a> techUK AI Leaders Paulo Gomes, CRITICAL Software Fri, 18 Jan 2019 10:55:00 +0000 CRM Sync This month’s AI Leader is Paulo Gomes, Head of Artificial Intelligence and Machine Learning, at CRITICAL Software. <h3>techUK has launched a year long campaign to promote the AI Leaders helping to make the UK AI ready.</h3> <p>The purpose of techUK&rsquo;s &lsquo;AI leaders&rsquo; campaign is to showcase technology leaders that are playing a leadership role in making the UK AI ready. The campaign will highlight best practice by leaders that are creating AI enabled organisations, across all sectors, and building a culture of trust and confidence in AI technologies that have the power to be a force for good and are vital to the UK&rsquo;s economic, societal and digital future.</p> <p>If you are an AI leader, or know someone that is, get in touch with techUK to see how you can get involved!</p> <h3>This month&rsquo;s AI Leader is Paulo Gomes, Head of Artificial Intelligence and Machine Learning, at CRITICAL Software.</h3> <p><img alt="Paulo Gomes" src="//" style="float:left; height:396px; margin:4px; width:266px">We asked Paulo 10 questions about his&nbsp;work and experiences with AI. Read on for a taster and find the full interview below.</p> <h4>What is your current role and responsibilities?</h4> <p>I am the Head of Artificial Intelligence and Machine Learning (AI and ML) at Critical Software, and my main mission is to develop the function to create AI and ML solutions, so that we can leverage these areas inside Critical Software and provide better solutions to our customers. Some of my main responsibilities include: technical management of projects, training internal and external resources, preparing technical proposals, business development, and defining the strategy for the AI and ML areas. Since I joined Critical, the AI team has grown to 20 people, comprising of AI and ML technical managers, AI developers, data scientists and data engineers.</p> <h4>What is your background that led you to AI?</h4> <p>I have more than 20 years of experience in the areas of AL and ML. I started studying AI in 1994 when I was doing my BSc and my professional path started in the University of Coimbra in 1996 where I was an Assistant Professor and Researcher until December 2015. I finished my PhD in 2004 and since then have coordinated more than 30 industry projects within the University scope. Parallel to my academic career, I founded three AI based companies. AI has entrenched my professional life so far and I intend for it to continue to do so.</p> <p><strong>Read the PDF below to find out more about Paulo's background and why he got involved in AI.</strong></p>Contact: <a href=""></a>Contact: <a href=""></a> New techUK poll reveals members’ views on Brexit next steps Thu, 17 Jan 2019 10:34:15 +0000 CRM Sync techUK's press release on the survey conducted by Ipsos MORI on member's views on Brexit next steps <p>In response to the overwhelming rejection of the Withdrawal Agreement by Parliament, techUK has today released results of a poll showing that 70 per cent of its members who responded to the survey believe that a No Deal Brexit in March 2019 would have a negative impact on their business. The survey also shows that 84 per cent of respondents believe the UK overall is unprepared for No Deal.</p> <p>The poll, which was conducted in December ahead of the planned Parliamentary vote on the Withdrawal Agreement, sought the views of techUK members on what they thought should happen if Parliament failed to support the Withdrawal Agreement. techUK has consistently warned of the risks of No Deal and the need for an orderly exit that would allow for a close future relationship with the EU.</p> <p>When asked to rank their preferences for what techUK should do if the Prime Minister&rsquo;s deal failed to secure the support of Parliament, 51 per cent of the 276 respondents said that supporting calls for another referendum would be their first preference choice. Sixty three per cent of members selected a second referendum as one of their top three preferences. The second strongest first&nbsp;preference (16 per cent) was to support calls for a delay to Article 50 in order to allow time for further negotiations. It had almost equal support to a second referendum (64 per cent) when all three top preferences were taken into account.</p> <p>Only 11 per cent of members responding viewed accepting No Deal as their first preference, with less than one third (27 per cent) listing it in their top three preferences. Very few respondents (2 per cent) selected a General Election as a first preference and only 25 per cent included it in their top three preferences.</p> <p>The survey further suggests that while most larger firms (250+ staff) have taken steps to prepare for a No Deal Brexit, many smaller tech business are unprepared for the UK leaving without a deal, with 65&nbsp;per cent of smaller firms (&lt;50 staff), and&nbsp;46&nbsp;per cent of mid-sized businesses (50-249 staff) who responded to the survey, saying they have taken no active steps to prepare for No Deal. When asked why they have not taken steps to prepare for No Deal, many firms said it was because they were unable to predict what impact it would have (49 per cent) or were unsure what steps to take (37 per cent).</p> <p>The survey also suggests that the majority of techUK members want a close relationship with the EU after Brexit, with six in ten respondents (59 per cent) supporting closer alignment with the EU compared to &lsquo;looser&rsquo; alignment (29 per cent). techUK believes this runs counter to the view expressed in the Chequers White Paper that more flexibility over the rules surrounding the digital sector would be preferable post Brexit, even if it meant losing some access to EU markets.</p> <p><strong>Commenting on the survey, techUK CEO, Julian David, said:</strong></p> <p>&ldquo;techUK has consistently warned of the dire risks of a disorderly exit from the EU. The Withdrawal Agreement would have provided a workable route forward, but this has been overwhelmingly rejected by Parliament. The UK now risks No Deal by default unless the deadlock can be broken.&rdquo;</p> <p>&ldquo;Our polling suggests that many of our small and mid-sized members in particular do not have the resources or information needed to effectively prepare for No Deal. They want a deal that works and a future relationship that retains a high level of alignment and access to the EU market on issues that matter to the sector, such as the free flow of data, regulation and the availability of talent. We believe a simple &lsquo;Canada-style&rsquo; free trade agreement would not be an acceptable outcome for most of techUK&rsquo;s members.&rdquo;</p> <p>&ldquo;Parliament has rejected the Withdrawal Agreement and now needs to find a workable way forward to break the deadlock. All alternative options now need to be considered including putting the question back to the public.&rdquo;</p> <p style="text-align:center">ENDS</p> <p>&nbsp;</p> <p>Notes to editors:</p> <ul><li>Find the full blog post with analysis <a href="">here</a>.</li> <li>Full results of the survey can be found <a href="">here</a>.</li> <li>The survey was conducted online through Ipsos MORI and ran from 30 November to 10 December 2018, with all analysis and interpretation undertaken by techUK</li> <li>They survey was issued to 773 techUK members and received 276 responses (a 36 per cent response rate).&nbsp; Data are unweighted.</li> </ul><p>&nbsp;</p>Contact: <a href=""></a>Contact: <a href=""></a>Contact: <a href=""></a> techUK Brexit survey results Thu, 17 Jan 2019 09:45:00 +0000 CRM Sync A techUK member survey shows deep concern about No Deal impact. We explore the results and give our views on what should happen now Parliament has rejected the Deal. <p><strong>In December techUK polled our members to seek their views on what should happen in the event that Parliament should fail to vote in favour of the Withdrawal Agreement. The poll was undertaken ahead of the meaningful vote that was scheduled for 11 December. That vote was pulled but yesterday Parliament finally had the opportunity to make its opinion known on the deal.&nbsp;&nbsp;</strong></p> <p>The result was an overwhelming defeat, losing by 432 votes to 202, the biggest ever defeat of a Governing Party. The result of the vote shows that the Withdrawal Agreement and Political Declaration will not receive Parliamentary support as things currently stand.</p> <p>In response to the defeat of the Government&rsquo;s deal, techUK is today publishing the full results of our survey setting out views on a range of Brexit issues. With the Prime Minister suggesting she now intends to reach out across Parliament to explore options, we hope that the results provide some insight into the views of the techUK members who are building the businesses of the future.</p> <p>&nbsp;</p> <p><strong>Methodology</strong></p> <p>The full results of our survey can be found <a href="">here</a>.</p> <p>In order to ensure the anonymity of those taking part and to provide support on the design of the questions, techUK commissioned Ipsos MORI to conduct an online survey. It ran between 30 November to 10 December 2018, with all of the subsequent analysis and interpretation undertaken by techUK.&nbsp;</p> <p>In terms of turnout, we received a 36 per cent response rate, meaning 276 members responded out of the 773 who received the invite to participate. Given that many members have policies against engaging in surveys, and the short timescales for the survey, this is viewed as a good turn out and on par with surveys conducted by other organisations.</p> <p><strong>So what did our survey say?</strong></p> <p>&nbsp;</p> <p><u><strong>No to No Deal</strong></u></p> <p>Our survey asked a number of questions about members&rsquo; views of the impact of No Deal. Of those responding to the poll 70 per cent said that they believe that a No Deal outcome in March 2019 would have a very negative or fairly negative impact on their business. The survey also shows that 84 per cent of respondents believe the UK overall is unprepared for No Deal.</p> <p><img alt="" src="//" style="height:319px; width:665px"></p> <p>The survey further suggests that while most larger firms (250+ staff) have taken steps to prepare for a No Deal Brexit, many smaller tech business are unprepared for the UK leaving without a deal, with 65&nbsp;per cent of smaller firms (&lt;50 staff), and&nbsp;46&nbsp;per cent of mid-sized businesses (50-249 staff) who responded to the survey, saying they have taken no active steps to prepare for No Deal.</p> <p><img alt="" src="//" style="height:385px; width:665px"></p> <p>When asked why they have not taken steps to prepare for No Deal, many firms said it was because they were unable to predict what impact it would have (49 per cent) or were unsure what steps to take (37 per cent).</p> <p>techUK has voiced real concerns about the impact of No Deal on the sector, most recently <a href="">here</a>, where we set out just some of the implications No Deal might have. With the failure of the Withdrawal Agreement yesterday, it now seems clear that the Government should look to take No Deal off the table.</p> <p>&nbsp;</p> <p><strong><u>What should happen if Parliament rejects the deal?</u></strong></p> <p>One of the key questions our survey asked was what members thought about the options available if Parliament rejected the Withdrawal Agreement.&nbsp;Our poll shows that, as has now transpired, if the Government were to lose the vote on the Withdrawal Agreement and Political Declaration, around half of those who responded to the survey (51 per cent of the 276 respondents) said that supporting calls for another referendum would be their first preference choice. Sixty three per cent of members selected a second referendum as one&nbsp;of their top three preferences.</p> <p><img alt="" src="//" style="height:400px; width:665px"></p> <p>However, in a sign of the complexity of the issue, supporting calls for a delay to Article 50 in order to allow time for further negotiations, which received 16 per cent of first preferences, was put in the top three preferences of 64 per cent of respondents.</p> <p>Only 11 per cent of members responding viewed accepting No Deal as their first preference, with less than one third (27 per cent) listing it in their top three preferences. Very few respondents (2 per cent) selected a General Election as a first preference and only 25 per cent included it in their top three preferences.</p> <p>techUK has consistently warned of the need for an orderly exit, avoiding No Deal, so as to allow for close future alignment with the EU. We supported the Withdrawal Agreement as a reasonable way of securing an orderly Brexit that secures our policy objectives. You can find out more about our position on the Withdrawal Agreement <a href="">here</a>.</p> <p>&nbsp;</p> <p><strong><u>What kind of final deal?</u></strong></p> <p>When asked about what kind of relationship the UK should seek with the EU after Brexit, six in ten respondents (59 per cent) supporting closer alignment compared to 29 per cent supporting looser alignment.</p> <p><img alt="" src="//" style="height:469px; width:665px"></p> <p>techUK believes this runs counter to the view expressed in the Chequers White Paper that more flexibility over the rules surrounding the digital sector would be preferable post-Brexit, even if it meant losing some access to EU markets.</p> <p>This also reconfirms techUK&rsquo;s view that a simple &lsquo;Canada-style&rsquo; Free Trade Agreement would not be acceptable in terms of meeting the policy needs of many tech businesses. We published a <a href="">blog on this issue</a> earlier this week.</p> <p>&nbsp;</p> <p><strong>What we&rsquo;ve said about the survey</strong></p> <p>techUK CEO, Julian David, has given his view on the survey results, saying:</p> <p>&ldquo;techUK has consistently warned of the dire risks of a disorderly exit from the EU. The Withdrawal Agreement would have provided a workable route forward, but this has been overwhelmingly rejected by Parliament. The UK now risks No Deal by default unless the deadlock can be broken.&rdquo;</p> <p>&ldquo;Our polling suggests that many of our small and mid-sized members in particular do not have the resources or information needed to effectively prepare for No Deal. They want a deal that works and a future relationship that retains a high level of alignment and access to the EU market on issues that matter to the sector, such as the free flow of data, regulation and the availability of talent. We believe a simple &lsquo;Canada-style&rsquo; free trade agreement would not be an acceptable outcome for most of techUK&rsquo;s members.&rdquo;</p> <p>&ldquo;Parliament has rejected the Withdrawal Agreement and now needs to find a workable way forward to break the deadlock. All alternative options now need to be considered including putting the question back to the public.&rdquo;</p> <p>&nbsp;</p> <p>The press release on the findings can be found <a href="">here</a>.&nbsp;</p>Contact: <a href=""></a>Contact: <a href=""></a>Contact: <a href=""></a> Three predictions for 2019 in Defence Technology Wed, 16 Jan 2019 09:32:14 +0000 CRM Sync Three predictions for 2019 in Defence Technology <p>As we enter 2019, the Defence sector must look to the impacts of the digital revolution on the private sector to deliver meaningful change. In this insight techUK&nbsp; looks forward to the year ahead and highlights three key areas to watch.</p> <p><u><strong>Faster development cycles and more agile procurement are needs not wants</strong></u></p> <p>As technological developments across sectors continue at rapid pace, Defence will come under further pressure to act at speed, both in terms of developing its capability requirements and also in the way it runs its business. Whilst the well-established CADMID procurement model has served Defence well for large, complex platforms, it is clearly not compatible with emerging digital technologies which can be continuously updated and upgraded.</p> <p>In the private sector, weekly updates and patching are standard, and with the MOD utilising more connected devices and kit it will need to find a procurement model which can deal with this new flexibility. The days of analogue, non-connected equipment are well and truly over, as technology continues to bleed into everything from clothing to complex weapon systems.</p> <p>As such, the MOD must identify where commercial practices and policies can and should change to provide the Front Line Command&rsquo;s with a route to market for emerging and disruptive technologies. techUK will continue to lobby for a more agile commercial framework through our Defence Commercial Business Forum.</p> <p><u><strong>Digital Twins &ndash; more efficient operations</strong></u></p> <p>During this sustained period of budgetary pressures, technology can and should be used more to help the MOD both identify efficiency savings and increase the effectiveness of its operations. Those tasks traditionally seen as dull and monotonous like logistics, administration and maintenance offer significant opportunities in this space. techUK will &nbsp;continue to make the point that in order to achieve this, investment in new technology needs to be at the very least maintained at current levels if it is to deliver long term financial benefits to the MOD.</p> <p>Perhaps the most timely example of this can be seen in the concept of the &lsquo;digital twin&rsquo;, which generates real-time digital replicas of physical assets, enabling end users to reap the benefits of data analytics, reduced operating costs, early identification of maintenance issues and improved performance. Implementation of technologies like this can only benefit large, costly and complex MOD systems.</p> <p><u><strong>Cyber&rsquo;s significance will continue to grow</strong></u></p> <p>Cyber security will continue to be at the cutting edge of technological development in 2019. The exponential increase in the number of devices becoming digitally enabled and connected we are witnessing presents serious challenges for Defence and in the private sector, with tangible impacts upon the physical world becoming more common. This is perhaps best typified by the recent disruption at Gatwick Airport in December 2018. Digitally enabled technologies can both disrupt and protect physical infrastructure in all sectors with complex requirements.</p> <p>For Defence, this means cyber security is and will continue to be a critical priority, with new developments allowing the protection of CNI and frontline operations, but also giving us an advantage over adversaries already investing heavily in cyber and counter-cyber technologies.</p> <p>techUK will continue to work with the MOD &amp; wider government to understand its future approach to cyber security through its Cyber Programme and through its Information Superiority Forum. We will be engaging across the Front Line Commands to enable them to better understand how industry can help augment the UK&rsquo;s cyber capability.</p>Contact: <a href=""></a>Contact: <a href=""></a> Tech Talent Charter Report Launch Tue, 15 Jan 2019 15:25:17 +0000 CRM Sync Today the Tech Talent Charter published its first annual benchmarking report, reporting on its signatories’ state of play on gender representation in technical roles. <p>Today the Tech Talent Charter published its <u><a href=""><span style="color:#0000CD">first annual benchmarking report</span></a><span style="color:#0000CD">,</span></u> reporting on its signatories&rsquo; state of play on gender representation in technical roles; active diversity and inclusion policies; and shortlisting female talent at interviews.</p> <p>There were a number of positive findings. Namely that Charter&rsquo;s signatories were ahead of the curve in many respects. Signatories gender diversity averaged at 26.13%, steps ahead of wider tech averages which put female representation between 11% and 19%. Similarly, over 70.71% of signatories had active diversity and inclusion policies in place and an additional 27.27% planned to roll out such policies in the coming year. The gravitas with which signatories are honouring their commitments to diversity and inclusion is impressive and must be celebrated. But, whilst the Charter&rsquo;s numbers are positive, it is clear gender parity is a way off and as the Charter enters into its next year we must push even harder as a sector to promote diversity.</p> <p>The Charter does not push for blanket diversity and inclusion policies, nor does it attempt to reinvent the wheel on possible remedies. At techUK, we believe this is crucial to the success of the Charter and the spirit embedded in it. &nbsp;No two companies are the same and therefore blanket approaches to diversity simply do not work. Similarly, the Charter&rsquo;s promotion of collaboration and cross-industry learnings is invaluable to signatories. The community this creates of companies listening and learning from one another is exactly how we will achieve stronger gender diversity in tech.</p> <p>techUK is a proud strategic partner and sponsor of the Charter. We were there at its inception have fully supported the organisation as it became independent and has started to grow and flourish. The Charter now has a footprint across thirteen different sectors and counting (demonstrated just how core digital is across the economy). &nbsp;</p> <p>The Charter represents the very best of our sector &ndash; our openness, willingness to learn from each other and collaborate with our competitors. 2018 was just the start of this journey and we look forward to all that 2019 holds!</p>Contact: <a href=""></a> EBA Report on crypto-assets Tue, 15 Jan 2019 14:56:46 +0000 CRM Sync The European Banking Authority has published advice to the Euoropean Commission on crypto-assets <p>In <a href=""><span style="color:#0000CD">this report,</span></a> the European Banking authority (EBA) advises the Commission that they should carry out a 'comprehensive cost/benefit analysis' to determine whether any regulatory action is required to cover crypto-assets.</p> <p>Crypto-assets, virtual currencies, crypto-currencies are a new and unregulated field and, which, together with the emergence of Initial Coin Offerings (ICOs) as a way to raise funds, has caused some concerns among regulators. As a result, the European Commission asked the EBA to look into the sector and report with its advice.</p> <p>The report makes the following findings:</p> <ul><li>Currently activity in crypto-assets is limited in the EU though expected to rise.</li> <li>Most crypto-assets typically fall outside current EU financial services regulation.</li> <li>These assets do, potentially, raise concerns over consumer protection, operational resilience and market integrity.</li> </ul><p>The Report tracks the emergence of crypto-assets and analyses whether they fall within the E-money Directive or the Payment Services Directive 2. (Note that <a href=""><span style="color:#0000CD">European Securities and Markets Authority (ESMA) has also done an analysis</span></a> re whether they may be 'financial instruments' under MiFID)</p> <p>The EBA notes that there has been uncertainty about the applicability of current financial services law, which has led to diverging approaches in different countries. Also, some national jurisdictions have taken action in issuing warnings to consumers or are considering banning the sale of some products.</p> <p>The Report also examines the availability of accounting and prudential supervisory powers which cover the activities of financial institutions dealing with crypto-assets.</p> <p>In conclusion, the EBA expects the use of crypto-assets to continue to evolve rapidy and advises continued monitoring as well as a cost/benefit analysis.&nbsp;</p>Contact: <a href=""></a> UK Cloud Awards nominations are open Mon, 14 Jan 2019 11:55:00 +0000 CRM Sync Nominations close on 22 April for the 2019 UK Cloud Awards taking place in London in May. <p>The UK Cloud Awards celebrates innovation, technical excellence and dedication to customer service shown by cloud service providers throughout the UK&rsquo;s cloud ecosystem.</p> <p>The awards showcase not just how the UK Cloud market is thriving but also the confidence and leadership of UK public and private sector organisations in their adoption and use of cloud. Categories for the 2019 awards include Best Public Sector Cloud Project, Most Innovative SMB Cloud Solution and Best AI/ML Enabled Product or Service</p> <p>Nominations for the awards close at midnight on 22 April 2019 so there is still time to enter. <a href="">Click here</a> for more information on the awards or to nominate an organisation or individual as Cloud Visionary of the Year!</p> <p>Good luck and we look forward to seeing techUK members at the awards.</p>Contact: <a href=""></a>Contact: <a href=""></a> Only minuses to a Canada plus Mon, 14 Jan 2019 11:39:00 +0000 CRM Sync It’s not just a No Deal Brexit that presents risks for tech. A Canada style FTA may also have a big impact on market access. <p>This week we will finally learn the fate of the Prime Minister&rsquo;s Withdrawal Agreement.&nbsp; What happens next is anyone&rsquo;s guess, but undoubtedly it will include renewed calls for the UK to abandon the Withdrawal Agreement, with its complex backstop solution to the Irish border, in favour of a &lsquo;Canada-style&rsquo; Free Trade Agreement (FTA). It sounds a simple solution- an FTA is a deal after all.&nbsp; But scratch below the surface and it&rsquo;s clear that a Canada-style deal would simply not work for the UK tech sector, no matter how many &lsquo;+&rsquo;s&rsquo; it included.</p> <p>First, a quick reminder of what is meant by a Canada-style deal. In 2017, the Comprehensive Economic and Trade Agreement (CETA) between the European Union and Canada came into force. In the words of the EU Commissioner for Trade, Cecilia Malstr&ouml;m, CETA is the <a href="">&ldquo;gold standard agreement&rdquo;</a>. It marked the deepest trade deal that the EU had concluded up to that point (the newly ratified EU-Japan Economic Partnership Agreement goes further in some areas). As a result, CETA has often formed the centrepiece of many advocates of a harder Brexit, not least the former Foreign Secretary, Boris Johnson, who called for the UK to pursue a <a href="">&ldquo;SuperCanada&rdquo;</a>. So when we talk about Canada we usually mean a gold standard FTA, perhaps with some additional bells and whistle, including on security cooperation that form the &lsquo;plus&rsquo; aspect of &lsquo;Canada Plus&rsquo;.</p> <p><strong>The Scale of Trade</strong></p> <p>One thing worth being clear about is that the biggest difference between the UK and Canada when it comes to our EU relationship is one of sheer scale.&nbsp;In 2016, the total bilateral trade in goods and services between Canada and the EU28 amounted to <a href="">&euro;94.7 billion</a>. The EU is Canada&rsquo;s second-biggest trading partner after the USA in goods, amounting to 9.6 per cent of its total in 2016, and Canada in turn accounts for 2 per cent of the EU&rsquo;s goods trade.</p> <p>These are substantial amounts of trade, which CETA is set to increase. The European Commission&rsquo;s <a href="">impact assessment</a> estimates it will increase bilateral trade by 8 per cent by 2030, and will added between &euro;1.7-2.1 billion, or 0.01 per cent to EU GDP.</p> <p>However, the trade between the UK and the EU dwarfs these numbers. In 2017, the total bilateral trade in goods and services was <a href="">&pound;616 billion</a>. The other countries of the EU account for 44 per cent of the UK&rsquo;s exports and 53 per cent of imports.</p> <p>For the tech sector, the EU plays a key role as both a source of inputs and as an export destination. Frontier Economics report for techUK, &lsquo;<a href="">The UK Digital Sectors After Brexit</a>&rsquo;, found that digital-producing sectors rely on imports of intermediate goods and services in their supply chain to a much greater extent than the economy as a whole &ndash; 49 percent compared to 28 per cent. Of these the EU made up 52 per cent of goods inputs and 49 per cent of services inputs.</p> <p>The scale of trade between the UK and the EU, along with the integration of the EU in UK supply chains represents a wholly different state of affairs than the trade between the EU and Canada. CETA, as an agreement, was not designed to be something to deal with the integration of economies on the scale of the EU and the UK. This is the same with the EU&rsquo;s other landmark free trade agreements with Japan (<a href="">&euro;178 billion total trade</a>) or South Korea (<a href="">&euro;105 billion</a>).</p> <p>&nbsp;</p> <p><strong>The Impacts in Practice</strong></p> <p>Given the relative scales of trade, CETA is clearly a good deal between Canada and the EU, and one that <a href="">techUK has called</a> to rolled over into a UK-Canada agreement. However, there are a large number of practical impacts that do not work for such a closely integrated set of economies as the UK and the EU.</p> <p>&nbsp;</p> <p><strong>Services and FTAs</strong></p> <p>A CETA model, or even a CETA &lsquo;plus&rsquo;, most crucially fails to deliver for service industries. This is the most important drawback for the tech sector given that services make up <a href="">81 per cent of its exports</a>.</p> <p>Currently the UK has access to the EU&rsquo;s Single Market for services. While it is not as comprehensive as the Single Market for goods, as <a href="">Sam Lowe of the Centre for European Reform points out</a>, in some areas it has managed to liberalise services trade between member states greater than some countries have managed within their own borders. Crucially, the regulatory alignment across the Single Market is a central enabler of services trade. This is because you simply can&rsquo;t check whether a service is of sufficient quality and safety on the border like a physical good so instead need to rely on regulation and behind the border enforcement.</p> <p>For UK service providers currently trading with the EU, the single regulatory system, under the umbrella of the same enforcement system, greatly eases the process of doing business. Outside it, additional steps would need to be taken to continue the same trade as now. These would vary across different types of businesses but could involve the need to separately register in each member state, additional capital requirements for fintech firms, or potentially the need for locally qualified medical professionals to enable the approval of medtech apps. There would be large downsides for UK services consumers as well. For example, travellers to the EU would once again be subject to roaming charges. CETA does not solve these problems &ndash; for example establishing only a framework for the recognition of professional qualifications but leaving these for future negotiations.</p> <p>For example, on something like Audio and Visual Media Services, to whom tech is a significant supplier, the UK operates a huge number of channels that broadcast across the rest of the EU. In a simple Free Trade Deal this is very unlikely to continue.&nbsp; It is explicitly carved out of the service elements of CETA.&nbsp; Even under the Chequer&rsquo;s proposals from the Prime Minister these kind of operations are under a severe threat, and close alignment is the only realistic option to enable them to continue.</p> <p>&nbsp;</p> <p><strong>Rule Takers, not Rule Makers</strong></p> <p>One of the trumped benefits of a CETA style deal is that it would avoid the UK being subject any EU laws, with the FTA itself operating as the binding document. However, the reality is that, whatever agreement we have with the EU, many UK tech companies will still find themselves having to comply with many EU laws, over which we will have even less say than under closer models of alignment, such as the Association Agreement model that the Withdrawal Agreement and Political Declaration envisages. In those models there remains a possibility of observer status and greater influence in the enforcement of regulation, but a. basic third country status, as Canada has even under CETA, would rule this out.</p> <p>&nbsp;</p> <p><strong>Data</strong></p> <p>A key example of this regulatory cooperation issue is data flows. The General Data Protection Regulation (GDPR) has global reach, meaning that any UK company wishing to trade with EU will have to comply. &nbsp;</p> <p>Crucially, under a CETA model, the UK would lose any role in include the European Data Protection Board, the body that ensures the consistent application of GDPR. While it would be possible to get a mutual adequacy agreement &ndash; Canada has a partial adequacy decision, though it only applies to commercial organisations &ndash; this would not facilitate the kind of close relationship the UK&rsquo;s Information Commissioner&rsquo;s Office currently has through the EDPB and the UK would no longer be part of the &lsquo;<a href="">one stop shop</a>&rsquo;. This is a key principle of GDPR, that reduces the burden for both businesses and data regulators by allowing one regulator to be responsible for EU-wide enforcement for businesses operating cross border. Under CETA, companies operating primarily out of the UK would no longer be able to take advantage of this.</p> <p>&nbsp;</p> <p><strong>Goods</strong></p> <p>The restrictions that CETA would bring go far beyond just services. For goods, through CETA removes the vast majority of tariffs, it does not include a customs union. Therefore, goods crossing the border are still subject to rules of origin checks as well as checks on safety and compliance. Furthermore, the UK&rsquo;s participation in the Customs Union brings many other benefits beyond just the applying the same tariffs and avoiding rules of origin. These are crucially in terms of customs facilitation and relief including having a single set of rules on the import, export and transit of goods, called the Union Customs Code. These aligned systems and rules do a great deal to facilitate the ease of trading across borders and would not be available through a CETA model for the UK after Brexit.</p> <p>&nbsp;</p> <p><strong>People</strong></p> <p>Access to talent remains one of the top priorities for many of techUK members. Here a CETA style deal would fall a long way short of a more bespoke partnership.</p> <p>When the UK leaves the Single Market it will take control of its own immigration system.&nbsp; As the Government&rsquo;s White Paper sets out, this is likely to mean a far stricter system for EU migrants than is currently the case.&nbsp; FTAs, such as the CETA deal do usually include rules on visas and migration, but this is likely to be subject to fierce, highly political negotiation that is unlikely to give businesses the clarity they need about access to talent.</p> <p>As important as migration is the mobility of staff.&nbsp; This is particularly important in the delivery of so-called Mode 4 services, where a contract is delivered from one country to another via the temporary movement of staff.&nbsp; This is often the case in tech projects, such as services contracts for data centres or hardware.</p> <p>CETA lists highly restrictive requirements on provisions of these kind of contractual services.&nbsp; A Specifically a person can move to deliver the contract for a maximum of 12 months, even if the contract runs longer, and must have a graduate level of qualification. If a business needs a member of staff to say longer than they will have to go through the full migration regime of the Member State. For smaller UK tech businesses wishing to compete with businesses from across the EU for contracts, this could lead to a significant competitive disadvantage in the length of contract they are able to offer.</p> <p>&nbsp;</p> <p><strong>Funding</strong></p> <p>Other important areas for the UK tech sector that pursuing a Canada style agreement would not deliver are around access to the EU&rsquo;s science and technology programmes, Horizon 2020 and its replacement Horizon Europe, as well as access to the European Investment Fund (EIF). Tech is obviously a research and development heavy industry, and the UK&rsquo;s excellent higher education ecosystem, combined with its access to the funding and collaboration opportunities that Horizon 2020 brings, has been a key plank of the sector&rsquo;s success. Third countries are able to participate in some Horizon 2020 funded projects, but this is not universal across all calls and is <a href="">not akin to full participation</a>. Likewise, though it would be possible to buy shares in the EIF, the total pot that UK venture capital funds would be able to bid for would be far more restricted, as techUK&rsquo;s Giles Derrington pointed out when <a href="">giving evidence to the House of Lords EU Financial Affairs Sub-Committee</a>.</p> <p>&nbsp;</p> <p><strong>Speed of change</strong></p> <p>A final point that should be considered when looking a simple FTA as a solution to Brexit, is that most FTAs are highly static, often only returned to every decade or so (the EU Mexico which is currently being updated originally came into force in 1997), if that. For a rapidly developing industry such as tech it is almost impossible to tell which new innovations may come up against barrier is created in the past that cannot be easily overcome within the context of a static FTA. Some attempts have been made in FTAs to overcome this with catch all non-discrimination clauses, such as language proposed for the Transatlantic Trade and Investment Partnership (TTIP) on non-discrimination against any newly created forms of financial services. However, the EU has so far strongly resisted giving such a carte blanche in trade deals and there is no reason to think a UK/EU deal would be any different.</p> <p>Ultimately therefore it is reasonable to conclude that, CETA marks a good deal for Canada and the EU, two economies separated by an ocean of which neither is the others largest trading partner. But this is not the situation for the UK and CETA just would not be sufficient for the UK&rsquo;s tech sector. <a href="">The Government&rsquo;s own analysis</a> estimates that a CETA-style trade agreement would lead to a 9 per cent increase in trade costs for services, and lead to a 24 per cent drop in exports to the EU. For tech, this would amount to a drop in exports of telecommunications, computer and information services of just over &pound;2 billion a year. For all the talk of the pluses that can be added on to CETA, the fundamentals do not change that the UK needs a much closer form of relationship with the EU. As the Withdrawal Agreement comes up to vote, it worth pondering that fact.</p>Contact: <a href=""></a> How would a No Deal Brexit impact tech? Mon, 14 Jan 2019 10:20:00 +0000 CRM Sync While the default position is for the UK to leave the EU with No Deal unless something else is agreed, this is a scenario that doesn’t work for the tech sector. <p>There have been repeated assurances from the UK Government that it is not its intention to leave the European Union with No Deal. However, the reality is that until an agreement has been ratified by both the UK and EU, the consequence of triggering Article 50 is that the legal default in the absence of a &lsquo;Deal&rsquo; is &lsquo;No Deal&rsquo;. While it is expected that the British Parliament would attempt to block a No Deal outcome, doing so is not simply a case of voting against No Deal, but for an alternative.&nbsp; What that alternative remains the biggest question facing MPs and the country.</p> <p>Given No Deal remains a very real potential outcome, and as the Government increases preparations for such a situation, it is important to fully assess the impact on the UK tech industry, tested against the key priorities of the tech industry of any future relationship with the EU.</p> <p>It is worth remembering that technology increasingly underpins a significant part of the wider economy, with tech companies heavily integrated into the supply chains of sectors ranging from healthcare to financial services. This means that the impact of No Deal on these sectors will also be felt by the tech companies serving those sectors. In many ways the biggest unknown for many in the sector will be what happens to their clients in the event of No Deal, something ultimately outside their control. That is one of the reasons why talk of a &lsquo;managed&rsquo; No Deal risks the unhelpful suggestion that companies, Government or even the EU is fully in charge of the consequences of a No Deal Brexit.</p> <p>&nbsp;</p> <p><strong>Data</strong></p> <p>techUK has been clear about the importance of data protection and international data transfers since June 2016. The entire digital economy relies on the ability to transfer data across borders. In a connected world trade involves increasing quantities of data to be transferred alongside the good or service being traded itself.</p> <p>As a member of the EU, the UK has been part of the EU&rsquo;s data protection framework. The framework establishes rules on how data should be protected and places restrictions on the transfer of data outside of the bloc in order to maintain those protections, while ensuring data can flow freely within the bloc. Personal data can only be transferred from the EU to third countries if the country has received an adequacy decision from the European Commission following an assessment of their domestic data protection law. In the absence of an adequacy decision individual companies will have to ensure appropriate safeguards exist before transferring data outside the EU.</p> <p>The UK has fully implemented EU data protection laws, namely the recent General Data Protection Regulation (GDPR), via the UK&rsquo;s own Data Protection Act 2018. The Government has also published plans for technical amendments to this legislation to ensure it continues to apply in the UK if there is no deal with the EU. That means that a no deal situation would not change the way in which companies have to handle personal data.</p> <p>However, under a no deal arrangement, the UK would become a full &lsquo;third country&rsquo; and therefore no longer automatically deemed a suitable place for EU data to be sent. Given this will take place in just over three months&rsquo; time, there is not time to complete full adequacy assessments between the UK and the EU. The fastest adequacy agreement took 18 months with Argentina. This means businesses would not be able to transfer personal data from EEA countries to the UK without additional suitable legal mechanisms in place, most likely Standard Contractual Clauses.</p> <p>Additionally, because the UK has the same data protection framework, it places its own restrictions on the transfer of personal data FROM the UK to other countries. The UK would also no longer benefit from existing adequacy decisions.</p> <p>Finally, the UK&rsquo;s Information Commissioner&rsquo;s Office (ICO) would lose its seat and involvement on the European Data Protection Board (EDPB) and UK businesses would no longer benefit from the consistency mechanisms than exist within the EU&rsquo;s data protection framework which makes cross-border compliance with data protection regulations more efficient. Instead UK businesses will have to deal with individual data protection authorities in each EU member state or establish a representative for their business in the EU.</p> <p>As part of its No Deal contingency planning, the UK Government has stated it would not restrict data transfers to EEA member states; that it would continue to recognise Standard Contractual Clauses approved by the European Commission; and that it will preserve the effect of existing EU adequacy decisions. These steps cover transfers from the UK to other countries, apart from the United States, which will require a separate agreement. However, transfers of personal data to the UK would be considerably impacted by leaving the EU without a deal. The ICO has recently published more detailed information on the impacts <a href="">which you can see here</a>.</p> <p>While through the work of the ICO, and good business preparation, the policy consequences on data flows of a No Deal Brexit can be reduced, the administrative burden on firms could be significant.&nbsp; Many tech firms have already begun the shifting of existing contracts to identify where they might need to insert Standard Contractual Clauses, but this will take time and significant legal costs. The impact on UK business competitiveness when dealing with EU businesses could well be that the offer of contracting with a UK entity becomes less competitive compared to doing so with another EU member who will be able to rely on a strong legal basis for the free flow of data. This is why techUK believes a No Deal would have a negative impact on the UK&rsquo;s role as a global hub for data flows.</p> <p>&nbsp;</p> <p><strong>People</strong></p> <p>In No Deal, there would be a high level of uncertainty about individual citizens&rsquo; rights and future immigration systems, with freedom of movement coming to an immediate end.</p> <p>The UK Government has stated that in the event of No Deal it would protect the rights of EU citizens already living in the UK and offer a clear route to UK citizenship through a settled status scheme. Details of how this will work have been published in <a href="">the Government&rsquo;s no deal technical notice on citizens&rsquo; rights</a>.</p> <p>However, no such guarantee has been provided to UK citizens living in EU member states. This would be up to individual member states and so far, none of the EU27 have confirmed they would provide this guarantee in the event of No Deal.</p> <p>With regards to future immigration, as a third country the UK would have no specific relationship with the EU on migration. Immigration is a member state competence and so each individual member state would have to make decisions on the migration rules for UK citizens, for both personal and business reasons. The UK will also need to design a new immigration system to recognise the end of freedom of movement. The Government&rsquo;s Immigration White Paper, suggests moving the system for EU nationals to one largely identical to that for Non-EU nationals. The paper suggests the impact of doing so will be to reduce EU migration by between to 200,000 and 400,000 over the first five years, at a cost to GDP of between &pound;2 billion and &pound;4 billion over the same period. While the proposals do contain measures to better support companies in recruiting highly skilled workers, such as engineers, techUK views the net impact of the proposals as making the recruitment and retention of the staff needed to build and grow a tech business in the UK more challenging.</p> <p>This situation does not work for the UK tech industry, which is heavily reliant on the movement of people. The tech industry is already facing a major skills shortage which threatens to limit the growth of the sector. Putting more hurdles in the way of companies attracting skills and talent into the UK does nothing to make the UK an attractive place for tech.</p> <p>Alongside migration, a No Deal would also impact the ability of UK digital businesses to service contracts in the EU through the movement of staff, for example by a UK member of staff travelling to help set up a data centre operation. If we leave the EU with No Deal we will be dealt with under different countries commitments in the World Trade Organisation (WTO)&rsquo;s General Agreement on Trade in Services (GATS). The EU schedule states that, where Mode 4 delivery (travelling to another country but not establishing a business entity there) is concerned, such travel will only be permitted for three months in any 12 or for the duration of the contract, whichever is the lower. That means offering a contract longer than three months from the UK to an EU client would be increasingly difficult to service without establishing a business branch.&nbsp; Even under a traditional Free Trade Deal (such as the EU&rsquo;s Canadian Free Trade Agreement), this period is limited to 12 months, making it hard to compete with businesses in other Member States who could offer much longer contract terms.</p> <p>This issue also works the other way because the UK&rsquo;s GATS Schedule, recently submitted to the WTO, mirrors that of the EU, so EU businesses will have a tougher time offering contracts in the UK, which may have knock on impacts for competitiveness.</p> <p>&nbsp;</p> <p><strong>Customs </strong></p> <p>The impact of no deal on the UK&rsquo;s customs arrangement are likely to be the most visibly stark, with immediate direct impacts on consumers as well as businesses. With no customs agreement there would be significant disruption for businesses trying to bring goods into the UK from EU27 countries. Moving goods into the country would become incredibly difficult due to the introduction of checks at the border and failure to agree the mutual recognition of goods.</p> <p>In anticipation of this scenario some organisations are stock piling goods where possible. This includes technology companies who are ensuring they have supplies of, for example, spare parts. However, it is difficult for companies to know what they might need to bring into the country quickly, and therefore difficult to plan for sudden checks at the border. &nbsp;</p> <p>No Deal would require a new UK Customs system to be in place by 29 March 2019. There has been little evidence of progress on this to date and it is difficult to imagine a fully-fledged new customs system will be up and running in less than 100 days&rsquo; time. However, we do know that businesses would have to register for a UK Economic Operator Registration and ID (EORI) Number in order to export to the EU.</p> <p>Part of the reason for increased friction in trade rising from No Deal would be tariff differentials between the UK and EU. In the event of No Deal the UK would have a full tariff regime, however the Government has said it would aim to meet the same WTO tariff schedule as the EU. The UK would also seek to continue preferential tariffs for developing countries, including the General Scheme of Preferences as well as the tariff rates found in the Information Technology Agreement which reduces most tariffs on digital goods to zero, with some notable exceptions such as fibre optic cabling required for digital infrastructure. It was also recently confirmed that the UK and EU have agreed that the Common Transition Convention will still apply even in the event of No Deal. This means tariffs can be collected at the final destination of the good, rather than at the border. This is helpful, however potential future differences in tariffs will further increase friction on trade between the UK and EU.</p> <p>Additionally, relating to Customs, in the event of No Deal the UK would no longer participate in the EU&rsquo;s VAT area, which will require businesses to register with HMRC in order to comply with VAT requirements, as well as registering for the EU VAT Refunds Scheme via individual EU27 tax authorities. This could have a significant impact on those selling goods via e-commerce platforms, who will now have to ensure they are properly VAT registered in multiple jurisdictions.</p> <p>Finally, and crucially for tech companies, the UK will no longer be part of mutual recognition schemes, such as CE marking which is a recognised symbol that a product meets relevant regulations. In the event of No Deal, the UK Government has indicated it would unilaterally accept goods from the EU with relevant mark, including goods already on the market. However, the same will not be true for exports from the UK to the EU. Businesses would therefore have to re-register goods that were approved in the UK somewhere else in the EU in order to continue to have their mark recognised in the EU.</p> <p>All of this means significant increased friction in both ongoing and future trade between the UK and EU, with delays and difficulty trying to bring goods from the EU to the UK and vice-versa. Various new systems are required in an incredibly short amount of time, and significant additional burdens placed on businesses. This will cause problems for businesses across the board, particularly those, such as tech firms, that operate on a &lsquo;just-in-time&rsquo; model.</p> <p>&nbsp;</p> <p><strong>Access to the Single Market </strong></p> <p>Given the EU is the most important trading partner for the UK, continued access to that market is critical for UK businesses. The EU&rsquo;s Single Market is governed by a whole host of rules and regulations which members of the EU agree to abide by, and help design through the EU institutions. Access to the single market by non-EU countries is possible and there are various models which exist for relationships between the EU and non-EU countries. Those models include the much debated &lsquo;Norway&rsquo; and &lsquo;Canada&rsquo; models which vary in their level of access to the EU&rsquo;s single market. Different levels of access provide different pros and cons. However, it is clear that No Deal would provide almost no guaranteed market access for UK businesses.</p> <p>The single market is based on the harmonisation of rules and regulations for businesses operating within it. Access therefore largely depends on the level of harmonisation between the EU and the third country in question. It is therefore a clear choice on whether you want to access the EU Single Market, and therefore align closely on rules, or if you want flexibility to have different rules and limit access to the Single Market.</p> <p>In No Deal there would be no UK-EU trade agreement guaranteeing access to the EU Single Market. The level of access to the EU Single Market would therefore depend largely on the extent to which the UK Government diverges from existing rules and regulations. If there is significant divergence, for example of key digital policy areas such as limitations to liability or data protection, it will be difficult for UK firms to do business in the EU, unless they are able to comply with both sets of rules for different markets. This may be possible for large companies, but small and medium UK businesses will likely face a choice as to whether they focus on the UK or EU market in those circumstances.</p> <p>Such regulatory divergence is unlikely to happen overnight, but the uncertainty about future alignment will have shorter term impacts on businesses as it would introduce significant additional uncertainty that is likely to be unhelpful for business planning cycles and seeking to develop new business deals with partners within the EU.</p> <p>No Deal would also have some specific impacts on the harmonisation that currently exists between UK and EU activities which would increase friction between the two. This includes UK participation on EU regulatory bodies, which often shape the way rules apply and develop after they have been implemented. Of particular importance to the tech industry would be the participation of the UK Information Commissioner&rsquo;s Office on the European Data Protection Board (EDPB), and Ofcom on the Body of European Regulators for Electronic Communications (BEREC). Taking the EDPB as an example, with the EU having recently passed GDPR, the EDPB will play an important role in shaping the practical application of GDPR in its early years. This could lead to an accidental divergence between the UK and EU if regulatory guidance is different in each jurisdiction, even if the laws themselves do not change.</p> <p>Similarly, in No Deal the UK will immediately lose access to all shared EU databases and processes. A key one for the tech sector is the REACH chemicals database, whereby chemicals used in products are registered on an EEA database as complying with the REACH regulation. The UK has indicated it would maintain the REACH regulation and set up a UK registration system however yet again this will require a new IT system by 29 March 2019, as well as the burden on businesses to re-register in the UK and transfer existing registrations to elsewhere in the EEA.</p> <p>The ability to continue accessing the EU Single Market, which has formed a key part of the British economy over the last 40 years, is key for UK businesses, and has made the UK an attractive place for non-EU countries to expand their businesses in Europe. Losing this access through No Deal would be damaging to both UK businesses looking to export to a large market on its doorstep, and for the UK&rsquo;s reputation as an international business hub.</p> <p>&nbsp;</p> <p><strong>Investment</strong></p> <p>When it comes to investment levels in the UK tech industry there are three key impacts to consider in No Deal.</p> <p>First, the UK businesses will no longer be the beneficiaries of various EU funding opportunities. This includes programmes such as Horizon 2020. In the event of No Deal, the Government has said it will guarantee funding for Horizon 2020 bids, although it is not clear how funds allocated to consortiums partly based in the UK will operate. In the short term this will fill the funding gap, but the longer term impact on the UK as an attractive destination for R&amp;D investment is likely to be impacted by hindering the ability to collaborate.</p> <p>Secondly, for a sector which has continuously been at the forefront of Venture Capital investment, a No Deal would have a very significant impact on the UK&rsquo;s access to the funding which supports many tech businesses.&nbsp; In a No Deal the UK will no longer be part of the European Investment Fund (EIF), which has been a vital source of investment for UK start ups in recent years. Between 30 and 40 per cent of all VC funds operating in the UK contain EIF money. While funds operating with EIF money are able to invest in non-EU firms, they are required to ensure that a majority of funding goes to EU businesses. No Deal is therefore likely to have a severe tightening effect on access to EIF funding for VC funds, which will in turn have an impact on funding within the sector.&nbsp; Evidence suggests that the level EIF has already decreased following the triggering of Article 50, one of a number of ways in which the UK tech sector has already felt the impacts of Brexit.</p> <p>Thirdly, there have been numerous reports of multinational companies already holding back investment into the UK market due to the uncertainty created by the unknown form of the UK&rsquo;s departure from the EU. This will likely only be intensified in a No Deal exit given the additional friction in trade, reduced access to the Single Market, difficulty in attracting the relevant talent and additional barriers to using the UK has an international hub for data. Compounded, these factors would likely lead investors away from the UK market and to countries offering more stability and access to consumers.</p> <p>Additionally, it is important to remember that business&rsquo; preparations for No Deal, which they must do while it remains a potential outcome, costs money. This is money they may previously have been ear-marked for investment into other projects. It is very difficult to measure this impact as it is essentially an alternative reality, but the opportunity cost of investing into no deal preparations should not be forgotten.</p> <p>&nbsp;</p> <p><strong>The wider picture </strong></p> <p>Concerns about business spending feed into a wider picture about the impact of No Deal on the tech industry. That is the impact No Deal would have on the wider economy. The technology industry supplies many other sectors, so impacts of No Deal on those sectors will have a knock-on effect on the tech industry. For example, the automotive industry is heavily reliant on customs arrangements, which will be significantly impacted by No Deal. Tech companies involved in serving the automotive industry, whether that is in autonomous vehicle research, the manufacturing of cars, navigation systems or fuel switching products, will feel the strain of impacts on the automotive sector. Similarly, the financial services industry relies heavily on regulatory equivalence with the EU. Without access to the EU&rsquo;s financial services market the UK&rsquo;s FinTech industry and providers of ancillary services to this large sector of the economy, everything from cloud services to mobile banking solutions, will be directly impacted.</p> <p>In planning for No Deal there are certain issues which are simply beyond the control of individual businesses. It is very hard, if not impossible, for individual businesses to anticipate changes in the valuation of sterling or the impact of No Deal on sectors that business services, or indeed what the overall confidence in the economy will be in No Deal.</p> <p>The tech sector is a fast-growing, innovative and dynamic industry, and has been pinpointed as the future of the economy. However, this sector will only be able to thrive if the ecosystem in the UK is the right one. Based on the key priorities for the tech sector, a No Deal Brexit is unpalatable for the UK tech industry. The consequences of No Deal on data transfers, access to talent, ability to move goods in and out of the UK, accessing a market of over 446 million consumers and likely investment levels, in the context of the wider economic impact, are incredibly concerning. Put simply, No Deal doesn&rsquo;t work for tech. &nbsp;</p>Contact: <a href=""></a> techUK welcomes continued commitment to enhanced UK-Japan relations Fri, 11 Jan 2019 13:36:17 +0000 CRM Sync As Japanese Prime Minster Abe visits the UK, we welcome the continued commitment to an enhancement of UK-Japan relations articulated by both Prime Ministers. <p>&ldquo;Japan and the UK, as the world&rsquo;s third and fifth largest economies, are already close economic partners. Japanese companies employ 150 thousand people here in Britain and trade between our two countries totalled &pound;28 billion in the past year.&rdquo;</p> <p>Technology is at the heart of the UK-Japan trading relationship and we look forward to this relationship continuing to grow. However, whilst there is significant opportunity for such growth, Japanese companies have an understandable level of anxiety regarding the uncertainty caused by Brexit and over what the UK&rsquo;s future relationship with the EU will be.</p> <p>It is for these reasons that in November we were delighted to launch the UK Japan Tech Forum. Hosted by techUK, the UK Japan Tech Forum is a platform to allow Japanese tech companies operating in the UK to engage with key stakeholders in government and business. The forum brings members together to discuss issues and events that may impact their growth in the UK and provides an avenue for collective concerns to be aired and discussed with the UK Government as well as for participants to explore emerging opportunities.</p> <p>We echo both Prime Minister&rsquo;s comments on the potential for an ever flourishing trading relationship and look forward to using the forum as a mechanism for providing tangible opportunities for Japanese and British tech companies to come together to that end. We are particularly excited to explore how companies of both nations can take advantage of the upcoming landmark events in Japan over the next 18 months including the G20, the Rugby World Cup and the 2020 Olympics.</p> <p>Further information on Prime Minister Abe&rsquo;s visit here:</p> <p><a href="" target="_blank"></a></p> <p>&nbsp;</p> <p>Further information on the UK Japan Tech Forum can be found here:</p> <p><a href="" target="_blank"></a></p>Contact: <a href=""></a> Future Worlds makes Southampton only UK Uni @ CES for 4th year running Fri, 11 Jan 2019 09:40:21 +0000 CRM Sync techUK CES 2018: Dr Wilcock from the Future Worlds Accelerator spills the secrets of how to stand out at the world’s biggest tech show <p><img alt="" src="//" style="height:450px; width:600px"></p> <p><em><span style="color:black"><span style="font-size:medium">F</span></span></em><em><span style="color:black"><span style="font-size:medium">rustrated by the poor translation of university research into the real world, four years ago I founded a startup accelerator called Future Worlds at the University of Southampton. The mission was simple: to help aspiring entrepreneurs at the University change the world with their ideas by growing an on-campus startup culture. Four years later and we&rsquo;ve helped over 250 entrepreneurs who&rsquo;ve launched over 50 companies between them. We&rsquo;ve built a network of around 100 mentors and investors and launched a purpose built space that supports 15 startups in our six-month accelerator program.</span></span></em></p> <p><em><span style="color:black"><span style="font-size:medium">Shortly after starting the initiative I was astounded to discover that the UK had no University presence at CES, despite there being a designated &lsquo;University Innovations&rsquo; section in Eureka Park. Desperate to change that I took Future Worlds to CES in 2016 and we&rsquo;ve returned every year since. Running world leading research programmes is all very well, but their results need to get into the right hands to really make a difference. The academic currency of paper writing solves part of the problem but these are rarely consumed by the companies capable of taking such innovations to market. And that&rsquo;s where CES comes in.</span></span></em></p> <p><em><span style="color:black"><span style="font-size:medium">This year we&rsquo;re showcasing 30 spinouts and startups from the University of Southampton and we have 9 of our founders joining us on the stand. AudioScenic are launching their laptop sized 3D audio soundbar at the show which creates an immersive audio experience for gamers. Highfield Diagnostics is able to pattern multi-channel medical diagnostic tests onto a single paper strip using a laser technology. And IDTEX are able to embed wash-resistant RFID tags into fabrics so that high end fashion brands can combat counterfeit goods. </span></span></em></p> <p><em><span style="color:black"><span style="font-size:medium">And we ourselves use innovation to stand out against thousands of other booths in the crowed halls of CES. We designed a custom flyer holder topped with a Future Worlds arrow that twinkles in an engaging way. We&rsquo;ve built a live video streaming solution that drives two enormous screens and allows us to play one of our startup videos at the touch of a button, or stream live demos from a roaming ipad. And this year we have also developed what we affectionately call the Future Worlds Medallions &ndash; glistening battery powered Future Worlds arrows that hang on a lanyard around our necks and let us wirelessly call team members to the stand.</span></span></em></p> <p><em><span style="color:black"><span style="font-size:medium">But does attending CES really help our entrepreneurs change the world with their ideas? Well, four years of data tells us the answer is a resounding yes! Last year at CES I forged a relationship with SkyDeck, the incubator at the University of California, Berkeley and we&rsquo;ve seen four of our student startups reach great success in Silicon Valley as a result. Three of the startups we bought to the stand last year received offers of investment and this year looks to repeat that success. The profile of the University has grown internationally, not just among some of the world&rsquo;s largest companies but also with our own government&rsquo;s Department of International Trade, who have given us more and more support each year. So my advice to other UK universities is to go ahead and register for CES2020, so that next year we can dominate a section of Eureka Park and collectively showcase the best of British research innovations to the world.</span></span></em></p> <p><em><span style="color:black"><span style="font-size:medium">Find Future Worlds at Stand 51560, Eureka Park</span></span></em></p> <p><em><span style="color:black"><span style="font-size:medium">For more information, please visit </span></span></em><em><u><span style="color:#0000ff; font-size:medium"></span></u></em></p> techUK pleased with immersive technology funding Thu, 10 Jan 2019 15:00:51 +0000 CRM Sync DCMS has awarded £18m for new creative industry demonstrators that use VR, AR and mixed reality. <p>&nbsp;</p> <p>Today saw the Digital Minister Margot James MP <a href="">announce funding for the &lsquo;Audience of the Future&rsquo; programme which sees millions of pounds to fund immersive tech demonstrators</a>. Immersive technology (virtual, augmented and mixed reality) perfectly embodies&nbsp;the &lsquo;Culture is Digital&rsquo; initiative and sits right in the sweet spot of stuff the UK leads the world at &ndash; tech, media, creative and culture. This is great news for the UK and we&nbsp;are naturally delighted the Government is funding these demonstrators and keeping the UK at the forefront of these key sectors.</p> <p>The funding, part of the Industrial Strategy Challenge Fund, aims to help storytellers, creatives and cultural institutions develop new immersive experiences across three areas; performance, sports entertainment (think e-sports), and visitor experience. Combining the tens of billions&nbsp;the creative industries are worth to the UK with the rapidly increasing immersive tech sector is vital if the UK wants to lead the world in entertainment and media. Immersive tech is forecasted to be worth over $100 billion dollars globally by 2023 and in the UK we have&nbsp;over 1000 firms working in this area, turning over &pound;660 million in the process.</p> <p>We&rsquo;ve extolled the virtues of immersive tech in all sectors, and whilst the most compelling, transformative and valuable user cases will probably be in the enterprise and public sectors, the potential to change how we are entertained is massive. VR experiences can create new out-of-home paid for experiences which can reinvigorate the high street, they can inspire young people, engage people in their cultural heritage and more, as well as generate serious revenues in a challenging media landscape.</p> <p>The Royal Shakespeare Company has been awarded funds to create new &lsquo;performances&rsquo; not tied to a specific location and accessed via live-streams, mobiles and VR headsets. The RSC has done more than most to bring their performances to wider audiences, working with producers to bring Shakespeare on to TV and live performances into cinemas across the UK. Therefore, they are the right fit to bring Shakespeare to life in new ways.</p> <p>In sports entertainment the funding will go on a new e-sports platform called WEAVR to transform how audiences watch and enjoy e-sports. E-sports (competitive computer gaming in front of an audience) enjoy an audience of hundreds of millions. This will soon be a billion-dollar industry, so it is great to see the UK funding a demonstrator to radically transform how viewers interact with this new entertainment platform.</p> <p>Finally, cultural institutions and museums have a great track record of using tech to engage audiences, so developing VR and AR based experiences are a natural progression, which is why the Science and Natural History Museums got some money too. The Natural History Museum will bring dinosaurs to life and the Science Museum visitors will enjoy a mixed-reality detective experience with 3D scans of robots. These will then be packaged and sent to towns and cities across the UK so you don&rsquo;t have be just in London to enjoy them. The developers Factory42 will lead the consortia to make this happen and we know from our VR conference last year they have a fantastic track record of working in this medium.</p> <p>It is worth noting that these are all demonstrators and all will have had to show scalability to get funded. The user cases are all solid and the real benefits will be when the demonstrators can scale up and be rolled out nationwide and to as many people as possible.&nbsp;We&rsquo;re excited to see what comes out of this and maybe will have to try some out when they are done!</p>Contact: <a href=""></a> AI in Vegas: Audiogum make an exceptional entrance at CES 2019 Thu, 10 Jan 2019 09:55:15 +0000 CRM Sync techUK CES 2019: Audiogum demonstrate how intelligence creates exceptional user experiences at world’s biggest consumer electronics show <p>Audiogum UK Ltd, an artificial intelligence company specialising in smart user experiences for connected tech products, will be exhibiting their latest innovations at CES in Las Vegas, 8-11th January 2019.</p> <p><img alt="" src="//" style="height:315px; width:600px"></p> <p>Known as the best kept secret of the smart tech world, Audiogum channels over 10 years of user data and industry expertise into creating outstanding user experiences for its partners.</p> <p>&ldquo;By connecting billions of data points, our technology has the intelligence to understand each individual user&rsquo;s needs and is able to intuitively deliver what they truly want every time&rdquo;, explains Steve Robbins, Audiogum CTO. &ldquo;Our <a href="">platform</a> is constantly learning, as every user interaction, every data source update, and every release of new content continues to improve its intelligence&rdquo;.</p> <p>As businesses race to join the connected tech market, those looking ahead to the inevitable market saturation are quietly queuing up for the product differentiation that Audiogum&rsquo;s intelligence offers.</p> <p>&ldquo;Our modular <a href="">services</a> can be fully tailored to each partner&rsquo;s needs; from a bespoke voice AI to a custom companion app, we create fully immersive brand experiences&rdquo;, said Mark Boyes, Audiogum COO.</p> <p>Following floods of interest at IFA 2018 in Berlin and Audio Collaborative 2018 in London, Audiogum recommends attendees at CES 2019 to book a consultation in advance by emailing <a href=""></a>.</p> <p>&nbsp;</p> <p><em>Find Audiogum at Stand 22063, Las Vegas Convention Center, South Hall 1</em></p> <p><em>For more information, please visit </em><em><a href=""></a></em></p> <p><em>&nbsp;</em></p> <p><strong><em>About Audiogum</em></strong></p> <p><em><a href="">Audiogum</a></em><em> is an artificial intelligence company based in Bristol, UK. Officially founded in 2016, Audiogum draws together an efficient team with over 10 years </em><em>working together prior to this</em><em>, delivering a string of top-rated apps and outstanding user experiences for </em><em>Nokia, Microsoft, Oracle, Ministry of Sound, and Universal Music.</em></p> <p><em>Channelling their AI </em><em>experience and 10-year data library into a purpose-built, secure, scalable and modular platform, Audiogum have gained a reputation for intelligence that creates exceptional experiences.</em></p> Sound Leisure and Crosley launches brand-new LP playing jukebox at CES Thu, 10 Jan 2019 09:08:17 +0000 CRM Sync techUK CES 2019: UK-based Sound Leisure, the world’s only manufacturer of digital, CD and vinyl playing jukeboxes is attending the CES technology fair with its American partner Crosley to launch a brand-new addition to its classic jukebox range <p><em><span style="color:black; font-size:11pt">techUK CES 2019: </span></em><em><span style="color:black; font-size:11pt">UK-based Sound Leisure, the world&rsquo;s only manufacturer of digital, CD and vinyl playing jukeboxes is attending the CES technology fair 8-12 January 2019 with its American partner Crosley to launch a brand-new addition to its classic jukebox rang.</span></em></p> <p><em><span style="color:black; font-size:11pt"><img alt="" src="//" style="height:600px; width:750px"></span></em></p> <p><span style="color:black; font-size:11pt">Based in Yorkshire, North England, Sound Leisure has created its first Long Playing (LP) multi changing Jukebox, the &lsquo;Anniversary - Long Player&rsquo; Jukebox, available in two models, the &lsquo;East Coast&rsquo; and &lsquo;West Coast&rsquo;. </span></p> <p><span style="color:black; font-size:11pt">Having been an ambition of Sound Leisure&rsquo;s founder and chairman Alan Black since 1968, the company will finally bring this vision to reality in Vegas at the world&rsquo;s gathering place for those who thrive on consumer technologies.</span></p> <p><span style="color:black; font-size:11pt">Alan Black commented: </span></p> <p><span style="color:black; font-size:11pt">&ldquo;I&rsquo;ve dreamt about creating an LP playing Jukebox for 50 years, so to be able to finally see it happening is a dream come true. I&rsquo;m really proud of the whole Sound Leisure team for this innovation, the Jukebox is truly magnificent, I can&rsquo;t wait to see this out there!&rdquo;</span></p> <p><span style="color:black; font-size:11pt">In 1948 Columbia Records unveiled the new 33</span><span style="color:black; font-size:11pt">&#8531;</span><span style="color:black; font-size:11pt"> rpm LP technology, pioneered by Hungarian engineer, Peter Carl Goldmark. A non-breakable, twelve-inch microgroove disc with the playing time of 23 minutes per side and improved sound quality, the innovation continues to remain a popular choice among music enthusiasts. </span></p> <p><span style="color:black; font-size:11pt">Sound Leisure&rsquo;s LP Jukebox holds ten LPs, with an ability to play both sides of each record, allowing the user almost 10 hours of music without having to leave their chair. It features a four-channel amplifier which drives the five-way speaker to produce superb audio reproduction and has a Bluetooth receiver and has further aux. input and outputs.</span></p> <p><span style="color:black; font-size:11pt">Designed as a classic 50&rsquo;s vintage style Jukebox, with characteristic bumper bars on the front grille, it is a show stopping piece more than 40 years in the making, set to wow vinyl fans, from the original enthusiasts to the new generations of music lovers.&nbsp; </span></p> <p><span style="color:black; font-size:11pt">Based in Leeds, Sound Leisure manufacturers and ships its bespoke products globally to some of the world&rsquo;s most prestigious locations. The family-run firm is currently the only manufacturer of 7&rdquo; vinyl playing jukeboxes and one of only two classic jukebox producers in the world. </span></p> <p><span style="color:black; font-size:11pt">Managing director at Sound Leisure, Chris Black who is in attendance at the show comments: </span></p> <p><span style="color:black; font-size:11pt">&ldquo;We&rsquo;re extremely excited to add the LP playing mechanism to our range, we now are the only company in the world able to offer a 7&rdquo; and LP vinyl Jukebox. Alongside our CD and digital models, we now cater for every audio format. </span></p> <p><span style="color:black; font-size:11pt">&ldquo;We strive for innovation, using the finest technology to bring much loved retro music to the forefront, we&rsquo;re confident this will be a hit with music lovers across the globe.&rdquo;&nbsp;</span><span style="color:black; font-size:11pt">&nbsp;</span></p> <p><em><span style="color:black; font-size:11pt">&nbsp;</span></em></p> <p><em><span style="color:black; font-size:11pt">Find Sound Leisure at Stand 17536 Central Hall, Eureka Park.</span></em></p> <p><em><span style="color:black; font-size:11pt">For more information, please visit </span></em><em><span style="font-size:11pt"><a href=""><span style="color:#0563c1"></span></a></span></em><em><span style="color:black; font-size:11pt"> and follow on social media:</span></em></p> <p><em><span style="color:black; font-size:11pt">Twitter @ClassicJukebox</span></em></p> <p><em><span style="color:black; font-size:11pt"></span></em></p> <p><em><span style="color:black; font-size:11pt">Instagram @classicjukeboxes</span></em></p> Moasure Launches The World's First Motion-Based Measuring Tool Wed, 09 Jan 2019 14:23:20 +0000 CRM Sync techUK CES 2019: UK -based startup launches Moasure ONE, the world’s first motion-measuring tool. <p><img alt="" src="//" style="height:386px; width:750px"></p> <p>UK-based startup, Moasure announced the release of Moasure ONE, the world&rsquo;s first motion-measuring tool. An all-in-one compact tool for measuring in 1D, 2D and 3D, diameter, circumference, angles and levels, Moasure ONE measures in 24 different ways just by moving around. This cutting-edge technology is packed into a device that fits in the palm of your hand.</p> <p>Motion-measuring is the technology used in rocket guidance systems to keep track of movement in 3D space. Moasure ONE uses this same technology to take and calculate precise measurements. Using accelerometers, gyros and magnetometers, it plots its three-dimensional position in any space to measure distance, angle, level, and more.</p> <p>Moasure has been named one of the 12 finalists at LaunchIt, the prestigious event that helps entrepreneurs and startups raise early seed capital. Judges select from more than 1,100 young, innovative, and transformative startups that exhibit in Eureka Park, a marketplace within the 2019 Consumer Electronics Shows (CES) where entrepreneurs and startups launch new products and ideas to an audience of retailers, venture capitalists, manufacturers and others. <a href="">More details here </a></p> <p>Alan Rock, CEO &amp; Founder of, Moasure had this to say: &ldquo;We&rsquo;re excited that our world launch of Moasure ONE is at CES 2019. Motion-based measuring really is the future for measuring and it&rsquo;s great this has been recognised by our shortlisting as 1 of 12 finalists at LaunchIt - the prestigious startup pitch event for the most innovative tech at CES&rdquo;</p> <p><iframe frameborder="0" height="315" src="" width="560"></iframe></p> <p>&nbsp;</p> <p>Find Moasure at Booth 51441, Eureka Park</p> <p><strong>For more information, please visit <a href=""></a></strong></p> SwapBots come out to play at CES 2019 Wed, 09 Jan 2019 13:48:13 +0000 CRM Sync …British startup showcases Kickstarter success at world-leading show… <p><img alt="" src="//" style="height:500px; width:750px"></p> <p><span style="font-size:medium">British startup SwapBots, the collectible, customisable toys and game that come to life through augmented reality will be showcasing at CES 2019. With a successful Kickstarter campaign under their belt, and early access samples shipped, the SwapBots team will be at the world&rsquo;s biggest consumer tech show to present their eagerly awaited &lsquo;connected play&rsquo; offer.</span></p> <p><span style="font-size:medium">According to Juniper Research*, the smart toy space is predicted to grow by 200% over the next four years to a value of $18bn. When combined with the rise and appetite for new brands in the toy sector over recent years - the SwapBots team are now in prime position to build opportunities within this dynamic marketplace.</span></p> <p><span style="font-size:medium">John Keefe co-founder of SwapBots comments, &ldquo;We came up with the idea for SwapBots at a trade show back in 2015. As a studio we&rsquo;d been developing immersive tech-infused products and installations</span><span style="font-size:medium">&nbsp; </span><span style="font-size:medium">projects for clients for several years - and we could see there was real scope to develop a new type of connected, playful product around augmented reality&rdquo;.</span></p> <p><span style="font-size:medium">Fast-track three years and SwapBots has evolved from sketches in a coffee shop, to a successful Kickstarter campaign, to being in the hands of over five hundred early adopters. The collectible toys use augmented reality to create a spectacular, interactive video game world around a physical toy. By swapping pieces of the SwapBots, the player can influence in-game attributes. The toy is &lsquo;scanned&rsquo; by a mobile device to unlock it in the game using an advanced version of marker-based augmented reality. As the digital animation is overlaid onto the physical toy, it gives the appearance that the video game has broken out of the screen and arrived into the real world. The SwapBots toys can be assembled in hundreds of combinations, each of which results in differing in-game abilities. </span></p> <p><span style="font-size:medium">John continues, &ldquo;Over the last few years we&rsquo;ve learnt a lot about developing a product that combines a physical and digital offer. We&rsquo;ve brought experienced toy industry people onto our team, and established a fantastic manufacturing partner. We&rsquo;re now looking forward to exploring further International channel opportunities and partnerships&rdquo;.</span><span style="font-size:medium">&nbsp; </span></p> <p><span style="font-size:medium">Kickstarter edition toys are shipping internationally. In Spring 2019 a limited number of early access products will be released, and interest can be registered at </span><a href=""><span style="font-size:medium"></span></a><span style="font-size:medium">. SwapBots are expected to launch to the International market in early 2020.</span></p> <p>&nbsp;</p> <p><span style="font-size:medium">* </span><a href=""><span style="font-size:medium">Juniper Research Smart Toys 2018-2023</span></a>&nbsp; <img alt="" src="//" style="height:86px; width:100px"></p> CES 2019 - techUK Blog by Paul Hide Wed, 09 Jan 2019 07:55:00 +0000 CRM Sync Day 3. Show Time <p>So, we&rsquo;ve now reached the business end of CES2019. The show floors are open and commerce begins in force. But first, I&rsquo;ll step back to last night and the UK Department of International Trade (DIT) reception held on the Las Vegas strip, at the Waldorf Astoria.</p> <p>It was 2&nbsp;years ago, in 2017, that Matt Hancock, the then Minister for Culture, Media and Sport, attended CES and was rightly challenged by CES CEO, Gary Shapiro, as to why UK Government had no presence at CES and offered no support for UK companies to participate in this global international trade event. It was clear at the time that the UK lagged behind nearly every other nation of tech innovators and reinforced the message that techUK had made for some time that UK Government could and should do more to support UK companies at the world&rsquo;s largest technology exhibition. Fortunately, Matt took note of these criticisms and, in 2018, techUK were able to run, for the first time at CES, a UK Pavilion, featuring UK start-ups, backed by UK Government.</p> <p>Following on from the great feedback from last year, and the millions of pounds of sales opportunities created for the companies that exhibited on the Pavilion, DIT made a commitment to increase the support for UK companies in 2019, doubling the number of companies on the UK Pavilion and providing a meeting and networking area in Eureka Park, which all UK companies can make use of whilst working at the show.</p> <p>To kick off this year&rsquo;s show, our Secretary of State for International Trade, the Rt Honourable Liam Fox MP, hosted a reception on the Monday evening on behalf of the 100 UK companies that are exhibiting at CES this year.</p> <p><img alt="" src="//" style="height:638px; width:478px"></p> <p>Mr Fox added his support for UK business attending the show and made the point that the trading relationship between the UK and the USA is as strong and valuable as any global country partnership. He also reinforced the message that the UK will continue to be an attractive place in which to invest, whatever the final outcome of Brexit. Our skilled workforce, flexible labour laws, IP protection and competitive corporation tax rates will continue to keep us competitive on the world stage. techUK are again supporting the running of the UK Pavilion, helping support innovative UK businesses to create impact on the global marketplace.</p> <p>Day 3 started early with the opening CES key note address.&nbsp;</p> <p><img alt="" src="//" style="height:480px; width:640px"></p> <p>Led by CES CEO, Gary Shapiro, supported by CTA Director Karen Chupka and with key note speaker, Ginni Rometty , CEO and President of IBM.</p> <p>Gary opened with his usual energy and upbeat delivery. 4,500 exhibitors at this year&rsquo;s show, including 1,200 start-ups representing 155 countries, regions and territories. He highlighted the latest view from the CTA Global Innovation Scorecard. This innovation scorecard provides some very interesting feedback on the relative attractiveness for innovation across the globe, scoring countries on a number of metrics. It&rsquo;s well worth a read and a link to the scorecard is below:</p> <p><a href=""></a></p> <p>The UK features highly, as last year.</p> <p><img alt="" src="//" style="height:480px; width:640px"></p> <p>Liam Fox was invited on-stage, alongside Government representatives from Holland and Estonia, and re-iterated the message he delivered the night before as to why the UK remains an innovative catalyst for technology.</p> <p>Ginni Rometty&rsquo;s keynote was titled &ldquo;What Next&rdquo;. What&rsquo;s next for data, what&rsquo;s next for computing and what&rsquo;s next for society. The keynote considered deep data applications, broad AI, utilising quantum computing, and how advanced technologies will help transform health and transportation. Ginni shared the stage with speakers from Delta Airlines, Walmart and Exxon Mobile who delivered case study insights. For example, Blockchain is now being used by Walmart to manage food waste and safety by providing real time tracking and traceability of fresh food from the farm to the supermarket shelf, reducing waste and increasing the efficiency of the supply chain.</p> <p>The IBM Watson Research Centre has launched&nbsp; &lsquo;Q System One&rsquo;, the world&rsquo;s first integrated quantum system. IBM quantum computing power is now being used by a global community of testers with over 6.7m experiments having been completed on the cloud platform.</p> <p>Ginni summarised by saying that AI may not remove jobs but 100% of jobs will be different as a result of AI. IBM are focussed on their trust and transparency principles. She closed with &ldquo;Trust will be a competitive differentiator&rdquo;.</p> <p>So, now the show floors open and the real business begins. My focus now is visiting the breadth of our members at the show, large and small, gaining insights into the opportunities and challenges for the year ahead.</p> <p>The UK Pavilion enjoyed a busy first day,</p> <p><img alt="" src="//" style="height:480px; width:640px"></p> <p>with a mix of media, investor and buyer enquiries throughout the day. This should set the scene for a productive 4 days for our UK start-up exhibitors.</p> <p>The weather, unlike last year, has set fair, the crowds are out in full force and the smell of money being made is in the air. Viva Las Vegas!</p>Contact: <a href=""></a> CES 2019 - techUK Blog by Paul Hide Tue, 08 Jan 2019 07:00:00 +0000 CRM Sync Day 2. January 7th. Media Day <p>Today, whilst exhibitors on the show floors work flat out to get their booths ready before the masses enter the show halls tomorrow morning, the worlds&rsquo; media get to soak up a 12 hour shift of back to back press launches by the industry big guns. The Mandalay Bay conference centre is the setting; &nbsp;each organisation gets 45 minutes to make their pitch for media oxygen and airtime as to why what they have to say is news for those hungry for CES knowledge.</p> <p>Having fuelled up with coffee, bananas and muffins, I attended 10 of these launches to gain a flavour of what the talking points of this years&rsquo; CES maybe.</p> <p>First out the traps at 8am are LG, and thanks to jet lag, we are all there early, with crowds gathering from 7.00am, waiting to get a ringside seat for the show.</p> <p><img alt="" src="//" style="height:480px; width:640px"></p> <p>LG, led the commentary that many of the CE brands would cover today. A focus on AI/ Smart and Home technologies. LG talked about constant improvements in the technologies that enable more seamless interaction between the user and the device. 5G was high up the agenda, with the comment that 2019 is the year of 5G launch and those waiting until 2020 will be too late to the party. LG&rsquo;s partnership with Qualcomm is yet more evidence that even the big players believe the forging of alliances is the way to success and was a strategy that many others talked about throughout the day.</p> <p>LG ThinQ enhanced AI technologies are offered across a large number of devices, offering up a more natural and conversation AI voice based experience focussing on personalisation of recommendations from the AI and advanced device care services, proactively optimising device performance for longer.</p> <p>Specific products of note included: Smart clothing care solutions, a capsule based home brew solution</p> <p><img alt="" src="//" style="height:480px; width:640px"></p> <p>and a very impressive OLED rollable TV</p> <p><img alt="" src="//" style="height:480px; width:640px">&nbsp;</p> <p>that rises out of its own plinth; a particularly impressive bit of kit I must admit.</p> <p>Like many, LG are covering all bases regarding connect-ability by offering Google Assistant, Amazon Alexa and also Apple Air Play compatibility. They claim that Amazon Alexa alone is now available across 20,000 different devices from over 3000 brands.</p> <p>8K TV technology will be supported on premium models, using HDMI 2.1 as this connectivity supports both High Frame Rate and 8k data transfer.</p> <p>Next up were Bosch, and, via a techno based introductions, their &lsquo;Like a Bosch&rsquo; campaign focussed on IoT as the centre of their connected platform. We were told that the IoT market will be worth $250bn in 2020, equating to 55 billion IoT installed devices globally.</p> <p>All Bosch products within 10 years will have IoT connectivity as they expand their offering of sensors, software and services. They also focussed on the &lsquo;collaboration is key&rsquo; message with industry partners to take advantage of the forecast 15% of households (250million) that by 2020 will have at least one connected device in their home. Bosch also made an important play on the need for responsible industry data&nbsp;management and said that they will ensure all customer data processing is focussed on transparency and privacy.</p> <p>Panasonic&rsquo;s brand of smart home is &lsquo;Homex&rsquo; and they too talked about the AI improvements that deliver a more seamless experience. Panasonic have a big focus on energy provision; they showcased their 48eV modular power train system for vehicles along with their road ware software the supports autonomous vehicle movement and traffic management under the &lsquo;Cirrus by Panasonic&rsquo; brand and will leverage this technology with a number of global partners.</p> <p>Two such partners in e-mobility are Harley Davidson, showcasing their first, Panasonic powered, electric Motorcycle and Van Dessel&rsquo;s ebike range, powered by Panasonic.</p> <p><img alt="" src="//" style="height:480px; width:640px"></p> <p>&nbsp;</p> <p>Panasonic&rsquo;s consumer electronics focus was on their LUMIX camera range, with the world&rsquo;s first full frame mirrorless digital camera, the GZ series OLED range of TVs and the new Technics pro turntables, ably demonstrated by DJ Skratch Bastid (sic), a man who most definitely does not go to work wearing a suit.</p> <p>The biggest queue was for the Samsung launch</p> <p><img alt="" src="//" style="height:480px; width:640px"></p> <p>and the size and impact of the show did not disappoint those that waited up to an hour in line for it to start. The event was opened by global CEO H.S. Kim&nbsp;</p> <p><img alt="" src="//" style="height:480px; width:640px"></p> <p>and , as usual, the launch had the swagger that only Samsung can deliver at CES. 2019 is Samsung&rsquo;s 50th anniversary, a company that now sell &frac12; a billion digital devices a year.</p> <p>The power of the Samsung brand is brought home when you know that 75% of all USA homes have at least one Samsung device in them. IoT. 5G and AI where the central themes, mirroring LG&rsquo;s message. Samsung&rsquo;s proprietary AI technology, &lsquo;Bixby&rsquo;, is positioned as their connected living proposition. Bixby technology is now offered across the premium ranges of TV, Home Appliances and Mobile devices.</p> <p>Samsung&rsquo;s product message focussed on their QLED TVs, with models up to 98&rdquo; with 8K capability. Accepting that 8K content is either non existent or very thin on the ground in most markets, Samsung offer up scaling technology to deliver 8k like quality using 4K content. As with many other brands, the full range of compatibility with Google, Amazon voice control and Apple Play is now offered.</p> <p>One further enhancement of AI, is on device capability, meaning that a lot of the AI features and benefits can be used without the device needing to be connected to the web or cloud. And, finally, Samsung unveiled a range of robotic assistant, named Samsung Bot Care, with a focus on health and wellbeing support.</p> <p>But, in TV, the established are not having it all of their own way. Two fast growing Chinese brands, Hisense</p> <p><img alt="" src="//" style="height:480px; width:640px">&nbsp;</p> <p>and TCL launched impressive ranges of high end TV and are both growing share in the US market at a fast pace, and for Hisense, growth in Europe too. Not only are these brands bringing extremely competitively priced TVs to market, they are receiving many plaudits for the quality and performance of these products. Perhaps no wonder that, in volume share terms, they are both top 4 brands by volume.</p> <p>Intel&rsquo;s press launch,</p> <p><img alt="" src="//" style="height:480px; width:640px"></p> <p><img alt="" src="//" style="height:480px; width:640px"></p> <p>whilst maybe lacking the opportunity to wow the audience with consumer products, provided a clear picture of how their technology enables and is behind the brands above being able to offer the product performances that they do. Launching their 9th generations core processors and &lsquo;icelink&rsquo; technology it is clear that much of the power behind the product lies with Intel. 5G is a core focus for Intel and they expect to power the 5G base station market, moving from a 0% share in 2014 to a 40% share by 2022. A partnership with Comcast is aiming to deliver 10Gigabyte data capability to USA homes very soon.</p> <p>A finally, the motor manufactures. Their presence seemed to be a little subdued compared to 2018. Possibly because 2019 is more evolution in electric and autonomous vehicle technology than the revolutionary statements last year and perhaps also because the Detroit Motor Show kicks off the day CES finishes, so maybe some are keeping their powder dry for that.</p> <p>Anyway, Toyota and Hyundai took to the stage with some interesting stories to share. Toyota are no longer a &lsquo;car&rsquo; company, they are now a &lsquo;mobility&rsquo; company, a statement that many other vehicle manufacturers also appear to be making. Their electric vehicle strategy aims to reach a 90% reduction on greenhouse gas emissions from their vehicles by 205o and their &lsquo;Guardian&rsquo; autonomous driving technology aims to all but eliminate road deaths caused by driver error.</p> <p>Interestingly, Toyota see level 4 autonomy, rather than full level 5 autonomy as the technology most likely to be adopted as this level can enhance driving pleasure, rather than remove it altogether.&nbsp; Toyota ended their presentation with the launch of their new EP4 autonomous test vehicle which will be travelling the roads of the USA later this year.</p> <p><img alt="" src="//" style="height:480px; width:640px"></p> <p>Hyundai expanded on the electric and connected messages with the addition of the customisable message; vehicle design that allows for personalisation of a vehicle&rsquo;s interior layout along with the flexibility to change the layout for the usage of different family members. Hyundai&rsquo;s most impressive reveal was a concept vehicle that can &lsquo;walk&rsquo; as well as drive.</p> <p><img alt="" src="//" style="height:480px; width:640px"></p> <p>The wheels are on robotic type legs which allows the vehicle to adopt a 4 legged step approach for obstacles that any normal vehicle could not traverse. Usages include search and rescue and first responder services in applications such as natural disaster responses, reaching people trapped where other forms of transport cannot access them.</p> <p>So there you have it, a whistle stop tour around some of the press launches of the day. We&rsquo;ve a UK International Trade Reception this evening, hosted by the UK Minister of Trade, Liam Fox and tomorrow, the show floors open. My next blog will &nbsp;update on both.</p>Contact: <a href=""></a> NHS Long-term Plan Highlights Increasing Role for Technology Mon, 07 Jan 2019 09:23:09 +0000 CRM Sync Strong Focus on Online GP Consultations in Plan Published Today <p>The NHS is launching its much-awaited <a href="">long-term plan at noon today</a>, highlighting a wide range of priority areas such as digital access to services (including online GP consultations), increased genomic testing and cutting waste.</p> <p>The plan aims to make the NHS &lsquo;fit for the future&rsquo; by combining the latest technology with a renewed push on prevention - to reduce deaths by 85,000 a year.</p> <p><strong>Ben Moody, Head of Health and Social Care at techUK commented:</strong></p> <p>&ldquo;It&rsquo;s a positive step to see the plan is being published. It sets a clear direction for the NHS and gives suppliers the opportunity to identify growth areas over the coming years, from the digital front door to back office integration. It is vital for that the NHS delivers the plan by utilising the best technology on the market and we look forward to working with the Service to support the delivery of the plan.&rdquo;</p> <p>On 21 January techUK and NHS England are hosting a <a href="">Health Systems Support Framework (HSSF) Supplier Development Programme</a> for tech suppliers seeking to join the Health Systems Support Framework, a key tenet of NHS England&rsquo;s strategy to shift to a population health approach.</p>Contact: <a href=""></a> CES 2019 - techUK blog by Paul Hide Mon, 07 Jan 2019 07:00:00 +0000 CRM Sync Day 1. January 6th. CES Unveiled <p>So, here we are again. Like a prize fighter, picking themselves up off the floor for another round, CES is back in Vegas, ready to land some big punches in the world of high tech products, solutions and services, that now reach all parts of global commerce.</p> <p>It&rsquo;s Sunday, the show floors don&rsquo;t open until Tuesday and much work is still to be done to prepare the exhibition stands for the forecast 180,000 plus visitors that will descend upon the show over the 4 show days. The UK Pavilion, supported by techUK, is part built,</p> <p>&nbsp;</p> <p><img alt="" src="//" style="height:480px; width:640px">&nbsp;</p> <p>before our 16 UK companies, showcasing their latest new offerings, can prepare to meet their customers.</p> <p>But before the show floors opens, we have the media previews. Monday provides a forum for the global tech giants to share their 2019 strategies and products, but tonight we get to see CES Unveiled, where the small, innovative tech disrupters and start-ups get their opportunity to show and tell alongside some of the big brands in front of over a 1000 visitors from the world&rsquo;s media.</p> <p>I&rsquo;ve given up a night at the roulette tables (probably a very wise decision) to attend this preview and report back on what delights tonight&rsquo;s showcase served up.</p> <p>The saying &ldquo;There&rsquo;s no such thing as a free lunch&rdquo; was proved not so accurate this evening as the most popular tables frequented by the world&rsquo;s press were those offering up the complimentary food and drink to sustain delegates as they worked there way around a packed hall of exhibitors showcasing a hugely diverse range of products.</p> <p><img alt="" src="//" style="height:480px; width:640px"></p> <p>&nbsp;</p> <p>CES awards a number of &lsquo;Best of Innovation&rsquo; awards from the assembled exhibitors</p> <p><img alt="" src="//" style="height:638px; width:479px"></p> <p>This year&rsquo;s awards span 28 product categories, covering the most influential and inventive fields in the industry. A &ldquo;Best of Innovation&rsquo; award goes to the top scoring product in each category, 31 winners in all.</p> <p>Some of my favourites?</p> <p>Being a keen cyclist I was impressed by a number of cycling safety related ideas, such as LED lights that react to approaching traffic and an airbag vest that inflates in the event of an accident.</p> <p><img alt="" src="//" style="height:637px; width:480px"></p> <p>&nbsp;</p> <p>The Groove X &lsquo;Lovot&rsquo; emotionally intelligent robot stood out amongst a number of AI based partner based toys</p> <p><img alt="" src="//" style="height:638px; width:480px"></p> <p>&nbsp;</p> <p>and who couldn&rsquo;t make use of the Shiftall Drinkshift fridge that will order fresh supplies of beer, analysing your consumption to make sure you never run out (sounds like a challenge doesn&rsquo;t it).</p> <p>And, finally, how about an Urban Canopee? A modular vegetation based city shading system, for covering public spaces; low in cost, environmentally friendly and bio-diverse. We can thank the French creative mind for this invention.&nbsp;</p> <p><img alt="" src="//" style="height:480px; width:640px"></p> <p>Tune in tomorrow for a summary of the big guns&rsquo; press launches.</p> <p>&nbsp;</p>Contact: <a href=""></a> techUK comment on new guidelines on screen time and social media Fri, 04 Jan 2019 12:35:40 +0000 CRM Sync techUK welcomes today’s report by the Royal College of Paediatrics and Child Health (RCPCH) on the health impacts of screen time. <p>techUK welcomes today&rsquo;s <u><a href=""><span style="color:#0000CD">report</span></a></u> by the Royal College of Paediatrics and Child Health (RCPCH) on the health impacts of screen time.</p> <p>In recent years much media attention has been focused on the &lsquo;toxic&rsquo; health impact of screen time, often linked to obesity, mental health problems and educational failure, with little evidence to support it. This first guidance published by the RCPCH is an excellent step to providing sound advice for parents and clinicians based on a systematic review of the evidence.</p> <p>In its review the RCPCH uncovered no evidence that screen time is itself harmful to child health at any age. The contribution of screen time to wellbeing was found to be small when considered together with other factors such as sleep, physical activity and eating.</p> <p>techUK is encouraged by these findings and has long called for a change in the debate away from screen time and limits. Time spent on screens is a major part of modern life and a necessary part of modern education. It presents countless opportunities to learn, play and grow. Arbitrary screen time limits would only deprive young people of an outlet for creativity and hamper their ability to seek help, guidance and information online. Instead the focus should be on the quality of screen and device use rather than quantity.</p> <p>We strongly support the RCPCH&rsquo;s recommendation that families should decide screen time limits with their children based upon the needs of the individual child. Screen time and social media usage should always be balanced with socialising, good sleep, diet and exercise&nbsp; and it is right that parents, who know their child best, are the ones to decide where this balance should lie. The RCPCH has produced a helpful set of questions as a guideline for parents as they decide what the right balance for them may be:</p> <ul><li>Is your family&rsquo;s screen time under control?</li> <li>Does screen use interfere with what your family want to do?</li> <li>Does screen use interfere with sleep?</li> <li>Are&nbsp;you able to control snacking during screen time use?</li> </ul><p>The RCPCH is clear that there are limitations in the existing evidence base on which its guidance is based on, and urges both <em>more </em>and <em>better </em>research, particularly on newer uses of digital media. Separate research published by <u><a href=""><span style="color:#0000CD">EClinicalMedicine</span></a></u> today found that young people with depressive symptoms were more likely to spend excessive amounts of time on social media (distinct from screen time more generally), however it is unclear whether excessive social media usage is the cause of this, or a symptom.</p> <p>As such techUK believe upcoming work by the Chief Medical Officer on the impact of social media and mental health will be a welcome addition to the debate, as will any research undertaken by the newly established UK Council on Internet Safety, the Board of which techUK sits on.</p> <p>While further research is carried out the tech industry remains committed to empowering families and giving them the tools they need. Over the last year alone Google and Apple have launched two new tools: <u><a href=""><span style="color:#0000CD">Family Link</span></a></u> and <u><a href=""><span style="color:#0000CD">Screen Time</span></a></u>, both of which give parents a host of new controls allowing them to monitor and manage their and their families&rsquo; digital activity in just a few short steps. Likewise, Microsoft <u><a href=""><span style="color:#0000CD">allows</span></a></u> parents to set daily and weekly usage limits on both Windows 10 and the Xbox console.</p> <p>Continued education and promotion of these existing technologies will be vital in helping parents make the right decision for themselves and their children.</p>Contact: <a href=""></a> Tech luminaries recognised in New Year’s Honours List Thu, 03 Jan 2019 10:24:12 +0000 CRM Sync techUK members and industry colleagues feature in New Year's Honours List <p>First of all, we&rsquo;d like to welcome you all back after the winter break. We hope it was restful, as 2019 will undoubtedly be another big, busy year for our industry.</p> <p>Over the festive break, the Queen&rsquo;s New Year Honours list was announced and it made us very proud to, once again, see so many of our esteemed members and friends from the industry recognised for their work and contribution to British society and our economy. &nbsp;</p> <p>We would like to congratulate all those who received recognition this year, in particular the following for their work in the digital sector.</p> <p>Firstly, Katherine Bennett from member company Airbus was awarded a CBE for her for services to the Aerospace and Aviation Sectors. In a similar vein, Paul Flanagan, former Secretary General at UKSpace was recognised for his services to the UK space sector. techUK has worked closely with Paul over the years and in his capacity at UKSpace and we wish him all the best in his retirement.</p> <p>We also saw Paula Vennells from the Post Office honoured for her services to the Post Office and to charity on the list. Cindy Rose, Microsoft, and Paul Moorby, Chipside Ltd., received OBEs for services to UK Technology and for services to promoting the UK Technology Sector Abroad, respectively.</p> <p>We were also very pleased to see Elizabeth Denham, the Information Commissioner recognised for her services to Protecting Information and look forward to continuing to work closely with her. Theo Blackwell, Chief Digital officer at the GLA, also received much deserved recognition for his services to Local Government Digital Transformation. This is another area in which we have seen great progress as a result of Theo&rsquo;s work and our team will continue to help him drive this agenda forward.</p> <p>Once again, congratulations to all those on the list. We cannot wait to see the great work that many of you will continue to do in the coming 12 months. It is set to be another exciting year and, come late December 2019, we are sure to see many more great names from our sector receiving a Queen&rsquo;s honour.</p>Contact: <a href=""></a> Deloitte Health to host start-up pitch event Thu, 03 Jan 2019 09:48:07 +0000 CRM Sync Deloitte Health to host start-up pitch event to nurture health tech innovation. The event will be the first of many initiatives by Deloitte UK to encourage strategic alignment of innovation and disruption in the healthcare sector. <p>In collaboration with Deloitte Ventures, Deloitte&rsquo;s Health Team is pleased to be <a href="">hosting a health tech start-up pitch competition</a> on the 28th of January 2019.&nbsp;If you are interested in joining us as a guest <a href="">please click here.</a></p> <p>The event will be the first of many initiatives by Deloitte UK to encourage innovation and disruption in the healthcare sector.<br> At the end of the month, Deloitte&rsquo;s Healthcare and Life Sciences team will host an innovation pitch event where start-ups will share their propositions with leading members of the healthcare industry. The winning pitch will be given the title of &ldquo;Deloitte Health Tech&rsquo;s Start-Up of 2018&rdquo; and the secondment of a Deloitte consultant to enable and support growth.</p> <p>As well as celebrating the innovation already emerging within the industry, this event is also aimed at initiating closer collaborations between start-ups, leading technology businesses, innovators and established healthcare organisations. The event will be the first of many that will explore what the future of healthcare and smart health could look like, in the UK and globally.</p> <p>The audience on the night of the event will include key players in the health technology industry including NHS Leaders, large tech partner companies, and other leaders in the health and technology field.</p> <p>The start-ups lined-up to attend include those using cognitive and automation technology to provide real-time, accurate and predictive solutions to day-to-day problems faced by clinicians, as well start-ups applying novel ways to aid leadership of healthcare organisations.</p> <p>With the diverse knowledge and expertise present on the night, the attendees will discuss topics including improving motivation, regulation, lifecycle, market entry, scale and collaboration within the industry. The event will be hosted by Dr Ishani Patel, co-founder of Lantum, winner of the GP Awards Digital Solution of the Year.</p> Freeview Play Device Sales Exceed 5 Million Units Thu, 03 Jan 2019 07:00:00 +0000 CRM Sync Freeview and Digital UK have announced that the total number of Freeview Play devices sold in the UK has now surpassed five million. <p>Freeview Play was launched in 2015 to provide viewers with access to live, catch up and on-demand programming.</p> <p>Freeview has also revealed that over three million of these devices are being used by active users. Freeview Play active users are predicted to surpass four million in the third quarter of 2019, making it the UK&rsquo;s fastest growing TV platform.</p> <p>Earlier this month, Freeview Play viewers became the first to receive catch up and on demand content from the CBS UK Channel Portfolio, through two new players; Horror Bites and CBS Catchup Channels UK. In January the platform will launch its Mobile App, offering catch up and live TV on the go. Further manufacturer and content announcements are due early next year.</p> <p>Jonathan Thompson, CEO, Digital UK, commented: &ldquo;Three million active users in three years demonstrates that collaboration can work for industry and viewers. With the launch of our Mobile App, new device and content partners, it&rsquo;s looking like a very promising 2019.&rdquo;</p> <p>Technical development of Freeview Play, including product specification, is being led by Digital UK.</p>Contact: <a href=""></a> DCMS releases response to Cyber Profession Consultation Fri, 21 Dec 2018 14:41:59 +0000 CRM Sync DCMS releases response to Cyber Profession Consultation <p style="text-align:left"><span style="color:rgb(0, 0, 0); font-size:16px">DCMS has today released its response to the consultation &lsquo;Implementing the National Cyber Security Strategy - Developing the Cyber Security Profession in the UK&rsquo;.</span></p> <p style="text-align:left"><span style="color:rgb(0, 0, 0); font-size:16px">DCMS published a public consultation on 19 July 2018 with proposals to accelerate the development of the cyber security profession in the UK. The proposals defined a series of objectives focused around professional development, professional ethics, thought leadership and influence for the profession, and outreach and diversity. The consultation recommended the creation of a new, independent UK Cyber Security Council to coordinate delivery.&nbsp; </span></p> <p style="text-align:left"><span style="color:rgb(0, 0, 0); font-size:16px">The six week consultation received over 300 responses from across the cyber security community. 76% of responses were from individuals and 24% from organisations.&nbsp; </span></p> <p style="text-align:left"><span style="color:rgb(0, 0, 0); font-size:16px">Government has concluded that responses to the consultation represented strong support for the key proposal to create a new, independent UK Cyber Security Council to coordinate delivery and will proceed to identify a lead to design and deliver it. Furthermore the responses have been used to refine and finesse thinking around the specific questions. One specific area that has been developed is around implementation of the Council. Responses had reservations about the extent to which the ambition for the Council can be delivered in the timescales and in a way that ensures the Council is financially self-sustaining beyond 2021. In response Government has produced a firmer timeline and series of proposals which will ensure the Council has a clear value proposition and clearer prioritisation of objectives for the initiative.&nbsp; </span></p> <p style="text-align:left"><span style="color:rgb(0, 0, 0); font-size:16px">The consultation response is published in parallel with an invitation to apply for government funding to lead the design and delivery of the UK Cyber Security Council. This will be a through a competition and there will be funding of between &pound;1 - &pound;2.5million available.</span></p> <p style="text-align:left"><span style="color:rgb(0, 0, 0); font-size:16px">The full response can be read <a href="" rel="noopener noreferrer" target="_blank"><span style="color:rgb(5, 99, 193)"><u>here</u></span></a>.</span></p>Contact: <a href=""></a>Contact: <a href=""></a> DCMS publishes Initial National Cyber Security Skills Strategy Fri, 21 Dec 2018 11:07:44 +0000 CRM Sync Wide ranging strategy brings together current skills initiatives being undertaken across Government to address the cyber skills gap. <p>Today the Department for Digital, Culture, Media and Sport (DCMS) has published a <a href="" target="_blank">National Cyber Security Skills Strategy,</a> outlining its plans for bridging the UK skills shortfall in the cyber space. The strategy aims to address both the broader cyber security capability gap, enabling more people to join the sector and raising the skills of those in the sector now, and also ensure that organisations and their staff are equipped to manage their cyber risks effectively.</p> <p>The strategy outlines a plan for refreshing the CyberFirst brand to bring existing initiatives together and offer a further coherence to government's offer around cyber skills. This includes a plan to appoint independent Ambassadors to help promote the attractiveness and viability of careers in cyber security for a broad range of individuals. The Government also commits to continuing to fund and support these initiatives going forward.</p> <p>Further issues outlined within the strategy include:</p> <ul><li>An independent UK Cyber Security Council: a new, independent UK Cyber Security Council will be charged with the development of a framework that speaks across the different specialisms, setting out a comprehensive alignment of career pathways, including the certifications and qualifications required within certain levels;</li> <li>Inspiring the current workforce to retrain or upskill: government will continue to support the development of a vibrant industry-led training ecosystem. This includes the continuation of the Cyber Skills Immediate Impact Fund (CSIIF) in 2019/20 as well as exploring other ways of government helping to boost the cyber security retraining provision in the UK</li> <li>Schools: government will continue to support initiatives that seek to encourage the uptake of computer science GCSE and A-Level, including the potential expansion of NCSC Cyber Schools Hubs across England;</li> <li>Further and Higher Education: will continue to deliver a CyberFirst Bursary Scheme, continued support for new Centres for Doctoral Training in Cyber Security, and a refreshed approach to non-techncial roles;</li> <li>Extra-curricular: continue to invest in and support such extra-curricular activities to inspire young people of school age across the UK to be aware of and consider a career in cyber security, including &pound;20million Cyber Discover programme; and</li> <li>Embedding basic cyber hygiene universally: introduction of a T Level in Digital and continued for initiatives such as the Institute for Coding and the Ada National College for Digital Skills, to provide courses and training at various levels, and the Digital Skills Partnership (DSP) which brings together organisations across all sectors to tackle the digital divide.</li> </ul><p><strong>Digital Minister Margot James </strong>said:</p> <p><em>&ldquo;Making sure we have a skilled cyber security workforce now and for the future is not only central to our national security but is also fundamental to the UK becoming the world&rsquo;s best digital economy. This strategy alongside the creation of an independent UK Cyber Security Council will be the next step in equipping our growing and vibrant cyber security sector with the expertise it needs for years to come.&rdquo;</em></p> <p><strong>Ciaran Martin</strong>, CEO, NCSC said:</p> <p><em>&ldquo;With this strategy the Government demonstrates its ongoing commitment to creating a culture where cyber security can thrive. We look forward to supporting DCMS as they seek to improve the skills of existing workers and inspire the cyber defenders of the future.&rdquo;</em></p> <p><strong>Talal Rajab</strong>, Head of Cyber and National Security, techUK said:</p> <p><em>&ldquo;techUK welcomes this strategy as an important step towards bridging the cyber security skills gap in the UK. Skills are vital to the development of the UK cyber security sector and attracting skilled talent is a constant challenge for industry, making this wide-ranging strategy most useful as a starting point for renewed efforts from both Government and industry.&nbsp; </em></p> <p><em>As part of the strategy will be a &lsquo;Call for Views&rsquo;, techUK will be taking input from members. Only through collaboration between Government, industry and academia will the cyber skills gap be bridged and initiatives like CyberFirst and the work around developing a Cyber Council are significant workstreams which techUK and industry will continue to support. </em></p> <p>techUK will be developing a response to the &lsquo;Call for Views&rsquo; within the strategy and will be reaching out to members for their input in the new year. If you would like to be involved or have any queries, please do get in touch with the techUK Cyber team.</p> <p>Anyone wishing to express their views on the strategy independently can do so <a href="" target="_blank"><u>here</u></a>. The closing date for responses is midday on 1 March 2019.</p>Contact: <a href=""></a>Contact: <a href=""></a> techUK analysis and summary of the Immigration White Paper Wed, 19 Dec 2018 15:39:07 +0000 CRM Sync The Immigration White Paper has been long anticipated by UK businesses, having been originally promised in the Summer of last year. Published today it sets out the Government’s vision for the UK’s immigration system post-Brexit and transition period <p>The Immigration White Paper has been long anticipated by UK businesses, having been originally promised in the Summer of last year. Published today it sets out the Government&rsquo;s vision for the UK&rsquo;s immigration system post-Brexit and transition period (presuming there is a deal).</p> <p>Widely trailed was the main headline &ndash; that EEA nationals would now be subject to the same rules as other nationals. techUK has consistently argued that simply bringing EEA nationals under the rest of world system, without significant reform, would be unpalatable for UK businesses. Whilst the White Paper makes some tweaks to the system to reduce the burden on business it remains highly problematic.&nbsp;</p> <p>This summary maps the White Paper against the key asks set out in our <a href="">immigration report</a> produced in September 2018. However, much of the finer detail of our 10 asks &ndash; e.g. changes to necessary supporting documentation &ndash; will not be known until the Immigration Rules are published in 12 months&rsquo; time.</p> <p><em>Economic impact </em></p> <p>Migrants, particularly those employed in the tech sector who tend to be high-skilled and well remunerated, make a net contribution to the UK economy. This finding was borne out in the MAC&rsquo;s latest report too. But we cannot ignore that public sentiment and the Government&rsquo;s manifesto commitment requires immigration levels to be reduced. This is at the heart of the White Paper, despite their own economic impact assessment indicating that &lsquo;this reduction in long-term EEA migrants could have a cumulative fiscal cost of between &pound;2billion and &pound;4billion over the first five years (2021-2025)&rsquo;. It is counterintuitive that the Government are proposing an immigration system that does not support UK economy.</p> <p>By bringing EEA nationals under the rest of world system, businesses will now have increased costs associated with hiring overseas talent from visa fees to immigration skills charge. This will be particularly painful for SMEs but will undoubtedly affect tech companies of all sizes. techUK members have already raised concerns in this area. For example a large tech firm with a major presence in London flagged to techUK that if EEA hires were included in Tier 2, their visa costs this year would have more than doubled.</p> <p><em>EEA and rest of world</em></p> <p>The Migration Advisory Committee acknowledged in their report that migration may well form part of negotiations between the UK and EU on the future relationship, as well as in future trade negotiations with third countries. Today&rsquo;s White Paper acknowledges and reiterates this framing point which provides some mild reassurance to industry. techUK believes preferential access to markets we strike trade deals with in the future will be essential if we are to maintain a globally competitive tech sector.</p> <p><em>Skills and salary</em></p> <p>The White Paper, as recommended by the Migration Advisory Committee, has removed the cap on the numbers of skilled workers entering into the UK under the Tier 2 (general) route. Removing the cap is enormously welcome. For a number of months this year tech professionals, who had jobs to come to in the UK were being denied visas just because a cap had been reached. This clearly makes no sense so we are glad to see the cap being abolished. However, this process must now be streamlined and simplified so that SMEs who previously avoided using the system because of its bureaucracy and complexity &ndash; by recruiting from the European Economic Area (EEA) - are not faced with unsustainable and unnecessary burdens</p> <p>However, the White Paper maintains an assumption by Government the salary is a proxy for skill level &ndash; techUK disagrees with this. The Migration Advisory Committee acknowledges that the list of eligible occupations should be expanded though the salary cap remains at &pound;30,000. techUK supports the Home Secretary in calling for consultation on this matter but hopes that the consultation terms allow for skills level beyond salary to be considered, rather than focussing purely on the salary threshold.</p> <p><em>Resident Labour Market Test</em></p> <p>The White Paper calls for an abolition of the Resident Labour Market Test (RLMT), this along with the removal of caps on skilled workers are small wins for business that should be celebrated. However, this is not the end of RLMT for business and the White Paper flags that the Home Office will consider a &lsquo;light touch form&rsquo; of RLMT for intermediate skilled jobs &ndash; e.g. graduate entrant jobs.</p> <p><em>Mobility clause for the EU</em></p> <p>We are relieved to see that for visitors from the EU, the future immigration system will not require individuals to obtain a visit visa. The caveat being that the EU must reciprocate with a similar system for UK citizens. One of the benefits of headquartering in the UK at present, is the ability to travel from the UK into the EU quickly and efficiently, this must continue for the tech sector to thrive.</p> <p><em>Efficient and smart system</em></p> <p>Looking beyond the ideologies behind the proposed new system and looking at the more granular detail, the White Paper does little to acknowledge the valid concerns about the creaking Rest of World application process.</p> <p>Looking at the effective use of technology, The EU Settlement Scheme seeks to use technology to streamline the application process and provide an individual with clarity over their status and rights in the UK. The system is modern, efficient and should be used as a template for the ambitious and innovative thinking Home Office can generate. We hope that the Home Office uses the EU Settlement Scheme as a benchmark for the future systems.</p> <p><em>Students</em></p> <p>techUK called for the re-introduction of the post-study work visa for certain subjects &ndash; e.g. STEM. The Home Office has instead taken on board MAC recommendations by offering Bachelors and Masters students six months&rsquo; post-study leave. Furthermore, the system has been streamlined by allowing students (Bachelors and above) the ability to switch to a skilled worker route up to three months before the end of their course in the UK. We believe Government could go further in attracting students to stay post-study and will continue to advocate for this.</p> <p><em>Stakeholder engagement</em></p> <p>We appreciate acknowledgements to work closely with industry and wider stakeholders on a number of the proposals laid out in the White Paper for at least a year before publishing the Immigration Rules. We commend government for holding back from hasty decision-making and calling for as &lsquo;straightforward and light touch as possible, and low cost to employers&rsquo;. However, this further engagement brings with it more delays to the detail of the future system which gives businesses less time to implement. All further engagement should be reflected in increased implementation times for business before the new system is rolled out.</p> <p><em>What come&rsquo;s next?</em></p> <ul><li>The Immigration and Social Security Coordination (EU Withdrawal) Bill will be published tomorrow (Thursday 20 December).</li> <li>Home Office has committed to working with stakeholders for at least a year before published the Immigration Rules. This will include consultation on labour market tests for intermediate skills and the salary threshold for Tier 2 (General Worker).</li> <li>The new immigration and borders system will be implemented in a phased approach from 2021.</li> </ul>Contact: <a href=""></a> techUK Comment on Immigration White Paper Wed, 19 Dec 2018 14:58:32 +0000 CRM Sync techUK CEO, Julian David, comments on the Immigration White Paper. <p><strong>Today the Home Office published the eagerly anticipated White Paper settig out their vision for the UK's future immigration system post-Brexit. Commenting, techUK CEO Julian David said:</strong></p> <p>&ldquo;techUK has consistently called for an immigration system that works for the economy, makes the UK an attractive place for tech talent and is easy for businesses and individuals to understand and navigate. On these issues, the White Paper makes reassuring sounds but not enough in the way of concrete commitments.</p> <p>&ldquo;The UK already faces a chronic digitals skills gap with unfilled posts rising by nearly a quarter since last year in the information and communication sector alone. Businesses are making significant investments to upskill their workforce and improve the pipeline, for example through the training of apprentices, but this will not happen overnight. We will always need to have access to global talent if we are to remain at the cutting-edge of new technologies.</p> <p>&ldquo;techUK welcomes the removal of the Tier 2 cap, which pointlessly constrained businesses ability to bring in skilled individuals. However, this process must now be streamlined and simplified so that SMEs who previously avoided using the system because of its bureaucracy and complexity &ndash; by recruiting from the European Economic Area (EEA) - are not faced with unsustainable and unnecessary burdens.</p> <p>&ldquo;techUK is glad the Government has moved away from committing to the &pound;30,000 threshold. We believe salary is not a proxy for skills. However, by bringing EEA nationals under the rest of world system, businesses will now have increased costs to hire talent from visa fees to immigration skills charge. This will be particularly painful for SMEs but will undoubtedly affect tech companies of all sizes.</p> <p>&ldquo;All of this has a knock-on impact on the wider economy. The Government&rsquo;s own estimates suggest that the reduction in long-term EEA migrants could have a cumulative cost of between &pound;2 billion and &pound;4 billion in the first five years &ndash; a clear act of self-harm which must be avoided.</p> <p>&ldquo;techUK is pleased that the Government will now engage in intensive consultation with business. Government must listen to business concerns and build a smart, efficient and effective system that delivers for UK plc. Once those new rules are decided, businesses must also be given the time necessary to adapt to the changes.&rdquo;</p>Contact: <a href=""></a>Contact: <a href=""></a> FCA Approach document on EBA/RTS Wed, 19 Dec 2018 13:43:23 +0000 CRM Sync The FCA has publishes its approach to the Regulatory Technical Standards and EBA guidelines on PSD2 <p>The approach document,&nbsp;<a href="">PS18/24</a>, sets&nbsp;out the FCA's&nbsp;final approach and guidance to implementing the Payment Services Directive 2017 (PSD2) and associated EBA technical standards and guidance including the Regulatory Technical Standards on strong customer authentication and secure communication (SCA-RTS) which are effective from 14 September 2019.</p> <p>This follows the consultation,&nbsp;<a href="">CP18/25</a>, where the FCA&nbsp;consulted on new rules and guidance to implement remaining aspects of the revised <a href="">Payment Services Directive </a>(PSD2). Key topics in the policy statement are:</p> <ul><li><strong>Opening banking</strong> &ndash; this&nbsp;confirms the&nbsp;approach to assessing whether banks and other online account providers are properly set up to enable &lsquo;open banking&rsquo;. The FCA&nbsp;will start to make assessments, in order to exempt these firms from additional requirements, from January 2019. It encourages relevant firms to submit an exemption request before 14 June 2019 and to <a href="">discuss this</a> with the FCA&nbsp;in advance. See&nbsp;<a href="">new webpage</a>.</li> </ul><ul><li><strong>Anti-fraud measures</strong> &ndash; sets out the&nbsp;approach to PSD2 measures designed to enhance the security of electronic payments &lsquo;strong customer authentication&rsquo;. For example, payment service providers will need to ask for more information to verify customers making some payments online, to prevent fraud. This is an important set of changes aimed at enhancing consumer protection by making electronic payments more secure. It&nbsp;also finalises more comprehensive fraud reporting for all payment service providers.</li> </ul><p>Also&nbsp;published is version 3 of the <a href="">Payment Services and Electronic Money Approach Document</a>. &nbsp;This includes a new chapter 20 on strong customer authentication requirements and final guidance on the contingency exemption request (chapter 17).</p> <p>The FCA is&nbsp;also consulting in <a href="">CP18/44</a> on&nbsp;Brexit contingency plans for the EBA&rsquo;s RTS which is aligned with its&nbsp;Policy Statement. In the event of a no-deal Brexit, this consultation sets out&nbsp;proposals which are intended to maintain certainty and consumer protections.</p>Contact: <a href=""></a> Blockchain APPG invites entries for 2019 Showcase Wed, 19 Dec 2018 13:31:05 +0000 CRM Sync The APPG Blockchain will host a showcase in 2019, to present a variety of Blockchain use-cases and products to an audience including Parliamentarians. <p><strong>This event will be organised by&nbsp;APPG Blockchain Secretariat,&nbsp;Big Innovation Centre&nbsp;with support from Oracle and Finserv Experts.&nbsp; It will be hosted in Central London. The Showcase will take place mid-March 2019 (TBC).&nbsp;</strong></p> <p>A total of ten showcases will be selected to be produced into short videos which will be shown at the Blockchain Showcase event, shared to our APPG Blockchain Community as well as through our online and social media channels.</p> <p><strong>How to Enter</strong>&nbsp;</p> <p>If you are interested in showcasing your Blockchain application, please submit your interest by <a href=""><span style="color:#0000FF">clicking here</span></a> or email <a href=""><span style="color:#0000CD"></span></a> with attention to the following:</p> <p><u>Subject Line: Blockchain Showcase Submission</u></p> <p><strong>Deadline: January 25, 2019</strong></p> <p>Specify: Who (Your organisation); What (Problem and Solution); How (Application function); When (stage of development/ launch on the market)</p> <p>Successful submissions will receive full guidance on the next stage of video production, which will be organised by the Big Innovation Centre. These will be filmed in February.</p> <p><strong>Content</strong></p> <p>The primary purpose of this initiative is to show the real use of Blockchain technology in the daily business challenges and the benefits of its application.</p> <p>Selected showcases will be shown in mini-film format produced by us. It will be a demonstration of a <u>live blockchain application</u>. Working prototypes and pilots are acceptable, but not stand-alone Proof of Concepts.&nbsp; Mock-ups or PowerPoint slides should not be included.</p> <p>Discussing the value of the solution and problems addressed are recommended to be included. However, the APPG&nbsp;won&rsquo;t facilitate any direct selling or solicitation of interest.</p> <p>The live Blockchain application showcase will be presented to Parliamentarians, the general public as well as members of the APPG Blockchain community and therefore should not assume any specific technical or industry domain knowledge.</p> <p><strong>For further information&nbsp;please contact directly:&nbsp;Fernando Santiago on 0203 713 4036 or email <a href=""></a>.</strong></p> Transport Committee publishes MaaS Report findings Wed, 19 Dec 2018 07:00:00 +0000 CRM Sync The Transport Select Committee has published a report on its findings from the Mobility-as-a-Service inquiry it conducted earlier this year. <p>The long-anticipated report into the&nbsp;<a href="" target="_blank">Transport Select Committee&rsquo;s Mobility-as-a-Service inquiry</a> has been released today.<br>The report intends to:</p> <ul><li>Increase public awareness of what MaaS is</li> <li>Show policy makers why it could be important and is worth investing time and effort to understand</li> <li>Clarify the Department for Transport&rsquo;s role in shaping its development in the UK.</li> </ul><p>techUK is pleased to see that due consideration has been given to the drivers for MaaS, in particular how consumer behaviour and expectations are changing with the rise of digital technologies. Responding to consumer expectations will be a strong factor determining the success of MaaS, or indeed any future mobility business model that may evolve.<br>It is promising to see that there are strong calls for the Government, especially the Department for Transport, to have an active role in the development of mobility business models, particularly in terms of establishing a regulatory framework that encourages testing, trials and scaling up. <br>Further to the role of government, there is good consideration of challenges for local government in terms of implementation and geography, which will continue to be a core challenge as we look to improve the nation&rsquo;s mobility services.</p> <p><br>While the overall message is positive, there is a concerning lack of distinction between future mobility services and MaaS. techUK urges the Transport Select Committee to be clearer in its use of the term &ldquo;MaaS&rdquo;, particularly regarding the recommendation that &ldquo;the Government must explicitly incorporate the development of MaaS into its relevant policies and strategies&rdquo;.</p> <p>In this instance, does MaaS refere to &ldquo;future mobility services&rdquo; or the specific business model of MaaS?<br>If it is the former, we would encourage the Transport Services Committee to align its vocabulary with the wider transport ecosystem, including that which the Centre for Connected and Autonomous Vehicles uses. The term MaaS cannot, and should not, be used to refer to all &ldquo;future mobility services&rdquo;. The term emerged from Finland to describe a business model largely for improved urban mobility, and it is dangerous to use it as a blanket term for all future mobility services.<br>If it is the latter, and the Transport Committee does indeed encourage Government to explicitly refer to the business model of MaaS, we would at the very least express concerns around explicitly referencing only one business model for mobility services in official strategies and policies. As we note in our vision for Future Mobility Services in the UK, there are already multiple business models for mobility services, including MaaS and demand responsive transport (DRT). Referencing one model over others this early in its development, and in the evolution of future mobility services, risks defining a path for innovation and closing off other opportunities. This is not a favourable scenario for innovators and therefore we would urge the Transport Select Committee to further explain this decision. <br>Overall, it is good to see that the Transport Committee has engaged with a broad array of stakeholders throughout the enquiry. While it is positive to see the calls for more active engagement from Government and the consideration of local government challenges, aspects of the report are concerning as they either indicate a prejudiced selection of innovation trajectories or demonstrate some level of confusion between key terms.</p>Contact: <a href=""></a> Digital businesses facing real uncertainty about Brexit impact Tue, 18 Dec 2018 17:02:49 +0000 CRM Sync Julian David highlights that digital businesses need clarity as Government says it intends to ramp up No Deal planning <p><strong>Commenting on the government&rsquo;s announcement that it intends to ramp up No Deal planning, techUK CEO, Julian David, said:</strong></p> <p>&ldquo;Digital businesses were assured that they would have clarity on Brexit by the end of&nbsp;2018. Instead, they will now go into the New Year facing real uncertainty about the direct impact of Brexit on their business and its wider impact on the UK economy.</p> <p>&ldquo;Brexit uncertainty is imposing more costs on tech businesses and driving jobs and investment away from the UK.</p> <p>&ldquo;The only thing worse than continued uncertainty is the risk of a No Deal Brexit. Those who talk about a &lsquo;managed No Deal&rsquo; are pedalling a fantasy. While tech businesses will prepare for a No Deal as best they can, the reality is that many of the hard challenges that&nbsp;tech companies would face in the event of No Deal cannot be &lsquo;managed&rsquo; away. Commercial contracts, investment, staffing and data are all at critical risk in any No Deal Brexit and anyone suggesting otherwise needs to listen to the tech businesses of all sizes who will be directly impacted by a disorderly exit from the EU.&rdquo;</p> <p>&ldquo;The Government has now confirmed that the vote will take place in the week of 14 January. This date must not move again. Time is running out to reach a Brexit agreement, and the digital businesses that are building the modern economy cannot wait much longer for certainty.&rdquo;</p>Contact: <a href=""></a> Health and Social Care 2018 Highlights Package Tue, 18 Dec 2018 11:57:45 +0000 CRM Sync A snapshot of some of our achievements and highlights from 2018 <p>As our Health &amp; Social Care team head off for Christmas, we look back on a busy year for the programme. We&rsquo;ve engaged with the best and the brightest influencers and leaders in the DHSC, NHS Digital, NHS England, social care, DIT, AHSNs, the tech industry and many more.&nbsp;Here are some of our highlights. You can also&nbsp;<a href="" target="_blank">view the thread and join the conversation on Twitter</a>.</p> <p>Our <strong>strategic partnership with NHS Digital</strong> kicked off its second year in January. We went on to share info and expertise at 28 joint events in 2018&nbsp;on topics from interoperability, the future of digital prescribing, to the NHS App &ndash; with over 1200 people through our doors.</p> <p><img alt="" src="//" style="height:443px; width:500px"></p> <p>In February, we joined forces with the <strong>Department for International Trade</strong> to bring you our an event on <a href="" target="_blank">Digital Health Opportunities in the UK</a>. Our <a href="" target="_blank">#ReadyforWinter Campaign Week</a> showcased guest blogs from members and stakeholders on how tech can help alleviate winter pressures.</p> <p>As spring began, we held the inaugural <a href="" target="_blank">Rise of the Machines: Type 1 Diabetes tech conference</a> with Partha Kar, National Clinical Director for Diabetes, NHS England, DiabetesUK, JDRF, Roche, Medtronic, Dexcom and 120 people affected by the condition. We discussed <strong>how the NHS can embrace Type 1 Diabetes apps and wearables</strong>.</p> <p>In April, we held a breakfast briefing with Portland Communications with Bob Rickets, NHS England, Julia Ross, PredictX, Will Tanner, Onward, and David Orbuch, Optum looking at <strong>how the tech sector can support the shift to a population health approach</strong>.</p> <p><img alt="" src="//" style="height:240px; width:500px"></p> <p>We kicked off May with our <strong>NHS Digital Industry Briefings</strong>, and hosted a <strong>networking event to help SMEs partner with large NHS suppliers</strong>.&nbsp;</p> <p><img alt="" src="//" style="height:583px; width:500px"></p> <p>In June, we were joined by <strong>NHS Digital Academy</strong> CEO, Rachel Dunscombe to <a href="http://%E2%80%A2%09" target="_blank">set out concrete steps</a> on how industry can help to create the next generation of health tech leaders. Our <a href="" target="_blank">mentorship scheme</a> is now live.</p> <p>In July, some quick-footed players took a break from the World Cup to display their agility and skills at an <a href="" target="_blank">interactive day of industry engagement</a> with NHS Digital and NHS England on the <strong>NHS App</strong>.&nbsp;</p> <p>In August, we hosted <strong>6 GPIT Futures webinars with NHS Digital</strong>, and at the end of the month co-hosted a fascinating workshop to help NHS leaders develop a <strong>vision for the future of prescribing</strong>.</p> <p>In September we decamped to Manchester for <strong>NHS Expo</strong> and hosted two insightful discussions on How SMEs are driving the digital revolution, and Data and Analytics.</p> <p><img alt="" src="//" style="height:745px; width:500px"></p> <p>In October we headed to <strong>Liverpool </strong>to explore just <a href="" target="_blank">how much 5G could transform the health and social care sector</a> to improve well-being and health by providing real-time intelligence.</p> <p>We began November with a Supplier Development Day to help companies to get onto NHS England&rsquo;s <strong>Health System Support Framework</strong>. 62 companies attended in anticipation of next year&rsquo;s refresh. If you missed out, we&rsquo;re <a href="" target="_blank">repeating the event</a> on 21 January 2019.&nbsp;</p> <p>As the nights closed in, we launched <a href="" target="_blank">Manifesto for Matt</a> with over 250 people from across the healthtech community at our <a href="" target="_blank">Industry Dinner</a>. Keynote speaker and <strong>Health Secretary Matt Hancock</strong> welcomed our &ldquo;relentless focus on the future of healthcare&rdquo; and reiterated his commitment to work with us to &ldquo;cement the UK&rsquo;s status as the home of HealthTech." We will be working with DHSC and other public bodies to make the recommendations a reality.&nbsp;</p> <p><img alt="" src="//" style="height:193px; width:290px"></p> <p>And we entered the festive season with a discussion about the Government&rsquo;s new Vision for Digital Health and Care with <strong>NHS CCIO Simon Eccles</strong> and others.&nbsp;</p> <p><img alt="" src="//" style="height:375px; width:500px"></p> <p>&nbsp;</p> <p>A big <strong>thank you</strong> to everyone who helped us along the way, our techUK members and the public sector stakeholders pushing the digital agenda in health and care. We look forward to seeing you in 2019.</p>Contact: <a href=""></a>Contact: <a href=""></a> Government publishes response to the Taylor Review Tue, 18 Dec 2018 10:13:00 +0000 CRM Sync Yesterday the Government made public its response to both the Taylor review of modern working practices and Sir David Metcalf’s Labour Market Strategy. The response to the Taylor Review has been long awaited since the Review was first published. <p>Yesterday the Government made public its response to both the Taylor review of modern working practices and Sir David Metcalf&rsquo;s Labour Market Strategy. The response to the Taylor Review has been long awaited since the Review was first published close to 18 months after the report was initially published in July 2017.</p> <p>The Review is an important step for ensuring the employment framework fits the needs of the modern economy. For the tech sector, increased flexibility, platform-based work and technological advances have been part of the reason the tech sector grew 2.6 times faster than the wider UK economy last year. Reforms to modernise the employment framework are essential if the tech sector is to continue expanding and creating meaningful jobs.</p> <p>Much of the Review and Response is centred around the sharing economy and the issue of &lsquo;one-sided flexibility&rsquo;, we are glad the Government and Taylor sought to find consensus on the issues that have arisen in this new area of work. The responses both addresses concerns about the balance between the rights of workers and those of business but recognises the value of the sharing economy and the benefits of new flexible working. Whilst the Review is centred on issues arising from the new sharing economy, it is clear that there will be knock-on effects across the UK workforce, namely for small business. techUK supports the recommendations and calls for clearer guidance for employers to implement these new requirements.</p> <p>From a bird&rsquo;s-eye view, it is encouraging to note that the Government enacted 51 of Taylor&rsquo;s 53 recommendations and are acting responsibly to create a modern workplace that meet the needs of the 21st century economy. Some of the new protections for the individual worker in the response include: a new day one statement of rights, e.g. rights to sick and holiday pay, to ensure terms of employment are completely clear to the individual; the right to request a more stable and predictable contract after 12 months; and the closure of a legal loophole that allows employers to pay agency workers less than employed staff &ndash; &lsquo;the Swedish Derogation&rsquo;.</p> <p>Looking more closely at the Review and Response, there is a clear need to focus on making these recommendations workable for businesses. For example, the threat of quadrupling fines at employer tribunals may be effective for the worst and repeat offenders but for SMEs they will require more detailed guidance and support from government to ensure they are not bundled in with those consciously breaking employment terms. More must be done to ensure these recommendations are transformed into manageable processes that our members can easily enforce. This is particularly important for new and innovative businesses who may be seeking to create new models of employment. It is critical that protections do not stifle the growth of new business models and that regulators work in partnership with rapidly growing businesses instead of simply taking a binary approach to enforcement.</p> <p>As previously stated, the tech sector expanded over twice as fast as the rest of the UK economy last year and with that is providing innovative new employment models and procedures. Guidance and new requirements must provide greater clarity to ensure employers are able to roll out procedures quickly and not damage job creation. Today&rsquo;s announcement is a welcome opportunity to update employment frameworks which have not managed to adapt on their own, but government and enforcement agencies must ensure employers are aware of their new responsibilities.</p>Contact: <a href=""></a> Guest blog: from Richard Boddington at Thoughtonomy Tue, 18 Dec 2018 09:37:44 +0000 CRM Sync Guest blog from Richard Boddington at Thoughtonomy as part of our #CounciloftheFuture campaign week <p>One of the biggest challenges facing the Public Sector in the UK has always been the pace of change needed to both deliver improvements in services whilst also addressing the impact of increasing demand. The organisations they are, and how they have evolved over the decades, alongside the vast array of services they provide and the people they serve, all make it increasingly difficult to properly transform.</p> <p>Organisations within the Public Sector have typically developed in business unit silos, and the companies that provide technology for them have then focused on the core silos they address. This is a fundamental issue, as the services to be delivered and the processes that affect them are not based solely within these silos. Indeed, from the citizens perspective it should not matter how their service is arranged or organised, only that is it timely, proportionate and effective.</p> <p>However, there has for too long been an unspoken status quo between provider and organisation - each satisfying the others needs whilst preventing any wholesale shift. This has effectively limited new developments and innovation. The market has not been disrupted. These silos have been reinforced rather than removed.</p> <p>In order to try and change, a lot of money has been spent on &lsquo;Transformation&rsquo;. A lot of well-meaning people and companies have advised on how to reshape or implement new technologies to address the inherent inefficiencies; and whilst this approach is logically correct, it ultimately fails in delivery. Why? Well, because of all the issues that need addressing in the first place. There is little capacity to implement change, and the change suggested is limited in both scope and innovation.</p> <p>For too long the Public Sector has sought to release resource through restructure and reorganisation. The ultimate purpose being, to enable more to be done with the same, or less. However, without implementing the appropriate tools, any capacity released is soon enough consumed again without really making a long term difference.</p> <p>But this is changing.</p> <p>Transformation within the Public Sector is being made by a small, but growing number of organisations who are looking beyond the traditional approaches and looking to harness new technologies, new ideas and disruptive approaches. Not only does this lead to service improvement, but as a key enabler, releasing people's time and allowing actual transformation to be embedded.</p> <p>The 4th industrial revolution is here already and being consumed at an ever increasing rate by the private sector. It is only right that the public sector is starting to catch up.</p> <p>People are the lifeblood of the Public Sector, but they are also the obstacle within it. Namely people doing what people aren&rsquo;t very good at. Let tech do the heavy lifting on repetitive manual tasks and enable people to do what people do best&hellip; namely, to care.</p> <p>The future is chat bots managing low level queries freeing up front line resources to focus on vulnerable people, it is software automation moving data around back office systems and thereby releasing medical secretaries from admin to talking to patients and doctors. The advancement of analytics allows proper forecasting and predictive management, whilst the IoT and wearables advances allows people to be kept safe in their own home for longer. New technology can make a real difference in not only reducing waste and inefficiency, but also in improving productivity and transforming the way the Public Sector services all of its citizens in a proportionate (not one-size fits all) manner.</p> <p>&nbsp;</p> NICE Evidence Standards Framework for Digital Health Technologies Thu, 13 Dec 2018 15:33:39 +0000 CRM Sync NICE has launched Digital Health Evidence Standards to help innovators & commissioners understand what a ‘good’ level of evidence looks like <p>As digital health innovations have developed at an increasing pace, it has been a challenge to identify which are clinically effective and offer economic value.</p> <p>The Digital Health Evidence project, led by NHS England, NICE, Public Health England, MedCity and DigitalHealth.London, aimed to develop digital evidence standards to address and streamline support on this issue.</p> <p>The <a href="" target="_blank">NICE Evidence Standards Framework</a> launched on Monday 10th December and will support digital health innovators, grant funders, investors, and commissioners to understand what a &lsquo;good&rsquo; level of evidence looks like. The framework, aimed at supporting evidence of effectiveness and economic impact, is intended to support evidence generation plans for digital health innovations and to help inform the judgement of evaluators about the quality and relevance of the evidence base.</p> <p>The evidence standards are split into 2 evidence frameworks describing:</p> <ol><li>Evidence for effectiveness (EfE) for intended use.</li> <li>Evidence for economic impact (Ei).</li> </ol><p>Both evidence frameworks have a proportional approach to defining evidence standards. This recognises the generally lower levels of available evidence for DHTs and the challenges of developing traditional clinical trials, but also the significant opportunities for collecting real world data to inform effectiveness judgements.</p> <p>The framework has been designed with a range of intended users in mind:</p> <ul><li>Technology developers, including commercial organisations of any size, when considering the appropriate evidence generation plan for an individual DHT;</li> <li>Grant funders and investors who are considering funding the development of DHTs</li> <li>Evaluators and others, including commissioners, to help reach a judgement on the evidence requirements for DHTs as a group, and individual DHTs being considered to be commissioned at public expense.</li> </ul><p>The <a href="" target="_blank">Standards Framework are now live here</a>.&nbsp;</p> <p>Find out more by <a href="" target="_blank">reading this presentation</a>.</p> <p>Watch the video about the project and the <a href="" target="_blank">potential impact of the standards here</a>.</p> <p>For enquiries or feedback on the Standards, please contact Phil Boorman, External Communications Manager at <a href=""></a></p> <p><img alt="" src="//" style="height:295px; width:590px"></p> Health and Social Care Council 2019 Thu, 13 Dec 2018 14:35:20 +0000 CRM Sync Meet your Health and Social Care Council for 2019 <p>Thanks to all those who have cast their votes over the past few weeks. We are delighted to welcome three&nbsp;new and three returning members successfully elected to our Health and Social Care Council. Thanks again to all those who applied, the competition was certainly tough.</p> <h3>Our Council for 2019:</h3> <p>Adrian Flowerday | Managing Director | Docobo</p> <p>Alan Sumner | Head of Public Affairs | Roche Diagnostics UK</p> <p>Andreas Haimboeck-Tichy | Director, Healthcare and Life Sciences | IBM</p> <p>Anne-Marie Vine-Lott | Key Account Director &ndash; NHS | Oracle</p> <p>Beverley Bryant | Chief Operating Officer | System C and Graphnet Alliance</p> <p>Bryn Sage | Chief Executive Officer | InTechnology</p> <p>Cleveland Henry | Director of Cloud | UKCloud</p> <p>David Hancock | Client Engagement Director | InterSystems</p> <p>Gavin Bashar&nbsp;| General Manager, UK&nbsp;| Tunstall</p> <p>James Norman&nbsp;| Healthcare CIO -EMEA | Dell-EMC</p> <p>John Parry | Clinical Director | TPP</p> <p>Julia Ross | Chief Strategist Care and Health | Predict X</p> <p>Julian Ranger | CEO |</p> <p>Kathy Farndon | Partner | IT Health Partnership</p> <p>Natalie Chishick&nbsp;| Policy and Communications Director | IMS Maxims</p> <p>Neil Laycock | Managing Director&nbsp;| Servelec</p> <p>Peter Oliver | Healthcare Director | Leidos</p> <p>Pooven Maduramuthu | Vice President Health Sales | Atos</p> <p>Rob Blay | Chief Executive | JAC</p> <p>Wendy Marshall | Director - Sales Leader UK | Cerner</p> <p>Watch this space for the appointment of the new Council Chair and Vice Chairs</p>Contact: <a href=""></a> Chief of Defence Staff 2018 RUSI Lecture Thu, 13 Dec 2018 11:32:42 +0000 CRM Sync General Sir Nick Carter gives the annual Chief of Defence Staff RUSI lecture <p>On 11 December, the UK's Chief of Defence Staff (CDS) General Sir Nick Carter&nbsp;KCB CBE DSO ADC Gen, gave the annual CDS lecture to the Royal United Services Institute (RUSI). The lecture&nbsp;covers&nbsp;key topical defence and security issues as seen by the CDS.&nbsp;</p> <p>In the lecture, the CDS recognised that the modernisation of our Armed Forces will be led by technology, and that the UK's modernised force will be framed through the five domains of Space, Cyber, Maritime, Air and Land, with information at the core of this approach. The CDS noted that <em>'Joint Forces Command will become the home for strategic capabilities and integration, and will set the digital and information framework that ensures all of our capabilities are integrated effectively across the domains'</em>.&nbsp;&nbsp;</p> <p>Of particular interest, CDS told RUSI that our forces will be <em>'digitally-enabled'</em> and will:&nbsp;<em>'embrace information-centric technologies, recognising that it will be the application of combinations of technologies like processing power, connectivity, machine learning and artificial intelligence, automation, robotics, autonomy and quantum computing that will achieve the disruptive effect we need'.&nbsp;</em></p> <p>The CDS also stressed the need to embrace innovation in Defence, commenting that to do this we will need a&nbsp;<em>'partnership with the private sector where the greatest understanding for technology is found'</em> and that <em>'realising it will involve the adoption of a new outcome-focused approach to procurement that shares risk and opportunity with our suppliers, enabling collaborative development and innovation to build the agility and adaptability we need to seize disruptive technological opportunity, with a responsive commercial function at the leading edge'</em>.</p> <p>Commenting on the lecture, techUK's Head of Defence Programme Fred Sugden said:</p> <p><em>'Coming soon after <a href="">the publication of our Modernising Defence report</a>, techUK welcomes and wholeheartedly agrees with the Chief of Defence Staff's comments, which put&nbsp;information and technology at the heart of efforts to modernise our Armed Forces. As we recommended in our report, a close partnership with the private sector is essential if UK Defence is to maintain a competitive advantage in the future, underpinned by a flexible and agile procurement process that encourages non-traditional suppliers to enter the sector. techUK is ready and willing to assist the MOD as it looks to modernise our Armed Forces, providing a conduit between the department and the wider technology community'</em></p> <p><strong>A full transcript of the lecture can be found below:</strong></p> <p>Good evening &ndash; it&rsquo;s a great privilege to be with you this evening to give my first annual Chief of the Defence Staff lecture precisely six months after I started in the job. And without getting overly excited I guess there&rsquo;s never been a better week for a CDS to be controversial &hellip;but just before you get too excited, I hope I can live up to the billing I have just received.</p> <p>It is hard to remember a time when the strategic and political context was more uncertain, more complex and more dynamic &ndash; instability, it seems to me, is the defining condition. The threats to our nation are diversifying, proliferating and intensifying very rapidly. The global playing field is characterised by constant competition and confrontation, with a return to a former era of great power competition &ndash; reminiscent, perhaps, of the first decade of the 20th Century.&nbsp;</p> <p>Ambitious states such as Russia, China and Iran are asserting themselves regionally and globally in ways that challenge our security, stability and prosperity. This is overlaid by the threat from non-state actors such as Daesh using terror to undermine our way of life; it is complicated by mass migration- arguably an existential threat to Europe; and compounded by populism and nationalism. The multi-lateral system that has assured our stability since 1945 is threatened.</p> <p>We therefore live in a multi-polar world of competing powers, with diverging views on how the world should work, different values, a sense of historic entitlement and even some scores to settle.&nbsp;</p> <p>There is also an important military capability dimension to all of this. Countries like Russia and China have studied our strengths and invested carefully in new methods and capabilities that are designed to exploit weaknesses: cyber; ballistic and cruise missiles; low-yield nuclear weapons; space and counterspace weapons; electronic warfare; integrated air and missile defence systems; multi-barrelled thermobaric rocket launchers linked digitally to drone targeting systems; new conventional capability such as low-signature submarines, aircraft and armoured vehicles. Worryingly, many of these systems are now in the hands of proxy states. No longer can we guarantee our freedom of action which we have taken for granted, certainly for at least the last thirty years, from air or sea and on land.&nbsp;</p> <p>Meanwhile, the character of politics and warfare is evolving rapidly, driven by the pervasiveness of information and the rate of technological change. Our competitors have become masters at exploiting the seams between peace and war. As I said here in January, what constitutes a weapon in this &lsquo;grey zone&rsquo;, below the threshold of conventional war, no longer has to go &lsquo;bang&rsquo;.</p> <p>Energy, cash as bribes, corrupt business practices, cyber-attacks, assassination, fake news, propaganda, the usurping our supply chains, the theft of intellectual property, and old-fashioned military intimidation are all examples of the weapons used to gain advantage, to sow discord, to undermine our political cohesion and insidiously destroy our free and open way of life. And the very globalisation that has opened up so many opportunities has also eroded the boundaries that have traditionally assured our security &ndash; between home and abroad, between virtual and reality, and between states and non-states.</p> <p>We need to recognise that this is a strategic challenge that requires a strategic response. It is not a crisis, or series of crises, that we face. And if we don&rsquo;t define the problem clearly, and act accordingly, rather like a chronic contagious disease, it will creep up on us, and our ability to act will be markedly constrained if not defeated. It&rsquo;s the old fable about boiling the frog &ndash; if it&rsquo;s dropped in boiling water it will leap out, but if it is put in bearable heat and brought to a boil gradually it will not spot the existential problem until it is too late.&nbsp;</p> <p>Because it is new and exploits new technologies, this kind of warfare is unregulated. We no longer have the same depth of mutual understanding, and the tried and tested diplomatic instruments and conventions that used to be a feature of international relations such as confidence building measures, arms reduction negotiations, public monitoring and inspection of each other&rsquo;s military activity are not what they once were. And many of these instruments have been willfully undermined as we have seen recently with the Intermediate Nuclear Forces treaty. Now I don&rsquo;t think that anyone wants war in the traditional definition of the term, but I do think there is a serious risk of inadvertent escalation leading to miscalculation.&nbsp;</p> <p>Let&rsquo;s face it memories of war are short, and it is not helped by the bellicose nature of populism and nationalism.</p> <p>Unsurprisingly given the context I have described our Armed Forces continue to be extremely active &ndash; involving a remarkable spread of activity. Last month for example some 19,000 servicemen and servicewomen were deployed overseas on over 30 operations and exercises around the world:</p> <ul><li>Nearly 3,000 personnel were deployed on NATO&rsquo;s Exercise TRIDENT JUNCTURE providing deterrence and reassurance - involving seven Royal Navy Ships and marines; an infantry brigade including multi-national elements &ndash; most of which deployed by road and rail, travelling around 2,500km to test our STRIKE concept; with RAF aircraft providing airborne command and control, close air support and red air simulation.</li> </ul><ul><li>At the same time, and I would emphasise that &ndash; at the same time, around 5,500 personnel were deployed on Exercise SAIF SAREA in Oman to develop our integration with the Sultan&rsquo;s Armed Forces and our ability to project a Joint Force over strategic distance. This involved our 2-star Standing Joint Force Headquarters, half a dozen Royal Naval vessels, armoured vehicles, aviation, medical facilities, fast jets and transport aircraft.</li> </ul><ul><li>And at the same time WESTLANT 18 with some 1,500 or so personnel deployed on HMS Queen Elizabeth and Monmouth, and RFA Tidespring for over a hundred days, involving the successful first of class F-35B Lightning II trials.</li> </ul><p>We have also enhanced our Defence engagement in the Asia-Pacific region during 2018, including a near-continuous Royal Navy presence. The Continuous at Sea Deterrent) commemorates its fiftieth anniversary, and of course who will forget that extraordinary fly past over London in the summer that celebrated RAF 100. And at the same time significant numbers of personnel have been held at readiness at home to support the civil authority.</p> <p>Now, there are a number of deductions I draw from all this. We will need to be clear in a post BREXIT world what role we want to play in the world &ndash; for example is our ambition to be globally deployable or global &ndash; and what level of activity should we plan for? We have to find the right balance between &lsquo;fight tonight&rsquo; and &lsquo;fight tomorrow&rsquo;, as this is essential for the long term sustainability of our Armed Forces; and we need to find the right mix of capability between the raw necessity for mass and the need for sophistication and precision; as well as recognising that we seem no longer to be able to hold forces purely at readiness - now it&rsquo;s much more about the notice to recommit forces that are already committed.</p> <p>The Modernising Defence Programme has sought to get after these challenges. We need to mobilise to meet today&rsquo;s threats; we must modernise to meet future threats; and we must transform ourselves to become the agile and adaptive organisation that the future demands.&nbsp;</p> <p>After a decade or so of counter insurgency, the immediate necessity is to mobilise to confront the threat from peer on peer opponents &ndash; this involves improved readiness and resilience (with the NATO Readiness Initiative as a forcing function to do this); the protection of our critical national infrastructure; becoming an outwardly facing organisation that is fully integrated into the pan-Government effort to amplify our strengths and our unique capabilities &ndash; what the National Security Adviser calls Fusion Doctrine, and is to all intents and purposes modern grand strategy; mobilising also involves reinforcing and improving our alliances to secure the political cohesion that is our centre of gravity; and thinking laterally about how we can outmanoeuvre our opponents and communicate our actions.&nbsp;</p> <p>Readiness is about generating agility and tempo which involves speed of recognition, speed of decision making and speed of assembly &ndash; hence recent announcements on retaining forward bases in Germany. Readiness is founded on resilience and depth, involving high quality training, personnel and equipment availability, logistic sustainability and appropriate stockpiles, all enabled by the turn-key capability that is information advantage &ndash; that is both about the agile exploitation of information as well as the ability to transmit one&rsquo;s message to affect the behaviour of relevant audiences.</p> <p>The goal of mobilisation must be - to be prepared to fight the war we might have to fight - because in so doing there is a reasonable chance we will deter our opponents from wanting to fight.</p> <p>We are in a period of change more widespread, rapid and profound than humanity has experienced outside of world war. The period of change is more sustained than the two world wars of the last century combined, and its rate is still increasing. Change at this pace and scale inevitably brings instability which requires a different approach to the traditional 'peacetime' mentality&rsquo;. We need to recreate the innovation and ingenuity seen in wartime if we are to succeed in this environment.&nbsp;</p> <p>Paraphrasing from Barry Watts and Williamson Murray&rsquo;s&nbsp;<em>Military Innovation in the Interwar Period:</em></p> <p><em>Historically, technological developments have played an enabling or facilitating role in stimulating fundamentally new and more effective ways of fighting. But the underlying technologies themselves (for example, the internal combustion engine, radio communications, radar etc.) as well as the new military systems to which they gave birth (airplanes, tanks, amphibious landing craft, aircraft carriers, radar and so forth), formed only a part of these innovations&hellip;we still had to integrate advanced weapons systems with appropriate tactics, operational concepts and doctrines in order to realize the full potential of new ways of fighting. There was nothing inevitable about the outcomes.</em></p> <p>Our modernisation will be led by technology. We will frame our modernised force (call it Joint Force 35) through the integration of five Domains: Space, Cyber, Maritime, Air and Land, with information at the core. This will be a force that is digitally enabled and integrated; and while it will still have conventional platforms like Joint Force 25, we will have changed the way we fight and the way we develop capability. As we modernise, we will embrace information-centric technologies, recognising that it will be the application of combinations of technologies like processing power, connectivity, machine learning and artificial intelligence, automation, robotics, autonomy and quantum computing that will achieve the disruptive effect we need.</p> <p>I am well aware that predicting these combinations will be challenging, so we will have to take risk, accept some failure and place emphasis on experimentation by allocating resources, force structure, training and exercise activity to stimulate innovation in all lines of development. This will enable adaptive exploitation as opportunities become clear.</p> <p>We are writing a unifying Integrated Operating Concept that sets the framework for the force across all five domains. Our experimentation will inform concepts such as how we compete in the &lsquo;grey zone&rsquo; below the threshold of conventional war, space, Ballistic Missile Defence, and cyber. It will be iterative, with new concepts tested through extensive wargaming and net assessment to validate their feasibility. This will help identify the trade-offs required to develop a complementary suite of capabilities and systems drawn from all domains and applied in a coordinated manner - to counteract one, the enemy must become more vulnerable to another.&nbsp;</p> <p>Joint Forces Command will become the home for strategic capabilities and integration, and will set the digital and information framework that ensures all of our capabilities are integrated effectively across the domains &ndash; and with key allies and partners.&nbsp;</p> <p>All three Services are embracing the need to innovate, The Royal Navy&rsquo;s Unmanned Warrior and Information Warrior exercises have accelerated the wide application of commercially available technology. Their Programme Nelson is creating a world leading digital platform in which to test advanced communications and artificial intelligence. The RAF&rsquo;s Rapid Capabilities Office has developed cutting edge counter measures for infra-red missiles. And the Army&rsquo;s Autonomous Warrior exercise was in the media last week.&nbsp;&nbsp;&nbsp;</p> <p>We will achieve this through partnership with the private sector where the greatest understanding for technology is found. Realising it will involve the adoption of a new outcome-focused approach to procurement that shares risk and opportunity with our suppliers, enabling collaborative development and innovation to build the agility and adaptability we need to seize disruptive technological opportunity, with a responsive commercial function at the leading edge. This requires a very different acquisition process and a different relationship with industry &ndash; similar to the Royal Air Force&rsquo;s Typhoon Total Availability Enterprise with BAE Systems, or the reset commercial arrangement the Army has with Capita.&nbsp;</p> <p>All of this will have a marked impact on our workforce. Technology, the competition for skills in an evolving workplace, and the abiding need to integrate across the Domains, and within them will require a new approach that maximises the potential of all our talent from wherever it is drawn. The balance between generalists and specialists will tip increasingly towards specialist career streams.</p> <p>We will need to establish integrated career structures where appropriate that are blended between the Services and our civilians; based on clearly understood skills frameworks we will increasingly encourage lateral movement and entry on an enterprise basis across Government and with the private sector to provide greater opportunity for talent to be maximised for collective benefit. This will be enabled by new blended and flexible terms and conditions of service; we will change our approach to recruitment, ensuring that we make the connection to all of British society; we will change the way we deliver training and education; how we manage talent, how we reward it and, indeed, how we promote it.&nbsp;&nbsp;</p> <p>And I feel strongly that we must transform to become curious, challenging and constantly adaptable, as well as being prepared to test some of our core assumptions. By establishing clear accountabilities, we will stimulate a sense of empowerment, enabled by incentivisation that will make a virtue of innovation. People must be encouraged to lead, to build inclusive teams, and to take sensible intellectual risk in the pursuit of opportunity and delivery &ndash; we do this brilliantly on operations with our philosophy of mission command, but the moment we return home the system freezes up.</p> <p>My goal is to unfreeze it and improve markedly the way we run the Defence enterprise; to place it on a sustainable financial footing; to improve productivity and to deliver the headroom for modernisation. This is essential if we are to make the case in next year&rsquo;s Spending Review, having had a welcome fillip in the recent Budget. And in so doing we must place data and science at the heart of our decision making through restoring net assessment and war-gaming to our strategic force development.</p> <p>So far, I&rsquo;ve talked about threats and capability &ndash; but we also have work to do, I would say, to improve our connection with society.</p> <p>The military is a lot less visible than it once was and fewer people than ever have either served or know people who have served. The October 2018 YouGov survey on public perceptions of veterans and the Armed Forces suggested that the figure was less than 50% of the population. And of course, people don&rsquo;t really study military history any longer. A recent SSAFA survey of some 2,000 people revealed the following about their knowledge of World War 1:</p> <ul><li>50% thought Winston Churchill was the Prime Minister at the time, and 10% thought it was Margaret Thatcher</li> <li>20% thought we were fighting the French</li> <li>6% thought it was President Kennedy&rsquo;s assassination that triggered the war</li> <li>And when asked what the bloodiest battle of the war was, 16% voted for Pearl Harbour, 8% for Independence Day, 7% for Hastings and 5% for Helm&rsquo;s Deep &ndash; yes that&rsquo;s 100 of the 2,000 who were asked - who thought it was a battle in the Lord of the Rings trilogy</li> </ul><p>So, if we are to make the connection and ensure we represent the richness, diversity and variety of the people we serve then we have to do better at improving understanding and making the connection. And we need to tap into the British sentiment of always being proud to support our Armed Forces in time of crisis to broaden and diversify our wider military family, bringing more people in touch with who we are, what we do, and why we do it. Increasingly this means reaching out to a much broader range of culture and ethnicities.</p> <p>It is an interesting paradox that our Armed Forces have never been more popular, but this does not necessarily translate into understanding, let alone support for the campaigns in which we have recently been involved. Neither does it reflect a greater public willingness to spend more on Defence or to join the Armed Forces themselves. So, while our servicemen and women appreciate public support, they want to be valued and respected &ndash; not pitied &ndash; in other words it&rsquo;s about empathy not sympathy.&nbsp;</p> <p>This resonates hugely with our Invictus athletes, who refuse to be defined by their injuries, but instead are defined by their fighting spirit. Prince Harry spoke at the Opening Ceremony in Sydney this September about there now being an &ldquo;Invictus Generation&rdquo;, of post 9/11 Service people, veterans, and their families who shine a light on qualities such as service, dedication, courage, endurance, optimism and sacrifice. Invictus is about physical and mental resilience, about overcoming adversity and increasingly generating a wider understanding and respect for wounded, injured and sick servicemen and women.&nbsp;&nbsp;</p> <p>Growing such understanding will also go some way towards helping our veterans. The respect and honour shown to our Chelsea Pensioners proves that as a nation we value our older veterans. But we also have a generation of younger veterans from more recent campaigns who are subject to misconceptions such as those Lord Ashcroft&rsquo;s 2017 Veteran&rsquo;s Transition Review reported on - although people leaving the military are generally associated with positive characteristics such as &lsquo;discipline&rsquo; and &lsquo;loyalty&rsquo;, the idea that they might have been damaged in some way is close to the surface. The perception that many veterans suffer from serious problems, including mental health disorders, is reinforced by often ill-informed comments that veterans are &ldquo;scarred for life&rdquo;, &ldquo;homeless&rdquo;, &ldquo;have turned to alcohol or drugs because of traumatic stress disorder&rdquo;, or &ldquo;are more likely to go to prison&rdquo;.&nbsp; Although these observations are always said with sympathy and probably gratitude, there is a remarkable gap between public perception and reality.</p> <p>It is very difficult to prove that mental health conditions that some serving personnel and veterans develop are caused by their military service. Non-military factors or underlying mental health conditions exacerbated by military service could all contribute to an individual&rsquo;s mental health. Public misconception is fuelled by television documentaries, dramas, films and some charity campaigns, and there is a risk, I think, that public misconception is acting as a barrier to the prospects of veterans in civilian life, as well as deterring would-be new recruits from joining. What we do know is that of the service personnel who left the Armed Forces in 2016/17, up to 6 months after leaving, 82% were employed, 10% were economically inactive (largely because they were in education, training, voluntary service or retired) and around only 8% were unemployed.</p> <p>Part of the purpose of the recently established Veterans Board is to hold Government Departments to account for honouring their commitment to the Armed Forces Covenant. As well as assuring that a common standard is applied by local authorities across the country. Hence the importance of the Armed Forces Champion on each local authority whose task it is to hold the local authority accountable for their Covenant obligations. I hope the public might also step up and welcome veterans into their communities and thank them for their service.</p> <p>Taking all of this together, and recognising the extraordinary complexity of the operating environment, we need to watch carefully that the effects of lawfare &ndash; i.e. the often vexatious exploitation of our legal system by others to de-legitimise the use of military force, to distract us, and to sow discord and doubt in the public mind about the validity of the cause - do not undermine the confidence of our junior leadership. There is a risk that the cumulative impact over the past decade, of a number of judgments and legal developments, could have the potential to constrain our ability to defend our nation, our values and our interests.&nbsp;</p> <p>It matters profoundly to our Armed Forces that the next time they are employed on complex military operations, they are provided with the necessary legal and ethical framework to enable them to take the sorts of risks that are necessary to prevail against cunning and ruthless opponents. It is also vital that the next time we are used at scale, we are used successfully. And we have to ensure that policy makers only take us to war with a clear-eyed view of the consequences, recognising that when they do, they have a responsibility to make sure the country believes in the cause we are fighting for and understands the context.</p> <p>To conclude - my priority as the head of the Armed Forces will always be about maximising talent &ndash; for it is the remarkable quality of our service men and women that gives us our adaptive edge. But we won&rsquo;t recruit and retain them if we fail to make the connection to society - so my appeal this evening, is please help us convey understanding so that we assure that connection, and make the case for Defence.</p> <p>&nbsp;</p>Contact: <a href=""></a>Contact: <a href=""></a> ICO publishes no deal guidance on data transfers Thu, 13 Dec 2018 11:05:00 +0000 CRM Sync The ICO has provided additional information on how international data transfers will be impacted if the UK leaves the EU without a deal in March 2019. <p>The Information Commissioner&rsquo;s Office (ICO)&nbsp;has today <a href="">published additional guidance</a>&nbsp;for businesses about the impact on data transfers in the event of the UK leaving the EU with no deal in March 2019. The guidance follows a planned&nbsp;<a href=";utm_medium=iconews&amp;utm_term=fbc7785e-65ab-430c-99f2-3d73e66108da&amp;utm_content=DCMS&amp;utm_campaign=InCaseNoDeal">amendment to the Data Protection No Deal Technical Notice</a> published by the Government.</p> <p>Personal data is able to flow freely among EU (and EEA) Member States as they all are part of the same data protection framework, however once the UK leaves the EU, it will be leaving that framework and the automatic ability for data to flow between the UK and EU will come to an end. There are mechanisms to facilitate data transfers, set out in the EU&rsquo;s General Data Protection Framework. techUK has previously published information on the impact of the UK leaving the EU on data protection and data transfers. You can see techUK&rsquo;s report &lsquo;No Interruptions&rsquo; which sets out the impact and possible solutions <a href="">here</a>.</p> <p>techUK <a href="">supports</a>&nbsp;the commitments reached in both the <a href="">Withdrawal Agreement</a> and the <a href="">Political Declaration on the Future Relationship</a>, agreed between the UK Government and European Union, which would see continued free flow of data during the transition period and a commitment for both the UK and EU to agree adequacy agreements by the end of the transition period which would allow the continued free flow of data.</p> <p>However, while it is not the intention of the UK Government to leave the EU with no deal next year, it is important that businesses are able to plan for all possible eventualities, and so this additional guidance from the ICO is welcome, which provides further clarity around the types of arrangements businesses might need to implement when transferring data from the UK to the EEA, EEA to the UK and from the UK to other non-EEA countries.</p> <p>The ICO&rsquo;s guidance takes the form of four elements:</p> <ul><li><a href="">A Six Steps To Take Guide</a></li> <li><a href="">Detailed guidance on impact of leaving EU with no withdrawal agreement</a></li> <li><a href="">FAQs</a></li> <li><a href="">Interactive online tool/guide to implement Standard Contractual Clauses (SCCs)&nbsp;</a></li> </ul><p>Commenting on the publication of the ICO&rsquo;s No Deal guidance on data transfers, Giles Derrington, techUK's Head of Policy&nbsp;said:</p> <p><em>&ldquo;With continued uncertainty about the future relationship between the UK and the EU, this additional guidance from the Information Commissioner&rsquo;s Office will be helpful for businesses trying to understand the impact of a No Deal Brexit on their data transfers so they can plan for all eventualities. Too many businesses, across all sectors, remain unprepared for the impact no deal would have on their ability to transfer data.&nbsp;This guidance should help focus minds on the practical steps that businesses need to take.</em></p> <p><em>&ldquo;The ICO&rsquo;s guidance coincides with confirmation from DCMS that amendments will be made to the UK Data Protection Act 2018 in the event of no deal in order to ensure the continued and consistent application of the existing data protection law, based on GDPR, is maintained. This is another important part of no deal preparation work by Government.</em></p> <p><em>&ldquo;techUK remains convinced that adequacy agreements between the UK and the EU are the most suitable way of maintaining data flows&nbsp;and was pleased to see commitments from both the UK and EU in the political declaration to reach adequacy agreements by the end of the transition period, should the Withdrawal Agreement be agreed. </em></p> <p><em>&ldquo;However, this additional clarity from the ICO about the steps businesses can take to facilitate data transfers if there is no deal is welcome, techUK urges all businesses to use this information to make sure that they are as prepared as possible should a no deal occur in March 2019.&rdquo;</em></p> <p>Elizabeth Denham,&nbsp;Information Commissioner, also also comments on this guidance:</p> <p><em>&ldquo;The basis on which the UK will leave the EU has still to be decided. The Government has made clear that GDPR will be absorbed into UK law at the point of exit so there will be no substantive change to the rules that most organisations need to follow.&nbsp; But organisations that rely on the transfers of personal data between the UK and the European Economic Area (EEA) may be affected.&nbsp; </em></p> <p><em>&ldquo;Personal information has been able to flow freely between organisations in the United Kingdom and European Union without any specific measures as we have had a common set of rules - the GDPR. This two way flow of personal information without specific measures will no longer be the case if the UK leaves the European Union without a withdrawal agreement that specifically provides for the continued flow of personal data.&rdquo;</em></p> <p>If you would like to find out more about techUK&rsquo;s work on data protection and the impact of Brexit on international data transfers please contact Jeremy Lilley.</p>Contact: <a href=""></a> ReDesigning Regulation: How to reshape the energy system Thu, 13 Dec 2018 08:24:00 +0000 CRM Sync A new report outlines the regulatory changes needed to reshape the energy market to capture the carbonisation dividend and take advantage of the digital revolution. <p>This week saw the publication of <a href="">ReDesigning Regulation - Powering from the Future</a>. Authored by Laura Sandys, Dr Jeff Hardy, Professor Richard Green and Dr Aidan Rhodes it is a follow-up to the <a href="">ReShaping Regulation</a> paper published last year. This report proposes a series of regulatory actions that are needed to successfully manage the revolution that the energy system is undergoing and embrace a new market structure and design that is fit for the future.&nbsp;</p> <p>The report seeks to bust myths about the provision of electricity and explores the characteristics of the system that are either driven by physics, economics or the regulatory structure. At the same time the report sets out the key drivers of new choices, cost base, asset clauses, roles, security and insecurities, players and skills.&nbsp;</p> <p>If we are to capture the decarbonisation dividend that these drivers bring then the report is clear that the current structure will fail to capture the innovation driven and multi-vector world of the future. To do so requires what the author's call the normalisation of the electricity sector. To do so they recommend:</p> <p>&bull; Change what we regulate: normalise electricity through redesigning the market</p> <p>&bull; Change how we regulate: change from regulating process to regulating for risk</p> <p>&bull; Protect and serve consumers better: create one essential service consumer regulator</p> <p>&bull; Open up to retailers: risk assure retailers rather than license suppliers</p> <p>&bull; Optimise the system: opening up system data for the public good</p> <p>&bull; Get more from less: redefine and recalibrate security of supply&nbsp;</p> <p><img alt="" src="//" style="height:461px; width:479px"></p> <p>techUK has been pleased to support both reports through engagement with members and we look forward to engaging with the sector on the issues that it raises.</p>Contact: <a href=""></a> Members, CEO and President among UK’s most influential in UK tech Wed, 12 Dec 2018 14:21:38 +0000 CRM Sync Computer Weekly announces results of its UKtech50 list 2018 <p><a href="">Computer Weekly has launched results of its UKtech50</a> - the list of the 50 most influential people in the UK tech industry. This year&rsquo;s nominations were influenced by increased focus on technology and the digital economy, with candidates leading the agenda of digital transformation.</p> <p>We would like to congratulate our members and techUK&rsquo;s President Jacqueline de Rojas, as well as our CEO, Julian David, for their inclusion.</p> <p>It is also great to see some tech champions in Government who we have been working with closely this year, including Jeremy Wright MP, Margot James MP and Greg Clark MP as well as officials at DCMS and the key regulatory bodies. It is great to see Elizabeth Denham, for example, so high up the list.</p> <p>All in this list are exemplary of the leading digital economy that we are creating in the UK, where tech champions and innovators are transforming all sectors and people&rsquo;s lives. techUK congratulates all on the list and is excited to work with these inspirational people to continue to drive the digital agenda forward.</p> <p><strong>techUK members </strong></p> <ul><li>Cindy Rose, CEO, Microsoft UK</li> <li>Simon Segars, CEO, ARM Holdings</li> <li>Gavin Jackson, EMEA Managing Director, Amazon Web Services</li> <li>Didier Lebrat, CTO, Sky</li> <li>Steve Millward, Global CIO, BAE Systems</li> <li>Philip Jansen, Incoming CEO, BT</li> <li>Matt Brittin, President, EMEA Business &amp; Operations, Google</li> </ul>Contact: <a href=""></a> Government Network Services 2 Framework is now live Tue, 11 Dec 2018 13:46:36 +0000 CRM Sync Following supplier engagement sessions earlier this year, the CCS has launched the Network Services 2 Framework. <p>The Crown Commercial Service yesterday announced that the <a href="" target="_blank">Network Services 2 Framework</a> has gone live.&nbsp;The framework is for the provision of telecommunications and network services. It is for use by central Government departments and the wider public sector (including agencies and&nbsp;arms-length-bodies). And it&nbsp;includes the provision of Health and Social Care Network (HSCN) services through supporting infrastructure.</p> <p>techUK is&nbsp;pleased to have supported the CCS on their <a href="" target="_blank">supplier engagement</a> in the build up to rolling out this framework.&nbsp;The framework agreement&rsquo;s lots have been expanded since the first iteration, while retaining ease of use, to allow a broader range of small and medium-sized suppliers on board. Telecom service providers bothlarge and small are now encouraged&nbsp;to compete for a place on the new framework. You can find more information on the framework, and register for the <a href="" target="_blank">upcoming supplier walk-through webinars, here</a>.&nbsp;</p> <p>Announcing the new framework, Ieuan Trigger, Crown Commercial Service&rsquo;s Category Director for Networks, said: &ldquo;<em>Network Services 2 is a flagship agreement for Crown Commercial Service, due not only to its financial scale, but also its ambition. This agreement has been designed collaboratively with customers, suppliers and industry bodies; it aims to be a catalyst which will drive transformation within government and the wider public sector.</em>&rdquo;</p>Contact: <a href=""></a> Nominations OPEN for techUK's Central Government Council Tue, 11 Dec 2018 13:13:35 +0000 CRM Sync techUK Members can now nominate themselves for a position on our Central Government Council. <p>I am delighted to announce that the n<strong>omination period has now opened for techUK&rsquo;s <a href="" target="_blank">Central Government Council</a>.</strong> Members can nominate themselves or colleagues to sit on the body that steers techUK's work driving digital transformation in public services.</p> <p>&nbsp;</p> <p>techUK has opened nominations for 15 members&nbsp;to join techUK's&nbsp;Central Government Council&nbsp;for a tenure of two years (February 2019 - January 2021).&nbsp;The CGC aims to lead debate on new technologies, optimise use of existing capabilities and provide a forum for the public sector to engage with industry. This includes close working with major Whitehall departments to help them act as intelligent clients when procuring technology.</p> <p>&nbsp;</p> <p><strong>The primary role of the CGC is to represent the tech sector at a high level to Government, and sets the strategic direction of techUK's Central Government programme, contributing to forward planning and ensuring the programme accurately reflects members&rsquo; priorities.</strong></p> <p>&nbsp;</p> <p>We are also electing the positions of Chair and two Vice-Chairs of the Committee (one is reserved for an SME Vice Chair). And eight of the seats on the Committee are reserved for Small and Medium sized Enterprise (SME) representatives. You may nominate yourself for both Chair and Vice-Chair positions. If so, you will also nominate yourself for membership of the committee automatically.</p> <p>&nbsp;</p> <p><strong>To nominate yourself or a colleague, simply read through the Terms of Reference (ToR) and complete the form (both attached), and return it to&nbsp;Henry Rex&nbsp;by 17:30 on Friday 11 January 2019.</strong></p> <p>&nbsp;</p> <p>Once the nominations cycle is completed, elections for Committee places will open.&nbsp;If you are interested in nominating yourself and have any questions about the CGC, please don't hesitate to contact <a href="">Henry Rex</a>&nbsp;or <a href="">Simona Paliulyte</a>.</p>Contact: <a href=""></a>Contact: <a href=""></a>Contact: <a href=""></a> Principles to guide development of the National Digital Twin released Mon, 10 Dec 2018 07:04:00 +0000 CRM Sync The Digital Framework Task Group launches its Gemini Principles - the foundational definitions and values to guide the development of a National Digital Twin <p>Last week the&nbsp;Digital Framework Task Group (DFTG) launched&nbsp;the <a href="">Gemini Principles</a>, bringing together key voices from government, academia and industry to provide the sector with foundational definitions and values to guide the development of the National Digital Twin (NDT), an ecosystem of digital twins that are connected by securely shared data. It starts to address the key recommendations in the National Infrastructure Commission (NIC)&rsquo;s 2017 report &lsquo;<a href="">Data for the public good</a>&rsquo;.&nbsp;</p> <p>The DFTG is reports into the Centre for Digital Built Britain, which seeks to understand how the construction and infrastructure sectors could use a digital approach to better design, build, operate, and integrate the built environment.&nbsp;Their vision is that a National Digital Twin&nbsp;will be a national resource for improving the performance, service and value delivered by the UK&rsquo;s infrastructure. According to recent NIC reports, greater&nbsp;data sharing could release an additional &pound;7 billion per year of benefits across the UK infrastructure sectors, equivalent to 25% of total infrastructure spend.</p> <p>Mark Enzer, Chair of the DFTG, said &ldquo;The Gemini Principles are effectively the conscience of the digital built environment. If we want the National Digital Twin and information management framework to be for the public good, forever, we need start with strong founding values.</p> <p>&ldquo;Appropriate coordination is required to achieve the huge potential benefits,&rdquo; continues Enzer, &ldquo;the Gemini Principles are intended to help facilitate alignment for stakeholders throughout the built environment, and I look forward to engaging widely on the next steps via the roadmap.&rdquo;</p> <p>techUK are members of the DFTG and the next output will be the roadmap, a prioritised plan that proposes the best route for delivering the information management framework, due to be published in early 2019.</p> <p>You can find out more about techUK's Smart Infrastructure work <a href="">here</a>.</p> <p><strong>We are hosting an event on the 22nd January looking at the transition from current digital twin technologies to a National Digital Twin with speakers from the National Infrastructure Commission, Costain and Highways England. <a href="">Click here to register</a>.</strong></p>Contact: <a href=""></a> Open call for topics for scrutiny: #MyScienceInquiry Fri, 07 Dec 2018 15:13:44 +0000 CRM Sync The House of Commons Science and Technology Committee has created an open opportunity for the science community and the wider public to suggest science and technology areas for scrutiny. <p>The House of Commons Science and Technology Committee has decided again to create an open opportunity for the science community and the wider public to suggest science and technology areas for scrutiny.</p> <p>&nbsp;</p> <p>The Committee would be interested to receive proposals from people it wouldn&rsquo;t normally hear from, and for suggestions for work in areas that might otherwise escape its attention. This is your opportunity to get involved and suggest what issues the Committee should be exploring.</p> <p>&nbsp;</p> <p>Proposals should outline in less than 200 words the nature of the issue that the Committee should explore, why it deserves attention, and how Government policy in this area could be developed or improved. Written suggestions can be submitted through the &lsquo;<a href="">My Science Inquiry</a>&rsquo; page. The Committee will also accept proposals in the form of a video (up to one minute in length) tweeted to the Committee&rsquo;s account (<a href="">@CommonsSTC</a>) using the #MyScienceInquiry hashtag. The deadline for proposals is 23.59 on Monday 17 December. A selection of the proposals will then be shortlisted for an opportunity to give a 10-minute pitch to the Committee in person at a public session to be held on&nbsp;<strong>Tuesday 29 January 2019</strong>.</p> <p>&nbsp;</p> <p>For a list of inquiries that the Committee has already held in this Parliament, please check the&nbsp;<a href="">Committee's website</a>. If you have any further questions about the inquiry, please do not hesitate to get in touch with Katherine Mayes.</p>Contact: <a href=""></a> Guest blog: AI as an enabler in healthcare Fri, 07 Dec 2018 13:41:41 +0000 CRM Sync Guest blog by Andy Powell, CTO at Eduserv as part of our #CounciloftheFuture campaign week <p>Organisations all around the world, both in the private and public sectors, are adopting Artificial Intelligence (AI) to provide more scalable and faster services, while also saving on budget and man-hours. This is no different in healthcare AI, which is a prime example of how technology is being used for saving and improving people&rsquo;s lives. From automation in the central sterile supply department at hospitals to the smart watch on your wrist, Industry 4.0 has reached unprecedented levels when it comes to health.</p> <p><strong>Robot surgeons and virtual nurses</strong></p> <p>In the last few years, robots have proven to be great resources in the operating theatre. One popular example is the Da Vinci, currently the most advanced surgical robot in the world, which allows doctors to perform complex surgeries and have greater precision, while carrying out minimally invasive procedures. There is also a <a href="">study</a> published earlier this year which reviewed 379 orthopaedic patients and showed that procedures assisted by AI had five times fewer complications compared to surgeons operating alone.</p> <p>Another technology that has been getting much attention recently (especially for its cost-saving qualities) are virtual nursing assistants, which help to reduce unnecessary hospital visits and save medical professionals&rsquo; hours. Angel, for example, is a bot from a company called Care Angel and allows for patients to perform wellness checks through voice AI; being able to manage, monitor and communicate health data.</p> <p><strong>Big data and healthcare walking hand-in-hand</strong></p> <p>On the big data side of things, there is the possibility of taking data from a very large group of people and understanding the likelihood of certain outcomes and taking the appropriate proactive action. It would be possible to run machine learning over large data sets of knowledge about patients and clinical outcomes, where it would show, for example, that people at a particular group would be much more likely to suffer from diabetes when they&rsquo;re older, therefore will need an early intervention to stop that from happening. Another use for early detection is the use of AI in mammograms: the technology is enabling mammogram test results to be reviewed faster and with 99% accuracy &ndash; which again, saves on costs and man-hours by reducing the growing problem of unnecessary biopsies.</p> <p>At the other end of the spectrum, many of us now have smartwatches and wearables. These devices know a lot about what kind of exercise a wearer is doing, the current state of their heart health, logged food diaries and so on. This data, when coupled from knowledge from your GP or hypothetically shared with an application that the NHS might make available, could send you notifications to suggest that you might want to go see their GP and talk about a possible condition.</p> <p>Smartwatches are not only appealing to the young crowd, but elderly people (and their families) are also keen on benefitting from their many healthcare elements. The new Apple watch, for example, has many relevant features to senior citizens and caregivers, such as high-precision, FDA-approved heart monitoring and fall detection. The latter allows that emergency contacts stored on the elderly person&rsquo;s iPhone be contacted in case they suffer a hard fall, which is done thanks to the device&rsquo;s sensors and the data analysis from wrist trajectory and impact acceleration.&nbsp; Smartwatch-friendly apps such as &ldquo;Alert&rdquo;, which allows people who need assistance to contact a caregiver for help by pressing a button on their wearable, are also great additions for the growing senior population adopting AI in their everyday lives.</p> <p>No doubt, there is still a long way to go when it comes to maximising the use of AI and making the most of it, however, there is still infinite potential to explore and apply the technology we currently have to revolutionise Healthcare, both in the public and private sectors; including on a personalised, individual basis.</p> MOD announces appointments of new military chiefs Fri, 07 Dec 2018 09:10:12 +0000 CRM Sync MOD announces new appointments of new military chiefs <p>Secreatry of State for Defence Gavin Williamson has this week confirmed the appointments of incoming Vice Chief of the Defence Staff, First Sea Lord and Chief of Naval Staff, Chief of the Air Staff and Commander Joint Forces Command.</p> <ul><li>Vice Admiral Timothy Fraser CB is to be promoted Admiral and appointed Vice Chief of the Defence Staff, in succession to General Gordon Messenger;</li> <li>Vice Admiral Tony Radakin CB is to be promoted Admiral and appointed First Sea Lord and Chief of Naval Staff, in succession to Admiral Sir Philip Jones;</li> <li>Air Marshal Michael Wigston CBE is to be promoted Air Chief Marshal and appointed as Chief of the Air Staff, in succession to Air Chief Marshal Sir Steven Hillier;</li> <li>Lieutenant General Patrick Sanders CBE, DSO is to be promoted General and appointed Commander Joint Forces Command, in succession to General Sir Christopher Deverell.</li> </ul><p>Defence Secretary Gavin Williamson said:</p> <p>'I am delighted to congratulate this new group of defence chiefs on their appointments. Forward-looking and keen to modernise the Armed Forces, these are the transformational leaders we need in these challenging times.</p> <p>The appointment of a new generation of commanders will ensure that Britain remains ready to face the threats of tomorrow and continues to be a major player on the world stage.'</p>Contact: <a href=""></a>Contact: <a href=""></a> Guest blog: Lack of interoperability holds back IT innovation Fri, 07 Dec 2018 09:05:26 +0000 CRM Sync Guest blog by Simon Hall, CEO and co-founder, Coeus Software as part of our #CounciloftheFuture campaign week <p>It&rsquo;s a common scenario; &ldquo;We love your product. We can already see how it will improve how we work, allowing us to better serve the public, cut our costs and save taxpayers&rsquo; money. Tell me, do you have integration with System &lsquo;X&rsquo; and/or System &lsquo;Y&rsquo;?&rdquo;</p> <p>&ldquo;We&rsquo;re glad you like our product. We don&rsquo;t yet have integration with those systems as their vendors require Customer sponsorship, but we can help get the integration in place very quickly during rollout with your sponsorship.&rdquo;</p> <p>For those of us in the business of developing IT solutions to common problems, this is an all-too-common and very frustrating hurdle. Despite reassuring statements from vendors and the many thousands of column inches devoted to this issue, interoperability remains as elusive as a unicorn.</p> <p>The move to common APIs and standards has certainly helped the industry move forward to a point, but genuine interoperability is still a long way off. This impacts on everyone who buys IT, as they are often forced to implement a lesser solution simply because it&rsquo;s the only one that connects to their existing infrastructure. This should never be the primary decision driver.</p> <p>Collaboration on the move?</p> <p>The &lsquo;Council of the Future&rsquo; is one where public services will be increasingly delivered to residents more quickly and at a lower cost through the digitisation of their work processes. Much like the rest of the public sector, Councils have been pursuing a &ldquo;digital first&rdquo; agenda for some time now, but there are still plenty of opportunities to innovate further, particularly with mobile workers.</p> <p>&nbsp;</p> <p>The widespread adoption of digital collaboration tools such as instant messaging, web and video conferencing, cloud-based project management tools etc., have seen councils benefit from improved levels of collaboration. However, these benefits have largely been reserved for those in the office environment, with their colleagues who often work on the move (social workers, support workers, housing officers etc.), still largely working with pen and paper.</p> <p>Solutions like Quvo were specifically developed to solve this problem, helping those on the frontline of public services achieve the dream of a truly mobile, secure and connected</p> <p>workforce &ndash; and finally making collaboration a reality for everyone whether they are based in our out of the office.</p> <p>As eluded to earlier, the continued lack of momentum in interoperability remains a major barrier to progress. It is incredibly frustrating. It stifles innovation and flies in the face of the vision of interoperability. Despite the apparent calls for SME inclusivity in the marketplace, the necessity for Vendor/Customer &ldquo;sponsorship&rdquo; only serves as a barrier as it creates the chicken &amp; egg scenario. While not all vendors are completely closed-down, some major ones are particularly stubborn in this area. This needs to change.</p> <p>To break this deadlock, and to help them achieve the benefits of the &ldquo;Council of the Future&rdquo; we urge all Councils and public sector buyers to insist on interoperability in every solution they purchase. Only with collective action can progress be made. We are currently working with techUK to establish a working group to promote interconnectivity. If you would like to get involved, please visit <a href=""></a>.</p> Guest blog: Council of the Future: What Next? Fri, 07 Dec 2018 09:05:26 +0000 CRM Sync techUK’s head of local public services reflects on the #CounciloftheFuture campaign week <p>It is the second year techUK is running the Council of the Future campaign. It has been great reading all the insights on what the buildings blocks to the &lsquo;council of the future&rsquo; are. Blogs have ranged from the technologies reimagining local public services to the importance of leadership in driving a digital mindset throughout the council.</p> <p>Ricky Morton of London Borough of Newham describes the <a href="">&lsquo;council of the future&rsquo; as efficient, engaged and effective </a>and one that will be open, smart and all about commitment, community and collaboration. It sets out an ambitious vision with blogs from Andrew Lawson, Salesforce describing how we build a digital mindset to achieve the vision. There are lots of building blocks that go into creating the environment for establishing the &lsquo;council of the future&rsquo; &ndash; from data, standards, cyber resilience and many more &ndash; and the blogs from this week explore all this. You can catch-up on all the <a href="">blogs here.</a></p> <p>To realise the full potential of technology takes a collaborative approach. Both suppliers and councils need to work together. A member put it well at an event recently saying we should move away from the term &lsquo;supplier&rsquo; to &lsquo;partner.&rsquo; Suppliers are a key part of the local government eco-system and have a pivotal role in helping to create the conditions for successful transformation. That is why <a href="">techUK signed the Local Digital Declaration this summer,</a> and have held two workshop to bring together the supplier community to shape the response and their commitment to it. We have three exciting projects as a result and you can read more details on what they are and what happened at the last workshop on the <a href="">Ministry for Housing and Local Government blog.</a></p> <p>Future Gazing</p> <p>While we look to the future, it&rsquo;s also important to remember all the good things happening now. As such, we will be reflecting and celebrating the past year in local government transformation &ndash; what have been the technologies re-defining service delivery, they key trends and looking to 2019 on what the emerging technologies disrupting the sector are at our Future Gazing: Where Next for Local Government Tech in 2019? Event on 12 December. Join us for our end of year local government celebration, you can <a href=";pid=f18ee44e-e4d2-e811-813e-5065f38be571">register here.</a></p> Guest blog: Digitally Enabled Places Fri, 07 Dec 2018 08:31:09 +0000 CRM Sync Guest blog by Michelle Warbis, External Affairs Manager at InLinkUK - Getting Councils ahead of the curve: Digitally Enabled places as part of our #CounciloftheFuture campaign week <p>The <u><a href="">British Standards Institute</a></u> define smart cities as processional: <em>&ldquo;The effective integration of physical, digital and human systems in the built environment to deliver a prosperous, inclusive future for its citizens.&rdquo;</em> For resource-constrained local governments, understanding the potential of this has increasingly been part of their core efforts to improve how they deliver services and meet the needs and expectations of residents, and will only continue apace.</p> <p>It is no small task to effectively inform and ensure communities to feel part of this transition and to clearly articulate how it can improve local places and individuals&rsquo; experience of them. And getting it right can not only make for happier residents, but also improve the delivery of local services. Helpfully, a number of emerging and small to medium businesses are uncovering new ways to support this transition.</p> <p>With ever increasing reliance on being able to be online, improved public connectivity is a key way in which people can identify with places&rsquo; transition to digital, clearly and markedly improving people&rsquo;s experience of places. High quality free public Wi-Fi can create opportunities for residents far beyond those that had existed before. And where those connections are in the public realm, rather than coffee shops or private businesses, such spaces become greater drivers of local economies and better suited to contemporary urban life, whilst helping to reduce the digital divide.</p> <p>At <u><a href="">InLinkUK</a></u> we&rsquo;ve been working with BT and collaborating with Councils to deploy InLinks across the UK. Each InLink brings free Gigabit Wi-Fi to a 100m radius, with the connectivity provided by more than 320 InLinks has allowed more than 230,000 users to connect for free to the country&rsquo;s fastest, most robust public fibre network over more than 10 million sessions. Through our planned integration of small cells into InLinks, we will also be bolstering mobile service and enabling cities to become 5G ready.</p> <p>Having high quality connectivity in the public realm -- particularly being 5G ready -- enables more sophisticated digital interventions to emerge, helping people better feel more a part of their local communities as new methods of public engagement and civic participation can emerge. <u><a href="">Calvium</a></u> are one organisation taking advantage of improved connectivity with their app-based experiences that draw on AR, 3D sound, and haptic technologies, bringing communities into regeneration processes through the existing or future physicality of the city. Such interaction between new technologies and the people that use them in the places they concern increases the publicness of spaces, supporting enquiry, understanding and use in ways far deeper than existing mainstream engagement tools can go.</p> <p><u><a href="">Built I-D</a></u> are also pathfinding in their development of tools that draw on newly available technology, taking users on a journey through proposed changes to their local places, enabling them to be part of it in ways that far surpass what&rsquo;s been possible before. With Built I-D&rsquo;s efforts, user-friendly interfaces and signalling real propensity for change also plays an important role in increasing and expanding the numbers and types of people who want to engage with physical and digital changes to their built environment.</p> <p>And what of making cities work for people by augmenting public opinion with big data? The omnipresence of connected devices increasingly makes this possible for Councils too. Personal and public devices collect vast amounts of non-personal data, which can provide a multitude of insights to improve city streets and spaces.</p> <p>Unlike Internet of Things conversations and implementation of years passed, current efforts are not about &ldquo;data because data&rdquo;, but are instead about identifying what challenges can be overcome to better meet the needs of local users and improve the use of local places. For example councils might find that MAC codes support efforts in time efficient street cleaning, whilst knowing the type of devices used in certain areas might indicate socio-economic profiles and support in nuanced service delivery. This process can be strengthened further when councils sharing information in the public realm to support user decision making.</p> <p>Crucially councils, not necessarily technology suppliers, need to lead the way in these efforts,&nbsp; An inclusive, prosperous future for councils and their local residents requires the public accountability that comes from publicly led initiatives and clear oversight of private sector efforts. This accountability can then filter through the partnerships and collaboration with businesses at the forefront of innovation, as everyone works to improve the digital and physical aspects of quality public spaces, and bringing the public into the process effectively.</p> <p>Michelle Warbis</p> <p>External Affairs Manager, InLinkUK</p> Hip, Hip HooRAIL! Sector Deal launches today Thu, 06 Dec 2018 15:00:00 +0000 CRM Sync Government launches Rail Sector Deal <p>The <a href="" target="_blank">Rail Sector Deal</a>, dubbed a "key milestone" in the Government's Industrial Strategy, has today been announced.&nbsp;</p> <p>The Sector Deal will help the rail industry and government work together more effectively, reduce the cost of infrastructure, encourage greater use of digital technologies and contribute to the ambition of&nbsp;<a href="" target="_blank">doubling the UK's rail industry exports by 2025</a>.</p> <p>The focus of the Rail Sector Deal's key goals are:</p> <ul><li>Significantly reduce digital signalling costs by 2025</li> <li>Double rail exports by 2025</li> <li>Help government work better with industry and strengthen its relationship with the supply chain to boost confidence in the pipeline of work</li> <li>Support apprenticeships and increase awareness amongst children of the opportunities in the field</li> <li>Establish a data-sharing platform to support innovation</li> </ul><p style="text-align: center;"><em>"Delivering the benefits of new digital rail technology is at the heart of this Rail Sector Deal. The UK is at the forefront of many aspects of applying digital technology to rail, and continued investment will help the UK become a world leader in rail technology, boosting exports and skills."</em></p> <p style="text-align: center;">- Rt Hon Chris Grayling MP, Rt Hon Greg Clark MP &amp; Gordon Wakeford</p> <p style="text-align: center;">This is an exciting achievement for involved members of the Rail Industry which has united to "e<a href="" target="_blank">nable the industry to harness new digital technologies to improve the experience of passengers and create well-paid, highly-skilled jobs</a>".</p> <p><a href="" target="_blank">You can read the Rail Sector Deal here</a>.</p> <p>If you would like to know more about how techUK has been involved with the Rail Sector Deal, please contact Jessica Russell.</p>Contact: <a href=""></a>Contact: <a href=""></a> And the winner is… From 71 applicants to one winner Thu, 06 Dec 2018 13:42:01 +0000 CRM Sync Guest blog from Nicole North & Benjamin Mann, Essex County Council who share the winner of the Challenge Dementia prize which techUK were delighted to support <p>Launched by Essex County Council, the Challenge Dementia prize was a national search for products, services and technologies that could help people living with dementia to remain connected to the people and places around them.</p> <p>Challenge prizes are a tool to spur on and accelerate innovation and that is exactly what the Challenge Dementia prize achieved. Our challenge, shaped by people living with dementia and those that work closely with them, was our call to action.</p> <p>Launched in January, over 70 ideas were submitted from organisations, groups and individuals. From that a panel of judges selected nine finalists.&nbsp; Our nine, supported by a small micro grant and access to a range of experts including techUK, Alzheimer&rsquo;s Society, PA Consulting and the University of Essex worked to further test and develop their ideas.</p> <p><em>The support I received from my techUK mentor, Andrew Cleminson proved to be invaluable. </em>Challenge Dementia finalist.</p> <p><em>Matching startup entrepreneurs with the right mentor comes with all sorts of challenges. You can't just package people up and hope for the best. It requires skill, insight and something else; creativity. TechUK hit all the right buttons when they teamed us up with our mentor: Rajal Patni, CFO of Lavanya Plus, a company focused on connecting care with communities with their Wellness Management for Life healthtech platform. Rajal's style and approach as a mentor had all the right ingredients; she challenged me as critical friend, enabled me through her practical advice and guidance and, above all, empowered me by believing in Remarkable Lives. This was a very positive experience, and our relationship with Lavanya Plus will hopefully continue to grow beyond the Challenge Dementia Prize.</em></p> <p>Our advice to them was to hold their ideas lightly and be willing to adapt and iterate based on the feedback they heard from those living with dementia. And this is exactly what they did. The finalists were as diverse as the ideas that they brought with them &ndash; ranging from large established tech firms and academics to smaller social enterprises and one individual just starting secondary school (If there was any concern about future ingenuity and talent in the UK, the youngest finalist at just 11 years old was Arnav Sharma with Vivify Me, an app for touch-screens that improves cognitive, fine motor skills for people in the early stages of dementia).&nbsp; What united them all&nbsp; was&nbsp; a shared determination to make a positive impact and personal experiences&nbsp; to draw from.</p> <p>And so to the winner. A panel of expert judges selected a winner to receive a &pound;100,000 prize to further their idea. Innovative, novel and scalable were just some of the words used to describe the winners &ndash; The Wayback. &ndash; a virtual reality film series that completely surrounds the person in familiar sights and sounds from the past. This means, that rather than relying on one or two triggers, such as a piece of music or a photograph, as most reminiscence work does, they are able to place literally hundreds of potential memory triggers in every scene, enabling people to use the reality of the past to have meaningful conversations in the present. The Waybacks ambition is to share these films with as many people as possible helping them to remain connected to the people around them and maintain their identity.&nbsp; Such was the quality of the finalists, a Highly Commended prize was created for HowDoI? which creates bespoke video instructions which are&nbsp; triggered to&nbsp; help with everyday tasks such as making a cup of tea. Whilst there could only be one winner, the hope is that the investment provided by the challenge prize process will mean that all nine finalists will continue with their quest to develop solutions that will work now and for future generations, improving the lives of everyone living with dementia. &nbsp;&nbsp;</p> <p>So what have we learnt over the past year of working on Challenge Dementia:</p> <ol><li>People have been so very generous with their time and experiences &ndash; wanting to get involved at all stages of the process to make it the best it can be. Thank you to everyone;</li> <li>The finalists projects are as good as they are because they have seized the opportunity to get out and talk to people and they have all held onto their ideas lightly &ndash; adapting the idea time and time again to respond to user feedback; and</li> <li>Shining a light on an issue from a different angle can be powerful. For example, The Wayback team are a group of passionate filmmakers, creatives and producers. The Challenge Dementia Prize has created a real opportunity to engage with people we wouldn&rsquo;t otherwise reach out to as a County Council. Encouraging them to think about how people can live well with dementia and acting as a catalyst to bring ideas to life. &nbsp;</li> </ol><p>We are excited to see how all nine finalists go from strength to strength.&nbsp;</p> <p>To find out more about the Challenge Dementia Prize visit: <a href=""></a>&nbsp; To find out more about The Wayback visit - <a href=""></a>&nbsp;&nbsp;&nbsp; To find out more about HowDoI? vist - <a href=""></a></p> <p>&nbsp;</p> Guest blog: Building a digital-first mindset: What can leaders do? Thu, 06 Dec 2018 09:18:18 +0000 CRM Sync Guest blog by Andrew Lawson, Executive Vice President and General Manager UK, Salesforce as part of our #CounciloftheFuture campaign week <p>We are in the midst of the Fourth Industrial Revolution and disruptive technologies like cloud computing and Artificial Intelligence are reshaping the UK economy. In fact, digital industries are <a href=";t=AFwhZf3H993Kj1wb34WWc9erULVWUX8TkSRv95ivmgkq3kjg-F0Bgf6DfLh3OgvBjEwYJo1vKIfiH3XPT0tCuqb62D1h08CkwFiSzwa-YpVZQ_z375c6giX0IwR0BKaZXimq2A17IoCW&amp;" title="">now worth &pound;130bn to the UK</a> alone. We've seen incredible innovation in the corporate world with businesses utilising these emerging technologies to provide consumers with a personalised digital experience at every step of the customer journey - and driving customer loyalty as a result.<br><br> Public sector departments are now facing the same expectations. Today&rsquo;s citizen is more connected, more digitally savvy, and more demanding. In fact, residents expect the same level of service from their local council as they get from a global online retailer - that's a big ask!<br><br> Governments across Europe are responding to these rising expectations from their citizens. According to <a href=";t=AFwhZf3H993Kj1wb34WWc9erULVWUX8TkSRv95ivmgkq3kjg-F0Bgf6DfLh3OgvBjEwYJo1vKIfiH3XPT0tCuqb62D1h08CkwFiSzwa-YpVZQ_z375c6giX0IwR0BKaZXimq2A17IoCW&amp;" title="">Capgemini</a>, governments in Europe have made more than 50% of their services available via mobile devices. I see a strong focus on this in UK plc's as they look to drive a digital-first mindset across their organisations. It's not a simple task but the potential impact for the UK is huge - it can mean better services for UK citizens and huge cost savings for government.<br><br><strong>Start-up state of mind </strong><br><br> The government departments that I've seen drive successful digital transformation programs have one thing in common - they adopt a start-up mentality. Not always something associated with big government departments that are built on legacy IT systems. But that's exactly why it's so important. You need visionary leaders who are not afraid to be agile in their thinking, test new technologies and keep continually moving forward with a citizen-centric strategy.<br><br> It's never going to be possible to change overnight but continuous incremental change can have a huge impact. Just look at the <a href=";t=AFwhZf3H993Kj1wb34WWc9erULVWUX8TkSRv95ivmgkq3kjg-F0Bgf6DfLh3OgvBjEwYJo1vKIfiH3XPT0tCuqb62D1h08CkwFiSzwa-YpVZQ_z375c6giX0IwR0BKaZXimq2A17IoCW&amp;" title="">Driver Vehicle and Licensing Agency (DVLA)</a> who have embarked on a transformation of their contact centre. Advisors can now use a single platform to answer queries via the telephone, email, web chat, and social media - which has in turn led to increased customer satisfaction.<br><br> The right technology and a start-up mindset will get you so far but department leaders also need to make sure that their workforce is armed with the right skills to get the most from the technology.<br><br><strong>Ongoing learning encourages ongoing innovation</strong><br><br> The UK government&rsquo;s <a href=";t=AFwhZf3H993Kj1wb34WWc9erULVWUX8TkSRv95ivmgkq3kjg-F0Bgf6DfLh3OgvBjEwYJo1vKIfiH3XPT0tCuqb62D1h08CkwFiSzwa-YpVZQ_z375c6giX0IwR0BKaZXimq2A17IoCW&amp;" title="">GDS advisory board</a> has found that the internal skills of employees has proved a stumbling block to moving away from legacy IT systems simply because the skills aren&rsquo;t there.<br><br> It's not just a government issue - we see this in the enterprise and we all have a responsibility to make sure that we are up-skilling our current and future workforce.<br><br> It's the collective responsibility of business, government and education bodies to work together to tackle the skills gap in a sustainable manner. Only then can we ensure employees in both the public and private sector receive the lifelong learning needed to hone fundamental skills for the future workplace. At Salesforce, we&rsquo;re playing our part with our own free online learning platform called <a href=";t=AFwhZf3H993Kj1wb34WWc9erULVWUX8TkSRv95ivmgkq3kjg-F0Bgf6DfLh3OgvBjEwYJo1vKIfiH3XPT0tCuqb62D1h08CkwFiSzwa-YpVZQ_z375c6giX0IwR0BKaZXimq2A17IoCW&amp;" title="">Trailhead</a>, which helps people learn through a range of digital skill and management trails for everyone. The programme covers a breadth of topics ranging from API basics or collaborative forecast configurations, to business-orientated matters including Drucker School MBA Essentials, Google Analytics and cultivating equality.<br><br><strong>Conclusion</strong><br><br> Technology lies at the heart of what is an incredible opportunity to better serve UK citizens. The opportunity is there to drive real change to millions, and this can help the public sector attract some of the top talent out there. Young people today are striving for roles with social purpose. To attract and retain this talent, government departments adopting a digital-first mindset are leading the pack in transforming government's image for the digital native worker of the future and, in turn, creating real societal impact.</p> Guest blog: The future of government: data, culture and tabula rasa Thu, 06 Dec 2018 09:18:18 +0000 CRM Sync Guest blog by Richard Hanrahan, Solutions Development Director at Agilisys, argues that a growth mindset, a significant culture shift and a data-driven approach are needed to build the #CounciloftheFuture <p>Henry Ford supposedly once <a href="">joked</a>, &ldquo;<em>if I&rsquo;d asked people what they wanted, they would have said faster horses</em>&rdquo;. Whether he said it or not, these words should resonate for local government leaders today. From the Internet of Things (IoT), to Artificial Intelligence (AI), we&rsquo;re used to hearing about the huge potential of &lsquo;faster&rsquo; technologies&mdash;but are we planning to use them in the right way?</p> <p>I see two different mindsets at large. The first, fixed mindset asks, <em>&lsquo;how can we apply technology to remove costs from our existing services?&rsquo;, </em>while the second, a mindset focused on reinvention and transformation, wonders, <em>&lsquo;if government planners a century ago had access to today&rsquo;s capabilities, what would they have done differently?&rdquo;.</em></p> <p>Of course, cost-efficiency in the face of austerity is important. There&rsquo;s no room for wastefulness, but local councils should embrace the second mindset in looking to the future. Now&rsquo;s the time to think differently and to re-examine the challenges we&rsquo;re trying to solve. Ford wasn&rsquo;t improving on the status quo with the Model T, he was creating a new&mdash;and better&mdash;solution to the problem of mass transport. It was revolution, not evolution!</p> <p>Let&rsquo;s start with a blank slate, or &lsquo;zero-based&rsquo; outlook. By focusing on the underlying needs of citizens and the problems to be solved, local government can approach service design by working back from the outcome required. Technology enables new ideas to become reality and new approaches to be taken, but the fuel for solving today&rsquo;s problems is data.</p> <p>Today&rsquo;s emerging technologies are either powered by data, or simply enable it to be captured, analysed and actioned more effectively. Indeed, data is the cornerstone of today&rsquo;s much vaunted artificial intelligence and machine-learning capabilities.</p> <p>With an unprecedented volume of data now available, local government is in a position to make better, more informed decisions and deliver more targeted, proactive services. Failing to harness the power of data is like driving with your headlights off. Opportunities to redesign services and improve citizen experiences will be missed and the potential for early, preventative intervention will be wasted.</p> <p>For instance, the London Borough of Barking and Dagenham has used its data and insight, organisational knowledge and local networks to completely reimagine <a href="">local government services</a>. It no longer has Children&rsquo;s Services, Adult Social Care, or Housing departments. Instead it has redesigned services around the way they add value to communities. Technological advances have enabled 21st century service design, while data and insight empower continuous, evidence-led service improvements.</p> <p>Other local authorities are using data to <a href="">attack problems</a> by focusing on prevention. For example, Doncaster is addressing the problem of young people not in education, employment or training by targeting early intervention in an area it&rsquo;s not responsible for&mdash;careers advice.</p> <p>With a local network of information sources for people and place, councils are an ideal nexus point for government data innovation. However, going further and faster in this revolution also demands a significant culture shift. To innovate, employees must have permission to experiment, fail, and learn from failure, without being subject to criticism or scapegoating.</p> <p>A growth mindset alongside the service culture of local government will ensure that it remains at the heart of the physical, mental and economic wellness of our communities for many years to come. Let&rsquo;s follow in Ford&rsquo;s footsteps and make the bold moves required, driven by the right mindset.</p> Guest blog: Leadership, technology & data - #CounciloftheFuture Thu, 06 Dec 2018 09:18:18 +0000 CRM Sync Guest blog by Helen Gerling, director of consultancy, Shaping Cloud as part of our #CounciloftheFuture campaign week <p>Local authorities will need strong leadership to break from traditional mindsets and harness the full potential of technology and data to deliver the council of the future, says Shaping Cloud director of consultancy Helen Gerling.</p> <p>Technology has now come of age to be able to offer real opportunities for local authorities to transform how they deliver services. Rather than doing the same for less with IT, councils can look at how they can use technology to deliver the outcomes that align to citizens&rsquo; growing expectations.</p> <p>In local authorities, there can be a traditional mindset of using technology to save money by automating existing processes. This can bring short term benefits, but digitisation is different.</p> <p>Digitisation means doing things differently in light of the technology that is available. This means rethinking what local authorities are trying to achieve, and then looking at how the latest devices and technology can enable them to do these more smartly.</p> <p>How can we use technology to deliver government as a platform, for example? Not just one that can use a common IT blueprint to more efficiently deliver the same services as others, but one that can empower the citizen to be more engaged with their community. Going right back to exploring the purpose of local government and in some cases providing the information and resources so that government can get out of the way for citizens to do good in their own community. Technology now enables good consultation and voting processes for ideas and plans, enabling citizens to co-design or inform the services they need or desire for their area.</p> <p>The council of the future might even rethink the role of elected politicians. If we are engaging directly with residents using digital, to ask their opinion, would we need as many people representing them?</p> <p>&nbsp;</p> <p><strong>Be clever with data and integrate</strong></p> <p>We need to be smarter with how we use the data we already have. We need to run analytics to start to look at the trends and identify what is going on in our communities, and how people are using services. We can then look at how we design and deliver services that are based around the needs of our citizens and that really get to the root of issues &ndash; providing insight on how to prevent them in the first place.</p> <p>Currently, local authorities collect and process a huge amount of data, but we do it in a siloed way, using disparate business systems. Those systems are built without open APIs, or the ability to write or read data easily. There is no incentive to share information even within a local authority, so integration becomes a barrier to citizen-centred services.</p> <p>Without that integration, you will not identify potential operational efficiencies, or draw out the insight that will identify where to invest to get the right outcomes.</p> <p>In the council of the future, good data (clean, accessible, and used) will be an essential part of good service design and delivery. I have seen how good use of data along with predictive modelling can deliver big savings, especially when procuring services.</p> <p>In the council of the future, information will be shared between departments and organisations for the benefit of individuals so that they can receive the services they need efficiently.</p> <p>In the council of the future, data will follow the citizen and they will have much better control of who and how their information is shared and used.</p> <p>For example, when someone leaves a hospital and receives social care in their home, frontline staff will know how they can best support the individual. Family and friends will know how care is being delivered, and be able to be more active participants in that care.</p> <p>&nbsp;</p> <p><strong>Break down those barriers and embrace change</strong></p> <p>There will be barriers to overcome, with fears over the change that technology brings. Technology is far less about tin and wires in local datacentres, and more about integrated digital services that enable a more useful, tailored and personalised service for citizens. Ironically, this can often be a bigger change for those that manage the technology than the consumers of technology.</p> <p>Strong leadership can address this fear by showing people that change is possible. If they can take people on the journey, share the vision, and communicate what change means to them, they can shift people&rsquo;s thinking. This helps the workforce realise what can be done and what part they can play in it.</p> <p>Leaders also will be called on to make brave decisions on new technology platforms, such as the cloud. The council of the future will need flexible and scalable infrastructure to move to new service models; cloud technology is that platform.</p> <p>As stated clearly by Stephen Dobson, interim chief digital officer of Greater Manchester Health and Social Care Partnership, &ldquo;the cloud will happen&rdquo;.</p> <p>Delivering the flexibility and efficiency benefits of the cloud requires new ways of thinking and new ways of working. People will look to leaders to champion the use of the cloud to deliver online services that reduce bureaucracy and empower the individual.</p> <p>We use technology as part of everyday life, and local authorities need to do the same to survive and, if embraced sooner, thrive.</p> <p>The council of the future will be one that uses technology and data in new ways, and &ndash; through strong leadership and a coherent vision &ndash; uses those innovations to create smart people-centred public services. The time is now to create that change.</p> Guest blog:Local authorities need a shift in mindset to be cyber aware Thu, 06 Dec 2018 08:56:20 +0000 CRM Sync Guest blog by Matthew Olney, Content Manager at XQ Cyber as part of our #CounciloftheFuture campaign week <p>2018 hasn&rsquo;t been a good year for local authorities in terms of cybersecurity after reports highlighted that they are unprepared to deal with cyber attacks and that many continue to use out of date and vulnerable software.</p> <p>Numerous data breaches also made the headlines raising concerns that local councils are falling behind when it comes to implementing effective cybersecurity.</p> <p>According to <a href="">Big Brother Watch&rsquo;s Cyber-attacks</a> on local authorities report there were 98 million cyber-attacks aimed at local authorities over the last 5 years. Meaning that there are at least 37 attempted breaches of UK local authorities every minute. In addition, at least 1 in 4 councils experienced a cybersecurity incident &ndash; that is, an actual security breach - between 2013 &ndash; 2017.</p> <p>A combination of budgetary constraints and the inability to attract and retain cyber talent play a part in why local authorities are being successfully attacked, however, the lack of leadership when it comes to implementing the basics plays a far greater role.</p> <p>According to <a href="">GCHQ studies</a>, 80-90% of economic loss due to cybercrime is a result of organisations neglecting basic best practice. Statistics show that far too many councils are not giving employees basic awareness training on the threats they face.</p> <p>What's more, while these council data breaches aren't necessarily about any significant financial gain for cybercriminals, they do highlight the important question of just how secure all levels of government are; the entire ecosystem, from central departments to local council.</p> <p>Basic best practice</p> <p>We know how hard it can be when dealing with a threat that's always growing and evolving, but councils have had plenty of warning when it comes to the cyber risks they face. However, it needn't be difficult to take effective steps to counter the threat, and security shouldn't have to cost the earth to implement.</p> <p>We urgently need a shift in mindset when it comes to security. Organisations need to stop wondering if a cyber incident will happen to them, and acknowledge instead that it's actually a case of when it will happen. Robust training can address the most common weak point for many organisations, their employees' knowledge of cyber, but common sense is our biggest ally</p> <p>when it comes to cybersecurity. Doing the absolute basics &ndash; even if we do nothing else &ndash; will deliver tangible benefits.</p> <p>Every council trains its employees in health and safety procedures, but very few provide training in basic cybersecurity. According to the report from Big Brother Watch, while three-quarters of councils do offer training but it's not mandatory.</p> <p>The challenge involved in changing people's attitudes towards cyber security is a big one. It hasn't helped that, for many years, some areas of the cybersecurity industry have made it out to be a dark art full of mysticism. Perceiving cybersecurity as a scary and dark art, most people will try to avoid it as they don't believe that they can do anything to change the situation.</p> <p>In reality, we need to remember that hacking has become easier than ever thanks to the release of mass-produced exploitation kits that are readily available to anyone with a Tor browser, access to the Dark Web and some bitcoins. But as with most criminals, hackers prefer easy targets. The chances are high that if you have some basic security software installed and have kept your machine up to date with the latest patches, a hacker will pass you by as they seek out easier prey. The same rules apply online as well as offline.</p> <p>As the guardians of our services, defences and the prosperity of our nation, governments need to be taking basic security far more seriously. It's not hard, or necessarily expensive; it just needs doing. Make yourself an easy target, and you will become a victim.</p> Global UHD TV Sales pass The 100m Sales Mark in 2018 Thu, 06 Dec 2018 07:00:00 +0000 CRM Sync The latest Futuresource report shows a continuing shift to UHD/ 4K compatible television devices that are sold worldwide. <p>As 2018 draws to a close, consumer interest in 4K continues to climb, receiving a further push due to average retail prices reaching parity with HD TV sets, according to the latest market tracking report from Futuresource Consulting.</p> <p>&ldquo;This year, we&rsquo;re expecting annual 4K TV shipments to power past 100 million units,&rdquo; says Tristan Veale, Market Analyst at Futuresource, &ldquo;and the market will continue to grow with double-digit CAGR throughout our forecasting period to 2022.</p> <p>&ldquo;What&rsquo;s more, high dynamic range &ndash; HDR &ndash; is beginning to make its presence felt and will be included in over half of all 4K UHD TVs sold worldwide in 2018, though consumer understanding remains limited.&rdquo;</p> <p>Looking to the regions, Asia Pacific leads the way in volume, helped along by China, the largest single market for 4K. North America has also seen strong uptake of 4K, with rapidly declining prices and a general preference for larger screens to match the larger-than-average homes in the region. In Europe, the positive picture continues, with Futuresource anticipating shipments to grow by 30 per cent this year.</p> <p>The global UHD Blu-ray player market continues to swell, with this year&rsquo;s shipments on track to almost double the installed base of standalone players. UHD compatible media streamers are also pushing forward, with shipments rising over 85 per cent year-on-year in 2018, accounting for nearly half of all media streamer shipments. Games consoles are also playing their part, significantly increasing the installed base of UHD Blu-ray capable homes and bolstered by consumers updating consoles and taking advantage of upgrades available for both the PlayStation and Xbox.</p> <p>&ldquo;When it comes to the content, SVoD remains the primary gateway for consumers to get their UHD fix,&rdquo; says Veale. &ldquo;Netflix is the key service driving UHD SVoD spend. Depending on the country, around 20 percent to 30 percent of subscribers have opted for the UHD premium tier.</p> <p>&ldquo;UHD Blu-ray content continues to progress ahead of the expectations of many, with global consumer spend on track to reach $360 million this year. UHD Blu-ray has held onto its price premium and, as a result, consumer spend continues to outperform digital sell-through of UHD, despite the volumes being almost identical.</p> <p>&ldquo;Broadcast UHD has also received a welcome boost in 2018, with February&rsquo;s Winter Olympics and the FIFA World Cup accelerating many broadcasters&rsquo; plans to introduce 4K UHD coverage, making high quality streams available. However, for wider uptake, a reduction in the cost to deliver UHD and HD broadcasts simultaneously is needed. IP delivery is expected to be key to this, at least in the short to medium term.&rdquo;</p>Contact: <a href=""></a> Draft guidance for Streamlined Energy and Carbon Reporting Thu, 06 Dec 2018 07:00:00 +0000 CRM Sync BEIS is inviting comments on the draft guidance, which will accompany the new Regulations that implement Streamlined Energy and Carbon Reporting (SECR) and come into force on 1st April 2019. <p>BEIS is inviting comments on the draft guidance, which will accompany the new Regulations that implement <a href="">Streamlined Energy and Carbon Reporting (SECR)</a> and come into force on 1st April 2019.</p> <p>The changes introduced by the Regulations amend the existing requirements for quoted companies of all sizes on Mandatory Greenhouse Gas Reporting that have been in place since 2013, and introduce new requirements for large, unquoted companies and Limited Liability Partnerships (LLPs). The draft guidance document is designed to replace Chapter 2 of the existing <a href="">Environmental Reporting Guidance</a>, to reflect the changes in the legal requirements for financial years which start on or after 1st April 2019. It also includes a draft template for reporting by organisations, including those reporting on a voluntary basis.</p> <p>BEIS is inviting comments by 14th January 2019 to <a href=""></a> on all aspects of the draft guidance document, and you may wish to consider:</p> <p>1)&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Is the guidance clear to follow?</p> <p>2)&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Does the guidance differentiate sufficiently between the different requirements for quoted and unquoted companies/LLPs?</p> <p>3)&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Does the guidance strike the correct balance between the need to ensure that meeting the minimum legal obligations introduced by SECR legislation without excessive administrative burden, as well as the need for consistent and transparent disclosures?</p> <p>4)&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Does the guidance give sufficient flexibility for those organisations that want the option to go further than what is legally required e.g. organisations reporting scope 3 emissions?</p> <p>&nbsp;</p> <p>Comments that relate to the draft guidance document are most helpful if they indicate the specific paragraph, or groups of paragraphs, to which they relate, contain a clear rationale and, where applicable, suggest an alternative approach or text. So I recommend adopting a similar approach to that we do for standards using the form attached.</p> <p><strong>We would</strong>&nbsp;<strong>appreciate comments please by Monday 7 January to allow us time to consolidate comments and resolve any conflicting views. Please direct comments to: <a href=""></a>&nbsp;</strong></p>Contact: <a href=""></a> Williams Rail Review Call for Evidence Thu, 06 Dec 2018 07:00:00 +0000 CRM Sync Call for evidence to deepen understanding of the issues affecting the rail industry to inform Williams Rail Review. <p>The Williams Rail Review is looking to passenger groups, industry, businesses and freight users to gain a stronger understanding of key issues and challenges that the rail industry is facing.&nbsp;</p> <p>As a result, a new Call for Evidence has been issues that invites contributions inform review principles, including:</p> <ul><li>commercial models for the provision of rail services that priorities the interests of passengers and taxpayers</li> <li>rail industry structures that promote clear accountability and effective joint-working for both passengers and the freight-sector</li> <li>a system that is financially sustainable and able t address long-term cost pressures</li> <li>a railway that is able to offer good value fares for passengers, while keeping costs down for taxpayers</li> <li>improved industrial relations, to reduce disruption and improve reliability for passengers</li> <li>a rail sector with the agility to respond to future challenges and opportunities</li> </ul><p>"<em>The government's vision is to have a world-class railway, working as part of the wider transport network and delivering new opportunities across the nation</em>."</p> <p>The review's findings and recommendations will be published in a government white paper in autumn 2019, with reform of the sector to begin in 2020.</p> <p>The call for evidence is open until 18 January 2019. <a href="" target="_blank">You can access the call for evidence here</a>.</p> <p>techUK will be responding to the call for evidence. If you would like to add your voice to our response, please contact Jessica Russell.</p> <p>&nbsp;</p>Contact: <a href=""></a> CBRE European Data Centre Marketview Q3 2018 Thu, 06 Dec 2018 07:00:00 +0000 CRM Sync CBRE’s regular overviews of the FLAP Markets has recently been released. <p>These regular overviews from data centre market analysts at CBRE cover key European data centre markets (London, Frankfurt, Amsterdam and Paris) and provide an invaluable barometer for the state of the data centre sector more widely. &nbsp;&nbsp;</p> <p>This and other reports can be found here: &nbsp;<a href=""></a>&nbsp;</p>Contact: <a href=""></a> Collaboration to support the Local Digital Declaration Wed, 05 Dec 2018 15:33:39 +0000 CRM Sync Guest blog by Natasha Veenendaal, Head of Marketing & Executive Briefing Programme Lead, Eduserv <p>In late November, I attended a &lsquo;co-design&rsquo; session at techUK for the supplier community to examine its role in the Local Digital Declaration (LDD). For those who aren&rsquo;t aware, the LDD was launched by the MHCLG (Ministry for Housing, Communities and Local Government), together with GDS (Government Digital Service) and a host of co-publishers from across local government and associated professional bodies in July this year. Its aim: to define common aspirations for the future of local public services (and #FixThePlumbing).</p> <p>The LLD is a short, but heavy hitting document. It outlines key principles for local public services that aim to make technology an enabler rather than a barrier to service improvement. Whilst providing key commitments for those working in local government organisations to sign-up to - one list for leaders and one list for transformation, IT and digital teams &ndash;, there are also some clear messages for suppliers.</p> <p>Although suppliers do not yet have the ability to &lsquo;sign-up&rsquo; to the declaration, there are many references to the expectations placed upon them, which is why any supplier working in this sector should be sitting up and taking notice &ndash; and TechUK is encouraging exactly that. As a co-publisher of LDD, TechUK is working with CCS (Crown Commercial Services), MHCLG and the community to define the supplier&rsquo;s role in the supporting and embedding the declaration, which brings us to the co-design workshop I attended.</p> <p>Working in perhaps a &lsquo;typical GDS&rsquo; way, the co-design session was a direct follow-up from an unconference that took three ideas and worked to refine a &lsquo;product&rsquo; for each. Through our groups, we examined and questioned what a supplier version of the LDD should look like, how our community can be unified to better respond to it and how we can build more positive procurement experiences for all.</p> <p>In common with the LDD, our starting point was to work collaboratively, with the user at the centre, whilst using this as an opportunity to question the norms and processes that underpin our relationships with the buyer community.</p> <p>We used a number of different techniques to define the problem, draw out ideas and find a starting point for the solution. The group I was working in was looking at procurement. We shared &lsquo;war stories&rsquo; of lost bids and frustrating experiences, but also tried to get to the bottom of what &lsquo;good&rsquo; procurement might looked like. Through the session, we weren&rsquo;t looking for all of the answers, but trying to form a structure for a joint research and engagement project between buyers and suppliers that could result in better outcomes in line with the LDD.</p> <p>To what end the activity will result is a question that we have only just started answering. In my view, however, one thing the group understands for certain is that anything we come up with needs to be done in close collaboration with those working in local government (our buyers), and with the backdrop of a clear understanding of their objectives and the experiences they are looking to create for their users (citizens).</p> <p>To my mind, if the emergence of the LDD enables us to ask more questions and get to a place where we are better serving the market and its users, then it has to be a positive step. The impact of the LDD will only be as significant as we are able to make it as a community &ndash; not only those local government, but also those who provide services to it.</p> <p><em>Eduserv is not-for-profit IT services provider specialising in supporting public and third sector organisations to migrate to public cloud and make the most of the tools available.</em></p> <p><em>Natasha Veenendaal is responsible for marketing Eduserv&rsquo;s service portfolio and leads Eduserv&rsquo;s Executive Briefing Programme. Through her work, Natasha aims to increase sector-wide understanding of the impact and benefits of digital, improve digital skills and enable digital independence across the public and third sectors.</em></p> <p>&nbsp;</p> Guest blog: Data will separate the best from the rest Wed, 05 Dec 2018 11:10:47 +0000 CRM Sync Guest blog by Andy Theedom Director & James Bowman, Consulting Director at PwC on Council of the future: data will separate the best from the rest for our #CounciloftheFuture <p>Despite the claims to the contrary, austerity for local government is far from over. In our annual <a href="" rel="noreferrer" target="_blank">&lsquo;Local State We&rsquo;re In&rsquo;</a> survey of council Leaders, Chief Executive and Finance Directors, only 33% of respondents are confident that they will make their required savings over the next 3 years &ndash; and only 19% are confident over the next 5 years. In fact, 84% think councils (potentially including their own) will fail to provide essential services in the next five years and 93% will get into serious crisis in that period. The &lsquo;Council of the Future&rsquo;, then, will need to do things radically differently, and not just because it will need to make savings.</p> <p>There are two assets that councils continue to have that are not eroded by continuing lack of funds; their democratic mandate to lead and their knowledge of their communities. Our view is that these two latent strengths hold the keys to success in the future - and maximising the opportunities of that knowledge will be the difference between the best councils and the rest.</p> <p>In our Local State We're In&nbsp;report we also learned that whilst councils are relatively confident in their business intelligence and information governance capabilities (64% and 71% respectively), only 46% feel their council is utilising data analysis to actually inform decision-making and strategy. In other words, less than half of our respondents felt that their council was using its local knowledge to help deliver outcomes for their communities.</p> <p>This needn&rsquo;t be the case, though. Councils and their partners already realise that there is value in the data they hold and these insights allow them to achieve so much more in areas as diverse as homelessness, fostering, frailty and business support. So why aren&rsquo;t more councils doing this? Although all councils are focusing on data, most haven&rsquo;t yet translated that into meaningful action. What will separate the &lsquo;best&rsquo; councils of the future from the &lsquo;rest&rsquo; is how that data gets used. Here are some examples&hellip;</p> <p>&nbsp;</p> <p><strong>The &lsquo;Rest&rsquo; will&hellip;&nbsp;</strong></p> <ul><li>...gather more data, using business intelligence tools to create more compelling cases for change.</li> <li>...create more datasets to better understand service performance</li> <li> more data-rich stories to the top team, so that they are better informed than</li> <li>ever</li> <li>...ask better questions, based on more experience of working with data</li> </ul><p><strong>The &lsquo;Best&rsquo; will&hellip;</strong></p> <ul><li>...upskill staff and supervisors to interrogate and interpret data as part of the day job, and empower them to drive high levels of data-led decision making across all services. Corporate insight teams will cease to exist as that skill set will be present in all service areas. And new technology solutions will be seen as powerful enablers &ndash; but enablers only &ndash; of repeatable and scalable experiments and successes with data.</li> <li>...use connected devices to create real time data flows that enables &lsquo;right here, right now&rsquo; changes to service activity which, when combined with the above re data-savvy managers, create more efficient and tailored services. For example, in social care, devices in homes will enable carers and social workers to tailor care provision by the hour. And, otherwise dispersed social workers will be able to collaborate to drive productivity (like this:</li> <li> collaboration across partners via the creation of data sharing environments that enable co-design and human-centred service creation across organisational boundaries. This will give councils, charities, community groups and suppliers new ways to tackle complex problems like homelessness, child early intervention and fly-tipping</li> <li>...give individuals control over their own data and work with them and their data to make them connected and resilient. This will enable better advocacy, more informed care decisions and more user engagement, amongst many more.</li> <li>...understand individual and group behaviours so well, through insight and experimentation, that pre-emptive interventions can be successfully deployed well in advance of crisis or escalation. This is as applicable to identifying and supporting more foster carers as it is to improving recycling rates or preventing household financial crises.</li> </ul><p>Councils with the confidence to drive value from the use of data will keep up and thrive. Using insight to drive service design and collaborating more confidently and effectively will allow these councils to achieve results for their communities. The challenge that the Council of the Future will master is developing and embedding this savvy in the core of their - and their partners&rsquo; - behaviours.</p> Guest blog: Digital 3.0 – The future of AI in local government Wed, 05 Dec 2018 09:30:00 +0000 CRM Sync Guest blog by John McMahon Product Director at IEG4 as part of our #CounciloftheFuture campaign week <p>When it comes to the next generation of digital solutions for local government, providing predictive, proactive and personalised information will be key. You could call this the &lsquo;three Ps&rsquo; for short or put simply, Digital 3.0. The outcome? A better customer experience and a reduced workload on the Council. But what do we mean by predictive, proactive and personalised?</p> <p>After installing the iOS 12 beta this summer, I saw a noti&#64257;cation alerting me that I should call into a conference call in 12 minutes. Whilst this in itself was not unusual, the fact that the call wasn&rsquo;t in my calendar was. Puzzled, I skimmed through my emails and could see that there was one where I had been asked to join a call but I hadn&rsquo;t been sent a meeting invite. Using AI to scan my emails, my phone had predicted that I might want to join this call. There was more to come. When I clicked the aforementioned noti&#64257;cation, it dialled the number and inputted the obligatory eight-digit pin and # symbol too. My mind was blown.</p> <p>It got me thinking. How could we use a similar, intelligent (predictive, proactive and personalised) approach to improve the service that councils provide?</p> <p>Councils spend a massive amount of time dealing with enquiries about waste management, and, in particular, missed bins. Our council customers have a digital missed bin service that is fully integrated into their waste management system and in-cab lorry technologies. The integration is such that, in response to a customer enquiry chasing a collection, it will automatically communicate back to them that there is no need to report anything further as the `the lorry is on the way&rsquo; or `your bins are collected on Tuesdays not Mondays&rsquo;. This eliminates any further action on the part of the customer. In a similar way that a customer reports a missed bin or a non-collection, the council is able to respond that the customer is late in reporting this and would recommend a recycling centre for their waste disposal or, where relevant, notify the customer that non-collection was due to contaminated waste.</p> <p>These are all proactive responses designed to both prevent unnecessary jobs being created and provide the customer with personalised and informative messaging. The missing element of the three Ps, is the predictive one.</p> <p>To be predictive &ndash; and to accurately define what a customer might need information on before they ask - one needs to leverage data held as well as, crucially, insights about the past activities of a citizen. We would propose that a Digital 3.0 service, in this use case, should have access to a customer&rsquo;s waste reporting history, understand any messaging previously provided, understand whether the postcode has its bins collected later than usual and understand the geolocation of any bin lorry at any given time.</p> <p>Using this data as a whole, an enhanced service would remind customers who regularly report missed bins, or who put out their bins late, that collection is the following day, guide customers who have previously reported bins or have contaminated waste through a chatbot conversation/website to ensure re-education of the waste system and, finally, personalise the website or citizen account with specific details to that household which show their collection days, location of bin lorry in live time and location of waste recycling centres near to them.</p> <p>This is now a predictive, proactive and personalised service which would provide something like this on a council&rsquo;s website:</p> <p>Managing missed bin reports is costly from both an administrative and operational perspective and these predictive measures ensure that, not only are e&#64259;ciencies generated, but the citizen is more engaged with, and, ultimately, has a better UX.</p> <p>This is just one example of how we can use Digital 3.0 to enhance council services to provide efficiencies as well as a better customer experience.</p> Guest blog: 46% of UK Councils using out of date server software Wed, 05 Dec 2018 09:00:00 +0000 CRM Sync Guest blog by Matthew Olney, Content Manager at XQ Cyber as part of our #CounciloftheFuture campaign week <p>The impact is that affected councils are unduly exposed to cyber threats compared with those using supported software.</p> <p>A <a href=";pmtitle=Freedom%20of%20Information%20requests%20reveal%20nearly%20half%20of%20English%20councils%20are%20still%20using%20unsupported%20server%20software">Freedom of Information request, made by COMPAREX UK</a>, showed that 46% of councils across the country are still using one or more of Windows Server 2000, Windows Server 2003 or Microsoft SQL Server 2005. All of which are no longer supported by Microsoft and not receiving security patches.</p> <p>The resulting security holes &ndash; &ldquo;vulnerabilities&rdquo; &ndash; could potentially be exploited by attackers to gain access to councils&rsquo; data.</p> <p><strong>Best Practice</strong></p> <p>The cyber threat is always evolving and growing, but the use of such outdated software is an unnecessary risk and councils have had plenty of warning over the risks they face.</p> <p>This news that so many councils continue to use outdated software highlights the need for an urgent shift in mindset. They need to stop wondering if a cyber incident will impact them and accept that it&rsquo;s more likely a case of when.</p> <p>Hacking has become easier than ever thanks to the release of mass-produced exploitation kits that are readily available to anyone with a Tor browser, access to the Dark Web and some bitcoins. But as with most criminals, hackers prefer easy targets. The chances are high that if you have some basic security software installed and have kept your machine up to date with the latest patches, a hacker will pass you by as they seek out easier prey. The same rules apply online as well as offline. Make yourself an easy target, and you will become a victim.</p> <p><strong>How to stay up to date</strong></p> <p>We know that council budgets have been under strain the past few years due to cutbacks but that doesn&rsquo;t really excuse them using such out of date software. Staying up to date and keeping the wealth of sensitive data they hold secure needs to be a priority.</p> <p>Upgrading to the latest software is just one part of the puzzle when it comes to staying secure, however. Effective patch management also needs to be introduced as well as an incident response plan and staff training.</p> <p>New automated security services such as XQ Cyber&rsquo;s <a href="">CyberScore&trade;</a> can assist with this.</p> Guest blog: Cyber Resilience around a data integrated smart city Wed, 05 Dec 2018 08:45:00 +0000 CRM Sync Guest blog by James Corcoran, Recruitment Manager at Sanderson as part of our #CounciloftheFuture <p>Change, the very essence that drives our economy, society, technological assets and day-to-day life. We are becoming further developed, growing exponentially and life expectancy is reaching new heights. As citizens become more demanding and material driven, alongside complex change, and scarcity of resources, the need for improved, highly efficient public services puts us in a position of strain.</p> <p>Councils are now aware of the need for adaptation in our cities, the development of smart cities and data integrated public services is the key to an efficient, functioning society. With the benefit of Internet of Things (IoT) generated data, cities now have the opportunity to improve monitoring and management of public services, through a connected infrastructure. Preventing crimes, preventing traffic accidents, building health solutions around a real-time information system, and developing communication between councils, government, businesses, and citizens.</p> <p>Using Bristol as an example, and the joint venture &lsquo;Bristol is Open&rsquo;, between Bristol City Council and the University of Bristol. Funded by government, academic research, and the private sector, the initiative is to develop a smart city through the contribution of delivery, in research and strategy. &lsquo;Bristol is Open&rsquo; with the collaboration of industry, universities, governments, and communities aims to create an open programmable city. Operating on a Software Defined Network (SDN) that uses Network Function Virtualization, allows individual tech companies to run multiple projects at the same time, on the same network without interfering with one another. Alongside a developing 5G data network, an IoT mesh network and machine-to-machine (M2M) communications the openness and connectivity with society will be faster, process more data, and cover a wider area allowing for the development of new technologies that will aid efficiency and create opportunities within the public sector.</p> <p>One example of what the future looks like within data integrated public services could involve further development of Telecare. Issues around healthcare, obesity, and an ever aging population worsen as resources become scarce, especially from a labour perspective. Integrating data and sensory technology could be the solution, resulting in saving lives and reducing healthcare costs within the NHS. Constructive research has been carried out by SPHERE towards development of sensory technologies, brought into an open world environment, using data on an open platform, we will soon be able to track whether someone is about to have a stroke or heart attack in the middle of nowhere and get an air ambulance to their location in quick response.</p> <p>However, data integration will encounter issues of trust and cyber threat, so steps of prevention need to be taken to resolve any issues. Education and knowledge around the subject area needs to be developed, if people have an understanding of what is being done with the data they give, how certain technologies work, and how data is protected they will develop a level of trust, resulting in the spread of data. Connectivity equals Trust.</p> <p>Business involvement is necessary for the future proofing of specialised cyber professionals, through investment. For example, part of Bristol City Council&rsquo;s Resilience Strategy includes Young Future Bristol, equipping young people from all backgrounds with the digital skills necessary for the future job market. When it comes to cyber resilience and security, data is protected by Councils, government and National security.</p> <p>Recruitment of Software Architects, Software developers, APP developers, Automation Testers, Infrastructure engineers, and Project managers are required for the process, within cyber security. Without these professionals, society&rsquo;s data is at threat and without inward investment and future planning, our future talent pool is at threat.</p> Guest blog: The future of shared communications for the public sector Wed, 05 Dec 2018 08:45:00 +0000 CRM Sync Guest blog by Andy Lilly Director and Co-Founder of Armour Communications as part of our #CounciloftheFuture campaign week <p><strong>The future of shared communications for the public sector</strong></p> <p>The complexity of services provided by the public sector has grown substantially and with it, so too has the requirement to safeguard sensitive citizen information that may need to be shared across services.</p> <p>The local governments of the future will be lean, agile and data-driven. Siloed services will be replaced with multi-agency teams that form around specific local challenges. Joined up services will require interactive platforms that connect users and enable the seamless, secure sharing of data from any location, on any device. However, trust relies on the implicit belief that information shared is secure and the plethora of consumer grade apps that have found their way into common usage, such as WhatsApp, can&rsquo;t provide this assurance.</p> <p>&nbsp;</p> <p><strong>Not all applications are created equally</strong></p> <p>Social media apps that were intended to be used for personal messaging between friends and family have infiltrated the workplace by stealth with employees now using them for business communications. The overriding issue with WhatsApp and any other free social media app is that there will always be a question over where data is held and who has access to it. It is totally out of the control of the user.</p> <p>Following the EU General Data Protection Regulation (GDPR) that came into force on 25 May 2018, organisations can find themselves implicated in data losses caused by apps despite not sanctioning their usage. GDPR governs how every organisation treats the personal information it has collated and how it is processed, shared and stored. Any security breaches resulting in a data leak could incur a fine and reputational damage and the Information Commissioners Office (ICO) has shown that it is willing to sanction public sector organisations as well as businesses.</p> <p>&nbsp;</p> <p><strong>Collaboration is the future</strong></p> <p>Collaboration across public sector agencies holds the key to enhancing productivity, saving money and delivering better outcomes for local residents and communities. To enable this, employees need the right tools to do the job.</p> <p>For any sensitive, official or team communications free social media apps should never be used. Instead, trusted groups of users should be able to communicate with each other via a pan-public-sector platform where the content remains confidential and secure. At the same time, the solution should be easy to use, with security baked in, removing the security burden from the user and ensuring that information is not put at risk.</p> <p>Solutions like this are already in use by Central Government and are being piloted by some police forces and NHS Trusts. The cloud-based secure communications platform enables groups of white-listed users to talk to trusted colleagues, use chat groups and exchange attachments, conduct video conferences, make calls to and from desk-phones, and business applications such as Skype for Business. A pan-police community is already being built, similar to one in existence for central Government departments. The police forces, NHS</p> <p>Trusts and government departments taking part, are able to use the same modern everyday communications features that users have come to expect, but from a much more secure footing, with better control of the data and meta data.</p> <p>- Andy Lilly, Director and co-founder of Armour Communications.</p> <p>&nbsp;</p> <p>About Andy Lilly</p> <p>Andy Lilly is Director and Co-Founder of Armour Communications. He has a proven track record of delivering challenging, leading-edge research and development solutions into global markets, having held leadership positions at multi-national organisations as well as VC-funded start-ups. Andy has been instrumental in delivering military-grade secure communications systems as well as solutions suitable for use in commercial environments for over 25 years.</p> <p>For more information about secure collaboration platforms from Armour Comms visit:, call: +44 (0)20 36 37 38 01, email:</p> Guest blog:#CounciloftheFuture must be resilient against Cyber threats Wed, 05 Dec 2018 08:30:00 +0000 CRM Sync Guest blog by Helen Reeves, Adviser – Cyber Security at Local Government Association as part of our #CounciloftheFuture campaign week <p>The council of the future must prepare itself for the likelihood that a cyber-attack will occur: a case of &lsquo;when not if&rsquo;. Councils are already well rehearsed in responding to traditional risks like fires, floods and extreme weather conditions, as well as responding to crises like mass market or provider failure or terrorist incidents.</p> <p>The new landscape of industrialised cyber threat, however, poses a new challenge. Whilst there is much good practice to take note of, it won&rsquo;t be good enough to simply have the basic technologies in place to try to prevent an attack, and to leave this to the IT team to manage. A modern organisation will need to embed awareness of cyber security across the organisation, to ensure all staff understand basic cyber hygiene and know to spot the risks. And there will need to be preparedness, across the organisation, to respond and to recover from a major cyber incident when it occurs.</p> <p>Does the organisation know how to cope without access to its IT systems? Without being able to communicate by email? And do colleagues know how to minimise the damage of an attack, and which systems to restore first? Are files and systems routinely backed up and tested?</p> <p>Cyber preparedness goes beyond good practice around data handling and sharing. The changes brought by the age of GDPR are important and timely, but they are not in themselves sufficient if an organisation is hit by a DDoS attack, or aggressive ransomware. The LGA has collected some case studies from councils who have already experienced such scenarios. A cyber incident can disrupt the running of essential services, as well as risking reputational damage for a council.</p> <p>When even large scale, household name companies &ndash; like Amazon or Google &ndash; are experiencing attack, we know the threat is real.</p> <p>Though no council was directly hit, the WannaCry attack which affected NHS systems in 2017, provided a stark illustration of the kind of impact a major cyber incident can have on the public sector. The cost to the public purse is estimated at &pound;92m. Hundreds of patients&rsquo; lives were affected.</p> <p>As a sector, those with criminal or hostile intent will continue to try to breach our security to steal the data we hold and/or damage our systems. The ability and complexity of attacks is increasing, and therefore so too are the measures we must take to remain resilient against them. This threat cannot be eliminated completely, but the risk can be greatly reduced to a level that allows us to continue to benefit from the huge opportunities that digital technology offers to public services. Mature cyber resilience can be a business enabler not a blocker.</p> <p>It is this context that, funded by the National Cyber Security Programme, the LGA has launched a programme of support for councils in England; working to improve the cyber resilience of our sector. As a first phase, we took stock of what councils were already doing in terms of their cyber security, and are now using this information to plan a programme of support for the sector, including an opportunity for councils to bid for funding or peer support, both individually and in partnership, to improve their cyber resilience.</p> <p>This programme provides a real opportunity to work with the sector to ensure the council of the future is ready and resilient</p> B of E publishes finding on ISO 20022 Tue, 04 Dec 2018 18:40:10 +0000 CRM Sync The Bank of England has released results of a consultation on the new payments messaging standard for the UK <p><strong>The major UK payments systems (CHAPS, Faster Payments, Bacs) are moving to the global messaging standard for payments, known as &lsquo;ISO 20022&rsquo;</strong>. The coordinated adoption of a single standard across UK payment systems will bring many benefits for payments providers, and for the businesses and households they serve. The design of the standard is consistent with that of many other countries and is a significant step forward in harmonisation, both domestically, and for cross-border payments.</p> <p>The Bank of England has published the <a href=";hash=A6A1D4189565E5B2B3CFE766B51043D041A7B215"><span style="color:#0000CD">results of its consultation</span></a>&nbsp;on ISO 20022, together with a <a href=";hash=ABB804E4B65A941DC2D55007D52949BF9149C709"><span style="color:#0000CD">press release</span></a>.&nbsp;There were over 70 responses to the consultation from a diverse range of stakeholders, The responses were largely supportive of the proposals in the consultation paper.&nbsp; In particular, there was broad consensus on:</p> <ul><li>introduction of&nbsp;the Common Credit Message (CCM), which aims to harmonise messaging across the UK&rsquo;s main interbank payment systems.&nbsp;</li> <li>support for how the CCM will be introduced for CHAPS payments, including when additional data, such as the use of Legal Entity Identifiers (LEI) for transactions between financial institutions, will become mandatory.</li> </ul><p>To realise the benefits of ISO 20022, a significant amount of change will need to be effected both across the payments industry and the businesses and individuals sending payments. For technology providers this could mean:</p> <ul><li>Financial Institutions and Payment Service Providers require technology changes</li> <li>Enriched data creates opportunities for innovation and new product development</li> <li>Opportunity for further innovation, such as APIs that can interface with the new message&nbsp;&nbsp;</li> </ul><p>Certain changes have been made to the proposals, to reflect industry feedback since the consultation was launched; these are explained in our response document and will be reflected as we move to implementation.</p> <p><a href=""><span style="color:#0000CD">Visit the Bank's website</span></a> for further information about the results of the consultation, the latest timeline for the migration to ISO 20022, and next steps for implementation.</p>Contact: <a href=""></a> The Mayor’s Economic Development Strategy for London Tue, 04 Dec 2018 15:10:34 +0000 CRM Sync techUK’s Georgina Maratheftisn looks at what the Strategy means for local public services <p>The Mayor of London launched the new <a href="">Economic Development Strategy</a> on the 29 November 2018 which outlines several aspirations for London to be a world-leading tech hub in various markets, initiatives to boost the digital economy and diversity in the tech sector as well as grow the GovTech market. It is a wide-reaching strategy covering everything from CleanTech to driving more inclusive innovation across London.</p> <p><strong>Innovation</strong></p> <p>The Mayor will work with the Chief Digital Officer, Theo Blackwell, and the Smart London Board to help secure London&rsquo;s position at the forefront of innovation in advanced urban services and &lsquo;smart cities&rsquo; and deliver <a href="">Smarter London Together.</a></p> <p>In the Strategy the Mayor asks that the London boroughs are open to trialling innovative tech, and use responsible procurement practices to purchase innovation from digital SMEs.</p> <p>The city will be a testbed for new ideas, applying data and technology-driven solutions to urban services to help address the biggest challenges London faces. He will support the creation of the &lsquo;GovTech&rsquo; incubators and accelerators to bring the best ideas in digital public services to market.</p> <p>An ask to businesses is to engage with the public sector to understand the challenges London is facing and innovate with data to identify solutions. This is an approach techUK is already taking, working with council to help them better articulate the problem and illustrate the art of the possible. We have held a session on <a href="">healthy ageing</a> and in the new year looking at <a href="">children services.</a></p> <p><strong>Data</strong></p> <p>The Strategy recognises that data and digital technologies are an increasingly vital component of London&rsquo;s economy and can be used to better plan and deliver public services, and support investment in better urban planning and infrastructure provision. The Mayor highlights that London and its boroughs need more explicit city data and technology policies to plan for and support London&rsquo;s growth.</p> <p>To ensure the data collected is of highest standard and also consistent the Mayor will help to develop common standards for data collection and digital platforms between public agencies. As a priority, the Mayor will launch challenges around data held by public organisations, co-invest with London boroughs in secure data sharing and applications and work to build trust with Londoners in data privacy and security. It states the Chief Digital Officer, will bring boroughs together to create common digital applications and services that can be built and shared, enabling significant savings.</p> <p><strong>Collaboration</strong></p> <p>A common theme throughout the Strategy is engaging with industry and the wider community in the delivery of the ambitions. Engaging with industry and academia to develop London&rsquo;s strengths in areas such as AI, virtual and augmented reality.</p> <p>&nbsp;</p> <p>Other key points and initiatives include:</p> <ul><li>Develop a digital inclusion strategy to help all Londoners benefit from digital technology</li> <li>Help small business take advantage of new technologies through an online portal offering small businesses sector-specific advice and guidance on new technologies, including how to start procuring and using them</li> <li>Helping to address the major healthcare challenges facing society by working with MedCity and industry to support collaboration and nuptake of products by the NHS</li> <li>engaging with industry and academia to develop London&rsquo;s strengths in areas such as AI, VR</li> <li>helping to ensure London has access to the tech talent it needs to grow;</li> </ul><p>&nbsp;</p> <p><strong>techUK&rsquo;s Head of Local Public Services commented:</strong></p> <p><em>&ldquo;The Strategy recognises the important role of tech in addressing the public service challenges London faces. We welcome the Mayor&rsquo;s continued commitment to bring the best ideas in digital public services to market and creating the environment for an open and level playing field for industry. These are all key areas techUK are looking at, and as such we look forward to working with the Mayor and the Chief Digital Officer to help articulate and solve the public service challenges facing London and create smart places where citizens want to live, work and thrive.&rdquo;</em></p> <p>&nbsp;</p>Contact: <a href=""></a> Guest blog: Emerging technologies will have an increasing role to play Tue, 04 Dec 2018 10:04:00 +0000 CRM Sync Miles Gabriel, Esri UK Lead on Smart Communities and Collaboration, discusses three capability areas that offer the potential for significant return-on-investment as part of our #CounciloftheFuture campaign week <p>Emerging technologies will have an increasing role to play within the &lsquo;Council of the Future&rsquo;.&nbsp; Miles Gabriel, <a href="">Esri UK Lead on Smart Communities and Collaboration</a>, discusses three capability areas that offer the potential for significant return-on-investment.</p> <p>_________</p> <p>Government will continue to define the statutory duties placed on Councils, but technology must play a significant role if these duties, and the aspirations of Council leaders and staff, are to be delivered successfully.</p> <p>MHCLG&rsquo;s Local Digital programme provides a useful proxy for understanding Council&rsquo;s digital aspirations.&nbsp; It is a &ldquo;&hellip;nation-wide movement to support the delivery of excellent digital local public services.&rdquo; In October this year the fund received 389 Expressions of Interest for collaborative projects from 171 organisations (~45% of English local authorities).&nbsp;</p> <p>What do these applications tell us about Council&rsquo;s aspirations for the future?</p> <p>&nbsp;</p> <p><strong><u>Open Data </u></strong></p> <p>Despite the large number of datasets published by government as Open Data, it is clear that more needs to be done, as highlighted in the 4th European Open Data Maturity Landscaping <a href="">report</a>.</p> <p>Over time Councils have become more proactive in their data publication, due in no small part to the Local Government Transparency Code.&nbsp; However, much of this data is published as static data tables or pdf documents buried in Council websites. &nbsp;The data is also often restricted to just that specified by the Code, i.e. salaries, expenditure, contracts and assets.</p> <p>To fulfil Open Data&rsquo;s promise of driving economic benefit, enhancing trust in government and supporting data-driven public services, Councils must publish data beyond that specified by the Code and in a more intelligent manner.&nbsp; Councils must embrace modern technology to provide data services, for example using language independent APIs or dashboards, that meet best practice guidance regarding reusability, discoverability and interoperability, as highlighted below:</p> <p><strong>Figure 1: United Nations Open SDG Data Hub</strong></p> <p><a href=""><img alt="" src="//" style="height:213px; width:150px"></a></p> <p>&nbsp;</p> <p><strong>Figure 2: Oil &amp; Gas Authority Petroleum Production Reporting System Spatial Dashboard</strong></p> <p><a href=""><img alt="" src="//" style="height:193px; width:150px"></a></p> <p>This technology further support Councils&rsquo; imminent challenge of ensuring that Open Data programmes are more sustainable by providing cost effective solutions integrated with internal data management tools to facilitate more efficient publication and automated data update that ensures data currency, as highlighted by <a href="">London Borough of Lambeth Open Data Portal case study.</a></p> <p>&nbsp;</p> <p><strong><u>Collaboration</u></strong></p> <p>Councils are often criticised for not sharing data, and &nbsp;collaborating more closely, with partner organisations such as fire, police, the NHS and communities, and their citizens.&nbsp; Naturally, this criticism occurs more fiercely when the lack of collaboration results in failure of the duty of care that Councils have for their citizens.</p> <p>Whilst the protection of confidential data is important, data can be shared where there is a need to do so.&nbsp; And technologies now exist to support this aspiration, as well as the resultant collaborative working, whether to better support vulnerable persons or data-driven public engagement on specific policy initiatives with citizens, as highlighted by the Plastic Free New Zealand initiative.</p> <p>Whether collaboration and secure data sharing is implemented directly by Councils, or via the growing number of Offices for Data Analytics(1), it is not optional and must be prioritised to enable the improved decision making that is available via machine learning and predictive analytics built upon more complete underlying data sets sourced from across public sector bodies.</p> <p><strong>Figure 3: Wellington Borough Council Plastic Free New Zealand Initiative</strong></p> <p><a href=""><img alt="" src="//" style="height:349px; width:150px"></a></p> <p>&nbsp;</p> <p><strong><u>Internet of Things</u></strong></p> <p>IoT sensors and connected devices have created significant excitement amongst Councils, and feature strongly within Local Digital Fund applications.&nbsp; Use cases for the real-time data available from such devices potentially scales the full breadth of Council services, from:</p> <ul><li>Smart bins that decrease collection frequency; to</li> <li>Intelligent street lighting that save energy; to</li> <li>On-demand buses (see <a href="">Transforming Cities Fund</a>); to</li> <li>Smart home devices to support independent living of elderly or vulnerable people.</li> </ul><p>Councils are already undertaking IoT proof of concepts, but many appear to be repeating the mistakes of the past by creating further data silos, albeit with a higher data frequency.&nbsp; Councils need to ensure that their <a href="">IoT platform</a>&nbsp;integrates their real-time data with their enterprise applications and business processes, for example data analytics and visualisation, to support decision making as shown in the Hong Kong City Dashboard:</p> <p><strong>Figure 4: Hong Kong City Dashboard</strong></p> <p><a href=""><img alt="" src="//" style="height:314px; width:500px"></a></p> <p>The power of location has a unique function within this approach, creating IoT data interoperability, such as:</p> <ul><li>integrating real-time air quality and parking sensor data to discourage parking in areas of high pollution by automated manipulation of live parking fees, or</li> <li>intelligent predictive route mapping to optimise collection of smart bin waste.</li> </ul><p>The three capability areas highlighted above will be core traits in defining the Council of the Future, a Council that is transparent and trusted by its citizens, collaborative and able to make high quality critical decisions at short notice based on the views of its partners and citizens, firm data science and real-time awareness of its assets and environment.</p> <p><!-- /--></p> <p>See the rest of this weeks' #CounciloftheFuture campaign week blogs&nbsp;<a href="">here</a></p> <p>&nbsp;</p> <p>Footnotes</p> <hr><p>1. London, Avon and Somerset, Essex, Worcestershire, West Midlands, Suffolk and Sheffield</p> <p><!--![endif]----></p> Guest blog: Wise Council - Commercialisation of Local Gov Services Tue, 04 Dec 2018 10:00:00 +0000 CRM Sync Guest blog by Nathaniel Konzon, Public Sector Specialist at Content Guru as part of our #CounciloftheFuture campaign week <p>In recent years, local government has faced a serious challenge: just as demographic changes have led to far greater demand on services, councils have experienced spending freezes and cuts. Forbidden to raise taxes, councils must find new, innovative solutions to increase revenue, and one opportunity comes in the form of commercialisation. By maximising the value derived from existing assets, councils can focus their budgets on the essential services that need it most. But how can local governments avoid the pitfalls in order to commercialise quickly, safely and effectively?</p> <p>For commercialisation to be a success, the offering needs to be right. Councils have fantastic potential for event hosting, advertising and business networking opportunities, but if they do not make these appealing to potential customers, the financial returns will be limited. This is why a user-centred approach to designing commercialised services is essential: 64% of people think customer experience is more important than price when choosing a brand. Logical, attractive websites are a must, and great customer engagement can supercharge a council&rsquo;s offering. This means implementing a system that can facilitate communications through any channel that a customer desires, and one that automates as many processes as possible.</p> <p>Another pitfall of moving to a part-commercialised model is the risk of overcomplication. Local governments are already incredibly varied organisations, and changes must be introduced without adding more layers of complexity. In order to avoid overwhelming staff and creating significant new management overheads, councils need to use a flexible technology solution that repurposes existing staff and systems for commercialisation while still underpinning core services. The closer councils can move to a versatile but unified system supporting all services, the greater the possible efficiency savings, especially if such a system gives administrators the power to edit processes on a day-to-day basis.</p> <p>There is a well-established model that councils can aim to emulate: that of the Business Process Outsourcer (BPO). BPOs have many different teams working under the same organisational and technological architecture, enabling the migration of workers from one contract to another with minimal disruption. By using systems with highly flexible reporting capabilities, administrators have the ability to oversee any service the BPO provides through metrics tailored specifically to that service. New contracts and services can be added effortlessly due to the highly customisable nature of the communication systems in place, allowing BPOs to support a huge range of functionality at a competitive rate. There is no reason why councils cannot also do this.</p> <p>If local governments embrace commercialisation, the benefits will not only be financial; there will also be the advantage derived from the transfer of ideas that it inspires. By having different work flows within a council, the overall organisation can learn from the different service arms, allowing a better culture for ideas and innovations to flourish. Non-statutory services like venue provisioning can offer space to experiment without the risk of compromising a core council service. This ability to trial concepts and determine indications of outcomes is an exciting consequence of a flexible, part-commercialised model.</p> <p>Commercialisation is an innovative and effective way to maximise council outcomes within existing budgets. By utilising the agile and comprehensive customer engagement systems already common in BPOs, councils will be able to leverage their assets &ndash; staff, venues, expertise &ndash; in a way that doesn&rsquo;t</p> <p>risk compromising the vital work that they already do. There is an opportunity to transform local government and bring it closer to the community than ever before: don&rsquo;t fail to seize it.</p> <p>See the rest of this weeks' #CounciloftheFuture campaign week blogs&nbsp;<a href="">here</a></p> Guest blog: Can immersive tech and gaming help elderly care? Tue, 04 Dec 2018 09:45:00 +0000 CRM Sync Guest blog by Craig Melson at techUK as part of our #CounciloftheFuture campaign week <p>Supporting an aging population is perhaps the greatest challenge facing local authorities and health authorities in the UK and beyond. Statistics from the ONS show 11.8 million people (18% of the population) are over 65 with 1.6 million over 85 (2% of the UK population). By 2066 the number of pensioners will double, with three times as many over 85s. All these people will need a variety of support, and overstretched councils are already spending 40% of their budgets on adult social care. In this blog, we look at how immersive tech and digital devices can help alleviate some of the pressures faced by authorities and improve the wellbeing and health of this aging population.</p> <p>Virtual Reality (VR) has really come to the fore, creating new worlds and being transformative in so many ways. The ability of immersive tech to build new flourishing communities is seen as a growing solution to elderly care and should be considered now the hardware has become cheaper, increasingly standalone and with more specialist software. This tech is a lot more accessible for CCGs and councils than even two years ago with some excellent projects to take inspiration from.</p> <p>The links between loneliness and social isolation with wider health risks is well known, so addressing this inspired Microsoft Research Fellow Dr Steven Baker to develop a new VR platform. The platform allows elderly people to create avatars in a shared community space and cannot replace family and social services support, but helps people connect and talk to each other &ndash; especially vital if the user has impaired mobility. Another project we were proud to have at our VR conference back in February is The WAYBACK, a VR experience that helps dementia patients relive fond memories. The project has won awards and has even spawned a new medical term - Virtual Reality Reminiscence Therapy. Memory and &lsquo;brain training&rsquo; games are also showing promise too with a partnership between London Councils and Peterborough Council showing how a specialist app &lsquo;MyCognition&rsquo; can improve cognitive awareness, helping keep people in their homes for longer. As well as addressing isolation and dementia, VR and gaming has been used more and more to keep elderly people active and stimulated, which improves mental wellbeing and avoids the inertia that increases the risk of falls and dependency on home visits. A trial in Scotland saw Nintendo Wii Fits given to a group of patients over 70 to help improve their balance and encourage more physical activity. The study showed those using the device regularly were at a lower risk of a fall, a result supported by an Australia study where Wii&rsquo;s were given to a group of elderly Parkinson&rsquo;s sufferers. Compared to more mundane physiotherapy derived exercises, the authors believed that the easy to use interface and &lsquo;fun&rsquo; activities improved compliance, with exercises not seen a chore. Nintendo Wiis are quite old tech now, so we&rsquo;re seeing newer VR based devices building on these services.</p> <p>Overall the evidence base is there that immersive technology and gaming can have positive roles and help deliver better outcomes. Tech cannot replace strong social networks, the need for well-funded services or stave off the big decisions we need to take on reforming (and paying for) adult social care, but if it can help improve the wellbeing of those who rely on local authorities, a council of the future should really examine the opportunity presented by these technologies.</p> <p>See the rest of this weeks' #CounciloftheFuture campaign week blogs&nbsp;<a href="">here</a></p> Guest blog: The future of chatbots in local councils Tue, 04 Dec 2018 09:45:00 +0000 CRM Sync Guest blog by John McMahon, Product Director at IEG4 as part of our #CounciloftheFuture campaign week <p>Now is the moment we can make a leap forward. Because the technology of now is AI &ndash; artificial, or augmented, intelligence. And the key to the leap is that AI can learn, and you can be its teacher.</p> <p>The AI branch I&rsquo;m most excited about is the use of chatbots. Chatbots will massively increase the relevance of local councils to the average millennial. Conversational user experiences, like those in Facebook Messenger, are going to explode in a vast array of use cases and markets, because they can provide the ultimate user experience and breakdown barriers of accessibility. To provide some context, as previously stated - you can now order a taxi with Lyft or pizza from Pizza Hut without leaving the comfort of Facebook Messenger. Generation Y love this, and importantly, will come to expect it from any service.</p> <p>There is clearly a difference between the hundreds of services councils offer and the variety of toppings one can order on their pizza. But councils already have the knowledge base to power a chatbot capable of answering even the most obscure of queries. This is because they know: why people call; which services are most commonly called; and how to respond to questions and/or how to direct them to services.</p> <p>We believe that a chatbot needs to be an extension of an existing digital platform that plugs in to, and integrates with, existing services before it can truly be considered as &ldquo;intelligent&rdquo;.</p> <p>A chatbot should, of course, be able to answer simple questions, but it should also be able to answer the top 20 questions per council department (even the hard ones); authenticate the customer prior to providing answers; take payments and support media i.e. photos related to a process or report.</p> <p>It should also be able to recognise language nuances and pre-empt what might be asked next, learning from each interaction as it goes. And, the customer&rsquo;s personal information should be integrated to allow for greater personalisation of services and predictive forecasting.</p> <p>We&rsquo;ve established that there are 200+ questions posed frequently to local government organisations. Using Microsoft&rsquo;s Bot Framework, we have created a chatbot, or Virtual Call Agent (VCA), as Gartner calls them, that will instantly learn council&rsquo;s existing FAQs for every department. Importantly, this VCA will learn any new questions that are added, and can also be taught nuances, (which makes them smarter), by service users (not IT).</p> <p>For example, say you have a question &ldquo;When will I be paid my benefit?&rdquo;, you could add nuanced versions of this such as &ldquo;When is my landlord getting their money?&rdquo; or &ldquo;Will my benefit money be paid soon?&rdquo;. Each of the examples will return the same answer &ndash; making the AI &lsquo;smarter&rsquo;.</p> <p>Technologies like Microsoft&rsquo;s Bot Framework means the Virtual Call Agent can be deployed through Web Chat, Facebook Messenger, Skype and Cortana. This adds a whole suite of digital channels that</p> <p>don&rsquo;t require a citizen to open an internet browser &ndash; an area yet to be exploited by local authorities, but one loved by millennials.</p> <p>Conversational interfaces are at a relatively embryonic stage but they will quickly evolve to be able to take council tax payments, and become the new medium for completion of simple online forms through basic questions and answers. They will also be able to provide citizens with progress updates on service requests.</p> <p>&nbsp;</p> <p><strong>Author Info:</strong></p> <p>Twitter Handle: @BigMcDigital</p> <p></p> <p>See the rest of this weeks' #CounciloftheFuture campaign week blogs <a href="">here</a></p> Guest blog: Council of the Future - Efficient, Effective and Engaged Tue, 04 Dec 2018 08:30:00 +0000 CRM Sync Guest Blog: Ricky Morton, Director - 12 Pillars, currently advising the London Borough of Newham, muses on the #CounciloftheFuture <p>The council of the future will be efficient, effective and engaged. It will be innovative, insightful and inclusive. And it will be open, smart and all about commitment, community and collaboration.</p> <p>It will have to be.</p> <p>We face rising demand with limited resources. People expect the same quality of service from their council as they do in other areas of life. Services are increasingly migrating online to be constantly available and accessible from anywhere, anytime, on any device.</p> <p>To transform the relationship between our communities and the council, to put more power in the hands of citizens, to be more responsive to their needs and to work with them to define and achieve the outcomes they want, we must change our organisations to reflect our society and our times.</p> <p>Local authorities on the front-line of delivering public services will use digital, data and technology innovation coupled with smart city approaches to make their boroughs safer, their organisations more responsive and approachable, and to help healthier and happier residents live in more sustainable and attractive environments.</p> <p>Being Digital will inform the entre service landscape, from policy, through process and people, to the platform for delivery, and help us achieve better outcomes. We will deliver our A to Z of services - from Abandoned Shopping Trolleys to Zoo Licences &ndash; smarter, faster, better, and at reduced cost. We will reach beyond our traditional boundaries, embrace innovation and harness new opportunities. And the techniques and technologies of the Internet age offer us greater opportunities than ever before to bring government to the people and people into the process of government.</p> <p><strong>Our communities</strong></p> <p>We will listen to our residents, businesses and partners, and put people at the heart of everything we do. We will focus on improving outcomes, on using our wealth of data to design predictive and preventative services, on helping people help themselves, on improving the customer experience, and on increasing visibility and accountability through digital democracy and participatory approaches. And we will make digital the channel of choice through collaborative design, while always providing mediated access to our services for those who need support.</p> <p><strong>Our Place</strong></p> <p>We will listen to our landscape, by equipping our environment to take part in the civic conversation through intelligent use of the Internet of Things. We will focus on building Place as a Platform for ambition and aspiration, embedding Digital innovation, connectivity infrastructure and data into the fabric of our boroughs as engines of change to drive economic growth, enable public service reform, deliver sustainable solutions and engage and empower our communities. And we will embed smart city approaches to planning, transport, housing, waste, energy to better manage and sustain our environment.</p> <p><strong>Our council</strong></p> <p>We will listen to our staff, and reimagine our councils to make them efficient, effective and engaged. We will be digitally mature, equipping and empowering our workforces with the right tools and</p> <p>information to do their jobs, with smarter ways of working freeing staff to work from anywhere. We will embrace emerging technologies such as blockchain, Robotic Process Automation (RPA) and Artificial Intelligence (AI) to remove inefficiencies from the system and let staff focus on adding value. And we will share our information with partners across Health, Housing, Justice, Education and the not-for-profit sector to help us deliver outcomes for the community rather than simply delivering services.</p> <p><strong>The council of the future</strong></p> <p>The council of the future will be lean, agile and evidence-driven, and it will put people firmly at the heart of everything it does.</p> <p>See the rest of this weeks' #CounciloftheFuture campaign week blogs <a href="">here</a></p> Guest blog: The Homelessness Reduction Act & Future of Homelessness Tue, 04 Dec 2018 08:15:00 +0000 CRM Sync Guest blog by Olivia Iannelli, Research Analyst at Trilateral Research Ltd as part of our #CounciloftheFuture campaign week <p>At Trilateral Research our efforts are placed on using a multidisciplinary approach, of data science and social science, to support decision-makers to optimise their data, enabling effective and efficient decision-making in a responsible manner. Such an approach is instrumental when seeking to develop appropriate strategies to support vulnerable people. According to the recently updated UN General Comment 36 on the Right to Life: &ldquo;The duty to protect life also implies that States parties should take appropriate measures to address the general conditions in society that may eventually give rise to direct threats to life or prevent individuals from enjoying their right to life with&rdquo; These general conditions may include homelessness.</p> <p>Homelessness has become the subject of increased media and political attention in the UK and the conservative government has promised it will eliminate rough sleeping entirely by 2027. It is estimated that 4,751 were sleeping rough on any one night in 2017 and the &ldquo;number of households in temporary accommodation in England rose by 4 per cent during the year to 78,930.&rdquo; Although staggering, these figures do not illustrate the larger problem, as they do not take into account &ldquo;hidden homelessness&rdquo; where people are staying with friends or families or &lsquo;couch surfing&rsquo;. The government first passed the homeless persons act in 1977. Despite this legislation being limited in its scope and protection measures, it has not been updated until recently. 40 years later, on 3 April 2018 the Homelessness Reduction Act (HRA) came into force. This act made significant changes to existing legislation, placing a lot more responsibility on Local Authorities to ensure a focus on early prevention and to relieve homelessness. Most notably, it encouraged a &ldquo;culture shift&rdquo; within local authorities, in which the onus was put on &ldquo;helping everybody, even if it&rsquo;s just signposting&rdquo; rather than ticking boxes. It is early days to truly understand what changes the act has made, however, the think tank the Local Government Information Unit (LGiU) has launched the Homelessness Commission (LGHC) which will undertake a year-long investigation to develop strong practical recommendations for councils to tackle homelessness.</p> <p>The act at a glance:</p> <ul><li>The prevention duty, once triggered will continue for 56 rather than 28 days. After this the relief duty is an additional 56 days but will likely get extended.</li> <li>Councils are required to deliver services to everyone who is at risk of becoming homeless. This ensures that single people who were not necessarily considered &ldquo;priority need&rdquo; such as families with children and those who are vulnerable, under the old legislation, will be accounted for and protected.</li> <li>A tailored assessment and housing plan will have to be undertaken to ensure all everything is considered from necessary housing requirements to tackling the root causes of homelessness of the individual.</li> </ul><p>Although the act is a welcome development, this legislation alone, cannot remove homelessness entirely. Nor can applications and technological initiatives such as the Street link App or Next Meal. In order to truly eradicate homelessness, a more radical approach to address its root causes is required. This is particularly difficult, as there are misconceptions with regard to what the drivers of homelessness are and thus its causes. Often practitioners in the field consider the reasons behind homelessness to be extremely subjective and complex. They believe that the experience of &ldquo;homelessness is fairly randomly distributed across the population, and that its causes are largely unfathomable, and that attempts at prediction and prevention are doomed to failure.&rdquo; Under this deliberation, a set of indicators would be impossible to generate. However, Crisis&rsquo; report published in August 2017 attempts to do just this, by seeking to understand the drivers of homelessness in its different forms. Within the report, Crisis outlines poverty as the most important driver of homelessness alongside, the availability and affordability of different forms of potentially accessible housing, the use of unsuitable temporary accommodation, age, household composition, type of urban location, general housing market affordability as well as complex needs and offending rates.</p> <p>In the fight against homelessness it is therefore important to successfully identify these indicators outlined. Once done so, local authorities may gain greater insights into the individual and his/her situation and thus, improve early prevention. Accessibility to data, is key to achieving this.</p> <p>At Trilateral Research we believe we should use data science, in conjunction with social science research to improve our understanding of the factors leading to homelessness and the existing links between these, through better gathering and analysis of data. This will enable the development of predictive tools and models which will help detect and prevent future homelessness. These may not cover everyone, but, by reaching a significant number early on, decision-makers can focus on more complex cases with more ease.</p> <p>However, local authorities struggle with tracking all of the information which comes with homelessness and have significant data-management and organisational challenges. Often, they also lack the software infrastructure needed to handle the volume of this data and local authorities often do not to share data, resulting in various data gaps. These challenges have only increased with the implementation of the General Data Protection Regulation.</p> <p>This is precisely where Trilateral Research is able to support local authorities and other partners involved in preventing homelessness. Trilateral has worked with the police and local authorities to build models to protect vulnerable people. This includes a model to identify areas where deaths by suicide are likely to be high and machine learning algorithms to identify young offenders most at risk of serious youth violence, child sexual exploitation, the drug trade and going missing. Theses advanced data insights are helping to improve and optimise the delivery of public services under a constrained budget, whilst simultaneously reducing the risk of harm to some of the most vulnerable in society. In light of this, we are reaching out to work alongside Local Authorities in order to ensure data is being used correctly, in compliance with GDPR, as well as in an optimum fashion to guarantee the best solutions to prevent the occurrence of homelessness.</p> <p>See the rest of this weeks' #CounciloftheFuture campaign week blogs <a href="">here</a></p> Digital on the world stage Mon, 03 Dec 2018 13:52:08 +0000 CRM Sync Policy Manager Thomas Goldsmith looks at the G20 Leaders' Meeting. <p><img alt="" src="//" style="float:right; height:211px; width:330px">This weekend saw the heads of government of the 20 largest economies in the world descend on Buenos Aires for the G20 Leaders&rsquo; Meeting. Usually one of the highlights on the international calendar, this year has been overshadowed by a developing trade war between the US and China, a conflict could potentially have <a href="">serious consequences for the tech sector</a> with emerging technologies firmly in the line of fire for future tariffs. Nevertheless, the <a href="">G20</a> still marks an important forum for shaping the direction of global affairs, especially as together it represents 85 per cent of global economic output and 75 per cent of international trade. It is encouraging then to see that digital issues feature prominently in <a href="">the Leaders&rsquo; declaration</a>.</p> <p>In a global environment that is facing many challenges and disagreements, forums like the G20 offer the welcome prospect of dialogue. One shared challenge is around the future of work. For every country across the world, digital transformation is rapidly changing the workplace and governments need to swiftly adapt to ensure that citizens have the skills to meet a changed world. To address this, the G20 has developed a <a href="">Menu of Policy Options for the Future of Work</a>, designed to best harness technology to strengthen economies and support individuals. Blueprints like this are useful tools for governments to ensure that they are not working at cross purposes and can build positive policy agendas on this crucial issue.</p> <p>Another tool has come out of the G20 this year to support digital transformation &ndash; the <a href="">G20 Repository of Digital Policies</a>. Designed to be a platform to support policymakers in the design and implementation of evidence-based digitalisation policies, this will help states share best practice and it can only be hoped that the UK will be both an active contributor in sharing its successes and learning from others where it can do more.</p> <p>Inclusion is another key theme that has emerged from the Leaders meeting. Countries have committed to the development of women and girls&rsquo; digital skills and increasing their participation in STEM and high-tech sectors. This is extremely welcome &ndash; and a key priority for techUK&rsquo;s own work through our <a href="">Skills, Talent and Diversity programme</a>.</p> <p>Leaders also committed to a G20 Financial Inclusion Policy Guide, providing policy recommendations to facilitate digital financial services. One of the key takeaways from techUK&rsquo;s participation at the WTO&rsquo;s Public Forum was the importance of financial inclusion to bridging the digital divide &ndash; as <a href="">I wrote about in my WTO Diary</a>. Getting global rules on digital trade right to ensure that tech can best support strategies to get people online and using digital tools to manage their finances is an important priority in a world seeing greater digital protection.</p> <p>This is ever more important, and ever more challenging, as the multilateral trading system comes under attack. Businesses remain highly supportive of the WTO and the stability it has brought to world trade. It is then crucial that agreement can be reached on how to reform it to make it fit for the modern economy. While the progress of talks on digital trade there is welcome &ndash; the lack of progress over 20 years since an ecommerce discussion first kicked off is a startling reminder of the weaknesses of the current system. The G20 leaders&rsquo; commitment to support the necessary reform of the WTO is an important statement that will need to be followed up by real action.</p> <p>Ultimately, this is the real test of the G20. After having <a href="">failed to deliver on headline commitments before</a>, there is pressure to show the grouping is more than a talking shop. The raft of initiatives in digital areas emerging from Buenos Aires mark the ideal opportunity to do this. Digitalisation and technological change both bring global opportunities and global challenges. The G20 is potentially the perfect forum to tackle these and ensure the globe is making the most of this transformation. Hopefully this time next year will provide the change to reflect on promises fulfilled.</p> <p>&nbsp;</p> <p><em>Image: G20 Argentina&nbsp;(CC BY 2.0)&nbsp;</em></p>Contact: <a href=""></a> NHS Digital Academy – mentoring opportunity for industry leaders Mon, 03 Dec 2018 13:25:33 +0000 CRM Sync Opportunity for techUK members to mentor the next generation of digital leaders in health and social care <p>techUK is supporting the NHS Digital Academy to find suitable mentors from industry to mentor individuals from the first cohort of the NHS Digital Academy. This is a great opportunity for techUK members to share their knowledge and experience with the next generation of digital leaders in health and social care.</p> <h3>techUK partnership with the NHS Digital Academy</h3> <p>techUK has recently signed a partnership agreement with the NHS Digital Academy to build trust and foster positive relationships between industry and the Academy cohort by creating a common understanding of shared goals and priorities. techUK and the Academy will work together on the goal of a digital ready workforce and the partnership aims to help propel the digital transformation of health and social care in the UK.</p> <h3>The need for mentors from industry</h3> <p>The first cohort of the NHS Digital Academy is well over half way and things are going very well. Over the last few months the Academy has identified a gap in some participants&rsquo; capability and/or confidence which they believe could be supported by an appropriate mentor. Additionally, a number of participants have actively approached the Academy asking if they can arrange a mentor. As such, the Academy is in the process of establishing a mentoring scheme and is looking for mentors from industry.</p> <p>Despite current participants coming to the end of the programme, we envisage the mentoring relationship sustaining their development and growth as a digital leader well beyond the end of the programme in April. The mentoring programme will be introduced during the residential at the end of January 2019. After the residential, mentors may expect to be contacted by prospective mentees.</p> <p><strong>We would like to stress that this is not to be seen as a sales opportunity for industry, but rather an opportunity to build relationships and trust between the NHS and industry.</strong> Mentoring provides the mentee with an opportunity to think about difficult work issues from different perspectives. A mentor should help the mentee to believe in themselves and boost their confidence. A mentor should ask questions and challenge, while providing guidance and encouragement. As well as helping the mentee develop and advance their career, the mentor can build on their own skills and gain new understanding from the partnership.</p> <p>The mentoring scheme proposed by the Academy will be light-touch, participant-driven and self-managed. There is no compulsion for all of the 104 participants to have a mentor but this will be encouraged.</p> <h3>How to sign up as a mentor</h3> <p>As a valued Industry Partner who may or may not have been involved to date, we ask you to consider identifying <strong>up to three senior executives</strong> from your organisation who have mentoring skills and are able to encourage different thinking about the digital challenges that participants face. See the addendum for more information about the NHS Digital Academy and mentoring in general so that you can identify the most appropriate people/person.</p> <p>If you are willing to participate, I would be grateful if you could <strong>send through the following information</strong> by listing each of the people/person that you have identified, adding up to two sentences on the key skills that participants can expect from the person identified. This will allow participants to make an initial contact with a potential mentor in the knowledge that they will know something (definitely not everything) about the mentor in advance. Please send to Kate Francis: <a href=""></a></p> <p>Name:</p> <p>Job title:</p> <p>Company:</p> <p>Contact details:</p> <p>Skills: Up to two sentences on the key skills that participants can expect from the mentor</p> <p>Thank you in advance for your support.</p> <h3>Addendum</h3> <p><strong>About the NHS Digital Academy</strong></p> <p>In order to understand more about the programme, which is accredited at a Post Graduate Diploma level (Digital Health Leadership) by Imperial College London, please see <a href="" target="_blank">this&nbsp;short summary</a>.</p> <p><strong>The NHS Digital Academy Mentoring Programme: Guidance for Participants</strong></p> <p>What is Mentoring?</p> <p>"Mentoring is to support and encourage people to manage their own learning in order that they may maximise their potential, develop their skills, improve their performance and become the person they want to be."&nbsp;Eric Parsloe, The Oxford School of Coaching &amp; Mentoring</p> <p>It is a partnership between two people (mentor and mentee) normally working in a similar field or sharing similar experiences. It is a helpful relationship based upon mutual trust and respect.</p> <p>A mentor is a guide who can help the mentee to find the right direction and who can assist them to develop solutions to work issues. Mentors rely upon having had similar experiences to gain an empathy with the mentee and an understanding of their issues. Mentoring provides the mentee with an opportunity to think about difficult work issues from different perspectives.</p> <p>A mentor should help the mentee to believe in themselves&nbsp;and boost their confidence. A mentor should ask questions and challenge, while providing guidance and encouragement. Mentoring allows the mentee to explore new ideas in confidence. It is a chance to look more closely at themselves, their issues, opportunities and what they want in life.</p> <p>As well as helping the mentee develop and advance their career, the mentor can build&nbsp;skills and gain new understanding from the partnership.</p>Contact: <a href=""></a> Public Procurement Mystery Shopper Service Rebranded Mon, 03 Dec 2018 10:26:01 +0000 CRM Sync Last week the Government announced that the Mystery Shopper Service has been rebranded as the Public Procurement Review Service. <p>Last week the Government announced that the Mystery Shopper Service has been rebranded as the <u><a href="">Public Procurement Review Service</a></u>. The scope and remit of the service has been updated to reflect the rebranding.</p> <p>The Public Procurement Review Service is a tool for suppliers to raise concerns about the conduct of a procurement process which they have been part of directly with the Crown Commercial Service. It provides a structured and direct route for suppliers to raise concerns about public procurement practice and provides feedback to enquirers on their concerns.</p> <p>You can use the service by sending an email to&nbsp;<u><a href=""></a></u>&nbsp;or by telephoning their helpdesk on 0345 010 3503. The service covers all <u><a href="">central government departments</a></u>; the wider public sector (eg local authorities, NHS trusts or education establishments) in England; and prime contractors working on government contracts &ndash; we will work with contract managers to address feedback about unfair practices and other issues in the supply chain of government contracts.</p> <p>The service also carries out spot checks on procurement processes as well as continuing to deal with referrals raised by SMEs and other concerned suppliers.</p> <p>techUK&rsquo;s <em><u><a href="">Procuring the Smarter State</a></u> </em>report highlighted the importance of the Mystery Shopper service, but our 2017 GovTech SME survey found that 86% of respondents had never used it. techUK encourages members to use the Public Procurement Review Service to flag bad practice, and share good practice, to help drive improvements in procurement across the public sector.</p>Contact: <a href=""></a> Guest blog: How to build a successful customer self-service strategy Mon, 03 Dec 2018 08:45:00 +0000 CRM Sync Guest blog by John McMahon, Product Director at IEG4 as part of our #CounciloftheFuture campaign week <p>Here are my six recommendations to ensure self-service best practice for the future in local government.</p> <p><strong>Mobile first</strong></p> <p>We have seen a huge shift to mobile &ndash; 60 to 70% of all traffic to council services comes from mobile devices (smartphones and tablets). So, digital service design in the future need to deprioritise the PC completely. Organisations need to build the service for mobiles first.</p> <p><strong>Personalisation is key</strong></p> <p>In the past, councils wanted a single view of a customer. But, in a digitally ubiquitous era, this will be turned on its head. The priority will be to enable customers to get a single view of the council &ndash; it shouldn&rsquo;t matter that there are 20 different council services or departments.</p> <p>With the power of a single view of all council&rsquo;s services, customers will want the information available to be reflective of their specific circumstances. Personalisation ensures that customers can be provided with custom experiences and get answers to their questions, which will reflect their specific details.</p> <p>Rather than a simple static set of FAQs, a customer should be provided with dynamic answers to the council&rsquo;s most commonly asked questions. Only data specific to them should be presented directly from back-office applications.</p> <p><strong>Artificial/Augmented Intelligence (AI)</strong></p> <p>In the future, we will need to consider the relevance of using this technology: will it solve a current/forthcoming problem in a way that&rsquo;s better to those available now? For example, can a chatbot provide answers to a wide range of questions in a more effective and quicker manner than if they were fielded via a website, app or from a council worker?</p> <p>A chatbot needs to be an extension of an existing digital platform, and be able to plug in and integrate with these services. It is not enough to answer questions such as &lsquo;when will my bin be collected&rsquo;? A chatbot should answer these queries, but it should also be able to recognise language nuances and pre-empt what might be asked next, and be able to learn from each interaction.</p> <p><strong>Make data work smarter</strong></p> <p>In the age of machine learning, insight garnered should be able to trigger updates to platforms automatically. If hundreds of citizens are ploughing through several website menus to find the answer to the same question time and time again, these menus should automatically change to improve the poor navigation experience, without human interaction.</p> <p>Specifically, the system should learn what is needed based upon insight rather than someone having to interpret charts and carry out an action based upon it.</p> <p><strong>Digital transformation &ndash; an ongoing process</strong></p> <p>Councils may have started their service transformation but it should be an ongoing process &ndash; not everything can or needs to be overhauled or transformed right away. Now, and in the future, the main focus should be the customer. And, in that way, lies the best return on investment.</p> <p><strong>Automate to invigorate</strong></p> <p>Cultural fear can inhibit &lsquo;going digital&rsquo; or automating processes. As demographics change, this will change. In the future, automation presents a great opportunity to motivate and get the best out of staff, not necessarily replace them.</p> <p>Instead of focusing on the mundane, staff could be trained in managing the more complex elements of the job where human judgement is required. Or, as many councils have already done, provide staff (at a cost) to other councils not as evolved on the digital journey as they are.</p> <p>&nbsp;</p> <p><strong>Author Info:</strong></p> <p>Twitter Handle: @BigMcDigital</p> <p>See the rest of this weeks' #CounciloftheFuture campaign week blogs <a href="">here</a></p> Guest blog: Three ways to use data to create a citizen centric council Mon, 03 Dec 2018 08:30:00 +0000 CRM Sync Guest blog by Jenny Mulholland, Agile Project Manager at Softwire and a local Councillor as part of our #CounciloftheFuture campaign week <p>Jenny Mulholland, Agile Project Manager, Softwire and a local councillor, outlines three ways that councils can instil public confidence and put their data to better use.</p> <p><strong>1. Get the Basics Right </strong></p> <p>Master databases pull together different data sets to get a singular view of a citizen across all systems with details such as benefit claims, housing arrangements and personal data. Without this key information it&rsquo;s hugely challenging to perform any meaningful data analysis, which could result in a misinformed strategy. It may seem like a basic task but it&rsquo;s one that shouldn&rsquo;t be underestimated, without knowing the basics you can&rsquo;t successfully solve the complexities of the issue.</p> <p><strong>2. Identify the Problem </strong></p> <p>In cases where a large groups could be affected it&rsquo;s important to fully understand who before you approach the question of how you can help. The more detailed pre-analysis the more useful the interventions. For example, a target to get an increased number of people into employment, should not just look at working with organisations or enrolments on training courses. Detailed analysis may reveal deeper problems, such as high levels of illiteracy, lack of English language skills or poor local transport.</p> <p>While databases do give you an idea of the big picture, councils need to look at qualitative and quantitative data. Directly speaking to those who use the services adds context to the high level data. In addition, understanding how new changes are going to affect users is so important yet many local government facilities omit to undertake this research.</p> <p><strong>3. Look to the Horizon</strong></p> <p>Focus on the specific needs of your users, when it comes to deciding how to solve the problem. Take the time to look outward, and check you&rsquo;re resolving the issue in the most informed and productive way you can, by building on the work of others.</p> <p>Innovation for innovation&rsquo;s sake won&rsquo;t benefit your constituents &ndash; you may feel that your local problem needs a very local solution. One of the most innovative things you can do is not solve the problem in a completely new way, but to tailor a current solution to the needs of your borough and do it well. There are knowledge sharing platforms such as Apolitical, and councils should consider the collective findings before taking action. Once you have done your data analysis, if you&rsquo;re able to benchmark against the data collected by other councils you will see common themes run through the data and what needs to be addressed. This doesn&rsquo;t mean that councils are followers, instead each one becomes a leader in its own right by applying best practice in their own area, widening their potential to make positive impacts.</p> <p><strong>Conclusion</strong></p> <p>Councils need to be bolder with their use of data in order to fully delve into the needs of their citizens and address them efficiently. Once the benefits of data sharing are made apparent, constituents will become far more open to their data being used and trust that the purpose is truly to provide tailored services and projects.</p> <p>It&rsquo;s not all about the numbers however, reaching out to the people the initiatives are affecting or are going to affect, is vital. Combining accurate quantitative and qualitative data is paramount to successful initiatives and securing citizen trust. If councils find they cannot conduct the research themselves they shouldn&rsquo;t shy away from involving external agencies.</p> <p>All councils want to improve the lives of those living within their borough, and to do so they need to harness data analytics in order to create more citizen centric strategies.</p> <p>See the rest of this weeks' #CounciloftheFuture campaign week blogs <a href="">here</a></p> Guest blog: Digital Capabilities for a Digital Council Mon, 03 Dec 2018 08:25:00 +0000 CRM Sync Guest blog by Paul Davidson, CIO at Sedgemoore Council as part of our #CounciloftheFuture campaign week <p>Paul Davidson, CIO of Sedgemoor District Council, takes a 15 minutes video walk through of the capabilities that the council has identified that it needs to improve the experience for customers, gain efficiencies, work with partners, and take better decisions.</p> <p><iframe frameborder="0" height="315" src="" width="560"></iframe></p> <p>&nbsp;</p> <p>See the rest of this weeks' #CounciloftheFuture campaign week blogs <a href="">here</a></p> Guest blog: The Impact of The New Communication Paradigm Mon, 03 Dec 2018 08:15:00 +0000 CRM Sync Guest blog by Paulo Gomes, Head of Artificial Intelligence & Machine Learning at CRITICAL Software as part of our #CounciloftheFuture campaign week <p>We are living in an age of instant communication.</p> <p>This is not only down to social networking becoming an everyday reality, but also (and primarily) because new generations now expect an instant answer to most demands that they have.</p> <p>This is a clear trend that has begun to affect the way people communicate. Not only with each other but with organisations, whether it&rsquo;s a retail store, a service provider or even local government.</p> <p>People expect organisations to respond and solve problems quickly and we&rsquo;re now dealing with a matter of customer satisfaction. This can mean life or death for businesses, but local government must also change to meet these demands if it wants to stay popular. To me, this is an obvious opportunity to change and improve processes to make them more efficient, freeing resources for other areas that need them&hellip; But let&rsquo;s come back to that.</p> <p>First, let&rsquo;s look at what&rsquo;s going on here. Something that&rsquo;s easy to see when people are communicating nowadays is that they converse using smaller bodies of text. Less words take less time to write and most recipients have gotten pretty good at interpreting these messages accurately enough to respond appropriately.</p> <p>The number of these short messages has increased substantially and that has pushed organisations to look for automated options when there simply aren&rsquo;t enough humans to play recipient. There are many great options out there, but it&rsquo;s important to choose the right kind.</p> <p>For instance, if a distressed voter wants to share an issue with their local government representative, sending their message via a standard form on that authority&rsquo;s website is not the most appropriate method. The interface is often complicated and causes information overload, plus the run-of-the mill response mechanism upon submission is just not personal enough. Whatever generation a person hails from, that&rsquo;s very discouraging!</p> <p>Now is a sensible time for local government to embark on a new path that embraces this different way of communicating. Several companies have already found success trialling a new way of doing things and I think local government would also find it works for them.</p> <p>The method I&rsquo;m referring to features two main steps. Firstly, creating alternative communication options people can use (like instant messaging, chatbots and social media channels) and in line with this, being more responsive when people use them. Secondly, introducing a smart automated system to deal quickly with the new messages that will inevitably come in.</p> <p>If adopting this method, it&rsquo;s important to decide which channels should be automated. This can be influenced by audience as well as in-house resources available. It&rsquo;s also vital to understand how to manage several channels at once, keeping the relevant staff members in the loop at all times.</p> <p>The good news is that there are many options available that organisations can use to automate their channels. The less good news is that some of these options only work with specific content and content formats, which need to be normalised so that people (or a computer system can act upon them). For example, when that voter I mentioned before tries to get in contact with their government representative, they are going to use natural language, not &lsquo;computer speak&rsquo;. They are not going to be able to guess which specific commands a chatbot can respond to. If a chatbot that</p> <p>can&rsquo;t handle &lsquo;normal&rsquo; speech tries to reply, it&rsquo;s very likely that it will do so inaccurately and unfortunately, further infuriate the person attempting to communicate!</p> <p>Local governments must interact with their communities about many different subjects, which makes for a complex process that is difficult to tailor for each potential scenario. This will undoubtedly have consequences on how people perceive the organisation. Appearing behind-the-times, disorganised and unapproachable is not a good look!</p> <p>However, thanks to AI and machine learning, we have the power to create a solution. By combining AI&rsquo;s systematic approach and machine learning&rsquo;s advanced algorithms, an intelligent system could learn human behaviour and act in the most appropriate manner, creating conversation that&rsquo;s relevant and useful. This system, with a 360&ordm; view of all the messages and responses taking place, could manage the communication exchanges accurately and do it with a human touch.</p> <p>AI and machine learning offer us a chance to simplify yet enhance the process, creating a communication platform perfectly suited to the communication style the world has now embraced.</p> <p>If this approach is utilised, it would help organisations focus their resources on other important matters, negating the additional time they need to respond manually, using slower, out-dated methods. I think this would prove a win-win for both technology and local government, as they both continue working to improve people&rsquo;s lives.</p> <p>See the rest of this weeks' #CounciloftheFuture campaign week blogs <a href="">here</a></p> Council of the Future Campaign Week Mon, 03 Dec 2018 08:05:00 +0000 CRM Sync This week techUK will highlight what the future of local public services will look like in a digital age #CounciloftheFuture <p><strong>This week techUK is celebrating how technology is transforming public service outcomes and re-imagining what future local public services will look like.</strong></p> <p style="text-align:center"><strong><img alt="" src="//" style="height:311px; width:600px"></strong></p> <p>It is the second year we are running the &lsquo;<a href="">Council of the Future&rsquo; campaign week</a>, showcasing how tech can be used to drive better local public outcomes and create places where citizens want to live, thrive and work. It will highlight what the &lsquo;art of the possible&rsquo; is and showcase the technologies that are disrupting the sector and helping to re-imagine service delivery.</p> <p>Throughout the week we will be looking at topics central in helping to create the environment and conditions for the vision of a &lsquo;Council of the Future&rsquo; to flourish and succeed.</p> <p>We will continuing the conversation at our event next week on 12 December - <strong><a href="">Future Gazing: Where Next for Local Government Tech in 2019?</a></strong> - reflecting on the past year in local government transformation &ndash; what have been the technologies re-defining service delivery, they key trends and looking to 2019 on what the emerging technologies disrupting the sector are. The panel will also be making their predictions for 2019! You can <a href=";pid=f18ee44e-e4d2-e811-813e-5065f38be571">register here.</a></p> <p>What does the &lsquo;Council of the Future&rsquo; look like to you? Join the conversation on #CounciloftheFuture @techUK</p> <p>Themes to be explored include:</p> <p>&nbsp;</p> <ul><li><strong>Vision: Future scenarios of the &lsquo;council of the future&rsquo;; what will the future local public services look like</strong></li> </ul><p>1.&nbsp;<a href="">Guest blog: The Impact of The New Communication Paradigm</a>&nbsp;by Paulo Gomes,&nbsp;Head of Artificial Intelligence &amp; Machine Learning at CRITICAL Software</p> <p>2.&nbsp;<a href="">Guest blog: Digital Capabilities for a Digital Council</a>&nbsp;by&nbsp;Paul Davidson, CIO at Sedgmoore Council&nbsp;</p> <p>3.&nbsp;<a href="">Guest blog: Three ways to use data to create a citizen centric council</a>&nbsp;by&nbsp;Jenny Mulholland, Agile Project Manager at Softwire and a local Councillor</p> <p>4. Guest blog:&nbsp;<a href="">Guest blog: How to build a successful customer self-service strategy</a>&nbsp;by John McMahon,&nbsp;Product Director at IEG4&nbsp;</p> <p>&nbsp;</p> <ul><li><strong>Future Gazing: The technologies re-imaging local public services to solving complex problems; and the future tech trends</strong></li> </ul><p>1.&nbsp;<a href="">Guest blog: The Homelessness Reduction Act &amp; Future of Homelessness</a>&nbsp;by Olivia Iannelli, Research Analyst at Trilateral Research Ltd&nbsp;</p> <p>2.&nbsp;<a href="">Guest blog: Council of the Future - Efficient, Effective and Engaged</a>&nbsp;by Ricky Morton, Director - 12 Pillars, currently advising the London Borough of Newham</p> <p>3.&nbsp;<a href="">Guest blog: Can immersive tech and gaming help elderly care?</a>&nbsp;by Craig Melson at techUK</p> <p>4.&nbsp;<a href="">Guest blog: The future of chatbots in local councils</a>&nbsp;by John McMahon, Product Director at&nbsp;IEG4</p> <p>5.&nbsp;<a href="">Guest blog: Wise Council - Commercialisation of Local Gov Services</a>&nbsp;by Nathaniel Konzon, Public Sector Specialist at Content Guru&nbsp;</p> <p>6.&nbsp;<a href="">Guest blog: Emerging technologies will have an increasing role to play</a>&nbsp;by Miles Gabriel, Esri UK Lead on Smart Communities and Collaboration</p> <p>&nbsp;</p> <ul><li><strong>Data &amp; Trust: Data driven local public services; building trust and cyber resilience</strong></li> </ul><p>1.&nbsp;<a href="">Guest blog:#CounciloftheFuture must be resilient against Cyber threats</a>&nbsp;by Helen Reeves, Adviser &ndash; Cyber Security at Local Government Association</p> <p>2.&nbsp;<a href="">Guest blog: Cyber Resilience around a data integrated smart city</a>&nbsp;by James Corcoran, Recruitment Manager at Sanderson</p> <p>3.&nbsp;<a href="">Guest blog: The future of shared communications for the public sector</a>&nbsp;by&nbsp;Andy Lilly Director and Co-Founder of Armour Communications&nbsp;</p> <p>4.&nbsp;<a href="">Guest blog: 46% of UK Councils using out of date server software</a>&nbsp;by&nbsp;Matthew Olney, Content Manager at XQ Cyber</p> <p>5.&nbsp;<a href="">Guest blog: Digital 3.0 &ndash; The future of AI in local government</a>&nbsp;by John McMahon Product Director at IEG4&nbsp;</p> <p>6.&nbsp;<a href="">Guest blog: Data will separate the best from the rest</a>&nbsp;by&nbsp;Andy Theedom, Director &amp; James Bowman, Consulting Director at PwC&nbsp;</p> <p>&nbsp;</p> <ul><li><strong>Culture: The role of leadership in creating a digital first-mindset</strong></li> </ul><p>1.&nbsp;<a href="">Guest blog:Local authorities need a shift in mindset to be cyber aware</a>&nbsp;by Matthew Olney, Content Manager at XQ Cyber</p> <p>2.&nbsp;<a href="">Guest blog: Building a digital-first mindset: What can leaders do?</a>&nbsp;by Andrew Lawson, Executive Vice President and General Manager UK at Salesforce</p> <p>3.&nbsp;<a href="">Guest blog: The future of government: data, culture and tabula rasa</a>&nbsp;by&nbsp;Richard Hanrahan, Solutions Development Director at Agilisys</p> <p>4.&nbsp;<a href="">Guest blog: Leadership, technology &amp; data - #CounciloftheFuture</a>&nbsp;by Helen Gerling, director of consultancy, Shaping Cloud</p> <p>&nbsp;</p> <ul><li><strong>Collaboration: Driving innovation through collaboration to growing the local gov tech market through partnership working</strong></li> </ul><p>1.&nbsp;<a href="">Guest blog: Digitally Enabled Places</a>&nbsp;by&nbsp;by Michelle Warbis, External Affairs Manager at InLinkUK</p> <p>2.&nbsp;<a href="">Guest blog: Lack of interoperability holds back IT innovation</a>&nbsp;by Simon Hall, CEO and co-founder, Coeus Software&nbsp;</p> <p>3.&nbsp;<a href="">Guest blog: Council of the Future: What Next?</a>&nbsp;by Georgina Maratheftis,&nbsp;techUK&rsquo;s head of local public services&nbsp;&nbsp;</p>Contact: <a href=""></a> Help shape our sustainability work! Fri, 30 Nov 2018 15:00:49 +0000 CRM Sync techUK wants your views to help shape our Environment and Compliance Programme <p>The environment and sustainability are challenging and complex areas and increasingly a C-Suite and boardroom issue. As Governments, NGOs and the public become more aware and demanding on businesses and their impact, companies have had to develop strategies to respond to these demands and become increasingly mindful of their legacy. At the same time market access, product liability and rules around products are evolving too.</p> <p>Currently the primary purpose of the Environment and Compliance programme is to help members understand, influence and shape the regulations that they live with and we don&rsquo;t anticipate this changing. Managing Brexit risks, environmental laws, product compliance, energy, supply chain transparency, trade rules and producer responsibility are growing issues, but we want to understand how members want us to approach the broader sustainability agenda practices in their corporate strategy.</p> <p>The survey looks at what issues techUK members feel the programme should focus on, if techUK is capturing the sustainability and environmental issues the sector faces and how members adopt more sustainable policies into their corporate strategy. The survey also asks what emerging compliance issues are under-represented in the programme working groups and the approach to overarching issues like integrating the UN Sustainable Development Goals, climate change, ethical investment as well as business and human rights.</p> <p>The short survey can be completed by <strong><a href=";lang=0&amp;data=">clicking the link here</a></strong>, alternatively you can submit thoughts to us via our contact details below.</p>Contact: <a href=""></a>Contact: <a href=""></a> techUK Supports Cyber 9/12 Strategy Challenge Fri, 30 Nov 2018 09:13:02 +0000 CRM Sync techUK announce its support for the Atlantic Council’s ‘Cyber 9/12 Strategy Challenge’; an annual cyber policy and strategy competition where students worldwide compete in developing policy recommendations tackling a fiction cyber catastrophe. <p>Taking place in BT Tower, London over two days in February, the competition will see UK University student teams compete in a cyber strategy and policy event that will not only test their understanding of the technology and strategy challenge they are faced with, but also their ability to present solutions to senior government and industry stakeholders on their options in the face of an escalating cyber security crisis.</p> <p>Commenting on techUK&rsquo;s support for the competition Talal Rajab, techUK&rsquo;s Head of Cyber and National Security, said: &ldquo;techUK is delighted to be supporting the Cyber 9/12 Strategy Challenge.&nbsp; The cyber skills shortage is a well known problem, with a recent parliamentary report urging government to address the growing UK cyber security skills gap. Much of the work done in this space to date, however, has focused on growing technical skills and capabilities.&nbsp;</p> <p>That is why initiatives like the Cyber 9/12 Strategy Challenge are so important, as they focus on developing &ldquo;soft skills&rdquo; like strategy, policy analysis and presentational skills that are also in short supply in the sector.&rdquo;</p> <p>Pete Cooper, Director of the Competition said &ldquo;Comprehensive solutions to our cyber security challenges require us to build and nurture a cyber security workforce that spans both technical and non-technical skills with the ability to translate across disciplines. We thank techUK for their support in helping us inspire and create opportunities for the next generation of cyber security leaders.&rdquo;</p>Contact: <a href=""></a> Agreement in principle for UK bid to join GPA Tue, 27 Nov 2018 16:00:22 +0000 CRM Sync techUK responds to news of the agreement in principle for the UK to join the WTO Government Procurement Agreement. <p>Commenting on the&nbsp;announcement of the UK rejoining a&nbsp;key&nbsp;World Trade Organization&nbsp;agreement that governs public procurement opportunities, techUK's Head of Policy&nbsp;Giles Derrington says:</p> <p>&ldquo;This is very welcome progress on an area of real importance to many UK tech companies.&nbsp;Public procurement remains a huge part of the tech market and a major part of the UK&rsquo;s success story as a world leader in GovTech.&nbsp;Reaching an agreement in principle on the Government Procurement Agreement means that UK businesses will retain access to a market worth $1.7 trillion.&nbsp;This is one of the few areas where other countries could block UK engagement at WTO level, so the fact progress has been made is incredibly important. techUK hopes that the agreement will swiftly be formalised and the UK&rsquo;s commitment to open procurement can be further solidified in any future free trade agreements.&rdquo;</p> <p>&nbsp;</p> <p>For media inquires, please contact <a href="">Harri Turnball</a>.</p>Contact: <a href=""></a> CE marking post-Brexit: workshop Tue, 27 Nov 2018 12:17:13 +0000 CRM Sync techUK held a workshop looking at the future of CE marking in the UK <p>A couple of weeks ago techUK held a workshop looking at the future of CE marking and conformity assessments after the UK leaves the EU.</p> <p>Much of the discussion focussed on the way a potential 'UK mark' that electronic goods will need to display would work in a no-deal outcome would work, though it was stressed this was not an outcome the UK wanted. Other points were made on testing requirements, Declarations of Conformity, the underpinning Statutory Instruments and Notified Bodies.</p> <p>A full write up of the meeting is available below (restricted to member only) and we will be discussing this a&nbsp;the forthcoming Product Technical Policy and Standards Group meeting on 5 December.</p>Contact: <a href=""></a> Study to explore consumer attitudes to the recycling of e-waste Tue, 27 Nov 2018 07:00:00 +0000 CRM Sync A new UK-wide study is set to explore consumer motivations and barriers to the recycling of e-waste. It is the first step in preparing for a new nation-wide communications campaign for 2019. <p>The study, which will be run by market research specialists Ipsos MORI, will combine qualitative and quantitative research to provide insight into the current challenges that need to be overcome to support increased recycling of e-waste.</p> <p>Attitudes and behaviours in respect to the use, reuse, repair and recycling of e-waste will be explored across a representative cross sample of 2,000 people from England, Scotland, Wales and Northern Ireland complemented by more detailed interviewing and focus groups.</p> <p>The research is being funded by the 2017 WEEE Compliance Fee Fund, which is investing nearly &pound;8m to support the delivery of the UK&rsquo;s waste electrical and electronic recycling regime. The findings will be used to inform a communications campaign in 2019 to encourage more to recycle their waste electronics and electricals.</p> <p>The study will consider:</p> <ul><li>What do consumers do when their product fails or breaks and what are the most significant factors that limit current levels of repair and recycling?</li> <li>What measures/channels for recycling e-waste are likely to be most effective?</li> <li>What is most likely to motivate consumers to respond to an e-waste initiative and adopt sustained behaviour change?</li> <li>Who should be the priority groups for targeting of communication and behaviour change initiatives? And what is the best way of communicating with these groups?</li> <li>What should the ultimate call to action be? How should this be framed?</li> </ul><p>Scott Butler, WEEE Fund project manager, said: &ldquo;This is an important first step of a planned set of WEEE Fund communication activities to raise public awareness of the need and opportunity to reuse and recycle electronic and electrical products. This&nbsp;initial research will help us understand the current state of play, and provide the foundation for these activities.&rdquo;</p> <p>Polly Hollings, Research Director, at Ipsos MORI said: &ldquo;Ipsos MORI are delighted to be working with the WEEE Fund to research this topic. This is an area with limited existing research and we are looking forward to understanding more about public attitudes and engagement in recycling e-waste.&rdquo;</p> <p>&nbsp;</p> <p>More information on the WEEE Compliance Fee Fund 2017 is available at <a href=""></a></p> <p><strong>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; -ENDS- </strong></p> <p>&nbsp;</p> <p><strong>Notes to Editors</strong></p> <p>&nbsp;</p> <p><strong>M</strong><strong>edia Contact: </strong>Harri Turnbull, PR executive, techUK &ndash; &nbsp;</p> <p><a href=""></a>&nbsp; 020 7331 2011</p> <p>&nbsp;</p> <p><strong>The WEEE Compliance Fee Fund 2017</strong></p> <ul><li>Approximately &pound;8 million is being made available to support environmental projects from money that was collected through the 2017 WEEE Compliance Fee mechanism. The fund is expected to be spent over the next three years on a range of activities, including technical research, communications, behaviour change activities and local projects.<br> &nbsp;</li> <li>The compliance fee is a regulatory tool open to the Government to support the delivery of the UK Waste Electrical and Electronic Equipment (WEEE) regulations. If a Producer Compliance Scheme (PCS) misses their target, they have an option to pay a compliance fee for the tonnage shortfall.&nbsp;<br> &nbsp;</li> <li>The law requires that the compliance fee is set at a level that encourages compliance through collection. The fee therefore complements national targets by creating an additional financial incentive to collect WEEE, because by definition it must at least reflect the true cost of recycling WEEE.<br> &nbsp;</li> <li>Each year, bodies are invited to submit proposals to run the Compliance Fee in any given year. For the 2017 compliance period, the JTA &ndash; a group of trade associations representing producers of electrical and electronic equipment &ndash; methodology was selected by the Secretary of State. The Compliance Fee is administered by Mazars LLP on behalf of JTAC, the registered company established by the JTA with the sole purpose of entering into contracts with third parties for services relating to the WEEE Compliance Fee and the subsequent fund. The 2017 Compliance Fee Fund is currently managed by chair of the JTA, Susanne Baker from techUK, and Scott Butler, an independent project manager</li> </ul><p>&nbsp;</p> <p><strong>About techUK</strong></p> <p><u><a href="">techUK</a></u> represents the companies and technologies that are defining today the world that we will live in tomorrow. Over 950 companies are members of techUK, collectively they employ more than 700,000 people. These companies range from leading FTSE 100 companies to new innovative start-ups. The majority of our members are small and medium sized businesses.</p> <p>techUK is committed to helping its members grow, by:</p> <ul><li>Developing markets</li> <li>Developing relationships and networks</li> <li>Reducing business costs</li> <li>Reducing business risks.</li> </ul>Contact: <a href=""></a>Contact: <a href=""></a> Smart Meter Programme Assessment by the National Audit Office Fri, 23 Nov 2018 12:21:01 +0000 CRM Sync Today the National Audit Office has published their assessment of the Smart Meter roll out programme. It provided a summary of the programme, strategy, and benefits, key findings and recommendations. techUK's comment enclosed. <p><strong>Today the National Audit Office (NAO) has published its <a href="">assessment of the Smart Meter </a></strong><a href=""><strong>roll out</strong></a><strong><a href=""> programme</a>.</strong></p> <h4>Summary of Programme</h4> <p>Smart meters can record energy consumption in each half-hour period and communicate with energy suppliers and network companies. The government expects this to have significant economic benefits in the long term as renewable energy and electric vehicles become more widespread. The government sees smart meters as a way of reducing energy suppliers&rsquo; costs and encourage consumer engagement so to reduce energy consumption and increase competition in the market.</p> <p>To make smart meters interoperable between energy suppliers, the government proposed to set new minimum standards for how they should work and connect them to a central data and communications infrastructure (the Data and Communications Company, or DCC).</p> <p>End of 2020 is the date by which energy suppliers must have taken all reasonable steps to install smart meters in all homes and small businesses.</p> <p>The Department forecast that the total benefits of the programme would be &pound;17.7 billion, creating net benefits of &pound;6.7 billion.</p> <h4>&nbsp;</h4> <h4>Key Features and Benefits for the Consumer</h4> <p>The Smart Meters offer an in-home display to show real-time information, which will encourage the consumer to engage with the energy system and provide knowledge and advice on saving energy. Having a smart meter will also identify vulnerable customers.</p> <p>The immediate consumer benefits include greater awareness of energy consumption to help the consumer to make energy savings through either behavioral change or switching to a different supplier. It will provide accurate, timely energy bills so to avoid uncertainty and prepayment customers could also switch or control their energy use to avoid disconnection.</p> <p>The long-term benefits can provide the supplier with a tailor-made service based on consumer data and can provide advice on tariffs and saving energy. The suppliers could offer a time of use tariff which varies by day (already some suppliers do). There is the potential to control the timing of high energy use, which will ensure accurate supply and cost savings for energy suppliers.</p> <p>It is reasonable to believe that energy suppliers will pass on cost savings from smart meters to consumers, although currently may not be the case, the technology is a gateway of the market to become more competitive.</p> <h4>&nbsp;</h4> <h4>NAO Findings</h4> <p>There is an understanding that the Department is responsible for the overall success of Smart Meters. There is a recognition of the team&rsquo;s achievements so far, but the NAO is keen on making sure the team culture&nbsp;does not become defensive, and resistant to inconvenient truths.</p> <p>The findings show that the programme is late, the costs are escalating, and in 2017 the cost of installing smart meters was 50% higher than the Department assumed.</p> <p>7.1&nbsp;million extra SMETS1 meters have been rolled out because the Department wanted to speed up the programme. The Department knows that a large proportion of SMETS1 meters currently lose smart functionality after a switch in electricity supplier and there is real doubt about whether SMETS1 will ever provide the same functionality as SMETS2.</p> <p>The full functionality of the system is also dependent on the development of technology that is not yet developed.</p> <p>These are issues that need to be addressed if Smart Meters is to progress successfully and deliver value for money.</p> <h4>&nbsp;</h4> <h4>Recommendations</h4> <ul><li>The Department needs to update its cost-benefit analysis.</li> <li>Over the course of 2019, clarify for the industry what the smart metering policy landscape will look like beyond 2020.&nbsp;</li> <li>Draw up contingency plans for maximising value for money in scenarios where the DCC and SMETS2 system encounters further delays or cost increases and SMETS1 meters are unable to enrol within the DCC.</li> <li>Commission an expert independent review of testing focused on determining whether energy suppliers are testing a sufficient cross-section of smart metering set-ups and scenarios.</li> <li>By early 2019, launch research to assess the potential impact of additional forms of&nbsp;energy efficiency advice and feedback to consumers, and consider whether new&nbsp;requirements should be introduced to support benefits realisation.&nbsp;</li> <li>Systematically monitor the actual energy savings that smart meters achieve and continue to assess the delivery of key consumer engagement activities, intervening if necessary.</li> </ul><p><strong>Ofgem should:</strong></p> <ul><li>Work with the CMA as part of its review of the prepayment price cap to understand&nbsp;the impact of SMETS1 meters on competition, and set out how issues&nbsp;will be addressed.&nbsp;</li> <li>Work with the Department to improve the transparency of DCC costs, both for price&nbsp;control and for public and parliamentary scrutiny; and</li> <li>ensure, by March 2019, that no energy suppliers are falling materially short of their&nbsp;obligation to provide advice on energy efficiency.</li> </ul><p><strong>Commenting on the publication of the <a href="">NAO report into the rolling out of smart meters</a> published today, Matthew Evans, executive director at techUK, said:</strong></p> <p style="margin-left:18.0pt"><em>&ldquo;Smart meters are an essential part of our future energy infrastructure and it is vital that we press on with their deployment. The national roll-out is a huge undertaking and the NAO report published today is important in shining a light on the challenges that it currently faces. </em></p> <p style="margin-left:18.0pt"><em>However, we should not lose sight of the fact that smart meters will be a cornerstone of our future smart energy system &ndash; enabling greater use of home energy management systems, solar panels and the mass deployment of electric vehicles. The NAO outlined that the potential net benefits of such a system were in the region of &pound;20bn by 2050 and are additional to the official value-for-money business case. </em></p> <p style="margin-left:18.0pt"><em>The industry is determined to work with Government, Ofgem and other stakeholders to address challenges around the cost of smart meter installations as we enter the next phase of the deployment and ensuring that SMETS1 meters continue to offer smart functionality. It is encouraging that the NAO concludes that if these issues can be addressed the programme can still deliver value-for-money within the original business case of the programme.&rdquo;</em></p> <p>&nbsp;</p> <p>The Key Report Findings could be found <a href="">here</a>.</p> <p>The full report could be found <a href="">here</a>.</p>Contact: <a href=""></a>Contact: <a href=""></a>Contact: <a href=""></a> Brexit: A declaration of intent Fri, 23 Nov 2018 09:54:17 +0000 CRM Sync techUK’s Head of Policy looks at the draft Political Declaration agreement between the UK and the EU. <p>Brexit is increasingly looking like a magic trick. While everyone is distracted by the political back and forth, the negotiations suddenly produce a final version of the Political Agreement from under their hat. Just as everyone focuses on the political agreement, Spain throws a spanner in the works over Gibraltar. After over two years of back and forth without much changing, we are now at the &lsquo;blink and you&rsquo;ll miss it&rsquo; stage of the negotiations.</p> <p>techUK has already written about <a href="">why we have supported the Withdrawal Agreement</a> and Political Declaration here, but this blog will look at what the final Political Declaration looks like and what it means for tech.</p> <p>First, a refresher - what is the Political Declaration?&nbsp; The Declaration is the agreement between the UK and the EU about where negotiations on the long-term future partnership between the UK and the EU should begin. Essentially it explores what both Parties agree that they need to agree. These negotiations will only begin after the EU formally leaves the EU in March 2019.</p> <p>Crucially, unlike the Withdrawal Agreement (which covers how we leave the EU in March 2019), the Declaration is not legally binding and so does not preclude future negotiators deciding something entirely different. On that basis no one should bet their house on what&rsquo;s included in the declaration will be in any final agreement that is negotiated after March 2019. This of course could mean that good things within the Declaration don&rsquo;t happen, but could equally mean that issues not specifically included in the Declaration find their way into the agreement when it is finalised.</p> <p>&nbsp;</p> <p><strong>The Overall Framework</strong></p> <p>The reality of the Declaration is that it sets out as positive an agenda as possible while ensuring neither side has to face the difficult decisions that negotiations will require &hellip; yet. It talks about establishing &ldquo;the parameters of an ambitious, broad, deep and flexible partnership&rdquo; and about the need to balance rights and obligations without making a determination about what that balance might be.</p> <p>A welcome element of the overall approach is that it does not limit a future agreement to a simple trade deal of the type the EU has done with Canada. This is very important for the tech sector as there are many areas in which such a deal would create significant restrictions on market access and create new barriers to trade. While the deal doesn&rsquo;t rule out ending up in such a scenario, it does create the space in which the negotiations could go significantly further.</p> <p>&nbsp;</p> <p><strong>Data</strong></p> <p>Data has long been identified by techUK as of critical importance to the negotiations. Without a clear legal framework to allow the free flow of personal data, the burdens both on tech businesses and businesses across the whole of our rapidly digitising economy, would be significant.</p> <p>It is therefore very welcome that the first real substantive issue addressed by the Declaration is data protection. The Declaration sets out very clearly that the EU will begin the processes of assessing the UK for an &lsquo;adequacy&rsquo; agreement, with a timeline that ensures a decision is taken before the end of the transition period, which is set to be December 2020 in the legally binding withdrawal agreement.</p> <p>Importantly the agreement also recognises that the UK will also have to start its own adequacy process, in order to meet its commitments under the General Data Protection Regulation (GDPR), which the UK has implemented, and has committed to retain, in full. This process is needed in order to declare the EU, and other third countries, adequate for the purposes of sharing UK citizen&rsquo;s data. While the need for a UK adequacy process have long been known, the Declaration makes this very clearly part of the negotiations for the first time, recognising the mutual nature of data adequacy decisions.</p> <p>The Declaration also keeps the door open to go further than an adequacy agreement by stating that the negotiations will &lsquo;make arrangements for appropriate cooperation between regulators&rsquo;.&nbsp; While not definitive, this may keep open the possibility for the UK Information Commissioner to engage on the European Data Protection Board (EDPB), something techUK believes would be beneficial for UK and EU businesses alike.</p> <p>Finally, the security section of the paper recognises that a separate adequacy process must also begin to ensure that the UK is an adequate place to handle national security information under the Law Enforcement Directive.&nbsp; The clear distinction between this issue and an adequacy agreement under GDPR gives a welcome indication that both issues are being taken seriously and are front and centre of both the UK and EU negotiators&rsquo; minds.</p> <p>&nbsp;</p> <p><strong>People</strong></p> <p>One area where the Declaration remains highly unclear is on migration. It states that freedom of movement will no longer apply, but leaves wide open what a future agreement on migration might look like. It is likely that we will have to wait for the Government&rsquo;s long-awaited White Paper on Migration before there is a clear picture of how the UK might approach this aspect of negotiations.</p> <p>On a more welcome note, the Declaration makes clear the desire to ensure the continuation of visa free travel for short term business visits, as well as create a system that allows for movement to conduct research, training and youth exchanges (such as the Erasmus scheme). Clarity on these issues is very important for UK businesses seeking to do business across the EU.</p> <p>However, another area that is outstanding is the ability to travel in order to service business contracts. The General Agreement of Trade in Services (GATS) at WTO sets a low threshold in this area, which means that travel to service a contact can be limited to 12 months, creating problems in offering longer term contracts. This will be a key issue for discussion in the next phase of negotiations.</p> <p>&nbsp;</p> <p><strong>Digital Services</strong></p> <p>The section on digital services contains slightly more detail than the original draft of the Declaration released last week.&nbsp; While it does not make any clear decisions about the level of alignment on digital services in general, it is good to see clarification that both sides wish to protect against barriers to trade such as data localisation, and to create an open online environment for both businesses and consumers.</p> <p>In addition, techUK welcomes the statement that the negotiations will ensure fair and equal access to telecommunications networks and services. This was in the Chequer&rsquo;s White Paper but not in the original draft of the Declaration. While it remains unclear how this will work in practise, its inclusion is a step in the right direction.</p> <p>It is also positive to note that language within the Chequer&rsquo;s White Paper which expressed the desire for increased flexibility around the rules governing digital services, even if that reduced market access, has not been included within the Declaration.</p> <p>&nbsp;</p> <p><strong>Customs and Movement of Goods</strong></p> <p>The row over the Northern Irish backstop has been at the centre of the political fallout from the publication of the Withdrawal Agreement. That backstop ties the UK into the Customs Union unless an alternative solution to the Northern Irish border issue is agreed.</p> <p>That means the Political Declaration takes the backstop as the future relationship&rsquo;s starting point. However, the Declaration does signal an intention to look for a future arrangement that could utilise alternative methods to create smooth customs procedures, such as using trusted trader programmes.</p> <p>The Declaration also seeks to create a set of principles that allow for alignment on issues such as conformity assessment, technical regulations and standards.&nbsp; This will be welcome for many techUK members as it reduces the risk of requiring double testing of products for different product regulations.</p> <p>While Brexit is highly likely to create additional friction in the movement of goods, it is welcome that the Political Declaration aims to minimise this friction.</p> <p>&nbsp;</p> <p><strong>Regulatory Cooperation</strong></p> <p>One critical area of any future relationship between the UK and the EU will be how UK regulators can engage with EU bodies that will, in many cases, be deciding the rules under which UK businesses working in the EU will have to operate.</p> <p>Brexit will inevitably reduce the ability of the UK to influence these regulations, but the Political Agreement does suggest the potential for some kind of engagement that goes beyond what might be expected in a traditional trade deal.</p> <p>For example, the Declaration states clearly that the Parties will explore cooperation between UK and EU agencies such as the European Chemicals Agency. Similarly, in financial services there is an objective of &lsquo;close and structured cooperation on regulatory and supervisory matters&rsquo;.</p> <p>While none of this gives a clear picture of where regulatory cooperation may end up in any final agreement, it is clear that there is ambition and potential to go beyond a Canada-style agreement, which is a welcome step closer to a situation that maximises market access and engagement.</p> <p>&nbsp;</p> <p><strong>Other issues</strong></p> <p>There are a number of other issues within the Declaration of which it is important for tech businesses are aware:</p> <p>&nbsp;</p> <p><u>Intellectual Property</u></p> <p>The Declaration says the UK and EU will seek preserve the high levels of copyright and patent protection that already exist. Importantly though, the Declaration says that both the UK and EU will be able to set their own regimes for IP exhaustion. This will likely have significant implications for the e-commerce market when it comes to resale of goods.</p> <p>&nbsp;</p> <p><u>Public Procurement</u></p> <p>The Declaration sets out a clear aim of high levels of mutual access to public procurement, which is very important to many tech businesses providing GovTech solutions. However, it&rsquo;s worth noting that this ambition is based on the UK&rsquo;s desire to join the WTO&rsquo;s Government Procurement Agreement (GPA).&nbsp; Our accession at WTO is currently being held up by the USA and others who have raised concerns about the UK joining the GPA, therefore the real battle on procurement might be in Geneva and not in Brussels.</p> <p>&nbsp;</p> <p><u>Finance </u></p> <p>One of the changes since the initial draft of the Declaration is that it now makes clear that the UK still wishes to explore ways to maintain a relationship with the European Investment Bank Group.&nbsp; The European Investment Bank (EIB) is critical in providing financing for infrastructure across the EU in which many techUK members are involved. In addition, the European Investment Fund, which is part of the EIB Group is critical in providing support for Venture Capital (VC) that flows into the UK tech sector. About 40% of all VC entering tech is from funds with some EIF money in them. Therefore maintaining a relationship in this area would be very beneficial to the wider tech ecosystem.</p> <p>&nbsp;</p> <p><strong>So what happens now?</strong></p> <p>As made clear in our last blog post on the Withdrawal Agreement, the Political Declaration will need to be passed by Parliament as part of the Meaningful Vote process. If it succeeds, the Declaration will provide the framework for the negotiations to start post-March 2019.&nbsp;</p> <p>There will undoubtably be difficult choices in those future negotiations, and businesses will be wary that the Declaration does not go as far as many would wish. However, these are battles yet to come at a time when many businesses are keen to know what is going to happen over the next few weeks.</p>Contact: <a href=""></a> Law Commission launches Automated Vehicles Consultation Fri, 23 Nov 2018 07:00:00 +0000 CRM Sync Law Commission launches 3 year review to prepare driving laws for self-driving vehicles <p>The Law Commission is <a href="" target="_blank">reviewing the regulatory framework for the safe deployment of automated vehicles in the UK</a>. Its first consultation has been launched, and welcomes responses.</p> <p>The review will specifically consider the legal regulation of automated road vehicles for passengers in England, Scotland and Wales.&nbsp;<strong>The consultation period closes on 08 February.</strong></p> <p>Topics covered as part of the review include:</p> <ul><li>The human in the loop</li> <li>Safety assurance pre-placement</li> <li>Regulating safety on the roads</li> <li>Civil liability</li> <li>Criminal liability</li> <li>Interfering with automated vehicles</li> <li>Adapting road rules</li> </ul><p><a href="" target="_blank">A summary of the full consultation document is accessible here</a>.&nbsp;</p> <p><a href="" target="_blank">The full consultation document is accessible here</a>.&nbsp;</p> <p><a href="" target="_blank">The online form for responses is accessible here</a>.</p> <p>techUK will be responding to the consultation on behalf of our members, but we would encourage you to send your own responses as well. If you would like to be included as part of techUK's response, please contact Jessica Russell <strong>before 01 February</strong>.</p> <p>&nbsp;</p>Contact: <a href=""></a> New Chair & Vice Chair of techUK's Public Services Board announced Thu, 22 Nov 2018 08:55:27 +0000 CRM Sync techUK is pleased to confirm the election of Chris Price and Penny Williams as Chair and Vice Chair of the PSB. <p>techUK is delighted to announce the election of Chris Price as Chair of our <a href="" target="_blank">Public Services Board</a>, and Penny Williams Vice-Chair. As techUK&rsquo;s leadership body for our public sector work, the PSB creates the environment and the opportunity for the UK tech industry to collaborate across the whole of the UK Government to enable the delivery of world class, affordable public services for the benefit of all.</p> <p>Under the leadership of Chris and Penny, the PSB aims to: <strong>Improve the engagement</strong> between Government and the tech industry; <strong>Provide leadership</strong> on critical policy issues related to public services transformation; and <strong>lead the debate</strong> on better use of disruptive technology to drive efficiencies in Government and transform our public services.</p> <p>Chris is the <a href="" target="_blank">Director of Public Sector &amp; Strategic Partners at Computacenter</a>, where his prime responsibility is to provide technology solutions that help public sector organisations deliver world class &lsquo;digital&rsquo; services, helping improve the citizen experience at a reduced cost to the UK taxpayer. He previously served as Vice Chair of the PSB. Penny is the <a href="" target="_blank">Director, Public Sector, CDW</a>. A public sector specialist, Penny designs and executes CDW UK's unique approach to public sector services and solutions.</p> <p>techUK CEO Julian David said &ldquo;<em>I&rsquo;m thrilled that Chris and Penny have been elected to lead the PSB. The coming years will present significant challenges to public service delivery, and it is vital that the tech industry works closely with Government to help them understand how adopt emerging technologies to improve delivery. When government is well informed about tech issues, it is much more likely to deliver for citizens and businesses alike.&nbsp; Chris and Penny&rsquo;s insight and experience will bring renewed energy to techUK&rsquo;s extensive public sector work, and I very much look forward to working with them.</em>&rdquo;</p> <p>On his election as PSB Chair, Chris Price said &ldquo;<em>I am delighted to have been elected Chair of the Public Services Board for the next 2 years.&nbsp; I am passionate about improving the engagement between Industry, Government and the wider Public Sector, which I believe is critical if we are to make &lsquo;digital&rsquo; work for Government and deliver significant benefit to citizens across the UK.</em>&rdquo;</p> <p>&nbsp;</p> <p>Penny Williams said of her election as Vice-Chair &ldquo;<em>I am truly honoured and delighted to be elected as Vice Chair to the PSB, through thought leadership and innovation, I am excited about the opportunity to support and drive techUK initiatives across Government.</em>&rdquo;</p>Contact: <a href=""></a> World TV Day Celebrates “Quality of TV” Thu, 22 Nov 2018 07:00:00 +0000 CRM Sync The 22nd edition of this global celebration is quality content. The quality of TV programmes is reflected in how this proven medium has the unmatched capacity to entertain, inspire and inform viewers, across all platforms. <p>The 21st November is 'World TV Day'.</p> <p>The topic of the 22<sup>nd&nbsp;</sup>edition of this global celebration is&nbsp;<em>quality content</em>. The quality of TV programmes is reflected in how this proven medium has the unmatched capacity to entertain, inspire and inform viewers, across all platforms.</p> <p>Last year alone the production of TV fiction in the European Union amounted to about 920 different titles, representing over 16 400 episodes and more than 11 000 hours, according to the European Audiovisual Observatory&rsquo;s latest report.</p> <p>Quality content can incite viewers to broaden their mind and look beyond the everyday life through inspirational shows. It also has the power to entertain and unite scores of people around live programming, such as the recent World Cup (3.4 billion people watched some of the World Cup this year, according to GlobalWebIndex). Finally, TV informs viewers through in-depth news broadcasts, makes them aware of current societal issues and provides learning through quality children&rsquo;s programming or insightful documentaries.</p> <p>&ldquo;Television must continue to play its role as to educate and engage viewers, especially young audiences. This includes sharing success stories about individuals or organisations that are part of making our society better and more sustainable. This is amplified by the theme &lsquo;premium content-content that unites, inspires and informs&rsquo; of this year&rsquo;s World Television day, November 21st.&ldquo; said Caroline Petit, Deputy Director United Nations Regional Information Centre for Europe (UNRIC).</p> <p>Each year, a short clip is created by egta, EBU and ACT to promote the power of television and its value to today's society. To view the promotional clip, click on the links below:</p> <p><a href=";" target="_blank">World TV Day Promo</a></p>Contact: <a href=""></a> Deloitte’s UK Fast 50 winner Wed, 21 Nov 2018 09:13:27 +0000 CRM Sync Deliveroo rides to victory, winning Deloitte’s UK Fast 50 for the second year in a row <ul><li><em>Deliveroo has topped Deloitte&rsquo;s ranking of the UK&rsquo;s 50 fastest growing technology companies, for the second year in a row;</em></li> <li><em>The company is the first in the 21-year history of the Fast 50 to win twice, reporting an average three year growth rate of 15,749% to the year 2017/18;</em></li> <li><em>The Fast 50 companies generated a combined revenue of &pound;1.2bn in 2017/18, employing more than 9,000 people over nine tech subsectors.&nbsp; </em></li> </ul><p style="margin-left:36.0pt">&nbsp;</p> <p>Deloitte has today announced the winners of the <u><a href="">2018 UK Technology Fast 50 awards</a></u>. The awards recognise and rank the 50 fastest-growing technology companies in the UK, based on the last four years of revenue data, and are sponsored by DLA Piper, Oracle NetSuite and Silicon Valley Bank.</p> <p>&nbsp;</p> <p>This year&rsquo;s cohort of winners represent companies at the forefront of the sector, with over 9,000 employees across the 50 companies, an inspiring average growth rate of 2,176% and total revenues in 2018 of c.&pound;1.2bn.</p> <p>&nbsp;</p> <p><strong>Deliveroo secures top spot for a second year</strong></p> <p>&nbsp;</p> <p>Food courier service Deliveroo is the overall winner of the 2018 UK Technology Fast 50 awards for a second year. Following Deliveroo&rsquo;s record growth rate achieved in 2017, this year the company boasted impressive results with an average growth rate of 15,749%. <u><a href=""></a></u> (15,548%) and <u><a href="">Hostmaker</a></u> (6,445%) ranked second and third place respectively.</p> <p>&nbsp;</p> <p>Duncan Down, lead partner for the Deloitte UK Technology Fast 50 programme, commented:</p> <p>&nbsp;</p> <p>&ldquo;We are now in our third decade of celebrating the country&rsquo;s fastest-growing technology companies through the UK Fast 50 awards, and the rate of growth continues to impress. The UK start-up scene is in excellent health, with strong access to talent and funding. What impresses me most is the rate of growth, with the time from establishment to &lsquo;unicorn&rsquo; status continuing to reduce. I would like to personally congratulate all of the winners and entrants for this year&rsquo;s awards.</p> <p>&nbsp;</p> <p>&ldquo;After a record breaking year last year, Deliveroo has continued to see strong growth and has managed to retain the top spot. This sends a particularly positive message to UK start-ups operating in uncertain times. Through innovative thinking, planning and access to the right talent, entrepreneurial companies like Deliveroo can disrupt the market and quickly find success.&rdquo;</p> <p>&nbsp;</p> <p>Dan Warne, Managing Director for Deliveroo UK and Ireland said:</p> <p>&nbsp;</p> <p>&ldquo;Deliveroo is proud of how far we have come in five years and our position as a British tech success. Growing a company so quickly present a wide range of challenges, but the potential for growth in food delivery market only gets bigger with every passing day.</p> <p>&nbsp;</p> <p>"Our fast-paced growth highlights the importance of strategy and the continued dedication of our staff in delivering for our riders, restaurants and customers. Companies must always be thinking about new ways to operate and innovate which is why we have expanded into delivery-only kitchens through Deliveroo Editions, led the way in the new concept of virtual brands and ensured our corporate offering through Deliveroo for Business is second to none.&rdquo;</p> <p>&nbsp;</p> <p><strong>Diversity and inclusion in the Fast 50</strong></p> <p>&nbsp;</p> <p>Diversity and inclusion has become a priority across all sectors in recent years, and is now recognised as having clear and tangible links to performance and growth. The Fast 50 have shown commitment to diversity and inclusion, outperforming the wider sector in terms of their diversity ratios.&nbsp;</p> <p>&nbsp;</p> <p>As part of the UK Technology Fast 50 programme, Deloitte carried out a survey of over 100 CEO&rsquo;s at fast growing companies. Of these respondents, half confirmed that more than 40% of their employees identify as female - a significant change from 2015 - where only one third of companies had more than 40% of employees identify as female. These figures compare well to the wider technology sector, where it is estimated that women comprise less than 20% of all employees.</p> <p>&nbsp;</p> <p>Duncan Down commented: &ldquo;These results show the nature of many of the Fast 50 entrants, who are ahead of the game in attracting the best talent and ensuring inclusivity.</p> <p>&nbsp;</p> <p>&ldquo;A company that takes a diverse and inclusive approach to hiring can access a larger pool of applicants, and these companies attract the best talent from all over the world, which is no doubt a key contributor to their success.&rdquo;</p> <p>&nbsp;</p> <p><strong>A Capital performance</strong></p> <p>&nbsp;</p> <p>London continues to dominate the Fast 50 landscape, with 68 per cent of winners headquartered in the UK capital, including nine of this year&rsquo;s top 10. This was followed by the South West and Wales region, which provided 10 per cent of this year&rsquo;s Fast 50 winners, rising from six per cent since last year.</p> <p>&nbsp;</p> <p>In line with the trend of the last two decades, software-led businesses were once again the most prevalent sector in the UK Technology Fast 50, making up 40 per cent of all winners, only slightly less than 2017&rsquo;s 44 per cent. This was followed by Fintech, which made up 28 per cent of winners - notably, 14 of the 15 Fintech winners were headquartered in London - and Media &amp; Entertainment (18 per cent), up eight per cent and two per cent respectively.&nbsp;</p> <p>&nbsp;</p> <p>Duncan Down commented: &ldquo;This year&rsquo;s cohort of Fast 50 winners saw a diverse mix of technology companies from across the country. However, London remains firmly positioned as the UK&rsquo;s tech capital, with very strong representation in Fintech and software particularly.&rdquo;</p> <p>&nbsp;</p> <p><strong>2018 UK Technology Fast 50</strong></p> <p>&nbsp;</p> <table border="0" cellpadding="0" cellspacing="0" style="width:587px"><tbody><tr><td style="width:77px"> <p><strong>Ranking </strong></p> </td> <td style="width:209px"> <p><strong>Company</strong></p> </td> <td style="width:107px"> <p><strong>Sub-sector</strong></p> </td> <td style="width:91px"> <p><strong>Region</strong></p> </td> <td style="width:102px"> <p><strong>Growth rate</strong></p> </td> </tr><tr><td style="height:44px; width:77px"> <p>1</p> </td> <td style="height:44px; width:209px"> <p><u><a href="">Deliveroo</a></u></p> </td> <td style="height:44px; width:107px"> <p>Software</p> </td> <td style="height:44px; width:91px"> <p>London</p> </td> <td style="height:44px; width:102px"> <p>15,749%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>2</p> </td> <td style="height:19px; width:209px"> <p><u><a href=""></a></u></p> </td> <td style="height:19px; width:107px"> <p>Fintech</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>15,548%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>3</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">HOSTMAKER (Flying Jamon Ltd)</a></u></p> </td> <td style="height:19px; width:107px"> <p>Software</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>6,445%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>4</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Darktrace</a></u></p> </td> <td style="height:19px; width:107px"> <p>Software</p> </td> <td style="height:19px; width:91px"> <p>Cambridgeshire and East</p> </td> <td style="height:19px; width:102px"> <p>4,829%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>5</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Adaptavist</a></u></p> </td> <td style="height:19px; width:107px"> <p>Software</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>4,024%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>6</p> </td> <td style="height:19px; width:209px"> <p><u>Paddle</u></p> </td> <td style="height:19px; width:107px"> <p>Software</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>3,858%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>7</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Onfido</a></u></p> </td> <td style="height:19px; width:107px"> <p>Fintech</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>3,857%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>8</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Stratajet</a></u></p> </td> <td style="height:19px; width:107px"> <p>Software</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>3,651%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>9</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Ometria</a></u></p> </td> <td style="height:19px; width:107px"> <p>Software</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>2,905%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>10</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Lending Works</a></u></p> </td> <td style="height:19px; width:107px"> <p>Fintech</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>2,832%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>11</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Thoughtonomy</a></u></p> </td> <td style="height:19px; width:107px"> <p>Software</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>2,650%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>12</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Synpromics</a></u></p> </td> <td style="height:19px; width:107px"> <p>Healthcare &amp; Life Sciences</p> </td> <td style="height:19px; width:91px"> <p>Scotland</p> </td> <td style="height:19px; width:102px"> <p>2,485%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>13</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">SoPost</a></u></p> </td> <td style="height:19px; width:107px"> <p>MediaEnt</p> </td> <td style="height:19px; width:91px"> <p>North East</p> </td> <td style="height:19px; width:102px"> <p>2,357%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>14</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Bloom &amp; Wild</a></u></p> </td> <td style="height:19px; width:107px"> <p>Software</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>2,098%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>15</p> </td> <td style="height:19px; width:209px"> <p><u>Laser Wire Solutions </u></p> </td> <td style="height:19px; width:107px"> <p>Hardware</p> </td> <td style="height:19px; width:91px"> <p>South West and Wales</p> </td> <td style="height:19px; width:102px"> <p>1,944%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>16</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Unify Communications</a></u></p> </td> <td style="height:19px; width:107px"> <p>Software</p> </td> <td style="height:19px; width:91px"> <p>South West and Wales</p> </td> <td style="height:19px; width:102px"> <p>1,915%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>17</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Optal</a></u></p> </td> <td style="height:19px; width:107px"> <p>Fintech</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>1,850%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>18</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Azimo</a></u></p> </td> <td style="height:19px; width:107px"> <p>Fintech</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>1,654%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>19</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">In Touch Networks</a></u></p> </td> <td style="height:19px; width:107px"> <p>Software</p> </td> <td style="height:19px; width:91px"> <p>North West</p> </td> <td style="height:19px; width:102px"> <p>1,524%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>20</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Landbay</a></u></p> </td> <td style="height:19px; width:107px"> <p>Fintech</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>1,467%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>21</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Carwow</a></u></p> </td> <td style="height:19px; width:107px"> <p>Software</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>1,411%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>22</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Adludio</a></u></p> </td> <td style="height:19px; width:107px"> <p>MediaEnt</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>1,264%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>23</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">VIRTUS Data Centres</a></u></p> </td> <td style="height:19px; width:107px"> <p>Communications</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>1,230%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>24</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Receipt Bank</a></u></p> </td> <td style="height:19px; width:107px"> <p>Software</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>1,186%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>25</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">City Pantry</a></u></p> </td> <td style="height:19px; width:107px"> <p>Software</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>1,140%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>26</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">TransferWise</a></u></p> </td> <td style="height:19px; width:107px"> <p>Fintech</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>1,107%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>27</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Solentim</a></u></p> </td> <td style="height:19px; width:107px"> <p>Healthcare &amp; Life Sciences</p> </td> <td style="height:19px; width:91px"> <p>South West and Wales</p> </td> <td style="height:19px; width:102px"> <p>1,106%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>28</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">LendInvest</a></u></p> </td> <td style="height:19px; width:107px"> <p>Fintech</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>1,042%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>29</p> </td> <td style="height:19px; width:209px"> <p><u><a href=""></a></u></p> </td> <td style="height:19px; width:107px"> <p>Software</p> </td> <td style="height:19px; width:91px"> <p>North West</p> </td> <td style="height:19px; width:102px"> <p>1,014%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>30</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Impression</a></u></p> </td> <td style="height:19px; width:107px"> <p>MediaEnt</p> </td> <td style="height:19px; width:91px"> <p>Midlands</p> </td> <td style="height:19px; width:102px"> <p>949%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>31</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Smarkets</a></u></p> </td> <td style="height:19px; width:107px"> <p>Fintech</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>948%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>32</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Cloud IQ</a></u></p> </td> <td style="height:19px; width:107px"> <p>Software</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>945%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>33</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">GoCardless</a></u></p> </td> <td style="height:19px; width:107px"> <p>Fintech</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>931%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>34</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Zappi</a></u></p> </td> <td style="height:19px; width:107px"> <p>Software</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>842%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>35</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">iwoca</a></u></p> </td> <td style="height:19px; width:107px"> <p>Fintech</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>817%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>36</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Lockwood Publishing Ltd</a></u></p> </td> <td style="height:19px; width:107px"> <p>MediaEnt</p> </td> <td style="height:19px; width:91px"> <p>Midlands</p> </td> <td style="height:19px; width:102px"> <p>777%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>37</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Chameleon Technology (UK) Ltd</a></u></p> </td> <td style="height:19px; width:107px"> <p>EnvironmentalTech</p> </td> <td style="height:19px; width:91px"> <p>North East</p> </td> <td style="height:19px; width:102px"> <p>713%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>38</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Kaizen</a></u></p> </td> <td style="height:19px; width:107px"> <p>MediaEnt</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>712%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>39</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">The Lead Agency</a></u></p> </td> <td style="height:19px; width:107px"> <p>MediaEnt</p> </td> <td style="height:19px; width:91px"> <p>North West</p> </td> <td style="height:19px; width:102px"> <p>662%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>40</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Vizolution</a></u></p> </td> <td style="height:19px; width:107px"> <p>Fintech</p> </td> <td style="height:19px; width:91px"> <p>South West and Wales</p> </td> <td style="height:19px; width:102px"> <p>642%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>41</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">MoveGB</a></u></p> </td> <td style="height:19px; width:107px"> <p>MediaEnt</p> </td> <td style="height:19px; width:91px"> <p>South West and Wales</p> </td> <td style="height:19px; width:102px"> <p>631%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>42</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Ieso Digital Health</a></u></p> </td> <td style="height:19px; width:107px"> <p>Healthcare &amp; Life Sciences</p> </td> <td style="height:19px; width:91px"> <p>Cambridgeshire and East</p> </td> <td style="height:19px; width:102px"> <p>624%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>43</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">LoopMe</a></u></p> </td> <td style="height:19px; width:107px"> <p>MediaEnt</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>618%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>44</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Capital on Tap (New Wave Capital Limited)</a></u></p> </td> <td style="height:19px; width:107px"> <p>Fintech</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>564%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>45</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">MiQ</a></u></p> </td> <td style="height:19px; width:107px"> <p>MediaEnt</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>558%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>46</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">LOVESPACE</a></u></p> </td> <td style="height:19px; width:107px"> <p>Software</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>554%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>47</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">StarLeaf</a></u></p> </td> <td style="height:19px; width:107px"> <p>Communications</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>552%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>48</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">BigChange</a></u></p> </td> <td style="height:19px; width:107px"> <p>Software</p> </td> <td style="height:19px; width:91px"> <p>North East</p> </td> <td style="height:19px; width:102px"> <p>548%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>49</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Poq</a></u></p> </td> <td style="height:19px; width:107px"> <p>Software</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>539%</p> </td> </tr><tr><td style="height:19px; width:77px"> <p>50</p> </td> <td style="height:19px; width:209px"> <p><u><a href="">Kantox</a></u></p> </td> <td style="height:19px; width:107px"> <p>Fintech</p> </td> <td style="height:19px; width:91px"> <p>London</p> </td> <td style="height:19px; width:102px"> <p>532%</p> </td> </tr></tbody></table><p>&nbsp;</p> Centre for Data Ethics and Innovation board announced Tue, 20 Nov 2018 10:38:53 +0000 CRM Sync The UK Government have announced the Board members for the newly established Centre for Data Ethics and Innovation. <p>Today the UK Government have announced the Board members for the newly established Centre for Data Ethics and Innovation. Chaired by Roger Taylor, the board will have a key role in shaping the preliminary phase of the Centre&rsquo;s activities, advising government on the measures which are needed to ensure the safe, ethical and innovative uses of data and AI.</p> <p>The following people have been appointed today as the Centre&rsquo;s Board members:</p> <ul><li>Edwina Dunn, CEO of StarCount; founder and former CEO of Dunnhumby</li> <li>Professor Luciano Floridi, Professor of Philosophy and Ethics of Information at Oxford University. Director of the Digital Ethics Lab, Oxford Internet Institute, Chair of The Alan Turing Institute&rsquo;s Data Ethics Group</li> <li>Dame Patricia Hodgson, former Chair of Ofcom</li> <li>Dr Susan Liautaud, Public Policy School at Stanford University; Founder of the Ethics Incubator</li> <li>Baroness (Kate) Rock, Member of the House of Lords Select Committee on AI</li> <li>Rt Revd Dr Steven Croft, Bishop of Oxford; Member of the Lords Select Committee on Artificial Intelligence</li> <li>Richard Sargeant, Chief Commercial Officer, ASI Data Science</li> <li>Kriti Sharma, VP Artificial Intelligence at Sage Group</li> <li>Dame Glenys Stacey (appointment February 2019), Her Majesty&rsquo;s Chief Inspector of Probation</li> <li>Dr Adrian Weller, Senior Fellow in Machine Learning Cambridge University, Programme Director for AI at the Alan Turing Institute</li> <li>Professor Lord (Robert) Winston, Professor of Science and Society at Imperial College London. Chairman of the Genesis Research Trust.</li> </ul><p><br> techUK&rsquo;s head of cloud, data analytics and AI Sue Daley welcomed the appointments made today:</p> <p><em>&ldquo;This is another important step forward in the establishment of the Centre we hope will play an important role&nbsp;in ensuring the UK is world leading in the development and use of responsible tech. To do that there is a real need to build the knowledge, capability and capacity needed to ensure that AI is developed and used in a way that is beneficial and ethical. The CDEI will have a vital role to play in supporting this and techUK is pleased to see a strong mix of backgrounds and world-leading expertise on the Board. The success of&nbsp;the Centre&rsquo;s work will depend on industry being properly engaged. This is why techUK has suggested the creation&nbsp;of an industry expert working group that could provide direct input, advice and technical expertise to support the Centre&rsquo;s Chair and Board as it begins its important work.&rdquo;</em></p>Contact: <a href=""></a> MCPD and SGC: Guidance for Data Centre Operators Tue, 20 Nov 2018 09:11:33 +0000 CRM Sync Our decision tree should help operators get to grips with the Medium Combustion Plant Directive and Specified Generator Controls. <p>We have slowly been developing guidance for data centre operators regarding the Medium Combustion Plant Directive and Specified Generator Controls.&nbsp; MCPD is not in itself unduly complex or problematic &ndash; the fun starts with the SGC, which are unilateral domestic measures to try and &ldquo;regulate out&rdquo; diesel generator farms set up under Contracts for Difference where individual plant sits just below MCPD and other thresholds but nevertheless collectively they threaten air quality.&nbsp; As ever, data centre operators and others are caught in the crossfire and the collateral damage is that anyone who engages in Demand Side Response (DSR) or triad avoidance will find it a lot more difficult in future.&nbsp;&nbsp; There are three main rules of thumb:</p> <ol><li>MCPD permits will be needed for new plant operational on or after 20 December.</li> <li>Existing plant will need permits eventually, by 2025 or 2030 depending on size.</li> <li>If you do any form of demand side response or triad avoidance you will almost certainly need to fit abatement, sooner or later, or cease activity.</li> </ol><p>The Environment Agency guidance should be your first port of call: this Decision Tree and briefing note represent our interpretation of that guidance and do not constitute legal or professional advice.&nbsp; If you have any queries about the guidance or wish to suggest amendments or corrections then please get in touch.&nbsp; The EA guidance is currently still in consultation stage so there may be further amendments.</p>Contact: <a href=""></a> Payments Advisory Panel - call for members Mon, 19 Nov 2018 14:52:21 +0000 CRM Sync Call for interest from B of E and Pay.UK to join an Advisory Panel on payment standards. <p>The Bank of England and Pay.UK have issued an open call for interest&nbsp;for members of the payments industry wishing to join a newly created Standards Advisory Panel.</p> <p>In June 2018, the Bank of England, Pay.UK and the Payment Systems Regulator (PSR) published a consultation on the adoption of a common global messaging standard, &lsquo;ISO 20022&rsquo; across the main UK payment systems, including CHAPS, and&nbsp; Pay.UK&rsquo;s New Payments Architecture.&nbsp;This new standard is expected to deliver a wide range of benefits including improved resilience, better automation and innovation, and richer data.&nbsp;The Bank and Pay.UK are setting up the Panel in advance of publishing the consultation response later this year.&nbsp; The Panel will input into the implementation of ISO 20022.&nbsp;</p> <p><a href=""><span style="color:#0000CD">Applications to become a member of the Panel</span></a> are invited from individuals with relevant subject matter knowledge, skills and experience, based on the draft <a href=";hash=104B67B7AF846BF7837BF6762BDB7000C6B06A6F"><span style="color:#0000CD">Terms of Reference</span></a>.&nbsp;The closing date for applications&nbsp;is <strong>Monday 10 December 2018</strong>.<br> &nbsp;</p> <p>The Panel will be jointly run by the Bank and Pay.UK.&nbsp; It will comprise a senior group of stakeholders representing the payments industry. It is to be made up of diverse representation from Payment Service Providers, technology firms and end-users, such as businesses. Members of the Panel will have an opportunity to influence changes across wholesale and retail payments, shaping how benefits for the UK are maximised while ensuring changes are proportionate. Whilst implementation of ISO 20022 in the UK will be a key focus, the group&rsquo;s work will also cover other new payment standards for the UK &ndash; such as for financial APIs (Application Programming Interfaces), the technology that enables data to be shared securely.<br> &nbsp;</p>Contact: <a href=""></a> JCNSS releases report on Cyber Security of the UK’s CNI Mon, 19 Nov 2018 10:42:53 +0000 CRM Sync Today, the Joint Committee on the National Security Strategy has released its report, Cyber Security of the UK’s Critical National Infrastructure. <p><span style="font-size:10pt">Today, the Joint Committee on the National Security Strategy has released its report, <em><a href=""><u>Cyber Security of the UK&rsquo;s Critical National Infrastructure</u></a></em>.</span></p> <p><span style="font-size:10pt">The wide-ranging report details the significant and growing challenges facing UK CNI from various actors, outlines the current Government response to date and describes the evolving regulatory landscape. The report states that the cyber threat to the UK&rsquo;s CNI is as credible, potentially devastating and immediate as any other threat faced by the UK.</span></p> <p><span style="font-size:10pt">The report acknowledges the significant progress to date, particularly through the work of the National Cyber Security Centre (NCSC) and the effectiveness of the Network and Information Security (NIS) Directive in strengthening the resilience of CNI. It does, however, question whether this progress is quick enough or whether the NCSC has the resources to meet increasing demands. It outlines several recommendations the Joint Committee believes will ensure UK preparedness including appointing one Cabinet Office minister with designated responsibility for cyber security across Government departments.</span></p> <p><span style="font-size:10pt">Some of the key recommendations outlined in the report include:</span></p> <ul><li><span style="font-size:10pt">There should be a Cabinet Office Minister designated as cyber security lead, with oversight of both public and private sector initiatives and responsibility for progress; </span></li> <li><span style="font-size:10pt">Government should produce continually updated plans for improving CNI to ensure agility in responding to this changing threats and in taking advantage of constant technological innovation;</span></li> <li><span style="font-size:10pt">The next National Cyber Security Strategy, due in 2021 should be informed by a mapping of the key interdependencies between CNI sectors which the Government should complete as soon as possible and keep under continual review;</span></li> <li><span style="font-size:10pt">The Government should resume publishing Annual Reports for the National Cyber Security Programme to improve transparency and aid external scrutiny;</span></li> <li><span style="font-size:10pt">Given that cyber threats do not stop at national borders, the Government should prioritise maintaining access to the EU&rsquo;s NIS Coordination Group and its workstreams to facilitate continued information sharing and collaboration with EU Member States; and</span></li> <li><span style="font-size:10pt">The Government should give urgent consideration to non-regulatory incentives and interventions that have the potential to drive cultural change across CNI sectors, including insurance services, security-by-default and board level reforms.</span></li> </ul><p><span style="font-size:10pt">Chair of the Committee, <strong>Margaret Beckett MP</strong>, said:</span></p> <p><em><span style="font-size:10pt">&ldquo;We are struck by the absence of political leadership at the centre of Government in responding to this top-tier national security threat. It is a matter of real urgency that the Government makes clear which Cabinet Minister has cross-government responsibility for driving and delivering improved cyber security, especially in relation to our critical national infrastructure.&nbsp; There are a whole host of areas where the Government could be doing much more, especially in creating wider cultural change that emphasises the need for continual improvement to cyber resilience across CNI sectors.</span></em></p> <p><em><span style="font-size:10pt">&ldquo;My Committee recently reported on the importance of also building the cyber security skills base. Too often in our past the UK has been ill-prepared to deal with emerging risks. The Government should be open about our vulnerability and rally support for measures which match the gravity of the threat to our critical national infrastructure.&rdquo;</span></em></p> <p><strong><span style="font-size:10pt">Talal Rajab</span></strong><span style="font-size:10pt">, Head of Cyber and National Security, techUK said:</span></p> <p><em><span style="font-size:10pt">&ldquo;techUK is pleased to have contributed to the Joint Committee&rsquo;s report into the cyber security of the UK&rsquo;s critical national infrastructure and welcomes the important recommendations.&nbsp;The UK&rsquo;s critical national infrastructure remains a key target for attack, whether from nation state actors or organised crime groups.&nbsp; Whilst the report correctly recognises the significant work that the National Cyber Security Centre (NCSC) has done in providing technical leadership on cyber resilience, it accepts that cyber risk within critical national infrastructure is still not fully understood or managed.&nbsp;This is an issue that requires utmost vigilance. &nbsp; </span></em></p> <p><em><span style="font-size:10pt">The recommendation for the creation of a Cyber Security Minister, responsible for the cross-government delivery of the National Cyber Security Strategy, has merit and should be explored further.&nbsp; Much has changed since the strategy was published in 2016, with the threat to government and businesses constantly evolving.&nbsp; As the current strategy draws to a close, it is vital that cyber security becomes business as usual across all areas of government. The appointment of a Cabinet Office Minister designated as a cyber security lead could help ensure government remains one step ahead of the threat and drive real change across departments.&rdquo;</span></em></p>Contact: <a href=""></a>Contact: <a href=""></a> Living in the Internet of Things | Call for papers Mon, 19 Nov 2018 10:36:42 +0000 CRM Sync Realising the socioeconomic benefits of an interconnected world. <p><strong>Living in the Internet of Things: Realising the socioeconomic benefits of an interconnected world<br> 01-02 May 2019 | IET London: Savoy Place</strong></p> <p><strong>Call for Papers deadline: 01 December 2018</strong><br><a href="" target="_blank"></a></p> <p><img alt="Living in the IoT" src="//" style="float:left; height:386px; margin:4px; width:580px"></p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>The Internet of things (IoT) is the inter-networking of physical devices, vehicles (also referred to as "connected devices" and "smart devices"), buildings, and other items embedded with electronics, software, sensors, actuators, and network connectivity which enable these objects to collect and exchange data.</p> <p>Addressing cybersecurity of the Internet of Things this conference is organised in collaboration with the PETRAS Research Hub, a consortium of nine leading UK universities working together to explore critical issues in privacy, ethics, trust, reliability, acceptability, and security launched as part of the Government&rsquo;s &pound;32m investment in IoT.</p> <p>The conference will provide insight into how society can benefit from the power of interconnected devices (the IoT) while remaining safe, secure and resilient.</p> <p>Visit <a href="" target="_blank"></a> to see the full technical scope and submit your abstract by 01 December 2018.</p> <p>This event is supported by techUK.<br> &nbsp;</p>