The Social Mobility Innovation Partnership (SMIP): city regions will bring together community partners, policy makers, city leaders, local industry and researchers to analyse barriers to social mobility, establish which can be most effectively tackled in a local context, and then co-create effective interventions that seek to make a real impact on those barriers. The SMIP will be established within the Greater Bristol city region, reaching out through its national partners and the LPIP Strategic Coordination Hub, to Core Cities across the UK. Our ambition is for the SMIP to deliver a programme of activity to promote social mobility and enable neighbourhoods and communities to develop and thrive, in turn supporting inclusive and sustainable growth in city regions. It will operate via three thematic lenses: 1. Access to education, skills and meaningful employment opportunities 2. Sustainable living and places 3. Culture and identity The project will adopt a participatory iterative research design. In Phase 1, the Partnership will explore the needs and opportunities for collaboration across all three themes through data gathering, landscape and evidence analysis and a series of workshops, chaired by co-investigators from key community groups. It will take a deep dive into the theme of 'Access to skills and employment in the green economy', applying learning and a 'what works' approach to the establishment of an appropriate model for Phase 2, as well as drawing on Bristol's extensive track-record in Connected Community approaches. The proposal has significant local and national support from senior political, academic, professional, and community leaders. It has the potential to transform the futures of disadvantaged and minority communities in the Bristol city region, influencing social mobility and inclusive growth in city regions across the UK.

Future Finance 4 All, led by the University of Bristol, will take a mission led approach to accelerate innovation adoption in Mid-Tier organisations and small and medium-sized enterprises (SME), in the UK Financial Services (FS) Sector across the four UK home nations. The focus of this partnership is to enhance the sector's productivity and global competitiveness. To achieve this, we will develop an understanding, from a social science perspective, of the drivers and obstacles to innovation uptake in this target group. We will then put in place a mission-oriented approach that leverages both leading social science research and experience in supporting SME innovation adoption to inform the development of an innovation adoption accelerator. The accelerator will be delivered over three phases, Phase 1-Local, Phase 2-Regional, Phase 3-National. Working with partners, including policy makers, industry and community organisations, the accelerator will help us overcome obstacles and drive innovation adoption across UK regional FS clusters. This will overcome the market failures that are holding back innovation uptake, unlocking productivity and levelling benefits across the UK regions. The accelerator will also enable us to also tackle societal challenges around responsible access and uptake of FS for underserved communities, individuals and companies. This will lead to the development of new bespoke products and services, which the Mid-Tier organisations and SMEs, which are the accelerator's focus, could then exploit. This potential 'market making opportunity' for new FS product and service innovation could have relevance in both UK and global markets that share similar inclusion challenges. The innovation accelerator activities will facilitate networking and partnerships between social science experts and the financial services community through innovator pathway fellows', drawn from high potential early career researchers. Building on our partnership's research base and expertise supporting innovation clusters, we will then deliver a rolling collaborative challenge programme that brings together industry, academic and social insights to explore and address barriers to innovation adoption. Through a rolling programme and digital platform the challenge programme outputs will inform the development of specific interventions for FS firms and stakeholders to enable them to gain the skills and capabilities to innovate. To maximise engagement and efficiency the innovation skill & training Programme will be delivered in scalable hybrid format and include peer-to-peer learning. Foundational to the Programme will be a focus on inclusive growth and diversifying the talent pipeline, addressing key findings from the 2022 UoB-led FinTech report, Kalifa Review, cross-sector surveys (EY and Innovate Finance, 2022), and sector-wide consultations. The accelerator will support the creation of habit-forming behaviour change through the exploitation of the Quadruple Helix model that brings universities, underserved communities, industry (including the sector's charities and not for profit players) and government to: Better connect key actors across the FS sector to overcome fragmentations, this will build new skills and capabilities within the partners and the project team. Ensure that the voices of underserved communities, individuals and companies are heard and reflected in the tangible delivery of new, or enhanced, FS products and services. Stimulate and support industry to prioritise innovation investment. Provide pathways, and practical solutions, to enable innovation uptake, including digital innovation, that enhances the productivity of mid-tier FS organisations and SMEs. A key project output will the measurement of these productive gains and their impact on the organisations that we support, and how this will contribute towards UK regional levelling up by unlocking a broad spectrum of organisational, economic and social benefits

'Autonomous systems' are machines with some form of decision-making ability, which allows them to act independently from a human controller. This kind of technology is already all around us, from traction control systems in cars, to the helpful assistant in mobile phones and computers (Siri, Alexa, Cortana). Some of these systems have more autonomy than others, meaning that some are very predictable and will only react in the way they are initially set up, whereas others have more freedom and can learn and react in ways that go beyond their initial setup. This can make them more useful, but also less predictable. Some autonomous systems have the potential to change what they do, and we call this 'evolving functionality'. This means that a system designed to do a certain task in a certain way, may 'evolve' over time to either do the same task a different way, or to do a different task. All without a human controller telling it what to do. These kinds of systems are being developed because they are potentially very useful, with a wide range of possible applications ranging from minimal down-time manufacturing through to emergency response and robotic surgery. The ability to evolve in functionality offers the potential for autonomous systems to move from conducting well defined tasks in predictable situations, to undertaking complex tasks in changing real-world environments. However, systems that can evolve in function lead to legitimate concerns about safety, responsibility and trust. We learn to trust technology because it is reliable, and when a technology is not reliable, we discard it because it cannot be trusted to function properly. But it may be difficult to learn to trust technology whose function is changing. We might also ask important questions about how functional evolutions are monitored, tested and regulated for safety in appropriate ways. For example, just because a robot with the ability to adapt to handle different shaped objects passes safety testing in a warehouse does not mean that it will necessarily be safe if it is used to do a similar task in a surgical setting. It is also unclear who, if anyone, bears the responsibility for the outcome of functional evolution - whether positive or negative. This research seeks to explore and address these issues, by asking how we can, or should, place trust in autonomous systems with evolving functionality. Our approach is to use three evolving technologies - swarm systems, soft robotics and unmanned air vehicles - which operate in fundamentally different ways, to allow our findings to be used across a wide range of different application areas. We will study these systems in real time to explore both how these systems are developed and how features can be built into the design process to increase trustworthiness, termed Design-for-Trustworthiness. This will support the development of autonomous systems with the ability to adapt, evolve and improve, but with the reassurance that these systems have been developed with methods that ensure they are safe, reliable, and trustworthy.

The REsearch centre on Privacy, Harm Reduction and Adversarial INfluence online (REPHRAIN) will bring together the UK's substantial academic, industry, policy and third sector capabilities to address the current tensions and imbalances between the substantial benefits to be gained by full participation in the digital economy and the potential for harm through loss of privacy, insecurity, disinformation and a myriad of other online harms. Combining world-leading experts from the Universities of Bristol, Edinburgh, Bath, King's and UCL, the REPHRAIN Centre will use an interdisciplinary approach - alongside principles of responsible innovation and creative engagement - to develop new insights that allow the socio-economic benefits of a digital economy to be maximised whilst minimising the online harms that emerge from this. REPHRAIN's leadership team will drive these insights in technical, social, behavioural, policy and regulatory research on privacy, privacy enhancing technologies and online harms, through an initial scoping phase and 25 inaugural projects. The work of REPHRAIN will be focused around three core missions and four engagement and impact objectives. Mission 1 emphasises the requirement to deliver privacy at scale whilst mitigating its misuse to inflict harms. This will focus on reconciling the tension between data privacy and lawful expectations of transparency by not only drawing heavily on advances in privacy-enhancing technologies (PETs), but also leveraging the full range of socio-technical approaches to rethink how we can best address potential trade-offs. Mission 2 emphasises the need to minimise harms whilst maximising the benefits from a sharing-driven digital economy, redressing citizens' rights in transactions in the data-driven economic model by transforming the narrative from privacy as confidentiality only to also include agency, control, transparency and ethical and social values. Finally, Mission 3 focuses on addressing the balance between individual agency and social good, developing a rigorous understanding of what privacy represents for different sectors and groups in society (including those hard to reach), the different online harms to which they may be exposed, and the cultural and societal nuances impacting effectiveness of harm-reduction approaches in practice. These missions are supported by four engagement and impact objectives that represent core pillars of REPHRAIN's approach: (1) design and engagement; (2) adoption and adoptability; (3) responsible, inclusive and ethical innovation; and (4) policy and regulation. Combined, these objectives will deliver co-production, co-creation and impact at scale across academia, industry, policy and the third sector. These activities will be complemented by a capability fund, which will ensure that REPHRAIN activities remain flexible and responsive to current issues, addressing emerging capability gaps, maximising impact and cultivating a public space for collaboration. REPHRAIN will be managed by a Strategic Board and supported by an External Advisory Group, the REPHRAIN Ethics Board, and will work with multiple external stakeholders across industry, public, and the third sector. Outcomes from the centre will be synthesised into the REPHRAIN Toolbox - a one-stop resource for researchers, practitioners, policy-makers, regulators and citizens - which will contribute to developing a culture of continuous learning, collaboration and open engagement and reflection within the area of online harm reduction. Overall, REPHRAIN focuses on interdisciplinary leadership provided by a highly experienced team and supported by state-of-the-art facilities, to develop and apply scientific expertise to ensure that the benefits of a digital society can be enjoyed safely and securely by all.