Government Business 29.2 by PSI Media

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ISSUE 29.2

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CONSTRUCTION INNOVATION

TRANSFORMING PUBLIC SERVICES How the CDBB is driving innovation across the construction and infrastructure sectors

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GB Q&A

TECHNOLOGY

ISSUE 29.2

Business Information for Local and Central Government

CONSTRUCTION INNOVATION

TRANSFORMING PUBLIC SERVICES How the CDBB is driving innovation across the construction and infrastructure sectors

Super energy-efficient with brilliant performance

Time to put people at the centre of policy This March issue of Government Business has a number of varied features which look at the role of placing people at the centre of decision making.

PLUS: ENERGY | FACILITIES MANAGEMENT | SECURITY | SMART CITIES

Firstly I would like to signpost you to our interview with Councillor Phélim Mac Cafferty on page 15 in which the leader of Brighton & Hove City Council discusses bringing together people and projects to tackle the climate emergency, as well as local food strategies and reducing transport-related carbon emissions in the city. On page 19, the IWFM’s Linda Hausmanis discusses why the question of how organisations get the best from their staff has never been more prominent than in today’s world of work. Her thoughts on the triad of people, technology and the workplace is a very interesting read.

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Elsewhere, our March energy feature (page 27) analyses the increasing public support for solar and Chris Clarke, from HOPE not hate, writes about the need to focus more on local events which bring people and their communities closer together (page 67). As alway, enjoy the issue. Michael Lyons, editor

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Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

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Contents

Contents Government Business 29.2 07 News

Air pollution limit twice as high as recommendation; Council Tax bill to rise could worsen cost of living crisis; and government launches ‘Homes for Ukraine’ scheme

15 GB Q&A

Government Business talks to Councillor Phélim Mac Cafferty, leader of Brighton & Hove City Council and co-chair of the 2030 Carbon Neutral Member Working Group, about moving towards a green recovery and the council’s Food Strategy Action Plan

19 Facilities management

The question of how organisations get the best from their people has never been more important than it is today, writes Linda Hausmanis, CEO of the Institute of Workplace and Facilities Management

23 GB Q&A

Government Business revisits our Q&A with Tracy Brabin, Mayor of the West Yorkshire Combined Authority, about net zero ambitions, local collaboration and tackling food waste

27 Energy

39 56

The Centre for Digital Built Britain outline the work of the Construction Innovation Hub and how it works to drive innovation across the construction and infrastructure sectors

60 Digital ethics

Emilie Sundorph, Programme Manager for Digital Ethics and Artificial Intelligence at techUK, explains why maintaining smart cities is linked to digital ethics

63 Smart Industry Expo

Smart Industry Expo 2022 is the perfect opportunity for visitors seeking to learn about digitisation and how to prepare and implement a strategy in this smart era

66 Cyber security

It is more important than ever before that the public sector keeps pace with the evolving threatscape and harnesses the power of new technologies and reliable security frameworks, writes Ben Johnson

Earlier this year, Solar Energy UK and Copper Consultancy launched a study into public attitudes to solar that delivers a greater understanding of where collective sentiment stands

69 Events

33 Facilities Show

71 Conferences & events

The Facilities Show brings together the entire facilities management supply chain to share expertise and explore solutions for making the profession more sustainable and drive transformation

39 Technology

Paul Rylands explains why the public sector must urgently become consciously hybrid and how organisations can adopt this approach and lead from the front during this transitionary time

43 Technology

Tris Dyson, managing director of Nesta Challenges, examines how local government could work with other groups and organisations to utilise resources like open data and solve some of the challenges set out in the Levelling Up white paper

45 Technology

Steve White explains why local authorities must move away from a siloed approach to connected asset management

56 Construction innovation

Chris Clarke, Policy Researcher at HOPE not hate, argues that we need to focus more on events which bring communities together The government has ended legal restrictions in England, meaning that the reopening of events and venues will gauge the industry’s attention and once again put meetings firmly on the agenda

79 Security

Following the government’s Protect Duty announcement in January, Michael Edwards CMIOSH, from the Institution of Occupational Safety and Health, explains how the legislation leans on existing methodologies used by occupational safety and health workers

83 Safety & Health Expo

Safety & Health Expo is the event where tens of thousands of health and safety professionals come together to innovate, collaborate, and fulfil their goals

87 Road maintenance

The Road Safety Markings Association detail the need for improved maintenance of road markings and the post-pandemic benefits of well-maintained road markings

91 Frameworks 52 News

In December, the Cabinet Office published an independent review creating a new ‘Gold Standard’ in public sector construction frameworks

600 public buildings in Wales connected with full fibre; Digital Housing Strategy to improve Glasgow’s services; and ‘world’s first’ UrbanAir Port starts construction in Coventry

Government Business magazine

97 Frameworks

At the start of the year the Crown Commercial Service has published its first small and medium-sized enterprise (SME) action plan

www.governmentbusiness.co.uk Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

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News

AIR QUALITY

Air pollution limit twice as high as recommendation understandably argued that the measure is inadequate and will continue to leave millions of people exposed to dangerously dirty air. As part of new proposals set out under the Environment Act, the government is also committing to: reducing nutrient pollution in water in England; halting the decline in species by 2030 and increasing species abundance by 10 per cent by 2042; halving residual waste produced by 2042l and increasing tree canopy and woodland cover from 14 per cent of England to 17.5 per cent by 2050. The government will now consult on the targets, with a view to making them legally binding towards the end of this year.

The government has proposed to set air quality limits that would allow twice as much small-particle pollution in England as the World Health Organisation (WHO) recommends as an upper limit. The new target is to reduce levels of fine particulate matter to 10 micrograms per

cubic metre by 2040. WHO guidelines from last year say that concentrations of PM2.5 should not exceed five micrograms per cubic metre on average over a year. Although the government has said that the proposal would reduce exposure to fine particulates, campaigners have

FLOODING

COST OF LIVING

Largest ever investment in Welsh flood protection

A third of households face being unable to afford cost of living

Welsh Climate Change Minister Julie James has revealed the Welsh Government’s largest ever flood programme, totalling more than £214 million over three years. The Programme for Government includes an increase in investment for flood and coastal erosion risk management and mitigation as part of the Cooperation Agreement with Plaid Cymru. James made the announcement following a visit to a £3 million project at Aberavon that has strengthened the seafront promenade and protected homes and business from future storms and floods. The Aberavon project is just one success to date. Last year the Welsh Government supported a wide range of work to reduce the risk from flooding and coastal erosion for more than 950 homes and businesses across Wales – with a further 3,600 benefitting from enhancements to existing defences. The minister also confirmed an increase of £24 million in revenue funding over the next three years which for next year will: increase Natural Resources Wales’ budget by £1.5 million; increase the revenue local authorities can apply for up to £225,000 per authority; and extend the current Coastal Risk Management Programme by one final year. READ MORE

New analysis by the New Economics Foundation has found that 34 per cent of households, 23.4 million people, will be unable to afford the cost of living by £8,600 on average by April 2022. This figure includes 48 per cent of all children, 96 per cent of children living in families out of work, 77 per cent in singleparent households, and 43 per cent in working families. The analysis also indicates that the 23.4 million people in the UK projected to be living below the Minimum Income Standard threshold come April will include: 43 per cent of families in the north-east; 41 per cent in Yorkshire and the Humber; 39 per cent in the West Midlands; and 38 per cent in London. In the north-east, people are missing out on a good standard of living by £8,900 a year, and in the West Midlands and London by £10,100.

The New Economics Foundation is calling for the creation of a new social security system, or ‘Living Income’, to set an ‘income floor’ based on the MIS, which no one can fall below whether they are in or out of work. Steps on how to achieve a Living Income include: auto-enrolling everyone in the UK on the universal credit system so that new payments start to be processed automatically as soon as anyone becomes eligible; restoring the £20 uplift for universal credit and extending to all other means-tested benefits to ensure the poorest are at least made no worse off on average by recent price rises; and uprating benefits by the latest level of inflation to ensure incomes rise alongside prices. READ MORE

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

News

COUNCIL TAX

Council tax bill to rise could worsen cost of living crisis The council tax bill for an average band D equivalent property in England and Wales is

set to rise by £65, adding further pressure on households already struggling with

soaring inflation and the cost-ofliving crisis. The CIPFA research says that while council tax is set to increase almost everywhere in England and Wales, the level of increase varies between regions. Greater London will face the highest rise of 3.7 per cent – although the bill will still be one of the lowest in the country at £1,682.56. The bill for an average band D property in the Northeast is set to become the highest in the country at £2,105.95, a rise of 3.5 per cent. READ MORE

PUBLIC TRANSPORT

WELL-BEING

Charity calls for ‘back on board’ message for buses

Calls for new approach to resilience and well-being

On the first anniversary of the government’s national bus strategy, Campaign for Better Transport has urged for a national government-led campaign to get people back on board. As required by Bus Back Better, all 79 local transport authorities in England submitted Bus Service Improvement Plans (BSIPs) which outlined how they intend to transform local bus services and included measures like providing better passenger information, introducing bus priority schemes, improving the frequency of services and providing cheaper fares. Out of the £3 billion promised by the strategy, the government has allocated £1.15 billion for these improvements, but how the funding will be shared between local authorities is not yet known and some are likely to miss out entirely, despite all being asked to produce plans. Campaign for Better Transport is warning that unless the government steps in with a campaign to attract passengers back to public transport, the £1.15 billion to improve local buses could instead end up being used to prop up existing services that are no longer commercially viable. READ MORE

The House of Lords COVID-19 Committee has called for improved resilience and preparedness for a volatile and uncertain future. The committee concludes that the pandemic has shown that our current understanding of resilience and preparedness is not fit-forpurpose and that a focus on robust supply chain and critical national infrastructure alone will not secure the national resilience that we so desperately need. To be resilient, the report argues that the UK must have strong social capital and community connection within, and between, diverse communities, higher levels of social and economic equity, and resilient and adaptable public services. To achieve this, the committee says that now is the time to reconsider the role and purpose of the state, by placing a new emphasis on governing for the long-term and

new focus on well-being. Any new system of government must have the well-being of its people at its heart – moving from a Welfare State to a Wellbeing State. The committee’s report sets out a range of recommendations to improve resilience and preparedness, reconsider the role and purpose of the state, and move from a Welfare State to a Wellbeing State. This includes: prioritising narrowing the gap in healthy life expectancy so that no one group is left behind; renewed efforts to build trusted relationships between the state and all groups within society, including racial and religious groups, young people, disabled people and others; and building social capital through community-level public service innovation. READ MORE

PARKING

Car parking provision should be capped at one per property Collaborative Mobility UK has urged for car parking provision at new housing developments to be capped at a maximum of one space per property. The charity says that limiting parking spaces in new housing developments to a maximum of one per property would increase the use of shared transport. To achieve this, CoMoUK says that planning policy should be redefined to centre on ‘people and place’, rather than cars, to encourage the use of shared services like car clubs and bike hire which reduce overall car use drastically. Research shows that where ratios of private car parking to dwellings were low, residents were much more likely to adopt other mobility options. CoMoUK says that hubs for active and

shared modes of transport, as well as public transport, should be located closer to people’s front doors to make them more convenient. READ MORE

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

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News

LOCAL GOV

DESIGN

Liverpool seeks views for how to better govern from 2023

25 areas empowered to shape design of neighbourhoods

Liverpool City Council has said that residents in the region are set to be asked their views on how the city is governed from 2023. After announcing in January that the council will draw up and implement a full and meaningful consultation over the future model of political leadership in the city, the authority has now said that a letter will be sent to every household in the city this month, with a secure link to an online portal, to answer the question: “How would you like Liverpool City Council to be run?” There are three options for residents: by a Mayor who is directly elected by voters every four years; by a leader who is an elected councillor, chosen by a vote of the other elected councillors; or by one or more committees made up of elected councillors. A digital information campaign in support of the consultation will also take place to raise awareness and encourage participation. The outcome of the consultation will be reported to Liverpool City Council who will make the final decision on whether to change governance arrangements. Any change in governance will take effect from the elections in May 2023, and will be binding on the council for five years. READ MORE

The Department for Levelling Up, Housing and Communities has announced that 25 areas have been awarded a share of £3 million to help them set their own standards for design locally. The Design Code Pathfinder Programme will empower communities to have their say on the development of new homes, buildings and amenities, such as shops and workspace, in their area and help restore people’s pride in the places they live. The codes are a collection of design-principles to help local areas deliver more beautiful and sustainable places and communities – such as specifying local building materials or deciding the layout of streets. The design codes will be used as examples that communities across the country can draw on to produce their own, with support from the Office for Place. Local councils and

neighbourhood planning groups throughout England will benefit from the work of the pathfinders through the sharing of lessons learnt and good practice. READ MORE

UKRAINE

Government launches ‘Homes for Ukraine’ scheme

The Homes for Ukraine scheme will allow individuals, charities, community groups and businesses in the UK to bring Ukrainians to safety – including those with no family ties to the UK. Communities Secretary Michael Gove has launched a webpage for sponsors to record their interest, ahead of Phase One of

the scheme opening for applications on 18 March. Phase One of the scheme will allow sponsors in the UK to nominate a named Ukrainian or a named Ukrainian family to stay with them in their home or in a separate property. Individual sponsors will be asked to provide homes or a spare room rent-free for as long as they are able, with a minimum stay of six months. In return, they will receive £350 per month. Charities, faith groups and local community organisations are also helping to facilitate connections between individuals, for potential sponsors who do not have a named contact. Ukrainians arriving in the UK under this scheme will be granted three years leave to remain, with entitlement to work, and access benefits and public services. READ MORE

BIRMINGHAM

Birmingham is the UK’s first accredited Compassionate City

The people of Birmingham have been recognised for their compassion in the way communities have supported each other during some of the most difficult times.

Accredited by Compassionate Communities UK, the key to gaining this recognition is bringing together all areas of the local community, including Birmingham City Council, NHS, schools, cultural organisations and employers, to provide support, space, togetherness and understanding for those undergoing the experiences of death, dying, loss and caregiving. The Compassionate City title is part of an international movement with the participation of cities worldwide. The purpose is to build

compassion as a major value of life across all sectors of civic society, putting kindness at the heart of health and care strategies in all parts of society. Birmingham is already recognised as a Healthy City. However, community leaders sought to secure the Compassionate City title to bolster its commitment towards people who are grieving, living with a serious illness and caregivers. READ MORE

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

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News

SCOTLAND

Financially uncertain future for Scotland’s councils 19 recovery. Other elements of councils’ reserves are earmarked for economic recovery, transformation projects and, in some cases, balancing budgets. This limits councils’ flexibility to respond to unforeseen challenges in the future. The Accounts Commission said that there are significant challenges ahead as councils continue to respond to the impacts of Covid-19 on services, finances and communities. Councils must also address cost and demand pressures pre-dating Covid-19, as well as develop long-term plans with partners to address complex issues. This includes addressing child poverty, inequalities, improving economic growth and delivering Scotland’s net Zero ambitions.

Scotland’s councils have increased reserves over the last year but must address the impacts of an overall reduction in funding and ongoing challenges caused by coronavirus. According to the Accounts Commission, whilst councils’ total funding and income increased by £1.8 billion (10 per cent) in

2020/21, predominantly because of additional Scottish Government Covid-19 funding of £1.5 billion, without this councils have seen funding reduce, in real terms, by 4.2 per cent since 2013/14. Whilst council reserves increased considerably, this is committed to Covid-

CYCLING

BUSINESS

First cycling and walking commissioner for West Midlands

New generation of exporters needed to power economic growth

Andy Street has appointed a new cycling and walking commissioner to accelerate plans to get more people moving around the West Midlands by foot or bike. Adam Tranter, who has previously volunteered as Bicycle Mayor for Coventry, has taken up the new role after a rigorous recruitment process. He will work with Transport for West Midlands, local council partners and the Department for Transport to steer the region’s cycling and walking policies and plans. Since 2018 the West Midlands has secured £40 million from the government for active travel routes and projects, including the West Midlands Cycle Hire, and the commissioner will be looking to build on that success. Investment in active travel is a key part of the WMCA’s aim of improving health and reducing carbon emissions as set out in the region’s plan to tackle climate change by 2041. READ MORE

The British Chambers of Commerce has set out a manifesto to recruit legions of new UK exporters as its research continues to show poor overseas trade growth. In Q4 of 2021, just over a quarter of exporting firms (29 per cent) saw their overseas sales increase, whilst almost half (47 per cent) saw no change, and a quarter (24 per cent) reported a decrease. This is despite substantially more firms reporting improved domestic conditions, with 45 per cent confirming increased UK sales in Q4. BCC research also shows that exporters are uniquely facing a wide range of issues, from unprecedented inflationary pressures and global supply chain crises to a raft of new requirements flowing from the EU trade deal.

The Manifesto sets out a comprehensive list of steps to get more UK businesses, currently just 10 per cent, involved in international trade. This compares to more than 60 per cent of companies which are members of an Accredited Chamber of Commerce. It is making the move after 23 per cent of firms surveyed said finding a business partner or distributor overseas would encourage them to either start exporting or export more. A further 16 per cent of firms also said support with trade documentation would encourage them to start exporting or increase the amount of business they do overseas. READ MORE

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

Advertisement Feature

How to remove the biggest barrier to EV adoption in urban spaces – before it’s too late Giles Benbow, head of fleet transition at Mer and an EV charging specialist, discusses the challenges of installing EV charging infrastructure in urban spaces. Learn how urban charging hubs can encourage the uptake of EVs, make the most of limited space and generate revenue for local authorities As a representative of a town or city council, you’ll be aware of the pressing need to encourage the uptake of EVs among urban drivers. Whether you have a net zero target of 2030 or 2050, decarbonising transport is sure to be high on your agenda. And I’m pretty sure you’ll also be aware of the main barrier to EV uptake in urban regions. That’s right. A lack of EV charging points. There’s no question that for EV drivers, overnight charging is the most costeffective and preferred option. But, as 6.6 million households in the UK don’t have off-street parking where they can install their own chargers, councils urgently need to provide an alternative. The usual response has been to look at installing residential on-street charging. However, this solution simply can’t deal with the scale of the challenge. The limitations of residential on-street charging Firstly, scaling up residential on-street charging is impractical because of the shortage of parking spaces in urban areas. Even if you put chargers in place, residents have no guarantee that they’ll be able to access their own charging point. Another problem is power availability. Installing enough residential on-street chargers to meet increasing vehicle demand would quickly overload the current grid capacity. The required network reinforcement would dramatically drive up the cost of installation of new chargers.

Perhaps the biggest problem for the off-street residential charger approach, however, is that it isn’t viable without subsidy. Due to the slow throughput, residential on-street chargers produce little revenue for the operator, and therefore the infrastructure will likely fall into disrepair. There is another approach that counters these issues …

Resolving the issue of grid capacity Many residential spaces lack sufficient grid capacity to support residential off-street charging points. But with urban charging hubs you can adopt a strategic approach. Take a survey of the local area and look for locations where there is enough available grid capacity. Place your hubs in the best locations and you can avoid the need for expensive and disruptive network upgrades.

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GB Q&A

Tackling climate change and going green in Brighton Government Business talks to Councillor Phélim Mac Cafferty, leader of Brighton & Hove City Council and co-chair of the 2030 Carbon Neutral Member Working Group, about moving towards a green recovery and the council’s Food Strategy Action Plan GB: Central to the city’s 2030 ambition is taking a joined-up approach to delivering projects and initiatives that facilitate behaviour change. What actions are in place to bring about such a change? We’re embracing the challenge of bringing together people, projects and actions to tackle the climate and biodiversity emergency. Brighton & Hove is a place where there is appetite for change and people who want to do things that will make a difference. We’ve joined up our approach and activities by creating a 2030 carbon neutral programme. Agreed last year this is overseen by officer and cross-party member working groups where we share progress and learning which is then taken forward into actions. Our actions on transport and travel behaviour change have been informed by our climate assembly held in 2020. Residents said they wanted us to focus on the positive benefits, rather than restrictions, of behaviour change. Along with building infrastructure that makes it easier to walk and cycle, we’re providing incentives through our Move For Change campaign, offering cycle training, expanding our bike hire scheme and providing e-cargo bikes for business. We’re encouraging visitors to travel sustainably and enjoy the countryside around the city more through promoting the benefits of sustainable tourism, and we’re now one of the top five councils in the country for our electric vehicle charging points network. In communicating and engaging on these actions we’ve joined with public health, local business and employers to educate, inform and persuade people of the benefits of sustainable transport and travel, with a focus on the benefits for personal health and cleaner air. We’re making it easier for people to change behaviour around waste, bringing facilities to recycle textiles and tech equipment to streets and doorsteps, supporting sustainable business in the council-owned Brighton Open Market where people can learn how to repair or repurpose things, and buy or swap sustainably. We’re now putting in place ways to build on that momentum and draw out more of the actions happening on behaviour change to see what is and isn’t working, and to find where the gaps are.

support our businesses, community and voluntary sector through the pandemic. This is supported by a Recovery Sub-Committee where we’ve been able to ensure that the sustainability of recovery plans are a key aspect of our approach and are underpinned by our carbon neutral programme. GB: How has the council A Tourism Recovery Programme launched responded to the coronavirus in June last year capitalises on the desire pandemic to deliver a green for people to holiday more sustainably in recovery? the UK. This fed into initiatives such as the sustainable events strategy. Brighton & Brighton & Hove is a coastal and cultural Hove was the first council to get the British destination. During the pandemic, businesses Standard in Sustainable Event Management in the tourism, hospitality, events and which supports everyone in the event attractions sectors were badly hit, with supply chain – from organisers and many small businesses, employees and venues though to performers freelancers (Brighton & Hove is and suppliers of food and one of the freelance hotspots W e’re drink – to take into account in the UK) losing their encoura environmental issues sources of income. g in g visitors t such as local sourcing, Just before the Covidsustaina o travel waste and transport as 19 pandemic we part of event planning. launched Brighton the cou bly and enjoy ntryside It has also been & Hove’s economic around the city an important aspect strategy with the promot more through of the Greater Brighton & Hove ing th Brighton partnership Economic Partnership. of susta e benefits which looks at wider This gave us a head inab recovery in the region. start as one of its aims tourism le Alongside supporting is to create a sustainable businesses with grants and economy for the city, focusing other opportunities to support on finding solutions to them in the short-term, we’re jointly the challenge of climate developing a Blue/Green investment plan and change and creating new trialling the use of hydrogen as an alternative opportunities to minimise energy source. waste and pollution. We’re taking the opportunity to learn At the start of the lessons from the pandemic that we can E lockdowns we set up a Covid recovery events and economy working group to respond and To do this we are mapping what behaviour change projects and campaigns are already happening and we’re in the early stages of setting up a climate partnership, to take forward and accelerate change.

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

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GB: The council’s Food Strategy Action Plan is believed to be the most ambitious in the UK. How is the plan helping the city adopt a sustainable food system? The food strategy is an amazing piece of work put together by the Brighton & Hove Food Partnership. Started by a group of local residents, the Food Partnership is a not-forprofit organisation that works across the city with community organisations, statutory agencies, local businesses and individual residents. The council helps to fund the partnership which led the city to win Gold Sustainable Food City Status in 2020 and we’ve adopted the Food Strategy Action plan in our own organisation. Brighton & Hove’s Food Strategy Action Plan gives us an approach and framework to help us transition to a heathy, sustainable and fair food system. It has a clear vision and substantial local support. A city-wide effort sets the example and creates many paths for the changes that need to happen – this includes everything from affordable food projects, community kitchens, gardens and volunteer schemes. Actions from the strategy contribute across a range of council departments and partnership plans. Importantly, they provide a route to ensure social as well as environmental justice and sustainability. Policy is key in ensuring real and lasting change, so evidence that activity is embedded for the long term is continuously monitored. Some action areas are further ahead than others at any one time, but the strategy guides the whole food system approach. The Food Strategy helps us to champion diversity, independence and innovation, and we share knowledge with other places on how achievable actions can help transform food systems. As a city that is a signatory of the Glasgow Food and Climate declaration, partners

The council helps to fund the Brighton & Hove Food Partnership which led the city to win Gold Sustainable Food City Status in 2020 and we’ve adopted the Food Strategy Action plan in our own organisation recognise that urgent action is required, at scale, to have an impact. The council is playing its part across its services to support the transition to a sustainable city-region food system.

GB: How important is reducing transport emissions in reducing the council’s carbon footprint? Emissions from transport are around one third of the total emissions from Brighton and Hove, so if our city has any chance of becoming carbon neutral, we have to change the way we travel. Transport emissions also affect air quality. We know that nitrogen dioxide, mainly from traffic, is causing a public health emergency and has to be addressed. As a large proportion of emissions in the city come from travel and transport, it is essential that we adapt the way we move around to have any chance of achieving net zero emissions in Brighton & Hove. Although the council owns the highways network and has some control over transport and traffic management, we know that we can only succeed in drastically reducing emissions if the wider city supports the change from using petrol and diesel vehicles to more sustainable travel choices. Our climate assembly in 2020 focused on transport and explored the changes we need to make to reduce the carbon footprint of travel. Since then, we’ve been looking into how we can best put these suggestions into practice and how they fit into wider transport plans such as our Local Transport Plan and a newly adopted Local Cycling and Walking Infrastructure Plan. We’ve started a once-in-a-generation transformational programme of works to radically reduce the transport-related carbon emissions in the city. Some of the actions we’ve taken include creating a new city centre park and sustainable transport connections in Valley Gardens and introducing a ‘school streets’ scheme

GB Q&A

 change and do things differently. We see it as an opportunity to nurture the city’s creative spirit and are using council-owned buildings or land to provide innovation workspace for product development and start-ups. With two universities, we are well placed for innovation. The University of Brighton’s Green Growth Platform is an award-winning network for businesses. We’re collaborating with schools, colleges, universities and job centres on developing learning, skills and new career paths.

to reduce the impact of the school run by reducing traffic emissions on main roads and around schools. The city has an ultra-low emissions transport zone and is working with bus companies on low emissions public transport. We’re developing plans for a clean air city, including a liveable city centre, an expanded Ultra Low Emission Zone, low traffic neighbourhoods and mobility hubs.

GB: Brighton & Hove City Council recently received an overall score of ‘B’ from the Carbon Disclosure Project. What pointers have been noted for the next steps to tackle climate change? Our CDP score reflects the many projects and activities underway to address the climate and biodiversity emergencies, and our commitment to embedding climate change actions across all our services. One area the council is currently developing is how we tackle the likely risks of the climate changing, such as heatwaves, higher rainfall and the potential for flooding, more storms and high winds. We are working on understanding the risks and vulnerabilities in the city so that we can protect our communities. Air pollution is a major concern for residents and we’ll shortly be consulting on our next air quality action plan. This will map out how we can work together on long-term solutions to tackle poor air quality wherever it occurs in the city. Many of the carbon emissions in our city come from consumption – things like food and clothing that are purchased in Brighton & Hove but manufactured elsewhere in the UK or in other countries. The council is creating a network of community champions who will promote reuse, repair and recycling in their communities. This will help to cut down the ‘consumption’ emissions. Along with cutting carbon emissions, we also need to tackle the crisis in biodiversity, such as the decline in song-birds and insect life. The council is developing a Downland Plan to work with organisations in Brighton & Hove to protect our precious chalk downland. We’re also stepping up tree planting in city parks and planting native wildflower verges. We want to develop projects to capture and lock away carbon in plants and trees that will also help our shared green spaces to flourish. L FURTHER INFORMATION www.brighton-hove.gov.uk

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

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devices, wall-mounted, standalone recirculating units, ceiling mounted, in-line ducted systems and fan coil units to complement existing ventilation capacities. This diverse range of capabilities enables us to look at each situation afresh and provide a bespoke service to ensure the end user is receiving the maximum benefits at minimum cost. Quality and continuity of care is also at the heart of what we do – delivering over 16,000 service visits each year with our highly professional team of engineers, we can be relied upon to maintain and ensure any Air Filtration units are functioning to their optimum capacity. As a UK manufacturer, we can assist in the design, supply and servicing of products to help you with the best system for your organization. We hold product for stock and produce it to the highest quality so why not take the opportunity to increase the integrity of your building and protect your occupants against harmful airborne pathogens such as the common cold, Covid-19 and mould spores. Independently tested and globally trusted we’re confident we can deliver contaminantfree environments and return the spaces you love to one of safety and convenience. L

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Facilities management

Reimagining the workplace: the opportunity and the change agents The question of how organisations get the best from their people has never been more important than it is today, writes Linda Hausmanis, CEO of the Institute of Workplace and Facilities Management The pandemic has forced on us the ‘How hybrid will the future be?’ opportunity to reimagine the workplace. is one way to frame the future of As we move into new modes of working, work question we are seeing organisations adapt physical While the hybrid set up has emerged as the space, working culture and technology. dominant workplace model, underpinning it In many organisations the workplace and is a growing recognition of a shifting focus facilities teams are leading this change. from where people work to how people work. The question of how organisations get the As the space, technology and culture of our best from their people has never been more workplaces evolves, the rules of engagement important than it is today. and the borders of this new frontier will With Covid-19 restrictions lifted as the remain fluid. government nudges us towards treating the For instance, we know that home working virus as something we live with and work is not a panacea. Indeed, many people have around and offices buzz again, we may be struggled with Covid-imposed working approaching a crunch point as employers arrangements. Last December, in IWFM’s grapple with the question of what the future survey of UK office workers about their of work will look like, and what will be best experiences of remote working, one in five for organisations and their people. said their overall well-being had worsened Employers are grappling with a lot right in the prior year due to changed working now. Even before the crisis in Ukraine a practices. The figures for women (26 per cent), squeeze on supply chains and a serious skills part-timers (27 per cent) and over 55s (31 per shortage has made for a challenging cent) underlined the problem. There operating environment. A post will be other factors at play, pandemic exodus by many not least the pandemic workers has been dubbed itself, but whatever As the ‘the great resignation;’ the causes, it is clear space, te chnolog and many are seeking that individuals y and cult permanent flexible have different u r e o f our workpla working arrangements circumstances ces having experienced and preferences rules of e evolves, the n g benefits from homewhich require due a g e m and the working, albeit consideration if we borders ent of this enforced by lockdowns. are to emerge from new

frontie remain f r will luid

the pandemic equipped to prosper. The same research found that up to 83 per cent of fulltime office-based workers expected to spend all or most of their time in the office in future – often in a mandated schedule, suggesting that for many, the notion of ‘work’ happening only in a dedicated workspace persists; the idea of work as an activity, not a destination seemingly unlikely to be adopted by some organisations. Yet the swiftness and flexibility shown by thousands of organisations in transitioning to full remote working when the first lockdown commenced, and continuing in hybrid setups beyond the crisis, remains a powerful illustration of the workplace discipline’s triad of people, technology and workspace converging to enable collaboration and productivity from multiple locations. Workplace principles in action So, how hybrid will the future workplace be? This may be the question of the moment but hybrid is neither a new concept nor is it a template solution. It is an example of workplace principles in action. What do I mean by that? In December 2016, a report called The Workplace Advantage was published by the Stoddart Review. Five years on, this landmark work remains a beacon for demonstrating the contribution that the workplace can make to organisational success. E

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

Connecting people and places to make the world work better

PEOPLE MAKE PLACES

Facilities management

 The triad of people, technology and workspace A key finding was that the technology-enabled workplace actually brings people together, facilitating greater levels of collaboration and innovation, underlining the very purpose of the workplace as a productivity enabler. The pandemic was a good backdrop to the speed of technological development. It saw tools like Microsoft Teams and Zoom emerge as crucial enablers to engagement, teamwork and business continuity. We will continue to see technology’s impact in the shift from managing buildings better to enhanced experiences in the longer term insights coming from data-driven design and experiential analysis. The response to Covid has brought us closer to workplace than we have yet been. It’s been said that it changed the office more in one year than in the previous hundred. It has forced on us the opportunity to reimagine the workplace. As we move into new modes of working, and we see organisations adapt physical spaces, working culture and technologies, we see that in many of them the workplace and facilities teams are the agents of this change. Commenting in IWFM’s magazine Facilitate recently, Martin Read observed that in contrast to previous opportunities for the workplace profession to see through transformational change, the C suite has been attuned to hybrid working from the start as business owners have seen workers adapt easily to sudden relocation causing them to reconsider long held perceptions of where office work is done. It is still early days. The future of work and the hybrid / non hybrid debate will continue:

Up to 83 per cent of full-time office-based workers expected to spend all or most of their time in the office in future – often in a mandated schedule, suggesting that for many, the notion of ‘work’ happening only in a dedicated workspace persists how will more distributed working patterns impact in the longer term? Where does the workspace and responsibility for it begin and end? How will organisations manage their property portfolios? In our 2021 Outlook Report, 84 per cent of client side respondents had changed their flexible working strategies and nearly 60 per cent said they would reduce the amount of space they occupy. What will happen to our town centres? How will these changes influence our carbon and climate goals? Much to think about. What we do know is that each organisation is unique and will require a bespoke approach to optimise productivity, underpinned by meaningful engagement. Facilities professionals can be front and centre of that, assisted by technology. What we expect to see is more skilled facilities professionals continuing to make a difference by using the experience of the pandemic to devise integrated property or workplace user strategies that can blend a number of factors. These include the future demands of a (probable) smaller office footprint, the impacts of businesses rationalising and refocusing service

requirements and the changing expectations of the physical workspace as somewhere to bring people together differently than before; underpinned, of course, by clear purpose. And organisations must use these agents of change to develop and review their workplace strategies with learning and meaningful engagement. Some organisations are leading the charge in this area. Some are even actively aiming to attract talent with their forward-looking culture and ways of working. This is a moment for workplace. Adapting workspaces, culture and technology to empower people to work wherever they are most productive should be the goal, because fundamentally workplace is driven by how people work, not where people work. That is workplace in action. L

IWFM’s Conference Agents of Change: Workplace and facilities management’s role in an ethical, sustainable future is on 8 June. FURTHER INFORMATION www.iwfm.org.uk

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

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the brief right from the outset, bringing in the right expertise that can influence early decision making. Our UK based experts work closely with international colleagues, including our Scandinavian world class leaders, combining local knowledge and global expertise. Philippa Spence, Ramboll’s managing director in UK, said: “This framework and the approach set out in the Construction Playbook aligns strongly with our focus on sustainability in construction and creating value in the communities where we work. I am excited to support clients in making a real difference to society through this framework.” Leading our Construction Professional Services Framework is David Grove, an experienced director with a history of adding value to projects beyond the engineering requirements. Speaking of his role as Framework Director, Dave said: “I’m excited for the opportunity to share some of our great digital innovations, leading thinking and technical excellence with sustainability at their heart with a wider group of clients. I believe that this is the right time for Ramboll to step into this collaborative delivery community with our exciting mix of design and environmental expertise.” L FURTHER INFORMATION www.ramboll.co.uk

GB Q&A

Transitioning to a net zero economy in West Yorkshire Government Business talks to Tracy Brabin, Mayor of the West Yorkshire Combined Authority, about net zero ambitions, local collaboration and tackling food waste GB: The West Yorkshire Combined Authority is working towards enabling the region to be a net zero carbon economy by 2038 at the latest. How has the pandemic, and consequential lockdowns, helped or hindered that progress?

at the highest levels since the start of pandemic but still only around 70 per cent of what it was previously. And there is a similar picture on our railways, with the number of weekday passengers below 70 per cent of pre-pandemic levels but much lower at weekends. We need to work with our partners to establish what the longer-term impact of changing patterns of behaviour will have on emissions levels and When the first lockdown was announced back how that feeds into our decarbonisation plans. in March 2020, we all saw the immediate effect Our research has shown that if we want to it had on the number of cars, buses and lorries achieve our ambition of being a net zero carbon on our region’s roads. The rule to stay at home region by 2038 at the latest then we need to and work from home where possible caused reduce car trips by 21 per cent and increase traffic levels to fall to unprecedented journeys made by cycling by 2,000 per cent, levels. This undoubtedly had walking by 78 per cent, bus trips by a short-term impact on 39 per cent and rail trips by 53 W e carbon emissions in per cent. This will require each must en West Yorkshire, as it and every one of us to make s u r e that ou did throughout the fundamental changes to from Co r recovery UK. But the longerour day-to-day behaviour. vid-19 is term impact is That’s why we must which p o more complex. ensure that our recovery uts tack ne ling If we look at from Covid-19 is one the clim ate and Leeds, for example, which puts tackling the environ the latest figures climate and environment m we have show emergency at its heart. emerge ent ncy that weekday traffic its hear at is down 13 per cent GB: To what extent t relative to 2019. So, is collaboration we know there are fewer with councils and people coming into the city. But businesses crucial to ensure their method of transport is key. Within West the transition to net zero is Yorkshire, the number of people using buses is progressing as planned by 2038?

Within West Yorkshire, there are five councils – Bradford, Calderdale, Kirklees, Leeds and Wakefield. Back in 2019, the West Yorkshire Combined Authority worked with its five partner councils, as well as a range of businesses, third sector organisations and our universities to officially declare a climate emergency. The Combined Authority then worked with the respected Tyndall Centre for Climate Change Research to establish how we could decarbonise each sector of our economy and when we could do that by. An in-depth study found that, as a region, we could reach our net zero ambition by 2038 at the latest. It is vital to recognise that each of our partner councils cover distinct geographies, with their own challenges and opportunities when it comes to transitioning to a net zero economy. While some councils, such as Leeds with its more urban population, have declared they will be net zero carbon by 2030, we needed a target date for the entire region which was based on science as well as being achievable. Working closely with our partner councils on this joint ambition enables us to each learn from each other’s accomplishments and share best practice. When I became Mayor of West Yorkshire earlier this year, I pledged to do everything in my power to tackle the climate and environment emergency. In October we published the West Yorkshire Climate and Environment Plan which sets out exactly how we will achieve our ambition of being a net E Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

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GB: What infrastructure is in place, or is set to be introduced, to help more people to leave their cars at home, improving air quality and health? Within West Yorkshire, transport emits the most carbon, with more than 90 per cent of those transport emissions coming from cars and vans. Enabling more people to leave their cars at home and travel by public transport, walking and cycling is integral to us achieving our ambition to be a net zero carbon region by 2038 at the latest. Unfortunately, our region has suffered from decades of underinvestment in our transport network and as a result we are

Our response to each element of the climate and environment emergency needs to be rooted in the community to ensure that the positive changes we make in our region are shaped by the people who live and work here more reliant on buses and cars than most areas of the UK. However, we hope that our recent funding bid to the government, The City Region Sustainable Transport Settlement, will help redress this balance by enabling us to deliver an integrated and inclusive transport network developed by people in West Yorkshire for people in West Yorkshire. With this settlement, we can start delivering a new, high quality mass transit system, such as a tram, which will connect people across our region by 2040 and play a significant role in reducing our carbon emissions from transport. In the shorter term, we need to ensure the Settlement also provides the funds to achieve our vision of a more reliable and affordable network of zero emission buses, as well as expanding walking and cycling routes to offer people a viable alternative to using the car. New funding will enable us, as a region, to build on the impressive start we have already made. Through the CityConnect programme, we have already invested £60 million and improved 67km of walking and cycling routes throughout West Yorkshire. This year, we opened the UK’s first solar powered park and ride facility at Stourton, this is the third in Leeds alongside Elland Road and Temple Green. It is served by a fleet of zero emission electric powered buses and offers people a quick, easy and affordable way to travel into the city centre. We recognise that not all journeys can be made on public transport or by walking or cycling. This is why we’ve invested in the right infrastructure to enable people to switch to electric and hybrid powered vehicles. I’m proud to say that West Yorkshire now has the highest number of rapid chargers outside of London, with plans for more to be installed over the next few years. But the biggest barrier to people making the switch is the cost of the vehicles and we’ll continue to lobby the government to go further.

Tracy Brabin, Mayor of the West Yorkshire Combined Authority

GB Q&A

 zero carbon region by 2038. It has looked at a wide range of science-based studies into the challenges we face and established a series of steps we need to take. These are measures which complement existing local authority plans as well as offering practical help to enable businesses and people to play their part. West Yorkshire is a region with a small number of energy-intensive industries. This is reflected in the relatively small emissions from this sector of the economy when compared to our largest emitting sectors of transport and buildings. Emissions are small but we do have concentrations of energy intensive industries in the glass, chemicals and food and drink sectors. It will be important to provide support to these industries to enable them to decarbonise and continue to provide vital employment for the people of West Yorkshire. We have several Small Medium Enterprises (SMEs) within the region that contribute significantly to overall emissions of the building sector. Meeting our net zero target will require us to provide flexible support that allows SMEs to decarbonise and whilst also enhancing their competitiveness. Creating a clean, safe and inclusive economy, as we recover and move beyond Covid-19, creates significant opportunities for firms, investors and innovators to shape the new economy of West Yorkshire. We are focused on the activity that we will undertake over the next three years to address emissions from our businesses and industry and builds on the support that we already provide to SMEs in the region for energy and resource efficiency as well continuing to support businesses to encourage their staff to travel to and from work sustainably either by bike, walking or public transport.

GB: One area of climate action that is often overlooked is food waste. How is the Combined Authority encouraging people to make changes to the way they eat? As a society, we have all become much more aware of where our food comes from, how it is produced and the impact our choices have on the environment. We all know that the global demand for certain foods has a knock-on impact on carbon emissions and that eating local produce is better for our health as well as the climate. Personally, many of my family members are vegan and I choose to eat a mainly plant based diet most of the time. But, as mayor, it’s not my job to tell people what to eat. However, the Combined Authority will do what it can to support organisations that are responsible for land restoration and production schemes, for example local food systems that deliver and demonstrate sustainability including net zero, nature recovery and public health outcomes. The West Yorkshire Climate and Environment Plan sets out how we will establish a regional grants programme for land-use activities being progressed by communities. This includes community greening and food growing in urban areas, as well as supporting outlets for local healthy produce that does not meet supermarket standards such as wonky carrots for example. Our response to each element of the climate and environment emergency needs to be rooted in the community to ensure that the positive changes we make in our region are shaped by the people who live and work here. GB: How is the authority improving the way it calculates carbon cost of transport and infrastructure projects in response to climate emergency? As part of our response to the climate and environment emergency, the Combined Authority is creating a new Carbon Impact Assessment which will enable us to develop a robust new approach. This will look at the emissions produced when projects are constructed as well as their predicted lifetime emissions. It’s vital that we ensure the Combined Authority is investing in the right infrastructure for the future to enable us to meet our net zero target. L FURTHER INFORMATION www.westyorks-ca.gov.uk

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Energy

Public support for solar farms expected to continue growing Earlier this year, Solar Energy UK and Copper Consultancy launched a study into public attitudes to solar that delivers a greater understanding of where collective sentiment stands There is a misconception that residents don’t Support for solar is particularly strong in like solar farms in their area. However the Northern Ireland (82 per cent), the South 2022: A Bright Future for Solar report shows West (70 per cent) and Wales (68 per cent). a high level of public support for solar farms, Chris Hewett, chief executive of Solar with 56 per cent of respondents supporting Energy UK, said: “Solar farms are now part the development of large-scale solar projects of the British landscape, and this groundin their local area compared to 25 per cent breaking survey shows strong public in opposition. support, from all parts of the country. Public support for local solar farms It is especially good to see that is shown to increase over time, people who live close to Solar with more than one in six them become even more Energy people surveyed having favourable over time. We UK rece become more supportive. understand that one ntly reporte Based on a total of top public concern is 2,003 respondents and how a solar farm will saw 73 d that 2021 0MW o a sample of 492 people impact local nature, f solar PV capa living near large-scale which is why we are c it y ins around ground-mount solar working with ecologists the UK talled ,am projects, the research to develop best practice pandem ic succe ajor provides insight into for land management ss story how respondents viewed and regular monitoring. minimising environmental Evidence so far shows a impacts and multi-functional land solar farm usually increases use as amongst the key benefits of the biodiversity of wildflowers, solar energy production. pollinators and bird species.” Of the 56 per cent of people surveyed saying that they support the development of solar Growing support farms in their area, the research found that 82 Solar Energy UK and Copper Consultancy per cent of adults aged over 55 support such indicate that 17 per cent of people who development. This figure stands at 68 per cent live near a solar farm have become more for those aged 45 to 54 and 53 per cent for 35 supportive of solar energy over time. Only to 44-year-olds. two per cent have become more opposed.

Respondents said they had become more supportive because of their increased awareness of environmental issues and solar’s provision of cheaper electricity and energy security. Within this, 29 per cent of adults aged over 55 have become more supportive. This figure stands at 16 per cent for those aged 25 to 34 and 16 per cent for 35 to 44-year-olds. The increase in support has been particularly pronounced in the East of England (26 per cent), the East Midlands (24 per cent) and the South East (21 per cent). This increase has been most evident amongst those earning annual incomes of more than £75,000 (30 per cent), £15,000-25,000 (22 per cent) and £45,001-55,000 (22 per cent). Members of the public said that solar’s economic and environmental impacts were most important to them. Four in ten said the most important issue when considering new solar developments is minimising environmental impacts. 28 per cent said that creating local jobs, skills and supply chain opportunities is the highest priority. Some respondents also expanded on their answers, covering a range of issues, including the weather (i.e. not enough sunlight in the UK), designing the land for multiple use (i.e. solar and grazing on the same land), using land that is low quality agricultural land, and minimising visual impact. E

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Energy

 The public also supports the rollout of rooftop solar panels in their local areas. 89 per cent of people said they they would be happy to see more rooftop solar, or that they didn’t have a view on it. Only seven per cent are opposed. Such support is particularly strong in Yorkshire and the Humber (69 per cent), the East of England (69 per cent) and the South East (68 per cent). Net zero drive The public sees providing low-cost clean energy for the local area (40 per cent), contributing towards the government’s net zero targets (33 per cent), and creating multifunctional land uses (24 per cent) as the three key benefits of solar energy in their local area. Based on the analysis of the Climate Change Committee and the commitments in the Sixth Carbon Budget, the aim of achieving net zero by 2050 will require the UK to deploy at least 40 gigawatts of solar generation capacity by 2030 to meet its target. The UK currently has 14 gigawatts of solar capacity, meaning the sector will need to roughly triple in size over the next decade to keep the country on track for net zero by 2050. Respondents within the report highlighted the key benefits of solar energy in a local area as providing low-cost clean energy, contributing to net zero targets and creating multifunctional land uses. On the other hand, the public consider the impact on local wildlife (32 per cent), the visual impact (27 per cent) and the removal of agricultural land (26 per cent) to be the three main drawbacks of solar farms. Respondents also note cost, inefficient land use, and the environmental impact of making and disposing of solar panels as key drawbacks.

Respondents within the report highlighted the key benefits of solar energy in a local area as providing low-cost clean energy, contributing to net zero targets and creating multifunctional land uses Off the back of this, Solar Energy UK reports that the perception of local opposition is the main barrier to development. Alongside the public viewing neighbours not wanting solar parks as the main barrier to developing more of them at pace, a lack of viable sites to build on (28 per cent) and the complicated planning system (25 per cent) are considered to be the other two main barriers. Solar roof growth Solar Energy UK recently reported that 2021 saw 730MW of solar PV capacity installed around the UK, a major pandemic success story. This represents an increase in growth of 36 per cent in 2020, when 538MW were deployed. The total installed capacity in the UK is now 14.6GW, up 5.3 per cent in 2020. 2021 was potentially the most significant year to date for the UK solar industry, with each of the three market segments – residential rooftop, commercial scale and ground-mount – now seeing stable, subsidyfree growth. This reflects homeowner, business and investor confidence, which in turn reflects the benefits of solar: clean, affordable energy that reduces dependency on unreliable fossil fuels.

The strength of the rooftop sector is evident, with 369MW of onsite solar installed in 2021 – the highest total in six years, since 2015, when 869MW of capacity was built. Although this number is higher, there were significant subsidies available at the time, while new growth in the rooftop sector is fully subsidy-free. High gas prices have helped stimulate the rooftop market, with commercial energy buyers installing onsite solar to protect themselves against the volatility of buying electricity based on fossil fuels. Instead, they produce their power from solar – lowering costs and providing more certainty for their operations. In total, there is now more than 5GW of residential, commercial and industrial rooftop solar capacity installed in the UK. Solar Energy UK says that these figures are a clear sign that the UK can look forward to significant solar deployment for the foreseeable future, as business customers and homeowners turn to the technology to save money on their energy bills – which have skyrocketed due to the use of gas in power generation. L FURTHER INFORMATION www.solarenergyuk.org

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Returning to work in a COVID-19 friendly environment As UK Governments publish their roadmaps for easing lockdown restrictions, business leaders are faced with the unenviable task of providing a workspace that is safe, agile enough to cater for new ways of working, futureproof and ultimately, a space that aligns with an organisation’s objectives 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.

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. Making the most of a bad situation 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. Those organisations that capitalise on post COVID-19 opportunities and celebrate new ways of working will undeniably hold the upper hand competitively. By creating a culture of trust and openness and providing the tools to work seamlessly between

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 wellbeing? 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 wellbeing 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 alltime 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 2-hour dog walk at lunchtime, might not be so eager to relinquish that flexibility. 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 collaborations which kickstart creativity and innovation.

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

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 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 Download our COVID-19 Return to work roadmap info@space-pod.co.uk 01628 535 790

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Facilities Show

Creating smart, efficient and healthy work environments The Facilities Show brings together the entire facilities management supply chain to share expertise and explore solutions for making the profession more sustainable and drive transformation Taking place on 17-19 May 2022 at ExCeL London, the Facilities Show welcomes tens of thousands of global FM professionals to experience the latest technological solutions and hear from industry trailblazers – all under one roof, over three days. Attracting large audiences, the seminars help property managers, FM’s and asset owners stay on top of the future of the office and the very latest innovations in sustainability, efficiency and government legislation. On top of this, the show provides a valuable opportunity for the industry to reconnect, with dedicated time and space for networking and closed-door roundtable discussions. Day One agenda Four years ago Capgemini developed a SmartBuilding system, incorporating sensors (desk, room, air quality, people counting), a workplace app and dashboards. Today, the company is in the middle of implementing it in 500 offices worldwide. Return on investment was realised within one year. The opening seminar on day one of the Facilities Show will see Capgemini share the story behind why it decided to develop its own system, including the sensors.

much of the effort has focused on a transition to renewable energy and the implementation of energy efficiency measures. These measure only address an estimated 55 per cent of our global emissions. The remaining estimated 45 per cent comes from the embodied carbon in the products we use every day, so we also Another company sharing success story at the need to address this part of the picture. A vent is Lendlease, who will detail how it is strategic and practical approach to achieve using data and digital technology across the this is by transforming the way we make and property lifecycle to achieve a greener and consume products through the transition to healthier world as part of a drive to automate a circular economy. The panel will discuss the design and operation of its buildings for a their experiences in transitioning to a circular better use. economy approach through embedding A panel of leading facilities professionals will ESG throughout the supply chain, aiming discuss the steps they have taken within their for sustainable reuse and resale of organisations to become sustainable surplus assets and focusing on the and eventually, net zero, in the workplace as a destination. future. From harnessing staff A panel o The first day of the collaboration for behaviour f leading Facilities Show will end change, sustainable travel, f a c il ities profe with a session on how waste and resources discuss ssionals will FM is becoming more management and t have ta he steps the strategic and agile. sustainability strategy Abri Group has an and reporting, the panel organis ken within th y ations t eir ongoing programme will seek to engage sustaina o become called Our Future of audience members in b Work, which begun exploring how businesses eventuale and during the pandemic as will adapt to new UK and lly, net zero an opportunity to make EU legislation with ambitious some changes that were net-zero targets. already underway but could be As well as net zero, there will accelerated. Workplaces need to work also be a panel discussion on a circular harder to work for everyone and need to economy approach to FM. Many organisations consider sustainability, wellbeing, diversity, are taking steps to reduce their carbon and inclusion. But, like many others, there’s E emissions and tackle the climate crisis. To date, Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

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Day Two agenda The workplace and facilities management profession is a diverse and dynamic industry which offers exciting career opportunities. The pandemic has moved FM into a whole new realm and the growth of well-being in the workplace, and also, smart buildings has again moved FM up a gear. This session will open the debate on the future of the profession, where it will be in five or 10 years, how the profession can improve the perception of the sector for new entrants, and how can it recruit a more diverse range of applicants. ESG is now a hot topic for anyone working within the built environment, encompassing as it does the many strands of sustainability. Environmental goals, such as achieving net zero remain a priority, but alongside this, the role of facilities management in helping to meet societal aims, from addressing modern slavery to supporting the supply chain is also vital. Wrapped around these areas is the need to achieve compliance, to ensure that FM is not just meeting its ESG obligations but has the processes in place to meet ESG regulations and reporting mandates. FMJ will bring together a panel of thought leaders in sustainability to discuss the opportunities for FMs to be front and centre of the integration of ESG into their organisations.

The workplace and facilities management profession is a diverse and dynamic industry which offers exciting career opportunities. The pandemic has moved FM into a whole new realm and the growth of well-being in the workplace, and also, smart buildings has again moved FM up a gear Five industry shows A free ticket to the Facilities Show also gives delegates unlimited access to four other co-located events, providing a unique opportunity to enhance your facilities management strategy with products and solutions from across facilities management, security, fire protection & prevention, intelligent buildings and health & safety. In just one visit to the ExCel, London you will have an opportunity to explore vast range of innovative products and benefit from cross sector learning and networking. Intelligent Building Europe provides a platform to explore cutting-edge smart building technology and discover the latest industry trends. Bringing together end users, installers, integrators, consultants and building services engineers, these events provide an unmissable opportunity to connect with the entire smart buildings supply chain.

Facilities Show

 a value for money focus. We are a non-profit so need to choose the best levers to ensure most impactful outputs and that requires ongoing engagement with our colleagues. This session analyses the progress made so far.

Europe’s most important fire safety event brings together the entire fire safety supply chain for a unique opportunity to explore innovative products and solutions available for the first time since the pandemic. FIREX International is your chance to meet faceto-face with leading suppliers across fire detection and alarms, emergency lighting, fire suppression, and more. IFSEC International will give you an effective platform to reconnect face-to-face with the entire security supply chain. Meet and network with leading security companies across access control, video surveillance, perimeter protection, cyber security and more. Learn how to keep people and assets safe, enhance your security strategy, keep up to date with legislation, source the latest technology and grow your network. L FURTHER INFORMATION www.facilitiesshow.com

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As the world begins to embrace a post pandemic era, we take a look at some of the technology driving organisational productivity in 2022 with AV integration specialist and Crown Commercial Services RM6225 framework supplier Visavvi The Covid pandemic has affected and influenced technology investments on a grand scale over the last two years. Organisations scrambled to equip home workers with technology that enabled them to be productive during the enforced work from home restrictions. Then, as restrictions eased, employees returned back to the office and organisations deployed technology to empower room based collaboration, helping to drive a new way of working. As a result, Hybrid working is now firmly established as ‘the new norm’ right across the UK. The expectations of employees have shifted too with more and more people expecting to have hybrid working options as part of their employment package. Coupled with rising recruitment challenges, many employers are looking to facilitate hybrid working to retain and attract new talent to their organisation. So, what solutions look set to fastrack workplace productivity this year? Microsoft Team Rooms and Zoom Rooms As employees re-enter the workplace they are looking for ways to use the collaboration tools they have so successfully used at home, but in a larger meeting space. Microsoft Team Rooms and Zoom Rooms can transform any meeting space into a professional, feature-rich, video-enabled collaboration environment that enhance the meeting experience for all participants. As a retrofit to an existing AV system or as a new installation, these certified solutions transform meeting spaces into a hub of natural communication and highly effective collaboration. The

growing adoption of Artificial Intelligence (AI) featured in some systems is further enhancing the user experience, creating a more lifelike in-person meeting. Video interoperability The breathtaking adoption of Microsoft Teams and Zoom during the pandemic broke all records making video communciations truly pervasive. This has presented challenges for organisations that have previously invested in traditional room-based videoconferencing systems. These new platforms and traditional H.323 VC systems are not compatible with each other and this causes huge problems for organisations, particularly for users because they now have to decide which platform they are going to use and which room they can use it in for each meeting. At an organisational level it restricts the capabilities of previous investments, reduces room availability, and impacts on ROI. With Pexip CVI and Zoom Conference Room Connector organisations can use multiple devices regardless of the platform to unify their videoconferencing and communication devices. Bring your own meeting and content It is commonplace now for individuals to use their own device in the meeting room, meaning these spaces need to be designed to facilitate this. Bring your own device (BOYD) and bring your own meeting (BYOM) solutions enable laptops to be used as effective and productive collaboration hubs in the meeting room. With solutions such as the award-winning Barco clickshare conference, meeting

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Technology for the hybrid workplace participants simply click and connect wirelessly, removing the need for multiple wired cable connections. By utilising inroom technology such as large screens, videoconferencing systems, microphones, and speakers the quality and productivity of the meeting experience is totally transformed. Acoustic conditioning With most meeting rooms now equipped with video and audio collaboration technology, there is a clear requirement to improve the acoustic properties within these environments. Traditional meeting spaces typically don’t lend themselves to high-quality acoustics as the hard surfaces of tables, windows and walls negatively impact the sound through excessive reverberation within the room. This can make it very difficult and tiring for participants to follow vibrant and free-flowing conversations. With appropriate non-invasive acoustic treatments, rooms can be transformed into high-quality, professional studio-type environments. Digital signage and content distribution Deployed in high numbers by many organsations, digital signage solutions can help manage traffic flow through building and provide facility users with real-time information. Keeping people engaged when in the workplace is becoming a key goal for workplace managers. Digital signage provides a flexible, dynamic canvas for relaying company content such as news, information, health and wellbeing initiatives and they help build and reinforce a positive connection between the business and the employee, which in turn can help staff retention. Visavvi Visavvi has been helping businesses and organisations of all sizes to transform workplaces for over five decades. These are just a few examples of the key technologies driving workplace transformation across the public sector. If you have a current or future project start a discussion with Visavvi today. L FURTHER INFORMATION https://www.visavvi.com/publicsec Tel: 0370 606 1100 Email: info@visavvi.com

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

Advertisement Feature

Local councils moving away from paper-based inspections Case study: how the Huntingdonshire District Council digitally transformed parking, market and other facility inspections, as part of a wider process improvement initiative

We decreased our inspection process time over 30 per cent within the first month. paper, as well as reducing the time and improving the quality of our inspections.” After assessing several digital solutions, the team chose the GoAudits mobile auditing app which appeared simple to use, quick to implement and offered customised reporting features.

Local authorities today are focused on becoming greener, reducing time-consuming tasks and ultimately driving cost savings without impacting public service quality. In particular, many forward-thinking authorities have identified the digital conversion of manual tasks as a means of unlocking on-going cash savings. While some digital transformation projects can be long and complex, it doesn’t always have to be the case. As an example, last year the Huntingdonshire District Council achieved targeted process efficiencies and savings within just four weeks. Objective: away with pen & paper Over the course of 2021, the Huntingdonshire District Council conducted a broad process improvement initiative to optimise resource allocation across different departments. As part of this effort, it was identified that the organisation could achieve significant savings by digitally transforming the way inspections are conducted. This included routine checks on the ground, such as parking, market and road inspections, playground and leisure ground maintenance, food hygiene standards, health and safety checks and more. Joanne Cook, Project Support Officer at Huntingdonshire District Council, said: “We used a process flowchart to see how long each step was taking. The main areas we needed to focus on was finding an alternative from pen and

Paperless workflows within four weeks To kick off the project, the team focused on digitising Parking and Market inspections, which aim to ensure public safety and appropriate use of the public space. The paper checklists used by the council were digitised by the supplier and immediately ready to test on any mobile device or computer. Users from different departments started conducting inspections on the app several times a week, even offline. This eliminated the need for paper forms, as well as scanning or printing to share the information across the departments. After an inspection, PDF reports are shared with the team and securely stored online. After just four weeks of usage, the team observed great user adoption, considerable time savings and improved communication across departments. According to Joanne Cook: “The mobile app is simple to use and the quality of the reports is outstanding. We decreased our inspection process time over 30 per cent within the first month.” Noting the efficiencies and ease of use, the council looked into rolling out the solution to additional inspection workflows and departments. Improved collaboration and quality The team particularly appreciated the automated instant reports, and how easy it is to attach photos to illustrate any issues that are found. Joanne explained how this helped improve communication: “Inserting images in the report is a great tool, making it easier to collaborate with other stakeholders within the council. The images are also stored separately online, meaning we have access to them for future use.”

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

With everything securely centralised in one place, it becomes possible to retrieve information and analyse it in real-time. Smart Dashboards allow users to view trends and generate summary reports. This helps answer questions such as ‘What are the top three recurring issues that we need to fix in priority?’. Task management is another great feature to improve collaboration: when a user assigns a task during an inspection, the appropriate colleagues receive notifications and reminders, with everything visible on the Dashboard and escalated as required. All this helps resolve issues faster, improve quality standards and overall offer better services to the general public. This kind of micro-transformation with quick and tangible results, fits perfectly into the wider efficiency improvement efforts in the public sector. Try GoAudits at no cost GoAudits is a UK-based technology company based just outside Windsor in Slough. We are transforming the way government authorities, NHS hospitals, care homes and other organisations manage the paper trail, enabling the mobile workforce to be more agile and productive. The GoAudits app and centralised platform is available on Android, iOS and computers with a free trial. Download the app or contact us for a demonstration. L FURTHER INFORMATION Tel: 020 3966 7776 sales@goaudits.com www.goaudits.com/government

Technology

Unconsciously hybrid: the public sector and conscious digital transformation Paul Rylands explains why the public sector must urgently become consciously hybrid and how organisations can adopt this approach and lead from the front during this transitionary time The future will certainly be hybrid, but what To deliver transformational services, the does this actually mean for the public sector? public sector must embrace a ‘consciously Many organisations have found themselves hybrid’ approach. This involves setting ‘unconsciously hybrid’ over recent years, in a aside legacy thinking and unleashing the state of flux between legacy systems, power of emerging technologies. on-premises infrastructure and A hybrid model enables incomplete ‘Cloud-First’ organisations to collaborate To deliv adoption. more seamlessly across er transfo While the pandemic has data sources, be it public accelerated the need cloud, on premises, or services rmational for scalable, flexible, at the edge – all whilst , t h e sector m public and agile infrastructure minimising e-waste and us to underpin digital a ‘cons t embrace overspending. ciou transformation, 63 per This time around, the hybrid’ sly cent of public sector right support is at hand organisations still do not for the public sector to approa ch have a dedicated cloud become consciously hybrid. strategy. Having been plunged Managed workplace services into survival mode, the sector providers offer the expertise and now needs a clear roadmap towards vision to effectively lead from the a restored hybrid solution. front during this transitionary time.

Sticking plasters and stretched budgets: barriers to cloud adoption The last two years have proven that digital transformation is far from a ‘nice-to-have’: it is an essential tool for the design and delivery of key public services. But for government organisations chasing the digital revolution train, the disruption of Covid-19 caused it to turn around and start rolling towards them. Caught unprepared and off-guard, the sector has been forced to confront the immense need for investment in scalable, reliable digital infrastructure. As national and local governments look to rebuild their digital transformation journeys post-Covid, the sticking plaster solutions of recent months are starting to make way for more solid foundations. However, legacy systems and traditional paper-based environments are proving significant barriers to the adoption of more agile, cloud-centric E

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

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Technology

 architecture. More than 70 per cent of public sector infrastructure and 73 per cent of data remains on premises, leaving key information stranded on old systems and in static locations. The lasting impact of budget cuts and austerity measures – coupled with subsequent concerns around data security in the public cloud - has fuelled the sector’s reliance on legacy infrastructure. While a reactive survival mindset may have seen the sector through the worst months of the pandemic, organisations now risk getting caught in data and legacy challenges. This may lead to them losing a key opportunity to place workloads in the right size environment and with the right access. The limitations of the government’s ‘CloudFirst’ policy has also put some public sector organisations on the back foot when it comes to effective cloud adoption. Introduced in 2013 to level the IT supplier playing field, a lack of communication, training or expertise in cloud innovation saw success rates fluctuate across local governments, with many unable to properly see the initiative through. As a result, the public sector finds itself in a state of flux between legacy systems, onpremises infrastructure, and newer, more agile operating models for cloud environments. Organisations are ‘unconsciously hybrid’, as a lack of coherence between their disparate systems is creating tension and hindering business growth. Towards a unified, consciously hybrid approach So, how can the public sector emerge from this stalemate and harness the power of cloud

The limitations of the government’s ‘Cloud-First’ policy has also put some public sector organisations on the back foot when it comes to effective cloud adoption technology? The right managed workplace services (MWS) provider can guide local and central government in moving to a consciously hybrid solution. By securely bringing on-premises information together with the staff interacting with it – whether from an office, at home, or in a completely different location – organisations can benefit from improved visibility across their entire infrastructure. This enables the sector to innovate and adapt seamlessly on site, at the edge, and in the public cloud, whilst avoiding overspending and e-waste. Creating an equal domain between office working and home-based work will also boost productivity and facilitate a culture of continuous learning and innovation. This will prove critical in a sector where 40 per cent of organisations currently cite a lack of in-house digital skills as a barrier to transformation. Hybrid cloud is an opportunity to break down departmental silos, as outcomes can be maximised through improved interoperability and interconnectivity. MWS providers have the expertise to unify historic paper-based data and digitise it, before categorising the data into secure

receptacles in the cloud. This enables organisations to consciously transition into a new digital environment, where they can work with much greater agility, efficiency, and cost-effectiveness. In order to move away from legacy debt and stifling one-size-fits-all approaches, the public sector needs to supercharge their digital transformation strategies with a consciously hybrid mindset. Growing numbers of organisations are partnering with managed workplace services to unleash the power of cloud technology, thereby transforming outcomes for employees and citizens alike. By using technological innovation to break down barriers between legacy systems, on-premises infrastructure and public and private cloud, the sector can spearhead digital solutions that deliver real-world impact. L

Paul Rylands is Group Public Sector Director at workplace services provider Apogee Corporation. FURTHER INFORMATION www.apogeecorp.com

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

Advertisement Feature Written by Stephen Cunningham, Regional Sales Director at Avaya

Digital transformation for HM Courts & Tribunal Service delivers efficiency results Avaya OneCloud CCaaS enables public sector organisations support new ways of working and connect every experience holistically into one connected total experience

HM Courts & Tribunal Service (HMCTS) is the UK government agency responsible for the administration of criminal, civil and family courts and tribunals in England and Wales and non-devolved tribunals in Scotland and Northern Ireland. They handle about four million cases a year, operate from around 350 courthouses and hearing centres, and employ more than 16,000 people, most of whom are frontline, operational staff. Simplifying engagement Since 2016, HMCTS has been undergoing a six year, £1 billion business and digital transformation programme called ‘HMCTS Reform’ which is aimed at bringing new technology and modern ways of working to modernise and upgrade the UK justice system so that it works even better for everyone. The HM Courts & Tribunals Service Reform programme is reshaping the justice system around the needs of all those who use it by simplifying and streamlining processes and providing people with new tools and routes to exercise their legal rights. As part of this programme, Courts & Tribunals Service Centres (CTSC) are being rolled-out. The first were established in Birmingham and Stoke in 2019 followed by a third in Loughborough in 2020 and Salford Quays in July 2021. The centres use state-of-the-art cloud communications technology to support and change the way staff work, and the way people engage with Courts & Tribunals. The CTSCs provide a system for answering queries that is more efficient, more consistent, and more effective. Furthermore, by centralising administration at the CTSCs and away from local court and tribunals, the courts and

tribunals are able to focus on hearings. Contact Centre as a Service CTSCs are operated by Query Management & Case Administration (QMCA) officers who answer case-related queries from the public and provide support and guidance about cases. They are the first port of call for anyone who wants more information on their case – from legal professionals to public court users. The centres have been equipped with a contextual contact centre solution provided by FourNet ANTENNA on the Avaya OneCloud™ CCaaS platform. This proactively delivers relevant and integrated information to the QMCA officers who are provided with all the information they need at their fingertips – from internal case notes and related emails through to external data sources that could impact progress, such as postal service strikes. This results in a more streamlined and consistent service, with staff better able to answer incoming queries quickly and citizens benefitting from more efficient assistance. Efficiency gains Zoe Blake, Delivery Director at HMCTS, who helped set up Courts and Tribunals Service Centres, said: “We now offer a system that is more efficient and consistent than it was before and in terms of improvements, this has helped lead a notable reduction in digital case times. For example, the time to complete a divorce procedure has reduced by over 70 per cent compared to old paper-based methods.” Avaya OneCloud CCaaS underpins multiple communication features and options, allowing members of the public to contact the Service Centres using their preferred channels. The

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

system automatically ‘tags’ and directs queries to QMCA officers with the correct specialism and provides them with an instant history of case engagement and relevant documentation. This reduces time wasted switching between multiple screens and systems when providing advice and support and helps manage and forecast service centre resources. In addition, its integrated Knowledge Management system delivers contextual information from a wide range of sources to provide relevant guidance while QMCA officers are engaged with citizens. Zoe Blake said: “With our new solution we collect emails, webchats and calls on queries, and connect them together. The technology allows us to respond more effectively to demand and will make our services more efficient. It provides better tools for our staff to handle queries, ensuring they always have the information they need at their fingertips, helping them provide a useful response as soon as a query comes in.” As of July 2021, HMCTS has handled over 1.3 million queries through its Service Centres, whilst at the same time reducing digital case times and improving overall satisfaction with the service it provides. Since its introduction, the webchat service has been rated ‘good’ or ‘very good’ by 90 per cent of users and in future, additional capability options such as speech recognition, natural language and voice biometrics could further streamline users’ engagement. To connect everything—voice, video, chat, messaging, and more – and to deliver effortless experiences for citizens and employees at every touchpoint, Avaya OneCloud CCaaS enables public sector organisations support new ways of working and connect every experience holistically into one connected total experience. Find out more about Avaya OneCloud CCaaS for contextual contact centres and how they can help you by taking a look at our demo. L FURTHER INFORMATION www.avaya.com Stephen Cunningham, Regional Sales Director at Avaya

Technology

How open data challenge funds can level up the UK Tris Dyson, managing director of Nesta Challenges, examines how local government could work with other groups and organisations to utilise resources like open data and solve some of the challenges set out in the Levelling Up white paper The government recently unveiled its longawaited plan to level up the UK and spread opportunities more equally across the nation. The plan set out a range of missions, including levelling up education and skills so that 200,000 more people complete high-quality training every year; narrowing the gap in life expectancy between areas; and improving transport by bringing standards closer to those seen in London. This ambitious agenda is to be commended in its scope, but the real challenge is how to turn a national vision into transformative change at the local level. To truly mobilise local leadership and industry innovation, we need to support local leaders to undertake complex, mission-driven, multi-sector collaboration.

For example, in 2018 we ran the £5 million Open Up Challenge to use open banking data to transform the way small businesses use financial services in the UK. We followed this up with the 2020 edition, a £1.5 million challenge to help more people use their own financial data to allow them to get more from their money. We’ve also worked with cities in the UK and abroad to run challenge funds to create breakthrough solutions to complex problems, ranging from building more affordable, netzero homes in Bristol and tackling freight congestion in Bogotá, to reducing air pollution and providing better social support services to disadvantaged populations in London. Cities are hungry for more nimble, creative ways to solve local problems.

Open data challenge funds There is a pivotal opportunity to support what is potentially the largest devolution of power from Whitehall ever seen. While the government has a laudable aim of supporting local and Mayoral Combined Authorities with better access to data and spatial analysis, there is an opportunity to take this a step further, by enabling local authorities to leverage open data and partner with businesses and other stakeholders to drive local innovation and transformative change. For more than 10 years Nesta Challenges has been working to find solutions to some of society’s biggest problems. We’ve done this by running open innovation competitions that bring together the UK’s best innovators with problem-holders to create solutions to thorny problems. Open innovation competitions, or challenge prizes, foster cross-sector collaboration, provide an agile route to problem-solving, generate investment from the private sector and support the commercialisation and scaling of innovation.

Levelling up bus ridership The same approach could help advance the government’s mission to give more people access to quality, reliable transport services. While nearly six out of every 10 public transport journeys in Britain are on buses, people’s overall experience is of unreliable, slow and expensive journeys. Open data challenge funds, designed with government, local authorities, and transport services providers, would bring tech innovators and the transport industry together to leverage open data and create more demandresponsive services, provide better information to customers, lead to better planning and decision-making, and better integrate services to meet more people in more places. Powering adult learning Like transport, skills is an area in which open data could prove transformative for the 25 per cent of the UK’s working age population with low literacy and numeracy skills. The UK could improve its productivity by at least five per cent if it reduced its level of skills mismatch,

yet too many adult learners are discouraged from pursuing further education because of the time, cost or energy required - or fear of being perceived as a failure for needing to take up this education. To combat this, we need new digital tools that meet the unique and varied needs of learners around the UK. A challenge prize here would help take the edtech explosion we’ve seen in recent years to the people who stand to benefit the most, by bringing together local authorities with employability experts and the tech sector, to find solutions to improving literacy, numeracy and digital skills that are tailored to local employability needs. Innovation such as AIpowered courses which adapt the difficulty of content to the learner’s needs, gamified quizzes and apps which allow for bite-sized learning, as well as careers advice which shows a clear pathway from learning to local employment opportunities, are all potential solutions to the skills gap in the UK. Improving health outcomes Similarly, challenge prizes could address the levelling up goals to reduce regional health inequalities and promote access to available health facilities locally, through the incentivisation of AI-enabled clinical decision tools and digital/telemedicine healthcare systems. Use of locally collected data on health inequalities and population level health data could be used to build responsive machinelearning, creating databases to enable this innovation. Working with local authorities, innovators in these challenges could trial new technologies and gather data on impact and long-term implementation. Building capacity of local authorities to deliver As more areas of the UK take on greater responsibility, we should empower mayors and other leaders to take creative new approaches to identifying and tackling local problems. Innovation challenge funds will help them harness innovation potential around a particular mission; invite businesses and other enabling partners to develop, test and scale solutions; and foster systemic change by engaging a broad spectrum of stakeholders including citizens, businesses, regulators, and government - to unlock the full potential of communities across the UK. L FURTHER INFORMATION https://challenges.org

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

Keep pace with changing demands by empowering your customers Let them connect through the right digital channels with an easy, flexible and adaptable customer engagement solution.

See how flexible it can be. enghouse.localgovernment.technology

Technology

Flexibility is key for successful delivery of public frontline services Steve White explains why local authorities must move away from a siloed approach to connected asset management For local authorities, the ability to effectively a local level become all but impossible when manage and maintain the condition of working models changed from fully-office their public realm assets is key to delivering based to completely remote as organisations vital frontline services. Most service area adapted to a world living with Covid. managers use asset management tools to The only certainty is that service demand support their service delivery. Over time, will be high. Many people are spending these individual systems have become rich in more time in their local area, and are functionality and service-specific information. therefore more aware how nearby roads, Although some asset management providers pavements, parks, green spaces, and trees have tried to move these solutions are managed as well as how waste into a hosted environment, and recycling collections are many still can’t share or delivered. They want optimum Most connect data between levels of service and with service different service areas rapid service delivery so information stays in increasingly the norm in manag area departmental silos and their everyday lives as asset m ers use anagem there is no high-level consumers, they want it tools to ent overview that authorities quickly. suppor need to streamline their That can be a problem t their se service delivery, improve for local authorities with rvice delivery their citizen’s experience, a siloed approach that or save money. suddenly have to deal with A siloed legacy spikes in service demand. It infrastructure approach also is, after all, difficult to speedily limits the high levels of flexibility that re-deploy operational staff into high councils need to quickly adapt to changes in demand areas quickly and safely and with service demand and delivery - both of which minimal additional training, if you have a are evolving fast. For example, predicting the different legacy solution for each separate precise patterns of future service demand at service area.

At the same time, authorities increasingly have to think about broader issues around climate change and the need for sustainability. For instance, the public expect local authorities to deliver environmentallyfriendly services. Further, with many still working from home and the number of cyber-attacks growing, they need to seriously consider system and information security. Putting a solution in place Local authorities simply can’t afford to think in silos here. To contend with the large macro challenges, they must balance service demand with rapidly delivered solutions. In short, they need an overarching, connected approach to asset management across multiple service areas backed by connected technology. Indeed, a single embedded IT system is the foundation of a joined-up working approach and more streamlined operations, helping eliminate duplication of effort, and support unified operational services. Such an approach will deliver operational efficiencies, helping councils provide a wide variety of services from emptying bins to filling potholes and keeping the streets clean and safe quickly and effectively. It also allows connectivity with other public-facing E Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

Going hybrid – the future of workplace transformation

Covid-19 set off a series of fundamental changes in how we work and function as humans. No longer confined to the ‘workplace’, employees rose to the challenge of business continuity with vigour and strength by embracing a mix of remote and office working, fostering the rise of hybrid working. Hybrid working gives people more choice, offering a flexible blend of remote and inoffice working so individuals, teams and organisations can be at their best. The pandemic proved that many jobs could be done remotely, prompting people to reflect on their previous working habits and routines. This empowerment has brought an abrupt change in employee attitudes, as demonstrated in the Cloudbooking 2021, Hybrid Workplace Census. It found that 55 per cent of UK workers want flexibility in where they work; and

71 per cent of 18- to 24-year-olds agree they would be more likely to return to the office environment if they could pre-book safe, socially distanced workspaces. As we move towards normality and shake off the Covid cobwebs, the time will come for organisations to take stock and process the unprecedented period of workplace change that has just occurred. And for many, the question will be ‘what do we do next?’. Who will have the courage to continue on this path and deliver true workplace transformation? One thing’s for sure, those who think that reverting to our old ways is an option should think again. More than half of UK workers who currently choose to mix remote and office working would consider leaving their organisation if this hybrid option was removed, according to new research by Microsoft and YouGov. As thousands of key workers in schools, government agencies and other organisations in the public sector were forced to work from home at the height of the pandemic, the demand for more flexible work set-ups is very likely to remain. By nurturing a workplace that supports hybrid work, public sector organisations can improve building

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*Microsoft & YouGov 2021 Research

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

efficiency, operations, and the employee experience. The question, however, is how organisations can facilitate a smooth and successful shift to a hybrid workplace. According to Ann Thorp, Service Manager at Plymouth City Council, the shift won’t happen organically or by chance. However, with teamwork, clear communications and the willingness to embrace change, the possibilities of a hybrid approach are endless. As part of Cloudbooking’s workplace transformation series, we explore Plymouth City Council’s journey throughout this transition and learn top tips and insights into how to implement hybrid working successfully. Watch the video here. FURTHER INFORMATION www.cloudbooking.com

Technology

 websites; CRM and mobile apps as well as helping the authorities gather information, ensure it gets to the right people and use it proactively to keep residents informed and engaged. Operational staff can work from anywhere – their home, the office, or out on site in the field. They can use mobile capability to continue to work effectively without making unnecessary and time-consuming visits to the office, for example, to pick up the daily task lists or schedules. Inspectors can be on site, logging issues in real time and that activity can be relayed to back office administrative teams. Workflows can be generated and communicated quickly to operational staff out in the field. They can be assigned new jobs or have projects changed without having to attend the depot. That improves both the visibility and progress of work as well as communication both within and between teams. Moreover, having a consistent user interface and user experience across all devices enables users to be quickly moved between service areas and get rapidly up to speed and up and running on them. Not only can this technology deliver flexibility in terms of local authorities connecting different elements of their services, operatives in the field with back office administrative staff, for example. It can also help the public gain access to all the latest service information through the use of open application programming interfaces

In short, local authorities need an overarching, connected approach to asset management across multiple service areas backed by connected technology (APIs). After all, if council’s have systems with open APIs, it is easy for them to connect with other systems and through such an approach make key information publicly available and keep citizens informed through a variety of channels. It is yet another compelling reason why the age of local authorities relying on siloed asset management systems is nearing its end. The benefits of a more connected approach to asset management are ever clearer. The

pandemic has shone a light on them, and it is increasingly time for authorities to make that switch. L

Steve White is head of Business Development at Yotta. FURTHER INFORMATION weareyotta.com

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Document and Information Management systems

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

Monitors

Simplify your connections with USB-C

B Line 24” (60,5 cm) Full HD LCD-Monitor with integrated pop-up Webcam & USB-C 243B9H

The display sector can be sustainable while delivering brilliant, innovative solutions, fit for the upcoming generation

The pandemic forced everyone to think and act in new ways. In the beginning of the pandemic, in just a couple of weeks, many had to adapt to new requirements such as video conferences replacing face-toface meetings, or offering remote working wherever possible due to quarantines. Digital technology helped state, regional and local governments to react to and manage this unique situation but the infrastructure soon revealed to be in need of a fundamental overhaul to keep the wheels turning. Coincidentally, some practices that were brought to the spotlight due to the pandemic can also be a significant improvement in terms of reaching the goals to meet to keep climate crisis. So, what can the government institutions do to improve both at the same time? Flexibility and sustainability, do they go together? The answer is most definitely yes! The UK’s sustainability objectives1 also include procuring sustainable technology and digital services, and their suppliers should commit to reaching Net Zero by 2050. The guidelines also suggest to increase cloud use (which can be powered by green energy) – which goes hand in hand with reducing powerful desktop equipment and redesigning the workspace. What is more, the public also wants this shift. A poll from August 20212 showed that from July 2021, the public concern about climate change and pollution doubled from 16 per cent of the respondents to 32 per cent, which is the highest level since 1989. Public concern about coronavirus was the highest, with 40 per cent. Philips monitors offers a smart and easy solution: USB-C docking displays. The Philips 24” 243B9 and the 27” 276B9 come with a USB-C input. This means, it allows users to connect their own laptop or tablet via USB-C. This connection will allow users to transfer the video signal to the monitor via

PowerSensor that uses infrared technology to detect the user’s presence or absence and dims the brightness accordingly to save lifespan and reduce consumption. In the end, this means noticeable energy-savings, while leaving the smallest environmental footprint. In fact, if we dig deeper, we’ll see that Philips monitors’ commitment to sustainability stretches out from the early stages of the production line to the end of the product’s lifecycle. Alongside the partnership with the international non-profit organisation PACT, Philips monitors contributes to improving responsible sourcing of minerals, to make sure the procurement of materials in the supply chain is sustainable, both in terms of environment as well as economics and wellbeing of the communities around them. To ensure sustainability towards the end of the product cycle, Philips monitors teamed up with Closing the Loop, supporting a project that expands a certified solution that makes electronics waste-neutral to include monitors as well, setting new standards for the industry. Philips monitors’ great portfolio includes further monitors with features convenient for today’s world, such as the video conferencing monitors, in 24” 243B9H, 27” 276B9H. Philips monitors’ B Line and P Line displays offer a variety of USB-C docking capable, webcam-equipped screens, which use recycled and recyclable components, and offer low running costs with minimal energy consumption. It’s an important reminder that the display sector can be sustainable while delivering brilliant, innovative solutions, fit for the upcoming generations. L

Advertisement Feature

Getting greener by the day

USB-C, whilst also charging the device up to 65W, in the meantime allowing the mobile device to access any peripherals connected to the monitor. Public sector employees who are working from home with their laptops, can bring their mobile workstations to their flexible workplaces in the office, and connect them via USB-C to their monitors. The built-in USB hub also offers connection to peripherals such as keyboards and mice, which then can be routed via USB-C to the laptop. In time, if all the employees are equipped with laptops, even the older desktop workstations can be removed from the premises, which are not power-efficient as laptops anyway. FURTHER INFORMATION This offers a great solution to today’s challenges, but of course, one can (and www.philips.co.uk should) raise the following question: 1 How can we improve our technology’s https://www.gov.uk/guidance/makeimpact on the environment? your-technology-sustainable Shield_RGB_2013 One variable that certainly influences a 2 product’s impact on the environment is its https://www.ipsos.com/ipsos-mori/en-uk/ energy consumption – another critical factor public-concern-about-climate-changeto take into account is its lifespan and how and-pollution-doubles-near-record-level circular a product has been designed. Philips monitors doesn’t shy away from such questions because they fully know what it takes to build the ‘greenest’ monitors in their portfolio. The 24” 242B1G and 27” 272B1G are monitors with extreme energy efficiency. Thanks to a new backlight technology, these monitors consume just 8.6W (in Eco mode). Built from 85 per cent recycled plastics and using 100 per cent recyclable packaging material, these monitors underline the fact that innovation and latest technology can simultaneously be sustainably created. The aforementioned USB-C monitors 243B9 and 276B9 are also similarly built from 85 per cent recycled plastics and come in 100 per cent recyclable packaging, next to having a low energy consumption of 12.8W (in Eco mode). All of the four models also include a

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

Every adult in the country now needs to get a Covid-19 booster vaccine, because two doses does not give you enough protection against catching Omicron.

GET YOUR COVID-19 BOOSTER VACCINE NHS.UK/COVIDVACCINATION

March 2022

SMART INDUSTRY EXPO

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PLUS: BROADBAND | CONSTRUCTION INNOVATION | DIGITAL ETHICS

News BROADBAND

600 public buildings in Wales connected with full fibre

More than 600 hospitals, police stations, libraries and other public buildings in Wales have been connected to lightning-fast full fibre broadband. The announcement marks the completion of the largest public sector broadband project in Wales delivered funded by the UK government as part of it is levelling up strategy across the whole of the UK.

to help improve the productivity and user experience of the public services they offer and, as their requirements increase in the future, they will be able to tap into speeds of more than a gigabit (1,000 megabits) per second. READ MORE

BROADBAND

HOUSING

New laws to end ‘no bar blues’ mobile coverage

Digital Housing Strategy to improve Glasgow’s services

The government has said that reforms to planning laws will mean fewer phone masts will be needed overall to level up the country with improved 4G and 5G mobile coverage. Under the plans, mobile network operators will have more freedom to make new and existing phone masts up to five metres taller and two metres wider than current rules permit. By boosting the range of masts, the move will create room for the extra equipment needed for faster networks and make it easier for operators to share infrastructure. As part of the measures, the government will put tough new legal duties on operators to minimise the visual impact of network

Vital local services including leisure centres, tourist destinations and youth centres across North Wales, South East Wales, Pembrokeshire and other areas can now access internet speeds at least ten times faster than their old mostly copperbased connections. All 620 buildings now have greatly improved and ultra-reliable connectivity

equipment, particularly in protected areas such as national parks, conservation areas, world heritage sites and areas of outstanding natural beauty. The 5G move will help deliver the government-led £1 billion Shared Rural Network being built to eliminate 4G mobile ‘not spots’ in the countryside and enable communities to enjoy the revolutionary benefits of 5G technologies sooner, including specialised robots and drones driving productivity in agricultural industries. READ MORE

BUSINESS SOLUTIONS FOR THE CITIES OF THE FUTURE | www.governmentbusiness.co.uk

Glasgow City Council has worked in partnership with Registered Social Landlords and private landlords to develop a Digital Housing Strategy for Glasgow - a first in Scotland. The strategy has been developed around four housing-related themes: data; digital inclusion; systems and services; and technology. A total of 32 RSLs - who own 75 per cent of the city’s social rented housing stock - provided valuable feedback in their responses to the Digital Housing Survey. A key aim of the strategy is to expand the provision of digital housing services offered to RSL households living in the city. However, traditional customer service methods such as face-to-face and telephone contact should continue to be provided going forward to ensure that all tenants can choose how they access housing services. The data provided by RSLs suggests that 65 per cent of households living in the city’s social rented housing sector do not use a broadband connection in their home. The main reasons for digital exclusion include affordability, lack of skills and/or a reluctance to transact online.

News

MANCHESTER

Manchester City Council outlines new digital strategy

A new strategy setting out how Manchester can grow its thriving digital sector while ensuring residents are equipped with the skills and infrastructure to benefit has been revealed. Manchester Digital Strategy is a vision for the whole city covering the period up to 2026. Manchester City Council has led on its

development with the input of 63 partners and networks. It aims to help Manchester become a world-leading digital city. Manchester is Europe’s fastest-growing ‘tech city’ with an economy worth an estimated £5 billion, employing 58,000 people in more than 10,000 businesses.

The strategy has four key themes: Smart People; Digital Places; Future Prosperity; and Sustainable Resilience. This will see the authority ensure that Manchester people have the skills and opportunities to access jobs in the growing digital sector, creating the right network access and digital infrastructure to support growth and innovation in connected ‘digital neighbourhoods’ and using digital innovations to help meet zero carbon and climate resilience goals. READ MORE

EAST YORKSHIRE

TRANSPORT

East Yorkshire’s tech sector is one of the fastest growing

‘World’s first’ Urban-Air Port starts construction in Coventry Construction on the ‘world’s first’ Urban-Air Port: Air One has started, in a project that will see Coventry become a testbed for such transport technology. Coventry City Council has partnered with British start-up Urban-Air Port Ltd, to showcase Air One, a rapidly deployable Urban-Air Port (a vertiport) that is designed to support Electrical Vertical Take-off and Landing (eVTOL) vehicles for passenger air taxis and drone deployment for logistics. As the technology develops, it’s thought UrbanAir Port could support autonomous eVTOLs and drones (or unmanned aerial vehicles). Its compact footprint means it could also be deployed in towns and cities, creating a network of connectivity to support the movement of parcels, from household deliveries to medical supplies.

A new drive to improve the digital skills of thousands of people across the Humber is being launched following match-funding from the Department for Digital, Culture, Media and Sport. New figures reveal that Hull and East Yorkshire’s tech sector is one of the fastest growing in the UK. In light of this, Tech Minister Chris Philp is formally launching a new Local Digital Skills Partnership, a new campaign aiming to equip people for the region’s digital jobs boom and ensure more residents can benefit from the thriving local tech sector. The number of employees in Hull and East Yorkshire’s digital sector is expanding at eight

per cent per year, making it the fastest growing region in the UK for digital jobs. The region’s digital sector is expected to add an extra £1.6 billion to the economy every year by 2025 creating an additional 42,200 jobs. The partnership, formed from a coalition of local authorities, businesses and education providers, will make it easier for businesses and residents to identify gaps in their skills and access training on a range of topics from software development and data management to digital marketing. READ MORE

SMART CITY BUSINESS | MARCH 2022

Advertisement Feature

The role of the Telco in making smart cities a reality

Written by Jonathan Freeman, Strategy Director, Cellnex UK

The tech sector is eager to engage with local authorities to help define their smart city vision. Cellnex UK explains why the industry stands ready to deliver the necessary connectivity

If we were to ask the average UK citizen what the term ‘smart city’ means to them, it’s likely some would conjure up utopian-style images of robots sweeping pavements clean and holographic ticket machines; a few might think that smart cities are limited to traditional use-cases like waste management or traffic control; many wouldn’t be able to name a single use-case, and many more wouldn’t know what we were talking about at all… Despite smart cities and IoT becoming buzzwords in the last few years, the challenge faced by local and regional authorities and the tech industry alike is making them a tangible reality for the people living and working in UK cities. To create effective smart cities and give real benefits to UK citizens, we need to define what they are and how they can be achieved on a national level, and how this vision leads to local solutions that really benefit the community. We need to enable local government, industry and other organisations to work together to make these vague ideas a tangible reality. The connectivity perspective Unlike some emerging economies, the UK doesn’t have the advantage of being able to

build a new city and network infrastructure from scratch. We need to develop legacy systems and use innovation and creativity to make existing infrastructure fit-for-purpose for now, and adaptable for the future. From a functionality standpoint, connectivity underpins every aspect of the smart city. In order for so many smart technologies to work together simultaneously, we need two key things: to capitalise on the benefits of 5G and to locate networks as close to the point of use as possible. The former is relatively simple to explain - 5G offers a higher capacity, lower latency connection than 4G or 3G networks, meaning that a greater number of devices can function effectively in one place, and that smart objects can talk – and respond – to each other faster and simultaneously with no loss of service. The latter is also, in principle, straightforward - the closer the network is located to the person or object using it, the more reliably and quickly it can fulfil its purpose. What’s lesser-known is that there is an abundance of street level infrastructure that networks can quickly and easily be deployed on, such as lamp posts, street signage, bus stops and kiosks. The technology, known as small cells, allows people and connected objects to do the things they need to exactly where they need to do them, whether that be at street-level, at a transport hub or at a nomadic work location.

Combine the two components, and we have the potential to provide real tangible societal and economic benefits. Sustaining a partnership An open, two-way dialogue along with a defined shared vision - including a commitment to digital transformation of public services - is required between local authorities and industry if we want to make serious progress. As a practical starting point, efficient access to street level infrastructure is crucial; we need local authorities to facilitate an efficient and consistent deployment environment and to prioritise the digital transformation of their services. An optimal ‘pro-deployment’ environment may require more flexible policies and working practices for access to street assets, and will certainly require a consistent approach across local authorities. If we think about the end user, who may live, work and travel in numerous areas of their city, or of a business with capital spread across different locations, real benefits will only be seen when access to connectivity is consistent at all touch-points. Local authorities must continue to recognise that their duty to constituents goes beyond just their residents and extends to enable economic development, which requires working in sync with each other to enable the best user experience. An optimal deployment environment also means a commitment to scaling digital services from large departments such as healthcare, welfare and social services. Where digital transformation is prioritised, industry will be able to utilise these anchor tenancies to take a proactive approach to deployment and faster delivery of change. The tech sector is eager to engage with local authorities to help define their smart city vision. With the right deployment conditions in place, the industry stands ready to deliver the connectivity that will transform people’s lives and support businesses in urban areas, particularly as our society and the economy continue to recover post-COVID. L Cellnex UK has open access agreements for the deployment of small cells in fifteen boroughs across London and in areas of Glasgow and Wolverhampton. To date, Cellnex UK has over 1,000 small cells deployed across the UK. FURTHER INFORMATION www.cellnextelecom.co.uk

BUSINESS SOLUTIONS FOR THE CITIES OF THE FUTURE | www.governmentbusiness.co.uk

News

LONDON

London-wide approach to digital inclusion needed A new report has recommended renewed London-wide action to improve data and learning and to raise awareness of digital skills courses and the provision of devices to those most in need. The report, Digital Inclusion in London, released by the London Office of Technology and Innovation, has highlighted the range of local support available and proposing pan-London measures to bridge the digital divide. It found more than 100 local and neighbourhood digital inclusion initiatives across the capital’s public, private, and voluntary sectors. LOTI’s research found that the majority of digital inclusion initiatives involve third sector organisations (68 per cent), as well as public sector organisations (62 per cent), while 22 per cent involve private sector organisations and 38 per cent of initiatives are cross-sector partnerships. The most common types of initiatives are provision of digital skills and training (84 per cent), provision of devices (67 per cent), identifying digitally excluded

groups and their needs (58 per cent), and provision of connectivity or data allowance (52 per cent). The report found that 25 of London’s local authorities are leading or participating in at least one digital inclusion initiative. The majority of boroughs run device gifting schemes to provide technology such as laptops and tablets to those lacking digital access and many are securing free or subsidised broadband packages from internet providers as part of contract negotiations. However, LOTI says that the pandemic makes tackling digital exclusion in the capital more important than ever, with lockdowns and social distancing during the height of the pandemic leading to an ‘even more severe’ digital divide. The pandemic has also meant it has been more difficult to deliver the faceto-face contact often required for helping vulnerable residents to access online services and use digital technology. LOTI concludes that a ‘blended approach’ is the most effective at a local level to

LIGHTING

TRANSPORT

Thousands of new LED lights to shine across Worcestershire

Britain’s first Zero Emission Zone begins in Oxford

address exclusion, while recommending new partnerships and pan-London approaches to boost digital inclusion. READ MORE

£6 million will be spent by Worcestershire County Council on street lighting in a bid to complete the replacement of all non-led units to more energy efficient LEDs. It is expected that approximately 20,000 lights will be replaced with new ones in 2022/23, which will help to significantly cut energy costs. Over 35,000 LED lanterns have now been installed across Worcestershire, with approximately 20,000 to go to mark the completion of the street light replacement project.

A pilot of Britain’s first Zero Emission Zone has started in Oxford ahead of the introduction of a larger ZEZ covering most of Oxford city centre in 2023. The ZEZ pilot will allow Oxfordshire County Council and Oxford City Council to gain useful insights before the larger ZEZ covering most of Oxford city centre comes into play next year, subject to further public consultation. Transport emissions currently account for 17 per cent of greenhouse gas emissions in Oxford. All petrol and diesel vehicles, including hybrids, will incur a daily charge unless eligible for a discount or exemption. However, zero

emission vehicles, such as electric cars, can enter the pilot area free of charge. The charge will vary from £2 to £10 per day depending on the emission levels of the vehicle. Funds raised by the ZEZ will be used to cover implementation and running costs of the scheme. Any remaining funds will be used to help residents and businesses make the transition to zero emission vehicles, and on other schemes that promote zero and low emission transport in the city. READ MORE

SMART CITY BUSINESS | MARCH 2022

Construction innovation

Supporting innovation across the public sector The Centre for Digital Built Britain outline the work of the Construction Innovation Hub and how it works to drive innovation across the construction and infrastructure sectors

Launched by government in 2018 with £72 defining information requirements million from UK Research and Innovation’s and then consistently procuring and Industrial Strategy Challenge Fund, the managing information through the Construction Innovation Hub (the Hub) brings whole-life of infrastructure assets. together world-class expertise from BRE, the Building on this digital approach, the Centre for Digital Built Britain (CDBB) and Hub’s digital estate framework can help the Manufacturing Technology Centre (MTC). organisations deliver on ‘the roadmap’s The Hub’s transformative programme aims Focus area 5: Optimising the performance to create better outcomes by driving the of our existing built environment’ adoption of manufacturing, value, assurance through our information managementand digital approaches that improve the led approach to retained legacy estate. delivery, resilience and performance of built The Hub programme, its digital tools and infrastructure both retained and new. guidance, will support the TIP’s Roadmap to Embracing these new ways of working 2030, to achieve better and more sustainable being developed by the Hub will transform outcomes aligned with net-zero targets, the built-environment sector, giving it the which have taken centre stage in the policy tools to tackle the challenges of tomorrow debate due to the government’s ‘Levelling today as we work to build back better and Up’ agenda and the Glasgow Agreement nurture a better future for us all. signed at the COP26 summit. We are driving digital The Construction Playbook transformation across the provides a best practice Local built environment and approach to test the decision authori have developed a wide making and delivery t i e s are under i range user-friendly process adopted by a guidance, training client organisation. It sets pressur ncreasing e t and tools for the out in 14 key policies o d eliver carbon public sector to how the government r e d uctions and im encourage more should assess, procure organisations to and deliver public services prove local in benefit from dataworks projects and of tight the face driven decision programmes which en making and secure, all central government budget ing resilient data sharing. departments and their arm’ss length bodies are expected to Policy context follow on a ‘comply or explain’ The publication in September basis. The approach provides an audit 2021 of the Government’s Transforming record of decision-making that will ensure Infrastructure Performance and its Roadmap public money is used to best effect. to 2030 (TIP Roadmap) underlines the This approach is extremely helpful, enabling importance of the collaborative work an organisation to review practice and being undertaken by the Hub. This includes process against the 14 policy statements a refreshed Information Management to identify gaps that could be constraining Mandate (IMM). CDBB, as a partner in the supply chain engagement and therefore Hub, provided the foundation on which competition and ultimately benefit delivery. the new IMM is built through the UK BIM An effective engagement mechanism for programme and is working with BSI and local authorities is to use the playbook policy the UK BIM Alliance to co-ordinate and list as a challenge to projects and to consider embed awareness of the requirements their impact and any action required. of the UK BIM Framework which offers In Scotland, digital strategies are guidance and support to organisations of being embraced as part of the Scottish all sizes and at all levels of digital maturity. Government’s transformation of the planning This new mandate, which is applicable process, giving planning authorities new immediately, sets out a range of requirements tools with which to shape project and for centrally procuring government projects places and developers confidence and and will accelerate the shift from BIM certainty in projects in a post-pandemic Level 2 towards the ISO 19650 series and world. It is projected that adopting a its focus on better, more security-minded digital strategy could give Scotland an information management, especially economic boost of around £200 million.

BUSINESS SOLUTIONS FOR THE CITIES OF THE FUTURE | www.governmentbusiness.co.uk

Government Soft Landings The implementation of Building Information Modelling (BIM) across the public sector, from delivery through operational handover, facilitated by the adoption of Government Soft Landings (GSL), has resulted in greater collaboration, productivity and efficiency in the design and delivery of construction projects delivering both social and economic infrastructure. Government Soft Landings (GSL) is a tool that helps to ensure that interventions in our built environment deliver the right outcomes for both society and the natural environment. The Hub has worked closely with publicsector bodies including NHS Scotland, the Ministry of Justice and the Environment Agency in the roll-out of GSL with guidance documentation and interactive navigators to help build capability and align with the UK BIM Framework. These guides provide a framework and reference for government departments, local authorities, healthcare providers and other public-sector clients to create their own specific plan which responds to their organisational priorities and business processes. Supporting local authorities The Hub’s Local Authority Digital Working Group (established in 2019) is made up of representatives from a number of councils and other organisations including Crown Commercial Service and the UK BIM Alliance. It strives to tackle the obstacles experienced by local authorities in their journey to BIM adoption by producing information tools and guidance to help local councils embrace the transition. Local authorities are under increasing pressure to deliver carbon reductions and improve local services in the face of tightening budgets. Local authorities also need to consider new and pending legislation that will impact asset owners, including the Building Safety Bill, Fire Safety Bill and the new planning gateway process. Embedding a GSL approach to capital project delivery will help local authorities to comply with new legislation and wider statutory obligations and policy drivers. The Local Authority Government Soft Landings (GSL) Interactive Navigator has been developed by the Hub in association with the National Association of Construction Frameworks (NACF)

and the Local Government Association (LGA) to help councils to get the most out of their buildings and estates. The navigator provides a stage-by-stage guide, checklists, templates and roles and it can be used across projects of all sizes and by organisations of various levels of capability and size of programmes. It asks and answers key questions about how a building or asset will be used to ensure that user needs are central to the design and construction process. It also supports a smooth transition (soft landing) between design and construction teams and the people that operate and use public buildings and facilities. The GSL navigator forms part of a suite of tools to enable digital transformation in local authorities. These include the BIM Early Steps Roadmap which will make the switch towards a data-led approach to the management of buildings and estates easier than ever. The easy-to-use resource allows estate management experts to develop a low-cost proof of concept trial which can be tailored to suit their information needs and capabilities. This could, in turn, be used to unlock efficiency savings and ensure that councils have better access to information that helps them to respond to challenges ranging from responding to the Covid-19 pandemic to meeting carbon reduction targets.

Case study: Cambridge City Council The Cambridge Investment Partnership (CIP) was established in February 2017 to support Cambridge City Council in addressing its acute housing need by providing high-quality brand-new council homes and market sale homes, along with commercial and community facilities. As part of the £70 million Cambridgeshire and Peterborough Devolution Grant, CIP committed to start on site to build 500 new council homes by March 2022. Cambridge City Council has taken a strategic look at their delivery requirements and developed a multiyear programme that has enabled intelligent and effective engagement with delivery partners. Cambridge City Council has developed requirements that reflect the TIP Roadmap ‘systems of system’ approach. The houses delivered and planned provide positive impacts on the natural environment creating developments that benefit those who live and work around and within them. The projects provide affordable housing which delivers against the council’s core social value outcomes. There has been an approach to standardisation which delivers against the TIP Rodmap and the Construction Playbook drive for increased use of offsite manufacturing. Cambridge City Council’s approach to testing the market to ensure that their chosen partner aligns to their values, to align risk between the parties

and create management mechanisms that ensure all those party to the partnership are represented and have a voice to steer outcomes to maximise delivered benefits, are great examples of the Construction Playbook policies being implemented in a local authority setting. Case study: NHS Scotland The Hub is working with NHS Scotland to accelerate the digitalisation of Scotland’s healthcare estate. As one of the largest estates in the UK, with thousands of assets and properties, NHS Scotland is transforming the way it manages data across the 14 territorial Health Boards and eight national Health Boards. The Hub collaborated on an interactive toolkit to provide a framework for the design, build and maintenance of NHS Scotland’s built assets. Other collaborative work includes a newly published bespoke Digital Twin Navigator to provide a framework for organisations to consider digital twinning into a project. The new guide will help inform a clear Digital Twin strategy throughout the lifecycle of a build. The initiative brings positive change across the NHS Scotland estate from rural GP surgeries, to state-of-the-art city hospitals. While different in scale they share the need to manage and access high quality data to allow for quality decision making. This, in turn, allows them to operate and achieve targets better, using the data around them to test and monitor their performance. It will also positively impact the environment and improve the patient care and user experience. L

Construction innovation

Embedding a GSL approach to capital project delivery will help local authorities to comply with new legislation and wider statutory obligations and policy drivers

FURTHER INFORMATION www.cdbb.cam.ac.uk

SMART CITY BUSINESS | MARCH 2022

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Smart City Business Q&A Nine in ten local authorities believe there is a role for councils in providing EV infrastructure, but many don’t know what to do or where to start. Giles Benbow, head of fleet transition at Mer and EV charging specialist, has the answers Planning and installing EV charging infrastructure in urban areas can seem a daunting task. What options are available, in terms of frameworks and grants, to help local authorities get started? As part of its commitment to reaching netzero carbon by 2050, the government offers a range of incentives to encourage the uptake of EVs in the UK – including grants to support EV charging infrastructure. If you’re looking to install EV charge points for residents, you should look at the On-street Residential Chargepoint Scheme (ORCS). Run by The Energy Saving Trust, ORCS offers funding of up to 75 per cent of the capital costs involved in procuring and installing on-street electric car charge points and dedicated parking bays. The funding covers the purchase of electric charging units, related electrical component costs, DNO connection, any related civil engineering works, as well as the labour and hardware costs of installation, and the capital costs of a parking bay and traffic regulation orders.

To qualify for the funding, you’ll need to demonstrate due diligence in your procurement process. The easiest way to do that is to go through a framework. Mer is a preferred supplier for EV charging on several frameworks, including the National Framework Agreement for the supply and delivery of Electrical Vehicle Charging Point and Associated Services created by Kent County Council via KCS Professional Services, which is accessible to all public sector bodies. Through this framework, we can provide public sector bodies with a fully funded solution, enabling you to roll out charging infrastructure without upfront cost. Under Associated Services, we can also provide Solar PV and Battery Storage solutions, helping councils to provide a truly green EV charging solution. If funding is available, then why aren’t more councils pro-actively providing residential EV charging when, in other ways, they are at the forefront of leading public awareness of the growing urgency of the climate emergency?

BUSINESS SOLUTIONS FOR THE CITIES OF THE FUTURE | www.governmentbusiness.co.uk

Local government isn’t to blame for struggling to know what the solution is. There are many elements that come into play for a local council. From a responsibility point of view, who should handle the installation project? Does EV charging come under facilities, parking, or sustainability? Or should you form a new, dedicated EV charging team? There are a lot of decisions to make and there is a lot of conflicting information. Should you opt for fast charging, rapid charging, or lamppost charging? Or should you rely on residents installing their own chargers? And if the answer is a combination of solutions, what should the spilt be? Ask ten people you will get ten different answers. Plus, even though grants are available, many councils operate on very tight budgets. It can be tempting to accept a tender from the cheapest supplier, but this is usually a mistake. Many small companies don’t have the capability to provide what they promise, and councils can end up with EV charging installations that are disappointing and unreliable – with some of these eventually becoming stranded assets. But

What solutions/incentives are available for residents to buy an electric vehicle if they live in a place without access to off-street parking? There are 6.6 million people in the UK without access to off-street parking, and home charging is most people’s preferred first option for EV charging, so this is a very real problem. But luckily it is one that councils and local authorities can resolve. One solution for those without driveway parking is to simply charge on the public network instead. According to the latest Zap Map data there are now over 26,500 public charging points across the country, and the number is growing exponentially – with rapid charging devices increasing at a particularly high rate. However, availability does vary significantly depending on where you live in the country. Councils in poorly served areas can apply for funding to increase the number of chargers in their area through the On-Street Residential Charge Scheme. But the most effective way to provide accessible EV charging for those without off-street parking is to install public EV charging hubs, equipped with rapid and ultrarapid EV chargers – ideally in spots where drivers can occupy themselves elsewhere while their vehicle charges. Workplaces, residential areas (particularly those with a lack of off-street parking), council owned

car parks, and retail parks, are all ideal spots for drivers to park up and charge. How can urban charging hubs tackle the challenge of scalability for residential offstreet charging, and cater to the needs of commercial vehicles? With over 40 per cent of car drivers needing to park on the road overnight, scaling off-street charging in towns and cities was always going to be a challenge. The usual response is to look at installing residential on-street charging, but this cannot solve the problem at scale, for three reasons. Firstly, there simply aren’t enough onstreet parking spaces in urban areas to meet demand. Secondly, many residential streets lack the grid capacity to support a big increase in on-street chargers. And thirdly, residential on-street chargers can charge only a limited number of cars per day and therefore generate little revenue. They are not commercially viable and will always depend on government subsidy. The only practical alternative to providing charging points for every household is to put rapid charging hubs in convenient locations such as council owned car parks, and retail parks. Fitted with rapid and ultra-rapid chargers, these urban charging hubs could serve many more drivers and overcome the problem of lack of space available in urban areas. By strategically placing urban charging hubs in locations with the best grid capacity you can overcome the problem of electricity supply and avoid the need for expensive and disruptive network upgrades. Because ultrarapid charging points can power EVs in as little as 20 minutes, they can easily charge

many more vehicles in a day – including commercial vehicles such as delivery vans and taxis. Ultra-rapid charging points can therefore support a sustainable business model and even generate much-needed revenue to support other sustainability projects. Can the UK scale up EV charging infrastructure in time for the 2030 ban on the sale of petrol and diesel vehicles, without the help of local authorities? In short, no. Local authorities must play a part in preparing the UK for the 2030 ban on petrol and diesel vehicle. Financial support is available through various government grants, and councils should act quickly to take advantage while they can. But councils should also take the time to conduct a rigorous tender process and find a partner with the experience and expertise to get the installation done right the first time. I see no reason why we can’t put enough chargers in place in time for the ban. We have eight years to go. If you look at the growth in EV charging over the last two years, I don’t think it’s an insurmountable challenge. L

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work with a partner that has proven expertise in both EV charging and electricity supply, and offers a fully funded solution, and you can easily overcome these perceived barriers to progress.

FURTHER INFORMATION https://uk.mer.eco/ev-local-authorities/

SMART CITY BUSINESS | MARCH 2022

Digital ethics

Why digital ethics must be central to smart cities Emilie Sundorph, Programme Manager for Digital Ethics and Artificial Intelligence at techUK, explains why maintaining smart cities is linked to digital ethics The nature of modern technology, transportation and air quality monitoring, changing how we do almost everything to waste management and security. at a rapid pace, makes it an area ripe for These applications often improve our ethical investigation. Approaches taken environments in ways that go mostly to the development and deployment of unnoticed by the average citizen but can technologies today will shape both our have major significance. One techUK member, near and distant future, and as the impact Telespazio, is developing technically and of technology grows, so does the need commercially viable satellite technologies for digital ethics to be embedded from to detect water leaks and improve gas the very first conception of an idea to pipeline monitoring, which could reduce its ongoing day-to-day use. the significant current levels The greater the impact of of water leakage, as well Smart technologies, the greater as improve the safety of the need to think of their gas pipelines. Another cities h ave enormo ethical implications; the member, Mind Foundry, us pote motivation to use them geospatial to crea ntial isAIusing to improve people’s to optimise the t more su e better, lives increases, but placement of charging there could also be a stations for electric places f stainable or peop higher risk of causing vehicles, continually le to live a considerable harm if updating forecasts nd anything goes wrong. to ensure changing visit trends in the data are Ethical potential taken into account. Smart cities provide great As these and countless examples of the ways technology other examples show, a large can be used to improve citizens’ part of the smart city agenda is to everyday lives. While there’s no single lower carbon emissions make the places definition, using technological innovation we live in more environmentally friendly. to improve the lives of inhabitants is In these cases the focus is on reducing central to the idea of a smart city. Such water wastage and encourage greater innovation can be applied to almost use of electric vehicles, but the potential any service imaginable in a city; from extends much more widely; smart city

BUSINESS SOLUTIONS FOR THE CITIES OF THE FUTURE | www.governmentbusiness.co.uk

technologies can for example enable greater rates of ride-sharing, improve traffic management or optimise energy efficiency. As such, the ethical benefits of smart cities are not only in the immediate conveniences to current inhabitants, but also include the safeguarding of the environment for future generations. However, this wide reach of smart city technologies also requires careful consideration of its ethical risks. In the case of smart cities, areas important to consider include how to approach transparency, as well as carefully considering impacts across different population groups. Transparency and communication With technologies used in public spaces and for essential services, the importance of giving citizens a chance to understand how and when they are deployed increases. Transparency is a well-established principle in digital ethics, and often linked closely to accountability. In a democratic society, inhabitants of a city have the right to access information about how it is run, including the use of technologies. Finding the right levels of transparency – protecting any commercial sensitivities and providing information which is meaningful to average citizens – is not an easy feat. Still, national, and local governments are trying to make progress.

The UK government is currently trialling one approach, through the Algorithmic Transparency Standard, which asks public sector bodies to provide tiers of information depending on the interests and levels of expertise of the audience. The aim of the standard is to empower citizens in their interactions with algorithms and is informed by a public engagement study to determine the kinds of information required. Another approach is found in the City of Amsterdam, which has adopted a mandatory register of sensors as part of a data strategy. The requirement to register applies both to new and existing sensors, and anyone can now access a map showing where and what data is collected from sources such as cameras, air quality and traffic sensors and smart billboards. These efforts to put the principle of transparency into action are only likely to increase, and any provider or adopter of smart city technologies should consider how inhabitants and visitors can access an appropriate and relevant range of information about the products and services which affect them.

Equality In addition to securing the right level of transparency, adopters of smart city technologies need to consider if their impact will result in fair treatment of all inhabitants. For a technology to be ethical, it is not enough for it to have a positive impact on average. It is also crucial to consider how its impact is distributed – to check whether benefits are felt equally, and even more importantly whether anyone is actually being harmed by its deployment. One such risk in a smart city is within public safety, where some groups may be disproportionately likely to be flagged as a threat. Studies have repeatedly shown that facial recognition technologies, for example, tend to be less accurate for people of colour and women, which could result in discriminatory practices. A common tool in trying to uncover any inequities in the impact of policies are impact assessments, which can be used in any area from environmental to housing strategies. There is growing interest in conducting socalled algorithmic impact assessments which would give those developing and deploying

algorithms tools to consider the impact of a system using algorithms. Recent research outlines current practices within algorithmic impact assessments in detail, and specifically proposes how they could be used to allow researchers access to public health data. To make sure no one is disadvantaged by living in a smart city, algorithmic and broader technological impact assessments might be a good place to start for those adopting smart city tools and services.

Digital ethics

Transparency is a well-established principle in digital ethics, and often linked closely to accountability. In a democratic society, inhabitants of a city have the right to access information about how it is run, including the use of technologies

Committing to responsible tech With both the use of smart city technology and the interest in digital ethics on the increase, initiatives to demonstrate responsible use of technology are also becoming more popular. In London two charters have been launched even just within the last year; the Emerging Technology Charter for London and the London Data Charter, both of which aim to provide principles for successful and trustworthy use of technologies to improve the city. More formalised ways of committing to responsible use of technologies have also been created. One example is the third party certification scheme rolled out by the Surveillance Camera Commissioner, which recently certified two police forces’ use of surveillance cameras on drones. Formal routes to show compliance with ethical standards are set to grow, as the government is for example focused on growing an AI assurance ecosystem. This will have purposes broader than ethics, including quality assurance, but it can provide ways for those developing and deploying AI to show that they have considered and avoided preventable ethical pitfalls. The use of such schemes will hopefully earn greater public trust in AI and other technologies over time. Smart cities have enormous potential to create better, more sustainable places for people to live and visit. With digital ethics as part of the equation, we can also make sure innovation serves all inhabitants equally, and that they are given a chance to understand the technologies which impact their lives. L FURTHER INFORMATION www.techuk.org

SMART CITY BUSINESS | MARCH 2022

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Digital transformation in community engagement Communication and collaboration help government organisations enhance community inclusion and overcome complacency. Claire Inkpen, local government specialist at Esri UK, highlights some examples of how geospatial technology is helping to add transparency, build trust and shape the future of citizen engagement Digital transformation in community engagement takes on many guises, from improving the accessibility of the planning processes to enabling the public to find their nearest services. But one thing the majority of these initiatives have in common is location – geospatial data often provides the common language to join data together and make it meaningful and useful. Location intelligence solutions including maps, apps and dashboards are allowing local authorities to better understand a community’s needs, create innovative answers to problems and keep the public informed. Developing easy to use engagement tools is a key foundation to rebuilding trust and having constructive conversations about local change. Digital planning One example is Watford Borough Council, which has recently started an innovative project to transform how it engages with the public over planning information. One of only 13 local authorities to win up to £100,000 from the Department of Levelling Up, Housing and Communities’ (DLUHC) PropTech Engagement Fund, Watford has focused its grant on dramatically improving the way it uses digital tools to consult the public on planning applications. The Planning Publicity pilot project aims to improve how residents interact directly with planning applications from their smartphone, replacing the traditional and inaccessible planning notices attached to lamp posts. Watford residents will be able to see and comment on the purpose and design of major planning applications on a map and sign-up for email status updates for a specific area of their choice. Overall, the objective is to find new ways to engage with the local community and build far higher levels of trust in both the public and private sector developers. Reducing any mistrust is vital to reduce resistance to any proposal and re-connect with local people who have become disengaged with their local environment.

is an information sharing, mapping and reporting website that can be used by anyone, providing access to data and information all about Croydon. Information on the website can be used by local government services, community and voluntary sector organisations, partnership members, businesses, students and the public too. Providing timely access to authoritative data, it contains thousands of open statistical indicators across themes including population, economy, health and social care, housing, crime and safety, deprivation and environment, in a series of easy-to-use maps and attractive and engaging reports. Managing and keeping a local information website like this up-todate involves a significant amount of time and expertise but Esri UK’s InstantAtlas Data Observatory removes the burden. Story maps Geospatial technologies are also helping councils interact with their communities using engaging ‘story maps’. When communicating with communities, it’s common for citizens to want to understand information specific to their immediate locality. Glasgow City Council, for example, has a public gallery featuring over 30 story maps to date, dealing with topics such as winter gritting, displaying city development plans or determining a school’s catchment area. Designed to enable the public to find the location of council facilities, services and other information displayed on maps, with further information attached, they are accessible from

Local observatories Another area where geospatial technology is delivering value is in various types of community information systems and local observatories. These huge data repositories give communities reports and map dashboards about their area, offering a one-stop-shop for all kinds of data – the same datasets that are used for internal decision-making are also available for members of the public to view online. The Croydon Observatory, for example,

BUSINESS SOLUTIONS FOR THE CITIES OF THE FUTURE | www.governmentbusiness.co.uk

the council’s homepage. The mapping provided by the service gives users an easy route to find answers – via PC, tablet or smartphone – on a wide range of topics, specifically to understand more about what happens where in Glasgow. Users can see any location within the city by specifying an address or postcode and view data at a glance, zoom in, zoom out and move around the map, or see the city as a whole. The range of city information available to explore is impressive, from parking, statutory information (e.g. listed buildings, adopted roads), grounds maintenance, parking, cycling, sports facilities, council buildings and community facilities to recycling sites. Overall, local authorities aim to provide openness and transparency to the communities they serve and by engaging with the public more effectively, can build trust and deliver democracy. Communities are geographical in nature – location and a sense of place are at the heart of community identity – and this is where the power of location Intelligence solutions are realised, transforming how councils engage with and meet their communities’ needs. L Esri UK is holding a webinar on Thursday 31 March 2022, at 11:00am-12:00pm examining Citizens and Engagement. Speakers will include Watford Borough Council and Glasgow City Council. For more information and registration please click here. FURTHER INFORMATION www.esriuk.com

Smart Industry Expo

Implementing a strategy in this smart era Smart Industry Expo 2022 is the perfect opportunity for visitors seeking to learn about digitisation and how to prepare and implement a strategy in this smart era Taking place at the NEC Birmingham from 5 Leading associations who are actively involved April, Smart Industry Expo 2022 will provide in promoting smart technologies and strategies the platform for smart city industry experts will, once again be supporting the 2022 to be able to discuss a wide range of issues inaugural event, and participating in the seminar from components to Predictive Maintenance programme. 4.0, Logistics 4.0, and smart grid technologies With a strong emphasis on technology, The amongst others. Engineering Forum will bring together all aspects With an exciting exhibitor line-up and a strong of plant and asset management, hydraulics, seminar offering, other areas to be covered pneumatics, robotics and automation, energy include: components for IT-based automation efficiency, machine safety, drives, motion control, solutions that will bring fundamental change legislation, system strategies and technological to all in-factory processes, IT security, as well as developments. Featuring representatives smart technologies that manage and from across industry including coordinate power, gas and heat government agencies, networks so that capacity can research bodies, trade be balanced and optimally associations, and The compre deployed across the manufacturers. entire energy system – The three-d hensive integrated energy. Digitalisation program ay seminar The comprehensive Forum will fully industr me will see k three-day seminar reflect the y the var leaders exp ey programme will ongoing global ious str lore see key industry transformation a opportu tegies a leaders explore the to the smart help UK nities that ca nd various strategies and manufacturing n opportunities that can era and provide a transfo manufacturer help UK manufacturers fascinating insight rm to a s smart transform to a smart era. into the potential era Topics covered will range plants of the future, from: smart components, covering all aspect of automation components the digital transformation and artificial intelligence, to cloud across the manufacturing computing, cyber security, Logistics 4.0, Predictive spectrum. Leading expert will address the vast Maintenance 4.0, real time monitoring and array of information around 4IR, discussing controls, and sensor technology and software. the practicalities, technologies and issues

surrounding transition and implementation of digitalisation in UK manufacturing. Talking Industry Live The wide range of topical panel discussions of the popular Talking Industry webinar events will move temporarily from the digital sphere to live panel discussions at the NEC under the Talking Industry Live brand for three days. Talking Industry Live, as a CPD member, will include accredited seminars that will fully reflect the ongoing global transformation to the smart manufacturing era and provide fascinating panel discussions and insight into the potential plants of the future, covering all aspect of the digital transformation across the manufacturing spectrum, as well as looking at how digitalisation has helped during the Coronavirus pandemic and its importance in any future outbreak. Leading experts will address the vast array of information around 4IR, discussing the practicalities, technologies and issues surrounding transition and implementation of digitalisation in UK manufacturing. Discussion on day one of the event will look at robotics and advanced automation, the future of asset management and bridging the engineering skills gap for factories of the future. The second day will focus on discussions concerned with strategies to avoid cyber crime and adapting to the smart eta, whilst the final day includes topics such as industrial networks, IIOT, 5G and communications. FURTHER INFORMATION www.smartindustry-expo.com

SMART CITY BUSINESS | MARCH 2022

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The Three Pillars of Cyber Security: People – Process – Technology The level of cyber security protection offered by Digital Craftsmen means organisations can focus their energy driving digital transformation and internal IT projects forward Challenging Times in Cyber-Security Cyber-Attacks have increased by 600% in the last 12 months alone, with industry reports predicting it’s going to get worse. Various factors have created this situation. Working from home during lockdown opened up vulnerabilities which hackers quickly exploited. The ‘Great Resignation’ has seen people quitting their jobs leaving gaping holes in the knowledge of the organisations they leave behind. The push for Digital Transformation has seen internal resources stretched to the limit to deliver on projects, without the time to do the security checks on them. The last, most serious are hostile nation states waging cyber-warfare to weaken businesses, governments, and economies. Hackers are more sophisticated using social engineering techniques to deceive victims into opening phishing emails. They’re busy deploying new technologies such as AI to carry out brute force attacks. Once inside a network, they hide for days, even weeks, their activity barely noticeable on standard cyber-security systems whilst they seed malicious code deep into IT infrastructure, and any data back-up is infected or corrupted by ransomware code. Cyber-Crime Is Now Commoditised Cyber-Crime is immensely profitable, generating billions in revenue for cyber-criminals. This has seen it turn into a commoditised market place and today, it doesn’t take much for a hacker with basic technical skills to buy or even franchise the elements to launch a ransomware attack from the Dark Web. Cyber-Security Preparedness Many organisations are not aware of these heightened threats, and are still relying on technology alone to secure their perimeters with a few reminders to employees about phishing emails. In today’s world, this passive approach to cyber-security is nowhere near enough to be protected against the cyber-threats.

Pillar One: People

Pillar Two: Process

Pillar Three: Technology

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4 IT Audit to Indentify Risks

1 People A Security Mindset is your first step. But, do the IT teams have the latest cyber-security skills, expertise and qualifications to ensure the best controls, technologies, and practices are in place to be secure against increasing cyber-threats? 2 Process Process provides the frameworks and organisational structures for employees to understand their roles with supporting documentation to mitigate risks or deal with threats in real time. As best practice these should be continually assessed and updated as cyber-criminals are constantly evolving their attack techniques. 3 Technology Technology, if introduced and developed in a secure manner significantly raises the levels of defence. However, all too easily it becomes the root cause of problems if deployed without sufficient planning, and a limited understanding of the environment they are being set up to defend. Partnering with Cyber Security Experts Our security services are based on the Three Pillar approach. We are ISO27001 and Cyber Essentials accredited, and bring industry verified cyber-security processes to clients, with an ITIL Support Desk available 24/7. The partnerships we have with Qualys and Armor, two technology cyber-security

giants provides us access to the latest technologies, best practices and learnings which in turn we bring to our clients. Cyber-Security Services for the Public Sector Follow a simple two-step roadmap to strengthening your security: Step One - Run a Vulnerability Audit to identify any vulnerabilities. Once these are known, our teams are ready to remediate all weaknesses and harden systems. Step Two – Bring in a Security Operations Centre (SOC) with 24/7 monitoring and dedicated teams ready to take action at the first sign of an attack. Threats are detected in seconds, identified in minutes and remediated within an hour. Setting up a SOC inhouse is costly. A data breach is a lot more costly. This is why bringing in third-party experts and a managed SOC as a Service provides a simple and affordable option at a time when budgets are under pressure. L Maybe it’s time to reassess your state of security preparedness. Visit our webpage today to secure your employees and IT systems. www.digitalcraftsmen.com/publicsector FURTHER INFORMATION Tel: 020 3745 7706 publicsector@digitalcraftsmen.com www.digitalcraftsmen.com

Cyber-Security 101 90% of successful cyber-attacks are due to basic human error with phishing emails top of the list. Simple steps such as raising the level of cyber-awareness by adopting a Security Mindset amongst all employees will reduce the number of incidents. Cyber-Security Triumvirate The best cyber-security approach we recommend for securing your defences against cyber-threats is based on Three Pillars:

SMART CITY BUSINESS | MARCH 2022

Cyber security

Improving the state of cyber security in the public sector It is more important than ever before that the public sector keeps pace with the evolving threatscape and harnesses the power of new technologies and reliable security frameworks, writes Ben Johnson

Since the start of the pandemic, the public sector has come under increased threat, and cyber attacks are more prevalent now than ever before. In fact, GCHQ recently disclosed that the number of ransomware attacks on British institutions doubled between 2020 and 2021. Although the sector is gradually becoming more digitally mature, there is still a long way to go and many publicly‑owned organisations are under-resourced, overstretched and uncertain on how to establish a clear cyber security strategy. However, in January 2022, Chancellor of the Duchy of Lancaster, Steve Barclay, published a statement announcing the UK government’s first ever Cyber Security Strategy to shore up the sector’s resilience. He drew on recent examples of cyber attacks that occurred in the public domain, including the incident in Redcar and Cleveland, where residents couldn’t access key services or seek social care advice after the council’s computer systems and website came under attack. Similarly, in 2020, Hackney Council experienced a ransomware incident where essential council tax, benefits and housing services were severely impacted. The effects are still being felt today, with reports that the breach cost the council £10 million and could have resulted in the loss of life. But the unveiling of the government’s first ever cyber security strategy promises to strengthen critical public functions - across government, healthcare and education - ‘realise the ambitions set out in the Integrated Review and National Cyber Strategy, and help cement the UK as a democratic and responsible ‘Cyber Power’. It’s excellent to see that UK government is investing in a cyber security strategy specifically to support the public sector, as well as launching a new Government Cyber Coordination Centre (GCCC). However, as recent breaches have shown, the damage caused by cyber attacks and the data that can be leaked from the public sector is unfathomable. What’s more, government cyber security teams are on even higher alert in the current climate, as global tensions remain high

It is common for government run organisations to become targets for cyber criminals, as they often provide critical services that, if compromised, would cause severe disruption nationwide following Russia’s invasion of Ukraine on 24 February. So, how can organisations in the public sector, and UK government in particular, best protect themselves in this ever-evolving threat landscape? Why is the public sector becoming a key target for cyber criminals? It is common for government run organisations to become targets for cyber criminals, as they often provide critical services that, if compromised, would cause severe disruption nationwide. Alongside the criticality of their infrastructure, the public sector is constrained by budgets that are far tighter than private businesses and therefore have less resource to invest in a comprehensive cyber security strategy, or even to upgrade their legacy IT. This combination is hugely appealing to criminals that look to cause the most damage to get the highest reward from their attacks. It is important to note that the cyber criminal industry has progressed

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

significantly from the ‘spray and pray’ approach that it deployed in the past; today, organisations will be carefully targeted, and their vulnerabilities well assessed. However, the UK government is now investigating how they extract the most value out of their current legacy IT systems, including ways to secure them. Currently, 45 per cent of IT spend in the public sector is allocated for legacy IT. But as cyber threats increase, organisations are beginning to embrace digital transformation and cloud adoption, as these offer much greater cost savings and a stronger security strategy in the long run. The power of technology For the public sector to protect against malicious activity, it must first understand the technologies available to combat potential threats. Due to budget constraints, it is not always possible to completely retire legacy IT, and often, this older technology plays a key role in the IT infrastructure. While it can be integrated with new technologies, this

Cyber security

is where issues arise and gaps in visibility between hardware and software occur. This is because traditional network monitoring tools are unable to get a clear sight in the cloud, whereas cloud tools function specifically with a view into the cloud environment. In overcoming this challenge, local and central government bodies must ensure that the solutions they use are optimised. To do this, visibility gaps must be eliminated. When blind-spots occur, it presents an opportunity for cyber criminals to infiltrate a network and move through systems undetected, sometimes for long durations. Ransomware is becoming a prolific threat for the public sector and SecOps teams must recognise that they can only protect against the attacks they can see. Following the government’s announcement in January, and with cyber investment is more readily available, IT leaders should look at how they can introduce full observability into their hybrid environment. In particular, the public sector should look to leverage visibility-as-code, to gain actionable insights that will enable security teams to bolster their cyber strategy and keep cyber criminals at bay. This deep level observability – from the core to the cloud and back again– is

invaluable. And by ensuring IT teams have complete visibility across their technology stack, they will be best placed to use the intelligence this provides to tighten security and drive forward performance. Implementing a Zero-Trust framework Across all sectors, remote and hybrid working has become the norm – even for the public sector. However, an increase in working from home brings a new set of risks. The ‘implicit trust’ we extended across our networks and to internal users is being used against us, with attacks that could expose critical data or cause network failure, and they are coming from every angle. Implementing appropriate security settings and blocking non-IT approved applications are key actions here, but the need to combat attacks from both outside and inside an organisation requires a different approach. Adopting a Zero Trust framework can help with this extra protection, as it means that anyone trying to access an organisation’s resources are required to undertake identity verification whenever they request access to the network – removing the ‘implicit

trust’ that can often leave networks vulnerable to attacks. For the public sector in particular, that is often made up of a number of departments and has a wide network of third-party organisations in their supply chain, this framework can help to significantly reduce the risk of an attack. Again, deep observability remains key for ensuring the success of this approach. The very nature of Zero Trust is thorough inspection of all data and the ability to stop adversaries traversing an IT infrastructure laterally undetected. As the risk of attacks rises and defending public organisations becomes even more critical, it is more important than ever before that the public sector keeps pace with the evolving threatscape and harnesses the power of new technologies and reliable security frameworks. At the very heart of this lies deep observability, as seeing threats early means faster identification, reaction and recovery. L

Ben Johnson is Regional Director at Gigamon. FURTHER INFORMATION www.gigamon.com

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

Millions of people are at risk of the deadly consequences of conflict in Ukraine. People are fleeing their homes and families are being separated. Many are going without food or clean water. We must get critical support to those who need it most, in Ukraine and its bordering countries.

Please donate to the DEC Ukraine Humanitarian Appeal, if you can.

redcross.org.uk/shelter or text SHELTER to 70141 to Visit

make a £10 donation. By texting, you consent to future telephone and SMS marketing contact from British Red Cross. Text SHELTER NO to 70141 to give £10 without consenting to calls and texts.*

Keeping in touch Your support makes a life-changing difference to people in crisis. We write to our supporters to update you about the work of the British Red Cross, and how you can help and donate in other ways. You can change the way we contact you at any time by visiting redcross.org.uk/keepingintouch or calling Freephone 0800 2800 491. Privacy statement The British Red Cross is committed to privacy and will use personal data for the purpose it was collected or other legitimate purposes we tell you about: for example, to provide goods, services or information you have requested or to administer donations or services we provide. We may also analyse data we collect to better understand the people who support us or those who use or deliver our services. Sometimes this means us combining that data with information from reliable public sources. Our research allows us to tailor communications and services in a more focused and cost-effective way, as well as better meeting your needs and the needs of others like you. However, we will never do this in a way that intrudes on personal privacy and will not use your data for a purpose that conflicts with previously expressed privacy preferences. For full details about how we use personal data, our legal basis for doing so and your privacy rights, please see our privacy notice online at redcross.org.uk/privacy. The DEC Ukraine Humanitarian Appeal will support people in areas currently affected and those potentially affected in the future by the crisis. In the unlikely event that we raise more money than can be reasonably and efficiently spent, any surplus funds will be used to help us prepare for and respond to other humanitarian disasters anywhere in the world. For more information visit https://donate. redcross.org.uk/appeal/disaster-fund *Texts cost £10 +1 standard message (we receive 100%). For full T&Cs visit redcross.org.uk/mobile, must be 16+. The British Red Cross Society, incorporated by Royal Charter 1908, is a charity registered in England and Wales (220949), Scotland (SC037738), Isle of Man (0752) and Jersey (430).

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We need your help

Events

Events which bring communities together Chris Clarke, Policy Researcher at HOPE not hate, argues that we need to focus more on events which bring communities together Attitudes to change and difference lie at the heart of the tensions in many communities. Whether these take the form of local flashpoints or electoral successes for the far right, they tend to be most common when there is an absence of shared experience. This can be due to a lack of dialogue between existing communities, or thanks to population changes in an area with little experience of migration. Creating channels and spaces for groups to meet is a powerful means of countering this. Meeting on equal terms Local authorities who are looking to strengthen resilience need to find ways in which different parts of the community can encounter one other. And public events, built around commemoration or celebration, are a powerful mechanism for doing this. These may be be based on anything from Eid to Harvest Day, and from LGBT pride to Remembrance Sunday. They can focus on moments which have local significance, such as the celebration of a famous son or daughter of the town. Or they can be built around broader moments, like the success of the national football team. They can take the form of everything from a parade through the high street to a tea party at a care home. The key point is that different groups are meeting – and are doing so on equal terms. HOPE Not hate Charitable Trust’s new guide on inclusive events is the first in a series of resources we are releasing. The guide was compiled with the help of British Future, Gravesham Borough Council, Cohesion Plus and the Centre for English Identity and Politics. It comes as part of our Hopeful Towns project, and aims to help local decision-makers build resilience. Thinking about audience Central to the Inclusive Events guide is a focus on councils and their partners having

confidence in what they can pull off, and in their taking risks. The path of least resistance can sometimes be for authorities to fund discrete events – in an effort to please the respective communities – rather than to put on celebrations which bring people together. In reality, this often means catering to ‘the usual suspects’. According to our contributors, fears about groups not getting on – or about events offending one community or another – were often unwarranted. But this does not mean that community events will come together naturally, without serious thought about who is there and why. Whether you are marking St George’s Day or Black History Month, serious consideration needs to go into audience. Who do you want to come? What is the shared frame or ‘hook’ which will attract these audiences? And how can you identify messengers with the credibility to reach different communities? Telling stories Underpinning this must be a powerful story about the area where the event is held. This usually involves understanding the town as a place which is proud of its history, whilst also emphasising that adapting to change is a central part of that history. Truly inclusive events rarely seek to alter what the town is and what it stands for, in other words. But they also emphasise that the place’s identity is open to everyone. Even places which are not diverse in the contemporary sense will often have a history of welcoming newcomers. This might involve outsiders visiting for tourism or new residents relocating to a New Town upon its formation. Start where people are Whether it is a parade, a memorial or a festival, the devil is in the detail. Factors like the venue will be central, for example. There are surprisingly few spaces which do not feel like the ‘home turf’ of one community over another. The residents who have the fewest

interactions with other groups are also the least likely to go somewhere that is unfamiliar to them. So, finding neutral common ground is vital, when looking for a venue, if events are to take place on a genuinely equal footing. The same goes for the content of the event itself. It can be tempting for decision-makers to re-invent the wheel. But step number one is to find out what people are proud of about the place where they live. What are they interested in and what they consider a good day out? This will often come back to simple things, based on sport, music or free entertainment for the family. This does not mean that events cannot focus on religious holidays or historical centenaries. But they must seek out the aspects of these things which are accessible for different groups. The aim is not that people are involved in a self-conscious cultural exchange, but that they are spending time together organically. The benefits for community resilience will usually come as a by-product. The council role Local authorities are seldom the best-placed to lead from the front. Rather, events work best when councils enable and stimulate ideas from within the community. Authorities can provide funding, as well as support in kind (via the use of a municipal spaces, for instance, or thanks to help with a risk assessment). They can help to keep timelines on course, and to give other organisations the confidence to back an idea. But they often need to melt into the background once momentum has begun to build – allowing local partners, charities and arts organisations to take the lead. Gravesham Council in Kent is a good example. They have made a conscious choice that community events are central to an area like theirs – which has high migration and pockets of acute deprivation. And they have made it a central part of their offer to residents. Gravesham have taken a dual approach to funding these events. They have seed-funded many new initiatives via small pots of money, on a fairly experimental basis. But they have also established longer-term partnerships with trusted organisations like Kent Equality Cohesion Council, to deliver larger set-piece events. Ultimately, there is no silver bullet for building community resilience. But, by encouraging events which build ties, local government can strengthen their communities in the long-term, against those who peddle division and hatred. L FURTHER INFORMATION www.hopenothate.org.uk

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

WE’RE HERE FOR THE

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So whatever the spanner in your work is, whether a guest becomes injured tripping on a wire, or you face postponement due to venue closure, Hiscox event insurance is designed to help protect you if things don’t go to plan. Experts in event insurance. Visit hiscox.co.uk/event-insurance

Hiscox Underwriting Ltd is authorised and regulated by the Financial Conduct Authority.

Conferences & events

Driving the recovery of the tourism and meetings sector The government has ended legal restrictions in England, meaning that the reopening of events and venues will gauge the industry’s attention and once again put meetings firmly on the agenda The events industry has experienced a Plan B restrictions having been in place for the tumultuous few years. Two years on from industry’s busiest time of the year, hospitality the start of the coronavirus pandemic, the can and will be the leading contributor to full extent of the damage done to the once the UK’s economic recovery, if given the right vibrant hospitality industry has been revealed support. This is good news for the conference – a massive and devastating £115 billion and events sector, which, across the UK, has loss. Hit hardest by coronavirus, the sector plenty to offer throughout 2022 and beyond. has racked-up £114.8 billion sales lost versus Michael Begley, of venuedirectory.com, what was expected for 2020/21. With a full said, in light of the government’s move 24-months of data available, hospitality, which to Living with Covid, essentially removing in normal times generates up to £140 billionall restrictions in England, that the events a-year, has lost 43 per cent and 45 full weeks industry is ‘now returning to pre-pandemic of sales since March 2020. enquiry levels’ with enquiry levels now the However, the latest statistics issued on same as they were in the early part of March behalf of UKHospitality provide positive 2020 and ‘only 20 per cent short of what reading. The Quarterly Tracker there were at this time in 2019’. reveals that hospitality The Meetings Industry Two enjoyed £17.3 billion Association also responded final quarter growth in positively to the UK’s years o 2021 compared to the Living with Covid plan, from th n e same period the year as UK Prime Minister s t a o r f the co t before, an increase Boris Johnson pandem ronavirus of 121 per cent. The announced the end ic, the f extent final quarter growth of all restrictions of the d ull shows that, despite in England from don

amage e to the o n ce hospita lity induvibrant has bee stry reveale n d

April 2022. Kerrin MacPhie, chief executive fo the association, said that the move would ‘provide many organisations with security and confidence that recent business meetings and events levels will remain’. Although caution and compliance with safety and hygiene protocols should remain, she said that the group is ‘optimistic that the sector can now move forward’. At the end of 2021, the Meetings Industry Association revealed the extent of event cancellations and postponements as a result of the Omicron variant, echoing the concerning findings from UKHospitality. The research indicated that UK venues lost an estimated £117 million of business between 8 December and 22 December 2021. This was accompanied by nine in 10 organisations having suffered from event cancellations as an implication of the Omicron variant, averaging a value of £57,851 per organisation, meaning that business confidence across the supply chain was severely depleted, stalling the industry’s recovery once more. However, the tide is now turning. E

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

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jockeyclubvenues.co.uk enquiries@jockeyclubvenues.co.uk

INCLUDING

THE

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The government recently announced that access to arts and culture across the country will be transformed with plans to increase and better distribute funding for the sector to previously overlooked or neglected areas 19 per cent increase by 2025, the final year of the Spending Review period. Following a record 20 bids for the title, the government is set to soon announce UK City of Culture 2025. In October 2021, a shortlist of eight areas was revealed, with one of Armagh City, Banbridge and Craigavon, Bradford, Cornwall, County Durham, Derby, Southampton, Stirling and Wrexham County Borough to follow Coventry’s tenure as UK City of Culture 2021 to take the lead on culture in the UK in 2025. The competition uses culture as a tool for levelling up towns and cities across the country. All bids were asked to explain how they would use culture to grow and strengthen their local area, as well as how they would use culture to recover from the impact of the coronavirus pandemic. Meeting sustainably Green Tourism and the Meetings Industry Association recently secured an exclusive

Conferences & events

 Levelling Up The government recently announced that access to arts and culture across the country will be transformed with plans to increase and better distribute funding for the sector to previously overlooked or neglected areas. The Department for Digital, Culture, Media & Sport and Arts Council England have jointly said that an additional £75 million will be provided by 2025 to make sure places which have been culturally under-served in the past get a better distribution of arts funding. In total, 109 ‘Levelling Up for Culture Places’ have been identified which will be targeted for additional investment. The aim is to generate more opportunities for people in the regions, with more arts jobs on offer and better access to cultural activities so people do not have to travel as far to see world-class arts. Organisations old and new in areas that historically have had low investment in arts and culture will be encouraged to bid for funds, meaning places such as Wolverhampton, Hartlepool, Rotherham, Peterborough and Oldham could be given the extra support they need to build on their rich cultural heritage. The government set out a commitment to raise cultural spending significantly outside of the capital in its Levelling Up white paper. The latest announcement signals that cultural investment by the government via Arts Council England is expected to rise to almost £250 million by 2025 across England outside London. This is the equivalent to a

five-year partnership to drive standards for sustainable business meetings and events. Following the launch of Green Tourism’s ‘Green Meetings’ standard in June 2021, the mia has joined forces with the world leading sustainability support programme which has been assessing and accrediting thousands of sustainable businesses for more than a quarter of a century. The partnership will help mia members secure Green Tourism’s accreditation that has a strict three-pillar sustainability criteria. The criteria, which focuses on people, places and the planet, will allow mia members to easily identify and measure sustainable practices as well as access invaluable sector guidance. Members will be given access to four sustainability webinars a year free-of-charge, expert support and resources as well as discounts on annual membership fees and the confidence that the mia is helping to shape the Green Meetings standard. E

Ideas connect when we’re together. The feeling of togetherness is a great one. We’re committed to to ensuring that we provide the perfect environment for great meetings & events. Our two residential venues are forward thinking, flexible, and sustainable, providing your team with the perfect space to express themselves. Twin this with a team that cares, you can trust us when we say We’ve got this!

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Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

Ever thought about using a University for a meeting or event? Did you know we offer some of the widest ranges of rooms for meetings and training in Bristol and the South West? Our extensive mix of beautiful buildings, with both historic and modern facilities are guaranteed to impress. Come and enjoy our unique venues that are flooded with natural daylight, fresh air and surrounded by some of Bristol’s greatest outdoor space.

Curious? Come and take a look: www.bristol.ac.uk/venues | uob-venues@bristol.ac.uk | 0117 428 4000

 Kerrin MacPhie, chief executive of the mia, said: “We are moving into a new era of business meetings and events. Covid-19 has been a catalyst in focussing the industry on what is important, and sustainability will play a vital role in supporting the sector’s road to recovery. While it has been a focus for the mia in recent years, after a comprehensive review of the market to further evolve our sustainability member offering, we are pleased to announce this ground-breaking partnership for the sector. This significant step will also boost client confidence as mia members will display the Green Meetings standard, showing their commitment to people, places, and our planet.” Scott MacLean, managing director of Green Tourism, said: “Sustainability is more important than ever, and has never been higher in public awareness in light of the COP26 climate change summit in Scotland last year. It was, after all, the biggest climate meeting the UK has ever held. We’re pleased that the mia has recognised the value of our Green Meetings standard that was

created using our extensive knowledge of sustainability built up over 25 years. We’re looking forward to working with mia’s members across the UK. We developed Green Meetings because venues wanted to benefit from the credibility of the Green Tourism standard, but were keen to have an accreditation that is specific to the meetings sector. So, we’re delighted to see how well received it has been by the sector.” Regionally, in Scotland, a package of COP26 legacy projects are proposing to help Scotland’s tourism sector lead the world in the race to net zero. Through the Scottish Government’s Tourism Recovery Programme, global sustainable tourism body The Travel Foundation has been appointed to work with Scotland’s three economic development agencies and VisitScotland. The appointment follows on from the Glasgow Declaration on Climate Action in Tourism, launched at COP26 and now being delivered in partnership with the UN’s World Tourism Organisation, which both the Travel Foundation and VisitScotland helped draft.

Part of the Destination Net Zero programme, and developed by the Scottish Tourism Emergency Response Group (STERG), the projects will accelerate climate action within the sector, while sharing the lessons so that destinations worldwide can also benefit. Together, they will deliver three projects: pilot schemes in Glasgow, the Outer Hebrides and Inverness & Loch Ness to support destinations to develop green action plans; working with major tour operator The Travel Corporation on another pilot specifically targeting emissions from ground transport and food production in the sector; and supporting Scottish Enterprise, Highlands and Islands Enterprise, South of Scotland Enterprise, VisitScotland and other stakeholders in the transition of the sector to net zero; Jeremy Sampson, CEO of The Travel Foundation, said: “Scotland has adopted a leadership role on climate action in tourism, and the work we are doing now will improve understanding of – and hopefully resolve – some of the challenges that all destinations are facing as they plan their transition towards net zero. It is important that other destinations follow in Scotland’s footsteps, and we hope these initiatives will create useful tools, guidance and a way forward.” Popular visitor destinations across Scotland will share just over £2.6 million in funding for projects to improve facilities as part of Scotland’s drive for sustainable tourism. In January it was announced that 11 projects across the country had been recommended for approval to receive cash from round four of the Rural Tourism Infrastructure Fund (RTIF). E

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

Conferences & events

Green Tourism and the Meetings Industry Association recently secured an exclusive five-year partnership to drive standards for sustainable business meetings and events, based upon three criteria: people, places and the planet

BOOK CHATEAU RHIANFA HOTEL FOR YOUR EVENT Picturesque Welsh countryside provides a stunning backdrop for this fairy-tale style French-inspired chateau on the Isle of Anglesey. Built-in 1849, the hotel is a grade II-listed building and draws on its romantic environment and history to offer guests a beautiful and passion-inspiring stay in the Welsh countryside. Room options include cosy lodges overlooking the Menai Strait, spacious and elegant suites with French-inspired décor. Looking out across the peaks of Snowdonia, the hotel offers a range of experiences right on its doorstep. CALL 01248 880 090 FOR MORE INFORMATION

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

Highlands Geopark, and the creative cities in the east, and much more in between. The trail is a proud testament to the richness and scope of Scotland’s awe-inspiring nature, its ancient and compelling history, the vibrancy of its culture, and its proud scientific and technological legacy. The trail encourages visitors to slow down, stay longer, visit all year round and to make sustainable travel choices, contributing to Scotland’s worldleading position as a responsible tourism destination. Heading to the north west A short-term recovery plan to rebuild the Liverpool City Region visitor economy after it was devastated by the pandemic was unveiled by Metro Mayor Steve Rotheram last month. The two-year Visitor Economy Recovery Strategy proposes a raft of urgent interventions as well as longer term measures to help the £5 billion-a-year industry return to full health. Reflecting its status nationally, Liverpool had been the fifth most visited city in the UK by international visitors. In 2020, the LCR visitor economy’s 7,840 businesses took a 58 per cent hit to income and the conference and events sector was left ‘decimated’. According to Office of National Statistics figures, sectors of the visitor economy lost between 39 per cent and 89 per cent of their output during the year. International tourists are not expected

to return to pre-pandemic levels before 2025 and the business events sector may not fully recover before 2028. The new strategy will work to support the sector in the short term with a range of interventions, including the important events and conference sector, which in normal times brought much-needed income via a steady stream of delegates, often in winter and during the week. In the short term, demand is strong with day trippers and domestic visitors expected to top the 66 million who came in 2019. The strategy sets out five priority areas, aligned with national government priorities, around key markets, rebuilding confidence and resilience. Destination marketing is to be carried out over the next three years using a £3.2 million of public and private sector investment to generate demand for leisure and business tourists. A further £3.1 million plan over two years using Strategic Investment Funding and private sector funding is designed to help rebuild the conference and events sector, which was hit hard. With uncertainty around travel restrictions, compounded by a move to more remote working and online meetings, it could take five years for events income levels to return to previous levels. To restore the sector to full health, new funding models to support major venues in bidding for conferences and events are being explored. L

Conferences & events

 Managed by VisitScotland on behalf of the Scottish Government, the RTIF was created to improve the quality of the visitor experience in rural parts of Scotland that have faced pressure on their infrastructure due to an increase in visitor numbers. It aims to reduce the impact of visitor numbers on local communities and facilities and create a more collaborative and sustainable approach to infrastructure provision and long-term maintenance of local facilities for the benefit of communities. On the topic of Scotland, the country has a programme running throughout 2022 which shines a light on the theme of Year of Stories 2022. 2022 will be a year to celebrate stories inspired by, created, or written in Scotland. Every culture has its stories to tell, and Scotland has a particularly rich heritage of stories and storytelling to spotlight and celebrate. These include local tales, oral traditions, iconic books, and tales told on the big screen – all inspired by Scotland and its culture and reflected back by many diverse voices and across the widest range of forms. Launched in October 2021, Scotland is also home to the world’s first ever UNESCO trail which brings together some of the country’s most iconic, diverse and culturally significant sites. It connects 13 different UNESCO destinations, reaching from the biosphere in the south of Scotland to the island of St Kilda in the west, The North West

We can help! We own, manage and hire out three historic buildings within the Scottish Highland Coastal town of Cromarty. Range of comfortable bedroom layouts; fully-equipped venues; catered or self-catered; conference equipment; parking; much more.

www.cromartyartstrust.org Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

Wudo Solutions - Working together to implement practical and agile risk management systems In our experience risk management can be the key tool for delivering strategy and realising objectives. Risk management can feel very bureaucratic and cumbersome, and most of our experience comes from helping organisations implement practical and agile risk management systems, but the benefits if done right cannot be underestimated. You might have heard of a SWOT analysis. This is where you look at your: strengths; weaknesses; opportunities; and threats. Building on strengths and addressing weaknesses are core business activities of course, but the key point is they are reactive. Risk management helps you with the opportunities (potential strengths) and threats (potential weaknesses) by being proactive, addressing uncertainly and supporting decision making. Once you have implemented an effective risk management system in your business these are the kind of benefits you can expect to see: Financial : By looking at financial opportunities and threats you can help to reduce costs and maximise efficiency. In addition having effective risk management sends a strong, positive signal to stakeholders about the effective

governance of your organisation. Operational : Effective risk management can help build teams, as it will bring people across your organisation together to identify and tackle risks. Risk management can also bring tangible improvements by helping strip out unnecessary activity, enhance automation or the use of technology, and make it easier for people to access your services. Reputational : Tackling reputational risks helps avoid bad press and maximise your profile through engagement and reaching out to new audiences. As you are mitigating and managing risk, you can show you are proactively engaging in professional practices and doing your best for the people you serve. Effective risk management requires you to get a number of things right. These include: understanding your objectives and priorities; obtaining timely, high quality information to inform your thinking; coming together as a team to identify and evaluate your risks; identifying actions – and completing them; reviewing the outcome of those actions; and making this a continuous process, not just a one-off. Risk management is a great tool for

delivering financial, operational and reputational resilience and through that a business that can succeed, grow and outcompete others in the same industry. It can also help you develop your team by having people working together to identify and evaluate threats and opportunities and make them feel more engaged as colleagues. Visit the Wudo Solutions website to find free guidance, events and resources about risk management. FURTHER INFORMATION www.wudo.solutions

Helping organisations implement practical and agile risk management systems Visit www.wudo.solutions to find free guidance, events and resources about risk management

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Security

Protect Duty: Health and safety and security management Following the government’s Protect Duty announcement in January, Michael Edwards CMIOSH, from the Institution of Occupational Safety and Health, explains how the legislation leans on existing methodologies used by occupational safety and health workers Health and safety and security management share many key elements. Their main priorities are keeping people safe and allowing organisations to keep functioning. Both disciplines are legally based, so occupational safety and health (OSH) professionals and security professionals need to keep up to date with upcoming legislation. This month, the government has introduced Protect Duty. This legislation, and the changes it brings, will enhance the protection of the UK’s publicly accessible places from terrorist attacks and ensure that businesses and organisations are prepared to deal with incidents. The approach the government has taken has raised interest within the OSH community, mainly due to the requirement for organisations to undertake a risk assessment. This is to assess the risks posed to them by terrorist activities, based upon either information about terrorist attacks available through freely accessible government websites – the Centre for the Protection of National Infrastructure (CPNI) and the National Counter Terrorism Security Office (NaCTSO) for smaller or local event organisers, or by other means for larger organisations. Legal context is important here. The proposed new duty is not criminal law such as health and safety law, where non-compliance

can result in prosecution and a criminal record for those found to be culpable. This places an important limit on the legal liabilities of those with duties under this law. The proposal is for a new offence for non-complaint organisations based on civil sanctions such as fines. That is not, however, the same as Common Law where the employer is liable by default for the actions of employees. It is quite possible, but not entirely clear from this document, that individuals could be vulnerable to being fined. Application of the legislation The document discusses who the proposed legislation should apply to. There are three main areas: public venues (eg entertainment and sports venues, tourist attractions, shopping centres); large organisations (eg retail or entertainment chains); and public spaces (eg public parks, beaches, thoroughfares, bridges, town/city squares and pedestrianised areas). From an Institution of Occupational Safety and Health (IOSH) perspective, any organisation that is public-facing should consider the risks of terrorism to the safety of their workers and members of the public using their facilities. Requirements of the legislation The general requirement of the legislation is that applicable organisations must assess the

risks posed by terrorist threats to workers and members of the public. Risk assessments are a time-tested technique used by organisations not only to manage OSH risks but also for general business risks as well. The consultation does not specify how the legislation, or its supporting guidance, will require the risk assessment to be carried out, but a good technique used by OSH professionals is below. - What is the hazard? (Hazard identification). - Who can be harmed and how? - What current control measures are in place? (Risk control and mitigation). - What is the likelihood of the hazard being realised and the consequence of harm? (Risk prioritisation). - What additional control measures are required to eliminate or further mitigate the risk? (Risk control, mitigation and resilience – risk treatment). - Is the remaining risk after controls acceptable? (Residual risk). This is where some of the terminology changes from OSH to security. Generally, OSH professionals use the term ‘hazard’ as something with the potential to cause harm. In the Protect Duty legislation, ‘threat’ is used, which is more akin to terms used in business E Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

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I N S T A L L

• Understanding the terrorist threat – noting that terrorist groups, their motivations and target preferences and attack methodologies can differ and tend to change over time. o A useful level of awareness can be achieved by following open source media reporting of recent attacks and their methodologies, understanding and monitoring the National Threat Level, and browsing relevant government websites. • Understanding the specific risks the threat poses for your site and/or organisation – how and why your site/organisation might be affected, either by being targeted directly or through indirect impacts, due to its location in a particular area or because of its proximity to neighbouring sites, businesses, or organisations that may be targeted. o You should undertake a risk assessment to identify and record terrorism risks and appropriate mitigations. This should be aligned with your organisation’s/site’s wider assessment of risks and their management. One of the unknowns with the key initial steps in the legislation is which methodology organisations should use to assess their risks from terrorist activities. Is it purely going to be via a qualitative risk assessment process using an indicative matrix, or using a semi-quantitative or even quantitative methodology? Due to the subjective nature of threats from terrorist activities, it is likely that a qualitative

Security professionals should be aware when looking to implement mitigations within their risk assessments to be considerate of what OSH professionals call ‘the Hierarchy of Control’ approach will be adequate to properly assess the risks to the organisation, its workers and members of the public. Risks assessed as green within the matrix will be considered low risk to workers and members of the public, while amber and red-rated risks will need more controls or mitigations added to reduce the risk to tolerable levels. From an OSH perspective, this risk assessment could link into the suite of assessments that an organisation needs to evidence to show that it is managing all its risks properly. It is likely many public-facing organisations will already have considered terrorist threats within their OSH workplace risk assessments. The introduction of this legislation may mean that organisations may split this from their OSH risk assessments into separate documents, which may or may not have an effect on the detail of the information presented. Again, like OSH risk assessments, this legislation talks about implementing mitigations to unacceptable risks. However, there is no evidence that it takes into account what an organisation’s risk tolerance would be to a terrorist attack. Expressed in quantitative terms that can be monitored, risk tolerance is often communicated as acceptable or unacceptable outcomes or as limited levels of risk. Risk tolerance statements identify the specific minimum and maximum levels of risk that the organisation is willing to accept. The range of deviation within the expressed boundaries would be bearable. Exceeding the organisation’s established risk tolerance level may endanger its overall strategy

Security

 risk assessments. The same applies to ‘risk control’, which tends to be an OSH term, while business risk assessments use ‘mitigation’. However, these terms are fairly interchangeable, and the above technique can still be used. Like OSH hazards, the threats need to be fully understood to properly assess the risk. The legislation talks about threat and risk. Key initial steps are understanding threat and risk.

and objectives. This can be due to the consequences in terms of cost, disruption to objectives or in reputational impact. What risk would an organisation tolerate in the case of a terrorist attack? It could be self-explanatory that no organisation would tolerate harm or loss of life to workers or members of the public, but what about loss of buildings or other assets? Controls or mitigations are a normal part of any risk assessment. The Protect Duty discusses mitigations such as physical security measures including CCTV, security doors, fences electronic access and intruder detection systems, and ‘people’ measures such as training and awareness, eg ACT Awareness e-Learning (Action Counters Terrorism). It also talks about developing cultural controls, encouraging and enabling a security culture in the workplace, eg ensuring that any concerns can be easily reported and will be acted upon and that managers lead by example and avoid giving mixed messages. Security professionals should be aware when looking to implement mitigations within their risk assessments to be considerate of what OSH professionals call ‘the Hierarchy of Control’. This looks at implementing controls that are most effective first and only looking at controls at the lower end when higher-level options are not feasible. Professionals should look at controls needed during preparation, execution and recovery of a terrorist event. It is also important to ensure that any security measures/plans don’t conflict with OSH requirements, including fire controls. The Bradford City Football Club fire in 1985 was an example of how security controls impacted on the health and safety of members of the public. The stand was ill-equipped to cope with an emergency – six fire exits at the back of the stand were found to have been locked, with seven forced or found to be open by supporters fleeing the fire. Summary This piece of legislation does not introduce new concepts for keeping workers and members of the public safe but leans on existing methodologies in different fields, such as OSH, to utilise regarding other risks to an organisation, such as the Protect Duty will cover with terrorism. How this legislation will work in practice is still debatable, but it is definitely something that security professionals will need to consider. FURTHER INFORMATION www.iosh.com

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Safety & Health Expo

Bringing the health and safety community back together Safety & Health Expo is the event where tens of thousands of health and safety professionals come together to innovate, collaborate, and fulfil their goals Taking place on on 17-19 May 2022, and following a three year hiatus, Safety & Health Expo welcomes thousands of health and safety professionals to stay on top of legislation and best practice, experience the latest technological solutions, and hear from industry trailblazers – all under one roof, over three days. Curated for health and safety professionals by inspirational speakers, the show enables delegates to visit the most informative and educational seminars around to stay on top of the very latest in legislation, industry standards and best-practice. In addition to this, there is an opportunity to make up for lost time by reconnecting, learning and sharing with the entire profession from across the globe. This can be achieved by enjoying faceto-face networking opportunities from the RoSPA Awards and Gala Dinner to networking breakfasts and drink receptions. As with previous events, there is also an exhibition aspect to the show in which visitors can assess and source the solutions for their business, including the newest workwear, behavioural safety programmes, safety harnesses, PPE, occupational health products, e-learning, training solutions and more.

your questions to film-maker Louis Theroux, in Safety & Health Expo caters for a wide the Keynote Theatre, who will provide some array of sectors, including construction and surprising and insightful stories from his vastmanufacturing, travel, transportation and ranging experience as a TV journalist. logistics, central and local government, utilities, health and housing. 2022 Agenda The Keynote Theatre will once again With society changing at pace, it is crucial welcome some of the biggest names from that businesses think beyond the here and the health and safety profession, along with now and place a much sharper focus on inspirational speakers, documentary-maker, being a responsible, resilient and producer and writer Louis Theroux sustainable organisation. And and Mandy Hickson, one of it all starts with people. Join the first female pilots to How organis Louise Hosking, President serve on the front-line in ations a Tornado. Hickson will of the Institution of handle take to the Keynote Occupational Safety the imm and manage e Theatre at the start and Health (IOSH), d ia te a of a ser of the second day to as she explores ious inc ftermath share her ‘Lessons how the health and ident ca have a huge im n learned from serving safety profession can pact on how th in a front-line support organisations e regulat public, the Tornado GR4’. Her to shape sustainable or an session will provide business models by judge t d courts a vivid insight into the putting their people h em leadership, teamwork and first. Hosking’s talk will be communication required to there first of the event in the Keynote Theatre. define and then realise specific At the same time, 10:30am, the goals in high-pressure situations. On Operational Excellence Theatre will host the E 19 May, visitors will have the chance to put Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

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Improvement in safety has stalled across industries, meaning that industry has to fundamentally re-think its approach to move out of this hamster wheel of putting in huge effort but not succeeding can have a huge impact on how the public, the regulator and courts judge them. Melvin Sandell and Julia Thomas will talk about how to reduce the likelihood of immediate enforcement action, reduce FFI, manage corporate reputations and how to manage the regulatory investigation to ensure the best possible outcomes. The British Safety Council has launched a report which provides compelling evidence to recognise ambient air pollution as an occupational health hazard in Britain. In the report, the charity presents the demands that spearhead its campaign to limit the dangers of air pollution to the health of outdoor workers. At Safety & Health Expo, the group share some findings. Carolyn Smith, head of Health and Safety at the VPS Group, will host a panel to discuss the opportunity for changing the perception of the health and safety profession, increasing collaboration across teams, and changing the direction of safety in the workplace, through genuine staff engagement. The main theme of this sessions will be the positive lessons to hold onto for the future, from our time during the pandemic. MSD risk management requires us to identify potentially hazardous operations, assess them and then reduce the risks so far as we can and manage the rest. The keystone of risk management are the numerous assessments of individual tasks that provide a detailed understanding of where to prioritise risk reductions. Matt

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 RoSPA Awards Excellence Panel. Accidents at work and work-related ill health not only cause major disruptions to business processes but the effect on quality of life to the individual cannot be understated. That’s why good safety performance deserves to be recognised and rewarded. Learn from some of the winners of the RoSPA Awards, one of the most prestigious and recognised schemes in the world with almost 2,000 entries every year, nearly 50 countries and a reach of over seven million employees. Other standout sessions on the first day of the show include a fun and informative session from Tony Roscoe, director of Implexis Consulting, on understanding how our brain works, why people take risks and what organisations can do in order to apply this to every day health and safety. The Health & Safety Executive’s Peter Kelly will also address stress risk assessments at work, covering statutory responsibility, resources and tools, as well as good (and bad) practice. Linda Reinstein, president of the Asbestos Disease Awareness Organisation, will give a presentation focusing on exposure pathways to identifying legacy asbestos found in homes, schools, and workplaces, environment. There will also be a deep dive into cutting-edge asbestos disease prevention strategies. Well-being will be discussed at length, with Dr Kate Beaven-Marks exploring how hypnotherapy approaches help boost workplace well-being, Bruce Durham analysing how Body Language Analysis creates happier and higher performing teams, and MIND’s Mark Evans sharing case studies into the contribution that the charity is making in the field of mental health awareness and wellbeing in industry. The 18 May agenda is headed by a presentation on handling and managing the immediate aftermath of a serious incident, provided by Finch Consulting. How organisations handle and manage the immediate aftermath of a serious incident

Birtles, principle ergonomist at HSE, will show the improved MSD risk assessment suit from HSE (including the MAC, RAPP and ART tools) that can now be completed online to provide you quicker assessments and better sharing of the outcomes so that you can spend more time focussed on risk reductions. Improvement in safety has stalled across industries, meaning that industry has to fundamentally re-think its approach to move out of this hamster wheel of putting in huge effort but not succeeding. We need to understand that poor analysis leads to blame, because when we look at when we look at what lies beneath, we find many gaps in our processes – in the way the contracts are set up, in the specification of the work, in the planning, in the procedures and in the resourcing. And the front-line has little influence on these important organisational factors. Diane Chadwick-Jones, former director of Human Performance at bp, argues that we can approach safety in a very different way - not focusing on the front-line and putting our energy into trying to ‘fix people’, but instead on how the work is set up. She will provide a presentation, on the final day of the show, on the next age of safety leadership: moving from blaming to learning. L FURTHER INFORMATION www.safety-health-expo.co.uk

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Road maintenance

Road markings are the future The Road Safety Markings Association detail the need for improved maintenance of road markings and the post-pandemic benefits of well-maintained road markings While they do not receive enough attention and are often overlooked in comparison to the plague of potholes, road markings are safety-critical highway infrastructure which are of paramount important to the connectivity of the country. Across the UK, thousands of miles of roads and markings contribute to safe journeys for the masses. Having clear, visible, professionally installed, reflective road markings benefits all of us. It results in roads and road users being safer and at less risk of an accident or collision and getting from point A to point B more quickly. When the road marking infrastructure is sound, we are safer and more confident in using the roads. This results in fewer collisions, thereby causing less congestion. Where there is less congestion, there are fewer vehicles at a standstill with their engines running, which in turn results in fewer emission hotspots.

and cycling if the government’s green Active travel has been a term in most people’s ambitions are to be met. periphery for a number of years, however the Road markings form the basis of any pandemic has brought it to the forefront of active travel infrastructure, allowing for transport choices and the trend continues segregated, demarcated travel lanes to accelerate. which allows cyclists to ride During the height of lockdown, where they feel safer and more when many of us were Road confident, out of the way furloughed or working home, markin of passing motorists. Road many key-worker road form th gs markings and demarcated marking contractors were e basis cycle lanes will encourage installing safety-critical a o n f y active an increase in the number road infrastructure, making infrastr travel of cyclists, a reduction use of the quieter roads. As ucture in vehicular traffic and lockdowns eased, the focus ultimately, a reduction in on ‘return to normal’ has vehicular emissions. Not all increased and traffic has morecyclists are confident enough to or-less returned to pre-Covid cycle next to cars, vans and lorries levels, however, it is likely that we driving at higher speeds; many would be will see more people taking up alternative keen to do more to reduce their own carbon E forms of getting from A to B through walking Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

 footprint, but it will be novel to many and they may need some help along the way. Investment in active travel infrastructure and demarcated cycle lanes will result in highway authorities achieving reductions in both congestion and vehicular emissions. The question arises time and again however, where does the money for these new infrastructure schemes come from when local authorities are already struggling to find enough in the budgets for general maintenance to roads and markings that are already in place? It is well known that highway budgets are stretched, in fact the Annual Local Authority Road Maintenance (ALARM) survey (2021) reports that, despite a 15 per cent increase in highway maintenance budgets, the bill to fix the backlog of maintenance work on local roads in England and Wales is more than £10 billion. Maintaining and fixing highways is essential to the connectivity of the country and local authorities are having to do more with less, for which they should be applauded, but there will come a time where no more can be done. One way of ensuring that local authorities receive value for money is to only allow professional, accredited contractors to work on their networks – ensuring road marking contractors are accredited to the National Highways Sector Scheme No. 7 (NHSS7) ensures the local authority, and ergo, the tax-paying public receive the best value for money. NHSS7 ensures that road marking contractors operate to the optimum level of professionalism, giving local authorities the confidence that their requirements are being fulfilled to the highest standards in a safe

environment. A move away from ‘cheapest’ to ‘best value for money’ is the only way that this investment will have positive lasting effects across the local roads network. Employing the services of a NHSS7 accredited contractor means employing a contractor whose operatives are trained and qualified for the job and removes the risk of allowing a potential unqualified contractor to work on a local authority’s most expensive asset – their roads. There is a reason why National Highways mandates that all road marking contractors working on the Strategic Road Network (SRN) are NHSS7 accredited, they do not want to take the risk of employing an unqualified, untrained contractor and allow them to install substandard road markings on their network; yet it is not mandated by government that this requirement is reflected across all public roads, including contractors employed by local authorities. Considering that almost all journeys begin and end on local roads which carry a greater volume of traffic and combined are significantly longer than the SRN, it is egregious that in some cases accreditation is not a requirement to ensure efficient and longlasting maintenance work that will save the tax-payers money. Local authorities need to recognise also the limitations of their own in-house knowledge when there is a wealth of specialist knowledge within supply chains and the wider industry. Greater collaborative working can bring further benefits and contractors should not just be seen as a delivery partner; they have a huge role to play in technical support and guidance as their level of knowledge and expertise is insurmountable.

Road maintenance

‘Mixed fleet’ road users and also support to environmental strategies as a cost-effective solution to reducing emission hotspots and encouraging active travel must now become a priority

Professionally maintained road markings Since the pandemic, we continue to hear the terms ‘levelling up’ and ‘build back better’ alongside the strategies to encourage autonomous vehicles (AVs) on the roads that are ‘safer’ than those driven by humans. Whilst AV technology continues to push forward at a lightening pace, at this point in time and for the foreseeable future they all require one key thing, which is often overlooked, to work successfully… appropriately installed and professionally maintained road markings. The importance of road markings in allowing AVs to function cannot be overstated. Road markings are one of the key reference elements for such vehicles to traverse a carriageway safely, allowing the vehicle to maintain its lane position. It has been clarified in reports that degraded or missing markings will compromise how and where autonomous vehicles are able to function. If the government is serious about being a world-leader in AVs, it must not only be able to provide the funding for road markings to be maintained to a high standard but also understand the absolutely vital role that they have. It is also important not to forget that for the next 20-30 years as a minimum, the UK is likely to operate a diverse ‘mixed fleet’ of vehicles and we must be mindful not to ignore the requirements of human drivers when embracing the capabilities of machines. In the short to medium term It is highly likely that vehicles will remain driver-controlled and/or Advanced Driver Assistance Systems (ADAS) equipped. This is an environment where the importance of road markings again cannot be overstated Action is required now by all those responsible for road maintenance to ensure road markings are maintained to an appropriate level for both human and machine requirements, and that road markings on all UK road networks are professionally installed to reap the safety and environmental benefits that AVs can bring. It is of the utmost importance to have high quality, well-maintained road markings installed by professional, NHSS7 certified, contractors. This must now move to the forefront in the minds of key highways decision makers. ‘Mixed fleet’ road users and also support to environmental strategies as a cost-effective solution to reducing emission hotspots and encouraging active travel must now become a priority. Not investing wisely runs the risk of meaningful changes to infrastructure not being felt, of improvements to air quality and vehicular emissions targets not being met, and of previously entrenched travel means permanently returning to the norm. Now is the time to seize the opportunity – invest in road markings and maximise returns. L FURTHER INFORMATION www.rsma.co.uk

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Frameworks

Improving public sector construction In December, the Cabinet Office published an independent review creating a new ‘Gold Standard’ in public sector construction frameworks In 2018, public sector works contributed £117 billion to the UK economy, as well as supporting more than two million jobs. An independent review creating a new ‘Gold Standard’ in public sector construction frameworks was published by the Cabinet Office at the end of last year. Recommendations for the new standard are designed to ensure the best possible outcomes are achieved in public sector developments, such as new roads, rail projects, schools, hospitals and prisons. The standard sets out how both the government and the construction industry must work together to tackle waste, secure value for money and drive innovation to achieve better, faster, safer and greener outcomes. Announcing the standard, Cabinet Office Minister, Lord Agnew, said: “The new Gold Standard will make sure that vital public sector developments have rigorous measures in place to make sure public money is spent well and that projects are delivered successfully. This will be welcomed across the public sector, the construction industry and by the public, who have a right to expect the best possible public sector projects.” Public sector construction The move will help to drive consistency across major government projects and support the whole supply chain, meaning major schemes do not fall behind and small businesses have a greater chance of securing government business. The Standards will help guarantee projects have improved efficiency and innovation, increased safety standards, a focus on net zero carbon and social value targets. The independent review of public sector construction frameworks and the development of the Gold Standard were led by Professor David Mosey of King’s College London’s Centre of Construction Law. The review looked at public sector construction frameworks with a combined value of £180 billion and considered more than 120 written submissions and 50 interviews. Mosey said: “The effectiveness of construction frameworks is hampered by duplication, inconsistency and adversarial practices, wasting large amounts of money and impeding essential progress. The new ‘Gold Standard’ for frameworks and framework contracts drives the strategic actions that will improve value and safety, manage risks, meet Net Zero Carbon targets and support a profitable construction industry’.” Analysis found evidence of waste, confusion and duplication in processes as well as too strong a focus on achieving the lowest price, rather than best value. To tackle these issues, the Gold Standard puts in place 24 recommendations, which must be met by both developers and the public sector. Below are a selection of the recommendations.

Recommendation 1: Use the Gold Standard features of frameworks, framework contracts and action plans to measure Construction Playbook implementation on a ‘comply or explain’ basis. To provide an objective and measurable basis for implementation of Construction Playbook policies on a ‘comply or explain’ basis, this review recommends that Cabinet Office assesses the ways in which public sector clients and suppliers adopt and apply the features of a Gold Standard framework, a Gold Standard framework contract and a Gold Standard action plan. Recommendation 5: Create contractually binding Gold Standard action plans to convert framework objectives into actions and timetables that deliver improved economic, social and environmental outcomes. In response to the need for urgent implementation of Construction Playbook policies in ways that achieve the ambitions of government and industry, this review recommends that framework providers, clients and suppliers create contractually binding action plans that convert improved value objectives under their existing framework contracts into shared strategic commitments and that state agreed actions and timetables. Recommendation 8: Avoid wasted procurement costs and improve supplier commitments by ensuring that frameworks offer sustainable pipelines of work. In response to industry concerns regarding the significant cost and time wasted by clients and suppliers in procuring speculative frameworks, and in order to optimise competitive bids and strategic commitments from prospective suppliers, this review recommends that framework providers and clients make clear in all their framework procurements the pipelines of work to which they commit and the preconditions to implementing those commitments.

these actions by integrating the information management systems of clients, suppliers and supply chain members. Recommendation 16: Assess and control the costs of framework deliverables through the use of evidence-based benchmarks and whole life Should Cost Models. To assess framework deliverables in respect of cost, schedule, GHG emissions and other expected outcomes, and in order to maintain cost controls that support call-off, ESI, performance measurement, value improvement and other framework processes, this review recommends that framework providers, clients and managers use benchmarks based on information from past projects and programmes and that they create ‘Should Cost Models’ forecasting what each framework project or programme should cost over its whole life. Recommendation 22: Establish shared and transparent framework systems through which to manage and mitigate the risks of a supplier’s financial distress. So that framework providers, clients, managers and suppliers use the stability of their long-term framework relationships to manage a supplier’s financial distress and to mitigate its impact, this review recommends that framework providers and clients establish flexible and transparent systems for resolution planning in their framework contracts, including rapid response to early warnings. Construction Professional Services Public sector organisations and their arm’s length bodies can access all types of construction professional services throughout the lifecycle of their construction project. The Crown Commercial Service designed the flexible contract structure to provide solutions that are specific to the customer’s needs while E

Recommendation 12: Create a whole life golden thread of asset information using BIM and other digital technologies integrated under a framework alliance contract. To improve performance, safety, sustainability and value for money over the whole life of built assets, this review recommends that framework providers, clients, managers and suppliers use BIM and other digital technologies to standardise data generation, classification, security and exchange and to retain and manage a golden thread of building information, and that framework alliance contracts support

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

Creating sustainable communities uk.ramboll.com/ccs-frameworks

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Frameworks

 promoting collaborative working practices by bringing together the industry and the end user. Services offered through this framework will include, but are not limited to: project management; cost management; engineering, for example civil, structural, electrical; architectural and design services (design of buildings, spaces and infrastructure); and environmental and sustainability services, for example: carbon neutral efficiencies which will help you to achieve carbon neutral. The four year agreement supports key government policies and strategies including: the construction playbook; building information modelling (BIM); life cycle cost; prompt payment; social value and carbon net zero. Amongst the benefits of the agreement, CCS lists a flexible application allowing the use of all common construction procurement methodologies including traditional, two stage design and build, as well as a range of flexible industry standard call off model form contracts including: New Engineering Contract (NEC); Joint Contracts Tribunal (JCT); and Project Partnering Contract (PC2000). There are 26 suppliers on the agreement, spread across six Lots. Lot 1: Built Environment provides construction advisory services to support a wide range of projects and programmes in the built environment. Lot 2: Urban Regeneration provides construction advisory services to support a wide range of urban regeneration and infrastructure projects and programmes. Lot 3: International provides construction advisory services to support a wide range of projects and programmes in locations world-wide. Lot 4: High Rise provides construction advisory services to support a wide range of high rise projects and programmes. Lot 5: Defence provides construction advisory services to support a wide range of projects

and programmes including those of a sensitive nature where strict security regulations are needed regarding access to classified data, materials and sites. Finally, Lot 6: Environmental provides environmental and sustainability technical advisory services in support of construction related projects and programmes. The Construction Playbook The Construction Playbook sets out key policies and guidance for how public works projects and programmes are assessed, procured and delivered. It captures commercial best practices and specific sector reforms outlining the government’s expectations of how contracting authorities and suppliers, including the supply chain, should engage with each other. These are set out in 14 key policies for how the government should assess, procure and deliver public works projects and programmes which all central government departments and their arms length bodies are expected to follow on a ‘comply or explain’ basis. Below are a selection of the key policies. Commercial pipelines: Contracting authorities’ commercial pipelines will be supported with a new central government procurement pipeline for public works projects. Pipelines will help suppliers to better understand the government’s long‑term demand and prepare themselves to respond to contract opportunities. Portfolios and longer term contracting: Developing long‑term plans for key asset types and programmes to drive greater value through public spending. Longer term contracting across portfolios, where appropriate, will give industry the certainty required to invest in new technologies to deliver improved productivity and efficiency savings. Contracting authorities should

demonstrate that this does not come at the expense of an innovative and competitive market. Harmonise, digitise and rationalise demand: Demand across individual projects and programmes will be harmonised, digitised and rationalised by contracting authorities. This will accelerate the development and use of platform approaches, standard products and components. Combined with longer term contracts, this will transform the market’s ability to plan, invest and deliver digital and offsite manufacturing technologies. Further embed digital technologies: Contracting authorities should use the UK BIM Framework to standardise the approach to generating and classifying data, data security and data exchange, and to support the adoption of the Information Management Framework and the creation of the National Digital Twin. Early supply chain involvement: Early supply chain involvement should now be used in developing the business case for projects and programmes. Involving the supply chain early in the project lifecycle will reduce downstream issues and help to develop clear, outcome‑focused designs and specifications. Outcome-based approach: Contracting authorities should focus on outcomes, rather than scope, in their specifications. A new Project Scorecard is being developed to support projects and programmes in setting clear outcomes that align with government’s strategic priorities. In line with the government’s transparency agenda, the three most relevant key performance indicators (KPIs) from each of the government’s most important contracts will be made publicly available. E Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

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Risk allocation: Proposals for risk allocation will be subject to consideration and scrutiny to ensure they have been informed by genuine and meaningful market engagement. Inappropriate risk allocation has been a perennial concern of suppliers looking to do business with government and a more considered approach will make us a more attractive client, deliver better value for money and incentivise suppliers to focus on delivering agreed contractual outcomes. Resolution planning: There will now be a requirement for suppliers of critical public works contracts to provide resolution planning information. Although major insolvencies are infrequent, this change will help to ensure government is prepared for any risk to the continuity of critical public works projects posed by the insolvency of critical suppliers. Storage, Distribution, Kitting and Associated Services Central government departments and all other UK public sector bodies can use the services provided by Storage, Distribution, Kitting and Associated Services agreement to access

a range of storage, distribution and kitting solutions and services. This includes local authorities, emergency services, the education sector and devolved administrations. Services provided include: international air charter and freight services; international rail freight services; international sea freight services; quality control of items being delivered into the UK to ensure conformity with associated standards; storage, fulfilment, transport and distribution within the UK and international destinations; collection and delivery of specialist items, such as medical samples, specimens and pharmaceuticals; recycling and disposal services; and cardboard and corrugated boxes. This agreement, which will run for four years, is split across seven lots and has 37 suppliers. Lot 1a: International Storage provides a range of services for secure storage and fulfilment in international locations. Lot 1b: Air Freight and Air Charter Services provides a range of services for managing the transportation of goods from international locations using air freight and air charter services. Lot 1c: Rail Freight Services provides a range of services to help you transport goods by rail from international destinations. Lot 1d: Road Freight Services provides a range of services to transport goods by road from international destinations. Lot 1e: Sea Freight provides a range of services for transporting goods by sea from international destinations. Lot 2: Quality Control provides a full range of services to support the quality and control of goods such as test kits and PPE. Lot 3a:

Storage provides a range of storage solutions and related services. Lot 3b: Kitting and Fulfilment Solutions and Services provides a range of fulfilment and kitting solutions and services. Lot 3c: Transport and Distribution will provide a range of services for the transportation and distribution of items. Lot 4a: Residential Collections and Drop Off Points will provide a range of services relating to: the collection, delivery and transportation of specialist items to and from residential addresses; and providing non contact drop off boxes. Lot 4b: Specialist Collection and Delivery Services provides a full suite of services for the collection and delivery of specialist items. Lot 5: Disposal and Recycling Services provides a range of services for the recycling and disposal of items which may include incineration, resale, donation and auctioning. Lot 6: Print Services provides a range of print services and solutions. Lot 7a: Cardboard Packaging provides a range of cardboard packaging. Lot 7b: Corrugated Packaging provides a range of corrugated packaging. Lot 7c: Plastic and Security Packaging provides a range of plastic and security packaging. Lot 7d: Medical Packaging provides a range of absorbent pads which will allow for the safe transportation of specimens and samples. L

Frameworks

 Delivery model assessments: Contracting authorities should follow an evidence‑based process to decide the most appropriate delivery model and structure for a specific project or programme. The right delivery model enables clients and industry to work together to deliver the best possible outcomes.

FURTHER INFORMATION www.crowncommercial.gov.uk

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Frameworks

First SME action plan and tail spend solution At the start of the year the Crown Commercial Service published its first small and medium-sized enterprise (SME) action plan The Crown Commercial Service (CCS) has team works across central government published its first SME action plan, outlining departments and stakeholders to capture how the organisation is helping the public and improve the quality of spend data, sector to meet the government’s aspiration to oversee and publish SME action plans, ensure level the playing field for SMEs. effective performance management, share The government has a commitment to best practice on SMEs and ensure effective obtain value for money and support SMEs stakeholder management with SMEs. through procurement. CCS understands the The measures are designed to make sure challenges and barriers, especially for smaller that more businesses, including smaller firms, firms, and is committed to tackle them. will be able to supply goods and services to Central government departments and the public sector, while also making public CCS are supporting this commitment to procurement more transparent. The SME SMEs through a range of shared measures, action plan outlines how the CCS will help including paying suppliers on time, increasing government departments and their agencies visibility of tenders and contracts, removing meet the government’s aspiration to level barriers to support SMEs, measuring success the playing field for SMEs and highlights the and appointing SME champions. work that the organisation is currently doing To do this, the government has a target to support departments in achieving the of paying 90 per cent of invoices within overall aspiration. five days and all within 30 days, with any Richard Denney, director of Corporate supplier bidding for a central government Pillar, said: “SMEs bring diversity and contract over £5 million a year needing to innovation to our supply chains, and demonstrate it has effective payment levelling the playing field for businesses systems in place to ensure a reliable of all sizes will bring economic and supply chain. social benefits and support The Cabinet Office SME the UK to build back better The advisory panel, made up and fairer. Our action plan govern of entrepreneurs and sets out the work we’re a targe ment has leading business figures, doing to ensure we’re t of pay boasts a wide range of continuously creating ing 90 per experience to remove those opportunities, c e n t of invoice barriers and level the supporting our customers playing field for SMEs. to boost the value days ans within five d all wi Additionally, the Cabinet delivered through their thin 30 da Office Small Business procurement.”

Government spend with SMEs rising Three quarters of suppliers on CCS’s commercial agreements are SMEs, but they currently receive only around 13 per cent of total spend directly, though many also receive ‘indirect’ spend, by acting as subcontractors to larger suppliers. As of November 2021, approximately 75 per cent of the suppliers on CCS deals are either micro (45 per cent), small (20 per cent) or medium (11 per cent) enterprises. Direct spend with SMEs through CCS agreements rose by £392 million in 2020/21, compared to 2019/20, reaching £2.5 billion in total. The number of SME suppliers winning business through CCS agreements has almost doubled since 2018. This is from E

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

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Frameworks

 approximately 5,400 in April 2018 to around 13,000 in November 2021. Additionally the SMEs with spend are also showing an upward trend over the past three years, increasing from about 800 in April 2018 to 1,500 in September 2021. In May last year, figures showed that 26.7 per cent of total central government procurement spending in 2019/20 went to SMEs – an increase of £1.3 billion yearon-year. This was followed by a Selling to Government Guide, which provides essential information for SMEs on how to bid for and win government contracts. CCS has created an SME Working Group which has been active since the start of 2020. The group has representatives from all pillars and their category teams, policy and user research. It is also attended by the CCS SME executive sponsor and representatives from the Cabinet Office Small Business Team. The main purpose of this group is to drive forward the action plan and promote the SME agenda across CCS. The group needs to ensure a consistency and quality of internal messaging and ensure greater alignment across the organisation. This group meets regularly and members are being encouraged to champion the use of SMEs across their areas of the business. Members are responsible for reaching out to their wider teams to collate feedback, initiatives and facilitate learning. Greater work will be undertaken across the group to share experience, lessons learnt and provide suggested improvements into future activity. Transforming public sector tail spend This year the CCS has also launched a ‘first of its kind’ new solution to help public and third sector customers get the best deal on the procurement of millions of low value products. The Tail Spend Solution will help

Tail Spend Solution will support public sector buyers to spend less time and money on invoicing, increase visibility and control of ‘hidden’ spend, and improve spend data the public sector to manage and aggregate ‘tail spend’ – low value, ad hoc purchases which are often made from lots of different suppliers. Estimated annual public sector tail spend on goods is currently more than £1 billion. The move marks the first time a centralised tail spend solution has been made available to the whole of the UK public and third sectors. Tail Spend Solution will support public sector buyers to spend less time and money on invoicing, increase visibility and control of ‘hidden’ spend, and improve spend data. Tail spend is often invisible until purchases appear in an organisation’s end of year accounts, and these can cause significant budget pressures if not controlled properly. CCS’s Tail Spend Solution will allow public and third sector customers to bring this spend under control. As a result, schools, charities, the NHS and other public sector and third sector organisations will be able to purchase IT peripherals, office and janitorial supplies, educational resources, musical instruments, camera equipment and other non-safety critical products through the online platforms. Mercateo Unite and OT Group launched CCS’s Tail Spend Solution framework on their online platforms on 26 January 2022 – opening up public sector procurement to a large supply chain of small and medium-sized suppliers, offering millions of products at market-leading prices.

Simon Tse, Chief Executive Officer of CCS, said: “Tail Spend Solution is the first of its kind – a new agreement that supports the public sector to take control of its ad hoc purchases, aggregating the spending power of the UK public sector as we build back better. There is wide agreement across the public sector that tail spend is an under-managed and often overlooked area of spend that is increasingly important for organisations to deal with. “Use of self-serve, modern technology and aggregation to create efficiencies and empower staff outside of commercial functions is critical for buyers who wish to improve their delivery of commercial benefits beyond just focusing on the largest contracts.” Examples of tail spend can include schools buying stationery for a specific, short term need or a local authority buying camera equipment and accessories that they are unlikely to buy again or in the near future. The agreement will give organisations the ability to control tail spend by providing an endto-end service. This includes the management of: the digital buying platform; the supply chain of tail spend products from procurement to payment; logistics: such as storing and distributing products; buyer registrations; and support and management information to help organisations report on spend. L FURTHER INFORMATION www.crowncommercial.gov.uk

Issue 29.2 | GOVERNMENT BUSINESS MAGAZINE

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