techUK Insights RSS Feed - techUK RSS feed for insights content. en Copyright (C) 2015 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>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</p> <p>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, so we would need to know interest by <strong>Wednesday 12 December</strong> at the latest. 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. The <strong>deadline is Wednesday 12 December</strong>. 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> Government response to JCNSS report: Cyber Security Skills and UK CNI Fri, 16 Nov 2018 15:22:17 +0000 CRM Sync This week Government has responded to the Joint Committee on the National Security Strategy report on Cyber Security Skills and the UK’s Critical National Infrastructure. <p>This week Government has responded to the Joint Committee on the National Security Strategy report on Cyber Security Skills and the UK&rsquo;s Critical National Infrastructure.</p> <p>The report, released in July stated that there was &lsquo;cause for alarm&rsquo; around the gap between the demand and supply of suitably skilled cyber security workers in the UK&rsquo;s Critical National Infrastructure sectors. The report argued that Government needed to do significantly more to understand the scale of the problem and then address it effectively.</p> <p>The full Government response can be <a href="">accessed here</a>.</p> <p>Within the response Government outline some of the measures it is taking in this space, including:</p> <ul><li>Publication of a National Cyber Skill Strategy by the end of 2018;</li> <li>Continuing the work to develop a UK Cyber Security Council, following a public consultation;</li> <li>Long-term initiatives such as Cyber Discovery (a &pound;20m extra-curricular game-based programme for students aged 14&ndash;18) and CyberFirst (which offers courses and bursaries to inspire and support the next generation of cyber security professionals);</li> <li>Developing the Cyber Security Body of Knowledge (CyBok) with UK academics in consultation with the national and international cyber security sector;</li> <li>Large-scale reforms around the curriculum including the Computer Science GCSE and A Level, accelerated with &pound;84m of new funding over the next four years; and</li> <li>Department for Education aiming to upskill up to 8,000 existing teachers without a post-A level qualification through a National Centre of Computing Education and an intensive Continuing Professional Development (CPD) programme.</li> </ul><p>Chair of the Committee, <strong>Dame Margaret Beckett MP</strong>, said in response:</p> <p><em>&ldquo;Building cyber security capacity within Government and across Critical National Infrastructure sectors is a matter of utmost importance to the UK&rsquo;s national security. Today&rsquo;s Response from the Government accepts the need to think creatively about current and future challenges relating to cyber skills. This is a start.</em></p> <p><em>The Government sets store by its 2016 National Cyber Security Strategy, and today&rsquo;s Response to our Report acknowledges that in terms of a standalone skills strategy, there is more to do. We have been assured that Government has begun work on that strategy, which they promise by the end of 2018. When it arrives, we will look carefully to ensure that this is the case.</em></p> <p><em>The UK has already seen the potential consequences when CNI is affected by a major cyber attack &ndash; demonstrated in the NHS. The Committee remains to be convinced that Government has grasped the immediate challenge of keeping CNI secure from cyber threats. Many of the plans set out in this Response will come to fruition in a decade&rsquo;s time. It fails to answer our questions about today and tomorrow &ndash; and this is concerning.&rdquo;</em></p>Contact: <a href=""></a> Brexit: What’s the deal on the table and what happens next? Fri, 16 Nov 2018 15:04:25 +0000 CRM Sync techUK’s Head of Policy looks at the Brexit deal, what it means and what the next steps might be. <p>The Government has finally produced the result of its negotiations with the EU over Brexit. This marks the end of a long negotiation process that was initiated by the result of the EU Referendum on 23 June 2016. &nbsp;In advance of that vote techUK surveyed its members and published the results which showed a strong majority view for remain.</p> <p>As a vocal supporter for &lsquo;remain&rsquo; techUK has always believed that staying in the EU would be preferable to leaving. It is therefore no surprise that in our view any deal is less good than the deal we already have &ndash; membership of the European Union. But in terms of the current political process the option to remain is not on the table and the Withdrawal Agreement, alongside the Outline Political Declaration on the Future Relationship, is therefore the only deal that will be formally put in front of Members of Parliament.</p> <p>When the vote on the <a href="">Withdrawal Agreement</a>, which sets out how the UK leaves the EU in March and our ongoing liabilities, and the <a href="">Political Agreement</a>, which sets out how we will go about negotiating a long term future relationship, takes place, techUK believes that Members of Parliament should support these agreements. That is based on the clear view that, compared to the real alternative of no deal, it would provide an acceptable course to mitigate some of the most negative impacts of Brexit.</p> <p>This deal is a long way from perfect and will leave a lot of uncertainty. But our view has always been that a bad deal that gives scope for a better outcome, is substantially better than the real hazard of no deal.</p> <p>In the rest of this blog I will go through why we think this deal is worth voting for, and whether it meets the long standing policy objectives of techUK, and then look at what happens next- the political process and the question around alternatives to the deal.</p> <p>&nbsp;</p> <p><strong><u>Does this deal meet techUK&rsquo;s policy objectives?</u></strong></p> <p>Following the EU Referendum, techUK and Frontier Economics produced an <a href="">analysis</a> of the biggest risks posed by Brexit. From that we identified five areas that any Brexit deal would have to address if it were to mitigate the impact on the sector. These are:</p> <ul><li>Securing the continued Free Flow of Data</li> <li>Ensuring continued access to talent</li> <li>Enabling the frictionless movement of tech across borders</li> <li>Providing alignment on rules covering digital services to avoid barriers to market access</li> <li>Retaining access to EU funding streams like Horizon 2020 and the European Investment Fund</li> </ul><p>Added to this, we were clear on the need to provide certainty to businesses and avoid any cliff edge through a transition agreement that ran past March 2019.</p> <p>&nbsp;</p> <p><strong>Transition</strong></p> <p>The most important benefit of the Withdrawal Agreement is that it provides for a transition period until the end of December 2020.&nbsp; That means the UK will remain part of the vast majority of EU processes and rules past March 2019. It means the businesses can continue to operate smoothly after March 29&nbsp;2019.</p> <p>It means, for example, that EU citizens will still be able to come and work in the UK. And that data can continue to flow.&nbsp; It is not perfect &ndash; the UK will no longer have a seat at the table in the European Parliament or in EU regulatory bodies, but it is better than being outside the tent entirely.</p> <p>What&rsquo;s more, the agreement provides that the transition can be extended even further if necessary.&nbsp; This is something techUK has consistently called for, because we are sceptical a final deal can be done by the end of 2020. Therefore, on this test, the deal on the table meets techUK&rsquo;s objectives.</p> <p>&nbsp;</p> <p><strong>Data</strong></p> <p>The Withdrawal Agreement makes clear that legacy personal data (i.e. data transferred before Brexit) will have to be maintained under EU data protection standards (based ultimately on GDPR).&nbsp; The alternative option to this would have been to require all legacy data of EU citizens held in the UK to be returned to the EU- a logistical nightmare for tech businesses.</p> <p>More importantly, the Political Agreement makes clear that the EU will undertake the processes for an adequacy decision, with the aim of completing the process before the end of 2020- before the end of transition.&nbsp; This would avoid any gaps in the legal basis for companies to transfer data. It does not guarantee adequacy, but techUK remains confident that it is possible for the UK to secure an adequacy decision.</p> <p>The Political Agreement also keeps the door open for the UK to remain part of the EU regulatory mechanisms on data flows- specifically the EU Data Protection Board.&nbsp; This would in turn keep the UK in the one stop shop mechanism- reducing additional burdens on businesses. While techUK believe it will be difficult to secure such an arrangement in the final agreement, the fact it remains on the table shows substantial progress has been made.</p> <p>The one big area missing on data flows is what happens with third countries- in particular the US Privacy Shield. This isn&rsquo;t included in the agreement because it concerns parties other than the UK and the EU.&nbsp; techUK has raised this with Government and will continue to push for absolute certainty on these arrangements ahead of March 2019.</p> <p>On this basis, the deal on the table provides a path to securing techUK&rsquo;s objectives on data flows that would not be available in the case of no deal.</p> <p>&nbsp;</p> <p><strong>People and talent</strong></p> <p>When we speak to our members, talent and skills is always at the very top of people&rsquo;s agenda. Immediately after the Referendum techUK was clear that the top priority was ensuring that all those EU citizens living and working in the UK tech sector should be able to stay.&nbsp; The deal puts that beyond doubt by binding the UK into a legal treaty that grants so-called &lsquo;settled status&rsquo; to EU citizens.</p> <p>In addition, the Withdrawal Agreement also locked EU Member States in to providing a similar ability for UK citizens to remain in their country. Without an agreement this decision would be left up to each individual Member State, so the deal is preferable to that alternative. It is far from perfect- for example settled status for UK citizens in the EU will only apply to the country they live in at the time, so they will not be able to move freely to another EU Member State just based on the Withdrawal Agreement.</p> <p>The Withdrawal Agreement also ensures that things like social security systems are aligned and professional qualifications continue to be recognised.&nbsp; This is really important to make sure EU workers are not second class citizens in the UK because of Brexit.</p> <p>The Withdrawal Agreement doesn&rsquo;t deal with the future migration system. That will be dealt with either by the future agreement or set unilaterally by the UK and EU.&nbsp; The Political Agreement suggests an intention to agree a system in the future agreement, but provides little detail on what the might look like.&nbsp; techUK has already set out what we think the system will need to deliver <a href="">here</a>.</p> <p>Would techUK like to retain Freedom of Movement? Without a doubt.&nbsp; But we also want to see the system for the entire world improved, and so we continue to work to put pressure on the Government to provide details of how they plan to approach this issue in their (very delayed) White Paper.</p> <p>Based on this view, we believe that the deal on the table provides stability for EU workers now, and the possibility of a full system to come, which again is preferable to no deal.</p> <p>&nbsp;</p> <p><strong>Movement of Goods</strong></p> <p>The approach set out in the Political Agreement would ensure that the UK signs up to the majority of EU rules on movement of goods in order to ensure that it is as frictionless as possible.&nbsp; techUK thinks this is a good starting place. It would ensure that on requirements such as CE Marking the UK remains aligned with the EU.</p> <p>What is more, the Withdrawal Agreement makes clear that, unless a different system that prevents a hard border in Northern Ireland can be found during the future negotiations, the UK would remain in the EU&rsquo;s Customs Union.</p> <p>techUK has always said we are willing to explore alternatives to the Customs Union that allow the UK to also do Trade Deals with other countries.&nbsp; However, if no other solution can be found, then the Customs Union will provide the best solution for UK tech businesses and their customers.</p> <p>On that basis, we believe that the deal meets our objectives in this area for now, while providing room for discussions of alternatives for the future.</p> <p>&nbsp;</p> <p><strong>Alignment of rules around services</strong></p> <p>This is the area of most concern for techUK when it comes with the deal on the table. The Political Agreement provides very little detail on the level of regulatory alignment that the UK will seek with files of the Digital Single Market.</p> <p>However, the Withdrawal Agreement provides a stable starting point for negotiations by committing to a &lsquo;level playing field&rsquo; approach, that reduces the ability of either the UK or the EU to seek an unfair competitive advantage by unpicking rules around things like worker&rsquo;s rights or environmental standards.&nbsp;</p> <p>Importantly, nothing in the Political Agreement shuts the door on the kind of high alignment techUK would like to see.&nbsp; It does however also provide the opportunity to look at each aspect of EU regulation in turn and see if there is a case for divergence.&nbsp; techUK has never said that all EU rules are good (just look at the Copyright Directive that is currently on its way to becoming EU law), so flexibility may be helpful, but these choices will inevitably be made in the next phase of discussions- which can only happen if the UK avoids no deal.</p> <p>&nbsp;</p> <p><strong>Funding</strong></p> <p>Access to funding is hugely important for the UK tech sector to continue to innovate and develop.&nbsp; There are multiple EU funding streams and programmes which are beneficial to the sector.</p> <p>The Political Agreement makes clear that both sides are aiming to negotiate a final deal that continues to give access to EU research programmes like Horizon 2020 and its successors, as well as EU space programmes. While this is likely to never be on as good a terms as being a member of the EU, it avoids losing access entirely in the event of no deal. So on that basis, the deal on the table remains more positive for funding that the current most likely alternative.</p> <p>&nbsp;</p> <p><strong><u>So what happens next- the political process?</u></strong></p> <p>The deal that has been published is not yet set in stone.&nbsp; First it has to be agreed by Member States at the EU Council meeting on 25 November.&nbsp; After that it will be put to the UK Parliament under the &lsquo;meaningful vote&rsquo; procedure set out in Section 13 of the European Union (Withdrawal Act).</p> <p>techUK strongly supports Members of Parliament having a say in this deal. We do not think consensus can be built by Government alone, and have consistently said we want Government to engage even more, with MPs, with businesses and with the public both now and, crucially, in the next phase of the negotiations.</p> <p>There remains a lot of uncertainty about how the meaningful vote will occur. What we do know is that the motion to support the current deal (made up of both the Political Agreement and the Withdrawal Agreement) will be put on &lsquo;neutral terms&rsquo; by the Government.&nbsp; That means a motion that doesn&rsquo;t try and do anything other than agree the package.</p> <p>This motion will be amendable by MPs.&nbsp; There has been some debate over whether amendments would come before the motion (i.e. each amendment changes the motion which is finally voted on) or after it (i.e. MPs agree the motion but provide an additional view).&nbsp; However, the Procedure Committee of the House of Commons has <a href="">recommended</a> that normal procedure (where amendments come first) should apply.</p> <p>In either case, as the motion has not yet been tabled, there are no amendments to it. That means that all the speculation about whether Parliament could vote for an alternative (such as a Second Referendum) is based on theory, not text on the table. techUK has not taken a view on any of these amendments because they do not yet exist.</p> <p>That means our assessment of whether MPs should support this deal is based on a choice between the deal that has been negotiated or rejecting it with nothing in its place. On that basis we believe MPs should back the deal.&nbsp;</p> <p>There is a very real prospect that the deal fails to pass through Parliament.&nbsp; Should that happen then techUK will be asking our members what they wish to see happen.&nbsp; Our primary goal has always been to ensure that, at the very least, Brexit meets the objectives set out above.&nbsp; Any measure that fails to meet those requirements would clearly be a bad deal for the sector, and for the entire UK economy.</p>Contact: <a href=""></a> Background to techUK's decision to support the Withdrawal Agreement Fri, 16 Nov 2018 09:34:38 +0000 CRM Sync techUK's CEO, Julian David, sets out some of the background to techUK's position on the proposed Withdrawal Agreement. <p>I have been asked a number of questions on Twitter following the statement @techuk released yesterday supporting the proposed withdrawal agreement. &nbsp;Here are my answers.</p> <p>techUK is&nbsp;a business organisation that represents companies rather than individuals that work in the technology sector. We speak on behalf of those members &ndash; hundreds of companies large and small employing hundreds of thousands of people across the UK. Companies that are faced with taking hard business decisions as we approach the deadline for the UK to leave the EU.&nbsp;</p> <p>Digital tech companies number many thousands in UK. They are not all techUK members so clearly we do not represent everybody in tech but, given the spread of our members from chip design and electronics, satellite and telecoms through to health tech and AI solutions providers, we have a very broad base.</p> <p>We work with our members on a daily basis and our positions are developed through a system of groups and committees, including a Brexit policy group that is open to all members. Major decisions such as techUK&rsquo;s approach to Brexit are agreed at Board level.</p> <p>In the run-up to the EU Referendum, we surveyed our members and found a very clear majority for remain. We published that data and ensured that the media and campaigning groups were fully informed of our position. Clearly, the Referendum did not go the way techUK member companies hoped, however, at no time since the Referendum have our members called for us to campaign for a new vote. &nbsp;Instead, their direction was to respect the fact of the referendum and work within the political process to ensure that the agreements negotiated with the remaining members of the EU support their ability to invest in the UK and continue to trade successfully. &nbsp;We have never taken the view that leaving the EU was preferable to remaining a member but we have engaged in the political process to try and mitigate the impact of Brexit on the ability of tech firms to do business. We have published many detailed proposals to address the complicated and important issues that must be resolved particularly relating to data, skills, customs and regulatory alignment. &nbsp;Many of our proposals have been reflected in government policy. &nbsp;</p> <p>One of the biggest issues that face our member companies, their employees, customers and partners is the uncertainty provoked by the withdrawal process. &nbsp;This has serious business implications for investment and planning but also human consequences for the people working in member businesses.</p> <p>We have been very clear that No Deal is a potential catastrophe for member businesses and resolving uncertainty is paramount given that there are only 130 or so days to go. Therefore, in consultation with our members we made a very clear decision to support the proposed withdrawal agreement which can resolve the uncertainty and avoids the risk of a no deal disaster.</p> <p>We recognise the agreement is not perfect and it is also not in itself a future trade agreement with the EU but it does contain a number of positions and proposals that can build to one. &nbsp;It is also the only proposal that is currently on the table.</p> <p>We have said that if that changes then we will in consultation with our members determine what is the best position for us to take to continue to support jobs and investment in digital technology businesses in the UK.</p> <p>&nbsp;</p> <p>Find out more about <a href="">the deal on the table and what happens next </a>by&nbsp;Giles Derrington, Head of Policy.</p>Contact: <a href=""></a> The EU Parliament Backs the Mandating of Digital Radio in Cars Fri, 16 Nov 2018 07:00:00 +0000 CRM Sync The European Parliament has voted to adopt the new European Electronic Communications Code. This Directive will require all new car radios in the EU to be capable of receiving digital terrestrial radio. <p>On the 14th November, 2018,&nbsp;the European Parliament in its Plenary session voted to adopt the new European Electronic Communications Code. This Directive will require all new car radios in the EU to be capable of receiving digital terrestrial radio. This requirement is in addition to any FM or AM functionality which manufacturers may wish to include.<br><br> The Code also gives Member States the freedom to introduce measures requiring consumer radios to be able to receive digital transmissions.<br><br> Having been approved by the Parliament, the next steps for the Directive are: first, formal approval by the Council and, second, publication in the Official Journal of the European Union &ndash; at which point the Directive enters into force. These steps are expected to be completed in early 2019, after which, these rules will need to be transposed within two years into national legislation and all new car radios for sale or rent within the EU will need to comply with the Directive.<br><br> The Code will ensure that car drivers have access to the benefits of digital terrestrial radio (e.g. DAB / DAB+) wherever in the EU they have bought their new car. Increased choice, more consistent audio quality and enhanced data services will be delivered to millions of drivers across the European Union.<br><br> The first countries in Europe are switching off FM (Norway in 2017, Switzerland between 2020 and 2024) and a number of EU Member States are considering similar plans. As a result of this Directive, motorists driving through countries without FM will be able to rely on digital terrestrial radio to receive free-to-air traffic information services. A significant, additional benefit is that DAB+ is reliable in times of emergencies &ndash; regardless of how many users are trying to receive information via their radio.<br><br> The Directive also formalises EU consent for Member States introducing rules which require consumer receivers to be able to receive digital transmissions. This is consistent with a law already introduced in Italy requiring all new radios to have digital capability from 1 January 2020. France is expected to trigger a similar law once DAB+ coverage exceeds 20% of the population &ndash; likely to be by the end of this year. Several other EU markets are currently considering similar initiatives, which would help accelerate the uptake of digital radio and, through economies of scale, are likely to lead to lower prices for entry level DAB digital radios.<br><br><strong>Patrick Hannon, President, WorldDAB, said</strong>:<br><br> &ldquo;The inclusion of digital terrestrial radio in the European Electronic Communications Code is a critical milestone for digital radio in Europe. It is clear evidence that DAB+ is seen, at a pan-European level, as the core future platform for radio. The Code will provide a strong impulse to the adoption of DAB+ in cars across the EU &ndash; and will apply equally to Member States with established DAB markets and those in the earlier stages of development. For consumer devices, this Directive provides a green light to any Member State considering requiring receivers to have digital capability.&rdquo;<br> &nbsp;<br>The full text of the European Electronic Communications Code can be found via the link below:</p> <p><a href=";format=PDF&amp;reference=A8-0318/2017&amp;secondRef=002-002&amp;language=EN">EEC Text</a><br><br> The relevant sections of the Code are:<br><br><strong>Article 113, Annex XI:</strong><br><br><em>Any car radio receiver integrated in a new vehicle of category M which is made available on the market for sale or rent in the Union from &hellip; [two years after the date of entry into force of this Directive] shall comprise a receiver capable of receiving and reproducing at least radio services provided via digital terrestrial radio broadcasting. Receivers which are in accordance with harmonised standards the references of which have been published in the Official Journal of the European Union or with parts thereof shall be considered to comply with that requirement covered by those standards or parts thereof.</em><br><br><strong>Article 113</strong><br><br><em>Member States may adopt measures to ensure the interoperability of other consumer radio receivers, while limiting the impact on the market for low-value radio broadcast receivers and ensuring that such measures are not applied to products where a radio receiver is purely ancillary, such as smartphones, and to equipment used by radio amateurs.</em><br><!-- [if !supportLineBreakNewLine]--><br><!--[endif]--></p> <p>&nbsp;</p>Contact: <a href=""></a> Army launches Autonomous Warrior Thu, 15 Nov 2018 14:55:04 +0000 CRM Sync Secretary of State for Defence Gavin Williamson has announced that British troops will be testing 70 examples of future technology <p>The Secretary of State for Defence Gavin Williamson has today announced that British troops will be testing 70 examples of future technology including enhanced surveillance drones and unmanned vehicles.</p> <p>Autonomous Warrior will last for four weeks and test a range of innovative technologies, aiming&nbsp; to reduce the danger to troops during combat. The exercise will finish with a battlegroup experiment, where the best ideas and products will be tested in the toughest of simulated operational environments.</p> <p>A key focus of the initiative is to test capabilities around autonomous last mile resupply. The &lsquo;last mile&rsquo;, which represents the extremely dangerous final approach to the combat zone, is vital to ensuring soldiers have the food, fuel and ammunition to keep them alive. Therefore the technologies will be applicable to surveillance, long-range and precision targeting, enhanced mobility and the re-supply of forces, urban warfare and enhanced situational awareness.</p> <p>The US Army, Royal Marines, RAF and the Defence Science and Technology Laboratory (Dstl) will join industry partners and academia in working alongside them, experimenting with over 70 products and systems.</p> <p>Autonomous Warrior is a key part of the &pound;800 million Defence Innovation Fund which supports ground-breaking ideas aimed at transforming both defence and British industry.</p> <p><strong>Defence Secretary Gavin Williamson </strong>said:</p> <p><em>&ldquo;Our troops now have the chance to test out a huge range of robotic kit in what will be the biggest exercise of its kind in our history. We&rsquo;re always working with the brightest minds in Britain and across the world to see how they can support our military of the future, but now the frontrunners have the chance to prove what they can really do on a battlefield. This equipment could revolutionise our Armed Forces, keeping them safe and giving them the edge in an increasingly unstable world.&rdquo;</em></p>Contact: <a href=""></a>Contact: <a href=""></a> £10 million awarded from MOD and DGP Innovation Challenge Thu, 15 Nov 2018 14:51:25 +0000 CRM Sync This week, £10 million in funding has been awarded to the winners of the MOD and Defence Growth Partnership (DGP) Innovation Challenge <p>This week, &pound;10 million in funding has been awarded to the winners of the MOD and Defence Growth Partnership (DGP) Innovation Challenge by Minister for Defence Procurement Stuart Andrew.</p> <p>The Defence and Security Accelerator, in tandem with the Defence Solutions Centre, established the competition in 2012 to explore and develop solutions to ensure the UK&rsquo;s armed forces stay ahead of adversaries by finding more efficient methods of communication, logistics, protection, intelligence and training. The joint approach aims to create high quality UK jobs, boost defence exports and encourage collaboration between large industry, SMEs and academia. Industry has matched the initial investment and since the original award, the competition has received an additional &pound;4 million. This is part of the wider &pound;800 million Defence Innovation Fund.</p> <p>This week&rsquo;s event brought together leading industry and military figures from the defence equipment community. The winning innovations ranged across future information capability priorities including autonomy and big data. The &nbsp;successful companies will receive combined investment and support worth over &pound;4 million from the MOD and &pound;6 million from industry partners to ensure their technologies are developed fully.</p> <p>The winning solutions which were announced at the event include:</p> <ul><li>Close Air Solutions with Project Hyper Real Immersion</li> <li>QinetiQ&rsquo;s Software Defined Multifunction LIDAR</li> <li>Horiba Mira&rsquo;s UGV Localisation and Perception using Deep Learning Neural Networks</li> <li>Polaris&rsquo; Ants on Deck</li> </ul><p><strong>Minister for Defence Procurment Stuart Andrew</strong> said:</p> <p><em>&ldquo;From shrewd navigation software, A.I. driven autonomous vehicles, laser radar to mixed reality training systems, today&rsquo;s winners are a clear demonstration of industry rising to meet the complex challenges of modern warfare. The MOD, working with commercial partners, will see these pioneering technologies go from the drawing board to the battlefield.&rdquo;</em></p> <p>Co-chair of the Defence Growth Partnership, <strong>Allan Cook CBE</strong>, said:</p> <p><em>&ldquo;The innovative solutions developed by our own defence companies over the course of the Innovation Challenge is amazing. Using autonomy and big data these winning companies have found unique solutions to the ongoing challenges we face in the defence sector.</em></p> <p><em>The winners of the DGP&rsquo;s Innovation Challenge Final Phase have proven that their products are fundamentally important to the growth and prosperity of their companies. This final funding for the winners will enable them to complete their development and ultimately provide essential solutions in a dynamic, international and competitive market. Their success will benefit the defence sector in the UK and help us win more business in export markets.&rdquo;</em></p>Contact: <a href=""></a> techUK view on the Withdrawal Agreement Thu, 15 Nov 2018 08:31:41 +0000 CRM Sync The proposed agreement would avoid the very dangerous consequences of no deal comments techUK CEO, Julian David. <p>Commenting on the publication of the Withdrawal Agreement and Political Agreement on leaving the European Union, techUK CEO, Julian David, said:</p> <p>&ldquo;techUK believes that the Withdrawal Agreement that has been negotiated is the only solution on the table that can deliver on the outcome of the 2016 referendum whilst also securing jobs and investment in UK tech. We therefore believe that Members of Parliament should support the agreement in the &lsquo;meaningful vote&rsquo;.&nbsp;</p> <p>&ldquo;The proposed agreement would avoid the very dangerous consequences of no deal and provides a basis on which to secure a comprehensive deal on the UK&rsquo;s future relationship during the implementation period. techUK particularly welcomes the clear statement of intent to secure the free flow of personal data between the UK and the EU. This issue is critical to the tech sector and to every other industry in a modern digitising economy.&nbsp;</p> <p>&nbsp;&ldquo;Failing to confirm Parliamentary agreement risks creating even more uncertainty for tech businesses, their staff and their customers.&nbsp; As a sector responsible for over a million jobs, and the fastest growing part of the UK economy, we recognise that a No Deal would directly impact the ability of tech companies to trade, move data and secure talent. It would disrupt supply chains and undermine the UK&rsquo;s capability for world leading science and research. It would hit investment and lead to job losses. We believe small and medium sized businesses would be worst affected in the case of no deal.&rdquo;</p> <p>&nbsp;&ldquo;techUK does not believe that the Withdrawal Agreement is perfect. It will increase friction in trade with the EU and impose significant and costly changes for businesses. techUK is concerned that the implementation period is not long enough to secure the kind of comprehensive relationship required and welcomes the ability within the Withdrawal Agreement to extend that implementation period. Nevertheless, the Withdrawal Agreement offers a vastly better alternative than a chaotic No Deal exit from the EU.</p> <p>&nbsp;&ldquo;The Withdrawal Agreement is only the first step in securing the long-term outcome that tech businesses need.&nbsp; Should Parliament confirm the Withdrawal Agreement, the Government must focus on securing a comprehensive long-term partnership with the EU.&nbsp; Significant additional work is needed to provide clarity in the future relationship, specifically on securing close alignment and comprehensive market access for digital and telecoms services.&nbsp;This will require Government to work much more closely with businesses. A simple Free Trade Agreement would not deliver the needs of the tech industry or the UK economy.&rdquo;</p> <p>&nbsp;</p> <p>Find out more about the <a href="">background to techUK's decision to support the Withdrawal Agreement</a>&nbsp;by CEO Julian David.&nbsp;Giles Derrington, Head of Policy,&nbsp;discusses&nbsp;<a href="">the deal on the table and what happens next</a>, and&nbsp;looks at the <a href="">draft Political Declaration agreement between the UK and the EU</a>.</p> <p>&nbsp;</p> <p>For media inquires, please contact <a href="">Alice Jackson</a>.</p>Contact: <a href=""></a> Minimising Risk – Disciplinary Hearings Wed, 14 Nov 2018 12:46:03 +0000 CRM Sync When is a disciplinary hearing the right course of action? <h1 style="text-align:center"><img alt="" src="//" style="height:195px; width:650px"></h1> <p>&nbsp;</p> <p>HR Solutions recently presented a free webinar providing guidance on how to conduct the perfect disciplinary investigation.&nbsp; If during a disciplinary investigation meeting the employee was unable to provide a satisfactory explanation for their behaviour and there is a case to answer, then a disciplinary hearing is probably on the horizon.&nbsp; In this article, we look at some key problem areas and provide guidance to help with a disciplinary hearing.</p> <p>&nbsp;</p> <p><strong>When is a disciplinary hearing the right course of action?</strong></p> <p>&nbsp;A lot of resource goes into a disciplinary hearing, so make sure that this is the appropriate route to follow by considering the following factors:</p> <p>&nbsp;</p> <p><strong>An informal warning would be inappropriate</strong></p> <p style="margin-left:40px">Depending on the circumstances, it can be more appropriate to simply have a documented discussion or to issue a letter of concern, rather than progress to a formal hearing.</p> <p><strong>The matter is a conduct issue</strong></p> <p style="margin-left:40px">'Conduct' is when someone has essentially chosen not to do the right thing. This is opposed to a 'capability' issue, where someone can't do the right thing but not for want of trying. This is usually due to limitations such as skills or health.</p> <p><strong>The employee ought to have known better</strong></p> <p style="margin-left:40px">There should be rules or instructions that have not been followed. Alternatively, it might simply be a common-sense issue. For example, even though there may not be a social media policy, it should be obvious that posting something which is explicit and offensive about your employer online, where other colleagues or even clients are likely to see it, is not acceptable! It is important to note that allegations would need to be carefully worded if there is not a written rule that has been broken.</p> <p><strong>It would be consistent</strong></p> <p style="margin-left:40px">It should be the case that the type of conduct in question would always lead to formal action. There should not be any examples of anyone having done something similar who did not face disciplinary action as a consequence, (unless there is a good reason for treating the two situations differently).</p> <p>&nbsp;</p> <p><strong>How do you address the allegations to the employee?</strong></p> <ul><li>On a disciplinary invite letter, the allegations should be clearly set out. They should state what the employee has done wrong, when this happened and include brief details of what happened.</li> </ul><ul><li>The employee must be able to understand exactly what they are being accused of, so they may fully prepare for the meeting.&nbsp;</li> </ul><ul><li>There must be no reason for the employee to doubt that the matters of concern are 'alleged', as any evidence that the outcome of the hearing is pre-determined may seriously undermine the meeting and may even result in the outcome being procedurally unfair.</li> </ul><ul><li>Disciplinary action can only be taken in respect of allegations that were set out in the invite letter, and only in respect of those which are found to be true. For this reason, allegations must be carefully worded, and there should be an allegation for each matter of concern.</li> </ul><ul><li>When there has been misconduct which is serious enough to warrant a disciplinary hearing, the circumstances usually warrant at least two separate allegations. It is important to distinguish these and to deal with each allegation in turn. By doing so, if one of the allegations fall down, you may still be able to take some form of action based on the other.</li> </ul><p>&nbsp;</p> <p><strong>Further HR Guidance</strong></p> <p>Free HR webinars: for more detailed guidance, you can sign up for the free webinars on minimising risk by HR Solutions at <a href=""></a></p> <p>Watch HR webinars on demand:&nbsp; for your convenience all HR Solutions&rsquo; webinars are recorded so you can watch them on demand at: <a href=""></a>&nbsp;&nbsp;</p>Contact: <a href=""></a> NHS seeks to end ‘Postcode Lottery’ for innovative glucose technology Wed, 14 Nov 2018 08:22:35 +0000 CRM Sync Case highlights need to reform access to technology for NHS patients <p>Wearable &lsquo;flash&rsquo; glucose monitors will be more widely available from April 2019, NHS England has announced today. Tens of thousands more people with type 1 diabetes (T1D) will now be able to get the device on the NHS, putting an end to the postcode lottery that has denied access to many.</p> <p>techUK held the first &lsquo;T1D: Rise of the Machines&rsquo; conference in February with more than 100 people with T1D and Associate National Clinical Director for Diabetes Dr Partha Kar. The conference highlighted innovations in T1D technology from companies including Abbott, Dexcom, Medtronic and Roche &ndash; but also the difficulties that NHS patients had in accessing those technologies without self-funding.</p> <p>The Freestyle Libre device, made by techUK member Abbott, is now used by more than a million people worldwide, but only 3-5% of people with T1D were able to get the device on the NHS.</p> <p>NHS England Chief Executive Simon Stevens announced the news to mark World Diabetes Day 2018.</p> <p>techUK&rsquo;s Head of Health and Social Care Ben Moody, who uses the device, commented:</p> <p>&ldquo;This is great news for tens of thousands of people who have been unable to benefit from this technology.</p> <p>But it also highlights a wider problem of access to technology on the NHS. We have been massively fortunate to have the backing of advocates like Dr Partha Kar and the NHS England Diabetes team, but it&rsquo;s been an uphill struggle and the device will be almost 5 years old when this funding kicks in. Lifechanging, innovative devices will be coming thick and fast in this area over the next couple of years and we don&rsquo;t want NHS patients to have to wait five years to benefit from them.&rdquo;</p> <p>In advance of the Secretary of State for Health and Social Care Matt Hancock&rsquo;s keynote speech at our industry dinner tonight, techUK is publishing a &lsquo;Manifesto for Matt&rsquo;, highlighting how a wider expansion of the personal budgets programme could allow people to access this type of technology in a much quicker and more equitable way.</p>Contact: <a href=""></a> Open Banking Awards: Tue, 13 Nov 2018 10:36:55 +0000 CRM Sync techUK joins judging panel at FDATA Global Open Banking Awards <p>On 6th December, techUK will form part of the judging panel for the &nbsp;Financial Data &amp; Technology Association's Open Banking Awards. Ruth Milligan, Head of techUK's Financial Services Programme, will judge entires in two categories:&nbsp;Best technology provider vending to Open API Standard and Best new innovation from a Technical Service Provider.&nbsp;The Awards have been established to recognise those organisations and institutions that are delivering innovations which empower customers to leverage their financial data to make better decisions and take fuller control of their financial lives.</p> <p>The awards dinner forms part of FDATA's <a href="">Second annual Global Open Banking summit</a>,&nbsp;which takes palce in Edinburgh 6-7 December.&nbsp; The&nbsp;two-day Summit will bring together regulators and policy makers from around the world to discuss how&nbsp;Open Banking is to e delivered, to collaborate on standards and set the agenda for best practice.</p>Contact: <a href=""></a> Our President and members recognised in Kindness & Leadership Awards Tue, 13 Nov 2018 09:13:37 +0000 CRM Sync techUK president and members at KPMG and Visa named in inaugural 50 Leading Lights list. <p>Today, Women of the Future Programme has announced its inaugural <em>50 Leading Lights</em> list, in association with Lloyds Banking Group, recognising the&nbsp;contribution of&nbsp; kind leaders to&nbsp; business, the economy and society. We are very excited that amongst those named are Jacqueline de Rojas, president of techUK, as well as techUK members Melissa Allen and Mina Shiraishi from KPMG, and Patricia Brolly and Charlotte Hogg, Visa.</p> <p style="text-align: center;"><img alt="" src="//" style="height:899px; width:600px"></p> <p>We are also very happy to see leaders from Government such as Dame Sue Owen, Permanent Secretary for Department for Digital, Culture, Media and Sport on the list and having their contributions recognised.</p> <p>&rsquo;50 Leading Lights&rsquo; showcases 50 leaders building a new status quo, impacting others through kindness. The aim is to help tell their stories to inspire others and recast perceptions of &lsquo;strong&rsquo; leadership. It is the desire that kindness generates strength in leadership, as a quality and a currency that empowers change.</p> <p>techUK would like to congratulate all those named in the list this year and we look forward to seeing the impact that these awards have. These awards open a debate as to what makes effective leadership and in a fragile world, this discussion is welcome. As the awards organisers have pointed out, we too think technology will be a driving force in improving transparency and empowering consumers, employees, regulators and investors to determine the style of leadership that succeeds.</p> Health and Social Care Council: Vote for Your Favourite Candidates Mon, 12 Nov 2018 13:39:00 +0000 CRM Sync Vote for the new Health and Social Care Council representatives! <p>techUK would like to invite <strong>members </strong>of the techUK Health &amp; Social Care Programme to vote for&nbsp;<strong>the new Health &amp; Social Care Council representatives. </strong>Each company can only vote <strong>once</strong>. Please note that if you are not a techUK member then your vote will not be counted.</p> <p>We currently have six new spaces available.</p> <p><strong>Please see the biographies from each of our nominees by clicking the links below.</strong>&nbsp;</p> <p><a href="">Michael Lewis - iPLato</a></p> <p><a href="">Peter Lane - IQVIA</a></p> <p><a href="">Bryn Sage - InHealthCare</a></p> <p><a href="">Alan Sumner - Roche Diagnostics UK</a></p> <p><a href="">Julia Ross - Predict X&nbsp;</a></p> <p><a href="">Beverley Bryant - System C&nbsp;</a></p> <p><a href="">Eoin Perera - CDW UK&nbsp;</a></p> <p><a href="">Natalie Chishick - IMS Maxims</a></p> <p><a href="">Rajal Patni - Lavanya Plus</a></p> <p><a href="">Martin Taylor - Redwood Technologies&nbsp;</a></p> <p><a href="">Wendy Marshall - Cerner Ltd&nbsp;</a></p> <h3 style="text-align:center"><a href=""><span class="label label-success">Please complete the survey here</span></a></h3>Contact: <a href=""></a> National Centre for Computing Education announced by DfE Fri, 09 Nov 2018 08:48:44 +0000 CRM Sync The Department for Education announced a new £84 million National Centre for Computing Education (NCCE) on Wednesday. The Centre will focus on improving the teaching of computing in schools. <p>The Department for Education announced a new &pound;84 million National Centre for Computing Education (NCCE) on Wednesday. The Centre, composed of a consortium of industry partners and non-profits, will focus on improving the teaching of computing in schools across English primary and secondary schools.</p> <p>The announcement follows a long push from both industry and schools to improve the teaching of computing and STEM in schools. <u><a href=""><span style="color:#0000CD">In our 2015 manifesto</span></a></u>, techUK urged government to address the computer science teaching gap and government has slowly addressed this concern. Teachers are the cornerstone of the education system, a teacher equipped with the right skills and CPD training can inspire students to continue studying computing through secondary and higher education, hopefully this will go some way in remedying the decline in GCSE computing participation.</p> <p>The announcement of the NCCE has been long awaited since the Chancellor first announced in the 2017 Budget that there was &pound;84 million earmarked for upskilling computer science teachers. As more detail has emerged about the Centre, techUK is glad the Department for Education has chosen to take a &lsquo;hand&rsquo;s off&rsquo; approach by creating the NCCE as a network of empowered school-led hubs focussed on providing value for their immediate communities.</p> <p>There&rsquo;s still much progress to be made if we are to encourage more students into computing and push for an education system that prepares individuals with the skills and competencies required to thrive in the modern world. Government is clearly stepping up: as we have seen from Wednesday&rsquo;s announcement; the establishment of the Institute of Coding; T-Levels and other actions taken by this Government. However, there is still work needed to address the <u><a href=""><span style="color:#0000CD">drop-off in diverse students</span></a></u><span style="color:#0000FF"> </span>with the introduction of the new computing GCSE and to empower businesses to act as hubs in their local community to upskill and inspire their community into tech &ndash; as I discovered at the launch of the <u><a href=""><span style="color:#0000CD">CBI&rsquo;s annual skills report</span></a></u> this week, four interactions with business whilst in school makes an individual five times less likely to be unemployed in later life!</p> <p><em>The Centre&rsquo;s consortium will be led by the British Computer Society, Raspberry Pi Foundation and STEM Learning with the support of the University of Cambridge, Google, FutureLearn and the Behavioural Insights Team. </em></p>Contact: <a href=""></a> MOD Supply Chain Survey Thu, 08 Nov 2018 13:38:00 +0000 CRM Sync MOD Supply Chain Survey <p style="margin-left:0px; margin-right:0px; text-align:left"><span style="color:rgb(31, 73, 125); font-size:13.33px">The UK MOD is conducting a supply chain survey with SME suppliers in order to better understand their experiences working in its supply chain.</span></p> <p style="margin-left:0px; margin-right:0px; text-align:left"><span style="color:rgb(31, 73, 125); font-size:13.33px">The survey can be found <a href="">here</a> and techUK recommends that you visit the site and complete the survey to ensure your views are taken into account.</span></p> <p style="margin-left:0px; margin-right:0px; text-align:left"><span style="color:rgb(31, 73, 125); font-size:13.33px">The survey can be completed anonymously, and responses will be summarised before they are submitted to MOD for consideration.&nbsp;</span></p> <p style="margin-left:0px; margin-right:0px; text-align:left"><span style="color:rgb(31, 73, 125); font-size:13.33px">However, the survey does give you the option to include your contact details should you wish to. techUK recommends that you consider doing this as the MOD may wish to follow up on your responses in order to gain a deeper understanding of the issues.</span></p> <p style="margin-left:0px; margin-right:0px; text-align:left"><span style="color:rgb(31, 73, 125); font-size:13.33px">The survey will be open for you to complete until close of play 26 November 2018.</span></p> <p style="margin-left:0px; margin-right:0px; text-align:left"><span style="color:rgb(31, 73, 125); font-size:13.33px">If you have any queries, please do not hesitate to contact the team.</span></p>Contact: <a href=""></a>Contact: <a href=""></a> MOD Publishes Defence Equipment Plan Thu, 08 Nov 2018 11:32:47 +0000 CRM Sync MOD published its 10 year Defence Equipment Plan covering 2018 – 2028. <p><span style="color:rgb(31, 73, 125); font-size:10pt">On 5 November, the MOD published its 10 year <a href=""><u>Defence Equipment Plan</u></a> covering 2018 &ndash; 2028. The annual publication reassesses the spending associated with the equipment budget and examines how costs have risen or fallen against the major Defence programmes run by the department.</span></p> <p><strong><u><span style="color:rgb(31, 73, 125); font-size:10pt">Summary of the Equipment Plan</span></u></strong></p> <p><span style="color:rgb(31, 73, 125); font-size:10pt">From the beginning of the 2018-19 financial year, the MOD&rsquo;s funding allocation for the equipment plan rose to &pound;186.4bn, up from &pound;179.6bn. The department has estimated that the potential cost range of the equipment plan is between &pound;188.9bn and &pound;201.2bn, giving a central estimate of &pound;193.3bn. This higher number has been determined as forecast costs on key programmes such as QEC, F35 &amp; Astute have all risen.&nbsp;</span></p> <p><span style="color:rgb(31, 73, 125); font-size:10pt">To reduce spending, the MOD is aiming to achieve cost savings of around &pound;13.4bn on equipment over the next 10 years, starting from the 2018/19 financial year. Some cost savings have already been achieved in key programmes such as Type-26, Poseidon and Apache Capability Sustainment. The MOD is also expecting the DE&amp;S Transformation &amp; improved Strategic Supplier Management to reduce costs, along with a new more efficient logistics support system. Across the six TLBs, the MOD estimates &pound;9.5bn in efficiencies will be delivered against a target of &pound;13.4bn.</span></p> <p><span style="color:rgb(31, 73, 125); font-size:10pt">In the Front Line Commands, the Army, RAF &amp; Royal Navy are planning to spend between &pound;1.2 - &pound;1.8bn more than was originally estimated. Conversely, JFC has reduced its estimate costs by &pound;1.2bn.</span></p> <p><span style="color:rgb(31, 73, 125); font-size:10pt">The plan also notes that the government remains committed to spending 2% of GDP on Defence, with 20% of spending on equipment specifically. The plan has also re-iterated the MOD&rsquo;s commitment to bake-in exportability in future equipment procurements, through the implementation of the Dunne Prosperity Review, Combat Air Strategy &amp; National Ship Building Strategy.</span></p> <p><span style="color:rgb(31, 73, 125); font-size:10pt">Looking specifically at savings targets, the MOD has split these into two categories, to enable greater flexibility and reduce the risk of inaccurate calculations. The first category includes the DE&amp;S transformation, which has a savings target of &pound;3.9bn over the next 10 years. DE&amp;S expects&nbsp; to deliver savings of &pound;4.2bn. Over the next 3 years, the MOD also expects its assessment of affordability to improve through better cost control and oversight of performance. This in turn will drive down the forecast costs in future plans by around 5-10%. The MOD has also allocated &pound;4.3bn of contingency funding to manage unknown financial risks.</span></p> <p><strong><u><span style="color:rgb(31, 73, 125); font-size:10pt">NAO Report on MOD Equipment Plan 2018-2028</span></u></strong></p> <p><span style="color:rgb(31, 73, 125); font-size:10pt">The <a href=""><u>National Audit Office (NAO) has also released its report</u></a> on the MOD&rsquo;s Equipment Plan, which assesses the robustness of the Ministry of Defence's (MOD) financial data and assumptions for its Equipment Plan 2018-2028. A summary of the report is as follows:</span></p> <p><span style="color:rgb(31, 73, 125); font-size:10pt">The report has concluded that the equipment plan remains unaffordable, with forecast costs exceeding budgets by between &pound;7-14 billion over the next 10 years. However, it acknowledges that the MOD has recognised the nature and scale of the significant challenges it faces, and continues to improve its understanding of affordability. Despite this, the NAO is not yet fully confident in the robustness of the MOD&rsquo;s underlying assumptions around the efficiencies it thinks it can make.</span></p> <p><span style="color:rgb(31, 73, 125); font-size:10pt">Even with the additional &pound;1bn of funding announced in the Budget, there is still a significant financial shortfall in MOD&rsquo;s equipment plan forecasts, meaning that the department will need to recognise around &pound;6 billion+ in efficiency savings over the next decade.</span></p> <p><span style="color:rgb(31, 73, 125); font-size:10pt">The NAO has also suggested that the decisions made through the Modernising Defence Programme (MDP) are a real opportunity to reduce equipment costs and realise the efficiency savings in key areas.</span></p> <p><strong><span style="color:rgb(31, 73, 125); font-size:10pt">Fred Sugden</span></strong><span style="color:rgb(31, 73, 125); font-size:10pt">, Head of Defence Programme, techUK said:</span></p> <p><em><span style="color:rgb(31, 73, 125); font-size:10pt">&lsquo;The predicted rise in forecast costs will present a significant challenge for the MOD over the next ten years as it tries to balance its books. However, it is encouraging to see that the MOD is committed to ensuring that our Armed Forces have the equipment they need to cope with developing and emerging threats in a more complex and contested world. techUK appreciates the need for MOD to find efficiencies and strongly believes that the adoption of new technologies across Defence will deliver efficiencies across the TLBs, in both back office support functions and on frontline operations. To realise the benefits of new technologies, the MOD needs to work with partners in industry to deliver genuine digital transformation&rsquo;.</span></em></p>Contact: <a href=""></a>Contact: <a href=""></a> Complete our GovTech SME Survey 2018! Tue, 06 Nov 2018 10:41:59 +0000 CRM Sync techUK has launched its fourth GovTech SME Survey to help improve SME access to the Public Sector Market <p>This week techUK has launched its <strong>fourth GovTech SME Survey. </strong>Each year we undertake this survey to better understand the experience&nbsp;of SMEs in the public sector tech market. The findings from the survey are used to develop recommendations to promote GovTech innovation, ensure a smoother experience when it comes to procurement, and generally help improve&nbsp;access to the public sector market for SMEs.&nbsp;</p> <h2 style="text-align:center"><a href="" target="_blank"><span class="label label-success"><strong>COMPLETE THE SURVEY HERE&nbsp;</strong></span></a></h2> <p>&nbsp;</p> <p>The &nbsp;<a href="">2017 GovTech SME Survey</a> highlighted that 90% of SMEs did not think that civil servant buyers have a good understanding of how SMEs can meet their needs, and 95% of SMEs stated that government should be doing more to improve the SME experience as part of the supply chain route selling into the public sector. The findings showed that civil servants aren't aware early enough in the commissioning process of what is available in the market and there isn't enough of an understanding of the benefits SMEs can provide.&nbsp;But it was clear that SMEs on the whole find procurement frameworks such as G-Cloud useful.</p> <p>On the back of the 2017 GovTech SME Survey, throughout 2018 techUK has been working on a series of market engagement events to help SMEs engage better with government and gain business. We also launched our <a href="">Procuring the Smarter State Report</a>&nbsp;and hosted a <a href="">GovTech SME Roundtable.</a></p> <p><strong>Henry Rex, techUK&rsquo;s new Head of Public Sector, said</strong></p> <p>&ldquo;<em>I&rsquo;m delighted to launch this year&rsquo;s GovTech SME survey. The survey provides us with valuable data points to help us make the case to Government on behalf of the GovTech SME community. And the feedback from respondents informs the development of practical recommendations to promote innovation in the public sector, and help dynamic British based SMEs to scale and grow. </em></p> <p><em>The public sector has been making progress towards their SME targets, but more needs to be done to ensure UK public services can really make the most of GovTech innovation. So I&rsquo;d encourage any public sector tech suppliers (or aspiring suppliers) to complete the survey.</em>&rdquo;</p> Funding competitions to solve problems for blue lights services Tue, 06 Nov 2018 10:23:51 +0000 CRM Sync Last week a couple of interesting competitions were launched to find tech solutions for challenges within blue lights agencies… <p><strong><a href="">SBRI: improve firefighters&rsquo; operations and safety with digital technology:</a></strong></p> <p>Organisations can apply for a share of &pound;1.25 million (including VAT) for an instantly deployable solution for real time tracking of firefighters at incidents.</p> <p><strong>Competition opens:</strong> Monday 15 October 2018</p> <p><strong>Registration closes:</strong> Wednesday 21 November 2018 12:00pm</p> <p>The aim of the competition is to instantly track firefighters inside a building in hostile and hazardous conditions. This will improve operational situation awareness and safety. Each year UK fire and rescue service attend over 55,000 incidents inside buildings or structures. They are currently unable to accurately monitor and track a firefighting crew&rsquo;s location in real-time. The overall programme will be delivered over 2 phases. This is phase 1 of a potential 2-phase competition. A decision to proceed with phase 2 will depend on the outcomes from phase 1. Only successful applicants from phase 1 will be able to apply to take part in phase 2.</p> <p>&nbsp;</p> <p>You can find <a href="">more information, and register for the competition here.</a></p> <p>&nbsp;</p> <p><strong><a href=";utm_medium=email&amp;utm_campaign=govuk-notifications&amp;utm_content=immediate">Tackling knife crime - Detecting steel-bladed knives</a></strong></p> <p>The Defence and Security Accelerator (DASA) has launched a competition seeking innovative technologies and approaches that help to reduce knife crime.</p> <p>DASA is interested in innovative technologies and approaches for the identification of people carrying steel-bladed knives. This is with a view to developing deployable solutions to aid the UK Police and security organisations.</p> <p>Total funding of up to &pound;500k is available in Phase 1 of this competition for research projects of up to 6 months in duration. Additional funding is anticipated to be available for future phases of this competition. The closing date for this competition is <strong>midday on 21 November 2018.</strong></p> <p>&nbsp;</p> <p><a href="">You can find more information, and apply to the DASA competition, here.</a></p>Contact: <a href=""></a> Invite: Participate in techUK’s Council of the Future campaign week Mon, 05 Nov 2018 15:04:26 +0000 CRM Sync We want your guest blogs on what the future of local public services will look like in a digital age #CounciloftheFuture <p>techUK will be holding a Campaign Week series for its Insights blog on the theme of <strong>&lsquo;Council of the Future&rsquo;</strong> from 3 -7 Dec 2018&nbsp;and we would be delighted to have you contribute to it.</p> <p>During this campaign we will be exploring what the &lsquo;Council of the Future&rsquo; will look like and the building blocks to getting to this vision. It will be an opportunity to hear from members and stakeholders on the technologies shaping&nbsp; local public services of the future.</p> <p>Each day during the week there will be a different topic with blog posts, tweets (#CounciloftheFuture) and case studies centred on each of those themes. This could be a thought leadership blog post (max 600 words), a case study or a video that demonstrates your view on this issue. We&rsquo;d like to invite you to contribute on one of the topics outlined below. If you wish to contribute to a different topic then happy to explore further with you.</p> <p>&nbsp;</p> <ul><li><strong>Vision: </strong>Future scenarios of the &lsquo;council of the future&rsquo;; what will the future local public services look like</li> <li><strong>Future Gazing:</strong> The technologies re-imaging local public services to solving complex problems; and the future tech trends</li> <li><strong>Data &amp; Trust</strong>: Data driven local public services; building trust and cyber resilience</li> <li><strong>Culture:</strong> The role of leadership in creating a digital first-mindset</li> <li><strong>Collaboration: </strong>Driving innovation through collaboration to growing the local gov tech market through partnership working</li> </ul><p>&nbsp;</p> <p>If you would like to contribute, please email <a href="">Georgina Maratheftis</a> by <strong>Friday 9 November</strong>. The deadline for content to be submitted is <strong>Wednesday 28 November</strong>. When you submit the blog please can you also include the name, job title of the author as well as a blog title (max 60 characters) and any social media handles you would like us to use. You can learn more by reading our <a href="">contributor guidelines here.</a></p> <p>Join the conversation on #CounciloftheFuture @techUK</p>Contact: <a href=""></a> techUK welcomes Health Secretary’s renewed focus on prevention Mon, 05 Nov 2018 13:24:25 +0000 CRM Sync A new ‘Prevention is better than cure: our vision to help you live well for longer’ is launched by DHSC. <p>It&rsquo;s been a busy period of announcements from the Department of Health and Social Care. We had the <a href="" rel="noreferrer" target="_blank">Vision for Digital, Data and Technology</a>, and today the Government launches their &lsquo;Prevention is better than cure: our vision to help you live well for longer.&rsquo;&nbsp;&nbsp;</p> <p>The document sets out the government&rsquo;s vision for: stopping health problems from arising in the first place; and supporting people to manage their health problems when they do arise. The mission is to ensure that people can enjoy at least five extra healthy, independent years of life by 2035 and narrowing the gap between the experience of the richest and poorest.&nbsp;</p> <p>techUK&rsquo;s Head of Health and Social Care, Ben Moody, commented:&nbsp;</p> <p>&ldquo;A paradigm shift in prevention and public health are vital to improving health outcomes and making health and social care more sustainable and it&rsquo;s great to see the Government recognise that technology has a significant role to play in this transformation. The paper recognises the potential of remote monitoring; virtual consultations; predictive analytics and AI-empowered diagnostics. We need to put UK companies at the forefront of these opportunities by simplifying procurement and making access to life-saving data less of a minefield for innovators.&rdquo;&nbsp;</p> <p>techUK&rsquo;s Programme Manager &ndash; Local Government, Georgina Maratheftis also commented:&nbsp;</p> <p>&ldquo;The focus on prevention is to be welcomed, and the Strategy rightly recognizes the need for an eco-system approach in getting this right. Collaboration is a key part of this which technology is intrinsically designed to foster, while digital has a vital role in delivering a more intelligent and predictive approach to helping people manage their own conditions. Local government is at the forefront in tackling some of the most complex social care and public health challenges facing our society, with many utilisng technology to do so. Hampshire, Barnet, Lancashire and Wolverhampton are using care technology to support people to remain independent at home for longer..&rdquo;&nbsp;</p> <p>&ldquo;techUK is committed to driving an eco-system of innovation. We recently bought together health, local government and industry to <a href="" rel="noreferrer" target="_blank">workshop through solutions to health ageing</a>. Technology has the potential to help people live more independently for longer. Furthermore, our <a href="" rel="noreferrer" target="_blank">annual State of the Connected Home report</a> outlines how technology can giving people more control over their lifestyles.&rdquo;&nbsp;</p> <p>&ldquo;We look forward to working with the Secretary of State in implementing the prevention vision and understanding how this will be implemented at the local government level.&rdquo;&nbsp;</p> <p><!--EndFragment--></p>Contact: <a href=""></a>Contact: <a href=""></a> ISO 50001 for data centres: the PUE Debate Mon, 05 Nov 2018 13:00:00 +0000 CRM Sync Emma Fryer tables questions on ISO 50001 at the Green Data Centre Coordination Group on November 8th <p>Please click below to download this document.</p>Contact: <a href=""></a> 2018 Budget Implications for Data Centres Mon, 05 Nov 2018 12:29:41 +0000 CRM Sync Emma Fryer does a quick round up of energy related announcements relevant to data centre operators. <p>Please click below to download this document.&nbsp;</p>Contact: <a href=""></a> Early Tech Career Network: an introduction to AI and Cloud Mon, 05 Nov 2018 11:50:00 +0000 CRM Sync Please join us for a networking and seminar event hosted by Intel Corporation through the The Early Tech Career Network. <p><img alt="" src="//" style="height:308px; width:700px"></p> <p><em>The Early Tech Career Network was established by techUK to bring together leading technology companies and enable people entering the Technology industry the opportunity to build their knowledge and add value to the organisations for which they work. This group enables participants to connect with others who are also new to the industry and network to build up a platform for support.</em></p> <p>Please join us for a networking and seminar event hosted by Intel Corporation.</p> <p><strong>Thursday 15th November 2018, 6:00pm &ndash; 8:00pm</strong></p> <p><strong>Intel Offices, 40 Bank Street, Canary Wharf, E14 5NR</strong></p> <p>This event is invitation only and spaces are available on a first come first served basis.</p> <p>To book your place, please register on our portal or contact India Lucas (details below)</p> <p>This insightful event will open up network opportunities with employees from some of the top tech organisations, as well as allow delegates to explore the possibilities of technology and learn more about hot topics in the IT industry.</p> <p>We are excited to hear from Intel and SAP about some revolutionary tech topics:</p> <p><em>Introduction to the World of AI with Intel</em><br> Walter Riviera, AI Specialist for Intel</p> <p><em>Discovering possibilities with Cloud Technology</em><br> Daryn Edgar, VP N.EMEA SAP</p> <p>Following these discussions, Intel will provide a tour of their Innovation Zone to showcase some of their latest solutions. With a light buffet and drinks to round the evening off and open up opportunity for networking.</p>Contact: <a href=""></a> Budget 2018 roundup Fri, 02 Nov 2018 10:44:33 +0000 CRM Sync Read techUK’s briefing note on the major issues affecting tech in the Budget. <p>In techUK&rsquo;s Budget Briefing we highlight the key announcements in the Budget that impact on the tech sector. These range from new pots of money that will be open to bids by businesses, to measures that affect training and skills. Much of these announcement provide valuable opportunities to help tech businesses grow and invest.</p> <p>Alongside our Budget Briefing techUK is publishing a separate note on the Digital Services Tax announced by the Chancellor. The new tax has caught the tech headlines post Budget and has overshadowed many of the positive announcements in the Budget.&nbsp;While the tax is likely to be fairly narrow, and is aimed only at very large firms, the wider impacts on the tech sector and the message it sends about the UK&rsquo;s approach to the digital economy risk undermining confidence at a time when economic uncertainty is already high due to Brexit.&nbsp;techUK will continue to work with Governments both in the UK and internationally to seek a long term agreement on multination taxation.</p>Contact: <a href=""></a> DCMS publishes UK Cyber Sectoral Analysis and Deep-Dive Review Wed, 31 Oct 2018 15:24:47 +0000 CRM Sync DCMS publishes UK Cyber Security Sectoral Analysis and Deep-Dive Review <p>The Department for Digital, Culture, Media and Sport has this week released their UK Cyber Security Sectoral Analysis and Deep-Dive Review. The report is published in collaboration with RSM and the Centre for Secure Information Technologies (CSIT).</p> <p>Following Government&rsquo;s commitments within the National Cyber Security Strategy 2016-2021 this study is intend to provide Government with an estimate of the size and scale of the UK Cyber Sector.</p> <p>This detailed examination of the sector includes statistical analysis around the number of UK cyber security companies, the sector&rsquo;s contribution to the UK economy (through revenue and GVA), the number of personnel employed in the sector, and the products and services offered by these firms. This review also explores the investment and funding available to the sector for growth and development, as well as support for training and development and labour supply. &nbsp;</p> <p>Key headlines include:</p> <ul><li>RSM estimate that there are currently 846 firms actively providing cyber security products or services in the UK.</li> <li>RSM estimate that the cyber security sector&rsquo;s total revenue in FY2015/16 was &pound;5.7bn.</li> <li>RSM estimate there are c. 31,300&ndash; 40,000 staff (FTE) employed in the UK cyber security sector. For transparency, this includes staff within firms providing cyber security products and services, but does not include CISOs, or support staff.</li> <li>The majority of firms are active in providing Network Security, Information Risk Assessment &amp; Management and Cyber Professional Services.</li> <li>89% of the firms are SMEs and collectively drive &pound;1.5bn (26%) of the sector&rsquo;s revenues. The larger firms (11%) earned &pound;4.2bn (74%) in cyber security revenues in FY2015/16.</li> <li>In the past five years (2012-17), the number of firms active in the sector has grown by over 50%, with over 100 new business registrations in the market within the past two years, representing a surge in new entrants to the market.</li> </ul><p>To access the full report please <a href=""><u>click here</u></a>.</p>Contact: <a href=""></a> Regulatory sandbox - FCA opens cohort 5 applications Wed, 31 Oct 2018 15:18:35 +0000 CRM Sync Information on the Financial Conduct Authority's (FCA) regulatory sandbox programme and how to apply for cohort 5. <p>The FCA&rsquo;s regulatory sandbox allows innovative businesses to test new products or services&nbsp;and is open to authorised firms, unauthorised firms that require authorisation and technology businesses.</p> <p><u><strong>Cohort 5</strong></u></p> <p>The FCA has opened applications to cohort 5 of the regulatory sandbox and the <strong>deadline for applications is Friday 30 November 2018</strong>. Members wishing to apply can contact the FCA to discuss the process before application by email:,&nbsp;or by telephoning 020 7066 4488. <strong>Click here to access the FCA&rsquo;s <a href="" target="_blank">application form</a></strong>.&nbsp;</p> <p><u><strong>Eligibility criteria</strong></u></p> <p><strong>Information on how to apply and the eligibility criteria, can be found <a href="" target="_blank">here</a></strong>. A firm&rsquo;s application must clearly explain how its proposition satisfies FCA&rsquo;s eligibility criteria, which are:</p> <ul><li><em>in scope</em>: is it looking to deliver innovation that is either regulated business or supports regulated business in the UK financial services market?</li> <li><em>genuine innovation</em>: is the innovation new or a significantly different offering in the marketplace?</li> <li><em>consumer benefit</em>: does the innovation offer a good prospect of identifiable benefit to consumers (either directly or via heightened competition)? Here the application must provide for mitigation of any identified possible consumer risks</li> <li><em>need for a sandbox</em>: Is there a genuine need to test the innovation in the FCA&rsquo;s sandbox (i.e. the innovation does not easily fit the existing regulatory framework, making it difficult or costly to get the innovation to market)?</li> <li><em>ready for testing</em>: is it you ready to test the innovation in the real market with real consumers?</li> </ul><p><u><strong>Sandbox tools</strong></u></p> <p>The FCA also provides a range of&nbsp;<a href="" target="_blank">tools</a>&nbsp;to sandbox firms to help facilitate testing a proposition and applies a tailored authorisation and registration process for firms accepted. This is restricted to allow firms to test only the proposition agreed. The FCA may also be able to waive or modify certain rules to aid testing, as deemed appropriate.</p> <p><u><strong>Regulatory insight</strong></u></p> <p>The regulatory sandbox was launched in June 2016 and the FCA captured its own insights from testing in a <a href="" target="_blank">lessons learned</a> report. &nbsp;Firms can also access guidance through the application process on FCA&rsquo;s <a href="" target="_blank">authorisation pages</a>.</p> <p><u><strong>Sandbox cohorts</strong></u></p> <p>To date, the FCA has received 89 companies into its regulatory sandbox programme. The applications span a diverse range of sectors, locations and firm size. Accepted propositions include distributed ledger (blockchain) technology-based payment services, RegTech propositions, general insurance, mortgage advice, cross-border remittance, anti-money laundering (AML) controls, biometric digital ID, know your customer (KYC) verification and Initial Coin Offerings (ICOs), By cohort 4, the FCA had received a number of applications using cryptoassets. Here, it is keen to explore whether, in a controlled environment, consumer benefits can be delivered. &nbsp;Further information on previous regulatory sandbox cohorts::</p> <p><em>June 2017:&nbsp;</em><a href="" target="_blank">cohort 1</a>&nbsp; (18 companies) ;&nbsp;<a href="" target="_blank">cohort 2</a>&nbsp;&nbsp;(24 companies);&nbsp;<a href="" target="_blank">cohort 3</a>&nbsp;&nbsp;(18 companies)</p> <p><em>July 2018:&nbsp;</em><a href="" target="_blank">cohort 4</a>&nbsp; (29 companies)</p> <p><u><strong>Global Sandbox</strong></u></p> <p>In August, the FCA announced the creation of the <a href="" target="_blank">Global Financial Innovation Network</a> (GFIN) in collaboration with 11 financial regulators and related organisations. It also published a <a href="" target="_blank">consultation</a> seeking views on the GFIN mission statement, its proposed functions and priorities. Market feedback, from an earlier FCA consultation, highlighted the anticipated benefits of a global sandbox approach in improving &lsquo;speed to market&rsquo; in multiple regulatory jurisdictions, but also highlighted a wide range of cross-border issues to address around: artificial intelligence, distributed ledger technology, data protection, regulation of securities and ICOs, KYC and AML.</p>Contact: <a href=""></a> Supercharging the digital economy podcast Tue, 30 Oct 2018 13:48:00 +0000 CRM Sync Matthew Evans presents from our Supercharging the Digital Event in Manchester and speaks to Liliana Danila, from the British Retail Consortium, and Jessica Russell, techUK, about the future of retail and transport. <p>We&rsquo;ve got lots to talk about at techUK &ndash; providing insights on the latest tech innovation, government decisions and discussing how digital transformation will impact citizens and businesses alike. And today we&rsquo;re launching our&nbsp;latest techUK podcast&nbsp;so you can access all the latest content for free whilst you are on the move.</p> <p>This month&rsquo;s podcast comes to you from techUK&rsquo;s Supercharging the Digital Economy flagship event in Manchester. During the show, Matthew Evans, associate director at techUK catches up with&nbsp;Liliana Danila, Economist at the British Retail Consortium to go through why technology is impacting high street stores and online shopping experiences. They look at what must be done to help both aspects of retail and ensure that retail continues to be a driving force throughout our economy.</p> <p>He then catches up with our very own, Jessica Russell, programme manager for transport and smart cities, to discuss techUK&rsquo;s new report,&nbsp;<a href="">Future Mobility Services in the UK</a>.&nbsp;The report sets out a vision for the future of transport and mobility in the UK: a truly multimodal, digitally-enabled, customer-focused ecosystem, incorporating fixed and flexible infrastructure, private and publicly operated services and a multitude of vehicles, some of which are beyond what we can imagine today</p> <p>&nbsp;</p> <iframe width="100%" height="300" scrolling="no" frameborder="no" allow="autoplay" src=";color=%23ff5500&amp;auto_play=false&amp;hide_related=false&amp;show_comments=true&amp;show_user=true&amp;show_reposts=false&amp;show_teaser=true&amp;visual=true"></iframe>Contact: <a href=""></a> Budget 2018 Mon, 29 Oct 2018 16:19:04 +0000 CRM Sync Chancellor sends mixed signals comments techUK CEO Julian David. <p>Commenting on the Budget,&nbsp;techUK&nbsp;CEO, Julian David, said:&nbsp;</p> <p>&ldquo;Today the Chancellor said that the UK was open for business and prepared to embrace the future.&nbsp;In reality, he&nbsp;has sent mixed signals. Announcements to support the building of new business facilities, support for the acquisition of IP rich businesses and &pound;1.6 billion for Industrial Strategy measures, including Quantum Computing, are very positive.&nbsp;&nbsp;</p> <p>&ldquo;However&nbsp;his&nbsp;proposals for a Digital Services Tax&nbsp;cut across the grain of that positive narrative.&nbsp;techUK&nbsp;remains opposed to any tax that seeks to narrowly target businesses simply because they are digital. The kind of tax&nbsp;being&nbsp;proposed will&nbsp;be bad for investment and bad for the UK economy.&nbsp;</p> <p>&ldquo;We welcome the Chancellor&rsquo;s recognition of the benefits of an international approach but the OECD and the EU Expert Group on tax have said that a national digital services tax is the wrong idea. This is an international tax issue that needs an internationally agreed solution. Work at&nbsp;OECD&nbsp;level is progressing. The UK should show commitment to that process and not encourage others to look to unilateral action.&nbsp;</p> <p>&ldquo;The proposal to introduce a tax in April 2020 risks cutting across the OECD&rsquo;s timescale which aims to reach consensus by 2020. It would be bizarre if the UK were to implement a new tax just as real and substantive international action is being&nbsp;reached.&nbsp;&nbsp;</p> <p>&ldquo;This approach risks undermining&nbsp;the UK&rsquo;s reputation as the best place to start a tech business or to invest.&nbsp;The &pound;500 million threshold the Chancellor proposed is low and risks capturing much smaller companies than anticipated.&nbsp;techUK&nbsp;will engage with the Chancellor&rsquo;s consultation but it is vital that policy is developed based on the reality of how businesses work, not on theoretical models of how they operate.&rdquo;&nbsp;</p> <p>&nbsp;</p> <p>For media inquires, please contact Alice Jackson.</p>Contact: <a href=""></a> Chancellor announces £1bn spending uplift for MOD Mon, 29 Oct 2018 16:03:20 +0000 CRM Sync Chancellor announces £1bn spending uplift for MOD <p>As part of today&rsquo;s Budget 2018 the Chancellor of the Exchequer has announced an additional &pound;1 billion for the Ministry of Defence across 2018-19 and 2019-20.&nbsp;</p> <p>Coupled with funding already announced in March 2018, Defence will have benefitted from an additional &pound;1.8 billion over 2018-19 and 2019-20. This funding will focus on modernisation efforts and to meet emerging and continuing geo-political threats. Capabilities to be prioritised include offensive cyber, anti-submarine warfare and the continuous at sea nuclear deterrent.&nbsp;</p> <p>This additional funding to ease immediate pressures comes at a time when the MOD continues to work on the Modernising Defence Programme ahead of a Comprehensive Spending Review next year.&nbsp;</p> <p>It was also encouraging to see the announcement of a &pound;10m donation to the Armed Forces Covenant Fund Trust to support veterans with mental health needs.</p> <p><em>techUK welcomes this additional funding and looks forward to working with the MOD and industry as the UK Defence sector enters this crucial spending review period. At a time when technological change has the capacity and potential to realise a more efficient Armed Forces in areas such as cyber, artificial intelligence and big data, techUK will be highlighting key areas where technology can be better leveraged and utilised. This will begin with the "Addressing the barriers to digital tranformation in Ministry of Defence" paper to be released in November.</em></p>Contact: <a href=""></a>Contact: <a href=""></a> The supplier response to the Local Digital Declaration Fri, 26 Oct 2018 11:58:55 +0100 CRM Sync All the pitches, discussion and next steps from the techUK-MHCLG unconference <p>Last Tuesday was a significant day for&nbsp;techUK&nbsp;as it hosted its first unconference! Ran in partnership with the&nbsp;<a href="" target="_blank">Ministry for Housing and Local Government (MHCLG)&nbsp;</a>the unconference bought together suppliers large and small, active and looking to break into the local government market, to help shape the commitment to the&nbsp;<a href="">Local Digital Declaration.&nbsp;</a></p> <p><a href="" target="_blank">techUK&nbsp;was pleased to be a&nbsp;co-publisher of the Declaration this summer,</a>&nbsp;and the aim of the&nbsp;event was to collaborate with the tech industry on what the supplier commitment to the Local Digital Declaration will be,&nbsp;in&nbsp;particular to:&nbsp;</p> <ul><li>Understand what suppliers want out of the Declaration&nbsp;</li> <li>Discuss the role&nbsp;techUK&nbsp;can play to support the Declaration agenda&nbsp;</li> <li>Discuss what suppliers could do to support Declaration agenda&nbsp;</li> </ul><p>Excitingly by the end of the day we agreed to kick off three starter projects, read on for further details!&nbsp;</p> <p><strong>#FixThePlumbing&nbsp;&nbsp;</strong></p> <p>After a&nbsp;techUK&nbsp;introduction and a quick rundown of how the day would work from me, CEO &amp; Founder of Shaping Cloud and Chair of&nbsp;<a href="">techUK&rsquo;s&nbsp;Local Public Services Committee</a>&nbsp;Carlos Oliveira&nbsp;took to the stage. Carlos&nbsp;shared how we are at a turning point for local government digital, stressing that suppliers also have a vital role in&nbsp;realising&nbsp;the aspiration set out in the Declaration by collaboratively working together with each other, and councils, to create the conditions that enable successful transformation. We then heard from Linda O&rsquo;Halloran, Head of the MHCLG Local Digital Collaboration Unit, on their mission to help councils move towards more flexible standards-based services. You can read about this #FixThePlumbing&nbsp;mission&nbsp;on <a href="">their blog.</a>&nbsp;It was great to hear from Linda&nbsp;about&nbsp;the overwhelming response to the Local Digital Fund. Almost 400&nbsp;applications were&nbsp;received&nbsp;and all the projects proposed&nbsp;can be&nbsp;<a href="">viewed here.</a>&nbsp;&nbsp;</p> <p><strong>The Pitches!&nbsp;</strong></p> <p>Moving on to the fun stuff, the pitches. All the attendees were invited to help shape the day&rsquo;s agenda by pitching ideas for small group discussions. It could range from&nbsp;common projects that&nbsp;techUK&nbsp;or a cohort of suppliers could pursue in support of the Declaration, or for discussions that help flesh out some common needs and common blockers to&nbsp;support&nbsp;the interoperability mission of the Declaration.&nbsp;</p> <p>We had a great selection of pitches, ranging from more technical things looking at&nbsp;standards&nbsp;adoption to culture change. Below are the pitches along with a high-level summary of the discussion and outcome. During each group discussion we also took notes of the key points, <a href="">you can read in more depth what was&nbsp;said&nbsp;here.&nbsp;</a>&nbsp;</p> <ul><li><strong>Creating Digital Commissioner profession/community&nbsp;</strong></li> </ul><p>There was appetite to create a vendor community that helped Vendors better collaborate and support the Local Digital Declaration ambition. It should take inspiration from the active buyer community on Crown Commercial Service. This is part of the mission to make better procurement an enabler to transformation.&nbsp;</p> <ul><li><strong>Creating&nbsp;standard&nbsp;APIs&nbsp;for councils to adopt&nbsp;</strong></li> </ul><p>The group discussed why and how we could define standards around&nbsp;high-volume transactions.&nbsp;Discussion concluded that we need to start by identifying highest value use cases to pilot this approach,&nbsp;Each&nbsp;project needs a strong business case, and there&rsquo;s an important role for government in kick-starting these projects, as it&rsquo;s an unestablished market.&nbsp;&nbsp;</p> <ul><li><strong>Developing a&nbsp;Code of Conduct for the market&nbsp;</strong></li> </ul><p>In response to the Local Digital Declaration, what are the basic principles the market can agree on.&nbsp;There was consensus that a code&nbsp;or interoperability charter of some sort&nbsp;would be useful, but we need to consider how&nbsp;this would&nbsp;work in relation to the existing&nbsp;<a href="" target="_blank">Supplier Standards for digital and technology providers&nbsp;</a>and who would own it.&nbsp;&nbsp;</p> <ul><li><strong>How can suppliers inspire local government to kick start their digital journey?&nbsp;</strong></li> </ul><p>To help kickstart the conversation councils,&nbsp;we need a clear business case for the benefits brought by open standard, user-centric services. The group asked how suppliers can help with this, as well as creating environment to share what good looks like and facilitate collaboration between authorities.&nbsp;It was identified that there is an opportunity for ethnographic research here.&nbsp;</p> <ul><li><strong>Helping&nbsp;leadership in local government to &lsquo;get it&rsquo;&nbsp;</strong></li> </ul><p>It was identified that there&nbsp;are existing banks of assets that can be utilized from TED Talks to councils already pioneering training in this area&nbsp;&ndash; such as&nbsp;Dorset who have set-up a digital academy. Lots of groups doing&nbsp;fantastic&nbsp;things&nbsp;to tap in to.&nbsp;</p> <ul><li><strong>Delivering services between local gov boundaries&nbsp;</strong></li> </ul><p>This discussion looked to address the challenge&nbsp;that&nbsp;processes don't move across borders, but people do. As such, there is a need to get accurate data across borders and is there is a need for a national body to monitor this.&nbsp;&nbsp;</p> <ul><li><strong>Persuading local authorities to work the same way and adopt standard solutions&nbsp;</strong></li> </ul><p>There is an appetite&nbsp;from councils to collaborate but there are various obstacles in place that often prevent this from happening. One way to&nbsp;overcome this may be to develop a&nbsp;community platform to share processes.&nbsp;Standards were also discussed, but the question of who owns them were tough to answer.&nbsp;It&nbsp;was also suggested that we should focus efforts to develop standard on newer processes or where there will be a change in regulation.&nbsp;&nbsp;</p> <ul><li><strong>Partnerships with SMEs and small&nbsp;organisations&nbsp;</strong></li> </ul><p>It was highlighted that local government can often be a complicated market for SMEs and new entrants to navigate so an eco-system approach can help, especially SMEs partnering with larger suppliers. It was suggested that&nbsp;techUK&nbsp;host more partnering and networking events and invite feedback on what other sessions they can host to help the market.&nbsp;The group also asked that MHCLG continue to deliver their Declaration mission in the open, sharing good practice with the market as well as local authorities&nbsp;</p> <p>Some of the sessions were repeated in the afternoon with some new pitches looking at responsible tech and potential for a pattern library. Each group then&nbsp;fed back&nbsp;key points, outcomes and likely next steps from their discussions with representatives from MHCLG and&nbsp;techUK&nbsp;sharing what they could offer/help with.&nbsp;</p> <p><strong>Next Steps&nbsp;</strong></p> <p>We were keen to come away with some tangible outputs from the day, and after a thorough discussion it was agreed that these would be the&nbsp;first 3 projects&nbsp;that&nbsp;we would take forward:&nbsp;</p> <ul><li>Vendor version of&nbsp;Declaration&nbsp;(charter/ code)&nbsp;</li> <li>Discovery on how different council personas make digital procurement decisions&nbsp;</li> <li>Designing a vendor community attached to&nbsp;Crown Commercial Service (CCS)&nbsp;</li> </ul><p>Further details to be announced, but we are looking to host a follow-up <a href="">co-design workshop </a>on the&nbsp;<strong>20 November&nbsp;at&nbsp;techUK&nbsp;</strong>to go into further details on the roadmap and delivery of three projects above. The workshop is open to industry, but places are limited so are on a first come basis. If you would like to attend,&nbsp;<strong>please email <a href="">Georgina&nbsp;Maratheftis</a>&nbsp;and express which project you would like to contribute to.&nbsp;&nbsp;</strong></p> <p><strong>A reflection&nbsp;</strong></p> <p>With the great work of the new MHCLG Local Digital&nbsp;Collaboration&nbsp;Unit, the fact that they received&nbsp;close to 400 bids&nbsp;to the Local Digital Fund,&nbsp;and the outputs from our recent unconference, it really does feel like we are on to something&hellip;I still haven&rsquo;t decided if it&rsquo;s the start of an exciting local digital movement or an evolution of all the hard work the community has put in coming to fruition.. but it genuinely feels like a momentous time for local digital collaboration.&nbsp;&nbsp;</p> <p>This is an exciting time for local government digital and suppliers as partners to councils have a vital role in helping create the environment for genuine and successful end-to-end transformation. We look forward to working with the supplier community on this important chapter of local digital.&nbsp;</p>Contact: <a href=""></a> Latest RAJAR Figures Show Digital Radio Listening Grows To 52.4% Thu, 25 Oct 2018 14:00:00 +0100 CRM Sync The RAJAR Q3 quarterly listening data shows record digital radio listening at 52.4%, up from 48.8% last year and 50.4% last quarter. <p>The Q3 2018 RAJAR results were published today and show that digital listening has increased to a new record share of 52.4% compared with 48.8% last year and 50.2% last quarter.</p> <p>This means that digital listening for the first three-quarters of 2018 is well in excess of 50% at 51.2%. Digital reach across all platforms increased to 62.9% of all adults and 70.7% of all radio listeners. The growth in digital listening vs last year was 27.5 million hours which was driven by growth in online/apps in home, contributing 49% of the growth, and DAB in cars, contributing 40% of the growth. Listening online/apps hours grew by 18.5% to account for 9.6% of all radio listening.</p> <p>In car digital hours increased by 15.5% and now accounts for 36.5% of in car radio listening. DAB remains the most popular digital platform accounting for 38.1% of all radio listening or 72.6% of all digital listening.There was strong and consistent digital-only station growth.</p> <p>BBC 6 Music remains the No 1 digital station at 2.52 million listeners and KISSTORY is the No 1 commercial digital station with a new record reach of 2.16 million. BBC 5 live sports extra, Smooth Extra, Absolute Radio 80s and 90s, and Radio X. Magic Soul and Magic Chilled &nbsp;all had record performances. Most national dual transmission stations have the majority of listening on a digital platform including BBC Radio 4 (52%), BBC Radio 3 (54.7%), Classic FM (50.3%), LBC (56.8%) and talkSPORT (54.3%). BBC Radio 2 increased to 47.6%.</p> <p>The Digital Radio UK Press Release can be accessed via the link below:</p> <p><a href="" target="_blank">DRUK Press Release</a></p> <p>A copy of the RAJAR release is attached to this insight.</p>Contact: <a href=""></a> What could you really lose in a cyber hack? Thu, 25 Oct 2018 13:32:46 +0100 CRM Sync If a business owner suffers a breach, they are putting all their customers at risk of theft or fraud. <p>More and more business is now done online but all too often companies neglect their online security. They will only share office keys with trusted individuals and ensure customer details are securely filed away but when it comes to looking after their cyber security, these kind of steps aren&rsquo;t always taken.</p> <p>This is a problem for businesses because their reputation can rest on their cyber security and ability to protect their customers&rsquo; personal information from hackers. Most businesses hold a huge amount of customer data but if they don&rsquo;t properly protect it then their reputations can be at stake.</p> <p>Cyber Aware&rsquo;s research with Experian earlier this year has shown over half of respondents (52%) aged 18-25 and 27% of respondents from all age groups reuse their email password across multiple accounts. If the same password is re-used for different accounts, it means that if hackers steal a password for a business&rsquo; less important account, they can use it to access the most important ones.</p> <p>This is a problem because a business&rsquo; email account can be a &lsquo;treasure trove&rsquo; of data for a cyber criminal who can use it to commit identity fraud or financial theft. If a business owner suffers a breach, they are putting all their customers at risk of theft or fraud.</p> <p>The Cyber Aware #OneReset campaign we&rsquo;re aiming to make people and businesses really think about the value of their inboxes and treat them in the same way they treat treasured possessions in the offline world.&nbsp; We get the contents of our business valued, how much would we value the contents of our inbox? If we suffered a hack or were locked out of our email account we could experience major issues &ndash; whether from customers&rsquo; perception of us or from actual loss of earnings. You wouldn&rsquo;t go out without locking the front door of your office, so why give people an open invitation to your assets online?</p> <p>The good news is that it&rsquo;s simple to take action to help protect yourself online. Here are 4 ways to stay safe online:</p> <ul><li>Activate <a href=""><span style="color:#0000FF">two step authentication</span></a> on your email</li> <li>Use <a href=""><span style="color:#0000FF">password managers</span></a> to store passwords for your less important accounts</li> <li><a href=""><span style="color:#0000FF">Don&rsquo;t use public WiFi</span></a><span style="color:#0000FF"> </span>to transfer financial information</li> <li>Avoid clicking on <a href="">suspicious links</a></li> </ul><p>Use the <a href="">Cyber Essentials</a> scheme to guard against the most common cyber threats and demonstrate your commitment to cyber security</p> <p>Further advice on the quick and simple steps to protect your business can be found in the <a href="">Small Business Guide</a> and, for larger organisations, in the <a href="">10 Steps to Cyber Security</a></p>Contact: <a href=""></a> Join techUK’s Health and Social Care Council Tue, 23 Oct 2018 10:40:22 +0100 CRM Sync Are you an industry leader in health and social care? We want to hear from you <p>Nominations are now open for techUK members to join our Health and Social Care Council. This is an excellent opportunity to shape techUK&rsquo;s Health and Social Care Programme and work with stakeholders and the wider tech industry to transform the sector. You will provide leadership on critical policy issues related to health and social care transformation, and help promote engagement between stakeholders and the tech industry. <strong>Apply by 7 November to help us shape the future of the health and social care technology industry.</strong></p> <p>The role of the Council is to develop and lead the overall techUK Health &amp; Social Care Programme, bring focus to our healthcare policy work, and determine the programme activities moving forward.</p> <p>To apply please read through the Terms of Reference (ToR) and complete the nomination form (please see below for both), and return to Ellie Huckle by 17:00 on 7 November. Please note, members must be able to commit to attending and actively participating in the Health and Social Care activities as set out in the ToR before a nomination form is accepted.</p> <p><strong>Here is the timeline for the elections:</strong></p> <p>24 October: Nominations open for new Council members</p> <p>7 November: Nominations close at 17:00</p> <p>12 November: Elections open</p> <p>30 November: Elections close at 17:00</p> <p>5 December:&nbsp;New Council members announced</p>Contact: <a href=""></a> The issue of online harms requires complex thought by Government Tue, 23 Oct 2018 08:51:00 +0100 CRM Sync techUK’s Head of Policy, Vinous Ali states the importance of Government and industry working together to secure the UK’s position as the safest place to be online. <p>Commenting on the <a href="">Government&rsquo;s response to the DCMS Select Committee&rsquo;s interim report on fake news,</a> techUK&rsquo;s Head of Policy Vinous Ali said:</p> <p>&ldquo;techUK welcomes the Government&rsquo;s commitment to move away from the term fake news, being both vague and open to interpretation, it adds little to the debate.</p> <p>The Government&rsquo;s response to the DCMS Select Committee&rsquo;s inquiry is measured, recognising the complexity of the issues to be addressed. Industry is alive to the issues of online harms, transparency and disinformation, and are continually introducing new measures to make the online world a safer place to be. It is good to see that these steps have been noted by Government in their response to the inquiry&rsquo;s interim report.</p> <p>techUK echoes the Government&rsquo;s view that &ldquo;this work cannot and should not be done by Government alone&rdquo; and look forward to continuing to work together to ensure the White Paper on Online Harms is both proportionate and effective. The challenges facing decision-makers and industry are enormously complex and require deep and complex thought &ndash; something that should not be misread as complacency or foot dragging. It is vital we get this right not only to secure the UK&rsquo;s position as the safest place to be online, but to ensure that the UK&rsquo;s thriving tech scene is not damaged unintentionally.&rdquo;</p> <p>&nbsp;</p> <p>For media enquiries please contact <a href="">Alice Jackson</a>.</p>Contact: <a href=""></a> Ada Lovelace Institute seeks Board Members – appointment brief Mon, 22 Oct 2018 10:13:57 +0100 CRM Sync The Institute is now seeking Board Members, who can contribute actively and at a strategic level to its establishment. <p>The Ada Lovelace Institute is a new research and deliberative body, funded and incubated by the Nuffield Foundation. With &pound;5 million secured for its first five years (up to 2023), and a mission to ensure that data and artificial intelligence (AI) work for people and society, the Institute is already taking a lead on the interaction between data, ethics, and artificial intelligence in the UK and is beginning to represent this internationally. The Institute has been created through a Nuffield Foundation partnership, working closely with the Alan Turing Institute, the Royal Society, the British Academy, the Royal Statistical Society, the Wellcome Trust, the Omidyar Network&rsquo;s Governance and Citizen Engagement Initiative, techUK and the Nuffield Council on Bioethics.&nbsp;&nbsp;</p> <p>The Nuffield Foundation is an independent charitable trust, established in 1943 by Lord Nuffield, founder of Morris Motors. The Foundation funds research, analysis, and student programmes that advance educational opportunity and social well-being across the United Kingdom. It has long been at the forefront of addressing the ethical questions raised by scientific advancements. In 1991, it established the Nuffield Council on Bioethics, which has been influential in establishing ethical frameworks for policy and regulation relating to innovations in biology and medicine.&nbsp;</p> <p>The Institute is now seeking Board Members, who can contribute actively and at a strategic level to its establishment. The first Board will have the important and influential role to shape the formation of the new Institute, working with an unparalleled range of partners. Candidates will have the desire to achieve developments of data, AI or technology for social good, and to work collaboratively on effective approaches to achieve this.<br> &nbsp;&nbsp;<br> Joining the Institute in its very early stages, the Board will play a crucial part in advising the Institute&rsquo;s first developments and building the capacity of its network. The Board will contribute diverse and specific areas of expertise, will draw together different types of perspectives to grapple with ethical and social questions with a view to ensuring their impact across a range of sectors. Board members will articulate questions for urgent or more focused enquiry, will inform and approve work plans, and will support approaches to delivering projects and working groups, in addition to guiding organisational strategy.&nbsp;</p> <p>An Executive Chair has been appointed to the Ada Lovelace Institute &ndash; Sir Alan Wilson &ndash; who will work with the Board and with the Institute&rsquo;s Executive team throughout its initial 18 month development phase.</p> <p>For more information see appointment brief attached.</p> The UK-India Healthcare AI Catalyst (HAIC) competition Mon, 22 Oct 2018 08:10:39 +0100 CRM Sync Opportunity from HealthcareUK for UK Artificial Intelligence organisations interested in India <p>This exciting new programme offers unprecedented opportunity for UK Artificial Intelligence (AI) organisations to access one of the world&rsquo;s largest healthcare markets, India. Companies receive grant funding as part of the programme along with business support to implement their solutions. &nbsp;</p> <p>We are looking for the best AI healthcare solutions that the UK has to offer. The programme is working with the Department for International Trade in India and the Government of India&rsquo;s think tank, NITI Aayog, as part of the AI tech collaboration. The Government of India also published #AIforAll, India&rsquo;s first national AI strategy.</p> <p>There is huge potential for growth for UK companies expanding into India. This programme supports each company from proposals through to implementation.&nbsp;</p> <p>This competition will provide a part-funded route for selected AI organisations to run pilots in India under the UK-India Tech Partnership, with a view to scaling up in the market following successful pilots. The funding will be provided through grants awarded by the Department for International Trade to the successful organisations.&nbsp;</p> <p><strong>Phase 1</strong> - grant funding For 3-5 UK AI companies of between &pound;25,000- &pound;80,000. &nbsp;Set-up, implement and run a short (6-9 months) pilot to test the feasibility of UK AI technologies operating successfully in Indian healthcare providers.</p> <p>Project Costs Each grant offered is a proportion of overall project costs, depending on the size of organisation up to a maximum of &pound;80,000:&nbsp;</p> <ul><li>up to 70% costs - small business (&lt;&pound;10m) &bull; up to 50% - medium-sized business &nbsp; &nbsp;(&pound;10m-&pound;50m) &bull; up to 25% - large business (&gt;&pound;50)</li> </ul><p><strong>We are looking for companies to apply who can:</strong></p> <ul><li>Support India&rsquo;s national healthcare programme with solutions that could significantly enhance the quality of care delivered</li> </ul><p>Can your healthcare AI solution make a significant difference to the delivery of accessible, affordable and high-quality healthcare in India?</p> <p>Apply today - <a href="" target="_blank"></a></p> <p>Please review - The Competition Brief</p> <p>For further details please email: <a href=""></a></p> Data Centre Programme Overview Q3 2018 Thu, 18 Oct 2018 08:30:00 +0100 CRM Sync Emma Fryer reviews the last quarter’s activity in the data centre programme and identifies priorities for the rest of the year. <p>Please click below to download the document.&nbsp;</p>Contact: <a href=""></a>