techUK Insights RSS Feed - techUK RSS feed for insights content. en Copyright (C) 2015 2019 Local Government Tech Predictions! #CounciloftheFuture Fri, 14 Dec 2018 14:02:04 +0000 CRM Sync Key insights and predictions from techUK’s ‘Future Gazing: Where Next for Local Gov Tech’ event on 12 December <p>On 12 December we held our annual end of year local government celebration event - <a href="">Future Gazing: Where Next for Local Gov Tech</a> - bringing together tech industry and councils to reflect on the past year in local government transformation, the key trends and looking to 2019 on what the emerging technologies disrupting the sector will be. The panelists were also invited to make their predictions on what is in store for local government transformation in 2018!</p> <p>The panelists included:</p> <ul><li>Jason Kitcat, Executive Director, Corporate Development, <strong>Essex County Council</strong></li> <li>Councillor Timothy Barnes, Founder of the <strong>Rain Cloud &amp; Westminster Councillor</strong></li> <li>Siobhan Coughlan, Programme Manager, <strong>Local Government Association&#8203;</strong></li> <li>Linda O'Halloran. Head of Local Digital Collaboration Unit, <strong>Ministry of Housing, Communities and Local Government </strong></li> <li>Dale Peters, Research Director, <strong>TechMarketView</strong></li> </ul><p><strong>Reflections on 2018:</strong></p> <p><u>Collaboration</u></p> <ul><li>With the launch of the <a href="">Local Digital Declaration</a> and the <a href="">Local Digital Fund </a>we&rsquo;ve seen real collaboration across local government. The Fund itself received an overwhelming 389 unique expressions of interest in running collaborative Local Digital Fund projects from 171 organisations which is a testament to the collaboration happening locally.</li> <li>Increase collaboration also happening at the supplier level. techUK &nbsp;signed-up <a href="">as co-publishers of the Local Digital Declaration</a>, and bought together the vendor community to shape the response to the Declaration. This has resulted in suppliers <a href="">co-designing three projects together.</a></li> <li>Moving away from suppliers selling a solution to working in partnership to solve a problem.</li> <li>The business case for open by default is catching on.</li> </ul><p><u>Start small</u></p> <ul><li>Greater focus on channel shift and self service rather than big transformation.</li> <li>Renewed incentive from councils yet on the digital journey to begin their transformation, and learning from other councils.</li> <li>Moving away from large contracting to small agile ones. The shift to cloud making agile contracting possible.</li> </ul><p><u>Emerging Tech &amp; Data</u></p> <ul><li>Growing appetite for automation but suppliers need to educate the sector on what RPS is and isn&rsquo;t if we are to see greater uptake.</li> <li>Data has become a big driver. The challenge is where to start and do with the data as it sits across so many devices/systems in the organization.</li> <li>Greater use of voice technology in empowering people to live more independently in their own home.</li> <li>The challenge of overcoming barriers to sharing data across public service agencies continues.</li> </ul><p><strong>AND THE PREDICATIONS FOR 2019&hellip;&hellip;</strong></p> <ul><li>More community of practice to develop reusable tools and templates emerging to help pattern all the good things happening.</li> <li>Year of the relationship. Suppliers that drive towards a truly mutually-beneficial partnership will benefit.</li> <li>Greater openness and evidence decision making will be the the norm.</li> <li>Greater use of data to target resources.</li> <li>More informed buyers.</li> <li>Increase in spend from local government in to the Digital Marketplace.</li> <li>Increase in diversity in the supplier base.</li> <li>More emphasis on place.</li> </ul><p>Check out Capita&rsquo;s Alex Cousin&rsquo;s predictions too<strong> - <a href=";utm_medium=techuk&amp;utm_campaign=future-gazing&amp;utm_content=alex-cousins-techuk">2019 will be the year of people and communities</a> </strong></p> <p><strong>Share your predications for 2019 using the hashtag #CounciloftheFuture @techUK</strong></p> C is for Persuasion Fri, 14 Dec 2018 11:05:00 +0000 CRM Sync Sarah Hinchliffe shares her thoughts on how to make sales proposals persuasive <p>Whether you go back 2,000 years to Aristotle&rsquo;s theory of appealing to people through logic, emotion and ethics or dip into a more contemporary source such as Robert Cialdini&rsquo;s six principles of influence, there is no shortage of advice on how to communicate persuasively. In fact, as with any topic you choose to explore these days, there is so much information it is hard to distil what&rsquo;s relevant.</p> <p>In my world of business to business sales proposals, persuasion must happen on the page through the written word. So, over the years, I have gathered a series of tips and techniques from many sources that I squirrel away under four categories:</p> <ul><li>Connection: creating empathy and liking</li> <li>Credibility: establishing your reputation and credentials</li> <li>Clarity: making a clear, strong case</li> <li>Consistency: consolidating your position</li> </ul><p>Let&rsquo;s explore each one in more detail.</p> <h4><strong>C is for Persuasion</strong></h4> <p>Connecting with your audience is natural when they are in front of you. Whether in a sales meeting or presentation, they are physically present. Strangely, the need to connect seems to naturally disappear when writing a document. We lapse into &ldquo;we this&rdquo;, &ldquo;we that&rdquo; and &ldquo;we the other&rdquo;, forgetting the customer exists &ndash; out of sight is out of mind.</p> <p>So, we must get our audience back in our minds at the start of the proposal development process. Who is buying? What are they buying and why? How can we connect with them?</p> <p>A sure way to connect is to show you understand your prospect&rsquo;s problems and can solve them. Your proposal needs to be &ldquo;responsive&rdquo; &ndash; the proposal term for demonstrating a deep knowledge of your prospect&rsquo;s critical business issues and desired outcomes. Rather than simply writing about the features of your solution or service, connect your features to your prospect&rsquo;s vision and paint a picture of the journey you can take together to realise that vision.</p> <p>To connect more deeply, express the benefits of every feature. Quantify your benefits wherever possible to show the value and return on investment you will bring. This takes time and research, but it will demonstrate care and attention to detail &ndash; likeable and trustworthy traits.</p> <p>Work out what your prospect likes about you. Develop a proposal strategy around these strengths and emphasise them in your document. But avoid coming across as arrogant; replace superlative claims with evidence and subjective opinions with balanced arguments. Complement your positives with humility about any negatives you need to address. Admission of weakness with well-presented mitigation is more appealing than sweeping a problem under the carpet and hoping they won&rsquo;t notice.</p> <p>Never forget that &ldquo;people buy from people&rdquo;. Even in a business to business context, this holds true. People tend to buy from people they like and trust; our proposals need to connect to these values through sincerity and transparency.</p> <p><img alt="" src="//" style="height:311px; width:600px"><br> &nbsp;</p> <p><strong>C is for Credibility</strong></p> <p>You need your prospect to believe in you &ndash; to believe you will and can deliver on your promise.</p> <p>Top of the persuasion list in this category is evidence. As indicated in Figure 1, find a proof point for every feature and benefit. Think about case studies, customer testimonials, third-party reports, auditable statistics and reviews of published articles &ndash; anything that confirms what you are saying is true. Try to find proof points that align with your prospect&rsquo;s business; peer approval is more crucial than ever in today&rsquo;s online world, and evidence shows that other people believe in you.</p> <p>And there&rsquo;s more you can do. Writing with authority and accountability will inspire confidence. Try these three top techniques:</p> <ul><li>Use active language to show who is responsible &ndash; &ldquo;the project manager will develop the plan&rdquo; &ndash; rather than passive language, which leaves the responsibility opaque &ndash; &ldquo;the project plan will be developed&rdquo;.</li> <li>Show commitment by using decisive language &ndash; &ldquo;we will&rdquo; &ndash; rather than &ldquo;we would&rdquo;, which sounds conditional. And avoid terms such as &ldquo;we believe&rdquo;, which can suggest you are not quite sure.</li> <li>Choose action verbs such as &ldquo;run&rdquo;, &ldquo;build&rdquo; and &ldquo;lead&rdquo; &ndash; &ldquo;we will build the solution on time&rdquo; - rather than woolly language - &ldquo;we will ensure the solution is built on time&rdquo;.</li> </ul><p>Support your narrative with knowledge and experience to add insight into your reasons for working the way you do. Customers like to know not just WHAT you do, but HOW you do it &ndash; this is what sets you apart.</p> <p>Two last tips in this section:</p> <p>Avoid negative language (if, buts and maybes) and caveats &ndash; they only serve to suggest you might be hedging your bets and avoiding commitment. Instead, include a considered list of risks, assumptions and dependencies, which will show thoroughness and transparency to your prospect and will satisfy your internal governance.</p> <p>Check the accuracy of your spelling and grammar. Even if everything else has gone swimmingly, you can still blow your credibility with a stupid error such as spelling your prospect&rsquo;s name incorrectly &ndash; I recall an excellent proposal for a company with Dairy in its name, except it was spelt Diary throughout.</p> <h4><strong>C is for Clarity</strong>&nbsp;</h4> <p>Nothing is less persuasive than a rambling, cluttered and confusing proposal that wastes your prospect&rsquo;s time. This is where clarity comes in.</p> <p>If you receive instructions on how to structure your document, follow them, even if they don&rsquo;t suit you &ndash; remember, it&rsquo;s clear to them. If the instructions are not clear to you, ask.</p> <p>If you have the luxury of creating your own proposal structure, design it so it is clear where the prospect can find the information they have requested. The best device is a compliance or response matrix (a table that shows what the prospect has asked for and where it is in your document) in the introduction that allows the reader to navigate with ease.</p> <p>Within each section, set out your information in a logical order, making one point per paragraph and using sentences averaging 15 words. Use straightforward language avoiding jargon, gobbledygook and unnecessary words to pad your answer out. Don&rsquo;t think you will impress your prospect with long, complex or flowery narrative &ndash; it is more likely to confuse and annoy.</p> <p>Clarity can be enhanced with graphics &ndash; any form of visual representation, such as a photograph, a diagram, an illustration or a flowchart. Choose your graphics early in the proposal development process to reinforce your story and take the place of text. Make sure every graphic is fully legible and its meaning can be grasped within 5-7 seconds. And to be sure the meaning is clear, always include an informative title and an action caption (a benefit-oriented statement).</p> <p>By the time you come to review your proposal, check you have clearly explained:</p> <ul><li>Your offer - your solution, the delivery journey (who is going to do what, when, where and how) and price.</li> <li>Why your offer is better than and different from your competitors.</li> <li>The value you bring in terms of quantified benefits</li> </ul><h4><strong>C is for&nbsp;Consistency</strong></h4> <p>The final element of persuasion is consistency. Uniformity and predictability instil confidence that you will be true to your word. Consistency should flow from your first prospect interaction right through to delivering the contract. Consider the following ways of showing consistency in your proposal.</p> <p>Develop the proposal sections or responses to your prospect&rsquo;s questions in the same way. Maybe a &ldquo;Summary, Situation, Problem, Solution, Outcome&rdquo; flow works for you, or &ldquo;Summary, Challenge, Solution, Benefit, Proof&rdquo;. There are various formulae &ndash; choose one and stick to it so your prospect gets into a comfortable vibe, carried along in a flow.</p> <p>Select your style at the start of the proposal development process and check you stuck to it. Did you decide to write in the first or the third person, with your prospect and your company as singular or plural entities? Did you choose a formal or informal tone of voice? Did you agree to mirror your prospect&rsquo;s spelling and terminology? What font, indent, bullet and capitalisation conventions did you choose? These may seem trivial matters, but the devil is in the detail, and you need to cater for those who will spot and care about minor as well as major discrepancies. Have a go at the &ldquo;spot the difference&rdquo; example below:</p> <p>Finally, remember that people buy from people like themselves, so use &ldquo;mirroring&rdquo; to further the connection between you and your prospect. Reflect their terminology, style and spelling in your document.</p> <p>A useful template for researching and preparing to write your proposal is shown in Figure 1 below:</p> <p><img alt="" src="//" style="height:247px; width:600px"></p> <p>A style sheet and writing guidelines will minimise the amount of editing required, but you will still need to do&nbsp;what is called a &ldquo;gadfly&rdquo; review &ndash; skimming across the whole document to spot the inconsistencies. Allocate&nbsp;this task to someone with an eye for detail. And once all the checks are done, make sure your proposal is&nbsp;immaculately presented and consistent with other published material.</p> <h4><strong>And a final C for Context&nbsp;</strong></h4> <p>A proposal should be one step in a business winning process &ndash; preceded by marketing and selling and&nbsp;followed by clarification, negotiation and closure. A proposal plays its part in the overall context of persuading&nbsp;a prospect to select you.</p> <p>Engaging your prospect early means you can woo and win them over before they request a proposal. This will&nbsp;leave you well-positioned to use the proposal to reinforce and replay everything they have fallen for. Without&nbsp;this, you are left largely guessing &ndash; not best practice for a high win probability.</p> <p>So, for your best shot at persuasion, start early and remember that there is plenty you can do on the page to&nbsp;help them like you, believe in you and understand you.</p> <p><strong><span style="font-size:11px">Sarah Hinchliffe is a Director of i4 Consultancy and Design Ltd, helping companies improve their win rates through sales and bid&nbsp;excellence. See <a href=""></a> or email <a href=""></a></span></strong></p> <p>&nbsp;</p> Presentations from 2018 SPF cluster and plenary meetings Fri, 14 Dec 2018 10:00:00 +0000 CRM Sync PDF versions of SPF plenary and cluster meeting presentations since between January to December 2018 <p>This is the new central repository for SPF cluster and plenary meeting presentations since January 2018.&nbsp;</p> <p>The presentations in the repository are saved as PDFs and the date of the presentation is indicated in the title of the individual PDFs, the format is&nbsp;Year Month Date.</p> <p>This repository is complimentary to the post-event publication of presentations in slide share format.&nbsp;</p> <p>If you have any questions, please get in touch.</p>Contact: <a href=""></a>Contact: <a href=""></a> UK UHD TV Owners Bemoan the Lack of Content Fri, 14 Dec 2018 07:00:00 +0000 CRM Sync A study conducted by pollster YouGov confirms that, whilst viewers believe content is a bit thin on the ground, they predict a healthy future for the format. <p>YouGov&rsquo;s study says that 18 per cent of the UK viewing public now own a UHD/4K set. But these participants believe that the lack of 4K content out there is stunting its growth. One complaint pointed to the fact that they aren&rsquo;t able to view terrestrial channels in 4K, such as BBC and ITV,&rdquo; says the YouGov study.</p> <p>YouGov says that according to its Focus Group participants, there&rsquo;s a rosy future for 4K. Consumers predict that it will soon be mainstream, and there is a belief that it is indeed the future of home entertainment.</p> <p>&ldquo;I think that even with the dawn of 8K on the horizon, 4K will rapidly grow now the prices are dropping sharply and there is more choice. TV stations will produce more 4K content and it will remain very popular for a good few years, 8K will be too expensive for a long while,&rdquo; said one member of the Group.</p> NICE Evidence Standards Framework for Digital Health Technologies Thu, 13 Dec 2018 15:33:39 +0000 CRM Sync NICE has launched Digital Health Evidence Standards to help innovators & commissioners understand what a ‘good’ level of evidence looks like <p>As digital health innovations have developed at an increasing pace, it has been a challenge to identify which are clinically effective and offer economic value.</p> <p>The Digital Health Evidence project, led by NHS England, NICE, Public Health England, MedCity and DigitalHealth.London, aimed to develop digital evidence standards to address and streamline support on this issue.</p> <p>The <a href="" target="_blank">NICE Evidence Standards Framework</a> launched on Monday 10th December and will support digital health innovators, grant funders, investors, and commissioners to understand what a &lsquo;good&rsquo; level of evidence looks like. The framework, aimed at supporting evidence of effectiveness and economic impact, is intended to support evidence generation plans for digital health innovations and to help inform the judgement of evaluators about the quality and relevance of the evidence base.</p> <p>The evidence standards are split into 2 evidence frameworks describing:</p> <ol><li>Evidence for effectiveness (EfE) for intended use.</li> <li>Evidence for economic impact (Ei).</li> </ol><p>Both evidence frameworks have a proportional approach to defining evidence standards. This recognises the generally lower levels of available evidence for DHTs and the challenges of developing traditional clinical trials, but also the significant opportunities for collecting real world data to inform effectiveness judgements.</p> <p>The framework has been designed with a range of intended users in mind:</p> <ul><li>Technology developers, including commercial organisations of any size, when considering the appropriate evidence generation plan for an individual DHT;</li> <li>Grant funders and investors who are considering funding the development of DHTs</li> <li>Evaluators and others, including commissioners, to help reach a judgement on the evidence requirements for DHTs as a group, and individual DHTs being considered to be commissioned at public expense.</li> </ul><p>The <a href="" target="_blank">Standards Framework are now live here</a>.&nbsp;</p> <p>Find out more by <a href="" target="_blank">reading this presentation</a>.</p> <p>Watch the video about the project and the <a href="" target="_blank">potential impact of the standards here</a>.</p> <p>For enquiries or feedback on the Standards, please contact Phil Boorman, External Communications Manager at <a href=""></a></p> <p><img alt="" src="//" style="height:295px; width:590px"></p> Health and Social Care Council 2019 Thu, 13 Dec 2018 14:35:20 +0000 CRM Sync Meet your Health and Social Care Council for 2019 <p>Thanks to all those who have cast their votes over the past few weeks. We are delighted to welcome three&nbsp;new and three returning members successfully elected to our Health and Social Care Council. Thanks again to all those who applied, the competition was certainly tough.</p> <h3>Our Council for 2019:</h3> <p>Adrian Flowerday | Managing Director | Docobo</p> <p>Alan Sumner | Head of Public Affairs | Roche Diagnostics UK</p> <p>Andreas Haimboeck-Tichy | Director, Healthcare and Life Sciences | IBM</p> <p>Anne-Marie Vine-Lott | Key Account Director &ndash; NHS | Oracle</p> <p>Beverley Bryant | Chief Operating Officer | System C and Graphnet Alliance</p> <p>Bryn Sage | Chief Executive Officer | InTechnology</p> <p>Cleveland Henry | Director of Cloud | UKCloud</p> <p>David Hancock | Client Engagement Director | InterSystems</p> <p>Gavin Bashar&nbsp;| General Manager, UK&nbsp;| Tunstall</p> <p>James Norman&nbsp;| Healthcare CIO -EMEA | Dell-EMC</p> <p>John Parry | Clinical Director | TPP</p> <p>Julia Ross | Chief Strategist Care and Health | Predict X</p> <p>Julian Ranger | CEO |</p> <p>Kathy Farndon | Partner | IT Health Partnership</p> <p>Natalie Chishick&nbsp;| Policy and Communications Director | IMS Maxims</p> <p>Neil Laycock | Managing Director&nbsp;| Servelec</p> <p>Peter Oliver | Healthcare Director | Leidos</p> <p>Pooven Maduramuthu | Vice President Health Sales | Atos</p> <p>Rob Blay | Chief Executive | JAC</p> <p>Wendy Marshall | Director - Sales Leader UK | Cerner</p> <p>Watch this space for the appointment of the new Council Chair and Vice Chairs</p>Contact: <a href=""></a> The key to successful innovation? Become a ‘Living Business’ Thu, 13 Dec 2018 13:01:31 +0000 CRM Sync James Leach, UKI Client Innovation Services Director at Accenture <p>The world&rsquo;s fastest growing companies place innovation at the heart of everything they do; it is their competitive advantage. Traditional businesses need to react, but <a href="">as we have seen</a>, innovation isn&rsquo;t easy; and transforming, adapting and growing with speed, while continuing to transform the core, can be a challenge.</p> <p>For these organisations, it can be daunting to break from the norm and integrate innovation into their DNA. As a result, their innovation concepts can fail to progress to the live services, products and processes they need to thrive.</p> <p><strong>Enter Living Business</strong></p> <p>Innovation is now existentially important for organisations. As our new research report, <a href="">Living Business: Achieving Sustainable Growth Through Hyper-Relevance</a>, sets out, the path to business success isn&rsquo;t what it used to be. Today, leaders in disruptive growth understand the changing digital needs of customers, pivot growth strategies beyond their core business, and fund new growth by optimising in other parts of the business.</p> <p>These companies are staying relevant by moving in time with their customers and remaining hyper-relevant. That&rsquo;s why we call them Living Businesses: they&rsquo;re able to unlock sustained growth by continuously adapting to the evolving needs of customers, and market conditions, with speed and at scale, to achieve total relevance.</p> <p>The value of becoming a Living Business is considerable. As our report shows, &pound;119 billion is at risk in the United Kingdom and Ireland alone as companies lose out to more agile and relevant competitors. So, what can you do to achieve hyper-relevance? The answer is clear: innovate at scale.</p> <p><strong>Accelerating innovation </strong></p> <p>The perception has often been that rapid innovation and new propositions that scale are almost mutually exclusive. Innovation teams were able to work at pace; rapidly designing and building new concepts; but these teams worked in silos to the side of the business &ndash; they were not integrated with the core. Conversely, change cycles were too slow, development too costly and any changes were rigorously managed, which meant release cycles for new propositions were also too slow.</p> <p>However, businesses realise that this is no longer the case. A number of developments including advances in data science, design-thinking, agile development and liquid assembly mean that innovations can be designed, mocked-up and tested at a blistering pace. It&rsquo;s a development which means businesses can try out a limitless number of innovative ideas, while knowing that those that make it through to production are all but guaranteed to succeed.</p> <p>The secret to the success of this approach is that it provides a mechanism for rapidly, cost effectively and continuously testing customer relevance. This is what breathes life into a business and enables it to grow; enabling a hyper-relevance that&rsquo;s simply not been possible in the past.</p> <p><strong>Linking innovation, adaptability and the customer </strong></p> <p>What else makes an innovation-led, customer-relevant business? Our research reveals five key characteristics: they target new opportunities to fuel responsive innovation; they design products and services as hyper-relevant customer platforms, they build compelling marketing and sales experiences, they achieve scale with ecosystem partners; and they rewire their company culture and workforce with a customer-first mindset.</p> <p>At Accenture, we&rsquo;re championing this new approach to innovation; starting with core business challenges, applying data-driven and lean sprint techniques to test solutions and learn from the data. We&rsquo;re constantly pushing ourselves to get the smallest release loops possible: identifying what we can build and test that day that will make a meaningful impact. This approach gives businesses the confidence to try disruptive ideas and the ability to keep pace with a rapidly changing world. And nothing could be more important. As Jack Welch, the legendary ex-CEO of GE, famously pointed out: &lsquo;If the rate of change on the outside exceeds the rate of change on the inside, the end is near.&rsquo;1</p> <p><strong>Getting started</strong></p> <p>To set your organisation on a right path, you need to establish a culture and infrastructure that can easily and continuously integrate new ideas, behaviours and technologies to adapt to market opportunities and better meet the needs of changing customer expectations. The culture element is critical here. 92% of high-performing companies believe rewiring their culture is a key differentiator, compared to just 66% of other companies.2 I believe there are four further factors to consider:</p> <ol><li><strong>Define your North Star</strong>. Define the context and remit for innovation in your business. What are the key challenges you face and what are the core opportunities you want to exploit? Where do you want to be today, tomorrow and in five years&rsquo; time?</li> <li><strong>Create the environment for success</strong>. Set up cross-functional teams to bring the best of the organisation together to co-create innovative ideas. Use the best of data science, user-centric design and rapid development techniques to leapfrog your competition.</li> <li><strong>Win early</strong>. Define your operating model and strategy through delivering early wins. You can gain business buy-in by proving success in customers&rsquo; hands rather than strategy on a piece of paper.</li> <li><strong>Constantly Measure</strong>. Organisational innovation is as much (if not more) about how you innovate as it is what you&rsquo;ve produced. Don&rsquo;t be wed to ideas: test, learn, iterate, constantly using data science to understand the performance of your initiative. Ask &lsquo;what difference has this made&rsquo; daily and pivot accordingly.</li> </ol><p>Organisations that are really thriving in today&rsquo;s market are the Living Businesses that have been able to break down the silos between their innovation capabilities and the core organisation. These organisations are able to continuously adapt with speed and scale and can therefore achieve total customer relevance and sustained growth.</p> <p>The benefits of becoming a Living Business are clear to see. What&rsquo;s also clear is for businesses in the UK and Ireland who have yet to start out on this journey, it&rsquo;s time to get moving. Regardless of how successful you&rsquo;ve been in the past, the only way to secure future growth is to breathe life into your business by becoming hyper-relevant to your customers. Winning the customer is everything, and rapid innovation at scale is the mechanism to do just that.&nbsp;</p> <p>Visit to find out more.</p> <p><strong>Sources:</strong></p> <ol><li><a href=";d=DwMFaQ&amp;c=eIGjsITfXP_y-DLLX0uEHXJvU8nOHrUK8IrwNKOtkVU&amp;r=LzYtG6uJ9w2wINGDrDK2ml4UkOUjkRimTeGe_bfYQuE&amp;m=AH8rUnBwRFmz5qvYWnMx1eWfUlZhLrL6066qBN41CjU&amp;s=p6YQeBs9E4Ug5yVWScyW4HFNRCOIDXzOMfusP4FDcrQ&amp;e="></a></li> <li><a href="http://2.%09;c=glb_livingbusinesslinkedin_10291493&amp;n=smc_0618#marquee">;c=glb_livingbusinesslinkedin_10291493&amp;n=smc_0618#marquee</a></li> </ol><p>&nbsp;</p> 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> Applications are now open for our Skills and Diversity Council Wed, 12 Dec 2018 09:33:37 +0000 CRM Sync Do you work for a techUK member organisation? Are you working hard to promote future skills and diversity in your organisation and across our sector? Perhaps you should consider applying for the techUK Skills and Diversity Council. <p>Do you work for a techUK member organisation? Are you working hard to promote future skills and diversity in your organisation and across our sector? Perhaps you should consider applying for the techUK Skills and Diversity Council.</p> <p style="margin-left:-.25pt">techUK launched the Skills and Diversity Council at the beginning of 2018 following the merger of both the Women in Tech Council and the Skills, Talent and Migration Group. We have had a number of successes in our first year, for example publishing our best practice report on Gender Pay Gap reporting, expanding our Returners Hub and continuing to support initiatives like the Tech Talent Charter and People Like Me aimed at moving the dial.</p> <p style="margin-left:-.25pt">As we transition into our second year, we are looking to expand our remit to more equitably address the wider diversity and inclusion agenda and take concrete steps on helping the UK develop skills for the modern economy.</p> <p style="margin-left:-.25pt">The purpose of the Skills and Diversity Council:</p> <p><em>Skills</em></p> <p>The Council will support techUK with thought leadership around skills for the modern economy, from early years through to lifelong learning. This will include making recommendations to improve the existing system &ndash; e.g. determining our public position on apprenticeships and T-Levels &ndash; and scoping the policy needs of the Fourth Industrial Revolution.</p> <p>This will likely include supporting techUK with a Skills Conference in the second half of 2019. The Council will support techUK with campaigning, thought leadership and sourcing speakers for the event.</p> <p><em>Diversity</em></p> <p>Supporting diverse tech talent from classroom to boardroom. The Council provides support to initiatives including the Tech Talent Charter, WISE Campaign&rsquo;s People Like Me and help to decide which diversity initiatives techUK should be supporting. The Council will also support and lead techUK campaigns around Gender and Ethnicity Pay Reporting and international days marking diversity.</p> <p>If you have enthusiasm or expertise in any of these areas and would like to contribute to the Council&rsquo;s work then we want to hear from you!</p> <p style="margin-left:-.25pt">To apply for this council, please request the Council Terms of Reference and Nomination Form from <a href="">India Lucas</a>.&nbsp;Nomination forms should be submitted to <a href="">India </a>by Friday by 17:00 Friday, 4 January. Successful applicants to be notified by close of play on Friday 11 January.</p>Contact: <a href=""></a> Promoting the innovative and ethical use of data in the age of AI Wed, 12 Dec 2018 08:30:00 +0000 CRM Sync Digital Ethics Sponsor Intel provide an insight into Promoting the innovative and ethical use of data in the age of AI. By Riccardo Masucci, Global Director of Privacy Policy, Intel Corporation <p>Data represents the fabric of our modern society and its quantity has grown exponentially over the past years. In such a data-intensive society, we can observe <strong>two technology trends</strong>: 1) Data analytics increasingly happen across the infrastructure: at the edge, on the network, in the data centre; 2) Personal data is not just collected from individuals, but also gathered by sensors and inferred/derived through automated processing.</p> <p>Due in large part to those two trends, ubiquitous and increasingly autonomous technologies take advantage of large datasets to make <strong>autonomous determinations</strong> in near-real time. On one hand, innovation across digital society is astounding and autonomous technologies are deployed for new life-enhancing and sometimes life-saving applications such as disease detection, precision medicine, driving assistance, increased productivity, safety at work, and access to education. Benefits seem indisputable. On the other hand, there is a potential for harm &ndash; a number of unintended consequences including discrimination and restriction of choices.</p> <p>The existence of the potential for harming individuals will create unique situations that public and private organisations will need to address when shaping their strategies. Intel has acknowledged the importance of &ldquo;<strong>being ethica</strong><strong>l</strong>&rdquo;, namely understanding societal implications and potential harm for individuals when designing innovative technologies. We strongly believe we have done the right thing in our long-term CSR efforts on supply chain responsibility (conflict-free minerals), Diversity and Inclusion in the workplace, and environmental sustainability (reduction in water and waste). In particular, we participate in a number of discussions/activities within international multi-stakeholder fora and platforms such as ISO JTC1 SC42, IEEE, and the Partnership on AI. Moreover, we will keep investing in research: social sciences (trust, transparency), mechanisms for data obfuscation, face anonymization, bias detection, and alternative algorithms (probabilistic computing).</p> <p>Privacy can be the testbed for a broader ethics discussion: in fact, privacy and data protection represent foundational values of our society. In embracing these values, we can build the much-needed trust in technology and enable individuals&rsquo; freedom and control. In October 2018 we published a <strong><a href="">white paper</a></strong> outlining Intel&rsquo;s AI and privacy policy priorities.</p> <ol><li><strong>Adopt flexible and comprehensive privacy laws: </strong>Comprehensive, horizontal privacy frameworks are better suited for innovation, because they set the principles and can encompass all different sectors and adapt to future tech developments.</li> <li><strong>Embrace risk-based accountability approaches: </strong>Organizations should put in place technical (privacy-by-design) or organizational measures (product development processes and mechanisms for review such as ethical review boards) to minimize privacy risks in AI.</li> <li><strong>Encourage explainability: </strong>Industry and governments should work together on algorithm explainability and risk-based degrees of human oversight to minimize risk to citizens from automated decision-making.</li> <li><strong>Improve access to&nbsp; data: </strong>Governments should promote access to data,&nbsp;for example, opening up government data, supporting the creation of reliable datasets available to all, fostering incentives for data sharing, investing in the development of voluntary international standards (i.e., for algorithmic explainability) and promoting cultural diversity in datasets.</li> <li><strong>Invest in data security: </strong>Funding research is essential to protect privacy&nbsp;in areas like homomorphic encryption, which can enable more protected analysis of personal data.</li> <li><strong>It takes data to protect data: </strong>Algorithms can help detect unintended discrimination and bias, and identity thefts or cyber threats.</li> </ol><p>How can businesses pursue the <strong>innovative <u>and</u> ethical use of data</strong> in practice? At Intel, we believe technology advances are not enough if we do not account for societal consequences. The ability to access, move, and protect data are technology and policy imperatives for the development of artificial intelligence. Datasets have to be large, accurate and diverse for AI to be truly innovative. To this end, robust protection and safeguards have to be adopted for citizens to trust and use technology. Responsible companies should hold themselves accountable for minimizing risks for individuals. Organizational and technical accountability measures should include responsible design and ethical review processes to address societal concerns. Intel has already taken significant steps in this direction and encourage industry across the board to embrace similar practices.</p> <p>&nbsp;</p> <p style="text-align: center;"><img alt="" src="//" style="height:300px; width:300px"></p> <p style="text-align: center;">&nbsp;</p> <p>For more information about the Digital Ethics Summit follow the link:&nbsp;</p>Contact: <a href=""></a>Contact: <a href=""></a> Summary of Data Ownership event discussion Tue, 11 Dec 2018 16:58:57 +0000 CRM Sync A paper summarising the rich and diverse discussion at techUK's joint seminar with the British Academy and Royal Society exploring the concept of data ownership and some of the recent changes in the data governance landscape. <p>On 3 October, techUK held a joint seminar with the British Academy and Royal Society exploring the concept of data ownership and some of the changes in the data governance landscape since the publication of the &lsquo;<a href=";recipientid=contact-50608c4b1b64e81181245065f38be571-4a4c41b0cdd94b3c98312f0531b46c36&amp;esid=529316d6-dbb6-4073-a8a1-74a0ade7bf0a&amp;urlid=0">data management and use: governance in the 21st century</a>&rsquo; report.</p> <p>&nbsp;</p> <p>The aim of the seminar, which brought together a diverse range of stakeholders, was to provide the opportunity to explore and understand what is meant when individuals and groups refer to &lsquo;owning&rsquo; data or &lsquo;my&rsquo; data, and to explore the concept, value and limitations of data ownership from individual and organisational perspectives, in both the private and public sectors. It considered the sound bases from which to consider and probe the concept of data ownership and discussed issues relating to the ability to exert rights and control over data use and assessing and accessing the value of data.</p> <p>&nbsp;</p> <p>A <a href="/uploaded-images/data_ownership_rights_and_controls_final.pdf">paper summarising the rich and diverse discussion at the event</a> has been released today. This report includes reflections of the discussion on the day, and a set of contributed papers. These include papers submitted ahead of the seminar to stimulate discussion and papers submitted after the seminar to expand and open up areas for further discussion.</p> <p>&nbsp;&nbsp;</p> <p>As this paper is a note summarising the discussion and debate on the day, it is not intended to represent the views of the British Academy, the Royal Society or techUK, nor does it represent the views of individual attendees of the event. The ideas and reflections contained within are not necessarily endorsed by the British Academy, Royal Society or techUK.</p> <p>&nbsp;</p> <p>If you would like to discuss this paper in more detail or would like to be more involved in techUK&rsquo;s work in this area please do get in touch with <a href=""></a>.&nbsp;</p>Contact: <a href=""></a>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> Dstl Cyber Security Standards Questionnaire Mon, 10 Dec 2018 13:03:50 +0000 CRM Sync This survey aims to capture some basic information about the range of cyber security standards being applied across the Defence supply chain <p>On&nbsp;behalf&nbsp;of&nbsp;the Defence Science and Technology Laboratory (Dstl), Aleph Insights is carrying out a survey to capture some basic information about the range&nbsp;of&nbsp;cybersecurity standards being applied across the Defence supply chain. The results&nbsp;of&nbsp;the survey will be used to compile some anonymised statistics to support strategic decision-making and help to improve the MOD's supply chain risk management.&nbsp;</p> <p>As a Defence supplier, we are interested in your views&nbsp;on&nbsp;this topic and there are some sections at the end&nbsp;of&nbsp;the survey to provide your thoughts&nbsp;on&nbsp;potential improvements to the system.&nbsp;</p> <p>The survey should take less than ten minutes to complete and should be filled in by someone within your organisation who has a responsibility for cyber assurance. There is no requirement to supply the name&nbsp;of&nbsp;your organisation, and the names&nbsp;of&nbsp;organisations will not appear in any&nbsp;of&nbsp;the presented data (the first page&nbsp;of&nbsp;the survey contains further details about data handling for the survey). The survey is being conducted using Google Forms using tools and infrastructure which are compliant with the auditing standards ISO 27001, ISO 27017, ISO 27018, SOC 2 and SOC 3. Please let us know if you have any difficulties accessing the survey.&nbsp;</p> <p>Please see attached a letter&nbsp;of&nbsp;endorsement for this survey from Dstl. If you have any queries about it, please contact either Chris Wragg (Aleph Insights -&nbsp;<a href="" target="_blank"></a>) or Sarah Johnson (Dstl&nbsp;-&nbsp;<a href="" target="_blank"></a>).</p> <p>The survey can be accessed <a href="" target="_blank">HERE</a>.</p> <p>On&nbsp;behalf&nbsp;of&nbsp;Dstl and Aleph Insights, thank you in advance for completing the survey.</p>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> techUK Policy Pulse | Your weekly update on digital and tech policy Fri, 07 Dec 2018 15:26:00 +0000 CRM Sync We have had three days of debate of the mammoth five-day Commons debate on the Withdrawal Agreement but still no clearer on where we might be in just a week’s time. <p>They say a week is a long time in politics and the week ahead could be one of the longest! We have had three&nbsp;days of debate of the mammoth five-day Commons debate on the Withdrawal Agreement but still no clearer on where we might be in just a week&rsquo;s time. It could be: no-deal, withdrawal, Canada, Norway, back to Brussels, or back to the people. Rarely has the course of events been so difficult to predict. Meanwhile the Article 50 clock keeps ticking.</p> <p>But for now, here's what's&nbsp;been&nbsp;happening&nbsp;over the last week in the world of tech policy.</p> <p>First up, Atomico&rsquo;s published it&rsquo;s fourth edition of <a href="" target="_blank">&lsquo;State of European tech&rsquo;</a> which paints a prosperous picture. Investment in European tech companies reached $23 billion this year and whilst the UK remains the European leader in tech, it is clear other countries including Germany, Spain, France and Sweden are all on the rise.</p> <p>Coadec also published results from <a href="" target="_blank">their survey of tech start-ups</a> flagging some key concerns from investors and the start up community. 71 per cent&nbsp;of UK investors, for example, believed that a digital tax would harm investment and 86 per cent&nbsp;felt that designing policy and legislation to target &ldquo;global giants&rdquo; could have harmful unintended consequences for the wider tech ecosystem. These two reports send a clear message to UK decision-makers &ndash; the UK is good for tech but uncertainty over the wider policy environment means that the UK can&rsquo;t rest on its laurels of assuming it is the standout destination for tech innovation and investment.</p> <p>While&nbsp;Brexit dominates the UK political scene, in Brussels Digital Single Market (DSM) files were top of the agenda this week, including ePrivay, copyright and terrorist content. The Council agreed its position on the proposed regulation on preventing the dissemination of terrorist content online. This will now be considered by the European Parliament under newly-appointed rapporteur Dan Dalton. The IMCO Parliamentary Committee meanwhile has approved its position on the P2B Regulation following Council adopting a position last week which means it joins the Copyright directive in trialogue stage. And finally, the Telecommunications Council this week published a progress report on the e-privacy reforms - ironically documenting the lack of progress made.</p> <p>This week also saw the EU launch its <a href="" target="_blank">&ldquo;war on disinformation"</a>&nbsp;ahead of the European parliamentary elections set for next year. A rapid alert system will be set up by the EU to help Member States spot fake news campaigns.</p> <p>Even further afield &ndash; halfway across the world to be exact, <a href="" target="_blank">Australia has passed a controversial law</a> that enables the Australian authorities to demand companies build software code to allow access to a device or provide design specifications of their technology to police. Whilst lawmakers say this new piece of legislation won&rsquo;t undermine encryption industry has been clear that this could put the security of apps and systems at risk. This move is part of a global trend reflecting concerns from security agencies and law enforcement of bad actors &lsquo;going dark&rsquo;.</p> <p>Back at home the Science and Technology Committee is once again asking the public to propose topics for them to look at. Proposals should outline 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. <a href="" target="_blank">Find out further information</a>.</p> <p>Our CEO, Julian David,&nbsp;will be heading out to India for the <a href="" target="_blank">FutureTech Festival</a> next week which will bring together business, policy makers, venture capitalists, scientists and entrepreneurs from India and the UK. It should be a fascinating couple of days &ndash; look out for a read out next week!</p> <p><br> All the best,</p> <p>Vinous</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> Engaging with the NHS and building a sales Pipeline Fri, 07 Dec 2018 12:25:50 +0000 CRM Sync Highland Marketing on how to achieve that <p><strong>Take a read to find out how mobile solutions provider CommonTime took a leap of faith to engage external support to help it identify and contact the right decision makers to build its sales pipeline. The evidence and results are the proof it was the right decision, so read on:</strong></p> <p>Mobile solutions provider CommonTime was looking to build its sales pipeline with NHS trusts and the wider public sector for its application development products and platform and clinical messaging solution.</p> <p>However, the company was struggling to engage with NHS organisations and the wider public sector and to build a sales pipeline for its products. With a relatively small marketing team, it recognised that it needed support in identifying and contacting target individuals to help secure qualified sales leads and therefore work with an agency that had the right skills, experience and market knowledge.</p> <p>In 2017, it engaged Highland Marketing to run a sales acceleration campaign to create leads, opportunities and meetings with relevant decision makers.</p> <p>This case study outlines the campaign and the success that it achieved, which included delivering around five qualified appointments per month. The case study is an example of how sales acceleration activity, combined with content, case studies and PR can raise awareness of new products and their potential in the NHS, and so create opportunities, leads and grow the sales pipeline.&nbsp;</p> <p>&nbsp;</p> <p>Please download the full case study below.</p> <p>For further information or to talk to Highland Marketing please email our <a href=""></a></p> <p>Attachment: see attached</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: 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: 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: 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> The healthy ageing opportunity Thu, 06 Dec 2018 15:45:35 +0000 CRM Sync Key insights from techUK’s Healthy Ageing: Industry – Public Sector Innovation Workshop  <p>There are now over 15.3 million people in the UK aged 60 and above. By 2040, one in 7 people in the UK will be aged over 75. The figures show the UK&rsquo;s population is getting an older. The challenge an ageing population places on public services is well publicised, but this challenge also brings an opportunity for industry, researchers and the public sector to better work together to support our ageing population live longer, healthier and happier lives. Digital technology is a major contributor to helping achieve these goals by allowing for greater monitoring and earlier diagnosis of health conditions as well as helping to energise behavioural change.&nbsp;</p> <p>The Swedish Institute of Public Health describes healthy ageing as &ldquo;Optimising opportunities for good health, so that older people can take an active part in society and enjoy an independent and high quality of life. Ageing is not necessarily a burden, and it does not necessarily decrease a person's ability to contribute to society:&#8239;older people can make valuable and important contributions to society and enjoy a high quality of life.&rdquo;&nbsp;</p> <p>As such, techUK was delighted to work with some of the organisations who are in the frontline of the challenges that our ageing society poses - HACT, the Health Innovation Network (South London Academic Health Science Network), the Local Government Association (LGA), Socitm, Suffolk Council and others - to deliver a problem-led workshop with industry and public service leaders. In groups attendees reviewed challenges that cut across social isolation; falls and prevention; physical activity to cultural changes and then together looked at possible innovative solutions. In our workshop we also looked at creating opportunities for the market.&nbsp;</p> <p>Before the discussion kicked off, we heard from Hazel Harper, lead for the Industry Strategy Challenge Fund Healthy Ageing Programme at Innovate UK to ensure the discussion from the session were joined up with the <a href="" rel="noreferrer" target="_blank">Healthy Ageing Challenge.</a> Hazel stressed that this is a big market but we need to reframe our approach &ndash; older people are consumers with choice &ndash; and we need the positive language that represents this.&nbsp;&nbsp;</p> <p>&nbsp;</p> <p><strong>Social Isolation and Loneliness&nbsp;</strong></p> <p>The discussion started with the &ldquo;how&rdquo; and what different stakeholders can do to stimulate the environment and&#8239;mobilise&#8239;community support. That includes families and voluntary sector that encourages people in later life to sustain social connections and engagements.&nbsp;&nbsp;</p> <p>Families also need support in the form of education or just mentoring to care for their elderly members until they are physically or financially uncapable. There is an element of cultural change here as well and family mentality of having a responsibility. There is more to be done on awareness of where information of support is, and what are the different support measures a family can utilise.&nbsp;&nbsp;</p> <p>What is the right technology as well and how can family members use it. We need to highlight also that training elderly people on new technology is also time and effort intensive and not always successful.&nbsp;&nbsp;</p> <p>Furthermore, how do you get people to live independently, safely and happy in their own home for as long as possible?&#8239;What are the different elements which interact with each other?&nbsp;</p> <p>Procurement is also an issue and how different entities need different training and different technology.&nbsp;&nbsp;</p> <p>National standards need to be developed and who are the social champions?&nbsp;</p> <p>How can elderly contribute to society? People often feel isolated because they don&rsquo;t see the value they bring to their community. What are the benefits of elderly people&rsquo;s experiences?&nbsp;</p> <p>&nbsp;</p> <p><strong>Innovation&nbsp;</strong></p> <ul><li> <p>Family swap schemes &ndash; the uber of caring for each other&nbsp;</p> </li> <li> <p>Shared housing &ndash; student/elderly/new families &ndash; discounts for students to live by elderly people&nbsp;</p> </li> <li> <p>Charity sponsored community engagement&nbsp;&nbsp;</p> </li> </ul><p><strong>Barriers:&nbsp;&nbsp;</strong></p> <ul><li> <p>How do you establish whom to sponsor and help first?&nbsp;</p> </li> <li> <p>People having issues with confronting end of life &ndash; mental barrier&nbsp;&nbsp;</p> </li> <li> <p>Private sector has a very little return on investment.&nbsp;&nbsp;</p> </li> </ul><p>&nbsp;</p> <p><strong>Physical Activity&nbsp;</strong></p> <p>Staying active in later life is a vital part of healthy ageing, and helps to support social interactions. Both the Five Year Forward View and Public Health England&rsquo;s One You campaign highlight the <a href="" rel="noreferrer" target="_blank">need to encourage healthy lifestyles</a> in people of all ages, to prevent the development of lifestyle related chronic diseases such as heart disease, type 2 diabetes, stroke, and some cancers.&nbsp;</p> <p>Before we even looked at stimulating new services and products to enable those in later life to sustain and increase their levels of physical activity, the consensus on the table was that the phrase &lsquo;physical activity&rsquo; conjures up a negative image. Instead it should be something we integrate positively into our everyday lives. Furthermore, stimulating mental activity and physiological activity as much as psychological activity.&nbsp;</p> <p>The built environment along with transport was identified as something that if designed well could enable the development of activity friendly communities.&nbsp; Illustrating the point that the healthy ageing opportunity needs an eco-system approach, bringing together teams from across internal public services ([planning to public health to adult social care) to the wider community.&nbsp;&nbsp;</p> <p>While the built environment can help create the environment for greater activity, we also looked at what else can stimulate the market. This include driving the adoption of wearables. Employers could play a big role here &ndash; unions and business associations. The local community can play a part whether through shared accommodation driving intergenerational engagement &ndash; this could be facilitated from an Airbnb like app. Finally make it fun!&nbsp;</p> <p>&nbsp;</p> <p><strong>Innovation&nbsp;&nbsp;</strong></p> <ul><li> <p>Mixed communities&nbsp;</p> </li> <li> <p>Classes for elderly&nbsp;&nbsp;</p> </li> <li> <p>Social spin&nbsp;&nbsp;</p> </li> </ul><p><strong>Barriers&nbsp;</strong></p> <ul><li> <p>Pressure around planning and commuting&nbsp;</p> </li> </ul><ul><li> <p>Rural vs. city issues&nbsp;</p> </li> <li> <p>How to maximise volunteering base&nbsp;</p> </li> <li> <p>Hydration and dieting&nbsp;&nbsp;</p> </li> </ul><p>&nbsp;</p> <p><strong>Falls, Frailty and Prevention&nbsp;</strong></p> <p>Falls and frailty present a huge financial and resourcing challenge for the NHS and social care. The NHS spends more than two billion pounds a year from falls which are also the largest cause of emergency admissions for older people, and the numbers are expected to rise. Prevention programmes have shown to reduce falls resulting in fewer hospital admissions and significant financial savings but the continued pressure on adult social care budgets makes these programmes harder to fund. The key opportunities for the market centre around solving three key questions: how can we better predict people at risk from falls, how can we reduce the risk of these people falling, and how can we help people who have fallen to quickly regain their independence? Delegates agreed that the focus of any interventions needed to keep the experiences of people at the centre. We need to better utilise existing data and raise awareness about existing technology solutions. Questions were also raised about monitoring, data sharing, consent and privacy.&nbsp;</p> <p><strong>Innovation&nbsp;</strong></p> <ul><li> <p>Fall prediction&nbsp;</p> </li> <li> <p>Fall prevention&nbsp;</p> </li> <li> <p>Regaining independence quickly after a fall&nbsp;</p> </li> </ul><p><strong>Barriers</strong>&nbsp;</p> <ul><li> <p>Data sharing&nbsp;</p> </li> <li> <p>Lack of tech awareness&nbsp;</p> </li> <li> <p>How to ethically tackle questions around consent and privacy&nbsp;</p> </li> </ul><p>&nbsp;</p> <p><strong>Culture change and sign posting&nbsp;</strong></p> <p>The challenge around culture change and sign-posting focused on two problem statements. On culture change,&#8239;the key challenge was around how to realise&#8239;the full benefits of digital technology by creating a culture of trust, and making digital solutions appealing to the user and to their families and carers. Delegates noted that user design and experience is key to addressing this challenge. This involves segmenting the market and getting to know the end users. Delegates noted that adoption of technology at scale only happens when that technology makes things easier for the user.&#8239;&nbsp;</p> <p>On sign-posting the key issue was how to more effectively provide clear information, advice and guidance to people on what technology is available and how to use it. There are many technology solutions but as the market is not homogenous, the challenge lies in raising awareness to the right people at the right time. Delegates agreed that there are many opportunities for industry to provide solutions that help prevent people from having to be placed in long-term care in the first place.&nbsp;&nbsp;</p> <p>The discussion around culture change and signposting raised more questions than answers but the delegates agreed that mechanisms such as this event where Councils had the opportunity to present some of their biggest challenges to industry were very useful.&nbsp;</p> <p><strong>Innovation&nbsp;</strong></p> <ul><li> <p>User centred design and co-design&nbsp;</p> </li> <li> <p>Collaboration of industry and care providers&nbsp;</p> </li> <li> <p>Early prevention to support people before they need to access care in a formal care setting&nbsp;</p> </li> </ul><p><strong>Barriers&nbsp;</strong></p> <ul><li> <p>Difficulties in raising awareness&nbsp;</p> </li> <li> <p>Accurately segmenting the market&nbsp;</p> </li> </ul><p>&nbsp;</p> <p><strong>Conclusions&nbsp;</strong></p> <p>It is not an easy challenge by any means. Creating environments that are truly age-friendly requires action in many sectors: health, long-term care, transport, housing, labour, social protection, information and communication. As well as many actors: government, service providers, civil society, older people and their organisations, families and friends.&nbsp;</p> <p>But this is a new and growing market and technology has the potential to shape this challenge to an opportunity. Healthy ageing will continue to be a key area of focus for techUK and we are committed to bringing together the key players in this eco-system to ensure genuine and meaningful collaboration.&nbsp;&nbsp;</p> <p><!--EndFragment--></p>Contact: <a href=""></a>Contact: <a href=""></a>Contact: <a href=""></a> 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: 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: 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: 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: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> The Challenges & Opportunities in Police Procurement Thu, 06 Dec 2018 08:46:55 +0000 CRM Sync Last week techUK was delighted to host this event exploring the challenges and opportunities within police procurement. <p>Our expert panel included speakers from the Police ICT Company, Essex Police, public procurement experts Advice Cloud and police tech suppliers Clue Computing. The purpose of the event was to provide attendees with a deeper understanding of the police market, of the police procurement landscape, and give some practical tips on how to engage with the sector more effectively to win contracts.</p> <p>First up was Paul Kennedy, a former DCC in North Yorkshire Police. Having been the strategic lead for several local and national technology programmes during his time in the Service, Paul was in a great position to outline the police technology landscape. He covered the governance structures in policing, the Policing 2025 Vision, the various tech programmes, and the challenges policing currently face. Paul explained the key opportunities for tech in policing, and highlighted the importance of industry partners aligning themselves to broader policing priorities and requirements.</p> <p>Paul also highlighted the importance of the Police ICT Company in this space, which provided a nice segue into the next speak, Ben Nelson. Ben is the Head of Commercial for the Police ICT Company.&nbsp; He outlined the 3 core pillars of that underpin the Company&rsquo;s vision:</p> <ul><li><strong>Set the direction</strong> &ndash; Providing technical insight and leadership to define how policing can make best use of technology to deliver the&nbsp;<a href="">Policing 2025 vision</a>.</li> <li><strong>Source the deal</strong> &ndash; Negotiating and managing contracts to achieve efficiencies and value for money across national policing technology spend.</li> <li><strong>Assure the delivery</strong> &ndash; becoming a source of support for major policing technology programmes and live services to de-risk and coordinate delivery.</li> </ul><p>And he provided some practical tips for how suppliers can support the Company.</p> <p>Jules Donald, the Chief Information Officer for Essex &amp; Kent Police, was up next. She was able to give a Force&rsquo;s perspective on tech procurement in policing, and shared some horror stories, some examples of best practice, and advice for suppliers on how to position themselves as transformation partners, rather than just vendors. Jules also shared her thoughts on what policing could do to act as a more intelligent client when it comes to tech procurement.</p> <p>Emina Demiri-Watson of Advice Cloud followed Jules. She gave a very insightful presentation on the routes to market and trends in police tech procurement. As well as exploring the nature of the market, she also outlined where tech was procured in policing, and delineated the differences between the various Government frameworks, and their respective benefits.</p> <p>Clare Elford, the MD of Clue Computing, closed out the panel. Clue are an innovative SME supplying to a number of Forces, and Clare shared some advice for prospective police suppliers on how to succeed in the sector. Clare had 5 clear tips for the audience: Engage early; Use open APIs; Deploy in the Cloud; Make your tech easy to use; and Engage with the Police ICT Company.</p> <p>The presentations were followed by a panel Q&amp;A. We&rsquo;re very grateful to all our speakers for sparing the time and sharing their thoughts. For more detail have a read of <a href=";utm_medium=social&amp;utm_source=twitter&amp;hss_channel=tw-1338645654">Advice Cloud&rsquo;s blog on the event here</a>.</p> <p>techUK members can download the slide deck from the event below.</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> 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> 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> 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> 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> Customer Satisfaction up 50%: Astounding Agile Marketing Success Wed, 05 Dec 2018 14:06:41 +0000 CRM Sync Laurence Wood, an Agile Leadership Coach at Mastek, on 15 November 2018 shared with techUK members The Art of Agile <p>I have long been confident that an Agile mind-set can help teams and leaders outside of the software arena, its traditional home. As an example, my HR colleagues in Leeds have embraced the idea of visualising their work <strong>to clarify goals and motivate their team</strong>. Having a highly collaborative, but short daily meeting (<a href="" target="_blank">standing up!</a>) certainly helped them to better respond to changing business needs - and tackle inevitable problems more quickly.</p> <p>So, when <a href="" target="_blank">Esperance Barreto</a>, a colleague from our <a href="" target="_blank">Mastek </a>UK, Marketing team suggested that we might share some Agile knowledge with the <a href="" target="_blank">techUK Marketing and Sales Group</a>, I was keen to find out more.</p> <p><strong>The Art of Agile</strong></p> <p>We conducted a bespoke event in the City of London for techUK, aimed at helping Marketing delegates experience first-hand the mind-set and habits that Agile leaders strive to develop in their software delivery teams. Then, to explore some real Marketing examples together, in order to help delegates understand how they might apply these to their own world, far away from software delivery. Traditionally part of the software development world, the mind-set and leadership aspects of Agile are applicable to anyone trying <strong>to deliver value to their customers</strong>.</p> <p><strong>A Case in Point</strong></p> <p>Our research into Agile Marketing uncovered two interesting experiments that we explored together. Having applied Agile principles to their Marketing function, <a href="" target="_blank">Santander </a>bank reported &lsquo;staggering results&rsquo; including:</p> <ul><li>&nbsp;Loyalty up 12% &nbsp;</li> <li>&nbsp;Their best&nbsp;<a href="" target="_blank">Net Promoter Score</a> in 17 years</li> <li>&nbsp;Satisfaction up 10%</li> <li>&nbsp;Positive sentiment best ever at 90%</li> </ul><p>Having embraced Agile in part of their Marketing function, pharmaceutical chain <a href="" target="_blank">Chemmart </a>celebrated similar results including:</p> <ul><li>&nbsp;Customer Satisfaction Up 50%</li> <li>&nbsp;Two-month request turnaround, now just two hours</li> <li>&nbsp;Catalogue continued to win awards during experiment</li> <li>&nbsp;Consistent pace during the change</li> </ul><p>In this lively workshop peppered with thought-provoking team games, we explored some fundamental Agile and Lean principles, in order to appreciate these results in more detail.</p> <p><strong>Learning Lean Lessons</strong></p> <p>Delivering something of real value to our client, not just faster, but more often was a key theme. Experimenting with techniques to decide our priorities helped us explore how we might negotiate the scope of a campaign down to a more achievable and earlier celebration of success.</p> <p>Experiencing a simple but highly collaborative planning approach led us to discuss how we could build stronger team commitment to meet those campaign deadlines. So, how did Santander and Chemmart achieve such great results?</p> <p>Santander were frustrated by long cycle times within their Marketing function. Lengthy reviews and long booking times often delayed progress. They decided to <strong>break larger campaigns down into smaller, lower risk units</strong> and focus on what could successfully be delivered each fortnight. By closely monitoring the value delivered, they quickly decided to abandon less successful initiatives and focus efforts on those showing early promise. They improved all key indicators including customer satisfaction &ndash; as listed above.</p> <p>Chemmart were concerned about the potential negative effect from some of their hierarchies and organisational silos. They already used their customer loyalty programme as a key tool, but wanted to further improve customer focus. After the changes, they remarked on now loving their small campaigns as much as their bigger ones.</p> <p>Like Santander, they achieved success <strong>by breaking campaigns into two week &lsquo;sprints&rsquo; that focussed on delivering regular value</strong>.&nbsp;<a href="" target="_blank">A/B tests</a> helped them improve applicability and relevance. They used online survey tools to ensure timely customer feedback in order to maximise quality during the sprint, rather than later on, if at all. They managed to maintain the necessary pace and continued to win awards during the change whilst achieving the excellent benefits listed above.</p> <p>We concluded that there is a lot that we can gain by considering where we might adopt these agile approaches in our own discipline. Working with professionals outside my normal sphere was refreshing and rewarding and I would like to thank everyone for diving in and contributing from the get-go!</p> <p>&nbsp;</p> <p><strong><em>Laurence Wood</em></strong></p> <p><strong>Agile Transformation Lead, Mastek UK</strong>.</p> <p>About Mastek:&nbsp;<a href="" target="_blank">Mastek </a>is an enterprise digital transformation specialist enabling large-scale business change programmes in the UK, US and India. <a href="" target="_blank">IndigoBlue</a>, its Agile consulting business helps organisations derive maximum value from their digital investments.</p> <p>Mastek would be happy to collaborate with you on exploring how an Agile Leadership mind-set can benefit you. If an interactive and informative session like this would help your community to move their thinking forward then please contact me at <a href=""></a>.&nbsp;</p> <p><strong>Bio</strong></p> <p><a href="" target="_blank">Laurence Wood</a>&nbsp;is an Agile Leadership Coach at Mastek. He inspires teams and leaders to deliver more value, more often. An APMG-accredited educator/examiner for the AgilePMTM methodology and creator of the Real Roles educational team game series, his Lean and Agile experience spans 25 years at leading organisations</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: 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: 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:#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> Is a 50% failure rate on innovation good or bad? Wed, 05 Dec 2018 07:00:00 +0000 CRM Sync The second in a series of articles aimed at helping techUK members optimise their R&D Tax Credit claims <p><strong>Iain Gray of MSC R&amp;D - techUK&rsquo;s R&amp;D Funding &amp; Commercialisation Partner</strong></p> <p>According to Cisco Europe&rsquo;s Director of Innovation, speaking at techUK&rsquo;s recent Supercharging the Digital Economy, 50% is way too low to be good!</p> <p>50% suggests a lack of risk taking and a lack of vision and drive to try and find that next big idea that will disrupt the market and transform your company&rsquo;s fortunes.</p> <p>Cisco&rsquo;s view is that the next big idea will not come from Silicon Valley &ndash; instead it will come from some small, agile and highly innovative team of people somewhere in the world &ndash; and that Cisco&rsquo;s role is to help enable these people to innovate.</p> <p>Having a success rate below 50% also means that a lot of projects have gone by the wayside &ndash; but that is not to say that these unsuccessful projects don&rsquo;t qualify for <a href="" target="_blank">R&amp;D Tax Relief</a>, a mistake a number of companies make when calculating their R&amp;D Tax Credit claims.</p> <p>Work that fails because you could not develop a workable technological solution or because the technological answer could not be produced in a cost-effective way may still count as R&amp;D.</p> <p>R&amp;D is work done to achieve a scientific or technological advance through the resolution of scientific or technological uncertainty.</p> <p>Sometimes that can be obvious, but the definition for relief purposes can be quite broad in its application. It can include:</p> <p>&nbsp;</p> <ul><li>&nbsp;achieving an increase in overall scientific or technological knowledge or capability</li> <li>&nbsp;significantly improving products, processes, materials or services through scientific or technological development.</li> <li>&nbsp;using science or technology to duplicate the effect of an existing product or process in a new or appreciably improved way.</li> </ul><p>&nbsp;</p> <p>The identification of R&amp;D for claims is based on the definition set out in the BIS R&amp;D Guidelines issued by the Department for Business, Energy &amp; Industrial Strategy. This complicated rule base sets out the basic concepts, gives examples and defines R&amp;D for tax purposes.</p> <p>But the words do not necessarily fit neatly to an actual R&amp;D project in a business context &ndash; so they must be interpreted in the light of the facts on the ground.</p> <p>This is a real skill and where an advisor, if they have the appropriate technical expertise, can be very helpful, correctly identifying the qualifying R&amp;D projects, and their limits.</p> <p>MSC R&amp;D have been providing our clients with the highest quality R&amp;D Tax Relief service on a 100% contingency fee basis since the scheme&rsquo;s inception. We match our technical analysts to the technology of our clients to ensure no eligible R&amp;D is missed.</p> <p><a href="" target="_blank"></a></p> <p><a href="" target="_blank"></a>.&nbsp;</p> <p>&nbsp;</p>Contact: <a href=""></a> 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: 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: 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: 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> techUK Policy Pulse | Your weekly update on digital and tech policy Fri, 30 Nov 2018 15:27:00 +0000 CRM Sync T-minus 7 days... <p>We are T-minus 7&nbsp;days to the &lsquo;meaningful vote&rsquo; in Parliament on the Brexit deal negotiated by the UK Government and the EU27. The excitement is palpable but until then there is plenty of news to keep you occupied!</p> <p>Looking to the world beyond Brexit. The UK announced on Tuesday that it had secured an in-principle agreement for the UK to continue as an independent member of the <a href="">World Trade Organization&rsquo;s Government Procurement Agreement (GPA)</a> after it leaves the European Union. Given this is a trillion-dollar agreement this <a href="">news will be incredibly welcome</a> in a space where good news doesn&rsquo;t seem to come around all too often these days!</p> <p>Having said that, new figures from DCMS show that <a href=";utm_medium=email&amp;utm_campaign=govuk-notifications&amp;utm_content=immediate">the digital industries are now worth a record-breaking &pound;130 billion.</a> Tech&rsquo;s contribution to the UK economy has increased by 7.3 per cent between 2016 and 2017 and by 32.9 per cent since 2010. This progress should be welcomed but no one in the sector is complacent.</p> <p>Back in the House of Commons, in a parliamentary first, the DCMS Select Committee convened an International Grand Committee to discuss disinformation and &lsquo;fake news&rsquo;. With Parliamentarians from Argentina, Belgium, Brazil, Canada, France, Ireland, Latvia and Singapore represented it is clear this issue is at the top of the agenda in many parts of the world. The group also used the opportunity to sign a <a href="">declaration on the Principles of the Law Governing the Internet</a>, committing the parliamentarians to the principles of transparency, accountability and the protection of representative democracy in regard to the internet.</p> <p>Finally, the CBI has partnered with Tata Consultancy Services to conduct a survey to investigate how skills needs are changing across different sectors. Tech companies are particularly affected by this change so you might be interested in completing their&nbsp; <a href="">Skills in the New Economy Survey 2018</a>&nbsp;</p> <hr><h2><strong>techUK news and events</strong></h2> <p>Whilst Canadian Parliamentarians were over here to talk fake news, techUK's AI experts headed across to Canada for the Canada-UK Colloquium on AI.&nbsp;For a run down of what happened check out the&nbsp;<a href="">twitter feed</a>&nbsp;of my colleague&nbsp;<a href="">Sue Daley</a>&nbsp;who was there&nbsp;(you&rsquo;ll need to scroll back as she&rsquo;s an avid tweeter but it&rsquo;s worth a look).<br><br> Now a Withdrawal Agreement has been reached between the UK and the EU, and a Political Declaration on the future relationship published,&nbsp;<a href="">we have published insights</a>&nbsp;taking&nbsp;a look at what they say and what they mean for the sector.</p> <p>Getting in the festive spirit, techUK&rsquo;s health team is hosting&nbsp;<a href="">Health and Social Care Festive Drinks</a>&nbsp;on&nbsp;5&nbsp;December at techUK from 16.00. The drinks will feature a panel discussion (because no party is complete without a panel discussion) involving Nicola Blackwood, Senior Adviser, Global Counsel, Dr Sam Shah, Director of Digital Development, NHS England, and Cleveland Henry, Director of Cloud, UK Cloud.</p> <p>Finally, our&nbsp;<a href=";version=4&amp;orgname=org65e2efac2&amp;userlcid=1033&amp;userid=%7B0F2C952F-4DAF-E811-8144-5065F38ADAC1%7D&amp;id=%7B533653FD-9FF4-E811-8141-5065F38BE571%7D&amp;typename=cdi_emailsend&amp;disabled=true&amp;sessionId=270c7cf8-d0f7-e811-8146-5065f38b5621#">Digital Ethics Summit</a>&nbsp;on&nbsp;12&nbsp;December is now sold out, but not to fear &ndash; if you are interested in following the conversation you can, using&nbsp;<a href="">#AIethics</a>&nbsp;on the day. We will also be recording each session, these will be available after the event on our website. For the lucky ones who have secured a ticket, see you there!<br> &nbsp;</p> <p>All the best</p> <p>Vinous</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> SmarterUK November Newsletter Fri, 30 Nov 2018 11:25:40 +0000 CRM Sync Electric Vehicles | Low Power Wide Area Networks | Automates Vehicles Consultation <p><em>Novem, the ninth month of the Roman calendar, else called November&hellip;spirits, saints and time for harvest.</em><br><br> We are harvesting ideas on Low Power Wide Area Networks! The aim of this short report is to present an opportunity for the UK to explore the benefits of a wide adoption and deployment of LPWAN technologies, supported by recommendations. We are seeking&nbsp;<a href="" target="_blank">members views on the matter</a>.<br><br> We want to pluck and plant your ideas on electric vehicles. We want your thoughts and case studies on technical requirements and data! Contact&nbsp;<a href="">Teodora Kaneva</a>&nbsp;and subscribe to the mailing list.<br><br> We spent a chilly day at the Said Business School in Oxford discussing intelligent traffic management and building public trust at our&nbsp;<a href="" target="_blank">Accelerating CAV Uptake on our roads</a>&nbsp;in conjunction with Oxfordshire County Council.<br><br><a href="" target="_blank">The Law Commission is conducting a review into the regulatory framework for the safe deployment of automated vehicles in the UK</a>.&nbsp;<strong>techUK will respond to the consultation and we would appreciate your input</strong>. If you have comments please&nbsp;<a href="">get in touch with Jessica Russell before 1 February 2019</a>.<br><br> Finally, do you know whether you qualify for R&amp;D Tax Credits? Unsure?&nbsp;<a href="" target="_blank">This extract from MSC R&amp;D&rsquo;s Guide to R&amp;D Tax Relief might help you.</a><br><br> Stay smart (and warm)!</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> The Withdrawal Agreement and Tech Thu, 29 Nov 2018 14:34:08 +0000 CRM Sync techUK looks at what the Withdrawal Agreement and the Political Declaration mean for the UK tech sector. <p>Now a Withdrawal Agreement has been reached between the UK and the EU, and a Political Declaration on the future relationship published, techUK takes a look at what they say and what they mean for the sector.</p> <ul><li><a href="" rel="noopener noreferrer" target="_blank">Our Withdrawal Agreement statement</a></li> <li><a href="" rel="noopener noreferrer" target="_blank">Background on the decision to support the Withdrawal Agreement and&nbsp;process blog</a></li> <li><a href="">Brexit: What&rsquo;s the deal on the table and what happens next?&#8203;</a></li> <li><a href="">The political declaration&nbsp;explained</a></li> </ul>Contact: <a href=""></a>Contact: <a href=""></a> techUK launches Modernising Defence Report Thu, 29 Nov 2018 09:28:15 +0000 CRM Sync techUK’s Modernising Defence Report addresses barriers to digital transformation in the Ministry of Defence (MOD) <p>While the&nbsp;information age&nbsp;has brought much opportunity, it has also created a challenge for MOD&nbsp;by making&nbsp;underwriting the UK&rsquo;s national security more complex than ever before.&nbsp;At the same time,&nbsp;financial&nbsp;pressures faced by the Defence sector have not eased since the last Strategic Defence &amp; Security Review (SDSR) in 2015.&nbsp;With this in mind,&nbsp;both&nbsp;the MOD and&nbsp;industry&nbsp;suppliers&nbsp;must&nbsp;work more closely together to&nbsp;address&nbsp;these&nbsp;challenges.&nbsp;</p> <p>Disruptive technologies,&nbsp;such as bio-technology and artificial intelligence (AI),&nbsp;are&nbsp;playing an ever-increasing role in the digital transformation of UK businesses operating&nbsp;across&nbsp;private sector.&nbsp;The defence sector must act now to benefit from these technologies,&nbsp;rather than being at the mercy of their consequences. In practice, this means that both the MOD and its suppliers must create an environment in which&nbsp;they&nbsp;readily adopt technologies and processes, so that the UK can stay ahead of, or at least maintain parity,&nbsp;with adversaries. Equally, keeping pace with our key allies will be vital, as interoperability continues to play a crucial role in the development of new capabilities.&nbsp;</p> <p>The&nbsp;current&nbsp;Modernising Defence Programme&nbsp;review of&nbsp;the MOD&rsquo;s&nbsp;business is the perfect opportunity to address and remove the barriers to digital transformation, in partnership with sovereign industry and our international allies. If successful, the MOD will be able to greatly enhance UK military capabilities, boost industrial productivity, drive efficiencies across&nbsp;the defence sector&nbsp;and exploit&nbsp;new&nbsp;opportunities.&nbsp;</p> <p>To support this journey of digital transformation, techUK&nbsp;has worked with members to develop&nbsp;recommendations&nbsp;for&nbsp;the MOD, Front Line Commands and the Defence industry itself.&nbsp;&nbsp;</p> <p>The recommendations are:&nbsp;</p> <ul><li> <p>To&nbsp;truly embark on a process of digital transformation,&nbsp;the MOD should work with&nbsp;industry&nbsp;to&nbsp;understand best practice,&nbsp;and the challenges faced,&nbsp;by large complex organisations which are further along in this process. techUK can provide the mechanism for this engagement, giving the appropriate senior decision makers in the MOD&nbsp;access to&nbsp;the right&nbsp;businesses&nbsp;&nbsp;</p> </li> <li> <p>When launching new procurements, the MOD should adopt interoperability wherever it is possible. This will give the department the flexibility to bring in new technologies quickly and help increase its spending with small to medium sized businesses. The MOD should also look at using secure cloud technologies for future infrastructure, and look to take advantage of the strategic direction of the technology industry to gain innovation edge and more efficiencies.</p> </li> <li> <p>In the IT/IS space, the MOD should move away from bespoke systems, (where product switching is not easy or cost effective to undertake) and make greater use of Commercial Off-the-Shelf (COTS) products, which will reduce costs and can be more easily upgraded. In using COTS products, the MOD should also consider enterprise licenses, giving it the opportunity to leverage a wide user base across&nbsp;Government&nbsp;</p> </li> <li> <p>The MOD should aim to make use of pre-approved technologies (where possible in partnership with the rest of government) and&nbsp;look to create sandpit environments to enable pilots for new technologies.&nbsp;</p> </li> </ul><ul><li> <p>Given the vast and increasing quantity of data held by the MOD, it should look to utilise AI technologies to support data analytics across Defence. The introduction of new data-driven capabilities means that the MOD must invest in new analytics tools to manage and exploit the increased volume of information.&nbsp;&nbsp;</p> </li> </ul><p><strong>Commenting on the launch of the report,&nbsp;techUK&rsquo;s&nbsp;CEO Julian David said:&nbsp;</strong></p> <p>&ldquo;this report&nbsp;outlines&nbsp;what practical steps the MOD and its suppliers can take to ensure&nbsp;that&nbsp;UK&nbsp;Defence remains at the forefront of&nbsp;the&nbsp;digital innovation.&nbsp;With an extra &pound;1bn of funding for Defence&nbsp;announced&nbsp;in the Autumn Budget and the expected announcement of the Modernising Defence Programme by&nbsp;the end of 2018, there is an&nbsp;opportunity to fundamentally&nbsp;transform the&nbsp;sector.&nbsp;This can only be achieved&nbsp;with a more open, collaborative approach to working with industry.&nbsp;Technologies that can deliver genuine digital transformation&nbsp;for UK&nbsp;Defence&nbsp;are already well established in the private sector.&nbsp;We must act now to&nbsp;proactively exploit the opportunities created by new technology, rather than being at the mercy of their consequences.&nbsp;techUK looks forward to working with members, the MOD and the Front Line Commands to support the sector&nbsp;as&nbsp;it&nbsp;&nbsp;transforms&nbsp;through digital technology.&rdquo;&nbsp;</p>Contact: <a href=""></a> Educating, inspiring and informing: Achieving market growth Wed, 28 Nov 2018 14:11:31 +0000 CRM Sync Highland Marketing on raising the profile of healthcare solutions <p><strong>Raising the profile and awareness of its healthcare solutions across the EMEA region was a key objective for CSC. The company knew it required specialist support to achieve this objective quickly and effectively. Highland Marketing was the obvious choice, so read on to see the results that were delivered: &nbsp;&nbsp;</strong></p> <p>US corporation CSC (now DXC Technology) wanted to raise awareness of its healthcare solutions offering across the EMEA region, with a specific focus on the Nordics and Middle East. To increase the profile of its considerable healthcare credentials, CSC aimed to build on the company&rsquo;s recognition as an industry authority and thought leader.</p> <p>To achieve its objectives CSC EMEA appointed Highland Marketing, a specialist technology and healthcare communications agency to develop a new set of key messages to take to market, raise the profile of the company&rsquo;s key people and build a network of advocates, all of which supported CSC EMEA&rsquo;s aim of growing its market share.</p> <p>This case study outlines how an integrated communications campaign was deployed across EMEA and the significant results that were achieved, including extensive media coverage , profile raising around events and the establishment of an advisory council which attracted engagement with key stakeholders.&nbsp;&nbsp;</p> <p>Please download the full case study below.</p> <p>For further information or to talk to Highland Marketing please email our <a href=""></a></p> Ethics in Artificial Intelligence Wed, 28 Nov 2018 12:11:01 +0000 CRM Sync Digital Ethics sponsor Gemserv provide an insight into Ethics in Artificial Intelligence. By Ivana Bartoletti, Head of Data Protection and Privacy, Gemserv. <p>AI holds fantastic opportunities for large and small-medium organisations alike, and businesses are right to embrace them. Be it to improve back office operations, maximise marketing efforts or deploy predictive technologies to allocate resources more efficiently, algorithms have a lot to offer and we are seeing many organisations deploying AI systems already.</p> <p>&nbsp;</p> <p>Talking with industries as well as policy makers, I notice that we all seem to share the same belief, that is that innovation and ethics can go hand in hand. In fact, many believe that businesses that can utilise data, and do so ethically, have a clear competitive advantage<a href="#_ftn1" name="_ftnref1" title="">[1]</a>. This is for two main reasons:</p> <p>&nbsp;</p> <ul><li>First, because the trust consumers have in the handling of their personal data has been impacted by the recent scandals in the media, including Facebook, several data breaches and stories around microtargeting for online manipulation. Businesses need to embed transparency so that customers can trust them.</li> <li>Second, because organisations need to demonstrate due diligence in their deployment of AI systems. Algorithms require a large amount of data, and that data needs to be collected fairly, handled lawfully and safely. Furthermore, limited datasets and poorly thought algorithmic procedures can produce unfair, biased and discriminatory outputs, thus infringing upon human rights and equality law. Businesses will want to make the most of their data without putting their reputation at risk.</li> </ul><p>&nbsp;</p> <p><strong>But how do we turn ethics into practice? </strong></p> <p>&nbsp;</p> <p>Amidst all the talk about ethics over the past few months, with the largest organisations producing manifestos (like Google) and systems to police their algorithms for their clients benefits (IBM) and with both the UK Government and the EU setting up bodies and committees working on ethics, businesses now need to turn ethics into practice &ndash; and that is not always easy especially after a lot of commitment has gone into the GDPR recently. But data is power, and with power comes responsibility, so some steps can be taken right now to embrace innovation and turn ethics into a competitive advantage.</p> <p>&nbsp;</p> <ol><li>What does ethics mean for your business? It is important to have a clear understanding of the principles underpinning your innovation strategies. The fact that something is technologically possible doesn&rsquo;t necessarily means it is the right thing to do. Business leaders need to have an ethical framework guiding their choices and must translate their choices into an organizational and technological structures.</li> <li>Who is in charge to make the decisions? Appointing a Chief Privacy Officer may work for the larger organisations. Else, it is important to ensure innovation projects are assessed through ethical lenses.</li> <li>Deploy algorithmic impact assessments (AIAs) to ensure you apply due diligence to your systems. AIAs should consider privacy and data protection; the data sets used to train the algorithms must be validated to avoid embedding bias and/or discrimination within machine based decision making; security and safety of the data must be optimized to avoid harming data subjects in the process; human intervention must be retained as a check; and finally, algorithms must be explainable and legible.</li> <li>Communicate with customers and citizens: when you deploy AI and especially if you use algorithms that have a significant effect on individuals, you need to communicate this to your stakeholders. For example, by enabling them to understand the training procedures and parameters used, changes can be accurately mapped to different outcomes; this also offers the possibility to challenge the decisions made and have it re-taken by humans under a clear case of discrimination and/or bias.</li> <li>Engage with others in your industries: ethics by design could be a daunting process but businesses are not alone in this. Sharing best practice and ideas is always important and organisations like TechUK and the CBI are good safe spaces to discuss ideas.</li> </ol><p>&nbsp;</p> <p>AI systems alone cannot be trusted as scientist Joanna Bryson<a href="#_ftn2" name="_ftnref2" title="">[2]</a> says: it is the humans designing and deploying them that bear the responsibility. Therefore, algorithms should be used based on several principles. Accountability, ensuring it is clear who does what, and when &ndash; and that is very important in relation to liability which is something organisations need to think carefully about. Legibility and transparency: using personal data needs to happen lawfully, and algorithms needs to be explainable. Responsibility: humans are responsible for their algorithms and define the degree of autonomy of a machine. The key thing is that, with machines making value-based decisions, the lesser the human intervention, the more businesses need to ensure that values are strongly and uniformly represented across all data subjects implicated.</p> <p>&nbsp;</p> <p>These are very complex processes but are essential in the world we live in; organisations must consider them through a principled lens.</p> <p>&nbsp;</p> <p>Dealing with this now will prove crucial to build solid foundations to your innovation strategy and avoid problems later.</p> <p>&nbsp;</p> <p>We support organisations with their ethics by design work and would be delighted to help you.</p> <div> <hr><div> <p><a href="#_ftnref1" name="_ftn1" title="">[1]</a> See Gartner&rsquo;s trends for 2018-19:</p> </div> <div> <p><a href="#_ftnref2" name="_ftn2" title="">[2]</a> Joanna Bryson,</p> </div> </div> <p>&nbsp;</p> <p>About Gemserv:</p> <p>&nbsp;</p> <p style="text-align:center"><img alt="" src="//" style="height:163px; width:325px"></p> <p style="text-align:center">&nbsp;</p> <p>Gemserv are an expert provider of professional services enabling the data revolution. We work with organisations to achieve and maintain compliance across information and data security standards. We specialise in Data Protection, ISO 27001, NIS, ISO 22301 as well as other risk management services to truly assess your security landscape.</p> <p style="text-align:center"><img alt="" src="//" style="height:325px; width:325px"></p> <p style="text-align:center">&nbsp;</p> <p>For more information about the Digital Ethics Summit see:&nbsp;</p>Contact: <a href=""></a>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> Internet of Things November Newsletter Tue, 27 Nov 2018 13:57:11 +0000 CRM Sync Low Power Wide Area Networks <p>Although the festive season's just around the corner, we are not quite done with 2018&nbsp;yet.&nbsp;<br><br><a href="">We are seeking your input</a>&nbsp;into our report to present an opportunity for the UK to explore the benefits of&nbsp;<a href=";K=ujJ-I2CePax51W0SqYtHCQ">Low Power Wide Area Network technologies</a>. The aim of this short report is to present an opportunity for the UK to explore the benefits of a wide adoption and deployment of Low Power Wide Area Network technologies in the UK, supported by recommendations. We are seeking members views on the matter.<br><br> The energy sector needs you! Our Electric Vehicle Energy Taskforce is seeking input in communication technology and cyber security for the rollout of Electric Vehicles.&nbsp;<a href="">Let us know</a>&nbsp;if you wish to be part of our mailing list for contributions to take part in the formation of secondary legislation in 2019, and in creating meaningful synergies with the energy sector!<br><br><a href="" target="_blank">Join us on 22 January 2019 to unpack the National Infrastructure Commission's digital twin recommendation.</a><br><br> techUK is bringing together public and private sector, policy makers, decision makers, and innovators to forge an understanding of just what might be involved in making the national digital twin a reality, and how the tech sector can help to deliver this ambition, taking it beyond the pilot stage.</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> techUK Green Week - booklet published Tue, 27 Nov 2018 11:19:06 +0000 CRM Sync We have published all the techUK Green Week blogs and infographics into one booklet available below. <p style="text-align:justify">At techUK&nbsp;we decided to use the inaugural Green GB Week to curate a series of blogs from members, colleagues and partners to highlight how tech and is being used to address some of the major sustainability and environmental challenges in the world, as well as looking at some of the major challenges that the sector faces as it moves into a zero-carbon world.</p> <p style="text-align:justify">Some will call this green washing, but the Green Week was an opportunity to inspire our businesses to consider the potential of the technology they are developing and to share success stories where tech firms have deployed their digital technologies to deliver low-carbon outcomes and address environmental challenges.</p> <p style="text-align:justify">The booklet includes articles from inspiring young digital entrepreneurs, such as <a href="">Pocket Pal</a> and <a href="">One Cherry</a>, who are using technology to try and reconnect young people with nature using augmented reality and developing apps to make it easier for people to find what they want and need from local charity shops.</p> <p style="text-align:justify">Big business was vocal too: See Hitachi&rsquo;s <a href="">work on Smart Islands</a> that shows how scale needn&rsquo;t be a barrier for community led smart city innovation; Dell&rsquo;s <a href="">thoughtful interventions on marine plastics</a>; Intel&rsquo;s plea <a href="">for more sectors to collaborate to address environmental and human rights abuses</a> in the mineral supply chain; and BT&rsquo;s <a href="">leadership on science-based targets</a>. Non profit and civil society took part too, with excellent examples of using technology to support their work, such as <a href="">Plastic Tide</a> and<a href=""> BSR</a>.</p> <p style="text-align:justify">Looking at specific technologies we heard how AI and machine learning, satellites, drones and sensors are being deployed to monitor and enforce <a href="">marine conservation areas</a>, <a href="">marine environments</a>, <a href="">forests</a> and <a href="">nature reserves</a>. How technology is <a href="">help farmers adapt to climate change</a>. And how it promises to further revolutionise our <a href="">energy</a> and <a href="">transport</a> systems.</p> <p style="text-align:justify">The final set of blogs explored the challenges for the sector: our <a href="">energy consumption</a>, the need to become <a href="">more energy efficient</a> and move to a <a href="">renewable energy base</a>,&nbsp; <a href="">deploy blockchain responsibly</a>, and how we must do more to <a href="">minimise the waste generated by the sector and clean up our supply chains</a>.</p> <p style="text-align:justify">With the IPCC report showing the stark realities of climate change and the urgency for action, it was good to see how committed and passionate our members and stakeholders are on environmental issues. To learn more click the pink box below to see our booklet and infographics to see what the sector is doing.</p>Contact: <a href=""></a>Contact: <a href=""></a> Health & Social Care Newsletter | Manifesto for Matt | Festive Drinks Tue, 27 Nov 2018 10:09:00 +0000 CRM Sync Health and Social Care Newsletter for November <p>It's been a busy month at techUK and it was great to see more than 250 people from across the healthtech community at our&nbsp;<a href=";K=ZUS7E4Le31Wq2sQIlUOVZA" target="_blank">Industry Dinner</a>&nbsp;and report launch on 14 November. Thanks to everyone who came along, we hope you enjoyed the evening.<br><br> Keynote speaker and Health Secretary Matt Hancock welcomed our &ldquo;relentless focus on the future of healthcare&rdquo; and reiterated his commitment to work with us to &ldquo;cement the UK&rsquo;s status as the home of HealthTech." You can read the <a href=";K=t4c4X83UsI42eiG5jCd4Cg" target="_blank">"Manifesto to Matt" we launched on the evening here</a>&nbsp;and we will be working with DHSC and other public bodies to make the recommendations a reality.<br><br> We would like to thank all of the public bodies that supported the event and our sponsors UK Cloud Health and Intersystems, for the event would not be possible without them.<br><br> At the start of the month we held a Supplier Development Workshop for more than 60 companies seeking to get onto the <a href=";K=d2rqno_BLYgNdguGWtHN2g" target="_blank">Health Systems Support Framework</a>. We'll be repeating the event in the new year so watch this space.<br><br> We have three joint events with NHS Digital before Christmas (details below) and you can also join us for <a href=";K=OOwSHF6Sr5aMxOtF6BXARQ" target="_blank">festive drinks on 5 December</a> and a conversation with former Health Minister Nicola Blackwood, Dr Sam Shah from NHS England, and Cleveland Henry of UK Cloud.<br><br> Finally, please remember to <a href=";K=m6ResIfon8zArAw0otgw2Q" target="_blank">vote for the techUK members you'd like to see on our Council</a>. Voting closes on 30 November and only one set of votes per member company will be counted.</p> <p>Until next time,<br><br> Ben<br><br> Ben Moody<br> Head of Health and Social Care, techUK<br> T (0)20 7331 2048 | E&nbsp;<a href=""></a></p> <hr><p><strong>#HSCtechUK&nbsp;news&nbsp;</strong></p> <hr><p><a href=";K=9QPi6QDmp7P6k5v22PeLiA" target="_blank">techUK publishes 'Manifesto for Matt'</a><br> New report sets out measures to fast-track digitisation of health and care.<br><br><a href=";K=N4olQ3b-JFFWhdUVIxZq2Q" target="_blank">How can 5G transform Health and Social Care Services?</a><br> Presentations from the event held in Liverpool in October.<br><br><a href=";K=YSYer3O4LQkYCC5FTQLUcw" target="_blank">NHS seeks to end 'Postcode Lottery' for innovative glucose technology</a><br> Case highlights need to reform access to technology for NHS patients.<br><br><a href=";K=s_CYycM2aJwODPajttvMUg" target="_blank">techUK welcomes Health Secretary's renewed focus on prevention</a><br> A new 'Prevention is better than cure: our vision to help you live well for longer' is launched by DHSC.<br><br><a href=";K=HRpPkfmtdCQ22GTcmWQL5w" target="_blank">Learning lessons - why co-production is the 'secret sauce'</a><br> Guest blog: techUK&nbsp;Council Member David Hancock reflects on the Health Secretary's vision for health and care.</p> <hr><p><strong>#HSCtechUK&nbsp;events</strong></p> <hr><p><strong>29 November</strong> - <a href=";K=NzUw5R5XIgYWuAC3Lkjdrg" target="_blank">Digital Maternity Interoperability Workshop</a><br><strong>4 December</strong> - <a href=";K=JvEupzdFn0-oc5umA81FEw" target="_blank">NHS App event - continuing the conversation (Liverpool)</a><br><strong>5 December</strong> - <a href=";K=l9VZQfGwDsbyPsUNyIY79A" target="_blank">techUK Health and Social Care Members' Festive Drinks</a><br><strong>6 December</strong> - <a href=";K=57qZDZuckFmdHZMzhLIUFQ" target="_blank">NHS App event - continuing the conversation (London)</a></p> <p>&nbsp;</p> <hr><p><strong>Opportunities from friends and stakeholders</strong></p> <hr><p><a href=";K=aWdkMY6Zos3LMjwx1bKutQ" target="_blank">CERN Knowledge Exchange Workshop</a><br> 30 January 2019<br> CERN is a world-leading centre of physics and engineering excellence that develops and operates some of the world&rsquo;s largest and most complex scientific instruments.&nbsp;The CERN Knowledge Exchange workshop will provide a unique and interactive platform to discuss your ideas directly with CERN experts, as well as to learn more about opportunities for collaboration with STFC and CERN, through the STFC CERN Business Incubation Centre (BIC), based in the UK.&nbsp;<br><a href=";K=zFMqgt8CCAk7qov_7esuBg" target="_blank">Register your interest here</a>. (Closing date 11 December)</p> <hr><p><a href=";K=LGzIqJK85pdgXamC7Oe57A" target="_blank">techUK Introductory Evening</a><br> 4 December 2018<br> We invite you to join us for an introductory evening, where we will tell you more about techUK, how we work and how you, as a member, can access our many member benefits and services.</p> <hr><p><strong>Training</strong></p> <hr><ul><li><strong>11 Dec - </strong><a href=";K=Uvp3nc6p9tWOZ7bgjWiVww" target="_blank">An Introduction to the NHS and Technology</a></li> <li><strong>15 Jan - </strong><a href=";K=vMkLXPzaSi6q3I1_sR_iTg" target="_blank">Understanding and Engaging with Government</a></li> <li><strong>20 Mar - </strong><a href=";K=M3U8rDAHSoFgUGDEGvNKjA" target="_blank">An Introduction to the NHS and Technology</a></li> </ul>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> How can 5G technology support the emergency services? Mon, 26 Nov 2018 13:30:16 +0000 CRM Sync Presentations on how a 5G network can support the emergency services from the techUK event on Wednesday 17 October. <p>This event held on Wednesday 17 October examined the benefits that a fifth generation network that could deliver to the emergency services. The event&nbsp;explored the impact of 5G on major incidents response, the future of the control room, monitoring and prevention, and mobile working. Following the presentations, a panel discussion was held that&nbsp;explored how better connectivity and capacity could allow the services to take advantage of the latest technologies, and tried&nbsp;to identify what steps need to be taken by comms infrastructure providers, tech suppliers to blue lights services, and the Government, to make 5G enabled emergency services a reality.</p> <p>Agenda:</p> <ul><li>Drone based 5G provision for&nbsp;future ESN - Samsung R&amp;D</li> <li>The 5G enabled Emergency Service within the Control Room -&nbsp;Capita</li> <li>5G - A Police Perspective - NPCC</li> </ul><p style="text-align:center"><iframe frameborder="0" height="485" scrolling="no" src="//" style="border:1px solid #CCC; border-width:1px; margin-bottom:5px; max-width: 100%;" width="595"></iframe></p> <p>&nbsp;</p>Contact: <a href=""></a>Contact: <a href=""></a> Journey to the cloud Mon, 26 Nov 2018 11:07:09 +0000 CRM Sync Guest blog: Tom Adams, Director of Product at Cogeco Peer 1 explores supporting your company's journey to the cloud and highlights a great upcoming event. <p>Cloud has emerged as a strategic enabler for organisations of all sizes, and by now there are few IT decision-makers who aren&rsquo;t at least aware of the cloud, or the opportunities it presents. However, there is also a lot of confusion, as awareness doesn&rsquo;t always equate to understanding, with many concerns and questions still unanswered: should you choose full cloud hosting or a hybrid solution? How do you migrate your on-premise workloads to the cloud with confidence? Is your cloud secure?</p> <p>&nbsp;</p> <p><strong>Business case for the cloud</strong></p> <p>As the cloud has become demystified and better understood, the value proposition for IT and business leaders has moved away from price-point discussion, to business outcome discussions. The conversation is now about leveraging the power of the cloud to innovate and exceed the expectations of customers.</p> <p>The cloud allows businesses to provide innovation in an instant. It provides the capabilities necessary when required, as oppose to the traditional model which required waiting for the infrastructure to be purchased and built. The cloud can also be public, or private, with private better suited for predictable workloads with peaks and troughs.</p> <p>&nbsp;</p> <p><strong>The future is hybrid</strong></p> <p>The future is definitely hybrid and multi-cloud, hybrid solutions mean workloads automatically move to the most optimised and cost-effective environment, based upon performance needs, security, data residency, application workload characteristics, and end-user demand and traffic.</p> <p>&nbsp;</p> <p><strong>Ensuring business expectations are met</strong></p> <p>A big challenge faced by businesses today isn&rsquo;t actually the technology, it is the people and processes which must change and adapt. This can take a long time and limit the effectiveness of cloud adoption.</p> <p>The benefits to moving to the cloud are massive, enabling agility, flexibility, improved performance, lower costs and digital transformation, just to name a few. Despite this, a lot of businesses struggle with cloud adoption because they lack a clear strategy. To maximise the above-mentioned benefits, it is imperative to get a proper strategy in place from the start.</p> <p>Some businesses also fall into a &lsquo;cloud trap&rsquo;, which is a business model that aims to persuade people to buy into locked proprietary systems that will cost them more and more as time passes. At Cogeco Peer 1, we advocate a consumption-based model where you simply pay for what you use, so in effect it becomes like a fourth utility.</p> <p>&nbsp;</p> <p><strong>Making the journey&nbsp;&nbsp; </strong></p> <p>To support your journey to the cloud, <a href=";utm_campaign=FY19-UK-Journey%20to%20the%20cloud&amp;utm_source=hs_email&amp;utm_medium=email&amp;">together with Microsoft we will be hosting a breakfast briefing to give you a new perspective that will help your you on your journey to the cloud.</a></p> <p>&nbsp;</p> <p><a href="">@CogecoPeer1</a></p> <p><a href="">LinkedIn</a></p> <p>&nbsp;</p> Sharing Must Be Caring: New Brand Responsibility Mon, 26 Nov 2018 08:41:58 +0000 CRM Sync Guest Blog: Gumtree look at why businesses can no longer get away with prioritising user convenience over the public’s interest in protecting their privacy and ensuring their safety. <p>Technology companies have been hitting the headlines for all the wrong reasons in recent months. Questions over privacy, data use, fines and accountability have abounded, leaving consumers scratching their heads over how much they can really trust the brands they interact with every single day. Steve Jobs&rsquo; wisdom that &lsquo;a brand is simply trust&rsquo; has never been more relevant. &nbsp;</p> <p>&nbsp;</p> <p>While it is the bigger companies that have come in for the lion&rsquo;s share of the flack, it has taught our whole industry an important lesson. Putting the trust and safety of customers first needs to a long-term business priority; playing catch-up is an uphill battle that may be insurmountable.</p> <p>&nbsp;</p> <p>At this point you may be wondering what gives someone from Gumtree the right to proclaim warnings on the merits of brand responsibility. Fair. The truth is that we&rsquo;ve seen this story play out before and can offer you some spoilers and insights on the outcome.</p> <p>&nbsp;</p> <p>Founded in the UK and now also in other key markets globally, Gumtree is one of the &lsquo;original&rsquo; dot com&rsquo;s. With categories from motors to property to jobs, it offers an opportunity for likeminded buyers and sellers to exchange goods and services on their own terms. Having just celebrated our 18th birthday we&rsquo;ve witnessed both the unprecedented growth of the internet for both good and bad.</p> <p>&nbsp;</p> <p>We don&rsquo;t deny &ndash; nor should any technology company &ndash; that there are instances of fraud and criminal activity that happen on our site. While most of our community has a safe and enjoyable experience, we&rsquo;ve seen the emergence of more and more malicious actors using the mirage of the internet and our site to further their own ends at the expense of others. We learnt that to protect our brand and safeguard our community, we could not turn a blind eye, and went on the offensive.</p> <p>&nbsp;</p> <p>Gumtree has recently gained renewed relevancy as part of the booming sharing economy, where more online businesses have sprung up to enable peer-to-peer lending and collaboration. This trend has put the industry in the spotlight and allowed us to build stronger relationships with industry bodies such as Sharing Economy UK and techUK. This sort of proactive engagement has helped us re-build trust and credibility with our community. Talking to groups across pets, motors, trading standards and online safety has also built our understanding of the issues that occur around technology, policy and customer safety, helping us do a better job at implementing meaningful change.</p> <p>&nbsp;</p> <p>We wanted to know everything about how scams work and consumer behaviour around fraud &ndash; so we did our research. We partnered with academics from University College London and Warwick University, as well as a former scammer to investigate the <a href="">psychology of scamming</a> in more detail. Taking the lead in addressing the issue in the online classifieds sector helped us kick start an open discussion about what can be done to solve problems and safeguard the enjoyment of marketplaces such as ours. So far solutions have come not just in the form of platform updates &ndash; such as adding ratings and profiles to our site &ndash; but increased customer service support, data sharing with the police and even <a href="">paywalls for sensitive areas like pets</a>.</p> <p>&nbsp;</p> <p>Whether or not the &lsquo;techlash&rsquo; is a flash in the pan or here to stay, businesses can no longer get away with prioritising user convenience over the public&rsquo;s interest in protecting their privacy and ensuring their safety. For technology companies in particular, the concept of brand responsibility has fundamentally shifted. We all want to survive and thrive in the next 18 years, so we&rsquo;d all do well to keep this front of mind.</p> Do you qualify for R&D tax credits? Fri, 23 Nov 2018 12:55:48 +0000 CRM Sync Not sure whether you qualify for R&D Tax Credits? – this extract from MSC R&D’s Guide to R&D Tax Relief might help you. <p>This is the first in a series of insights explaining R&amp;D tax credits and looking how your business may potentially be eligible, and what to do next. Iain Gray of MSC R&amp;D - techUK&rsquo;s R&amp;D Funding &amp; Commercialisation Partner</p> <p><strong>Introduction</strong></p> <p>The UK Government&rsquo;s R&amp;D Tax Credit scheme encourages and rewards both SMEs and large companies for investing in innovation. It offers a vital means to cut costs and improve cash flow, whilst remaining ahead of the competition.</p> <p>Over 26,000 claims were made in 2015-2016 &ndash; an increase of 19% over 2014-15.</p> <p>The total value of claims rose to &pound;2.9bn (a 20% increase).</p> <p>The scheme is complex and requires detailed knowledge and understanding in order to take full advantage of it. Consequently, most companies either don&rsquo;t claim or under claim. Or, worse still, over claim with no justifiable evidence in the case of an audit by HMRC.</p> <p><strong>Can You Qualify for R&amp;D Tax Credits?</strong></p> <p>Although knowledge of the relief is spreading, many eligible companies still do not claim. This is often because companies don&rsquo;t understand the scope of what R&amp;D projects are eligible and, therefore, don&rsquo;t feel that what they are doing qualifies. This lack of understanding is preventing companies from benefitting from the schemes and losing out on potentially tens, if not hundreds of thousands of pounds of valid R&amp;D Tax Relief.</p> <p><strong>If your business is a UK limited company and, in the past two years, you can answer yes to one or more <strong>of the following questions, then you could well be eligible:</strong></strong></p> <ul><li>Have you manufactured or developed new/existing products, devices, systems?</li> <li>Have you developed or improved any software, in house?</li> <li>Have you developed bespoke new products for clients which involved you undertaking R&amp;D?</li> <li>Have you made efficiency improvements to any of your processes?</li> <li>Has there been a requirement to change your processes, products, systems, technical devices or services because of legislation changes?</li> </ul><p>Other companies may be worried that a poorly constructed or supported claim may lead to trouble with HMRC. This is where a specialist in claim preparation can provide the necessary reassurance that your work qualifies and that the right expenses have been claimed.</p> <p><strong>R&amp;D Tax Credits Explained</strong></p> <p>The R&amp;D Tax Credit scheme was introduced by the government for SMEs in 2000 and extended to Large Companies in 2002. Any company developing new products, technology or processes may be eligible.</p> <p>It is a tax relief scheme, designed as an incentive for companies developing new technology &ndash; the more qualifying development work a company does, the greater the relief it can get from its Corporation Tax bill. Even loss-making companies can benefit (in terms of a &ldquo;Credit&rdquo;) which can be of particular importance to early stage businesses.</p> <p><strong>The scheme is one of the most attractive in the world and a company can claim retrospectively for up <strong>to two previous accounting years.</strong></strong></p> <p>The benefits to a company vary according to the level and cost of development undertaken, whether it is an SME or a Large Company, and its Corporation Tax, but it is not unusual for expenditure to run into hundreds of thousands of pounds, <strong>with tax relief typically in excess of &pound;30,000 </strong>being realised.</p> <p><strong>How R&amp;D Tax Relief Works</strong></p> <p>If a company incurs qualifying expenditure (in categories such as staff costs) on R&amp;D, it can enjoy an extra deduction from its taxable profits, so its corporation tax bill will be reduced. If the tax has already been paid, then a refund will be received from HMRC.</p> <p><strong>For SMEs </strong>the rate of enhanced deduction is currently an extra 130% &ndash; meaning a cash saving of 24.7% of the eligible R&amp;D cost (assuming the tax rate to be 19%). Not all SMEs (and particularly early stage start-ups) will have taxable profit, so an extra deduction from taxable profits would not be of immediate use to them. Instead, loss making SMEs can convert their losses (attributable to qualifying R&amp;D spend) to cash, at a rate that currently amounts to approximately 33% of their qualifying spend on R&amp;D.</p> <p>These reliefs for SMEs are very valuable and can provide cash at a critical stage to support the continuing R&amp;D effort.</p> <p><strong>For Large Companies</strong>, the <strong>R&amp;D Expenditure Credit (RDEC) </strong>provides a cash payment (taxable) of 12% of the qualifying R&amp;D expenditure instead of a deduction from taxable profits. This credit is available even if the company has no other taxable profits.</p> <p><strong>Is Your Company a Small or Medium Enterprise?</strong></p> <p>To qualify for the more generous SME relief your company has to have less than 500 employees and either have annual turnover not exceeding 100m Euros, or have total balance sheet assets not exceeding 86m Euros.</p> <p>In arriving at staff, balance sheet and turnover numbers for your business you have to include:</p> <ul><li>the total figures for any linked enterprise (you would test for these in a similar way to deciding if your accounts need to be consolidated), and;</li> <li>an appropriate proportion of the numbers for any enterprise that owns 25% or more of your company&rsquo;s capital or voting rights, and;</li> <li>an appropriate proportion of the numbers for any enterprise that your company owns 25% or more of the capital or voting rights for.</li> </ul><p>The precise definitions of linked and partnership enterprises are based on a modified European Community definition which also includes certain exceptions. To establish whether you are entitled to claim under the SME relief regime, or have to claim under the less generous RDEC regime for larger companies, we recommend you get specialist assistance, as this can be a complicated area. (N.B) The definition of a SME will have to be kept under review as the Brexit process unfolds.</p> <p><strong>The Rules of R&amp;D Tax Credits</strong></p> <p>Of course there are rules. The expenditure has to be on qualifying R&amp;D, in line with a published definition. This definition is a broad-based one that goes well beyond blue sky R&amp;D and includes technological and software development up until the technological problems have been solved, and you have something which only requires minor adjustments before it can be used or commercially released. The expenditure on this R&amp;D then has to be checked to make sure it is revenue in nature (rather than capital), and meets rules covering what expenditure qualifies: so for example there are special rules concerning subsidised or subcontracted expenditure, and rules defining what expenditure falls into eligible categories.</p> <p><strong>The meaning of R&amp;D </strong>in the context of R&amp;D Tax Credits is not straightforward and wider than most companies realise. It is not limited to the R&amp;D department. <strong>HMRC defines R&amp;D as work that achieves a scientific or technological advance when scientific or <strong>technological uncertainty exists.</strong></strong></p> <p>This can include:</p> <ul><li>achieving an increase in overall scientific or technological knowledge or capability;</li> <li>significantly improving products, processes, materials or services through scientific or technological development;</li> <li>using science or technology to duplicate the effect of an existing product or process in a new or appreciably improved way.</li> </ul><p>The whole project may not qualify, only the element addressing the technological uncertainty. This is not always easy to identify, but can include planning and managerial activities in some instances. <strong>With software R&amp;D</strong>, where development is ongoing, identifying the areas of technological uncertainty in projects is critical, as many more routine activities will not qualify. Software R&amp;D can cover a very large part of the development process from testing suitable data sources and filtering techniques through to &ldquo;fit for purpose&rdquo; testing of a scaled-up prototype. However, identifying this in a way acceptable to HMRC is a skill developed over numerous claims.</p> <p><strong>How to Claim the R&amp;D Tax Reliefs</strong></p> <p>Generally speaking, you have two years from the end of an accounting period to claim the R&amp;D relief for expenditure deducted in that period. A company can prepare and submit its own claims. However, that means they have to understand how the R&amp;D definition is applied in practice, master the detail of what expenditure qualifies under the rules, and also understand how to present this so HMRC understand it and are satisfied by it. The alternative is for you to do what you do best &ndash; develop the technology and run your company &ndash; and to use a <strong>specialist like MSC R&amp;D to prepare the claim for you; most companies choose this route.</strong></p> <p>Look out for our follow up Insight, looking at just exactly what R&amp;D is.</p> <p>If you would like a copy of MSC R&amp;D&rsquo;s Tax Credit Guide, please email <u></u></p> <p><a href=""><u></u></a></p>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> techUK Policy Pulse | Your weekly update on digital and tech policy Fri, 23 Nov 2018 10:15:00 +0000 CRM Sync The draft Political Declaration on a Future UK-EU Relationship explained. <p>Yesterday, the UK and EU announced that they had reached agreement on the draft <em>Political Declaration on a Future Relationship</em>. You can read our analysis of what both the <a href="" rel="link" target="_blank">Withdrawal Agreement</a> and the <a href="">Political Declaration </a>mean for the tech sector.</p> <p>The Board for the new Centre for Data Ethics and Innovation was also announced this week. 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. <a href="" rel="link" target="_blank">See the full list of those appointed</a>.</p> <p>Over in the Labour party, Liam Byrne MP &ndash; Shadow Minister for Digital, launched Labour&rsquo;s draft skills plan &ndash; <em><a href="" rel="link" target="_blank">Creating a Learning Society</a>.</em>&nbsp;Labour has committed to revamping the digital skills system and this discussion paper sets out how. The plan is open for consultation until the end of November and I&rsquo;d encourage you all to have a read and let us know what you think - techUK will be responding.</p> <p>Deliveroo has topped Deloitte&rsquo;s ranking of the UK&rsquo;s 50 fastest growing technology companies, for the second year in a row. And there is positive&nbsp;news on the diversity front - 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 per cent&nbsp;of their employees are&nbsp;female - a significant change from 2015 - where only one third of companies hit this threshold. Progress but still some way to go! <a href="" rel="link" target="_blank">Read more here.</a></p> <p>In Brussels meanwhile, the Austrian presidency is aiming for a &lsquo;general approach&rsquo; on the draft EU Regulation on preventing the dissemination of terrorist content online at the <a href="" rel="link" target="_blank">JHA Council meeting of 6&nbsp;December</a>.</p> <p>A number of interesting conferences have also been taking place over the course of the week. We kicked off&nbsp;with the CBI&rsquo;s Annual Conference with addresses from both the Prime Minister and the leader of the Opposition. You can find here <a href="" rel="link" target="_blank">a round-up of the day</a>.</p> <p>Next up was the Open Data Institute&rsquo;s Summit with a stellar speaker list including Sir Tim Berners-Lee and Sir Nigel Shadbolt. Meanwhile today the UK Internet Governance Forum hosted their Annual Conference focusing on <em>Solutions for The Digital Age </em>&ndash; if you missed it you can follow along on the hashtag <a href="" rel="link" target="_blank">#UKIGF18</a></p> <hr><h2><strong>techUK news and events</strong></h2> <p>This week techUK held a workshop looking at how the tech sector and other industries respond to modern slavery and human trafficking risks. techUK is committed to helping members understand and respond to these issues, you can read a <a href="" rel="link" target="_blank">full write up of the report</a>.</p> <p>If you are interested in joining techUK to benefit from these kind of workshops why not come along to our <a href="" rel="link" target="_blank">Introductory Evening on 4 December</a> to find out more about techUK, how we work and you can access our many benefits and services.</p> <p>Finally, as we continue developing our International Trade programme for 2019, we are looking for more input from members. If you have not already completed our <strong>short</strong> <a href="" rel="link" target="_blank">2-3 minute survey</a> on international trade, please do so. Your answers are very important to us and will allow us to tailor our communications to your specific interests and design our programme activities in a way that supports your growth strategies. I promise it won&rsquo;t take long!</p>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> Making a splash in Scotland: How Patientrack took the lead Fri, 23 Nov 2018 09:42:40 +0000 CRM Sync Highland Marketing on how to run a communications and lobbying campaign <p><strong>Reducing cardiac arrests by as much as two thirds at NHS Fife through its digital observations and EWS system, Patientrack wanted to share its story. To achieve this it engaged with Highland Marketing to run a communications and lobbying campaign. Read on to find out more: &nbsp;&nbsp;&nbsp;</strong></p> <p>Digital observations and early warning systems have the potential to significantly improve patient safety in the NHS and NHS Fife is a good example. To achieve this it engaged with Patientrack to enable the board to move away from its paper-based system for calculating early warning scores to identify deteriorating patients.</p> <p>Over a number of years, the health board expanded the use of the system; winning a significant award for reducing cardiac arrests by as much as two thirds in one of the busiest areas of the hospital. Patientrack needed to spread awareness of the impact of its system, and in 2016 it engaged Highland Marketing to run a communications and lobbying campaign to inform policy makers and other health boards in Scotland about its work.</p> <p>This case study outlines the campaign and the success that it achieved, which included reaching key influencers in the Scottish government and other key eHealth stakeholders, obtaining national and broadcast media coverage, as well as doubling visits to the Patientrack website. The case study is an example of how an integrated communications campaign can raise awareness of digital innovation in the health service, and support health tech companies that have effective solutions.</p> <p>Please download the full case study below.</p> <p>For further information or to talk to Highland Marketing please email <a href=""></a></p> 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> Less Skills Gap, More Hiring Hole? Thu, 22 Nov 2018 13:59:11 +0000 CRM Sync Gumtree looks at how filling its skills gap is making it innovate in order to make itself more attaractive in a highly competitive market for developer talent <p>The fact that there is a &lsquo;skills gap&rsquo; in the UK&rsquo;s technology and engineering sectors has been firmly established. The most recent stats are alarming, with the Open University revealing that the nation&rsquo;s skill shortage costs the private sector an <a href="">estimated &pound;6.3bn every year</a>. From government level down to the smallest start-ups, there is huge debate and discussion over how to close it. The scale of the challenge can make it feel insurmountable, but what if we took a step back from the policy and focused on simple solutions that we as businesses can use to plug the &lsquo;hiring hole&rsquo; here and now?</p> <p>&nbsp;</p> <p>At Gumtree, we employ a large team of developers and tech specialists to work on our platform and feel the impact of demand for skilled professionals monumentally exceeding supply. Even our leafy riverside location in Richmond &ndash; and the additional opportunities offered by being part of eBay Inc and the eBay Classifieds Group &ndash; is not always enough to tip the balance.</p> <p>&nbsp;</p> <p>Time and time again you&rsquo;ll see a news reports blaming the low number of students taking up STEM subjects as the reason why the skills gap in industry is getting larger. But the exponential growth of the UK&rsquo;s digital economy was always going to produce a gap of sorts.</p> <p>&nbsp;</p> <p>It is our job, as UK businesses looking for the best and brightest talent, to promote roles within the sector. Gumtree isn&rsquo;t alone in doing this; nevertheless, just buying a ping pong table, providing free coffee and sleep pods is no longer enough to lure top developers. Neither can we just turn on a tap and flood the market with STEM-educated students and qualified graduates with sought after degrees.</p> <p>&nbsp;</p> <p>This is why we knew we had to take a different approach. Rather than getting bogged down by the supply side of the skills gap, we shifted our attention to more immediate, simple solutions.</p> <p>&nbsp;</p> <p>One of the largest obstacles we uncovered is how businesses like ourselves were continuing to use traditional recruitment methods, somewhat ironically, in a sector defined by innovation. From talking to our team, we realised that processes such as disciplined CV reviewing and basic interview rounds had been putting the best candidates off applying.</p> <p>&nbsp;</p> <p>From this insight, we trialled peer programming, where we invited candidates to our offices to do some real-life tasks with their potential new colleagues. This method has largely grown because coding is an experience-led skill, and is something that cannot be replicated by any interview or CV.</p> <p>&nbsp;</p> <p>The results speak for themselves. In the last half of 2017, we managed to shorten our hiring process from an average of 60 days to just 11. Being able to turn around a hire in less than two weeks saves not only money, but time and energy. We aren&rsquo;t na&iuml;ve to the fact that developers are hot property and are likely to come and go &ndash; but if we can fill open rolls more effectively we can concentrate on growing our business.</p> <p>&nbsp;</p> <p>Instead of complaining about the lack of graduates coming out of university, you should view the &ldquo;hiring hole&rdquo; as an opportunity to make your business a more attractive and appealing workplace. Think creatively about methods to make the best out of a challenging situation &ndash; and why not try something different. We did, and it&rsquo;s worked well for us.</p> <p>This article was written by a <a href="">Gumtree</a> spokesperson</p> 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> techUK publishes ‘Manifesto for Matt’ Wed, 21 Nov 2018 16:17:02 +0000 CRM Sync New report sets out measures to fast-track digitisation of health and care <p><img alt="A Manifesto for Matt" src="//" style="border-style:solid; border-width:1px; float:left; height:283px; margin:5px; width:200px">techUK has launched&nbsp;&lsquo;A Manifesto for Matt&rsquo;&nbsp;&ndash; a report that sets out priorities for digitising the health and social care sector, aimed at Health and Social Care Secretary Matt Hancock.</p> <p>Upon receiving the report, Health and Social Care Secretary Matt Hancock said:</p> <p>&nbsp;"I want the UK to have the most advanced healthcare system on the planet. My tech vision has set out how we can bring the technology of the future to the NHS by creating a culture of innovation and enterprise, to the benefit of both patients and staff.</p> <p>&nbsp;"I welcome techUK&rsquo;s relentless focus on the future of healthcare, and look forward to working with them to make this vision a reality and cementing the UK&rsquo;s status as the home of HealthTech."</p> <p>The report, which was launched at techUK&rsquo;s annual Health and Social Care dinner, sets out priorities for fast-tracking the long overdue digitisation of health and care, focusing on three areas: &nbsp;&nbsp;</p> <p>1. Empowering the public</p> <p>2. Enabling a world-class workforce</p> <p>3. Making the UK the destination of choice for health tech innovators</p> <p>Speaking shortly before the launch, Ben Moody, Head of Health and Social Care at techUK said:</p> <p>&ldquo;There is broad consensus that the health and care system needs urgent digitisation. This is not about a lack of will &ndash; the public and clinicians are crying out for better tech &ndash; and the UK has thousands of health tech innovators looking to serve them.</p> <p>However, the system is unwieldly and frustrates their efforts. Patients can get hold of drugs but not their own data and digital tools. Far too many of the workforce will leave their digitally-enabled home, put away their smart phone and tablet, and pick up a pen and paper when they arrive at work. And health tech innovators find their selves working in a sector often described as the most challenging of all.&rdquo;</p> <p>In producing the paper, techUK have worked with people in all corners of the health and care technology to propose solutions to the barriers faced in digitising the sector.</p> <p>Health and Social Care Secretary Matt Hancock addressed the recommendations in his keynote speech at the sold out dinner on Wednesday evening in London.&nbsp;</p> <p><img alt="" src="//" style="height:193px; margin:5px; width:290px"><img alt="" src="//" style="height:193px; margin:5px; width:290px"></p> <p>&nbsp;</p>Contact: <a href=""></a> Eduserv- gaining insight into markets and building relationships Wed, 21 Nov 2018 10:23:11 +0000 CRM Sync Membership of techUK has allowed Eduserv to grow their industry connections and spread awareness of SME developments <p>Bristol-based Eduserv is an unusual IT services provider. Halfway through its 38-year life, it decided to become a not-for-profit charity. Its customers operate in the public and third sectors, such as local government, education, health, central government and charities. Eduserv sees its role in helping these organisations make the best use of technology in order to serve their customers better and cost-effectively. The company has a subsidiary which handles business that doesn&rsquo;t fit its UK charitable status, principally overseas sales of identity and access management software. This operation gifts its profits to the charity.</p> <p>The business employs over a hundred people providing its customers with cloud solutions, preferential licence agreements for software and online resources for the academic sector, and federated identity and access management solutions for learners, researchers and health professionals. Eduserv has an unusual ethos in that it encourages self-sufficiency among its clients. It is happy to support clients as long as they want but, unlike some service providers, it tries not to tie them into a long-term service dependency from which escape is difficult.</p> <p>The company is transitioning from its award-winning cloud services based on its Swindon data centre facility to public cloud services, focusing on Microsoft and AWS platforms &ndash; which is a recognition that private datacentres can&rsquo;t keep up with the suites of tools and platforms that global providers can. This decision is wholly in keeping with Eduserv&rsquo;s focus on helping its customers make the most of their technology investments.</p> <p>&nbsp;</p> <p><strong>Engagement with techUK</strong></p> <p>Through the quality of its guest speakers and participants, techUK has proved very useful in helping Eduserv keep up to date with issues and gain fresh insights into industry developments and its market sectors.</p> <p>Natasha Veenendaal, head of marketing and Executive Briefing Programme lead at Eduserv, notes that some membership organisations for technology businesses, &ldquo;run the danger of just getting tech companies together with each other. And, although you can get some benefit from this, it&rsquo;s not quite the same as talking to the people that are going to be using your services.&rdquo; She added, &ldquo;I think it&rsquo;s good that techUK <em>does</em> get that balance and brings in voices from the market and helps us talk to that group.&rdquo; It&rsquo;s not that the other contacts don&rsquo;t matter. The overall effect is to help build communities of mutual interest.</p> <p>Eduserv works in partnership with other vendors and sees relationships like those with Microsoft and AWS growing in importance. techUK provides an excellent forum for building those relationships, also offering a strong bridge to Government, which enables a healthy exchange of information with the tech industry. Influence flows in both directions.</p> <p>&nbsp;</p> <p><strong>Participation</strong></p> <p>The main areas of participation with techUK are through Eduserv&rsquo;s CEO, Jude Sheeran, who is on techUK&rsquo;s Public Services Board, and occasionally blogs, presents at events and attends various techUK functions. For example, the company&rsquo;s CTO, Andy Powell, presented at a recent event on <em>Smart Cities and GovTech </em>and Jude Sheeran wrote a piece on the Government&rsquo;s SME dilemma during techUK&rsquo;s <em>SME Campaign Week</em>. These aren&rsquo;t about &ldquo;Here&rsquo;s our software or case study. Aren&rsquo;t we great?&rdquo; - they&rsquo;re at a higher plane, but not unreachable. They are more likely to focus on how current and emerging developments will improve the lives of suppliers and customers.</p> <p>&nbsp;</p> <p><strong>SMEs</strong></p> <p>The Government has a stated aim of increasing the amount of business it conducts with SMEs. In fact, this was the topic of the CEO&rsquo;s mentioned earlier. techUK has already shown that it is supportive of the SME cause and it provides both the cause and Government with leverage and access, something that would be made more difficult without the strength of such a trade association. Natasha Veenendaal says, &ldquo;SMEs encourage innovation and it&rsquo;s important to keep that intellectual property in the UK.&rdquo; Once again, techUK&rsquo;s &lsquo;bridge to Government&rsquo; is useful when it comes to spreading awareness of such developments in the tech SME arena.</p> <p>&nbsp;</p> <p><strong>Last word</strong></p> <p>Natasha Veenendaal provides a good reminder of why we&rsquo;re all here. She says, &ldquo;Technology is a massive power for good if it&rsquo;s harnessed in the right way.&rdquo; That seems to pretty much sum up the intent of both Eduserv and techUK.</p> 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> Modern Slavery: What are tech firms doing? Tue, 20 Nov 2018 15:19:57 +0000 CRM Sync techUK hosted a workshop looking at how tech firms and others have responded to the risks of modern slavery and human trafficking in their supply chains. <p style="text-align:justify">Modern slavery is a very modern problem. The mass consumerism and demand for ever cheaper goods, particularly with the global middle class growing&nbsp;exponentially, has created a trend where businesses are under pressure to cut manufacturing prices and in some instances&nbsp;cut corners. This applies to tech products as much as anything else and tech firms have been taken huge strides in making sure their operations and supply chains are not contributing to modern slavery, with many seeking to look at ways to make a real difference in the communities they operate in.</p> <p style="text-align:justify">Many members are advanced in this journey and techUK has been helping them understand and respond to this issue. For our report on the tech sector response to the Modern Slavery Act <a href="">click here</a>, for more information about the Tech Against Trafficking initiative <a href="">click here</a> and the Wilton Park report we did looking at how tech can combat modern slavery <a href="">click here</a>.</p> <p style="text-align:justify">In this workshop, techUK members, representatives from Government and the construction sector shared their expertise. Key discussion points are listed below and a full write up with links, resources and discussion points from the event can be found by clicking the pink box at the bottom of this article.</p> <ul><li style="text-align:justify">Tech products are increasingly complex with hugely complex supply chains. Being able to understand what is happening throughout the whole supply chain is an expensive, complex and time-consuming task, but a necessary one.</li> <li style="text-align:justify">Supplier oversight is key, but auditing and customer leverage reduces throughout the supply chain. Therefore, training up and expecting tier one suppliers (suppliers with a direct relationship) to conduct due diligence and auditing of their suppliers cascades best practice.</li> <li style="text-align:justify">Tech is about collaboration and so is the response to modern slavery and trafficking. Rather than try to go it alone, businesses are more effective when working through collaborative fora like the Responsible Business Alliance.</li> <li style="text-align:justify">Risk mapping and profiling is essential. Mapping where the most likely risks originate against company exposure to that market can help prioritise areas or suppliers in need of enhanced due diligence or oversight.</li> <li style="text-align:justify">Business needs tailored solutions for different supplier countries. In the UK (and increasingly elsewhere) the legislation requires companies to do more, but in some areas like Asia, the requirements are not there and attempts to educate suppliers can rub against cultural norms, so an education and training approach may work better.</li> <li style="text-align:justify">Clear KPIs make for better reporting. By having specific, measurable KPIs in modern slavery statements (compulsory for large UK firms), companies can measure if their risk assessments an mitigations are effective.</li> </ul><p style="text-align:justify"><strong>So what next?</strong></p> <p style="text-align:justify">The UK Modern Slavery Act is currently under review and a lot of attention focused on the evolving requirements and review, with members still seeking advice on KPIs and measurements. Given this need, techUK and the Home Office will look to run a session on reporting next year, as well as workshops on responsible mineral sourcing and implementing the UN Guiding Principles on Business and Human Rights. For more information on these please get in touch via the contact details below.</p>Contact: <a href=""></a>Contact: <a href=""></a> How can 5G transform Health and Social Care Services? Tue, 20 Nov 2018 10:41:53 +0000 CRM Sync Presentations from the 'How can 5G transform the Health and Social Care services' by techUK on the 15 October at Sensor City, Liverpool. <p><strong>Liverpool 5G Testbed and Trial for Health and Social Care</strong> - Professor Joe Spencer, University of Liverpool</p> <p><iframe frameborder="0" height="485" scrolling="no" src="//" style="border:1px solid #CCC; border-width:1px; margin-bottom:5px; max-width: 100%;" width="595"></iframe></p> <p>&nbsp;</p> <p><strong>Embedding new technologies into health and social care practice </strong>- Rosemary Kay, eHealth Cluster Ltd</p> <p><iframe frameborder="0" height="485" scrolling="no" src="//" style="border:1px solid #CCC; border-width:1px; margin-bottom:5px; max-width: 100%;" width="595"></iframe></p> <p>&nbsp;</p> <p><strong>The Internet of Medical Things</strong> - James Champion, Qualcomm Life</p> <p><iframe frameborder="0" height="485" scrolling="no" src="//" style="border:1px solid #CCC; border-width:1px; margin-bottom:5px; max-width: 100%;" width="595"></iframe></p> <p>&nbsp;</p> <p><strong>Making waves by delivering a new class of wireless connectivity for all</strong> - Ray McConnell, Blu Wireless</p> <p><iframe frameborder="0" height="485" scrolling="no" src="//" style="border:1px solid #CCC; border-width:1px; margin-bottom:5px; max-width: 100%;" width="595"></iframe><strong><a href="" target="_blank">K</a></strong></p> <p>&nbsp;</p> <p><strong>Delivering a new class of connectivity for health </strong>- Helen Harrison, Satellite Applications Catapult</p> <p><iframe frameborder="0" height="485" scrolling="no" src="//" style="border:1px solid #CCC; border-width:1px; margin-bottom:5px; max-width: 100%;" width="595"></iframe></p>Contact: <a href=""></a>Contact: <a href=""></a> 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> Space Exports Forum - November Tue, 20 Nov 2018 09:29:37 +0000 CRM Sync The 5th meeting of the Space Exports Forum, hosted at techUK in partnership with Space Growth Partnership and UKspace. <p>This is part of a series of events supporting the UK&rsquo;s Industrial Strategy, specifically helping any companies with an interest in space products and services to improve export performance.<br><br> Following on from the previous Forums this event focused&nbsp;on driving into emerging global space markets.</p> <p>Speakers included:</p> <p>Speakers:</p> <ul><li>Graham Peters, Avanti</li> <li>Julian Mann, DIT</li> <li>Charlie Haire, UK Space Agency</li> <li>Jaime Reed, CGI</li> <li>James Cemmell, Inmarsat</li> <li>Steven Jewitt-Fleet, DIT</li> </ul><p><u><strong>Agenda</strong></u></p> <p><strong>Current status of the Space Growth Partnership and proposed Sector Deal</strong></p> <p><iframe frameborder="0" height="485" scrolling="no" src="//" style="border:1px solid #CCC; border-width:1px; margin-bottom:5px; max-width: 100%;" width="595"></iframe></p> <p>&nbsp; </p><p><strong>USA and India campaign update</strong></p> <p><iframe frameborder="0" height="485" scrolling="no" src="//" style="border:1px solid #CCC; border-width:1px; margin-bottom:5px; max-width: 100%;" width="595"></iframe></p> <p>&nbsp; </p><p><strong>UK Space Agency update</strong></p> <p><iframe frameborder="0" height="485" scrolling="no" src="//" style="border:1px solid #CCC; border-width:1px; margin-bottom:5px; max-width: 100%;" width="595"></iframe></p> <p>&nbsp; </p><p><strong>Emerging markets and Indonesia case study</strong></p> <ul><li>&nbsp; Indonesia experience from CGI</li> <li>&nbsp; Indonesia experience from Inmarsat</li> </ul><p><iframe frameborder="0" height="485" scrolling="no" src="//" style="border:1px solid #CCC; border-width:1px; margin-bottom:5px; max-width: 100%;" width="595"></iframe></p> <p>&nbsp; </p><p><strong>Dubai World Expo 2020</strong></p> <p><iframe frameborder="0" height="485" scrolling="no" src="//" style="border:1px solid #CCC; border-width:1px; margin-bottom:5px; max-width: 100%;" width="595"></iframe></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> Cloud, Data Analytics and AI | November Update Mon, 19 Nov 2018 13:35:17 +0000 CRM Sync Read November’s edition of the techUK Cloud, Data, Analytics and AI newsletter. <p>Welcome to techUK&rsquo;s November edition of the Cloud, Data Analytics and AI newsletter! I hope you find this month&rsquo;s update a helpful overview of the latest news, events and opportunities to get involved with our programme.</p> <p>It&rsquo;s hard to believe that it is nearly December and we are coming to the end of this year. Not before one of our biggest events of the year! techUK&rsquo;s second annual Digital Ethics Summit is being held on Wednesday 12 December with a great line up of speakers who will be assessing the progress made over the last twelve months to build the capacity and capabilities needed to recognise, identify and address digital ethical issues. This must attend event is organised by techUK in partnership with the Royal Statistical Society, Wellcome Trust, Royal Society, British Academy, University of Oxford Data Ethics Lab, Open Data Institute, the RSA, The Alan Turing Institute and the Leverhulme Centre for the Future of Intelligence and The Nuffield Foundation&rsquo;s Ada Lovelace Institute.</p> <p>Please book your free ticket to the&nbsp;Digital Ethics Summit&nbsp;as spaces are going quickly and we do expect the event to be sold out soon, so don't miss out. We look forward to seeing lots of you there!</p> <p>All the best,<br><br> Sue<br><br> Sue Daley<br> Head of Cloud, Data Analytics and AI<br><a href=""></a></p> <hr><h2><strong>techUK Cloud, Data, Analytics and AI News</strong></h2> <p><a href="">Supercharging the Digital Economy podcast</a></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 Liliana Danila, Economist at the British Retail Consortium to go through why technology is impacting high street stores and online shopping experiences. He then catches up with techUK&rsquo;s Jessica Russell, programme manager for transport and smart cities, to discuss techUK&rsquo;s new report, <a href="">Future Mobility Services in the UK</a>.</p> <p><strong>3 December</strong>&nbsp;&ndash;&nbsp;<a href="">techUK&rsquo;s Cloud 2020 vision &ndash; Are we there yet?</a><br> On 3 December from 15:00-17.00 (registration 14:30-15:00) come and join techUK's Cloud 2020 debate, where key cloud computing leaders will discuss and assess progress made in our recommendations in the Cloud 2020 paper and what actions may still be needed as we look ahead. The session will also consider whether there are important issues that will impact the future development of the cloud computing market in the UK.</p> <p><a href="">Budget 2018 round up</a></p> <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. Alongside our Budget Briefing techUK is publishing a separate note on the Digital Services Tax announced by the Chancellor.</p> <p><a href="">Same footprint, more capacity: Using AI to drive infrastructure</a></p> <p>On 18 June, techUK, in partnership with the Institution of Civil Engineers (ICE) and The Alan Turning Institute, held a one-day design AI sprint. The event explored AI, machine learning and data science: shaping the future of existing infrastructure opportunities and addressed the challenges of using AI to enhance the function of infrastructure assets in our existing infrastructure.</p> <p><a href="">Artificial Intelligence - A game changer for ocean conservation?</a></p> <p>Read this blog from Katherine Mayes, Programme Manager- Cloud, Data, Analytics and AI at techUK, as part of <a href="">#GreenWeek</a>. There&rsquo;s no question that improving the health of our ocean and making significant steps to reduce global warming will be vital for human survival.</p> <hr><h2><strong>Other News and Comments</strong></h2> <p><a href="">Europe&rsquo;s AI ethics chief: No rules yet, please</a> (POLITICO)</p> <p><a href="">Five new AI medical centres to open across the UK next year</a> (The Telegraph)</p> <p><a href="">The importance of AI education in the UK</a> (Information Age)</p> <p><a href="">Majority of councils using data analytics to improve services</a> (Local Gov)</p> <p><a href="">UK third-party data centre market is largest in Europe</a> (Cloud Pro)</p> <p><a href="">AI art at Christie&rsquo;s sells for $432,500</a> (The New York Times)</p> <hr><h2><strong>Upcoming events</strong></h2> <p><strong>Get involved: &lsquo;Council of the Future&rsquo; Campaign week</strong></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 local public services of the future. One of the key themes we are exploring is the emerging technologies that will be shaping the future of local public services, and we&rsquo;d be delighted to get your views on this. If you would like to contribute, please email <a href="">Georgina Maratheftis</a>. 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=";K=xSFzCupJHm-0arbCXG_Dtw" target="_blank" title="">contributor guidelines here.</a></p> <p><strong>29 November</strong> &ndash; <a href="">Defence Logistics Hackathon</a></p> <p>Accelerating Logistics Decision Support through exploiting Artificial Intelligence (AI) &amp; Machine Learning (ML) capabilities. The intent of this hackathon is to demonstrate the ability to analyse and share structured and unstructured multi-source data; maintaining its classification and permission-based access rules at machine speed. This event will provide a great opportunity to demonstrate your ability to solve current Defence Logistic challenges, as well as the opportunity to network with senior decision makers and end users within this area. Following the event, you will be invited to submit a fully costed proposal which could lead to securing funding to further develop your product</p> <p><strong>3 December &ndash;&nbsp;</strong><a href="">techUK&rsquo;s Cloud 2020 vision &ndash; Are we there yet?</a></p> <p>Check out techUK's follow up debate to our Cloud 2020 paper. In 2016, techUK published its Cloud 2020 Vision for keeping the UK at the forefront of cloud adoption. With 2020 nearly upon us, techUK wants to review what progress has been made and what may still need to be done.</p> <p><strong>12 December &ndash; </strong><a href="">Digital Ethics Summit</a></p> <p>Registration for techUK&rsquo;s Digital Ethics Summit is now open! Click the link above to register. On the 12 December, techUK&nbsp;will be holding its second annual Digital Ethics Summit. The event will bring together stakeholders&nbsp;to assess the progress made over the last twelve months to build the capacity and capabilities needed to&nbsp;recognise, identify and address digital ethical issues and concerns. We will consider whether the practical action that has been taken is enough and discuss what more may be needed.</p> <p><strong>12 December</strong>&nbsp;<strong>&ndash;&nbsp;</strong>Members in the Cloud and Analytics space&nbsp;<a href="">are invited to a virtual meet-up on &lsquo;Big Data in Conservation&rsquo;</a>.&nbsp;The webinar is being hosted by&nbsp;WILDLABS, a community of technologists looking at how tech can address conservation challenges.</p> <p><strong>22 January</strong> <strong>&ndash; </strong>&nbsp;<a href="">Brit-twin: towards a national digital twin</a></p> <p>techUK will be bringing together public and private sector, policy makers, decision makers and innovators to forge an understanding of just what might be involved in making the national digital twin a reality, and how the tech sector can help to deliver this ambition, taking it beyond the pilot stage.</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>