The UK’s Devolution White Paper represents a significant milestone in the evolution of local governance. By transferring greater powers and funding to regions, devolution has the potential to rebalance the economy, drive local innovation, and improve public services in ways that reflect regional needs. However, while the policy direction is clear, ensuring that devolution delivers on its promise will require focus, leadership, and a commitment to making it work in practice. The opportunity ahead is vast. With both new Combined Strategic Authorities (CSAs) and new Unitary Authorities (UAs) set to emerge, the challenge is not just about establishing new structures but about delivering real outcomes for people, businesses, and communities. To do this, leaders must prioritise three key areas: getting early decisions right, establishing strong partnerships, and moving beyond governance to delivery. The First 100 Days: Setting a Clear Direction For newly devolved regions, the early months are crucial. The way new Combined Authorities and Unitary Authorities establish themselves will determine their credibility and effectiveness in the years to come. Experience from existing devolution settlements suggests that success depends on: A strong, unified vision that aligns political, business, and community interests. Early investment in strategic priorities such as transport, skills, and business support. Clear governance and decision-making structures that enable action rather than bureaucracy. For new Combined Strategic Authorities, which will bring together multiple local councils under a regional governance model, the key challenge will be to establish strong relationships between constituent authorities and ensure that devolution delivers meaningful economic and social benefits. These authorities must act as catalysts for regional growth, shaping investment strategies and infrastructure development. Meanwhile, new Unitary Authorities, which will replace existing two-tier local government structures in some areas, face a different challenge: ensuring a smooth transition from district and county councils while maintaining service delivery. Early decisions on financial sustainability, workforce integration, and community engagement will be critical to their success. When these new authorities get these fundamentals right, they build public confidence, attract investment, and demonstrate the real benefits of devolution. The alternative—slow decision-making, fragmented priorities, or uncertainty—risks undermining the potential benefits before they can be realised. Beyond Structures: Delivering Growth and Public Value For devolution to succeed, it must be measured not by the governance arrangements it creates but by the impact it delivers. At its best, devolution can: Support economic rebalancing – allowing regions to shape their own growth strategies and attract investment tailored to local strengths. Improve public services – integrating health, transport, and housing policies in ways that work for local communities. Drive innovation and sustainability – empowering regions to lead on green growth, digital transformation, and new models of service delivery. However, turning these ambitions into reality requires expertise, collaboration, and a focus on delivery. It is essential to recognise that devolution is not a one-size-fits-all solution. Challenges and Pitfalls to Avoid Devolution must be tailored to local needs rather than driven by central government’s preferred model. As Councillor John Merry, Chair of Key Cities and Deputy Mayor of Salford, has noted, the government’s current approach to devolution, which often emphasises large unitary authorities as a prerequisite for greater powers, does not suit all areas. While a move towards larger authorities may improve efficiency in some regions, it risks overlooking the distinct economic and social needs of smaller urban areas. Local leaders must be actively involved in shaping devolution settlements to ensure they work in practice, not just on paper. Similarly, the County Councils Network (CCN) has warned that while local government reorganisation may be necessary in some areas to unlock more ambitious devolution deals, it must be evidence-based. They have raised concerns that breaking up county councils into smaller unitary authorities could create structures that lack the scale to drive economic growth or deliver major infrastructure projects effectively. This highlights the need for carefully considered and locally led approaches to reform.  Another critical risk is funding uncertainty. Many local leaders have welcomed devolution in principle but remain concerned that new authorities will be given responsibility without the long-term financial certainty needed to deliver real change. Without multi-year funding settlements and greater fiscal autonomy, there is a danger that new authorities will find themselves constrained by short-term financial pressures rather than empowered to drive transformation. The National Opportunity While much of the focus has been on how local areas can use devolution to their advantage, the opportunity is equally significant for the UK as a whole. A successful devolution agenda would mean: A stronger, more balanced economy where growth is not concentrated in London and the South East but driven by thriving regional economies. A more responsive state, with policies shaped closer to the people and businesses they affect. Greater trust in government, as local leaders demonstrate the ability to deliver tangible improvements. The next phase of devolution must be a shared national effort—where central government, regional leaders, businesses, and communities work together to ensure that this is not just a shift in structures but a real shift in power, funding, and impact. The UK stands at a crossroads. If devolution is done well, it has the potential to unlock one of the most significant economic and social transformations in a generation. The question is whether we will seize this opportunity or allow it to become another layer of bureaucracy. The choice, and the challenge, lies ahead.

Cambridge MC engaged with a historic and world-famous university to support the reinvigoration of their Human Resource functions. Specifically, we were asked to improve HR service delivery, and establish the first steps towards change readiness preparation to support the HR function during a college-wide Enterprise Resource Planning (ERP) Project. To achieve these outcomes, we conducted a 3-dimensional process review model to assess their current HR operations. Within this, we evaluated and understood the university's HR department through multiple data streams, using the information collected to identify current quick wins and present recommendations going forward. Strategy Cambridge MC used a unique ‘3-dimensional process view model’ to evaluate the efficacy of the processes, people, and systems that formed the HR department at the outset of the project. These three dimensions include: A Maturity Assessment and identification of any Quick Wins to restore. confidence in HR delivery. A Process Map Review against future Employee Life Cycle, using our own ‘Employee Life Cycle Model’, and 40k Service Tickets to improve automation and efficiency. The development of an implementation plan and blueprint for the successful roll-out of HR ERP. Data Streams & Findings The HR Maturity Assessment highlighted strong management support experienced by participants, as well as a solid understanding of HR strategy and of overall University strategy. The HR Process & Programmes Review uncovered that 196 processes in Nimbus (an end-to-end patented cloud WorkForce Optimisation application) are not linked to the HR Sub Functions; the current SLAs are based on historical volume and thus are not fit for an SSO environment; and current expertise in the Hub is not sufficient to deal with the volume of service tickets. Five quick wins were identified as follows: Recruitment Fixed Term Contracts Review Current SLAs Re-Routing Payroll and Pension Queries One single mailbox for sending Service Tickets In the detailing phase, we implemented the aforementioned agreed quick wins, the blueprint for HR ERP, assured the build readiness of the HR team, and built the HR SSO to accommodate HR ERP. Finally, in the communications stage, we developed a Communications Grid for HR Maturity assessment, established Cambridge MC presence in the process, and implemented . Outcomes & Results  1. Cost Savings We identified quick wins that led to an annual saving of £500k, by tightening the relation and process flow between HR and payroll. 2. Systems Optimisation We analysed the efficacy of HR Service Tickets solutions delivery and recommended different workflows for the 1.8k tickets received per month. 3. Forward Planning Our ‘Employee Life Cycle Model’ was instrumental in analysing the gap between current and future HR process and systems needed in an ERP environment.

Introduction The National Counterintelligence & Security Center (NCSC) suggests that universities are particularly vulnerable to cyber crime because they are key contributors to the economy, skills development, and innovation. Cambridge MC was approached to conduct a comprehensive cyber capability maturity assessment for a major UK academic institution, leveraging a team of experts with technical understanding and frontline experience in cyber defence. This team carried out a thorough evaluation through a series of tests, interviews, and artefact examinations. Unlike conventional assessments, our strategy focused on actionable insights which were tailored to the unique operational context of the institution. The assessment was structured around recognised capability categories, informed by the team’s extensive experience defending against cyber attacks. The methodology was particularly effective for its sensitivity to the institution’s risk appetite—balancing cost, risk, and investment to propose solutions that were unique to their situation. Project Overview The primary challenge was the institution’s realisation that its existing cyber hygiene practices and IT discipline might not be sufficiently robust to withstand increasingly advanced tactics employed by cybercriminals and their growing interest in the education sector. The institution sought out Cambridge MC to identify these vulnerabilities, assess the overall maturity of its cybersecurity practices, and recommend strategic improvements. This meant not only highlighting technical deficiencies, but also providing a holistic evaluation of the institution’s security posture, considering the practical realities of defending against threats. This included an assessment of the institution’s risk readiness, infrastructure resilience and staff preparedness. Cambridge MC’s goal was to ensure that the recommendations produced as a result of this assessment were not only technically sound but contextually appropriate and aligned with the institution’s strategic objectives and resources constraints. This personalised approach was crucial in designing a cyber security strategy that was both achievable and sustainable. Strategy What we did Our approach involved a thorough assessment of the institution’s cyber infrastructure, including tests, interviews, and the examination of artefacts to gain a holistic understanding of their cyber maturity. To do this, we engaged experts with significant technical depth and extensive experience in cyber defence and leadership roles; a blend which was crucial in conducting a maturity assessment that focused on pragmatic gap closures. Why we did it this way Our methodology was designed to move beyond mere technical details and address the practical aspects of cyber security. By organising our work into recognised capability categories, we targeted areas that, if weak, would likely lead to vulnerability and a high risk of attack. This approach allowed us to pinpoint critical gaps in the institution’s cyber security practices and propose target improvements. Concepts and methodologies applied We applied a risk-based approach, sensitive to the institution’s risk appetite, to make practical trade-offs between cost, risk, and investment. This ensured that our recommendations were contextually appropriate and aligned with the institution’s strategic objectives. Our assessment framework was grounded in industry-best practices and standards, tailored to the unique needs and challenges of the academic sector. Obstacles encountered and overcoming them One of the main obstacles we encountered was resistance to change, a common challenge for institutions with established routines and cultures. To overcome this, we emphasised the importance of cyber hygiene and IT discipline through clear, evidence-based findings and recommendations. We conducted workshops and discussions to engage stakeholders at all levels, highlighting the tangible benefits of enhancing their cyber security posture and demonstrating how our recommendations could be implemented in a manageable manner. The Team The Cambridge MC cyber security team tasked with supporting on this project was comprised of: A technically adept practitioner specialising in vulnerability testing, equipped with cutting-edge knowledge of tools and techniques for identifying weaknesses in the institution’s cyber defences. This role was crucial for uncovering hidden vulnerabilities that could be exploited by attackers, providing a technical foundation for the assessment. Back-office risk experts with a deep understanding of the broader risk landscape and risk management principles, ensuring that the assessment considered not just technical vulnerabilities but also organisational and procedural risks, aligning the cyber security strategy with the institution’s overall risk appetite. A security leader with 30 years of experience building and running security services, who offered strategic oversight and practical insight into effective cyber defence mechanisms and was vital in ensuring the recommendations were not only theoretically sound but also pragmatically achievable. Together, these professionals ensured a comprehensive, nuanced, and highly practical assessment, underlining the importance of a balanced team in addressing complex cyber security challenges. Outcome & Results Optimised Cyber Resilience We recommended and outlined a robust workflow and identity management system across all of the institution’s systems, emphasising the need for multi-stakeholder cooperation. This highlighted the challenge of managing over tens of thousands of accounts for a community of many fewer staff and students. Longevity We made clear, actionable recommendations describing implementation plans for changes, such as improving the security culture and some operational deliverables associated with SOC efficacy, all of which were agreed upon by the leadership team who assured us that these changes would be in place at this institution for the next three years. Staff Readiness We enhanced the security awareness and training of the staff, postgraduate researchers, and students, including specialised training for the Information Security team. We also made recommendations for improving security posture, such as the adoption of Cloud Access Security Broker (CASB) and Data Leakage Prevention (DLP) solutions, and the development of a quantitative risk forecasting methodology. Forward Planning We also made suggestions for future improvements, including SOC operational activities, creating new initiatives targeting cyber kill chain strategy areas, and planning disaster recovery tests for ICT systems.

The Naze is a unique headland that extends northwards from the seaside town of Walton-on-the-Naze. Derived from the old English word ‘naes’ meaning promontory or, quite literally, nose, the Naze is the most easterly peninsula in Essex. The Naze's extensive tidal creeks, islands, and salt marshes form part of the 2000 acre Hamford Water National Nature, a wetland of international importance for migratory birds. This evocative landscape was the inspiration for Arthur Ransome's 'Secret Water’, part of the Swallows and Amazons series. The Naze cliffs are a designated a Site of Special Scientific Interest. Just a short stroll along the beach offers glimpses into its rich natural history, with sharks’ teeth, shells, and fossils scattered along the shore. The cliffs offer a fascinating strata, including London Clay formed about 50 million years ago in a subtropical sea and sands called the Red Crag from about 3 million years ago. The Naze is also home to a diverse collection of wildlife. It is home to migratory and nesting birds such as the Dark Bellied Brent Goose, Sedge Warbler, and Whitethroat. There is also a large colony of seals. They can be seen sunbathing on mudflats in the backwaters or bobbing about in the waves. Beyond its environmental significance, the Naze is vital to the local community and visitors. It attracts 200,000 visitors each year. The Hamford Water area also provides local employment with a marine industry supporting 200 jobs for Walton, light industrial sites, and farmland contributing to the local economy. Coastal landscapes like the Naze are increasingly recognised for their intangible cultural value, providing communities with wellbeing and mental health benefits. The iconic Naze Tower, a Grade 2* listed navigation mark built in 1720, is a beloved landmark offering museum exhibits, an art gallery, a cafe, and educational visits about the history, geology, and erosion of the Naze. Coast Under Threat Unfortunately, this invaluable environment is under significant threat from coastal erosion. For many years, the rate of erosion was measured at 1.5 metres per year. Yet, in the last ten years, this has accelerated to between 3-5 metres in some areas. Extreme winter weather and tidal events, often compounded by surge events, drive much of this erosion. Heavy rain saturates the cliffs, causing increased slumping, while high tides with greater wave energy claw away soft cliff sediments. Beach sands are also constantly moving along the exposed shoreline. The soft sediment layers in the cliffs become waterlogged and wash out in the winter, leading to collapse that is then swept away by the sea. Even without sea effects, the cliffs are inherently unstable due to soil behaviour and stress changes. The policy on open coasts allows erosion, and government funding for sea defence typically focuses on protecting property, which the Naze, as an open coast area, does not normally qualify for. At this accelerated rate, the north end of the Naze could be lost to the sea within ten years. This would mean the sea breaching into Hamford Water, permanently changing tidal flow and impacting the fragile salt marshes, wildlife, and all who enjoy and visit this environment. The accelerated erosion is already impacting areas near existing structures. Naze Protection Society In response to these threats, the Naze Protection Society (NPS) was established in April 1997 as a registered charity. The NPS is community-focused, representing local residents and visitors. Their task is to promote the issues, work to define solutions, attract community commitment, and guide the delivery of securing the future of the Naze. They believe proactive intervention is required. The society works through partnerships, bringing together experience, resources, and determination. From 1997 to 2010, they promoted the Crag Walk project, which was built between 2010 and 2011. This rock revetment was designed to secure the Naze Tower cliff frontage. The NPS raised £250,000 from the local community and visitors as the catalyst for the £1.2 million project, which also involved Tendring District Council (TDC), Frinton and Walton Town Council, and Essex Wildlife Trust. The NPS is now setting a new fundraising target of £25,000 a year to deliver soft-engineered structures and build resilience into the whole of the north beach area. They aim to reduce the erosion rate back to 1m/year average and provide resilience against climate change impacts between 2025-2050. Saving The Naze: The Cliffline Project To update the community on their efforts and plans, the NPS is holding the Saving The Naze: The Cliffline Project event. This community event, aligned with World Environment Day, will take place on Saturday, June 14, 2025 , from 10am to 3pm at The Columbine Centre in Walton-on-the-Naze. The event aims to set out the NPS approach to the Cliffline Project, focusing on an affordable plan to slow erosion. It involves valuing everything the Naze and Hamford Water contribute to the community, wildlife, economy, and peace, and developing a plan using science, local expertise, and passion to adapt to the challenges of climate change. To find out more, see the full agenda and reserve a space, visit the Eventbrite page: https://www.eventbrite.com/e/saving-the-naze-the-cliffline-project-tickets-1267463420209?aff=oddtdtcreator How You Can Help the Naze The Naze Protection Society relies on community support to carry out its work. You can help protect this unique environment for local people and visitors for future generations to enjoy. Join: Become a member today for only £10 per year: https://nazeprotectionsociety.org/become-a-member/ Volunteer: Contribute your time and skills to help preserve the Naze: https://nazeprotectionsociety.org/get-involved/ Donate: Make a one-off donation to support the work of the Naze Protection Society. Your donation helps raise funds to promote and develop solutions to save this environment of unique historical and environmental importance: https://nazeprotectionsociety.org/donate/ Follow: Join them on social media to keep up to date with their work. You can find them on Facebook, Instagram, and Twitter. To find out more about joining, volunteering, or donating, please visit the Naze Protection Society website: https://nazeprotectionsociety.org/ If you have any other questions, please use the form below.

Pioneering Technologies for the Future of Urban Transformation Smart cities might sound like a utopian vision from the 1950s; something that sounds already out-of-date and perhaps even naive in our current geopolitical climate. But as urban spaces gradually implement a a series of technological leaps, the smart city emerges as a potential reality, offering a new way to unite communications with infrastructure via real-time feedback. Smart cities could dramatically enhance our quality of life, efficiency, and environmental stewardship. Given that cities are significant contributors to global emissions — responsible for approximately 70% of greenhouse gases — they will play a critical role in reaching net zero. Reflecting insights from the last Smart City Expo in Barcelona (November 2024) and a range of ambitious projects across the UK, this article delves into the strategic alignment of technology, infrastructure, and sustainability shaping today's urban landscapes. What Defines a Smart City? A smart city is fundamentally ‘a municipality that uses information and communication technology to increase operational efficiency, share information with the public, and improve the quality of government services and citizen welfare.’ While definitions vary, the overarching mission is to optimise city functions, drive economic growth, and enhance the quality of life through technology and data analysis. Smart city initiatives typically require three critical components: Networks of sensors and citizen participation to collect data Connectivity linking these networks to government systems Open data sharing to make results, changes, and improvements accessible to the public Developing this underlying infrastructure is complex and expensive. Crucially, it depends on strong relationships between government, the private sector, and citizens, as most of the work to create and maintain these data-driven environments happens through collaboration and public-private partnerships.

Edge computing, 5G, IoT and AI are contributing to a paradigm shift in retail that will imagine new possibilities made commercially viable by real-time data processing. In this article, we look at the convergence of these technologies and how they will offer a radical new vision of our high street by offering customers exciting new experiences that can rejuvenate in-store shopping and retail spaces. First, in Part 1, we look briefly at each technology and discuss the technical advantages they offer and how this supports new types of customer experience. Then in Part 2 we look at industry predictions about how the retail space might evolve over the next decade. Part I Edge Computing Edge computing involves processing data near its source rather than in a centralised location. In retail, this means deploying IT infrastructure in or near store venues where consumers interact with products. This ecosystem enables real-time decision-making and personalised customer experiences by analysing data from sensors and IoT devices within the store. Edge computing is a concept that applies to an integrated network of processing units, data centres and sensors that handle data close to the user. Micro Data Centres The compute part of edge computing needs to be housed in proper data centre facilities, to ensure that the expensive server equipment, especially those used by AI systems, are kept in the optimum conditions — this helps keep maintenance and operational costs down. Even though edge compute systems can be relatively compact, retailers will mostly be unwilling to give up valuable floor space for the IT equipment and its associated infrastructure (like cooling and electrical systems), so the more likely scenario is that smaller data centres will be used that can be located close by but in back-of-house areas, such as loading bays, car parks, warehouse areas and so on. These will often be operated as cloud services so that multiple retailers can benefit from edge compute without having to bear the upfront capital cost, and, most importantly, the ongoing maintenance required to keep them operational. 5G 5G networks offer high-speed connectivity and low latency, which are crucial for supporting advanced retail technologies like augmented reality (AR) and Internet of Things (IoT) applications. The increased bandwidth allows for seamless integration of online and offline shopping experiences, enabling features like virtual try-ons and real-time product comparisons. This connectivity supports personalised marketing strategies that take place in real time and deliver targeted promotions in store. Internet of Things (IoT) The Internet of Things (IoT) refers to a network of interconnected devices, machines, and sensors that collect, store, and transfer data over the internet. These devices are embedded with sensors, software, and network connectivity, allowing them to communicate with each other and with other internet-enabled systems. IoT plays a crucial role in enhancing the retail experience by providing real-time data on customer behaviours, security risks, buying preferences, inventory supply levels and daily operations. IoT devices will principally include cameras but also a range of other sensors such as RFID tags and smart shelves.