conservativehome--2020-10-19--The new testing plan that Johnson believes will help him control the virus – and win back the suppor

The new testing plan that Johnson believes will help him control the virus – and win back the support of Conservative MPs

The pincer movement on the Government from Keir Starmer , calling for a “ circuit-breaker ” , and Conservative MPs , urging a Sweden-type policy , has been enabled by a political development amidst the Covid-19 crisis .
It ’ s the same one that has spurred Andy Burnham ’ s public resistance to Ministers in Manchester , and complaints from Tory backbenchers that their lower-Coronavirus suburban seats are being lumped in with higher-virus urban ones under the new three-tiers plan .
Namely , a loss of confidence in the central element of Boris Johnson ’ s strategy , and @ @ @ @ @ @ @ : test and trace .
The scheme depends on finding within 48 hours 80 per cent of those who have been in contact with someone who a test has confirmed has Covid-19 .
And on those who are so traced then self-isolating for the required period .
ConservativeHome hasn ’ t yet found anyone with knowledge of the system who believes that this target will be hit , despite the localisation of tracing that the Government has recently agreed to .
However , Downing Street and senior Ministers believe that there is now @ @ @ @ @ @ @ it currently finds itself in – one that will put Starmer back in his box , quell the calls for a national lockdown , relax the three-tiered restrictions plan and quieten those restive Tory backbenchers : a new testing programme entirely .
It is centred around two kinds of tests – in the jargon , LAMP tests and lateral-flow tests .
The key to the latter is that they cut out the need for tracing , because of the scale at which they can be delivered .
If there are enough tests , @ @ @ @ @ @ @ fast enough , then an elaborate tracing programme simply isn ’ t necessary .
Crucially , the lateral-flow tests can deliver a result within 15 minutes or so .
This programme is the Prime Minister ’ s “ moonshot ” .
Trials will be rolled out in some of the worst affected regions to universities , with students tested weekly ; to care homes , with staff tested fortnightly , and schools , where pupils and staff will be tested in the event of an outbreak .
Meanwhile , the LAMP tests will @ @ @ @ @ @ @ in seven urban areas .
These require contact tracing .
So the results will be collected by NHS Test and Trace , and then published as part of the daily case numbers .
Millions of these new tests – the lateral-flow ones are all done by means of swabs and don ’ t need to be sent off to laboratories – have already been bought .
Similar ones are being used in America .
Government sources claim that present trials with students show that a higher proportion of the latter are prepared to @ @ @ @ @ @ @ that they have the virus , than if contacted by a tracer , and told that they might do ( which makes sense ) .
Unusually , the Prime Minister underplayed the chances of an immediate breakthrough last week , saying that “ no country in the world is regularly testing millions of people ” .
The Government will now need “ to take the time to establish how to do this effectively and safely , and to build the logistics and distribution operation necessary for a large scale operation across the country @ @ @ @ @ @ @ .
It will involve streamlining and if necessary changing the administrative and legal framework that obstructs parts of the NHS from sharing data with government , and the private sector from delivering tests .
The present test and trace scheme will continue ( Ministers insist that it is on track to hit a 500,000 daily testing capacity target by the end of this month ) and the Department of Health will be responsible for the delivery of the new programme .
Nonetheless , it is Downing Street itself that has been driving the @ @ @ @ @ @ @ , companies and deliverers : a new operational system , in short .
One Government insider says that , if the new scheme is to work , private sector involvement is crucial .
“ We need to get to the point where , say , pubs and football clubs can deliver the lateral-flow tests themselves ” .
There is frustration with the gold-plating of laws and regulations that make data sharing more difficult .
How soon could the new tests really start to deliver results ?
One MP insider told this site that @ @ @ @ @ @ @ a couple of months ” , but all concerned are being cautious .
Ministers with a range of approaches to tackling the virus were supportive of the new plans when quizzed about them .
The question is whether Tory MPs , and in particular the 50 or so who have voted against the Government on scrutiny and the strategy , will be as easily reassured .
They will ask some searching questions .
The moonshot is , after all , trials to date .
What if they don ’ t work ?
Or @ @ @ @ @ @ @ , because of the legal and bureaucratic obstacles to which insiders refer ?
Given the operational and cultural failures of the state to date – the NHS app fiasco during the summer ; the recent under-reporting of tests ; the use of outdated software ; the chaos over airports ; the carnage in care homes ; the grim death numbers – they are also bound to say : why should it all be different this time ?
Johnson will hope that early successes will win them round , and that political life will @ @ @ @ @ @ @ tracing , as local authorities and health trusts begin to deliver it on the ground ) .
As the number of tests scaled up , Starmer ’ s push would then falter , the three-tier system could be eased , pressure from local councils , not least Conservative ones , would wind down – and the UK really might emerged as the “ world-beater ” that the Prime Minister has promised so often .
All this would happen , please note , whether a vaccine is delivered successfully or not .
Our sense @ @ @ @ @ @ @ than some Government scientific advisers on this point – a subject big enough for another day .
The moonshot may work and it may not .
But even if it does , there is a question about political timing .
If those quick wins don ’ t come , neither Tory MPs nor local authorities will be reassured , and Johnson will find himself pulled betweeen loosening and lockdowns , with more defeats in Parliament and even less authority .
Either way , Ministers need to change the public conversation , or try @ @ @ @ @ @ @ – through reports on the healthcare and economic impact on lives and livelihoods of lockdowns , restrictions and Covid-19 itself .

The pincer movement on the Government from Keir Starmer, calling for a “circuit-breaker”, and Conservative MPs, urging a Sweden-type policy, has been enabled by a political development amidst the Covid-19 crisis.
It’s the same one that has spurred Andy Burnham’s public resistance to Ministers in Manchester, and complaints from Tory backbenchers that their lower-Coronavirus suburban seats are being lumped in with higher-virus urban ones under the new three-tiers plan.
Namely, a loss of confidence in the central element of Boris Johnson’s strategy, and the strategic alternative to lockdowns and loosening: test and trace.
The scheme depends on finding within 48 hours 80 per cent of those who have been in contact with someone who a test has confirmed has Covid-19. And on those who are so traced then self-isolating for the required period.
ConservativeHome hasn’t yet found anyone with knowledge of the system who believes that this target will be hit, despite the localisation of tracing that the Government has recently agreed to.
However, Downing Street and senior Ministers believe that there is now a way out of the predicament that it currently finds itself in – one that will put Starmer back in his box, quell the calls for a national lockdown, relax the three-tiered restrictions plan and quieten those restive Tory backbenchers: a new testing programme entirely.
It is centred around two kinds of tests – in the jargon, LAMP tests and lateral-flow tests. The key to the latter is that they cut out the need for tracing, because of the scale at which they can be delivered.
If there are enough tests, after all, and they deliver results fast enough, then an elaborate tracing programme simply isn’t necessary. Crucially, the lateral-flow tests can deliver a result within 15 minutes or so. This programme is the Prime Minister’s “moonshot”.
Trials will be rolled out in some of the worst affected regions to universities, with students tested weekly; to care homes, with staff tested fortnightly, and schools, where pupils and staff will be tested in the event of an outbreak.
Meanwhile, the LAMP tests will be concentrated on testing asymptomatic NHS staff in seven urban areas. These require contact tracing. So the results will be collected by NHS Test and Trace, and then published as part of the daily case numbers.
Millions of these new tests – the lateral-flow ones are all done by means of swabs and don’t need to be sent off to laboratories – have already been bought. Similar ones are being used in America.
Government sources claim that present trials with students show that a higher proportion of the latter are prepared to self-isolate if tested directly, and told that they have the virus, than if contacted by a tracer, and told that they might do (which makes sense).
Unusually, the Prime Minister underplayed the chances of an immediate breakthrough last week, saying that “no country in the world is regularly testing millions of people”.
The Government will now need “to take the time to establish how to do this effectively and safely, and to build the logistics and distribution operation necessary for a large scale operation across the country”. That will involve a shake-up.
It will involve streamlining and if necessary changing the administrative and legal framework that obstructs parts of the NHS from sharing data with government, and the private sector from delivering tests.
The present test and trace scheme will continue (Ministers insist that it is on track to hit a 500,000 daily testing capacity target by the end of this month) and the Department of Health will be responsible for the delivery of the new programme.
Nonetheless, it is Downing Street itself that has been driving the moonshot, working with scientists, laboratories, companies and deliverers: a new operational system, in short.
One Government insider says that, if the new scheme is to work, private sector involvement is crucial. “We need to get to the point where, say, pubs and football clubs can deliver the lateral-flow tests themselves”. There is frustration with the gold-plating of laws and regulations that make data sharing more difficult.
How soon could the new tests really start to deliver results? One MP insider told this site that it might be as soon as “a couple of months”, but all concerned are being cautious.
Ministers with a range of approaches to tackling the virus were supportive of the new plans when quizzed about them. The question is whether Tory MPs, and in particular the 50 or so who have voted against the Government on scrutiny and the strategy, will be as easily reassured.
They will ask some searching questions. The moonshot is, after all, trials to date. What if they don’t work? Or can’t be rolled out smoothly, because of the legal and bureaucratic obstacles to which insiders refer?
Given the operational and cultural failures of the state to date – the NHS app fiasco during the summer; the recent under-reporting of tests; the use of outdated software; the chaos over airports; the carnage in care homes; the grim death numbers – they are also bound to say: why should it all be different this time?
Johnson will hope that early successes will win them round, and that political life will be breathed back into testing (and tracing, as local authorities and health trusts begin to deliver it on the ground).
As the number of tests scaled up, Starmer’s push would then falter, the three-tier system could be eased, pressure from local councils, not least Conservative ones, would wind down – and the UK really might emerged as the “world-beater” that the Prime Minister has promised so often.
All this would happen, please note, whether a vaccine is delivered successfully or not. Our sense is that Number 10 is less optimistic than some Government scientific advisers on this point – a subject big enough for another day.
The moonshot may work and it may not. But even if it does, there is a question about political timing. If those quick wins don’t come, neither Tory MPs nor local authorities will be reassured, and Johnson will find himself pulled betweeen loosening and lockdowns, with more defeats in Parliament and even less authority.
Either way, Ministers need to change the public conversation, or try to, about the balance of risk – through reports on the healthcare and economic impact on lives and livelihoods of lockdowns, restrictions and Covid-19 itself.


conservativehome--2020-10-19--Bob Neill: There is no good reason to apply the same Covid restrictions throughout London

Sir Bob Neill is MP for Bromley and Chiselhurst , and is Chair of the Justice Select Committee .
I do not naturally sit on the libertarian wing of our Party , and neither am I an adherent of the Great Barrington Declaration proposals that some of my colleagues embrace .
I am very much a One Nation Tory and , like my Bromley predecessor , Harold Macmillan , not adverse to state intervention in the right circumstances .
And yet , despite those differences , I find myself agreeing with the view of many who fall into these two @ @ @ @ @ @ @ approach to this pandemic is not only increasingly clumsy and ill thought through , but in itself , potentially dangerous .
I reach that conclusion based not on ideology but instead , like a growing number of my colleagues , through a frustration that what the Government claims it is doing – targeted local interventions based on the evidence , something I wholeheartedly support – and what it is actually doing – taking a broadbrush to lockdown great swathes of the country – are two very different things .
Our response to Covid-19 @ @ @ @ @ @ @ That was a much harder task in March when far less was known about the virus , how it spreads , who is most at risk , and how it is best treated .
Seven months on , and thanks to the genuinely inspiring work of those researchers and experts toiling in the field , we find ourselves in a very different position .
Let me be clear : I have the upmost respect for our medical and scientific advisers .
They are tasked with providing their honest and truthful assessment to ministers @ @ @ @ @ @ @ and I give short shrift to anyone who criticises them for doing so .
But , just as it is their job to say how they see it from their particular area of expertise , it the job of politicians to mediate between , on the one hand , the feedback they are receiving from SAGE , and on the other , the very real evidence , seen on every high street and in every city centre , of businesses in free fall .
That is no easy balance to strike , but @ @ @ @ @ @ @ .
Regrettably , by moving the entirety of London into Tier 2 , the Government is widely missing the mark .
As the Prime Minister knows well from his time as Mayor , our capital is a vibrant patchwork of different communities – just one of the things that makes it perhaps the greatest city in the world .
From the calm of Richmond Park to the hustle and bustle of Brick Lane , and with a population over three times the size of the UK ’ s next largest metropolitan area , @ @ @ @ @ @ @ is big .
Why then is it deemed acceptable to assume that what is necessary in one area will be suitable in another ?
The London Borough of Bromley , a part of which I am proud to represent , is a case in point .
Bordering Kent , and twelve times larger in size than the Royal Borough of Kensington and Chelsea , with our large parks , ancient woodlands , and even an open farm or two , you ’ d be forgiven for forgetting you were just a 25 minute @ @ @ @ @ @ @ cases are rising in Bromley , like many suburbs in the south of the city , they remain considerably lower than in other parts of London ( at the time of writing , Bromley has roughly 70 cases per 100,000 , compared to 144 in Ealing ) .
When I made that case to the Health Secretary , the significant number of commuters in our capital was given as the reason for the pursual of this blanket strategy .
But again , that simply isn ’ t born out in the evidence .
@ @ @ @ @ @ @ the Government ’ s own statistics , tube journeys are only at 33 per cent compared to the same time last year , and bus journeys 59 per cent .
Overground train commuting is also reckoned to be down to 10 to 15 per cent of pre-Coronavirus levels .
The Government should be in no doubt : this one-size fits all approach will have real repercussions , not just for businesses , especially those in the hospitality , events and arts sectors , but also for hundreds of thousands of isolated , elderly @ @ @ @ @ @ @ that Bromley is home to more pensioners than any other London borough ? )
.
Additional and targeted support must now be provided .
I do not for one second underestimate the seriousness of this virus or the need to protect the NHS , nor am I against strict interventions , but a far more localised and nuanced approach , as Germany and others have shown is possible , should be the way forward .
Clobbering businesses in London to make admittedly difficult political decisions elsewhere more palatable is not .
And finally @ @ @ @ @ @ @ take the public with us , we have to be honest about the broader costs and trade-offs involved .
Failing to control the pandemic obviously has serious health consequences , but missed hospital appointments and medical tests for other conditions ( some themselves life-threatening ) does too , as does isolation and separation from family and friends .
The same risk to mental and physical health is there with increased unemployment , or the stress of seeing the collapse of a family business built up over many years .
Of course , we @ @ @ @ @ @ @ we will not do that in the long run if we wreck the economy and destroy the tax base that funds it .
Sad to say , I do not think we are always getting that balance right .

Sir Bob Neill is MP for Bromley and Chiselhurst, and is Chair of the Justice Select Committee.
I do not naturally sit on the libertarian wing of our Party, and neither am I an adherent of the Great Barrington Declaration proposals that some of my colleagues embrace. I am very much a One Nation Tory and, like my Bromley predecessor, Harold Macmillan, not adverse to state intervention in the right circumstances.
And yet, despite those differences, I find myself agreeing with the view of many who fall into these two former camps: the Government’s approach to this pandemic is not only increasingly clumsy and ill thought through, but in itself, potentially dangerous.
I reach that conclusion based not on ideology but instead, like a growing number of my colleagues, through a frustration that what the Government claims it is doing – targeted local interventions based on the evidence, something I wholeheartedly support – and what it is actually doing – taking a broadbrush to lockdown great swathes of the country – are two very different things.
Our response to Covid-19 should be firmly rooted in empiricism. That was a much harder task in March when far less was known about the virus, how it spreads, who is most at risk, and how it is best treated. Seven months on, and thanks to the genuinely inspiring work of those researchers and experts toiling in the field, we find ourselves in a very different position.
Let me be clear: I have the upmost respect for our medical and scientific advisers. They are tasked with providing their honest and truthful assessment to ministers, including on worst case scenarios, and I give short shrift to anyone who criticises them for doing so.
But, just as it is their job to say how they see it from their particular area of expertise, it the job of politicians to mediate between, on the one hand, the feedback they are receiving from SAGE, and on the other, the very real evidence, seen on every high street and in every city centre, of businesses in free fall. That is no easy balance to strike, but we are elected to make tough decisions.
Regrettably, by moving the entirety of London into Tier 2, the Government is widely missing the mark. As the Prime Minister knows well from his time as Mayor, our capital is a vibrant patchwork of different communities – just one of the things that makes it perhaps the greatest city in the world. From the calm of Richmond Park to the hustle and bustle of Brick Lane, and with a population over three times the size of the UK’s next largest metropolitan area, it’s as diverse as it is big.
Why then is it deemed acceptable to assume that what is necessary in one area will be suitable in another? The London Borough of Bromley, a part of which I am proud to represent, is a case in point. Bordering Kent, and twelve times larger in size than the Royal Borough of Kensington and Chelsea, with our large parks, ancient woodlands, and even an open farm or two, you’d be forgiven for forgetting you were just a 25 minute train journey from Charing Cross.
Although cases are rising in Bromley, like many suburbs in the south of the city, they remain considerably lower than in other parts of London (at the time of writing, Bromley has roughly 70 cases per 100,000, compared to 144 in Ealing).
When I made that case to the Health Secretary, the significant number of commuters in our capital was given as the reason for the pursual of this blanket strategy. But again, that simply isn’t born out in the evidence. As of this week, even by the Government’s own statistics, tube journeys are only at 33 per cent compared to the same time last year, and bus journeys 59 per cent. Overground train commuting is also reckoned to be down to 10 to 15 per cent of pre-Coronavirus levels.
The Government should be in no doubt: this one-size fits all approach will have real repercussions, not just for businesses, especially those in the hospitality, events and arts sectors, but also for hundreds of thousands of isolated, elderly or vulnerable people (did anyone consider that Bromley is home to more pensioners than any other London borough?). Additional and targeted support must now be provided.
I do not for one second underestimate the seriousness of this virus or the need to protect the NHS, nor am I against strict interventions, but a far more localised and nuanced approach, as Germany and others have shown is possible, should be the way forward. Clobbering businesses in London to make admittedly difficult political decisions elsewhere more palatable is not.
And finally, if we are to continue to take the public with us, we have to be honest about the broader costs and trade-offs involved. Failing to control the pandemic obviously has serious health consequences, but missed hospital appointments and medical tests for other conditions (some themselves life-threatening) does too, as does isolation and separation from family and friends. The same risk to mental and physical health is there with increased unemployment, or the stress of seeing the collapse of a family business built up over many years.
Of course, we want to protect the NHS, but we will not do that in the long run if we wreck the economy and destroy the tax base that funds it. Sad to say, I do not think we are always getting that balance right.


conservativehome--2020-10-19--Neil O’Brien: Here are three urgent responses to China’s growing power – which we will soon have an

Neil O’Brien: Here are three urgent responses to China’s growing power – which we will soon have an opportunity to make

Are we , in fact , losing the competition with China ?
Consider current events .
The IMF predicts China will be the only country with a positive growth rate this year .
Since 2004 the UK ’ s share of world manufacturing halved from four per cent to two per cent , while China ’ s rose from nine per cent to 28 per cent .
Being a surveillance state has proved handy in the crisis : detecting a dozen Coronavirus cases , the Chinese city of Qingdao is testing its entire population of nine million people for Covid-19 @ @ @ @ @ @ @ Whether it ’ s the holographic windows on the Beijing subway , or the scary videos of the People ’ s Liberation Army showing off its new mobile drone swarms , the sense that we are being overtaken is palpable .
So is the increasingly authoritarian and militaristic nature of the Chinese regime .
Every day the Chinese press is full of two things .
First , ever more lavish praise for Xi Jinping , now officially elevated to “ People ’ s Leader ” , and increasingly exercising one-man rule .
Second @ @ @ @ @ @ @ that dare to cross China .
This week it was the turn of Canada , which was warned not to accept refugees from Hong Hong on pain of having more Canadian citizens arrested in China .
There ’ s a steadily louder drumbeat of threats to crush Taiwan : the other day Xi called on troops to “ focus all [ your ] minds and energy on preparing for war ” , and Taiwan revealed it had been forced to scramble jets 2,972 times against Chinese aircraft incursions this year .
A new @ @ @ @ @ @ @ .
How should we respond ?
In the next month or two we should see the publication of the Integrated Review .
This is a big improvement on previous Strategic Defence Reviews in that it goes wider , to think about economic competition , not just military rivalry .
The Review is a big deal , and in a world with no virus it would be headline news .
Other countries are considering the same issues .
The EU now officially describes China as a “ systemic rival ” and “ strategic competitor @ @ @ @ @ @ @ a huge amount of actions ( on a cross party basis ) to protect its interests from China .
While we ’ ve had less debate in the UK , we face exactly the same challenge .
In a speech last week , the head of MI5 noted that while Beijing ’ s espionage efforts typically take the form of “ hacking commercially sensitive information or commercially sensitive data , and intellectual property ” , UK spies have also detected attempts by Chinese counterparts to influence UK politics .
China is “ changing @ @ @ @ @ @ @ This is sensible .
So what should the Integrated Review do on China ?
For me there are three big things .
First , we need an Australian style counter-influence unit to combat attempts to meddle in our politics Like the Australian equivalent , it should be empowered to tackle a range of issues .
Top London lobbying firms paid by hostile states for starters .
We wouldn ’ t have let the Soviet Union hire Saatchi & Saatchi in the cold war , so why don ’ t lobbyists have to declare @ @ @ @ @ @ @ now ?
Universities could use more oversight and guidance too – witness the Chinese cash-for-influence scandal at Jesus College Cambridge .
The same issues apply in think tanks , businesses and even the House of Lords .
China is quick to snap up ex-permanent secretaries and even ex-spies .
We need a coordinated approach .
Second , we need a new partnership with firms and universities to protect our economic and technology security .
At the moment , we have a completely one-sided relationship , in which China can help itself to whatever @ @ @ @ @ @ @ , buy up any interesting technology firm and even get our universities to work for branches of their military – an approach described in Beijing as ‘ picking flowers in foreign lands to make honey in China ’ .
Through coercive joint ventures and corporate espionage , China can perform a sort of supermarket sweep on the intellectual property of the west .
Meanwhile China bans investment in swathes of its economy , locks up people suspected of leaking industrial secrets and has just passed tight new laws on the export of key @ @ @ @ @ @ @ version of the same mercantilism that saw China guard the secrets of silk-making for hundreds of years , but the real question is why we allow a one way transfer of technology ?
A new unit in Number Ten or the Treasury should coordinate relationships with industry to help identify who is sniffing around new technologies – perhaps we need a UK version of the US Business Entrepreneurs Networks which help US government build up market intelligence .
We also need greater transparency on who is working with our universities .
At present @ @ @ @ @ @ @ on who is funding them from overseas .
Many firms would love help to counter hacking of their secrets or advice on tie-ups with Chinese firms .
There should be an obvious place to turn to in government to get it .
Third , we need an “ Office for the Future ” .
China ’ s growing dominance isn ’ t just built on exploiting naive western countries , but on a relentless focus on research and industrial strategy which we should learn from .
However , in government I felt that @ @ @ @ @ @ @ to help us think about technology add up to less than the sum of their parts .
Collectively the Government Office for Science , the Council for Science and Technology , UKRI , BEIS the Research Councils and learned societies have many brilliant people , but the system lacks a controlling mind or plan .
Some of this is about the wider civil service , and we should learn from Singapore : the world ’ s best civil service .
Some of it is about our growing our pitiful level of investment in @ @ @ @ @ @ @ over the decades just as China ’ s grew .
But we also need a plan .
We need some part of government to be aware of the significance of new technologies and emerging firms before they have been snaffled and carted of to China or anywhere else .
Research funding in government isn ’ t industrially-focussed enough .
We need a unit to think commercially about where we should concentrate research investment , and where we shouldn ’ t .
To work out what we need to do to be ready to @ @ @ @ @ @ @ in the way that Beijing is so good at .
In a new book , “ The Wake-Up Call ” , John Micklethwait and Adrian Wooldridge sketch out how the virus has exposed the challenges facing the UK and other western countries , and the scale of the challenge we ’ re facing .
It reminds me a bit of the late 1970s , when Helmut Schmidt , then West Germany ’ s Chancellor , declared : “ England is no longer a developed country , ” and Nick Henderson ’ s famous @ @ @ @ @ @ @ Eventually we get angry enough to do something about it , and elected Margaret Thatcher .
This time the problems are different and we are already in government .
But the urgency is just the same .
Let us hope that the Integrated Review can be part of the wake-up call we need .

Neil O’Brien is MP for Harborough.
Are we, in fact, losing the competition with China?
Consider current events. The IMF predicts China will be the only country with a positive growth rate this year. Since 2004 the UK’s share of world manufacturing halved from four per cent to two per cent, while China’s rose from nine per cent to 28 per cent.
Being a surveillance state has proved handy in the crisis: detecting a dozen Coronavirus cases, the Chinese city of Qingdao is testing its entire population of nine million people for Covid-19 over a period of five days.
Whether it’s the holographic windows on the Beijing subway, or the scary videos of the People’s Liberation Army showing off its new mobile drone swarms, the sense that we are being overtaken is palpable.
So is the increasingly authoritarian and militaristic nature of the Chinese regime. Every day the Chinese press is full of two things. First, ever more lavish praise for Xi Jinping, now officially elevated to “People’s Leader”, and increasingly exercising one-man rule. Second, increasingly dire threats to other countries that dare to cross China.
This week it was the turn of Canada, which was warned not to accept refugees from Hong Hong on pain of having more Canadian citizens arrested in China. There’s a steadily louder drumbeat of threats to crush Taiwan: the other day Xi called on troops to “focus all [your] minds and energy on preparing for war”, and Taiwan revealed it had been forced to scramble jets 2,972 times against Chinese aircraft incursions this year.
A new and not very friendly superpower is emerging. How should we respond?
In the next month or two we should see the publication of the Integrated Review. This is a big improvement on previous Strategic Defence Reviews in that it goes wider, to think about economic competition, not just military rivalry.
The Review is a big deal, and in a world with no virus it would be headline news.
Other countries are considering the same issues. The EU now officially describes China as a “systemic rival” and “strategic competitor”, while the US is taking a huge amount of actions (on a cross party basis) to protect its interests from China.
While we’ve had less debate in the UK, we face exactly the same challenge.
In a speech last week, the head of MI5 noted that while Beijing’s espionage efforts typically take the form of “hacking commercially sensitive information or commercially sensitive data, and intellectual property”, UK spies have also detected attempts by Chinese counterparts to influence UK politics. China is “changing the climate,” he said:
“Sometimes our role is to spot the hidden State hand in the pursuit of promising UK companies whose acquisition might dent our future prosperity and security. On China, we need expansive teamwork – a broad conversation across government and crucially beyond, to reach wise judgements around how the UK interacts with China on both opportunities and risks.”
This is sensible. So what should the Integrated Review do on China? For me there are three big things.
First, we need an Australian style counter-influence unit to combat attempts to meddle in our politics
Like the Australian equivalent, it should be empowered to tackle a range of issues. Top London lobbying firms paid by hostile states for starters. We wouldn’t have let the Soviet Union hire Saatchi & Saatchi in the cold war, so why don’t lobbyists have to declare payments from arms of the Chinese state now?
Universities could use more oversight and guidance too – witness the Chinese cash-for-influence scandal at Jesus College Cambridge. The same issues apply in think tanks, businesses and even the House of Lords. China is quick to snap up ex-permanent secretaries and even ex-spies. We need a coordinated approach.
Second, we need a new partnership with firms and universities to protect our economic and technology security.
At the moment, we have a completely one-sided relationship, in which China can help itself to whatever university research it wants from the UK, buy up any interesting technology firm and even get our universities to work for branches of their military – an approach described in Beijing as ‘picking flowers in foreign lands to make honey in China’.
Through coercive joint ventures and corporate espionage, China can perform a sort of supermarket sweep on the intellectual property of the west. Meanwhile China bans investment in swathes of its economy, locks up people suspected of leaking industrial secrets and has just passed tight new laws on the export of key technologies.
It’s a modern version of the same mercantilism that saw China guard the secrets of silk-making for hundreds of years, but the real question is why we allow a one way transfer of technology?
A new unit in Number Ten or the Treasury should coordinate relationships with industry to help identify who is sniffing around new technologies – perhaps we need a UK version of the US Business Entrepreneurs Networks which help US government build up market intelligence.
We also need greater transparency on who is working with our universities. At present we don’t even collect data on who is funding them from overseas. Many firms would love help to counter hacking of their secrets or advice on tie-ups with Chinese firms. There should be an obvious place to turn to in government to get it.
Third, we need an “Office for the Future”.
China’s growing dominance isn’t just built on exploiting naive western countries, but on a relentless focus on research and industrial strategy which we should learn from. However, in government I felt that the different bodies which are currently supposed to help us think about technology add up to less than the sum of their parts.
Collectively the Government Office for Science, the Council for Science and Technology, UKRI, BEIS the Research Councils and learned societies have many brilliant people, but the system lacks a controlling mind or plan.
Some of this is about the wider civil service, and we should learn from Singapore: the world’s best civil service. Some of it is about our growing our pitiful level of investment in R&D, which has sunk over the decades just as China’s grew.
But we also need a plan. We need some part of government to be aware of the significance of new technologies and emerging firms before they have been snaffled and carted of to China or anywhere else. Research funding in government isn’t industrially-focussed enough. We need a unit to think commercially about where we should concentrate research investment, and where we shouldn’t. To work out what we need to do to be ready to catch the wave of new opportunities, in the way that Beijing is so good at.
In a new book, “The Wake-Up Call”, John Micklethwait and Adrian Wooldridge sketch out how the virus has exposed the challenges facing the UK and other western countries, and the scale of the challenge we’re facing.
It reminds me a bit of the late 1970s, when Helmut Schmidt, then West Germany’s Chancellor, declared: “England is no longer a developed country,” and Nick Henderson’s famous leaked telegram highlighted our rapid descent. Eventually we get angry enough to do something about it, and elected Margaret Thatcher.
This time the problems are different and we are already in government. But the urgency is just the same. Let us hope that the Integrated Review can be part of the wake-up call we need.


conservativehome--2020-10-19--Matthew Elliott: Please apply to invest in Britain’s future and win £10,000

Coming from the world of think-tanks and campaign groups , I have a strong interest in the policy ecosystem that surrounds political parties .
Ahead of Tony Blair ’ s victory in 1997 , think-tanks such as Demos and the Institute for Public Policy Research were established .
And in the 2000s , a plethora of think-tanks ( Centre for Social Justice/Policy Exchange ) , campaign groups ( Business for Sterling/Countryside Alliance ) and websites ( ConservativeHome/Guido Fawkes ) were launched and play an influential role in political discourse .
As well as playing a role in two successful referendum @ @ @ @ @ @ @ , I helped set up the TaxPayers ’ Alliance ( 2004 ) , Big Brother Watch ( 2009 ) , Million Jobs ( 2012 ) , Business for Britain ( 2013 ) and BrexitCentral ( 2016 ) , so policy entrepreneurship is one of my passions .
And even though my focus is now more in the private sector , I still enjoy helping and mentoring new policy entrepreneurs who are setting up the next generation of campaign groups and think-tanks .
At the beginning of my career , I was helped by @ @ @ @ @ @ @ who sadly passed away at the end of July .
I was 25 when we launched the TaxPayers ’ Alliance .
I didn ’ t know any potential financial supporters , so I wrote to the signatories of a Business for Sterling advertisement with my ‘ Strategy Plan ’ .
I thought , if they like BfS , there ’ s a good chance they ’ ll like the TPA .
Stuart was one of the people who very generously sent a contribution which , along with some other donations , gave us @ @ @ @ @ @ @ three months , giving me the confidence to leave my position as a researcher to the Conservative MEP ( now Lord ) Timothy Kirkhope , and go full-time with the TPA .
Seventeen years later , I now find myself in a different position .
My most recent project – the news website BrexitCentral – sent out its 1,085th and final daily email bulletin to the tens of thousands of subscribers we had accrued on February 1 , the day after the UK formally left the European Union .
Alongside those essential morning @ @ @ @ @ @ @ Isaby and his team , we had published more than 2000 articles by over 500 authors , including the current Prime Minister and many of his Cabinet , not to mention Erin O ’ Toole , the man who was elected leader of the Canadian Conservative Party over the summer .
We are now in the final stages of winding up the company – a task which has been somewhat delayed by babies and Covid-19 – so , along with Georgiana Bristol , who worked tirelessly behind the scenes to keep the show @ @ @ @ @ @ @ with the issue of what to do with the last remaining funds .
When we were discussing the matter , I thought about the support that Stuart Wheeler and other donors had given me as we launched the TPA , and we decided that it would be very fitting to use those remaining funds to support the young policy and campaigning entrepreneurs of today – people with the ideas that will tackle the policy challenges of the coming years .
We have two cheques for £10,000 , and we would like to hear @ @ @ @ @ @ @ with an exciting idea or contribution to policy debate .
It could be : • A campaign group or think-tank you have set up , or are hoping to set up ; • A book proposal that you want to take a sabbatical from your current job to research and draft ; • A think-tank report you want to take time off from your current position to write ; • A website or podcast you want to establish , or a short film you wish to make .
That is not an exhaustive @ @ @ @ @ @ @ ideas , the more innovative and entrepreneurial the better .
And because Brexit was supported by people from across the political spectrum , we are open to proposals from all policy positions .
To stress , we are not looking for proposals relating to Brexit or Britain ’ s future relationship with the European Union – we are looking for submissions on any issue , policy or subject that you feel passionate about .
Entries should be emailed to policyentrepreneurs @ brexitcentral.com by midnight on Sunday 8th November 2020 and should cover ( @ @ @ @ @ @ @ A4 ) an outline of your plan an dhow you hope to execute it .
All submissions will then be sifted and judged by a panel comprising Jonathan and I , plus Kate Andrews , Peter Cruddas , Helena Morrissey , Jon Moynihan and Mark Wallace .
And the two winners will be announced by the end of November .
Since I became active in politics , the barriers to entry for policy entrepreneurship have been massively reduced thanks to the Internet .
When I interned at the European Foundation whilst at university @ @ @ @ @ @ @ Mall , it had copies of its European Journal and European Digest professionally printed , which were then posted to subscribers and the opinion formers in Westminster , Whitehall and Fleet Street that it was trying to influence .
It sent press releases out by fax , business was conducted on the telephone or by post , and all these costs were before the general overheads and payroll costs that also needed to be covered .
Fast forward twenty years , and the cost of campaigning has fallen significantly .
From setting up @ @ @ @ @ @ @ broadcasting ideas and opinions to the world is so much cheaper .
But there are still financial barriers , so I hope that this small project will help two policy entrepreneurs of the future , just as Stuart Wheeler helped me with the creation of the TaxPayers ’ Alliance all those years ago .
I look forward to reading your entries and announcing the recipients later this year .

Matthew Elliott was Editor-at-Large of BrexitCentral
Coming from the world of think-tanks and campaign groups, I have a strong interest in the policy ecosystem that surrounds political parties.
Ahead of Tony Blair’s victory in 1997, think-tanks such as Demos and the Institute for Public Policy Research were established. And in the 2000s,a plethora of think-tanks (Centre for Social Justice/Policy Exchange), campaign groups (Business for Sterling/Countryside Alliance) and websites (ConservativeHome/Guido Fawkes) were launched and play an influential role in political discourse.
As well as playing a role in two successful referendum campaigns (NOtoAV and Vote Leave), I helped set up the TaxPayers’ Alliance (2004), Big Brother Watch (2009), Million Jobs (2012), Business for Britain (2013) and BrexitCentral (2016), so policy entrepreneurship is one of my passions. And even though my focus is now more in the private sector, I still enjoy helping and mentoring new policy entrepreneurs who are setting up the next generation of campaign groups and think-tanks.
At the beginning of my career, I was helped by the entrepreneur and philanthropist Stuart Wheeler, who sadly passed away at the end of July. I was 25 when we launched the TaxPayers’Alliance. I didn’t know any potential financial supporters, so I wrote to the signatories of a Business for Sterling advertisement with my ‘Strategy Plan’.
I thought, if they like BfS, there’s a good chance they’ll like the TPA. Stuart was one of the people who very generously sent a contribution which, along with some other donations, gave us the resources to cover my salary for three months, giving me the confidence to leave my position as a researcher to the Conservative MEP (now Lord) Timothy Kirkhope, and go full-time with the TPA.
Seventeen years later, I now find myself in a different position. My most recent project – the news website BrexitCentral – sent out its 1,085th and final daily email bulletin to the tens of thousands of subscribers we had accrued on February 1, the day after the UK formally left the European Union.
Alongside those essential morning emails put together by the indefatigable Jonathan Isaby and his team, we had published more than 2000 articles by over 500 authors, including the current Prime Minister and many of his Cabinet, not to mention Erin O’Toole, the man who was elected leader of the Canadian Conservative Party over the summer.
We are now in the final stages of winding up the company – a task which has been somewhat delayed by babies and Covid-19 – so, along with Georgiana Bristol, who worked tirelessly behind the scenes to keep the show on the road, we are left with the issue of what to do with the last remaining funds.
When we were discussing the matter, I thought about the support that Stuart Wheeler and other donors had given me as we launched the TPA, and we decided that it would be very fitting to use those remaining funds to support the young policy and campaigning entrepreneurs of today – people with the ideas that will tackle the policy challenges of the coming years.
We have two cheques for £10,000, and we would like to hear from people under the age of 35 with an exciting idea or contribution to policy debate. It could be:
A campaign group or think-tank you have set up, or are hoping to set up;
A book proposal that you want to take a sabbatical from your current job to research and draft;
A think-tank report you want to take time off from your current position to write;
A website or podcast you want to establish, or a short film you wish to make.
That is not an exhaustive list – we are interested in all ideas, the more innovative and entrepreneurial the better. And because Brexit was supported by people from across the political spectrum, we are open to proposals from all policy positions.
To stress, we are not looking for proposals relating to Brexit or Britain’s future relationship with the European Union – we are looking for submissions on any issue, policy or subject that you feel passionate about.
Entries should be emailed to policyentrepreneurs@brexitcentral.com by midnight on Sunday 8th November 2020 and should cover (on no more than two sides of A4) an outline of your plan an dhow you hope to execute it. All submissions will then be sifted and judged by a panel comprising Jonathan and I, plus Kate Andrews, Peter Cruddas, Helena Morrissey, Jon Moynihan and Mark Wallace. And the two winners will be announced by the end of November.
Since I became active in politics, the barriers to entry for policy entrepreneurship have been massively reduced thanks to the Internet. When I interned at the European Foundation whilst at university, it had an office in Pall Mall, it had copies of its European Journal and European Digest professionally printed, which were then posted to subscribers and the opinion formers in Westminster, Whitehall and Fleet Street that it was trying to influence. It sent press releases out by fax, business was conducted on the telephone or by post, and all these costs were before the general overheads and payroll costs that also needed to be covered.
Fast forward twenty years, and the cost of campaigning has fallen significantly. From setting up a website to using social media, broadcasting ideas and opinions to the world is so much cheaper. But there are still financial barriers, so I hope that this small project will help two policy entrepreneurs of the future, just as Stuart Wheeler helped me with the creation of the TaxPayers’ Alliance all those years ago.
I look forward to reading your entries and announcing the recipients later this year.
This article was originally published on ConservativeHome on Monday October 19, and we are re-publishing it during each weekday this week in order to advertise this project.


conservativehome--2020-10-20--Andy Street: It’s time to accept that HS2 is a done deal – part of caring for livelihoods as well as

Andy Street: It’s time to accept that HS2 is a done deal – part of caring for livelihoods as well as lives in our region

Andy Street is Mayor of the West Midlands , and is a former Managing Director of John Lewis .
The impact of the Coronavirus pandemic continues to affect all aspects of life , heading the news agenda , fuelling social media and dominating conversation in households everywhere .
A week ago , the West Midlands – excluding Coventry and Dudley – was placed in Tier 2 of the Government ’ s new restrictions and we are now working to ensure , if humanly possible , we do not move to Tier 3 .
As Mayor of the West Midlands , @ @ @ @ @ @ @ placed in Tier 2 – and in particular my concerns over the impact on our restaurants , cafes , pubs , and on the conference and events sector that is so important to our local economy .
While hospitality businesses in Tier 3 are formally closed and supported with cash , those in Tier 2 find their businesses severely constrained , without help .
I continue to argue for specific support to address this .
The real challenge we face now is balancing medical advice with economic concerns , in ways that will @ @ @ @ @ @ @ , but their livelihoods too .
However , as we debate the tough decisions of today , and our immediate attention is directed at controlling the virus , local leaders must also focus on recovery : indeed , we must own the recovery .
This means not only recognising the unprecedented level of economic support that has already been provided by Government , but also ensuring that we take full advantage of the opportunities provided , as we Build Back Better .
So as we await new developments , I want to look @ @ @ @ @ @ @ biggest economic opportunity for the West Midlands – HS2 .
As the short-term economy comes under immense strain , we need to ensure the UK ’ s biggest single long-term economic investment is delivering more jobs and much-needed contracts for business now .
It would be an understatement to describe HS2 as a Marmite scheme .
The scale and ambition of the project , by its nature , has made it hugely divisive .
Yet it is that scale , and the investment it will bring , that will make it a central @ @ @ @ @ @ @ recovery .
I have been a consistent supporter of HS2 .
When the crunch moment came in February , I stuck my head above the parapet to urge the Government to give the project the green light in the face of considerable opposition .
This was the right thing to do , and I make no apologies for standing up for what I believe was best for my region .
I chose to leave my business career to become Mayor because I wanted to make a real difference to the West Midlands , @ @ @ @ @ @ @ I think is in our interests , even when it means I may get some flak .
The job of being Mayor and the purpose of HS2 share the same overriding principle objective – bringing jobs to this region and improving the livelihoods of its people .
That , of course , is now more acutely important than ever .
I have written before on this site about how HS2 is driving investment now , most obviously in Birmingham and Solihull , but it ’ s not just about where the stations are @ @ @ @ @ @ @ open , HS2 will create jobs and wealth across the conurbation , as it already is – generating 12,000 crucial jobs in the West Midlands , right now .
We are now at another crucial stage , as HS2 Ltd begins to award contracts .
As we grapple with the challenges at hand today , we need to be plotting how this huge transport investment can provide a route to economic recovery .
That ’ s why last week I called together a summit for potential local suppliers to HS2 .
This summit @ @ @ @ @ @ @ Wolverhampton contractor already working on HS2 .
This setting perfectly illustrated our determination to ensure the benefits of HS2 spread far beyond Birmingham City Centre to support the whole region .
The response to this summit illustrated how this industrial heartland is eager to embrace the possibilities of HS2 , with 700 firms dialling in to hear about the opportunities on offer for local business .
HS2 will generate an estimated 400,000 contracts and I am determined that as many of them as possible are won by Midlands companies .
HS2 is also @ @ @ @ @ @ @ providing training opportunities for younger people who have been hit hard by the pandemic .
Another innovative programme has enabling homeless people to join the HS2 workforce .
And the opportunities created by HS2 will stretch beyond the construction phase , with high-tech jobs running the digital operation from Birmingham in the future .
Of course , there are other major investments that will drive our recovery , such as the exciting new Health Innovation campus in Birmingham , which will see Bruntwood SciTech invest £210 million in our growing Life Sciences sector @ @ @ @ @ @ @ investment in “ levelling up ” the regions .
Now , more than ever , we need Midlands and British businesses to hoover up every contract and every pound being spent on HS2 .
It is , quite simply , a monumental economic opportunity .
Whatever side of the debate you were on , HS2 is now happening .
The diggers are in the ground here and along the route to the capital .
At a time when we need to grasp every economic opportunity and exploit it , I believe it is @ @ @ @ @ @ @ As Mayor , it is my job is ensure this project is of maximum benefit to the West Midlands – and that starts right now with construction jobs .

Andy Street is Mayor of the West Midlands, and is a former Managing Director of John Lewis.
The impact of the Coronavirus pandemic continues to affect all aspects of life, heading the news agenda, fuelling social media and dominating conversation in households everywhere.
A week ago, the West Midlands – excluding Coventry and Dudley – was placed in Tier 2 of the Government’s new restrictions and we are now working to ensure, if humanly possible, we do not move to Tier 3.
As Mayor of the West Midlands, I voiced my disappointment after we were placed in Tier 2 – and in particular my concerns over the impact on our restaurants, cafes, pubs, and on the conference and events sector that is so important to our local economy.
While hospitality businesses in Tier 3 are formally closed and supported with cash, those in Tier 2 find their businesses severely constrained, without help. I continue to argue for specific support to address this.
The real challenge we face now is balancing medical advice with economic concerns, in ways that will protect not only people’s lives, but their livelihoods too. However, as we debate the tough decisions of today, and our immediate attention is directed at controlling the virus, local leaders must also focus on recovery: indeed, we must own the recovery.
This means not only recognising the unprecedented level of economic support that has already been provided by Government, but also ensuring that we take full advantage of the opportunities provided, as we Build Back Better.
So as we await new developments, I want to look to the future and write about the biggest economic opportunity for the West Midlands – HS2. As the short-term economy comes under immense strain, we need to ensure the UK’s biggest single long-term economic investment is delivering more jobs and much-needed contracts for business now.
It would be an understatement to describe HS2 as a Marmite scheme. The scale and ambition of the project, by its nature, has made it hugely divisive. Yet it is that scale, and the investment it will bring, that will make it a central plank of our region’s economic recovery.
I have been a consistent supporter of HS2. When the crunch moment came in February, I stuck my head above the parapet to urge the Government to give the project the green light in the face of considerable opposition. This was the right thing to do, and I make no apologies for standing up for what I believe was best for my region.
I chose to leave my business career to become Mayor because I wanted to make a real difference to the West Midlands, and that means standing up for what I think is in our interests, even when it means I may get some flak.
The job of being Mayor and the purpose of HS2 share the same overriding principle objective – bringing jobs to this region and improving the livelihoods of its people. That, of course, is now more acutely important than ever.
I have written before on this site about how HS2 is driving investment now, most obviously in Birmingham and Solihull, but it’s not just about where the stations are being built. Before the ticket offices open, HS2 will create jobs and wealth across the conurbation, as it already is – generating 12,000 crucial jobs in the West Midlands, right now. We are now at another crucial stage, as HS2 Ltd begins to award contracts.
As we grapple with the challenges at hand today, we need to be plotting how this huge transport investment can provide a route to economic recovery. That’s why last week I called together a summit for potential local suppliers to HS2.
This summit was generously hosted by McAuliffe – a Wolverhampton contractor already working on HS2. This setting perfectly illustrated our determination to ensure the benefits of HS2 spread far beyond Birmingham City Centre to support the whole region.
The response to this summit illustrated how this industrial heartland is eager to embrace the possibilities of HS2, with 700 firms dialling in to hear about the opportunities on offer for local business. HS2 will generate an estimated 400,000 contracts and I am determined that as many of them as possible are won by Midlands companies.
HS2 is also helping boost skills across the region, providing training opportunities for younger people who have been hit hard by the pandemic. Another innovative programme has enabling homeless people to join the HS2 workforce.
And the opportunities created by HS2 will stretch beyond the construction phase, with high-tech jobs running the digital operation from Birmingham in the future.
Of course, there are other major investments that will drive our recovery, such as the exciting new Health Innovation campus in Birmingham, which will see Bruntwood SciTech invest £210 million in our growing Life Sciences sector. But HS2 remains the biggest single investment in “levelling up” the regions.
Now, more than ever, we need Midlands and British businesses to hoover up every contract and every pound being spent on HS2. It is, quite simply, a monumental economic opportunity.
Whatever side of the debate you were on, HS2 is now happening. The diggers are in the ground here and along the route to the capital. At a time when we need to grasp every economic opportunity and exploit it, I believe it is time to leave behind the hand-wringing. As Mayor, it is my job is ensure this project is of maximum benefit to the West Midlands – and that starts right now with construction jobs.


conservativehome--2020-10-20--Calling Conservatives: New public appointments announced. Chair of the BBC – and more

Eight years ago , the TaxPayers ’ Alliance reported that “ in the last year , five times more Labour people were appointed to public bodies than Tories ” .
It currently reports that almost half of avowedly political appointees last year owed their allegiance to Labour Party , compared to less than a third for the Conservatives .
Despite the selection of some Party members or supporters to fill important posts , over time , the Conservatives have punched beneath their weight when it comes to public appointments .
One of the reasons seems to be that Tories simply @ @ @ @ @ @ @ number as Labour supporters .
To help remedy this , each week we put up links to some of the main public appointments vacancies , so that qualified Conservatives can be aware of the opportunities presented .
“ The role has six broad elements : setting the strategic direction of the organisation and delivering against a robust business plan ; raising the awareness and profile of the Commissioner and the Office of the SBC ; providing strong leadership to your staff ; overseeing investigations into complaints and publishing outcomes ; leading the Prompt @ @ @ @ @ @ @ to ensure it plays a more significant role in driving improved payment practices ; and performing the role of Accounting Officer for the organisation… The successful candidate will demonstrate in their application all of the following : strategic outcome-focussed leadership and delivery ; targeted partner engagement to raise the profile of organisation ; outstanding communication , interpersonal and influencing skills ; encouraging staff to excel in the delivery of corporate objectives ; driving a culture of innovation and continuous improvement ; and evidence-based decision making.
” “ Help us make a better future @ @ @ @ @ @ @ areas .
The Chair has the following leadership responsibilities : effective , cooperative and inclusive leadership of the Board that will provide sound strategic direction .
This includes enabling a high standard of discussion ; helping to steer the Coal Authority by collaborative working across Government ; and ensuring that systems are in place to provide Board members and the Executive team with the support they need to carry out their roles ; Working with the Board to ensure that they and the Executive team have an appropriate and diverse range of skills @ @ @ @ @ @ @ and counsel to the Executive team while holding them to account and providing constructive challenge on the delivery of the Coal Authority Business Plan ; and maintaining clear and effective channels of communication with internal and external stakeholders and acting as an ambassador for the Coal Authority.
” “ Formed in 2009 , and a BEIS Non-departmental Public Body ( NDPB ) since 2012 , the RPC ’ s role is to provide Government with external , independent scrutiny of proposed new regulatory and deregulatory measures .
It assesses the quality of evidence @ @ @ @ @ @ @ their regulatory proposals , and by doing so , helps ensure that the Government produces better regulatory outcomes for businesses , civil society , charities and other non-government organisations .
The RPC is accountable to Parliament through the BEIS Permanent Secretary and to the BEIS Secretary of State and through the Department ’ s Principal Accounting Officer in respect of its use of public funds… To lead a committee of independent members , who provide robust and objective advice to government , parliament , and the wider public regarding the quality of evidence @ @ @ @ @ @ @ to legislation that impact or regulate businesses.
” “ This is an exciting time to join the Department for Transport .
We are responsible for the transport network that helps the UK ’ s businesses and gets people and goods travelling around the country .
We plan and invest in transport infrastructure to keep the UK on the move .
We work across all modes of transport – roads , rail , aviation , maritime – to improve journeys , boost economic growth , work towards a low carbon future and build a @ @ @ @ @ @ @ a Non-Executive Director to join the Department ’ s Board .
The successful candidate , through their membership of the Board , will provide challenge and support to a wide variety of management and operational issues and contribute to the effective strategic and operational leadership of the Department.
” “ You will be independent of the Ministry of Defence operational activities and have the ability to apply intellectual rigour in support of the Ministry of Defence ’ s ( MOD ) Chief Scientific Advisor ( CSA ) .
Membership of Defence Science Expert @ @ @ @ @ @ @ and exciting opportunity to contribute to UK-led Defence Science and Technology .
DSEC is the MOD key source of independent advice on non-nuclear science , technology , engineering , analysis and mathematics issues .
It is an Expert Committee reporting to the MOD CSA and supporting the derivation and delivery of the Department ’ s Science and Technology Strategy .
DSEC comprises an Independent Chair supported by up to 10 Independent Members drawn from senior academic and industrial communities .
All are specialists in a branch of science , engineering , technology , @ @ @ @ @ @ @ and security and have proven ability in working on Boards or Committees .
Senior MOD officials , including CSA , keep the Committee abreast of developments in MOD and facilitate contacts within MOD.
” “ The role of the Chair is to lead and direct the work of the Cafcass Board ( including its various sub-committees ) , the purpose of which is to ensure probity in the conduct of Cafcass ’ affairs , and that Cafcass ’ policies and its strategic vision are compatible with those of the Secretary of State .
@ @ @ @ @ @ @ establishing and taking forward the strategic aims and objectives of Cafcass consistent with its overall strategic direction and within the policy and resources framework determined by the Secretary of State ; ensuring that the responsible minister is kept informed of any changes or risks that are likely to impact on the strategic direction of Cafcass or on the attainability of its targets , and determining the steps needed to deal with such changes or risks ; ensuring that any statutory or administrative requirements for the use of public funds are complied with ; @ @ @ @ @ @ @ of its statutory authority and any delegated authority agreed with the Department , and in accordance with any other conditions relating to the use of public funds… ” Department for Business , Energy and Industrial Strategy – Director of Labour Market Enforcement “ The Secretary of State is seeking to appoint four Independent Members to the CCW Board .
The primary role of CCW ’ s Independent Board Members is to contribute to the good governance of the organisation by bringing wide experience and critical detachment to the work of the Board .
@ @ @ @ @ @ @ an area of CCW ’ s strategic work or its campaigns and work closely with members of the Executive Team and employees in this area .
Examples of lead areas include engagement and communication , vulnerable consumers and improving water regulation for consumers .
The Essential Criteria section later in this document includes the ‘ additional expertise ’ that CCW is looking for from successful candidates to enhance and complement the Board ’ s existing strengths .
CCW ’ s Code of Governance sets out more details on the operation of the Board @ @ @ @ @ @ @ on the role of Board Members.
” “ The Chair will provide strong and effective leadership of the Commission in the fulfilment of its remit .
The Chair of CHM has to lead an expert science advisory committee whose principal tasks are to advise the Licensing Authority ( the UK Health Ministers ) and its executive arm , the Medicines and Healthcare products Regulatory Agency ( MHRA ) , on matters relating to human medicinal products including the licensing of medicines that are safe , efficacious and of good quality .
The Chair @ @ @ @ @ @ @ information and present it authoritatively to ministers as required .
They have to be able to master a very wide range of medical and pharmacological issues , many of which would be out of any one practitioner ’ s area of expertise , and chair to consensus a commission which comprises a range of eminent medical experts and some lay members.
” Remuneration : Up to £500 per meeting “ We are looking for an outstanding individual with demonstrable leadership skills and a passion for the media and public broadcasting , to represent @ @ @ @ @ @ @ maintain the Corporation ’ s independence .
As per the BBC Royal Charter , the Chair of the BBC Board must be appointed by Order in Council following a fair and open competition .
The Governance Code , including the public appointment principles , must be followed in making the appointment .
The Commissioner for Public Appointments will ensure that the appointment is made in accordance with the Governance Code .
Candidates should be aware that the preferred candidate for the post of Chair will be required to appear before a Parliamentary Select @ @ @ @ @ @ @ 3-4 days per week ( Chair ) / Up to 2 days per week .
“ The Secretary of State is seeking to appoint four Independent Members to the CCW Board .
The primary role of CCW ’ s Independent Board Members is to contribute to the good governance of the organisation by bringing wide experience and critical detachment to the work of the Board .
Board Members take a lead role in an area of CCW ’ s strategic work or its campaigns and work closely with members of the Executive Team @ @ @ @ @ @ @ of lead areas include engagement and communication , vulnerable consumers and improving water regulation for consumers .
The Essential Criteria section later in this document includes the ‘ additional expertise ’ that CCW is looking for from successful candidates to enhance and complement the Board ’ s existing strengths .
CCW ’ s Code of Governance sets out more details on the operation of the Board and its Committees and includes more detail on the role of Board Members.
” “ The Prime Minister ’ s Council for Science and Technology ( CST @ @ @ @ @ @ @ advisory body on science and technology issues .
It reports directly to the Prime Minister on matters of science and technology that cut across the responsibilities of government departments .
It is co-chaired by the Government Chief Scientific Adviser and an independent appointee .
The SARS-CoV-2 ( Covid-19 ) pandemic has highlighted the importance of science and technology in facing a challenge of such epic proportions , and in building a robust , sustainable , and equitable recovery plan for the UK , post Covid .
The Government is seeking to appoint a @ @ @ @ @ @ @ Science and Technology .
The Government will appoint an Independent Co-Chair who will share responsibility for chairing the Council with the Government Chief Scientific Adviser ( GCSA ) .
” “ The Insolvency Service is an Executive Agency of the Department for Business , Energy and Industrial Strategy , responsible for helping to deliver economic confidence by supporting those in financial distress , tackling financial wrongdoing and maximising returns to creditors .
It employs around 1,700 staff operating from 22 locations across Great Britain .
We are seeking to appoint a new Chair @ @ @ @ @ @ @ the organisation as it takes forward its programme of transformation , delivers key Government commitments , and continues its record of strong performance against the backdrop of an uncertain economy following the Covid-19 pandemic… Headed by the non-executive Chair , the Board currently comprises a mix of Executive and Non-Executive Directors .
The Board is collectively responsible for the oversight of the operation of the Insolvency Service , with particular emphasis on its strategic direction , management controls , and corporate governance .
”

Eight years ago, the TaxPayers’ Alliance reported that “in the last year, five times more Labour people were appointed to public bodies than Tories”.
It currently reports that almost half of avowedly political appointees last year owed their allegiance to Labour Party, compared to less than a third for the Conservatives.
Despite the selection of some Party members or supporters to fill important posts, over time, the Conservatives have punched beneath their weight when it comes to public appointments. One of the reasons seems to be that Tories simply don’t apply in the same number as Labour supporters.
To help remedy this, each week we put up links to some of the main public appointments vacancies, so that qualified Conservatives can be aware of the opportunities presented.
– – – – – – – – – –
Department of Business, Energy and Industrial Strategy – Small Business Commissioner
“The role has six broad elements: setting the strategic direction of the organisation and delivering against a robust business plan; raising the awareness and profile of the Commissioner and the Office of the SBC; providing strong leadership to your staff; overseeing investigations into complaints and publishing outcomes; leading the Prompt Payment Code compliance and supporting Code reforms to ensure it plays a more significant role in driving improved payment practices; and performing the role of Accounting Officer for the organisation… The successful candidate will demonstrate in their application all of the following: strategic outcome-focussed leadership and delivery; targeted partner engagement to raise the profile of organisation; outstanding communication, interpersonal and influencing skills; encouraging staff to excel in the delivery of corporate objectives; driving a culture of innovation and continuous improvement; and evidence-based decision making.”
Time: Full-time.
Remuneration: £120,000 per annum.
Closes: 25 October
– – – – – – – – – –
Coal Authority – Chair
“Help us make a better future for people and the environment in mining areas. The Chair has the following leadership responsibilities: effective, cooperative and inclusive leadership of the Board that will provide sound strategic direction. This includes enabling a high standard of discussion; helping to steer the Coal Authority by collaborative working across Government; and ensuring that systems are in place to provide Board members and the Executive team with the support they need to carry out their roles;
Working with the Board to ensure that they and the Executive team have an appropriate and diverse range of skills, experience and outlook; offering support and counsel to the Executive team while holding them to account and providing constructive challenge on the delivery of the Coal Authority Business Plan; and maintaining clear and effective channels of communication with internal and external stakeholders and acting as an ambassador for the Coal Authority.”
Time: Five days per month.
Remuneration: £27,050 per annum, plus expenses.
Closes: 25 October
– – – – – – – – – –
Regulatory Policy Committee – Chair
“Formed in 2009, and a BEIS Non-departmental Public Body (NDPB) since 2012, the RPC’s role is to provide Government with external, independent scrutiny of proposed new regulatory and deregulatory measures. It assesses the quality of evidence and analysis used by departments to inform their regulatory proposals, and by doing so, helps ensure that the Government produces better regulatory outcomes for businesses, civil society, charities and other non-government organisations. The RPC is accountable to Parliament through the BEIS Permanent Secretary and to the BEIS Secretary of State and through the Department’s Principal Accounting Officer in respect of its use of public funds… To lead a committee of independent members, who provide robust and objective advice to government, parliament, and the wider public regarding the quality of evidence and analysis supporting decisions on proposed changes to legislation that impact or regulate businesses.”
Time: Two days per week.
Remuneration: £500 per diem.
Closes: 25 October
– – – – – – – – – –
Department for Transport – Non-Executive Director
“This is an exciting time to join the Department for Transport. We are responsible for the transport network that helps the UK’s businesses and gets people and goods travelling around the country. We plan and invest in transport infrastructure to keep the UK on the move. We work across all modes of transport – roads, rail, aviation, maritime – to improve journeys, boost economic growth, work towards a low carbon future and build a One Nation Britain. We are seeking a Non-Executive Director to join the Department’s Board. The successful candidate, through their membership of the Board, will provide challenge and support to a wide variety of management and operational issues and contribute to the effective strategic and operational leadership of the Department.”
Time: 15 days per annum.
Remuneration: £15,000 per annum.
Closes: 01 November
– – – – – – – – – –
Defence Science Expert Committee – Chair
“You will be independent of the Ministry of Defence operational activities and have the ability to apply intellectual rigour in support of the Ministry of Defence’s (MOD) Chief Scientific Advisor (CSA). Membership of Defence Science Expert Committee (DSEC) is an important and exciting opportunity to contribute to UK-led Defence Science and Technology. DSEC is the MOD key source of independent advice on non-nuclear science, technology, engineering, analysis and mathematics issues. It is an Expert Committee reporting to the MOD CSA and supporting the derivation and delivery of the Department’s Science and Technology Strategy. DSEC comprises an Independent Chair supported by up to 10 Independent Members drawn from senior academic and industrial communities. All are specialists in a branch of science, engineering, technology, humanities or medicine of relevance to defence and security and have proven ability in working on Boards or Committees. Senior MOD officials, including CSA, keep the Committee abreast of developments in MOD and facilitate contacts within MOD.”
Time: 20-25 days per annum.
Remuneration: £465 per diem, plus allowances.
Closes: 02 November
– – – – – – – – – –
Children and Family Court Advisory and Support Service – Chair
“The role of the Chair is to lead and direct the work of the Cafcass Board (including its various sub-committees), the purpose of which is to ensure probity in the conduct of Cafcass’ affairs, and that Cafcass’ policies and its strategic vision are compatible with those of the Secretary of State. The Board is specifically responsible for: establishing and taking forward the strategic aims and objectives of Cafcass consistent with its overall strategic direction and within the policy and resources framework determined by the Secretary of State; ensuring that the responsible minister is kept informed of any changes or risks that are likely to impact on the strategic direction of Cafcass or on the attainability of its targets, and determining the steps needed to deal with such changes or risks; ensuring that any statutory or administrative requirements for the use of public funds are complied with; that the Board operates within the limits of its statutory authority and any delegated authority agreed with the Department, and in accordance with any other conditions relating to the use of public funds…”
Time: 80 days per annum.
Remuneration: £400 per diem.
Closes: 03 November
– – – – – – – – – –
Department for Business, Energy and Industrial Strategy – Director of Labour Market Enforcement
“The Secretary of State is seeking to appoint four Independent Members to the CCW Board. The primary role of CCW’s Independent Board Members is to contribute to the good governance of the organisation by bringing wide experience and critical detachment to the work of the Board. Board Members take a lead role in an area of CCW’s strategic work or its campaigns and work closely with members of the Executive Team and employees in this area. Examples of lead areas include engagement and communication, vulnerable consumers and improving water regulation for consumers. The Essential Criteria section later in this document includes the ‘additional expertise’ that CCW is looking for from successful candidates to enhance and complement the Board’s existing strengths. CCW’s Code of Governance sets out more details on the operation of the Board and its Committees and includes more detail on the role of Board Members.”
Time: 1-2 days per week.
Remuneration: £100,000 – £130,000 per annum (FTE).
Closes: 08 November
– – – – – – – – – –
Commission on Human Medicines – Chair
“The Chair will provide strong and effective leadership of the Commission in the fulfilment of its remit. The Chair of CHM has to lead an expert science advisory committee whose principal tasks are to advise the Licensing Authority (the UK Health Ministers) and its executive arm, the Medicines and Healthcare products Regulatory Agency (MHRA), on matters relating to human medicinal products including the licensing of medicines that are safe, efficacious and of good quality. The Chair needs to be able to synthesize complex information and present it authoritatively to ministers as required. They have to be able to master a very wide range of medical and pharmacological issues, many of which would be out of any one practitioner’s area of expertise, and chair to consensus a commission which comprises a range of eminent medical experts and some lay members.”
Time: Approx. 33 days per annum.
Remuneration: Up to £500 per meeting
Closes: 10 November
– – – – – – – – – –
British Broadcasting Corporation – Chair/Member for England
“We are looking for an outstanding individual with demonstrable leadership skills and a passion for the media and public broadcasting, to represent the public interest in the BBC and maintain the Corporation’s independence. As per the BBC Royal Charter, the Chair of the BBC Board must be appointed by Order in Council following a fair and open competition. The Governance Code, including the public appointment principles, must be followed in making the appointment. The Commissioner for Public Appointments will ensure that the appointment is made in accordance with the Governance Code. Candidates should be aware that the preferred candidate for the post of Chair will be required to appear before a Parliamentary Select Committee prior to appointment.”
Time: 3-4 days per week (Chair) / Up to 2 days per week.
Remuneration: £160,000 (Chair) / £33,000 per annum, +£5,000 for committee chairs, reasonable expenses (Member)
Closes: 11 November
– – – – – – – – – –
Consumer Council for Water – Independent Board Members
“The Secretary of State is seeking to appoint four Independent Members to the CCW Board. The primary role of CCW’s Independent Board Members is to contribute to the good governance of the organisation by bringing wide experience and critical detachment to the work of the Board. Board Members take a lead role in an area of CCW’s strategic work or its campaigns and work closely with members of the Executive Team and employees in this area. Examples of lead areas include engagement and communication, vulnerable consumers and improving water regulation for consumers. The Essential Criteria section later in this document includes the ‘additional expertise’ that CCW is looking for from successful candidates to enhance and complement the Board’s existing strengths. CCW’s Code of Governance sets out more details on the operation of the Board and its Committees and includes more detail on the role of Board Members.”
Time: Three days per month.
Remuneration: £11,718 per annum.
Closes: 16 November
– – – – – – – – – –
Prime Minister’s Council for Science and Technology – Co-Chair
“The Prime Minister’s Council for Science and Technology (CST) is the Government’s top-level advisory body on science and technology issues. It reports directly to the Prime Minister on matters of science and technology that cut across the responsibilities of government departments. It is co-chaired by the Government Chief Scientific Adviser and an independent appointee. The SARS-CoV-2 (Covid-19) pandemic has highlighted the importance of science and technology in facing a challenge of such epic proportions, and in building a robust, sustainable, and equitable recovery plan for the UK, post Covid. The Government is seeking to appoint a new Independent Co-Chair for the Council for Science and Technology. The Government will appoint an Independent Co-Chair who will share responsibility for chairing the Council with the Government Chief Scientific Adviser (GCSA).”
Time: 2-3 days per month.
Remuneration: None.
Closes: 22 November
– – – – – – – – – –
Insolvency Service – Chair
“The Insolvency Service is an Executive Agency of the Department for Business, Energy and Industrial Strategy, responsible for helping to deliver economic confidence by supporting those in financial distress, tackling financial wrongdoing and maximising returns to creditors. It employs around 1,700 staff operating from 22 locations across Great Britain. We are seeking to appoint a new Chair of the Insolvency Service Board to lead the organisation as it takes forward its programme of transformation, delivers key Government commitments, and continues its record of strong performance against the backdrop of an uncertain economy following the Covid-19 pandemic… Headed by the non-executive Chair, the Board currently comprises a mix of Executive and Non-Executive Directors. The Board is collectively responsible for the oversight of the operation of the Insolvency Service, with particular emphasis on its strategic direction, management controls, and corporate governance.”
Time: 20 days per annum.
Remuneration: £18,000.
Closes: 22 November


conservativehome--2020-10-20--Matthew Elliott: Please apply to invest in Britain’s future and win £10,000

Coming from the world of think-tanks and campaign groups , I have a strong interest in the policy ecosystem that surrounds political parties .
Ahead of Tony Blair ’ s victory in 1997 , think-tanks such as Demos and the Institute for Public Policy Research were established .
And in the 2000s , a plethora of think-tanks ( Centre for Social Justice/Policy Exchange ) , campaign groups ( Business for Sterling/Countryside Alliance ) and websites ( ConservativeHome/Guido Fawkes ) were launched and play an influential role in political discourse .
As well as playing a role in two successful referendum @ @ @ @ @ @ @ , I helped set up the TaxPayers ’ Alliance ( 2004 ) , Big Brother Watch ( 2009 ) , Million Jobs ( 2012 ) , Business for Britain ( 2013 ) and BrexitCentral ( 2016 ) , so policy entrepreneurship is one of my passions .
And even though my focus is now more in the private sector , I still enjoy helping and mentoring new policy entrepreneurs who are setting up the next generation of campaign groups and think-tanks .
At the beginning of my career , I was helped by @ @ @ @ @ @ @ who sadly passed away at the end of July .
I was 25 when we launched the TaxPayers ’ Alliance .
I didn ’ t know any potential financial supporters , so I wrote to the signatories of a Business for Sterling advertisement with my ‘ Strategy Plan ’ .
I thought , if they like BfS , there ’ s a good chance they ’ ll like the TPA .
Stuart was one of the people who very generously sent a contribution which , along with some other donations , gave us @ @ @ @ @ @ @ three months , giving me the confidence to leave my position as a researcher to the Conservative MEP ( now Lord ) Timothy Kirkhope , and go full-time with the TPA .
Seventeen years later , I now find myself in a different position .
My most recent project – the news website BrexitCentral – sent out its 1,085th and final daily email bulletin to the tens of thousands of subscribers we had accrued on February 1 , the day after the UK formally left the European Union .
Alongside those essential morning @ @ @ @ @ @ @ Isaby and his team , we had published more than 2000 articles by over 500 authors , including the current Prime Minister and many of his Cabinet , not to mention Erin O ’ Toole , the man who was elected leader of the Canadian Conservative Party over the summer .
We are now in the final stages of winding up the company – a task which has been somewhat delayed by babies and Covid-19 – so , along with Georgiana Bristol , who worked tirelessly behind the scenes to keep the show @ @ @ @ @ @ @ with the issue of what to do with the last remaining funds .
When we were discussing the matter , I thought about the support that Stuart Wheeler and other donors had given me as we launched the TPA , and we decided that it would be very fitting to use those remaining funds to support the young policy and campaigning entrepreneurs of today – people with the ideas that will tackle the policy challenges of the coming years .
We have two cheques for £10,000 , and we would like to hear @ @ @ @ @ @ @ with an exciting idea or contribution to policy debate .
It could be : • A campaign group or think-tank you have set up , or are hoping to set up ; • A book proposal that you want to take a sabbatical from your current job to research and draft ; • A think-tank report you want to take time off from your current position to write ; • A website or podcast you want to establish , or a short film you wish to make .
That is not an exhaustive @ @ @ @ @ @ @ ideas , the more innovative and entrepreneurial the better .
And because Brexit was supported by people from across the political spectrum , we are open to proposals from all policy positions .
To stress , we are not looking for proposals relating to Brexit or Britain ’ s future relationship with the European Union – we are looking for submissions on any issue , policy or subject that you feel passionate about .
Entries should be emailed to policyentrepreneurs @ brexitcentral.com by midnight on Sunday 8th November 2020 and should cover ( @ @ @ @ @ @ @ A4 ) an outline of your plan an dhow you hope to execute it .
All submissions will then be sifted and judged by a panel comprising Jonathan and I , plus Kate Andrews , Peter Cruddas , Helena Morrissey , Jon Moynihan and Mark Wallace .
And the two winners will be announced by the end of November .
Since I became active in politics , the barriers to entry for policy entrepreneurship have been massively reduced thanks to the Internet .
When I interned at the European Foundation whilst at university @ @ @ @ @ @ @ Mall , it had copies of its European Journal and European Digest professionally printed , which were then posted to subscribers and the opinion formers in Westminster , Whitehall and Fleet Street that it was trying to influence .
It sent press releases out by fax , business was conducted on the telephone or by post , and all these costs were before the general overheads and payroll costs that also needed to be covered .
Fast forward twenty years , and the cost of campaigning has fallen significantly .
From setting up @ @ @ @ @ @ @ broadcasting ideas and opinions to the world is so much cheaper .
But there are still financial barriers , so I hope that this small project will help two policy entrepreneurs of the future , just as Stuart Wheeler helped me with the creation of the TaxPayers ’ Alliance all those years ago .
I look forward to reading your entries and announcing the recipients later this year .
This article was originally published on ConservativeHome on Monday October 19 , and we are re-publishing it during each weekday this week in order @ @ @ @ @