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Submit your proposal to the Accelerator

The Defence and Security Accelerator funds proposals for proof-of-concept research. If you already have a product, you should speak to the Defence Suppliers’ Service.

New users should click the ‘Start now’ button below. It’ll allow you to set up an account with us. You can then begin putting together your proposal for funding (or if you've already registered sign in here).

You’ll be able to save your proposal and finish it later if you need to.

You can submit proposals for both our themed competitions and the enduring competition here and they'll be assessed before we decide if we’ll fund or not.

You mustn’t submit any classified information to the Accelerator. Find out more about government security classifications.

If you are uncertain about whether your idea would be a good fit for funding by DASA in the Open Call for Innovation, you can submit a one-page pitch for an initial review to accelerator@dstl.gov.uk prior to sending in a proposal through our submissions service.  More information is available here.

Start now

Or sign in if you already have an account.

Open competitions

View details of all current Accelerator competitions on our GOV.UK page

  • This Defence and Security Accelerator (DASA) competition seeks to introduce innovative solutions to how we manage our people, both military and civilian.

    1. Background

    People are central to Defence capabilities. We employ 195,520 full time military and civilians and 32,240 Part Time Reserves (as at 1 January 2018). We rely on the skills, commitment and professionalism of our people and place heavy demands on them. Recruiting, training and retaining the right mix of capable and motivated people is essential to success both on operations and at home.

    Spending on People accounted for around 30% out of £36 billion Defence spending in 2016-17. Defence must continually keep its costs and activities under review to ensure that the best result is achieved with the resources available.This includes exploring all opportunities to consider how to improve the efficiency and effectiveness of our people and the supporting processes, behaviours and cultures.

    This challenge is intended to bring innovative thinking to bear on current issues, to the benefit of those developing and delivering human resource support now. We are seeking to identify ideas, from the external marketplace, that will make Defence think and act differently, and so respond better to our challenges and seize the opportunities that we might otherwise miss. To maximise success, we want to encourage proposals which both address the challenges and consider how to integrate and exploit the benefits within current Defence structures, ways of working and processes. We also wish to encourage collaborative working amongst those with potential solutions to make best use of your experience of relevant human resources practice and novel enabling technology.

    2. People Challenges

    The Defence People Innovation Challenge has 5 areas of focus:

    2.1 Recruitment

    Solutions that will help Defence recruit the right mix of capable, resilient and motivated people, by enabling us to optimise our processes, exploit our current management information and understand and engage with potential recruits – particularly young people, under-represented communities and those with specialist skills or knowledge.

    2.2 Skills and Training

    Solutions that will help Defence understand and track the knowledge, skills, experience and other attributes already available within our people, enable their development, both as individuals and collectively, to meet the needs of the organisation or for self-improvement, and better identify individuals for tasks or roles. We are particularly interested in solutions that provide approaches to more effectively deliver training outputs, reduce the time spent in training and drive efficiencies.

    2.3 Retention

    Solutions that will help Defence retain our people for longer, enabling us to recognise, utilise and exploit skills and experience more fully. We are particularly interested in solutions that increase our understanding of what drives people to stay, but also provide clear sign-posting of their choices within the organisation and which enables us to optimise the evidence base for policy decisions.

    2.4 Motivation

    Solutions that will help Defence improve engagement levels, ideally through empowerment, commitment and leadership. We would like to gain an understanding of the tools and techniques that would improve communication with all ranks, reaching groups that work remote from standard corporate systems, such as our Reserves, and that deliver messages that are trusted. We also want solutions that increase the sense of well-being and resilience.

    2.5 Rehabilitation

    Solutions that will promote, sustain and restore the optimal physical and mental wellbeing of Service Personnel. The complex nature of current and the future operating environments provide significant occupational and environmental stressors to Defence personnel and the challenges in providing the requisite supporting services continues to evolve. We are particularly interested in solutions which help us to mitigate the risk of musculoskeletal injury (MSKI) and support recovery, hence maintaining combat effectiveness and the ability of Service Personnel to deploy on operations.

    3. Funding

    The aim of the Defence People Challenge is to achieve exploitation of successful proposals within 3 years across all 5 sub-challenges. Up to £3 million will be available for this challenge in the first year with further funding available in future years.

    4. Competition Close

    The competition will open on Tuesday 27 March 2018 and close at midday on Wednesday16  May 2018. Proposals must be submitted to the Defence and Security Accelerator online.

    This competition closes on Wednesday 16 May 2018 at 12pm.

  • This Defence and Security Accelerator (DASA) competition seeks to introduce innovative solutions to how we manage our people, both military and civilian.

    1. Background

    People are central to Defence capabilities. We employ 195,520 full time military and civilians and 32,240 Part Time Reserves (as at 1 January 2018). We rely on the skills, commitment and professionalism of our people and place heavy demands on them. Recruiting, training and retaining the right mix of capable and motivated people is essential to success both on operations and at home.

    Spending on People accounted for around 30% out of £36 billion Defence spending in 2016-17. Defence must continually keep its costs and activities under review to ensure that the best result is achieved with the resources available.This includes exploring all opportunities to consider how to improve the efficiency and effectiveness of our people and the supporting processes, behaviours and cultures.

    This challenge is intended to bring innovative thinking to bear on current issues, to the benefit of those developing and delivering human resource support now. We are seeking to identify ideas, from the external marketplace, that will make Defence think and act differently, and so respond better to our challenges and seize the opportunities that we might otherwise miss. To maximise success, we want to encourage proposals which both address the challenges and consider how to integrate and exploit the benefits within current Defence structures, ways of working and processes. We also wish to encourage collaborative working amongst those with potential solutions to make best use of your experience of relevant human resources practice and novel enabling technology.

    2. People Challenges

    The Defence People Innovation Challenge has 5 areas of focus:

    2.1 Recruitment

    Solutions that will help Defence recruit the right mix of capable, resilient and motivated people, by enabling us to optimise our processes, exploit our current management information and understand and engage with potential recruits – particularly young people, under-represented communities and those with specialist skills or knowledge.

    2.2 Skills and Training

    Solutions that will help Defence understand and track the knowledge, skills, experience and other attributes already available within our people, enable their development, both as individuals and collectively, to meet the needs of the organisation or for self-improvement, and better identify individuals for tasks or roles. We are particularly interested in solutions that provide approaches to more effectively deliver training outputs, reduce the time spent in training and drive efficiencies.

    2.3 Retention

    Solutions that will help Defence retain our people for longer, enabling us to recognise, utilise and exploit skills and experience more fully. We are particularly interested in solutions that increase our understanding of what drives people to stay, but also provide clear sign-posting of their choices within the organisation and which enables us to optimise the evidence base for policy decisions.

    2.4 Motivation

    Solutions that will help Defence improve engagement levels, ideally through empowerment, commitment and leadership. We would like to gain an understanding of the tools and techniques that would improve communication with all ranks, reaching groups that work remote from standard corporate systems, such as our Reserves, and that deliver messages that are trusted. We also want solutions that increase the sense of well-being and resilience.

    2.5 Rehabilitation

    Solutions that will promote, sustain and restore the optimal physical and mental wellbeing of Service Personnel. The complex nature of current and the future operating environments provide significant occupational and environmental stressors to Defence personnel and the challenges in providing the requisite supporting services continues to evolve. We are particularly interested in solutions which help us to mitigate the risk of musculoskeletal injury (MSKI) and support recovery, hence maintaining combat effectiveness and the ability of Service Personnel to deploy on operations.

    3. Funding

    The aim of the Defence People Challenge is to achieve exploitation of successful proposals within 3 years across all 5 sub-challenges. Up to £3 million will be available for this competition in the first year with further funding available in future years.

    4. Competition Close

    The competition will open on Tuesday 27 March 2018 and close at midday on Wednesday 16 May 2018. Proposals must be submitted to the Defence and Security Accelerator online.

    This competition closes on Wednesday 16 May 2018 at 12pm.

  • In this category, we are encouraging the submission of proposals across a wide range of technology areas with the aim of finding new and novel opportunities for these to be exploited across Defence and/or Security.

    Emerging innovations are viewed as those which will deliver a proof of concept at around Technology Readiness Level (TRL) 3 or 4, which in outline means delivering a proof of concept, with component and/or sub-system validation in laboratory-style environment by the end of your proposed work. Projects are expected to start at TRL 2 or 3, which means the basic concept as has been formulated and the underpinning technological principles observed at the outset. Projects which deliver successfully in this category may be candidates for follow-on funding in the Rapid Impact Innovation category, although other funding opportunities may be available.

    Defence proposals are sought for projects lasting between 3 and 9 months and costing between £30,000 and £90,000. A total of £3 million is available from the Ministry of Defence research programme to fund these ideas.

    For Security proposals, no maximum time period or funding limit is specified, and all proposals will be considered. However, as a guide, it is expected that the majority of successful Security projects will cost less than £150,000 and last between 3 and 12 months.

    This competition closes on Monday 21 May 2018 at 12pm.