Government Business Magazine 19.06

PASSIVHAUS

ACCESS CONTROL

GREEN VENUES

www.governmentbusiness.co.uk | VOLUME 19.6

Business Information for Local and Central Government FINANCE

MANAGING LGPS RISK

Y n ENErRefG c o us o

y o Time tsics of energe c i a t b c a e r th and p policy S the latest PLU ssivhaus on Pa dards stan

HEALTH & SAFETY

ALONE BUT SAFE

PRINT & PUBLISHING

LEANER, GREENER PRINTING Have your print processes had an environmental health check?

PROCUREMENT | STREET DESIGN | TRANSPORT | FIRE SAFETY | FINANCE | PLUS MORE

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COMMENT PASSIVHAUS

ACCESS CONTROL

GREEN VENUES

www.governmentbusiness.co.uk | VOLUME 19.6

Business Information for Local and Central Government FINANCE

MANAGING LGPS RISK

GY

ENER s on refocu Time toics of energy e the bas and practic policy S the latest s PLU sivhau on Pas ards stand

HEALTH & SAFETY

ALONE BUT SAFE

Comment

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

THE PICKLES PAY-OFF In announcing its plans to facilitate and economise the ‘early release’ of highly paid chief executives and finance directors, the DCLG press release, headlined ‘Eric Pickles acts to limit Town Hall chiefs’ golden goodbyes’ wasn’t exactly greeted with cheers by everybody. Nicholas Dobson, communications officer for the Association of Council Secretaries and Solicitors, told Local Government Lawyer: “The tone of CLG’s news release would unfortunately seem to indicate an approach of careless political swashbuckling rather than one of the rational objectivity that might reasonably be expected of a government pronouncement.” We preferred to go with “Pickles plans to make it cheaper to sack chief execs.” Read more on Page 9.

PRINT & PUBLISHING

LEANER, GREENER PRINTING Have your print processes had an environmental health check?

PROCUREMENT | STREET DESIGN | TRANSPORT | FIRE SAFETY | FINANCE | PLUS MORE

The Local Government Finance Act got through OK. Under the Act, councils will keep an estimated £11.5bn - half of all business rates levied within their area. Critics have warned that while benefitting councils in prosperous areas with high business rates revenue, the new system will leave the Treasury with fewer resources to redistribute to less successful areas, and that the planned ‘topping up’ might not be enough address the balance. In other news, Birmingham City Council’s estimated liability for equal pay claims is a staggering £757m. Publishing its annual audit letter, the local authority admitted that the issue of affordability presented a major challenge to the council. Speculation is that other councils and private sector firms could be targeted by a new wave of legal action.

Social housing needs building. By all accounts, passivhaus seems to be the way forward. The ultra low energy methodology features heavily in a new report by the University of Anglia (P19), and a new school for 630 pupils in Leeds has smashed the ‘air tightness’ target of the Passivhaus Institute.

For the first issue of 2013, we’ll be taking an in-depth look at how local government pension funds operate currently, along with flood risk mitigation and plenty more. Until then have a great Christmas break, and a happy new year.

Danny Wright

P ONLINE P IN PRINT P MOBILE P FACE TO FACE If you would like to receive 6 issues of Government Business magazine for £45 a year, please contact Public Sector Information, 226 High Road, Loughton, Essex IG10 1ET. Tel: 020 8532 0055, Fax: 020 8532 0066, or visit the Government Business website at:

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226 High Rd, Loughton, Essex IG10 1ET. Tel: 020 8532 0055 Fax: 020 8532 0066 Web: www.psi-media.co.uk EDITORIAL DIRECTOR Danny Wright ACTING EDITOR Angela Pisanu EDITORIAL ASSISTANT Lisa Harris PRODUCTION EDITOR Karl O’Sullivan PRODUCTION CONTROLLER Jacqueline Lawford WEB PRODUCTION Reiss Malone ADVERTISEMENT SALES Deborah Rae, Julie Holbrook, Bernie Miller, Steve Day, Michael Kennedy, David Morgan PUBLISHER Kelly Scott GROUP PUBLISHER Barry Doyle ADMINISTRATION Victoria Leftwich, Lucy Carter, Charlotte Casey REPRODUCTION & PRINT Argent Media

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Volume 19.6 | GOVERNMENT BUSINESS MAGAZINE

3

A NEW WAY TO REDUCE YOUR FUEL COSTS Would you like to save up to 10% off your commercial transport fleet fuel costs? By analysing your fuelling, vehicle and driver data and creating easily actionable reports, it shows you exactly where and how your fleet can save fuel.

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Contents

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

CONTENTS 35

07 NEWS

London pensions timebomb; Local Government Finance Act sworn in, could realise £10bn savings

13 FINANCE

CIPFA’s Nigel Keogh discusses the link between risk management and good governance

19 LOW ENERGY BUILDINGS

45 53

61

43 FIRE SAFETY

Shouldn’t hard-wired smoke alarms in rented accommodation be a legal requirement? Graham Ellicott, ceo of the Fire Industry Association investigates

45 HEALTH & SAFETY

Jane White of IOSH highlights the potential for lone workers to be victims of abuse or attack, and how to mitigate the risk

The University of East Anglia’s report into low energy buildings highlights the huge energy benefits of adopting innovative passivhaus standards, plus a look at Richmond Hill Primary School in Leeds, which has exceeded the ‘air tightness’ target of the Passivhaus Institute

49 PRINT & PUBLISHING

23 FACILITIES MANAGEMENT

How has the Government Procurement Service transformed the way the public sector spends?

The recent government disagreement over energy supply demonstrates an urgent need to refocus on the basics of energy policy, argues ESTA’s Alan Aldridge. The Carbon Trust suggests conducting regular walk rounds to identify opportunities for energy savings, plus a look at LED lighting - is it really the future? asks Peter Hunt of the Lighting Industry Association, and a preview of the Cleaning Show, taking place on 19‑21 March

35 SECURITY

James Kelly from the BSIA discusses how integrating access control with building energy management systems can have wider reaching benefits. Plus Jessica Clinkett outlines the plans of the Security Industry Authority, which is responsible for regulating the private security industry

The British Printing Industries Federation explains how the print industry is keeping processes as green as possible, and points out how an independent consultant can bring print processes up to date

61 PROCUREMENT

67 CONFERENCES & EVENTS There are many things you can do to green your event. Jon Proctor from Green Tourism explains how

75 TRANSPORT

Plans to double the amount of cash that local government pension funds are allowed to invest in transport infrastructure are out for consultation until December 6 2012.

Plus the NAO report calls for clarity on local transport funding

81 STREET DESIGN

Chaotic and cluttered streets can be a symptom of a community in decline. The English Heritage discusses good practice in street design

81

Government Business

www.governmentbusiness.co.uk Volume 19.6 | GOVERNMENT BUSINESS MAGAZINE

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Current UK building regs allow air-leakage of 10m3/m2. To achieve Code levels 4, 5 and 6, and ‘Passive House’ standards, which allow for air-leakage of a maximum 0.6 m3/m2 at 50pa over or under pressure, air-tightness needs to improve dramatically. The industry has external envelope products that meet or exceed these requirements, but the challenge is to have a robust installation detail. The higher Code ratings can only be achieved if proper design solutions and installation are adopted.

The industry standard is to buy window and door products from a manufacturer and employ an external subcontractor to install them, making it difficult to control the quality of the installation. As a complete package provider, Janex is one of the few window companies to take a different approach. Our ‘hot box’ testing has shown how the inclusion of a third air-tight internal seal is necessary to reach Passive House air-tightness requirements, and our unique service package means we take full responsibility for installation standards as well as for the design and manufacture of our windows and doors.

Case study Bath university HemPod Bath University chose Janex windows and doors for its HemPod experimental building. In air-tightness tests carried out by Building Analysis and Testing Ltd, they contributed to an air-tightness that comfortably met Passive House standards. Air change was measured at 0.55 m3/ hr.m3 Building Volume, compared with the Passive House requirement of less than 0.6 m3/hr.m3.

Dr Mike Lawrence of the BRE Centre for Innovative Construction Materials at the University of Bath’s Department of Architecture & Civil Engineering said: “We managed to achieve exceptional air-tightness in the HemPod quite easily by careful installation of the door and windows, and found no evidence of air-leakage between the glazing and the timber in the units.”

For more on the research visit www.janex.co.uk/news/headline-news/hemp-pod-info.aspx

Case study Hanham Hall Janex were chosen by London-based HTA Architects and Barratt Developments for the U.K.’s first large-scale residential development built to Code 6 - the highest standards set by the Code for Sustainable Homes.

Janex installed high performance timber windows and balcony doors, as well as composite entrance doors, with wholeproduct U-values ranging from 1.4 W/m²K to 0.84 W/m²K. The products comply with Lifetime Homes and Secured by Design and form part of an air-tight construction.

Hanham Hall’s mandate to meet Level 6 code is the product of an initiative called the Carbon Challenge, a programme launched by the Homes and Communities Agency to test the ability of big residential projects to measure up to Level 6 standards.

Janex was founded in 1992 as a supplier partnership to bring high quality Scandinavian windows and doors to the UK construction market in large volumes.

R&D is a continuous process in all factories, with products manufactured to the very highest standards to meet or exceed testing requirements in Norway and Sweden. The sales, installation and after sales teams work throughout the UK to support clients and to advise on the specification of the right products for any project. Janex has an extensive track record, working with construction companies, developers and local authorities nationwide.

www.janex.co.uk Sales (England) 01403 212530 Sales (Scotland) 01324 673250 sales@janex.co.uk

PENSION FUNDS

NEWS IN BRIEF

Act now to diffuse London ‘ticking timebomb’ says Pensions Institute A Pensions Institute report concludes that there are fundamental flaws in investment governance at the majority of the capital’s 34 local government pension schemes.

The reports says that data collected to evaluate the schemes’ financial health is poor and the DCLG allows schemes to shop around to find the most favourable actuarial assumptions on which to calculate their funding position. This has led to many funds understating the real value of their pension liabilities, the researchers warn. Compared with the job the Pensions Regulator does in the private sector, the DCLG is ‘weak and complacent’, the report says.

Local authority pensions committees are criticised for being insufficiently challenging of the advice received from actuarial and investment consultants and of underperforming asset managers. The high turnover of councillors on the bodies also weakens the committees’ experience and expertise, according to the report, which states: “The London local government pension schemes in aggregate represent a ticking timebomb for London council tax payers and very likely for national tax payers too. But, we believe it is possible for this timebomb to be diffused if the relevant stakeholders act now.”

Report author David Blake, director of the Pensions Institute and professor of pensions economics at Cass Business School, said: “Given the insecurity private sector employees face as a result of the replacement of defined benefit with defined contribution schemes, it is shocking to see the government’s complacency in terms of the regulation of the gold-plated local government schemes.”

He added that the London schemes were particularly at risk because they were so small, with half of them worth less than £500m at the last valuation. “This denies them the opportunities conferred

CMI research shows female public sector pay gap New figures from the Chartered Management Institute’s National Management Salary Survey reveal that the average female executive working in the public sector earns £5,813 a year less than her male counterparts.

The research reveals that the average male in an executive role earned a basic salary of £36,466 compared to £30,653 for a female in the same role. tinyurl.com/9mjfcy7

More primary schools to take on academy status

by scale, which is enjoyed by many of the non-London schemes,” he said.

The London Pension Fund Authority welcomed the report, saying it had been encouraging debate on ways to improve governance across the London schemes. LPFA chief executive Mike Taylor said: ‘If we were starting again in 1965, we would be unlikely to create 34 funds in London in this manner and we believe a single fund of some £25bn would generate significant savings over the current arrangements.”

DOWNLOAD THE REPORT tinyurl.com/d6qs4q6

PARLIAMENT

Local Government Finance Act could bring £10bn economic boost

The Local Government Finance Act, which received Royal Assent on November 1, could deliver £10bn worth of economic gain, according to Communities and Local Government Secretary Eric Pickles.

A system of tariffs and top-ups will ensure councils start the new regime on a stable and equitable footing, while a levy on disproportionate business rate gains will even out discrepancies between councils.

The Act also brings in arrangements for localised council tax support schemes, requiring the new arrangements to be ready

by January 31 2013 in time for the 2013/14 financial year. In October, the DCLG released a £100m voluntary grant to ensure local

GB News

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means tests do not penalise the poorest households too severely. Applications for funding from this transitional grant will be invited after the January deadline.

“These new laws could deliver over a £10bn boost to the wider economy, and generate more business rate income to councils to help pay off the deficit and support frontline service that protect vulnerable communities,” Pickles said.

Tax Increment Financing is also ushered in by the Act, which permits local authorities to borrow for capital schemes against projected business rate growth. The Act also brings in a number of technical changes, including powers to reduce certain council tax discounts and exemptions on empty dwellings.

Another 400 of England’s weakest primary schools are to be transformed into academies, the prime minister has announced.

David Cameron said that by the end of next year, the schools would be paired up with sponsors. However, the NUT said there was ‘no evidence’ that academy status in primary schools would bring any educational benefits.

Birmingham’s equal pay liabilities could reach £757m Birmingham City Council could be facing a £757 million bill to settle equal pay claims. The largest local authority in Europe, has been loaned £429 million of the money

by Government to settle claims, and hopes to be able to borrow more. Council leader Sir Albert Bore admitted that in hindsight, the authority had failed to get to grips with equal pay over many years, but said the legal interpretation of equal pay law had also frequently changed.

Consultation launched on extention planning laws A consultation has been launched on proposals to begin a three year period in which home owners could build singlestorey extensions of up to eight metres in depth without obtaining planning permission. The size limit for permitted extensions to shops and offices would be doubled for a three year period. tinyurl.com/dx2qm3b

Volume 19.6 | GOVERNMENT BUSINESS MAGAZINE

7

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Launched in 2004, the Little Green Button now supports many thousands of governmental, educational, healthcare and commercial sites around the globe. The low price, simple installation and low maintenance continue to make it the number one choice for computer-based panic alarms.

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COUNCIL MANAGEMENT

Pickles plans to make it cheaper to sack chief execs Decisions to dismiss council chief executives and finance directors will no longer be subject to independent review. Communities and Local government secretary Eric Pickles said he wanted to clear up the ‘legal minefield’ that can pressure councils into handing out ‘bumper pay-offs’ to senior officers they want to dismiss. He had previously said the cost of payouts to redundant town hall chiefs had hampered attempts to pool staff and resources between authorities.

Pickles pledged to change regulations requiring an independent person, usually a Queen’s Counsel lawyer, to review dismissal and disciplinary cases for chief executives, chief finance officers and monitoring officers.

Currently, the Local Authorities Regulations 2001 state that a council must appoint ‘a designated independent person’ to investigate proposals to remove individuals from these posts. The regulations also say that ‘no steps are to be taken before a report is made’ and that a council has to pay the costs of the process. The government now

intends to amend the regulations so that all references to the independent person process are removed. Pickles said the current system created a slow and costly bureaucracy, with the review process costing up to £250,000 in legal fees. It is therefore “no wonder councils are cowed into reaching for the parachute pay-offs at the first sign of trouble,” he added.

“A town hall chief executive costs a lot of money, but if they are simply not up to the job, councillors must be able to get rid of them quick smart without having to throw away thousands in parachute pay-offs,” Pickles said.

Sir Steve Bullock, Chairman of the LGA’s Workforce Board, said: “The overwhelming majority of council chief executives are highly competent and dedicated public servants and it is important that they are protected by the same employment laws as everyone else. However, speeding up the process of removing incompetent or unsuitable managers of any rank is a positive step.

HOUSING

NEWS IN BRIEF

GB News

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Rough sleeping on the rise according to NHF report The number of people forced to stay in temporary accommodation – which includes a 60 per cent increase in the number of children and pregnant women living in Bed and Breakfast accommodation, continues to rise, with rough sleeping in England jumping by nearly a quarter (23 per cent), a National Housing Federation report shows. The report, Homeless Bound, also shows that over a third of families with children living in B&Bs had been there longer than the Government’s sixweek limit, a 200 per cent increase. tinyurl.com/c8h32ap

CEBR predicts UK fastest growth in 2013 A Centre for Economics and Business Research (CEBR) think tank has said that due to the continuing eurozone recession, the UK will be the fastest growing major economy in Europe in 2013 and 2014. Although UK GDP growth is likely to be held back by the weakness in its continental trading partners, it will still be faster than in any of the major European economies. The think tank said there would be sluggish growth at best for the world economy for the next four years and it could get even worse if there is major disruption throughout the Middle East.

Revamped Highway Code campaign wins road safety award A campaign encouraging all road users to keep up to date with the Highway Code has won a Prince Michael International Road Safety Award. Run by the Driving Standards Agency, the campaign helped transform the Highway Code from a simple book into a multi-platform road safety service, with the launch of digital editions including e-books and an official iPhone app. Twitter and Facebook were also used.

GMB calls for levy tax on underused holiday homes GMB is calling for local authorities to be given powers to levy taxes on underused holiday homes and also to be able to compulsory purchase them in areas with acute housing need.

This follows the publication of the 2011 Census returns which showed that there were a total of 173,276 residents with a holiday home in one of the 12 regions of the UK. At the time of the 2011 Census, 165,095 residents had a holiday home within England & Wales that was for holiday use.

There were also 8,181 residents with a second holiday address in Scotland or Northern Ireland.

In the South West region there were a total of 40,030 residents with a holiday home in the region. This was the highest number for any region in the UK. Of these 31,849 normally live outside the region. Next for the

total number of residents with a holiday home in the region was Wales with 28,590, followed by South East with 25,710, Eastern with 20,090, Yorkshire and The Humber with 14,515, North West with 14,275, East Midlands with 8,088, West Midlands with 5,040, London with 4,660, and North East with 4,097.

Paul Kenny, GMB Regional Secretary, said: “A holiday home that is used only a few weeks a year at a time when there are families in bed and breakfast accommodation gives rise to fundamental questions on the role and power of the local authority on the use of residential property in its area. GMB consider that, under the Localism Act, local councils should have the power to levy taxation on underused holiday homes and other empty properties.”

DECC energy efficiency strategy could include nationwide rollout of RE:FIT scheme Changing the way energy is used across the UK economy could save up to 22 power stations-worth of energy by 2020, according to the Department of Energy and Climate Change’s new Energy Efficiency Strategy. It includes plans to help public sector organisations cut energy use through a nationwide rollout of RE:FIT, London’s award winning programme to improve energy perormance in buildings through retro fitting.

Government is also working with ENWORKS in the North West to understand how best to finance and upgrade to more energy efficient equipment in commercial and READ MORE ABOUT RE:FIT... manufacturing tinyurl.com/c2j5fg8 businesses.

Volume 19.6 | GOVERNMENT BUSINESS MAGAZINE

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ECONOMY: NORTH OF ENGLAND

IPPR think tank report assesses the implications for the north of England of further Scottish devolution The North risks falling further behind Scotland whether or not Scots vote for independence, according a new report from the IPPR North think tank. The report argues that the Northern economy is unable to dispatch a single ambassador to Westminster who can argue for more powers for the North, but that Scotland’s First Minister, Alex Salmond, helps the Scottish economy ‘speak with one voice’.

The report, entitled ‘Borderland’ shows that Scotland can already develop and resource a targeted industrial strategy and attract inward investors with generous support packages but argues that the North of England’s Local Enterprise Partnerships pale in comparison.

The report argues both independence and further devolution to Scotland will put the North at risk of tax competition.

The report also cautions against alarmist claims, arguing Scotland will not be able to make sweeping tax cuts without risking its fiscal credibility. But it argues that Scotland gaining the power to implement small targeted tax cuts, such as to Air Passenger Duty, should be of greater concern than dramatic reductions in corporation tax.

Katie Schmuecker, IPPR North associate director, said: “As Scotland’s nearest neighbours it is important that the North joins the debate about Scotland’s future. The North

should learn from international experience and argue that a more fiscally autonomous Scotland should sign up to a fiscal code of conduct to allay fears of serious damage to the northern economy.

“The North should not be afraid of developments in Scotland. The risk of Scotland reducing corporation tax has been overstated and in the short and medium term it is extremely unlikely that Scotland would choose to ‘do an Ireland’ given its current fiscal situation. Northern leaders should learn

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from the ambitious outlook of the Scots, and champion decentralisation and further local powers to the North. This is a chance for the North to renegotiate its position with Westminster to ensure its future prosperity. It needs to ensure that whatever deal is reached between Westminster and Holyrood, the North is not unduly disadvantaged.”

Northern business and political leaders have expressed concern at the prospect of Scotland gaining control of corporation tax and cutting rates, putting the North at a disadvantage.

DOWNLOAD THE REPORT - bit.ly/IPPR9885

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RISK MANAGEMENT

Finance

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

MANAGING PENSIONS: A RISKY BUSINESS Over the course of the last five years we have witnessed how the failure to adequately identify, analyse and manage risk, particularly in the financial services sector, can have dramatic and wide-ranging consequences - publically funded and underwritten bank bailouts and asset support schemes; economies plunged into a prolonged period of zero/low economic growth: and pension funds losing shareholder value and investment returns badly damaged.

All this serves as a timely reminder that effective risk management stands at the heart of sound corporate governance across all organisations and functions.

SIX PRINCIPLES The management of risk is a key responsibility of those charged with the governance of a public sector organisation. In its six principles, CIPFA’s Delivering Good Governance in Local Government - Framework (2007) clearly sets risk management in the context of organisational corporate governance. Principle 4 addresses risk management specifically,

having four sub-principles, as follows: Being rigorous and transparent about how decisions are taken and listening and acting on the outcomes of constructive scrutiny; having good-quality information, advice and support to ensure that services are delivered effectively and are what the community wants/needs; ensuring that an effective risk management system is in place; E

As a July 2012 survey by MetLife Assurance reports, investment risk is just one of a wide range of risk areas associated with pension funds.

Volume 19.6 | GOVERNMENT BUSINESS MAGAZINE

Written by Nigel Keogh, pensions policy manager, CIPFA

Failure to correctly manage risk, particularly in financial services, can have devastating consequences.

In a corporate context it is important that there’s a single common understanding of how the organisation defines and approaches risk, says Nigel Keogh, pensions policy manager at CIPFA, which is due to publish its Managing Risk in the Local Government Pension Scheme guide at the end of November

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RISK MANAGEMENT E using their legal powers to the full benefit of the citizens and communities in their area.

These principles extends in equal measure to local government organisations that act as administering authorities of the Local Government Pension Scheme (LGPS), where the pensions committee (or equivalent), as the body charged with governance of the authorities’ pensions operations, take on the responsibility for ensuring that there is effective risk management over those operations.

Consequently the need for effective risk management is reflected throughout guidance and regulation in the LGPS, notably in Regulation 12(2) of the LGPS (Management and Investment of Funds) Regulations 2009, and in the CIPFA publication Delivering Good Governance in Local Government Pension Funds (2009), which maps the CIPFA/SOLACE good governance principles against the governance compliance statement required under Regulation 31 of the Local Government Pension Scheme (Administration) Regulations 2008.

GOOD GOVERNANCE Risk management therefore lies at the heart of the governance process and effective risk management is a clear indicator of good governance practices. There are varying definitions of risk and, as individuals, we will all perceive risk differently. However, in a corporate context it is important that there is a single common understanding of how the organisation defines and approaches risk. In a corporate context risk may be defined as “a threat to achieving corporate objectives or outcomes” or, with a less negative perspective, “an opportunity to enhance or accelerate the achievement of corporate objectives”.

The Australian Standard AS/NZS 4360:1999 defines risk in even broader terms as “the chance of something happening that will have an impact on business objectives”, while the British Standard (BS31100:2011) is even more succinct and defines risk as the “effect of uncertainty on objectives”. The common thread between these varying definitions is that there are events or situations that can arise that, whether opportunity or threat, which may have an impact on an organisations aims. Good governance demands therefore that organisations plan and prepare for such eventualities.

This is the basis of risk management.

Responsibility for risk management is an issue for all those involved in the management of the LGPS, with overall oversight falling to the body charged with the governance of the authority’s role as an LGPS administrator (the pension committee or equivalent). This role will include: determining the risk policy and ensuring that it is in line with wider organisational risk policy; setting the risk management strategy in line with the risk policy, and; overseeing the risk management process.

MEETING FUTURE PENSIONS LIABILITIES Risk is central to the Local Government Pension Scheme. LGPS pension funds are in themselves risk management tools, managing the risk of future employer income streams being unable to meet future pensions liabilities by creating a reserve from which future liabilities will be met.

In turn this fund faces the risk that the fund’s assets will fall short of its liabilities.

It is not unusual therefore to find that a good deal of an administering authorities risk management efforts are directed towards mitigating the risk of an overall reduction in the value of the fund, whilst seeking out positive risk opportunities to maximise investment gains.

However as a July 2012 survey by MetLife Assurance reports, investment risk is just one of a wide range of risk areas associated with pension funds. This report shows that risks around the employer covenant, longevity risk, inflation risk and governance risk also feature highly in scheme manager risk rankings.

Consequently, as with all pension schemes, risk management in the LGPS context should be considered in relation to all aspects of pension scheme management. In its forthcoming guide on managing risk in the LGPS, CIPFA has identified seven key risk areas that LGPS administering authorities should consider: Asset/Investment risk – the risk of investments not performing (income) or increasing in value (growth) as forecast.

Examples of specific risks would be Inappropriate long-term investment strategy, including not making appropriate allowance for longevity and other demographic factors; Assets and an asset category including managers not delivering the required return; Systemic risk with the possibility of interlinked and simultaneous

Finance

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

The Risk Register A key tool in the management of risk is a risk register. The creation and maintenance of such a register acts as a control and review mechanism for both officers and elected members.

A standard risk register would include the following headings: n Name of risk n Strategic objective affected by the risk n Risk category (ie investment risk) n Cause of risk n Potential impact of risk n Owner of risk n Risk rating score n Current controls n Additional control measures n Date of assessment n Risk status (using for example the “traffic light” system) n Direction of travel (improving worsening/no change) Employer risk – those risks that arise from the ever-changing mix of employers; from short-term and ceasing employers; and the potential for a shortfall in payments and/or orphaned liabilities Resource and skill risk – the implications of spending cuts resulting in workforce reductions and pay freezes which may make public

Risk is central to the Local Government Pension Scheme. LGPS pension funds are in themselves risk management tools, managing the risk of future employer income streams being unable to meet future pensions liabilities by creating a reserve from which future liabilities will be met. financial market volatility; Insufficient funds to meet liabilities as they fall due; Inadequate, inappropriate or incomplete investment and actuarial advice is actioned; Counterparty failure; Equities, industry, country, size and stock risks; Fixed income, yield curve, credit risks, duration risk and market risks; Alternative assets, liquidity risk, property risk, alpha risk; Money market, credit risk and liquidity risk; Currency risks, and; Macroeconomic risks.

sector employment less attractive may put skilled resources at risk.

Liability risk – long-term pension fund risks including inflation, life expectancy, interest rate and wage and salary inflation all will impact upon future liabilities.

Administrative risk – as an administrator of the LGPS, a local authority exposes itself to a wide range of additional risks not faced by other authorities, such as maladministration claims, capacity risk etc. Examples of E

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RISK MANAGEMENT E specific risks would be: Level of resources and dependency on IT systems and facilities to communicate with all employers and members; Business continuity; Over reliance on key officers; Failure to provide the service in accordance with equality principles; Failure to process pension payments and lump sums on time and provide timely advice to employers, contributors and pensioners; Failure to collect and account for contributions from employers and employees on time, and; Failure to communicate or engage with stakeholders.

on all aspects of their administration (particularly fund management and employer/taxpayer contribution levels) is commonplace. On the positive side, there is also the opportunity to enhance organisational reputations through demonstrable good practice.

GOOD GOVERNANCE Effective risk management is an essential element of good governance. By identifying and managing risks through an effective policy and risk management strategy,

Responsibility for risk management is an issue for all those involved in the management of the LGPS, with overall oversight falling to the body charged with the governance of the authority’s role as an LGPS administrator.

Regulatory and compliance risk – occupational pensions in the UK are heavily regulated, with thousands of pages of both general and LGPS-specific legislation that must be complied with.

Reputational risk – public sector pensions attract a great deal of external scrutiny and the risk of negative commentary

organisations can demonstrate best practice in corporate governance, improve their financial management, secure good performance, maximise opportunities and minimise threats.

Successful risk and opportunity management should also: ensure that there is a proper balance between risk

Finance

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

taking and the opportunities to be gained in the business environment; enable organisations to anticipate and respond positively to change; minimise injury, loss and damage to the organisation and to those outside the organisation who are dependent on the services it provides; make sure that, as the number of projects and partnerships grow, the risks they present are fully understood and taken into account in making decisions; facilitate successful delivery of services and deliver opportunities for managed growth.

A SOUND MANAGEMENT TECHNIQUE It is important to recognise that risk management is not an end in itself; nor will it remove risk from an organisation.

However it is a sound management technique that is an essential part of any successful organisation. The benefits of an effective risk management approach for the organisation include better decision making, improved performance and delivery of services, more effective use of resources and the protection of reputation. L FURTHER INFORMATION Managing Risk in the Local Government Pension Scheme will be published by CIPFA on 30 November 2012. For further information visit www.cipfa.org.uk

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PASSIVHAUS

BUILDING NEW HOMES THE PASSIVHAUS WAY

Low Energy Buildings

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

University of East Anglia report into low energy buildings highlights the huge energy benefits of adopting innovative passivhaus standards The University of East Anglia report Delivering a low-energy building is the result of a four-year study of building performance in Sweden, Germany, the UK, and elsewhere in Europe as part of Build with CaRe - a European programme promoting energyefficient buildings. It recommends adopting the passivhaus standard to build ultra-low energy buildings that require up to 90 per cent less energy for heating and cooling.

As well as saving money in the long term, setting passivhaus standards would accelerate innovation, skill formation and competitiveness. Author, Adapt associate Dr Bruce Tofield, said: “Building as we do today could create a disastrous legacy spanning many decades of higher bills, poorer health, and the country unable to meet climate change targets. The good news is that both housing crises can be solved with great benefit both to individuals and to the economy. We need to build new homes – but we also need to do it right.”

Studies over the last 20 years have shown a worrying energy performance gap – where buildings are consistently found to use more heating energy than designers had predicted and Energy Performance Certificates indicate.

According to the research, the principal cause of this gap is the traditional construction model where poor teamwork across design and construction processes leads to defects that compromise energy performance.

Dr Tofield said: “Building to the passivhaus quality standard is the route to better homes, lower bills, and better returns. Far-sighted developers now realise that this is more costeffective because maintenance will cost less, prices will be stronger, and rental streams better protected.”

ENERGY EFFICIENCY AT NO EXTRA COST The research details how low-energy buildings can be delivered, often at no extra cost. It also shows how other industries have created the necessary quality processes, and highlights the financial benefits that result from the higher productivity of people working in low-energy buildings. Further economic benefits will include a high performance and competitive construction industry, internationally competitive supply chains, and the elimination of fuel poverty. The report highlights best practice examples including UEA’s own Elizabeth Fry Building, which opened in 1995, and Broadland Housing Group in Norwich,

which is embarking on the UK’s largest passivhaus project.

Broadland Housing Group was formed in 1963 by a group of local business people who were committed to providing more affordable housing in Norwich. Today, it is one of the largest traditional housing associations in Norfolk and Suffolk, providing over 4,600 homes across the region. It has taken on passivhaus standards to build energy-efficient homes that will provide high-quality, costeffective environments for tenants. The group is using private investment to embark on the UK’s largest passivhaus project to build more than 200 apartments in Norwich, close to the Carrow Road football stadium. Andrew Savage, executive director for business growth at Broadland Housing Group, said: “Broadland Housing Group sees passivhaus construction as

Artists impression of the NRP Enterprise Centre at UEA, due to open in 2014

In October 2011, the European Regional Development Fund (ERDF) awarded the university £6.2m to build the NRP Enterprise Centre. This has been added to funding from UEA, the Biotechnology and Biological Sciences Research Council (BBSRC) and Building Research Establishment (BRE).

Studies over the last 20 years have shown a worrying energy performance gap – where buildings are consistently found to use more heating energy than designers had predicted not just the right way forward environmentally, but economically too. Reduced maintenance and more reliable income streams make this the sensible way to help solve Britain’s housing crisis. All housing associations, private rental developers and savvy investors should now be thinking passive as Broadland is.”

NRP RESEACH CENTRE 2014 will mark the opening of the NRP Enterprise Centre at UEA - an innovative new building fusing sustainable products and materials to create a space for local businesses and academic activity. The building is designed to achieve passivhaus and BREEAM Outstanding certification. Architects, Architype, designed recently-opened passivhaus schools for Wolverhampton City Council that were built at no extra cost and are featured in the Delivering a low-energy building report.

The 3700m2 building will be constructed from renewable materials – many of which will be locally sourced including timber from Thetford, and Norfolk straw, chalk and timber. Once completed, it will host an enterprise centre, teaching and learning rooms, including a 300seat lecture theatre.

Dr John French, chief executive of UEA’s Adapt Low Carbon Group, said: “UEA led the way with high quality, low-energy buildings in the 1990s. We are leading again in 2012 with the new passivhaus NRP Enterprise Centre soon to be built on campus.

The project is designed to be a world-class facility, one that can demonstrate exemplary low carbon performance and act as a good example to people around the world who want to embark on similar projects.

“Once built, the NRP Enterprise Centre will be an example of how the issues of sustainability, carbon footprints and climate change can be addressed in a unique and innovative way. And we’re getting the message out by working with hundreds of small businesses and other partners to ensure that passivhaus homes and buildings can become the new standard across the UK,” he added. L FURTHER INFORMATION Download the University of East Anglia report Delivering a low-energy building Delivering a low-energy building - tinyurl. com/bp5c5ed

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PASSIVHAUS

Low Energy Building

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

LEEDS LEADS THE WAY IN PASSIVHAUS EDUCATION A school for 630 pupils completed in Leeds by Interserve, the international support services and construction group, has not only achieved Passivhaus certification, but has smashed the air tightness target of the Passivhaus Institute.

Richmond Hill Primary School, built on behalf of Leeds City Council, will use up to 80 per cent less energy than a conventionally built facility, reducing carbon emissions by 60 per cent without the use of renewable energy.

The new school was given a Passivhaus air tightness target of 0.6 ACH (Air Changes Per Hour), which means the building must not leak more than 0.6 times its volume of air per hour at 50 pascals. This level of air tightness is well over ten times better than the current building regulations’ requirement of 10m3/m2/hour at 50 pascals. However, tests have revealed the school has achieved an enormously impressive 0.25 ACH, which is just 1/20 of the ACH level required by British Building Regulations.

Superb levels of insulation, coupled with a highly efficient mechanical ventilation heat recovery (MVHR) system have all contributed to achieving its Passivhaus certification.

HIGH STRENGTH INSULATION Helping to achieve superior levels of thermal insulation is Interserve’s solution for the eradication of cold bridging between the

building’s piled foundations and steelwork frame, using high-strength insulation normally used in industrial process plant installations.

The walls and roof of Richmond Hill School achieve excellent thermal insulation performance, with U-Values far exceeding the requirements of the current building regulations. Structural Insulated Panels (SIPs) manufactured off-site featuring polyurethane insulation have been used to form the structural fabric of the walls, and further SIPs panels with extra mineral wool insulation from the roof of the new building.

The materials enable an impressive U-Value of 0.1W/m2K to be achieved for the walls.

Triple glazed timber windows, certified by the Passivhaus Institute, facilitate excellent standards of thermal insulation, whilst also helping to keep air leakage to a minimum. The specific heat demand of the building is 11kWh/m2/year (well under the target of 15kWh/m2/year) and the Primary Energy Demand is 112kWh/m2/year (again, well below the target set of 120 kWh/m2/year); therefore the school will benefit from lower energy costs.

The school also features a twenty-six place nursery and an integral sixteen-place Autistic Spectrum Condition facility.

Commenting on the build, the school’s chair of governors Tommy Hall, said: “Throughout the development of the new build, our builders have been outstandingly kind, considerate and professional. From development to the finish they have

communicated and taken on board ideas and discussions. Our head teacher has nothing but praise for the team and stresses to the Governors that what could have been a difficult couple of years has been a delightful experience in working with Interserve.”

Richmond Hill Primary School is the third non-domestic Passivhaus-certified building constructed by Interserve, and is thought to be the largest Passivhaus-certified building in the UK. Swillington Primary School, one of these Passivhaus schemes, is also located in Leeds, and has also recently been completed

by Interserve in partnership with Leeds City Council. Richmond Hill Primary School has recently won the Yorkshire and Humberside Constructing Excellence Innovation Award.

A FAST GROWING STANDARD Passivhaus is the fastest growing energy performance standard in the world with 30,000 buildings realised to date. The standard was developed in Germany in the early 1990s by Professors Bo Adamson of Sweden and Wolfgang Feist of Germany and the first dwellings to be completed to the Passivhaus Standard were constructed in Darmstadt in 1991. Although it is mostly applied to new buildings, it has also been used for refurbishments. L FURTHER INFORMATION www.passivhaustrust.org.uk www.passivhaus.org.uk www.ukpassivhausconference.org.uk

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REDUCING DEMAND

Energy

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

Written by Alan Alldridge, ESTA

ENERGY POLICY: STRIKING THE RIGHT BALANCE

The recent disagreement at the highest level of Government over energy supply demonstrates an urgent need to refocus on the basics of energy policy and practice, argues Alan Aldridge, executive director of the Energy Services and Technology Association (ESTA) The public spat between an energy minister and his secretary of state over the issue of wind power has once again raised questions about how ‘joined up’ UK energy policy really is. However, it does reflect a widely‑held misperception that energy policy should be about the supply side – how the UK can provide ever greater amounts of secure energy for its future needs.

Given that we waste more than 20 per cent of our energy supply, this approach is like increasing the flow of water through a leaky hosepipe: as the leak gets worse, so the flow has to be increased to get the required amount of water onto the garden at the other end.

Now, faced with that situation, most people would repair the hose as a first step. Stopping the leaks is an eminently

practical and sensible response. But what is obvious at a practical level seems to escape policymakers somehow. Both the UK Government and the European Commission believe that energy savings of 20 per cent are cost‑effective using today’s available and economically‑viable technologies. The EU has set a target for a 20 per cent improvement in efficiency by 2020. As E

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REDUCING DEMAND E civil servants are not known for setting over-ambitious targets, it can be safely assumed that a 20 per cent target is on the conservative side (with a small ‘c’). Indeed, ESTA’s own experience would suggest that much larger savings are routinely achievable.

THE SUPPLY MIX In all the noise about the supply mix, the simple truth about the benefits of minimising demand is once again struggling to be heard. Now it may be that for politicians improving the energy efficiency of large numbers of homes and businesses across the country is not as appealing as being able to point to a new power station and say ‘I made that happen’. And the energy efficiency industry does not have the resources of the big utility companies for lobbying or buying advertising space in the media.

Yet it seems strange that policymakers and utilities do not realise the benefits to UK plc from reducing energy demand. The supply and demand side options are not mutually exclusive.

In one sense they are not even two sides of the same coin as this seems to imply they face in different directions. Energy efficiency, as successive Government White Papers recognise, is an essential pre-condition for a fully-functioning, economically-efficient energy industry. In any well-run organisation, value for money is extremely important. It is essential to deploy available resources to achieve the greatest impact. Yet this does not seem to apply in the case of national energy supplies.

WHAT IS GOING WRONG? Energy is not something that is useful in its own right. It is used to achieve particular ‘goods’: heat, light, power to operate equipment, etc. If these goals can be achieved for less energy – and therefore at lower cost – surely that must represent greater value for money? So what is going wrong?

Part of it may be the way that energy – and energy management – are incorporated into the overall energy market. Energy efficiency initiatives generally have to be funded by the organisations that want to implement them.

This normally involves up-front investment with a calculated payback period. By contrast, big supply side ventures – whether nuclear power, gas stations or offshore windfarms – are not paid for directly by individual consumers. The cost is spread over many years amongst large numbers of consumers, so any specific organisation does not feel the impact of this expenditure. In this way, the debate remains almost academic for many people.

When action on energy efficiency requires real expenditure by the end-user, but building new energy infrastructure is hidden away in other supply side costings, is it surprising that the energy efficiency message is not taken seriously? Office shelves are full of reports from (largely free) energy surveys which have not been implemented. Why? Because they involve direct expenditure as much as for any other reason.

GREEN DEAL Ironically, the Government has recognised this: the Green Deal is an attempt to eliminate the upfront investment with a long term loan buried in the energy bill.

It is, if you like, an attempt to level the playing field. However, the Green Deal is long in coming and seems to be getting weaker with every successive consultation.

Some technologies are ruled out even though they are cost-effective, in much the same way as the approved technologies eligible for Enhanced Capital Allowances (ECAs) were heavily circumscribed.

Energy

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

an unproductive and ultimately unnecessary purchase. Until we know what the exact requirement for energy supply is, it will be impossible for the Government to put an accurate figure on the cost of replacing the UK’s aging power generation capacity. But let us assume that we can save at least 20 per cent through energy management and energy conservation measures. The resulting reduction in generating capacity required is actually more than 20 per cent.

A 2007 document from the Parliamentary Office of Science and Technology estimated that over one-fifth of generated power was

A 2007 document from the Parliamentary Office of Science and Technology estimated that over one-fifth of generated power was lost in transmission and distribution, getting electricity from the power station to the consumer. A 20 per cent increase in energy efficiency reduces production requirements by more than that.

If the Government were serious about creating a level playing field, then we would need a great deal more transparency as well as some rigorous, evidence-based decision‑making. All the additional costs surrounding supply-side programmes would need to be costed in and made clear. Users would benefit greatly from transparency of costing on their bills too. For instance, figures showing thousands of jobs being created in a proposed nuclear power construction programme omit to mention that many of these are specialist roles for which the skills no longer exist in the UK – although separate Government announcements highlight the lack of skilled engineers and welders. So the people to fill these roles would need to come from abroad and would likely return there afterwards. In contrast, jobs created in the energy efficiency industry tend to be UK-based. That has implications for tax going to the Government and investment being ‘returned’ to the UK economy.

THE FUNDAMENTAL ISSUE But the fundamental issue is that we all pay for energy in one way or another. So how much does an extra kW cost to supply and would it be cheaper to eliminate the need for it through better energy efficiency?

Which would be the better investment?

The efficacy of energy efficiency has been shown in study after study, many commissioned by the Government or its agencies. In fact, the Government has repeatedly argued that the cheapest unit of energy is the one a consumer does not have to buy. In actual fact, that unit of energy is often the most expensive in practice – it is

lost in transmission and distribution, getting electricity from the power station to the consumer. So a 20 per cent increase in energy efficiency reduces production requirements by more than that. Energy efficiency is thus even more cost‑effective than a simple like-for-like comparison would indicate. And of course, energy efficiency measures can be carried out in a large number of individual projects rather than in very expensive construction projects over a short period of time. This has the added effect of spreading the risk of failure or delays e.g. a major very expensive complex project involves much greater risk than thousands of smaller local improvements.

CONSUMER BENEFITS Energy efficiency has a direct benefit to consumers, it is cost-effective and it re‑invests in the UK economy. So, even if the Government does not appear to be interested, energy consumers can still benefit from taking action. Indeed, a number of energy efficiency initiatives do not require any financial investment, but most of those that do will pay back in anything from a few months to a couple of years. And that investment brings benefits to the UK overall.

If enough people take the issue seriously, the country could reduce its need for new electricity generation dramatically. L FURTHER INFORMATION The Energy Services and Technology Association (ESTA) represents over 100 major providers of energy management equipment and services across the UK. For more details visit the website at www.esta.org.uk

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GO WALKABOUT

Written by Richard Rugg, Carbon Trust

units operating simultaneously in the same space? Simultaneous heating and cooling of a space is commonplace and wastes a lot of money. Set a ‘dead band’ of 5°C between heating and cooling, to avoid this Richard Rugg of the Carbon Trust suggests that conducting happening. Heating costs rise by about 8 regular housekeeping walk rounds to note down and act per cent for every 1°C of overheating How is the hot water provided? Consider on any maintenance issues can identify opportunities for installing local instantaneous water heaters energy savings and avoid expensive problems later on. where small quantities of hot water are required a long way from the main heating Most organisations could use a lot less energy. identify problems and opportunities and plant. This may also allow the main boiler to In fact the Carbon Trust’s experience shows to ensure they feel part of the process. be switched off in the summer. Insulate all hot that even low and no-cost actions can usually Comparing the findings of the walk water tanks, boilers, valves and pipework unless reduce energy costs by at least 10 per cent round with meter data will help to pinpoint they provide useful heat to occupied spaces. and produce quick returns. 63 per cent of areas of high energy use. It is important to Do all areas have the same heating organisations say that they are now taking prioritise energy saving actions once they requirements? Heat the building in zones action to reduce energy use in their operations. have been identified, rather than expecting adjusted for each area. Areas such as This makes a lot of sense because for many to do everything at once. Usually, those storerooms and corridors, or areas where there businesses a 20 per cent cut in energy costs with the biggest savings potential or least is a high level of physical activity, require less represents the same bottom line benefit disruption to the business will decide this. In heat. Warehouses are sometimes heated in as a five per cent increase in sales. some cases the savings are easy to identify an attempt to reduce humidity and maintain There are a lot of options when it and calculate; this guide should help you. product quality, but warm air can often hold comes to energy use, which range from more moisture than cold air and heating may looking at staff behaviour to installing HEATING actually increase humidity. Dehumidification can renewable technologies. Some technologies that Heating typically accounts for about half be more efficient for this purpose. Remember have a significant potential for savings, such as of the energy used in offices and forms the effect of sunlight – are you heating areas compressed air or refrigeration, are not relevant a significant proportion of energy use in that are already warmed by the sun? to every organisation. This guide will focus on other areas of a business. It is a key Are thermostats correctly areas that are applicable to almost every single area to target with energy saving set? Thermostats should business in the UK: heating and lighting. measures. Many buildings are r e id s n generally be set at overheated which can cause o C “ local 19-20°C for heating.

ENERGY WALK ROUND discomfort and wastes g n i l l Install thermostatic To identify where energy savings can money. Overheating is insta taneous be achieved, it is essential to start by often the result of heating stan ers where radiator valves n i looking at how energy is currently being areas that do not need ot where possible eat used. Conducting a walk round with a to be warmed (such as ater h antities of h a to provide local w d control of radiators checklist will identify what is actually storage areas or corridors) qu small r are requirethe and make sure they happening on the ground, wasteful energy to the same temperature are used correctly. use, and opportunities for savings. as those that do, such as wate way from Are thermostats It will also demonstrate a commitment to occupied areas. Overheating ” ng t o n l la p n placed in the correct improving energy performance. The areas to can also be the result of poor i a m locations – away from look at on a walk round are heating, lighting, control of heating systems. draughts and direct sunlight office equipment and, if applicable, factory Preventing as much heat and at a distance from any heating and warehouse equipment. As the pattern loss as possible through improving sources? Zone controls allow heating or of energy use will differ throughout the insulation and draught control can also cooling of different parts of a building at day, it is useful to conduct a series of walk significantly reduce heating bills. Key different times and different temperatures rounds and to vary the times that they are areas and issues to look out for when according to occupants’ needs. carried out, for example: when the cleaners carrying out an energy walk round, are: Are time controls correctly set? Does heating are on duty, at lunchtime, at night or over When were the heaters or boilers last come on only when needed? Control heating weekends, and at a time when you would serviced? Heating costs can increase by 30 per using seven‑day timers to allow it to be turned expect to be using little or no energy. cent or more if a boiler is poorly operated or off or down when unoccupied. Money can Varying the times of walk rounds will provide maintained. Ensure they are serviced at least be saved by adjusting any preheat period in the morning to match weather conditions.

Controls are available to do this automatically.

How are extract fans, for example in toilets, controlled? Fans left running extract warm air and waste money – fit time switches or occupancy detectors.

Are windows and doors left open during the heating season? Windows are often a better picture of when and where energy annually and adjusted for optimum efficiency. opened because rooms are too hot. might be being wasted. It is helpful to plan Is there evidence of use of portable Instead of opening windows, turn down future walk rounds for dates such as when heaters? Portable electric heaters are thermostats until a comfortable temperature the clocks change and at the beginning and expensive to run. If portable heaters have is reached. Use promotional material and end of the heating season. This will ensure to be used, install a simple time switch so staff meetings to raise staff awareness. that controls are set correctly for the time of they turn themselves off after a designated Are there cold draughts coming from year. Key members of staff can and should period, for instance 30 minutes. windows and doors? Draughts are not only E get involved with walk rounds, both to help Are there heaters and air conditioning

Some technologies that have significant potential for savings, such as compressed air or refrigeration, are not relevant to every organisation.

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ENERGY MONITORING E a cause of complaint and discomfort, but waste money. Fit draughtstrips and seal up windows and doors that are no longer used.

LIGHTING There are many simple and inexpensive ways to reduce the energy consumption and costs associated with lighting without compromising health and safety or comfort levels. It is possible to cut your lighting costs by up to 30 per cent by implementing energy saving measures outlined in this overview.

Lighting a typical office overnight wastes enough energy to heat water for 1,000 cups of tea. Key areas and issues you should look out for when carrying out an energy walk round are: What type of fluorescent tubes are in use?

Slimline fluorescent tubes (26mm diameter) use 10 per cent less electricity and are cheaper to buy than the older 38mm tubes. Installing new high frequency fluorescent lighting eliminates flicker and hum, extends lamp life and can often reduce consumption by around 25 per cent.

Are lamps, fittings and rooflights clean? Dirty shades and rooflights greatly reduce lighting levels.

Are standard (tungsten) light bulbs still being used? These bulbs are very expensive to run for long periods and produce more heat than light. Replace standard light bulbs with more efficient compact fluorescent bulbs – they have a longer life, lower maintenance costs

Energy

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Varying the times of walk rounds will provide a better picture of when and where energy might be being wasted. It is helpful to plan future walk rounds for dates when the clocks change and at the beginning and end of the heating season. and use up to 75 per cent less energy. ‘Task lighting’ is a good way to minimise the amount of electric light being used, by lighting just the working area to a higher level and providing background lighting at a lower level for the rest of the space. The use of ‘task lighting’ can also reduce glare on computer screens making it more comfortable for employees.

Is there an opportunity to use LEDs? LED lighting can provide substantial energy savings. LEDs typically have a long lifetime and will need less frequent replacement than many other lighting types. Lighting in a typical office costs about £3/m2 annually, but in the most efficient office only costs about £1/m2.

How are lights turned on and switched off? Banks of lights are often controlled by a single switch. Consider installing more switches or pullcord switches to improve control of individual fittings. Fluorescent tubes use only a few seconds’ worth of power

in start up – therefore, it is always better to switch them off when leaving a room.

Is the exterior lighting always switched off when it is not needed? Exterior lighting should be limited to the hours of darkness. It may not be necessary to have lights on continuously throughout the night. Consider fitting lighting controls to limit hours of use.

Are lights switched off when the premises are not occupied? A lot of energy is wasted when unnecessary lights are left on out of hours. Carry out an out-of-hours check to see if this is a problem. Make staff responsible for switching off the lights. L FURTHER INFORMATION For sector specific advice and technology overviews, visit the Carbon Trust website at www.carbontrust.com/resources

Nearly 180 councils in the UK are now making savings with powerPerfector’s Voltage Power Optimisation The technology deals with the discrepancy between the actual supply voltage you receive (on average 242V) and the optimum voltage your electrical equipment needs (220V). Uniquely, it also features embedded power conditioning benefits, improving the quality of power to the building.

The range of sites managed by councils means there is always an opportunity to make savings with voltage optimisation.

In total, 178 councils have installed the technology in 526 sites. A typical example of this are the nine units installed at Epsom and Ewell Council, where a warehouse, leisure centre, social club, car park and town hall are all saving with VPO®.

The council is making savings in the region of £34,000 every year and it is expected these savings will increase as energy prices and the effect of the CRC Energy Efficiency Scheme comes in to force over the coming years.

Christina Royo, the sustainable energy manager said: “We now have nine powerPerfector units installed at the council. Our experience with powerPerfector would lead me to recommend this technology to any other energy manager looking to make savings.”

powerPerfector director of sales, Wayne Muncaster said: “Local authorities have really embraced the technology.

In total, we are saving them around £4million every year in energy costs.”

The implementation of Voltage Power Optimisation has reduced energy spend across Greater Manchester’s public sector bodies by over £500,000 every year.

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from across the ten local authorities and several associated organisations.

The group works together towards strategic objectives and shares best practice between member authorities.

Using Official Journal of the European Union (OJEU) approved procurement and by communicating and collaborating as a group, VPO, once reviewed, was rapidly adopted.

Following more than 90 installations, the group has saved over £1,000,000 to date, at an annual rate of over £500,000 a year. It is stepping up to the environmental challenge as well, saving a combined 2,900 tonnes of CO2 annually.

Laura Partridge, senior energy officer at Salford City Council, said: “With the help of the powerPerfector personnel and their approved contractors, installations have gone smoothly and without disruption. Voltage Power Optimisation has been a core solution in our Carbon Management Programme and has been fundamental in achieving our annual consumption and CO2 savings targets.”

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LED LIGHTING

MANAGING LED EXPECTATIONS ‘LEDs are the future of lighting’ is the mantra we hear not just within the lighting industry and trade press but the message is beginning to appear in the consumer media. Is it true?

It probably is for the foreseeable future and they are remarkable little things which are still improving almost by the day both in terms of output and energy efficiency while prices are falling at a significant rate. There is little doubt that good quality LEDs purchased from a reputable manufacturer will offer a client an efficient and effective lighting system but all is not quite what it seems and for the unwary there are a number of potential pitfalls.

LEDs are ideal for certain applications and at the moment fluorescents and other technologies have their own areas of suitability. Of course this balance will change over time as LED luminaire manufacturers concentrate on adapting LEDs to new applications and as LED manufacturers steadily improve their products.

LED RETROFITS Take, for example, fluorescent tube replacements. There have been LED retrofit solutions in place for a while now and many building management companies are replacing whole schemes without consideration of some key issues. Firstly, one that is almost regarded as a given in this age, are they safe? Well that is not so certain as products have found

their way onto the market where the exposed pins at one end of the tube become live when the other end is inserted into the fitting. This is fundamentally dangerous and any such products should be identified and removed before someone is hurt. Secondly, most of the tube replacement options require the fixture to be re-wired, usually bypassing the ballast.

In this case the original manufacturer cannot be expected to continue to stand by their CE mark declaration, someone has tampered with their product. Who is responsible? The contractor won’t want to take on that liability so who does? Thirdly, most luminaires for tubes have optical components to distribute the light in the way the designer intended whereas LED tubes either have their own built in optics or none at all. Leaving aside energy savings for the moment, where does this leave the performance of the lighting scheme which had been carefully calculated by the original designer? Are the installers ensuring that the scheme delivers the same light distribution and colour as originally intended? In many cases the answer is no.

Finally comes the manufacturers claim for the performance of that LED tube which has been one of the key drivers in persuading the client to install them. Does it really deliver the equivalent output to the tube it is replacing and how has that been measured? A lux meter popped under the band of higher intensity output of an LED tube might impress but move it just a metre to one side and see if it is equivalent then.

Comparing LEDs with other light sources can be like comparing apples and bananas.

The case for buying the tubes will have been made almost entirely on claimed equivalence, lower energy consumption and extended product life leading to lower maintenance. All of these rely on the manufacturer supplying data which might well be flawed.

In order to be certain the claims are genuine always ask for a copy of the independent test report from a notified body that should be available to back up these claims.

All LEDs generate heat

PERFORMANCE Like most technologies LED performance degrades with age and the quoted life of a product will be determined by the percentage of original output remaining. If a building manager agrees to replace, for example, LED tubes with a claimed life of 6 times that of its equivalent fluorescent tube he should bear in mind that whilst each time he replaces a fluorescent tube the light output jumps back up to 100%, the ageing LED installation will be steadily degrading over the life of 6 fluorescents. For this reason it may be considered necessary to opt for a higher initial output to ensure at the end of life the scheme is still generating sufficient light.

Here I have used LED replacements for fluorescent tubes as an example but the same caveats apply to any LED product. I have seen GU10 replacement lamps where the need to pack the necessary electronics into such a small space has produced a safety issue in terms of creepage and clearance distances for live parts leading to a potentially unsafe product where the metal body could become live. I have also seen decorative luminaires where the designer has been more interested in the benefits of size that an LED can bring than its performance criteria. The result has been a product with no heat sink and an expression of surprise from the manufacturer when the long lasting LED has failed after just a few hours. I have certainly seen a large number of poor quality LED products where I don’t even need a lab test to tell me that the equivalence they are claiming against other technologies is creative to say the least.

After some 25 years or more of compact fluorescent lamps in the marketplace they are still unloved by consumers. The perception that they are slow to start, flicker, emit a cold blue light and don’t fit any light fittings is still with us. All of this stems from the early CFLs which did suffer these problems and the consumer has a long memory. If we are not careful we run the risk of tarring the LED with the same brush unless poor quality products are removed from the market with a set of sufficiently robust standards and strong market surveillance.

Don’t let this put anyone off using LEDs for the right application, just be sure that all these criteria are considered over and above the energy benefits and buy quality products from quality manufacturers who can back up their claims with third party data. L

Written by Peter Hunt, joint chief executive, Lighting Industry Association

Peter Hunt, joint chief executive of the Lighting Industry Association, outlines the applications for LED lighting

so good thermal management is essential to ensure the LED operates at its optimum temperature and therefore obtains the full life potential of the product. If this has not been conducted properly early failures will be inevitable and the scheme savings calculations are immediately awry.

Facilities Management

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

FURTHER INFORMATION A joint industry guide on specifying LEDs is available on the Lighting Association website at www.lightingassociation.com

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BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

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has saved 30 per cent on the cost of running its washrooms because the towels have increased hygiene levels and reduced damage caused by vandalism and carelessness.”

Taking place from 19-21 March 2013 at Birmingham’s NEC, the Cleaning Show is the leading showcase for all products and services used in the cleaning and support services industry. Next year’s event is set to be the largest so far, with more than 200 exhibitors expected to take stand space, of which at least 50 will be at the show for the first time.

CLEANING

HYGIENE TAKES CENTRE STAGE

This year’s Cleaning Show will showcase a range of solutions to the challenges faced by cleaning professionals, from stamping out MRSA, to getting rid of pests, graffiti and chewing gum Effective measures to maintain high levels of hygiene in public sector establishments will take centre-stage at next year’s Cleaning Show.

Exhibitors at the Cleaning Show 2013 will present a range of products designed to maintain a clean environment – helping to achieve the triple target of preserving patient safety in healthcare, improving pupil and student attendance rates in education, and generally keeping staff healthy.

On display at the show will be the very latest developments in surface cleaning and hand hygiene, along with others that address a range of challenges faced by cleaners in the pubic sector, including solutions for waste disposal. The focus

will be on effective products that offer excellent levels of cost in use.

HAND HYGIENE Among the exhibitors at the Cleaning Show 2013 will be Connect Hygiene Products, which offers a range of innovative flushable paper hand towels which do not cause blockages if they are disposed of in the toilet, rather than the bin. The towels are dispensed one at a time from the company’s Leonardo dispenser, discouraging users from taking excessive amounts.

Jonathan Hooper, marketing manager at Connect Hygiene Products, said: “The towels have proven a big hit, particularly with schools. One in particular, York High School,

In addition to the exhibitor showcase, the Cleaning Show 2013 will also offer a number of exciting zones and features for visitors including an Innovation Zone and Awards, a Green Equipment and Services Pavilion, a Laundry Zone, a Business Zone and a Work-wear/Corporate Clothing Pavilion and Catwalk.

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VISITOR ATTRACTIONS In addition to the exhibitor showcase, the Cleaning Show 2013 will also offer a number of exciting zones and features for visitors including an Innovation Zone and Awards, a Green Equipment and Services Pavilion, a Laundry Zone, a Business Zone and a Workwear/Corporate Clothing Pavilion and Catwalk.

The show is aimed at a wide range of professionals and executives in the cleaning industry, including contract cleaners, facilities managers, hospital and nursing home managers, school caretakers, product distributors, window cleaners and local authority representatives. Exhibitors will offer a host of effective and great value solutions to the challenges faced by cleaning professionals every day, from stamping out MRSA, to getting rid of pests, graffiti and chewing gum.

Window cleaners, meanwhile, will get the chance to pit their skills against the clock for a cash prize – and then against the world’s fastest window cleaner, Guinness Book of Records holder Terry Burrows.

And lastly, with visitor registration 61 per cent above this time two years ago, organisers of The Cleaning Show 2013 are urging visitors to register now to ensure a place at what is shaping up to be the biggest and best Cleaning Show yet.

Only visitors who pre-register to attend The Cleaning Show 2013 will receive free parking at the NEC (with a value of £10) plus a free priority pass allowing a quick and easy entrance to the show. Sign up on the homepage of the show’s website at: www.cleaningshow.co.uk.

With a record 12,000 visitors expected to attend, show organisers are advising visitors to register now to not only take advantage of these offers, but to make sure that they don’t miss out. Martin Scott, exhibition director, said: “More details of exactly what we have planned for The Cleaning Show 2013 will be released shortly, but visitors can make sure they don’t miss out by registering now to attend. Registration is completely free of charge and takes no longer than two minutes to complete.”

The Cleaning Show is organised every two years on behalf of the cleaning industry by BCCE Ltd, a company jointly owned by the British Cleaning Council and Quartz Business Media. L FOR MORE INFORMATION www.cleaningshow.co.uk

Volume 19.6 | GOVERNMENT BUSINESS MAGAZINE

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ACCESS CONTROL

James Kelly, chief executive of the British Security Industry Association (BSIA), discusses how integrated access control systems can provide multiple benefits when integrated with Building Energy Management Systems

Access control systems not only offer great security solutions individually, but when integrated with other systems can also be extremely cost effective. Generally, access control systems are well regarded in organisations of varying types, and are considered essential for businesses to effectively protect their people and assets.

These systems tend to be comprised of three key parts: the physical barrier, such as doors and turnstiles, the identification device, such as swipe cards and readers or PIN pads, and the door controller and subsequent software. Access control systems themselves can be energy efficient, such as making use of low voltage turnstiles.

“Access control systems provide reliable and cost effective solutions to the problem of security whilst still offering flexibility of entry and exit to authorised personnel and visitors,” explains Mike Sussman, chairman of the BSIA’s Access Control section, adding that “the technology also works well when integrated with other systems such as physical security equipment and CCTV, to provide that extra layer of protection.”

INTEGRATING WITH BEMS While integrating access control systems with other types of security systems can help ensure extensive protection, integrating them with Building Energy Management Systems

Written by James Kelly, chief executive, BSIA

THE MULTIPLE BENEFITS OF ACCESS CONTROL

(BEMS) can help ensure energy efficiency and ultimately lower utility bills. Access control systems provide a wealth of information about a building, such as building or area occupancy data which highlights the parts of a building that are being used and when, and can also draw attention to areas that are not being utilised to their full potential. This can then lead key decision makers to determine which utilities need to be maximised, and which need to be minimised, such as Heating, Ventilation and Air Conditioning (HVAC) or lighting requirements. However, when integrated with a BEMS, these kinds of decisions can be made automatically with the intelligent combination of both systems.

BEMS were originally focused on monitoring a buildings internal environment, but today it is becoming more common for them to be integrated with the fire and security systems already in place – and this includes access control. A BEMS can control up to 80 per cent of a building’s energy usage, so integrating this with an access control system can optimise the system in order to suit the variability of usage and occupation, thus creating a more stream lined energy usage.

Security

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WORKING TOGETHER The data that access control systems gather informs the BEMS about the nature and function of those occupying a particular heating zone. By being aware of the roles that people are performing within this zone therefore allows the BEMS to make adjustments and lower the amount of fuel that is being consumed. The information gathered is then applied by the BEMS to heatloss algorithms that help make the decision as to the minimum amount of heat required within a certain area. Ultimately, this can reduce the amount of energy consumed and eliminate the problem of unnecessary waste.

As previously mentioned, in many buildings where access is needed 24 hours a day, not all of the areas will be occupied, and heating the entire facility is a waste of both energy and money. The integrated system intelligently makes use of past data and assesses which areas of the building have been accessed, at what times they have been accessed and whether this is a routine or not. It then uses this information in order to activate the heating system in time for the occupation of visitors and can subsequently reduce or completely turn off the heating during times of inactivity.

To put this in perspective, consider a building made up of offices and several meeting rooms, with each of the rooms being monitored by access control systems. If a meeting room is only used once a week at a particular time, the BEMS will be able to heat the room accordingly in time with this specification.

The BEMS will also be aware that the offices are in use from perhaps 8am-6pm Monday to Friday and make the correct energy allowances for these rooms as well. E

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Cooper Security Intruder Alarm & Access Control

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E Therefore, the meeting room is not being heated for the hours that it’s not in use, avoiding unnecessary waste and higher energy bills.

INTEGRATION HELPS The aim for many establishments can be the need to create an open, stimulating and comfortable environment for occupants, while still maintaining effective security measures in order to protect people and assets from the threats of theft, vandalism or even physical attacks. Creating this balance can, however, be a challenge. BSIA members, Kaba Ltd, were approached by Redbridge College in order to tackle this specific challenge. Their issue was the sliding doors in place at the establishment, which would give way to a rush of cold into the reception area and other areas of the building each time the doors were opened. Imaginably in a school, and many other establishments, the comings and goings of visitors can be extremely frequent and maintaining a comfortable temperature can prove difficult. For the college, this was also becoming costly and impractical.

Kaba installed a fully automatic revolving door with bilateral automatic pass doors.

These automatic pass doors were installed either side of the revolving doors in order to provide seamless access for people with reduced mobility and for the transportation of goods through the reception area. This solution proved to be energy efficient due to the thermal separation design incorporated into the façade of a building. This created thermal insulation for the college without rocketing energy bills, whilst also allowing efficient access to the building and emergency escape routes via the automatic pass doors.

As mentioned earlier, access control systems in themselves can be extremely sustainable due to the advances in technology. In terms of lighting, access control systems are able to offer energy savings whilst still maintaining reliability and performance. This is achieved by switch mode power supplies, which utilise low energy light sources rather than a more traditional linear power supply. These kinds of supplies offer sizeable savings in terms of energy consumption by incorporating a switching regulator in order to be as efficient as possible in the conversion of electrical power.

BSIA member, TDSi, tested both kinds of supplies in order to determine which one was more efficient. Their calculations showed that the switch mode power supplies could save users an average of £50 per controller per year in energy costs, a welcome saving in times of economic uncertainty. To create an even more efficient solution, the integration of all the different system components is necessary.

A BSIA member worked with the UK Government Communications Headquarters during its relocation to new premises. The new site had been under development for a number of years under the government’s Private Finance Initiative (PFI) and would involve a large-scale integrated electronic

In terms of lighting, access control systems are able to offer energy savings whilst still maintaining reliability and performance. This is achieved by switch mode power supplies, which utilise low energy light sources rather than a more traditional linear power supply. security project on a site greater than that of the former Wembley stadium. The security solution was a fully featured, cost effective access control and security management system, providing the required network capabilities for an installation of this size. The system was a scaleable enterprise system, capable of coping with unlimited cardholders and configurations. The system included a variety of components including: instantaneous CCTV coverage; door alarms and ‘event to action’ alarms which utilise on-screen mapping; centrally controlled software providing a userfriendly interface and the implementation of lost, stolen or unauthorised cards made immediately identifiable. By integrating a number of security functions in this way, public sector organisations are able to streamline their operations and save money by reducing the number of suppliers that they deal with.

CHOOSING YOUR SYSTEMS It can be quite difficult to decide what kinds of security solutions best fit the needs of a building and its occupants. Security consultants can help with this issue, particularly when trying to source a solution that integrates multiple systems and functionalities. Security consultants offer expert impartial advice and can help avoid rogue suppliers, which consequently can help save time and money.

Working independently, security consultancies act as a guide to the many products and services on the market and provide unbiased recommendations based on an assessment of the individual requirements of their clients.

Acting as an extension to your workforce, security consultants bring expertise and experience to assist businesses within the public sector. Their support is provided only when their services are needed, meaning that there’s no need for a long-term financial commitment. Conversely, while it may appear cheaper initially, sourcing security without independent advice can cost significantly more in the long-term, a factor worth considering when planning any future investment.

Generally, many organisations experience variable occupation within their buildings and can operate across larger more diverse areas. The intelligent integration of access control systems with other kinds of systems can help drive down energy costs and streamline operations to be as safe and securely managed as possible. L FURTHER INFORMATION BSIA members offer a variety of quality access control products and are inspected to the highest standards.

To find out more about access control visit tinyurl.com/d7bvyzs

Volume 19.6 | GOVERNMENT BUSINESS MAGAZINE

37

Security & Protection made by Wanzl

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SECURITY INDUSTRY REGULATION

Security

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

A REGULATION REVOLUTION Jessica Clinkett outlines the plans of the Security Industry Authority, which is responsible for regulating the private security industry The police alone cannot always attain and maintain the sense of security that society and business expect in the current climate.

That is why it is vital that government bodies, the police and the security industry work in collaboration to help to build and develop a vibrant, professional and reliable private security industry.

The Security Industry Authority regulates the private security industry in the UK; we license individuals undertaking designated activities within the private security industry and manage the voluntary Approved Contractor Scheme, which measures private security suppliers against independently assessed standards.

LICENSING Possessing an SIA licence means that an individual has undertaken formal training, gained a relevant qualification, and has undergone criminal record and identity checks. Currently, there are more than 368,400 valid SIA licences held by operatives across the licensable sectors: cash and valuables in transit, close protection, door supervision, key holding, public space surveillance, security guarding and vehicle immobilisation.

The SIA has also been successful in preventing unsuitable people gaining licences. The SIA has revoked nearly 24,500 licences and refused more than 26,600 licence applications. The Approved Contractor Scheme is a voluntary scheme which measures security suppliers against independently assessed criteria. This accreditation provides security buyers with independent proof of a contractor’s commitment to quality. There are currently 744 approved contractors and more than 133,500 licensed operatives work for one of these companies.

There are plans to change how the SIA regulates the UK’s private security industry in the future. This follows the Government announcement in 2010 of a “phased transition to a new regulatory regime”.

The big difference is that the regulator will license businesses operating in designated areas of the private security industry. It will be a criminal offence for a business to provide a security service unless the business is licensed. There will be a single security business licence. In recognition of the needs of small and micro businesses, special consideration will be given to varying business licensing criteria, terms and conditions to reduce the burden on them.

The regulator will maintain a register of individuals authorised to undertake regulated activity within the private security industry.

Proposals could include that the terms and conditions of business licensing will also include a requirement for the business to ensure a registration process is carried out for employees that confirms their identity, address history, right to work, qualifications and a criminal record check. We recognise that some businesses employ staff directly ‘in-house’. We will be addressing this as the proposals develop.

Industry investment in the Approved Contractor Scheme will be protected. The voluntary scheme is expected to continue in its current form at least until compulsory business licensing is established.

In the longer term, depending on new legislation, an industry-led organisation could take responsibility for the voluntary scheme.

OTHER PLANS FOR THE NEW BODY The regulator will set and ensure registration standards for individuals and will run an online register, but the regulator will not manage the application process. Technology will be updated and the use of e-channels increased, which will result in more automation and less paperwork. Individuals will be able to access the registration system via a web portal to enter or update their

details, but they will need to complete their registration through authorised businesses and other partners. The regulator will set the standards for assessing individuals, and apply the standards for qualifications set by an industry-led skills organisation.

The Private Security Industry Act 2001 requires the SIA to set and approve standards for training, but development of competency specifications has always been undertaken in consultation with stakeholders and based on industry best practice. We propose to transfer the development of the standards that are used for the licence-linked qualifications to a suitable industry skills body.

This means that industry will set the training requirement for a licence, which will help ensure that training is relevant and meaningful for individuals and reflects industry requirements.

BUSINESS AS USUAL Formal proposals from the Home Office will go out to public consultation in November and will be subject to final approval from ministers. We will continue to work with and listen to enforcement partners, security suppliers, security buyers and front line staff to ensure that their needs are incorporated as the developments for the future of the industry continue. Raising standards, and combating criminality, especially organised crime, are essential to what the Government wants the SIA to continue to do in the future. L FURTHER INFORMATION www.sia.homeoffice.gov.uk Follow us on Twitter: SIAuk

Please contact LDK Security Group Ltd for all your security needs because we will provide tailored services especially for you.

We specialise in: ● Manned Guarding ● Retail Security ● Car park management guards

● Store detectives ● Patrol guards ● Construction security

We use BSI 7858 screening and vetting standards in our recruitment and training. Our management quality is tested for ISO9001:2008 and S.I.A Approved Contractor Scheme certification.

www.ldkgroup.co.uk info@ldkgroup.co.uk 01908 821078 / 07833 231750 Volume 19.6 | GOVERNMENT BUSINESS MAGAZINE

39

X-MIL is an award winning professional security specialist currently rated by the SIA in the top 5% of approved security companies within the UK Our team consists of ex Military personnel with a very strong emphasis on delivering an uncompromising level of service to its customers.

Utilising the current global market leading IP management software, we offer a highly flexible approach to alert based, real time monitoring. This enables integration with point of sale, access control, automatic gates, lighting, fire, intruder alarms, and biometrics thus allowing you to save money and energy through efficient management.

Close Protection & Residential Security Teams Personal and residential security demands a highly trained operative or team to ensure the protection of an individual, property or assets. It is the priority of the Personal Protection Officer to reduce the risk of potential and likely threats via risk assessments and to be able to react accordingly.

CCTV Our 24hr Monitoring Stations are located across the South of England and are currently operating across the UK and Europe. Our dedicated team currently monitor a whole range of residential properties, equestrian centres, retail outlets, prestigious car showrooms and fleet trackers. X-MIL utilise Video Management Software which is the leading global developer of sophisticated video surveillance. This ensures that our clients are provided with the highest security possible, enabling integration with a whole host of security services such as access control, automatic gates, security lighting, fire & intruder alarms, analytics and biometrics.

X-MIL Limited holds SIA approved contractor status for the provision of: CCTV, Close protection, Manual guarding, Key holding

An example diagram of a typical Office and Warehousing unit designed and protected by X-MIL. Access Control Our access control systems are energy efficient to reduce company costs.

Our systems can reduce your costs by controlling your lighting, heating, air conditioning, alarms and CCTV as well as securing your property and managing access either locally or remotely via our 24hr control room.

Mobile Patrols We endeavour to provide you with the right security solutions for your needs.

From sporadic mobile patrols to avoid routine or a more frequent presence, X-Mil’s officers and fleet are efficient, dynamic and provide you with an electronic tour report using out time management software.

Key Holding & Alarm Response Responding to your security activations is paramount and can often be overlooked.

We offer a hassle free solution where we attend your site on activation of the alarm and ensure it is safe and secure. From false alarms to securing the premises, we are able to save you time and give you peace of mind.

For more information please call 0800 999 77 99 or email information@x-mil.co.uk Telephone: 0800 999 77 99 Email: information@x-mil.co.uk Web Site: www.x-mil.co.uk

Unit 1C Henley Business Park Pirbright Road Guilford, Surrey GU3 2DX

Registered in the UK no. 7201231. VAT Number GB 104855620.

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

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Are you prepared for the every day occurrences?

Accidents and illnesses happen every day. Some people need only a helping hand while others may suffer serious permanent injuries without help. By mastering Emergency First Response Primary Care (CPR) and Secondary Care (first aid) course skills you can render important care to Pass Training Consultancy delivers a rangeoffered at are: parking enforcement IT specialist, Imperial those in need.

Current courses of courses including civil enforcement

• officer, First Aid at Work health & safety and notice processing • training.

Upskilling Supervisors TheDoor company also provides conflict • management Conflict Management courses for clients in the private public sector local government, • and Emergency Firstincluding Aid at Work parking industry and security sectors.

• the Food Safety for Retail Mark Cox, of Pass, says • Health andmanaging Safety indirector the Workplace the company’s Chartered Institute of Personnel • Risk Assessment and Development (CIPD) training consultants • engage Security Guarding with its clients to ascertain their • training Team Leading Principles and development needs. “Within • these Certificate Management traininginprogrammes we offer the use a variety ofSafety tools including psychometric • of Health and for Catering Cox says.

“These assist in producing • testing,” Health and Safety for Retail learning resources and facilitate • self-managed Manufacturing learning, with training courses designed • group Practical Operation of CCTV Equipment to meet your staff and organisations needs.”

• Working as a CCTV Operator Pass works as a training provider for South • Thames Working as a Security College, which hasOfficer strong links with the security and parking sectors.

Civil Enforcement Solutions (ICES), has used the

• Fire Safetytrainers.

Awareness company’s • Activity First of Aid “The quality the training that ICES notice • Door Supervision processing staff receive is very important to us,” says Ellis. “We entered into a contract • Food Safety for Manufacturing in 2009Safety with South Thames College who put • Food in Catering us onto one First of their • Paediatric Aidtraining provider, Pass Training Consultancy. We discussed our training • Safe Moving and Handling needs with Pass, who agreed to provide an • Control of Substances Hazardous to Health industry leading qualification in the form • Team Leading of the NVQ Business Administraion, which • Health and Safetyprocessing. for Caterers specialises in notice The course was delivered in a timely professional • Health and Safety for and Manufacturing manner and has improved beyond doubt the • Catering professionalism of of all the staff have far • Management Illness andwho Injury in so Activities undertaken the NVQ. • Safety Awareness for Door Supervisors “Being an accredited City & Guilds NVQ, the • Working as a Door Supervisor qualification further enhances each individual • Working in the Private Security Industry staff member’s qualifications and is of value to them of the equivalent academic standard as

ForLouis more details on pocessing these and formanager a full list offive our courses, visit our website at Ellis, business unit GCSE’s.” www.passtrainingconsultancy.co.uk

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PASS TRAINING - FULL PAGE.indd 1

10/11/2010 09:32

Don’t gamble with your fire risk assessment!

If you are responsible for a business premises, the law requires that you have a fire risk assessment. To find competent providers, you need BAFE.

At present there are no adequate means to ensure the competence and reliability of a company commissioned to carry this out.

BAFE scheme SP205 has been developed Under the provisions of the Regulatory Reform specifically to address this situation, and will provide reassurance to the Responsible Person (Fire Safety) Order 2005, the Duty Holder or that they are doing everything possible to Responsible Person for a building is required meet their obligations. to make a Fire Risk assessment to clarify the fire precautions necessary to ensure the safety So don’t leave everything to chance. of staff, customers and property.

Make sure that your suppliers are registered with BAFE.

42

GOVERNMENT BUSINESS MAGAZINE | Volume 19.6

www.bafe.org.uk T: 0844 3350897 E: info@bafe.org.uk Bridges 2, Fire Service College, London Road, Moreton-in-Marsh, Gloucestershire GL56 0RH

HARD WIRED ALARMS

Fire Safety

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

HARD WIRED FOR SAFETY

Shouldn’t hard-wired smoke alarms in rented accommodation be a legal requirement? asks Graham Ellicott, ceo of the Fire Industry Association

FIRE SAFETY BILL Adrian Sanders, MP of Torbay, sponsored the Fire Safety (Protection of Tenants) Bill which had its first reading in the House of Commons on 30th June 2010. The bill arose following a fire in October 2009 which killed two children in a housing association property located in Adrian Sander’s Torbay constituency.

However, the Government disagreed and the second reading of the bill was delayed on several occasions. Eventually, in March this year, the bill failed to complete its passage through the House of Commons and could therefore make no further progress. Had the bill

received Government support it is likely that it would have eventually become law. I find it difficult to see any reason why the Government should have failed to support the bill, other than political dogma; the question of extra regulation and red tape problems for landlords.

At the time of the fire, a Devon and Somerset Fire and Rescue (FRS) spokesman said, “There were no smoke alarms in the property. This is an absolutely horrific incident, the worst that I have been confronted with in 26 years.”

Fire deaths in rented accommodation continue to be a serious problem in the UK, earlier this year Penelope Schofield, Coroner for West Sussex, asked the Government for hard-wired smoke alarms be made a legal requirement for private rented accommodation.

This request follows three separate fire deaths in West Sussex in recent years where battery operated smoke alarms were fitted but the batteries had been removed.

VULNERABLE The West Sussex Coroner is quoted as saying, “We’ve got to remember the private rented sector houses some of the most vulnerable people in society.” Ms. Schofield went on to say, “You may have people who have alcohol problems, who would rather spend the money on drink than fitting a new battery; you’ve got

elderly people suffering with dementia, they might not even realise that the battery is no longer working or that the battery has been removed.”

Now that Penelope Schofield has asked the Government for hard-wire smoke alarms in rented properties, perhaps they will think again and remove their dogmatic political stance on regulation for this life-saving measure.

Indeed, it’s not as if the landlords are against the suggestion of hard-wired smoke alarms.

Commenting in a BBC report in August this year, after the West Sussex’s Coroner’s actions, a spokesman from the Residential Landlords Association commented that making mainsconnected smoke alarms a legal requirement of private landlords was a good idea.

In summary, the government could have done something about hard-wired smoke alarms in rented accommodation via Adrian Sanders’ proposed Bill but chose not to, meanwhile people are still dying unnecessarily. It is often said that the true test of any civilised society is how it treats its most vulnerable. The FIA believes that it’s now time for the Government to take a lead on this issue rather than hiding behind the extra regulation excuse that is often trotted out whenever there’s a serious (and in this case life-saving) decision to be made. L

Written by Graham Ellicott, chief executive officer, Fire Industry Association

I recently attended a joint fire services and trade seminar in Scotland, in part, to hear Devon and Somerset Fire and Rescue Service’s (DSFRS) Fire Safety and the Private Rented Sector presentation. The presentation gave an update of their work in this area which was backed by Adrian Sanders’ MP Fire Safety (Protection of Tenants) Bill.

This update described DSFRS’s unique toolbox approach to fire safety in rented accommodation which followed their presentation back in May 2011 to the ‘All Party Fire and Rescue Group in Westminster. Their presentation called for the fitting of hard-wired smoke alarms in rented accommodation; it contained detailed compelling evidence gathered throughout the UK which indicated that the fitting of hard-wired smoke alarms in rented accommodation would save 20 or more lives per year. It also suggested that this was a cost effective measure to further drive down the annual number of fire deaths.

Indeed, Building Regulations require the installation of automatic smoke detectors to new dwellings, loft conversions and circulation spaces to extended dwelling. All dwellings are to be fitted with a fire detection and fire alarm system in accordance with BS5839-6: 2004-Grade D-category LD3 standards.

FURTHER INFORMATION www.fia.uk.com

Volume 19.6 | GOVERNMENT BUSINESS MAGAZINE

43

LONE WORKING

OFFICE ENVIRONMENTS: ALONE BUT SAFE?

Any risk assessment for an employer working alone in an office or in any location should assess whether the conditions they’ll be working in are normal or abnormal, and whether they are hazardous – both in terms of the type of people they face, and the physical conditions of the area such as lighting and office location.

In the case of those working for a local authority the number of job roles which involve lone working can be vast, from customer service representatives working in district offices to housing officers visiting tenants at their properties.

Jane White, research and information services manager for the Institution of Occupational Safety and Health (IOSH), said: “On the whole, people classed as lone workers either work on their own within an establishment or are mobile, working on the road or from home.

“However, some employees may be working alone because they work outside of normal hours or because their circumstances dictate that they need to.”

Employees subject to the most risk are those who have close contact with members of the public, where they may be threatened by abuse or attack. Steve Sumner, chair of the IOSH Public Service Group, said: “More often than not staff who work alone but interface with service users and the public generally face an increased risk of abuse or actual violence because they don’t have the immediate support of colleagues or others, such as security staff if an incident occurs.”

It is often perfectly safe to work alone. The law requires employers to think about and deal with any health and safety risks before people are allowed to work alone. Under the 1974 Health and Safety at Work Act, employers have a responsibility for the health safety and welfare of all their employees. They are also responsible for the health and safety of all those affected by their work activities, for example any self-employed people they engage with and visitors such as contractors.

Steve added: “The risks associated with lone working vary depending on a job role. They can be minimal or significant, predictable or unpredictable.

Whatever the activity, it’s essential the risks are adequately and appropriately assessed before the it commences.

“Council workers can be particularly at risk when they are delivering bad news for example, regarding the removal of a service previously provided. Clients and their family may get upset and angry and become abusive. Regulatory staff such as environmental health officers and trading standards officers may also be at significant risk especially when visiting premises in E

Volume 19.6 | GOVERNMENT BUSINESS MAGAZINE

Jane White, IOSH

Thousands of lone workers, those who work by themselves without close or direct contact with colleagues, are at risk each year of falling victim to verbal abuse, a physical assault or an accident during work hours. Jane White of IOSH elaborates on how to mitigate the risk

Health & Safety

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

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LONE WORKING E the evening. However, other roles such as cleaners working out of hours may be very safe but simply need some way of summoning help should something happen.”

ASSESS THE LONE WORKING RISKS Employers need to investigate significant hazards faced by the lone worker and assess the risks involved both to them and those affected by their work. However, when the situation escalates and the risks change rapidly the staff at risk should be skilled in using a dynamic risk assessment to enable them to recognise the need to remove themselves from the situation.

Any risk assessment for an employer working alone in an office or in any location should assess whether the conditions they’ll be working in are normal or abnormal, and whether they are hazardous – both in terms of the type of people they face, and the physical conditions of the area such as lighting and office location. Lone workers in local government may have to refuse appointments, reject applications for benefits or generally give bad news that may change a person’s life – all of which can spark emotional reactions that they need to be trained to deal with and diffuse. Staff should also be trained in how to deliver bad news to reduce the risk of angry reactions.

Jane White said: “It’s vital that the steps any government authority puts in place to safeguard their workforce are kept under constant review. This will involve changing and improving risk assessments to reflect the experiences of the individual, their needs and additional intelligence which may require the assessment to be changed.

“Lone workers need to be provided with extra support to alleviate risks to their health or safety. Employers need to ensure that they’re empowered through training, to equip them with the knowledge of how to deal with hazardous situations should they arise.”

“Group training is an ideal way to share and learn from experiences of this type of work, helping people pool

suggestions on the measures that can help to overcome problems. After all, good communication is the most important aspect of looking after lone workers.”

Learning from experience is one of the best ways of avoiding problems in the future, so organisations should not just report incidents and file them away – they should be used to improve lone working policy to avoid similar problems in the future. Encouraging a risk and incident reporting culture is important, and collecting information from other stakeholders who witnessed or dealt with incidents should provide key information for strategy in the future.

Health & Safety

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

Jane said: “IOSH urges companies to adopt sensible control measures that don’t unnecessarily alarm – they must be practical and proportionate. However, employers must remember that technology shouldn’t be used in isolation, or as a substitute for proper training and techniques. It’s an added layer of protection that adds value and can make the difference in a worst case scenario.”

COMMUNICATION – A KEY ROLE Communication plays a key role in protecting lone workers. Steve said: “Managers and colleagues of lone workers must have systems to enable them to know where a lone worker is, what they are doing and if they are working remotely, when they are expected back. If staff are working late in the office then mechanisms should be

NEW TECHNOLOGY There are a large number of new technologies available on the market to assist in reducing risks to lone workers. These devices include smart name badges that operate using mobile phone and GPS technology which some employees might find intrusive and computer systems where people regularly log in to show they are safe, starting a chain reaction of emergency procedures if they don’t. Simple things such as speed dial buttons on mobile or desk phones, panic buttons that link to a base or the police or sharing electronic calendars can help reduce risks or summon help more quickly. A panic alarm which sets off a loud noise can also be effective.

‘Buddy’ systems can be useful as they enable a lone worker to keep in regular touch with another employee. This ‘buddy’ will know the places, times and people that their colleague is coming into contact with and will be able to raise the alarm if an expected call or form of contact is missed. in place to ensure that the duty building manager is aware they are on site and when they have left the building.

‘Buddy’ systems can be useful as they enable a lone worker to keep in regular touch with another employee. This ‘buddy’ will know the places, times and people that their colleague is coming into contact with and will be able to raise the alarm if an expected call or form of contact is missed.”

However, it is essential to understand that these devices must be considered in addition to robust procedures and not relied upon as the sole solution to the risks posed. Staff may also find training in diffusion techniques useful but they must recognise when it is time to leave or summon assistance. L FURTHER INFORMATION tinyurl.com/c58qv5z

Slingsby prepares for salt demand over winter Now winter is setting in, workplace equipment provider Slingsby is preparing for the increase in demand for winter products that the cold weather brings. Along with a wide range of winter items such as grit bins, shovels and vehicle aids, its salt distribution centre and bagging plant enables the company to provide next day delivery anywhere in the UK on salt in quantities ranging from 5kg to 1 tonne bags.

Lee Wright, marketing director of Slingsby, which supplies more than 35,000 workplace products through its catalogue and website, explains: “In recent years there have been major salt shortages and as the UK’s leading

workplace equipment provider we decided to tackle the problem head on. We are able to process all quantities of salt and we’re currently supplying it to a wide range of customers that have car parks, walkways and outdoor areas.”

Lee adds: “Every year we continue investing in our product ranges in order to meet the demands of the market and our winter product range is now vast.

We also supply snow shovels that are specifically designed to be lightweight and ergonomic making it easier to move snow and reducing the need to bend.”

FURTHER INFORMATION www.slingsby.com

Volume 19.6 | GOVERNMENT BUSINESS MAGAZINE

47

Pensord Print Power ad issue 4 ad steve:Pensord Print Power ad issue 4 ad 08/10/2012 11:14 Page 1

Putting our customers first, has put us first!

BPIF Company of the Year 2012 The BPIF awards judges said: “Pensord took 1st place through a combination of a strong financial performance, allied to a clear sense of social and environmental responsibility in a relatively deprived area of the UK. However the key differentiation was their courageous acceptance of a digital strategy in recognition of the inarguable point that print is changing, and the successful print company needs to go with this change, rather than fight it.�

Thank You BPIF. We think that says it all!

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Thanks to our Pensord team members who appear left to right: Gary Best (Business Development Manager), Cathy Hewitt (PA to Managing Director), Krystian Groszyk (Mailing Operator), Sheryl Fears (Receptionist), Chris Pulley (Shift Performance Manager), Caryll Maggs (Accounts Manager)

GREEN PRINTING

STEPS TOWARDS A LEANER, GREENER PRINT INDUSTRY

The print and media industry is now the UK’s fourth largest industrial sector. The UK print sector alone has over ten thousand companies and employs in excess of 140 thousand people. Despite the rise of other media – including the internet – the industry is still responsible for multibillion annual sales and an import export surplus of close to a billion pounds.

Recent independent surveys continue to demonstrate print media as an effective medium for ensuring messaging is clearly communicated and most marketing and communication managers still see print as a core element in their

campaigns. Due to the success of cross European campaigns, many of the myths associated with the unfavourable environmental comparison between print and digital media have been dispelled.

RESPONSIBLE USE OF PRINT “Two Sides” as an organisation was created in 2008 with members from the Graphic Communications Supply Chain including forestry, pulp, paper, ink, chemicals, pre-press, press, finishing publishing and printing with a common goal to promote the responsible production and use of print and paper and to dispel common environmental misconceptions by providing users with reliable information on why print and paper is an attractive practical and

sustainable communication medium.

Its website – www.twosides.info – provides a wealth of information supporting its mission and its “Myths and Facts” section provides the data to combat so called “green wash”.

Print and paper manufacture through continual investment in changing technologies and processes has significantly reduced its environmental impact and each member within the supply chain has an excellent story to tell in terms of both material usage, and process improvements. Whilst some of these initiatives have been driven by legislation most have resulted from the industries drive towards Corporate Social Responsibility.

Wood and recovered paper are the base raw materials that provide fibre for paper making. Sustainable forestry and paper recovery systems are at the heart of paper production. Most virgin paper used in the UK is sourced from sustainable forests and the industry has an outstanding record for recycling. The life cycle of wood fibres is extended by using recovered paper in the production of new paper. In Europe collection rates have now reached 70 per cent. E

Volume 19.6 | GOVERNMENT BUSINESS MAGAZINE

Written by Kathy Woodward, ceo, The British Printing Industries Federation

The British Printing Industries Federation explains how the UK’s fourth largest industrial sector is managing to keep things as green as possible by environmental reporting and promoting the responsible production and use of print and paper

Printing & Publishing

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

49

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

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Specialising in transactional and volume digital printing for Local Government funded organisations 01962 870099 hps@hants.gov.uk www.hants.gov.uk/printing Elizabeth II Court South, Lower Ground Floor The Castle, Winchester SO23 8UJ

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GOVERNMENT BUSINESS MAGAZINE | Volume 19.6

GREEN PRINTING E The industry has worked hard with collection agencies to reinforce the need for appropriate segregation to ensure maximum use is made of this important recycling material.

The EU has stipulated that by 2020 twenty per cent of all energy will be from renewable sources such as wind, solar energy and bio energy. The last category is likely to include the incineration of wood and recovered paper.

The industry is canvassing to encourage a hierarchy of use to combat the diversion of wood pulp to fuel prior to printing.

Whilst the print and paper industry is an intensive user of water it is not a large consumer. The investment in modern water treatment plants by many producers means that over 90 per cent of water used is returned to the water system from where it was extracted in many cases in better condition than its original content.

Paper-making is an energy intensive activity but progress has been made in reducing the impacts through the use of bio energy the installation of CHP plants and production efficiencies across the full production cycle.

The newly-introduced EU Timber Regulations places a set of requirements on those using imported timber based products taking away some of the voluntarism of the above schemes.

Carbon measurement has over the last decade played an increasingly important role in the reporting of environmental impacts. In 2007 the United Nations Intergovernmental Panel on Climate Change highlighted their global impacts. They identified the primary cause of climate change as being Greenhouse Gasses.

These are produced in nearly all human activities including agriculture, transport, sewage treatment, and energy generation.

(There is a direct correlation between CO2 carbon fossil emissions and energy consumption.) The Kyoto treaty set targets for the reduction of greenhouse gasses.

Whilst improved energy efficiency is the fastest and cheapest way to reduce CO2, most companies within the industry are now looking to a more integrated approach to managing their environmental impacts and efficiencies and are adopting a range of environmental standards including EMAS (Eco Management and Audit scheme). This is a voluntary

There are currently a number of models and philosophies for calculating a carbon footprint, and the BPIF is currently working with a number of suppliers to define a definition and process to suit the needs of the UK printing industry.

UNDERSTANDING SUSTAINABLE PAPER Understanding sustainable paper procurement including Forest certificates can seem daunting. The two most established endorsements are The FSC and PEFC certifications.

The Forest Stewardship Council, which provides global standards for forest management, encompasses a balance of environmental social and economic aspects.

The well being of forest communities and eco‑systems is as important as replacing trees in ensuring the future of the world’s forests.

The FSC system also provides a way of tracking forest products through independently verified Chain of Custody Certification.

This has to cover every stage in processing, conversion, distribution, and printing before the final product can carry the FSC label.

FOREST CERTIFICATE SCHEMES The Programme for the Endorsement of Forest Certificate Schemes is an independent non profit; non governmental organisation founded in 1999 which promotes sustainably managed forests through independent third party certifications.

The PEFC provides an assurance mechanism to purchasers of wood and paper products that they are promoting the sustainable management of forests.

initiative designed to improve companies’ environmental performance. Its aim is to recognise those organisations that go beyond minimum legal compliance and continuously improve their environmental performance.

In addition it is a requirement of the scheme that participating organisations regularly produce a statement that reports on their environmental performance. It is this voluntary publication of environmental information, whose accuracy has been independently checked by an environmental verifier, that gives EMAS and those organisations that participate – approximately 110 in Europe so far – enhanced credibility and recognition.

ISO 14001 standard represents the core set of standards used by organisations for designing and implementing an effective environmental standard whilst the BPIF Environmental Health Check questionnaire has fifteen sections and one hundred and ten elements to direct an organisations evaluation of their environmental performance.

FIVE STEPS IN WASTE MINIMISATION Each of the above approaches identify with the five steps in the successful minimisation of waste: gather available information, identify opportunities and prioritise, make initial savings, measure savings, review to identify the next focus areas.

And underpinning the steps are the principals of the Four Rs: systematically conserve resources through redesign, reduce waste, re-use materials where practical and recycle through the effective collection and separation of materials.

An integrated approach to the total supply chain of waste undoubtedly delivers improved business efficiency.

Printing companies recognise these as: cost savings from waste reduction reuse and recycling and lower disposal costs; reduced purchasing costs from using less ink, paper, solvent, water and energy; reduced volatile organic compound emissions; Improved product quality and process control; Providing a basis to comply with regulations; Reduced insurance premiums; Improved brand image and differentiation to customers financial and investment institutions, neighbours and regulators.

Printing & Publishing

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

DEFINING A CARBON FOOTPRINT There is a plethora of other terminology that has emerged as climate change and other environmental drivers have gained visibility across the globe.

Carbon footprint is a frequently used term that has no precise scientific definition for fossil CO2 emissions.

A commonly accepted description is: ‘The carbon footprint is a measure of the exclusive total amount of carbon dioxide emissions that is directly and indirectly caused by an activity or is accumulated over the life stages of a product (ISA Research Report, 2007).’

There are currently a number of models and philosophies for calculating a carbon footprint and the BPIF is currently working with a number of companies and suppliers to define a definition and process to suit the needs of the printing industry.

Often associated with carbon footprint is the term ‘Carbon Neutral’ – this is defined as no net carbon emissions across a producer’s entire life cycle either for a total process or a total product. The term carbon neutral allows a company to negate the creation of its carbon by avoiding the release of or removing from the atmosphere the same amount of carbon somewhere else. The Kyoto treaty mandates that this must be ‘real, verifiable and additional to what otherwise would have occurred.’

Each of these initiatives plays an important role in developing strategies that not only address the role of products in effectively taking messages to the aimed recipients but also do so in a ‘Corporately Socially Responsible’ way.

The European Printing and Paper Industry have an excellent track record.

Visit the Two Sides website for more details with a whole range of data to substantiate the value of the industry. L FURTHER INFORMATION www.britishprint.com

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When you use Lamport Gilbert, you are working with one of a leading group of printers, with the latest colour management technology and many advanced techniques to produce higher standards.

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GOVERNMENT BUSINESS MAGAZINE | Volume 19.6 52 LD Ad 2.indd 1

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THE WAY WE PRINT IS CHANGING Sometimes it takes a step back to realise our print processes are stagnant. The BPIF discusses how an independent consultant can help organisations transform the way they print and save money According to Department for Business, Innovation and Skills (BIS), the definition of a mentor is ‘an experienced person acting as a sounding board and a critical friend to help someone develop their abilities’.

The definition of a coach is ‘someone who assists individuals and teams to improve performance’. And a business advisor is ‘an expert who recommends best courses of action.’

Research shows that whilst nine out of ten business people who have engaged a business mentor have seen a benefit, use of mentors is still relatively low, with only seven per cent of small and medium size businesses having employed one in the last twelve months. Mentoring, coaching and business advice can be complimentary

elements in a programme of business support and can provide the essential independent input of an experienced practitioner to significantly move businesses forward – particularly during periods of change.

Printing & Publishing

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

BECOMING A MODERN PRINT FACILITY Long term BPIF consultant, Chris Springford, suggests that it is important not to get tied up in text book definitions of different types of input, but to accept that businesses will look for different contributions at different stages of organisational development and the most important factor is to gain trust.

Springford gives as an example his long‑term relationship with a specialist government printing facility, which over the last decade has been transitioning from a very traditional pre‑press and litho operation totally focused on ‘printing for stock’, towards a wholly digital printing operation. The aim of the project is to use the flexibility and speed of inkjet printing for short-run work to achieve a balance between print on demand and E

Mentoring, coaching and business advice can be complimentary elements in a programme of business support and can provide the essential independent input of an experienced practitioner to significantly move businesses forward – particularly during periods of change.

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GOVERNMENT BUSINESS MAGAZINE | Volume 19.6

PRINT TRANSFORMATION

Technology Strategy Board announces £7 million 3D printing competition

The transition that was asked for by a specialist government printing facility was a massive cultural change programme, which required buy-in from the IT, pre-press, printing, finishing and logistics departments, as well as those departments interfaced with on a daily basis.

E minimal stock holding solutions to maintain the ‘supply on demand’ service.

The first step in developing their transition programme was to project their future market demand using technology to provide increased printing and finishing capacity to reduce the impact of their volume requirements. They then wanted to consider the best option to deliver the requirement from developing the current facility to outsourcing the whole operation; and finally they wanted to ensure that change programmes were implemented effectively with no disruption to service, delivering maximum value for their commissioners.

They needed support in looking at the full lifecycle of their production processes from pre‑press through production to final distribution. They wanted to embrace within their processes best practice in data management, print and finishing quality, environmental and colour management practices. It was also critical that their data systems allowed them to maximise their flexibility to embrace both litho and digital solutions.

Springford not only brought his vast experience of UK transition projects but also researched cutting-edge solutions globally and, having experienced a similar service in the USA, was able to discuss with the team alternative multi-media solutions.

EMBRACING THE CHANGE This was a massive cultural change programme that required buy-in from not only the IT, pre-press, printing, finishing and logistics departments but also from the departments they interfaced with on a daily basis.

Springford says: “It has been a fascinating development that has generated multi‑million pound savings for the operation, requiring a transformation in

skill mix, and an enhanced approach to key performance management. Whilst the result is all encompassing, in reality we have assisted in implementing nearly twenty development projects each owned by the local teams, tailored to their specific requirements.

Everyone has had the opportunity to contribute to both project development and implementation to gain an understanding of how the different processes, procedures and standards combine to deliver best-in-class results in terms of uncompromising quality and cost effectiveness.”

Having fully evaluated likely change requirements, the project team is now specifying the requirements for the next generation of digital equipment with in-line and offline finishing, and Springford is working with them to ensure that they maximise the opportunity of the tendering process to continue their great success story.

MENTORS, COACHES AND ADVISORS In summary, during the project each of the hats has been worn – mentor to the managers and project team by bringing commercial manufacturing know-how to a major change programme; coach to the management teams as they looked to improve their performance; and business advisor in assisting with the development of the business case to put to tender using the OJEU (Official Journal of the European Union) process, evaluating supplier options and pulling together their business proposals for new investment.

Mentor, coach and business advisor, and finally champion as the team successfully won the financial support to continue to develop the in-house solution rather than outsource. L

FURTHER INFORMATION www.britishprint.com

Printing & Publishing

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

The fund is for projects that tackle problems around cost, materials, prototypes and other issues that are currently holding back 3D printing. Recognising the value of 3D printing for rapid prototyping, the Technology Strategy Board (TSB) says it wants to ensure the technology is used to enable new approaches to design, manufacturing, and distribution of ‘end-use components and consumer goods in a wide variety of global market sectors from aerospace to jewellery’. Problems highlighted include high cost, inconsistent material properties, lack of applicable industry standards, unexpected pre-and post-processing requirements and the failure to exploit the new design freedoms offered by 3D printing. The Inspiring New Design Freedoms in Additive Manufacturing competition is focused on innovations to help businesses bring components and consumer items made by 3D printers to market more quickly.

Universities and science minister David Willetts said: “3D printing technologies offer huge potential for UK businesses to compete successfully by embracing radically different manufacturing techniques that could be applied across a wide variety of global market sectors, from aerospace to jewellery.”

Iain Gray, chief executive of the Technology Strategy Board, said: “By working together to stimulate innovation in this exciting and challenging area, we aim to accelerate the transition from fundamental research to the creation of new design, production and supply chain competences, capitalising on work we have previously funded.

“We want to make the UK a world leader in 3D printing. We are setting our sights high.”

The TSB is offering grants of between £50,000–£750,000 for collaborative business-led proposals which must include one other non-academic business partner. There is a particular focus on industrial research. Proposals can be made from 3 December 2012 – 23 January 2013.

FURTHER INFORMATION www.innovateuk.org

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BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

In 2010, Robert Beaton and Philip Pearson (owners of Swallowmax Ltd.) set out on a path to modernise the company through expansion and also being mindful of its environmental impact. At that time Swallowmax was a B2 print company with ancillary repro, finishing and bindery equipment to support its core activity, however it can now boast of chemical free plate making, in house digital press, laminating, large format poster and banner production (using Eco-solv inks) with specialist digital die cutting plotter and in line booklet maker.

Swallowmax recognised that climate change is a global problem. As an expanding business Swallowmax was committed to minimise its contribution to climate change and to meet this challenge its aim was to achieve a high status with a carbon reduction programme reducing its carbon footprint by 15% within 3 years from its current footprint of 52 tonnes of CO2e.

Swallowmax achieved the Carbon Smart Award by meeting these objectives.

Consider Swallowmax for your next printed project and see how your image can be improved to make the perfect impression of your company.

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GOVERNMENT BUSINESS MAGAZINE | Volume 19.6

Best-price printing in the heart of the capital Due to Rochaprint’s location within the City of London, it has been well placed to serve the business/ financial and public sector communities of the capital.

It has a vast portfolio of blue chip clients with a core of loyal customers who have been built up over the years.

Rochaprint has consistently strived to obtain the best prices from its suppliers, enabling them to pass savings onto its clients. What’s more, it offers quick turnaround times, thereby providing excellent value and customer satisfaction.

During the last three years Rochaprint has moved in tandem with its printing services to develop exhibition support services to assisit several of its housing associtation clients.

The company now provides personalised marketing materials, exhibition stand printing and supply, transport and set-up of stands and

marketing materials to and from the exhibition.

And, the company can supply staff to assist with bagging of marketing materials and exhibition stock control.

Rochaprint is now predominatlly a digital print business with a smaller litho facility. Its key areas of print expertise are in high volume black and white with interposed colour pages, ie: one off manuals/training guides, short run colour brochures, wide format posters, pop-up stands and printed promotional products.

FOR MORE INFORMATION Tel: 0207 377 1510 Mob: 07958 329 697

PM Cameron applauds Windrush’s 40 years in print and design This year Windrush Group in Witney celebrates 40 years of design and print, a magnificent achievement in such hard times especially in this business sector.

As part of its celebrations, the company held a 1972 inspired open day inviting clients old and new to see just how far they have come and to look at some of the new technology that has kept it at the forefront after so long. New introductions such as digital printing, large format printing, banners and exhibition materials, and a strong design team, have ensured that Windrush survive and thrive in tough economic times.

Prime Minister and local MP David Cameron, paid a special visit on our open day, to see for himself first hand how it was all done. Cameron said: “I was delighted to be able to join the Windrush Group in their celebrations of forty years in

the print industry. The group, which has remained at the forefront of the industry, is a fantastic example of what can be achieved in a difficult economic climate. I know how much hard work has been put in by all the staff and it is great to see the rewards of these efforts.”

FOR MORE INFORMATION www.windrushgroup.co.uk

A global, eco-friendly, award winning print and communications company

Exciting digital and large format print company with new ideas

DG3 is a leading communications and marketing solutions provider with over 30 years experience in producing fast turnaround communications with locations across four world regions.

The company operates around the clock from the most active global business centres, producing time-critical publications and solutions to the highest standards for local and international audiences.

Sectors include financial services, local and central government, construction, major retailers, education, charity and blue chip organisations.

DG3’s services range from pre-press and design to litho, digital and large format printing, finishing and fulfilment through to local and global distribution.

Accredited to ISO 9001 quality standard, ISO 14001 environmental standard and FSC/PEFC certified, the company only uses vegetable based inks and sources all paper from

Fuzz Digital is a design and print company offering a wide range of products. Some of the items it offers are CD & DVD duplication and related packaging, business stationery and forms, exhibition graphics, promotional items, such as branded mugs, keyrings, along with printed clothing and work wear. Housing an in-house design studio means the company can handle your job from concept through to completion. Offering a quick turnaround due to offering many finishing lines inhouse allows Fuzz Digital to be competitive whilst turning your job around in the quickest time possible. Working with suppliers of materials and machinery, the company is looking at ways to recycle more waste and be more efficient in the ways it works and the machinery it uses. Fuzz Digital

responsibly-managed forests.

All energy used on site is 100 per cent renewable. Recent achievements include winning the coveted global Xerox Best-of-the-Best Contest for Overall Solution Provider and Best Collateral category.

In 2011 the company introduced its interactive solutions service to provide mobile marketing communications that are fully integrated into its offset print, on demand print, web and email reach, allowing our clients to seamlessly connect and interact with their audience.

Printing & Publishing

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

prides itself on its client base, as having a high level of repeat business proves its customers are happy to keep working with the company. Fuzz Digital is soon to launch an interiors arm to the business offering bespoke printed wallpapers, cut vinyl wall art and acrylic art, allowing the client to have any image turned into a stunning piece of wall art, something that you will gain pleasure from everytime you look at it. This will cover both domestic and commercial, ranging from a new york skyline, through to a family portrait or simply a company logo gracing the walls of the office.

FOR MORE INFORMATION Tel: 01274 480888 www.fuzzdigital.co.uk gemma@fuzzdigital.co.uk

FOR MORE INFORMATION Tel: 020 7531 0528 lisa.marshall@dg3.com www.dg3.com

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Bridging the language gap in multicultural Britain to facilitate the direct delivery of public services It is a common problem faced by all public organisations – how to deliver services to the customer where direct communication channels are broken. In multicultural Britain, the language barrier is an everincreasing problem for service providers. It is accepted that multi-language provision is now an on-going element of any effective service delivery. But the language barrier is not restricted to nationality or dialect – a communication gap exists between two parties who, for any reason, cannot converse directly, such as individuals with speech or hearing impairments. Surely, in such situations, having an interpreter present solves all these problems? Yes, but only where practicality and budget pose no issue. It is worth considering that the costs to the public sector in providing translation services alone throughout 2010 amounted to approximately £140m. Various technologies exist today and are used around the world to facilitate direct communication between two parties for whom “language” is a barrier. The question is why aren’t we making better use of them?

DSPG Telecom is a technology and service partner to major telecommunications providers, offering relay technology that enables live translation over various media – text to voice, voice to text, text to text – and on different platforms, such as smartphones,

computers or tablets. With the aid of voice and real-time character-by-character text transmission, it’s possible to facilitate direct communication between two individuals speaking different languages in the same manner that it’s been used to enable communication between persons with speech or hearing impairments.

For example, a non-English speaker attends a consultation with their GP. Rather than having to book a translator in advance, the conversation would take place with the aid of a remote translation service. The patient uses a phone to speak to a translation service operator who interprets and then types as live text which is displayed on a tablet or computer used by the GP. The operator then reads the GP’s reply back to the patient.

This method presents a number of advantages, such as effective and accurate adhoc translation, the automatic recording of a conversation for audit and assurance purposes and potentially significant reductions in overall costs. It also allows users to access relevant institutions with less pre-planning and no further need of advance interpreter bookings.

Having considerable experience in this technology field, DSPG Telecom

Printing Excellence

Doing it the greener way

believes that remote live translation would be a cost-effective solution to improve delivery of services throughout a variety of public sector organisations.

Established in 1987, DSPG specialises in Digital Signal Processing (DSP) technology, developing voice and data products for telecommunications applications. Since 1994 DSPG has been actively involved in all aspects of text, voice and video communication for deaf, hard-of-hearing and speech impaired people. DSPG is also active in the development of international standards, contributing to committees within the International Telecommunication Union (ITU-T).

FOR MORE INFORMATION Tel: 020 8964 0774 www.dspg.co.uk info@dspg.co.uk

W. O. JONES established 1904

Producing quality print that won’t cost the Earth Specialists in Litho and Digital Printing.

For more information on our extensive range of environmental print products, please contact

Impro Printing 41 Dargan Road Belfast T 028 9077 7795 E sales@impro.co.uk W www.impro.co.uk

Your one-stop solution for all things PRINT! Foundry Printing Works | Industrial Estate | Llangefni Ynys Môn | LL77 7JA | F. 01248 722 433 | E. info@wojprint.co.uk

T. 01248 750 253

www.wojprint.co.uk

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Reduce the environmental Total print solutions impact of your printing created under one roof

The company can also offset the carbon produced to manufacture your order, reducing the environmental impact of your printing.

It delivers outstanding book, journal and marketing materials in an affordable way. If you ever considered printing to be expensive, difficult and daunting, welcome to a fuss-free future.

The company can print anything from business cards, calendars and posters to full colour training manuals, brochures and promotional materials for you business needs.

its operations are housed under one roof; creating a ‘total print solution’ for all of your printing needs. Kestrel Printing can offer advice and support to you every step of the way and can deliver on time to your chosen destination anywhere in the UK. The company’s services include digital and litho printing, specialised finishing, brochures and booklets, flyers and leaflets, posters and banners, business forms, folders, letterheads, comp slips and business cards.

FOR MORE INFORMATION Tel: 01702 444888 sales@kestrel-printing.co.uk www.kestrel-printing.co.uk

FOR MORE INFORMATION Tel: 01733 237867 www.printondemandworldwide.com

Local company saves clients precious time, worry, work and budget Inc Dot’s emphasis is on personal contact and its key objective is always to deliver the best quality on time.

With this approach and as a testament to its efficiency and excellent value, Inc Dot has secured valued clients including the York Teaching Hospital NHS Trust, as well as many schools, small businesses, government departments and professionals.

Inc Dot is a specialist in recycled papers and believes it is the only design and print company within York and North Yorkshire to have achieved accolades for both the ISO 9001 quality accreditation and 14001 environmental accreditation at the same time.

The company offers a wide range of services and understands the needs of public sector purchasing. Established for more than thirty years, Inc

Kestrel Printing was established in 1970 to serve businesses with a reliable source for their printed stationery. Its aim then, as now, is to provide its clients with quality, reliability, flexibility and competitive pricing with a friendly and honest approach.

The company is an FSC, ISO 9001 and 14001 accredited company and is also a member of the BPIF. It uses inks manufactured from vegetable oils rather than mineral and where possible source paper from environmentally friendly forestry commissions.

With continuing investment and development, operating from its purpose-built premises, all of

Emergency Documentation Provider CWC Services provide a range of innovative documentation systems, we’ve been developing evidentially sound documentation systems to address real needs for over twenty five years. Our systems are used worldwide by hundreds of organisations.

Dot is a family-owned print and design company working with local government and public organisations, private businesses and private customers across a wide range of sectors throughout North Yorkshire and beyond. It offers high quality graphic design as well as colour litho and digital print services ranging from business cards and stationery to flyers and leaflets through to corporate brochures and marketing literature to meet every need.

FOR MORE INFORMATION Tel: 01904 477944 smile@inc-dot.com

For example, we provide: Æ “Cruciform” Triage system, used throughout the UK and abroad Æ “Cruciform” Patient Evacuation System for hospitals Æ The “Green” Emergency Log Book and other log books We have recently provided log books for LOCOG at the Olympics.

We are continually developing products and systems to add to our product range. Visit our website to see the full range of products and a list of our clients.

For further information and enquiries, or to arrange a demonstration of our product range, please contact: Carl Wallin on 01353 968982 or 07736 183471

Æ

Printondemandworldwide is a single copy print on demand and short run digital book, journal and commercial printer offering high quality, affordable black and white and colour print from as low as one copy.

It uses the latest digital printing and finishing equipment available in the market today.

The company believes that digital printing is the future for environmentally conscious print product manufacture.

Digital printing reduces the need for lithographic plates, chemical usage and reduces waste disposal.

Printondemand-worldwide only uses environmentally friendly FSC or PEFC certified paper, meaning it is contributing to sustainable managed forests and giving its customers the peace of mind that they are not unknowingly contributing to illegal logging or the destruction of the world’s forests.

Printing & Publishing

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CWC services www.cwc-services.com

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THE DELIVERY NETWORK FOR GOVERNMENT AND WIDER PUBLIC SECTOR DESPATCHES With over 35 years’ experience of delivering for the Public and Private sectors, DX is the secure, reliable way to ensure Confidential and sensitive items are DELIVERED EXACTLYTM. As a Government Procurement Service accredited supplier since 2006, we understand the need to meet efficiency challenges, without compromising on service. Delivering industry-leading service and value, with the reassurance of a highly vetted workforce, is at the core of our service to the public sector.

Find out more visit www.thedx.co.uk/government or call us on 0844 826 1178 quoting code PSI Nov 12 DXN/MKT/0218/17Oct12

Procurement

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

TAKING STOCK OF THE GOVERNMENT PURSE

The situation of government departments paying wildly different prices for the same goods has come to an end. Here’s how the Government Procurement Service has streamlined the way the government buys In June 2010, Buying Solutions, along with OGC, moved from HM Treasury to the Cabinet Office to become part of the Efficiency and Reform Group (ERG). In March 2011 Buying Solutions became the delivery arm of government procurement within the Cabinet Office following a Strategic Review commissioned by Francis Maude, Minister for the Cabinet Office, and in July 2011, was renamed Government Procurement Service (GPS) to reflect its new role at the heart of government procurement.

savings for the UK public sector as a whole and specifically to deliver centralised procurement for central government departments.

The centralisation, standardisation and aggregation of spend on common goods and services are a key mechanism to deliver significant, sustainable cost reductions to government. Operating at the heart of government procurement, the GPS plays a key role delivering expert sourcing, category and centralised data management.

The centralisation, standardisation and aggregation of spend on common goods and services are a key mechanism to deliver significant cost reductions At the launch event Maude said: “It is bonkers for different parts of government to be paying vastly different prices for exactly the same goods. We are putting a stop to this madness which has been presided over for too long. Until recently, there wasn’t even any proper central data on procurement spending. So, as Sir Philip Green found, major efficiencies are to be found in government buying. The establishment of Government Procurement Service means that the days when there was no strategy and no coherence to the way the government bought goods and services are well and truly at an end.”

Maude continued: “In the last year, we have already made significant changes to drive down procurement spend by £1 billion, but this new centralised service means we will continue to deliver savings which are expected reach more than £3 billion a year. We are also determined to press ahead with measures to create a more level playing field so that small organisations and businesses can compete fairly with bigger companies for government contracts. SMEs can provide better value and more innovative solutions for government and the actions set out today will support their growth as the economy starts to recover.”

SAVINGS ACROSS GOVERNMENT The Government Procurement Service is an executive agency of the Cabinet Office, and its overall priority is to provide procurement

GPS’s remit extends across central government and the UK public sector including local government, health, education, devolved administrations, emergency services, defence and not‑for‑profit organisations. The commercial procurement solutions are fully EU compliant and cover energy, travel, fleet, office solutions, communications services, professional services, ICT, eCommerce, and property & facilities management, saving customers time and money.

The products and services are delivered by more than 2,000 suppliers, of whom more than 50 per cent are SMEs. Working with over 14,500 organisations in central government, health, local government, devolved administrations, education and the not‑for-profit sector, GPS

managed over £8.4bn of customer spend through its procurement arrangements and services in the 2011-12 financial year.

KICKING OFF WITH PRINT The first centralised procurement contract was awarded on the 13 July 2011. Under the new arrangement the HMRC print contract was made available to all government departments in a deal that was expected to save £21m and replaced 140 contracts with a single contract. The HMRC Print Vendor Partner contract was for a Managed Service Provider and awarded to Williams Lea. The supplier would act as a central manager to the second tier supply chain. This enabled departments to harness the expertise within the market and to aggregate and leverage spend.

John Collington, chief procurement officer, said at the time: “This new print contract is the first of a number of central deals we are putting in place over the coming years. It shows government departments are utilising the expertise within their teams to support our reform and delivering real change along with significant savings.” Dave Thomas, HMRC commercial director said: “My team is extremely pleased to be managing the contract on behalf of government. HMRC has been heading in this strategic direction for the last three years and the benefits of the contract align perfectly with the government procurement agenda. This model will now be available across government six months ahead of schedule and we look forward to meeting the challenge of onboarding.”

ORGANISATIONAL PRIORITIES GPS is committed to improving service delivery through increased customer focus and commercialism, to meet the stretching strategic objectives setand to drive a programme of continuous improvement. Its key areas of focus are: driving the delivery and development of Government Procurement Service; continued delivery of E

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PROCUREMENT REFORMS E savings; e-enablement of all operations; operational and financial efficiency; and development and retention of high quality professional staff.

Savings are measured in accordance with guidance provided by the Efficiency and Reform Group guide ‘Measuring Up’, which was published on 29 November 2010. The guidance aimed to introduce a unified approach to driving savings, and is based on a number of principles. The Government Procurement Service is responsible for validating and reporting all savings for common goods and services procurement.

PRINCIPLES All benefits are, wherever possible, calculated against a pan government 2009/10 baseline.

The baseline represented actual prices paid by central government for the same product or service during the baseline period, with transactions from 1 April 2010 eligible to generate savings. Benefits must release cash and be net of any implementation costs (including significant whole life costs where relevant) and one‑off savings can be included where they do not represent deferred expenditure. Approved counterfactuals (inflation percentages) can be used where they are appropriate and approved by the savings team.

Benefits are summarised in the following

The Government Procurement le onsib Service is respg and for validatin vings a reporting all s nd for goods a services

classifications: standardisation; new commercial arrangements; new volumes; and demand management.

All savings are subject to an approved initiative methodology, supported by a formal sign off route, and must be evidenced by supplier provided transactional Management Information.

In 2011-12, GPS implemented a major change programme to transform operations and performance in order to support the delivery of centralised procurement.

Fundamental changes were made to clearly focus the organisation on customer service, savings delivery and eEnablement. The aim was to provide exceptional service for its customers across government and the UK public sector. They are fully committed to ensuring all customers are able to take advantage of the benefits of the centralisation programme, driving value in an effective and transparent way.

To support this, the GPS customer team has dedicated relationship managers allocated to each central government department and sector, including health, local government and

Procurement

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devolved administrations to provide a single point of contact. Customer service agreements are in place with all departments, defining service levels and identifying clear roles and responsibilities.

CASE STUDY: THE CROWN PROSECUTION SERVICE The Crown Prosecution Service (CPS) is becoming digital through enhanced technology which is helping deliver a slicker, quicker and more efficient service.

A significant aspect of its T3 (Transforming Through Technology) programme is the reduction of paper within the criminal justice system. Although CPS is confident that paper will reduce, the exact timescales and size of the reduction are not yet fully understood.

CPS therefore sought proposals for a secure overnight delivery service that can flex and adapt to changing needs, whilst still offering a secure and cost efficient service.

The CPS used lot 13, document exchange, of the postal services framework to find a suitable solution. This approach meant that they could focus on the service requirements that were of particular importance to them, whilst being assured of the framework benefits regarding compliance with regulation. E

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BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

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E Preparation of the further competition, evaluation criteria and contract documents was also quicker and easier than if a full tender had been conducted.

The contract was awarded to DX Group as its solution offered a sufficiently flexible service to meet CPS’s requirements, without compromising on security or value for money. For example, CPS expects to make an average saving of 35 per cent on 1st class mail in 2012.

The service also provides an overnight pre‑9am delivery to the CPS branch network and other related members of the Criminal Justice System and legal sector. Using the framework allowed pre-agreed service levels and KPI standards to be customised to meet requirements to monitor supplier performance against pre-agreed criteria.

CPS and DX Group are now working together to continually renew service requirements and flex and adapt the service as the T3 programme evolves.

created for different access routes to the estate indicating which part of the Business Park visitors had arrived at. These were manufactured using relief cut text backed with specially coloured acrylic which was then back illuminated. Large estate location maps, complete with lighting troughs to give good visibility day and night, were also implemented throughout the site to ease visitor navigation in high traffic areas.

CASE STUDY: THE POLICE FORCE Seven police forces were using two government frameworks for stationary and paper which were due to expire, and required a single source provider for the supply and delivery of stationary and paper to all sites. The police forces consolidated their requirements detailing individual ordering and logistical requirements. Their main objective was to procure quality products, excellent customer service and delivery of ongoing cost reduction CASE STUDY: TEST VALLEY throughout the life of the contract. In addition BOROUGH COUNCIL they aimed to develop a partnership with Following previous successful signage projects the successful supplier to deliver additional completed for Test Valley Borough Council, long term mutual benefits of consolidation.

DMA Signs were asked to tender to supply A procurement strategy was developed and install new signage solutions for Portway to gain the benefit of economies of scale Business Park. After the successful tender, and leverage the benefits of a common DMA worked in collaboration with Test specification, whilst taking into account Valley Council to implement their designs. specific product requirements. The police 5166-Gov_Business_Mag_Advert_Layout 1 12/10/2012 15:23the Page 1 via the provision Slim line, curved entrance signage was forces wanted supplier,

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of management information, to assist in identifying and reducing the cost to service the overall contract which would be monitored via a savings tracker report. This would form an integral part of the contract review mechanism and any savings would be shared as a payable rebate by the supplier.

The forces went out under lot 2 of the Wider Public Sector Office Supplies framework agreement (RM781) for their requirements.

The successful supplier, Banner Business Services Ltd, (Banner), has implemented new pricing across all forces, with various delivery and ordering profiles. Banner has worked with each individual force to agree specific delivery requirements for each force from police stations to main offices and stores.

Orders are consolidated and transmitted to the supplier. Banner has also implemented a structured achievable rebate structure to reward reduced low value orders; scheduled weekly/monthly delivery; prompt payment, and electronic/punch-out ordering.

The framework pricing has delivered a saving in the region of 13 per cent over and above a previous competitive framework.

Banner has also demonstrated efficiency and environmental savings by reducing frequency of deliveries and carbon footprint. L FURTHER INFORMATION www.gps.cabinetoffice.gov.uk

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MEET WITH A CLEAN MIND You’ve chosen a venue with green credentials, but what next? Jon Proctor, technical director of Green Tourism, gives some tips on how to green your meeting, conference, or event As the success of the Olympics has left lasting legacy on the sport industry, so the meetings and events industry is looking to develop a positive legacy for the future of meetings. Large events now have ISO 20121 to help them bring sustainability to their supply chains and event planning.

This is great for regular events particularly if they are held at he same venues as they can demonstrate continuous improvement compared to previous events.However,

Therefore a more holistic approach is also required. Sustainable venues can seek to gain a certification. For example, in Canada the Vancouver Convention Centre was built along sustainability themes and gained a Platinum LEED certification for its design and build. In the UK the Building Research Establishment operate BREEAM a certification for sustainability used in designs and developments.

In order to assess the management of

In order to assess the management of buildings and businesses, ISO14001 was created many years ago, and the Green Tourism certification operated by Green Business UK covers the hospitality sector specifically with three award levels: bronze, silver, and gold. many events and meetings may be one off activities or may be hosted in a range of different building types and locations.

buildings and businesses, ISO14001 was created many years ago and the Green Tourism certification operated by Green

Business UK covers the hospitality sector specifically with three award levels, bronze, silver, and gold. This certification is updated every four years and is now operating version four. The award covers the management of the business (and its products and services), awareness of staff and the achievements in minimising the footprint of the building.

In order to pass through the certification programme sites follow a common framework which considers energy, waste and water monitoring and targeting as well as key performance indicators in social and environmental activities. A sense of place is also important and this is measured through further voluntary indicators.

To assess how sustainable a venue is, the Green Tourism auditor on the site visit assesses 150 different criteria – everything from the kind of fish on the menu to proficiency at waste management and the control of heating and cooling. Through this process potential practical improvements are readily identified and these form part of the action plan set for each site in moving forward.

Businesses and venues are scored and receive a Bronze, Silver, or Gold award E

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GREEN CONFERENCING E based on their level of achievement. Many of the measures relate to providing a better experience for their customers and ensuring that the venue is reducing the environmental impact of the meeting for their clients.

BUILDINGS OLD AND NEW “The first rule we operate under is that any building can be classified as sustainable (provided it operates best practice in management and resource use issues),” said Jon Proctor, technical director of Green Tourism “This means that historical houses and venues can tackle sustainability just as well as new build developments.”

In fact as evidenced through Green Tourism assessments a number of new developments have significantly larger carbon footprints than historical properties.

Above and main picture: The Scottish Exhibition & Conference Centre (SECC) holds a Gold Star Award from the Green Tourism Business Scheme

A number of new developments have significantly larger carbon footprints than historical properties.

Historical shutters massively reduce heat loss, and with good temperature and humidity control can be effective in helping a historic venue have a much lower energy demand than new builds.

Thermal imaging surveys carried out on historical properties show that historical shutters massively reduce heat losses and together with good temperature and humidity control can be extremely effective in helping a historic venue have a very low energy demand, much lower than many new builds with double or triple glazing.

Proctor continued: “We find the best benchmark for focusing on improvement is to look at your history. A significant number of the hotel brands we deal with have annual targets of five per cent reductions in energy and water. This may not seem to be a high objective but if all of us in the UK did this from 2012 to 2020 we would be on target with a 40 per cent reduction in carbon and what with the efforts of the energy supply industry would easily meet the government’s tough objectives on climate change.”

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BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

SHARE THE STORY Getting the message across is vital. Proctor explains: “We need to share our objectives in an engaging manner. We deal with many wonderful properties (over 2,400) and they often miss the opportunity to engage with the customer as well as they could. Having recently returned from British Colombia where we are rolling out Green Tourism Canada we noticed how much better North Americans are at telling their story.

Somehow we in the UK are reticent about saying why we care and how much we are or would like to achieve. Some businesses hide behind a rather dry policy rather than positively engage with their customers.”

“One example I can give is one of our leading GOLD award winners, Venus Beach Café, they also hold a prestigious Queens award for sustainable development but couldn’t think of a simple message to inspire E

Top tips to green your event Help people plan their travel to and from the destination using the greenest method Serve local or home-bottled or iced tap water linked to a good donation cause Choose a seasonal menu to help ensure local farmers are supported and travel miles are kept down Consider the venue’s facilities and switch off lights, heating or applicances that are not needed Reduce waste. Avoid excessive merchandise such as bags and give away items Find out how much energy will be used for the event and minimise it.

Convert the kWh into carbon and consider supporting a project which will absorb carbon emissions from the event, such as tree planting Support biodiversity. Have a mascot for the event, sponsor an endangered species, or plant a native memorial tree in the grounds

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GREEN CONFERENCING not,” explains Procter. “To me the two things are inextricably linked and part of the reason we established Green Tourism in the first place. Hospitality is not only a major economic driver, it is part of the lifeblood of a successful economy and lifestyle. Humanity and sustainability are not defined by what we take but by what we give and altruism works as well in the economic world as in the ecological one. I think this is the great lesson from this present recession and there is plenty of evidence that good supplier relations are key to progress in the 21st century.

What we have to do now is to drive them towards ever more sustainable solutions.”

“When people buy into events and venues it’s because of the stories they can share or become a part of whether a concert, a conference or a board meeting. There are some simple practical actions which any venue can adopt to green its meeting however we would warn businesses about over-spinning their actions or plans as these can be very damaging, hence the real value in getting a third party assessment.

EICC, Edinburgh, holds a Gold Award from the Green Tourism Business Scheme

E their visitors. I remember asking them why a Devon business was called Venus.

After a moment or two the owner said: “I used to come to this beach as a child and really it’s because we love the beach.” They went on to use this as their strapline and

Conferences & Events

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STEPS TO A GREENER MEETING have been instrumental in establishing To finish, here are some of the top concepts such as visitor payback and the tips to green any meeting.

South Hams Food and Drink Association.”

Help people plan their travel to and Finally another tip is to build from the from the destination. Help with car or taxi foundations. Can a meeting be sustainable in sharing, promote public transport options Business 08/10/2012 09:31 Page 1 E a non sustainable building?56013_HI “Personally I think Advert_Layout and consider1the value of a minibus pick up.

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Ensure there are a few minutes to explain to delegates what is going on both front of house and behind the scenes. Be fair and don’t overspin your achievements. A simple story told well will create a lasting memory which will ensure your meetings contain a unique selling point.  Local or home bottled or iced tap water linked to a donation to a good cause (such as water aid). This not only should reduce costs compared to bottled waters but the saving can be donated helping all to realise access to clean drinking water should not be taken for granted.

Seasonal produce. Choosing a seasonal menu helps ensure local items are supported why not consider something which is a taste of the region. This provides a sense of place and a positive impression for future bookings.

Seasonal food is often less expensive than non-seasonal food imported from abroad.

Be efficient. Consider the venues facilities and see how your event can be more efficient such as switching off certain lighting or appliances.

Having a cold buffet/ break. Install sensors or timers and avoid over heating or cooling spaces.

Reduce waste. Avoid excessive merchandise such as bags and give away items. Consider

the embodied energy of some materials such as USB keys. Establish a zero waste to landfill policy for the event with waste contractors.

Minimise carbon. Find out how much energy will be used for the event and minimise it. Convert the kWh into carbon and support a project which will absorb these emissions (such as tree planting or a social energy programme).

Support biodiversity. After climate change this is the most pressing environmental challenge. Why not have a mascot for the event, sponsor an endangered species at the local zoo or aquarium or support a wildlife charity, plant a native memorial tree in the grounds.

And don’t forget to tell your story. Ensure there are a few minutes to explain to delegates what is going on both front of house and behind the scenes. Be simple and fair and don’t over spin your plans or achievements. A simple

About the author Jonathan Proctor is technical director of Green Tourism’s business scheme. Proctor has worked in the field of sustainable tourism and energy advice for over 20 years.

Originally from Manchester, he started his professional career in Shetland where he established a successful environmental consultancy Shetland Environmental Agency Ltd. He is a co-founder of Green Tourism’s business scheme and has a key role in maintaining the technical standards as well as training the Green Tourism assessors.

During the past 15 years Proctor has assisted in the development of green networks and certification programmes in Europe, New Zealand, Sweden and Canada.

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story told well will create a lasting memory which will ensure your meetings contain a unique selling point. One which will help us all succeed through challenging times. L FURTHER INFORMATION www.green-business.co.uk

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26/07/2012 13:48

INFRASTRUCTURE INVESTMENT

PENSION FUNDS: PAVING THE WAY FOR INVESTMENT

Plans to double the amount of cash that local government pension funds are allowed to invest in transport infrastructure are out for consultation until December 6 2012

Under proposals announced at the beginning of November, local authority pension schemes could have greater freedom to invest in infrastructure, paving the way for a possible 22 billion pound cash injection into roads and rail.

Those responsible for pension schemes had been lobbying the government for more leeway to invest in infrastructure, arguing that current rules were hampering their investment in the sector. As part of wider consultation, which runs until December 6, local government pension funds could double the amount they can legally invest into key infrastructure projects. Currently, the funds are allowed to invest up to 15 per cent of their assets in partnership structures, such as limited partnerships, which are common among real estate, private equity and infrastructure funds. The new proposals increase the current limit to 30 per cent.

The Local Government Pension Scheme England and Wales is administered by 89 separate local funds that hold combined investment assets worth 150 billion pounds. Local Government Minister Eric Pickles said: “Unlocking Town Hall pension pots so they can be used to invest in vital

infrastructure projects is a common sense decision that will help this country complete on a global scale and get Britain building.

“By lifting the restrictions controlling local pension investments councils could pump a further £22billion directly into job creating infrastructure projects that will boost our economy.”

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The aim is to launch in the first half of 2013.

Six large pension schemes have signed up to the new Pensions Infrastructure Platform (PIP), a vehicle by which funds can back projects.

The funds are: BAE Systems Pension Funds; BT Pension Scheme; Pension Protection Fund; the Railways Pension Scheme; Strathclyde Pension Fund; and West Midlands Pension Fund.

They are expected to provide around half of the fund’s target £2bn investment capital.

The launch of the consultation was welcomed by Joanne Segars, chief executive of the NAPF, who said the proposals had the potential to remove a “key barrier” currently preventing some local authority pension funds from investing in infrastructure.

Segars said: “We are pleased that the Government wants to increase or remove the limits that local authority pension funds can invest in infrastructure. This has the potential to remove a key barrier that is preventing some local authority pension funds from investing in this important asset class.

“The current LGPS investment regulations are out of line with current government policy. On the one hand, the Government says that pension funds should invest more in these projects, but on the other there are rules preventing this.

“Our local authority members have told us on many occasions that they cannot make important investments because of out-dated rules which place limits on the amount that can be invested in infrastructure. Lifting this limit would remove one barrier, but there are wider issues that need to be addressed.

The Government needs to undertake a comprehensive review of the local authority pension fund investment regulations to ensure that funds can act in the best interests of their members and council tax payers.”

A number of LGPS funds already invest around 15 per cent of their portfolios in limited partnerships through property and private equity investments.

This means that they have little capacity to invest in new infrastructure initiatives.

Rhian Kelly, director for business environment at the Confederation of British Industry (CBI), said: “Unlocking pension fund investment is critical to improving the UK’s infrastructure, so businesses will be heartened that Government is listening to the recommendations of the CBI and others, and taking action to lift barriers.” L

Low tes st ra intere tile equity a la and vos have seento t marke of money in er surge ort and oth transp jor facility ma jects pro

SURGE OF INVESTMENT Low interest rates and volatile equity markets have seen a surge of new pension fund money into transport and other major facility projects. Last November, Chancellor George Osborne announced plans to raise 20 billion pounds from pension funds to help pay for projects ranging from the construction of high-speed rail lines to power stations.

A new £2bn Pensions Infrastructure Platform is being created to facilitate pension fund investment in infrastructure. The fund will invest in core infrastructure assets and will feature low leverage, low fees and inflation‑linked cash returns of RPI+2 – 5 per cent.

FURTHER INFORMATION The consultation document Local Government Pension Scheme: Investment in Partnerships can be found at tinyurl.com/bvv6bpq

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Transport

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

NAO report calls for clarity on local transport funding The National Audit Office is calling on the Department or Transport to clarify its approach as it implements change and moves into the new ways of working. This includes being clearer on who is accountable for local transport funding and how they will be held to account.

Publishing the report Funding for local transport: an overview, Amyas Morse, head of the National Audit Office, said: “As the Department for Transport devolves more funding to a local level, it needs to make sure it has the appropriate assurance over the spending. It also needs a clear plan of action establishing how it will identify and intervene in cases of operational or financial failure in transport provision.”

Alongside wider changes from the government’s localism agenda, the Department aims to reduce its role by giving local authorities more freedom to decide their own local transport priorities and solutions, and proposes a number of changes to how it funds local transport services and infrastructure.

Responding to the report, transport minister Norman Baker said: “Local roads are the responsibility of local highway authorities and they are best placed to use their knowledge and experience to decide how to prioritise funding across the range of services they deliver.”

However, the report had raised concerns about maintenance. AA president Edmund King said: “Recent road maintenance crises, like the post-winter pothole blight and road salt shortage, were only managed with emergency funding and national intervention. As austerity measures take hold, English road maintenance block grant funding will fall by almost £100m next year and budgets which are not ring-fenced will once again be raided.”

Peter Box, chairman of the Local Government Association’s economy and transport board, said funding for road repairs had not kept pace with demand and at current funding levels councils “may struggle to move beyond simply patching up their roads. Damage caused by severe winters and widespread flooding has compounded this deterioration and it’s estimated it would now cost about £10bn to bring our roads up to scratch,” he said.

Read the NAO report: tinyurl.com/czxwsg3

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The power efficient and environmentally friendly Pegasus sign takes advantage of improvements in LED technology performance, reliability, and message setting capabilities flowing from the latest generation of high resolution motorway sign designs.

Three variants offer different matrix areas suitable for the display of four lines of text with character heights of 160mm, 100mm, and 50mm. The two larger format signs employ a dual-coloured, amber and red matrix; the 50mm version is a singlecolour amber sign. All offer high resolution which can display simultaneous text and pictogram information.

Pothole Pete (see above) has had a busy time of late pointing out flaws in Plymouth’s road surfaces. Readers of local paper The Herald have contacted the hard-hatted hero about problems all over the city. But Plymouth City Council is urging residents to bypass the popular protester and contact the council direct. A spokeswoman said: “Reporting potholes and other road defects to the Herald – or Pothole Pete – does not get them repaired any quicker.

The quickest and most direct way to report a pothole is to either email us, use the reporting form on the council’s website or call us.”

Pothole Pete’s mission continues. You can follow him on Twitter – @Pothole_Pete.

The slim and attractive design is well suited to today’s urban streetscape and the flexible mounting options, for either landscape or portrait fixing, ranged left, right or centred, can work around the most demanding space restrictions.

In fact, the installation options are almost as variable as the messaging capability.

Variable Message Signs Limited, Monkton Business Park, Mill Lane, Hebburn, Tyne & Wear, NE31 2JZ, UK T +44 (0)191 423 7070 F +44 (0)191 423 7071 E traffic@vmslimited.co.uk W www.vmslimited.co.uk

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PRINTING

DEFRA GETS A HANDLE ON ITS PRINT ENVIRONMENT OKI has teamed up with IBM to revolutionise printing at government department, Defra The Department for Environment, Food and Rural Affairs (Defra) was formed in 2001 when the Ministry of Agriculture, Fisheries and Food (MAFF) was merged with part of the Department of the Environment, Transport and the Regions (DETR) and with a small part of the Home Office. Defra’s employees are based at more than 170 sites located across the UK, ranging in size from small, unmanned facilities to large central London sites – each with several hundred staff.

Throughout the UK, IBM, in its capacity as one of the largest outsourcers in the world, is responsible for providing managed IT services and solutions to Defra. Working closely with its client, IBM identified a need for Defra to reduce operating costs and carbon footprint and highlighted print as an area where it could potentially make significant savings both financially and in terms of CO2 output.

SCOPING THE CHALLENGE Defra tasked IBM to help it save costs. In response, IBM recommended a move away from ad hoc procurement of print devices as well as purchase of consumables and move instead to a managed print service (MPS) solution. The new approach would

and ages. Many of these were locally attached inkjet devices but it also had a wide range of non-networked photocopiers and many aged networked devices. The department had little visibility of print type, volumes, associated costs, or indeed even if its printing solutions were really meeting its strategic business needs. Equally, Defra was reliant on internal deskside support technicians to service and support the printers.

IBM and OKI initiated the MPS process at Defra by carrying out a comprehensive print audit. This catalogued all of the department’s printing devices, their precise location and the volumes of printed page output, enabling OKI to gauge the total number of pages Defra would be likely to print in a typical year and to tailor its offering accordingly. The audit was an intensive process involving visiting over 170 Defra sites in just three months. Site staff were interviewed and employees completed questionnaires to gain an understanding of users’ print/scan/copy requirements.

During the audit process prior to the solution being implemented, OKI’s printers had to undergo a rigorous testing process to ensure that all of the devices were capable of supporting all applications that

In total, the printer fleet at Defra was rationalised down from 1,384 to 548 devices, representing a significant saving in hardware, consumables,running costs and space. allow hardware to be provided covered by a specific service level agreement (SLA), and consumables to be provided automatically free of charge as part of the service on a just in time basis.

Defra issued a tender for a solution provider to deliver the service and after a period of consultation selected OKI as its partner.

OKI fitted the bill as an experienced printing solutions manufacturer and MPS provider with proven expertise in managing large projects. IBM had confidence that OKI would be able to provide all of the services that were required and manage the printing solutions element of the project accordingly.

SOLVING THE PROBLEM Defra had a fleet of approximately 1384 printing devices, of varying makes, models

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GOVERNMENT BUSINESS MAGAZINE | Volume 19.6

Defra use. And that any specialist printing requirement such as colour accuracy, mapping or specific non standard media types were of the highest quality.

PUTTING THINGS RIGHT The solution implemented by OKI represented a balanced deployment of devices from A4 desktop printers to A3 and A4 colour and mono MFPs right up to large departmental A3 multifunction devices. New functionality provided includes confidential print release, enhancing security and reducing wastage, scan-to-email, and sleep and deep-sleep power modes which reduce power consumption and CO2 output. Default duplex and mono policies was recommended and implemented to further reduce cost and wastage.

The printers are used for a range of office

and administrative printing including outputting export licence certificates.

BENEFITS ACHIEVED In total, the printer fleet at Defra was rationalised down from 1,384 to 548 devices, representing a significant saving in hardware, consumables, running costs and space.

Equally, Defra now has a much greater level of control over and visibility of its print operations. Effectively, it knows exactly what printers it has, where each printer is located and exactly how much printing is costing it as a business.

Rob Brown, business manager, Managed Print Services, OKI, comments: “It is all about controlling Defra’s printing costs and making sure their printing requirements are met at the same time – not only today but also into E

E the future as its business needs change.”

Other key benefits include improved reliability of printing devices. OKI is also supplying remote monitoring of devices to provide automated consumables supply, a telephone helpdesk and on site engineering support when required. The implementation of OKI printers as part of an MPS approach has also resulted in Defra achieving environmental benefits. It has been able to achieve CO2 savings of 47 per cent as a direct result of the new approach.

ONGOING MANAGEMENT IBM and OKI are determined not to rest on their laurels with respect to this implementation. The solution delivered is as much about ongoing management of the

printer fleet as it is about the initial installation and roll out. First level support of the printing solutions is provided by IBM’s IT helpdesk.

So if a user has a problem with a device, they contact IBM in the first instance to resolve issues swiftly. Any unresolved issue is logged and quickly an engineer is dispatched to site. OKI, however, is responsible for actually delivering the printing services to Defra.

The ongoing management of the solution hinges on a quarterly printer effectiveness meeting involving representatives from OKI, Defra and IBM. The objective is to provide a continuous assessment of the department’s printing requirement. This includes information about how the fleet is operating and the number of pages that have been printed but also advice on whether there is a need

IBM and OKI carried out a comprehensive print audit. It was an intensive process involving visiting over 170 Defra sites in just three months.

Staff were interviewed and employees completed questionnaires to gain an understanding of users’ print, scan, and copy requirements.

to move devices around, or in some cases replacing them, to improve the benefits Defra is receiving from MPS, and ensure that changing business needs are met.

According to OKI’s Brown: “Carrying out an initial audit, proposing and installation of the equipment is one element of this project, managing the fleet over time is another.

But it is absolutely key in that it allows us to identify any requirements in terms of new or different hardware. This enables us to prevent Defra from slipping back into an ad hoc approach to acquiring devices which are likely to be expensive to purchase and difficult to manage and support.

“Our entire engagement with Defra and IBM on this project has been part of a consultative process,” continues Brown. “It is about understanding what Defra needs both at board level and down to what individual users in the smallest most far-flung Defra sites require.

In conjunction with IBM, we have helped to revolutionise the whole approach to printing at Defra and the department is reaping the rewards in terms of enhanced operational efficiency, reduced costs, greater budgetary control and environmental benefits.” L

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URBAN REGENERATION

CREATING QUALITY STREETS Government guidance on street design makes clear that ‘less is more’ and that excessive signs and street clutter have a negative impact on the success of the street as a place. Back in 2010, Eric Pickles challenged councils to get rid of unnecessary signs, railings and advertising hoardings. So how can local councils take steps to address this? And what can local communities do to help shape their environment?

English Heritage has a long-standing interest in improving the quality of the public realm. Much attention is given to the maintenance and restoration of historic buildings, but if the view of the building is marred by a badly planned and maintained street then the efforts can be wasted.

Over the last ten years, there has been a revolution in thinking with the realisation that better quality public spaces in town and city centres lead to improved environments that encourage those visiting, living and

working there to use and enjoy walking around the area. This also chimes in with both climate change and health debates. English Heritage has been a participant with this new thinking since 2000 with Streets for All, our well-received guidance manual on managing streets (english-heritage.org.uk/streetsforall).

WIDER BENEFITS The benefits of improving street quality are not just aesthetic. Keeping a street’s individuality helps to create a sense of place, which in turn has community and regeneration benefits. Well designed, well ordered and well maintained streets are an expression of a confident and caring community. Chaotic and cluttered streets can be a symptom of a community in decline with low self-esteem. Consultation with estate agents showed that the state of the street and public space also has an effect on house prices and saleability, with the quality of highways and paving being a particular problem.

The principles advocated in Streets for All – such as removing unnecessary signs and clutter and thinking carefully about any additions to the street – may seem common sense. But an informed look at England’s streets shows that most would benefit from the application of some simple measures.

STREET FURNITURE Historic street furniture should be retained and kept in good repair. As well as adding interest and reinforcing local character, historic furniture such as bollards or mileposts can often tell a story about the local area. But the finest townscapes often have the minimum amount of street furniture. In some streets, as much as 70 per cent of all street furniture is unnecessary.

Street audits, carried out by conservation staff in conjunction with highways staff, can identify redundant or superfluous furniture. Local community groups can also help, and can extend the survey to include a record of historic furniture and paving of merit. Dozens of such groups have responded to Civic Voice’s Street Pride campaign. Street audits can identify where signage can be minimised, or where signs can be fixed to existing posts or buildings to reduce the number of poles obstructing the pavement. A simple audit form is available on the English Heritage (www. english-heritage.org.uk/saveourstreets).

The Buxton case study demonstrates how a local authority has involving communities in E

Written by English Heritage

Removing unnecessary clutter and thinking carefully about any additions to the street may seem common sense, but a look at England’s streets shows most would benefit from such measures

Street Design

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Keeping a street’s individuality helps to create a sense of place benefitting community and regeneration

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URBAN REGENERATION

Removing uneccesary street clutter is one principle of English Heritage’s Streets For All report

E deciding how to improve their settlement’s appearance at a Strategy level.

QUESTIONING THE NORM Much of the progress made in the public realm has been possible because of the growing support to those who question the ‘traditional’, traffic focused approach to street design. The ‘place-making’ agenda has been helped by the exemplary examples of a small – but increasing – number of forward-thinking authorities who have been prepared to push the boundaries of conventional practice.

Strong leadership and understanding of the key principles has been shown to be a vital component of successful streets, providing the momentum to drive things forward and question any barriers presented. For example, the much lauded redesign of Kensington High Street would not have taken place without the leadership and personal drive of one of the local authority’s members.

Improving the quality of our streets can not only enhance the surroundings, it links to a range of other objectives, from regeneration to promoting walking and cycling. Effective

action will involve a range of bodies: local authorities, utility companies, statutory undertakers, the Highways Agency and, of course, local communities themselves.

Partnerships need to be established between planning and highway experts, to share understanding and build consensus of what is achievable and what works. This will require persistence, an appreciation of the wider benefits, and a strong leader to take personal responsibility for enhancing the quality of England’s streets. But the evidence from a few places shows that the results will be worth the effort.

KENSINGTON HIGH STREET Back in 2003, the revamp of Kensington High Street set the standard for others to follow. The design objectives

To declutter the street, every item was scrutinised and its use put to the test: “is it needed?” Those judged necessary were carefully sited to minimise the impact on the footway, for example by lining them up at the front of the wide footway.

Crossing the wide street was looked at from the pedestrian perspective. Wherever possible, guardrails were removed and crossings made single stage, avoiding the cramped ‘cattle pens’ required for two stage crossings.

Where such crossings were unavoidable, the central refuge was carefully designed without guardrails. The decision to adopt this design was taken by the full council, thus taking liability off the officers. Guardrails have been installed where there is a clear need, such as outside the underground station.

The quality of the design and construction

Well designed, well ordered and well maintained streets are an expression of a confident and caring community. Chaotic and cluttered streets can be a symptom of a community in decline. were to redress the balance from vehicles to pedestrians, and create a coherent, legible and more accessible street. Nearly a decade on, the street is a testament to the thoughtful design and quality materials used. This landmark design would not have happened without the leadership of Daniel Moylen, then deputy leader of Royal Borough of Kensington and Chelsea. By questioning traditional traffic‑led design, he refocused attention on pedestrian users of the street.

Prisk urges shoppers to love their local market Local Growth Minister Mark Prisk has called on communities and budding entrepreneurs to back their local markets well into the new year, as part of a wider effort to breathe new life into the nation’s high streets.

The Minister confirmed that the Love Your Local Market campaign in 2013 will take place from 15 May, and will give aspiring retailers the chance to test out their ideas at their local markets. During the ‘Love Your Local Market’ campaign, new stallholders will be able to take advantage of a ‘Table for a Tenner’ deal – with some offering free pitches – at markets across the country, with many offering mentoring to those setting up shop for the first time.

And to make sure as many high streets as possible can take part, the National Association of British

Street Design

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk

Markets. Authorities will hold a series of roadshows sharing ideas that councils and other market operators can take to make their events a success. Around 400 local markets across the country were involved this Summer, with a locally-defined programme of events designed to attract visitors into town centres and help new start‑ups.

Prisk said: “Markets can play an integral role in reviving our high streets, offering something new and exciting for shoppers in a way the internet and out-of-town retail centres can’t. I would urge traders and councils across the country to back this effective and important campaign, offer support to budding entrepreneurs looking to trade and Love Your Local Markets.”

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of the footways is refreshing. The brushed stainless steel street furniture is shamelessly modern, and shows how one column design can be used for highway and footway lighting and traffic signals. The central reservation has been used to install a large array of cycle racks, broken up by the planting of semi-mature trees.

BUXTON A demonstration of the importance a local community attaches to the public realm can be found at Buxton, a town characterised by its Georgian and Victorian spa town architecture.

It has been regenerated over the last 20 years with assistance from English Heritage.

The local community was heavily involved in the development of a Design and Place Making Strategy. This will be used to inform developers about Buxton’s special qualities and how to protect and enhance them. The urban design consultants, Gillespies, used an ‘enquiry by design’ approach to facilitate a series of workshops, which led to an overall vision for Buxton and a set of design principles to make the vision happen. The Strategy concludes that: ‘Urban design is not just about the design of buildings. It is also the complex inter-relationship between different buildings and the relationship between buildings and streets, squares, parks and other spaces that make up the public realm.’

Priorities that emerged from the local community included keeping the character of the town, creating public spaces that are safe, comfortable, well maintained, welcoming and accessible to everyone.

FOR MORE INFORMATION www.english-heritage.org.uk

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For one industry with many requirements, calfordseaden is one practice with many solutions WORKING IN THE FOLLOWING SECTORS

COMMERCIAL & INDUSTRIAL COMMUNITY & LEISURE

EDUCATION HEALTHCARE

HOUSING HOUSING FOR OLDER PEOPLE

PUBLIC PRIVATE PARTNERSHIPS PROFESSIONAL SERVICES REGENERATION RETAIL The award winning Graylingwell Park, Chichester A joint project by Linden Homes, Affinity Sutton and the Homes & Communities Agency, currently one of the UK’s largest carbon-neutral development. calfordseaden are appointed as employer’s agent & technical inspector on behalf of Downland Housing Association, part of Affinity Sutton.

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ACT NOW TO MEET FUTURE DEMANDS As the population gets older and funding gets thinner, the demands placed on housing for older people are unprecedented.

Local authorities need to act now to meet future needs

Local authorities and registered providers need to look at their stock, consider rationalising their property portfolios, unlock development potential, and look at their maintenance and facilities operations. These are all big challenges that need to be addressed now so future aspirations are met. Providers must seek new models for delivering housing for older people, including self-funding schemes, mixed tenure & mixed use developments, streamlined facilities that require less maintenance, and developments with modern facilities that make use of amenities in the wider community.

A COMPLEX REDEVELOPMENT For Cheam Village in Surrey, calfordseaden is acting as planning consultant, architect, structural engineer, mechanical & electrical engineer, Code for Sustainable Homes adviser and CDM coordinator on this redevelopment. The scheme involves a very

complex redevelopment of a sensitive site in a conservation area to provide a multi-million pound retirement village in Cheam, Surrey. calfordseaden was initially appointed by London Borough of Sutton, the current owner of the site, to review initial design options for the existing sheltered housing development and work up development costs and financial models, based on with and without grant funding. Through this review calfordseaden was able to advise on whether the site could be redeveloped within the current planning constraints and to be tendered to a registered provider. The successful tender was Viridian Homes For Living.

Now Viridian Homes For Living, in partnership with the London Borough of Sutton, has received planning permission to redevelop and regenerate the site. The scheme, designed by calfordseaden, provides for the delivery of affordable housing, including the

The redevelopment has increased the amount of accommodation for elderly, disabled and vulnerable adults, and improved the quality of living for current and future residents.

phased demolition and redevelopment of the Elizabeth House sheltered housing scheme.

MEETING COMMUNITY NEEDS Sutton Council is committed to providing the right accommodation for local people in later life and other special needs. The scheme design makes best use of the site to provide level access, affordable housing and services for older people and vulnerable adults. The proposed regeneration complements the local conservation area and conforms to the requirements of the Supplementary Planning Document, Cheam Village. Much of calfordseaden’s design work on this scheme has been produced in Revit, the building design software, built for Building Information Modelling. Through the use of Revit calfordseaden produced a rich, graphical portfolio of images that accompanied the planning application.

The Elizabeth House Sheltered Housing site is located in the western part of the Borough in Cheam ward, located off Malden Road (A2043). The site is part of Cheam Village, an area with special historic and architectural character and heritage. Cheam Village is a designated district centre with much of the village selected as a Conservation Area in 1970.

The redevelopment will provide housing for the remaining residents of the sheltered housing scheme and others wishing to return to the location. Additionally, it will include extra care housing for older people together with housing for vulnerable young adults.

Various opportunities for the local and wider community of Cheam have also been presented. The redevelopment has increased the amount of accommodation for elderly, disabled and vulnerable adults, and improved the quality of living for current and future residents, replacing the substandard existing accommodation. It has also created a safe and secure development that, by design, reduces the risk of crime both internally and externally.

What’s more, the redevelopment provides a range of social amenities to serve the needs of the residents and staff, while also promoting links with the local community of Cheam.

Commenting prior to the scheme going in for planning, a Viridian Homes For Living spokesperson said: “Absolutely great work by all involved over the past 12 months; it’s been a collaborative and team effort and I believe we have a fabulous scheme that will make a huge difference to the quality of life for the residents of Elizabeth House.”

Construction of the new homes started last year and is phased so residents of Elizabeth House can remain in situ until the new accommodation is available for their occupation. L

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The SLM team asks for the owed sum of money on your behalf in a prompt, professional, and compliant manner. It delivers a best value for money product concentrating on whole-life costs and quality. It is flexible and responsive to private and public sector demands.

SLM gives a good-to-go rating on key sales prospects, allowing you to deal with the right suppliers on the right terms of business. It can evaluate, monitor and manage key suppliers in real time; the SLM team will give you a constant eyes and ears in the market place.

DEBT RECOVERY

ARE YOU DOING MORE WITH LESS? Against a back drop of tight budgets, Zinc Group is working with the public sector to take away the burden of debt collection The public sector is being asked to ensure overdue debt is collected in a timely fashion and queries are resolved efficiently, whilst managing the increasing demands from the public. What’s more, this is done in an environment of having to reduce costs, improve productivity, and maintain service quality, all with less staff.

The public sector needs innovation to rise to these challenges. So what approach will be taken? In most cases, when considering an outsource solution, the client wants a better service at less cost.

Rather than cost as a starting point, why not consider collaboration? What are the core competencies you want to protect?

What are the activities you are prepared to share? Allow a partner to be an extension of your own in-house activity. Accept that the partnership has to deliver value for money and concentrate on the whole life costs.

WHAT TO CONSIDER? Consider the choices available in an outsource proposition. The outsourcer may bring innovation or specific learning experiences.

Accept that there are two parties involved that want different things. And ask what challenges lay ahead. A reoccurring theme was that public sector managers need to make it more attractive to work with the public sector. Both parties need to align their roles and responsibilities to be more effective and avoid data overload that gives misinformation, leading to bad decisions. Focus on being accountable and results driven.

Let’s look specifically at receivables management and debt collection within the public sector. Zinc commercial, part of the award winning Zinc Group, has been wrestling with this dilemma for several months. The company has been told time and time again that in the current climate, it is imperative that you maximise the cash owed to you. That most valuable asset, cash flow, needs protecting at all costs.

WORKING WITH THE PUBLIC SECTOR After winning plaudits in the private sector and adapting its functionality for the public sector, Zinc Group is launching its product SLM (Sales Ledger Management).

Doing more with less is not going to go away for the forseeable future. Knowledge is power in this current environment. SLM turns data into insights that, with the right people with the right skills and focus, delivers results.

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CASH BACK If you are looking to maximise cash at the year end, SLM can conduct a ledger review of your aged debt portfolio. The company recently delivered over £20,000 back to a client on what was perceived to be a charge off ledger.

Zinc identified it by using its data engine, Zinc Alert, to see gaps in how the ledger had been profiled and subsequently worked.

The company’s SLM team is some of the most experienced in the industry, and recognised opportunities that had not been apparent to its competitors.

In a recent head-to-head with a competitor, Zinc delivered £70,000 more back to the client by using SLM ethos and methodology.

Having Identified a situation that was impacting the performance of the ledger, the SLM team instigated a number of actions and remedies that positively impacted the working capital and subsequent net return for its client.

The SLM team sets plans, priorities, and allocates resource in collaboration with its partner client. Public sector managers will have a high profile visible impact on the SLM programme. The company aligns the roles and the team’s roles to compliment what the SLM team is doing. Zinc’s success hinges on the competence of the workforce on both sides.

Both teams become accountable and results oriented. When considering any technology solutions, sometimes the most effective has to give way to the most secure solution.

SLM assists at any stage of the business cycle offering: telephone, letter, Litigation, asset recovery, and dividend collections. In early stage receivables management, the aim is to bring the ledger back to terms. In the collection cycle, the aim is maximising the cash and net return. In an aged ledger, the aim is looking for any ‘nuggets’ to collect before considering charging off the debt.

The company keeps a constant watch for any emerging threats. It tries to make informed choices and is not afraid to act and respond in collaboration with its partners.

Doing more with less is not going to go away for the forseeable future. Knowledge is power in this current environment. SLM turns data into insights that with the right people, with the right skills and focus, delivers results. L FOR MORE INFORMATION www.thezincgroup.com 03301000 850

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THERE’S PLENTY TO THE NEW BMW 3 SERIES TOURING.

With the new BMW 3 Series Touring, there’s a revelation at every turn. Explore the wide range of petrol and diesel engines that achieve more power, yet still achieve greater fuel economy while emitting less CO2. The BMW 320d, for example, delivers 60.1mpg (combined) with emissions of just 123g/km CO2 for BIK from 18%. You’ll also encounter new standard features including a convenient powered tailgate and opening rear window, 495 litres of luggage space, 40:20:40 split-folding rear seats and 6.5＂Control Display with iDrive controller, alongside Drive Performance Control which allows for a selection of tailored driving modes.

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From quantitative fieldwork including door-to-door, mystery shopping and product placement and testing, to qualitative recruitment with focus groups, depth interviews and ethnography recruitment – no

ensuring consistent data input.

Dropdown menus and input constraints deliver conformity and compliance to statutory and internal file-plan standards.

User levels and access rights can be defined. Users can search, request and retrieve files, boxes or documents physically or by scan on demand showing current status and a full audit history.

Box-it, a supplier on a number of government framework agreements, provides a range of records management and document lifecycle solutions for government agencies and blue-chip enterprises.

FOR MORE INFORMATION Tel: 01962 830 200 sales@boxit.co.uk www.boxit.co.uk

project is too small or too big.

In these economically challenging times, Dallas Fieldwork understands that clients sometimes want to ‘dip their toe’ by doing a small piece of research before committing to something bigger, which is why the company can guarantee efficiency and effectiveness even for the smallest of jobs without ever compromising on quality.

Dallas Fieldwork will always go the extra mile for its clients.

With over 20 years experience in the research industry we have worked with a wide range of clients and market sectors including government agencies.

FOR MORE INFORMATION Tel: +44 (0) 28 9187 3955 +44 (0) 7737 378 015 info@dallasfieldwork.co.uk www.dallasfieldwork.co.uk

ADVERTISERS INDEX

The publishers accept no responsibility for errors or omissions in this free service 4Imprint 16 A Algeo 16 Ad Hoc Property Management 24 Airdeck 20 Alphabet 76 Assa Abloy IFC Atholl Palace Hotel 66 BAFE 42 Banbury Litho 50 Banner Business Services 62 Basec 86 Box-IT 63 Calfordseaden 84, 85 Central Flooring 32 Charles Lawrence Surfaces 32 CIS Security 34 Cooper Security 36 CWC Services 59 Dallas Fieldwork 83 DG3 Group Holdings 57 DMA Signs 62 Drilling & Sawing Association 18 DSPG 58 DX Network Services 60 Enphase 22 Equiniti 14 Flexiform 64 FSI (FM Solutions) 26 Fuzz Digital 57 GPEX 50 Granger Smith 12

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GOVERNMENT BUSINESS MAGAZINE | Volume 19.6

Gullivers Track Hire 28 Hampshire Printing Services 50 HC Slingsby 47 Healthscreen 16 Holiday Inn Winchester 71 Impro Printing Co 58 Inc Doc Business Print 59 Jadan Press 52 Jansen Betonwaren BV 28 Kestrel Printing 59 Kosnic 30 Labcold 16 Lamport Gilbert 52 Language Line 64 Latcham Direct 52 LDK Security Group 39 Linton Fuel Oils 65 MTA Digital 52 Neptunus B.V 82 Nima Print & Design Services 54 Nottingham Conferences 73 OKI 78, 79 OPDU 17 Pass Training Consultancy 42 Peacock Design & Print 54 Pensord 48 Power Perfector 29 Preformed Markings 74 Print On Demand 59 PS2 Print Co 54 Reel Appeal 54

Renewable Energy Events 28 Rocha Print Solutions 57 Routledge Books 20 Shell UK Oil Products 4 Star Uretech 74 Swallowmax 56 The British Psychological Society OBC The Cleaning Show 11, 33 The Green Electrician Group 28 The Open University 80 The Rezidor 68, 70, 72 Think Print 56 Thistle 10 Timocom 46 Tower Printing & Design 56 University of Southampton 56 Uretek 44 Variable Message Signs 77 Vinci 86 Wanzl 38 Wiggly-Amps 8 Wilo 24 Windrush 57 Wire Watcher 74 WO Jones 58 Wordwest 6 X-Mil 40, 41 Young & Young Security 42 Zinc Group 87

The new A- Class. Just 98g /km.* Some will be green with envy.

A new generation of Mercedes-Benz. Available to pre-order now.

A Daimler Brand

Discover more at mercedes-benz.co.uk/fleet

Official government fuel consumption figures in mpg ( litres per 100km ) for new A-Class range: urban 33.6 (8.4) - 62.8 (4.5), extra urban 55.4 (5.1) - 85.6 (3.3), combined 44.1 (6.4 ) - 74.3 (3.8) CO2 emissions: 98 -148 g/km. Fuel consumption figures comparison based on an Audi A3 Sportback SE 1.6 TDI and a BMW 116d ED. *Model featured and based on an A180 CDI BlueEFFICIENCY SE at ÂŁ21,770.00 on-the-road including optional metallic paint at ÂŁ570.00. Some combinations of features/options may not be available. Please contact your Mercedes-Benz Retailer for availability. Price and comparison correct at time of going to print.

The British Psychological Society Promoting excellence in psychology

Do you hold BPS Certificates of Competence in Occupational Testing (Level A/Level B)?

It is not too late to re-join the online Register of Qualifications in Test Use (RQTU) if your annual entry has lapsed!

In September 2012, the online Register celebrates its first year. The Register lists all currently active competent test users who hold BPS test user certification and who agree to abide by the Code of Good Practice for Psychological Testing. If you hold our Certificates of Competence, but are not on the Register, you have until 4th September 2013 to reinstate your entry on the Register.

How can I find out if my Register entry has lapsed?

Check your status on the Register at www.psychtesting.org.uk, by clicking on the tab called ‘The Register – RQTU’ and searching for your surname.

If your name appears you are up to date and no action is required.

If your name does not appear, please contact us. The annual fee for the Register is £36, which can be paid over the phone by card.

What happens if I do not reinstate?

After 4th September 2013 your BPS test user qualification will no longer be valid without an accompanying Register entry and you will need to have your competence reaffirmed to reinstate your qualifications at a later date.

t: +44 (0)116 252 9530 e: enquiry@psychtesting.org.uk w: www.psychtesting.org.uk