LGN December 2017

Volume 39. No4

Local Government News www.LocalGov.co.uk

What are we?

Exploring the role of councils in an age of austerity

Presenting the best Find out about the winners of the first Public Ownership Awards

Death knell for almos?

Why councils may be reviewing how they manage their housing stock

December 2017

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Contents

Editor Laura Sharman T: 020 7973 4644 l.sharman@hgluk.com Commercial Manager Jason Pidgeon T: 020 7973 4645 Commercial Manager Samantha Marsh T: 020 7973 4619 Head of Local Government Sales Kasia Brzeska: T: 020 7973 4769 Sales Co-ordinator Adrian Bradnam T: 020 7973 4646 a.bradnam@hgluk.com Production Tim Malone t.malone@hgluk.com Production Editor Trent Nicholson Marketing Mustak Kothia rm.kothia@hgluk.com Subscriptions Maggie Spillane m.spillane@hgluk.com Editorial Director Michael Burton m.burton@hgluk.com Managing Director Bill Butler b.butler@hgluk.com

LEGAL

A warning that local authorities could face a significant increase in foster care abuse claims following a recent court ruling P15 finance

A new pilot project has suggested that the impact of grant money could be amplified if it was distributed via crowdfunding P16 It & technology

The introduction of Universal Credit, which pulls your benefits into one place, may seem eminently sensible but there seems one major caveat: it relies on a level of digital literacy P19 Local Government News (ISSN: 02615185) is published by Hemming Media, a division of Hemming Group Ltd, 32 Vauxhall Bridge Road, London SW1V 2SS. Local Government News is published on a quarterly strictly controlled circulation basis and sent free of charge to readers who meet the publisher’s registered terms of control. To register, readers should call 020 7973 6694. Maximum life of registration is three years. Other readers can take out an annual subscription of £55.00 in the UK or £69.00 overseas (including Eire).

Every effort is made to ensure that the contents of this publication are accurate but the publisher accepts no responsibility for effects arising there from. We do not accept responsibility for loss or damage arising from unsolicited contributions.

Opinions expressed by the contributors and advertisers are not necessarily those of the publisher. This publication is protected by copyright and no part may be reproduced in whole or in part without the written permission of the publisher.

procurement & efficiency

How prepaid schemes can help councils save money, reduce digital exclusion and increase security P20 built environment

In the wake of the Grenfell Tower tragedy, Kensington and Chelsea Council decided to terminate its housing almo. Will other councils will now review how they manage their housing stock? P22 public realm

Lewes District Council has been trialling the use of an eco-friendly hot foam weed killer as an alternative to traditional pesticides P32 Being able to protect people and public spaces is essential for councils but citizens shouldn’t feel like they’re living under martial law P36 health & social care

Data and statistics underpin planning for health and care, and without accurate up-to-date information, managing patient flows can become a serious challenge P38

HEMMING GROUP

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December 2017

News in brief this month Laura Sharman rounds up the most popular news stories from our website www.LocalGov.co.uk

Single local councils could save £2.9bn a year Abolishing district councils and replacing them with single unitary authorities could save £2.9bn a year, a think tank has argued.

Council agrees to sell off 10% of its parks Knowsley Council has ‘unanimously’ agreed to sell off 10% of the borough’s parks and green spaces for new development over the next 15 years.

December 2017

Councils face child sex abuse compensation claims Two local authorities are facing a string of compensation claims following the exposure of historical sexual abuse linked to staff at council-run care homes.

London borough to stop using bailiffs to chase debt Bailiffs will no longer be used to collect council tax debt under a new joint venture launched

by Hammersmith & Fulham Council.

Report published into improving value of public spending

Council cuts responsible for £1bn care home sector shortfall

A new ‘public value framework’ is the central recommendation of a report aiming to deliver better value for money for publicly-funded services.

The care home sector is suffering from a £1bn funding shortfall because councils are not paying high enough fee rates.

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Web news

Budget 2017: Devolution and housing key planks Philip Hammond’s first Autumn Budget has seen the chancellor unveil a raft of new devolution deals, measures to boost housing and changes to resolve issues with controversial Universal Credit.

Diesel bus ban ‘devastating’ to communities Banning diesel buses from city centres would have a ‘devastating impact on local communities’, a leading transport expert has warned.

Industrial Strategy snubs councils Business secretary Greg Clark has snubbed councils and empowered local enterprise partnerships (LEPs) as the drivers of future local growth in the Government’s long-awaited Industrial Strategy.

Counties warn funding for public services is ‘outdated’ County councils are receiving almost 50% less funding for public services per person compared to their neighbours in England’s largest cities.

Britain is a ‘social mobility postcode lottery’

Virgin Care drops case against Surrey County Council

A report into social mobility published today ‘debunks’ the assumption that a simple northsouth divide exists and argues your chances of success are closely bound up with where you live.

Private healthcare provider Virgin Care’s legal proceedings against Surrey CC and NHS England have been dropped.

www.LocalGov.co.uk

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Councils to receive £70m for temporary accommodation New changes to the Universal Credit system will prevent councils from losing more than £70m spent on providing temporary accommodation.

Chief executive suspended after elections review Newcastle-under-Lyme BC has suspended its chief executive and monitoring officer after an independent review into problems faced by voters at the General Election.

Council scraps plans to fine rough sleepers using tents Stoke-on-Trent City Council has decided to scrap plans to fine homeless people £1,000 if they were found sleeping in tents.

December 2017

An increased drive for commercialism is forcing many council chiefs to re-assess the fundamental role of local authorities in an age of austerity. Rod Penman reports.

Why are we here ?

L

ocal government leaders have had to make some stark and unexpected choices.

Last year, we were told by council chief executives that austerity was breeding creativity and, as a result, business was getting riskier. Now, we are told how risks are more than financial. Trust and confidence is being questioned in reaction to service cuts, an increasing drive towards commercialisation, and a perceived lack of judgement.

These findings are illustrated in Zurich Municipal’s annual feedback of the opinions of senior leaders in local government up and down the country. Launched at the recent SOLACE Conference, the 2017 Senior Managers’ Risk Report offers a revealing insight into the challenges and opportunities faced by decisionmakers at the top of the local government sector.

Last year’s report illustrated the regional challenges and varying ambitions and appetites of local government leaders. In 2017, we have seen a shift as decision-makers assess the fundamental role of councils.

There is growing discussion, and in some cases alarm, among council managers about how ethical and commercial priorities fit together within a drive for increased entrepreneurialism in local authorities and growing public sector commercialisation.

These discussions are far from being resolved and, as the report makes plain, most local authorities are between cultures as they consider ‘jumping out of the frying pan [of austerity] and into the fire [of commercialisation]’.

What’s changed from 2016?

The major change shown in the report from the previous year is that some councils are now one step beyond austerity. While many are still cutting services to manage new funding realities, others are instead looking at employing new business models, investing in growth and basing their financial futures on new commercial activity.

There is deep concern among some leaders about the balancing act this new direction necessitates and current public perceptions about the role of local authorities. ‘The danger is if local councils lose their moral purpose’,

December 2017

said one contributor. Another added that ‘local government is being vilified more than the bankers were!’

With this commercialisation, and the difficulties it has thrown up, comes a dawning realisation that despite the changes, it is essential councils remain closely involved with the communities they represent.

“Why are we here?”

In this climate, where many local authorities find themselves marooned between two conflicting cultures and an identity crisis, the question ‘why are we here?’ is looming large.

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Most councils have made planned reductions already and increasing demand and demographic changes make further cuts hard to achieve. Commercialisation could be the immediate solution, but does it represent progress in the long term? As some council bosses ask, ‘is our main aim to serve the public or make money from them?’

As councils face the challenge of adjusting to a more commercial way of operating, a balance needs to be struck between the pursuit of revenue and responsibility to the public.

One senior manager explained: ‘Trust and confidence will deteriorate if the public think we

www.LocalGov.co.uk

News feature

Some CEOs are recognising that a move into new realms of profit-making activity requires an importing of skills and process from the private sector. One council leader summed it up: ‘We have to compete with the local private sector.

We will stand or fall.’

If the issue of appropriate staffing is not met head on, the complications presented by fresh revenue streams could cause more trouble than they are worth. Without proper consideration fragmented aims and a lack of solid identity and internal culture could make it harder to identity and attract the staff needed to make commercialisation a success.

This personnel challenge also extends to keeping hold of staff. Not only are councils looking to recruit from the private sector, some are looking to poach talent from each other.

Keeping hold of staff needs to be just as much of a priority as recruiting and retraining.

Councils should also prepare for the cultural change that incomers can bring. Once contributor put this clash of cultures in stark terms: ‘I’m here to run this as a business – my colleagues are here to run public services.’

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Acting decisively There is not a straightforward route to take in this brave new world, however the key to success will lie in acting decisively and at an early stage.

With commercialisation already being embraced across the board, councils are now competing with each other in a way seldom seen in the past. Any fragmentation, delay or unresolved disagreement will ultimately impede decision-making and action.

While a crisis of identity can feel almost inevitable given the scale of change being undergone at some councils, the 2017 Senior Managers’ Risk Report illustrates the importance of full and frank discussions aimed at answering the core question: ‘Why are we here?’. Whatever the chosen path of individual councils, local government needs to get its story straight, and according to CEOs, get much better at telling it n

“Most councils have made planned reductions already, and increasing demand and demographic changes make further cuts hard to achieve.” are here to make money.’ This balancing act has led conflict, even within single organisations, about what the primary role of a local authority should be.

www.LocalGov.co.uk

For councils to function effectively, these differences of opinion need to be tackled sooner rather than later.

Building a solid identity Whether pursuing commercialisation, or combating austerity through alternative means, councils are changing. To function effectively, individual authorities need to establish what kind of organisation they want to be.

Regardless of the approach, most will need to change the skills and cultures of their organisations and adapt to new relationships and accountabilities.

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Rod Penman is head of public services at Zurich Municipal

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December 2017

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News feature

The problem with the T-Charge Will introducing a T-Charge in London really help reduce emissions and improve air quality? Sukalpa Biswas argues there are alternative approaches that could work more effectively.

A

mong the recent rush of initiatives targeted at cutting emissions in UK cities, Scottish first minister, Nicola Sturgeon, since announced plans to make Glasgow Scotland’s first low emissions zone. This will eventually result in all but the cleanest-engined vehicles being banned from the city centre.

Oxford City Council and Oxfordshire County Council also put out for consultation plans which, if pursued, will see a zero-emissions zone in place by 2035, covering all non-electric vehicles across the centre of the city.

Finally, we have seen the introduction of the T-Charge in London. Targeting buses, coaches, minibuses, vans, HGVs and petrol or diesel cars that don’t meet the Euro 4/IV emissions standards, the new enforcement means drivers of these vehicles will be charged an additional £10 per day to drive in the UK capital.

Scoping the challenge While the objective of these schemes - to improve air quality and reduce emissions - is laudable, issues remain with all three.

Oxford’s new initiative, for example, will only be a long-term success if viable alternatives are provided for commuters. It’s fine to have a target to reach zero emissions by reducing air pollution, but pushing everyone to buy electric cars may not be affordable. The alternative option of commuting must keep disruption to a minimum and be relatively inexpensive.

The Glasgow scheme has a more realistic starting point, with plans focussing on reducing emissions from city centre buses. That’s a positive way of quickly improving pollution levels, without adversely impacting people who regularly commute by car.

However, with subsequent plans focusing on trucks, vans, cars and motorbikes and a fast rollout expected, motorists are naturally concerned about the future penalties they may face and the future possibility of an outright ban on driving in certain areas. Once again, as with Oxford, this highlights the need to have an alternative commuting option that is both affordable and convenient.

December 2017

Glasgow is better suited to this task than most UK cities. There’s an extensive suburban network of trains in and around the city and bus services are frequent. The more intractable issue with the scheme is likely to be financial. Glasgow is a large city and the level of investment and funding required to make this work long term will be high. The Government has already recognised this, providing investment to support upgrades to the bus fleets - but if the scheme is to be a success over the long-run, that kind of investment and level of commitment will need to be sustained over time.

The benefits of London’s T-Charge are more contentious still. The scheme does encourage drivers to consider the purchase of newer or electric cars. The issue is, however, that the infrastructure in London is not yet ready to accommodate a mass influx of these types of vehicles. For example, electric vehicles will all need regular charging points but they are not

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currently widely available in central London.

It is also worth remembering that although there is a clear drive for electric cars, we seem to overlook that it is not sustainable for the long term and neither is it pollution free, unless the electricity is generated by an environmentallyfriendly method. In addition to this, we must consider whether our current energy infrastructure is capable of handling this extra amount of pressure to supply electricity?

Working towards greater sustainability Perhaps we should look to continental Europe for a more sustainable approach. When Paris banned cars with even-numbered licence plates for a day in 2014, pollution reputedly fell by 30%.

The approach that Paris is taking now to reduce emissions by 2030 appears pragmatic. They have identified a feasible deadline to phase non-electric cars out and there is infrastructure to fall back on if Parisians cannot use their cars but Paris is far from the only example.

Oslo is set to ban all cars from its city centre by 2019, backing this up with a view to have an additional 60 kilometres of cycle tracks in place by 2019, as part of a planned $1bn spend on new bike highways across Norway.

Maybe cities in the UK could learn something from their stance. The drive to reduce pollution and cut car use in our cities is meritorious of course but to make it sustainable, it must provide a viable long-term alternative approach for commuters. n Sukalpa Biswas is senior consultant, infrastructure asset management, at Yotta

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News feature

Innovative, inspiring and effective Laura Sharman attended a special event at Nottingham Castle to celebrate the winners of the first ever Local Public Ownership Awards.

W

ith the latest polling showing twothirds of residents are happy with the way their local council runs services, LocalGov was proud to be associated with the first ever Local Public Ownership Award.

Organised by campaign group We Own It, the awards were launched to celebrate best practice in council-run services.

From bringing more social workers in-house, to taking back control of waste and recycling services, the shortlist included some of the most inspiring examples of local public ownership from across the UK. However, it was Robin Hood Energy – the country’s first energy company owned by a local authority – that has been crowned the winner of this year’s awards. This was followed by Nottingham City Transport who came in second place, and Bristol Energy in third place.

At a special event at Nottingham Castle, Cat Hobbs founder and director of We Own It, congratulated the councils honoured in the awards scheme: ‘The decision to create Robin Hood Energy and Bristol Energy were brave,

bold decisions in a difficult climate. It must have been a struggle as it’s about setting up a new organisation and be the first to put something on the agenda. I want to support that on a personal level.

‘You are proof that public ownership can be innovative, it can be inspiring, effective and it

1st place: Robin Hood Energy

2nd place: Nottingham City Transport

Launched by Nottingham City Council in 2015, Robin Hood Energy is the first council-owned energy company in the UK. It was set up to give people a cheaper alternative to the ‘big six’ and tackle fuel poverty in Nottingham and beyond.

Nottingham City Transport (NCT) is the biggest transport operator in Nottingham, and can boast about carrying some of the most satisfied customers in the country with a 92% rating in 2016.

Cllr Steve Battlemuch, chair of Robin Hood Energy board, said: ‘Robin Hood Energy are extremely proud to have come first in the Local Public Ownership Awards.

‘We Own It is a real voice for publicly owned services and it’s great to see so many good publicly owned services being highlighted by the awards.

‘Hopefully it will inspire more local authorities to follow suit.’

www.LocalGov.co.uk

It is no stranger to winning awards and has been named UK Bus Operator of the Year for a record-breaking fourth time.

Speaking at the event, Graham Chapman, deputy chairperson of Nottingham City Council, explained why public ownership was so important for the economy: ‘In order to have a thriving private sector, you need to have a good public sector. The fact we have got so many of our major companies owned by foreign interests – and the money is going abroad or to shareholders – means most

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can be entrepreneurial. It’s really great because now the conversation on energy is changing so it feels as though Robin Hood and Bristol are leading the way. These are dark times of austerity and it feels as though the examples of local public ownership are real beacons showing the way forward.’ n

of our public sector is under-capitalised. As a consequence, we are not getting the productivity we require.

‘There are very good economic and financial reasons why some of these majors companies – gas, electricity, telecoms - should be in public ownership. It makes sense for the economy, for government finance and the public.’

3rd place: Bristol Energy Bristol Energy was the second energy company to be set up by a local authority and reinvests its profits into the local community.

It also offers a 100% green electricity tariff and a discounted tariff for people living in fuel poverty.

December 2017

News feature

A seaside success story

Duncan Johnston explores how Bournemouth Borough Council is using a joint venture to help reinvigorate and change the perception of the town.

A

growing population of young, techsavvy professionals; a burgeoning digital economy; a hotbed of creative and artistic talent. Twenty years ago these weren’t things one might associate with Bournemouth, but in recent years a programme of significant investment and development has reinvigorated the town, helping to shift its traditional reputation for a slower pace of life and as a prime coastal retirement destination.

Since 2011, this has been spearheaded by the Bournemouth Development Company (BDC), a 50:50 joint venture between the borough council and Morgan Sindall Investments. The partnership brings together the knowledge and assets of the local authority with the skills, networks and supply chain relationships that we can provide as a private partner. Together this is delivering a regeneration programme that is encouraging people to move to Bournemouth as well as improving the quality of life of its inhabitants.

www.LocalGov.co.uk

Although not a new concept, long-term public-private partnerships are one of the most effective ways of delivering the positive change which communities need to be able to grow and prosper.

When done well, they empower councils to be fully embedded in regeneration projects, ensuring that high-quality amenities and homes are built in the right locations at a faster pace of delivery. In Bournemouth’s case, the JV has helped breathe life back into the town, encouraging growth to benefit a new generation as well as its existing residents. The local authority can reinvest its half of the profits back into the community where it matters most, while overcoming traditional barriers such as increasingly squeezed budgets.

Inevitably, there can be challenges, but regular dialogue, honesty and transparency will help to ensure these partnerships secure results and deliver against changing political and economic uncertainty, which can often become obstacles to long-term planning, It’s through such a robust working relationship, alongside complementary programmes across the town, that over £200m of development has been completed in Bournemouth, and in just six years the benefits for the area have been significant. To date, the partnership has delivered projects including vital new town centre apartment buildings and much-needed student accommodation to help address housing need. It continues to oversee

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an extensive development pipeline to support this ongoing programme of large-scale urban renewal. In the short term this means delivering a £25m programme of residential development, as well as progressing plans to transform the former Winter Gardens concert hall site into a £150m mixed-use leisure, retail and new housing destination.

Improved housing and infrastructure have spurred the economic success of the area.

Bournemouth, together with neighbouring Poole, has been identified as the top location in the country for high-growth digital businesses; the sector employs over 13,000 people and contributes £350m to the local economy.

Bournemouth is now one of the fastest growing locations in the UK and, with an average age of just 34 years old, its status as an up and coming and exciting place to live, work and study continues apace.

The successful delivery of the partnership is acting as a catalyst for the reinvigoration of the wider conurbation – bringing benefits for all ages, now and into the future. n Duncan Johnston is director of Bournemouth Development Company

the

December 2017

Legal

Counting the cost of abuse Ceri Sian Williams warns local authorities could face a significant increase in foster care abuse claims following a recent court ruling.

L

ocal authorities could be facing a significant increase in abuse claims, relating to both current and historical foster placements after a recent landmark Supreme Court ruling in which local authorities are now held to be vicariously liable in cases where young people are abused by their foster carers.

In Armes v Nottinghamshire County Council the claimant, who was born in 1977, was taken into care in 1985 and made subject to a care order. During her time in care she was placed with two sets of local authority approved foster parents. She remained in care until her 18th birthday.

Although the claimant proved abuse by the foster parents, her claim at first instance and in the Court of Appeal failed in its entirety. The Court of Appeal agreed that the local authority did not owe the claimant a non-delegable duty of care. Unanimously, the judges agreed that the local authority should not be fixed with vicarious liability. The claimant appealed to the Supreme Court.

In its ruling, the Supreme Court unanimously decided that a local authority does not owe a child in foster care a non-delegable duty of care, endorsing the view of the earlier courts.

However by a majority of four to one the judges decided that it was vicariously liable for the foster carers’ abuse.

Local authorities will now be vicariously liable for the torts committed by their foster parents no matter how robust the procedures are for assessing and approving the foster parents or monitoring and supervising the placements.

There is now the real prospect that local authorities will face a significant influx of claims by foster children for injury caused by foster parents. Foster parents often care for many children over several years and the repeated tortious conduct of one foster family could lead to numerous claims.

In addition, whilst the non-delegable duty argument was rejected in this case, Lord Reed did reject one of Nottinghamshire’s arguments against a finding that the local authority owed the claimant a non-delegable duty stating: ‘I cannot agree that a non-delegable duty cannot be breached by a deliberate wrong. It cannot be right that the local authority would be liable for

www.LocalGov.co.uk

foster parents negligently enabling a 3rd party to abuse the child, but not if they abused her themselves.’

As a result Lord Reed’s comments may encourage claimants to press the nondelegable duty argument in other situations where deliberate injury is alleged.

Against a backdrop of continuing austerity and budget constraints, this judgment requires local authorities to find resources to compensate a new tranche of claimants. The finding may also

provide support for the argument that foster parents are “workers” and so entitled to all the employment rights that accompany employed status which would further impact on the public purse. It is recommended that local authorities review their contracts with independent fostering agencies. n Ceri Sian Williams is a solicitor at law firm Browne Jacobson, who acted for the local authority in the case.

n NEWS

Record number of children in care Council leaders have warned a record number of children are now in the care system, with 90 youngsters a day entering care last year.

The Local Government Association (LGA) said the total number of looked after children reached a new high of 72,670 in 2016/17 - up from 70,440 the year before, which represents the biggest annual rise of children in care in seven years.

Chair of the LGA’s children and

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young people board, Cllr Richard Watts, said: ‘With 90 children coming into care every day, our calls for urgent funding to support these children and invest in children and their families are becoming increasingly urgent.

‘If nothing is done to address this funding gap crucial services that many children and families across the country desperately rely on will be put at risk.’

December 2017

Finance

The grant funding revolution A new pilot project has suggested that the impact of grant money could be amplified if it was distributed via crowdfunding. Dawn Bebe reports on the findings.

C

rowdfunding is firmly established in the public consciousness as a way of getting great ideas off the ground, especially those that benefit the community.

Thousands of businesses, charities, people in need, community groups, sports clubs, political movements and more have benefitted.

As a result, there’s been growing interest in how crowdfunding may shake up the grant sector to make public money more accessible and effective. This has given rise to the concept of matched crowdfunding where funding from institutions, corporates, foundations, local authorities and other bodies can match that pledged by the crowd.

This practice has grown significantly over the last three years, ranging from small community projects to larger capital or regenerationfocused ventures. There are now examples of matched crowdfunding being used by a diverse range of funders with a focus on corporate social responsibility, universities and schools. The result is that more than £1m of matched funding was made available for crowdfunded projects in 2016, with that figure looking to rise substantially in 2017.

Despite this rapid growth, until now there has been little known about the impact of matched crowdfunding, its opportunities and its challenges. In turn, this may have kept many established funders from making informed decisions on the efficacy of matched crowdfunding within their current funding programmes.

This is set to change with the publication of Nesta’s report detailing a nine-month pilot project in which £251,500 in matched funding was provided by Arts Council England and Heritage Lottery Fund to 59 arts and heritagerelated projects on Crowdfunder.co.uk. Projects

December 2017

“Overall, the report is the evidence funding organisations need to shake up the £5bn grant funding sector forever.” as diverse as an immersive opera in south London and the restoration of one of the UK’s most important historic ships received matched funding support, coaching and workshops from the Crowdfunder team, alongside the support of a crowd of 4,970 backers.

The pilot suggests that if grant money was distributed via crowdfunding, its impact could be significantly amplified, both in terms of unlocking additional funds and building skills and non-financial support from the community.

On average, the public donation to arts projects increased from £63 to £74 when backed by match funding and overall 90% of fundraisers reported a significant improvement in media skills, film creation and image creation.

Importantly, the pilot bought new backers to the arts and heritage sector. This presents a new way for society to collaborate and bring about positive change. Some 86% of project backers

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had never supported the organisations they backed before and a fifth hadn’t supported this kind of project in the past.

Overall, the report is the evidence funding organisations need to shake up the £5bn grant funding sector forever. The firm recommendation shining through the report is that funding organisations need to give crowdfunding a go.

As a sector, we’ve only just started to scratch the surface of what could be done. In a year’s time just imagine what could have been achieved. Now’s the time to get ready for the grant funding revolution. n Dawn Bebe is managing director of Crowdfunder

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08/02/2017 14:07

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IT and technology

Digital challenge of Universal Credit The introduction of Universal Credit (UC), which pulls your benefits into one place, may seem eminently sensible but there seems one major caveat: it relies on a level of digital literacy. Matthew Adam explains why the stakes are so high, both for claimants and housing associations.

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ith an online portal the entry point for most UC claimants, basic questions are being asked about how easy it will be for people to correctly apply for and receive their benefits, without receiving delays on receipt of benefits. This, in turn, has significant implications for housing associations that rely on the timely payments of benefits to ensure their already tight margins don’t get any tighter.

For the claimants, it’s not hard to imagine that a delay in receiving basics payment could be, at times, nothing short of catastrophic.

For housing associations, who collect up to 65% of their income via benefits (with roughly 50% of residents on housing benefit), the consequences, while less dramatic, are severe.

Housing associations are already in a tough situation, having seen incomes reduced due to recent rent reductions. From our conversations with them, they are telling us that there needs to be what’s described as an overall ‘net nil’ impact on those finances. Some associations are already showing an increase of 75% in arrears for those moving across to UC, and the rollout hasn’t even begun in full. It is not dramatic to say that the problem in UC payments could result in some Associations going bankrupt.

The fix Given that many residents’ main source of income will be via the UC method, the challenge for claimants, Government and all stakeholder is how to get people to engage digitally while avoiding significant delays in UC applications.

www.LocalGov.co.uk

Our experience tells us that the first obstacle is getting people to actually attend a digital workshop. With lives, full of stress and concern, getting a resident to attend a workshop – which might be wrongly perceived as another way to criticise perceived inadequacies – can be a difficult sell. We utilise a variety of methods to combat this, from guerrilla marketing to ‘nudge’ behavioural change theory, to positively encourage this attendance. We talk to residents in ways that are clear and jargon-free, no blame is ever ascribed to their lack of knowledge and we use the communication channels that they use, such as text messaging or mobile phone calls.

We also incentivise people, whether that’s free prizes from local businesses to using tempting food treats. Sounds simple, but it works.

These marketing and engagement devices encourage people to attend events, but the content of the workshop is, of course, crucial to maintain attendance. One area we’ve found particularly powerful is a successful replica UC portal for practicing and getting used to the online form - www.we-are-digital.co.uk/help.

This warms residents to the structure, questions and information they need for when they fill in the actual form, answering many of their

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concerns ahead of time – a move we’d like to see replicated nationwide.

In addition, it is important to consider that, once claimants start filling in their forms, they will still need support and reassurance. For housing associations, we recommend promoting the toll-free UC telephone support claims line – which residents can call to get support over the phone to complete a real claim, regardless of which HA they are from. For the most difficult cases, in-home support is also an option, with a tutor taking them through a real claim, oneto-one. Ultimately, these methods will help to prevent sanctions and decrease arrears.

With a delay in UC rollout politically unpalatable, the emphasis is on increasing claimants’ skills base, and quickly. This urgency of this expediency is most pronounced on housing association tenants.

It is our belief that a strong digital inclusion strategy can be the difference between successful adoption of UC and a potentially devastating one that impacts negatively on claimants and housing associations alike. n Matthew Adam is chief executive officer of We Are Digital

December 2017

Procurement & efficiency

Prepaid cards: Delivering dividends for councils Alastair Graham explains how prepaid schemes can help councils save money, reduce digital exclusion and increase security.

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overnments across the world have switched to prepaid cards as a modern alternative to cash when it comes to distributing payments to its citizens who opt not to use bank transfers. However, the UK is only now starting to fully seize the opportunity.

Cash-based government payments are inconvenient and expensive to administer, as well as being less secure and harder to track.

Despite the UK being second only to Italy in Europe in its need to replace cash, with an estimated £3bn of transfers each year, it is only now that these types of prepaid schemes are being adopted.

Early efforts to modernise government payments in the UK were met with political resistance rather than practical issues, with controversial views from some about how they might be used to curtail the spending habits of benefits recipients - for example, preventing purchases deemed unnecessary or wasteful, such as buying cigarettes or on other products that are not ‘nutritionally good for you’.

This reputation fall-out from resistant comments made prepaid schemes harder to sell to the public. However, since then many programmes have been established and are thriving without the political strings attached.

These have gained acceptance from the public for their ease and convenience as well as helping to streamline and lower the cost of administration for under-pressure local government departments. For example, prepaid card incentives reduce and remove the

December 2017

cost of printing, postage and processing for government offices.

The City of Edinburgh recently migrated more than 950 service user accounts to a prepaid card scheme, which has seen £9.5m loaded on to the cards. The cards are provided to members of the public who receive a Direct Payment to purchase services identified within their care plan, so the types of services purchased vary per person. These broadly cover care providers, individual personal assistants, respite facilities and day centres.

Many people use their card to make faster payments, as well as Direct Debits, shopping online and in stores. Although ATM withdrawals are currently not allowed.

“People who receive government benefits in cash, who may not have access to a full current account or credit card, can often find the cost of living increased. ” However, the move towards prepaid isn’t solely to bring costs down and increase security. The wider goal of these types of schemes is to increase social inclusion and prevent people from being excluded from the modern digital economy.

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People who receive government benefits in cash, who may not have access to a full current account or credit card, can often find the cost of living increased. Research shows those who are financially excluded pay a ‘Poverty Premium’ as they are unable to shop online or benefit from Direct Debit discounts. Studies

by Save The Children and The University of Bristol estimate the cost of not having access to bank accounts or card facilities can cost families hundreds of pounds per year, which exacerbates poverty.

Research from The Financial Inclusion Commission estimates that two million people in the UK are financially excluded.

Prepaid cards bring people into the financial fold and can begin to alleviate the Poverty Premium, helping to remove digital exclusion and other barriers to entry of cheaper living costs.

Following successful implementation of prepaid card schemes such as the recent example in Edinburgh, more and more local authorities and housing associations are increasingly switching to similar incentives to fulfil their social care obligations.

It is conceivable that over the next ten years almost all of the UK’s £3bn cash payments could be replaced by prepaid alternatives, with the current implementation of Universal Credit being a big driver in adoption and uptake. n Alastair Graham is spokesperson for the Prepaid International Forum (PIF)

www.LocalGov.co.uk

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The death knell for almos?

In the wake of the Grenfell Tower tragedy, Kensington and Chelsea Council decided to terminate its housing almo. Neil Merrick explores if other councils will now review how they manage their housing stock.

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t is probably the most abiding image of 2017, maybe of any year. The devastating fire at Grenfell Tower officially cost 71 people their lives and hundreds more their homes.

The fire, in June, led to major public enquiry and a decision by Kensington and Chelsea to wind up its tenant management organisation (TMO). But six months on, what impact is it having on other local authorities and how they approach housing management?

Kensington and Chelsea TMO was unique.

While TMOs are normally responsible for a small number of homes, perhaps whole estates, Kensington and Chelsea’s operated as an arm’s length management organisation (almo) and managed the London borough’s entire housing stock.

Nationally, the number of almos has halved during the few years as councils question the need for bodies that were set up in the early 2000s, primarily to draw government funding for decent homes programmes.

Eamon McGoldrick, managing director of the National Federation of Almos, says it would be understandable if, post-Grenfell, other councils review how they manage their stock.

At very least, there should be no abdication of responsibility by councils for the quality of housing, including safety precautions.

‘You can contract out management but you can’t contract out responsibility,’ he says.

Excluding Kensington and Chelsea, there are now 33 almos compared with 69 at the end of the last decade. In addition to managing 470,000 homes, almos frequently build properties and may provide services such as highways management and street cleaning.

The level of scrutiny by authorities varies considerably. ‘I have seen teams of staff who spend their whole lives scrutinising almos, to a single client officer who asks for an update every two to three months,’ says McGoldrick.

December 2017

As almos diversify, some are establishing a closer relationship with councils. ‘Each [almo] board has to be continually thinking about the added value they’re bringing and whether they are helping the council achieve its aspirations’ he adds.

The latest council to bring housing management in-house having wound up it almo is Brent, though the London borough stresses this is unrelated to Grenfell. By managing its homes directly, Brent hopes to improve repairs, invest in technology, and create better links between housing and other services.

Jonathan Carr-West, chief executive of the Local Government Information Unit, doubts that Grenfell will signal the death knell for almos. While more local authorities may bring housing back in-house, contractual arrangements between almos and their parent councils could make this difficult in some cases.

Besides, councils should not assume that managing housing in-house is a ‘magic bullet’ that will solve all their problems. ‘The question raised by Grenfell is around accountability,’ says Mr Carr-West. ‘If an almo is well run, you haven’t got day to day operational control, but you have strategic control and oversight.’

But what about the role of tenants? There are about 200 tenant management organisations in the UK, mostly in England, managing anything between 25 and 1,000 homes. Most were set up after tenant groups exercised the ‘right to manage’, informing their local authority that they wished to take control of day to day management.

Since June, TMOs have been forced to fend off suggestions that management failures at Grenfell were down to a general inability among tenants to take decisions effectively.

Nick Reynolds, chair of the National Federation of TMOs, accepts his members are

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“Since June, TMOs have been forced to fend off suggestions that management failures at Grenfell were down to a general inability among tenants to take decisions effectively.” in the spotlight in a way they never expected.

There is also frustration that they are required to explain the difference between most TMOs and the model used in Kensington and

www.LocalGov.co.uk

Built environment

According to the CPS, the review will look at all services, not just housing, and consider how residents can be more involved in decision making at the London borough. It is unlikely to report before next April at the earliest.

Jenny Osbourne, chief executive of the Tenant Participation Advisory Service (TPAS,) says confusion over the nature of Kensington and Chelsea’s TMO is not helpful for tenant-led organisations in general.

TPAS, which provides training for tenants and landlords, has urged both the Department for Communities and Local Government and Homes and Communities Agency to hold back on criticising TMOs following Grenfell.

When it comes to almos, which include tenants as board members, everything comes down to the quality of the management agreement. ‘It should be transparent and should be open,’ says Osbourne, who sits on the board at Stockport Homes.

In spite of a desire among some tenants to take on management roles, lack of funding may make it difficult to set up TMOs in future regardless of how the TMO brand is perceived.

‘If you are with a well-run local authority or housing association, you may not want to go down that route,’ she says. ‘It’s long and hard.’

But Mr Carr-West says it is unlikely that, once the Grenfell inquiry is over, councils will wish to see less tenant involvement in housing. ‘It’s going to be hard to conclude that we need less voice and less involvement of local people,’ he says. ‘I think the TMO principle will emerge stronger rather than weaker.’

In addition to tragedy, the fire at Grenfell Tower caused a good deal of soul searching that is likely to continue for some time. It may not mean the end of either tenant or almos, but it will probably mean that we have seen the last TMO that is also an almo. n

Chelsea. ‘I wouldn’t say there is nervousness.

There is concern,’ he says. ‘I wouldn’t say the sector is under threat. It’s under scrutiny.’

According to Mr Reynolds, local authorities should work closely with TMOs in a way they may not necessarily do with an almo. Lessons need to be learned throughout social housing, not just by TMOs. ‘They [councils] should be undertaking regular liaison meetings and ensure services are delivered to their level of satisfaction,’ he says.

Kensington and Chelsea is yet to say how it will manage housing in future. The Centre for Public Scrutiny (CPS) is carrying out a review of governance and scrutiny across the local authority, funded by the Local Government Association.

www.LocalGov.co.uk

n NEWS

Call to reform ‘outdated’ housing law A new Housing Act should emphasise councils’ responsibility to enforce health and safety standards in the wake of the Grenfell Tower tragedy, campaigners have demanded.

Housing charity Shelter says current housing laws are ‘out-dated, complex and patchily enforced’.

Researchers at the Universities of Bristol and Kent reviewed existing

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laws and surveyed 1,000 people with a role in the housing sector including tenants and landlords.

They found 85% of professionals believe housing health and safety law is ‘not fit for purpose after years of neglect and deregulation.’ They say outdated laws have left social landlords ‘unpoliced, unaccountable and free to ignore their tenants’.

December 2017

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02/08/2017 15:36

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Built environment

A lesson in lockdown A terrorist incident, a traffic accident, an intruder, air pollution, a nearby fire, or even a dangerous dog roaming around outside – just a few of the situations that could require a school or other public building to go into lockdown. Malcolm Crummey explains why an integrated alarm and communication system can help keep people safe.

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ven though a school or working environment should always be considered a safe place, regardless of whatever is going on outside, unfortunately this is not always the case.

Although major incidents or threats of violence at these types of premises are still rare, they are growing in frequency and, when they occur, it is vital to have a lockdown procedure in place.

The word lockdown used to be an ‘Americanism’ typically associated with riots in US prisons, but it is now being used globally to refer to situations where

www.LocalGov.co.uk

invacuation is more appropriate than evacuation as a means of keeping people safe.

Reports of incidents that have led to this taking place have featured in the news, and in September this year schools in Clevedon had to go into lockdown as police searched for a man with a firearm. Avon and Somerset Constabulary advised schools in the area to keep staff and pupils inside to allow officers to carry out a full search.

Meanwhile, in October two Blantyre schools went on lockdown following reports of an

incident where a man was seen nearby with a crossbow.

Although they would hope never to have to implement one, schools and other organisations should have a coherent strategy for lockdown procedures.

Surprisingly, there is no statutory requirement to have a lockdown policy or procedure – organisations can simply choose to have one if they feel that it would help them to manage risks.

Although some general advice from the National Counter Terrorism Security Of fice (NaCTSO) regarding

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the development of lockdown procedures exists, it is advisor y. This is despite calls from the National Association of Schoolmasters Union of Women Teachers (NASUWT) for more specific government guidance instead of expecting schools have preparedness plans in place and assuming that they are able to do this.

It might soon be the case that a mandatory strategy is required.

A good example to follow would be the German DIN VDE V 0827 standard for emergency and danger response systems.

Implemented in July 2016 with the aim of providing technical assistance for emergencies and dangerous situations, it outlines requirements for governing the technical systems that trigger alarms in dangerous situations.

It means that the organisational concept can be supported by technology appropriate to the lockdown objective.

The use of an integrated alarm and communication system plays a key role in this regard, as it significantly accelerates both comprehension and crisis management procedures.

It means announcements and instructions can be communicated directly to the persons concerned, with adequate volume and good speech intelligibility.

Furthermore, emergencies can be immediately reported to a central location, the nature and extent of the danger verified, and measures to assist people taken immediately. Such a system can also be used for internal everyday communication.

Although the reasons behind the growing number of lockdowns are certainly cause for concern, by having clear and effective communication systems installed alongside well rehearsed and understood procedures, schools and public buildings can be sure they are doing all they can to protect occupants. n Malcolm Crummey is sales manager UK & Ireland at TOA Corporation UK

December 2017

Green buildings

Delivering low carbon heat The decarbonisation of the UK’s electricity networks is set to have significant implications for how we deliver low carbon heat to new buildings in the future.

Sam Mackilligin reports.

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ith the recent launch of the Clean Growth Strategy, low carbon heating is now high on the agenda for discussions around the future of energy policy in the UK. Alongside other recent announcements from Ofgem and the Committee on Climate Change it has raised a debate on whether electric heating is the likely successor to gas boilers and also whether district heating will remain the appropriate approach for major new housing schemes and dense urban areas.

The context to this is the extensive recent decarbonisation of the national electricity grid, which has resulted primarily because of a significant reduction in coal firing plants as well as an increased uptake in renewables. Based on the projected emissions data and current calculation methodologies, systems using electricity to deliver heat will offer increasing carbon savings over time, while the savings from heat networks served by combined heat and power (CHP) plants will decline. This is likely to stimulate an uptake in electrical heating systems, such as heat pump technology, in both individual dwellings and heat networks.

The push towards low carbon heating options is due to society facing an increasing number of sustainability challenges. The current pace of change to address them is too slow if we are to minimise the impacts that these challenges will bring. The decarbonisation of the UK’s electricity networks is set to have significant implications for how low carbon heat is delivered to new buildings in the future.

These changes will likely influence new policy from the Greater London Authority, as well as national guidance, regulations and calculation methodologies in the future. The way that London responds to delivering low carbon development needs to evolve over the coming months and years. The solutions to deliver the change we need are attainable, what is required

December 2017

“The push towards low carbon heating options is due to society facing an increasing number of sustainability challenges.” is the desire to make it happen, the right partners and the persistence to see it through.

Establishing a more efficient and sustainable procurement methodology for public sector bodies that reinforces joint strategic planning and delivery is key to addressing these challenges. This should deliver demonstrably better value for money than current procurement arrangements and be flexible in its ability to evolve service strategies.

One initiative that is set to open opportunities for a step change in public sector performance is CLEAR Futures, a long-term partnership between Eastbourne Borough Council, Lewes District Council, AECOM and Robertson Group.

It has been established to identify, develop and deliver an innovative range of projects and services necessary to meet the future challenges of energy, as well as transport, food

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and long-term sustainability. These projects will give rise to significant employment and training opportunities for local people and businesses, including professional services and trades.

CLEAR Futures is open to all UK local authorities, NHS bodies, educational establishments, police, fire & rescue, central government authorities, national parks, local enterprise partnerships, registered social landlords, social enterprises in culture and leisure, third sector, charities, hospices and regulated utilities. The partnership is a single portal efficient delivery entity which will allow participants to do things faster, better and cheaper. By integrating services across the public and private sector, it can make positive movements towards a cleaner, more sustainable future.

The transition to a more sustainable society won’t happen overnight but the rewards are high. My hope is that in the future energy will no longer be a burden or threat to our wellbeing.

With initiatives such as CLEAR Futures emerging, I believe we will have a more enjoyable and balanced environment, a stronger and more prosperous local economy and communities will be more self-sustaining. n Sam Mackilligin is regional director at AECOM

www.LocalGov.co.uk

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Built environment

A mixed bag for housing?

The 2017 Budget saw a whole slew of policy announcements designed to fix Britain’s ‘broken housing market’. While responses were mixed, overall the reception from local government was positive. William Eichler reports.

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Review however. Jamie McKie, planning senior associate at law firm Dentons, described it as evidence of a ‘continued failure to get to grips with the real issues which compromise the delivery of new housing.’

‘Constrained land supply, financing and planning red tape are just a few of them,’ he explained. ‘Arguably, the time and costs associated with such a review would be better invested in adequately resourcing Local Planning Authorities.’

Stewart Baseley, executive chairman of the Home Builders Federation, said house builders should have nothing to fear from the review.

He added: ‘Any review should also focus on why so many plots that some suggest are in a builders “land bank” are mired in the planning system and identify ways to process them more quickly so they can actually be built.’

Cllr Paul Carter, chairman of the County Councils Network (CCN) welcomed the ‘direction of travel on housing’ outlined in the Budget. However, he emphasised it ‘would be further a strengthened through a stronger role for county councils in the draft Statement of Common Ground and in strategic infrastructure tariffs.’

There was also criticism from the former

civil service head, Lord Kerslake, who branded the Budget ‘a mixed bag’ and warned the opportunity to ‘fully lift’ the cap on councils’ ability to borrow and build had been missed.

The DCN’s Cllr Fuller seconded this criticism.

Summing up the Budget’s housing announcements, Rob Whiteman, chief executive of the Chartered Institute of Public Finance and Accountancy (CIPFA), said: ‘House buyers were arguably the biggest winners, with £44bn investment to boost building and the removal of stamp duty on first time buyers.

‘Change to the HRA cap is a welcome and a previously non-negotiable move that could offer a glimpse of flexibility that should benefit authorities wanting to invest in building, but the cap of £1bn might not have a significant impact at the national level.

‘The additional council tax charge on empty properties is a simple means to try to influence a better use of limited resources, but I’d question whether this will benefit all parts of the country equally.’ n

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December 2017

“A rebalancing of the negotiating strength of local authorities is important.”

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n his 2017 Budget announcement, Mr Hammond announced £44bn worth of policies to address the housing crisis. He repeated his pledge to deliver 300,000 new homes a year and said there would be an urgent review of land banking practices.

Perhaps most crucially where councils are concerned, the chancellor also promised to lift the Housing Revenue Account (HRA) cap in areas of high housing demand. The cap is now at the £1bn mark.

Cllr Martin Tett, the Local Government Association’s (LGA) housing spokesman, welcomed many of the policies, in particular the increase in funding for Land Assembly, the Housing Infrastructure Fund and for SME builders. He also welcomed the decision to allow councils to borrow more to build new homes.

However, Cllr Tett stressed that Whitehall should provide the necessary funds to cover the costs of processing planning applications. ‘The single biggest measure that the Government could take to speed up the planning process would be to cover the cost of processing applications for councils,’ he said.

The government’s decision to allow councils to charge more for empty homes as well as the announcement of the Letwin Review into land banking was also applauded by the LGA. Cllr John Fuller, chairman of the District Councils’ Network (DCN), welcomed the announcement of a review into land banking, saying it has put developers ‘on notice’.

‘A rebalancing of the negotiating strength of local authorities is important and it is clear that developers have been put on notice that they will be expected to make good on the promises they make when they seek land to be allocated and permissions to be granted.’

There is some scepticism about the Letwin

www.LocalGov.co.uk

Public realm

Delivering clean streets with technology Mark Jenkins explains how the social value of the bin has considerably increased and the way in which it interacts with the public has irrevocably changed.

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he bin has transitioned from being a humble container to an integral component in increasing recycling rates and shaping urban environments.

As the Local Government Association has said: ‘Local authorities need to plan their future direction on the basis of the best strategic fit between resources available to meet needs, expectations and prevailing conditions.’

For some, bins have now become multi-faceted communications devices, monitoring instruments and vehicles in which to boost the sustainability credentials of an area.

For others, they’ve become tools to help reduce waste collectionrelated traffic. Crucially, however, bins have come to represent ways in which local authorities can become more resource efficient, improve their waste collection strategies and deliver cleaner streets.

What exactly has changed?

Technology. For many, technology in an environmental context is associated with the Teslas of this world, the wind power firms and the hydropower companies; those that are undoubtedly trailblazers and paving the way for a sustainable future, yet who may be perceived as being costprohibitive and slightly ahead of their time. Alternatively, it could be those that demonstrate substantial sustainable benefits, but that require substantial, arguably prohibitive, investment in order for them to be realised.

December 2017

Technology now available to local authorities is not cost prohibitive. Nor is it technology that is new to market, ahead of its time or expected to become mainstream five to 10 years from now. The technology presented here is accessible, inexpensive and adding significant value to local authorities up and down the UK right now.

And its inclusion within local authorities’ waste collection strategies could not be timelier.

A recently published report by the Association for Public Service Excellence revealed how spending on neighbourhood services in England fell £3.1bn or 13% between 2010/11 and 2015/16.

Likewise, a Local Government Association report entitled Evaluation of the Waste and Recycling Programme points out that UK councils spend around £853m per year on waste collection; a figure that is not only sobering but one that quickly makes clear how minor percentage improvements could translate to huge financial savings for local government. And this is where the complementary relationship between tech and the bin has flourished.

If we compare where we are now with where we were as little as a decade ago, then the level of flexibility afforded by technology is groundbreaking. It is also proving to help UK local authorities through the provision of valuable data relating to each unit, which enables them to tailor waste collection

strategies per fleet or even as specific as per bin.

Rugby Borough Council, for example, replaced 56 traditional bins, each of which had traditionally received between two and three collections per day, with 23 Bigbelly smart stations. In only 12 months it reduced manual waste collections from 51,100 per year to only 1,509 per year – a saving of 49,591 collections. In the context of the £853m spent on waste collection, technology such as this could surely make a notable contribution towards reducing the overall bill.

Yet rather than solely focusing on collection frequency and the associated cost, it is also important to consider the indirect benefits of the technology, too.

In Rugby Borough Council’s case, litter picking on the main trunk roads into Rugby town centre would often get neglected as a result of the time and cost required to send a crew out to address any issues. Now, savings made as a result of smart stations are reinvested in this element of street cleansing.

Likewise, they have helped eliminate overfull bins in Rugby’s public spaces and children’s play areas without having to commit crews to make ad hoc and unplanned weekend collection

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trips. The system’s compaction technology buys time until the beginning of the working week by increasing the units’ capacity when full.

Of course, this kind of technology represents an ideal solution for delivering clean streets in public spaces or in areas with high footfall. Equally, a like for like replacement of existing container fleets with fleets of smart stations would, in many cases, not always be the most economical solution.

However, with the advancement of fill level technology sensors, which can be installed in any bin and render each and every container an intelligent container, there are now multiple routes for local authorities to achieve clean streets in parallel with becoming more agile and much leaner.

Technology, if used correctly, really can equate to clean streets.

And, as local authorities are being forced to be more creative with their budgets, suppliers and manufacturers are thankfully becoming more creative with their solutions, too. Not only will this ensure that our streets continue to be clean but also reinforce the increasingly important role that the bin now has in modern society. n Mark Jenkins is sales director at Egbert Taylor Group

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Getting into a lather ove Lewes District Council has been trialling the use of an eco-friendly hot foam weed killer as an alternative to traditional pesticides. Laura Sharman reports on the results.

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n a bid to move away from traditional pesticides, many councils across the country have been testing out more environmentally friendly ways of controlling weeds over recent years.

While some have been more successful than others – who can forget Bristol’s use of vinegar which led to complaints from residents about the smell – a council in East Sussex has spent the last six months trialling alternatives to pesticides.

Lewes District Council already has a policy of not using pesticides within children’s play areas but agreed to consider other options around schools, highways and open spaces where possible after receiving a petition signed by 1,500 residents.

In partnership with its contractor Burleys, the council carried out a six-month project testing different weed control options. The overwhelming ‘winner’ was Foamstream, an eco-friendly hot foam weed killer.

Developed by Weedingtech, the near boiling point natural foam acts as a thermal blanket, keeping heat on the weed long enough to kill it. It also contains a wetting agent which enables the thermal energy to penetrate the weeds’ waxy exterior walls, rupturing the cells, killing them quickly. The biodegradable system is safe to use near watercourses and in children’s playgrounds, and can be used in inclement weather.

Andy Frost, parks and cemeteries manager at the council, explains that while it wasn’t quite as effective as glyphosate, the results have been impressive.

‘The Foamstream method that we have adopted is very good. We are finding that weeds require several applications to control them and that weeds with waxy coatings are

December 2017

more difficult to control. However, it is early days and we are experimenting with how long we should hold the lance on certain weeds, and how many times we need to go over a site.

‘The fact is that whilst there is any possible hazard from a pesticide, surely it is better to reduce its use and look at alternatives? The more people that use alternatives, the more alternatives will be developed, tested and improved.’

Burleys contracts manager, Mark Tavener, adds: ‘The hot water foam has proven to be a credible alternative to traditional weed killers although it is not systemic. However, if the weeds are treated correctly with the hot foam it can work quite effectively at eliminating the entire weed for good.’

LGN 32

Mr Frost explains that while the solution does work out more expensive than traditional pesticides as it takes longer to apply, the Foamstream could actually end up generating income for the council.

He says: ‘It can work out more expensive as it can take longer to apply and may need more applications. However, it has the big advantage that it can be used during the winter (making use of staff during a slower period), and the operatives do not need to be certified to apply pesticides.

‘At Lewes, we have a good partnership with our contractor, G.Burleys, and we will be jointly marketing the foam stream and we hope that other authorities and land owners will use the service whilst it is not being used in Lewes – to bring in additional income.’

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Public realm

ver weed control n NEWS

Charitable trust to run Newcastle’s parks Newcastle has become the first major metropolitan authority in the UK to establish an independent charitable trust to run the city’s parks and allotments.

The city council’s cabinet approved the proposal for a Charitable Parks Trust after three years of planning and one of the council’s biggest-ever public consultations.

A statement from the council said the decision was taken ‘in light of central Government funding cuts’ which have resulted in a 91% fall in the parks budget over the last seven years.

As well as helping the council to deliver ‘pesticide free’ spaces, the foam also had other advantages.

Mr Frost explains: ‘Obviously the biggest advantage was to reduce the use of pesticides, which is one of the main aims of a lot of Lewes residents. It also allowed us to develop “pesticide free” parks by using the Foamstream.

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The council will make a £9.5m revenue contribution to the Trust over the first 10 years of its operation.

‘This is the first time that a charitable trust has been set up to manage parks and allotments on such a large scale, and I am delighted,’ said the council’s cabinet member for culture and communities, Cllr Kim McGuinness.

‘Let me assure people that all money raised in the parks will be spent in the parks and their future remains in public ownership for everyone to enjoy,’ he added.

‘The Foamstream can also be used for removing graffiti and chewing gum from pavements. It is also excellent at removing moss and algae from tennis courts and rubber surfacing in play areas.’

Mr Frost says the council will continue to use the Foamstream machine but will also be looking at any new developments in pesticide free technology. n

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Public realm

Torbay’s ‘tree trail’

Laura Sharman finds out how England’s first ‘tree trail’ will get people more active while celebrating the town’s valuable natural resource.

W

ith the shocking discovery that the air pollution removed by Torbay’s trees is equivalent to that emitted by 50,000 family cars, the council knew it had to take action to protect this valuable resource.

The result was a ‘tree trail’ across the town which aims to encourage residents to be more active while appreciating nature.

Buy why was this project launched and just how did the council determine the value of its trees in the first place?

It all started when the council commissioned Treeconomics to survey the town’s trees. The i-Tree Eco Urban Forest survey revealed that as well as removing a significant amount of air pollution, the tree diversity in Torbay is the same as a typical dry forest with 1,010 species recorded.

The survey also found that as ash trees make up 19% of the tree canopy in Torbay, it is the area’s most dominant tree. If the trees were struck down by Ash Dieback

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and needed to be replaced, this would cost in the region of £30m.

Following on from this, the council has launched a series of tree focused walks in partnership with the NHS Commissioning Group, Hi-line and Treeconomics.

Thought to be one of the first of its kind in England, the walks are promoted via a phone app across Brixham, Torquay and Paington.

The app will allow people to view information about the trail and featured trees, while also adding new information about the trail.

As Annabel Buckland, natural resources intern at Treeconomics, explains: ‘In the UK, physical inactivity is a major contributory factor in one in six premature deaths. The typical negative associations of lack of exercise are

usually physical ones, but many forget the considerable mental impact that physical inactivity can have. Encouraging exercise to combat mental and physical health issues is not a new phenomenon, doctors have been advocating it as a preventative measure for years, so why does it seem to fall upon such deaf ears?

‘The i-Tree Trail has been created as a proof of concept in the hope of providing a fresh way to bring this much needed exercise into everyday lives - by combining it with an education about local nature.’

Ms Buckland also says that the trails were shaped by the local community: ‘As a unique and innovative project, we wanted to have as much input as possible

from the users of trails. Our original ideas revolved around formally mapped trails which people could travel to and take part in. However, over the course of our workshops we found that users would prefer the opportunity to create their own trails around their local areas - whether this was a route to work, a favourite ramble of theirs, or a trail around their local park – an idea we were able to implement with the help of the Curio-xyz app.’

Although the success of the project will be slightly hard to track given it’s about improving people’s health, Ms Buckland is happy with progress to date.

‘Our leaflets are in production, but as the project formed over time our focus has shifted to the interactive element of the routes, through Curio-xyz. The progress made here has surpassed all of our expectations, including the totally new trail feature which includes GPS tracking around the routes, markers which automatically tick off when you reach trees, and a trail completion screen which shows the distance you’ve walked and time taken,’ she explains. n

SHOUT OUT www.localgov.co.uk

LGN 35

December 2017

Public realm

Keeping the public safe but not scared The rise in the terror threat from vehicle attacks over the last 12 months presents a significant challenge to local authorities. Being able to protect people and public spaces is now essential. But Stephen Reddington argues that councils must balance this with ensuring citizens don’t feel like they’re living under martial law.

P

rotecting people from future vehicle terrorist attacks is now unsurprisingly front of mind, whether that’s in planning new buildings and public spaces or planning for events, following the recent spate of attacks in the UK and across Europe. Local authorities have certainly been quick to act. Both temporary and permanent solutions in the form of barricades and concrete blocks have become increasingly commonplace in spaces with high footfall across the UK, from town squares and high streets, to public transport hubs. This is not only true of major city councils – district and borough authorities have also taken significant steps to protect highly-populated areas.

December 2017

But while this pragmatic approach is certainly effective, there are growing concerns about not only the impact these defences have on the spaces themselves, but the adverse psychological effect on the people using them.

Those erected in a number of UK cities have drawn complaints from the public about their appearance that have made national headlines and serve as a constant reminder of the threat that exists.

It’s becoming increasingly clear that while they provide invaluable protection, such measures can also make people more scared than they would have been otherwise. It’s important that people can be reassured when they walk through a town square or attend an event without feeling they are in a high risk area. There is also an economic impact to be considered here if the public becomes less inclined to use a space.

A paradigm shift in thinking These are serious concerns and as a result, we’ve started to see a change in how councils are approaching this issue. A little further afield, Stefano Boeri, a leading Italian architect, recently proposed a redesign of Florence’s town squares and government buildings to prevent any future attacks, incorporating the appropriate level of protection, without compromising the aesthetic quality of the city which is famous for its historic architecture.

He plans to use trees, planters and seating to protect, rather than the military-style barriers that we’ve seen installed across the UK and other major European cities.

LGN 36

It’s this longer-term, more aesthetic approach that is now starting to gain traction closer to home. Integrating better protection into a public space can be done discreetly - it doesn’t need to feel like a fortress. But councils need to see the bigger picture to make this work.

Protection should not just be limited to the point of obstruction. Depending on the level of risk, measures such as chicanes, speed bumps and restricted width lanes can be introduced to prevent a large vehicle from building up speed. Specialist kerbing can deflect cars and stop them mounting a pavement and road infrastructure could be completely redesigned to keep vehicles as far away from highly populated zones as possible.

The landscape furniture – built with PAS68 certified cores – can then act as the barrier.

But instead of the fences and barricades we currently see in towns and city centres up and down the UK, seating, planters, litter bins and cycle stands, for example, can be integrated seamlessly into the landscape.

It’s vital that those responsible for shaping our public spaces recognise that there is no one size fits all response to the risks at hand.

By adopting a multi-layered approach, local authorities can develop plans which are both flexible enough to meet future security needs and encourage citizens to use public spaces by keeping the terrorist threat out of sight and out of mind. n Stephen Reddington is commercial director at Marshalls

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Health & social care

Crunching the numbers Data and statistics underpin planning for health and care, and without accurate up-todate information, managing patient flows can become a serious challenge. Michael Burton reports on a recent seminar by the Institute for Fiscal Studies.

N

umber crunchers may be the unseen geeks of the sector, but without their data, health service managers would find their already difficult task impossible.

The respected Institute for Fiscal Studies (IFS) recently produced a report on NHS maternity services following it up with a seminar, NHS services in the face of increasing demand, which also looked at statistics on the four-hour waiting time target for A&E. The seminar began with an update from Richard Murray, director of policy at The King’s Fund, looking at productivity levels. He pointed out that the NHS compares well internationally on productivity and that the number of admissions, the biggest cost in the NHS, rose last year despite efforts to reduce bed-blocking.

Growth is forecast to be flat next financial year before rising again. At the same time, NHS staff levels have also been on a roller coaster, going down in 2011/12 as spending cuts took effect, rising in 2014 and now falling again. As a result, there has been a hit on performance with a drop in meeting the four-hour maximum waiting targets for A&E. Murray also pointed out that resources have been sucked into the acute sector at the expense of GP, community and mental health services. He added that while ‘social care has been rolled back, that’s not much of a mantra for the NHS’, which he believes is obsessed with its own financial problems. He also argued that

there is more support across health and care for STPs than there ever was for the choice agenda.

And, in a gloomy summary of pressures on the NHS, he added: ‘Last winter was the first time that the public noticed there was something wrong with the NHS and much depends on this coming winter.’

But a lively debate followed over data issues.

For while there is a huge amount of information about the acute sector available, there is far less about community and other health services.

Yet this data is vital for providing intelligence needed to make informed decisions across the whole sector.

As Murray said: ‘NHS Digital has tried to tidy up data about GPs, but a lot of data we have is just about the NHS and doesn’t take into account private and voluntary providers.’

Paul Johnson, IFS director, added: ‘It would help if we could measure community and mental health as well as acute.’

One delegate said that the data flow between community and acute services slowed when local authorities took on public health from 2013. The Better Care Fund, Murray said, was bedevilled by ‘inflated hopes’, while integration itself was good for improving outcomes, but not

necessarily for saving money.

A separate presentation by Thomas Hoe of the IFS noted that while the OECD average for the number of hospital bed days available per 1,000 patients had declined – from 5.5 to 4.8 or 13% in the last decade – in the UK it was down from 4.1 to 2.8, or 32%. While this showed increased productivity in the NHS, shorter times in hospital could also mean more planned readmissions as ‘reducing elective readmissions reduces overcrowding but leads to slightly longer waiting times’.

The IFS has also studied the impact of the four-hour A&E waiting target. George Stoye, senior research economist at the IFS, said the target is indeed reducing waiting times, by about 15 minutes, but increases the probability of patient readmissions.

Nye Harris, improvement manager for the Emergency Care Improvement Programme at NHS Improvement, said the target was the best indicator of whether ‘good patient flow improves quality and reduces mortality’. n This feature first appeared in The MJ Health magazine. To subscribe to your own copy please visit www.themj.co.uk/order

For up to the minute job vacancies visit

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December 2017

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A subscription to The MJ cost just 38p per day, to subscribe simply: visit themj.co.uk call +44 (0)20 7973 6694 customer@hgluk.com

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Company announcements Aico Ltd

Ariston

The market leader in domestic Smoke and Carbon Monoxide (CO) Alarms, Aico’s recent fire safety event in London has been welcomed by the capital’s social housing landlords as a valuable and informative event.

Held at the Kia Oval cricket stadium in London, the invitation only event was attended by 75 people from London based housing associations and local authorities.

Visitors received a one hour CPD presentation on the latest domestic fire safety standards and regulations.

The main presentation was followed by three further sessions, looking at Aico’s range of award winning technology.

Tel: 01691 664100 or visit www.aico.co.uk

Integrated Security Manufacturing Ltd

A new Concierge and Physical Security Information Management (PSIM) solution from Intergrated Security Manufacturing (ISM) is protecting two tower blocks in Haringey, enabling authorised council employees to control door access and manage fire and security systems from anywhere within the council’s estate.

Newbury House, Finsbury House, John Keats House and Thomas Hardy House in Wood Green, London, already feature four of ISM’s state-of-the-art Ultimate door entry systems.

Thanks to the Genesys PSIM from ISM, multiple technologies can be controlled, regardless of the manufacturer, providing enhanced security to residents in 510 flats across the six towers.

Tel: 01293 529990 or visit www.ism-uk.com

December 2017

Cembrit UK Limited

Fernox

Ariston has launched its brand new ONE Series range of high performance condensing gas boilers and controls. Comprising three A-rated boiler models – the E-Combi ONE, Clas ONE and Clas Net ONE – the new range combines modern, Italian design with the latest materials and a user-friendly interface. Intelligent, robust and efficient, these are also the quietest units Ariston has ever produced.

The technologically advanced ONE Series boilers boast a patented stainless steel, continuous coil XtraTechTM heat exchanger.

With 142% wider waterways than previous models, it allows water to pass through quicker and more effectively – ensuring less risk of blockages from debris.

Tel: 0333 240 8777 or visit www.ariston.co.uk

Cembrit has expanded its growing portfolio of roofing accessories with the Cembrit Slate Mono Ridge Ventilation, a practical fibre cement product that provides ridge capping for pitched roofs.

Cembrit Slate Mono Ridge Ventilation is specifically designed to provide a high level of ridgeline ventilation. Colour matched for use with Cembrit fibre cement slates, the ridge is suitable for monopitch roofs ranging from 20° to 40°. The range includes start and end caps for a neat finish. Weighing 4kg, the product is lightweight, making it easy to transport and carry up to roof level.

Tel: 0208 320 1184 or visit www.cembrit.co.uk or

Fernox has partnered with the Heatforce Network to support the business growth of boiler service engineers across the UK. With access to market-leading chemical water treatments and filter technology from Fernox, the Network completes every installation to the highest standard, in accordance with industry best practice and legislation.

The Heatforce Network - which began in April 2017 - provides an accredited installer training scheme, extended warranties and affordable prices to engineers. Providing support and regular inspections of its installer members, the Heatforce Network ensures high quality customer service is maintained throughout.

Tel: 0330 100 7750 or visit www.fernox.co.uk

SOLIDpower GmbH

SWARCO Traffic Ltd

Traka

One of the largest IT companies in the world, Microsoft, has developed a new breakthrough architecture that is about to launch soon: power generation at the rack level based on fuel cell technology from Solidpower.

Just a few kilometers away from Microsoft’s headquarters in Seattle, in one of their huge data centers, ten fuel cell generators are currently being installed to provide electricity. The devices are installed right above each server rack, and generate power directly at the rack.

Solidpower’s fuel cell generators operate 24/7, and generate electricity with the highest efficiency in the world.

Tel: 02452 1537 68 or visit www.solidpower.com

SWARCO Traffic Ltd, the traffic technology specialist, has launched Profectus – a new system that allows local authorities to monitor and control the performance of school signs, and improve safety.

From a simple web browser interface, users can ‘see’ when a sign is operating, check faults and change configuration for the master and slave signs. Fault notifications including failed LED displays can be sent via SMS or email, to reduce the possibility of a failed sign going unnoticed and potentially putting children at risk, Profectus also allows for energy consumption to be evaluated.

Tel: 01784 824624 or visit www.swarco.com/stl

Coventry University is using Traka’s intelligent key management solutions to add value and establish a sophisticated business process for staff and contractors working across its multi-site facilities.

The top University in the Complete University Guide 2018 league tables has established Traka state-of-the-art management solution at the core of a clear business process for all staff and contractors working across its sites on a 24 / 7 basis.

Control over keys and access cards for technicians and contractors’, enabled with Traka, ensures access is only granted to authorised personnel for vehicles and sensitive areas.

Tel: 01234 712345 or visit www.traka.com

LGN 40

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Company announcements Aico Ltd

The Association of Noise Consultants

British Gypsum

Helly Hansen

Two independent living schemes have benefitted from Aico’s latest Smoke Alarm technology as part of Nottingham City Homes’ ‘Grander Designs’ advanced refurbishment programme.

In the latest round of Grander Designs refurbishment, the schemes have been fitted with Aico mains powered Multi-Sensors and Ei160e Series Alarms. The Multi-Sensors contain two sensor types, optical and heat, to constantly monitor smoke and heat levels, sending and receiving information via its intelligent detection software, for fast response and reduced false alarms. These alarms, which form a BS5839 Part 6 fire system, have been cleverly connected to a nurse call system and the BS5839 Part 1 fire system in the communal areas to maximise safety.

Tel: 01691 664100 or visit www.aico.co.uk

A trade body programme developed to provide independent verification of pre-completion sound compliance testing in the housebuilding sector has reached a landmark figure.

The 400,000th test has been recorded under the ANC, the Association of Noise Consultants’, ADE (Approved Document E) Registration Scheme.

Robin Mackenzie Partnership (RMP) were commissioned to undertake the completion sound testing at new build flats and houses in Alva, Clackmannanshire, which have been developed using Offsite Volumetric Construction. Nicola Robertson, a consultant at Robin Mackenzie Partnership, completed the milestone test at the site.

Tel: 020 8253 4518 or visit www.association-of-noiseconsultants.co.uk

Time is money for any installer, so when professional plasterer Peter Lovell heard about Gyproc Aquabead he was keen to try it out in one of his projects. The British Gypsum product is the first of its kind; a polymer based, water-activated corner bead that is more durable, safer to handle and crucially: very easy and quick to install than all other alternative products.

Achieving a career with such longevity isn’t easy, it requires immense skill, commitment and a willingness to adapt with the times and embrace change. Peter showcased this flexibility recently when he trialled British Gypsum’s award winning Gyproc AquaBead after 45 years of using metal and plastic products.

Tel: 0115 945 1000 or visit www.british-gypsum.com

Since 1877 global workwear brand, Helly Hansen, has been protecting professionals who make their living in some of the world’s harshest environments. For 2018, the brand is unveiling its latest Summer collection, introducing three new collections: The ICU Hi Vis Collection offers improved fit, function and mobility.

Thanks to its 3M reflective striping, workers adhere to Class 1 classification, staying safe and visible on site.

Chelsea Evolution Collection – a modern collection with smart features for the safety and comfort of the users. The line now includes service pants, shorts, work pants and pirate pants. New Performance Footwear offers a modern, lightweight and durable alternative to traditional non-slip footwear, for all types of work setting.

Visit www.hhworkwear.com

JSP Ltd

Thorn Lighting

Vision Gelpack

Lanes Group

Thorn Lighting has supplied luminaires for the illumination of the Queensferry Crossing. Thorn Lighting has worked with national M&E specialist SES Engineering Services (SES), on the new £1.35 billion bridge spanning the Firth of Forth which has been designed to relieve pressure on the Forth Road Bridge.

Thorn’s Aquaforce, Altis, Deckedge and Orus LED luminaires are being used to great effect to illuminate the imposing structure and provide an eye-catching stream of light across the Forth.

Thorn’s lighting scheme for the Queensferry Crossing was specifically developed to enhance the aesthetics of the bridge and ensure an energy efficient lighting scheme was in place.

Tel: 01388 420042 or visit www.thornlighting.co.uk

Vision Gelpack, the UK manufacturer of polyethylene films, liners and sacks for the local authority, waste management, janitorial, clinical and medical and other industrial sectors, has resumed production at its Hereford plant following the acquisition of the assets of Gelpack Excelsior by Visionscape Group.

Under the leadership of managing director Geoff Davis and other key former members of the UK management team, some 50 jobs have already been reinstated, with a further 20 positions planned by mid-2018. Six production lines have been re-commissioned to cope with initial orders, with another six lines scheduled for a January start.

Visionscape is a global environmental utility group providing turnkey solutions in areas of sanitation, energy and waste water treatment.

Tel: 01432 267391 or visit www.gelpack.co.uk

Cambridgeshire Constabulary has selected Lanes Group plc to maintain the drainage systems at all its police stations.

The force has awarded Lanes a contract to carry out planned and reactive maintenance for the next three years.

The contract, offered by competitive tender, covers all drain and sewer blockage and repair work at 18 station buildings across Cambridgeshire.

The drainage maintenance contract will be managed by Lanes’ St Neots depot. It can also draw on other expertise and specialist services offered by the UK’s largest independent drainage company.

The Cambridgeshire Constabulary contract is one of a growing number of regional drainage maintenance contracts won by Lanes in recent months.

Tel: 0800 526488 or visit www.lanesfordrains.co.uk

As the chilly weather sets in JSP has launched a new thermal helmet beanie called the Surefit™Beanie which is fully approved to be worn with all the JSP Evo® range of Safety Helmets. Compatibility is key when combining PPE and this new Beanie will prevent workers from wearing incompatible and dangerous alternatives such as hoodies under their helmets.

Designed to cover the entire ear for maximum comfort and warmth, this thermal Beanie is made from stretchy material making it a good fit for all head sizes. It is lightweight for all day comfort and machine washable at 30oC. The Surefit™Beanie is specifically sized to be worn under the JSP Evo® range of Helmets so no complicated fitting to the harness is needed.

Tel: 01993 826050 or visit www.jspsafety.com

www.LocalGov.co.uk

LGN 41

December 2017

Company announcements Domus Ventilation

BituChem

Dulux Trade

ECHO Tools

Polypipe Ventilation, manufacturer of market leading energy-saving domestic ventilation systems, has been reborn as Domus Ventilation, with a move to new premises in South Wales, new management and customer services teams, an expanded sales network and new branding and identity.

Before being purchased by the Polypipe Group in 1998 Domus was a company name synonymous with quality ventilation ducting for the domestic and light commercial markets. The Domus name lived on as a brand for Polypipe’s ducting products, whilst other product lines were developed with their own distinct branding. With the first stage completed in a major re evaluation and restructuring of the company, the decision has been made to re launch the company under the new name of Domus Ventilation.

Tel: 03443 715523 or visit www.domusventilation.co.uk

BituChem, one of the leaders in highway surfacing has recently launched a new-look website following its rebranding earlier this year.

The new site is very imageorientated, easy to use and helps customers make the most out of their online experience. The modern layout is eye-catching and modern and gives visitors to the site a glimpse of how BituChem works behind the scenes.

All of BituChem’s products can be easily found using the menu tabs, and include examples of previous projects in various locations around the country. There are sections for highway preservation, asphalt bonding, asphalt sealing, patching and contracting, so customers can access the service they need quickly.

Other tabs include company news and meeting the team behind the brand.

Tel: 01594 826768 or visit www.bituchem.com

Dulux Trade has introduced a new tool set to inspire building owners and managers with colour and assist in the specification process.

The Colour Schemer is easy to use and provides professionals with unprecedented access to an extensive range of colour schemes, tailored to meet the needs of a variety of market sectors.

Users can select the relevant sector and desirable outcome, choose colour schemes and create specific designs that most suit the brief. A professionally designed moodboard is then available to download allowing designs to be shared and presented easily to colleagues and/or building users.

A key feature of the new tool is the ability to coordinate design specifications with the core colours of a project.

Tel: 0333 222 7070 or visit http:// specifier.duluxtradepaintexpert. co.uk/

Safety is a major consideration when cutting high hedges, so dispensing with the need for ladders, steps and platforms is good news. The ECHO HCA-265ES HD articulating hedge cutter is the latest addition to the ECHO range and offers an overall length of 2446mm (cutting length 536mm), making it ideal for cutting tall or wide hedges with no need for a platform or ladder. Operators can adjust the angle of the cutting head with one hand, helping to reduce downtime for repositioning.

The cutting head also includes nine cutting angle presets through 135° for maximum versatility.

It’s easy to see why ECHO has become a world leader in the development of hand-held power equipment for professionals.

Tel: 0800 597 7777 or visit www.echo-tools.co.uk

Pegler Yorkshire

Structura UK

Sutcliffe Play

RAVATHERM UK Ltd

Leading designer and manufacturer of playground equipment Sutcliffe Play has added two new inclusive roundabouts to its range.

Sutcliffe Play is passionate about inclusive play and develops most of its equipment with an element of invisible inclusivity that doesn’t compromise on fun.

The new Inclusive 2 Seater Roundabout and Inclusive Scooter Roundabout are both designed to accommodate a wheelchair alongside seated and standing users so that children, adults and carers can enjoy spinning whether they have a disability or not.

The roundabouts are set in the ground creating a ‘roll on roll off’ design which enables users to exit forward.

Tel: 01977 653 200 or visit www.sutcliffeplay.co.uk

POLYFOAM™ XPS - the extruded polystyrene insulation manufactured

by RAVATHERM UK - has received a British Board of Agrément (BBA) certificate for its inverted roof system and floor board insulation.

RAVATHERM UK’s POLYFOAM™ XPS floorboard and inverted roof solutions passed a series of comprehensive and independent assessments set by the BBA, including laboratory tests, on-site evaluations and quality management inspections.

The BBA certification complies with Building Regulations and the National House Building Council (NHBC) Standards.

RAVATHERM UK’s POLYFOAM™ XPS was assessed on the thermal performance, durability, condensation risk and resistance to foot traffic on its inverted roof system.

Tel: 01429 855100 or visit ravatherm.co.uk

Pegler Yorkshire, the leading UK manufacturer of plumbing and heating solutions, has launched the new Terrier TRV. An evolution in the drive to provide greater flexibility, reliability and trust.

The Terrier TRV was the first radiator valve to be manufactured in the UK in the 1990’s. Today Terrier TRVs and MRVs command the largest share of the UK market, with over 20 million already fitted, and continue to be manufactured at the company’s state of the art £15m manufacturing and plating facility in Yorkshire.

The new Terrier design is such that it succinctly addresses the needs of specifiers and contractors from its ease of installation through to meeting the demands of Building Regulations and energy performance.

Tel: 01302 560 560 or visit www.pegleryorkshire.co.uk

December 2017

Structura UK has formed a strategic partnership with RAICO Bautechnik GmbH to develop an adaption of their THERM+ curtain walling system to accommodate Kalwall®, considered to be one of the most insulating light transmitting panel systems available.

The THERM+ framing system offers a wealth of possibilities such as the facility to conceal fixings and screws making for a seamless finish and the flexibility to use a frame in aluminium, timber or steel. It also presents the opportunity for semi-unitising the panels which can incorporate windows, Kalwall or a combination of both. This allows for monolithic, single action installations which save time on site and give excellent cost benefits together with a high performance long life cycle.

Tel: 020 8397 4361 or visit www.structura-uk.com

LGN 42

www.LocalGov.co.uk

Company announcements Boss Design

David Bailey Furniture Systems

Hunter Douglas

Intastop Ltd

The Snug range of self-contained workbooth furniture from Komac by Boss Design is a popular choice for corporate workplaces and learning environments. Now, in a bid to satisfy spaces where privacy is a must, the company has rolled out an exciting new addition to the range - Snug Plus.

Snug Plus is almost identical in style to Snug, with the exception of an additional panel that creates superior visual, acoustic, and territorial privacy wherever and whenever required by the user; making it the ideal place to focus without distractions.

Snug Plus uses a simple yet clever method of construction that enables quick and easy assembly.

Tel: 01384 455570 or visit www.bossdesign.com

The City of Wolverhampton Council has been the first local authority to benefit from David Bailey Furniture Systems brand new range of workplace lockers, which the fitted furniture manufacturer recently added to its extensive product portfolio.

This spring, David Bailey Furniture Systems manufactured and supplied 67 six-door locker units, which were installed on one floor at Wolverhampton Council’s offices and in September a further 75 sixdoor locker units were supplied.

Designed to offer secure and convenient storage, David Bailey Furniture Systems’ workplace lockers replace the councils’ previous desk pedestal system for storing staffs personal effects, clothing, possessions and confidential documents.

The workplace lockers were manufactured from a 25mm dark grey melamine-faced chipboard carcass.

Tel: 01843 604896 or visit www.davidbaileyfurniture.co.uk

Hunter Douglas, the global architectural products manufacturer, has published its latest comprehensive guide to ceilings and walls, covering its entire metal, wood and felt ranges.

The hardback, 394-page Commercial Ceilings & Walls Product Guide 2018/2019 is aimed at architects, designers and specifiers and provides technical data, colour finishes, material characteristics, applications and acoustic performance data in easyto-read form.

Colourful photographs of the systems in situ provide a visual also enable them to see exactly how they look on schemes across the world.

The guide details the Hunter Douglas range of interior, exterior and sports ceilings, and wall systems Tel: 01604 648 229 or visit www.hunterdouglas.co.uk

Intastop, leaders in the manufacturer of protection products for the healthcare and public building sector has launched its latest Wall Protection brochure showcasing just how the company can support the ‘Protection of Places’.

For 25 years Intastop has been delivering products and solutions that can reduce maintenance costs, support safe environment policies and create comfortable and stylish interiors and are now the official UK distributor for Inpro IPC® Door and Wall protection.

Intastop offers a range of featured protective products such as handrails, wall guards, corner and even bed head protectors.

Tel: 01302 364 666 or visit www.intastop.com

NatraTex

REHAU Ltd

Remeha

Ariston

The already iconic White Collar Factory in London’s Old Street is now open for business – but key to the contemporary work spaces is the creation of a comfortable working environment. That is why more than 150km of REHAU’s Thermally Activated Building Structure (TABS) system was installed to provide low energy passive cooling – almost enough piping to run entirely round the M25.

REHAU TABS was specified by consultants ARUP as part of a programme to deliver a flexible, practical building which can achieve 25% reductions in operational carbon emissions over a typical office building and both a BREEAM Excellent and LEED Platinum rating.

Tel: 01989 726600 or visit www. rehau.com

The London Borough of Redbridge (LBR) is set to reduce fuel costs by 10% at Fullwell Cross Leisure Centre in Barkingside, Ilford, since upgrading the boiler plant with energy-efficient new Remeha condensing boilers.

For LBR, the key requirements were to ensure heating reliability, reduce maintenance costs and improve the energy efficiency of the Centre, its largest energy consumer.

Jeff Hart and Soma Syloypavan, of LBR’s in-house M&E design team, specified one Gas 610 Eco Pro and one Gas 310 Eco Pro as the replacement boilers. Also included in the refurbishment works were a new BMS control panel, together with an HWS plate heat exchanger and buffer vessels to replace the original high-recovery HWS calorifiers.

Tel: 0118 978 3434 or visit www.remeha.co.uk

Ariston was named ‘Plumbing, Heating & Showrooms Supplier of the Year’ at the annual National Buying Group (NBG) Conference in November. Ariston was recognised for its contribution to the business success of NBG’s merchant partners.

Mustafa Findik, Managing Director at Ariston, collected the Award and commented: “This accolade gives us great recognition, as well as a platform from which to grow the business among new and existing customers in the NBG. To win such a prestigious award after only three years as a supplier is a great reflection of the hard work everyone at Ariston has put in since we joined forces with the organisation. We have been overwhelmed with the support received from NBG members, which we hope to build on in the future.”

Tel: 0333 240 8777 or visit www.ariston.co.uk

NatraTex, one of the leading brands of attractive and innovative hardlandscaping solutions, have recently released a new sample specifier box and brochure.

The specifier box has two inserts to include one or two samples and a space for a flapjack.

NatraTex decided to order flapjacks as a sweet treat for specifiers to enjoy (NatraTex flapjack – not suitable for road use) because the buff material is often compared to one!

Also included in the box are four card inserts which highlight the different sectors NatraTex cater for.

These are recreational, retail, regeneration and residential and are all colour coded to match up with the company’s logos.

Tel: 01594 826768 or visit www.natratex.co.uk

www.LocalGov.co.uk

LGN 43

December 2017

Company announcements/Products/Case Studies Otterbine

Redland

Otterbine’s High Volume aerator has been installed in the golf practice area in The R&A’s Equipment Testing Centre at Kingsbarns, Scotland, to keep the water well-aerated and the build-up of algae to a minimum.

Paul Kimber from Kimber Golf, golf course architect and contractor working with The R&A on the facility, says: “Otterbine was considered a good choice to aerate the water for irrigating the practice area, based on the good company it keeps under Reesink Turfcare distributorship. Reliable after-sales service was important and we know through our work with Reesink and its Toro products this is what we’d get. Otterbine is providing us with the high quality solution for an important client we would expect.”

Otterbine is the only manufacturer to have oxygen transfer and pumping rates independently tested and published on its aeration systems with the High Volume offering the highest in the industry.

Moving an impressive 3.3lbs or 1.5kg of oxygen per horsepower hour and pumping over 900GPM or 198 m3/hr, Otterbine’s experience is obvious in the performance and results of the High Volume.

Tel: 01480 226800 or visit reesinkturfcare.co.uk.

The award-winning Crossway development in Widnes, Merseyside employs the revolutionary Innofix Clip developed by Redland – the UK’s leading manufacturer and supplier of pitched roof systems – and two of its tiles to achieve a weatherproof envelope in the shortest time possible.

There are 12 plots on the site, all roofed in Redland Grovebury double pantiles in colour Slate Grey and Redland DuoPlain interlocking plain tiles in colour Blue to blend in with the surrounding area.

“Quality and durability are important and Redland is a tried and tested manufacturer so it has credibility with clients such as housing associations for whom maintenance is a big issue,” comments architect Nicola Toomey.

“We chose these two specific tiles to meet concerns from the planning department and the Innofix Clip was a definite benefit because all these buildings are timber-frame, so it’s imperative to get them weatherproof as soon as possible”.

Developed for the entire range of Redland’s concrete interlocking tiles, the Innofix Clip needs no tools at all and meets the increased fixing requirements set out in BS 5534, the British Standard Code of Practice for Slating and Tiling.

Tel: 01293 666700 or visit www.redland.co.uk

Reesink Turfcare

Alumasc Roofing Systems

Cistermiser-Keraflo

Reesink has announced the arrival of a brandnew Toro rotary mower designed to improve productivity by going longer between stops.

Revealed at SALTEX 2017, the ProLine H800 direct collect rotary mower promises to boost productivity and revolutionise clipping clear-up for groundscare professionals across the UK. With a 41ltr fuel tank and 810ltr collector, plus the ability to change the height of cut without stopping, Reesink Turfcare says productivity is at an all-time high with this machine.

To reduce interruptions further, the height of cut can be changed to between 20-110mm from the operator’s seat, enabling quick and intuitive adjustment. No time is wasted stopping to unclog the machine either, thanks to automatic deck cleaning wipers.

This machine is perfect for those with a large workload on a tight schedule. The 26.1hp engine powers up to 12,000m2 of mowing per hour, throughout which the ProLine’s high performance cutting system delivers a clean quality of cut ideal for sports fields and commercial sites.

Tel: 01480 226800 or visit reesinkturfcare.co.uk

Alumasc Roofing Systems’ Monoscreed is a fastcuring, solvent and isocyanate-free PMMA-based compound screed that can be cold applied to concrete decks to reduce deck deflection/backfalls and bring deck levels back to tolerance - i.e. zero falls.

FAST CURE TIME Unaffected by ambient temperatures, the system is rainproof within 15 minutes of application and will fully cure in circa 45 minutes - offering significant benefits over traditional screeds.

APPLICATION TO SUBSTRATE Comprising resin, filler and aggregate mix, Monoscreed can be mixed at roof level and applied directly to suitably prepared cementitious concrete.

The system comes in pre-measured packs of components, palletised to ensure easy transportation to roof level and accuracy of the compound mix.

OVERLAYING Monoscreed can also be installed over Hydrotech 6125, Derbigum bituminous membranes and Caltech QC cold-applied liquid where necessary.

For further information regarding Alumasc Monoscreed please call 03335 771 500 or visit www.alumascroofing.co.uk

Having worked for UK industrial groups such as Norcros, Novar (now Honeywell) and IMI plc, Mark is adept at delivering successful launches for new products.

Employing a mix of traditional and digital marketing techniques, he has devised and driven integrated campaigns for a well-known shower manufacturer, for differing window system companies and for a global beverage dispense and cooling equipment supplier.

He said: “I just love getting to know technical products in detail, to fully understand their engineering advantages; I’m passionate about it.

Then working out the best ways to gain as much visibility as possible across target market sectors.

“That is what’s so appealing about CistermiserKeraflo. These are two respected and enduring British manufacturing companies, thoroughly proven over the last 35 years, whose products are widely recognised for their quality and excellence.”

Tel: 0118 969 1611 or visit www.cistermiser.co.uk

DW Windsor

DW Windsor are pleased to be working with Wandsworth Borough Council (WBC) to relight their Highway Principal and Residential road network, supplying a total of 15,811 units over a one-year period. The final scheme will save the borough over £360,000 per year in energy costs.

A combination of DW Windsor’s Kirium Pro 1 and Kirium Pro Mini answered the requirements and will provide exceptionally efficient (up to 138lm/W), quality light on Wandsworth Borough’s road network. With a lifetime of 100,000 hours L90, it more than exceeded the existing luminaires.

Featuring Diamond+ technology, an evolution of DW Windsor’s award-winning Diamond Optic® reflector, with Kirium Pro the council can create lighting distributions to match the requirements of different main and residential roads throughout the borough, from a single luminaire.

Robbie Heuston Project Manager at Wandsworth Council, explains, “Our selection criteria were almost equally weighted between price and quality. Our residents’ safety is our number one priority but we needed a cost-effective luminaire for the job. We chose DW Windsor as the main supplier because they represented both.”

Visit www.dwwindsor.com

December 2017

LGN 44

CistermiserKeraflo, the leading intelligent washroom controls and water efficiency specialist, has appointed Mark Schlotel as Marketing Manager.

Mark has 34 years’ experience, directing strategic B2B and B2C communications for a range of businesses operating predominantly in building products and associated technologies.

www.LocalGov.co.uk

Company announcements/Products/Case Studies Boughton Engineering

JSP Ltd

For further information contact Alumasc Roofing Systems on 01744 648400 or contact@alumascexteriors.co.uk.

To request a free Alumasc Flat Roof Refurbishment Seminar at your premises, visit http://www.alumascroofing.co.uk/alumasc/ alumasc-flat-roof-refurbishment-cpd/ or call 03335 771500.

Boughton Engineering has just completed the most successful year in its history, with core product sales stronger than at any time during the existence of the original company.

The company attributes the success to the Boughton products’ proven reputation for reliable and robust engineering. The Boughton hook loader is now the unit of choice and occupies a market leadership position and the Power-Reach PR18 skip loader continues to gain share in the market. The Boughton close coupled trailer now carries full type approval.

Following the creation of the strategic partnership between Boughton Engineering and McNeilus of the US, the successful Front End Loader has been returned to the UK market. The new vehicle turns what is already an outstanding US product into a fully operational and compliant UK machine.

During 2017, Boughton rolled out a new advanced IT system, expanded its facilities in North Devon and the West Midlands and has grown both its workforce and staff levels over the period.

Tel: 01902 623430 or visit www.boughtonengineering.com

JSP Ltd has designed a robust new 3 or 4 gate Barrier system for Utility companies called the Portagate™ Barrier. It is the only gated barrier on the market to be able to take feet for increased stability to allow it to be configured in a triangle, a square or a single line according to the job.

Manufactured from UV stabilised HDPE, the Portagate™ features a strong durable hinge system which locks the orientation of the panels firmly in place to ensure added rigidity to the barrier whilst in use.

The PortagateTM is manufactured in the UK using a one piece mould so can be colour matched to specific brands and contractor details can be embossed and highlighted at the front of the barrier.

Conforming to EN12899-1, the Class R1 high intensity reflective panels on the barrier offer 20% more reflectivity than standard reflective material and the recesses on the panels allow for temporary signage to remain attached on the system during storage.

The Portagate™ barrier will save both transport costs and help minimise space needed for storage as a pallet can fit 20 units of the 4 gate barrier on and 25 of the 3 gate barrier version.

Tel: 01993 826050 or visit www.jsp.co.uk

Polaris

Saint-Gobain PAM UK

Vent-Axia

Leading off-road vehicle manufacturer Polaris is offering interest-free finance on new Polaris Sportsman ATVs, Ranger 4×4 Utility Vehicles, RZRs and Scramblers (excluding Youth) in the UK. The 0% finance scheme, in conjunction with Rural Finance, is available over two years with 2 + 22 monthly payments up to a maximum of 80% of the Recommended Retail Price from October 1st 2017 through to 31st December 2017. It’s an exciting opportunity to put a Polaris to work for you at a low monthly cost and see a return on your investment. Each new Polaris comes with a two year-warranty and CESAR security as standard for peace of mind. Take the Polaris Ranger Diesel for example and you also get the roof and rear panel included in the price. There is also a wide range of other accessories available for Polaris ATVs and UTVs and the finance offer can also include up to £1,000.00 (excluding VAT) on genuine Polaris accessories.

Tel: 0800 915 6720 or visit www.polaris-britain.com

Saint-Gobain PAM UK has developed a free one hour long CPD accredited course called “Access Covers and Gratings Standards and Specifications Overview and Guidance.”

The two-part presentation will explore the role of European, British and industry specific standards and the factors to consider when drawing up a performance based specification.

Says Paul Thompson, Marketing Manager for Saint-Gobain PAM UK, “There is often confusion about the role that standards play in specification and it is important that people realise both their importance and also their limitations.

“This CPD training covers the different types of external and industry specific standards and their role. While they are valuable in setting performance standards, the specification of access covers and gratings will vary according to the application and care needs to be taken.

He adds, “Different industry sectors have responded by introducing their own standards and guidelines, but it is up to every level in the supply chain to understand and reflect the needs of the client.”

Email technical.covers.uk.pam@saint-gobain.com or Tel: 01664 814 014.

Vent-Axia, the UK’s leading ventilation company, has launched the PoziDry ProTM Positive Input Ventilation (PIV) unit. Designed to improve indoor air quality (IAQ) in social housing properties the PoziDry ProTM provides a highly effective solution to help landlords control mould and condensation, as well as offering high levels of air filtration.

The PoziDry ProTM is a highly energy efficient ventilation unit that is unobtrusive, near silent and helps provide a healthy environment for residents.

For landlords the PoziDry ProTM offers the perfect solution for hard to cure mould and condensation properties by improving IAQ and preventing moisture build-up within the home. Boasting Smart Sense™ intelligent technology, the PoziDry ProTM provides data via an intuitive interface to communicate the fan’s energy performance so landlords can reassure residents of the low-running costs.

For contractors the PoziDry ProTM features tried and tested Smart Sense™ technology making installation quick and simple thanks to a simple alpha numeric LED display which is clear and easy to read and a three-button menu for commissioning and data gathering.

Tel: 0844 856 0590 or visit www.vent-axia.com

Alumasc Roofing Systems

After a rigorous process, Alumasc was the highest-ranked flat roofing supplier appointed

by LHC to their FR2 (Flat Roofing) Procurement Framework Agreement – for local authorities, social landlords and other public-sector bodies procuring social housing and public building construction, refurbishment and maintenance.

Alumasc scored highly on quality and price, and provided strong evidence of social responsibility, sustainability, legislation compliance, quality management, equal opportunities and diversity, health and safety, and financial stability.

Why Public Sector organisations should use FR2 • Rapid identification of fully-compliant, LHCapproved flat roof suppliers • Competitive prices and access to annual project rebate facility • Quick, efficient procurement • Instant access to project data • Delivery period and service level guarantees • Design and regulatory compliance advice • High quality standards • Quick project starts

www.LocalGov.co.uk

LGN 45

December 2017

Local Government News Appointments In association with

Go to jobs.localgov.co.uk for these roles and more JOB OF THE MONTH

Regeneration/Projects Lawyer

Head of Policy and Performance

◊ Portsmouth, Hampshire ◊ £41,966 - £45,719 ◊ Portsmouth City Council ◊ Full time ◊ Closes: 31 Dec 2017

◊ Bradford, West Yorkshire ◊ £48,318 - £51,600 ◊ City of Bradford MDC ◊ Full time ◊ Closes: 18 Dec 2017

you can match these attributes in providing effective leadership of our Council’s policy and performance service, please apply for our post.

“Bradford District is a pioneering place of opportunity, of innovation and ideas. If

“You would support community and place leadership by delivering a collaborative, intelligence-led policy development service.”

Strategic Director of Children’s Services ◊ Leicestershire ◊ c£121k plus benefits ◊ Leicester City Council ◊ Full time ◊ Closes: 18 Dec 2017 “You will demonstrate a strong track record in improving performance in children’s services and excellent financial management skills.”

Principal Highway Development Management Officer - Transport Assessments ◊East Riding of Yorkshire ◊ £30,785 (point 35) ◊ East Riding of Yorkshire Council ◊ Full time ◊ Closes: 22 Dec 2017 “A key technical role.”

Area Engineer ◊ London (Central), London (Greater) ◊ £31,836 to £36,931 ◊ Camden London Borough Council ◊ Full time ◊ Closes: 31 Dec 2017

Highways and Streetworks Officers ◊ Lincolnshire ◊ £19,430 - £33,437 ◊ Lincolnshire County Council ◊ Full time ◊ Closes: 31 Dec 2017

“We are looking for a highly experienced qualified professional to join our legal team.”

Commissioning Lead – Development and Regeneration ◊ Barnet (City/Town), London (Greater) ◊ £50,445 - £56,496 ◊ Barnet London Borough Council ◊ Full time ◊ Closes: 20 Dec 2017 “Commission new projects.”

Head of Economic Growth and Housing ◊ Sefton (Metropolitan borough), Merseyside ◊ Competitive Salary ◊ Sefton Metropolitan Borough Council ◊ Full time ◊ Closes:03 Jan 2018 “This is a challenging role ready for an individual to make their mark. You will drive strategic outcomes and operational delivery, influencing with key partners to improve the Borough for the benefit of residents, businesses and visitors. You will be motivated by the need to achieve outcomes.”

“The successful candidate will be flexible and adept at identifying improvements.”

“Work as part of a team for the effective management of the road network.”

Service Manager Economic Development

Various Inspector, Engineer, Senior Engineer and Manager roles available

Roads and Environmental Services Manager

◊ Bridgwater, Somerset ◊ £46,659 - £49,549 ◊ Sedgemoor District Council ◊ Full time ◊ Closes: 10 Jan 2018

◊ Sutton, London (Greater) ◊ Competitive ◊ London Borough of Sutton & The Royal Borough of Kingston Upon Thames ◊ Full time ◊ Closes: 28 Jan 2018

◊Orkney, Orkney Islands ◊£45,572 - £49,641 ◊ Orkney Islands Council ◊ Full time ◊ Closes: 14 Jan 2018

“A capable and dynamic individual with economic development expertise.”

“We offer a series of unique, fulfilling and exciting challenges in a dynamic working environment. For us, innovation and creativity is required as much as the energy and desire to get things done.”

Improvement Works Supervisor

Driver Team Leader

◊ Poole, Dorset ◊ £33,437 - £36,379 ◊ Borough of Poole ◊ Full time ◊ Closes: 24 Jan 2018

◊ Harrow, London (Greater) ◊ £22,287-£24,270 ◊ Harrow London Borough Council ◊ Full time ◊ Closes: 28 Dec 2017

“The Borough of Poole is looking to recruit an Improvement Works Supervisor. Operating from Hatch Pond Depot, you will lead the coordination, supervision and delivery of highway maintenance and construction with the Improvement Works Manager.”

“This is a fantastic opportunity for a Driver Team Leader to join the team .”

CREATE YOUR PROFILE

“The focus of the post is very much about the strategic management of both service areas.”

Sign up today so our recruiters can match your details to the best jobs available ◊ Upload your CV and let recruiters match you to their jobs ◊ One click apply ◊ Manage your job alerts ◊ Save jobs and manage your applications

For up to the minute job vacancies visit

jobs.localgov.co.uk

December 2017

LGN 46

www.LocalGov.co.uk

Appointments in focus

In association with

appointments

l Advertisement feature l

Northumberland County Council Executive director of finance / Executive director of place / Service director – education & skills / Service director – children’s safeguarding, family support and social care services (children’s social care)

‘W

e want to change Northumberland and make it fit for the future, and need talented people in senior management who can make a difference.’

Cllr Peter Jackson, leader of Northumberland CC, believes the area has looked to the past for too long. But an ambitious agenda is now taking shape that’s designed to tackle long-standing challenges around education and skills and bring greater prosperity to the county.

The council’s new administration, elected in May, has already set about delivering on those ambitions. For example, five new local councils have been established so that more power and decision making is devolved to communities.

This vast county – the largest local authority in England, covering more than 5,000 sq km – takes in contrasting towns, rural communities, beautiful countryside and stunning coastline.

But covering an area like this is challenging and in the past the

council has been too remote and centralised, says Cllr Jackson.

‘We’re increasingly trying to support our communities – they are our strength. The changes we’re making are about the council working with communities, not doing things to them.’

Now a recruitment drive is under

Cllr Peter Jackson – leader, Northumberland CC

way to ensure the county council has the best people in key roles to drive improvement.

A new director of children’s services has just been appointed and two new service directors are sought to join the department and tackle two of Northumberland’s biggest issues.

‘We’re increasingly trying to support our communities – they are our strength’ In the last five years, weaknesses in both children’s social care and education have come under the spotlight. While much progress has been made, there is ‘a big task’ to sustain progress, says Daljit Lally, who this month was confirmed as the council’s new chief executive having been interim CEO since May. She adds: ‘The two executive director roles are also critical for us. We need robust changes around finance so there’s a lot of work to do.

‘The executive director for place brings together a number of critical services such as housing and planning and ties in with our regeneration company. We want to see closer links and a much greater focus on strategic regeneration.’

Some parts of the county are characterised by low skills and

Daljit Lally – chief executive, Northumberland CC

low wages, says Cllr Jackson.

Fresh approaches are needed to ensure those areas benefit as Northumberland’s knowledge-based economy grows and attracts better quality jobs.

The county council has led work to bring devolution to Northumberland and neighbouring local authorities and a deal with Government will include new powers and funding around employment and skills.

Cllr Jackson says devolution will ensure senior staff – in particular the four new recruits – have ‘even more tools at their disposal’ to maximise the council’s impact.

And with a newly established team beginning to take shape, it’s a great time to join the local authority, says Daljit.

‘I have worked in four local authority areas and this is the best place I’ve ever worked in terms of the relationship between members and officers and having the chance to really make a mark. We have exciting opportunities ahead that people can genuinely shape.’ n

PENNA.COM

EXECUTIVE DIRECTOR OF PLACE

SERVICE DIRECTOR OF EDUCATION & SKILLS

EXECUTIVE DIRECTOR OF FINANCE (SECTION 151 OFFICER)

SERVICE DIRECTOR OF CHILDREN’S SOCIAL CARE

Salary up to circa £150k per annum

Salary up to circa £115k per annum

Northumberland County Council is seeking to appoint two Executive Directors and two Service Directors to join its Executive Management Team during an exciting time of change and ambitious plans to ensure that we really are a “council that works for everyone”.

SERVICE DIRECTOR OF EDUCATION & SKILLS

EXECUTIVE DIRECTOR OF PLACE This post will be at the forefront of helping shape and lead the successful economic development future for Northumberland together with providing strategic advice to the Chief Executive on all matters relating to place.

EXECUTIVE DIRECTOR OF FINANCE (SECTION 151 OFFICER) This key role will be required to lead all areas of Finance and to fulfil the statutory role of Section 151 Officer.

The successful postholder will have a broad portfolio of skills and experience in leading change in Education and Skills.

SERVICE DIRECTOR OF CHILDREN’S SOCIAL CARE Providing strong leadership within Children’s Social Care Services will be a key role for the successful candidate.

Please visit www.strongernorthumberland.com for further information. If you would like an informal discussion about these exciting opportunities please contact Nick Raper at Penna on 07715 690463, or Helen Alwell on 07809 905467.

Closing date for applications is Friday 15th December.

FIND | EXCITE | SECURE

www.LocalGov.co.uk www.themj.co.uk

LGN 47

December 2017 25

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