What’s in store for 2021?

We asked our team and industry patrons for their opinions.

PUBLIC AFFAIRS

Iain Anderson is Executive Chairman at Cicero/AMO 

With a new president in the US the idea of ‘build back better‘ is going to be the mantra of many governments across the globe. In the UK, it is already the mantra of the current administration. Turning up with ideas to help that effort will be the starting point for 2021. Covid-19 has also exposed a four-speed UK. Navigating another constitutional debate in Scotland will be of key importance when the starting gun gets fired on the Holyrood poll in the new year. 

Lionel Zetter is Patron of Conservatives in Communications 

Problems always bring opportunities, and public affairs professionals are the ultimate problem solvers.  

The big challenge on the political horizon was supposed to have been Brexit. But even this historic issue has been eclipsed by the devastating effects of the coronavirus pandemic. Even as the UK leaves the EU there will be British firms who need help to do business on the continent and EU firms who need help to do business over here. As for the pandemic, it has fundamentally reshaped British government and the British economy, and businesses will need help in seizing the opportunities and avoiding any fall-out. 

UK PARLIAMENT

Laura Dunn is a Digital, Social and Creative Communications Consultant to MPs 

Many MPs have utilised the benefit of digital during the pandemic and over the two lockdowns. From hosting Facebook Live Q&A sessions with constituents to spotlighting local businesses who continued to safely trade and diversified their services to help their communities, MPs’ social media channels have taken on a new meaning and purpose to provide coronavirus updates, and keep constituents informed of their work and ways they can help during these times.  

It’s been interesting to see the individual brands of different MPs emerge on Twitter, Facebook and Instagram, and the different types of content that are being produced. One series to highlight is Andrea Leadsom’s ‘ParliFacts’ videos.  

There has been much debate about the use of digital in Parliament and the ‘hybrid’ model that was introduced by the House to enable participation in-person and remotely by Members. Expect this debate to continue into the new year. 

Finley Morris is a Parliamentary Researcher 

Covid-19 has reshaped ways of working for most people and the offices of Members of Parliament are no exemption. Teams are now working remotely – or at least semi-remotely – and are likely to continue doing so throughout 2021, meaning direct contacts will always be far more efficient. In short, brush-up on who you know. Brexit, Covid-19 and the economy are all issues that swamp Members’ inboxes daily and they’re not going away any time soon; to communicate with MPs in 2021 must be to practice the art of brevity

UK RECRUITMENT

Gavin Ellwood is Founder & Director at Ellwood Atfield (EA)

Although the UK recruitment market has experienced a 50% drop since the start of the pandemic, there continues to be a demand for communications and advocacy skill sets. As organisations navigate Covid-19 and the economic turmoil, C-suite leaders increasingly rely on their communicators for wise counsel and action – as Churchill once said, “the difference between management and leadership is communication.” A national vaccination programme will be a boost for the market, giving the confidence for leaders and managers to re-invest in new talent for the recovery. Some of the temporary shifts in how the office-based work is delivered will become permanent, a new ‘hybrid’ model of home and office working will doubtless emerge, though it can only be long-term if it is sustainable. As responsibility for regulation moves from the EU to the UK, we are experiencing an increased demand for policy and regulatory expertise. Whether actively looking or open to opportunities, I encourage you to put your best digital foot forward and brush-up your LinkedIn profiles in readiness for what’s ahead.

Alec Zetter is Policy and Public Affairs Headhunter at Ellwood Atfield (EA)

It has been a tough eight months in the recruitment market. What was supposed to be an exciting year of new growth hires to prepare business for Brexit has, instead, seen thousands of redundancies – remember “full employment”? – and share prices plummet (unless you work in food delivery or online shopping). The number of opportunities out there have fluctuated since March 23, from complete shutdown to small merry-go-rounds in certain sectors. 

However, there is certainly reason to be positive. The message from our clients and others is clear: communications, advocacy and public affairs are as important as they’ve ever been, and the value placed on them will only increase as we look to recover from the pandemic, re-write our legislative and regulatory frameworks and repair the economy. Associations, businesses and NFPs need to have their voices heard, and who better to deliver that for them than, well, Tories (and others) in Comms. 

If you have ideas for the group or would like to get involved, please email us.

This piece was written our website.

It’s time for Boris to focus again on levelling-up Britain

GUEST POST: Peter Cardwell advised four Cabinet ministers in the May and Johnson administrations. He’s the author of ‘The Secret Life of Special Advisers.’ Follow on Twitter. Connect on LinkedIn

Boris Johnson has had a rough fortnight. In ugly scenes, the Prime Minister lost his most senior adviser, Dominic Cummings, his long-standing communications aide Lee Cain and even, temporarily at least, his own personal freedom, as he was forced to self-isolate in his Downing Street flat after meeting an MP later diagnosed with Covid-19.

And on Friday his key lieutenant, Home Secretary Priti Patel, reacted to a critical report by apologising for the unintended results of her behaviour, which some civil servants felt was bullying. Government can be tough, and high office requires tough elected politicians and equally tough people working with them as both their advisers and civil servants. As a government special adviser myself for three-and-a-half years, working alongside Dominic, Lee, Priti and occasionally Boris himself, I know that pressure well and the relentless focus needed to get things done by people at the top. There is always a tension between the political team, who are generally in the roles for very short periods of time, and the longer-serving civil servants.

I certainly made myself very clear to civil servants over the years, sometimes in very forthright terms, but I know that my intentions, like Priti Patel’s, were always to get the things done that the Conservative government was elected to do, not to make anyone feel uncomfortable or intimidated.

So I hope the psychodrama inside Downing Street and beyond is now over, not just for my friends who still work there, but, above all, for the country.

And while it’s unfortunate timing, Boris’s self-imposed solitude is actually a useful moment for him to think carefully about who to appoint to a new top team.

His new chief of staff has to be anonymous to the public but well-known and trusted by ordinary Conservative MPs, who have often felt neglected recently by a bullish Number 10. Someone like long-standing Conservative backroom operator David Canzini would be ideal.

The Prime Minister will be using this time to mull over many issues. But to his immense credit, instead of feeling flat in the flat, BoJo is getting his mojo back.

He is using this much-needed break to push forward important announcements, showing the Government’s commitment to a greener economy, a stronger defence system and outlining his desire to “level-up” the economy.

One problem, though, is that most people don’t have a clue exactly what “levelling-up” means.

A year ago, Boris was telling us all to “get Brexit done – unleash Britain’s potential”. The first bit is done, so now Boris needs to explain the second.

The reality is, levelling-up is a very simple, but radical, idea. Boris believes everyone in the country, and particularly in the North of England, should have exactly the same opportunities and government attention.

This means investing in neglected high streets, high-speed rail across the North and an ambitious local public transport fund aiming to make bus, train and tram travel as good as London’s.

Environmental reforms are a huge part of levelling-up too.

Many will have rolled their eyes at last week’s news that petrol-only and diesel-only cars are to be phased out over the next decade.

But buying that greener, more efficient new car you’re going to get anyway in the next decade will create jobs and pump money into an economy which desperately needs it, as well as saving the planet.

As many as 40,000 extra jobs could be created in places such as the West Midlands, the North-East and North Wales through the manufacture of new electric cars alone.

Making our homes, schools and hospitals greener and more energy- efficient over the next 10 years could create a further 50,000 jobs.

And not only will levelling-up create a fairer system for everyone, it’s also good politics. Boris knows many voters in the North only lent the Conservatives their vote in last year’s election, and may switch back to Labour in 2024, especially now Jeremy Corbyn is gone.

Boris has got to repay the trust of these floating voters by making their jobs more secure and the country safer – to do what governments are meant to do.

With a line now hopefully drawn under the Downing Street soap opera, Boris is getting back to what he does best – being the Boris we elected in 2019, the outward-looking leader who connects with people from all walks of life.

But more than that, Boris understands that the Government’s job is to make Britain be all it can be.

If you have ideas for the group or would like to get involved, please email us.

This piece was written for The Sunday Express.

Mental health in Lockdown Britain

GUEST POST: James Price is Senior Account Director at Hanover Communications. Connect on LinkedIn. Follow on Twitter

Many of the unpleasant by-products of this rotten year are easy to see: masks abound, streets are quieter and many, many pubs, restaurants and shops are shut. But another consequence of 2020, the one I fear the most, cannot be seen. Like the virus itself, it stays hidden away inside us – out of sight but never out of mind.

I am talking about the potentially devastating damage to our mental health if the people of Britain are locked away over the winter, unable to participate in the simple things that make life worth living; seeing friends, holding loved ones and generally feeling hopeful about a brighter tomorrow. 

It’s hard to consider, for example, the idiotic measures on ‘non-essential goods’ being rolled out in Wales, without concluding that those in charge are getting the balance disastrously wrong. Likewise, the suggestion of banning people from separate households from meeting outside feels so inhumane and so thoughtless, that it simply cannot have been devised by someone living alone in a small flat.

Yet putting aside, for a moment, the official response to the lockdown – suffice to say if we do not learn to talk to one another and share our struggles at this time, then the epidemic in depression and anxiety will have truly ruinous effects on society, on the economy, and on families. 

In recent years, our healthcare system and occasionally our institutions have made some important steps towards acknowledging that poor mental health can destroy individuals and families as much as any virus. And public figures, from Prince William to Lady Gaga, have been admirably brave in talking about their experiences. 

But we remain, as a nation, emotionally constipated in our ability to talk about the struggles that millions have faced, are facing, and will face before this pandemic is behind us. Of course, emoting endlessly about our feelings with no practical end in sight is counter-productive, and with our stiff upper lips and propensity to Keep Buggering On, we are hardly suited to being a nation of navel-gazers. But for the last 20 years, the number one killer in the UK for men and women aged 20-34 has been suicide. Suffering in silence is infinitely worse than oversharing.

Six years ago I tried to kill myself several times. I was completely beaten by depression, saw no joy, no future and no point in carrying on living. I nearly jumped in front of several tubes, prepared to jump off a tall building, contemplated overdosing on something horrible and (bizarrely, looking back now) would often cycle around London at night hoping to be hit by buses.

And while the fear that I may once again fall into the depths of such a personal Hell again has never really left me (and bubbles of despair occasionally waft up from the depths), I slowly got better and have been piecing my life back together ever since. There are still many amends to make, not to mention the unpayable debt to my beautiful mum who talked me down from the edge. But I am vastly luckier than the thousands of people who don’t get better and take their lives every year, not least because my employer understands and takes these issues seriously, and because I have an understanding group of friends and family.

Because of that, I have tried to speak candidly and calmly about the struggles I have had with the depression that almost killed me. As a former Government Special Adviser and Conservative Parliamentary candidate, my logic has been that if a big, ugly, hairy right-wing Brexiteer can talk openly about having been suicidal, it might make it easier for others to do the same. 

As a result, over the past few years, dozens, possibly hundreds of people have got in touch privately to share their worries and fears. It’s tough to hear, sometimes unbearably so, but it does seem that the simple act of talking out loud about our struggles helps. By acknowledging our feelings, we can begin to define them, measure them and crucially, to understand that they have their limits. And treatments like cognitive behavioural therapy, not to mention medication, can alleviate acute cases. 

Of course more funding from businesses and the Government to help those who particularly need to speak to professionals will help, too. But I fear that unless we collectively resolve to fight it, this winter could be shattering to the mental wellbeing of so many people who have already struggled through 2020. A national effort will be required to administer consolation to our fellow creatures in this dark hour. 

So I am asking for you to take a minute to reach out to someone you haven’t heard from in a while and remind them that you exist and care about them. And if you’re struggling through dark days as you read this, remember that it really will be alright in the end. And if it’s not alright; then it isn’t the end.

If you have ideas for the group or would like to get involved, please email us.

This piece was written for The Telegraph.

When should business take a stance?

PRCA Corporate Group event hosted by Adam Honeysett-Watts | Wednesday, December 2, 2020 | 4:15-5:00pm

Pandemics aside, 2020 has been a tumultuous year politically and ideologically. Brexit has never been far from the headlines, racial justice demonstrators have swelled streets across the globe, and public debate has become ever-more polarised on issues from vaccinations to lockdown freedoms to trans rights.

In October, the BBC introduced new guidelines that prohibited journalists from attending ‘controversial’ events such as marches or demonstrations. Insiders have since confirmed that Pride events and Black Lives Matter marches would likely be included in this directive. In September, the CEO of crypto exchange Coinbase, Brian Armstrong, released a statement explaining that his company did not take a stance on political or societal issues, as it distracts from their business focus, and offered staff who disagreed with this position the option to take voluntary redundancy (an offer 5% of their workforce has since accepted).

These episodes raise interesting challenges for corporate communications professionals. With so many polarising issues on the news pages this year, when and how should your organisation take a stance? When does a matter of principle become a matter for business? With inclusive employment practices now higher on corporate agendas, executives must acknowledge space within their organisations for people from across the political, ideological and religious spectrums. Taking a stance risks alienating some, but taking no stance at all brings with it the potential for even bigger issues, as Coinbase and the BBC are finding.

In this virtual event – to mark the re-launch of the PRCA Corporate Group – we will explore how corporate communications pros can help their organisations to identify when to take a stand, how to remain authentic and how to navigate the potential risks and benefits.

In conversation with six mentees

Kayleigh Hadjimina

Adam: What’s your current role?  

Kayleigh: I am a Parliamentary Campaigns and Engagement Manager currently specialising in the built environment. My role is to develop and implement successful political engagement strategies for the organisation I represent.    

Adam: What do you want to achieve from the CiC-Start mentoring programme?

Kayleigh: I welcome all advice and guidance with respect to progressing my career. CiC-Start mentors are extremely talented individuals, all of whom have impressive careers to date, so any support they can give is invaluable and hugely appreciated.    

Adam: Where do you want to be in five years’ time?  

Kayleigh: I want to be working on campaigns either in-house or for an agency. Ideally, I would be operating at (or approaching) director level. I love the buzz of starting a campaign, pulling together the strategy and looking at innovate new ideas.    

Adam: What’s your advice for young people hoping to get into the profession?  

Kayleigh: Make sure you have mentors, even if it means reaching out to someone you’ve never met. I know it sounds like a cliché because of the scheme, but it’s essential. My first mentor was the head of the policy and public affairs team where I aspired to work. During that mentoring, I expressed an interest in opportunities to shadow colleagues and get involved in projects all of which added to my experience when first getting into the profession.    

Adam: What is your favourite campaign slogan?  

Kayleigh: Margaret Thatcher’s “Don’t just hope for a better life. Vote for one.” during the 1979 campaign. I think this is the strongest, most powerful political slogan ever used. Whether you’re a traditional conservative voter or not, it calls you to action and entices you to engage with politics. 

Chantelle de Villiers

Adam: What’s your current role?

Chantelle: External Affairs Adviser at the British Retail Consortium (BRC) which is the go-to trade association for all retail businesses in the UK. My role is to represent the industry to Government by telling the story of retail, to drive positive change and create an economic and policy environment that enables retail businesses to thrive.

Adam: Why did you join the CiC-Start scheme?

Chantelle: I always strive to reach my full potential and I am committed to developing my skill set. The CiC-Start scheme provides a fantastic opportunity to learn new skills from more experienced professionals and think differently about approaches to political or communications campaigns.

Adam: What do you want to achieve from the mentoring programme?

Chantelle: I’m interested in ‘doing’ public affairs differently, particularly now as we have all had to adjust to a new way of working and engaging with stakeholders virtually. I hope to get a different perspective as to how to deploy and utilise strategic communications to help achieve a campaign objective.

Adam: Where do you want to be in five years’ time?

Chantelle: At some point I’d like to try agency life and get more exposure to working in different industries. I have a passion for campaigning and so I hope in five years I have achieved some big campaign wins and can move into a more advisory role.

Adam: What is your favourite campaign slogan?

Chantelle: The three most famous words of 2016, “Take Back Control,” that made what many thought was the impossible, possible. It was a genius strategy which packaged up many issues into one and resonated with a lot of people from different walks of life.

Alex Cassells

Adam: What’s your current role?

Alex: I’m an Account Manager in the corporate team at 3 Monkeys Zeno, a global communications firm. While my background is in public affairs and politics, I support a range of clients within the consumer technology, finance as well as recruitment industries; offering various aspects of corporate communications support. My goal is to become a leader that junior colleagues aspire to be and that senior colleagues know they can depend on.

Adam: What do you want to achieve from the CiC-Start mentoring programme?

Alex: We learn through observing and listening to those around us. 3 Monkeys Zeno has many positive leaders who I learn from each day, however, I’m always open to broadening the range of mentors that influence my career trajectory. I truly believe my assigned mentor is one of the best the industry has to offer, and I can improve as a consultant through taking on board the lessons they offer me.

Adam: Where do you want to be in five years’ time?

Alex: Personally, I try not to plan too far ahead, as I think it has the propensity to alter your judgement on the immediate situation you are in and the opportunities that lie in front of you. Whatever road I do take, I aim to be pushing career boundaries and be proud of the achievements I’ve had by that stage in my career.

Adam: What’s your advice for young people hoping to get into the profession?

Alex: It is tough starting on the career ladder (especially in communications), but I cannot stress enough the importance of building your network. There is no benefit of being shy at a networking event, so get out there and meet people. You never know what opportunities might come out of just talking to new and old connections. Also, when crafting your CV, focus on those few things that make you unique from the other 100 CVs that your future employer may look at.

Adam: What is your favourite campaign slogan?

Alex: “Yes We Can” from Obama’s 2008 presidential campaign. This is my favourite slogan because it is concise, simple to understand and inspires both hope and patriotism. Communications involves conveying a message to an audience in the easiest way. However, at times, it’s also about having your message create an emotion that results in a clear action. These three words do just that and contributed to his decisive victory.

Samir Dwesar

Adam: What’s your current role?

Samir: I’m a Senior Account Manager at Cavendish Advocacy, where I support our directors in managing client accounts across many sectors, including the environment, technology and travel. I also help the consultancy secure new business and work closely with junior colleagues on their professional development.

Adam: Why did you join the CiC-Start scheme?

Samir: Having only worked in an agency environment for a year (I have an in-house background), I was very keen to learn from someone who had considerably more consultancy experience. I also see the scheme as a hugely valuable opportunity to think a little outside the box about what I want to achieve in terms of professional and personal development.

Adam: What do you want to achieve from the mentoring programme?

Samir: During the introductory meeting with my new mentor, I outlined how I was keen to focus on tips and strategies for generating new business, how to successfully build and develop client relationships as well as how to become a trusted colleague and go-to person for my areas of strength. I would also like to build my confidence when it comes to writing proposals and pitching.

Adam: Where do you want to be in five years’ time?

Samir: This is always a tricky question! Leaving in-house for agency was absolutely the right choice for me, and I hope to thrive and remain in this environment. In five years’ time, success for me would of course be a more seniority and a few new business wins, but above all having clients who I love working with and a continued supportive workplace environment.

Adam: What is your favourite campaign slogan?

Samir: “It’s Morning Again in America” from the 1984 presidential election. Not only does it come from one of the most effective campaign ads in US political history, it evokes a sense of optimism, patriotism and success.

Phoebe Sullivan

Adam: What’s your current role?

Phoebe: I’m an Account Manager within the growing public affairs team at Built Environment Communications Group (BECG). I help develop stakeholder engagement strategies and project management across London and further afield. My day-to-day projects range from masterplan housebuilding to DCO consultations. I’m also reaching the end of my master’s degree in global diplomacy.

Adam: What do you want to achieve from the CiC-Start mentoring scheme?

Phoebe: BECG has really helped me understand the role and importance of communications within the business framework. Many of the directors have already assumed the unofficial role of mentor, however I appreciate the value in learning from others beyond my immediate BECG network. I believe my assigned mentor from this programme will provide invaluable insight, which I can relay onto others one day.

Adam: Where do you want to be in five years’ time?

Phoebe: I’d like to progress my career and gain new experiences in larger, more diverse projects and campaigns as well as develop further skills in both management and strategy. I’m grateful for the opportunities I’ve received so far and am looking forward to meeting more people in our field and getting further involved in different organisations and think tanks.

Adam: What’s your advice for young people hoping to get into the profession?

Phoebe: Practice great time management… every day. Having a full-time job, completing a master’s degree part-time and being heavily active within my local association (or any extra-curricular for that matter) can be straining at the best of times. However, it’s all worth it in the end and one must diversify when our CV’s may not be as solid as others. I would advise participating in as much as is possible, going for the difficult projects, the extra qualifications or getting more involved in your local association. In order to do this, we must practice the art of great time management – although that’s easier said than done!

Adam: Who inspires you and what one tip can you share?

Phoebe: My current favourite quote: “Do the best you can in every task, no matter how unimportant it may seem at the time. No one learns more about a problem than the person at the bottom” – Sandra Day O’Conner, Former Associate Justice of the Supreme Court of the United States.

One tip which I’ve found useful: The biggest communication problem is we do not listen to understand, we listen to reply. I only have limited experience, but I have found that when you’re starting out it’s imperative to listen to understand and not simply just reply.

Oliver Hazell

Adam: What’s your current role?

Oliver: I’m a Senior Account Manager at Cavendish Advocacy, where I support a range of clients to assess what they need to promote or defend their interests. I also support our team with various new business opportunities. My aim is to develop into a colleague who directors can trust to deliver high-quality proposals as well as guide junior colleagues on strategic queries.

Adam: Why did you join the CiC-Start scheme?

Oliver: I want to continue developing professionally, and that means discovering new ways to innovate, think differently and add real value for clients. Cavendish Advocacy offers excellent development opportunities, however I believe it’s useful to utilise industry networks too.

Adam: What do you want to achieve from the mentoring programme?

Oliver: I want to rethink about my professional development i.e. my career is more of a journey I will go on – with employers supporting me. I’ve had my first mentoring session and we’ve already set personal goals for me to achieve, which is really positive.  

Adam: Where do you want to be in five years’ time?

Oliver: My mentor posed this exact question during our first session. I thought I had this mapped out in achieving a certain level of seniority. But through our discussion, I realised I need to look at which internal and client-facing roles I enjoy the most and what managerial skills I really want to develop.

Adam: What is your favourite campaign slogan?

Oliver: The Tory Party’s 2015 “Long-Term Economic Plan”. Having worked on that election campaign and seen firsthand the message discipline, it was a real learning opportunity.

Time to double-down on digital infrastructure

GUEST POST: Finley Morris is Lead for Young Conservatives in Communications and is a Parliamentary Researcher. Connect on LinkedIn. Follow on Twitter 

“In these exceptional times, the most precious commodity is confidence. Government has a golden opportunity with the National Infrastructure Strategy to set out an ambitious but deliverable plan for the nation’s economic infrastructure.”  

James Heath, National Infrastructure Commission CEO, commenting earlier this month is right. The coronavirus pandemic has not only presented the Government with a “golden opportunity” to deliver on its ambitious commitment to delivering gigabit-capable broadband across the country by 2025 and 5G by 2027, but it has brought the unprecedented need to deliver on it.  

By focusing on these core manifesto promises, the Government would do well to use the National Infrastructure Strategy later this autumn to double-down on its efforts to deliver the urgent digital infrastructure improvements needed across the UK. This renewed effort would play an instrumental role in supporting the economic recovery of the UK, and for the worst affected regions such as the North, Yorkshire and the Midlands.   

Covid-19 and the accelerated demand for “levelling-up”  

Even before the pandemic and the shift to working-from-home, improving digital connectivity in the North and the Midlands was crucial to the Government’s chances of “levelling-up” the country. 

There is a host of evidence – not least in the articles published by Digital Tories – which shows the direct benefits that would be felt by regions across the UK from the delivery of improved digital connectivity. Enhanced levels of productivity, greater economic activity and more employment opportunities are just three. 

Furthermore, enhanced digital connectivity delivers wider socio-economic benefits too, such as the opportunity for remote healthcare services, real-time data sharing and a greater scope for the use of artificial intelligence. However, for some parts of the country, simply getting decent broadband coverage was a challenge throughout the lockdown.  

Several ‘Blue Collar Conservative’ MPs have called on the Government to scrap its plans for HS2 (considering the pandemic) and have made the case that in order to truly deliver on the levelling-up agenda, delivering high speed broadband should take precedence.  

Figures from the New Economics Foundation show that 40 percent of HS2’s benefits would flow to workers commuting to London, with only 18-10 percent going to workers in the North and the Midlands. The Government should consider re-prioritising the money, energy and attention from projects like HS2 and spend it on speeding up the delivery of digital infrastructure.  

Supporting economic recovery 

Delivering on its ambitious targets for the rollout of 5G and gigabit-capable broadband would be a great way for the Government to support the UK’s economic recovery; delivering economic output, capital investment and greater job opportunities are some of the benefits that would be materialised across the whole country.   

A recent report published by the Centre for Policy Studies found that a faster rollout of 5G infrastructure “would help deliver a quicker and stronger economic recovery for the UK.” The report supports the argument that the delivery of 5G across the country would significantly help the UK’s economic recovery, by generating £34.1bn in economic output if the Government meets its ambitious target of doing so by 2027. This is more pronounced in the long-term, whereby the access to digital services and reliable connectivity – that has been essential to the country’s response to Covid-19 – will be integral to the resilience, economic security and productivity of our four regions.  

Jobs, Jobs, Jobs; the characteristics of large digital infrastructure projects – such as their long-term nature, their complexity and often their interdependence – means the rollout of 5G and of gigabit-capable broadband offer significant opportunities for job creation in the face of record unemployment. A report by WPI Economics estimates that the rollout of 5G will create over 600,000 jobs in the UK by 2030, with potentially even greater productivity benefits being materialised in the most deprived parts of the United Kingdom.  

The challenges facing the country are epic in scale; the Government’s interventions and policy measures to support the economy have been historic in nature. It is therefore reasonable to call for an unprecedented and unwavering focus on digital infrastructure delivery. While there is a myriad of technical, regulatory and political reasons behind the delays to the rollout of 5G and gigabit-capable broadband, the coronavirus pandemic should not, and cannot be one of them. 

If you have ideas for the group or would like to get involved, please email us. 

This piece was written for Digital Tories

Tories must be the Party of tech

GUEST POST: Anita Boateng is a Senior Director at FTI Consulting and a Councillor in Redbridge. Connect on LinkedIn. Follow on Twitter

The Conservative Party has never shied away for technological innovation. It was Benjamin Disraeli, the 19th century Tory Prime Minister and godfather of One Nation Conservatism, who embraced the first industrial revolution and remade conservatism in his time. It is no exaggeration to say the same forces remain alive today. 250 years after the invention of steam-powered machines, we are undergoing another technological revolution. 

From Zoom catch ups and WhatsApp group chats to accessing banking and the latest news on the go, our relationship with technology has already changed so much in the past two decades. In the midst of a global pandemic, thanks in large part to our mobile networks, we’ve been able to stay close to our loved ones, access important services and work more flexibly than we ever imagined we could. 

Digital connectivity is poised to make another monumental leap forward with the advent of 5G. 5G is not simply about speed. Imagine drones co-operating to carry out search and rescue missions, self-driving cars communicating seamlessly with one another and wearable fitness devices alerting doctors in real-time in a medical emergency. These innovations will transform our way of life.

The job of the Conservative Party and this government is to ensure that all parts of the country benefit from the new revolution that could bring about immense social and economic change. And while this pandemic has highlighted how much some of us benefit from mobile networks, the experience has also shown we have work to do in delivering the benefits of connectivity to everyone in the country. 

To achieve a connected future for everyone, our mobile infrastructure needs a reboot. We need to upgrade existing equipment and install new towers to extend coverage. But the legislation designed to make all this possible – the Electronic Communications Code – isn’t working. The Code was introduced in 2017 with the intention to make it easier and cheaper for providers to make the changes the UK needs to keep pace with the rest of the world. 

Unfortunately, that is not happening quickly enough. The relationship between industry and its landowner-hosts needs repairing. Disputes over rents are making agreements impossible. Infrastructure isn’t being upgraded or rolled out effectively, and consumers are not getting the coverage they want and need. There’s no doubt we need to get things moving if the Government is going to achieve its 5G ambitions. 

That is why the industry joined together to launch Speed Up Britain, a new cross-party campaign calling for action to give Britain the mobile network it deserves. The campaign provides an opportunity for industry, landowners, their representatives and government to come together to find a solution to this problem and make progress towards delivering 5G and other new technologies. Looking again at the law will be an important component of delivering real change.

But this is not just about central government. Poor connectivity doesn’t just hinder our ability to navigate the modern world; it can hold back local businesses and services in parts of the country that need it the most. Councillors, metro mayors and MPs will all have insight into the challenges of mobile connectivity in their area, and what they would like to see change.

We all have a part to play in fulfilling the promise of a truly connected nation. If we work together, we can ensure the Conservative Party is once again at the forefront of delivering a digital revolution for all.

If you have ideas for the group or would like to get involved, please email us.

This piece was written for Digital Tories.

Patience: a virtue the Tories are yet to find

GUEST POST: Finley Morris is Lead for Young Conservatives in Communications and is a Parliamentary Researcher. Connect on LinkedIn. Follow on Twitter

The suggestion that 2021 should mark the end of the road for Boris Johnson’s premiership has been gaining oxygen in Tory circles. Some claim that the Prime Minister has lost his way, “run out of steam” and even been fundamentally changed by his near-death experience. While the pandemic has undoubtedly steered him along a different path to the one both he and the Party could ever have expected in December 2019, any attempt to change the Leader next year would be a short-sighted move. Such an act would not only be the most futile use of the Party’s political capital, but an embarrassment to Conservative voters – old and new – across the country. Tories must find patience.

The bigger picture

Firstly, we must look at the bigger picture. The nation is exhausted; exhausted by months of facing the endless threat of a deadly virus and all the subsequent safety restrictions, cancelled holidays, missed family gatherings and the normality of life.

As things stand, more than half a million young people in the UK are now unemployed. The economy is experiencing its deepest ever recession. Economic forecasts for 2021 look even gloomier, with the Bank of England expecting rates of unemployment to rise to 8.2 per cent and predicting it will take over two years for the country’s finances to get anywhere near their pre-Covid levels.

Clearly, there are bigger issues facing the country than inane discussions over party leadership. We should certainly expect the electorate to be unforgiving of any such party who squandered a second of its time in government, especially right now and on such a self-indulgent exercise as this.

Levelling-up agenda

Secondly, the Party must not forget why the Tories were returned to power in 2019 for a fourth successive time, with their largest majority since 1987. The PM’s promise of defeating Jeremy Corbyn, “getting Brexit done” and levelling-up the country was one that not only Conservative voters found compelling, but one that many never-before Tory voters believed in, and, indeed, placed their trust in.

These formerly “red-wall” seats across the north and Midlands were attracted to his ambitious levelling-up agenda, including his promise of delivering UK-wide gigabit-capable broadband by 2025, improving transport connectivity across the country and delivering jobs, opportunities and better infrastructure in these regions too often left-behind.

Levelling-up the country is a long-term ambition for the country and the Party must give him the time to deliver on this. If successful, the Conservatives could cement this broader voter base for decades to come, locking the Labour Party out of government indefinitely. Alternatively, a change in party leadership now, without having delivered on these existing promises, would be — and I use this word reluctantly — a betrayal of the trust placed in them by voters at the 2019 election. The Party must let him finish what he has started.

Beyond the bubble

Finally, the Westminster bubble has been and is guilty of overlooking the PM’s much broader appeal. The “bumbling buffoon” act that so many dismissed Johnson for at every opportunity over the last four years is precisely why he appeals to the great British public. He is quite different.

Some argue that recent polling shows support among the public for the PM is waning and therefore the Party should begin to look for his replacement. However, the Conservatives remain head to head with Labour in the polls, and any effort to change the party leadership in 2021 would only further hinder their ability to deliver on its promises, paving the way for an increasingly popular Sir Keir.

A change of party leadership in 2021 would be an extremely short-sighted move. There’s no question that Boris Johnson has not had the start to his premiership that he, nor anyone for that matter, would have expected nor wanted. However, if we should learn anything from the events of the last four years, it is that four years is a very long time in politics. The electorate has placed its trust once again in the Conservatives to deliver real change across the UK. The Conservative Party owes it to the country to be patient with the Prime Minister, forget any self-indulgent leadership contest and give him the time to deliver.

If you have ideas for the group or would like to get involved, please email us.

This piece was written for this website.

Keeping a cool head in a crisis

GUEST POST: Mike Love is Patron of Conservatives in Communications. Follow on Twitter. Connect on LinkedIn

As I write I’m listening to news reports in the UK critical of the Government’s latest anti-Covid-19 measures for not being restrictive enough and for “not following the science.”

Until now, the loudest criticisms had been that they had acted in too draconian a way and had slavishly “followed the science.”

Anybody who has shared my experience of being a crisis manager will sympathise with the “damned if you do, damned if you don’t” fate we have all known at one time or another and that those government crisis managers and their political masters must be experiencing today.

When I’ve been in “the war room” managing a crisis I’ve always tried to shut out those “we know better” voices.

That risks ignoring what might be good advice, but the greater risk is that you become dazzled like the rabbit in the headlights by bright but allusory and dangerous shiny objects which might seem momentarily attractive as “get out of jail cards” but almost certainly needed greater scrutiny than you have time to give.

My apologies for metaphor and allegory overload!

A good crisis manager is one who can in Kipling’s words “keep their head when all about them are losing theirs.” Figuratively, not literally hopefully.

Keeping your nerve is probably to key attribute required.

In a crisis situation things invariably change fast and furiously. Best laid plans fall apart and wargamed playbook scenarios are too often quickly become irrelevant. And if you have time to read the Crisis Manual then you aren’t really in a crisis.

Don’t get me wrong. I am a great believer in preparation and planning. And manuals!

The best professional advice I ever received was from my friend Harvey Thomas, famed former “advance man” to Billy Graham and Margaret Thatcher. I asked him for his top three tips and they were “prepare, prepare and prepare.”

The LEADS Test after which my blog is named was itself a methodology I developed not just to help corporate leaders to make tough policy decisions but also to be used as a war-gaming techniques to help plan, prepare and test those scenarios to develop a best practice playbook.

But these techniques and methodologies were designed for crisis training – to help business leaders and their communicators to prepare for the worst days that hopefully would never happen and to guide them in conducting business and communications in ways to help prevent them from happening at all. The training should help you to understand how to make the decisions, not to dictate what those decisions will be.

I’ve not managed a crisis where the scenarios ever neatly fitted our pre-planned playbooks. But every single one of them fitted the lesson from preparing them – to understand how to take responsibility.

In many organisations, particularly big ones, taking responsibility is something people try to avoid. Afterall there’s always a consultant or adviser to blame, and in the biggest organisations there are hundreds and sometimes thousands of people to help take the blame when it goes wrong, but strangely they rarely share the credit when it goes well.

The key learning for participants in those preparation and war-gaming exercises, the only one that really matters, is to learn how to behave in a crisis. Not so much what to do, as specifics vary enormously, but to understand how, when and why things should be done.

The best crisis management preparation and training is to learn how to be in the right frame of mind, to ignore siren voices, and to keep your nerve.

When decisions are made, they are your responsibility. Whether things go well or not, it’s important to remember the mantra famously espoused by one of my former bosses Margaret Thatcher: “advisers advise and ministers decide.”

No matter how many people are in the room, literally and figuratively, giving advice, and no matter how many “we know better” heads are outside it shouting in, the ability to take responsibility for your decision is ultimately why you are paid to be there.

If you have ideas for the group or would like to get involved, please email us.

This piece was written for Mike’s blog.

We live in different times

Adam Honeysett-Watts is Principal Director of Conservatives in Communications and Founder & Director of do Different.

For as long as I can remember, I’ve had to do different; and that ability to adapt has never been more important. I was born, went to school and – for all intents and purposes – spent most of my teenage years in Beverley, a market town in East Yorkshire famed for its Minster, Westwood and racecourse. I consider myself to be a Beverlonian.  

With my parents passing away when I was quite young, and my sister at university on the other side of the Pennines, I had to grow up quickly living on my own.  

I recall a handful of conversations with my Dad – him telling me never to forget my roots, and that if I put the hours in it would pay off in the end. Heeding that good advice, I read plenty of books, got my GCSEs and worked every weekend. 

Somewhere along the way I developed an interest in politics. I later learned my great uncle, Arthur Watts of Watts Bros. hauliers, was Mayor of Beverley (1939 – 43). As I write this, a model of one of those trucks sits proudly on my desk.  

During sixth form, I chose to study politics at night college and my enthusiasm grew stronger. With A-levels under my belt, I secured a place at UEA and off to Norwich I went.   

It’s well-known that ‘People in Norfolk do things different.’ We’d get along handsomely during those three years, and I’m forever grateful for the opportunities and experiences that I had.  

Fast forward 13 more and I’ve had the honour of working on behalf of a variety of organisations based around the world. Today, I’m following the trend of launching a UK-based start-up during lockdown; a business that does things… differently. 

It’s time to do different

But it’s not just about me; for we live in different times and we must all do different. 

Before Christmas, I wrote: “2020 is going to be a year like no other. Fasten your seatbelts, folks – you’re in for a wild ride.” I meant the UK could move forward after years of Parliamentary stalemate and the Government could focus on levelling-up the country. 

However, nobody knew what was around the corner. 

Much of what’s taken place over the past six months has been in the works for a while. What’s happened is the pandemic has accelerated the rate at which governments, organisations and individuals alike were already adapting to new expectations. 

You could argue that there’s been – apologies in advance to all PRs and journalists – a turning point, a sea change or as one politician cited: a paradigm shift.  

Even when we find a vaccine, I doubt we’ll return to our old ways of working and living; a lot has happened. We’ve become accustomed to new habits and norms, and become more resilient. 

But with all this change – for example, how we work, how we spend and how we consume information – there is a renewed emphasis on businesses to understand the landscape in which they operate and the world in which their stakeholders now live, while ensuring they continue to stand out from the crowd. 

In this regard, people need partners who get the big picture, get what needs to be done and can get stuff done. That’s me. 

Only then, can you sit down and join our American friends across the pond in sipping a delicious cup of Yorkshire Tea – sales of which have soared 926% – as they stock up to see through the presidential campaign.  

If you have ideas for the group or would like to get involved, please email us.

This piece was written for Adam’s company website.