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ISSUE 27.5

Business Information for Local and Central Government

ACTIVE TRAVEL

A HEALTHY TRAVEL PLAN Why increasing walkability in neighbourhoods and encouraging healthy modes of transport is more important than ever before

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ISSUE 27.5

Business Information for Local and Central Government

ACTIVE TRAVEL

A HEALTHY TRAVEL PLAN Why increasing walkability in neighbourhoods and encouraging healthy modes of transport is more important than ever before

Comment

HEALTH & CARE

DIGITAL MAIL:

ENABLING BUSINESS CONTINUITY DURING THE COVIDD19 CRISIS AND BEYOND

Are local powers key to fighting coronavirus? A few days ago, Andy Burnham, the Mayor of Greater Manchester, urged the government to hand more powers to local authorities to help retain public support and tackle rising numbers of coronavirus cases across the country.

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Burnham is not shy about calling out ministers for their shortcomings. In recent months he has campaigned for payments for people self-isolating, a simplification of lockdown rules, better access to testing and for the government to reconvene Cobra as a matter of urgency with places for all of the English regions. All of his suggestions seem both logical and entirely feasible. But what is attainable is not always what is deemed possible by a government who seem to have lost all sense of logic. Manchester may be an obvious example and Burnham a vocal critic, but you can look at cities from across the UK and see the same problems and local leaders seeking the same assistance and clarification.

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With the furlough scheme set to close and Test and Trace seeming to be deteriorate in success by the week, surely the need to look local is well and truly upon us. Local areas in tiers 2 and 3 must be able to request local control of the Test and Trace system, with resources transferring from the national system. If not, winter will be unmanageable. Michael Lyons, editor

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Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Contents

Contents Government Business 27.5 06 News

Coronavirus enforcement boosted with £60m funding; major reform needed to meet UK broadband targets; and planning reforms would have affected thousands of homes

10 Facilities Management

The IWFM discuss the opportunity to put sustainability at the centre of the ‘Build Back Better’ agenda

15 Health & Care

Dr Eleanor Roy, Health and Social Care Policy Manager at CIPFA, explores the benefits of joined up policy making across health and care

19 Active Travel

Cllr Claire Holland, chair of London Councils’ Transport and Environment Committee, outlines the current ‘golden opportunity’ to encourage more people to walk and cycle

22 Active Travel

Sue Morgan, Executive Director of the Design Council, discusses the relationship between health and well-being and active travel

27 Energy

Polly Billington, director of UK100, a network of local leaders committed to Net Zero, looks at the urgent need to scale up local, sustainable energy with Net Zero by 2050 in sight

31 Outdoor Areas

Justin Webber, chair of the Royal Town Planning Institute’s Urban Design Network, explains why it is important for decision makers to take a long-term approach to improving the quality of life in our cities, towns and villages

35 Modular Build

The first batch of modular homes designed as accommodation for homeless Londoners has been assembled on a test site in Tower Hamlets

36 Fire Safety

67 83

When you look at the built environment over the past 20 years, we have created many buildings that are not resilient to fire and we continue to build them. While the best approach to fire safety is not to have a fire in the first instance, it’s important that we ask the question: what sort of built environment do we want in the future? Iain Cox, chairman of the Business Sprinkler Alliance, discusses

38 Construction

The government’s proposed planning reforms seek to transform a system that has long been criticised for being too sluggish in providing housing. But how will the changes provide a boost to SME builders?

Government Business magazine

40 Social Housing

As economic hardship continues to rise in the wake of the Covid-19 pandemic, Shaun Aldis chief executive of Wolverhampton Homes argues a rise in homelessness doesn’t have to follow as a consequence. Here, he examines how with the right tools, authorities can keep figures as low as they have been during the Covid-19 pandemic or even lower

43 Road Maintenance

Despite the country being in various stages of lockdown for the last few months, RAC patrols still had to go to the rescue of 1,766 drivers whose vehicles had fallen foul of potholes

49 Drones

Elena Major, from ARPAS-UK, the UK Drone Association, looks at the role of asset management for local authorities and why now is the time for technology investment to drive accelerated, long-term asset management once the pandemic is over

54 Market Research

Evidence, data and insight must be protected and prioritised in the UK’s Covid recovery, says MRS CEO Jane Frost CBE

56 Flooding

61 Health & Safety

As businesses strain to remain afloat during the Covid-19 pandemic, it has never been more important to get health and safety right. Virman Man says that line managers, who mediate the space between senior management and frontline staff, have the responsibility for ensuring that their teams are tasked safely and act safely. A recent report examines how well prepared they are for this role

64 Green Spaces

Suzanne Simmons, Projects Director at Trees for Cities, explains why the Covid-19 crisis may well shape our response to urban trees and green space supply

67 Covid Suppliers Catalogue

Since the start of the coronavirus outbreak, the Crown Commercial Service received thousands of offers from suppliers across the UK to provide goods and services to the public and third sector. The resulting Covid Catalogue is explored below

83 Frameworks

We revisit the advice and guidance of Rob Whitehead, category lead for Technology Products and Services at the Crown Commercial Service, in which he discusses how Spark will work, how it has been designed, as well as its desired outcomes

www.governmentbusiness.co.uk Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

News

CORONAVIRUS

Coronavirus enforcement boosted with £60m funding Local councils will receive part of an additional £60 million from the government to step up their enforcement of coronavirus rules as part of the government’s plans to tackle the rise in infections. Alongside funding for the police, local councils will use the funding to increase their compliance work and enforcement checks on businesses. Currently, enforcement officers such as Environmental Health Officers are responsible for explaining and encouraging businesses and communities to follow the latest guidelines, carrying

out inspections, issuing fines and closing premises in the case of non-compliance. The surge funding will also enable police to increase patrols in town centres and ensure that people are complying with the new restrictions, particularly in high-risk areas. Police will also provide more support to local authorities and NHS Test & Trace to enforce self-isolation requirements. The £60 million funding will be divided equally between police and local councils, with both receiving a £30 million share. The government is expected to publish new

guidance outlining the types of compliance and enforcement activities councils could carry out using the £30 million funding. This includes covering costs associated with stepping up enforcement activity, measures to help the public and businesses to understand the latest regulations and funding the cost of dedicated staff to encourage compliance with the rules, including marshals. READ MORE tinyurl.com/yybmcu2q

CORONAVIRUS

TESTING

Inquiry launched to scrutinise response to coronavirus

Majority want testing programme run by NHS

The Health and Social Care Committee and Science and Technology Committee have launched a joint inquiry into lessons to be learned from the response to the coronavirus pandemic so far. The two committees will jointly conduct evidence sessions examining the impact and effectiveness of action taken by government and the advice it has received. Each committee will draw on specialist expertise and call witnesses to consider a range of issues including: the deployment of non-pharmaceutical interventions like

New polling has found that three quarters of the British public want to see the government’s programme of mass testing run by the NHS and public health protection teams rather than private companies. The research found that 78 per cent of people want to see the logistics of the programme, dubbed Operation Moonshot, run by the NHS and local public health protection teams, compared to just 11 per cent who want it run by a private company like Serco or G4S. Campaign group We Own It, who commissioned the polling, said it was time for a different approach to the coronavirus testing and tracing scheme. Serco continues to miss the targets set by SAGE for contacts traced, managing only an average of 58.6 per cent compared to its target go 80 per cent. It was very recently revealed that Serco have been awarded an additional £45 million contract to add additional testing centres.

lockdown and social distancing rules to manage the pandemic; the impact on the social care sector; the impact on BAME communities; testing and contact tracing; modelling and the use of statistics; government communications and public health messaging; the UK’s prior preparedness for a pandemic; and the development of treatments and vaccines. READ MORE tinyurl.com/y3hk7xcd

LOCKDOWN

Urgent re-think of lockdown policy needed, says Burnham

The Mayor of Greater Manchester has warned has warned that the government is in danger of losing public support for its approach to local lockdowns without an urgent re-think of the policy. Andy Burnham has called on the government to open negotiations with Mayors and local leaders across the country on the proposed new ‘three tiers’ policy for restrictions, saying that the new approach

could improve public understanding of the restrictions in different areas. Burnham has set out five key conditions on which the new system will need to be based if it is to command public trust and support. These are: clear thresholds for entry/exit from the different tiers; the ability for local areas in tiers 2 and 3 to request local control of the Test and Trace system, with resources transferring from the national system; agreed levels of extra financial support for councils in tiers 2 and 3; a package of support for local businesses affected by local restrictions; and a local furlough scheme where businesses are required to close. READ MORE tinyurl.com/y5ar8phc

READ MORE tinyurl.com/y6dg9cvh

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

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Facilities management

Reaching sustainability goals within the workplace Linda Hausmanis discusses the opportunity to put sustainability at the centre of the ‘Build Back Better’ agenda The Covid-19 pandemic has turned the global perception of the workplace on its head. The mass transition of huge swathes of the workforce to a home working set up has raised much debate as to the value of a physical office space – and caused employees and employers alike to embrace an evolving concept of the workplace as more than a simple 9-5 destination. As we settle into the ‘new normal’ and look ahead to the future, much has been made of the need to ‘build back better’: taking action towards more ethical businesses and a fairer, equitable, more inclusive and sustainable society. Even before the crisis hit, the sustainability agenda had begun to move on considerably. Increased media and public attention on environmental challenges led many councils to declare a climate emergency,

on environmental conditions and pollution levels – and the experience firmly proved that dramatic behavioural changes can be achieved at scale. The monumental shift in attitudes, approaches and expectations mean sustainability in the workplace is millions of people to take part in global set to remain firmly on the agenda, even climate strikes, and the government to pass as the crisis passes. In laying plans for legislation committing the country to netfuture workplaces, organisations must zero carbon emissions by 2050. Businesses therefore consider sustainability swiftly followed, with many setting of utmost importance. their own science-based With buildings accounting targets to achieve net zero I t is for approximately 40 emissions, and putting in critical per cent of global place new, long-term t h a o t r ganisat energy demand, it is sustainability strategies. i sustain ons take not surprising that a social v bility and most workplace and Sustainability alues se managers on the agenda i r f iously, facilities they are in the UK already The crisis has only and ret to attract take responsibility for acted to accelerate ain the sustainability within their these trends. The talent best organisations and have unprecedented done so for many years. economic shutdown The recently launched IWFM presented a silver lining in Sustainability Survey 2020 E the form of a positive effect Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Homes, schools and hospitals across England are set to be greener and cheaper to run thanks to a £3 billion plan to upgrade the nation’s buildings, a move which ministers are dubbing the biggest in a generation.

As we settle into the ‘new normal’ and look ahead to the future, much has been made of the need to ‘build back better’: taking action towards more ethical businesses and a fairer, equitable, more inclusive and sustainable society  in partnership with Inenco found that an increased number of FM professionals see sustainability as ‘extremely important’ to the organisation compared to 2018. These professionals are uniquely placed to make a difference to the sustainability agenda because they are the glue in organisations, marrying the needs of owners, occupiers and the supply chain to create energy efficient, productive and pleasant workplaces. Workplace and facilities managers are already on the frontline of reducing carbon emissions from the built environment. This includes making more effective decisions regarding heating and air conditioning, lighting and building insulation. With more than a third of CO2 emissions linked to our homes and workplaces, simple actions such as turning off lights when you leave a room and recycling where possible are as of much importance at work as they are at home. However, as increased demand for flexible working begins to shift the role of the traditional office space, it’s important that organisations recognise sustainable and ethically run workplaces extend far beyond just the built environment. Employees increasingly expect their employers to set an example in sustainable living, embedding sustainability goals into the

heart of any organisation. Workplace and facilities managers play a critical role in establishing these strategies and creating positive environments that will attract and retain the strongest talent. Encouraging behaviour change It’s also important to note that the sustainability agenda goes beyond just environmental challenges to include economic and social impact. Applying the full sustainability agenda ensures a full, holistic impact of the workplace. The IWFM Sustainability Survey 2020 revealed there has been a huge rise in the perceived importance of social value (articulating the value of sustainability impacts in economic, social and environmental areas, particularly locally) and wellbeing in recent years, with areas such as equality and diversity and training forming a key part of organisations’ sustainability strategies. We’ve already begun to see more businesses establish initiatives that encourage behaviour change; from food and nutrition advice to mindfulness and volunteering. The rising number of employees working remotely has arguably accelerated the importance of such activities as organisations realise responsibility for

Facilities management

£2 billion Green Homes Grant

The From 30 September, homeowners can sign up for savings on upgrades to their homes under the government’s £2 billion Green Homes Grant, with an additional £1 billion announced to improve the energy efficiency of publicly owned buildings. The grant scheme will see the government fund up to two-thirds of the cost of home improvements up to £5,000. Those homeowners with low-incomes, including those on certain benefits, are eligible for a grant covering up to 100 per cent of the cost of works up to £10,000. The scheme will improve the energy efficiency of over 600,000 homes. The government hopes that the investment will cut people’s energy bills and carbon emissions, whilst also supporting over 100,000 jobs in green construction for local plumbers, builders and tradespeople across the UK. £500 million of the of the Green Homes Grant scheme has been assigned for local authorities to provide green home improvements for households with an income of under £30,000.

employee well-being does not stop at the office door. Indeed, our recent survey revealed that over two-thirds of respondents believe their sustainability policies and targets will change as a result of the pandemic – with increased emphasis placed on areas such as remote working, travel, well-being and video conferencing facilities. As we move towards the future and begin to lay plans for the future structure of our workplaces, it is critical that organisations take sustainability and social values seriously, if they are to attract and retain the best talent. Workplace and facilities managers are representatives for change and hold the key to driving forward ways in which office spaces can continue to adapt, with the aim of becoming more productive and sustainable in a post-Covid world. Organisations that fail to recognise the role sustainability plays in the workplace, risk long-term reputational damage – and decision makers must consider it as a core working practice and policy if they are to thrive in a post-pandemic world. L FURTHER INFORMATION www.iwfm.org.uk

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Advertisement Feature

How ‘fresh’ is your air? The debate over the air quality inside buildings has taken on new urgency as more buildings re-open after the lockdown, making it crucial that facilities managers get their ventilation strategies right, says James Henley

The issue of air quality in re-opening buildings has received widespread media coverage, including a feature on BBC News. Reports advised workers to refuse to enter ‘stuffy’ offices because these could pose a risk of a second spike in Covid-19 infections. Opening windows was the main tactic recommended by national media, but anyone who occupies a building in an urban environment should have their doubts about that. If there is little or no wind, the air will not naturally flow into a building from outside, particularly if the temperature outside is colder than inside – so air movement cannot be guaranteed. Another problem – potentially much more serious – is the risk of increasing the amount of polluted air entering the building. The World Health Organisation (WHO) also remains concerned that outdoor air continues to be frequently used as supply air for ventilation systems despite heavy contamination by particulates and other outdoor pollutants. It has called for much more effective use of air filters and room air purifiers in homes, businesses and buildings with particularly vulnerable occupants like care homes and hospitals.

It is a good idea to keep systems running for longer and at higher speeds than normal – starting two hours before occupation and kept running at lower speeds overnight and at weekends to purge the building. Systems that recirculate the air should be switched to ‘full fresh air’ mode to minimise the risk of contaminated air re-entering the building during the ongoing pandemic. Recirculation dampers can usually be switched off manually or by using electronic controls. Return air from air handling units should be minimised and ‘purging’ carried out to avoid air moving from the extract side to the supply side of these units. Filters should be regularly checked and cleaned or replaced and maintenance staff should wear appropriate PPE when carrying out this work. This will mean the system can continue to refresh the air while reducing the threat from outdoor pollutants. While physical intervention like this remains important, there is also an increased amount we can do to keep building occupants safe using remote monitoring technology. Building engineers can now easily assess the condition of equipment from a remote location – making it possible to repair and maintain systems even when physical access is severely restricted. Even before the crisis, the global market for ‘smart building systems’ was predicted to grow to more than £30 billion by 2022. That meant this sector was outstripping any other part of construction by far. The pattern of economic recovery remains uncertain, but there is clearly a strong

Balancing one health risk against another Indoor air is often five times more polluted than outdoor air due to the increased concentration in a confined space and the mixture and combination of pollutants from both internal and external sources. Therefore, the need to increase air change rates to reduce the virus transmission rate must be balanced with the threat posed by outdoor pollution. You can’t simply offset one health risk by increasing another. Therefore, mechanical ventilation systems should be seen as the first line of defence. And these must be correctly set to maximise the amount of air being brought into the occupied spaces and should be regularly maintained to reduce the intake of external contaminants.

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

case for further investment in this kind of technology; not least because it will allow the building services industry to maintain operating quality and productivity whatever restrictions we face in the future. Continuous monitoring also allows facilities managers to spot early warnings with important cooling systems, for example. If a chiller or air handling system is not achieving its design capacity or efficiency, it may be because the refrigerant charge is low or operating pressures have become too high – in any case, they will be alerted before the problem becomes serious. Avoiding costly breakdowns This allows potential breakdowns to be avoided and any drop in performance to be addressed before it starts to affect the building and its occupants. Repair work and energy usage account for around 85 per cent of the total lifetime cost of an air handling unit – so it is important to get these things right. Buildings are also responsible for around 40 per cent of global energy consumption with HVAC systems the biggest contributor. The availability of digital technologies means building services designers are gaining more control over how a building will perform in use and, therefore, how much energy it will consume – as well as how safe and healthy it is for occupants. L

James Henley is Product Development Manager at Daikin Applied UK. FURTHER INFORMATION www.daikinapplied.uk 0345 565 2700

Health & care

Never let a crisis go to waste Dr Eleanor Roy, Health and Social Care Policy Manager at CIPFA, explores the benefits of joined up policy making across health and care If there are any benefits to be realised from the Covid-19 crisis, chief among them would be that the financial issues facing health and social care have been brought to the forefront of public discourse. However, while it is fantastic to see engagement on these vital issues, a decade of austerity has meant that our health and social care systems were not adequately prepared for recent events. The NHS has faced particular difficulties in mobilising capital. Reductions to capital limits and transferring capital to revenue have contributed to a phenomenal £6.5 billion backlog maintenance bill. This has been further exacerbated by the removal of Private Finance Initiative (PFI) as an option to access private sector investment – with no alternative option on the horizon. While the government has recognised the need to reform the capital system, this continues to be delayed. Meanwhile, social care has long been in a state of crisis, with the sector facing increasing levels of demand, workforce shortages, a fragile provider market and significant under-funding. While the need for reform has been recognised for over 20 years, the political will to grasp the nettle of social care reform has been lacking. These systemic problems had been trundling along largely in the background of political debate until Covid-19 hit the UK. In the face of the pandemic, existing fragilities that had flown under the radar or been placed in the ‘too difficult’ bucket were exposed and exacerbated. At the same time, the pandemic has brought the interdependencies between the health and social care systems into sharp relief. National policy decisions impacting the resilience of one service have implications for the other, and Covid-19 has highlighted this for health and social care in particular. It has also revealed some of the problems with

sector would struggle to cope if the NHS centralised ‘command and control’, which implemented a rapid discharge scheme. we have seen in the national PPE distribution However, the findings of Exercise Cygnus and testing programmes. The experience has were never published in full. When Coviddemonstrated what has been clear to those 19 hit, the NHS was enabled to discharge working across the public sector for many non-critical patients into social care settings years - that integrated systems and a placewithout assessment and, in many cases, based approach are key to delivering the best without testing. You only have to look outcomes – and best value - for communities. to the headlines to see the tragic impact The crisis has gone some way to of this failure to share and learn the breaking down institutional silos that had lessons of previous planning exercises. inhibited integration – necessitating a Difficulties were further compounded by move away from focusing on the barriers the efficacy of government guidance for of process and encouraging shared goals social care. A clear action plan for social and outcomes. We’ve started seeing some care did not emerge until April (a month really solid examples of joined-up working after accelerated discharge began), while across the sector, with transformation guidance on procedures and use of PPE was that previously would have taken years frequently changed and updated, leading getting off the ground in weeks. to widespread confusion and frustration. In areas where collaborative and integrated Lack of transparency, both past and present, approaches were already more developed, as well as failure to share clear and timely this has enhanced their ability to respond information and guidance, have hindered to the crisis. We have seen localities remove the ability of health and care services to obstacles in areas such as information respond as effectively as they could. governance that have long created In addition to the need for greater difficulties for integration. In partnership clarity and transparency, there is a need with the NHS, directors of public health to provide an equitable approach to have been at the heart of the response. financial support across both services. Over the course of the pandemic, the More needs to be done government has committed to ensuring While this is great to see, more needs to be the NHS has the funds it needs to cope. done from the top to enable joint working. This is of course welcome. However, Joined-up policy-making, and the ability to while local government has benefited from plan effectively in a crisis, are dependent on some additional funding, this has been leadership, clarity and transparency at the insufficient to meet additional national level that has not always costs and cover lost income. been forthcoming. In 2016, The Association of government conducted Directors of Adult Social a national exercise Services in England’s modelling the impact Covid-1 annual budget survey of a flu pandemic 9 has created found that only four – Exercise Cygnus. a huge amoun per cent of adult social This highlighted t of deb services directors E that the social care ar a

ound te facing h the issues ea social clth and are

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Advertisement Feature

Five reasons to change your HR and payroll for April 2021 With the pandemic hitting, many government organisations across the country were at the front line, posing significant demands and costs. With no end to the crisis in sight, it is likely that you are being asked to do more with less avoid repetitive data entry. While tools such as employee self-service devolve responsibilities to employees saving you time and resources.

You might not think it but having the right HR and payroll system in place can save you significant time, money and resources. 1. Delivering efficiencies How much of your HR and payroll’s time is spent on unnecessary administration? If you’re using paper timesheets to record holidays or manually inputting your pensions data returns, then the chances are you are wasting days’ worth of administration time every single month. A good HR and payroll system will enable you to automate many of these types of timeconsuming manual tasks freeing up your teams to concentrate on more value-added activities like well-being programmes or assisting with your organisation’s overall strategic objectives. Choosing an integrated solution which covers both HR and payroll will mean that you

2. Compliance With so many legislative and statutory regulations to meet, plus complex payrolls and pensions schemes, there are a lot of rules that you need to adhere to. If you are handling these tasks manually then it is going to be a huge drain on your team. You’ll spend weeks calculating or adjusting processes just to meet your legal obligations. Specialist HR and payroll providers with experience in the public sector are set up with compliance in mind to ensure that the platforms they provide support these requirements. This will automate the processing of your regulatory requirements and drastically reduce the time you spend completing them. With a provider that puts compliance at its core, you’re able to reduce costs by avoiding manual calculations and work arounds. 3. Finding the right talent Many candidates will form an opinion about a potential employer at the very start of the recruitment process. If their experience is poor with technology and processes that are out-dated and clunky, then they’ll likely be turned off. So, it is essential that you have an easy to use and streamlined experience. However, the journey doesn’t end when the contract is signed. If you want to keep people long-term then you need to invest in a thorough onboarding programme. In fact, onboarding doesn’t just affect how

long someone stays in a job, it is also proven to improve new hire productivity. Implementing recruitment and onboarding as part of a specialist HR system before April 2021 means that you’ll start the new financial year with completely new processes that will help you find the people you need, improve retention rates and reduce costs. 4. End of contracts/renewals As contracts for existing systems come to an end, you need to decide whether to extend the existing contract or enter the procurement process for a new supplier. You might think that with stretched resources and limited budgets it is not a good time to switch providers. However, by taking this approach you may be stuck with outdated and de-supported legacy systems or poor services that lead to wasted costs and inefficient processes. These systems stop organisations effectively utilising their resources, making cost efficiencies almost impossible as there is no room to update processes and make the most of automation that can significantly reduce manual processing. With the right system and supplier, implementing a new solution doesn’t have to be hard work and the benefits often outweigh the initial risks. 5. Getting the best value Now more than ever you need to show that you are getting good value for money from your suppliers. Like car insurance or energy bills, simply renewing your contract often means that costs increase significantly without much justification or additional investment in your service. The best way to avoid surprise renewal costs is to get a quote in advance so that there is still plenty of time to find an alternative supplier if you find you’re no longer getting the value you paid for. The earlier you start searching for alternative suppliers, the quicker you can maximise on savings. Suppliers will have to show the additional value their solution brings. Procurement teams need to try and find the best value from suppliers. Shopping around now will provide the time you’ll need to get your system live in time for the new financial year. MHR has a wealth of experience supporting the complex reporting requirements and challenges government businesses face. Visit our website now to start realising the benefits of a HR and payroll that works for you. L FURTHER INFORMATION https://mhrglobal.com/uk/en/public-sector

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Health & care

 are confident their budgets are sufficient to meet their statutory duties. Last year it was 35 per cent. It is therefore unsurprising that many councils are struggling to balance their books. If local authorities do not receive adequate funding from government, they may be forced to retender critical community and public health services at a time when those very services are critical for a robust health response. The ability of our health and care systems to respond in crisis is also thwarted by a lack of investment in preventative services. Countries that have experienced similar public health crises have performed better where there were preventative measures already in place. Such measures across all services could help safeguard organisations from the impact of another crisis. Even in the absence of a crisis, investment in prevention can reduce both cost and demand, increasing the resilience and sustainability of our public services. Addressing these issues will be key not only to the health outcomes of citizens across the UK, but to our ability to cope with the expected economic downturn. Evidence shows that economic depressions and unemployment are inversely correlated with chronic health conditions. To put it simply, as money in people’s pockets goes down, demand on health and care services go up. Without a sustainable health and care system with strategies in place to cope with this increase in demand, the vicious cycle of unemployment and poor health will only spiral further, leading to reduced growth and increases in welfare spending – further widening the health inequalities that already exist.

The crisis has gone some way to breaking down institutional silos that had inhibited integration – necessitating a move away from focusing on the barriers of process and encouraging shared goals and outcomes Lessons to be learnt There are clear lessons to be learned from the present crisis. At CIPFA, we want to see the positive examples of joined up working in parts of the health and social care system become business as usual across the country. We want to see prevention viewed as a true investment – money paid in now to improve outcomes and reap future benefits. But most of all, we want to see leadership from the top that enables these lessons to be applied consistently. Government needs to view health and social care as parts of a cradle-to-grave system, where weaknesses in one will lead to failure in the other, and fund both services accordingly. This does not mean more centralisation – it means joined-up, coherent policy, adequate funding to meet demand and ensure sustainability of vital services, and recognition that localities are best placed to determine what works in their area. But as we begin to return to some sense of normality, potential tensions are already beginning to emerge. The Community Network, part of the NHS Confederation, have called for a pause on the retendering

of community and public health contracts to give providers more stability. While this would indeed provide certainty for the healthcare sector, it also limits the ability of local authorities to deliver savings that could enable them to balance their books. While a pledge from government to fully fund the additional costs that Covid has created for local government could help overcome this, MHCLG has moved away from such commitments, instead promising future funding in the context of ‘burden sharing’. Covid-19 has created a huge amount of debate around the issues facing health and social care. The upcoming spending review will offer an opportunity to reflect on what the future shape of these vital sectors should be. However only time will tell whether we will let the crisis go to waste, or use the momentum gained over the last few months to build meaningful reform that puts both the NHS and social care on a sustainable footing. L FURTHER INFORMATION www.cipfa.org

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3. 4.

Doubling the amount we give to charities annually by 2025 Donating 3,000 volunteering hours annually by 2025 Doubling our sustainable product mix to 40 per cent by 2025 Reducing our carbon emissions by 40 per cent by 2025 vs 2019

You can buy from us with confidence Our scale means that you can buy from us with confidence. Our extensive distribution network ensures that the majority of mail order products are available on the next working day. We also provide a 30-day money back guarantee returns/collections service, giving you piece of mind and letting you get on with the thousands of other task you need to get done. Talk to us We’ve changed the shape of what an office supplies partner looks like - but this is just the beginning. To find out more about how Office Depot can help you just contact us today… L FURTHER INFORMATION Contact Ellie Hendrey: Tel: +44 (0) 7929 780909 ellie.hendrey@officedepot.eu www.whyofficedepot.co.uk

Active travel

Active travel in the capital Cllr Claire Holland, chair of London Councils’ Transport and Environment Committee, outlines the current ‘golden opportunity’ to encourage more people to walk and cycle Even before the Covid-19 pandemic began, London boroughs were aware of the growing challenge of the climate emergency. It was clear that in order to truly tackle this vast issue, boroughs would have to take strong, bold action alongside the government and other local, national and global stakeholders, in order to decrease carbon emissions and make London a healthier, safer place for all our residents for years to come. In the midst of the pandemic, climate change remained on London boroughs’ agenda. The impact of Covid-19 has been devastating for London in so many ways, but it has also yielded some environmental benefits. Due to lockdown, there were fewer cars on the road, improved air quality and a surge in active travel as more people used walking and cycling as a way to get around while following public health guidance. Increased demand for active travel Many boroughs stepped up to the challenges presented by the dramatic decrease in public transport use and capacity, and the increased demand for active travel, by introducing emergency measures to support people

who needed to walk or cycle for essential Alongside this, boroughs are supporting the journeys. These measures have continued shift to electric vehicles. The government and expanded to meet demand for announced earlier this year that petrol alternative travel options and diesel cars will be banned that people may not have from 2035 to enable the UK to chosen pre-pandemic. achieve its target of emitting T he imp So far, boroughs have virtually zero carbon by a ct of Covi transformed public 2050. Boroughs are d 1 9 has been d spaces to make it working with partners e safer for larger to install more electric for Lon vastating d numbers of people vehicle charging o n many w i to walk and cycle, points - from slow ays, bu n so t it has also yie including pop-up overnight chargers to lded so bike lanes, wider rapid charging points m environ pavements and bus that can charge up a mental e or cycle only corridors. vehicle in half an hour benefit s Working with TfL’s to make this shift as easy Streetspace programme as possible for those who has also increased the need to drive in the capital. capacity for boroughs to transform to provide active travel options. A new normal These innovations mean that not only are Coronavirus has created a ‘new normal’ there more active travel options, but there the pandemic looks likely to have a long is also more space for social distancing. In legacy. More people are working from home addition to this, there are health benefits than before, and most are not expecting an enjoyed by those people who choose to immediate or full-time return to the office. walk or cycle to complete their journeys. We have also seen an increase in road traffic And supports a local economic recovery congestion, particularly in outer London, as in the most challenging of times. more people use their cars after lockdown E Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

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Active travel

î &#x2020; because it feels safer than public transport. According to data from the Waze for Cities programme, congestion has increased to nearly a fifth on average above last year. These concerning numbers highlight the immediate need for other modes of transport to share the load, particularly active travel for those making shorter journeys. In June, a poll by Centre for London, funded by London Environment Directorsâ&#x20AC;&#x2122; Network (LEDNet), showed that the majority of Londoners supported permanent pavement widening and the provision of new cycle lanes or wider cycle lanes. Around a third of Londoners also said they would cycle more after lockdown, with 46 per cent stating they would increase walking, running and cycling altogether. Amidst the devastation and stress of the pandemic, Londoners are spending more time outdoors, valuing the cleaner air and time spent in green spaces. We have seen that individuals, communities and businesses are willing to and capable of adapting their behaviour to protect public health from coronavirus. Polling has shown that two thirds of Britons believe that climate change is as serious as coronavirus, and the majority of them want to see climate change prioritised in the economic recovery. Not only would the increase in walking, running and cycling benefit Londonâ&#x20AC;&#x2122;s environmental recovery but it hugely improves the health of the individual, both physically and mentally. However, we are also aware that the introduction of wider cycle lanes, low traffic neighbourhoods and similar schemes have

London boroughs are seizing this opportunity to innovate and provide better and safer active travel options for residents. We must now be ambitious and aim to build back better from the Covid-19 pandemic not been well received by all Londoners who some voice concerns with regards to increased journey times for example. Local authorities constantly balance different priorities to make sure they are listening to everyone locally. This situation is no different. Boroughs are working closely with local stakeholders, taking into account varied points of view and monitoring the situation so they can check whether new traffic schemes are having the desired overall impact, making adjustments where needed. Partnership working We know that it will not be enough for boroughs to act in isolation. Local authorities are by no means the only organisation responsible for delivering a long-term climate change response. There needs to be work done on other fronts too, bringing together a wide variety of partners in local communities, in order to have a sustained and lasting effect. Government must play a leading role, setting a positive, empowering precedent for us all, using the powers and resources at its disposal to drive change. Business leaders also have a responsibility to recognise the climate

emergency and mitigate their impact on the environment. That is why London boroughs are committed to working with partners along with local communities to ensure that active travel continues to be a viable option as part of the overall climate response. By focusing on a recovery from Covid-19 which prioritises active travel across the capital wherever possible, London could reduce the number of vehicles on the road, achieving lower emissions and congestion rates, and ultimately making our capital a safer, greener city to live in. Nobody wants to see the climate emergency progress to an advanced stage, leaving us powerless to act. London boroughs are seizing this opportunity to innovate and provide better and safer active travel options for residents. We must be ambitious and aim to build back better from the Covid-19 pandemic, investing in a low and zero carbon economy, a thriving and healthy natural environment and resilient communities. L FURTHER INFORMATION www.londoncouncils.gov.uk

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Active travel

Designing healthier places Sue Morgan, Executive Director of the Design Council, discusses the relationship between health and well-being and active travel This spring, Design Council published our new strategy, setting out our three interlinked priorities for the next four years: to improve the nation’s health and well-being, enable sustainable living and improve people’s design skills so they can best respond to these and other challenges. Just as we launched our document, the coronavirus pandemic took hold and lockdown swiftly followed. Almost instantly, we saw the pandemic bring our key strategic aims into sharper focus. Health and well-being dominated the news agenda, not only in terms of the direct health impacts of the virus, but also how people were coping with issues including enforced isolation. As we all experienced prolonged confinement in our homes, many of us across the UK (and beyond) recognised how the quality of our homes, access to

green space and local social infrastructure can enhance or undermine our physical and mental health. We also saw very clearly how more deprived communities were disproportionately affected by the virus and the correlation between this and lack of access to nature and bad quality homes.

it comes to the environments that we live in, the built and natural environment plays a significant role in deepening or relieving many of these wider determinants of health. Healthy placemaking has been a core part of Design Council’s work for many years. Our work aims to reduce non-communicable diseases by shaping the built environment so that healthy activities and experiences are integral to people’s everyday lives. Over years of work championing healthy places, we have summarised five attributes of a neighbourhood that can support better physical and mental health:

Supporting better health The factors that contribute to good health and well-being are broad and interlinked – and go far beyond the built and natural environment alone: deprivation; socioeconomic and ethnic background; reliable employment; housing security; access to healthy food; and broader trends such as an ageing Design population. When

Physical activity: increasing walkability in buildings and neighbourhoods and encouraging healthy modes of transport.

Co making uncil is strides significant creating forward in p promot laces that and wee health ll-being

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Social contact: designing well-connected housing and neighbourhoods that provide access to facilities and amenities to reduce social isolation and loneliness.

Of course, healthy placemaking extends beyond our immediate homes and neighbourhoods to incorporate infrastructure, and not just at a local but a national scale

Active travel

Healthy food: improving access to healthier foods.

Contact with nature: providing access to the natural environment, including parks. Pollution: reducing exposure to air and noise pollution. This all adds up to compact, mixed-use, walkable neighbourhoods with leafy streets and great parks. And this is part of what we seek to achieve through our work in delivering independent strategic design support and advice to local authorities, developers and estates. Indeed, we have worked on more than 4,000 projects since 2011. We are constantly working with project teams to encourage sustainable, healthy travel, thinking about how strategic planning, streets, landscape design and public transport come together to enable walking and cycling: from advising on the transport and green infrastructure in Barking Riverside to drive better health and well-being in this NHS Healthy New Town, to providing strategic design support to the States of Jersey in their new masterplan in St Helier, resulting in better streets, spaces and connections to the town centre from the waterfront. Of course, healthy placemaking extends beyond our immediate homes and neighbourhoods to incorporate infrastructure, and not just at a local but a national scale. This means looking at how our existing infrastructure systems can support and better integrate intermodal transport, making it as easy as possible to reduce car use. Decent Council’s recent ThinkStation programme, run in partnership with Network Rail – just one of the major infrastructure providers that we support – shows that this is exactly what passengers, rail and industry experts want. Active By Design Much of this valuable work builds on the insight from Design Council’s Active By Design programme which made a powerful case for taking action to tackle 21st century health problems through the places we build for. Our Active By Design guide provides a series of principles to respond to the rise in lifestyle-related disease by championing design in the built environment that makes active travel core to how we work. The document includes positive case studies; from the award-winning New Road in Brighton which has transformed a neglected street into an attractive and welcoming space for pedestrians; to a playful design in the Odenham subway in Stockholm, involving the transformation of set of stairs which into musical piano keys, tempting 66 per cent of people from using the escalator. Back in the UK, there are many encouraging examples of local authorities have making significant strides in creating healthier places and encouraging behaviour change.

For example, the popular Mini-Holland scheme in Waltham Forest with its focus on improving cycle infrastructure to make cycling safe and accessible, has quickly become a model for other councils looking to reduce congestion and improve air quality. During the pandemic we’ve seen communities find creative ways to reclaim their streets from vehicles, embrace wider pavements and abandon their cars, contributing to better physical and mental health outcomes. We’ve also witnessed people returning to their local town centres or high street postlockdown, revitalising their importance as local people shun the city centre. Whether or not this continues remains to be seen. But these recent patterns show is that our high streets – once the heart of civic life – are still vitally important and should be protected. We cannot underestimate the social value of high streets, including the vital role they play in tackling loneliness and depression, as communities form and are bound together by the places where they gather. As a partner on the High Street Task Force, Design Council is working to empower local leaders to improve their own areas, considering how the high street can remain relevant to local people despite changes in consumer habits, serving people with a variety of needs and not simply those with spending power. Barriers to adoption There are, of course, barriers to ensuring that healthy places are created that need to be recognised and overcome, as our 2018 Healthy Placemaking research report has found. The research showed, for example, that most built environment professionals are still not using data and insight to identify local priorities. Additionally, many practitioners expressed frustration at not being able to

make changes as healthy placemaking is still seen as a luxury rather than a necessity. They offered many suggestions on changes they can make within their industry to ensure healthy placemaking is on the agenda. These included more opportunities to work collaboratively, more evidence on impact and the economic value of healthy placemaking, changes to practice and policy, support to local authorities and a centralised repository for case studies and ‘how to’ guides. Design Council continues to work to influence government policy for healthier places, streets and active travel. By sharing our research and expertise, often in collaboration with others, we hope to positively influence government decisions at a planning level, ensuring that neighbourhoods are organised with healthy activities alongside housing growth. For example, we recently announced a new strategic partnership with Sustrans – a charity dedicated to connecting towns, cities and the countryside through their research and projects across the UK, and through a network of traffic-free routes, acting as the caretakers of the National Cycle Network. In conclusion, Design Council is making significant strides forward in creating places that promote health and wellbeing, and we look forward to achieving even more in the years ahead. Reshaping our built environment, considering quality homes and green spaces, along with the ways that people move around their neighbourhoods and connect with one another, is a fundamental part of tackling the major health issues we are facing. Working together, we can bring about positive and lasting change. L FURTHER INFORMATION designcouncil.org.uk

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Energy

We need a Marshall Plan to meet our Net Zero ambitions Polly Billington, director of UK100, a network of local leaders committed to Net Zero, looks at the urgent need to scale up local, sustainable energy with Net Zero by 2050 in sight Kick-started by the Marshall Plan, the period 1948–1952 saw the fastest growth in European history, with standards of living increasing dramatically: better homes, more food on the table, more goods and better healthcare. The billions of dollars in aid also subtly transformed society - increasing cross-European cooperation, reducing trade barriers and embedding a democratic culture. Its success can inspire our efforts today to build back better: no wonder that Prince Charles has added his voice to the chorus of those calling for ‘a Marshall-like plan for nature, people and the planet’. As the Chancellor grapples with the deepest recession since records began, we need to capture that post-war spirit: not just rebuilding our economy but renewing our social structures with the same energy that our forebears put into fighting poverty and ill health. Unlocking a green recovery that will create new industries and jobs; while transforming our society into one that is healthier and happier. Rishi Sunak must avoid the temptation to use the Spending Review this autumn to simply bail out the old polluting industries and go back to business as usual. The opportunity is immense. With the furlough scheme due to close, we need a jobs package that will get people back to work now, into jobs and industries that will last for the long term. UK100 research, based on the work of the LSE’s Grantham Institute, shows

of the need to invest one-two per cent that three million jobs could be created or of GDP to reach Net Zero by 2050. £100 supported through tackling climate change. billion is a considerable investment, but This would involve all kinds of jobs and skills, it is only around 25-50 per cent of what from transport to agriculture. One example the Stern report estimates is needed. is we need an army of 500,000 builders, plumbers, and electricians to retrofit our Net Zero Development Bank homes, which are the leakiest in Europe. In order to attract greater private sector Battalions of white vans going green. capital, the government should ensure if it We don’t expect that a Green Marshall Plan goes ahead with the much-touted National will all be financed from one superpower or Infrastructure Bank, that it has a Net Zero from the public purse. We need innovative mandate and a local focus. We have termed financing models that unlock private this a ‘Net Zero Development Bank’ (NZDB), investment in renewables, energy efficiency, which will play a role in shaping future transport and nature. Our research estimates energy markets, as well as ensuring that that if the Treasury were to provide start-up money is well spent - prudently invested capital of £5 billion that could unlock a by disciplined allocators of capital. pipeline of £100 billion to kick-start a green The NZDB would have some subtle recovery. This analysis is derived from but important differences from E three metrics: an extrapolation of potential renewable projects conducted by Siemens We nee across two UK regions; an innovat d average of the typical financin ive development costs of energy projects such that un g models loc as district heating investm k private and energy efficiency; ent in renewa and the estimates b l e s, en made by Lord Stern ef

e ficiency , transprgy o and na ture rt

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Collaborative working Today we need a Grand Alliance - the Big Three working together to secure our recovery: Central Government, Local Government and Business. Local authorities are uniquely placed to help in this process. Their democratic accountability requires them to engage with their communities and encourages them to establish political consensus to bring about long-term change. They have significant powers and responsibilities and control large budgets which they can use to help underpin investment in new infrastructure. They think across the whole economy. By adopting integrated systems-thinking they can solve more than one problem at a time, such as facilitating job creation, reskilling and economic growth, saving money for residents, generating income to support public services, designing public space and tackling air quality. Many councils sit on large asset portfolios of public buildings and land, which could be invested in energy projects. At the same time, with their increasing reliance on business rates for funding, councils are under pressure to foster local economic growth while recognising they may need additional advice from the private sector. Local authorities have lost many of their experienced staff after a decade of austerity. To ensure fiscal probity, a development bank would act as a disciplined allocator of capital to ensure value for money.

Energy

 the first Green Investment Bank, relevant for today’s challenges. The first bank had a mandate that focussed on accelerating capital investment into green projects, which were already being developed by businesses. This included government policies like Contracts for Difference for offshore wind and long term contracts for waste to energy projects. The NZDB would seek to kick start new investment - hence the ‘development bank’ concept. A number of other organisations such as the IPPR, the Aldersgate Group and the LSE have called for a similar investment bank, and even the energy minister Kwasi Kwarteng MP has said that he expects an announcement in the ‘not too distant future’. We think this is an opportunity to develop new partnerships between local authorities and the private sector to really kick-start the transformation required. It would have a strong regional operating structure with deep understanding of the local resources and networks available to support local energy investment to support a ‘place based approach’. We know this is the most effective way to get community buy-in, and secure long-term change. In this, it would have some parallels with post-war reconstruction. It might not be as well-known as the Marshall Plan, but the Industrial and Commercial Finance Corporation (ICFC) provided vital financing for small and medium sized businesses in the aftermath of the Second World War. One of the key elements of its success was having a local branch structure so that managers could develop strong relationships with local businesses and make a sound judgement about which were worth investing in.

Polly Billington, director of UK100

With their increasing reliance on business rates for funding, councils are under pressure to foster local economic growth while recognising they may need additional advice from the private sector A Net Zero Development Bank would establish common rules for financing schemes ensuring value for money for the taxpayer, and efficiency of scale for businesses. Standardising contracts and procurement approaches could increase private investment and reduce costs for all involved. For instance, Siemens have supported West Sussex County Council to develop their first solar farm on landfill site, which is not ready for development, powering 2,400 homes - but such an approach could have a far higher and more efficient impact on cleaning up our energy if done through a consortium of local authorities with landfill development. Currently there are 27 different grants and funding streams available for local energy projects just via the Department for Business, Energy and Industrial Strategy (BEIS), with more via other departments and agencies. Some of the SMEs UK100 interviewed as part of the research have described the ‘valley of death’ challenge they face as they seek to scale up successful concepts. As well as new finance, we need to unlock the capabilities of local authorities and other public bodies with new powers and duties. Elected mayors and councils have hugely important roles in terms of the planning system, as instigators of regional economy growth and in a very few cases with strategic transport oversight. But they

need new powers in order to deliver against the climate emergency declarations that two thirds of councils have made. At the same time, publicly funded bodies such as Ofgem and Highways England should have a clear duty to support the delivery of Net Zero and be held accountable if they fail to do so. A resilient recovery UK100 has brought together a cross-party ‘resilient recovery’ taskforce of 24 leaders and mayors from the biggest authorities in the UK - who collectively represent 24 million people across the country. As you can imagine, getting agreement wasn’t easy - but their joint declaration is crystal clear: “The need for an economic recovery package that creates resilience in our communities and reduces carbon emissions has never been greater...We must seize the opportunity to create healthier, safer and more prosperous communities, building in resilience to climate change through investing in the green economy.” In little over a year the UK will host COP26, the UN Climate Summit in Glasgow. The task will not be easy, but to paraphrase Eisenhower - the eyes of the world are upon us. L FURTHER INFORMATION www.uk100.org

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Advertisement Feature

Are your lifts (social distancing) safe?

AVIRE is a market leading manufacturer of advanced lift solutions that are installed across the globe, connecting and protecting people through products and services. COVID-19 has impacted on everyone in unprecedented ways, not least the way we behave and interact with people in day to day life. Buildings are now expected to adapt and promote this new behaviour by finding ways to run safely and efficiently. AVIRE has engineered a system designed to help encourage social distancing and ultimately protect lift users. Social distancing has potentially become the most used term of 2020, and with the re-opening of buildings and the need to re-adjust to a ‘new normal’ it is a vital behaviour that will be a part of daily life for quite a while to come. Lifts have long been equipped with an overload alarm to ensure that if the maximum weight limit is exceeded the lift will not move. However, we have now moved into a new time where an overloaded lift is not only defined by a weight limit, but also the maximum number of people allowed within the lift car whilst still maintaining social distancing. Lifts are a key area of risk due to the enclosed space, and currently the only way a building manager can promote social distancing within their lifts is by using signage that states how many people should be in the lift at one time, or alternatively by ensuring

a member of staff is present to manually manage the amount of people entering. These solutions are often either ignored by impatient passengers or are costly. Installing ESD is a cost-effective way to enforce social distancing and reduce risk of litigation. ESD promotes social distancing using a programmable maximum occupancy level for each lift. The system delivers audible messages to the passengers when the lift is over-occupied and slows the operation of the lift. Slowing down the lift when it is mis-used can help to change behaviour patterns, encouraging users to take alternative routes instead of crowding a lift and practise safe social distancing. Once the occupancy level is acceptable the lift will resume its normal function. What can the Avire ESD do for you? • Limit the occupancy of your lifts • ESD temporarily holds doors if occupancy level has been exceeded • People counting capability • Works in all lifts • Gives audio feedback to passengers when occupancy level is reached • Save time and money whilst also adding to your toolkit for safety and therefore reduce risk of litigation

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Outdoor areas

The role of urban design in improving life in cities, towns and villages Justin Webber, chair of the Royal Town Planning Institute’s Urban Design Network, explains why it is important for decision makers to take a long-term approach to improving the quality of life in our cities, towns and villages The implications from a global pandemic on public policy are clearly profound in many areas, but it is at the spatial dimension where they are potentially most visible. Restrictions on movement have made many people engage more with their local environment, whether that be exploring local parks and green spaces or cycling new routes on pop-up cycle lanes. The compression of geographic horizons pulls into sharp focus the quality of domestic environmental conditions and that of the immediate neighbourhood. Increased home working raises attention to the issue of flexible accommodation and the potential need for internal space standards, while social distancing focuses attention on the need for streets that are more generous to dispersed flows of pedestrians. Besides some more technical aspects of design, a deeper notion of ‘place making’ is apparent and the value of creating new urban environments that are visually stimulating and aid our mental health. In essence: are we consistently creating places that operate beyond the functional level and actively enhance the character and appearance of the existing urban areas they hang off? Heightened engagement with our immediate local environment provides a potentially

such as the centre of Bath, modern places like temporal focus to the importance of highthe Olympic Park in London or reimagined quality place making, but longer-term trends places, such as the High Line in New York. are no less compelling as a stimulus to the Although very different in terms of style, the same end. Pre-pandemic, urban areas needed unifying variable of the places listed is high to address the challenges of globalisation, the quality design and materials. Learning from rise of E-commerce and hypermobility. While the best examples, we can further unpack the no panacea, good town planning remains variables that help create great places and central to turning those potential threats into seek to apply those points more generally. opportunities in the form of helping enhance By definition, high-profile examples are unusual the quality of existing urban areas and creating and have characteristics, such as major sports new ones with a strong sense of place. infrastructure, that are not applicable to much Going back to antiquity, there has been an smaller developments elsewhere. However, the appreciation that places imbued with meaning processes that sit behind them are potentially and value are more attractive to humans. The transferable and can be augmented concept of ‘genius loci’ (‘spirit of to meet the circumstances of the place’) relates to the idea divergent locations and scale that certain localities have Making of projects. Making streets an attraction which streets a attractive and good gives us a sense of t t r a c tive and go design more generally well-being, which we o more g d design may appear selfwant to return to. evident in abstract, Although superficially appear enerally may s e but there are plenty somewhat intangible, l f e v a ident in bstract, of variables that serve we can all readily plenty o but there a to make them less think of places that re f v a r likely. Urban areas we like to spend i a b serve to le are complex and while time in, whether make t s that hem diversity can be their E they be historic places les

s likely

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Outdoor areas

 greatest strength, whether that be in terms of human capital of architectural style, that complexity needs careful management. Local authorities are central to this in providing joined up management of development pressures, but resources need to be allocated to ensure a passive role does not allow opportunities to be missed. Effective place making Good planning and effective communication of plans to the wider public maximise the potential for effective place making. Bad design is potentially locked into a development before anyone has drawn anything through a poor appreciation of site constraints and inflated land acquisition prices. Good plans, whether in the form of masterplans, site specific planning guidance, design codes or other documents like conservation area management plans are therefore essential. These should be as short, legible and accessible as possible to ensure they meet their target audience Producing them with the active involvement of the local community is beneficial in these terms as much for the useful insights that a wider pool of people may bring but also as mechanism for creating advocates and communicators of their role. Town planners and transport planners have a key role here, but the best planning involves early involvement from all stakeholders and the wider public. Good design follows from a comprehensive appraisal of site conditions and relies on the quality of data that feeds into it. Some of the most awkward design details are a product of poor planning, with items added late in the process after the main design had been finalised. Important but potentially creating visual clutter, examples include bin stores for rubbish and recycling, properly secure and covered cycle parking or sustainable urban drainage systems.

has the opportunity to unify the response to conflicting aspirations in a more equitable and inclusive way. The government is currently consulting on a radical new White Paper that seeks to reform the planning system in England. Amongst other things, this would seek to move much of the work relating to development from more responsive development management to more proactive land use planning. With elements incubated in the work of the government’s ‘Building Better Building Beautiful Commission’, design quality is embedded into the White Paper and there are some encouraging aspirations detailed. For the reasons set out in this article, the RTPI would support design quality sitting at the very heart of planning into the future. L

Justin Webber is chair of the RTPI’s Urban Design Network. He is also Senior Building Conservation Officer at Leicester City Council. FURTHER INFORMATION www.rtpi.org.uk

Holistic design Providing more robust plans upfront may provide additional costs, but holistic design is essential for good place making, with economies to be gained in terms of designing in more elements early on and avoiding potentially prohibitively expensive retrofitting or more onerous ongoing revenue costs. Investing time in good procurement processes that place emphasis on quality can similarly pay for itself by identifying creative designers who have the vision to unlock the potential of a site, creating development that is more distinctive and can attract a wider range of potential end users. Where new development falls short of the standards that are required, a robust and reactive system of development management is required, and it is key that councils invest both in specialist staff and promoting design literacy with elected members and the wider public. Local communities are one of the most valuable resources for ensuring design quality at all stages of the planning process, as well as with the good partnerships required to ensure good longer-term management of new places. The Royal Town Planning Institute focus on the importance of design quality through their Urban Design Network and look to inspire built environment professionals with best practice around the UK and Ireland. In response to the pandemic they are raising attention to the value of planning through their #PlantheWorldweNeed campaign. This pulls together the many overarching contemporary challenges that society faces, from lowering carbon emissions to tackling determinants of public health. Good planning

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

The first batch of modular homes designed as accommodation for homeless Londoners has been assembled on a test site in Tower Hamlets

The government and the wider public sector are the biggest clients of the construction industry. Nowhere is the need for offsite construction greater than in London, where a combination of quick-fire planning decisions and a rise in homelessness necessitate more temporary accommodation. In 2016, London Councils warned that a ‘perfect storm’ of market conditions and policy changes meant that providing temporary accommodation for homeless individuals and families was becoming increasingly challenging for London boroughs, with the organisation estimating that it was collectively spending an additional £170 million per annum on temporary accommodation from their general funds. Even before the coronavirus pandemic, that number went up. Homelessness has increased significantly across London since 2010. London boroughs, like all local authorities across the country, have a duty to secure accommodation for unintentionally homeless households. However, the often inappropriate nature of bed and breakfast accommodation, frequently seen as the quick-fix solution, has made way to modular housing. Tower Hamlets Now, the first batch of modular homes designed as accommodation for homeless Londoners has been assembled on a test site in Tower Hamlets.

The prototype units belong to the PanLondon Accommodation Collaborative Enterprise (PLACE), a not-for-profit company established by London boroughs with a mission to provide high-quality temporary accommodation for homeless families. The initiative is supported by £11 million of funding from the Mayor of London and represents the first collaboration between UK local authorities purchasing modular housing for this purpose. Designed with council housing and homelessness experts according to PLACE’s specifications, the units are manufactured by ESS Modular, a leading provider of modular homes and buildings. PLACE accommodation meets all London design requirements and building control regulations and has the quality of permanent housing but has the added advantage that the units can be relocated to a different site when required. The modular homes will be placed on vacant ‘meanwhile’ sites – land earmarked for development in the long term, which would otherwise remain underused for at least the next seven years. Homelessness in the capital Following the successful assembly of the prototypes on the Tower Hamlets test site, PLACE is working with participating boroughs to confirm sites and accommodate homeless households within the next year. Tower Hamlets and several other boroughs

Modular build

Modular homes for London homelessness scheme are looking into suitable locations and the company aims to supply 200 homes across the capital by February 2022. PLACE was developed by the London Housing Directors’ Group and the umbrella body London Councils in response to the capital’s worsening homelessness crisis and the chronic shortage of temporary accommodation options. London accounts for two-thirds of homelessness in England, with more than 60,000 London households currently living in temporary accommodation. Boroughs face particular challenges finding family-sized accommodation, so PLACE’s units will all be two or three-bedroom properties – with all bedrooms doubles. Each unit will have a private front door and private amenity space (gardens or balconies). There is also a wheelchair accessible unit design, which will account for 10 per cent of the total number delivered. Sir Steve Bullock, chair of PLACE, said: “This is an exciting step forward in our mission to boost the supply of high-quality temporary accommodation for homeless Londoners. Designed and manufactured to strict standards and with the needs of homeless families at the forefront of our minds, PLACE’s modular housing is attractive, comfortable, and spacious. This is accommodation that families will enjoy living in and we can’t wait to see boroughs start to use our units over the coming year.” John Biggs, mayor of Tower Hamlets, said: “We’re really pleased to be involved in this exciting initiative. It could make a real difference to how we accommodate homeless Londoners at a time when our city is experiencing an ongoing housing crisis. I am glad we’ve been able to host these test units in Tower Hamlets. We’ve already identified a site for the first modular homes and in the coming weeks we hope to secure planning permission. It’s important that we think outside the box to tackle these complex challenges and this programme is doing just that.” Darren Rodwell, London Councils’ executive member for housing and planning, said: “In the face of a worsening housing crisis, this project represents boroughs thinking differently and working together to deliver cutting-edge new modular homes across the capital for use as temporary accommodation. PLACE demonstrates our determination to collaborate, innovate, and improve accommodation options for homeless families.” L FURTHER INFORMATION www.londoncouncils.gov.uk

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Fire safety

What sort of built environment do we want for the future? When you look at the built environment over the past 20 years, we have created many buildings that are not resilient to fire and we continue to build them. While the best approach to fire safety is not to have a fire in the first instance, it’s important that we ask the question: what sort of built environment do we want in the future? Iain Cox, chairman of the Business Sprinkler Alliance, discusses According to authors Raynor & Mumtaz, enjoyment spaces they contain? In terms of writing in the Harvard Business Review business, the trend line on losses continues (April 2013), they identified three business to rise despite adjustments in the number rules that were typical of exceptional of fires. In the new, vibrant UK economy companies: better before cheaper; competing and trading with the revenue before cost; and, thirdly, world, can we afford not to there are no other rules. invest in resilience? We It’s become apparent that should not confuse the The the building industry in short-term economic constru the UK has reversed the boost of rebuilding c t i i o n n dustry h sentiment of these rules with the longkeen on as been so and we, as a country, term impact of sustain are paying the price. lost opportunity, ability it has fo Of course, change does relocation, impact r g o tten about s take time. Looking back on business afety an at safety in cars, the seat confidence r e s i l ience d belt was invented as far and employee back as 1885 but in the welfare. The recent UK it was only required to be bushfires in Australia worn by law nearly a century have only served to later. Interestingly, airbags were highlight the real cost of developed in the early 1950s and while they fire beyond the insurance claims. are a feature of all modern cars, this safety Does this mean that people and businesses solution is still not a legal requirement - but a will do the right thing to invest to protect car could not receive a safety rating without themselves? It’s an admirable aspiration one. Compare this to the built environment but the hard reality is that they follow today and a business considering fire what they interpret to be the regulatory safety; the minimum building standards minimums. The public and business are designed to preserve human life, not owners see claims of compliance with to ensure the resilience of the building. regulations as an assurance of safety We must therefore question what value and protection from fire. They therefore we place on the resilience of the built think they are building, or purchasing, environment and the businesses, homes and resilience when in fact they are not.

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

Looking ahead Firstly, buildings must be people-proof. If a building relies on complex ‘management arrangements’ for safety, human nature is such that they will fail at some point. Buildings must also be adaptable as they will inevitably be used for differing purposes in their lifespan. For example, old dock warehouses are now being repurposed as indoor paintball arenas, something that was never in the architect’s mind in the 1930s. Furthermore, buildings must be risk-proofed. They should be designed to withstand the risks they will be exposed to whether that is fire, flood, theft, earthquake or storm, etc. Too often a building is conceived without due consideration as to impact of those risks over the life of the building. The construction industry has been so keen on sustainability it has forgotten about safety and resilience. Green rating systems and regulations may well recognise a high-performance building but if it’s not built to withstand fire, this will nullify the benefits gained from green construction. A fire that destroyed a newly-opened warehouse in Daventry – and one that had a high BREEAM rating for its renewable carbon technologies – had far reaching consequences, with rebuild costs of £30 million and the eventual sale of the Gardman garden supplies business. This raises a fundamental issue about how

Fire safety

The data clearly proves that sprinklers are both effective and efficient in a wide range of fire scenarios and building types, affording greater levels of fire protection to people, property and the environment sustainable such a project can be when one considers fire as a serious hazard to the growth of a business and the destruction of buildings and their contents. Sustainability, therefore, isn’t just about insulation and energy consumption, a building should only really be classified as ‘sustainable’ if it is designed to be able to survive a fire event. It’s often the case that we spare no expense in value engineering projects to get them down to the lowest price, but in so doing we make compromises with buildings, therefore features such as sprinklers are taken out. In the total build cost, sprinklers are a marginal expense, if not an expense at all. When people realise their mistake, it is too late. In the future, do we want buildings that the fire service has no possible hope of tackling a fire in? Drone footage of the Daventry warehouse fire shows that the fire and rescue service was clearly unable to put water on the vast and expansive building. Even at a maximum elevation on the hydraulic platforms used to fight the fire, the jets could only reach about one tenth of the way into the building. Sprinklers work So, what is the solution to prevent damage to our precious infrastructure? The evidence shows that sprinkler systems have an operational reliability of 94 per cent and when they do operate they extinguish or contain the fire on 99 per cent of occasions across a wide range of building types. The data clearly proves that sprinklers are both effective and efficient in a wide range of fire scenarios and building types, affording greater levels of fire protection to people, property and the environment. They protect firefighters who attend incidents and reduce the amount of damage to both property and the environment from fire. In fact, they are so good at protecting property, that many businesses that experience a fire and have sprinklers fitted are able to be back up and operational within days, if not hours. Fire does not discriminate; whether it is a railway station, a factory, a car park, a warehouse or an office, fires happen on a regular basis and will continue to do so in the future. Perversely, the more we build using many materials that are seen as ’sustainable’, the more we are increasing the fuel load in the building. Whatever the cause and whatever the building, fires can be contained and extinguished by systems such as sprinklers to ensure that life is not put at risk and businesses, jobs and the economy are protected. L

The Business Sprinkler Alliance (BSA) was established in 2010 and is an alliance of fire safety professionals working to protect UK plc against fire. The BSA aims to highlight the true cost of fire and increase the number of business premises that have automatic fire sprinklers fitted. The BSA is driving a culture change so that sprinklers are understood and accepted as the norm for UK business buildings. The BSA’s founding members are the National Fire Chiefs’ Council, the European and National Fire Sprinkler Networks, the British Automatic Fire Sprinkler Association, commercial insurer, FM Global, and the Fire Protection Association. FURTHER INFORMATION www.business-sprinkler-alliance.org

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Construction

Most significant reforms to housing policy in decades The government’s proposed planning reforms seek to transform a system that has long been criticised for being too sluggish in providing housing. But how will the changes provide a boost to SME builders?

In August, Housing Secretary Robert Jenrick said that the delivery of high-quality, sustainable homes that communities need will be at the heart of the most significant reforms to housing policy in decades. Often criticised for being too sluggish in providing housing for families, key workers and young people and too ineffectual in obligating developers to properly fund the infrastructure to support them, the government maintains that the new changes will keep local community agreement at the centre of proposals. A month previous to this announcement, Jenrick said that the new laws could deliver much-needed new homes and revitalise town centres across England, meaning that full planning applications will not be required to demolish and rebuild unused buildings as homes and commercial and retail properties can be quickly repurposed to help revive our high streets and town centres. In theory, this should help high streets and town centres to provide more space for new businesses and help them to adapt quickly to what consumers and businesses need. From 10 August, government grants to individual neighbourhood planning groups in both urban and deprived areas increased to £18,000, following funding increasing from £9,000 to £10,000 in May to help with the effects of coronavirus. Ministers say that the funding boost will strengthen the voice of local communities in some of the most disadvantaged areas in England. Changes for a greener UK As part of the wider plans, valued green spaces and Green Belt will continue to be

Opposition to policy The announcements have been met with some opposition. Shadow Housing and Planning Minister Mike Amesbury said that the government’s Developer’s Charter ‘will see communities side-lined’ in decision-making and ‘denied vital funding for building schools, clinics and community infrastructure’. The Local Government Association also said that the new proposals must ensure that communities are not ignored, stressing that it is vital that new homes are delivered through a ‘locally-led planning system’ which gives communities the power to ensure new developments are of ‘a high standard, built in the right places, Ministe and include affordable homes’. say tha rs t r Acknowledging that the e c e funding nt planning system needs b o o sts will strengt reform, RIBA said that there protected h remains every chance that for future of local en the voice commu the proposals could also lead generations, in some nities to the creation ‘of the next with the o f the mo disadva generation of slum housing’. reforms s t ntaged RIBA President Alan Jones allowing for a r e as in Engla said: “If the government is serious more building nd about addressing the dominant on brownfield position of large housebuilders and land. This includes the lack of quality social housing, the proposals for all new Secretary of State needs to make changes to streets to be tree lined. the tax system, look at why land approved Jenrick believes that reforming the for development lies untouched for years, planning system this way will ensure that and give local authorities power and local housing plans are developed and resource to promote and safeguard quality. agreed in 30 months, with a pledge that “The commitment to make all new all new homes will be ‘zero carbon ready’, homes carbon neutral by 2050 also needs with no new homes delivered under the be brought forward radically – we simply new system needing to be retrofitted. cannot go on building homes that damage He said: “Our complex planning system the environment and leave people at risk has been a barrier to building the homes of fuel poverty for another 30 years. These people need; it takes seven years to agree reforms might seem radical, but they local housing plans and five years just to won’t even scratch the surface when it get a spade in the ground. These once in a comes to building the homes we need.” generation reforms will lay the foundations for a brighter future, providing more homes A loss for nature for young people and creating better Environmental groups have also warned quality neighbourhoods and homes across that the new planning system reforms the country. We will cut red tape, but not announced by the government could standards, placing a higher regard on quality, sweeping losses of nature across the UK. design and the environment than ever Although the government plans have before. Planning decisions will be simple stressed that valued green spaces and Green and transparent, with local democracy at the Belt will continue to be protected for future heart of the process. As we face the economic generations, a number of organisations and effects of the pandemic, now is the time for charities have said that over-simplifying decisive action and a clear plan for jobs and planning rules is likely to put wildlife, growth. Our reforms will create thousands of heritage, and green open spaces in danger. jobs, lessen the dominance of big builders in This is particularly worrying considering the system, providing a major boost for small that the RSPB found that 81 per cent of building companies across the country.”

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

Construction

the public feel the coronavirus outbreak has demonstrated the importance of protecting and restoring nature. The Wildlife and Countryside Link has said that strategic planning can offer some benefits for environment and development, but must be done in combination with much improved sitespecific environmental knowledge—it cannot replace the current rules as nature doesn’t fit neatly into zones. For example, some brownfield sites that could be earmarked as a priority for development are among our most important wildlife havens. Wildlife charities have also echoed the voices of council leaders in reminding that the planning system is not the main cause of development delays or affordable housing shortfalls - 90 per cent of applications are approved by local planning authorities. Delays are more commonly caused by poorly designed proposals from developers, decisions by developers to limit build rates to maximise profit margins, unclear government guidance or its inconsistent application by agencies and authorities, and an acute lack of planning capacity in local authorities In fact, research by homelessness charity Shelter at the start of September, found that more than 380,000 homes granted planning permission between 2011 and 2019 remain unbuilt – accounting for 40 per cent of all homes with planning consent in England. The backlog of unbuilt homes has grown by a further 100,000 in the last year alone, leading to claims that

Environmental groups have warned that the new planning system reforms announced by the government could sweeping losses of nature across the UK the government’s new planning reforms will not boost housebuilding by themselves. Nature and access groups are urging the government to ensure the planning system has: more ecologists and environmental planners in local authorities; clearer rules to prevent low-quality applications by developers; stronger protection for nationally endangered species and their habitats; better use of digital information,

satellite mapping and ecological surveys; and stronger planning provisions in the Environment Bill, with biodiversity gain for all developments and Local Nature Recovery Strategies capable of influencing planning and spending decisions. L FURTHER INFORMATION www.wcl.org.uk

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Social housing

Preparing social housing for the future As economic hardship continues to rise in the wake of the Covid-19 pandemic, Shaun Aldis chief executive of Wolverhampton Homes argues a rise in homelessness doesn’t have to follow as a consequence. Here, he examines how with the right tools, authorities can keep figures as low as they have been during the Covid-19 pandemic or even lower Stay at home, save lives. The measures emerging innovations can have on the imposed during lockdown underlined the safety, security and wellbeing of residents. importance of having a roof over your head There is enormous potential for for health, for safety and security, for home technologies such as digital communications, schooling or for work. And yet for many, AI and IoT to transform the way housing with the worrying increase in unemployment providers support their most vulnerable figures, the threat of becoming homeless residents and relieve some of the has never felt so palpable a pressures the housing sector face. possibility as it does now. Now more than ever, the Getting ahead need to identify risk and of the curve Accord intervene early is crucial The precarious economic to the h ing if authorities are to situation facing many who o u s i c n harity S g keep people in their have been furloughed estimat helter, an homes and off the and are now facing streets. Technology redundancy, together adult reed 227,000 n had already started with those who have t e r s have fallen in to play a vital role been unable to return in helping housing to work because of since th to arrears e providers tackle illness or shielding, the pan start of the challenges of a pose a real threat of d e mic pre-Covid-19 world, adding to the numbers and we’ve witnessed as the ‘new’ homeless. first- hand the positive impact According to the housing charity

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Shelter, an estimated 227,000 adult renters have fallen into arrears since the start of the pandemic and even with the extension to the national eviction ban, councils are bracing themselves for an unwanted rise in the number of potential residents facing homelessness. Health officials are already warning an ‘avalanche’ of homelessness could drive up Covid-19 infection rates, fuelling the prospect of a second wave. Staying Alert It’s vital then, that authorities can identify risk factors like financial stress at an early stage and target support before the threat of eviction becomes a reality. Having access to good quality data means we can anticipate difficulties and work together with residents to find a solution before it becomes a crisis. A 360-degree view of residents gives us the opportunity to see the whole picture and step in with early practical support. For instance, if a person is on a zero hours contract and the fluctuation in earnings has

led to erratic payment behaviour. They could be given anti-poverty support and advice on how best to plan their finances. Some who’ve recently been made redundant, might need extra help to navigate the welfare system. Rental histories, arrears, cash collections and cancelled direct debit data can all help to pinpoint financial stress. By acting upon this type of intelligence, we can target early support and lessen the chance of homelessness. Limited supply Demand for housing stock was already at an all-time high before the coronavirus outbreak. Add into the mix the early release of prisoners, the rise in domestic abuse incidents and the continuing economic uncertainty for many people and the challenge authorities are facing of balancing housing stock with a growing demand cannot be underestimated. It is therefore critical authorities make sure their existing stock is as well maintained and efficiently managed as possible and technology can play a key part in this. This means taking a proactive approach to maintenance to reduce the possibility of void properties. Authorities can’t wait for the fabric of a building to deteriorate before acting and now the IoT is able to deliver on its long-awaited promises, this is one area where it has a lot to offer. Smart home integration is the way forward as it allows us to undertake pre-emptive repairs and maintenance, which means we can keep residents in their homes for longer and reduce any shortfall in property portfolios. Planning ahead to promote energy-efficient living will also help combat against fuel poverty, which makes life difficult for tenants already struggling financially. At the sharp end As the pandemic continues to maintain a strangle hold on the economy there is little doubt the deprivation levels will be further exacerbated for many. Some people will need more one to one support. Digital transformation is helping to relieve some of the pressures housing staff face

Social housing

Shaun Aldis, chief executive of Wolverhampton Homes

Digital transformation is helping to relieve some of the pressures housing staff face by streamlining back-office processes and encouraging customers to move towards online interactions by streamlining back-office processes and encouraging customers to move towards online interactions. Freeing staff from routine tasks so they can take on more of an outreach role and help those with more complex needs should be seen as necessity, rather than an option going forward.

Last line of defence To address the wider challenges now facing our society the housing sector needs to be fully digital. Whilst there is no quick fix, predictive analytics can build a far more detailed picture of residents and stock, enabling housing providers to better target support services to mitigate risk and sustain tenancies. We are living in unprecedented times. The pandemic and its eventual aftermath has and will continue to test our society like never before. As the country adjusts to the ‘new normal’ social housing providers will play a pivotal role in combatting homelessness, and with the right tools I believe we stand a fighting chance. L

Shaun Aldis is chief executive of Wolverhampton Homes and a contributor to the Northgate Public Services white paper: A smart, safe and sustainable future. For more information download northgateps. com/housingwhitepaper which explores the views of housing providers and thought leaders on emerging technology in housing. FURTHER INFORMATION www.wolverhamptonhomes.org.uk

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Road maintenance

Call-outs and breakdowns continue, despite lockdown Despite the country being in various stages of lockdown for the last few months, RAC patrols still had to go to the rescue of 1,766 drivers whose vehicles had fallen foul of potholes In the first three months of 2020, RAC members. According to the RAC, this patrols rescued some 3,426 was considerably up on the last motorists whose vehicles quarter of 2019 when the may have fallen victim figure stood at 0.9 per cent R oad to the UK’s potholeand marginally up on mainte ridden roads, an the same period a year n a n c continu e increase on the ago – 1.5 per cent. e a high s to have same period of time Despite the increases, last year. The start the RAC’s Pothole the pubpriority with l of the coronavirus Index suggests that i c a n e d they xpect ri lockdown – which the overall standard of g came into force the roads has improved mainte ht-first-time n on 23rd March a little as the Index repair s ance and – however meant currently stands at 1.6, olution s there were nine days down from 2.3 in the same when far fewer cars period last year. This does were on the country’s mean however that drivers roads, so the actual number are still 1.6 times more likely to of pothole-related breakdowns may break down as a result of pothole-related have been higher under normal conditions. damage than they were back in 2006 when Data from the RAC Pothole Index the RAC first started collecting data. shows that this represented a 64 per cent Nicholas Lyes, RAC head of roads increase of 1,337 compared to October to policy, said: “The jump in pothole-related December 2019 and 150 more than the breakdowns from the last three months first quarter 2019 – a rise of 4.5 per cent. of the year to the first quarter of the In the first quarter of 2020, breakdowns next year is always the largest as winter resulting from damaged shock absorbers, weather has the greatest effect of all in broken springs and distorted wheels that wearing down our roads. Many parts of are most likely to be attributable to poor the country suffered very wet weather road surfaces made up 1.6 per cent of conditions throughout February, though all the RAC’s call-outs for its individual the winter overall was generally mild.

While the wet conditions mercifully gave way to much drier weather as we headed into March, it’s still likely that the storms and floods were major factors in why the number of pothole-related breakdowns was higher than the same period last year.” During lockdown Despite the country being in various stages of lockdown from April to the end of June in its fight against the coronavirus, the RAC also reported that its patrols still had to go to the rescue of 1,766 drivers whose vehicles had fallen foul of potholes. While government data shows that overall motor traffic volumes were down by as much 60 per cent in the second quarter of 2020, pothole-related call-outs during this period still made up 1.1 per cent of all breakdowns attended by the RAC. Lyes said that, whilst on the surface the statistics ‘appear encouraging’ because they make it seem as though the quality of our roads hasn’t worsened, ‘when you consider how few vehicles were on the road, they are a real cause for concern’. Responding to the second set of statistics, David Renard, the Local Government Association’s transport spokesman, said: “Fixing our roads is a top priority for councils. Despite the pandemic, councils have been E Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Road maintenance

 working hard to fix potholes and repair road surfaces as well as supporting the increase in cycling infrastructure through temporary road measures. “Extra government funding has helped but our local roads are deteriorating at a faster rate than can be repaired by councils. It would cost more than £11 billion to clear our current roads repair backlog. With devolved infrastructure and transport budgets and long-term funding, councils can improve our roads and deliver the infrastructure improvements that allow people to move around in less carbon intensive and more sustainable ways.” Moving forward At the start of September, Paul Boss, chief executive of the Road Surface Treatments Association, stressed that the need for a well-trained and competent highways workforce has never been higher as the impact of budgetary cutbacks, maintenance backlogs and extreme weather takes an ever increasing toll on the local road network. The RSTA says that, against the background of budget restrictions, there are other drivers for a well-trained workforce. Road maintenance continues to have a high priority with the public and they expect rightfirst-time maintenance and repair solutions rather than poorly carried out patch-andmend. In addition, local authorities when forwarding their case for road maintenance

Transport Secretary Grant Shapps announced in August that an audit into the mapping of potholes in England is being launched funding must demonstrate the competence of their decision makers and workforce. The need for accessible, industry recognised highway engineer and operative training has never been greater. Increasingly, local authorities are turning to industry associations to provide training programmes. Established as an industry sector focus, the RSTA is well placed to provide a training resource. The association has invested in and continues to develop a comprehensive CPD approved training programme specific to the road maintenance sector. Boss said: “If road maintenance and repair are to be successfully undertaken then the right surface treatments need to be correctly specified and carried out by well-trained and competent decision makers and workforce. That is what ensures quality of work, best practice, improved health and safety, better value and increased efficiency.” Pothole mapping project Towards the end of the summer, Transport Secretary Grant Shapps announced that an audit into the mapping of potholes

in England is being launched. Seeking to better target improvements so that roads are in top condition as people return to work and school, the Department for Transport said that it will work with highway data and mapping company Gaist, alongside local highway authorities, to identify ‘pothole hot-spots’. It is hoped that the department will be able to paint the most comprehensive picture ever of where funding is most needed to make sure roads are not plagued by potholes. This will make roads as safe as possible as more commuters and students undertake journeys in the coming months, forming part of a wider government plan to help cyclists and motorist get back to school and work. The launch of the review arrived as new data reveals that highway maintenance works undertaken in the past months when roads were quieter during lockdown had led to 319 miles of resurfacing. FURTHER INFORMATION www.media.rac.co.uk

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Advertisement Feature

Solutions for Business Continuity in an Age of Pandemic Andrew Smith reflects upon some challenges presented to different customer in both the private and commercial sectors, who both need to ensure continuity of workflow processes, explaining how OPEX were able to support them in challenging circumstances over UK lockdown to achieve their required outcomes Society in the UK has been deeply impacted and affected by Covid-19 during recent months. As Autumn approaches, the news continues to focus on Covid matters like never before. At the time of writing, the UK looks to be on the cusp of returning to heightened measures and further impact upon our daily lives. This article doesn’t seek to dwell upon the negative aspects within society associated with Covid, but rather offer insight around how organisations have re-thought their working practices, diversified, and ensured their continued operation whilst ensuring the continued safety of their workforces with OPEX’s support. Medical Records In 2020, the NHS has faced its biggest challenge in a generation. Whilst it’s impossible for society to perform many of the lifesaving tasks undertaken by front-line NHS staff, the completions of many ‘behind-the-scenes’ administrative functions and non-patient facing tasks remain undiminished. The country’s need to ‘Go Digital’ is greater now than ever before, with instantaneous access to patient information becoming crucial. This scenario was exemplified by one NHS trust, who were amidst the process of installing multiple OPEX Falcon machines to enable their ‘digital’ drive for clinicians and medical staff to access invaluable patient files and information, traditionally hand-delivered to clinics. The project continued relatively unabated over Spring 2020 seeing successful deployment of the newly installed machines, plus recruitment and training of a new workforce to deliver this new digital workflow. The trust recognised

prep-and-scan workstation as the scanner of choice for capturing complex patient files.

the project was a priority, and aside from the countrywide pause to prioritise growing numbers of patients as pandemic numbers accelerated, the trust’s background desire to change working practices for the good - remained intact. Throughout the pandemic, OPEX’s team across UK and Ireland worked shoulder-to-shoulder with our customers, ensuring continuity of their operations. Ultimately this ‘behind the scenes’ service supports and enables NHS Medical Records teams to digitise and share patient information with NHS colleagues wherever they might be, to help save lives. Over 30 NHS trusts now rely upon the expertise of OPEX for handling the digitisation of their medical records, having adopted this model as their preferred solution. OPEX’s Falcon workstation enables the quick, accurate and cost-effective capture and transformation of poor-quality medical records into structured digital content, ready for onward ingestion into EPR systems. Even notoriously challenging ‘Lloyd George’ GP’s notes are handled with distinction. By creating a solution significantly different to other manufacturers, OPEX has identified and solved key issues surrounding this monumental task faced by an already overstretched system to deliver labour-saving benefits. OPEX leads the field in digital conversion of ‘legacy’ archives and ‘day-forward’ hard copy patient medical record files, seeing OPEX Falcon’s unique combined

Digital Mailroom During the pandemic, the delivery of ‘Digital Mail’ to employees enterprisewide has become an absolute requirement for business, whilst addressing risk management and mitigation concerns. An international outsourcing company recently set up a new office serving their UK clients from offices near London, and their timely investment in OPEX’s FalconV RED machine enabled their service provision to continue relatively unhindered; ensuring they could remain at the forefront of service delivery for ‘digital mail’. The range of services provided included diverting incoming business mail intended for employees who were all working from home remotely – yet still needs access to the mail. Other workflows for the client included diverting and receiving incoming mail containing financial information, invoices and payments (AP) local-authority workflow documents, etc – again all of which needed to be handled on behalf of their clients to ensure timely continuity for business workflows. The FalconV RED machine proved invaluable in handling incoming mixed-size unstructured mail envelopes, opening the mail automatically, and enabling an operative to categorise, scan and capture the images with inbuilt state of the art software solutions, ensuring items such as original and fragile documents were handled securely to complete the process. All being achieved against stringent SLA’s, in a timely and secure manner for their clients. For over four decades, OPEX has been a global leader in document imaging and mailroom automation solutions. OPEX serve a variety of industries including financial services, insurance, healthcare, local and central government, educational, legal, utilities, service bureaus and BPO’s. OPEX® one-touch scanning technology can be integrated with your software and customised to your job requirements, giving you greater flexibility and control. This, coupled with our expertise in the marketplace and strategic account management, allows OPEX to become a valuable partner and provide the right solution to any organisations scanning requirements. L FURTHER INFORMATION Tel: +44 1204 388838 info@opex.com digitiseyourdocuments.co.uk

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Maintaining Business Continuity in an Age of Pandemic

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digitiseyourdocuments.co.uk

For over four decades, OPEX has been a global leader in Document Imaging and Mailroom Automation Solutions. OPEX serves a variety of industries including financial services, insurance, healthcare, local and central government, educational, legal, utilities, service bureaus and BPO’s. OPEX® one-touch scanning technology can be integrated with your software and customised to your job requirements, giving you greater flexibility and control. The latest product from OPEX, the Falcon+ Series of Scanners, is ideally suited to answer the needs of any scanning process. This, coupled with our expertise in the marketplace and strategic account management, allows OPEX to become a valuable partner and provide the right solution to any organisations scanning requirements. Medical Records Over 30 NHS trusts now rely upon the expertise of OPEX for handling the digitisation of their Medical Records, having adopted this model as their preferred solution. OPEX’s Falcon workstation enables the quick, accurate and cost-effective capture and transformation of poorquality medical records into structured digital content, ready for onward ingestion into EPR systems. Even notoriously challenging ‘Lloyd George’ GP’s notes are handled with distinction by the OPEX Falcon. By creating a solution significantly different to other manufacturers, OPEX has identified and solved the key issues surrounding this monumental task faced by an already overstretched health system by delivering labour-saving benefits. OPEX leads the field in digital conversion of

‘legacy’ archives and ‘day-forward’ hard copy patient medical record files, seeing OPEX Falcon’s unique combined prep-and-scan workstation as the scanner of choice for capturing complex patient files. Digital Mailroom During the recent pandemic, digital mail has risen to the forefront of all of our minds as it has become a requirement of our business – mainly to address risk management and mitigation concerns. Digital mail has now become an enterprise-wide decision: every department that processes transactional mail needs a solution. Global Technology Partner OPEX Corporation operate around the globe and host regular feedback from customers around the world. This allows us to keep innovating the products to the needs of the market and share these improvements with our customers. Key Account Management We have industry and product specialists that work with your organisation to build meaningful and long-term partnerships, delivering the best practice and latest improvements. OPEX® equipment provides solutions with the power to digitise mail contents right in the mailroom, making it possible to deliver information to recipients quickly, share information with others, and leave junk mail in the mailroom.

Further Information: Tel: +44 1204 388838 Email: info@opex.com

Drones

Knowledge is power: Asset management in local government Elena Major, from ARPAS-UK, the UK Drone Association, looks at the role of asset management for local authorities and why now is the time for technology investment to drive accelerated, long-term asset management once the pandemic is over The World Economic Forum observes that: Asset management “Infrastructure is essential for sustained One major area for local government economic growth, competitiveness and is asset management: the practice of social progress. While building new managing infrastructure assets to minimise infrastructure assets ranks high the total cost of owning and operating on the global agenda, these assets while delivering governments in desired service levels. 3D mod both developed There are two schools els can be and developing of thought on this: countries reactive maintenance vs from dr created o n often neglect proactive maintenance. e d with th a their existing Proactive maintenance is being ta and compo a infrastructure involves regular c o re nent of assets—witness inspections and using B it is eas IM, the increasing predictive technologies y to how in congestion, to find problems before valuabl see unnecessary they occur. Reactive are to r e drones operational costs maintenance involves epeat inspect and inadequate fixing equipment after it ions maintenance. breaks. Operating within a Against the reactive maintenance protocol, backdrop of increasing local government can expect user demand, constrained costs to be two-three times more than financing and an ageing asset base, it operating in a proactive environment. is imperative for governments to make Advocates for proactive maintenance the most of their existing infrastructure cite benefits such as improved planning, assets—specifically, to increase the increased worker efficiency, better assets’ productivity and longevity.” inventory control (parts and equipment),

future cost savings, improved safety and lower asset downtime. And when many of those assets are the voting public’s homes, schools, leisure facilities and work places, the importance of ensuring those Assets are safe is beyond measure and can be calculated in both political and economic terms. Using data effectively Data is key to maintaining assets proactively. The lifecycle of such critical infrastructure as high-rise buildings, bridges and roads can be maintained and lengthened by using the data provided by drones. The data provides information to decision makers, allowing greater oversight into decisions of maintenance, replacement or build from new, assisting in compliance with standards and risk mitigation. The data can be provided in various formats to suit the needs. Firstly, drones can allow views of multiple angles and close-up video of hard-to-reach assets that previously were difficult, dangerous or expensive to inspect. Advanced imaging cameras can zoom in to show the smallest details. E

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Drones

Revolutionising the way we fly This year, organisations were given the opportunity to apply for a share of up to £30 million to develop ways to support safe operations of novel modes of air transportation – minimising the environmental footprint and improving connectivity. The government has set aside £125 million as part of the Industrial Strategy Challenge Fund Future Flight Challenge to make the UK a world leader in aviation systems, products and markets. Innovate UK outlines that flying taxis, drones delivering medical supplies, small electric aircraft, vertical take-off and landing vehicles and autonomous aircraft are some of the innovations that could transform aviation and broader transportation in the future. New systems and technologies must be developed to allow them to use existing airports and airspace to fly in and around rural and urban environments. New business models must be created, and the public must have confidence in new services. www.gov.uk/government/ organisations/innovate-uk

Local government is not known for being early adopters of new innovative technology and currently only four per cent of local authorities have a policy and/or strategy to benefit from drone based services. However the energy of such a person is crucial in getting a project such as introducing drones into local government  Additionally, thermal and LiDAR imaging provide data that the naked eye cannot. Moreover, 3D models can be created from drone data and with this being a core component of BIM (Building Information Modelling), it is easy to see how invaluable drones are to repeat inspections. For asset management to be proactive, regular inspections are necessary. Traditional methods involving scaffolding or cranes can be expensive and dangerous. Drones offer the solution: inspections that previously would have taken several people several days can frequently be done by just two people in a matter of hours. The time, money and energy saved only increases with each inspection. The data from each inspection builds a better picture, leading to greater knowledge of the asset, enabling better decisions to be made in calmer working atmospheres, rather than in stressed environments working against the clock to resolve a critical situation.

New technology increases efficiency Yet while the Covid-19 pandemic could be seen by councils to be an excuse for cutbacks, reducing services, scaling back on maintenance and inspections to reduce costs, now is actually an excellent time for councils to invest in new technology. According to a recent Forbes article: new technology increases efficiency; it lowers current workload; new technology can assist with remote working challenges; technology differentiates; and technology positions for future growth. Councils have large property portfolios, including housing, commercial properties, offices and recreational spaces. By using drones over traditional methods, one council has accelerated their inspection programme, minimised the health and safety risk of working at height and delivered multi-million pound savings.

The role of drones Drones facilitate the ability to inspect projects from a socially appropriate distance, and with the appropriate software the results can be shared remotely too, ensuring the safety of all users and greater buy-in by all those involved in the projects. Local government is not known for being early adopters of new innovative technology and currently only four per cent of local authorities have a policy and/ or strategy to benefit from drone based services. However the energy of such a person is crucial in getting a project such as introducing drones into local government. They need to work at various levels with those who will be using the technology on a day-to-day basis and there are several areas that will need to be addressed. A recent study by ARPAS-UK member, Agilio Ltd, discovered that 36 per cent of councils had procured external drone services, E Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Drones

 17 per cent of local authorities have a lead officer with responsibility for policy and strategy relating to the council’s use of drones and only six per cent of local authorities have been granted CAA Permission for Commercial Operations (PfCO). These are all areas that will need to be looked at. For all these reasons, it’s important for future-looking local government to recognise that surviving today’s pandemic isn’t just about cutting budgets. It’s about making smart business decisions. Investing in technology now is a smart decision that not only positions local government to survive over the short term of the pandemic’s impact, but

Advocates for proactive maintenance cite benefits such as improved planning, increased worker efficiency, better inventory control (parts and equipment), future cost savings, improved safety and lower asset downtime is also an investment that will drive accelerated, long-term asset management once the pandemic is over. L

FURTHER INFORMATION www.arpas.uk

Drones and coronavirus recovery Drones delivering coronavirus test kits and technology using space data to support vulnerable people were among the projects backed by new UK Space Agency funding during the Summer. Science Minister Amanda Solloway unveiled details of the three new projects that have been selected as part of a joint initiative between the UK Space Agency and the European Space Agency (ESA) to find and support space-enabled technologies and services that can support the NHS response to coronavirus. Space company Skyports is working with NHS Highland, which serves a group of islands off the west coast of Scotland, to use drones to deliver medical supplies and samples from a hospital on the Argyll and Bute mainland. Drones will use mobile connectivity, satellite communications and navigation, and Earth observation data, to chart a course to others areas of the mainland and across the sea to nearby islands to reach medical practices in need. An initial £2.6 million was made available and these first three schemes have received a total of £1.1 million. The UK Space Agency and ESA are still looking to fund further bids with the call for ideas remaining open until 30 September 2020.  Solloway said: “I’m proud of how our world-leading space sector is stepping up to provide innovative solutions to directly support our amazing NHS, as we continue our national effort to tackling coronavirus. The projects we are backing today show UK ingenuity at its finest, and will make a real difference to how we use this latest innovative technology to deliver critical healthcare now and long into the future.”

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Market research

We must not take evidence for granted Evidence, data and insight must be protected and prioritised in the UK’s Covid recovery, says MRS CEO Jane Frost CBE With falling temperatures, tightening cent of British shoppers were actively restrictions and the return of the Downing stockpiling and buying tins and toilet roll Street briefings, recent weeks have created in extraordinary quantities during those a distinct feeling of ‘here we go again’. My early days of the pandemic. The average heart sank on reading last week’s person was picking up just one or two headlines about supermarket extra items in store – not really bosses urging shoppers surprising when you consider We to show restraint. It schools and offices were m ust not stirred up not-soclosed and families had take evidenc warm memories of more mouths to feed e , data an insight March 2020, its throughout the day. for gran d images of empty Beware too of the a ted nd gov grocery aisles and frantic drive to adapt e rnment needs t loud accusations of to – as the jargon o ‘selfish stockpiling’. has it – the ‘new protect act now to th As is often the normal’. Has the whole leading is worldcase, nuance and of society ‘pivoted’ sector facts are much less (another word favoured exciting. Data from by the commentators) research agency Kantar or do a large number of showed that only three per people want the old normal

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back? The amount of hand wringing about the ban on late night partying might point to the latter for example. Quality insight in a time of change It’s easy to get caught up in hysteria when the media narrative is so dominant and plays to our greatest anxieties. But all the potential examples speak to a wider point: as we move forward and try to unpick the impact of this pandemic on our lives and crucially our futures – from the way we work and learn, to how we socialise and care for our older generations and those needing constant care – we need to stay focused on quality insight. Business owners and policy makers must make decisions based on evidence and insight, not just raw data, the headlines or worse still their Twitter feeds. Detailed analysis of the facts and the insights

Market research

they reveal will ensure positive outcomes and long-term commercial success. In this context, a recent survey MRS conducted of its members in collaboration with Watermelon Research should give us all cause for concern. Overall, there has been a slight uplift in optimism, with fewer research businesses predicting that revenues will be significantly lower than forecast over the full year – down to 70 per cent in August, from 85 per cent earlier in the pandemic. That shift is certainly a testament to the resilience of our sector and the hard work of research companies to adapt and innovate in the face of a global crisis. That being said, circa 70 per cent of face-toface research remained on hold in August. It’s not surprising that these activities have been disproportionately affected by lockdown and social distancing measures, but we must not blithely accept this as an unfortunate and inevitable consequence of the pandemic. We know that the vast majority of face-toface work that had resumed by August was in support of government-commissioned Covid-19 projects, which demonstrates how vital this activity is in understanding societal changes. Now, as one of the largest commissioners of face-to-face social research projects in the UK, the government must

As we move forward and try to unpick the impact of this pandemic on our lives and crucially our futures – from the way we work and learn, to how we socialise and care for our older generations – we need to stay focused on quality insight commit to resuming and reprioritising faceto-face data collection when it is safe. This is not just about jobs, though the impact on thousands of fieldworkers around the country should not be overlooked, but there is simply no substitute for the work they do. No other form of research is able to capture the voices of hard-to-reach groups as effectively. As the recession bites, it might be tempting to pivot all research towards less expensive, tech-based alternatives, but that poses a significant risk. That we will miss certain ethnic groups, older people and those without access to technology, damaging the integrity of research and potentially disenfranchising whole sections of society for years to come.

Action is needed now For those research businesses that have been able to continue or resume projects, the survey painted a picture of what the months ahead will bring and what they now need to survive. Even before the most recent tightening of restrictions, 88 per cent of participants were anticipating a large degree of home working for the foreseeable future. But they need greater support and investment in digital infrastructure to do this long term and one of the key findings of the survey was the need for extensive broadband coverage to support new ways of working. With its back-to-work drive on hold, the government must now refocus on building a digital economy that is fit for the future and can support businesses through the months of lockdowns and economic uncertainty ahead. Its bricks and mortar-focused recovery plan, a New-Deal approach based on bridges, highways and trainlines, misses the point. Fast broadband speeds and their positive impacts on productivity are more critical to successful business strategies than high-speed commutes in the age of social distancing. We must not take evidence, data and insight for granted and government needs to act now to protect this world-leading sector so that it can continue to counter the dissemination of fake information, shine a light on the hardest-to-reach corners of our society and rebuild a Britain that is fully fit for purpose in a post Covid-19 world. L FURTHER INFORMATION www.mrs.org.uk

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Flooding

Funding for flood defences given new impetus As economic hardship continues to rise in the wake of the Covid-19 pandemic, Shaun Aldis chief executive of Wolverhampton Homes argues a rise in homelessness doesn’t have to follow as a consequence. Here, he examines how with the right tools, authorities can keep figures as low as they have been during the Covid-19 pandemic or even lower Digging deeper into the details, the long-term In July, the government pledged an investment plan sets out five key commitments which of £5.2 billion to create approximately will accelerate progress to better protect and 2,000 new flood and coastal defences better prepare the country for the coming to better protect 336,000 properties in years. They are: upgrading and expanding England by 2027, alongside support to flood defences and infrastructure across help households and businesses get back the country; managing the flow of water to on their feet more quickly after flooding both reduce flood risk and manage drought; The plans, outlined by Prime Minister harnessing the power of nature to not only Boris Johnson, also include £200 million for reduce flood risk, but deliver benefits innovative projects, such as sustainable for the environment, nature, drainage systems and natureand communities; better based solutions like temporary Up to preparing communities or permanent water storage £170 m for when flooding and areas which also boost i l l i o n will be erosion does occur; wildlife. It is expected spent acceler and ensuring every that these will support a t area of England has 25 areas at risk of ‘shovel ing work on -ready’ a comprehensive flooding to test and flood defence local plan for dealing demonstrate innovative with flooding and actions to adapt to a that wi schemes coastal erosion. changing climate and constru ll begin The plan also sets improve their resilience. ction in out proposed changes to The government has also 2020/2 1 the joint government and said that up to £170 million insurance industry Flood Re will be spent accelerating work scheme. This will allow claims to on ‘shovel-ready’ flood defence include an additional amount so that flood schemes that will begin construction resilience measures are included in repairs, in 2020/21. As a result of this, ministers and allow households that have property flood says that 22 areas across the country will resilience measures in place, such as airbrick benefit from this immediate boost to jobs covers or non-return valves, to benefit from supporting the local economy as communities lower premiums. These amendments will help recover from the impact of coronavirus.

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to improve the effectiveness and efficiency of the scheme and will ultimately assist in the scheme’s transition out of the market by 2039. On this latter point, Andy Bord, chief executive of Flood Re, said: “I welcome the government’s commitment to making the nation more resilient to future flooding. Flood Re enables access to affordable insurance for hundreds of thousands of homes at high risk of flooding. We believe it is very important that the country is built back better and making homes more resilient through the uptake of property flood resilience adaptations is a key part of addressing the increasing threat of flooding resulting from climate change.” Build back better The build back better mantra has been rolled out regularly by the Conservative party following their General Election success towards the back end of last year, and has showed no sign of slowing down during the coronavirus pandemic and consequent lockdown. Coronavirus recovery packages have been outlined across industry, providing targeted support for specific industry, most recently on staff pay as the furlough scheme comes to its close. The role of flood prevention in these plans has been hard to find. Andy Bord has strongly emphasised the critical need for any coronavirus recovery

South Yorkshire Many households impacted by flooding have endured further hardships as a result of the pandemic due to delays to building works or increased costs. In Sheffield, the Secretary of State for the Department of the Environment and Rural Affairs has recently announced that the long-awaited South Yorkshire flooding summit will finally take place, almost a year on from the devastating floods that battered the region last November. Although welcomed by local leaders and businesses, the fact of the matter is that

Changes will allow claims to include an additional amount so that flood resilience measures are included in repairs, and allow households that have property flood resilience measures in place to benefit from lower premiums residents, businesses and communities that were battered by the floods last November have been waiting for far too long for this to happen. Almost 1,000 homes and 560 businesses were affected and, according to the Sheffield City Region Mayor Dan Jarvis, many are still facing repair work or unable to return home. Jarvis has also urged ministers to use the recently announced £5.2 billion investment in close collaboration with devolved authorities like the Sheffield City Region, which had developed a detailed programme for prevention and resilience works based on local knowledge and consultation. In South Yorkshire specifically, the planned programme claims to have the potential to protect 2,826 businesses and 10,365 residential properties from flooding – representing a positive economic impact of more than £1.7 billion in direct damages avoided alone. Building back better is underpinned by large investment in jobs and infrastructure. However, analysis this year by BBC News found that just

Flooding

plan to ‘build back better’ and for continued and sustained investment in flood-risk management strategies. He said: “Flood Re has had a significant impact on the affordability and availability of home insurance with more than 300,000 households in the UK who are at risk of flooding directly benefitting from the Scheme. We are helping more families than ever before and are in a strong financial position ready to support those impacted by flooding. “This year has been significant in many ways. We have seen the first major flooding events since our launch in 2016 as well as having to adapt to the Covid-19 pandemic. In these unprecedented times, the country must build back better, developing a recovery plan that creates sustainable and resilient foundations for the future. For those at risk of flooding, it is critical that investment in flood mitigation strategies be maintained.”

over one per cent of government infrastructure spending in England will go towards flood defences. With calls for flood defence funding to be reallocated following last year’s flooding, particularly in northern England, figures show that nearly £5 billion is due to be spent on flood defences up until 2026, with a third of the money spent in London and the South East. Speaking back in February, Tim Farron, Liberal Democrat spokesperson for Northern England, said: “Cumbria has had three ‘one in 200-year’ storm events in the last 10 years. We know the climate is changing, and we also know that the climate is changing with the most impact here in the North West of England. So it is odd the government has chosen to spend so much money on London and the South East, and so little on the North. It’s also staggering that we’re spending so little money on flood defences altogether.” L FURTHER INFORMATION www.floodre.co.uk

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

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Revolutionising workforces through the use of robots Government Business (GB) talks to Keith Stagner, CEO and founder of T-Impact, about the role of technology in the coronavirus recovery and the future of robots in public services GB: Council budgets were already stretched to sometimes unmanageable lengths before the coronavirus pandemic. What role does technology have to play in recovery of services?

GB: In your experience, how can digital transformation projects help local authorities and the wider public sector improve the experience and engagement of citizens?

GB: Moving forward, organisations will once again be expected to produce greater output at significantly reduced costs. What can robots do for local government?

KS: According to the Chartered Institute of Public Finance & Accountancy, most public services have become more efficient – doing more with less. This has been achieved by limiting staff pay increases and prompting workers to be more productive. But this strategy is approaching – or has already reached – its limit. Public services will in many cases now struggle to sustain the efficiencies that they have made. Local government staff account for roughly half of all spending by councils as many services are labour intensive. Recruitment and retention problems are growing. Councils need to attract young talent and make better use of experienced staff. Technology can increase staff productivity, automating much of the mundane work which staff hate, freeing them to focus on improving services and an increase in higher value productivity. Technology also creates a more interesting and exciting workplace, enabling councils to attract the talent they need to continue improving and streamlining services. Technology also allows greater levels of connectivity improving information flows and supporting more intelligent decision making. For instance, through the better targeting of limited resources, sharing intelligence across agencies. New technology (RPA) also allows greater agility in implementing technology reducing the time from requirement to delivery.

KS: Digital Transformation projects can help councils engage residents by delivering services in ways they expect. Most residents want to interact with councils via the devices and channels they are most comfortable with. They want access when it is convenient for them and in the language they are comfortable with. It would be far too expensive to build these capabilities into every one of the IT systems that local councils use. These capabilities can be delivered by newer technology, which can extend the council’s existing IT systems but without the cost and effort of changing them. We designed a solution for a council in the north of England, which processes documents in 45 different languages, delivered in hardcopy, by email or uploaded and entering extracted data into their existing IT system. This solution automates the work previously performed by 10 agency staff. We are implementing a selfservice for a home county council which allows residents to access services 24 hours a day via any device, social media platform or the website. We expect to reduce contact centre costs by 35 per cent. Neither of these solutions required any changes to their existing IT systems. RPA slows the flexibility for linking systems around residents’ ‘circles of need’ rather the being constrained by specific IT systems.

KS: Robots can help councils improve residents experience, reduce operating costs and improve service quality. These aren’t mutually exclusive; we expect to deliver all three in every project. Council staff work with old technologies which are not integrated. The number of specialist IT systems are growing and expensive integrations are deferred. Council staff spend significant time entering data manually to keep these IT systems working, often entering the same data multiple times in different IT systems. This is a waste of their talent and makes recruitment even more challenging. Robotic Process Automation (RPA) and Artificial Intelligence (AI) are able to process data received by councils and update the IT systems automatically, without expensive integration. Robots are reducing operating costs by automating tasks previously performed by agency staff work. Automating mundane work, freeing council staff to focus on higher value activities. One Home County council had been trying to recruit specialist environment services staff for five years. We were able to automate much of the electronic data processing and filing their existing staff perform, eliminating the need to fill the unfilled positions. RPA provides low cost opportunities to incorporate external agencies as part of the local councils services, eliminating unreliable and expensive manual interventions. RPA allows services to be scaled at lower cost and enables local councils to turn off services quickly when no longer needed. Robots can also reduce costs and increase accuracy when migrating data between IT systems. Robots use the existing user interfaces to ensure data, as a human would – ensuring all the same validation checks are performed.

Cou staff spncil signific end enterinant time g manua lly to k data eep the IT syste m s often e working, se same d ntering the ata mu times in lt differeinple IT syste t ms

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GB: Where do most local government organisations start when looking to implement robotics? KS: Robots almost always add value in Revenue & Benefits, Housing, Finance and Contact Centres. We find that environmental services and licencing can also generate great returns. We have been working with Cadence Innova, industry leaders in a Private Sector Licencing (PSL) programmes, to design Robotic application processing and enforcement. PSL can generate millions of pounds of revenue for local councils and robot automation enables this to be achieved with an minimal increase in operating costs. Social care, education and health are areas of highest spend. We have automated several back office functions in social care, reducing the manual handling of information around safeguarding

activities. We believe local councils can achieve much more in these areas. We offer a one-day workshop to assess the 10 best Robot automation ideas for councils, producing a business case and implementation plan for the best three. This is really popular with councils, who understand the potential but arenâ&#x20AC;&#x2122;t sure where to start. Any area where a council has a large team performing repetitive tasks is a good candidate to consider, especially where there are large numbers of agency staff or where mistakes can have expensive repercussions.

GB: Moving towards 2021, why is now the time to embrace new technologies and practices? KS: Councils will have prodigious demand when the current furlough arrangements end. New responsibilities

for monitoring social distancing across both commercial and public space will further stretch council staff. In the medium term, an ageing population and rising costs in health and care will place further pressure on every aspect of councils and healthcare system. Councils that arenâ&#x20AC;&#x2122;t working to solve these challenges today will struggle to meet these unprecedented demands. There is very little time to prepare and councils need to start work now to make best use of innovation such as Robots & AI before it is too late. L

T-Impact is a UK-based digital transformation firm specialising in RPA, AI and Workflow to revolutionise services, delivering tangible business results. FURTHER INFORMATION www.t-impact.com/sectors/local-government

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

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Placemaking solutions that help make places more productive Partnerships between executive agencies and facilities management companies like ISS can help reconnect people with their places to make this new world work better building access and considering staff welfare while in the office space. We altered our schedules and teams to work more flexibly and promoted newly available cleaning innovations to sanitise areas with a higher infection risk. Implementing these measures helped BEIS reoccupy its London base in line with government guidance and reassure employees that their health was the number one priority.

Government plays a pivotal role in the way our workplaces will evolve and transform. The departments that create and implement national policy must themselves be at the forefront of these new ways of working. Partnerships between executive agencies like the CCS and facilities management companies like ISS can help reconnect the sector’s people with their places to make this new world work better. The Government Property Agency – a collaborative relationship ISS is a key facilities management (FM) supplier to several organisations that sit within the Government Property Agency (GPA) CCS Framework. Our relationship with this executive branch of the Cabinet Office is unique in that it involves 10 individual departments, all with different needs and requirements to function effectively. Among these clients are the Department for Education, Business Energy & Industrial Strategy (BEIS), Companies House and the Intellectual Property Office (IPO). We mobilised this UK-wide contract across 50 sites in two phases. The mobilisation was split by department to best ensure that we met all our customer requirements on day one. We also took over this service from several other incumbent providers and wanted to make sure that each TUPE-transferring employee received the level of attention and support they deserved. Over 500 staff now provide Total FM services to more than 40,000 building occupants. Our commitment to high standards across the country Our dedicated contract team work strategically together in a cluster leadership arrangement. Regional managers run specific geographical areas to meet the needs of our customers, whose requirements are as varied as their respective

industries and stakeholders. Our Contract Director Anthony Murphy is the link between our regional teams and our national clients. A key deliverable within our portfolio is that of Projects and Minor Works. We deliver a range of additional works for our portfolio of clients that include technical M&E variations, security enhancements and building refurbishments. The work ranges in size and complexity from £10,000 to £2 million plus – our partnership approach with each department means we are involved from the outset, defining requirements that focus on the end customer benefit. The level of work increased so quickly within the first months of the contract that we now employ a fully dedicated, UK-wide team for the GPA account. People who care – support during a time of uncertainty Our service for the GPA is designed to be flexible – by mobilising in phases, we have created a solution that adapts to changing landscapes quickly and efficiently. This has proven particularly helpful during the Covid-19 outbreak. Together we have adapted and responded, helping all these key government clients as they support the UKwide effort to combat the pandemic. We have maintained a safe workplace in line with the changing guidance to ensure our customers can continue to operate where necessary, in particular sites that house the government’s national Covid-19 task force and those that are continuing to develop Covid-19 vaccines. The impact of Covid-19 has required that we introduce additional services and innovations to help our customers safely reintroduce staff into the office workplace. We worked with BEIS in London to develop a blueprint for their working environment that included enhanced touchpoint cleaning, understanding the constraints around

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

Intelligent solutions – co-locating for the future We want to provide placemaking solutions that make life easier, more productive and more enjoyable – places that work for, think about and give to our customers. We are supporting the GPA develop a strategy that will include flexible, agile space designed for multiple civil servant customers. We will also provide a technology solution that takes advantage of the Internet Of Things and makes connecting in a digital world as easy and productive as meeting in person. By reducing fixed offices and co-locating multiple departments, our partnership can encourage cross-industry collaboration and promote a healthy interaction between organisations. The agency is primed for this – multiple government branches can operate in a network of places and rotate round the space according to their function. One area for meetings; one for ideas generation; one for networking and wellbeing, rather than one for each department working in isolation. And our strategic workplace management specialist SIGNAL is ready to help redesign that future office environment. We create places that maximise productive use of space (up to 30 per cent more without expanding the blueprint), improve performance and provide a positive atmosphere for our customers’ health and wellbeing. People make places, so we are looking to connect these and make the new world work better. L FURTHER INFORMATION www.servicefutures.com enquires@uk.issworld.com

Health & safety

Line managers short of health and safety training As businesses strain to remain afloat during the Covid-19 pandemic, it has never been more important to get health and safety right. Virman Man says that line managers, who mediate the space between senior management and frontline staff, have the responsibility for ensuring that their teams are tasked safely and act safely. A recent report examines how well prepared they are for this role Who’d be a line manager? Squeezed between a rock and a hard place – between senior managers and frontline staff – it can be a thankless role. Being charged with production or service targets and having to pass these on persuasively requires a careful balancing act. Some people in line management positions are naturals. They’re self-aware, clear about the results they want to achieve, good at listening, understand how to gain the respect of their colleagues through good communication skills and know how and when to delegate. However, those who don’t possess these skills and attributes may find them difficult to acquire. They have to go through a process to learn about management and leadership styles and techniques: training is key. And this is also the case when we consider responsibility for workplace health and safety.

their managers have the right level of The Institution of Occupational Safety skills, knowledge and understanding to and Health (IOSH) worked with market manage people safely and, in particular, research specialist YouGov to carry out a about the access these employees have survey of mainly small and medium-sized to health and safety training. More than organisations (250 or fewer employees, half of respondents (53 per cent) who but excluding sole traders) on how train their line managers said that they organisations manage health and safety. had invested in health and safety training The resulting report, How to manage your for managers from an outside provider. people safely, reveals that 96 per cent of Worryingly, though, despite the nearnearly 700 company decision-makers from universal agreement on line managers’ a range of sectors agree that line important health and safety roles, managers are important in nearly a fifth of respondents ensuring the people who (19 per cent) said their report to them are organisations had no form safe and healthy in Against of health and safety the workplace. the backgro training at all for their u Covid-1 nd of the line managers. This is Training to 9 pand a serious cause for manage safely b e u mic, sinesse concern. Without Participants were s across sectors this training, how asked how they a l l m ust man do line managers E made sure that an a

g array o f risks e

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

A survey conducted by IOSH and Management Today in 2019 showed that:

More than four in five businesses (82 per cent) in our How to manage your people safely report said that investing in external provision of health and safety training courses for their managers was driving business benefits.  gain the competence to make a proper assessment of something that could cause an accident or be harmful to health? How can they know what they need to do in the face of a health and safety risk? The report shows the consequences of this shortfall in training, with 21 per cent of respondents saying that investigations into accidents had shown a management failure to be a contributing factor. Health and safety training is particularly crucial now. Against the background of the Covid-19 pandemic, businesses across

The need for good occupational safety and health Statistics from the Health and Safety Executive on occupational health for 2018–19 in Great Britain revealed that there were: •

1.4 million cases of workrelated ill health, with 23.5 million working days lost

•

13,000 deaths from past exposures at work

•

602,000 cases of work-related stress, depression and anxiety

•

498,000 cases of work-related musculoskeletal disorders

•

around £22 billion annual loss to the economy, including from long-latency diseases.

all sectors must manage an array of risks. While taking steps to make sure that their workplaces are Covid-safe, they cannot take their eye off measures to prevent all other hazards. Again, line managers are key here. Health and safety training: an investment, not a cost To those who continue to take the view that health and safety training is just another cost to be borne by hard-pressed businesses and that it is all common sense in any case, there is some serious persuading to be done. There is growing evidence in business of the returns from investment in workplace safety and health. The International Social Security Association, for example, estimates a 120 per cent dividend, and the ratio is even higher for return-to-work programmes for people following injury or illness. Organisations that invest in health and safety training see a positive impact on their workers’ effectiveness and a range of business benefits, such as a more positive work culture, increased productivity and an enhanced reputation. These employers are also mitigating the risk of huge costs to their organisation and to society more widely of poor health – it is estimated that the total cost to society of each workplace fatality in Britain is nearly £1.7 million. More than four in five businesses (82 per cent) in How to manage your people safely said that investing in external provision of health and safety training courses for their managers was driving business benefits. Of these, 83 per cent respondents highlighted an increase in active staff engagement to improve workplace safety – a ‘bottom-up, top-down’ model of operation. The point here is that if employees are truly to be involved in improving health and safety performance, they must believe that

•

62 per cent of line managers receive insufficient organisational help to support staff mental wellbeing

•

only 31 per cent feel they have sufficient training to recognise signs of poor mental health in their direct reports

•

80 per cent won’t discuss mental health with their line managers, fearing stigmatisation and being seen as incapable in their role

•

22 per cent of line managers rarely discuss mental health with their direct reports and 11 per cent never do so

•

where mental health training and support is in place, it tends to be optional (79 per cent) rather than mandatory (22 per cent).

Health & safety

Line managers and staff mental health

their views are being listened to – that they can report risk and be assured that their management team will act. Another business benefit experienced by organisations bringing in health and safety training was improved organisation-wide safety awareness culture (79 per cent). Training courses equip managers with the skills, knowledge and understanding required to assess risk, demonstrate the organisation’s commitment to good health and safety and can involve participation at all levels. External courses can bring about a reduction in lost time due to accidents. Predicting risk and putting preventative measures in place are affordable ways of minimising the potential business costs of insurance claims and fines from health and safety breaches. Increased productivity because of the reductions in the number of accidents will be something in which all businesses should have an interest – in terms of not only output but also cost to their staff as individuals. These are quite apart from the reputational benefits of the organisation’s ethical standpoint, safety performance and past record that could help to gain or keep customers, win contracts or gain other competitive advantage. So the message is clear: health and safety training for line managers can lead to a productive, engaged and healthy workforce and improved business performance.L FURTHER INFORMATION www.iosh.com

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Green spaces

Imagine a city without trees… Suzanne Simmons, Projects Director at Trees for Cities, explains why the Covid-19 crisis may well shape our response to urban trees and green space supply Perhaps the only way we can understand a city without trees is to compare urban areas that possess a wealth of tree cover with those that have a dearth. If you live in a UK city this may be more or less apparent depending not only on what city you live in, but also which part you live in. With more than 80 per cent of the population now classed as city dwellers, it has become increasingly urgent that we make space for trees and recognise the benefits and the cost savings they can bring to the environment, businesses and communities when planned carefully. Recognising these benefits and the cost savings they bring at decision-making, funding and planning level will demonstrably create healthier, resilient and more prosperous cities. At Trees for Cities we choose to operate in urban areas that score highly when checked against multiple deprivation indices and we aim directly and indirectly to tackle certain inequalities through our tree planting programmes. This includes focussing attention on priority areas with low tree canopy cover, poor access to green spaces and nature, and poor air quality. These indices can all lead to poor quality health and wellbeing and a disconnectedness with nature. Research illustrates that there is nearly always a correlation between areas that are socio-economically deprived and areas with greatest environmental deprivation.

That correlation can be further focussed on trees, where all deprived UK areas demonstrate low levels of canopy cover.

also we can directly locate our tree planting in areas with high levels of air pollution, develop improved opportunities for connectedness with nature through planting programmes in schools, and improve amenity and biodiversity through tree planting on local community green spaces.

Measuring tree canopy cover Tree canopy cover is a useful indicator of the extent of the presence of trees across a city, Cost benefits and it has become a default methodology of In addition to tree canopy cover, we assessing urban tree numbers. Measuring tree are now more able than ever before, to canopy cover has become easier, providing accurately quantify the cost effectiveness and accurate, simple, fast and replicable digital multiple benefits trees can bring to urban mapping. Replicability therefore allows easy environments. In doing so, we recognise the comparisons and can support identification value of trees as Natural Capital and can of opportunities for organisations to track demonstrate how trees can mitigate against changes in canopy cover over time and the impacts of a changing climate on cities. against targets, which in turn can demonstrate By measuring the added value of trees in effectiveness of tree planting programmes. monetary terms, the case for new trees can be Measuring tree canopy cover can also be a presented as an opportunity for real financial useful way of targeting funding to areas that gain, which is likely to be met positively by are deficient in trees and it further supports, potential partner organisations, decision makers by default, Trees for Cities’ efforts to focus tree and funding agents on top of other, less planting in mainly deprived city regions. easy to quantify benefits, such as By focussing on urban areas of aesthetics and biodiversity. In deprivation when we plant If trees effect, trees should be viewed trees, Trees for Cities is able present as ‘assets that increase in to tap in to the wider a solution value over time’ because benefits trees bring when unlike grey infrastructure, developing partnerships and an to current ticipate they bring indirect and at local level. This d future u deferred benefits . means we are not only rban problem The real cost benefits filling canopy cover s, surely may only become gaps on a plan, but is th n

ow e time protect to plant, a promot nd e

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Green spaces

apparent after 50 years, but they continue to increase for another 150 years before levelling off. The key to accruing maximum benefits is ensuring the tree survives its first fifty years. So a 100 year old tree has around four times the cumulative benefits of a 50-year-old tree and at 200 years it will have achieved between 20-40 times the benefit of a 50-year-old tree. Whilst quantifying benefits of trees in a qualitative way, may humanise the reasoning for planting trees in urban spaces, but putting a financial benefit on trees is often essential when tapping into strategic budgets. If we do not provide a value for the urban forest and each tree within it, then it will be allotted a value of ‘£0’, should removal be proposed. It is therefore important to recognise the financial value of trees directly and indirectly before they are removed and ensure that if felled, trees are replaced and adequately compensated, financially and qualitatively. If we possess the science and data for the performance of urban trees, then we can use that information to underpin simple messages for decision makers. The obvious benefits of trees may be easy to communicate, but it is the less obvious benefits alongside the direct and indirect costs saved that create compelling arguments for planting and protecting urban trees. When the well-understood benefits of urban trees on thermal comfort are translated to costs saved through, for example, a reduction in air conditioning costs in summer and a reduction of heating costs in winter, the argument can then be made in monetary terms alone. It is these facts translated to tangible scenarios that make a more compelling case for decision makers. Treeconomics identified the following headlines for GreenBlue Urban in 2018: a 10 per cent increase in urban green space can postpone the onset of health problems by up to five years; students who have a green window view recover from mental fatigue faster and thus pay attention for longer; research has indicated that a 10 per cent increase in tree canopy was associated with roughly a 12 per cent decrease in crime; particulate levels on tree-lined streets can be up to 60 per cent lower than those without trees; a series of international third-party

The 25 Year Environment Plan set out to create a more cohesive and joined up approach to tree cover and has a stated aim of delivering one million urban trees studies have shown that trees can increase property prices anywhere from five per cent to 18 per cent; there is up to a 24 per cent reduction in particulate matter near a mature tree; trees can help reduce stormwater runoff. For every five per cent of tree cover, stormwater runoff is reduced by two per cent. The 25 Year Environment Plan So how can we deliver greater numbers of urban trees to bring those increased and much needed benefits to our towns and cities? The 25 Year Environment Plan set out to create a more cohesive and joined up approach to tree cover and has a stated aim of delivering one million urban trees. To enable this action, Defra recently consulted on the England Tree Strategy. A natural progression would now be for every urban local authority to have their own dedicated tree strategy, linked closely to a landscape scale strategic plan. The Tree Council call for the use of tree strategies to afford good management by taking ‘the benefits

and risks of trees into account, setting longterm goals to drive up tree numbers and canopy cover, diversify the tree stock, and protect existing trees for future generations’. To ensure the benefits of trees are fully utilised moving into an uncertain future, Doik et al (2016) recommend that trees and cities with a current average Tree Canopy Cover of 20 per cent should be setting a five per cent increase as the minimum standard over a 10-20 year span. Whilst Forest Research has called for all local authorities to commit to a minimum 30 per cent tree canopy cover target for new development land. In its Environment Strategy, Greater London Authority has set a target to increase canopy cover from current 21 per cent to 31 per cent by 2050. Manchester City of Trees set its target to plant up to ‘three million trees within 25 years, of which one million trees to be planted by 2024, and a further two million by 2050’. These targets are currently filtering through to detailed local policy. As we navigate the uncertainties of Covid19 an emerging realisation is how big a role trees and urban open spaces play in our daily lives and just how particularly important well stocked and well connected green space is for exercise and general health and well-being, especially when our leisure choices are severely curtailed and our urban climate is changing. There will be many lessons learnt from the Covid-19 crisis and it may well shape our response to urban trees and green space supply, to meet growing demands for outdoor exercise, healthy air, safer, cooler streets and green spaces, more biodiversity and more attractive places to live and work. If trees present a solution to current and anticipated future urban problems, surely now is the time to plant, protect and promote. A city without trees is a place that no one wants to live in. L FURTHER INFORMATION www.treesforcities.org

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Covid catalogue

CCS and creating a covid secure workplace Since the start of the coronavirus outbreak, the Crown Commercial Service received thousands of offers from suppliers across the UK to provide goods and services to the public and third sector. The resulting Covid Catalogue is explored below Since the start of the coronavirus pandemic provide goods and services to the public in March, organisation across the country and third sector during the coronavirus from a range of sectors have had to initiate outbreak. The consequential catalogue of new ways of working. Whether it be supplier offers, which is updated hospitals finding new ways to daily, categories each of the accommodate an increasing goods and services offered number of patients, local by whatâ&#x20AC;&#x2122;s on offer and Organis councils seeking new the region it is offered a t i ons are able ways of coordinating in. This ranges from innovat to access meetings without technology to being able to security solutions, solution ive security s congregate building facilities to t h r o ugh CC to assis in person, or consultancy advice. t S construction Speaking at of staff the transition back to companies trying to Procurex National at the workpl help the government the start of September, ace â&#x20AC;&#x2DC;Build Back Betterâ&#x20AC;&#x2122;, Simon Tse, chief despite normal working executive of the CCS, conditions being off limits. said that the organisation Crown Commercial Service, had received 9,000 offers of the procurement arm of the support from suppliers to source government, has received thousands of non-medical common goods and services. offers from suppliers across the UK to This, he announced, had enabled public

sector bodies to access goods including clear plastic screens, sanitisers, cleaning products, and office and school supplies. The outbreak presents an urgent and unique challenge for both commercial and non-commercial colleagues across the public and third sector. One of the challenges for CCS customers is ensuring that they continue to buy compliantly, in line with current procurement regulations. When buying common goods and services, CCS would always recommend that you use existing commercial agreements, which will help ensure your procurement is compliant and that you benefit from our supplier management and pre-agreed terms, while continuing to achieve great commercial outcomes. Here, we look at some of these areas in detail and how CCS and its suppliers are helping to keep businesses open, public services running and the health sector continue its recovery with winter just around the corner. The NHS and the immediate future of healthcare The government led response to the coronavirus pandemic has seen over two billion items of personal protective E Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

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www.sunbeltrentals.co.uk

Helping Protect the Public and Save Lives

The UK government’s Covid-19 response plan has necessitated a huge infrastructure drive - the scale of which has never been encountered before. Sunbelt Rentals, the UK’s number one equipment rental company, has been instrumental in providing emergency response support to the Department of Health and the NHS. The UK government’s Covid-19 response plan has necessitated a huge infrastructure drive - the scale of which has never been encountered before. Sunbelt Rentals, the UK’s number one equipment rental company, has been instrumental in providing emergency response support to the Department of Health and the NHS. Sunbelt Rentals has provided the equipment needed for many of the NHS Covid-19 testing facilities constructed across the country. Helping to create anything from a seven lane to a 17 lane drive through testing station and making sure they were operational within just 24 hours. The company, which forms part of FTSE100 firm Ashtead Group plc, also contributed vital equipment and services during the construction of emergency NHS Nightingale Hospitals. Sunbelt Rentals has been involved right from the very start of the Covid-19 pandemic. In fact, when Prime Minister Boris Johnson put the country into lockdown on 23rd March 2020, Sunbelt Rentals received a call on the evening of 25th March. The company was asked to provide equipment and expertise to the Government’s strategic partners, who were tasked with creating two NHS drive-through testing centres in Wembley and Greenwich within just 24 hours. On-site Project Managers co-ordinated the builds from start to finish, orchestrating the smooth delivery

of not only traditional rental products, but a specialist turnkey solution to build fully functioning sites for the operational teams. The bespoke solution included the provision of fencing and barriers, accommodation and welfare facilities, temporary power generation, plant, tools, powered access, lighting, WiFi networks, clinical waste, cold storage facilities, fire safety equipment and defibrillators, plus much more equipment. As an official ‘Essential Services’ provider, Sunbelt Rentals is able to respond rapidly and mobilise national emergency response, full compound builds and specific sector solutions. Following the success of the initial project, Sunbelt Rentals has gone to provide over 180 testing facilities in the fight against the Covid-19 pandemic. Creating sites at Glasgow Airport, Manchester Etihad Stadium, Birmingham Metropolitan Hospital, Brighton AMEX Stadium and many others, Sunbelt’s efforts have helped protect both the NHS and the public and ultimately save lives. During phase one, Sunbelt Rentals installed a remarkable 29,000 traffic cones, 14,000 traffic lights, over 16 miles of fencing, four miles of barriers, almost 600 accommodation units, nearly 600 safety and communication products, more than 350 tower lights and thousands of other products.

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

 equipment (PPE) delivered to the frontline, covering acute, community, mental health and ambulance trusts as well as to GPs and social care organisations through the national logistics effort. As of the start of August, this included: over 337 million Type 11R facemasks; over 24 million FFP3 facemasks; and over 325 million aprons. The urgent demand for PPE at the outbreak of Covid-19 earlier this year was so unprecedented that despite increasing staffing levels and running NHS Supply Chain’s network 24/7, it became clear more capacity was still needed to help ensure that PPE products were delivered to the front line. This led to the Government led initiative to establish the dedicated and totally separate PPE supply channel – set up by NHS England and NHS Improvement, NHS Supply Chain, the Ministry of Defence (MOD) and Clipper Logistics who are delivering the service. Therefore, the CCS catalogue does not contain offers of PPE.

pin pads or biometrics should be assessed, especially where direct contact is concerned. For organisations at higher risk, especially where larger footfalls means there is increased difficulty to manage end-to-end security, the implementation of non-contact inspection of ID by guards might work in the short term with a view to transition to more advanced contactless systems (automated turnstiles/doors) in the long term. Touch-free temperature screening terminal can be used to give staff an easier way to enter a building, record attendance and simultaneously check temperature without having to touch a terminal or gate, using face recognition and thermographic technologies. The touch-free nature of

Covid catalogue

Organisations are able to access innovative security solutions through CCS to assist the transition of staff back to the workplace. One such product is thermal cameras for temperature screening. Thermal cameras will enable businesses to rapidly check the temperature of staff or visitors as they enter a building without contact the terminals makes access easier and safer, suitable for long-term temperature screening with access control for any scenarios with a high footfall of people. Systems can also be provided that allow for people to ‘self-check’ their temperature. Digital display and signage In order to enable social distancing, it’s imperative that buildings and facilities limit the number of people allowed inside. Many supermarkets, for instance, have a current maximum of 100 people let in at a time. The security market can provide automated density control solutions, which will automatically provide clear signage and ways to avoid overcrowding. E

Working in the office Following remote working or closure, organisations have been reopening sites - despite contradictory messages from the government. Organisations are able to access innovative security solutions through CCS to assist the transition of staff back to the workplace. One such product is thermal cameras for temperature screening. Using infrared technology, thermal cameras can detect radiating heat from a body to provide an estimated core body temperature. These cameras are an extremely powerful tool, often deployed by firefighters to track smouldering embers and police to search for out-of-sight suspects. Technology has been developed in several formats from hand-held units to mounted cameras, providing increased safety as they allow measuring of multiple people, without the need for physical contact. Thermal cameras will enable businesses to rapidly check the temperature of staff or visitors as they enter a building without contact. They are suitable for workplaces with high footfalls; for example, there are thermal cameras that can scan more than 120 people per minute. Moreover, personal proximity sensors can provide visible, audible and vibrating alerts when pre-set distancing rules are broken. These can be provided in a number of formats, from a removable sensor that can be attached to a belt or pocket using a hook, to a more advanced sensor that can be incorporated into a badge holder. There are also a suite of physical access control products available. Controls such as

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Covid catalogue

 Digital display solutions are useful for clearly communicating live information to all your staff by combining temperature screening, density control and face mask detection information with digital and video messaging. It lets individuals know when they can enter your building along with displaying any specific messages in real-time. At the end of May, the Department for Business, Energy and Industrial Strategy released ‘Covid-19 secure’ guidelines to UK employers to help them get their businesses back up and running and workplaces operating as safely as possible. The guidance covers eight workplace settings which are allowed to be open, including outdoor environments, construction sites and factories. Employers have been advised to carry out coronavirus risk assessments in consultation with their workers or trade unions, to establish what controls and guidelines to put in place, and to publish the results on their websites where possible. For the built environment this may include areas such as ensuring any necessary inspections or recommissioning of assets whether these be mechanical (including heating, cooling, ventilation and exhaustion), electrical, plumbing or building fabric related, undertaking repairs, additional FM services or communications with any landlords are assessed before reopening. The CCS Estates Professional Services (EPS) and Facilities Management Marketplace agreements can support in helping you to identify and manage risk, against your own timelines, to current guidance for a compliant and safe reoccupation of your buildings. Organisations have also had to think about re-designing workspaces to maintain two metre distances between people by

Simon Tse, chief executive of the Crown Commercial Service, said that the organisation had received 9,000 offers of support from suppliers to source nonmedical common goods and services staggering start times, creating one way walk-throughs, opening more entrances and exits, or changing seating layouts in break rooms. The CCS EPS, Furniture and Fit Out frameworks can help you understand the current usage of buildings from deliveries to office traffic, develop control of access measures and deliver occupational solutions to comply with relevant guidelines. Where people cannot be two metres apart, employers should look into putting barriers or screens in shared spaces, creating workplace shift patterns or fixed teams minimising the number of people in contact with one another, or ensuring colleagues are facing away from each other. The same EPS and Furniture agreements can help plan social distancing planning, redesign spaces, monitor space usage and provide solutions to meet current guidance and enable future planning to update your Estate Strategy. The Furniture and Associated Services agreement can support your organisation as you plan to reopen amid the new measures that have been put in place by the government, as well as your more general needs, from secure to recycled furniture. Listed suppliers are offering a range of products including protective screens, hand sanitiser stations and temperature screening booths, as well as consultancy services to help plan space in line with

social distancing guidance. There are also temporary solutions available, including working from home and removable furniture for when circumstances change. Following customer feedback, the new agreement has been developed to provide a wider product offering than the previous iteration, and now includes: security-rated CPNI (Centre for the Protection of National Infrastructure) furniture for securing your assets; fitted and bespoke furniture; specific furniture for the education sector; and remanufactured and recycled furniture; a cost-effective and sustainable alternative. CCS says that 80 per cent of suppliers on this framework are SMEs, supporting the government’s ambition that, by 2022, one third of procurement spending is with small and medium-sized businesses. Reinforcing cleaning processes Whether you require a deep clean before reopening premises, or you need to consider changing or introducing a new cleaning regime in response to changes in working patterns, ensuring risk of transmission is minimised is essential. Workplaces should be cleaned more frequently, paying close attention to high-contact touch points like door handles and keyboards. Employers should also provide handwashing facilities or hand sanitisers at entry and exit points. E Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Linen and laundry Primarily targeting healthcare organisations, the new and improved Linen and Laundry Services framework is of particular interest to providers, including care homes, that have increased demand due to coronavirus. The framework has been developed to replace two previous frameworks and CCS has made a number of improvements based on feedback from both customers and suppliers: the lot structure has been revised to allow customers to run one procurement for all their linen and laundry needs; a specific lot for cleanroom services which is a new offering unique to CCS; revised evaluation and pricing methodology that promotes value for money; and the introduction of a direct award option (providing the requirement meets the criteria). The framework is available for use by all public sector organisations including central government, wider public sector, charities and third sector. Additionally, to help with your additional cleaning needs during the current

Where staff are now accessing networks and applications remotely in far greater numbers, perhaps not as largely as in March and April at the height of lockdown, available external network bandwidth to these services still needs to be considered

coronavirus pandemic, the new Building Cleaning Services dynamic purchasing system (DPS) provides access to a range of cleaning services. The agreement provides easy access to a range of internal, external and ad hoc deep cleaning services to ensure that your organisation is safe for reopening and thereafter. The DPS has been designed to provide flexibility for both customers and suppliers and is available for use by all public sector organisations, including central government, wider public sector, charities and third sector. The advantage of using the DPS and working with CCS means customers have the opportunity to benefit from: a simpler, quicker process for suppliers means CCS maximise the opportunity for local suppliers to bid for public sector business; a quick and easy automated selection process matches a list of qualifying suppliers that meet the customersâ&#x20AC;&#x2122; requirements; as suppliers can join at any time, customers benefit from a constantly updated supplier list; creating their own specifications, in a way that suits their needs, giving flexibility based on the customers individual requirements; preagreed core terms established in line with best commercial practice to provide legal protection for customers and suppliers; access to category expertise and a range of support functions for the life of any contract awarded under the DPS. The Building Cleaning Services DPS offers public and third sector organisations the opportunity to procure a wide range of E

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Covid catalogue

î &#x2020; The fairly new Buildings Cleaning dynamic purchasing system (DPS) provides easy access to this, and CCS created guidance on how to navigate your way through the additional requirements you may face. The procurement body is working closely with all of its experienced suppliers, across all relevant frameworks, so that they are set up to offer you the best solutions to ensure your workplace is Covid-19 secure. Regarding cleaning requirements, you may require a contractor to undertake a one off deep clean before reopening or if youâ&#x20AC;&#x2122;ve had a confirmed case of coronavirus. Or, you may simply be considering your current cleaning contract and want to introduce a routine cleaning service that will meet your changing demands following the pandemic. Providing easy to access commercial agreements and industry expertise, the CCS has two agreements in place which have approved suppliers who will be able to provide the services to the standards set out in your specification: Facilities Management Marketplace and Buildings Cleaning Services.

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Pandemic resilient and smart working environments Working with clients to capture and deliver the science behind agile working environments, which gives employees freedom and flexibility in their workspace

Those organisations that capitalise on post Covid-19 opportunities and celebrate new ways of working will undeniably hold the upper hand competitively. To entice people back into the office, the workspace must be safe and agile enough to cater for new ways of working. Stakeholders also require their workspaces to align with their objectives, attract and retain talent and to be resilient to changing business climates. What we do Space-pod is an office design, fit out, refurbishment and relocation specialist, serving the commercial and government sectors throughout the UK. As advocates of agile, activity-based working, our dedicated, highly skilled team of commercial interior designers, project managers and build professionals provide a one-stop solution to meet the demands of the smart working revolution. Our approach to design has always been led by a solid understanding of the individuals who occupy the space and the unique business attributes that underpin the culture of an organisation. By understanding the DNA of an organisation; what the key influences or drivers are, the ebb and flow of the working day/ week, the pinch points, the pressures and how their customers are served, we’re able to design and deliver working environments that empower people to work where, when and how they choose, where individuals, teams and leaders thrive. To top it all off, we get a buzz from doing this with minimal disruption to the organisation, often running busy sites whilst they are off-line, overnight. New ways of working Work is no longer a place, but an activity – the world of working has long been evolving with rapid advancement in

technology, multi generation workforces and leadership styles that have shifted from autocratic and task oriented to collaborative and people oriented. By creating a culture of trust and openness and providing the tools to work seamlessly between internal and external spaces, they will attract and retain talent and be better equipped to cultivate future leaders. There are also obvious savings to be made in optimising real estate and streamlining processes. How do we return to work safely? How do we facilitate a post Covid-19 return to work that embodies all of the above while dealing with the inevitable long-term impact on our mental, social, physical and financial well-being? Physical changes to the working space We are working closely with our clients to support a phased return to the office by modifying existing work areas in the short term to be Covid-19 compatible, whilst also looking at longer term working solutions for those keen to capitalise on the cost and efficiency savings that smart working provides. Employee experience Employee well-being has a firm seat at stakeholder level and never more so than in the pre and post Covid-19 working climate. With anxiety and stress levels at an all-time high, the business call for a redesign of employee experience is strong. While people strive for a meaningful role, with fair pay, transparency and growth, it’s kindness and connection that are topping the list of essentials. A human centric focus builds stronger, more meaningful relationships and boosts employee engagement. Provide spaces where people can focus, learn, collaborate and rejuvenate There will be some individuals racing to return to the workplace, tired of drafting corporate strategies to the dulcet tones of their next-door neighbour’s umpteenth lockdown project. Others who have relished their newfound freedom to start work at 6am so they can head off on a revitalising two-hour dog walk at lunchtime, might not be so eager to relinquish that flexibility.

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Technology has enabled work continuity through these unprecedented times but sharing screens doesn’t quite hold a candle to writing on walls and collaborating in situ. A successful workplace encourages collisions which kickstart creativity and innovation. By creating an ecosystem of zones within the workspace, that empower people to choose from a range of working options and that are aligned with core business objectives and cultural expectations, the workplace becomes agile and well equipped to respond to inevitable changes in the business climate. Providing solutions Given that two of the biggest drivers of corporate real estate strategy are employee engagement and talent attraction/retention, it’s vital that the transition to to a smart working environment is a well-executed process and not a series of ad hoc changes. Our Spatial Design team have been evaluating products and adaptive thinking to provide a variety of HSE compliant solutions to help get people back into the working environment. To download our ‘Covid-19 Return to work roadmap’ please visit our website. L FURTHER INFORMATION www.space-pod.co.uk info@space-pod.co.uk 01628 535 790

Covid catalogue

î &#x2020; cleaning services from regional and national suppliers, through a streamlined procurement process, such as: one-off deep cleans; routine cleaning; exterior building cleaning; window cleaning; and specialist cleaning. Working from home Unsurprisingly, many organisations immediately sought support with understanding their technology options as they looked to increase home working options for their employees in response to coronavirus. A number of existing agreements are available that can enable organisations to easily and quickly procure the technology products and services needed to allow employees to work more flexibly at this time. The agreements predominantly cover the following areas: compute; security and access; network; and remote working tools. Compute Stock levels have been heavily impacted since the Spring and unfortunately large scale requirements are unlikely to be met in short timescales, particularly for brand new devices. Organisations should still be able to access small volumes of new devices, 10â&#x20AC;&#x2122;s or possibly even low 100â&#x20AC;&#x2122;s - however you should contact some resellers first to check on current stock

When the UK government brought in measures to control the spread of coronavirus in March, a complete lockdown stopped a large amount of research in its tracks, particularly where it involved faceto-face research levels as they are changing very quickly. If you require thousands of devices then suppliers are advising it will involve a wait of 30 to 40 days. For shorter term requirements you may want to consider refurbished devices and stock is still available. You can make use of the simplified further competition facility under our Technology Products and Associated Services (TePAS) framework to get quick quotes for stock that is available now. Information on using TePAS and the simplified further competition process can be found in our customer guidance. As well as off-the-shelf laptops and hardware, our resellers and manufacturers already have a number of bundles available to assist with home working. These range from complete mobility as service options to bundles of screens and peripherals which can be utilised where work desktops are being taken off-site for home working.

Network Where staff are now accessing networks and applications remotely in far greater numbers, perhaps not as largely as in March and April at the height of lockdown, available external network bandwidth to these services still needs to be considered. This will be dependent on the organisation, service types, and potential number of staff accessing and it is recommended that you contact your existing network provider to check any potential impact. Increased remote working, especially if there are any broadband issues, will likely see an increase in use of mobile data, so you need to ensure this is monitored and consider additional data bundles to cater for an increase in demand. In order for this to be effective, it is necessary that staff are able to tether devices so they can access their mobile data via their laptop. E Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

The future of research When the UK government brought in measures to control the spread of coronavirus in March, a complete lockdown stopped a large amount of research in its tracks, particularly where it involved face-to-face research. The resulting delays to research commissions – from initial discussions with potential providers, right through the procurement process and up to award of

contracts – has created uncertainty in the market and will have a continued impact on the continuity of research-related projects. The implications of this can be far-reaching, both in terms of the continuity and quality of data for ongoing programmes, and for the financial health of the research industry as a whole. Now, as initial restrictions are gradually lifted, CCS wants to look forward, and talk about some of the ways in which you might begin to commission new research programmes, in a way that supports

the wider industry as it navigates its way out of a post-pandemic slump. When setting up new research agreements, think about how you might be able to structure the payment mechanisms more sustainably. Consider if there are ways to reduce the barriers to suppliers bidding for new research commissions – often research projects require the supplier to bear the cost of setting everything up, and carrying out the initial work before raising any invoices. If the pandemic situation E

Covid catalogue

 Good working practices, such as switching off video if not necessary, can also significantly reduce the data flow across your network, therefore revised usage policies should also be considered. Conferencing services are going to play a pivotal role in maintaining business as usual operations, enabling your staff to continue to communicate effectively. There are a number of hosted services available which can be rolled out quickly and in some cases remotely. More on this can also be found below under remote working tools. The above networking services and more are available through Network Services 2.

Organisations have also had to think about re-designing workspaces to maintain two metre distances between people by staggering start times, creating one way walk-throughs, opening more entrances and exits, or changing seating layouts in break rooms

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Covid catalogue

Touch-free temperature screening terminal can be used to give staff an easier way to enter a building, record attendance and simultaneously check temperature without having to touch a terminal or gate, using face recognition and thermographic technologies î &#x2020; has caused research providers to dip into their cash reserves, they may not be able to fund this â&#x20AC;&#x201C; so consider how you could reduce the up-front costs for providers, or perhaps bring in earlier staged payments. While central government organisations are usually prohibited from paying in

advance of need without Treasury consent, PPN 04/20 has made some provisions for this to secure continuity of supply of critical services in the medium and long term (until the end of October 2020). If you choose to go down this route, you should make sure that appropriate and

proportionate due diligence is undertaken to ensure such payments are necessary for continuity of supply of critical services. When you are developing your procurement documentation for a new requirement, carefully consider the relative weightings you have placed on price and quality elements of your evaluation. In a market where a lot of work has paused or stopped, a heavy focus on price rather than quality may push suppliers to offer unsustainable prices in order to fill their order book again. This creates a risk that the supplier could cut corners to reduce costs, or simply run out of money. Both of these situations would ultimately impact the quality and outcomes of the research. L FURTHER INFORMATION tinyurl.com/qwzkjbw

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Providing the confidence and capability to adopt the cloud

A common challenge for our customers has been how to provision new or replace faulty devices for staff working from home with no access to office locations. The answer to this conundrum according to Microsoft is Autopilot; a collection of technologies to facilitate the configuration of devices sent direct from manufacturer to end user with only an active internet connection and an Azure AD user account for that out-of-box experience (OOBE). We’ve been looking closely at Autopilot for the last few years waiting for the solution to mature to a level we feel comfortable with. “So is it

ready?” I hear you ask, well depending on your requirements the answer is now more frequently a ‘yes’ rather than ‘no’ or ‘not quite’. For organisations with no Active Directory, strict security requirements and who haven’t invested in SCCM it can be an excellent fit. It’s a cost-effective solution to provide organisations with cloud platform to enrol devices direct from manufacturer whilst maintaining cenralised configuration and control. For those organisation whom it’s been a step to far to date there are options to leverage Autopilot as an initial stepping stone to providing a full corporate managed device

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using your existing management infrastructure whilst providing the end user with that nice out-of-the-box (OOBE)experience they are looking for. Oh, and the bonus is that they can rebuild their own device if they experience a fault from home at any time! Our solutions use a combination of Microsoft Autopilot and Fortinet to enable devices to ship direct to staff, the configuration process automatically starts and runs through until the users prompted to login. At this point a secure VPN connection is established and the device performs some final configuration ensuring the device operates as any other corporate device they are used to. Just as if your friendly deskside engineer has handed it over to you ready to go with all the software you need installed! If you’re looking for some advice and guidance on how you could leverage AutoPilot within your organisation, you’re interested in seeing a demo or you want to discuss how we overcame some of the short comings of AutoPilot to meet our customers needs the please get in touch. L FURTHER INFORMATION Tel: 01438 567551 info@ogelit.com www.ogelit.com

Frameworks

Spark: The Technology Innovation Marketplace We revisit the advice and guidance of Rob Whitehead, category lead for Technology Products and Services at the Crown Commercial Service, in which he discusses how Spark will work, how it has been designed, as well as its desired outcomes For many years, there has been a strange who wanted to access such technology disconnect which has made it difficult for once the products were developed. organisations in the public sector to Spark: The Technology Innovation bring on board technologies Marketplace was launched in which are truly cutting edge. April 2019 to address exactly Let’s be clear - that’s not this issue - identified because innovation through conversations Spark p was a dirty word in we, Crown Commercial rovides a flexib the public sector. Service (CCS), Far from it: the UK held with our complia le yet n t government has been stakeholders. CCS r o ute to mark very active in funding helps organisations e t w adapts h i c h product development across the entire a capabil nd scales as which makes the public sector get the ities ch UK a world leader best deals on the goods ange when it comes to and services they need emerging technologies. to run their organisations But what we have and we have been at the not been so good at is heart of Spark’s development. providing a route to market for We want our customers to have those customers within the public sector access to the latest products and services,

and for innovative tech companies to work with the government and the wider public sector. Spark does all of this as part of a suite of wider government initiatives to bring cutting edge technology into the public sector: it compliments the GDS government technology innovation strategy, the GovTech Catalyst challenge and other similar projects. It was designed to encourage new, but proven technologies such as artificial intelligence (AI); wearable tech; and the internet of things - where everyday objects can send and receive data. Spark will enable true innovators, who have developed products through catalysts or catapults, to commercially exploit them by opening them up the entire public sector a market worth approximately £14 billion. Spark provides a flexible yet compliant route to market which adapts and scales as capabilities change. E Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

 So how does it work? First of all, it’s a Dynamic Purchasing System (DPS) which allows it to remain continually open to new suppliers. This has several advantages, including: suppliers can apply to be part of the marketplace at any time; an unlimited number of suppliers can join; and far less work is required up front by suppliers to join a DPS than would be the case with a framework agreement as suppliers only need answer selection questions. The DPS has an inbuilt matrix to assist customers and suppliers match capabilities to needs, and all this is married to a proactive programme of customer and supplier support to make using it as straightforward as possible. Totally market-led, Spark developed from work within CCS’s Technology Products and Services category, and has been designed with customers and suppliers in mind. By speaking with customers we identified a need for a more open, flexible approach to our emerging technology suppliers. They told us they wanted to trial technologies in a small, agile manner with a compliant route to market once they were ready to scale. Once they get easier access to the

public sector market, successful Spark suppliers may then ‘graduate’ on to other frameworks. Ultimately, citizens benefit through the step changes in service provision that such technologies can deliver. But suppliers won’t be able to sell just any new tech product or service. The core ‘backbone’ of the DPS will be a filter system so customers can search for products within defined fields that have been developed in partnership with customer input. The emerging technologies we’ve selected are those predicted to have the largest impact over the next five years: the internet of things; AI and automation; simulated and enhanced environments; engineering and materials science; data; wearables; transport, and security. There are further sub-categories within each field and products outside these cannot be offered within the DPS. In order to gain a place suppliers also need to provide a contract example, corroborated by a customer, to demonstrate their capabilities and show how their products meet our definition of innovation by detailing its novelty, usefulness for the customer, and impact. The customer must also have access to any relevant

Frameworks

The government has been very active in funding product development which makes the UK a world leader when it comes to emerging technologies. But what we have not been so good at is providing a route to market for those customers within the public sector who wanted to access such technology once the products were developed pre-existing intellectual property, either through ownership or licencing. As with all CCS commercial agreements, customers remain in control throughout the process. We recommend pre-market engagement with all potential suppliers asking how they can solve their problem and allowing them to innovate. Spark’s simple DPS sign-up and buying features encourage public sector customers to use new suppliers and adopt their innovations. The sign up process is quick and easy for customers. They need only to register as a buyer by completing their contact details, confirming acceptance of the terms and conditions and clicking ‘register’. By completing this they are submitting an access request to CCS for approval. This means that from the homepage customers can reach the page where they apply their filters to shortlist suppliers for their further competition in no more than four steps. That’s an innovation. We’re confident customers will want to use it, not just because it is so easy to use, but because we intend to attract the best new technology innovators through an open and supplier-friendly agreement. Spark will remove the barriers which have prevented E

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Frameworks

 the true public sector exploitation of innovation, by taking a more flexible, open approach than may have been the case with traditional frameworks. For example, the supplier application process for Spark is very simple and quick; suppliers should not need a bid writer to apply for them. If it works as we hope, we’ll see a £20 million spend in the first year with 70 per cent of that spend being with SMEs. We should also see the seven suppliers we had at launch growing to 100. But we see Spark as just a starting point - our first step on a greater journey which will enable CCS to onboard innovative technologies for our customers at speed, and improve their approach to exploiting new technology. Spark is the first time we have targeted an emerging market and so also the first use of a DPS for this market. Previously, DPSs have been used for established supplier markets only. The approach we are taking is an innovation in itself. CCS will learn from the process, good and bad, and we plan to iterate and improve the agreement. Artificial Intelligence A survey of local authorities earlier this year found that councils across the country are expecting to save £195 million this year by introducing artificial intelligence technology techniques. Councils across the UK expect to save an average of £300,000 in the next year through greater use of AI and another £180,000, on average, through the deployment of self-learning chatbots. In fact, one in six local authorities anticipate savings between £750,000

By working collaboratively alongside The Office of Artificial Intelligence, CCS is pleased to announce that our new Artificial Intelligence DPS is now live and £1 million purely through the introduction of AI technology. In total, the savings amount to savings of £195 million across unitary, borough, district and county councils in the UK. Agile Datum found that financial savings, faster resolution of enquiries, freeing up staff to focus on citizen engagement and more accurate processing were the key reasons behind the trend. Reducing call volumes (86 per cent), financial savings (80 per cent) and improving customer services (64 per cent) were the main reasons cited for introducing chatbots. Agile Datum says that chatbots have the potential to introduce 15 per cent extra capacity and AI another 35 per cent capacity into every local government department. To help deliver these new technologies, most councils expect to have a chatbot strategy (90 per cent) and artificial intelligence strategy (91 per cent) in place within 12-18 months, with over half expecting to have these strategies in place within six months. Nearly a quarter of councils (24 per cent) already have an AI strategy in place. Artificial intelligence DPS The new Artificial Intelligence (AI) Dynamic Purchasing System, launched in September 2020, offers public sector customers a direct

route to AI services in an emerging market. By working collaboratively alongside The Office of Artificial Intelligence, CCS is pleased to announce that our new Artificial Intelligence DPS is now live. Across many organisations within the public sector, customers are looking to embrace change and future-proof their business by implementing AI technologies. These emerging technologies offer a number of benefits to customers such as helping to better manage and use data, make public services more accessible, and improve diagnosis in healthcare. If your organisation is new to AI, you will be able to buy services through a discovery phase, to get an understanding of how you could benefit from AI could benefit you organisation. If you already have experience of using AI, you can buy licensing, customisation and support directly from suppliers. If you’re looking for both of those things, you will have access to end-to-end partnerships. Ethical development of AI and true innovation across the public sector has also been taken into account when developing this DPS, providing opportunities to accelerate the adoption of new technologies within government, and improve services for citizens throughout the UK. E Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

Under new measures, businesses seeking to win government work must set out how they will also deliver social value priorities.

Artificial Intelligence offers exciting opportunities to modernise public services, raise productivity and increase efficiency. This will ultimately save the taxpayer money, help to build a skilled workforce and create better public services  This DPS provides an opportunity for suppliers, including startups and SMEs to look at what a department wants in an AI solution, find out how they can meet those requirements, and join the DPS throughout the agreement duration. This will be of particular benefit to the health sector, where an AI technology needs to meet regulatory approvals such as clinical safety and efficacy data towards a CE marking. Health and care bodies can also ask their approved suppliers to join this DPS. Patrick Nolan, CCS Technology Director, said: “Artificial Intelligence offers exciting

opportunities to modernise public services, raise productivity and increase efficiency. This will ultimately save the taxpayer money, help to build a skilled workforce and create better public services. This new agreement will enable the public sector to access the latest in AI technology, including access to technology for medical screening and diagnosis, chatbots to drive up the quality of customer experience, and virtual assistants.” Automation services Back in March, a new procurement vehicle opened for buyers and suppliers of E

Frameworks

New public procurement measures

Government departments will use the social value model to assess and score suppliers on the wider positive benefits they bring by delivering the contract, meaning that value for money for the taxpayer can be maximised while also building a more resilient and diverse supplier base. The social value model which departments will assess contracts on includes: supporting coronavirus recovery; tackling economic inequality, including creating new businesses, jobs and skills, as well as increasing supply chain resilience; fighting climate change and reducing waste; and driving equal opportunity, including reducing the disability employment gap and tackling workforce inequality Improving health and well-being and community integration. The new approach will apply tests that all bidders, irrespective of their size and type, will be capable of meeting and therefore further levels the playing field for the UK’s small businesses, start-ups and voluntary and community sector organisations and social enterprises. The new measures will come into effect on 1 January 2021. Cabinet Office Minister Julia Lopez said: “Government has tremendous buying power, spending £49 billion each year on contracts for vital public services. Value to the taxpayer should lie at the heart of our procurement decisions. “Too often, however, ‘value’ has been narrowly defined by price without taking into account other important factors such as the number of local jobs or apprenticeships a contractor will provide, the care they show the environment in their business practices or the number of SMEs involved in their wider supply chain. “We want to see a greater variety of companies deliver government contracts, from every corner of our country - not just because that benefits local economies and communities but because it helps diversify our risk, create a more resilient supplier base and deliver some of our critical priorities. If we can use government’s buying power to drive that broader value, the better our chances of levelling up our country and investing in our people as part of our Covid recovery.” Commercial teams in all government departments will also be expected to complete training courses in implementing the new model and how to ensure the maximum social value is derived from each contract.

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

FURTHER INFORMATION www.crowncommercial.gov.uk/ agreements/RM6094

Fighting procurement fraud Councils in England can now access extra advice to help protect public money from fraud during the procurement of goods and services. The Ministry of Housing, Communities and Local Government has published the Review into risks of fraud and corruption in local government procurement, which sets out practical examples and case studies showcasing how councils can strengthen their processes and implement prevention measures. Councils in England spend around £55 billion a year on goods, work and services. A survey conducted as part of the review showed 23 per cent of respondents reported fraud and/or corruption in the procurement lifecycle during the 2017 to 2018 financial year. Local Government Minister Simon Clarke said: “Everyone in public life shares a common duty to protect the interest of taxpayers. Acknowledging and mitigating the risk of fraud and corruption is critical for sound financial management and to ensuring that every pound spent by councils is used to support the communities they serve. This is true especially at a

Frameworks

 cutting-edge technology services - the innovative new Automation Marketplace DPS. Through the DPS, public bodies can now access the latest intelligent automation services – enabling them to benefit from a range of innovative technology solutions including business process optimisation, desktop automation, analytics, and much more. It means that suppliers of all sizes can apply to offer their innovative solutions to public sector customers and customers can begin to buy services. The agreement includes a stipulation that suppliers offering solutions that involve the use of Artificial Intelligence must declare that they understand and will adhere to a set of ethical guidelines on the use of AI in the public sector. Created in partnership with the Cabinet Office to replace its current Robotic Process Automation contract, which expires in August 2020, the agreement has also been designed as a Dynamic Purchasing System, meaning suppliers can join at any point during its lifetime. Niall Quinn, CCS Technology Director, said: “Automation is becoming increasingly important to government and by asking suppliers to abide by the AI ethical principles it will assist public bodies and those delivering public-facing services to easily identify AI products and services that meet their ethical requirements.” L

time when councils continue to work hard in the national effort against the coronavirus pandemic. There is no silver bullet, but I would urge all councils across the country to learn lessons from this report and harness the tools it provides to tackle fraud and corruption.” Peter Fleming, Chairman of the Local Government Association’s Improvement and Innovation Board, said: “This timely report highlights good practice by councils and provides helpful recommendations as they strive to ensure that taxpayers’ money is protected from fraud and spent on vital public services. This is increasingly important during the pandemic and after – none more so than in areas such as PPE and electronics where demand is outstretching supply. This report complements the LGA’s Counter Fraud Hub and we will aim to adapt and implement its recommendations through our sector-led improvement workstreams.”

FIRE & SECURITY SYSTEMS

Security and fire systems for all types of premises Alexatech Integrated Systems Ltd has bespoke expert design knowledge bringing together many years of experience providing its clients all their requirements, from design through to project management for any proposed scheme for fire alarms and security systems. Alexatech also provides preventive maintenance. Alexatech’s service and maintenance department consist of a dedicated technically highly trained team of engineers who specialise in finding solutions for all our customers’ urgent and ongoing needs. Alexatech supplies the latest technologies in all its fields of experience, creating state of the art life safety systems through to fully integrated security systems. Alexatech can offer the supply, installation and commissioning of a wide range of commercial grade systems giving it flexibility to meet each client’s requirements, whether

on a building site for a new build, or within a busy occupied working environment. Alexatech has previous experience of working within the education sector. Alexatech’s team is fully capable and work within all the health and safety requirements needed to work in a safe manner, looking after themselves and others. Alextech’s installation works are carried out in accordance to all the relevant regulations and standards required, ensuring all legal requirements are met and fulfilled.

FURTHER INFORMATION www.alexatech.co.uk info@alexatech.co.uk Tel: 0800 228 9007

Issue 27.5 | GOVERNMENT BUSINESS MAGAZINE

DRONES

Quayle Industries Ltd: For all your drone requirements

Quayle Industries Ltd provides drone services to many different sectors throughout the UK, and is fully approved by the Civilian Aviation Authority and insured to operate wherever needed. The company specialises in the more complex locations, such as city centres, as its unique permission allows it to carry out flights in areas that standard drone pilots cannot. Using drones to carry out inspections at height is a more cost effective way to complete roof surveys and other infrastructure inspection, and is

much safer as no one leaves the ground. Compared to using the traditional methods of access, such as scaffolding or cherry pickers, drone technology offers a more dynamic platform to capture the information at a higher level of detail and quality. Quayle Industries Ltd also uses the more accurate real-time kinematic (RTK) technology, which means it can produce site plans that are precise to sub centimetre levels, giving you a 2D or 3D plan that can be used within design programs, for measurements in the office or on-site and for calculating volumes of material piles. For all your drone requirements speak to the best, get in touch with Quayle Industries Ltd.

FURTHER INFORMATION Tel: 0333 2104420 info@quayleindustries.co.uk www.quayleindustries.co.uk

ADVERTISERS INDEX The publishers accept no responsibility for errors or omissions in this free service AEC People

24,25

Aico 92 Airlabs 66 Alexatech 91 Argus Fire & Safety

Avire Trading

Big Dug

City Imperative

Colas 88 Content Guru

CRJ Services

Daikin Applied (UK)

Dragonfly 48 Epson UK

Eucalyptus Renewables

F.G Marshall

Glasdon IBC Iprosurv 50 ISS 60

FIRE SAFETY

Aico â&#x20AC;&#x201C; The market leader in fire and carbon monoxide protection

From its incorporation in 1990, Aico has rapidly grown to become the recognised market leader in Fire and Carbon Monoxide (CO) protection that it is today. Education, Quality, Service, and Innovation are at the core of everything that we do. With life safety products, quality is paramount. All of Aicoâ&#x20AC;&#x2122;s products are manufactured within the Ei group at the organisations world class manufacturing facility in Ireland, where Aico have been developing and manufacturing alarms for over 50 years. As part of this process, every single alarm produced is rigorously tested multiple times, ensuring that the company maintains unrivalled levels of quality and reliability. All Aico alarms meet UK standards, with a wide range of sensor types to guarantee every home is protected. Throughout our 30 years we have

led the way in providing innovative solutions and achieved numerous industry firsts, in the field of Fire and CO home life safety products. But it is not just about alarms, Aico understand the importance of Corporate Social Responsibility and supporting the community. The Aico in the Community initiative was developed to help schools, colleges, universities, charities and community organisations to achieve their goals and to help build a sustainable environment now and in the future. Looking towards the future, Aico will continue to pioneer in the latest technological advancements in sensor technology and advance the connected home, maintaining its position as the leader in home life safety, promoting best practice and engaging with its communities to deliver safer homes.

FURTHER INFORMATION www.aico.co.uk enquiries@aico.co.uk

Janrae Management Services

M3 Global Technologies

MHR

4,16

Millieu Landscape Design

NB Data

Novellini UK

Office Depot

Ogel IT

IFC,82

Opex Business Machines

46,47

Pump Start

Quayle Industries

Schaefer Technic

Space-Pod 74,75 Sparka UK

Sunbelt Rentals

T-Impact 58,59 T & K Euro

Tenbroeke 78 TG Escapes

The Future Fox

Thermal Road Repairs

UAV Innovations Group

Woodscape 32

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

Government Business 27.5

Articles inside

Spark: The Technology Innovation Marketplace

CCS and creating a covid secure workplace

Imagine a city without trees…

Line managers short of health and safety training

Funding for flood defences given new impetus

We must not take evidence for granted

Knowledge is power: Asset management in local government

Call-outs and breakdowns continue, despite lockdown

Preparing social housing for the future

Most significant reforms to housing policy in decades

What sort of built environment do we want for the future?

Modular homes for London homelessness scheme

The role of urban design in improving life in cities, towns and villages

We need a Marshall Plan to meet our Net Zero ambitions

Designing healthier places

Active travel in the capital

Never let a crisis go to waste

Reaching sustainability goals within the workplace