Government Business 29.5 by PSI Media

www.governmentbusiness.co.uk | ISSUE 29.5 EV CHARGINGDESIGN & BUILDENERGY REDUCTION CONFERENCES & EVENTS PLUS: FIRE SAFETY | ASBESTOS | GREEN SPACES | TECHNOLOGY 24” (60,5 cm) / 32” (80 cm) B Line / P Line LCD monitors 242B1H / 329P1H A secure pop-up Webcam with Windows Hello offers personalised and greater security. USB-C docking with 329P1H. Clear vision to get more done Monitors FACILITIES MANAGEMENT GOVERNMENT PROPERTY STRATEGY Saving money on government buildings

We can support your vision for connected, safe and sustainable places that people love to be in.

A well-planned lighting solution has a measurable impact on carbon footprint, and can significantly reduce operational and energy costs, as well as the impact of nuisance. It means a flexible and adaptable lighting solution that is connected allows you to adjust your lighting against the demands of the environment. However, it also means finding the right combination of aesthetics; function and efficiency, across the board.

Talk to us about making the right connections. Get in touch at logic@urbis-schreder.com Let’s get connected

Finally, this issue covers technology, with an analysis of the government’s latest digital strategy, and a look at Google Public Sector in the US, as well as sharing some information on procuring EV charging infrastructure.

PUBLISHED BY PUBLIC SECTOR INFORMATION LIMITED 226 High Rd, Loughton, Essex IG10 1ET. Tel: 020 8532 0055 Web: www.psi-media.co.uk Follow @GovBusinessusinteractandwithonTwitter: Business Information for Local and Central Government EDITOR Polly Jones PRODUCTION MANAGER & DESIGNER Dan Kanolik PRODUCTION DESIGNER Jo Golding PRODUCTION CONTROL Elizabeth Nixon ADMINISTRATION & WEB PRODUCTION Sapphire Sugrue ADVERTISEMENT SALES Clive Beer, Steve Day, John Doherty, Bernie Miller, Dorian Semencic PUBLISHER Karen Hopps To register for your FREE Digital Subscription of Government Business magazine, go to www.governmentbusiness.co.uk/digital-subscription or contact Public Sector Information, 226 High Road, Loughton, Essex IG10 1ET. Tel: 020 8532 0055 www.governmentbusiness.co.uk Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 3

Government Business is a member of the Independent Press Standards Organisation (which regulates the UK’s magazine and newspaper industry). We abide by the Editors’ Code of Practice and are committed to upholding the highest standards of journalism. If you think that we have not met those standards and want to make a complaint please contact Michael Lyons or Angela Pisanu on 0208 532 0055. If we are unable to resolve your complaint, or if you would like more information about IPSO or the Editors’ Code, contact IPSO on 0300 123 2220 or visit www.ipso.co.uk

Comment

There is no denying that this newly formed government has a lot to deal with urgently and over the coming months with the cost-of-living crisis, a still-ongoing NHS backlog and an energy crisis, as well as climate concerns following a record-breaking summer.

Polly Jones, editor

Many of the new appointees to government are at least the third to hold the position this year alone. In the last ten years, the UK has seen five different home secretaries, seven individual foreign secretaries and six separate chancellors, with the last three prime ministers all resigning before the end of their term.

P ONLINE P MOBILE P FACE-TO-FACE

© 2022 Public Sector Information Limited. No part of this publication can be reproduced, stored in a retrieval system or transmitted in any form or by any other means (electronic, mechanical, photocopying, recording or otherwise) without the prior written permission of the publisher. Whilst every care has been taken to ensure the accuracy of the editorial content the publisher cannot be held responsible for errors or omissions. The views expressed are not necessarily those of the publisher. ISSN 1470-0735

Lots to do for the new government

A lot has changed in government over the last month - a new prime minister, new cabinet and a new monarch following the sad death of Her Majesty The Queen.

This issue looks at some of the areas they will have to tackle, including saving money on the government estate and reducing energy use in the public sector. We also cover fire safety and asbestos removal, along with a look at the return to large conferences and events.

Choose Diegesis to help you protect your investment in legacy systems while moving to the cloud for a sustainable future. Diegesis has: • Over 30 years’ experience of supporting, developing and optimising data management applications across government entities including The Home Office, Ministry of Defence and Office of National Statistics (ONS) • The breadth and depth of knowledge to help you make a success of legacy digital transformation projects to deliver value and strategic advantage for government • A tried and trusted, security cleared consulting team to focus on delivering collaborative software outcomes for sustainability and knowledge sharing • Traditional technology expertise including Ingres, Informix and Db2 combined with the latest knowledge of Amazon AWS, Microsoft Azure and Google GCP cloud platforms Diegesis is ready to help you manage, modernise and migrate your legacy to the cloud. Love transforming your legacy systems with help from Diegesis 020 8286 7587 info@diegesis.co.uk 2 Printers Yard Wimbledon SW19 1RD Phone Email Headquarters For more information visit www.diegesis.co.uk

Crown Commercial Services launched its Permanent Recruitment 2 framework earlier this year. Government Business recaps what it’s all about

29 Asbestos

Nottingham City Council recently announced plans to plant 50,000 trees by 2023, with the aim to help soak up pollution, increase biodiversity and lower the temperature of the city. Government Business looks at the plan and how other areas could implement similar

47 Conferences & Events

Rachel Selwyn-Smith shares practical advice about what to consider before procuring charging infrastructure and how ESPO’s Vehicle Charging Infrastructure 2 framework can help

85 Consultancy Playbook

Contents Government Business 29.5

The government has recently published its Government Property Strategy, which aims to make savings by selling off property and making buildings more efficient. Government Business examines the strategy and how it can save the government money

41 Green Spaces

It’s time to get our house in order and ramp up the Public Sector Decarbonisation Scheme says Polly Billington, Chief Executive of UK100

The government’s Emergency Evacuation Information Sharing + (EEIS+) consultation closed on 21 August and the government is now analysing the feedback. Government Business takes a look at the intention, the questions and some of the responses that have been published

The Work and Pensions Committee recently published the Government response to its report on the HSE’s approach to asbestos management. The UK Asbestos Training Association (UKATA) was invited to attend as a witness to the recent UK Parliament, Work and Pensions Committee on “The Health and Safety Executive’s approach to asbestos management”

35 Changing Places

57 EV Charging

Contents 19532915 57 Government Business magazine www.governmentbusiness.co.uk Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 5

19 Energy Reduction

Heather Cover-Kus, head of Central Government Programme at techUK looks at the government’s latest digital strategy

23 Fire Safety

With Round 2 of the Changing Places Fund recently opening to expressions of interest, Government Business looks at the programme and what has already been achieved

63 Technology

53 Technology

Following the UK’s successful vaccinations programme and subsequent withdrawal of Covid-19 restrictions, face-to-face events of all sizes are back on the agenda. Stephen Thomas, health and safety business partner at the Institution of Occupational Safety and Health (IOSH), has some top tips for event organisers on getting ‘back to basics’ to ensure sensible and proportionate risk management

Google Public Sector recently launched in the US, Government Business Investigates

69 Frameworks

Proxima shares the best practices for ensuring successful delivery whilst getting the greatest value from increasingly constrained budgets

07 News

Liz Truss wins Tory Leadership race and becomes prime minister; Prime Minister pays tribute to Her Majesty and BCC Economic Forecast: New PM must act as UK economy set for recession before year end

15 Facilities Management

in Partnership with

Go Net Zero.

Reduce your lighting load 90% with LED & IoT Smar t Building Controls. Improve your buildings environmental footprint further with Solar PV & Sustainable Heating solutions.

info@cilsuk.com 01730 239442 www.cils.uk

Start your Net Zero journey with no capital outlay learn how here.

100s of successful installations and happy c lients

Beat the rising energ y prices. With Zero capital.

issues were initially caused by the global response to Covid-19 and have been further compounded by the war in Ukraine.

Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 7

“Throughout her reign, Her Majesty has been the matriarch and pillar of our country and the Commonwealth. She has always provided wise counsel, admirably and selflessly, fulfilling a lifetime commitment to public service.”

In her campaign, she pledged to start cutting taxes from day one, including scrapping the National Insurance increase that came into force in April and suspending green taxes from energy bills.

News

Others have also been paying tribute to Her Majesty with Northern Ireland secretary Chris Heaton-Harris saying: “I am deeply saddened at the news of the loss of Her Majesty, Queen Elizabeth II.

Truss won 57 per cent of the vote and became prime minister after meeting the Queen in Previously,Balmoral.Trusshas worked as environment secretary under David Cameron, justice secretary under Theresa May and foreign secretary under Boris Johnson.

The prime minister has paid tribute to the Queen, following the announcement of her death.Truss called the news “a huge shock to the nation and to the world” and said the Queen was the “rock on which modern Britain was built”.

The BCC expects the UK economy to plunge into recession before the end of 2022, with inflation spiking to 14 per cent and lingering weakness in growth expected to continue into 2024.

Prime Minister pays tribute to Her Majesty

BCC Economic Forecast: New PM must act as UK economy set for recession before year end ECONOMY

Liz Truss wins Tory leadership race and becomes prime minister

Liz Truss has been elected the new leader of the Conservative party and has become the new prime minister.

READ MORE READ MORE

Wrexham officially becomes a city

Secretary of State for Wales, Sir Robert Buckland said: “Congratulations to Wrexham on achieving city status. The city and surrounding area already has so much to offer – it’s home to the famous Wrexham Lager Brewery, the Unesco World Heritage Pontcysyllte Aqueduct and a fantastic football club which is Wales’s oldest and one of the oldest in the world.

“In getting the balance right on rent setting, we are committed to maintaining affordability for residents. We welcome the government’s consultation and the opportunity to discuss these important issues further.”

“City status is a wonderful achievement and reflects the growing confidence and ambition we have in Wrexham. I’d like to thank everybody who supported the ambitious city status bid, from MPs and MSs, to elected councillors, and all the businesses within Wrexham and beyond.

Then housing secretary Greg Clark said: “We must protect the most vulnerable households in these exceptional circumstances during the year ahead. Putting a cap on rent increases for social tenants offers security and stability to families across England.

It is believed the cap could save tenants an average of £300 a year. The cap also aims to provide stability with rising inflation.

A month of weekend events are planned throughout September to celebrate Wrexham.

“But our greatest asset is our communities, and it’s the amazing passion, character and creativity of the people who live here that make Wrexham what it is.

HOUSING

“All G15 members recognise the current high rates of inflation and are considering the impact of this on residents and the essential work we do carefully. To maintain and improve existing residents’ homes, as well as continuing to build much needed new affordable homes, significant investment each year is essential. Rental income is critical to supporting this work. Housing associations have already seen costs for vital materials for repairs and maintenance work increase by as much as 16.8 per cent this year, and the cost of constructing new homes has grown by more than 11 per cent as well.

A final decision will be announced later this year, following the consultation.

Geetamost.”Nanda

OBE, Chair of the G15 group of leading housing associations and Chief Executive of MTVH, said: “We are deeply concerned by the impact cost of living pressures are having on the people we provide homes

Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 13

“I’d also like to thank Her Majesty the Queen for granting Wrexham city status. We’ve received congratulations from supporters and friends all over the world, and this is a truly historic day.”

The six other cities in Wales are Cardiff, Swansea, Newport, Bangor, St Davids and St Asaph. St Asaph became a city 10 years ago, as

forces, world-class businesses and friends all over the world.

Social housing rent cap consultation announced

News

Wrexham has officially become Wales’s seventh city.The city gained the status through a competition as part of the Queen’s Platinum Jubilee celebrations. The official “Letter Patent” confirms city status from 1 September.

Social housing rent increases are regulated by the government. They are currently set at up to the consumer price index (CPI) rate plus 1 per cent. This means a potential increase of 11 per cent next year in line with Bank of England forecasts.Therent cap would be temporary and apply from 1 April 2023 to 31 March 2024. The consultation is also seeking views on whether to set a limit for 2024-2025.

The Department for Environment, Food & Rural Affairs and the Department for Levelling Up, Housing and Communities have announced a £110 million fund intended to level up rural communities.Thefundaims to help rural business such as farms, pubs and wedding venues and will be invested in projects which will boost productivity and create rural job opportunities. Examples could include converting farm buildings to other business uses, such as farm shops; rural tourism, such as investments in visitor accommodation; and creation of new footpaths and cycle paths.

Then Secretary of State for Levelling Up, Greg Clark MP said: “This major investment in rural businesses will help us boost the countryside economy and close the rural productivity gap.

With solutions such as the Barco clickshare conference, meeting participants simply click and connect wirelessly to in-room displays and videocollaboration devices. Using wireless content sharing positively transforms the user experience and productivity of any meeting space.

The challenge is to create workplaces that employees want to go to rather than need to go. Providing attractive, comfortable, informal, flexible and highly effective workplaces will be critical to employee retention, recruitment and morale for the future.

FURTHER INFORMATION 0370www.visavvi.com6061100

Environments need to be comfortable, inspiring, productive, effective, and available. Technology needs to be intuitive, flexible and provide enhanced communication and collaboration capabilities beyond those available when working from home.

While the office remains the place for collaboration a working space that encourages people to attend strengthens the value of the office real estate. Visavvi has a track record in creating environments that employees love to use

Crucially when employees attend the office, they need to know they have a space to work. Likewise, employers need to know if these spaces are used effectively, and which spaces are in most demand. Desk and room booking solutions allow staff to quickly reserve hot desks and meeting rooms easily. Centrally managed and monitored, these solutions allow workplace managers to accurately make decisions regarding future workplace design and utilisation.

Immersive collaboration rooms

Occupancy management systems

Key technologies driving Destination workplaces are likely to include:

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk14

In simple terms a Destination office is a location people want to go to, not one they have to. By creating an environment that encourages people to attend a physical workplace, it strengthens the value of the office real estate.

The traditional office

and decision-making,

Content collaboration

Using immersive, virtual reality technologies creates stimulating and visually stunning environments where users exist within their content as it is displayed around the entire room. Any content can be displayed with ease in these immersive space, creating an environment where meetings become more productive, training sessions become more stimulating, and ideas and designs come to life.

One of the biggest frustrations for home workers is the lack of interactive collaboration between colleagues. Touch screen collaboration devices such as the Microsoft Surface Hub, Avocor and Clevertouch provide a large powerful canvas where colleagues work on content, plans and projects together. They provide an experience that cannot be replicated in the home office and actively create the opportunity for professional team interaction.

The Destination office

Visavvi are multi award-winning workplace technology experts and have over five decades of experience designing and implementing ingenious business collaboration environments. With global businesses and large public sector clients, Visavvi harness technology to create intuitive, agile meeting and collaboration environments that people love to use. L

Visavvi - an SCC business

Interactive collaboration screens

The look and feel of the office space should create a relaxed feeling, one that puts staff wellbeing at the centre of workplace design. The spaces need to reflect modern collaborative workflows and styles including collaboration, meeting, huddle, project, agile, scrum, group and personal video collaboration. Each space needs to be equipped with suitable furniture, decoration, lighting, acoustic conditioning and of course technology that empowers users.

Employees returning to the workplace are looking for ways to use the same collaboration tools they have so successfully used at home, within the office environment. Powered by Microsoft and Zoom platforms, any meeting space can be transformed into a professional, feature-rich, video-enabled collaboration environment experience for all participants.

Many users will want to use their own device in the meeting room, so spaces need to be designed to facilitate this. Solutions based around bring your own device (BYOD) and bring your own meeting (BYOM) enable laptops to be used as effective, productive collaboration hubs in the meeting room.

Over the last two years the Covid pandemic has affected and influenced working cultures on a huge scale. Initially organisations scrambled to equip their employees with technology that enabled them to be productive whilst working from home thus helping drive a video-enabled meeting revolution. Many individuals embraced the improved work life balance, enjoyed more comfortable and attractive surroundings, and gained instant, unrestricted access to tools that improved their productivity and job satisfaction. The lifting of restrictions and an ability to gradually return to the workplace saw the emergence of hybrid working, where employees divided their time between working at home and the office.

As employers struggle with the challenges of retaining and recruiting talent into their business, ensuring employees are comfortable in their workplace is going to become more and more important, with many UK employees confident that they could easily find a new role if they decided to move company.

Work patterns may have changed but the office remains a centre point for key decision making, collaboration and crucially for building a corporate identity and maintaining team moral.

The Destination office

FeatureAdvertisement

Microsoft Team Rooms and Zoom Rooms

As a retrofit to an existing AV system or as a new installation, these certified solutions transform meeting spaces into highly effective collaboration and natural communication hubs.

Mission One is to transform places and services. This includes the government commitment to relocate Civil Service jobs outside London and into Levelling Up areas. The strategy is linked to the Places for Growth E

ManagementFacilities

The Government Property Strategy has three missions. Mission One is to transform places and services. Mission Two is to create a smaller, better and greener public estate. Mission Three is to improve professional excellence and insight.

Launching the strategy, Jacob ReesMogg, then-Minister for Brexit Opportunities and Government Efficiency said: “The public estate is a singular resource, with a significant impact. Its location, cost and effectiveness all have a direct relationship to the quality of public services and contribute to communities and places, driving economic growth throughout the UK. This includes delivering

Government’s levelling up commitments, part of which will reduce the number of Government offices in London and build a larger presence in the rest of the country.”

Part of the strategy includes selling £1.5 billion worth of property assets over the next three years and supporting projects like Government Hubs which consolidates government staff into fewer buildings.

hospitals, job centres, military bases, administrative offices and much more. The estate includes 136,844 built assets, covers a floor area of 156.8 million m2 and has an annual running cost of £21.7 billion.

Property sales

The plan also intends to make £500 million of savings by reducing operating costs, cutting spend on leases, and using modern building materials and energy sources.

Mission One

The strategy has an “achievements” section which shows the changes already made, including reducing the size of the central general purpose estate by 30 per cent since 2010 and reducing emissions by 57 per cent in 2020-2021 compared to 2009-10. An estimated 38 per cent of this reduction is due to improved management of the estate.

ofupestategovernmentTheismadeofhundredsthousandsofproperties Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 15

The pandemic has highlighted the need for buildings to be flexible, with lockdowns leading to more people working from home and social distancing and health requirements meaning buildings need to be adaptable. The recent heatwave and drought have demonstrated the impact of global warming and underlined the need to cut carbon emissions –with such a large estate, the government is well placed to make big propertythanexpectedPropertythethespendtotoforhighlightedof-livingFurthermore,savings.thecost-crisishastheneedthegovernmentmakesavingsfreeupfundstoelsewhere.PublishedatendofAugust,GovernmentStrategyistosavemore£2billionthroughsalesandefficiencies.Thegovernmentestateismade up of hundreds of thousands of properties including prisons, courts, schools, museums,

Making savings on the government estate

Healthcare & medical Warehouse & logistics Transportation toolsComprehensive&resourcesManufacturedintheUK Our customers rely on our high quality labels Helping you to get the jo LUTI I DENTIF . PRINT. PROTECT. re information w. aver y.co.uk Healthcare & medical Warehouse & logistics Retail & small TransportationbusinessesComprehensivetools&resourcesManufacturedintheUK Our customers rely on our high quality labels Helping y get j LUTI I DENTIF . PRINT. PROTECT. information w. aver y.co.uk Healthcare & medical WarehouseEducation & logistics Construction Retail & small businesses Restaurant & hospitalityComprehensivetools&resourcesHigh productsperformance&materials ManufacturedintheUK Our customers rely on our high quality labels Helping you to get the job done right, fir st time. LABELLING S OLUTIONS I DENTIF Y. PRINT. PROTECT. SCAN ME &AccreditationsHigh productsperformance&materials ManufacturedintheUK Our customers rely on our high qualitybdoneLABELLING S.OLUTIONSPRINT. PROTECT.

The Greening Government Commitments set out actions that UK government departments and their agencies will take to reduce their impact on the environment from 2021 to 2025.

example through specification of flexible space which can be used for multiple purposes, through separation of shell and core from fit out or design to allow expansion and contraction without complex redesign.

To make the estate greener, an adaptation framework will be developed and embedded to enable consistent high standards in development and use of Adaptation Risk Assessment and Action Plan methodologies. Biodiversity and natural capital guidance will be developed and embedded for estate teams including guidance to maximise the impact of interventions in constrained urban sites. Sustainability requirements and standards for the whole lifecycle of the property will be built upon, from procurement, to construction to end of life.

Talking about the Government Hubs project, DEFRA said: “We have found that the variety of space available enabled different types of collaboration as well as for focused independent work. We’re now much more aware of how good building design can positively impact the way we work.”

The Greening Government Commitments set out actions that UK government departments and their agencies will take to reduce their impact on the environment from 2021 to 2025. These include targets for reducing water consumption, reducing greenhouse gas emissions and minimising waste and promoting resource efficiency.

The mission also commits to embed flexibility in estate design and construction to future proof the public estate. This includes uncertainty about future requirements being built into design for new buildings, for

Mission Two also commits to deliver the Greening Government Commitments and 25 Year Environment Plan goals on net zero, adaptation, natural capital and resource efficiency.

Mission One also includes a commitment to invest £300 million in locally led grant funding, including the Brownfield Land Release Fund, which aims to unlock smaller brownfield sites across England for housing through the One Public Estate (OPE) programme. OPE has already seen some completed projects with an old Library in Waltham Forest being regenerated so it can be used to build 67 new houses and a Family & Homes hub.

Further estate savings by portfolio will be identified. Portfolio strategies should be in place across the estate by March 2023 to inform planning for the next Spending Review.

Greening Government

Mission Two is to create a smaller, better and greener estate. The aim is for a smaller, more flexible estate, which reflects the requirements of a smaller Civil Service and modern public services. The estate should be more flexible and adaptable to meet changing demands and needs for property.

Rees-Mogg said: “We will transform the public estate to enable the updating of public services. The public estate has the potential to be at the vanguard of improving society, through helping to make our streets safer, supporting the NHS and educating children and adults.” L

For the estate to be fit for purpose and in a good condition to meet the needs of a modern Civil Service, organisations will develop accessible and responsive spaces which enable delivery of flexible and inclusive services in supportive workplaces, enabled by FM professionals with the required skills and capabilities, who are supported by effective standards, tools, technology and organisation.

Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 17

Further information on KPIs, relevant departments and organisations within the government and related property programmes is available on the gov.uk website

The Government Hubs project is seeing the consolidation of government staff into fewer buildings, by bringing together those from multiple government departments into a shared location to make more efficient use of space. The hubs project is expected to make savings of up to £300 million by 2025.

The KPIs of Mission Two will be the size and annual running cost, capital value, land disposed, exits from central London offices, utilisation targets; resource savings and capital release; estate condition and customer satisfaction. Success will also be measured against Greening Government Commitments. Organisations should develop property strategies setting objectives that take into account their individual business drivers and that are informed by the principles of the Strategy. Where property asset types are used by multiple organisations, portfolio strategies will be developed, setting objectives that take into account future cross-government demand, condition, sustainability and affordability for each asset class. These portfolio strategies should be in place by March 2023.

ManagementFacilities

Mission One also commits to maximise on opportunities to exit from properties or co-locate services within existing properties.

The mission also intends to improve access and interoperability across the public sector to enable space to be shared between services and organisations. The Government Hubs project has interoperable IT and AV, logical adjacencies between teams and departments, virtual workspaces and on-site meeting and conference spaces. They also have a service desk with ICT fault reporting and diagnostics and FM service desk integration. The hubs have a shared network, providing guest access via GovWiFi and access to corporate networks via virtual networking.

The One Public Estate programme brings public sector partners together to make the best use of public sector land and property in order to deliver efficiencies, local economic growth and more integrated customer services. Over three years, the programme is expected to make over £400 million capital receipts, £80 million running cost savings and provide land for over 10,000 homes and around 30,000 jobs.

Mission Two commits to making £500 million of cumulative resource savings from the operating costs of the estate. Departments have already been asked to make five per cent savings against their operational budgets by 2024/2025.

FURTHER INFORMATION

A pipeline of disposals will be developed, which aims to generate gross capital receipts of £500m per annum, to fund investment in the estate which is to be kept.

Success in Mission One will be measured against the Places for Growth targets, by looking at the office footprint in each region and by assessing the cost savings.

To reduce the size of the estate, organisations will take a whole portfolio view of their assets and look at the potential value to other government priorities from repurposing or disposal. Costly, poor-quality properties should be prioritised for disposal.

 programme, which aims to move 22,000 civil service roles out of London by 2030. As part of the programme, 7,000 jobs have already been moved out of London, including 1,389 to Yorkshire and the Humber. 500 Home Office, Ministry of Justice and Department for Health and Social Care roles have already moved.

The strategy commits to improve the quality of estates across a number of departments including schools and prisons.

Feedback will be collected from customers on the quality of public buildings and this will be acted on. Quality and condition will be embedded in budget prioritisation and property investment decisions.

Mission Two

30th

What insight can you give us into the future of lighting controls?

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk18

Our future-proof system requires no additional wiring, with wireless controls you simply connect the new sensor to the existing network and drag it onto the system using a tablet. The infrastructure’s already there, so you already have an existing ‘ready-to-go’ network in the building.

There are so many devices being brought to market that will be compatible with these networks, therefore future opportunities are limitless. Essentially if you’ve got a sensor and you can give us a signal, we can put it on our network however that evolves in the future.

What trends are you currently seeing in terms of customer demands for lighting controls?

The possibilities are endless with smart building tech. Lighting Controls give you the backbone to turn your building into a truly smart and efficient one, from HVAC integration allowing adjustment of heating based on occupancy to a selfload managed property where lighting can reduce its load within limits to allow other devices to keep the overall building electrical consumption as low as possible. For me, the main benefit to a building manager or owner is having peace of mind. To know that your building is compliant, to be able to remotely visualise the activities of your building, and to see that the risk levels are lower - these are all hugely beneficial and in turn, can save you a lot of energy in the long run. L

Smart Buildings are not only becoming more popular, but they are also becoming commonplace within large sectors like councils, healthcare, and housing; due to regulations, compliance, and the need to work towards a net-zero goal.

building in so many other ways. You’ll not only have an efficient lighting network, but you can then add in elements like air quality sensors, leak detection, CO2 level monitoring, daylight harvesting, automatic blinds, and much more.

We’re seeing more companies approach us with concerns relating to energy bills, even after installing LED, and how they can make further savings. Wireless lighting controls are perfect for this as they can be easily retrofitted & offer further savings based on presence detection, daylight control & scheduled dimming in certain areas (such as out-of-hours stocking within retail). Emergency lighting is also a high priority

for companies with multiple premises. Our self-testing wireless emergency system can automatically test, report and schedule emergency lighting with any identified failures being flagged within one hour, including location and cause of the fault. This not only eliminates the requirement for an onsite manual test but also guarantees compliance.

Can you explain what a ‘wireless infrastructure’ is and tell us a bit more about lighting controls?

How easy is it to bolt these additional smart building solutions into the network?

When you put a lighting control system in, then you can improve the intelligence of your

A wireless control infrastructure provides robust radio-agnostic protocols that enable smart nodes to communicate on wireless frequencies including Bluetooth (2.4GHz) and 868 MHz, enabling them to function as a centrally controlled network but with no singular point of failure.

With increasing cybercrime, isn’t security a big concern when it comes to lighting controls and smart building networks?

FeatureAdvertisement

To add to existing regulations, it was announced on 15th June 2022 that new requirements of Building Regulations Part L will come into effect in England. These changes will affect all parties involved with building assets, including consultants, contractors, and lighting engineers. This new change will apply to new universities, new schools, new government buildings, and any type of non-domestic development, so it’s critical to prepare now to guarantee compliance.

Taking control of the lighting controls industry

Wireless control for lighting control has been implemented over the years, since lights are always present in every building and provide enough devices to create a strong network, whether that be a mesh or direct communication with transceivers, so they make for the perfect network. However, wireless is much more versatile and can help you transform your building into an ultra-smart one.

Every device can pass its data onto the next one, to pass it back to a gateway that sends information to a Web Server, so no information is ever held on-site. Our security keys change 10 times every second, supplying bank-style security that is incredibly secure and reliable.

FURTHER INFORMATION +44 (0)20 8968 Bb@primecontrols.co.ukwww.primecontrols.co.uk2000

As security is a major concern for our customers, our controls solution and secure protocol have been designed with security in mind as well as preventative measures in place for cyber-attacks.

And what are the overall benefits of smart building tech?

Traditional control systems have worked by having local PIRs wired to luminaires or a centrally programmed hard-wired system throughout a building to control DALI or 1-10v luminaires. The major downside to both options is that they require additional wiring, or if used in a new build, the owner is then restricted to the hard-wired control layout installed unless they pay for a specialist engineer to recommission the system.

Prime

With ever-increasing energy prices in the UK, it’s becoming increasingly important for large organisations to analyse ways in which they can reduce their energy spending, and none are easier than LED lighting and associated controls.

As Light approaches its birthday, we talk to Ben Brunton, controls director at Prime Controls, who tells us about the future of lighting controls and its wireless infrastructure controls system

In summary, wireless controls offer the end user a lower overall cost solution that offers more flexibility, control, and the potential for enhanced saving due to the flexibility and the ease of making changes when the environment is changed.

The funding has supported innovative projects for UK100 members like Newcastleupon-Tyne City Council, Sunderland

whatButwe long-termtermalongsideneededshort-reliefwasaplanthatgraspstheenergyefficiencynettleIssue29.5 | GOVERNMENT BUSINESS MAGAZINE 19

Reducing energy use in the public sector

Britain is in the grip of an energy price crisis prompted by the Russian invasion of Ukraine and its knock-on effect on global gas supplies.

And so is the climate. As well as the cheapest, the energy we don’t use is also the cleanest.

The price controls proposed by the new Prime Minister are a welcome reprieve for bill-payers, but even with them, energy prices have doubled for households in less than a year and for commercial and public sector customers even more so.

And that’s what’s on the agenda at UK100’s upcoming “Tackling the Energy Price Crisis” summit on 17 November, which will focus on the role of local and regional leaders in delivering energy efficiency upgrades in partnership with the new government.

ReductionEnergy

And it recognises local leaders are most trusted and best placed to deliver effective Net Zero action, with local authorities receiving 27 per cent (£652m) of the funding in the first phase.

The summit will look at the need for a social housing energy efficiency drive. But while decarbonising domestic buildings is key, they’re only part of the problem.

It’s worth stating the obvious here: the cheapest energy is the energy we don’t use. Across Britain, we’re paying through the nose for energy we don’t need to use.

Fast forward to 2021, and under Boris Johnson, a champion of Net Zero, the government realised the error of its way, albeit indirectly, with the Heat and Buildings Strategy

Almost half of the energy consumed in Britain is to provide heat to our beloved but damp, draughty and leaky buildings.

If radiators in libraries, town halls, and leisure centres kicked out five-pound notes instead of warm air, we’d watch wads of cash escaping through their roofs, windows, doors and walls every winter.

It’s time to get our house in order and ramp up the Public Sector Decarbonisation Scheme says Polly Billington, Chief Executive of UK100

It’s not sexy. And it doesn’t sell newspapers. But what we needed alongside shortterm relief was a long-term plan that grasps the energy efficiency nettle

The strategy recognises that reducing energy bills and meeting Britain’s climate goals “will require almost all buildings to fully decarbonise.”Asanetwork of climateambitious local authorities, UK100 welcomed the Public DecarbonisationSector Scheme (PSDS) as a means to support that end.

Public Sector Decarbonisation Scheme

It’s a vital intervention, but it’s also a short-term fix.

From town halls to terraced homes, the UK building stock is one of the most inefficient in Europe

At least 19 per cent of the UK’s greenhouse gas emissions come from heating the places we live, work and play. And the built environment is directly responsible for a quarter of Britain’s carbon emissions

And we were trying. That is until support for a thriving energy efficiency industry working to improve and upgrade buildings across the country was pilloried as “green crap” and axed in 2013

We have to get our house in order to help tackle the energy price crisis while keeping the UK on track for Net Zero.

This month, the PSDS opened for its latest round of funding application. It aims to support local authorities and others to reduce public sector building emissions by 75 per cent by 2037.

Energy supply measures alone won’t reduce bills permanently.

This situation is not of our making. What is, however, is the depth of its effects on our energy bills.

Although widely derided at a national level, the Local Authority Delivery arm of the Green Homes Grant demonstrated that local authorities can lead the kind of energy efficiency revolution we need.

Meanwhile, in The City of London, over £9 million of PSDS funding has been invested in energy efficiency measures at four sites: the Guildhall, Barbican Arts Centre, Guildhall School of Music and Drama, and London Metropolitan Archives.

“Some local authorities simply don’t have the capacity to jump through all of those hoops,” the former Secretary of State for Levelling Up said earlier this year

We need a commitment to the energy price and ongoing climate crises that similarly recognises the magnitude of the responses required.

I would agree with Michael Gove that there are too many competitive funding pots for councils.

In Newcastle, almost £30 million went to six projects to install heat decarbonisation and energy efficiency measures across 16 schools, two leisure centres, two libraries, three Grade II listed cultural and creative venues, four depots and office complexes and two industrial sites.

But the scheme is not without its flaws. The funding pot is distributed not by need but by competitive bidding, with a short window for applications and project delivery.

buildings will be insulated and supported to be more energy efficient.

And while local authorities have a proven track record of delivering the bang for taxpayers’ buck, the PSDS needs to be expanded — the just over £1 billion funding available doesn’t address the scale of the challenge we face.

FURTHER INFORMATION decarbonisation-schemecollections/public-sector-https://www.gov.uk/government/

These upgrades include the installation of air source heat pumps, solar panels, insulation, LED lighting, and energy monitoring and control systems. The project is a part of Greater Manchester’s vision for the region to become carbon neutral by 2038.

The Public Sector Decarbonisation Scheme is already helping local authorities save significant sums of money and accelerate action on local Net Zero. And, with the new round of funding, it’s great to see that more public

City Council, Greater Manchester Combined Authority and many others.

The scheme also allowed the council to connect several buildings, including office and event spaces, to a heating network powered by their District Energy Centre.

Over in Greater Manchester, almost £80 million supported a project to decarbonise 15 bodies of the Greater Manchester public estate, including Transport for Greater Manchester, Manchester University NHS Foundation Trust, Greater Manchester Fire and Rescue Service, Greater Manchester Police, the Royal Northern College of Music, and various assets such as leisure centres, schools and offices.

Green Homes Grant

Net Zero is not a competition but a shared goal.

The success of PSDS so far only bolsters their credentials. And they want to go further, faster. They just need more support.

Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 21

Amidst the energy price crisis, this is essential.

Instead, the latest PSDS announcement followed an absurd decision by the government to scrap a separate £1 billion domestic energy efficiency plan.

As the National Infrastructure Commission recommends, we should move away from competitive funding — especially for infrastructure and Net Zero projects.

The measures deployed include solar panels, heat pumps, new LED lighting, battery storage, low carbon heating, energy-efficient windows, and better wall, roof, and pipework insulation.

Local leaders delivered Green Home Grant projects that saved low-income households over £1.2 million a year on their bills

Ultimately, any money for insulation and low carbon heating is welcome, but far more is needed. And it needs to be targeted to the households and local authorities most in need.

But it’s not just that. The majority of local authority recipients of the PSDS are the larger and more urban authorities and those with climate-ambitious plans already in place.

By comparison, the government has literally burned through £10 billion of unusable personal protective equipment bought in the first year of the Covid-19 pandemic.

The pandemic was an unprecedented crisis, and the government reacted accordingly.

The works are creating and safeguarding around 2,000 jobs throughout the city region and supporting Greater Manchester’s goal to achieve Net Zero by 2038.

ReductionEnergy

Savings

In total, the projects will remove up to 4,050 tonnes of carbon dioxide emissions each year – equivalent to taking 2,828 cars off the road.

Thanks to the funding, 36 schools are in the process of being upgraded, 30 primary schools and six high schools. More than 20 leisure centres will also be upgraded.

The upgrades to the historic venues included electrical infrastructure improvements, LED lighting, heating insulation, ventilation fans and motors to make them more efficient, air conditioning systems, and improving energy metering and building controls.

Net Zero starts with energy waste

“Squandering scarce renewables on energy wasteful buildings is not tenable. Net Zero begins with closing the energy performance gap of buildings. We are already helping over 8,000 buildings close this gap.”

www.energiraven.com

Making evacuations safe for those who need more help

Phase 2 of the inquiry started in January 2020 and looks at why the fire could have happened and what happened after the fire.

In response to the consultation, the National Fire Chiefs Council said: “It is NFCC’s view that, although the EEIS proposals represent a step forward, the current proposals do not go far enough, nor do they meet fully the intent of the Grenfell Tower Inquiry Phase One recommendations. NFCC very much appreciate that evacuations pose a challenging policy area, but we believe there is more that Government should be doing in this area to ensure that all residents are able to evacuate safely without the need to wait, in the hope of being rescued by the FRS.”

In summer 2021, the government ran the Personal Emergency Evacuation Plans

The Local Government Association (LGA) said: “The LGA recognises the practical E

In August 2017, an inquiry was launched to look into the Grenfell fire. There were two phases of the inquiry. Phase 1 looked at what happened on the night of the fire, including what the emergency services did. The Phase 1 report was published in October 2019.

(PEEPs) consultation asking how they could make sure the above two recommendations happened. In response to the feedback, they published a report in May 2022, that said that they would not be able to make the recommendations happen. The government said: “The PEEPs consultation raised significant issues covering 3 broad areas –vulnerableonSharingEvacuationanotherresidentialPEEPsunablewesafety,proportionalitypracticality,andwhichmeansarecurrentlytomandateinhigh-risebuildings.”Theythenlaunchedsurvey,EmergencyInformation+toaskforfeedbackdifferentproposalstokeepresidentssafeinafire.

Responses

buildingsresidentialproposalsTheapplytowheretherearetwoormorehouseholds.Issue29.5 | GOVERNMENT BUSINESS MAGAZINE 23

SafetyFire

The report from Phase 1 recommended that the responsible person for each highrise building where people live must make a plan for each of their residents who would have problems leaving the building in the case of a fire. This plan is called a personal emergency evacuation plan (PEEP). The report also recommended that the PEEP, along with other information about these residents should be up to date and kept in a box in the building, so fire and rescue services can access them in the event of a fire.

firePerson-centredriskassessment

The NFCC said: “Whilst NFCC agree that a PCFRA is a viable way to identify fire safety risks to the individual and barriers to evacuation, we strongly advocate that this is not limited to those residents in buildings with temporary simultaneous evacuation strategy.”

The NFCC said: “It is the view of NFCC that the proposed toolkit does not go far enough.

Step 3 is the person-centred fire risk assessment checklist. For every resident that self-identifies as needing help, the responsible person needs to carry out a person-centred fire risk assessment to look at the risk of fire inside that person’s flat. The assessment will also look at common areas like corridors and stairs to assess if changes could be made to help that person get out of the building safely – such as signs, ramps, handrails or a special fire alarm. The consultation asks for feedback on the person-centred fire risk assessment.

The LGA said: “PCFRAs are a useful tool, however, they should not only be limited to temporary simultaneous evacuation or only for residents with mobility impairments. Where it is known that there are or could be residents who need support to evacuate, irrelevant of the tenure, height or evacuation strategy of their building, they should be offered a PCFRA.”

The proposals include making a document to help responsible persons keep their residents safe from fire, including examples of what other responsible persons are already doing to protect their residents. The consultation asks if this document is a good idea and whether respondents have any examples that could be included in this document.

evacuationSimultaneousstrategy

Step 1 focusses on which buildings the proposals should apply to. Most buildings have a ‘stay put’ strategy, as for these buildings it is safer to stay in one’s own home until the fire has been put out. However, due to the way they have been built, some buildings can be assessed as less safe or more at risk of a dangerous fire – these buildings will have a “simultaneous evacuation” strategy to follow if there is a fire. In this case, if there is a fire in the building, everyone needs to leave the building. The government plans to focus the majority of its plans on buildings with simultaneous evacuation strategies.

approach to support people who otherwise couldn’t evacuate independently, given that buildings with simultaneous evacuation strategies have been identified as having a known building safety risk that requires residents to leave in an emergency. “

“The FSO needs to ensure that there is a clear and consistent approach, with no room for ambiguity on what the requirements are for RPs, and provide safeguards for residents of all tenures from disproportionate treatment across relevant buildings. Relying on individual RPs to make these judgements risks creating a multi-tiered system of protections for those residents that may require assistance to evacuate safely from their home.”

For every resident that self-identifies as needing help, the responsible person needs to carry out a person-centred fire risk assessment to look at the risk of fire inside that person’s flat.

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk24

The consultation asks if the proposals should only be applied in buildings with simultaneous evacuation strategies.

SafetyFire

The National Housing Federation said: “Disabled and mobility-impaired residents should feel and be safe in their homes, and no resident should be discriminated against when it comes to their personal safety. We therefore disagree that the government’s proposals provide an adequate

The National Housing Federation said that responsible persons should be required to provide disabled and mobilityimpaired residents with the opportunity to identify if they would need support.

Responsible person

 challenges of delivering PEEPs and has raised these with government, but does not believe it is acceptable to have buildings in which residents who can do so are told to evacuate immediately if there is a fire, but disabled residents are left in a burning building in the hope of rescue by the fire service. Such buildings are simply not suitable for disabled residents and they should be offered the opportunity to move.”

The proposals apply to residential buildings where there are two or more households.

Step 2 aims to identify the residents who need help to get out. The government has suggested the responsible person ask residents to identify themselves if they would need help to get out of the building if there was a fire. The responsible person would need to make a list of these people and ensure it is up to date. The consultation asks if it is a good idea for responsible persons to ask residents who need help to self-identify and if not, what would be another way.

Following the risk assessment, there may be nothing “reasonable” that can be done to help vulnerable people get out of the building. In this case, the government wants the responsible person to share information about these residents with the local fire and rescue services. The consultation asks the respondents’ opinion on

evacuation-information-sharing/eeis-consultation-documenthttps://www.gov.uk/government/consultations/emergency-

INFORMATIONIssue 29.5 | GOVERNMENT BUSINESS MAGAZINE 25

The LGA expressed a similar view, saying: “Proposals should not be limited to those with mobility impairments. Whilst mobility impaired residents are most likely to require physical assistance or equipment to assist them in evacuating their building, there are a multitude of other impairments that can affect an individual’s ability to evacuate or become aware that an evacuation is taking place.”

sharing information with fire and rescue services. ESPFIREALARMS.CO.UK Email us today at info@esafetyproducts.co.uk FIRE ALARM FIRESERVICING/MAINTENANCEINSTALLATIONEXTINGUISHINGSERVICING / SALES EMERGENCY LIGHTING FIRE RISK ASSESSMENTS CALL NOW FOR A FREE QUOTE: 0800 917 0608 STANDARDBRITISHTHETOCOMPLIANTAREPREMISESYOURENSUREWILLESPDONT TAKE RISKS BE SAFE info@esafetyproducts.co.ukwww.espfirealarms.co.uk ESP WILL ENSURE YOUR PREMISES ARE COMPLIANT TO THE BRITISH STANDARD DON’T TAKE RISKS, BE SAFE AND PROTECT WHAT BELONGS TO YOU TODAY CALL NOW FOR A FREE QUOTE ON OUR FREEPHONE 0800 917 0608 GET EQUIPPED BOOK ONLINE TODAY AT WWW.ESPFIREALARMS.CO.UKFIREALARMINSTALLATIONSERVICING/MAINTENANCEFIREEXTINGUISHERSALESFIREEXTINGUISHINGSERVICINGEMERGENCYLIGHTINGFIRERISKASSESSMENTSCLIENTS WE ACT FOR info@esafetyproducts.co.ukwww.espfirealarms.co.uk ESP WILL ENSURE YOUR PREMISES ARE COMPLIANT TO THE BRITISH STANDARD DON’T TAKE RISKS, BE SAFE AND PROTECT WHAT BELONGS TO YOU TODAY CALL NOW FOR A FREE QUOTE ON OUR FREEPHONE 0800 917 0608 GET EQUIPPED BOOK ONLINE TODAY AT WWW.ESPFIREALARMS.CO.UKFIREALARMINSTALLATIONSERVICING/MAINTENANCEFIREEXTINGUISHERSALESFIREEXTINGUISHINGSERVICINGEMERGENCYLIGHTINGFIRERISKASSESSMENTSCLIENTS WE ACT FOR info@esafetyproducts.co.ukwww.espfirealarms.co.uk ESP WILL ENSURE YOUR PREMISES ARE COMPLIANT TO THE BRITISH STANDARD DON’T TAKE RISKS, BE SAFE AND PROTECT WHAT BELONGS TO YOU TODAY CALL NOW FOR A FREE QUOTE ON OUR FREEPHONE 0800 917 0608 GET EQUIPPED BOOK ONLINE TODAY AT WWW.ESPFIREALARMS.CO.UKFIREALARMINSTALLATIONSERVICING/MAINTENANCEFIREEXTINGUISHERSALESFIREEXTINGUISHINGSERVICINGEMERGENCYLIGHTINGFIRERISKASSESSMENTSCLIENTS WE ACT FOR info@esafetyproducts.co.ukwww.espfirealarms.co.uk ESP WILL ENSURE YOUR PREMISES ARE COMPLIANT TO THE BRITISH STANDARD DON’T TAKE RISKS, BE SAFE AND PROTECT WHAT BELONGS TO YOU TODAY CALL NOW FOR A FREE QUOTE ON OUR FREEPHONE 0800 917 0608 GET EQUIPPED BOOK ONLINE TODAY AT WWW.ESPFIREALARMS.CO.UKFIREALARMINSTALLATIONSERVICING/MAINTENANCEFIREEXTINGUISHERSALESFIREEXTINGUISHINGSERVICINGEMERGENCYLIGHTINGFIRERISKASSESSMENTSCLIENTS WE ACT FOR info@esafetyproducts.co.ukwww.espfirealarms.co.uk ESP WILL ENSURE YOUR PREMISES ARE COMPLIANT TO THE BRITISH STANDARD DON’T TAKE RISKS, BE SAFE AND PROTECT WHAT BELONGS TO YOU TODAY CALL NOW FOR A FREE QUOTE ON OUR FREEPHONE 0800 917 0608 GET EQUIPPED BOOK ONLINE TODAY AT WWW.ESPFIREALARMS.CO.UKFIREALARMINSTALLATIONSERVICING/MAINTENANCEFIREEXTINGUISHERSALESFIREEXTINGUISHINGSERVICINGEMERGENCYLIGHTINGFIRERISKASSESSMENTSCLIENTS WE ACT FOR info@esafetyproducts.co.ukwww.espfirealarms.co.uk NOW FOR A FREE QUOTE ON OUR FREEPHONE 0800 917 0608 FIRE ALARM FIRESERVICING/MAINTENANCEINSTALLATIONEXTINGUISHERSALES

The LGA argues that this plan does not go far enough, saying: “We do not believe simple flat and floor numbers are sufficient, and this approach arguably risks transferring responsibility from the duty-holder to the fire service and disabled individuals. Operational crews would require more information on things including type of

Sharing information

The government has also suggested that the responsible person for each building produces a plan informing residents what to do in the case of a fire.

SafetyFire

The NFCC also said: “NFCC also recommend that PCFRAs are made available to all residents regardless of their impairment of vulnerability.”

The NFCC has a similar view, saying: “NFCC strongly disagree that simply providing FRSs with a flat and floor number of the resident requiring assistance will be sufficient to enable the FRS to assist a resident who may find themselves in a vulnerable position to exit safely from the building.”

Finally, step 5 is about how the fire and rescue services would use this information, with the intention of them using it to help residents who need more support to get out of the building if there is a fire. The consultation asks whether this is a good idea.

Step 4 is about sharing information with the local fire and rescue service. Following the risk assessment, there may be nothing “reasonable” that can be done to help vulnerable people get out of the building. In this case, the government wants the responsible person to share information about these residents with the local fire and rescue services. The consultation asks the respondents’ opinion on sharing information with fire and rescue services.

impairment and any equipment, medication etc. that will need to be taken with them when evacuated. Without this kind of information, residents or firefighters risk being injured. Due regard should be given to the FIA/NFCC Code of Practice for Premises Information Boxes.”

The final part of the consultation asks for the respondent to share any ideas that work well to keep vulnerable residents safe. L

FURTHER

Digital butstackingprojectsup... +44thestretchedresourcetolimit?(0)1675468968 | certes.co.uk | enquiries@certes.co.uk 3 The Courtyard, Roman Way, Coleshill, Warwickshire, B46 1HQ With almost 40 years’ of experience, Certes can help with your digital transformation from strategy and discovery to delivery and build: ● IT Planning and Delivery ● Full service governance and assurance ● End-to-end digital transformation delivery ● Scalable IT capability on-demand ● Rapid Deployment (within 10 days) ● Small or Large Scale Projects ● 24/7 MI through our bespoke portal ● IR35 Compliant Solutions Certes IT Agility AbilityTM: Digital throughTransformationAgileDelivery. Call today to discuss the requirements of your next transformationdigitalproject. +44 (0) 1675 468 968

In recent years, many organisations have started to view digital transformation as a necessity. The pandemic accelerated this, as it saw people interact with the digital world differently by strengthening virtual connections to stay in touch. This has had – and will continue to have – a long-lasting effect on organisational digital transformation, which is now widely viewed as a necessity for businesses to survive in the long-run.

The effects of the pandemic

The importance of maintaining your culture when increasing skillsets

When you’re setting out your delivery expectations for your digital transformation project, these shouldn’t just be based on your project’s tasks and requirements. Your new team should be a service to your outcomes, but they should also understand exactly how you expect them to work. Your new team should not only have the technical capabilities to deliver the

With the public sector looking to improve its digital systems as technology develops, many leaders are looking for certain requirements and services to fill talent shortages and skills gaps. However, organisations shouldn’t need to compromise on culture to make digital transformation visions a reality. Robert Lindsey, managing director, Certes IT Service Solutions, discusses the effects of the pandemic on digital transformation and culture and explains how organisations can find the balance between culture and skillsets

FeatureAdvertisement

If you’re implementing a team through an external provider, it’s important they understand your culture deeply, as this will help to set expectations and avoid problems further down the line.

As technology changes at a rapid pace, ensuring your organisation has the required skills to support digital transformation can be difficult. However, in a turbulent market, sourcing specialist skills shouldn’t be about compromising culture.

For support – or to find out how we can help your digital transformation project to succeed by prioritising your business’ culture – visit Certes IT Agility AbilityTM or call 01675 468 968.

Secondly, consider the onboarding processes.

FURTHER

INFORMATION Charlotte Thorp: 07730 009 www.kineticpr.co.uk0121KineticPrianca.adatia@kineticpr.co.ukPriancaTilly.judges@kineticpr.co.ukTillyCharlotte.thorp@kineticpr.co.uk047Judges:07463779123Adatia:07930730652Communications2126250 Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 27

When working on a digital transformation project, organisations will often start by considering the necessary resources and technology needed to achieve the desired outcomes. However, this should be about more than simply defining the required skillset or technical ability.

You need a partner that understands your culture and supports you in building a strong service team around this to deliver your digital transformation projects successfully. L

Culture has a critical role to play in the success of any digital transformation project. If the project team’s ethics and motivators don’t align with those of the wider organisation, it can be extremely challenging to make the project happen on time, to your standards, within budget – or even at all. It may also mean you face challenges during critical phases of the programme.

Recent research found that 55 per cent of senior finance, HR and IT business leaders believe their digital transformation strategy is outpaced by business demands – widening the digital acceleration gap.

It’s not just about integrating the team into your processes, but your culture too.

With IT professionals deemed most likely to work from home, the question of culture surrounding digital transformation is especially important. If you’re onboarding a remote employee or service team for your digital transformation project, embedding your culture is key – even if it’s only for a short-term stage of

By ensuring everyone in your team – whether temporary or permanent – is working in line with your culture, you can smooth collaborative working and realise your digital transformation project the way you imagined. To achieve this, consider firstly embedding your culture throughout your business.

desired outcome, but they should also have a clear guide of how they’re expected to do so.

2022

sources included in the above text were accurate as last accessed on

While your team are settling in, invest some time in showcasing the culture you have and letting them know how they can embody this as they support your journey. Finally set expectations for your new team

Finding the balance

Culture or skillset?

Once your digital transformation or service team has been carefully selected, it’s important to ensure that your onboarding processes includes your organisation’s culture.

Your whole team should be able to tell you what your ethos is and embody it in their everyday work – this should be from your core leadership team, right through to temporary talent contracted to support your digital transformation project.

If you can’t define your ethics simply, how can you expect a new team to embody it?

All 06 September

Alongside this, the pandemic also ignited the hybrid working model as we know it today, with regular homeworking in the UK tripling between 2019 and 2021. Although offering employees a number of benefits to increase work-life balance, hybrid working is also seeing many companies grapple with issues they’ve never experienced before.

your project, on an interim or permanent basis.

Before you look outwards for a team to enable digital transformation in your business, it’s important to ensure you’re clear on what exactly your culture is.

One key issue is the question of culture: how can you maintain a strong organisational culture at a distance, in a world where remote working is the new norm?

Intuitive VentilationFIRSTCLASS CHOICE Susurr ® Susurr ® ‘’..Indoor air quality has been found to negatively impact concentration and productivity levels within classrooms.’’ ‘’.. in a properly ventilated classroom, children work faster and are better at solving tasks.’’ The Susurro heat recovery unit is designed for decentralised ventilation. It provides an ideal solution in both new and existing buildings. Its minimum noise level makes it the perfect choice for schools and offices. Call: 01494 525252 Visit: airflow.com l Easy to install and maintain l Built-in CO2 sensor l Minimum noise level l Continuous supply of fresh air l Energy saving through EC fans l Complies with ErP 2018, BB93 and BB101 l Helps people with allergies breathingand difficulties Susurro’s control panel is intuitive and easy to use. The coloured display provides detailed information about the unit’s operation parameters and enables precise control. l Digital touch-screen controller l Integrated timer (Daily, Weekly) l Decentralised ventilation mode l BMS - Connection via Modbus RTU l Optional connection of sensors: CO2, RH, VOC

Asbestos removal, other than removing the hazard, doesn’t save businesses money and in some cases, they are paying twice as much, one for the removal and then reinstatement costs.

One recommendation posing huge implications for the asbestos industry is to “remove asbestos from all nondomestic buildings within 40 years”.

containing materials (ACMs). With this ideology, it ensures all those that are likely to come into contact with asbestos will be informed and instructed as to its location and condition. This will assist in their work assessments with the ultimate objective in preventing exposure to asbestos being met. This recommendation would need to be adequately controlled, ensuring only the correct people can access such data and be used to prevent asbestos disturbance. However, caution would need to be considered with access by members of the public, as they may not be aware of the risk of asbestos and are un-trained and often ill-informed about the risk of asbestos, especially when it is being adequately managed in a managed environment, which could raise unnecessary concerns and fears of those accessing nondomestic buildings, especially public buildings.

Asbestosmeeting the 40-year deadline

With regards to the recommendation for more “sustained increase in inspection and enforcement”, UKATA believe this is required. With government ensuring that it provides “adequate funding”, this can only result in more inspections and identification of non-compliance with all aspects of the Control of Asbestos Regulations 2012.

HSE have actively inspected licensed asbestos removal contractors for many years. However, with an increased programme, HSE could focus on areas such as Duty Holders, ensuring the duty to manage is being complied with and duty holders are actively managing asbestos, rather than just ensuring they have an asbestos survey. Many believe this meets the requirement, falling short of compliance, with no up-to-date asbestos register, no active and utilised action plan and more importantly no communication plan.

From increased inspections, HSE would be better placed to assess the competency E

Increased inspections

Asbestos Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 29

HSE approach

With many rebuilding their organisations coming out of the pandemic, which could take many years, and the current cost to businesses increasing, it is well acknowledged that asbestos removal poses a risk, albeit low when undertaken correctly. However, with the cost of asbestos removal, some may decide to take this work on themselves without the correct knowledge and skills, thus increasing the risk. Another consideration is where the hazardous waste will go? Currently, it is deposited in landfill, but with a huge increase in removal, these landfill sites will become full, and there are other environmental impacts to consider.

The committee recommended the implementation of a “central digital register for non-domestic buildings, highlighting its location and type”. One of the key roles in effective asbestos management has always been to share information with all those that need to know the location of the asbestos

The HSE approach has always been to leave asbestos in place if it is in good condition and unlikely to be disturbed, which may need to be a factor in the decision to remove asbestos within 40 years.

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk30 STORAGE PROBLEMS? We’ve heard it all. Better yet, we’ve solved it all. Get in touch with our Business Services team today to book your FREE consultation. WWW.B i GDUG.CO.UK 0330 332 6312 Bespoke Software Development???DocumentandInformationManagementsystemsWe create bespoke software. We start by understanding what you want, then choose the right tool to create the application... ...you need! Pivotal solutions Tel: +44 (0) 7771 993 www.pivotal-solutions.co.ukcontact@pivotal-solutions.co.uk089

The recommendation that the HSE should commit to investing more in sustained campaigning work, is very much supported by UKATA. Over the past 14 years, UKATA has supported and promoted many HSE campaigns and will continue to support future campaigns through its own platforms and media channels to its nearly 200 members and 10,000 monthly website visitors.

Asbestos

To find a UKATA approved asbestos training provider near you, visit www.ukata.org.uk or for free advice call their team on 01246 824437.

Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 31

There are thousands of asbestos surveys undertaken in the UK daily, the majority of these are undertaken by accredited organisations that have met a strict quality and technical standard set down in ISO 17020 and HSG264. However, many asbestos surveys are undertaken by organisations and individuals with no accreditation.

Campaigns

With the recommendation that the HSE “makes it mandatory for all people conducting

asbestos surveys to be accredited”, this is a huge leap forward in ensuring that all organisations or individuals meet the quality standards that have been in place for many years. This would ensure that the quality of surveys and inspections would increase and reduce the likelihood of missed asbestos containing materials, which inevitably will have an adverse increase in exposure and spread of asbestos. UKATA fully supports this recommendation. L

Established in 2008, UKATA is a highly respected, leading authority on asbestos training. Its passion is to both maintain and improve asbestos training, ensuring the highest standards are upheld by means of continual quality assessment.

Unfortunately, there was no minimum standard of information, instruction, and training for duty holders. Because of this lack of standard and the need for a specific course for duty holders and appointed persons, UKATA developed the UKATA Duty to Manage – Appointed Person (DTMAP) three-

Accreditation

For many years, this standard hasn’t been a mandatory requirement, unlike the clearance testing following on from asbestos removal works, any organisation undertaking the certificate of reoccupation is required to hold accreditation in the UK.

day training course which covers in detail the duties required to actively manage asbestos within premises. Since its launch in 2018, the DTMAP has been an enormous success and the uptake for this training continues to increase.

UKATA continuously works within current legislation as a minimum, whilst collaborating with industry partners to ensure that the UK has the highest standards of asbestos safety.

 of the duty holders and “whether it needs to specify minimum knowledge, training or other requirements for people performing this critical role.” In 2006, HSE released the ACoP L143, and specified the minimum training for trade operatives and others likely to come into contact with asbestos during their dayto-day work activities would need to have, as a minimum, asbestos awareness training. This was a game changer for the construction sector. All that are employed are provided with the basic asbestos awareness, informing them as to the location of ACMs and what to do in the event of accidental disturbance, with an ultimate aim to prevent their exposure and prevent others from becoming exposed to asbestos. This additional requirement had a huge positive effect on the construction sector, as prior to this, many were not aware of what asbestos was, the dangers of the material and where it could be found in premises. With this increased knowledge, workers were asking the correct questions and identifying asbestos, or what they presumed to be asbestos, before they disturbed the fabric of the building, thus resulting in a reduction of exposure to asbestos across the sector.

UKATA freely shares knowledge and information both online and across social media, demonstrating that education remains their top priority.

FURTHER INFORMATION

• Sof tware used by 2. 5M public sector professionals • Suppor ting ser vices used by 90M citizens • With more than 30 years proven experience { The #1 UK provider of software to the public sector Learn more about how we are helping to deliver the public sector ser vices of the future at civica.com

Our survey revealed a very clear shift in attitudes towards data across the Civil Service. 60 per cent of the 800 officials we surveyed felt that the perception of data had improved within their department, with around 55 per cent feeling that data-driven decision-making was on the increase. While this is certainly positive, problems persist around data quality, with only 9 per cent of civil servants saying that “significant progress” had been made in this area. A building, as any architect will tell you, will never stand the test of time or live up to its intended purpose unless it is built upon solid foundations. The same is very much true for public services and data. By defining and applying robust rules for the collection, storage and re-use of data, the Civil Service can concentrate on understanding and interpreting data without having to constantly check what it means or where it came from.

A smarter Civil Service needs skilled people

Another issue which came across quite strongly was data sharing – or rather the distinct lack of it, as our survey reveals. Almost half (49 per cent) of our respondents said that data sharing between their own department

About Civica: Civica is the UK’s largest software company focused on the public sector. With over 30 years of proven expertise, we hold an undisputed leadership position in our markets around the world. L

and others had remained “unchanged” in the wake of the pandemic. Perhaps even more concerning is the fact that less than a third (28 per cent) of our respondents were aware of data sharing within their departments. The good news, however, is that most of our respondents were of the same mind when it came to the solution: joined up systems and processes across all departments to enable data sharing.

Harnessing data: a journey, not a giant leap

The five missions set out in the National Data Strategy are each worthy endeavours in their own right. Collectively, they could completely transform the relationship between citizen and government. This, however, will only happen if the five missions are seen as a transformative journey which the whole Civil Service is taking together.

Data of course, is of little use unless you have the right mix of skills within departments to exploit it and on this front, the picture was quite mixed. The development and retention of skilled staff emerged as the top key challenge to achieving data priorities, with around 56 per cent of officials saying there had been no change in this area. Civil servants also emphasised to us that even though tools and technology exist within departments, there is a considerable skills gap in leveraging data-driven solutions meaningfully. To keep pace with the relentless advancement in data-driven technologies, there must be a culture of continuous education, training, and upskilling right across the Civil Service.

Steve Thorn, Executive Director, (Central Government) Civica

FeatureAdvertisement

Published at the peak of the global pandemic in December 2020, the UK Government’s National Data Strategy could not have come at a more critical juncture, both for our public services and the people they serve. From the rapid rollout of the COVID vaccines to remote learning, civil servants and citizens alike could appreciate first-hand, the true power of data-driven digital technologies. When launching the National Data Strategy, ministers set a high watermark – “to drive the collective vision that will support the UK to build a world-leading data economy”. At Civica, we wanted to understand just how far down the track government departments are on the missions set out in the National Data Strategy. To do this, we interviewed more than 800 UK civil servants at all levels of seniority across Whitehall during the month of July.

Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 33

FURTHER INFORMATION

www.civica.com

Data sharing: breaking down the silos

Data standards: getting the foundations right

The lingering issue of legacy IT also came across quite strongly in our survey. Right across our public services, there exists a plethora of ageing, perhaps obsolete systems and processes which are increasingly no longer fit for purpose, either in terms of functionality, connectivity, compliance, integration or supported technology. 54 per cent of civil servants felt this along with “resource capability and capacity” (53 per cent) would be the next two top challenges in achieving data priorities in the next 12 months.

Two years on from the publication of the much-anticipated National Data Strategy, Civica’s Steve Thorn looks at what progress has been made and where there is still some way to go

National Data Strategy two years on: the will, but not yet the way

surveyed felt that their department’s data priorities were either “quite closely” or “very closely” aligned with the National Data Strategy (NDS), whilst the majority (68 per cent) said it was “somewhat closely” aligned. This would seem to suggest the lack of a uniform approach across departments.

Old technologies, new problems

Finally, we were keen to understand how civil servants view the National Data Strategy itself. Where does it rank amongst the many competing priorities and objectives they face within their departments? Surprisingly, only a quarter of those we

Rowena Reid, Customer Relationship Manager in ESPO’s Energy team says, “We understand that rising energy costs can be daunting for our customers. By using our frameworks, you can be assured that our team are monitoring the markets to make the best purchasing decisions for you. The ESPO framework model uses a strategy which has kept prices low over many years and will continue to do so in the future”.

Get in touch

FURTHER INFORMATION

In today’s turbulent market it seems like the cost of energy is on everyone’s mind and striking the balance between value for money and peace of mind can be a real juggling act. Let ESPO take the pain out of energy procurement, after all, we’ve been supporting public sector customers for over 40 years

Whether you’re ready to change your energy plan or you’re not quite there yet, there are still a number of services offered by ESPO that can help you make immediate savings with very little effort. Our Gas and Electricity Bill Validation Service is one such example, allowing our team to forensically validate the invoices our customers receive to ensure that all charges are applied correctly, even if you’re not currently using ESPO for your gas or electric. Over the years we’ve saved customers many thousands of pounds through this service alone!

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk34

below the market average. We then average out the costs and provide you with a fixed rate for the year, allowing for easier budget planning and increased peace of mind.

By purchasing energy in advance and spreading the risk over a longer period of time, there is a smoothing effect on annual prices, helping to avoid extreme cost variations. This means that we can consistently purchase energy at reasonable prices, allowing us to sell it on at reasonable prices – a real win-win situation!

ESPO’s in-house Energy team do the hard work for you!

The team purchase energy up to 18 months in advance of the supply period, buying little and often to avoid peaks and troughs in the market with the objective of purchasing our entire requirement at prices

ESPO’s energy offering includes electricity, gas, water, liquid fuels, green energy solutions, bill validation services and more, so whatever your energy requirements, you’re sure to find the right solution for your organisation.

Small changes can mean big savings

Water is another quick win. Many customers have made savings simply by switching from their current supplier to ESPO’s Water, Wastewater and Ancillary Services framework] (1008). It’s a straightforward process that can have an instant impact on your savings.

For information about our extensive energy offering, please visit espo.org or get in touch with a member of our friendly Energy team today via energy@espo.org, who will be happy to help find the best solutions for your organisation. L

Simply put, a flexible purchasing strategy works by combining the amount of energy that our customers need, giving us the purchasing power to buy in bulk. This means that if you have one meter with us and another customer has 200 meters, you’ll still pay the same rate for wholesale gas and electric, benefiting from economies of scale.

It’s the job of our 12 strong, in-house Energy team to ensure that you’re getting the most from your money, time, and resources when it comes to sourcing energy. With over 40 years of experience, we pride ourselves on using our expertise and flexible purchasing strategy to find the perfect package for your organisation. If you’re looking for a feeling of control in this increasingly turbulent market, then look no further than ESPO.

Access to further services such as Automated Meter Reading (AMR) and Bill Validation Services.

espo.org

We have adopted a flexible purchasing strategy which we use to procure the energy requirements for over 1,500 customers including local authorities, housing associations, education establishments and more, covering over 22,000 sites!

Managing your energy with ESPO - Reduced risk and added peace of mind

Complete price transparency – there are no hidden costs!

How do we buy our energy?

We use a flexible purchasing strategy so that you pay the best possible price to provide peace of mind and reduce risk. All suppliers are pre-qualified with a brilliant track record.

A dedicated Energy team who are on hand for support and advice

FeatureAdvertisement

Benefits of using our Energy frameworks

How does a Flexible Purchasing Strategy save you money?

Specifications

Changing Places toilets were created to meet the needs of those with disabilities

The facilities are to be installed in publicly accessible places such as art galleries, cinemas, concert halls, shopping centres, recreation and entertainment buildings, libraries, museums, visitor centres, beaches, parks and gardens.

Who are they for?

and complex care needs. They were created for those who need carer support, appropriate equipment and more space.

increase the number of Changing Places toilets. Round 1 of the Changing Places Fund allocated £23.5 million to 191 local authorities across England, to fund 500 Changing Places toilet facilities. Round 2 of the fund has recently opened.

Changing Places offer more than standard accessible toilets, providing more space and necessary equipment. Standard disabled toilets are designed to meet the needs of disabled people who can use a toilet independently and cannot accommodate large wheelchairs and carers. It is estimated that more than 250,000 people need these facilities to be able to get out and about. Changing Places toilets are larger than standard accessible toilets and provide equipment such as hoists, privacy screens, adult-sized changing benches and peninsular toilets, as well as space for carers.

thosemeetwerePlacesChangingtoiletscreatedtotheneedsofwithdisabilitiesandcomplexcareneedsIssue29.5 | GOVERNMENT BUSINESS MAGAZINE 35

With Round 2 of the Changing Places Fund recently opening to expressions of interest, Government Business looks at the programme and what has already been achieved

Changing Places facilities are intended for people with complex disabilities who require hoisting from their wheelchair onto the toilet and providing support once on the toilet and those who are incontinent and who require hoisting from their wheelchair onto a height adjustable adult sized changing bench to have their continence pads changed. They are also designed for those who are not wheelchair users but whose other complex needs are not met in current public toilet provision including disabled children and adults who have balance or health/ size issues, or severe autism or thewithcarersfamilyalsobehaviours.challengingTheyaredesignedtoenableorprofessionaltousethetoiletdignitywhilstkeepingwheelchairusersafe.

In 2020, the government made it compulsory to include a Changing Places toilet in certain new, publicly accessible buildings. The Changing Places Fund was launched in summer 2021 to help local authorities

Changing Places to accessibleprovide facilities

PlacesChanging

To qualify as a Changing Places toilet, facilities must meet certain specifications and be registered by the Changing Places Consortium. The specifications include a height-adjustable adult-sized changing bench, a ceiling hoist to cover the whole room, should someone fall and a peninsular toilet which allows a person to be supported from both sides whilst on the toilet. The facilities must also be 12 sqm to meet the needs of the widest range of users and especially for turning in a wheelchair.

Eddie Hughes MP, then Minister for Rough Sleeping and Housing said: “We want to deliver as many new facilities as possible with the Changing Places Fund. But we recognise that government investment alone can only do so much.

There are currently around 1,300 registered Changing Places toilets in England, but there is still not enough to meet demand.

“We also need to continue work with charities and grass-roots organisations – many who have long-campaigned for change –utilising their expertise and knowledge to build a more equal society after COVID.” E

Thousands of people in the UK are unable to go out to meet friends, or go to the shop or a restaurant due to a lack of adequate facilities. People living with learning disabilities, motor neurone disease, multiple sclerosis, cerebral palsy and other conditions often do not have access to suitable toilet and changing facilities.

https://www.gov.uk/government/ www.ecogrit.co.uk The best Eco-Friendly ice melt for schools and other public areas EcoGrit Concentrate Don’t slip up this winter! NO-RE FREEZE

Advice for local authorities

 The programme will be delivered with the charity partner Muscular Dystrophy UK. The charity supports people who are affected by more than 60 rare and very rare progressive muscle-weakening and wasting conditions, affecting around 110,000 children and adults in the UK.

FURTHER

Success stories

Changing Places toilets have already been installed in the Trafford Centre in Manchester – one of the largest shopping centres in the UK with 600,000 visitors a week. The Changing Places toilet installed there has an adult-sized height adjustable changing bench, ceiling track hoist, space for the disabled person and two carers, a toilet, movable sink and emergency alarm.

INFORMATION www.changing-places.org

“We urge all local authorities to engage with this scheme, particularly if you missed the first round, or are in an area with a low number of Changing Places toilets. We hope you will make your community as open and inclusive to disabled people as possible. Please be part of this transformation, for your local community, and for travel to and tourism in your local area.”

Local authorities will be able to access advice and information from Changing Places Support Officers who will be able to offer guidance on choosing the location, to designing and planning the installation through to registration as a Changing Places toilet.

As well as this, there are also virtual training sessions to accompany the Changing Places manual, which will explain the full process and key points to consider around the installation and registration of a Changing Places toilet in an existing building and their safe maintenance and upkeep.

PlacesChanging Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 37

The funding will be allocated to eligible local authorities with priority given to areas that don’t already have Changing Places facilities. Eligible local authorities should submit an expression of interest by 30 September. L

€A Changing Places manual will also be available to local authorities which includes information on the legislative and regulatory background around Changing Places toilets; the planning and design of a Changing Places toilet; the equipment and environment required in and around a Changing Places toilet; and the management and maintenance required of a Changing Places toilet.

Catherine Woodhead, CEO of Muscular Dystrophy UK said: “We have warmly welcomed the government’s investment of £30 million for the installation of Changing Places toilets in existing buildings in England and support the commitment to this second phase allocation of funding. We are delighted to continue working with the Department for Levelling Up, Housing and Communities to jointly guide the distribution of this funding and to provide information and advice to local authorities as they plan and manage installations in their area.

One user of Changing Places toilets said: “Access to Changing Places toilets means I can travel, can work, see my friends, go to conferences, have a meal without needing to be in an embarrassing situation.”

It would mean that I am able to go out more, instead of having to limit my fluid intake.”

There is also a Changing Places toilet in the Deep in Hull, one of the UK’s largest aquariums. The facilities include a Nirvano (CTE) Changing Table, overhead hoist, ABW6 height adjustable wash basin, centrally located toilet and portable privacy screen. In keeping with the location, it also has a marine theme.

Another said: “It means not having the constant worry of whether I would actually be able to have adequate space to transfer safely.

A golden opportunity for the next government: value for money - clearer priority setting

Public sector efficiencies: delivering value, at a lower cost Some of the biggest shared challenges across the public sector today are indeed reducing spending and demonstrating value for money. As media headlines will renew calls to reduce civil service headcount amongst other financial pressures, more

The UK economy is currently extremely vulnerable due to unprecedented levels of expenditure during the pandemic (including £46.4bn on the Job Retention Scheme alone1), the cost of the “Test and Trace” system (estimated at £37bn2) and vaccine rollout (over £5.6bn so far3), notwithstanding the heavy costs of transitioning out of the European Union

A macroeconomicchallenging context

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk38

With the current cost-of-living crisis and a recession looming, the public sector faces an era of increasing fiscal prudence with efficiencies driving the agenda. This is undoubtedly a challenge. However, at Moorhouse, we also see this as an opportunity for organisations to re-focus on what’s most important. We are a specialist transformation consultancy whose mission is to unlock the potential within our clients to amplify the value of change and turn strategy into sustainable outcomes

FeatureAdvertisement

and economic impacts of the conflict inDueUkraine.tosoaring energy prices and creeping inflation, the focus has now shifted to the cost-of-living crisis, in a country that has just entered a recession4. As forecasts suggest, the energy price cap could rise by 82 per cent from current levels in October5 and inflation is now exceeding 10 per cent6 In addition, the government is now seeking to reduce expenditure on a civil service

that has increased in size to support firstly Brexit, then the COVID-19 Pandemic.

1. HMRC Coronavirus (COVID-19) Statistics (2020), National Archives

5. Research Briefing: Domestic Energy Prices (August 2022), House of Commons Library

One method for achieving these reductions will be with “Shared Services” models, with centralised corporate functions such as Finance and HR supporting multiple ALBs. There are significant opportunities across government in this space, as organisations begin to evaluate their Operating Models and consider whether they are set up in the most effective way.

The expertise that departments possess should not just be utilised for things such as testing the robustness of Business Cases, but to consider whether they are allocating their resources where they should. The limited resource a department has should always be allocated in a such way that it effectively helps the department reach its strategic objectives. Yet we are also conscious there are many different ways of approaching this challenge, whether that be through the development of quantitative criteria that can be scored against, the implementation of digital tools to guide the

However, given the size of the problem, reduction in ALB spend alone is not enough and the focus has switched to the departments themselves with the pausing of the Civil Service Fast Stream in May. The Fast Stream is the Government’s flagship accelerated leadership programme primarily used for graduate intake. It oversees over a thousand appointments across a range of disciplines each year. The pause will help reduce headcount and gives the government an opportunity to introduce reforms into the Fast Stream, whilst some critics point out that the Fast Stream is one of the most diverse and representative workforces in the Civil Service - and a reliable source of talent.7

This pause was just a precursor to the “Civil Service 2025 Report” that aims to reduce civil service headcount by 20 per cent (~91,000) by 2025, taking staffing levels back to 2016 levels. Whilst each department will be impacted differently, scenario planning will be required by all areas of government looking at what a 20 per cent, 30 per cent or even 40 per cent reduction in FTEs may look like.

Moorhouse has witnessed first-hand the

As departments begin scenario planning for what the aforementioned reductions may look like in terms of headcount, they will also need to indicate which elements of their portfolio they will continue to deliver and which ones they will end, be they both transformation initiatives and operational activities. They need to start looking inwards and ask themselves what their priorities are.

difficulties public sector bodies face in the resourcing of their transformation portfolios. As programmes and projects move through the traditional “waterfall” methodology of development and sign off, as soon as something is deemed ready to “deliver”, it is provided the resources required. It is not easy to assess whether the limited resources that are at a department’s disposal might have a greater impact elsewhere. The links between Strategic Objectives and the various projects that sit underneath them are usually not fully traceable or easily understood, leaving measures such as BCRs or ROIs to dictate thinking.

Moorhouse has been working closely with government departments to challenge this status-quo of resourcing, developing and embedding prioritisation frameworks within internal governance mechanisms.

2. COVID-19: Test, Track and Trace Report, Public Accounts Committee

Moorhouse: a new perspective on efficiencies

FURTHER INFORMATION www.moorhouseconsulting.com

3. The Rollout of the COVID-19-19 Vaccine Programme in England, National Audit Office

than ever, organisations need to consider how to best prioritise what resource they have, in order to maximise the successful delivery of their strategic outcomes.

6. Consumer Price Inflation (August 2022), Office for National Statistics

4. Monthly GDP Tracker (August 2022), National Institute of Economic and Social Research

Identifying priorities

Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 39

process, or soliciting steers and subjective expertise from teams within the department. The big challenge for the new leadership will be finding that balance of driving efficiencies without compromising on delivering objectives. As headcount and spend reductions begin, how can the government ensure its priorities such as the Levelling Up Agenda and maximising the opportunities from Brexit to not get left to the wayside? Rather than an insurmountable challenge, departments can use this opportunity as a reset, to operate in a more effective and precise manner, with activity driven with the sole purpose of delivering value to the citizens they serve.

The creation of the new “Minister for Efficiency and Transformation” was arguably a strong indication that public sector spending is under fresh scrutiny. Announced in April 2022, the Public Bodies Reform Programme was the first real policy manifestation that Departments were commissioned to review their Arm’s Length Bodies (ALBs). Unlike previous initiatives, such as the Tailored Review that focused on governance and the relationship with departments, the efficiencies focus was explicit from the outset: through a joint publication, the sponsoring Department and ALB aim to “identify where savings to RDEL of more than 5 per cent can be made”.

7. Diversity of the Fast Stream (2021), Institute for Government

RSV Solutions offers fully managed, comanaged, and interim managed cloud network services. We’re able to manage your networking

Champion Cloud Transformation with RSV Solutions

RSV Solutions has extensive knowledge and experience in the cloud transformation space. We’ve been the go-to technology enabler for our clients in public and private sector organisations with ambitious cloud goals. Your move to the cloud can be a seamless transition. We help clients remove the complexity of cloud transformation using our proven and effective approach

We’ll help you: Discover and identify the most appropriate treatment; build a Business Case and Roadmap for transformation; transform people (skills, training, experience), processes (cloud-native, CICD, DevOps, SecOps, FinOps) and technology (automation, standardisation, simplification) for this modern way of working; decommission legacy estate and

Cloud Resource Optimisation

solutions, including all orchestration components and edge device management.

Migration

We help to develop a scalable strategy and roadmap aligned with your business’s needs. Your strategy will account for data security and integrity, prevent downtime, offer cost savings, and include staff training.

We have a team of expert consultants ready to design a modernisation plan aligned with your business profile and risk appetite. We’re ready to handle even the oldest of applications, and ensure that your organisation doesn’t lose productivity while we help you transition.

Assessment and Strategy Development

Infrastructure as Code Capabilities

RSV Solutions is the go-to digital transformation partner for public and private sector organisations. We’ve been behind some of the most ambitious projects that have transformed organisations, enabling higher levels of productivity through the use of smart technology.

Gain Control of Your Cloud Network with Us

Modernise Your Applications with us

FURTHER INFORMATION

Capitalise on InfrastructureCloudwith Us

Strategic Solutions

We have a strong focus on infrastructure as code. With Infrastructure as Code, we’re able to automate the delivery of services where possible, including patches, resiliency, provisioning and self-healing. Benefits of implementing IaC include reduce support costs, increasing a client’s network agility, and improved service reliability.

www.rsvsolutions.co.uk

Our team of experts will migrate your infrastructure, services and apps to the cloud, allowing you to optimise all shared services and hosting solutions in a more secure and scalable ecosystem.

Once in the cloud, our optimisation specialist will identify the most cost-effective way to leverage cloud services. Your enterprise will enjoy cost savings and centralised management–without limiting service availability or accessibility.

Create Your Digital Workplace With Us

Our scope of services include: Planning and implementation of digital workplace solutions, backed by strong project management expertise and experience in private and public sector; endto-end managed migrations from your legacy environment to a new greenfield Microsoft tenant; management of Exchange Online, Teams, OneDrive, SharePoint and Microsoft security and compliance; a single point of contact for managing and maintaining your Microsoft 365 environment; and we have a number of base and advanced services covering Microsoft 365 end-to-end, including Teams Voice, Device Management and Information Management L

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk40

FeatureAdvertisement

RSV Solutions is the perfect partner to organisations ready to migrate to cloud hosting. Our team of cloud infrastructure specialists are adept in all hyperscale cloud provider solutions and multi-cloud models, including Azure, Amazon Web Services, and Google Cloud Platform.

We have successfully: Migrated legacy technology including WebSphere, Tivoli, mainframes, AIX, Solaris, W2000+, RHEL3+, and many more; created optimised networks using a range of solutions for running services from the cloud in a significantly faster and more secure way than on-premise; delivered streamlined governance through the creation of tailored business cases, complete security assessments, allowing us to complete migrations in months not years; and built Cloud Landing Zones using our repeatable, script deployable solutions

Our team has gained experience by delivery key projects to the UK Public sector and system integrators, and the finance sector.

Transformation should start at the beginning of your move to the cloud, but we’ve found that it can start anywhere between developing a business case for a digital workplace solution and being in the throes of a roll-out that hasn’t been executed efficiently. Our team of experts is ready to meet you where you are to help develop and implement the right digital workplace solution for your organisation.

realise full benefits of the cloud; and manage your modernisation project and complete it expediently with zero impact on your operation

Experts with Private & Public Sector Experience

RSV Solutions is equipped with various tools and methods to move even the oldest applications. Your organisation will benefit from modern, cloud-native services that are elastic, self-aware, self-healing, can auto-scale, can be deployed by script, are evergreen, secure and resilient, and are supported with full health and security 24×7 monitoring.

50,000 trees

theFuture-proofingcitywithtrees

Trees also provide other benefits such as shade in extreme temperatures, like we recently experienced. They also intercept rainfall and reduce flooding and soil erosion. This is part of the city’s plan to become more resilient to current and future extreme weather events.

CityNottinghamCouncilis responsible foraround

individual100,000treesand100hectaresofwoods 41Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE

With the average fully grown tree absorbing around 21kg of CO2 per year, and over a lifetime of 100 years, around one tonne of C02, tree planting is a great way to reduce C02 in the atmosphere.

The importance of green spaces and nature was highlighted by the pandemic. Being surrounded by nature has positive implications for mental and physical health. The provision of green spaces encourages residents to go outside more and spend more time exercising.

Nottingham City Council is responsible for around 100,000 individual trees and 100 hectares of woods, as well as many parks. Nottingham can claim more ‘Green Flag’ parks than anywhere else outside London – meaning the parks meet the highest possible environmental standards.

The council recently announced a plan to plant 50,000 trees in the city by 2023. They say this will help soak up pollution, increase biodiversity and lower temperatures.

Nottingham is already one of the greenest cities in the UK, with a quarter of the city made up of parks and open spaces. The city boasts over 400 hectares of natural and semi-natural open spaces such as nature reserves, woodland and river corridors.

It is hoped the trees will lower the temperature of the city. Urban trees are known to have a cooling effect. As well as providing shade, they release a water vapour which reflects more solar radiation and stores less energy than artificial surfaces like tarmac and concrete. Urban areas are known to generate, trap and store heat, making towns and cities warmer than E

SpacesGreen

Health benefits

By planting the trees, the council also aims to increase biodiversity in the area - an oak tree can support 2,300 different species such as birds, insects, fungi, lichens and mammals. Planting trees between green spaces can create linking corridors and stepping stones for wildlife.

Digital projects stacking up... but resource stretched to the limit?

FURTHER INFORMATION

With 40

Find out more certes.co.uk

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk42

certes.co.uk

DVSA was able to access Agile

Certes IT Agility Ability delivered digital transformation for DVSA

When the DVSA embarked on one of its largest-ever transformation programmes, designed to modernise its systems, having the right capability to support the transformation was critical.

programme and project management services at a range of capability levels to support their in-flight projects, through ready-to-deploy resources. Using this flexible service, DVSA had a simple, efficient and effective route to market that significantly reduced their onboarding time and cost. To strengthen their technical capability, they also utilised Architecture as a Service whereby they were able to utilise a range of architecture specialisms on demand. They took advantage of the rapid deployment service offered, with a 10-day onboarding process and 5-day standdown including knowledge transfer.

Certes IT Agility AbilityTM: Digital Transformation through Agile Delivery. years’ of experience, Certes can help with your digital transformation from strategy and discovery to delivery and build.

Certes Capability as a Service (PMaaS and ARaaS) offered an attractive solution to DVSA, combining a flexible approach to Architecture and Project Management with enhanced cost control and minimal people management responsibilities.

Using tight-knit multidisciplinary teams to deliver programmes and projects across a broad-ranging portfolio, DVSA realised it needed to introduce additional resources to ensure greater cost management and improve technical delivery.

Looking for highly skilled resources, DVSA engaged with Certes to access capability-based service solutions that were flexible, scalable and costeffective and specialist technical teams that could be mobilised swiftly.

delivery of the project resource. For DVSA, the SDM allowed them to have a single point of contact at every stage of the project as well as support project progression and spend, whilst still retaining key resources and information. Utilising this service has allowed DVSA to engage scalable capability-based services to enhance their existing in house teams, introducing expert talent into their programme and project teams to deliver its transformation agenda. Seeing the value in the capability focused and flexible approach of the service, DVSA awarded Certes a 3-year contract under this offering.

Attributable as non-headcount resource; Scalable and flexible service; Deployable within just a few weeks; Output based deliveries; Real-time programme and project data captured using the Certes agility ability TM Portal.

A dedicated Service Delivery Manager (SDM) was appointed to oversee the

wonders. We saw how important our parks and open spaces became during the pandemic to help people with their physical and mental health. I’d like to say thanks to everyone who has already got involved in tree planting and I hope more will take part in the next Big Tree Giveaway. After all, Nottingham is famous for Sherwood Forest, so the more trees, the merrier!”

Urban greenery

change-and-heatwaves/become-more-resilient-to-climate-more-trees-will-help-nottingham-co.uk/%ef%bb%bfhow-50000-https://www.mynottinghamnews. Tree planting is also a relatively budgetfriendly greening initiative, with the scheme partly carried out by volunteers and the preparation and future maintenance costs quite low compared to other schemes. SpacesGreen Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 43

 less built-up areas. This can be dangerous for vulnerable groups including children and the elderly, as well as pets and wildlife.

During the 2021/22 tree planting season, Nottingham Green Guardians and their partners planted over 10,000 trees, including five Miyawaki-style forests in urban areas. The council is urging people to get involved with the second Big Tree Giveaway being launched in September.

Tree planting is also a relatively budgetfriendly greening initiative, with the scheme partly carried out by volunteers and the preparation and future maintenance costs quite low compared to other schemes.

“This is to not only help remove CO2 from the atmosphere and make our city more resilient to the effects of climate change, but also bring joy and pleasure from being around such amazing and beautiful natural

Trees will also be planted in the city’s streets and neighbourhoods, not just in already existing green spaces. Trees will be planted across the city as part of the government’s Streets for people campaign. The council also plans to transform the streets around the Broad Marsh area, with a “green heart” as the centre piece of the former shopping centre site. The intention is to create a green space which is rich in wildlife.

Cllr Sally Longford, Nottingham City Council’s Portfolio Holder for Environment, Energy & Waste, said: “Trees are the green lungs of our city and it’s vitally important we protect what we have but also plant even more, which is why our pledge for 50,000 more trees by 2023 is so very important.

The benefits of the scheme are clear, with reduced CO2 in the air and reduced temperatures. The effect on soil erosion and reducing the impact of flooding is very important with extreme weather conditions only expected to become more frequent in the future. The scheme will have a positive impact on the carbon emissions and environment of the city, whilst at the same time helping to improve the mental and physical health of the population. The scheme is a low-cost way to improve the appearance of the city and provide numerous benefits for the residents and local wildlife. It is hoped that other towns and cities will take Nottingham’s lead and start implementing similar schemes. L INFORMATION

Although not the most important factor, the trees will add to the appearance of an already-green city and hopefully encourage more visitors to the famous Sherwood Forest or Wollaton Hall.

FURTHER

A secure pop-up Webcam with Windows Hello offers personalised and greater security. USB-C docking with 329P1H.

Monitors

24” (60,5 cm) / 32” (80 cm)

242B1H / 329P1H

B Line / P Line LCD monitors

Clear vision to get more done (60,5 cm) (80 cm)

B Line / P Line LCD monitors

242B1H / 329P1H

Clear vision to get more done

Please telephone 0208 305 4161 or email us at @environment-agency.gov.ukThamesbarriertheviewfor more details.

Unique meeting rooms with views of the River Thames and London. Our rooms are light and spacious and offer various room layouts to suit all occasions. With a range of audio Meeting,visual equipment.eventhirefor up to 60 people with catering.

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk46

Please note there is no access onto the Thames Barrier Structure.

Please telephone 0208 305 4161 or email us at @environment-agency.gov.ukThamesbarriertheviewfor more details.

Please note there is no access onto the Thames Barrier Structure.

PhotographyWhitefoot

Thames Barrier The View Conference Centre

PhotographyWhitefoot

Please note there is no access on the Thames Barrier Structure. Please telephone 0208 305 4161 or email us at @environment-agency.gov.ukThamesbarriertheviewfor more details.

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! Let’s talk: sales@wybostonlakes.co.uk www.wybostonlakes.co.uk Scan Me!

Thames Barrier The View Conference Centre

Please tephone 0208 305 4188 or email us at Thamesbarriertheview@environment-agency.gov.uk for more details.

Please note there is no access on the Thames Barrier Structure.

Please tephone 0208 305 4188 or email us at Thamesbarriertheview@environment-agency.gov.uk for more details.

Please telephone 0208 305 4161 or email us at @environment-agency.gov.ukThamesbarriertheviewfor more details.

Please note there is no access on the Thames Barrier Structure.

Please note there is no access onto the Thames Barrier Structure.

PhotographyWhitefoot

Thames Barrier The View Conference Centre

Please tephone 0208 305 4188 or email us at Thamesbarriertheview@environment-agency.gov.uk for more details.

Please note there is no access on the Thames Barrier Structure.

Please tephone 0208 305 4188 or email us at Thamesbarriertheview@environment-agency.gov.uk for more details.

There are numerous event safety resources but organisers should be careful to utilise authoritative sources such as the Health and Safety Executive (HSE) and the Events

sufficientwhetheraskorganisersneedtothemselvestheyhaveknowledgeandskillsinhealthandsafetyIssue29.5 | GOVERNMENT BUSINESS MAGAZINE 47

Getting back together means getting back to basics

(how likely and how severe that harm may be) and decide on proportionate control measures to address those risks. Sensible risk management should be applied: a small, low-risk event such as a fête at a village hall warrants a lesser level of control than a large higher risk event, such as a musical festival.

However, meeting organisers retain prime responsibility for the health and safety of workers, members of the public and contractors working at the event. The organising team should be clear about health and safety roles and responsibilities, while also ensuring co-operation and co-ordination of work activities on site before, during and after the event.

Assessments should ideally be carried out afresh for each event but where an organiser uses a template or a previous assessment as a starting point, they should be reviewed to ensure they are still suitable and sufficient. For example, running an outdoor winter event will be substantially different to one at the height of summer, due to weather conditions and the necessary facilities and equipment. Even after an assessment has been completed for the event, it should be reviewed following any incidents or significant changes; for example, changes to the intrinsic nature of the event or updates made to relevant event industry guidance. E

To manage the risks of an event effectively, organisers need to ask themselves whether they have sufficient knowledge and skills in health and safety - if not, it is time to upskill, recruit or bring in external support.

Event support and resources

Know your limits

Risk assessment

EventsandConference

Industry Forum (EIF). HSE, for instance, has a microsite covering event safety basics from the point of view of organisers, site owners, contractors and workers, while the EIF publishes its Purple Guide to Health, Safety and Welfare at Music and Other Events, which is produced in consultation with HSE. Consultants can be used to support the organiser with risk assessment, planning and training. However, it is important to establish that they are competent. Check whether the consultant is registered on the Occupational Safety and Health Consultants Register (OSHCR), is a Chartered Member of IOSH (CMIOSH), has relevant experience in the type of event planned and can provide references from organisers of previous events they’ve supported.

There are many interested parties when it comes to managing event safety, including the organiser, venue owner, contractors, Safety Advisory Groups (SAGs) and, if certain criteria are met such as serving alcohol, local councils granting Temporary Events Notices (TENs).

Risk assessment is the tool by which we identify hazards (something with the potential to cause harm), assess the risks

Further due diligence checks for contractors would include asking for evidence of training for their workers (preferably to a standard recognised within their industry) and whether they can provide evidence from previous work, such as risk assessment/method statements (RAMS) that show they can work safely.

demographic of event attendees is considered to be at higher risk from Covid-19 (that is; older people, people with health conditions and pregnant people), then it may be wise to implement a higher level of communicable disease controls. This might include increased cleaning regimes, access to sanitiser and reviewing the ventilation of indoor areas. Reputational risk is also a consideration. For example, if an outbreak is linked to an event then it could be fertile ground for negative portrayal in social media and local (or even national) press.

Do we still need to worry about Covid-19? Covid-19 certainly hasn’t gone away but is more manageable at a society level; there is certainly a push towards living with Covid-19 risk rather than taking great pains to avoid it, all of which is in line with the Government’s Response Plan ‘Living with Covid-19’.

HSE maintains a register of convictions and notices that can be used to check whether a contractor has been subject to enforcement action or prosecution. Online reviews may also be a useful indicator of how a contractor operates.

Event organisers need to ask themselves if Covid-19 poses a greater risk at the event than perhaps other communicable diseases, such as flu or norovirus. For instance, if the expected

For instance, if the expected demographic of event attendees is considered to be at higher risk from Covid-19 (that is; older people, people with health conditions and pregnant people), then it may be wise to implement a higher level of communicable disease controls. https://iosh.com/

It is also good practice to have a postevent debrief with the stakeholders so that lessons, both good and bad, can be learned and incorporated into the planning for further events.

Managing contractors

Thankfully, Covid-19 has now largely become just another factor you need to take account of in the risk assessment of an event. The rest is down to sensible, proportionate risk management and being careful to address the things that could cause real harm. It may not be rocket science but it’s critical to keeping people safe and healthy… and, therefore, to the success, or otherwise, of your event.

Once the risks have been addressed in the assessment, this can then be used to inform a Safety Plan for the event. The plan should cover the control measures identified in the assessment, as well as considering factors such as the scale and nature of the event, the number and type of attendees it is likely to attract, and when and where it will be held.

Finally, there is still the possibility of Covid19 ‘spikes’ during the colder months, when people spend more time indoors, with a commensurate increase in local infection rates. This could then result in local or national restrictions being imposed, along with changes to Covid-19 guidance.

While contractors are working at the event venue, it is important that they are supervised to make sure they are carrying out work safely and if not, they should be challenged.

Foreseeable emergencies must also be planned for. Depending on the nature of the event, such emergencies could include fire, accidents, terrorism, inclement weather (such as high winds and flooding - and even heatwaves), food poisoning and disease outbreaks. Relevant stakeholders such as the venue owner, contractors, emergency services, employees and local SAGs should be involved in this planning, with emergency roles and responsibilities clearly outlined. Where possible, the plan should be tested in advance of the event, as a ‘table-top’ run through, for example.

Take outdoor marquees, for example. Although seemingly innocuous, they are classified as a temporary demountable structure and it is therefore essential that organisers ask the contractor to demonstrate they understand and will manage the risks

EventsandConference FURTHER INFORMATION

Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 49

When it comes to using contractors, there is more to appointing them than simply going with the lowest cost - event organisers need to exercise a reasonable level of due diligence to ensure that the contractor is competent to carry out its work safely.

The plan should also be used to determine the resources and facilities that are required, including first aid and medical assistance, stewards required for crowd management, eating and drinking facilities, toilet and washing facilities, and parking.

 The Safety Plan

from erecting and dismantling as well as use. There will also need to be weather monitoring and emergency plans in case of high winds.

At present, there are 83.8 million mobile devices in active circulation in the United Kingdom and 98 per cent of adults possess a mobile phone. The number of mobile devices in active circulation continues to increase annually, as does the number of devices which are seized by police as a result of criminal activities

and compliance with The Forensic Science Regulator’s Codes of Practice and Conduct will soon become a mandatory requirement for all forensic service providers and practitioners. This is expected to significantly limit the organisations to which UK Law and Government Agencies can outsource mobile devices for forensic examination.

FeatureAdvertisement BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk50

The Solution

intentions of the Home Office, UK Law Enforcement and Government Agencies, the national backlog continues to grow by around 750 devices annually. Technological advancements, increased storage capacities and our reliance upon cloud-based services are exacerbating the situation.

The Problem

In 2014, there were approximately 14,000 seized devices awaiting forensic examination, today there are over 20,000. Despite increased investment and the best

As with the majority of professional services, the digital forensics industry is regulated and organisations are required to achieve formal ISO 17025:2017 accreditation. The passing of the Forensic Science Regulator’s Act 2021 means that ISO 17025:2017 accreditation

EX1 - Digital Forensic Services Ltd (EX1) is a specialist provider of services pertaining to the forensic examination of mobile devices.

Mobile Forensics: The Challenges for UK Law Enforcement & Government Agencies

Mobile devices retain a wealth of information and their prevalence within the investigation process is significant. Our increased dependence upon technology as a society and our reliance upon mobile devices in particular, has resulted in the accumulation of significant national backlogs pertaining to digital forensic examinations.

undertaking of data verification activities, the Analyst identifies that data has not been extracted from a pertinent third-party application. The customer is notified and authorisation is requested to utilise our advanced data extraction capabilities. Once authorised, the data obtained from all relevant acquisition activities is combined, verified and exported. Analytical activities are undertaken and the examination findings are presented in SFR or MG-11 format. An evidential statement is produced which outlines the activities undertaken and the process documented above. The device and generated materials are returned to the customer via secure courier within the agreed 28-day time frame. L

been submerged in water or deliberately damaged, EX1 can restore the required functionality and acquire data from the device. The technicians employed by EX1 are highly skilled and all activities undertaken are fully documented. All methods are risk assessed and the appropriate measures are implemented to mitigate the identified risks.

FeatureAdvertisement

An Apple mobile device is submitted to EX1 on a 28-day turnaround time basis. During the undertaking of preexamination activities, the device is found to be inoperable. Authorisation to conduct diagnostic activities is requested from the customer. Once provided, the activities are undertaken and a PCB component fault is identified. A forensically-sound mobile device repair strategy, which identifies the fault, required action and any associated risks is formulated and is sent to the customer for authorisation. Once approved, the repair is undertaken and the data is extracted using traditional forensic software. During the

FURTHER

Case Study

The forensic capabilities possessed by EX1 are industry leading. EX1 is one of five worldwide private organisations to offer in-house advanced extraction services for devices possessing Android and iOS Operating Systems. These capabilities allow EX1 to acquire data from third-party applications which may not be supported via traditional forensic software solutions. As the activities are performed in-house, this service can be delivered at exceptional speed. Thus, preventing potential delays within the investigation process and delivering the data within the required timeframe.

The unique combination of services offered by EX1 are specifically designed to maximise efficiency and prevent unnecessary delays within the investigation process. In the provided case study, the process undertaken is forensically sound and a chain of custody is maintained throughout. Unnecessary delays are prevented, compliance with ACPO 2013 is demonstrated and regulatory compliance is maintained.

01554 enquiries@ex1-forensics.com227410 Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 51

The activities undertaken are accredited to ISO 17025:2017 and the organisation has formally demonstrated compliance with The Forensic Science Regulator’s Codes of Practice and Conduct for Forensic Service Providers and Practitioners within the CJS v.7.0. EX1 maintains an exceptional on time record and prides itself on delivering digital forensic services of exceptional quality on-time, every time. The systems and processes utilised by EX1 are specifically designed to maximise efficiency, whilst maintaining regulatory compliance and delivering exceptional levels of quality and customer service.

The forensically sound mobile device repair service offered by EX1 facilitates the recovery of data from inoperable and/ or damaged mobile devices. EX1 utilise the latest technologies and techniques to diagnose PCB component faults and restore device functionality. Whether the device has

To find out more about the services we offer, how we can assist you and the benefits associated with our services, please contact us below. INFORMATION

Browse our interactive network map to see if we’re well connected in your city, or get in touch to find out how we can improve your connectivity.

Connectivity:

The UK government’s plan to roll-out full fibre by 2025 is under way with work beginning on the first major broadband upgrade under the £5 billion Project Gigabit

From our findings, perhaps most pertinent was that 65 per cent of respondents expected reliance on connectivity solutions to increase in the future, while 64 per cent agreed that their digital transformation projects were at high risk of failure due to poor or inadequate connectivity. And yet, fewer than half (45 per cent) of organisations include connectivity and networking requirements as part of their digital transformation roadmaps, while just four out of ten (41 per cent) deem it a high priority.

Enhance visibility, security and control: businesses should be involving IT teams in their digital transformation programmes at all stages. The IT team should have visibility and control over network connections and be kept abreast of new technology initiatives within their organisation.

Access to lightning-fast gigabit broadband for homes and businesses across the UK is the aim of the government’s plan and with video conferencing, online learning and virtual medical consultations becoming the norm, the need for gigabit-capable coverage across the UK has become even more critical.

To understand the extent in which the public sector and UK organisations were making progress and building out their digital strategies around activities, including cloud migration and digital transformation, we conducted a survey to learn more about when connectivity was considered in the process, the level of investment in network infrastructure and the ways in which organisations are implementing forwardlooking solutions to maintain sustainability.

As one might expect with the public sector, their strategy focused around bettering the lives of people. The research would suggest

Improve connection quality for cloud solutions:

What to consider for a successful

BUSINESStransformationdigitalroll-outINFORMATIONFORLOCALANDCENTRALGOVERNMENT | www.governmentbusiness.co.uk52

Just a fifth of respondents in the public sector stated they were happy with the advice provided by their current telecoms provider on which new technologies can help with digital transformation.

More than eight out of ten (84 per cent) in the public sector are plagued by slow lead times when implementing new technology solutions. It is also the sector most likely to suggest it needs more help and advice regarding the optimal balance of connectivity performance versus cost.

Key challenges the public sector is facing with digital transformation

Supportive telecoms providers:

Key learnings from a successful roll-out of digital transformation programmes

FURTHER INFORMATION

that this is being considered in two primary ways; through the improvement of internal processes which will make the working day easier for employees, and through the introduction of technological advancements designed to improve the lives of citizens.

With so much emphasis on safety and risk, it is no surprise that the biggest digital transformation challenge for the sector is information security.

Of course, transformation is to be welcomed, as services improve and become fit for the digital age. However, public sector IT leaders must not underestimate the challenge of widespread digital transformation, and what it will demand from existing networks and connectivity infrastructure.

Address connectivity challenges of hybrid work:

Recruit the right connectivity partners: your connectivity partner should be supportive of your digital transformation ambitions, offering strategic advice and providing solutions designed to add value.

with the transition to forward-facing cloud technologies under way, it’s imperative that connectivity solutions are future-proofed and offer the capacity capable of dealing with exponentially increasing demands on data.

Safety and risk:

Our survey found that organisations that have succeeded in their digital transformation projects have focused considerable attention to the importance of connectivity.

regardless of the technologies you might be implementing as part of your transformation programme, appropriate resource should be made available to ensure adequate connectivity is in place to optimise operations.

In the current climate, digital transformation must be delivered at an accelerated rate. You can explore our success framework in greater depth as part of our report, Core connectivity: The key enabler of digital transformation L

They highlight a set of success factors they adhere to when they embarked on their digital transformation journeys.

Prioritise connectivity:

FeatureAdvertisement

Resource:

For the public sector in particular, the survey brought to light some interesting statistics with the research revealing that transforming digitally remains high on the agenda of many, with 65 per cent of organisations stating it is important to their future strategy.

the way we work is changing. Connectivity should not be delivered using a ‘onesize-fits-all’ approach. Organisations must adapt accordingly and provide the capacity, resilience and security to remote sites just as they would a central HQ.

Another common challenge was the extent to which internal IT teams are stretched leading to a reduction in the pace of roll-out.

Another day, another strategy?

It has identified six missions to meet those aims: Mission One – Transformed public services that achieve the right outcomes; Mission Two – One login for government; Mission Three – Better data to power decisionmaking; Mission Four – Secure efficient and sustainable technology; Mission Five – Digital skills at scale; and Mission Six – A system that unlocks digital transformation. Beyond these general themes, how will the strategy impact its key stakeholders, namely members of the public, tech suppliers, and civil servants?

success of previous attempts at digital transformation in government – claiming they have lacked specificity, cross-government endorsement, and clear lines of accountability and business ownership. With this recognition of some of the obstacles to a meaningful strategy, the roadmap for digital and data seems to already set itself up to potentially avoid those hurdles and deliver results. So, what can we expect from the strategy, and more importantly, is it okay to feel hopeful?

The “2022-2025 Roadmap for Digital and Data” was launched by the Central Digital and Data Office (CDDO) in June. However, far from being another plan to add to the growing pile, CDDO claims that “this roadmap is designed to be different”. In fact, the strategy starts by acknowledging the mixed

In the past five years, the UK government has created many strategies to guide its approach to digital transformation in UK public services. Indeed, there have been three digital strategies released in June 2022 alone. While the old adage advises that “if you fail to plan, you plan to fail”, the saying “too much of a good thing” also comes to mind. As each new strategy quickly follows the previous one, they seem to lose a bit of shine along the way. It is only natural to wonder how impactful these new plans will be in delivering meaningful results.

Something for everyone The 2022-2025 Roadmap for Digital and Data aims to transform public services, creating a more efficient digital government that provides better outcomes for everyone.

Taking a Different Approach to Digital Transformation with the “2022-2025 Roadmap for Digital and Data”

Technology

Heather Cover-Kus, head of Central Government Programme at techUK looks at the government’s latest digital strategy

For members of the public, the pandemic has changed our expectations of service delivery. Whether it’s buying groceries, checking our bank account, or seeing a doctor we want to be able to do it quickly, easily, and from our mobile phones. Missions One and Two seek to make our interactions with government a lot smoother, easier, E

strategiesbeenthereIndeed,havethreedigitalreleasedinJune2022aloneIssue29.5 | GOVERNMENT BUSINESS MAGAZINE 53

With one of the fastest networksgrowinginthe UK, we offer a range of robust and reliable upultra-fastDIAEthernet,Fromsolutions.connectivityDarkFibre,Optical,toWAN,withspeedsto100Gbps. Over 90 data centres 550 exchanges KEY 34,000km Fibre network 3 UK-based Network Operations Centres Discover more neosnetworks.com 0345 070 1997

 and closer to what we expect of service provision. On the surface, the mission to “transform public services to achieve the right outcomes” seems to fall into the trap of lacking specificity and being too vague to be meaningful. However, the strategy identifies the government’s top 75 services (ranging from claiming state pension, to using the travel advice service, to applying for a provisional driving licence) which it aims to move to a great standard of service performance.

Additionally, accountability and leadership are baked into the document. Each mission is sponsored by a different permanent secretary who is set to provide leadership for and commitment to its

The true difference in this strategy lies with Mission Six - a system that unlocks digital transformation. This final mission of the

The roadmap available here

Efforts to remove the practical obstacles which make it difficult for government departments to procure and use innovative technology can make a positive difference in delivering the aims of the strategy.

roadmap is a big reason to be hopeful that the other missions can be achieved as it crucially aims to create an enabling environment for digital transformation. Under this mission, “CDDO will work with HMT, Finance, Commercial and IPA to address systemic barriers to digital transformation including financial processes, business case and impact tracking challenges. CDDO will support departments to fully implement these.”

Finally, the roadmap comes on the heels of the DDaT playbook, which seeks to make tech procurement easier and more effective. Developed in consultation with tech suppliers, the playbook sets out guidance on how digital projects and programmes are assessed, procured and delivered in central government departments, armslength bodies, and the wider public sector.

While the 2022-2025 Roadmap for Digital Transformation is yet another government digital strategy, there is still much to be hopeful about as it sets itself apart from its predecessors. This road map not only embraces innovation and new ways of delivery, it also addresses the practical barriers to change and seeks to create an environment that allows digital transformation to take root.

Technology suppliers are supportive of the strategy and want to see it succeed. Moreover, they are crucial stakeholders in the UK’s digital transformation and are important partners in its success. techUK will continue to support engagement between the tech industry and central government departments to facilitate positive outcomes for everyone. L

FURTHERdelivery.INFORMATION

For tech suppliers, there is much to be pleased about as well. The strategy speaks to the critical importance of technology in delivering modern, effective, and customercentred public services. In particular, Missions Three and Four speak to how data and technology will be used to transform the delivery of public services. For example, under Mission Three, “all departments will have access to a data marketplace bracket (including a data catalogue, standards and governance models) to rival best practice across public and private sectors”. Likewise, under Mission Four “Government will systematically identify and capture opportunities arising from emerging technologies, such as artificial intelligence, blockchain add quantum computing”. The strategy clearly embraces the use of innovation and new technologies. The roadmap also seeks to address the digital skills gap for civil servants with Mission Five’s digital skills at scale. The strategy aims to upskill current senior civil servants on digital and data essentials, reduce DDaT vacancies, and develop a plan for introducing diversity in the DDaT workforce.

For both suppliers and government departments, Mission Six underpins the successful delivery of the other missions of the strategy by supporting more thoughtful project design and enabling smoother and more effective procurement.

The case for being hopeful

Quarterly Business Reviews chaired by CDDO and HM Treasury with a view to understanding both progress and obstacles.

Helping to further make the case for being hopeful that this roadmap can deliver results is the fact that the strategy was developed in collaboration between CDDO and central government departments, making it truly a cross-governmental initiative. Additionally, accountability and leadership are baked into the document. Each mission is sponsored by a different permanent secretary who is set to provide leadership for and commitment to its delivery. Progress against the commitments of the roadmap will be measured at

Technology Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 55

Choosing Where To Install

Additionally, councils are failing to spark the transition to EVs within their own fleets. According to Geotab’s research, almost three quarters (74 per cent) of the UK’s local authorities are operating fleets where internal combustion engine (ICE) vehicles account for over 90 per cent. 20 per cent of the local authorities who responded admitted they are yet to add one EV to their fleet, whilst a staggering 46 per cent had no date in mind by which they are expecting their vehicles will be electric.

the Local EV Infrastructure Fund, the EV chargepoint grant for residential carparks, and the Workplace Charging Scheme offer various financial packages to enable local authorities to implement EV charging in their borough. Most recently, nine authorities were granted a portion of £20 million from a pilot project that expects to see more than 1,000 public charge points installed across areas including Kent, North Yorkshire and Suffolk.

Supporting Local Authorities

GOVERNMENT | www.governmentbusiness.co.uk56

Devising An EV Charging Strategy To Drive The EV BUSINESSTransitionINFORMATIONFORLOCALANDCENTRAL

At Mer, we do not over-install; rather, we advise on the most appropriate number of charge points to ensure there is no unnecessary demand on the grid and the chargers will be used to the greatest effect. We can also provide 100 per cent renewable, zero carbon energy to power your chargers that is sourced from hydro, solar and wind sources, thus boosting your sustainability credentials further.

There will be areas in your borough that require extensive EV charging, such as places where residential charging is low due to lack of private, off-road parking, or rural areas where the return-on-investment

Creating A Strategy For A Greener Future

FURTHER INFORMATION

Mer is inspired by a vision of a greener future. We bring a scalable solution to EV charging, combining our experience of working with a range of local authorities to bring accessible and reliable EV charging to drivers across the UK with our sustainable ethos and backing from Statkraft, Europe’s leading generator of renewable energy. Visit our website to check the work we have done with councils or contact us to discuss your project. L

There are several factors that local authorities should consider within their EV charging strategy.

However, public sector bodies are falling behind in the development of EV charging. EV charging strategies are lacking amongst councils according to research by Geotab, telematic specialists, which found that the majority (54 per cent) of local authorities in the UK have fewer than 50 chargers in place.

With Mer, local authorities may be able to benefit from a fully-funded project. We also work under several ‘frameworks’, including the Kent County Council via KCS Professional Services, Crown Commercial Services, ESPO and Oxford DPS. The frameworks make it easier for local authorities in the procurement experience and ensure they can save time and costs on tendering processes.

When working with local authorities, Mer analyses sites based on dwell time, proximity to amenities and other charge points, and traffic count, to ensure your charge points are located in the places where long-term use is likely.

The 2030 deadline for the ban of petrol and diesel cars and vans is less than a decade away. As we prepare to radically shift the way we view transportation in the UK, local authorities across the country should be preparing a strong plan for supporting their constituents in making the transition to electric driving

opportunity from charge points is lower urban locations with higher footfall.

From ‘EV deserts’ to busy council-owned carparks, the home of your charge points is an important step in the process to bringing EV charging to your area.

To ensure the Government’s expectation of increasing the number of public chargers to 300,000 by 2030 is realised, Mer is helping local authorities initiate the installation of EV charge points across the UK.

Local authorities are in a unique position to incentivise the UK public to abandon their petrol and diesel vehicles and switch to electric. By setting up EV charging in carparks, residential areas and on-street locations across towns and cities, electric driving will become more accessible for residents and visitors alike. This means councils will not only be supporting current EV drivers, but it ensures other drivers see the EV transition as a viable opportunity for them.

Deciding On The Power And Number

Programmes such as the On-Street Residential Chargepoint Scheme (ORCS),

With different power demands for different chargers, analysing which charger type is the right one for the site you are installing at is essential. As hardware agonistics, Mer supports local authorities in navigating what is appropriate for the intended project, ensuring we accommodate all individual requirements.

Info.uk@mer.ecouk.mer.eco

Funding The Project

The UK Government is supporting local authorities to begin and advance the development of EV charging.

FeatureAdvertisement

Whilst 50kW - 250+kW chargers offer rapid, ‘top up’ charges, 7kW-22kW chargers provide a more gradual charge.

quick and easy for you by providing access to market leading suppliers and the latest products and services. Lot 1 covers the outright purchase whereas Lot 2 offers the option for you to pay a monthly fee to lease a charging point(s). Both Lots cover supply, delivery, installation (including site survey), commissioning, warranty and maintenance.

ESPO Framework

Purchase or lease?

Rachel Selwyn-Smith shares practical advice about what to consider before procuring charging infrastructure and how ESPO’s Vehicle Charging Infrastructure 2 framework can help

Firstly, ask yourself if it is going to be more effective to purchase or lease charging points. Try and think long term as there are pros to both options; leasing might be your best option if you are looking for flexibility and would prefer to spread the cost over a period of time, whereas eligible customers who have grant funding available to purchase charging points outright do not need to consider long term spending solutions.

What to consider when procuring EV charging Infrastructure

Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 57

Location and quantity

When considering quantity of charging points, ideally you should have enough chargers for your fleet. You could alternate but having a charger per vehicle will limit potential problems such as waiting times, scheduling conflicts and compatibility issues.

HeadingFeature

ChargingVehicleElectric

VCI2 can make both options

Location is important too and can make a significant difference when it comes to budgeting. You can try to minimise E

There has been a steady increase in the number of electric fleets over the past decade and it’s easy to see why. They are cost effective and are backed by the possibility of government grants, tax breaks and other incentives. If you are looking to create a cleaner and more sustainable organisation through electric vehicles, you will find practical advice about what to consider before procuring your infrastructure and how ESPO’s Vehicle Charging Infrastructure 2 framework (VCI2) can help, in this article.

yourselfAskif it is going tobe more effectiveto purchase or leasecharging points

Procurement via our frameworks or tender Financed options including Mer fully funding the chargers, installation and maintenance Latest hardware technology and all charging speeds Free feasibility study on prospective sites Public, private, fleet and bus charging solutions Best in class back-office support 24/7 UK based helpline Zero carbon, 100% renewable energy supply solely from Hydro, Wind and Solar sources Electric Vehicle Charging For Public Sector Bodies Take charge and talk to us today: info.uk@mer.ecouk.mer.eco “Trusted EV solutions that keep local authorities and drivers moving faster, cleaner, better”

Using Lots 1, 2 and 5 (Consultancy Services) of ESPO Framework VCI2, you can gain access to a site survey. This includes a detailed quote for all works that are required including groundwork and electrical. If there is a need for a distribution network operator to upgrade the electricity supply this can be arranged by the supplier and included in the quote. Once your site survey has been completed and you have a better idea of what your final structure will look like, you need to consider the type of charging point. There are a variety of options including AC, DC, fast, rapid and ultrarapid. Before deciding, it is important to check your current or intended vehicle criteria to ensure compatibility.

Think about the profile of your vehicle drivers. How often will the vehicles be used? How often will they be parked at your depot? How long will they need to be charged for? What time of day or night will they need to be charged?

It is beneficial to have your charging points connected to a back-office system or charge point management system, namely the software and services provided by charge point network operators. Many systems allow you to view and analyse charging sessions, energy usage, transactions and faults as well as allowing access to regular payment information. Some also provide more advanced features such as managing charging sessions remotely.

ESPO Framework VCI2 can help you with this, no matter what stage of the procurement process you are at. Lots 1 and 2 offer charging equipment with a back office included, however if your charging points are already in place but you are looking for a new supplier, for example

if your charge point management system arrangement has expired, then Lot 3 (Back Office Solutions) is ideal for you.

 building works, disruption and cost by placing your chargers as close to your power supply as possible.

Management systems

ChargingVehicleElectric

You must ensure that your planning and logistics are sound in order to optimise your staff, driving and charging time as well as your budget.

Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 59

Users

You must ensure that your planning and logistics are sound in order to optimise your staff, driving and charging time as well as your budget. Electric fleets are a relatively new way of working and naturally this might leave you feeling overwhelmed. Lot 5 of ESPO Framework VCI2 can support customers with no pre-existing specification for electric vehicle chargers meaning that you can gain access to expert advice before you make any commitments. E

Join our mission to Plug in Britain easy everyday charging. At char.gy we work with local councils to make electric vehicle charging To find out more, read our five point manifesto here bit.ly/PluginBritain fair Giving drivers a fair deal reliableclean Making the best use of clean, renewable energy rewarding Providing councils with new revenue easy Making charging easy for drivers and councils Providing drivers and councils with a reliable service Or email sales@char.gy 0800 086 9606 + optionselect3 VISIT OUR WEBSITE FOR YOUR THEANDSUBSCRIPTIONFREETORECEIVELATESTISSUEANDNEWSLETTERDIRECTTOYOURINBOX WWW.GREENFLEET.NET BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk60

Next, clarify who will have access outside of your drivers. Does your organisation offer charging points as a staff benefit or will visitors have access should they need to? If this is the case, then Lot 5 could be beneficial to you as the consultancy services can include energy capacity assessment, usage evaluation, scenario guidance and grant application assistance.

ESPO Framework VCI2 provides access to a vast range of vehicle charging infrastructure solutions from market leading suppliers and is enabled to allow for direct award. For customers who have already conducted a ‘desktop evaluation’, a direct award can simplify the process, reducing time and cost in comparison to further competition. For customers with more complex requirements, further competition is also offered.

As if planning, implementing and budgeting for charging points isn’t enough to contend with, you will need to maintain them too. Lot 4 (Service and Maintenance) of ESPO Framework VCI2, allows you to appoint a supplier for existing charge points that are either out of warranty and/or maintenance cover. The good news is that most suppliers work in a way that you will be familiar with and should you experience any issues then it is likely that an engineer will be sent out to investigate further, replace parts or complete repairs.

Vehicle Charging Infrastructure

Lot 3 - Back Office Solutions;

charging (including solar), 6.4 Wireless charging, 6.5 Bi-directional chargers, 6.6 Integrated sockets, 6.7 Mobile chargers, 6.8 Bus Chargers and 6.9 Opportunity Chargers. For extra peace of mind, suppliers listed on the framework were assessed during the procurement process for their financial stability, track record, experience, technical and professional ability and the ability to provide social value to customers in line with the Public Services (Social Value) Act 2012. All terms and conditions have been pre-agreed and underpin all orders. In terms of pricing in respect of direct award call-offs, what you see is what you pay – there are no additional charges. L FURTHER INFORMATION If you would like to find out more, please contact Rachel Selwyn-Smith on 0788 006 3251 or email place @espo.org. Alternatively visit www.espo.org For extra peace of mind, suppliers listed on the framework were assessed during the procurement process for their financial stability, track record, experience, technical and professional ability and the ability to provide social value to customersIssue29.5 | GOVERNMENT BUSINESS MAGAZINE 61

The framework has been split into the following Lots/Sub Lots:

Lot 6 - Emerging Technologies, including Sub Lots: 6.1 Battery energy storage, 6.2 Vehicle to grid, 6.3 Car port

Lot 1 - Purchase of EV Charge Points;

Maintenance

Lot 4 - Service and Maintenance;



Lot 2 - Lease of Electric Vehicle Charge Points;

Lot 5 - Consultancy Services (including site survey and feasibility studies);

There are different options available to provide access such as Radio Frequency Identity Cards (RFID), smartphone apps, mobile, website or contactless payment. Users can be charged a pence per kilowatt hour rate, flat fee or per minute rate and your back-office system will have the flexibility to set pricing by different parameters such as length of charging, type of user or time of day. You might also consider charging different tariffs to different user groups.

ChargingVehicleElectric

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk62

Streamlight® launches green laser TLR® rail mount versions

The TLR RM 1 LASER-G uses one (1) 3-volt CR123A lithium battery, measures 8.13 centimeters in length and weighs 84.2 grams. The TLR RM 2 LASER-G is powered by two (2) 3-volt CR123A lithium batteries, is 11.68 centimetres long and weighs 140.33 grams. Both feature 1.5 hours of continuous run time, 3 hours on strobe and 60 hours in laser-only mode. IPX4-rated for water-resistant operation, both lights are constructed with durable, anodised, machined, aircraft aluminum with an impact-resistant BOROFLOAT® glass lens.

High performance lighting and weapon light/laser sighting devices

“In addition to the original TLR RM 1 and 2 which feature a red aiming laser, we now offer new models with an integrated green laser, which appears brighter to the human eye than other coloured lasers, to improve focusing on targets,” said Streamlight President and Chief Executive Officer Ray Sharrah. “Like earlier models, they also have an ergonomic, multi-function tactical tail switch and dedicated toggle switch. And they deliver the same powerful beam, with extensive range and solid peripheral coverage.”

The remote switch is designed to exit the weapon at a 90º angle, providing improved cable routing to preserve rail space. The lights feature three modes: laser only, LED only and LED/Laser, operated by a side toggle switch. The face cap offers a safe-off mode to prevent unintentional activation.

FeatureAdvertisement

The new models are designed to quickly and securely attach to any long gun with a MIL Standard 1913 or NATO rail, without having to put your hands in front of the muzzle. The lights offer highly accurate

sight repeatability when remounting. Each light includes a key kit to securely affix the light onto a broad array of weapons. The lights provide the latest in high-power LED technology for extreme brightness and include a custom TIR optic with a concentrated beam and optimum peripheral illumination. The TLR RM 1 LASER-G offers 500 lumens, 5,000 candela and a beam distance of 140 metres; the TLR RM 2 LASER-G provides 1,000 lumens, 10,000 candela and a 200-metre beam distance. Each light includes a 510-530 nm green laser. The lights also include an optional strobe feature.

About Streamlight

FURTHER INFORMATION

For additional information, please call 800523-7488, visit streamlight.com or connect with us on Facebook – StreamlightUK; StreamlightFR; StreamlightDE Twitter –YouTubeLinkedInInstagramStreamlightFR;StreamlightUK;StreamlightDE–Streamlight_europe–Streamlight-inc–StreamlightTV

Based in Eagleville, PA, Streamlight, Inc. has more than 45 years of experience making tough, durable, long-lasting flashlights designed to serve the specialised needs of professionals and consumers alike. Since 1973, the company has designed, manufactured and marketed high-performance flashlights, and today offers a broad array of lights, lanterns, weapon light/laser sighting devices, and scene lighting solutions for professional law enforcement, military, firefighting, industrial, automotive, and outdoor applications. Streamlight is an ISO 9001:2015 certified company. L

Streamlight® Inc., a leading provider of high-performance lighting and weapon light/laser sighting devices, introduced the TLR® RM 1 LASER-G and TLR® RM 2 LASER-G tactical lights for long guns, each featuring a high visibility green aiming laser. Packaged as a system, the new rail-mounted lights feature independently operating push-button and remote pressure switches; the kit provides everything users need to mount to long guns. Also available in light-only models, the TLR RM 1 LASER-G and TLR RM 2 LASER-G deliver 500 and 1,000 lumens, respectively

What’s on offer?

Google Cloud has already worked with governments across the world including in the US, Europe, Asia Pacific, Latin America and Japan. Google Cloud said: “We’ve helped government agencies modernise their core technology systems; transformed the way in which they deliver services via digital platforms to citizens; delivered security solutions to help agencies protect themselves from cyber attacks; provided communication, collaboration, and productivity tools to educational

“We’ve offered products that address the unique needs of the public sector; built a dedicated sales force, partner ecosystem, and services organisation; and worked with partners to bring joint solutions to government and educational institutions.”

Google Public sector will also provide Google Cloud’s open infrastructure, including compute, storage, and networking, with the aim of helping government agencies modernise their legacy information systems and build new applications. It is known that the US government’s current cloud solutions are legacy, meaning they are less secure, less resilient and less-future proof than other available options – as is the case in many governments around the world including in the UK. In 2010, the Federal Data Center Consolidation Initiative (FDCCI), decided to consolidate U.S. government data on a gov cloud. This was created for U.S. federal, state, and local governments to meet the U.S. government’s thorough security and compliance regulations. However, since then, the internet and the amount of data stored by governments has grown massively and gov clouds are no longer fit for purpose.

Governmenttechnology

Google Public Sector recently launched in the US, Government Business Investigates

Government technology is a big sector, in 2021, the US federal government alone budgeted more than $90 billion for technology procurement. It is no secret that many government agencies and public sector bodies around the world are using outdated and legacy systems that require updating. Of course, major IT projects cost a lot of time and money, and bring disruption, risk and uncertainty – but how can digital transformation be used in the public sector?

Google Public Sector - What can it do?

Artificial intelligence has already been used in the public sector in the UK including the Department for International Development (DFID) using computer vision to estimate populations, the Department for Transport using AI to improve MOT testing and the Government Digital Service using classification and natural language processing to make GOV.UK more accessible. It is hoped the UK government will use more of these technologies in the future.

Technology

procurementtechnologyforIssue29.5 | GOVERNMENT BUSINESS MAGAZINE 63

In the UK, in 2019, Cumbria County Council decided to accelerate digital transformation. They had a limited budget and a small team, but with lowcode technology, they were able to create 16 different systems in 12 months, saving them time and money. E is a big sector, in2021, the US federalgovernment alonebudgeted more than$90 billion

In June, Google Public Sector was launched by Google Cloud in the US, with the aim of helping public sector institutions accelerate their digital transformations. This includes federal, state, and local governments, and educational institutions. But how will this work in practice and what lessons can be learnt and brought over to the UK?

and healthcare systems; and enabled them to use data to improve financial systems and other critical infrastructure.

With its new offering, Google Public Sector will provide Google Cloud technologies such as Google Cloud Platform and Google Workspace to American public sector customers. The products on offer include Google Cloud’s data and analytics platform, artificial intelligence (AI), and machine learning (ML) tools, with the intention of institutionshelping better userefficiencyshouldprocesses.automatetheirunderstanddataandcoreThisimproveandexperience.

Introducing MAXPRO Cloud, a scalable, cloud-based security management solution for small and medium businesses.

CONNECTING YOU ANYTIME ANYWHERE

MAXPRO INTEGRATEDCLOUD®CLOUD-BASED SECURITY

Providing real-time access control, video surveillance, and intrusion – across multiple properties – to your mobile device, MAXPRO Cloud delivers on-the-go security management that drives performance, improves safety and streamlines operations.

Empowering you to work smarter. Learn more and contact us www.security.honeywell.com/maxpro-cloud/ukat

MAXPRO Cloud is designed to seamlessly connect business owners to their security management systems – at any time, from anywhere. While you can’t be everywhere at once, with MAXPRO Cloud, you don’t have to be.

Although still in the early stages of its roll out, Google Public Sector has some benefits and is clearly well prepared to work with the public sector in the US. If all goes well there, it can be assumed that the global company will expand the offering to other parts of the world. Though budgets will be a limit, UK government agencies and local authorities can take learnings from what Google Public Sector is doing. L

FURTHER INFORMATION

Google Cloud has previously worked with different levels of the US government on cloud initiatives and digital transformations including working with the Defense Innovation Unit to implement a secure cloud management solution; a scalable, highly responsive architecture for managing government network security.

google-public-sectortopics/public-sector/announcing-https://cloud.google.com/blog/

ever) receive digital training, and 48 per cent say a lack of quality business technology would encourage them to leave their job.

Training

At local government level, they have worked with the State of Wisconsin and State of Rhode Island to launch virtual career centres for job seekers; with the State of New York launch a streamlined unemployment application; with the State of West Virginia in its transition to Google Workspace from its legacy productivity provider; and with the City of Pittsburgh to move the city to modern, cloud-based IT infrastructure, improving the delivery of services for citizens.

Johnty Mongan, head of cyber risk management at Gallagher, said: “Criminals unfortunately only know too well that cyber-attacks can cripple systems and with many councils increasingly servicing local people’s needs digitally, they simply cannot afford to experience downtime.

Google Cloud have also said they will invest in training public sector employees in digital and cloud skills. With reports of a skill shortage in digital skills, this is a must.

“It is positive to see that councils are recognising this threat, and looking to employ external experts to help prevent cyber-attacks – risk management and putting in the right security is absolutely key and external experts are best placed to advise what the most up-to-date measures are.”

As technology progresses, staff need the training to be able to keep up and work with the new technology. According to the research, 36 per cent of employees rarely (if

 Cybersecurity

The public sector customers will be able to use Google Cloud’s cybersecurity products to protect their users, applications and data from cyber threats. Recent research from Gallagher revealed that UK councils are suffering a collective 10,000 cyber-attacks every day. A Freedom of Information request revealed that 2.3 million attacks had been reported by 161 local authorities. Phishing attacks are the most common threat to councils, with 75 per cent of councils saying this was the most common attack they had experienced. 52 per cent of councils reported that they had needed to employ an external expert for advice on how to mitigate the risk of cyber attacks, whilst 85 per cent of councils have increased their cyber security. This is the type of advice and expertise that Google Cloud will offer and there are already many companies in the UK that are available for this service.

They have also worked with the Department of Veteran Affairs to improve veteran access to benefits and services; with the U.S. Department of Energy to help DoE scale its research efforts across national labs and field sites; with the U.S. Patent and Trademark Office to help the patent examiners rapidly perform more patent searches using AI tools and with the U.S. Postal Service to improve its customer service across web, mobile, messaging, and call centres.

Technology Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 65

Google Public Sector has already made sure it is compliant with the US government’s security and compliance regulations and ensured the products can be used on any cloud service provider platform. This means they are ready to go if any agencies wish to work with them.

New research from Virgin Media O2 Business and Censuswide shows that 55 per cent of employees report that their organisation is suffering from a digital skills shortage.

Google Cloud said: “With Google Public Sector, our plan is to continue down the path of achieving the highest levels of U.S. government certifications and requirements possible. This means the division will have the capability to manage sensitive government data, and we are committed to protecting this data through our secure, zero-trust-based infrastructure.”

INFRASTRUCTUREAUDIO/VIDEOSOLUTIONS

TRANSFORMATIONDIGITALINTHEPUBLICSECTOR

Belden works with government agencies to support & transmit massive amounts of classified and non-classified data at local, regional and national levels.

ACCESS CONTROL & SECURITY SOLUTIONS

DATASOLUTIONSCENTER

FIND OUT HOW WE CAN HELP to belden.com/markets/government or email us at: emea.marketing@belden.com

Belden offers the widest breadth of products in servicing the goverment sector with thousands of turnkey products and configurable solutions for any project’s data center transmission needs.

LOCAL NETWORKSAREA

Since its founding in 1902, Belden has been helping clients optimise use of resources and enhance security, whilst reducing operating costs. Angeline Walsh and Sherif Abou-Rayan talk about the company and how it can help government agencies and public sector organisations

Belden delivers the infrastructure that makes the digital journey simpler, smarter, and more secure. We have a long history as a trusted supplier of products since our founding in 1902 and our products have played a part in major innovations in TV, radio, and computer networking throughout the years. Our portfolio of solutions enables an increasingly digital and data-driven world, helping customers infuse intelligence at every step of what they do. Our sustainable infrastructure solutions can help maximize building efficiency, optimize resource use, enhance security and reduce operating costs. Belden is a global player with almost 8,000 employees, and we have local expertise available through the three offices in the UK.

Looking at the UK, can you share what services and products you can offer government agencies and public sector organisations here and how do you think this will help them?

| GOVERNMENT BUSINESS MAGAZINE 67 FeatureAdvertisement

www.belden.com

There is no industry that has been untouched by digitization. Every day, your networks are becoming more complex, more demanding and more data dependent. You need network solutions that bring it all together – unifying data and making it more meaningful. Seek advice from consultants and manufacturing companies for your digital journey. L

Belden has a long history in the US and has offices and plants globally, but for those in the UK who are unfamiliar with your brand, can you tell us about the company and what services you offer?

Belden works with government agencies to support and transmit massive amounts of classified and non-classified data at local, regional and national levels. We can support essential infrastructure applications via Local Area Networks, Access Control and Security Solutions, Data Center Solutions and Audio/ Video Infrastructure Solutions. Together with our partners, we offer technical consulting, service and support, project management, as well as training and events to help customers meet their unique business objectives.

What advice would you give a government agency looking to change or refresh the way they handle data?

Can you give us some examples of the work you have done here in the UK?

Optimizing resources and enhancing securityIssue29.5

I’m Sherif Abou-Rayan and I am the Managing Director for Smart Buildings in EMEA. I am passionate about building sustainable growth for businesses in the technology sector. My core area of responsibility is to develop and execute strategies that create a conducive environment for teams to deliver exceptional results for our customers.

I’m Angeline Walsh and I’m based in Manchester. Currently I’m the Account Manager Smart Buildings for the UK & IE business. With over 20 years of experience within the industry and Belden, I help governments and companies improve their digital journey.

Angeline and Sherif, could you introduce yourselves, your role in the company and share what experience you bring?

We have completed a number of projects in the UK and Ireland. Our client base includes universities, military projects and NHS Trusts.

For one NHS Trust, we helped with their LAN, Access Control and Security Solutions. We have also helped major hospitals with their Data Centre and LAN infrastructure including LAB ruggedized infrastructure overseen by secured network managers. Universities and campuses are generally fairly complex and our help there has been to provide an overall infrastructure for the whole campus including LAN, Data Centre, Security and Access Control infrastructure. Military projects are also varied but our products have helped with the LAN infrastructure of a building and an inmachine specialist cabling requirement for ruggedized and specialist switches and remote secured networks.

FURTHER INFORMATION

We understand the challenges Technology Leaders face when delivering an effective digital landscape. Inspire People is a named supplier for Crown Commercial Service’s (CCS) new permanent recruitment frameworks RM6229 & RM6290. Delivering top talent in: These new frameworks are available to all public sector bodies via direct award including central government departments, arm’s length bodies, local authorities, emergency service providers, charities and publicly owned bodies. Developed by CCS alongside key HR stakeholders within the public sector, both frameworks provide a compliant route to source candidates for permanent roles while supporting diversity and inclusion ambitions within the public sector. We improve your fill rates and reduce your time to hire. Successfully delivering for: For a complimentary initial consultation, contact our Head of Consulting Andrew Medhurst at andrew@inspirepeople.net or call 020 7871 8558 Attracting Top Tech Talent to the Public Sector to accelerate digital growth Digital, Data & Technology Project Management & Delivery 0845 450 4000 / hello@inspirepeople.net / www.inspirepeople.net

The Permanent Recruitment 2 framework is part of the Workforce Alliance portfolio, which provides an additional access route to the framework for the NHS. A partnership between CCS and NHS Procurement in Partnership, the Workforce Alliance brings together a range of procurement and commercial expertise with the intention of benefitting the NHS.

The core services of the Permanent Recruitment 2 framework include search services, to allow organisations to find applicants, tools for the evaluation of applicants and the ability to appoint an applicant to the role.

The new framework replaces the current Permanent Recruitment Solutions framework which is due to expire in November 2022.

Those who can use the framework include all ministerial government departments; non-ministerial government departments; executive agencies of government and other subsidiary bodies; civil service bodies, including public sector buying organisations; all non-crown status government companies wholly or partly owned by central government departments and their subsidiaries; the nondepartmental public bodies, other public bodies, public corporations and their subsidiary bodies sponsored by central government departments which are not covered by the above categories; or all new bodies created which fall within the criteria set out above The framework will also provide a way to hire clinical roles through the general recruitment service.

Crown Commercial Services (CCS)’ Permanent Recruitment 2 framework enables all public sector organisations to access recruitment services to hire permanent, fixed-term and internal secondment roles through recruitment agencies. Organisations are able to access general recruitment services to search for and hire candidates for a specific role or job. The framework applies to England, Scotland, Wales and Northern Ireland.

The Workforce Alliance claims: “Nobody is better placed to help you meet the challenges of NHS staffing. As a team of health workforce experts, we are motivated by a genuine desire to make the NHS better. You can trust us to act in the best interests of the NHS –always putting patient care first.”

Non-core services of the framework also include services for talent development with the intention of helping organisations E

Who is it for?

The Supplier Capability Matrix provides information on the locations that suppliers are able to provide services for. All suppliers are able to attend virtual meetings.

The new framework will provide access to individual candidate placements for clinical and non-clinical roles. Services are available in a modular format if required.

The framework is not to be used for hiring temporary labour. This should be done through other CCS agreements.

Services

Frameworks

Another look at the Permanent Recruitment 2 framework

onlycandidatetowillRecruiterscompetefindasuitableandwillgetpaidiftheysuccessfullyfilltheroleIssue29.5 | GOVERNMENT BUSINESS MAGAZINE 69

Crown Commercial Services launched its Permanent Recruitment 2 framework earlier this year. Government Business recaps what it’s all about

Non-core services of the Permanent Recruitment 2 framework include services for strategy and planning to help organisations plan for recruitment gaps and help them ensure they have the right people with the right skills. This is essential at the moment, with employers struggling to fill roles and a well-documented digital skills gap.

Recruiters will compete to find a suitable candidate and will only get paid if they successfully fill the role – general recruitment is a non-exclusive contingency model service. The recruitment agencies will help public sector organisations to recruit one or more candidates for clinical and non-clinical roles. Suppliers need not be able to provide on a national basis, but should be able to provide recruitment services in and outside of London and the south east, as well as where civil service and public servants are located throughout the UK – this is not restricted to large cities. This is important given the government drive to move civil service jobs out of the capital.

The expanse of our branch network gives us wide-reaching capability to harness the power of local, regional and national subject matter experts to deliver for our customers.

90% of our Managed Service customers have said they achieved both operational improvements and significant savings through their partnership with us.

With our national footprint and the experience and expertise we have across our business, we can help you navigate and overcome local market challenges and give you the information you need to make informed decisions on future strategy.

The world is changing. And we’re not just adapting but building for the future.

We build flexible Managed Service Solutions for each customer based on their own unique circumstances and requirements and that means we not only can provide a range of model options to our customers, but we’re not hamstrung by the traditional ‘off the shelf’ neutral or master vendor models, we can build hybrid/modular solutions for both permanent and contingent hiring that are completely personalised to your business.

So whether you want to complement an existing approach or completely outsource your talent acquisition, we can help you.

In the past, Pertemps was known as a high street brand offering temp and perm solutions, which we do, but there’s so much more that we do as well.

www.pertempsmanagedsolutions.co.ukpublicsector@pertemps.co.uk08000112783

Capped maximum costs are intended to protect contracting authorities from market price increases. This is important with the current inflation rate and the cost-of-living crisis.

The framework provides a compliant route to candidates for permanent roles via recruitment agencies. The terms and conditions will also stay consistent.

Non-core modular services are also available which cover Strategy and Planning, Talent Development Services, Technology Service, Project PRO and more.

Under the agreement, there is no maximum length for a call off contract, though CCS is recommending that it should not be any longer than four years.

Public sector organisations will be able to access all core and non-core services and will have the flexibility to choose which services to add to their call offs.

The supplier prospectus details the recruitment agencies that are available and the specialist areas they cover. These areas could include digital or HR. E

will receive for their work, including pay, learning and development opportunities and the culture of the organisation.

 develop a talent pool of potential applicants with the needed skillset.

Benefits

Listed suppliers must also develop an employer value proposition (EVP) to ensure candidates want to work for the contracting authority’s organisation. An EVP includes any benefits that the candidate

As suppliers are obliged to work towards civil service diversity and inclusion requirements, contracting authorities should, as a result, be further on the way to achieving their own diversity and inclusion requirements.

The framework also boasts no hidden costs as everything is included in the cost of the service. This includes methods of attracting candidates including social media, digital campaigns and job boards. This also includes the cost of travel, subsistence and lodging; document or report reproduction; shipping; desktop or office equipment costs; network or data interchange costs or other telecommunications charges; and costs incurred prior to the commencement of any call-off contract.

Also included are Mandatory Core services which cover identification, attraction, evaluation and offer stages of recruitment activity. As mentioned above, core services are available in a modular fashion.

Frameworks Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 71

The new agreement will run for two years and has the option to extend for up to two years if necessary.

CCS has also claimed that those hiring will be able to access capable suppliers, leading to increased fill rates. This will also avoid repeated campaign costs.

The framework also includes discounts for hiring more than one supplier.

CCS has listed a number of potential benefits of the new framework. One such benefit is that hiring managers and departments have the ability to choose who they engage with from the supplier list and how they do this. With 157 suppliers listed, organisations will have a large choice.

The ability to direct award could save organisations time and money, by avoiding a long and costly recruitment process.

communities,Transforming changing lives pinnaclegroup.co.uk +44 (0)20 7017 2000enquiries@pinnaclegroup.co.uk Putting customers at the heart of facilities management services. Pinnacle is a trusted partner in delivering comprehensive FM services across the UK for public and private sector bodies including Registered Providers, schools, universities and blue light statutory authorities. Our approach is based on placing people at the centre of our services and creating added value for the communities we serve, whilst maintaining our values of high quality and excellent customer care. 300,000 homes. Neighbourhood services overto 100+ Public and private assets under management. 1994Formed in 28 years as a trusted service provider to public and private sectors. 200+ universities, academies and schools. Total FM management of

Public Sector organisations can buy from the framework using direct award or further competition. They can also use an Expression of Interest (EOI) which allows organisations to go to suppliers with their needs and measure the interest of suppliers.

In order to run a further competition, public sector organisations will need to follow a set of steps. Firstly, they will need to define their requirements – they are able to do this by using template T2 Attachment 3 Statement of Requirements. They will then need to establish E

Organisations are able to use further competition to buy from the agreement. A further competition involves inviting two or more suppliers to bid for a certain requirement. Suppliers will be asked a series of questions, along with a price for the stipulated services. This is known as “award criteria”. The award criteria should be in line with the award criteria for the framework. Suppliers may be able to offer discounted rates than those provided in their framework prices during a further competition.

If suppliers do not respond to an EOI or decline their interest, they do not

CCS said: “A successful further competition does not need to be complicated, or take a long time, but will take some planning and consideration. There are many different ways in which a further competition can be conducted, so please ensure you consult with your organisation’s commercial team, or the CCS Legal Services team, if you are uncertain or not confident in conducting one.”

The guide forms part of a suite of guidance and template documents to help organisations buy management consultancy via the framework. Buyers are also reminded to follow the Cabinet Office spend controls and ensure that procurement is in line with the relevant Cabinet Office Playbooks, including the Cabinet Office Sourcing Playbook.

Lots Lot 1 is for Clinical General Recruitment and lists 52 suppliers.

Supplier Specialisms are detailed to ensure access to niche and boutique specialist recruitment agencies which includes SMEs

Further competition

 Supplier Specialisms are detailed to ensure access to niche and boutique specialist recruitment agencies which includes SMEs.

Lot 2 is for Non-Clinical General Recruitment and lists 115 suppliers.

Frameworks Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 73

Organisations are encouraged to read the Customer Guide document before purchasing from this agreement. The Customer Guide includes information on who can access the framework, the scope of the framework and the features and benefits. It also includes information on lot selection and lot requirements, framework prices and standards and insurances. Information is also available to guide buyers through the process and how it works.

CCS also offers support available from their customer and agreement management teams to help organisations and suppliers. This can be accessed on their website.

need to be invited to the main tender.

We believe in being transparent, working as a partner and delivering successful outcomes every time. Our person centric approach prioritises relationship building, ensuring positive retention both from candidates and clients.

Spinwell offers a full-service recruitment consultancy with a track record of working with Central Government and Local Authorities across 15 main disciplines. Founded in 2009, we have been on a trajectory for more than 11 years, placing over 550+ candidates across a variety of specialisms across the UK in the past 12 month period.

T: 0203 510 9454 | E: info@spinwellglobal.com

After this, public sector organisations can award the call-off contract with the supplier by sending a completed and signed Framework Schedule 6 Order Form Template and Call-Off Schedules. The order form template should be promptly signed and returned by the supplier – this can be done electronically.

With regards to quality, effort should be made to focus questioning on the areas which differentiate between suppliers. This could include social value, approach to the delivery of services, implementation, use of supply chain and partners and innovation.

Following this, the buyer should identify the suppliers who are capable of meeting the needs of the organisation, using the Supplier Capability Matrix to help with this.

 which lot is most suitable for their needs (Lot 1 is for Clinical General Recruitment and Lot 2 is for Non-Clinical General Recruitment).

Frameworks Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 75

Organisations can then issue an optional request for information. They should then develop tender documents.

The framework includes a filtering tool to help buyers shortlist suppliers. The user can select the services required and E

They will then need to develop their direct award criteria and apply it to the prospectuses for each capable supplier to establish which supplier provides the best value for money.

They can then contact the supplier that they have selected and provide them with the specification so that they can complete their conflict-of-interest checks and confirm that they have the relevant capability and capacity.

An optional 10-day standstill period may be included before awarding this contract.

Public sector organisations are also able to direct award without holding a further competition. In order to do this, they will need to develop their specification and review

To decide on a supplier for direct award, when evaluating price, consider framework prices and the likely time it could take a supplier to undertake the work. When evaluating quality, an assessment should be included based on the relevant sections of the prospectus such as overview, social value and applicable specialisms.

Tenders can then be issued to all the suppliers identified and their responses should then be evaluated. Finally, a contract may be awarded to the successful supplier(s) and unsuccessful suppliers should be notified.

the Supplier Capability Matrix to establish which suppliers are able to meet their needs – as is the case with further competition.

First-time users of CCS’s eSourcing suite will need to register an account.

Appropriate timescales for procurement should be established and EOI can then be issued if desired.

Public sector organisations are able to use their own eSourcing system or the eSourcing tool of CCS to run their further competition.

A buyer may also choose to consider how well a supplier can demonstrate their understanding of the work, including how well they will mitigate for any key issues and risks and the experience and credentials of the key staff.

Direct Award

CCS said: “Direct awards are normally very quick to complete, given that you can engage with your selected supplier directly.”

A successful further competition does not need to be complicated, or take a long time, but will take some planning and consideration

When deciding award criteria for further competition, with regards to price, life cycle costs, cost effectiveness and price and running costs should be considered.

Get in touch: If you are a client looking for an agency or a candidate looking for a new role, please don't hesitate to get in touch. Venesky-Brown Recruitment Public Sector Specialists Venesky Brown Recruitment is a leading Resource Consultancy supplying public and private sector clients throughout the UK. We work in partnership with our clients and candidates to achieve success. Our Team: We have a dedicated public sector recruitment team with an accumulative 50+ years recruitment experience. Our success: We have successfully placed over 1500 public sector candidates over the past 4 years. Admin, HR & Business Support Finance, Procurement & Legal IT, Digital, Media & Marketing Our Sectors: SSG Interim IT National SG Interim Professional National Executive & Managerial Interim Recruitment Lot 1 Executive & Managerial Permanent Recruitment Lot 2 Our Frameworks: Non Clinical Temporary & Fixed Term Staff Lot 3 Permanent Recruitment Solutions Lot 2

Frameworks Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 77

Finally, further competition can be used if a requirement or project will be ongoing for a number of months or years, or if the buyer is looking to engage a number of suppliers as a result of the competition. This could include co-partnering.

Other social values to consider include Covid-19 recovery, tackling economic inequality, fighting climate change, equal opportunity and wellbeing.

Finally, direct award should be considered, if a supplier is currently undertaking the work or has previous experience or background of doing the work and using them provides better value for money than engaging a new supplier would.

On the other hand, direct award should be considered if the cost of running a further competition will likely outweigh any savings that could be made by running a competition. CCS recommends this route if the legal fees are expected to be less than £50,000 in total.

Each supplier listed has already committed to delivering against these policy outcomes and the details of this are provided in the prospectuses.

If a buyer is satisfied from the prospectuses that they can select a supplier to perform the work to the required standard using the direct award criteria, direct award can be used.

Before engaging an external supplier, public sector organisations should consider E

Direct award can also be used if a buyer doesn’t have the time to run a further competition and needs to engage a supplier quickly. Direct award saves a lot of time compared to further competition.

Regardless of which call-off procedure is used, the inclusion of Social Value should also be considered. This includes effective stewardship of the environment, tackling workforce inequality and improving diversity and improving health and wellbeing.

Further competition should also be considered if the buyer is looking to understand different ways that a supplier could approach a matter and to see the benefits each approach could have. This could include for example, the use of automation or process workflows.

Direct awards are normally very quick to complete, given that you can engage with your selected supplier directly

the tool will show a list of suppliers that meet these requirements. The tool will be available on the framework site.

In order to decide which procedure to use, there are a number of things to consider. Further competition should be considered if an organisation has a number of similar requirements that can be included in an overarching call-off contract or if a buyer thinks that competition will help to differentiate between suppliers with regard to the quality of their ability to act. Further competition should also be considered if it is considered that a competition will be able to demonstrate savings that are above the cost of the time spent on the procurement process or if there are a number of suppliers that would be able to undertake the work to an acceptable standard in roughly the same amount of time.

Robert Walters is one of the world’s leading professional recruitment consultancies, specialising in the placement of permanent, contract, and temporary positions across all levels of seniority. We work with a range of public sector organisations, leveraging our 30 year track record of uncovering high calibre professionals, utilising innovative and diverse recruitment methods, while providing added value solutions to support your long-term talent attraction and retention strategies. With 7 offices across the UK, we recruit across a range of professional disciplines for public sector organisations including: accounting & finance, business support, human resources, legal, marketing, policy & governance, procurement, technology, and sales & customer www.robertwalters.co.uk/publicsectorservice. Approved Crown Commercial Service supplier A Robert Walters Group Company

ROBERT WALTERS SPECIALIST PUBLIC SECTOR RECRUITMENT

Frameworks Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 79

Buyer responsibility

Those doing the recruitment should also ensure that they have the necessary authority and approval to use external recruitment support.

Before engaging an external supplier, public sector organisations should consider whether the work can be carried out by the internal human resources team, or the Government Recruitment Service if applicable

Throughout the process, buyers should ensure that they comply with their organisation’s governance processes. They should also take any legal advice they feel appropriate when deciding what award procedure to use, and when drafting tender documentation, call-off contracts, pricing schedules and award questions.

The nature of the approval process will depend on the organisation and guidance on this can usually be found on an organisation’s intranet page. The commercial or procurement team should also be able to advise. E

Call-off contract

Rebates are not defined at framework level, though they can be introduced at call off. They must be well defined and in full agreement with the supplier.

Standards

Prices

In calculating the cost of a direct award, suppliers must use these framework prices – though during further competitions, it is possible to agree other fee structures and suppliers are able to apply lower rates than their framework prices.

tender. The prices are based on salary bandings under all call-off contracts. Suppliers are not allowed to add any charges above these framework prices to their call-off contracts.

All suppliers must comply with a set of standards throughout the duration of the framework and each call off contract: ISO 9001 Quality Management Systems, or equivalent; ISO/IEC 27001 Information Security Management Systems, or equivalent; ISO/IEC 27002:2013 Information Technology: Security Techniques Code of Practice for information security controls or equivalent; ISO/IEC 27031:2011 Information technology: Security techniques - Guidelines for information and communication technology readiness for business continuity or equivalent; ISO 22301:2019 Security and resilience: Business continuity management systems: Requirements or equivalent; and ISO 22313:2020 Security and resilience: Business continuity management systems: Guidance on the use of ISO 22301 or equivalent.

 whether the work can be carried out by the internal human resources team, or the Government Recruitment Service if applicable.

Suppliers are also required to hold the following insurance as a minimum: professional indemnity insurance: with cover (for a single event or a series of related events and in the aggregate) of not less than one million pounds (£1,000,000); public liability insurance: with cover (for a single event or a series of related events and in the aggregate) of not less than five million pounds (£5,000,000); and employers’ liability insurance: with cover (for a single event or a series of related events and in the aggregate) of not less than five million pounds (£5,000,000).

Framework prices are submitted by suppliers during the framework

Insurance

All framework suppliers must also hold a Cyber Essentials Certificate or equivalent.

A call-off contract is necessary for direct award and further competition. It is the legal terms under which a supplier is engaged to undertake the work required. The main legal terms of a call-off contract include core terms which form part of the framework and every call-off contract. They are made up of a single set of clauses and cannot be changed. Also included are framework schedules which are unique to the framework contract; call-off schedules which are unique to each call-off contract; and joint schedules: these apply at framework and call-off level.

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk80 We do recruitment differently. •How?We have a non-commission based structure. • Our ESG commitments are continuously aligned to our operations and values as a company. • We have a commitment to sustainability, and strive to be ethical, transparent and https://www.prospect-us.co.ukresponsible. publicsector@prospect-us.co.uk 020 7691 1925 We can help you find talent covering: • Administration • Data & Insight • Digital • Finance • Grants/Funding • HR • Marketing Communications& • Operations • Policy We create change by connecting people with purpose. • Programmes/Projects • and more... Engaging talent for your future Reed Talent Solutions deliver bespoke, outsourced recruitment contracts to both local and national organisations across the UK. We work across the public sector, providing temporary, contractor, fixed term contract and permanent workers across all job categories, as well as statement of work and services procurement solutions. For more information or to get in touch, Reedtalentsolutions.comvisit

CCS has made a number of tools available to help buyers identify the right supplier

Each supplier also has a prospectus which provides information on the organisation and their experience and expertise. The prospectuses can be found on the framework webpage. These can be used to select suppliers for direct award and can also be used to invite suppliers for further competitions and Expressions of Interest (EoI).

An EoI can be used to identify which suppliers have the capability and capacity to meet requirements. CCS said: “EoIs can be very useful at shortlisting suppliers to invite to a further competition, understanding supplier’s capacity and capability restrictions and also gauging any potential conflicts of interest.”

After an EoI, suppliers can be invited to a conference call, where further details of the requirement can be shared. Suppliers can then ask questions. L

FURTHER INFORMATION

Frameworks Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 81

Other recommendations from CCS include engaging with all suppliers in the chosen framework lot to make them aware of the opportunity; issuing a request for information (RFI) if market intelligence is required or there is a specific question; issuing an expression of interest (EOI) to gauge the level of interest from suppliers; using the CCS eSourcing portal or your own procurement portal to provide an audit trail; and sharing draft documents (including specification) with all lot suppliers for feedback.

They also suggest getting suppliers to sign a non-disclosure agreement if sensitive information is being shared.

Further information on the framework is available on the Crown Commercial Services website



CCS recommends early engagement with suppliers. They said: “Early engagement with suppliers before issuing your tender documents can help suppliers better

understand your needs, whilst helping you develop a more focused specification. This could lead to a more efficient tendering process and has the potential to increase supplier interest, attract innovative solutions and reduce potential clarifications.”

It is likely that the person doing the recruiting will need to get a business case and budget approved by the relevant stakeholders. The following people should be consulted: business stakeholder, to support the business case and the engagement as a whole; internal HR function as they may be able to assist in developing requirements and supervising the matter or working with the Framework supplier, as appropriate; the budget holder for the relevant department of your organisation as they will need to confirm that there is sufficient budget allocated for your requirement; and finally, the commercial or procurement team as they may be able to support in procuring legal services. This may include the use of the procurement portal and can ensure the correct internal governance has been undertaken.

CCS has made a number of tools available to help buyers identify the right supplier.

Tools

Recommendations

These tools include the Capability Matrix, a table which identifies which supplier is able to provide which of the core and non-core modules for the professions and regions required.

With the right vision, people, process and technologies, the current generation of public sector CIOs will open the digital door to a completely new government experience that inspires lasting trust and confidence from the public. Read the full 2022 Digital Trends — Public Sector in Focus report to discover more. L

world have become accustomed

Not surprisingly, people increasingly expect digital government services to offer the same speed and simplicity as their favourite consumer services — and to be accessible to everyone, no matter their bandwidth, preferred language and other needs.

The CIO takes centre stage

A cloud-based approach to process automation promises to resolve the tension between improving citizen experience and increasing efficiency and controlling costs.

As a result, public sector CIOs are under increasing pressure to consider the customer experience (CX) when delivering digital services to the public. To better understand the challenges and opportunities government CIOs face as they lead the shift to simple, seamless, and secure digital experiences, Adobe partnered with Econsultancy to survey 509 government leaders and employees. One thing they all agreed on? The journey to equitable and personalised government experiences is important, and most have a long way to go. Only 14 per cent believe their digital experience is ahead of customer expectations, while 37 per cent say their digital experience is lagging behind.

on homegrown software to power CX. Another 30 per cent of respondents said they use platforms from multiple vendors that aren’t integrated. This tends to be associated with high software license and vendor management costs and difficulty identifying issues when problems occur. Because systems are not natively integrated, updates in one may affect performance in another, or the connection between the two, breaking processes and creating additional confusion. Only 10 per cent of those surveyed rely on a unified, cloud-based solution, including software-as-a-service (SaaS).

Unlocking innovation

Public sector CIOs know they need to make innovation a priority. Only 17 per cent of public sector employees rate their organisation’s innovation capabilities 8+ out of 10. And 64 per cent of both leaders and employees say their agency’s culture does not encourage innovation. This lack of cultural emphasis on innovation is likely a key reason why so many governments are running legacy, outdated CX systems. However, a growing number of CIOs and their teams are pushing the boundaries and testing out new, more customer-friendly approaches to delivering services online.

It’s a great time to be a public sector CIO

favourite

FeatureAdvertisement

spend an average

6 hours and 12 minutes online

FURTHER INFORMATION the to watching their shows to research from Hootsuite and We Are Social, people now of every day in the

agree they lack key skills for improving CX, such as design thinking and journey mapping. Additionally, only 20 per cent of government employees score their talent and education programs as an 8 or more out of 10. This underlines the difficulties CIOs face.

Balancing CX with government priorities like efficiency and costs

Over the last decade, the government CIO’s job description has changed beyond recognition. Once a largely backoffice role, the function has evolved to become far more strategic. Today, CIOs must have a clear vision for the future of customer experiences and how technology can improve them. They must manage a complex ecosystem of partners, protect data against sophisticated cybersecurity threats and understand changing expectations for digital design and service delivery. But doing this isn’t easy because of a growing skills gap in the public sector. Indeed, 61 per cent of government or public sector employees and leaders

Another major challenge CIOs face is how to balance a focus on citizen experience with other top-of-mind priorities. Public sector tech teams are under continuous pressure to deliver more for less. Historically, success has been measured through cutting costs and improving efficiency. To make progress, CIOs will have to educate internal teams on the value of elevating CX to the top of the agenda and demonstrate how new technologies can help them improve experience and efficiency while controlling costs. Our research suggests this will be critical as governments are struggling to fit CX into broader strategic plans. When asked to choose the top three drivers of digital investments in their organisations, 58 per cent of leaders and staff chose increasing organisational efficiency and 47 per cent chose reducing costs. Just 25 per cent selected meeting the public’s enhanced CX expectations.

The answer: simple, secure, and seamless automation

Digitising government services

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk82

working, socialising, shopping and

online. According

Nearly one-third (31 per cent) of public sector leaders and employees said they rely

adobe.com Citizens around

Over the coming years, CIOs will be instrumental in ensuring government services become more digital, more accessible, and easier to navigate. They will need to choose technology solutions that reduce long-term maintenance and operating costs while improving the customer and citizen experience. And they will need both the courage to innovate, drive change management, and sell their vision to cross-organisational teams.

Business Information for Local and Central Government Published by 020 8532 0055 www.psi-media.co.uk Click here for your FREE subscription and to receive the latest issue and newsletter direct to your inbox

Funding the changes

David Whiteley

Access to funding is important, but it’s just one step on a bigger journey. Public sector managers also should work with supply chain partners to identify the energy efficiency measures and low

TCO can be broken down into five core areas. The first is the initial asset costs, including any expenses related to the planning, acquisition, and design of the initial build or the renovation of a facility. The second is operations and maintenance costs, such as leasing fees, maintenance and operations fees, salaries, wages, and commissions.

The Public Sector Decarbonisation Scheme is open to hospitals, schools, libraries, museums, leisure centres and other public sector buildings across England, with the aim of reducing emissions by 75 percent over the next 15 years.

To properly implement the TCO approach, organisations must be able to review and analyse their full complement of cost and asset data. What’s more, they must be able to view this information in the proper context. Trust in the data requires accurate, justifiable, and reliable categorisation of costs that may vary based on work type, time, location, and complexity. Buzzwords and unnecessary complex computations have no place here— it’s about transparency and ensuring that the right data is presented in the right light to those with the power to make decisions that affect the bottom line.

As public sector organisations look to modernise their estates and move toward net zero, it’s vital that they gain a holistic view of their property portfolios. Doing so will allow them to take full advantage of government funding and create buildings fit for the future. L

Modernising public sector property: Where to start

UKIntegralSolutioning,&SalesofHeadWhiteley,DavidbyWritten

The first round of funding will provide grants to 160 public sector organisations for the installation of heat pumps and electric heating, wall and roof insulation, double glazing, LED lighting and renewables such as solar panels.

Data, data, data

Understanding your needs

FURTHER INFORMATION

Pressure to decarbonise public sector property is growing. In addition to ongoing funding challenges, rising inflation, a potential recession, and an uncertain political landscape, much of the UK’s public sector building stock is either outdated or in disrepair. Earlier this year, the House of Commons Justice Committee warned that more than £1 billion is needed to fix the country’s “dilapidated courts with leaks, broken heating, and a lack of modern insulation”

David

David.Whiteley@eu.jll.comIntegralWhiteleyUK

A long-term asset investment strategy, more commonly known as total cost of ownership (TCO), can help organisations develop a prioritisation assessment, implement a more effective forward maintenance programme, and identify the OPEX and CAPEX investments that will deliver the biggest return on investment. In basic terms, TCO is about looking at the big picture rather than focusing solely on immediate need. It’s a holistic strategy that encompasses not only the direct cost of purchasing or maintaining facility infrastructure but also the cumulative indirect costs associated with an asset’s lifecycle.

Then there’s utilities costs for electricity, natural gas, water, cooling services, storage, and renewable energy. The fourth is capital renewal costs which are incurred through the planned, cyclical replacement or refurbishment of assets at the end of their life. Finally, end of life costs – the resale, removal, demolition, or disposal of those assets.

Key to all this is the ability to capture, analyse and action data. Through a combination of predictive modelling, sensors technology and analytics, it’s possible to gain deep, dynamic operational and infrastructure insights. From the outset, asset condition data minimises the need for costly repairs and provides a baseline for future energy efficiency gains. Over the longer-term, organisations can also analyse the patterns from this data to make more accurate capital planning decisions in line with the broader business objectives, such as the net zero carbon pathway. Understanding building performance enables informed strategic planning that will deliver both short-term gains and provides a business case for long-term capital investment.

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk84

FeatureAdvertisement

Having a good grasp of TCO allows facilities teams to weigh decisions by analysing their long-term impact. For public sector organisations dealing with significant levels of disrepair, it helps identify what should be repaired and what can be replaced, where the short-term operational wins are and

where there is opportunity for capital investment in low carbon solutions.

The UK government has put plans in place to address these challenges. It has pledged £2.5 billion to upgrade public sector buildings between 2020 and 2025, including a £553 million investment in affordable, low carbon heating and energy efficiency measures.

carbon upgrades that best align with their organisational objectives and most critical property needs. There is no ‘one-size-fits-all’ solution as factors such as emissions, demand on assets and the viability of capital expenditure will differ significantly from organisation to organisation or, across multi-use portfolios.

We at Proxima are delighted to have contributed to developing this guidance and that the government has engaged with industry stakeholders such as the Management Consultancies Association (MCA) in the development of the playbook. In support of its upcoming release, we have outlined five key tips to help buyers engage more effectively with consultants.

The playbook further improves the support provided to buyers and offers an important means to fostering greater collaboration between the civil service and external consultants. As most government departments are mandated to use the playbook, it’s important that such frameworks outline the best possible practices for ensuring successful delivery whilst getting the greatest value from increasingly constrained budgets.

Communicate clearly and often Approaching a “cold” market often results in fewer (or poorer) responses. In many cases, the first time that a consultancy is aware of a need is when the brief lands in their inbox. Their first action is to qualify the opportunity in or out. Without good insight into the context of the potential opportunity, and faced with multiple approaches from prospective clients, some great consultancies may decline to yieldswarmingSpendingparticipate.timethemarketoftenafargreaterquality

implementtoIssue 29.5 | GOVERNMENT BUSINESS MAGAZINE 85

Proxima shares the best practices for ensuring successful delivery whilst getting the greatest value from increasingly constrained budgets

The government has released the long-awaited revision to the Consultancy Playbook (dubbed 2.0), guiding authorities on how to get the best outcomes from their consulting partners.

PlaybookConsultancy

workConsultanciesbestwhenpresentedwitha problem to solverather than asolution

of response. The requirements for fairness and transparency do not preclude early market engagement, and consultancies will be willing to provide E

Consultancy Playbook: How to get the best result when sourcing consultants

Buy the outcome, not the service Clarity is key! Consultancies work best when presented with a problem to solve rather than a solution to implement. Many authorities fall into the trap of prescribing the solution that they think they need and, in doing so, constrain the ability of the consultancy to apply its best thinking to the thingsonlyConsultancieschallenge.needthreefromabrief: a detailed description of the problem to be solved and the issues that it is creating; a view of the parameters in which they need to operate (mainly timeframes and working practices); and a clear articulation of the outcomes that you want to see delivered.

W: www.marmox.co.uk/thermoblock T: 01634 835290 T: sales@marmox.co.uk Helping to Eliminate Thermal Bridging Ultra-High Strength (9.0N/mm2) Low Thermal Conductivity (0.050W/mK) Guaranteed Low Ψ Values Completely Waterproof Supports up to 3 storeys Ultra Strong Insulation Block 15% of a buildings heat gets lost through the wall/floor junction Thermoblocks can reduce that loss to just 1% Note: We provide a thermal modelling service (y value calculations) for your junctions to show the effect of incorporating a thermal bridging block. These values can then be used by your SAP or SBEM assessors to reduce your overall emissions rate.

The truth is that the response period should reflect the complexity of the request. In every case, the consultancy will be facing multiple approaches and balancing priorities for their bid teams. An extra week on the response time can be the difference between a wellthought-through proposal and a no-bid.

This means making your specifications clear, giving an open brief which looks for a solution, giving appropriate timescales and allowing SMEs to participate. Ticking all these boxes ensures that consultants want to bid time and time again to win your business and can immerse themselves in the brief to deliver the best possible approach. L

Diversity of participation has been shown to significantly increase the quality of bids received from advisory firms

The Playbook is available here

Issue 29.5 | GOVERNMENT BUSINESS MAGAZINE 87

FURTHER INFORMATION

PlaybookConsultancy

Provide sufficient time for responses Consulting requirements are often targeted at addressing imminent (and urgent) needs.

Ultimately, engaging effectively with consultants comes down to one thing: collaboration. Collaboration throughout the process leads to effective outcomes. Collaboration internally with all relevant stakeholders and collaboration with your consultancy. Getting the most out of your consultancy is about engaging them with a bid which allows them to show their expertise to its fullest.

Diversity of participation has been shown to significantly increase the quality of bids received from advisory firms. Poor participation is often a consequence of insufficient attention to points 1-4 above.

 thoughts on potential solutions in order to better address the buyer’s challenges.

Provide clear governance and access to decision-makers to allow obstacles to be seen and resolved quickly, and then hold the supplier accountable for their performance and delivery. Constraints should be kept to a minimum and limited to the elements absolutely essential for the project (think security clearance, data management or on-site working).

solely for case studies that demonstrate delivering similar projects in a public sector setting only serves to restrict bids to those who are already working in the space.

Neglecting to take context into account and engage properly with suppliers or limiting the timeframe for response gives an advantage to those consultancies who have worked within the sector rather than a broad spectrum of companies with a range of ideas and approaches. In the same vein, asking

Finally, ensure a good blend of responses, from established regulars to niche SMEs — diversity of thought will enrich the response

The tendency is often to run the tender at pace, requiring bidders to put forward their solutions within tight timeframes. The Consultancy Playbook sets out minimum response periods; however, we would encourage teams to consider extended deadlines where possible.

Authorities who run bidder workshops and supplier engagement events will typically get a better response. The same is true for those who provide frequent question and answer sessions rather than relying on a written clarification process alone.

Each consultancy will bring its own approach to delivering the project based on their specific expertise and experience. Many will employ innovative and creative solutions based upon the best practices across private and public sectors. The key here is to monitor rather than manage their work.

The best engagements give the consultants space to do their best work

Ensure diversity

In addition, giving detailed feedback on unsuccessful pitches allows consultancies to understand better the needs of the sector. It is, therefore, in both parties’ interests to understand where a consultancy could improve to encourage them to bid for future work and to keep them engaged with public and private sector needs.

Where tenders can be written to invite examples of best practice, regardless of the sector or setting, the opportunity to receive truly innovative responses will be greatly increased.

88 BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk The publishers accept no responsibility for errors or omissions in this free service ADVERTISERS INDEX Adobe 83 Airflow 28 Avery UK 16 Belden Commercial Service 66,67 Big Dug 30 Certes 26,42 Char.gy Ltd 60 Cils 06 Civica UK Ltd 32,33 EcoGrit 36 ESPO 34 Essential Safety Products Ltd 25 EX1 – Digital Forensic Services 50, 51 Fusion People 08 Honeywell Commercial 64 Inspire People 68 ISS Mediclean 10 Isuzu OBC Jockey Club Racecourses Ltd 48 Jones Lang LaSalle Ltd 84 Marmox UK Ltd 86 Mer Charging UK Ltd 56 Moorhouse Consulting 38 Neos Networks 52,54 Pertemps 70 Philips Monitors MMD FC,44,45 Pinnacle Group 72 Pivotal Solutions 30 Policy Monitor Ltd 04 Prime Light Group 18, 20 Prospectus Ltd 80 Red Cross IBC Reed Talent Solutions 80 RSV Solutions 40 SAV Systems 22 Saville Group Ltd 14 Seaward Electronic Ltd 12 Spinwell Global Ltd 74 Streamlight 62 Thames Barrier 46 Urbis Schreder Ltd IFC Venesky-Brown Ltd 76 Walters People 78 Business Information for Local and Central Government

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 for and respond to other humanitarian disasters anywhere in the world. For more information visit https://donate.

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.

*redcross.org.uk/appeal/disaster-fundTextscost£10+1standardmessage (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). We need your help Kappeler/dpaMichael©Photo 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. 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.* Visit redcross.org.uk/shelter or text SHELTER to 70141 to make a £10 donation.

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.

spent, any surplus funds will be used to help us prepare

To find out more about how the AwardWinning Isuzu D-Max is the perfect pick-up for your fleet, visit isuzu.co.uk/fleet

Evolve your business with Isuzu UK’s Fleet Conversion Centre. Thanks to the ULEZ-compliant D-Max range, we embrace versatility and deliver capability. Dedicated to offering clients a bespoke one-stop-shop vehicle production service, our team help to mitigate downtime while ensuring vehicle performance, safety, and retention of our Isuzu vehicle warranty.

THE ONE STOP SHOP FOR FLEET

DRIVEN TO DO

Government Business 29.5

Articles inside

Technology

EV Charging

Facilities Management

Changing Places

Technology

Conferences & Events

Fire Safety

Asbestos

News

Energy Reduction