ࡱ>  5@ :bjbj22 qXX%" $xxxPȯ| :"\\\*ŷ\!0$R'' \\;<n x\\Z= 5ST X\\ &y5BxaVb P3Wv[Jv\ \lvY_*Q <?|QQQ''Dixd7>x  Strategic Plan 2008 2011 Prepared by Mike Musson, ICT Cluster Manager with the support of the ICT Cluster Executive Group on behalf of the ICT Cluster Opportunity Group December 2007 Table of Contents Item No Description Page No 1. Executive Summary 2 2. Market Analysis 5 3. Target Markets 6 4. Achievements and Lessons Learned 10 5. The Regions Strengths and Weaknesses 11 6. Strategic Objectives 12 7. The Action Programme 13 8. Measures of Success 14 9. Budget and Expenditure Plan 15 1. Executive Summary The ICT industry is critical to Europes future both as a major industrial sector in its own right and as a driver of productivity and improved service quality in virtually all other industrial sectors and public services. The competitive challenge is sharper still in the face of a new wave of technological change and market opportunities, which carry the potential to reshape the industry and the ways in which its products and services are used. EU ICT Task Force Report November 2006 Today, digital convergence the marriage of computing, communications, content, and consumer electronics is an over-riding influence on Europes ICT industry. The coalescence of these technologies is unleashing a wealth of opportunities, blurring the boundaries between market sectors, and proving to be a powerful driver for innovation and change. Consequently, a global market for all digital services covering communications, IT, and media is emerging. Driven along by this wave of convergence, the structure of the global ICT industry is changing fundamentally. The industry is less and less identifiable as a discrete sector but is becoming part of a borderless digital system. In this system, firms are increasingly defined by their role within the converged value chain as system developer, content provider, equipment manufacturer, aggregator, access/network operator, etc - rather than by traditional market segments1. The West Midlands has a tradition of producing innovative products and services and has the ability to play its part, both as a supplier of innovative ICT products and services, together with exploiting ICT as a major contributor to increasing regional productivity and GVA. The ICT Cluster has in excess of 3000 businesses operating in six principal sub-sectors: Manufacturers of Hardware, Resellers, Software Developers, Installation & Maintenance, Outsourced ICT Services and IT Consultancy & Training. Whilst characterised as being comprised of primarily small businesses the Cluster successfully competes in a number of difficult sectors including international markets. The Cluster Opportunity Groups (COG) three year plan is designed to unlock the potential to exploit this new wave of technological change and market opportunities. The COG has identified its markets through assessing the capabilities and capacities of the regions businesses, the expertise and strength of the knowledge base and the potential scale of the market opportunities. The market opportunities have been categorised as being either principal markets or emerging markets. Principal markets are: Strategic ICT Adoption this market focuses on the provision of ICT services and products which enable businesses to become more productive and profitable through aligning ICT investment with their business strategy. Software Development this focuses on businesses utilising vendor or open source software to create bespoke and tailored software for clients or products for niche markets. Emerging markets include: ICT security addresses the opportunities that arise from the challenges confronting all organisations as they increasingly create masses of centralised information and data Informatics exploits the mass of data and information collected by organisations from perceived disparate data, profiles and identifies common actions, practices and other activities held within the data to identify patterns of behaviour. Mobile & Wireless these technologies are fundamental in supporting a range of applications across all industry sectors, providing key infrastructure support, enabling business diversification and enhancing quality of life. Photonics characterised as the 21st century enabling technology with the equivalent impact that electronics had on 20th century, opportunities are rapidly emerging across all sectors of industry as well as offering solutions to environmental issues. A separate Photonics strategy is currently under development. Radio Frequency Identification (RFID) exploits the growing need to track both objects and people and offers opportunities in niche markets particularly in logistics and the health industries. The Cluster is already working in collaboration with the Screen Image and Sound cluster on CReATE a EU FP7 project designed to bring the benefits of ICTs to SMEs in the creative industry. Partnering with other clusters, including Building Technologies, Business Professional Services, Environmental Technologies, Medical Technologies and Manufacturing, will be an integral part of the ICT Cluster three year strategy. The ICT Clusters 2008-11 strategy will continue to fund AccredITUK and WMMW together with establishing new initiatives to address all of the 7 key markets identified, by initiating actions across the following enablers applied to each market. The key and actions adopted by the COG to deliver their strategy are: Innovation through building mechanisms and providing incentives which foster improved links between the knowledge base and ICT SMEs reinforced by promoting a culture of innovation within the business community. Enterprise through creating focused thematic business networks, promoting partnerships and collaboration with corporates & end-users and developing specialist support for fostering international trade. Workforce Development through improving the supply and calibre of ICT graduates, addressing Continuous Professional Development of both management and staff in key business and technological skills. Cluster Activities through continuing to support the annual ICT Conference and Awards. Maintaining the Cluster website and producing the quarterly e-newsletter in parallel with the sustained PR campaign to promote the Cluster, projects, good practice and new market opportunities. To continue to lead on the European Regions Research Innovation Networks (ERRIN) ICT working group on behalf of the West Midlands. Finance to address, in cooperation with other clusters, the issue of accessibility to finance appropriate to the needs of a fast moving and technologically challenging industry. In order to ensure the strategy focuses only on businesses which will bring real prospects of growth and success to the Cluster, the COG is establishing a Technology Strategy Group (TSG) for each target market. Each TSG will be led by one or more members of the COG and supplemented by experts and specialists drawn from the ICT sector. Each TSGs objective is to develop individual strategies by identifying the barriers and issues relating to the target market and the actions required to enable regional ICT SMEs to exploit the market. The COG plans and budgets for 2008-11 relate to the following target markets and actions. Due to a number of existing projects, plus one project in development, utilising the first years funding (2008-9), no new projects will be contracted to commence until April 2009. New projects are however under development for delivery post-April 2009 as shown in the table below: Market FocusMarket PriorityProjectsStatusTotal 2008-11Strategic ICT Adoption PrincipalAccredITUKCurrent451,000Mobile & Wireless/RFID EmergingWMMWCurrent530,000Software Development PrincipaliCentrumCurrent31,000IT Security EmergingTBCUnder developmentPhotonics EmergingTBCUnder developmentInformatics EmergingTBCUnder developmentTotal emerging markets702,000Data Intelligence ICT DirectoryCurrent120,000Cluster Support ICT HubCurrent100,000Cluster Support Executive TeamApplication525,000Cluster Support COG SupportApplication575,000AllINDEXUnder development200,000Innovation ClubsUnder development180,000BudgetTotal 3,414,000 The success of the Clusters strategy will be measured by: Creating a benchmark of the Clusters prime characteristics by employee numbers, turnover, market focus, innovation and global sales. Establishing set targets where base line information is not available. Providing qualitative information where neither of the above is appropriate. Richard Leary MBE Chair ICT Cluster Opportunity Group 28th November 2007 2. Market Analysis The ICT industry in a European context Today, digital convergence the marriage of computing, communications, content, and consumer electronics is an over-riding influence on Europes ICT industry. The coalescence of these technologies is unleashing a wealth of opportunities, blurring the boundaries between market sectors, and proving to be a powerful driver for innovation and change. Consequently, a global market for all digital services covering communications, IT, and media is emerging. Driven along by this wave of convergence, the structure of the global ICT industry is changing fundamentally. The industry is less and less identifiable as a discrete sector but is becoming part of a borderless digital system. In this system, firms are increasingly defined by their role within the converged value chain as system developer, content provider, equipment manufacturer, aggregator, access/network operator, etc - rather than by traditional market segments1. The ICT industry has been steadily recovering since the shocks in the telecoms sector led to a dramatic economic downturn at the end of the last century. In a report released by the European Information Technology Observatory (EITO) in March 2007, it was stated The European ICT industry continues to grow steadily, with IT services, software applications and broadband data services as the main drivers. The report added, the market for ICT in the EU will increase by 2.9% in both 2007 and 2008 2. Commentary on the report states that the ICT sector remains one of the most dynamic sectors of the economy, with higher than average growth rates and research intensity. The report also recognised that the EU has to face the global challenge and this can be achieved by exploiting its many strategic assets, such as the advanced communications infrastructures and services as well as the worlds largest market for education, comprising close to half a billion people. But at the same time it is recognised that Europe needs to address its present weaknesses: market fragmentation, too little R&D investment in ICT, limited high-tech start-ups and insufficient preparation and mobility of people with the right kind of skills. The EITO expects new demand to be created, in particular, through IT innovations in the areas of people to people software, logistics and RFID, security technologies and e-health services, as well as through the digitalisation of public administration (e-government). Therefore strong growth of software and IT services, together with the diffusion of broadband networks, open new exciting opportunities for Europe in the next years of the decade2. The challenge for the West Midlands ICT industry within the European and global marketplace is to ensure that the regions ICT businesses are able to exploit the opportunities derived from growing and emerging markets whilst simultaneously addressing the weaknesses identified in the EITO report. The UK and Regional Perspective Whilst the EITO anticipates the European economy to grow by nearly 3% per annum for the next three years, with software and IT services underpinning this performance with forecast growth of 6.5% and 5.5% in 2007 and 2008. The UK is well placed to benefit from this above average growth as it is Europes leading investment market for software and IT services4. The UK ICT sector accounted for 19% of all inward investment in 2006/07 and recorded more software start-ups in the UK than anywhere else in Europe. The software market is further bolstered by public-sector engagement and with the UK Government investing heavily in pursuit of its transformational agenda. The software market is multifaceted in having a number of niche markets including IT security products where the UK controls 20% of the global market as well as being a prime centre for the development of biometrics and encryption software2. The West Midlands has a relatively large cluster of over 3000 ICT businesses, from large global companies to small and medium-sized software companies specialising in the provision of bespoke software solutions to the industrys major players including global leaders like IBM, Oracle, Epson, HP, and CSC. However the characteristics of the Cluster are changing. Companies involved in development and sales of software segment now account for nearly half of all ICT business activities. This segment has seen recent rapid growth, an increase of 8% since 2005, whilst manufacturers of hardware, resellers, installation & maintenance and IT consultancy & training businesses represent a smaller percentage of the total Cluster than previous. The decline of these segments is however balanced by the creation of a new segment; IT outsourced services, to reflect this newly categorised sub-cluster which now accounts for 8% of all ICT businesses.3 The regions growing software development segment means that the region has the potential to exploit the opportunities identified in the EITO report. The region also has leading-edge research and development in its universities and research institutions ensuring the region can remain at the forefront of global information technologies. The Universities of Warwick, Birmingham and Aston were all awarded the highest possible rating for computer sciences research by the UK's Higher Education Funding Council, whilst Staffordshire University's School of Computing is one of the largest in Europe and one of the best-equipped computer centres in the country5. The EITO states the hardware market, where the region has only a 7% representation, is now recovering: it is expected to grow by 1.7% in 2007 and by 2.2% in 2008. It notes that the PC market is in decline whilst demand for laptops and multi-function peripherals are growing. The telecom market is another area of activity with mixed performances. The fixed voice services are shrinking by around 5% year. This however is offset by growth in the fixed data services and mobile traffic with the former achieving growth in excess of 6.4% per annum. In niche segments of the telecommunication sector the UK can be globally dominant being the worlds leading internet gateway with 36% of internet traffic routed through UK servers. Whilst the region does not have significant strength in the number of large companies headquartered in the region, the location of a number of key companies such as Fujitsu and Ericsson offer the region the potential to exploit complementary technologies, services and content. Ericssons development of a new 60 million research and development base in the West Midlands by 2009 employing 600 highly skilled workers will, it is believed, act as a catalyst for other technology businesses. The telecommunications and mobile devices technological capabilities are matched by a thriving creative sector in the region, which offers the potential of developers working directly alongside content creators. The positive impact of ICT on the quality of life and ultimately on growth and competitiveness is widely recognised. The growth of the ICT sector itself is seen as essential for the growth of the economy as a whole. Beyond that aspect, a greater use of ICT by society as a whole can significantly improve the regions competitiveness on the global scene. This is why ICT is seen by the EC and UK government as a cornerstone of the global strategies for growth and jobs. The delivery of the benefits of ICTs to all segments of the economy and society is very dependent upon the capacity and ability of the ICT industry. The COGs strategy is therefore designed to ensure the regions supply base is both competent and capable of fulfilling its role in exploiting the opportunities. 3. Target Markets As firms are increasingly defined by their role within the converged value chain the 2008-2011 ICT Cluster Strategy will focus on both horizontal and vertical markets. The COG sees the key issues to success and growth in these markets revolving around the specific needs of ICT businesses in five key areas; innovation, enterprise, workforce development, clustering and finance. To ensure the strategy is focused all initiatives and actions will be focused on businesses which have a structured business plan, or are willing to engage in innovation. Innovators view being first to market, conducting R&D, forming alliances, partnerships, or joint ventures as being an important part of business strategy. In short, innovating companies are; more competitive, risk takers and are more likely to be open to and introduce new and challenging ideas, all of which are required to substantially raise the profile and capacity of the regions ICT sector. The market foci identified were derived by examining three key criteria: the capability and capacity of the regions ICT industry, the expertise and strength of the knowledge base the potential scale of the market opportunity Through applying the above criteria the COG identified two primary markets plus five emerging markets. The two primary markets derive from the ICT sectors substantial capability and capacity, the critical mass of knowledge and the significant opportunity afforded. The five emerging markets reflect more the competence and capacity of the regions knowledge base together with the perceived market opportunities. The emerging markets will in many instances be resourced by businesses grouped in sub-clusters comprising of both ICT businesses and businesses from specific market sectors exploiting the relevant technologies. These emerging markets will provide an excellent opportunity for the ICT Cluster to engage with the other clusters. Primary Technology Markets Strategic ICT Adoption This market focuses on the provision of ICT services and products which enable businesses to become more productive and profitable through aligning ICT investment with their business strategy. The COG will assist in enabling ICT SMEs to develop their products/services through the Clusters ICT Innovation Clubs which bring together end-users, ICT suppliers and the knowledge base. As evidenced by the EU ICT Taskforce and the EITO reports, the need for ICT adoption is critical to the performance of the economy as a whole. The two Adroit reports published by eSkills (January 2007) and AWM (November 2007) underline the significant GVA uplift that may be achieved; a 10% increase in productivity translating to a 3 bn increase in GVA for the region. Within the regions economy Adroit identifiedtwo specific markets for ICT businesses; manufacturing and building technologies. Adroit consider these two marketsas offering significant market potential, which as well as benefiting the sectors themselves, wouldalso have the greatest impact on the regions GVA. In addition to ICT suppliers, the region also has extensive expertise in this area through the many information systems and information management departments within the universities affording an opportunity for knowledge transfer. This represents a real opportunity to West Midlands ICT businesses, a market which they are already exploiting. Therefore this needs to viewed as not just a regional market opportunity but as a global opportunity too, and one within which the regions ICT businesses have already established a proven track record. The region can boast that whilst the ICT Cluster is primarily characterised as being made up of small businesses 74% employ less than ten staff it has the capability and capacity to sell into difficult markets. The ICT Survey3 demonstrated that 28% of businesses (16% for companies with 1-4 employees) currently export and that sales are growing. In addition, 41% of all SMEs sell into the public sector (49% for SMEs employing 5 plus staff), a market often characterised as being bureaucratic to penetrate. Strategic ICT Adoption can therefore be seen not just as a regional market opportunity (although extremely beneficial to the regional economy) it also offers a national and global opportunity. However the COG is aware that the EC and Adroit reports identify the capacity and quality of the ICT supplier as being one of the four key factors which need to be addressed in order to realise this potential growth. Therefore there is a need to ensure the Cluster is able to demonstrate it is fit for purpose and one measure adopted by the COG to assist in this objective has been the funding of AccredITUK, a project designed to raise quality standards across the ICT supply chain. The COG will also, by focusing on businesses which innovate or wish to innovate, address the capacity and competence of the Cluster by initiating projects to increase engagement with the knowledge base. Issues relating to skills, enterprise and finance which are seen as barriers to innovation will be focused on these companies. Software Development The software development community is the largest sub-cluster with approximately 1400 businesses. The majority of the businesses are involved in utilising vendor software to create bespoke and tailored software for clients or products for niche markets. Their ability to compete in a global market is demonstrated by the number of businesses operating in overseas markets with the largest number of businesses, by employee size, employing five to ten people. The 2007 survey identified that 65% of software development businesses were exporting with approximately two-thirds of them recording an increase in exports as a percentage of their turnover. Within software development the Cluster strategy will be directed at three key areas: The Public Sector, in particular e-Government and e-Communities The Manufacturing sector The Financial and Legal services sectors Because of the strength in the knowledge base and the critical mass of software developers, the COG recognises that this segment is a major driver of regional productivity and growth. However it is recognised that to leverage maximum benefit in the above key areas a number of barriers need to be addressed ranging from business acumen and skills to the provision of software testing facilities. Emerging Technology Markets As stated above, the COG is also aware of the opportunities arising in a number of emerging technologies with the major beneficiaries being the end-user of the technology. This is reinforced by the EITO report which saw ICT innovations in the area of social networking tools software, logistics and RFID, security technologies and e-health services as offering potential markets in the near future. The COG intends to promote and support these emerging technologies, both through developing partnerships with other clusters and also investing in and promoting specific initiatives. The five emerging areas currently identified are: RFID The COG intends to continue to educate, promote and exploit this technology for the benefit of the region. Having established the regional RFID centre and built a degree of expertise in this area, the COG will continue to promote RFID into niche markets particularly in logistics and the health industry. Currently the European market for RFID in the health industry is worth $0.16b but is expected to increase to $13bn by 2016. Mobile and Wireless This market opportunity will build on the knowledge afforded by the multi-institutional West Midlands Mobile and Wireless (WMMW) project, and the predominance of ICT companies specialising in the following areas: mobile applications development, wireless systems and technologies; location-based systems; mobile entertainment, sensor technologies and integration. Mobile and wireless technologies are fundamental in supporting a range of applications across all industry sectors, providing key infrastructure support, enabling business diversification and enhancing quality of life. Market research suggests that the global growth of mobile content alone will rise from $19bn (2006) to over $64bn in 2009 - in the year to March 2007 UK consumers alone spent 203M on mobile content. Market opportunities will also increase as other wireless networks, such as WiMax are deployed as consumer-oriented technologies. ICT Security This emerging market addresses the opportunities which arise from the challenges confronting all organisations as they increasingly create masses of centralised information and data. It relates not only to the secure handling and processing of information and data within organisations but also the transactions and communications conducted in cyberspace and on the internet. Whilst the number of ICT businesses already focused on this market is small the majority of the Clusters businesses need to address security as part of the development of their product or services. In addition, global expertise exists in the region with quantum cryptology at QinetiQ together with expertise in Cyber Security at Birmingham and Warwick Universities and e-Crime at Wolverhampton University. Photonics The Photonics Cluster (UK) is the business network initially funded by the COG and is dedicated to supporting the optoelectronics industry in the UK. PC (UK)s main role is in supporting businesses across the whole photonic supply chain to meet their technological and commercial needs through technical assistance, workshops, networking, conferences and routes to skills, knowledge and finance. The photonics market in the UK is currently in excess of 20bn with the world market growing to an estimated 500bn by 2015. In the West Midlands where there are around 1200 people employed in photonics related technologies, the PC (UK) activities have potential for knowledge transfer, increased opportunities for innovation and for exploitation of opto-electronics. The regional opportunities deriving from this new enabling technology are currently being addressed by a separate Photonics Strategy commissioned by the COG. Informatics Informatics is the practice of  HYPERLINK "http://en.wikipedia.org/wiki/Information_processing" \o "Information processing" information processing and the engineering of  HYPERLINK "http://en.wikipedia.org/wiki/Information_systems" \o "Information systems" information systems. Informatics studies the structure, behaviour, and interactions of natural and artificial systems that store, process and communicate information. It also develops its own conceptual and theoretical foundations. Since computers, individuals and organizations all process information, informatics has computational, cognitive and social aspects, including study of the social impact of information technologies. The COG has identified this area as an emerging market with the West Midlands having a small number of SMEs but with renowned expertise combined with global expertise at Birmingham and Warwick universities. The financial, retail, medical and IT security sectors, the latter specifically relating to forensics and anti-terrorism agendas, are seen as key niche markets. In the Drug Discovery Technology market place, whilst informatics has the smallest share of the global market, worth $725 million in 2007, the segment will see the largest compound annual growth rate of 15.7% (compared to an average of 8.2%), as its value rises to $1.5 billion by 2012. Partnering with other Clusters The ICT Cluster is already engaged in discussion with the other clusters on common market opportunities, and will be developing further initiatives over the three year period. Currently the following opportunities have been identified to develop collaborative initiatives: Building Technologies & Environmental Clusters The use of intelligent remote monitoring systems for building and facilities management. LED technology in street and building lighting; intelligent IT to monitor and reduce companies overall carbon footprints (lighting, heating, transportation) Business & Professional Services (B&PS) Cluster The adoption of ICT technologies to improve B&PS business performance and B&PS supporting ICT businesses through professional support in areas such as responsibility, liability and protection. The issues surrounding ICT security across all sectors of the economy, both in internal and cyber environments, also offers potential partnerships with BPS businesses. Manufacturing The adoption of both photonics and ICT technologies in manufacturing systems, production and products, in particular addressing the low carbon and energy agendas. Medical Technology Cluster The adoption of a number technologies offers opportunities including RFID and mobile and wireless in intelligent health and sensing technologies in assistive living. Screen Image & Sound Cluster 3D virtual world and games technologies offer a number of opportunities for ICT applications in entertainment, training and business planning. 4. Achievements The COG has two primary methods of engaging and supporting the ICT SME community, through sponsoring large scale projects and through the work of the Cluster Executive Group. The projects supported by the COG and which have come to the end of their funding are listed in Table 1 below. Projects which continue to receive funding from the Clusters 2008-11 budget are listed in Table 3 in section 7. Table 1. PROJECTS AT THE END OF AWM FUNDING STREAM BY APRIL 2008: These projects will continue to work with the ICT COG to progress the Cluster strategy:CERCIA,CERCIA exploits cutting edge research and has achieved world recognition becoming the world leader in Natural Computation at Birmingham UinversityIT Futures,IT Futures have developedtheir expertise in e-Business adoption and have assisted in excess of 100 businesses, generating 5.4mextra sales and safeguarded and created 573 jobs. Open Advantage,OpenAdvantage has engaged with over 1000 businesses and individuals to help them understand the real business benefits of Open Source software creatinga cluster of innovative companies in the process.Photonics Cluster,Photonics Cluster (UK) has a membership core ofnearly 200 at the present time, and has built relationships with around 4000 businesses. In that period, the organisation has successfully completed projects with over 600 companies and has leveraged funding in excess of 4M.WMitaWMitahas evolved into UKitawith 18 regional branches across the UK, 6 in the West Midlands with a network of 250 ICT organisations.Since inception some 850,000 worth of Business opportunities have been placed on the UKita site, andan arrangement with the Manufacturing Advisory Service (MAS), allowits members to access Government Funding to increase manufacturing production. In addition to the development and fostering of the main Cluster projects the COG have delivered a significant number of outputs of direct benefit to Cluster stakeholders from in-depth studies to SME support at events, from training to the launch of the new ICT Innovation Clubs. The following highlights some of the smaller scale activities and achievements of the ICT Cluster Executive Group (CEG) during the period April 2006 to March 2007 alone. Marketing and Promotion: ICT Conference: 250 delegates, positive feedback, good PR coverage, access to workshops and support for delegates. ICT Award: growing interest and prestige with a previous winner doubling turnover and employees in one year as a direct result of their achievement. ICT Cluster Newsletter with a circulation of 2000. Recognition of the Cluster by SMEs is recorded at 42% compared to 24% for eSkills. The Clusters ICT Innovation Club initiative has national recognition from an article in the Times HE Supplement. Innovation: ICT Innovation Clubs: A first in the UK, 9 HEIs engaged in 8 Clubs which provide a platform for tripartite engagement for ICT SMEs, end users and academics, searching for solutions to business problems supported by the HEI facilities and expertise. Innovation Support Activities: Barriers and facilitators of innovation were highlighted in a survey which identified where support was needed and this resulted in a number of spin off activities supporting SMEs. Signposts to Innovation Guide: 3,000 guides distributed and download available on Cluster web site Skills: Business network training for SMEs & facilitators pilot education programme for both ICT SMEs and facilitators of networks for ICT SMES. Strategic Relationships & Partnering: The ICT Cluster jointly chair the ERRIN ICT Working Group based in Brussels,with up to 28 EU regions as members, leveraging both funding and additional expertise into the region. Strategic relationships continue to be strengthened with other organisation such as:eSkills, EPSRC, Local Councils, NCC, Technology Corridors, Regeneration Zones, WM Gateway, KTNs, ContactKE, Science Parks and Incubators, HEFC, UKTI. Market Intelligence: ICT Adoption Research,Photonics Strategy,Mapping of West Midland Universities capabilities and expertise, Learning and Skills Council ICT Skills mapping,Employer Skills survey, Innovation and Acceleration Centre research,mapping of Graduate Retention initiatives. Much of this intelligence has been used to activate further activity by regional stakeholders. 5. The Regions Strengths and Weaknesses The core challenge is to create a continuum for economic development within the ICT sector and within this to address the following sub-goals: To innovate through the utilisation and marketing of applied knowledge; To reduce sensitivity to market fluctuations through diversification; To boost the regions international profile and reputation; To attract and retain quality knowledge workers. Worldwide there is a battle for talent. It requires focused and coordinated effort to recruit and retain top talent within the West Midlands; To create a stimulating and entrepreneurial environment for individuals and companies within the sector. Critical to achieving these sub-goals is the need to advance the close co-operation between the business community, the knowledge and education institutions and public sector bodies. This is a cornerstone on which the ICT Cluster 2008-11 strategy is built. Table 2 StrengthsWeaknessesFew but important large companies (AT & T, NTL, Celestica, SCC, Maxell, Logica, Ricoh, QinetiQ, Oracle WM Conurbation offers locations of critical mass. Significant science park & incubation facilities No. and spread of HEIs (12) Research Assessment scores of 5 & 5* in Birmingham & Warwick, computer science & engineering. Technology transfer experience of some Universities (Wolverhampton 4th in UK for delivery to industry) QinetiQ in Malvern (PhD level staff) Customer base: in the automotive and engineering magnet and the public sector as a customerThe big names in ICT research are outside the region / UK University industry links within the sector regarding recruitment, skills, etc The regions business support structure is not adequate to meet the needs of early growth businesses seeking larger scale investments Domination of small firms (94% of total firm base with less than 50 employees). Some difficulties selling into the local market, as firms are not sophisticated in ICT adoption. Poor links between firms, weak networks between private and public sector and not strongly developed regional partnerships Lack of entrepreneurial spirit Culture: can be untrusting Poor image of the WM results in poor recruitment and retention figures OpportunitiesThreatsIndividual promising growth areas & pockets of clustering behaviour, within the broad sub-sectors Initiate the strategic involvement of the existing base of large firms in the development of a clustering behaviour Develop accreditation regimes to maximise small firm prospects Opportunity to attract high calibre candidates into local SMEs due to the downsizing of big firms Pull factors to young people inc. quality of life and leisure offering Better, more focused use of science parks to encourage clustering, company spin-out and subsequent growth Science park & incubation space expansion Broadband offers access to global markets New market opportunities afforded by new technology growth areas e.g. RFID, mobile and wireless, virtualisation, etc. Globalisation and international competition The WM does not attract investment on par with other regions in the UK Lack of early growth equity provision for SMEs in the region (of a value up to 250K) Lack of loan finance for SMEs for small loans up to 40K for working capital expenditure and start-up Business support is not easy to access and not sufficiently tailored to the needs of ICT businesses Equity finance is not adequately developed. There is a lack of understanding of the potential finance options. Leak of quality graduates to London / South East Lack of management maturity and a strategic approach on behalf of small firms Weak Government and University R&D. Regional failure to match R&D intensities achieved by the best performing UK and international competitor economies Lack of big science (i.e. major new funded research projects or facilities)  Key Issues Identified In order to exploit the key target markets, the COG has identified as being critical the need to synchronise these market opportunities with the regions ICT businesses existing and potential competencies, capabilities and strengths; the need to increase engagement with the knowledge base in key areas and the need to maximise opportunities whilst also meeting the core challenges. The issues for the ICT Cluster are: Innovation There are a number of barriers that exist which act as a brake on the industrys capacity to fully exploit its potential. There is a need to both substantially increase the engagement of the knowledge base with the industry; in particular with centres of global expertise, and increase the capacity and capability in the research and development of universities that have excellent relationships with industry. The majority of innovation currently undertaken is primarily funded through revenue due to venture capitalists and the banking sectors lack of technological understanding. The poor uptake of R&D tax credits (only 25% of SMEs take advantage) has been identified as often attributable to a lack of understanding and capability by the smaller accounting businesses which typically serve the SME community. In addition, many businesses are constrained by their lack of resources and their ability to manage effectively the processes involved. The COG recognises that in order to fully exploit the market foci there is an urgent need to address these issues. Enterprise Whilst innovation is important to the success of businesses there is a need to address complementary issues relating to the businesses themselves. Large ICT corporates offer the SME community access to global markets through their emerging technologies and partnering programmes. Similarly business networks have proven to be advantageous to developing partnerships and stimulating collaborations to access new markets and expanding product/services portfolios. Whilst the Cluster has a proven record of exporting, its research shows businesses wishing to expand their markets overseas require specialist support. Workforce Development The ability to innovate and grow businesses both at present and in the future is constrained by issues relating to the supply and calibre of graduates entering the Cluster. Research shows that students graduating from universities which have global centres of excellence are less likely to remain in the region on graduating. In addition, the skills and competencies of management and staff also act as a brake on the capacity of businesses to grow. The pace of technological change, in particular within the market foci identified as Cluster priorities, requires skills to be constantly updated. Vendor accreditation is important to the ICT business community and is not currently a priority of the LSC or other training and education agencies and institutions. Leadership and management skills are another area which can impact upon the efficiency and performance of ICT businesses. Whilst there are generic issues relating to leadership and management the technological nature of the services and products of the Cluster requires a more specialist approach. Similarly, sales and marketing are identified as areas of need by two-thirds of businesses because the complexity of ICTs requires sales and marketing staff to be technically competent. Clustering The importance of clustering underpins the COGs strategy of engaging with the ICT community. There is a need to build clusters of ICT businesses, end-users and the knowledge base around the identified market opportunities. The ICT Conference, ICT Excellence Awards, ICT Innovation Clubs and the Cluster website and e-newsletter remain potent weapons to promote opportunities, good practice, dialogue and exchanges of ideas and concepts. Finance In knowledge based industries appropriate and relevant sources of funding remain a significant barrier to growth. The pace of technological change requires funding to be accessible with the minimum of delay and appropriate for all stages in the cycle of the bringing the product or services to market. 6. Strategic Objectives The vision that underpins the three year ICT Strategy is: for the West Midlands to be known as Excelling in ICT Innovation and Delivery. To support this vision, the ICT COG has developed its own mission statement as being: The ICT Cluster delivers a strong and vibrant framework to grow the regional economy by supporting technology companies in the West Midlands to strategically interact with business in the wider UK and international community, in short: to build a Stronger Regional IT Industry. The strategic objectives of the ICT Strategy 2008-11 are to realise the ICT Cluster Vision and are also strategically aligned to the priorities of the new Regional Economic Strategy. In order to ensure the strategy focuses only on businesses which will bring real prospects of growth and success to the Cluster, the COG is establishing a Technology Strategy Group (TSG) for each target market. Each TSG will be led by one or more members of the COG and supplemented by experts and specialists drawn from the ICT sector. Each TSGs objective is to develop individual strategies by identifying the barriers and issues relating to the target market and the actions required to enable regional ICT SMEs to exploit the market. The COG has identified the following key enablers and subsequent actions as necessary to build a strong regional ICT industry capable of competing globally: Innovation The need to innovate is paramount to compete in a global economy. The focus of the COG will be to: build stronger links between the Clusters SME community and the knowledge base develop mechanisms to access the regions global centres of ICT excellence promote a culture of innovation in the regions ICT businesses engage the regions ICT businesses with EC R&D and Innovation programmes strengthen the resources and expertise of regional universities in key areas promote engagement between the ICT SME community and private sector capability engage with the relevant agencies to access R&D and innovation funding Enterprise Networking, partnering and collaboration are recognised by the COG as offering substantial benefit to the Clusters businesses. The focus of the COG will be to: promote and support the partnering of the SME community with corporates to access new markets develop networks of ICT businesses focused on the market opportunities foster collaboration between the end-user and the ICT supply chain as identified in the market foci promote and support collaboration between the Cluster and UKTI to foster international trade Workforce Development In order to build and sustain a knowledge based economy requires both an adequate supply of skilled personnel entering the industry and a need to address the skills of the incumbent workforce. The focus of the COG will be to: promote graduate recruitment into ICT businesses by engaging with the regional universities to increase the calibre and the number of graduates in the region promote vendor accreditation in graduates and the workforce support leadership and management skills including sales and marketing support the skill sets required by both graduates and the workforce in the emerging markets Cluster Activities The ICT Cluster has developed strong brand recognition through the: annual West Midlands ICT Conference annual ICT Excellence Awards ICT website quarterly newsletter PR campaign All are designed to engage with and promote SMEs to cluster. In addition to the above the Executive Delivery Team (EDT) represents the region as Chair of the ICT Working Group within the European Regions Research Innovation Network (ERRIN), a Brussels-based network designed to help regional representations to participate fully and effectively in the European Research Area. To ensure the COGs strategies are built on solid data intelligence, the EDT also project manages the ICT Directory & Strategic Survey together with other mapping and data intelligence gathering activities. Finance This is a regional weakness that cannot be addressed solely by one Cluster. Therefore the COG proposes to join forces with other Clusters to assess how best this issue can be addressed with the objective of developing an action plan late 2008. 7. The Action Programme The Road Map to Success The COG intends to meet the challenges detailed above by going beyond its original Terms of Reference. It will fund initiatives but also influence and lobby through strategic partnerships for the benefit of the cluster. This change of strategy requires the COG to assign individual areas of responsibility to its members. In order to successfully achieve these objectives the COG has created an Executive Delivery Team (EDT) to both support the strategy on a day-to-day basis and to support each member in driving forward agreed actions or policies. The COG, with support from the EDT, will identify supporting strategies and develop policies that enable the regional ICT community to fulfil its role as both an enabler and as a market to deliver the services and actions required to assist the wider economic community in achieving this goal. The market focus will ensure that the technology advantage is delivered in collaboration with specific market opportunities and as such will provide more impact through working with other clusters. A crucial element of the strategy is to exploit existing initiatives through leveraging further funding opportunities into the region from both UK and EU streams, lobby strategic partners to influence their strategy and to manage small scale activities that will continue to promote, engage and improve the wider ICT community. Specific Actions The action programme builds on the successful projects initiated during 2002 to 2007. Some of the existing projects continue beyond March 2008 and are therefore allocated funding from the Clusters 2008-11 budget. The Cluster will, during the course of 2008, develop invitation to tender specifications on a number of initiatives addressing the strategic objectives listed in section 6 above. These will be contracted to commence from April 2009 reflecting the prior committed allocation of funding for the first year of the three year period. In addition to the Cluster budget, Innovation Technology Council funding is anticipated. The remit for this funding is for the development of proof of concept projects etc. Ideally the COG is seeking projects that will initiate investment of third party funding from the research councils etc. Existing Projects Table 3 Market Focus /ActionMarket PriorityProject NameDescriptionStrategic ICT AdoptionPrincipalAccredITUKAccredit UK is a quality standard designed to help ICT Suppliers prove their competence and enable Purchasers to buy with greater confidence. Mobile & WirelessEmergingWest Midlands Mobile & WirelessThe project commenced in 2005 and is helping SMEs to adopt mobile and wireless technology to improve their profitability and has helpedin excess of35 businesses and more than50 individuals in new skills to date. Software DevelopmentPrincipaliCentrumiCentrum has assisted in excess of 100 businesses, helped create 12 new businesses and a total of 197 jobs have been safeguarded/created.Data IntelligenceN/AICT Directory & Strategic SurveyThe project will continue to maintain the directory of ICT businesses in the region together with conducting research for intelligence purposes.Cluster SupportN/AICT HubThe project will continue to support and represent the ICT Cluster projects and act as a single access point for the ICT SME community.  8. Measures of Success The COG has attempted several times to identify an appropriate methodology to measure the impact of its strategies and the projects commissioned. The obvious use of SIC codes was discounted because, as was described in the ICT Strategy 2002 document, the SIC classification initiated in 1991 predated a good number of ICT technologies. The 2007 SIC codes which come into effect in January 2008 are however also flawed being too general in classification to identify the businesses in the ICT Cluster. The problem of capturing the businesses was, as indicated above, addressed by SQW in the original strategy document. The alternative classification adopted was a bespoke version based upon the Yellow Pages format. This classification has been used for the first two ICT Surveys and has proved to be more effective than the use of SIC codes. The establishment of the AccredITUK project enabled the Cluster to revisit the issue of classifications as these would be the basis of the accreditation process. Consequently a new coding classification has been introduced based on the 2007 SIC codes but refined to exclude non-ICT businesses. The new classification has nine segments with a number of sub-segments providing a better categorisation of the Cluster. This new categorisation has been used in the 2007 ICT Directory profiling exercise and will provide the basis for capturing salient information about the Cluster. The COG has commissioned an economic model by Warwick Business School to accurately convert such profiled information into realistic predictions of the number of employees, turnover etc which will provide one of the measures of success. Where accurate baseline information cannot be obtained the COG will use a mixture of quantitative and qualitative measures. In some instances this would be in the form of set targets against specific strategies. An example of this is the COGs intention to promote SME engagement in EC programmes. EC provides no information on the number of regional ICT businesses engaged in the earlier FP6 or other EC programmes (particularly as partners). The COG will therefore set a target of a given number of ICT SMEs over the 3 year plan period. Examples of qualitative measures of success are the AccredITUK project, a regional initiative addressing standards across the ICT supply chain and WMita, the regional IT Trade Association. Both of these projects are now nationally focused, with other RDAs funding AccredITUK to develop further segments for accreditations of ICT businesses and with WMita evolving into UKita with branches outside of the region. 9. Budget Market FocusPriority LevelProjectsStatus2008-92009-102010-11TotalStrategic ICT Adoption PrincipalAccredITUKCurrent451,000451,000Mobile & Wireless/RFID EmergingWMMWCurrent530,000530,000Software Development PrincipaliCentrumCurrent31,00031,000IT Security EmergingTBCUnder development0Photonics EmergingTBCUnder development0Informatics EmergingTBCUnder development00Data Intelligence ICT DirectoryCurrent51,00069,000120,000Cluster Support ICT HubCurrent80,00020,000100,000Cluster Support Executive Delivery Team Application175,000175,000175,000525,000Cluster Support COG SupportApplication191,666191,666191,668575,000AllINDEXUnder development100,000100,000200,000Innovation ClubsUnder development120,000120,000120,000180,000Total emerging markets53,668468,332702,000Total Per Annum1,629,666729,3341,055,0003,414,000Annual BudgetTotal 1,213,0001,146,0001,055,0003,414,000 19/12/2007 For further information on the ICT Cluster the following contacts, documents and websites are available for reference. Reference Documentation Reference No.Document Title1EU ICT Task Force Report November 20062The EITO 2007 Report3ICT Strategic Surveys 2005, 2006 & 20074Adroit Report All documents can be downloaded from:  HYPERLINK "http://www.wmictcluster.org/library" www.wmictcluster.org/library Mike Musson Cluster Manager AWM 0121 503 3261  HYPERLINK "mailto:mikemusson@advantagewm.co.uk" mikemusson@advantagewm.co.uk Lynne Wroe West Midlands Business Link representative 0121 452 4267  HYPERLINK "mailto:lynnew@businesslinkwm.co.uk" lynnew@businesslinkwm.co.ukPat Costello Regional Higher Education representative 01902 321 829  HYPERLINK "mailto:p.costello@wlv.ac.uk" p.costello@wlv.ac.uk  Websites West Midlands ICT Cluster  HYPERLINK "http://www.wmictcluster.org" www.wmictcluster.org Advantage West Midlands  HYPERLINK "http://www.advantagewm.co.uk" www.advantagewm.co.uk   EMBED Excel.Sheet.8      PAGE   PAGE 17 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/  / /  / 4 p<$$If!vh55555,555#v#v#v#v#v,#v:V ),55555,59/  / / / / /  / /  / 4 p<$$If!vh55555,555#v#v#v#v#v,#v:V ),55555,59/  / / / / /  / /  / 4 p<$$If!vh55555,555#v#v#v#v#v,#v:V ),55555,59/  / / / / /  / /  / 4 p<$$If!vh55555,555#v#v#v#v#v,#v:V ),55555,59/  / / / /  / /  / / 4 p<$$If!vh55555,555#v#v#v#v#v,#v:V ),55555,59/ / / / /  / /  / / / 4 p<H$$If!vh55555,555#v#v#v#v#v,#v:V ),55555,59/ /  / / 4 p<b$$Ifl!vh55#v#v:Vl t655alb$$Ifl!vh55#v#v:Vl t655alb$$Ifl!vh55#v#v:Vl t655alb$$Ifl!vh55#v#v:Vl t655alb$$Ifl!vh55#v#v:Vl t655alDyK www.wmictcluster.org/libraryyK Hhttp://www.wmictcluster.org/libraryDyK mikemusson@advantagewm.co.ukyK Hmailto:mikemusson@advantagewm.co.ukDyK lynnew@businesslinkwm.co.ukyK Fmailto:lynnew@businesslinkwm.co.ukDyK p.costello@wlv.ac.ukyK 8mailto:p.costello@wlv.ac.uk$$Ifl!vh55 5 #v#v :V l t0      `'55 alpDyK www.wmictcluster.orgyK :http://www.wmictcluster.org/$$Ifl!vh5D%#vD%:V l t0      D%65D%alp DyK www.advantagewm.co.ukyK 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LT433333Tle" J#} _̇@^@e" LX1,5043333% T _̇@^@ LdAccredIT UK=..339B=T`S  _̇@^@S LTNCCBBBT`= _̇@^@= LT451333T`7 _̇@^@7 LT451333T` _̇@^@ LT451333T` _̇@^@ LT451333TT_ _̇@^@_ LP03TT# J#_̇@^@# LP03Td|_̇@^@LTWMMW[KK[TpS@ |_̇@^@SLXStaffs=3.T`=  |_̇@^@= LT530333T`7|_̇@^@7LT530333T`|_̇@^@LT530333T` |_̇@^@LT530333TT_|_̇@^@_LP03TT#J#|_̇@^@#LP03T|_̇@^@L\iCentrumB333MT`S_̇@^@SLTBTL=93TXp  _̇@^@p LP3133TXj_̇@^@jLP3133TX1_̇@^@1LP3133TX _̇@^@LP3133TT__̇@^@_LP03TT#J#_̇@^@#LP03Txz_̇@^@L\ICT HubB9B33T`Sz_̇@^@SLTBTL=93T`=  z_̇@^@= LT100333T`7z_̇@^@7LT100333TX1z_̇@^@1LP8033TX z_̇@^@LP8033TXz_̇@^@LP2033TX,z_̇@^@,LP2033TT#J#z_̇@^@#LP03T _̇@^@ LICT Directory & Strategic SurveyB9B3.3-==334.=3-3-TdSi _̇@^@SLTUWSPB[==T`=  _̇@^@= LT119333T`7_̇@^@7LT119333TX1_̇@^@1LP5133TX _̇@^@LP5133TX_̇@^@LP6933TX,_̇@^@,LP6933TT#J#_̇@^@#LP03TTl_̇@^@LP03TT l_̇@^@LP03TT_l_̇@^@_LP03TT#J#l_̇@^@#LP03TT^_̇@^@LP03TT ^_̇@^@LP03TT_^_̇@^@_LP03TT#J#^_̇@^@#LP03TTq_̇@^@qLP03TTq _̇@^@qLP03TT_q_̇@^@_qLP03TT#qJ#_̇@^@#qLP03TTP_̇@^@LP03TT P_̇@^@LP03TT_P_̇@^@_LP03TT#J#P_̇@^@#LP03TTa_̇@^@aLP03TTa _̇@^@aLP03TT_a_̇@^@_aLP03TT#aJ#_̇@^@#aLP03% % % " !% %   J=  T0/_̇@^@&LTotal Cluster Projects Carried Forward783B833$=$8333B3$$3888$J3$8TT > /_̇@^@ LP03Tl  /_̇@^@ LX1,2323333TT R/_̇@^@ LP03% TT7._̇@^@LP03TTt._̇@^@tLP03% TT&/_̇@^@LP03Tl/_̇@^@LX1,1433333TT/_̇@^@LP03Tl; /_̇@^@;LX1,1433333TTW/_̇@^@WLP03TX/_̇@^@LP8933TTH/_̇@^@LP03TX,/_̇@^@,LP8933TT/_̇@^@LP03TTL ~ /_̇@^@L LP03TT!!/_̇@^@!LP03TT#J#/_̇@^@#LP03% % " !% %   Jm  TJ^_̇@^@J"LTOTAL Cluster Forecast Expenditure7H7?8B833$88$3333=383888$3TT J> _̇@^@ JLP03Tl J _̇@^@ JLX3,4143333T` JR_̇@^@ JLT731333% TTM7_̇@^@MLP03TTtM_̇@^@tMLP03% TTJ&_̇@^@JLP03TlJ_̇@^@JLX1,5703333TXJ_̇@^@JLP6033Tl;J _̇@^@;JLX1,6303333TTWJ_̇@^@WJLP03T`aJ_̇@^@aJLT773333T`JH_̇@^@JLT239333TlJ_̇@^@JLX1,0113333TTJ_̇@^@JLP03TlJ~ _̇@^@JLX1,0713333T`B!J!_̇@^@B!JLT433333Tle"JJ#_̇@^@e"JLX1,5043333% TM _̇@^@M@L* ERDF is Cluster Mgr's estimate of amount that may be obtained.$=BB8.B3.3K4.3.M3333M33333M3-33333333% T* '_̇@^@IL# # Legacy projects: list ALL cluster projects that will spend in 2008-09338383318$83333?883833$8$833383J383888333333% Th9M"_̇@^@9L# Anticipated other funding - optional columns- opportunity for you to indicate funds expected from other sources e.g.: Business Support, LSC, private sector. Only include probable funding. Exclude in kind funding. 3=3.33333333333433333.33M3.333333-3-33333.33333.3-33.333M333.33.3.34=3.33..=33333=B3-33.3.3H3-3.33333333333334=-.3333/3333334TX_̇@^@Lx** Please list all new projects in descending priority - lower priority projects may need to be omitted if final allocation is lower than anticipated$$=33.3.333A333..333..3333433-3A333-333..M3-33333333M333333.333.3A333333.3333T _̇@^@JL~ VFM - "Y" (Yes) indicates project expects to generate reasonable outputs6=8K!=!=3.33.33.333.3-33..343333333.333333333.% % " !% %   T#  T _̇@^@!LxAnnual AWM Cost '000=3333=[KB3.3333% % " !% %   T#x  T o!s_̇@^@ L 2010/11333333% % " !% %   f  T]_̇@^@] LdSingle Pot =343=3% % " !% %   2f  T_̇@^@ LdSingle Pot =343=3% % " !% %    f  T?_̇@^@? LdSingle Pot =343=3% % " !% %    x  T  s_̇@^@ L 2008- 201133333333% % " !% %   *x  T -s_̇@^@ L 2008/933333% % " !% %   2x  TC s_̇@^@C L 2009/10333333% % " !% %     f  T H _̇@^@  LdSingle Pot =343=3% % % % % % % % % % % % % % % % % % % % % " !% %   f% % % %   T_̇@^@LlAnticipated non-=3.3333333T__̇@^@Lpcluster funding #.3.3333333% % % % " !% %   Jm% % " !% %   Jn% (   &% 6|% Ld{x!??'% Ld| %|$!??% ( %  6 |% Ld  { x!??% 6% Ld!??% B6B|% LdBB{Bx!??% 66% Ld5!??%  6 |% Ld  { x!??% N6 % LdN N!??% 6|% Ld{x!??% X6X|% LdXX{Xx!??% 6|% Ld{x!??'% Ld{!??Ld  !??% ( % 262|% Ld22{2x!??% 6|% Ld{x!??% \#6\#|% Ld\#\#{\#x!??'% LdP#g#P#{!??LdO#|!??% ( % %6%|% Ld%%{%x!??% h#6$% Ldh#$h#!??% 6% Ld!??% 66% Ld5!??'% Ld   !??% ( % N6 % LdN N!??%  6 |% Ld  { x!??% d6d|% Lddd{dx!??% 6% Ldk!??% 6|% Ld{x!??% 6|% Ld{x!??%  6 |% Ld  { x!??% Z6Z|% LdZZ{Zx!??%  6 |% Ld  { x!??% !6!|% Ld!!{!x!??'% Ld xc# xq!??% ( % d#6$% Ldd#$d#!??% f6f% Ldfff!??% f66f% Ldf5ff!??'% Ld  e !??% ( % Nf6 f% LdNf fNf!??% P 6P |% LdP P {P x!??%  f6 f% Ld f f f!??%  f6\f% Ld f[f fm!??% lf6f% Ldlfflfm!??% X6X% LdXXXk!??% 868|% Ld88{8x!??% f6f% Ldfff!??% f6 f% LdfffY!??% f6*f% Ldf)ff!??% 6|% Ld{x!??% :f6f% Ld:ff:f!??% f6Rf% LdfQff?!??% bf6f% Ldbffbf9!??% 6|% Ld{x!??% f6 f% Ldf ff!??%  f6!f% Ld f!f fL!??% !f6T#f% Ld!fS#f!f`!??% d#f6$f% Ldd#f$fd#f!??'% Ld  !??% ( % P g6P % LdP gP P gb!??'% Ld   Q!??Ld\k\Q!??Ld O ]!??LdPP!??% ( % 8g68% Ld8g88gb!??'% LdQ!??Ld5!??Ld = 5!??% ( % g6% Ldggb!??'% LdQ!??Ld>Q>!??LdRR]!??% ( % g6% Ldggb!??'% Ld   Q!??Ld!5!??Ld! 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_̇@^@:LAppendix 1: Proposed Projects ICT Cluster Last updated ?8838833=$888338=$8333B7B833$833888338% " !  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