Government Business 30.6 by PSI Media

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ISSUE 30.6

Business Information for Local and Central Government

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Editor’s Comment Government Business 30.6

Welcome to E Business Information for Local and Central Government

Connect with us on Linkedin: @government-business

Follow and interact with us on X: @GovBusiness

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226 High Rd, Loughton, Essex IG10 1ET. Tel: 020 8532 0055 Web: www.psi-media.co.uk EDITOR Polly Jones PRODUCTION MANAGER & DESIGNER Dan Kanolik PRODUCTION DESIGNER Jo Golding PRODUCTION CONTROL Deimante Gecionyte ADMINISTRATION Enkelejda Lleshaj WEB PRODUCTION Freya Courtney ADVERTISEMENT SALES Shanelle Alfred, Clive Beer, Simon Connor, Steve Day, Gurpreet Kambo, Bernie Miller, Luke Simmons PUBLISHER Kylie Glover GROUP PUBLISHER Karen Hopps

Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

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Contents

Contents Government Business 30.6 Sponsored by

Sponsored by

ENERGY

SUSTAINABILITY

PEST CONTROL

LEGIONELLA

WASTE MANAGEMENT

MUNICIPAL VEHICLES

BUILD2PERFORM

CONFERENCE & EVENTS

THE EMERGENCY SERVICES SHOW

ROUND TABLE

Government Business magazine

NET ZERO

FIRE SAFETY

WASTE MANAGEMENT

URBAN MOBILITY PARTNERSHIP

FRAMEWORK

SMART CITIES

SECURITY

SOCIAL CARE

100

SMART CITIES

www.governmentbusiness.co.uk Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

▶ E

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News

BUDGET

Chancellor unveils Autumn Budget Chancellor Jeremy Hunt has unveiled his Autumn Budget in the House of Commons. He has announced that benefits will rise by 6.7 per cent, which was the inflation rate in September. The increase will apply to workingage benefits such as means-tested benefits such as Universal Credit, and disability benefits. Local Housing Allowance will increase to the 30th percentile of local market rates, it is anticipated that this will give 1.6 million households an average of £800 of support next year. Hunt set a target for the public sector to increase productivity by at least 0.5 per cent next year. £50 million has been announced to increase the number of apprentices in engineering and other key growth sectors. There will be reforms to the planning system in an attempt to enable faster planning applications. Local authorities will be able to recover the full costs of major business planning applications, in return for being required to meet guaranteed faster timelines. The chancellor also announced funding and tax breaks for Investment Zones and Freeports. Financial incentives for Investment Zones and Freeports will be extended from five to ten years. Class 2 National Insurance will be abolished, which is expected to save the average...

GOVERNMENT

David Cameron appointed foreign secretary Former prime minister David Cameron has been appointed foreign secretary. He has also become a Lord. Cameron replaces James Cleverly, who has been appointed Home Secretary, after Suella Braverman was sacked. Cameron served as prime minister from 2010 to 2016, and resigned after the Brexit referendum and was replaced by Theresa May. During his time as prime minister, Cameron oversaw austerity, the passing of the Health and Social Care Act and the legalisation of same-sex marriage in England and Wales, as well as the Scottish independence referendum. Cameron is known as the prime minister who called the Brexit referendum in 2016. Cameron campaigned to remain, and resigned after the result. On X, Cameron said: “While I have been out of front-line politics for the last seven years, I hope that my experience - as Conservative Leader for eleven years and Prime Minister for six - will assist me in helping the prime minister.” Jeremy Hunt is to remain as chancellor. Steve Barclay has moved to environment secretary, and has been replaced as health secretary by Victoria Atkins. Lee Rowley has been appointed housing minister at the Department for Levelling Up, Housing and Communities. He replaces Rachel Maclean and becomes the 16th housing minister since the Conservatives came to power in 2010... CONTINUE READING

Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

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Allocations announced for redirected HS2 funding Transport secretary Mark Harper has announced the allocations for the biggest-ever road resurfacing programme to improve local roads. £8.3 billion of funding, redirected from the cancelled leg of HS2, is enough to resurface over 5,000 miles of road across the country over the next 11 years. Local highway authorities across England will receive £150 million this financial year, followed by a further £150 million for 2024/2025, with the rest of the funding allocated through to 2034. Each local authority, will be able to use its share of the money to identify which local roads are most in need of repair and deliver immediate improvements for communities and residents. There is £3.3 billion for local authorities in the North West, North East and Yorkshire and the Humber; £2.2 billion for local authorities in the West Midlands and East Midlands; £2.8 billion for local authorities in the East of England, South East, South West and, for the first time in eight years, London. Prime Minister, Rishi Sunak, said: “For too long politicians have shied away from taking the right long-term decisions to make life easier for hardworking families – tackling the scourge of potholes being a prime example. “Well-maintained road surfaces could save drivers up to £440 each in expensive vehicle repairs, helping motorists keep more of the cash in their pocket...

News

ROAD MAINTENANCE

More top news stories from www.governmentbusiness.co.uk Wales awarded £111 million from Levelling Up Fund: READ MORE Scottish towns and cities awarded funding from Levelling Up Fund: READ MORE UK’s third Investment Zone launched in West Yorkshire: READ MORE Funds for air quality projects in London open for application: READ MORE King’s Speech sets out key legislation for the year ahead: READ MORE Leisure centres supported by Swimming Pool Support Fund: READ MORE ECONOMY

Labour cost pressures bite as hiring issues remain The latest Quarterly Recruitment Outlook (QRO), a survey of nearly 5,000 UK firms of all sectors and sizes, by the British Chambers of Commerce (BCC) Insights Unit, reveals that many firms are still facing problems hiring staff. The third quarter results for 2023, show a continuing decline in the percentage of companies facing hiring difficulties. The figure has dropped 9 percentage points from the historical high of 82 per cent in Q4 2022. The figure has now fallen in each quarter of 2023 – but remains above 70 per cent. Attempted recruitment in Q3 was virtually unchanged from the previous quarter, with 61 per cent of firms looking to find staff (60 per cent in Q2). Recruitment difficulties are being felt across the economy, but the hospitality sector continues to suffer the most, with 79 per cent of firms reporting hiring challenges in Q3 (compared to 86 per cent in Q2). This is closely followed by both construction & manufacturing on 78 per cent (down from 86 per cent and 81 per cent respectively in Q2). 72 per cent of retail businesses said they had experienced recruitment issues. Of the hospitality firms reporting problems, 58 per cent faced difficulties in finding semi/ unskilled workers, 41 per cent skilled manual/ technical staff. In the construction... CONTINUE READING

Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

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Buildings are no longer simply consumers of energy, they’re essential to grid decarbonisation The way electricity is procured for our buildings can accelerate our transition to a reliable, resilient, and zero carbon grid, writes Tom Wigg, senior advisor – Net Zero Carbon Buildings, UK Green Building Council In the face of net zero targets that the UK appears increasingly off-track to meet, accelerating the decarbonisation of our electricity system is more critical than ever before. Whilst good progress has been made over the last decade in transitioning the UK from fossil fuels like coal and gas to renewable alternatives, now is not the time to lose focus, and we still have a long way to go if we’re going to achieve a fully decarbonised grid by the Government’s ambition of 2035. Phasing out polluting types of electricity generation is just one piece of the puzzle when it comes to the energy transition. With our buildings responsible for over 60 per cent of the UK’s national electricity demand, how they operate and procure their electricity are critical to accelerating and supporting that decarbonisation.

Our electricity grid must operate at a constant frequency: when energy is taken from it, the frequency drops and this must be replenished by energy put in by electricity generators. Traditional forms of generation such as gas turbines can cope well with this reality, increasing or decreasing their output in response to demand. As we move to intermittent renewable generation such as wind and solar, our grid is less equipped to handle times of peak demand on the system. As we move to enable an electricity system that can operate night and day at net zero carbon, it’s becoming increasingly clear we need to build in greater levels of flexibility at the demand side. Therefore, delivering and operating buildings as active components of the energy system will be of greater importance to decarbonising in line with our climate targets. E Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

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F The energy market must evolve The potential for our buildings to have a central contribution to delivering a resilient, decarbonised grid is sizeable. Yet, current energy products and procurement options rarely do anything to drive the energy transition. Most customers currently pay a flat rate for their electricity, irrelevant of whether it’s generated from fossil fuels or renewable sources. For this to change, the energy market needs to evolve, rewarding building owners who operate their assets with greater flexibility, responding to the availability of renewable electricity on the grid. The Government’s Review of Electricity Market Arrangements (REMA) has an important role to play in ensuring the wholesale markets can effectively support the transformation needed in the electricity system to accommodate widescale electrification of heat and transport, alongside the transition to a grid supplied primarily from intermittent wind and solar power. This evolution of the wholesale markets can be complemented by changes in the way customers buy and sell electricity on the retail market and this is where stakeholders in the built environment can play their part. For those who own and operate buildings in the UK, the collective voice of customers demanding more from their energy suppliers will be a powerful mechanism for driving change and improving the energy product offering for the entire industry, while helping to accelerate the decarbonisation of the grid. UKGBC’s new guidance on renewable energy procurement seeks to support this movement.

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You can determine the quality of the electricity you procure by assessing its performance against three principles It’s designed to enable those who own or operate buildings at a commercial scale to make more informed decisions about how and where your energy is sourced, providing you with the tools to achieve your climate commitments whilst driving the continued decarbonisation of the energy supply sector. Understanding the quality of your renewable electricity Before the market can evolve, we need to check-in on the status quo. The unique mechanisms through which our electricity system is operated and energy is traded in the UK have created a number of challenges in assessing how ‘green’ the power being supplied to a customer really is. Once generated, all energy is ‘pooled’, meaning the end customer has no way to distinguish in physical terms if the electricity is from a gas turbine or a wind farm. You can determine the quality of the electricity you procure by assessing its performance against three principles: renewable, additionality, timematched. The best electricity procurement approaches will seek to maximise the extent to which they respond to these three principles. E

ONSITE RENEWABLES [3] TIME-MATCHED [1] RENEWABLE The proportion of the electricity that is from renewable sources, supplied with the associated energy attribute (e.g., REGO).

RENEWABLE

[+] ONSITE RENEWABLES AND FLEXIBILITY

[2] ADDITIONALITY To what extent the procurement contributes to creating additional renewable capacity or supporting technologies/infrastructure (e.g., storage).

The proportion of the electricity consumed that is matched with renewable generation at an hourly resolution or better.

ADDITIONALITY

TIMEMATCHED

FLEXIBILITY

Supporting the three principles, buildings should maximise the amount of onsite renewable generation and be provided with the capability to respond flexibly to the availability of renewable electricity.

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Prefect Controls – shift control in the consumption of energy Energy consumption, in multioccupancy accommodation, with residents not directly responsible for paying energy bills, is difficult to control. Prefect’s 3-stage profile uses Setback, Boost and Frost modes. Setback is the default. Usually this is 18-20°C. Boost mode is activated with a button press raising the temperature, for example to 23°C. This reverts to Setback after a specified time.

These controls save energy because they are intelligent, and always striving to reduce energy input to curb unnecessary use. If the room is empty during Boost mode, Setback is engaged. If windows are opened, heat input is reduced, and if a room is unoccupied for longer periods, Frost mode turns heaters off until the temperature dips below 1012°C, guarding against damp. Prefect’s two systems operate in the same way, the difference being time and temperature setting.

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

Irus is programmed centrally on the internet portal. Managers view rooms remotely, adjusting profiles to individual resident’s preferences. It also controls water heating, detects leaks, and monitors humidity, light, sound pressure and CO2. Ecostat2 uses an infrared handset to programme individual thermostats. These systems control more than 200,000 rooms around the UK, saving between 20 per cent and 40 per cent on energy bills. FURTHER INFORMATION

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It simply isn’t possible to achieve the ambition we need while agreeing to delay and dilute the very policies that will help get us there F In addition to procuring electricity in line with these three principles, buildings should also generate as much renewable electricity on site as possible, by installing technologies such as solar PVs. This will enable you to operate as flexibly as possible and support the grid by becoming responsive contributors to the wider energy system.

Tools for engaging your energy suppliers and rating their performance Most energy customers procure part or all their energy through an energy supplier, typically through an electricity tariff. Therefore, understanding the green credentials of your energy means you must engage with your supplier. But this information is rarely readily available. Recognising this, UKGBC’s guidance sets out a range of tools for engaging suppliers and sourcing the relevant information to compare options available on the market. The tools include quantitative metrics to secure numerical information for direct comparison with other products, as well as qualitative questions to probe an energy supplier’s overall business strategy and how well it aligns with your climate ambition. The questions also give suppliers an opportunity to demonstrate ways they are contributing to electricity system’s decarbonisation, as well as any broader positive impacts that may be of interest. The aim of these tools is to put the onus on energy suppliers to justify the quality of their products and enable the built environment to collectively demand greater transparency and less greenwashing. Equipped with the information from your energy supplier, you can then use UKGBC’s new rating system to understand the performance of your building’s overall electricity strategy, including the energy you procure from the market, as well as the electricity you generate E Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

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

F onsite and the way in which you operate your building. By rating your strategy against the three principles of renewable, additionality, and time-matched, you can better understand the extent to which your building is contributing to the decarbonisation of our electricity system, as well as identifying what actions you can take to incrementally improve that contribution in future. Finally, by sharing this information and your experiences with peers in the industry, we can move together to ensure the built environment is doing all it can to prepare itself for and enable a resilient, zero carbon grid. Buildings are more than simple consumers of energy The government’s recent rollback of key green policies is a worrying blow to our climate targets. It simply isn’t possible to achieve the ambition we need while agreeing to delay and dilute the very policies that will help get us there. Looking ahead, delivering net zero means decarbonising the electricity system must become a top priority. For this, buildings can no longer afford to be simple consumers of energy – no longer just hungry end points in the energy network. Our buildings are now integral to our shared electricity infrastructure and must be equipped with the means to produce renewable electricity on site and operate flexibly to minimise the need to be powered by fossil fuels. This is precisely why we’d like to see energy markets evolve in synchronicity with the built environment to decarbonise the grid, address energy security and fuel poverty, and reduce operational costs. Energy suppliers, the built environment, and government alike must

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deepen their understanding of the role buildings must play. And each have a role in facilitating engagement between energy customer and supplier to break down siloed thinking and foster a culture of shared information, transparency and stronger product offerings that genuinely support our transition to net zero. L

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How Barnsley Metropolitan Borough Council’s transformed approach to expense management resulted in a new sustainability drive

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The COVID-19 pandemic served as a catalyst for transformative changes across near all industries and sectors, and local authorities were no exception. With stripped budgets, reduced workforce and generally navigating the pandemic, councils had to adapt to new, hybrid ways of working and fast Barnsley Metropolitan Borough Council, however, were already well-prepared when COVID-19 hit, having implemented its Digital First initiative years previously. As part of the initiative, the council took a look at transforming its expense management, bringing in SAP Concur and its Concur Expense solution. What they didn’t expect was that this transformation would result in

a new, sustainability-driven change for the organisation and its employees. Here, David Robinson, service director at Barnsley Council explains why. Modernising expenses In 2018, we decided to reshape how we processed expenses to not only help save on cost but also give our employees – particularly E

Sustainability

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F those out serving local citizens – efficient reimbursement on expenses. Ultimately, we needed a smarter way of working to shift into the digital age and help reduce expenditure, given our budgets had been regularly cut over the previous ten years. We are responsible for 3,000 employees which includes crucial services like waste management, road safety, and social care. These roles and many others demand employees to be out travelling, which would incur personal cost to them. The old way of expenses relied on employees manually filling in and submitting e-forms, an inefficient process which would leave staff out of pocket for around six weeks. It also meant that we were unable to manage expenses in a more accurate and timely way. This is why we decided to replace the manual process with a digital-first solution. Thanks to its simplicity, it was quick for our staff to adjust to and they started to see benefits, such as more time to focus on their role instead of admin, and quicker reimbursement of around four days. From a management perspective, for the first time we were able to see all expenses in a single, detailed view. This enhanced visibility enabled us to review our policies and provide better clarity to our staff on what they can reasonably claim, helping us save money across the board. But more importantly, we also could see how much our employees were travelling and what carbon impact this was having! Shift to sustainability Sustainability is a huge focus for us, and thanks to the accurate travel data on our ‘grey fleet’ – personal vehicles being used for business purposes – we were able to monitor our carbon footprint more closely. We utilised this data to help us to encourage our employees to think more sustainably when it comes to travel, opting for public transport over personal vehicles where possible to reduce their emissions. It also has helped inform our own way of thinking when it comes to travel policy decisions as well as our own infrastructure, something that we continue to adapt even now. For example, we have been gradually moving our 300-strong council fleet to more energy efficient electric vehicles, such as our vans and bin wagons. Although sustainable practices are key in our eyes, and always have been, our accurate expense data certainly has helped play a big part in reducing our carbon emissions.

We have been gradually moving our 300-strong council fleet to more energy efficient electric vehicles Putting people first At Barnsley, we are committed to putting people first, whether it be our local citizens or our employees. This was in our minds as we went on our digital transformation project and when we refreshed our expense process. We believe this is why the rollout of our digitalfirst solution has been a hit with our staff, regularly reporting high levels of satisfaction, even during the tougher times in the pandemic. The quick reimbursement we now offer is vital for our staff, even more so now with the rising cost-of-living. Also, we are able to save our staff vital time meaning they can focus more on what they do best - offer vital services to the local community. Finally, we are also happy to see that our staff are thinking sustainably. More staff have been opting for public transport over their own personal vehicle, which all adds up to a smaller carbon footprint for us. With our staff’s commitment we imagine this positive trend will continue particularly as the UK as a whole adapts to a possible net zero future. L

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

Net Zero

Councils ranked on net zero journeys Four years after councils started declaring climate emergencies, Climate Emergency UK has found that the majority of UK councils are underperforming in their journey towards net zero As the first organisation to assess all UK councils on their progress, Climate Emergency UK found that only 41 councils in the UK scored 50 per cent or more for their climate action, the average score being 32 per cent. The Scorecards questions were created after consultation with over 80 organisations and expert individuals within the climate sector, such as Green Finance Institute, Ashden, councilors and council staff and mySociety (Scorecard partners). Councils are assessed according to a threestage marking process, primarily using publicly available data from council websites, as well as national data and FOI responses from councils. Read the full methodology here. The average score for Scottish councils was 34 per cent, closely followed by Welsh and English councils on 32 per cent and Northern Ireland councils on 21 per cent. Within that, there is a wide variety of scores across all council types. For example, no council in Scotland scored below 17 per cent whereas there are over 30 councils in England that scored 17 per cent or lower.

Criteria and results The criteria used to assess councils was published in November 2022 and assesses councils according to 91 questions that cover actions that councils have control or influence over, which have a big impact on carbon emissions and biodiversity loss (with some council types having fewer questions due to their differing powers). The seven sections that the Scorecards cover are: Buildings & Heatings, Transport, Governance & Finance, Planning, Biodiversity, Collaboration & Engagement and Waste Reduction & Food. A number of councils score well in specific sections. 36 councils, including Leeds, Cornwall, and the Vale of Glamorgan score over 80 per cent in different sections, such as Planning & Land Use, Waste Reduction and Food and Collaboration and Engagement respectively. Greater Manchester Combined Authority is the only authority who scored full marks in any one section - in Buildings and Heating. The results, published as Council Climate Action Scorecards, and can be explored in full here. E Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

Net Zero

F Climate Emergency UK Climate Emergency UK is a not-for-profit community interest company which has been working with councils and residents since 2019 to share best practice about what councils can do to tackle the climate and ecological emergency and to encourage effective action. Last year, it published the Council Climate Plan Scorecard - an assessment of councils’ written climate action plans only. This is the first time an assessment of all UK council climate action across all sectors has been completed. Annie Pickering, co-director at Climate Emergency UK said: “The low scores across the board shows that there are national barriers for local authorities that make it harder for most councils to deliver the necessary climate action. A lack of funding and government policy U-turns are some of the barriers to effective local climate action. Yet national barriers alone cannot explain every low score”. “For example, the scores in the section Planning and Land Use range from minus 1 per cent to a positive 92 per cent, which shows that other local factors, such as political will and community support, are at play in determining the action councils are taking to combat climate change.” Of the councils that score 50 per cent or more, 26 are currently Labour-run councils, six are in no overall control, five are Conservative, two are Lib Dem and two councils are run by Independents. For the 60 councils that score below 20 per cent in the Scorecards, 16 are currently Conservativerun councils, 31 are in no overall control, eight are Labour, one is Lib Dem, three are run by Independents and the final one is the North East Combined Authority, a non-mayoral authority. Some of the councils that scored less than 20 per cent overall scored 0 per cent or less in one or more sections. In total, 127 councils scored less than zero because the Scorecards include four penalty-marked questions where councils lose marks for actions that increase emissions, such as investing in airports or approving planning permission for oil or gas fields. For example, Blackpool and East Cambridgeshire scored less than 0 per cent in Transport. The Action Scorecards were created using a three-stage marking process which involved over 200 volunteers completing the first mark and then all councils being able to comment on their first mark in the Right of Reply. The final stage of the marking was carried out by a small team of auditors, who awarded the final score. Annie Pickering continued: “These Scorecards are an essential tool for councils and

The Action Scorecards were created using a three-stage marking process which involved over 200 volunteers campaigners alike to show them what is possible for local climate action and encourage councils to go further, to mitigate and adapt to the climate and ecological emergencies we are facing. “Scottish and Welsh councils on average score higher, with no Scottish or Welsh councils in the bottom performing councils. This demonstrates that when a national government provides greater support, funding and power to local authorities the climate action of every local authority in that nation increases”. Two weeks before the publication of the scorecards, Climate Emergency UK also published over 4,000 Freedom of Information request responses from UK councils covering a range of environmental actions of local authorities that they received as part of the Council Climate Action Scorecards marking process. You can read the press and release and see the headline figures from these FOI requests here. Top performers The UK has a target of becoming Net Zero by 2050, while some local authorities have set their own goal of reaching this point sooner. For example, the council with the highest overall score for single tier was Westminster City Council, with a total score of 62 per cent. The council has a net zero target date of 2040. As a central London location, the area has some of the highest carbon emissions and worst air pollution in the UK. Westminster is densely populated with 114 people per hectare – almost double the London average.

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

In response, the council published a Climate Emergency Action Plan in November 2021, which set out actions for reducing carbon emissions across the area - working in partnership with businesses, communities and residents. The Plan includes sections on efficient buildings, clean and affordable energy, sustainable travel and transport; and reduced consumption and waste. In 2022, the council provided an update on the plan. Over the year, the council installed energy conservation measures in 61 council buildings, cutting the corporate property emissions by around 1700 tonnes of CO2 equivalent per year and improved 450 council homes with energy efficiency measures and clean heating systems. They also invested £58m from the council pension fund into renewable energy infrastructure; launched a Responsible Procurement Strategy to put greater emphasis on sustainability within supplier contracts and delivered over 1,500 electric vehicle charge points across the borough. The highest scoring County Council was Oxfordshire, with 53 per cent. The council has a net zero target date of 2030, having declared a climate emergency in 2019. The council developed a Climate Action Framework, which sets out targets and an approach to tackling the climate emergency. As part of the plan, the council commits to being energy efficient, designing in energy saving and buying zero-carbon power. Already the council has switched 65 per cent of its streetlighting to LEDs, with an aim to replace all of them by 2024. It is hoped this will cut costs and emissions by almost 70 per cent, saving 6,000 tonnes of CO2 each year. The highest scoring district council was Lancaster City Council, with a score of 61 per cent. The council declared a climate emergency

Net Zero

The council declared a climate emergency in 2019 and plans to make Lancaster district carbon neutral by 2030 in 2019 and plans to make Lancaster district carbon neutral by 2030. The council’s corporate plan sets out priorities for 2030, which includes taking action to meet the challenges of the climate emergency. This includes: moving towards zero residual waste to landfill and incineration; increasing the amount of sustainable energy produced in the district and decreasing the district’s energy use; and transitioning to an accessible and inclusive low carbon and active transport system. It also includes supporting communities to be resilient to flooding and adapt to the wider effects of climate resilience and increasing the biodiversity of the district. In the Combined Authority category, West Midlands Combined Authority and Greater London Authority jointly topped the table with 65 per cent. West Midlands Combined Authority declared a climate emergency in 2019 and aims to make the West Midlands net zero by 2041. The authority’s five-year plan sets out how the area can achieve a 33 per cent reduction in the carbon use of local transport, homes and businesses by 2026. To achieve this involves creating a more circular and resource-efficient economy for the West Midlands, and working with partners to protect, restore and enhance the natural environment and therefore creating greener places and cleaner air. The Greater London Authority has a target of net zero by 2030 with the Accelerated Green pathway. Achieving this will require nearly a 40 per cent reduction in the total heat demand of the city’s buildings, requiring over 2 million homes and a quarter of a million non-domestic buildings to become properly insulated. There will need to be 2.2 million heat pumps in operation in London by 2030 and 460,000 buildings connected to district heating networks. There will also need to be a 27 per cent reduction in car vehicle km travelled by 2030. L FURTHER INFORMATION

https://councilclimatescorecards.uk/ Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

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School’s in: innovating through building engineering services The recent “crumbling concrete” saga, which led to more than 100 schools closing over fears they were structurally unsound, demonstrated just how old and precarious much of the UK’s education estate is. Two years ago, the Department for Education admitted that repairing or replacing defects in England’s schools would cost as much as £11.4 billion, almost double the original estimate

Many schools are struggling to undertake the necessary works due to long-standing fiscal constraints. Last year, data from the National Association of Head Teachers revealed that 90 per cent of schools feared they would run out of money in 2023, forcing them to make tough choices on where they spend. Unfortunately, a common outcome is to defer necessary repairs and reinvest in core educational resources, a decision that effectively kicks the can down the road and increases the risk of dangerous failures or more costly remedial work in the future. Better together Through our work with educational institutions over the years, we know that it doesn’t have to be this way. Schools can work in partnership with their service partners to develop solutions that don’t come at the expense of safety, learning or even the overall student experience.

It’s all about collaboration. Inviting facilities service partners to governance meetings provides them with an opportunity to understand the nature of a school’s fiscal issues and meet all the stakeholders who have say in its direction, including teachers, governors, and parents. This allows the service partner to build a clearer picture of the broader challenges and everyone’s different concerns and priorities. Similarly, it’s important that schools facilitate opportunities for the different contractors across service lines to get together. Events such as a regular forum allows these partners to understand how they can work in tandem to make each other’s lives easier and deliver better outcomes for the client. Finding a more dynamic solution By understanding how the school operates and what stakeholders need, service partners can create a high-quality, dynamic solution. Through constant dialogue, we can develop a planned preventative maintenance programme that fits around the school calendar, prioritising critical works during term time and scheduling less important works during school holidays or other quiet periods. This minimises the likelihood of assets failing, lengthy downtime and further disruptions to students. This level of collaboration allows service partners to tailor maintenance in multiple ways. SFG20, the standard maintenance specification for building engineering services, is essential for

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

Don’t be afraid to innovate The conventional wisdom is that innovation is exclusive to the private sector. However, the public sector can innovate successfully in several ways. Implementing new technologies is a key part of it, but so is building collaborative partnerships in which both sides work together

to problem solve, leveraging innovative commercial solutions and economies of scale. This could be to turn up services or works that generate the most value, readjust the schedule to work within the parameters of the client’s funding model, or introduce technology in a way that considers stakeholder concerns and achieves a return on investment. For example, smart technology is increasingly accessible and although there will always be an initial outlay, it’s impossible to ignore the significant potential for cost-savings in the long run. Equipping building assets in schools with sensors allows Integral to collect and analyse real-time data on their condition. Armed with these insights, we can develop both a condition-based and predictive maintenance schedule that considers when assets might fail or start to underperform. This allows us to prevent downtime, reduce labour costs, and ensure assets run as efficiently as possible. Too often, schools are left with a binary choice: fund crucial learning resources or spend money on keeping their building assets running efficiently. Through a strategic partnership with companies such as Integral, one never needs to come at the expense of the other. A strategic service partner can deliver a tailored building engineering solution that innovates, delivers against budget constraints, and always puts students first. L

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keeping assets in good condition and remaining compliant. Consideration should also be given to factors such as location or occupancy and their impact of asset performance. By building a more comprehensive picture of an entire estate, a building service partner can determine all the different factors impacting the condition of assets and systems. What’s more, it’s important to remember that within the education sector there are different funding models. Recently, Integral partnered with a college that had its funding directly tied to enrolment numbers, a factor with many variables and which the facilities management team has no control over. The client had very little elasticity in its buildings to flex with fluctuating student numbers, leaving the college with funding challenges for the existing maintenance programme. In partnership, we undertook a rootand-branch review of the client’s maintenance needs to determine the statutory requirements, health & safety needs, and teacher and student wellbeing, then delivered a tailored maintenance solution. Due to our in-depth knowledge of the college’s funding model, we were also able to put a plan in motion for ramping up engineering services once student numbers rise again.

FURTHER INFORMATION

Mark Evans, Director, Sales & Solutions sales@integral.co.uk www.integral.co.uk

Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

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Fire Safety

Best practice for Fire Safety in public buildings The FIA looks at best practice for fire safety in public buildings for 2024 Like everything in life, fire safety starts with a plan. With careful planning and by sticking to the plan, you can ensure that the objectives will be met. The first place to start when looking at an existing building is the fire risk assessment. Is it up to date? How recent is it? Does it need reviewing? Are there any outstanding actions from the previous fire risk assessment? By ensuring that the actions or recommendations identified in the fire risk assessment have been implemented; that the fire risk assessment is regularly reviewed and kept up to date with any possible changes in the organisation or building, you can reassure yourself that nothing has been missed. One of the simplest and most costeffective methods of improving fire safety is “housekeeping”. A key step to fire prevention is general tidiness around the workplace. Store all tools, equipment and materials away securely.

Dispose of all waste properly into a designated bin store, eliminating a build-up of potentially flammable materials. Walkways and corridors must be kept clear of any debris as this could cause a trip hazard to those escaping in an emergency. By keeping the building organised and clean and tidy, you can reduce the likelihood of a fire starting and growing. If you are responsible for fire safety within a building some of the things, you need to consider are: Fire detection and fire alarms A fire detection and fire alarm system, when installed and maintained correctly, is an essential part of fire safety that can provide an early warning of fire within the building. Enabling people to evacuate the building in a safe manner as quickly as possible. The quantity and placement of smoke, heat and other types of E Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

Fire Safety

Fire evacuation training is an essential aspect of workplace safety F fire detector throughout the building, is based on a category of system defined within BS 58391, the code of practice for fire detection and fire alarm systems in non-domestic premises. The fire risk assessment should confirm that the existing fire warning system is suitable and sufficient, and if deemed not to be, it should provide guidance on which category of system would be necessary. Portable fire extinguishers Portable fire extinguishers are a simple but effective means of tackling small fires and preventing them from growing into large fires which can do serious damage to a building. It is important the correct portable fire extinguishers are provided in sufficient numbers for the appropriate risk, as not all portable fire extinguishers are suitable for every fire. It is also important that the portable fire extinguishers are regularly maintained and kept in good condition. Portable fire extinguishers are rarely used in a well-managed building but if they are required to be used, it is critical that they operate correctly. Without regular maintenance and training of people on how to use them, their usefulness can be diminished.

Evacuation plan, emergency exits, fire drills It’s important that all emergency exits are kept clear of obstructions, enabling them to be used at all material times, and they should not be locked when there are people in the building. Emergency lighting should be provided on all the escape routes. This will need to be regularly tested. To ensure that if there is a power cut, people can still navigate their way to the emergency exits and away from the building. In the context of emergency preparedness, a fire drill is a practice run of the evacuation procedure in case of a fire emergency. This exercise should be conducted routinely to ensure that all employees are familiar with the evacuation procedures and are able to evacuate the building safely and quickly. Fire evacuation training is an essential aspect of workplace safety. The UK government mandates that employers must have a fire safety and evacuation plan in place. The plan should include a clear passageway to all escape routes, clearly marked escape routes that are as short and direct as possible, enough exits and routes for all people to escape, emergency doors that open easily, emergency lighting where needed, training for all employees to know and use the escape routes, and a safe meeting point for staff. When you are carrying out fire drills. It is good practice to block off the normal regularly used

Fire Safety

entrance to the building. This will force people, to use the alternative means of escape, which might not be the one that they regularly use. A rear stairway and fire exit for example. It is the nature of people to use the things that they are familiar with. In an emergency, the normal regularly used exit might not be available because it might be blocked by fire. So, by training people to look for alternative means of escape it can aid them in a real fire situation and avoid confusion if their normal way of egressing the building is not available. RACE is a simple 4-step fire plan that everyone can remember. It is often used as a training tool to call on in emergency situations. There are four steps; Rescue anyone in immediate danger; Alarm or alert others and call the fire and rescue service; Contain the fire by closing doors and windows; Extinguish the fire if possible, using portable fire extinguishers, but only if it is safe to do so. It’s important to ensure that your team is trained in how to use portable fire extinguishers and that they are instructed to carry out your fire plan in the form of fire drills or simulations, including when there are visitors to the premises. Electrical safety When it comes to electrical safety with a fire perspective. Building occupants need to make sure that electrical sockets are not overloaded

When a fan heater is blocked it can easily overheat and start a fire and that if extension leads are used, their leads are not left trailing, creating a trip hazard, and that they too are not overloaded. The use of portable heaters, especially fan heaters, should be discouraged. When a fan heater is blocked it can easily overheat and start a fire. Even storing combustible materials near heaters could present a risk of fire. Therefore, good housekeeping needs to be adopted to reduce the likelihood of this happening. Portable appliance testing for appliances used within the building is essential to ensure that they are electrically safe to use, in good condition and not likely to start the fire. These tips are general guidelines for fire safety in public buildings. For more specific information about fire safety regulations in your area, you may want to consult with a local fire and rescue service or other relevant authority. L FURTHER INFORMATION

www.fia.uk.com Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

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Building maintenance managers, painters, and residents are finally being safeguarded Thermoguard specialist fire protection coatings, paints and varnishes protect major buildings’ residents and other occupants from fire risk

Building maintenance managers are becoming aware of the debt they owe the authors of Nov 2022 Building Regulations (Fire) doc B in highlighting the urgent need to prevent the danger from unlimited toxic gas and smoke s3 released from heavy build-ups of paint which only smoke & flame retardant paint proven by BSEN standards’ SBI tests on relevant paint build-ups can control to safe s1. See “BSEN Class B s1d0 Real-World safety replacing fatally flawed Class 0 laboratory mirage” on www.thermoguard.co.uk Their major concern is toxic gas from 1970 to 2014 and toxic gas from the current version of a Class 0 fire paint which relies on “heavy non-combustible gas” to pass the fatally flawed tests for Class 0. Lead Industry Association influence engineered omission from Class 0 of toxic smoke control as well as omitting from tests the air flows generated in fire, thus risking fatal consequences for all concerned. Flame spread from heavy build-ups of wall paints is caused by flaming of paint layers delaminating in fire. The causes of that delamination are the reactions in fire between varying types of paint, application of cold paint or to cold or damp walls & ceilings, failure to clean or failure to abrade hard and smooth paints. Their other concern is the contamination legacy Lead Industry Association’s other ingredient from at the scary toxic end

of the heavy metals spectrum (primarily but not exclusively Antimony). Many maintenance managers have been informed by Class 0 paint makers that even their 3 or 4 coat flame retardant paint systems have an upper limit on which they can achieve Class 0 of 10 coats of paint. To the great relief of all concerned, labour, material and disruption costs involved with stripping 10+ coats of paint or lead-based paint type precautions and increased risks created if Antimony is stripped, can all be avoided by upgrading Reaction to Fire to BSEN Class B s1d0 with one smooth coat of (ultra opacity) Thermoguard Smoke & Flame Retardant alone in most cases. For worst fire risk cases, preventing dangers from heavy gas-release flame retardants or colour changes, one smooth initial coat of Wallcoat Insulating Basecoat is all that is needed. After unique due diligence protocol checks, Thermoguard issue meaningful fire certificates to safeguard building maintenance managers and diligent painting contractors, instead of just safeguarding flame retardant paint brands in the event of a fire. L FURTHER INFORMATION

www.thermoguard.co.uk technical@thermoguard.co.uk 01142 768008

Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

Pest Control

Managing pest management Anybody managing buildings will be aware of the unpredictable nature of pests, along with the havoc they can cause. In this article, Grahame Turner, a stalwart of the pest control industry and technical support officer at the National Pest Technicians’ Association (NPTA), discusses methods to help ensure effective and efficient pest management at your properties The problem Public health pests include rats, mice, cockroaches, feral pigeons, bedbugs, wasps, mites, moths, beetles, ants and flies. These pests can cause major problems, such as: transmission of potentially fatal diseases, electrical fires, floods, allergies, anaphylactic shock, alarm, fright, wasted food and physical damage. These issues, and their associated costs, along with legal requirements, make it extremely important for anybody responsible for properties to ensure you have effective pest management. Pest management requires highly skilled technicians. Not only do they need to have a knowledge of the biology and behaviour of all the multitude of potential pests; they also need to know all the options of equipment to monitor and control them; and they need to know what active ingredients and formulations of pesticides will work best in each scenario (taking into account presence or absence of non-targets such as pets and children in the area, nature of substrates being treated, possibility of resistance to any of the pesticides, legislative restrictions, increasing demand for reduced pesticide usage etc.). Additionally, they must be highly safety aware, as they have one of the most dangerous

jobs, involving contagious zoonoses, chemicals, allergenic dust, working from height, working in confined spaces, possible exposure to asbestos etc. To be confident that you have effective pest management on your sites, whether that be a pro-active ongoing contract or a reactive treatment for an unexpected infestation, you need to know how best to select a suitable, dependable, quality contractor. Using a trade association member can provide reassurance, especially an Accredited Member. But, also bear in mind that pest management works most effectively when it is a partnership. The partnership The ideal scenario is for an Integrated Pest Management (IPM) partnership between property manager and pest control professional. IPM prioritises prevention over cure. Prevention includes habitat management to make places less attractive to pests; minimising food availability to pests through good housekeeping and waste management; and proofing buildings to prevent pest access where possible. If pests do still penetrate the building’s defences, then trapping would be the preferred control

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Prevention methods Appreciating common causes of infestation is a good starting point for implementing preventive controls. Repeat offenders include poor waste management practices – where waste food is accessible by pests due to overfull wheelie bins, missing drainage plugs, lids not closed. These can attract vermin to the area to feed, and they might then seek habitation within nearby buildings. Drain imperfections can be a problem – drain and sewer damage, deterioration and malconstruction can allow rats to gain entry to buildings from sewers. Gaps around pipes and cables are the same – commonly, services are installed through external walls without being properly sealed in place with rodent-proof materials, which allows rodents to gnaw and/or squeeze their way into the building. Protected ledges high up on buildings present an issue – in urban areas, these can be popular with feral pigeons for roosting or nesting. Poor standards of food hygiene also cause a problem – food spillages around cookers and fridges can allow cockroaches to thrive. Finally, bird nests on buildings can be a source of textile moths, carpet beetles and bloodsucking mites. If all the above are regularly checked and, where issues found, rectified, then this can dramatically reduce the likelihood of internal infestations. There are a wide variety of materials suitable for proofing buildings. Selection will need to take into account pest species, aesthetics and required durability. There are also materials that are totally unsuitable, like the ubiquitous expanding foam, that rodents have no problem

Appreciating common causes of infestation is a good starting point for implementing preventive controls

Pest Control

technique where feasible; with chemical control being the last resort. This principle of IPM is not only the most sensible approach, it is also a requirement of industry Codes of Practice and compliant with COSHH Regulations. In an IPM partnership, the pest management professional would be responsible for advising the property manager on preventions required; monitoring the building for signs of pests; and carrying out any pest control operations required. And the property owner/manager would be responsible for implementing the prevention methods, which in the case of proofing, might be to contract the pest technician to carry out proofing works, or it might be to utilise pest-trained in-house maintenance workers.

whatsoever in nibbling through. Ensure you get expert advice on the best materials to use for each location, either from your pest technician, or from your maintenance team attending specialist training. Monitoring & control How can you ensure you are using a professional pest control company who are going to do effective and efficient pest control? Here are some pointers: Check they assess the pest risk of the specific site before making a recommendation for which pests need to be included in the contract and the visit frequency. Check they have an Environmental Policy with ‘SMART’ objectives that are reviewed and updated each year. Check their Health & Safety Policy has ‘SMART’ objectives. Check their Risk Assessments and Method Statements to make sure they have thought carefully about potential hazards and how to control them. Look at their COSHH Assessments to make sure they are appropriate. Examine specimen treatment reports to ensure they identify root causes where possible, and list all the required details of treatments undertaken and products used, along with providing recommendations on prevention enhancements. Ensure they have adequate professional indemnity insurance. Make sure they are members of a CPD scheme. Alternatively, to save you the trouble of checking all the above, you could just ask if your potential contractors are Accredited Members of the National Pest Technicians’ Association. We check all these documents and procedures, alongside multiple others, as well as carrying out physical inspections on their chemical stores and their vans, so that you can have the confidence to know they will be good. L FURTHER INFORMATION

Please contact NPTA (office@npta.org.uk) for information on pest awareness training, pest proofing training, Accreditation Standards etc. (www.npta.org.uk) Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

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Damp, condensation and mould still an issue? Cornerstone offer an affordable Property Health solution for social housing clients and their tenants – for the long term

Why are we still witnessing mould in properties? This issue remains with us and, with the Housing Ombudsman’s call for a Uniform Framework to deal effectively with the problem, there has never been a better time to assess current internal processes alongside your chosen contractors to implement a tailored change that delivers proven reasons behind the outbreaks and how repairs can be certified as cost-effective. How will retrofits and net zero assist our journey? Retrofits are indeed designed to enhance the performance of a structure in terms of its health, and decarbonisation aims to assess heat loss, reducing the carbon footprint of a dwelling. Such requirements alone place a greater emphasis on accurate property assessments and a joined-up solution for each property style, its location and indeed, orientation before we head indoors. The understanding of insulating a home, its existing air-tightness and ventilation measures are key to upholding the environmental and indeed social benefits of a dwelling. What is available to social housing landlords? A track record of independently surveying and recommending root causations for

damp and mould problems in the social housing sector has led Cornerstone to develop a user-friendly and adaptable support framework that can be selected by respective clients in line with their existing knowledge level and organisational goals for dealing with the issue - for the long term. Training is available, including CPDaccredited damp and mould understanding, from call centre staff to surveyors. Consultancy is available, such as independent IoT data and retrofit/decarbonisation impact assessments (PAS 2035), which confirm the impact of each improvement is as anticipated. Surveying can also be used, with independent root cause analysis of reported complex issues. Application – sharing our knowledge Cornerstone offer an accessible, detailed APP for residents and landlords with guidance and key support traits when you need it. Residents can enter their issue and receive likely reasons alongside credible guidance measures in a recognised format. Still having a problem? Submit the query with images and videos to the landlord through the App. Landlords can enter the same process with advanced reasoning and guidance for in-house resolution. Plus, landlords who are seeking CPD Damp and Mould Training, Complex Technical Assistance, IoT Sensor Alert meaning and guidance can simply log the assistance and submit to Cornerstone.

Learn more about the root causes and implement long-term improvements with… Better Decision Making. FURTHER INFORMATION

www.cornerstone-ltd.co.uk info@cornerstone-ltd.co.uk 0344 846 0955

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Legionella

The risk from Legionella in public buildings: best practice The Legionella Control Association looks at how best to treat and prevent Legionella Legionella is something that is often in the news but often the reporting lacks the underlying facts involved. The Bibby Stockholm situation recently and the temporary closure earlier in the year of the Police College at Tulliallan are examples of Legionella news concerning government buildings. Both situations were reported in some quarters as outbreaks or as extremely dangerous events, which was not accurate. Positive samples from the water system is not an outbreak of Legionnaires’ disease. If a building is in the public or political spotlight, reporting can sometimes exaggerate risks and failings. Overview Legionnaires’ Disease is a potentially fatal type of pneumonia, a bacterial lung infection. The disease is contracted from bacteria of the genus Legionella, within a water-based aerosol, entering the lungs. Exposure is generally preventable if water systems are properly maintained. There are legal implications where there are failures to control this risk.

Legionella growth is considered a risk regardless of the strain or species of Legionella. If you are responsible for a building with a water system, then you have a legal duty to control the risk. The risk associated with Legionella and human infection was first identified in 1976, following an outbreak of a previously unidentified disease at an American Legion convention. The most recent data from Health and Safety Executive (HSE) suggests that on average there are over 250 clinically diagnosed cases of Legionnaires’ Disease in the UK every year. Legionella proliferation There are fundamental principles that reduce the risk of Legionella growth: avoid Legionella growth temperatures (20-45oC); avoid stagnation so Legionella doesn’t have time to grow; avoid materials of construction that will support growth; control the release of water spray to minimise transmission risk; keep the system and the water in it clean so nutrients for Legionella are minimised; use water treatment techniques, E

Lefionella

F particularly where any of the above cannot be controlled; and maintain the system properly. These principles form the basis of the requirements of HSE’s Approved Code of Practice for the control of Legionella in water systems and underpin all the UK guidance. In practice, some of these can be a challenge. Pipework is often re-configured post-construction and dead ends (sections that go nowhere so water does not move) can inadvertently be created in the pipework. Some areas of a building will have higher footfall/usage than others, so water can stagnate more readily in some areas with no design fault. Heat can be lost or gained through poor insulation, lack of circulation or failing non-return valves. All these scenarios are common, and all increase the risk of Legionella proliferation. When the conditions for growth are right, then Legionella can grow. Once present, Legionella can be a challenge to remove. So, what does the law say? Legionella & the law The law applicable to Legionella control in most settings is the Health and Safety at Work Act (1974). This describes how it is the responsibility of an employer to protect their employees and any other stakeholders from risks that may arise from their undertaking. Stakeholders are any persons who may come into contact with your

The Law applicable to Legionella control in most settings is the Health and Safety at Work Act (1974

water systems or aerosol produced by those systems during normal use. Legionella bacteria is considered a hazardous substance under The Control of Substances Hazardous to Health (COSHH) (2002) Regulations. Risks must be assessed, and any identified risks must be either eliminated, substituted for lower risks or where this is not possible, control measures must be put in place to mitigate residual risk. Details of what must be done to control Legionella are published by HSE in the Approved Code of Practice for Legionella (ACoP L8). ACoPs have special legal status and you must either follow the provisions of an ACoP or be able to show that you have complied with the law in some other way, or a court will find you at fault. Detailed guidance and examples of how to comply with the law is published by HSE in Health and Safety Guidance (HSG) 274; this comes in three parts: the control of Legionella bacteria in Evaporative Cooling Systems; the control of Legionella bacteria in Hot and Cold water systems; and the control of Legionella bacteria in Other Risk systems. ACoP L8 and the HSE guidance outline how to comply with the law and keep safe. They highlight the legal requirement for risk assessment; to assess the risk posed by your undertaking that may allow Legionella to proliferate. Where risks are identified, a written scheme of control is required to manage the identified risk. This is commonly achieved through maintaining control of water temperature, use of water treatment, regular cleaning of commonly fouled components, etc.

Legionella

Around 13 per cent of all samples in the UK return a positive, so it’s not uncommon to have positive Legionella results together with regular monitoring and inspection to ensure the regime is effective. Legionella Control Association (LCA) The LCA Code of Conduct is highlighted in ACoP L8 (Paragraph 83) as guidance to what standards service users should expect. A voluntary membership with around 400 Members, LCA registered companies are specialists in Legionella Control. The Code has 28 requirements that must be followed with specific Service Delivery Standards for the eight Legionella control service areas. The LCA emphasises management procedures that Members must have in place to deliver a consistent and compliant service. Members are audited for compliance with the code and service delivery standards requirements. Evidence is checked that procedures are being followed in practice. Where we find a Member’s performance lacking, either at audit or as part of a complaint to us, we will suspend them in the short term and their membership will be terminated unless improvements are made. Risk assessment Premises where the Health and Safety at Work Act applies must have a Legionella Risk Assessment. This identifies risks associated with water systems and includes recommendations for elimination or substitution of the risk and for Control Scheme tasks to mitigate residual risk. Risk assessment should be specific to water systems; with consideration given to individuals who may be exposed.

Control measures Any risk that is present needs to be controlled to an acceptable level. The HSE uses the term as low as reasonably practicable (ALARP), and this is the target level of risk. Legionella control measures usually include maintaining temperature, use of water treatment, flushing and physical control. Positive Legionella results Around 13 per cent of all samples in the UK return a positive, so it’s not uncommon to have positive Legionella results. It’s important to take action on a positive result to address the immediate risk (the symptom) and the underlying issues (the cause). Cleaning and disinfection is commonly used as an immediate risk reduction measure but a review of the risk assessment and identification of the underlying cause of the Legionella growth is critical. Interim measures may be required until any identified issue can be resolved. Summary Legionnaires’ disease is potentially fatal but is preventable. Employers and those in control of premises have a legal duty to ensure risks are identified and controlled. Legionella prosecutions can result in large fines and custodial sentences, and it is not necessary for there to be a death or case of disease for a successful prosecution. If your water system exposes stakeholders to risk of harm, you are committing an offence.L FURTHER INFORMATION

www.legionellacontrol.org.uk Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

EnviroEcoWall Fireproof Panel Building System

Enviro Eco Wall Panels are a company that have designed small and medium buildings for the hom become British citizens who are currently being housed in hotels and public facilities costing the co be built in approx. 3 to 5 days.

-FRIENDLY & ENERGY EFFICIENT PORARY SOLUTION Enviro Eco WallHOUSING Panels are seeking to partner up with councils or the government to ask them to o

water and main sewerage for these buildings to be built on. These buildings however can be instal use by 3 houses for £3,500. For an additional cost of £46 a year a septic tank cleansing tablet can b dropped into the septic tank to breakdown solids into water.

Enviro Eco Wall Panels are offering these building for a 25% deposit with the balance being paid ov

Enviro Eco Wall Panels are also offering the possibility of classrooms for schools. These classrooms hold up to 30 students and offer a separate office for teachers and a storage facility. These buildin a dual entrance suitable for disabled accessibility. These classrooms can be configured to hold 12 students in 2 classes if required.

Please visit https://enviroecowallpanels.com/house-fire-test-proves-fire-protection-works-well/ to view a 2-storey house that was built and purposely set on fire to showcase its fire performance This demonstration was attended by NHBC, architects, engineers and building surveyors that were able to walk around the house, being able to touch the walls and doors to show the integrity and insulation of the building whilst on fire.

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• Has a kitchen • Has a bathroom with a shower, toilet and a wash basin • Has sufficient bed area for a twin bed (mother and father) and two small beds (for children) Cost - £18,220 25% deposit - £4,555 Pay the rest over 12 months The daily cost is £37.44 │SIZE - 2.44m x 4.88m

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▶ E

Advertisement Feature

Westminster City Council and Veolia unveil UK’s largest electric waste collection fleet - powered by the waste they collect Westminster City Council and Veolia have announced the full-scale rollout of the UK’s largest electric refuse collection fleet non recyclable waste collected from homes and businesses in Westminster to generate heat and power for the local community through the district heating scheme.

The vehicles are the next generation in electric Refuse Collection Vehicle (RCV) development and will deliver a cleaner and quieter service, powered directly by energy generated from the waste they collect. Housed in a specially designed depot, smart charging infrastructure will ensure they are always ready to go when needed. Introducing zero emissions Working alongside Westminster City Council, 45 new zero emission trucks have been introduced in a ground-breaking initiative that will benefit residents by reducing vehicle noise, cutting air pollution and drastically reducing the borough’s carbon emissions. Working with Veolia, Westminster will gradually replace its entire 80-strong truck fleet, in the biggest decarbonisation programme of its kind by a UK local authority. The new vehicles are housed at the new fully electric depot at Landmann Way, near Bermondsey. The electric vehicles charge their batteries by drawing electric power from the adjacent Veolia energy recovery facility, South East London Combined Heat and Power facility (SELCHP), which uses the

Reducing fleet emissions Veolia operates Westminster’s fleet and completes 50 million collections every year and each electric vehicle saves up to 89% CO2e compared to a diesel-powered fleet. Veolia worked to procure, design and operate the new depot and charging infrastructure which will be capable of charging 54 vehicles simultaneously. Smart charging will allow the partnership to support the National Grid by using the vehicles as batteries to store electricity at non-peak times to maximise local resources and strengthen the Grid’s resilience. Expanding zero emission fleet in the future Cllr Paul Dimoldenberg, Cabinet Member for City Management and Air Quality said: “The trailblazing electrification will deliver an essential service that is quieter for residents, improves air quality in central London and reduces our fleet emissions by 50 per cent, or over 2,000 tonnes of CO2 per year. This is a significant moment in the evolution of sustainable council services and we look forward to further expanding our zeroemission vehicle fleet in the future.” The trucks, built by Dennis Eagle Ltd in Warwick, will be the mainstay of a zeroemission refuse fleet which also includes 90 electric street cleaning vehicles ranging from e-bikes to e-sweepers. L FURTHER INFORMATION

www.veolia.co.uk Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

REFURBISHED EQUIPMENT Middleton engineering has carried out this work on both smaller – 60t and the latest 100t machine At inspection the floor & front profile were poor so all removed and new fitted. The old section of chassis removed and replaced Including wear strips. The channel, the friction floor, replaced with new together with the front profile which meets the front of the main chassis was replaced. Side hinges fitted to friction. The prepress required extensive work on the curved section, front plate wear strips and pivot pins. The prepress cylinder removed & one replaced due to nonrepairable damage, the other resealed. The Pre press bearings were replaced. The main press completely overhauled with top wear strips and inspection cover replaced and from the slots extensively repaired. Ram head completely fitted with new bottom wheels and bearing. Tying: The baler had both vertical and cross tie system. All totally removed, stripped and overhauled. All needles replaced or repaired including tips. Both tying heads were overhauled and service parts replaced as necessary. Both cylinders were removed and resealed. Wire puller stripped and serviced. Hydraulic Power Pack, completely stripped, inspected and repaired where necessary. All pipe work inspected and repaired as necessary. The electrical cabinet & control pedestal dismantled & repaired as necessary External wiring removed, inspected and replaced as necessary. Picture of chassis with friction attached ready for external wiring to be installed. OUR COMPANY A Middleton Engineering specialises in the waste recycling industry, with a long history and experience in designing, manufacturing, supplying, and servicing recycling equipment for over 45 years. A Middleton Engineering has built a reputation based on quality, excellent service and innovative design, driving the company to the forefront of the industry as a major supplying force for the UK and worldwide. A The company primarily manufactures recycling machinery, this includes 80T Semi-auto machines as a First entry solution. Also produced are fully automatic channel balers 60t – 120T. Twin Rams are the latest update in baling to deal very successfully with many products. Conveyors of every kind together with bottle perforators, and bale wrappers. Middleton’s maintains a portfolio of clients including: local authorities, supermarkets, recycling companies and leading distribution centres. A We have our own fabrication shop, a machine shop, producing our own cylinders from short up to 300 ID x 4 ½ M in length. We manufacture all of our own items in house and keep a good store for Everything we build and items readily available for service work and repairs. A We can build many things upon request, we just need a sketch, drawing or photo with measurements. A We currently have two apprentices and one further learning as we feel strongly about supporting training and improvement.

DESIGN GALAXY BUILD GALAXY INSTALL GALAXY SERVICE

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Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE 44 sales@middletonenwgineering.co.uk

Waste Management

Efficient and effective collections Lee Marshall, policy & external affairs director, CIWM, explains some of the recent waste management headlines and what effect any changes will have Waste collection services have been having their moment in the spotlight this autumn. First, we had the Prime Minster scrapping a ‘seven bin’ policy that had never been implemented or indeed planned. Then, on the back of this, the Government made the long-awaited announcement about the 2021 Consistent Collections consultation, now rebadged as ‘Simpler Recycling’. The Simpler Recycling proposals mean that every local authority in England will have to collect a core set of materials, including food waste, glass, plastics, and cans. How they collect them is up to each local authority, but food waste will have to be collected weekly. The funding for food waste collections will come through Government funding and elements of the dry recycling materials (glass, cans, etc.) will be funded through payments from the producers of packaging via another government policy called Extended Producer Responsibility (EPR). E Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

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Efficiencies One way of creating efficiencies is to collect things less frequently. This is a practice many local authorities have adopted, and it tends to be residual waste that is collected fortnightly (or even three-weekly) instead of weekly. Not

Waste Management

F EPR is aimed at making packaging more environmentally friendly and easier to recycle. To encourage producers to do this, the policy makes them responsible for the “full net cost” of their product, including when it comes to the end of its life. Producers will pay funds into a central pot based on how much packaging they produce and how easy it is to recycle. That pot will then be distributed to local authorities to increase recycling of packaging. However, local authorities will not receive funding for their actual costs, but rather for a modelled cost based on an “efficient and effective service”. Defra have not outlined what their definition of “efficient and effective” is yet, but it will be key to determining how much funding an authority receives. It is likely it will take into account the geographic and socioeconomic characteristics of a local authority area, as well as how recycling is collected. Which collection system works best for a local authority will be impacted by a number of factors. When deciding which system to use, councils will normally undertake some sort of options appraisal where different collection systems are modelled against each other to produce indicative costs, against which a decision can be made. But once that system is implemented, how do you ensure it is the most efficient it can be whilst delivering high levels of recycling?

only does this mean fewer vehicles and crews, but it also helps push recycling rates up. With less residual waste volume, residents think more about which container they put their waste in. There are now several authorities in Wales and some in England with three-weekly residual collections, and all evidence shows they support high recycling rates. However, the government has indicated that they intend to include a maximum collection frequency of fortnightly for residual waste when they produce statutory guidance on Simpler Recycling for local authorities. Another tool that councils have adopted is the use of route planning or route optimisation software packages. There are several packages available, and many come with consultancy support. With collection vehicles not being E

One way of creating efficiencies is to collect things less frequently

QUALITY QUALITY AND AND RELIABILITY RELIABILITY ININ EVERY EVERY DETAIL DETAIL QUALITY AND RELIABILITY EVERY DETAIL NATIONWIDE NATIONWIDE SALES SALES & IN & SERVICE SERVICE QUALITYNATIONWIDE AND RELIABILITY IN EVERY DETAIL SALES & SERVICE ▪ ▪Horizontal Horizontal Balers Balers QUALITY NATIONWIDE SALES IN & SERVICE AND RELIABILITY EVERY DETAIL Horizontal Balers ▪ ▪Automatic Automatic Balers NATIONWIDE SALES & SERVICE ▪▪ ▪Horizontal Balers Automatic Balers Manual Manual Balers Balers ▪▪▪ ▪Automatic Balers Manual Balers Waste Waste Balers Balers Horizontal Balers Waste Balers Vertical Vertical Balers ▪▪▪ ▪Manual Balers Automatic Balers ▪ Vertical Balers ▪ Static Static Compactors Compactors ▪▪ Waste Balers Manual Balers Static Compactors Portable Portable Compactors Compactors ▪▪▪ ▪Vertical Balers Waste Balers Portable Compactors Conveyor Conveyor Systems Systems ▪▪▪ ▪Static Compactors Vertical Balers Conveyor Systems Nationwide Nationwide Sales Sales Service Service ▪▪▪ ▪Portable Compactors Static Compactors ▪ Nationwide Sales ▪▪ Conveyor Systems Service Portable Compactors Kadant PAAL PAAL Limited, Limited, Lydford Road, Road, Meadow Meadow Lane Lane Industrial Industrial Estate, Estate, Alfreton, Alfreton, Derbyshire. Derbyshire. DE55 DE55 7RQ 7RQ Nationwide SalesLydford Service ▪▪Kadant Conveyor Systems Tel Tel : 01773 : PAAL 01773 520565 520565 E-Mail: E-Mail: dicom.sales@kadant.com dicom.sales@kadant.com Web: Web: www.dicompaal.co.uk www.dicompaal.co.uk Kadant Limited, Lydford Road, Meadow Lane Industrial Estate, Alfreton, Derbyshire. DE55 7RQ ▪ Nationwide Sales Service TelPAAL : 01773 520565 dicom.sales@kadant.com www.dicompaal.co.uk Kadant Limited, LydfordE-Mail: Road, Meadow Lane Industrial Estate,Web: Alfreton, Derbyshire. DE55 7RQ

Tel : PAAL 01773 520565 E-Mail: Web: www.dicompaal.co.uk Kadant Limited, Lydford Road,dicom.sales@kadant.com Meadow Lane Industrial Estate, Alfreton, Derbyshire. DE55 7RQ Tel : 01773 520565 E-Mail: dicom.sales@kadant.com Web: www.dicompaal.co.uk

info@waste-handling-solutions.com 01454 228899 /whsltd.co.uk

"Making Sense out of Rubbish" WHS provide a wide range of baling & compacting solutions. Please contact us for friendly advice and a free site survey. Baling consumables; Wire, Tape, Twine www.bagandbale.com Waste Strapping problems? Contact www.balecom.co.uk

www.waste-handling-solutions.com 48 BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk

Waste Management

F renowned for their fuel economy, the software calculates the best collection routes to minimise the number of vehicles needed and miles travelled. It is common to use such software when a new service is first implemented, but it is also worth using again part way through a contract once the rounds have bedded in and the tonnages being produced are clearer. There are normally some imbalances in round sizes that, if ironed out, may reduce the overall number of vehicles used. Sticking with vehicles, there has also been a greater focus on fuel efficiency and monitoring this through telematics software. The data it collects can be used to evaluate driver behaviour and develop training to help operators drive in ways that conserve fuel. This potentially leads to better fuel efficiency and less wear and tear on vehicles, resulting in lower repair costs as well as a reduction in fuel bills. Compactors & balers With more recycling being collected as a result of Simpler Recycling and EPR, there is likely to be a need for more bulking and transferring of waste. In terms of making the process more efficient, the use of balers or compactors can be worth considering, especially if a local authority has suitable depot space. Baling recyclable waste before it is transported will

In terms of making the process more efficient, the use of balers or compactors can be worth considering increase the load on each vehicle, resulting in fewer vehicles being required and therefore less cost. Compactors can also be used in a similar way. This can also reduce the amount of space needed for storage of materials prior to transport. Although not as widely used by local authorities, some have tried double shifts, increasing the hours that a vehicle is utilised during a working day, sweating the asset. This type of working pattern and operation is not something councils have traditionally used, but after years of austerity cuts and a need to make every penny count, such “new” practices may need to be considered. Once we have confirmation of what “efficient and effective” means in relation to EPR and the funding it results in, some councils may need to look at these sorts of interventions. It is likely that some authorities will find that EPR funding does not cover all actual costs related to the collection of packaging. Whilst they will be still be getting new funding, the desire to make it E Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

Waste Management F go as far as possible will mean that the way a service is designed and delivered will need to be reviewed. We may have to wait a while for this, as initial indications from Defra are that EPR funding

levels will not be known until November next year. This will put pressure on local authorities as the core set of materials under Simpler Recycling have to start being collected by March 2026 at the latest. That only gives an 18-month lead-in time from knowing the full funding picture. With lots of local authorities potentially going to market at the same time for new collection contracts, there could be a log jam, or some local authorities may find themselves with no bidders. Undertaking soft market testing may be one of the most effective ways in getting value for money for your waste service. This will help you shape a tender that is attractive to bidders and is framed in a way which means they want to bid. More bidders mean more competitive prices. It all means that waste management services are likely to go through some major changes over the next two to three years. Anything that can be done to minimise costs, and maximise the available funding, will help local authorities to ensure they have efficient and effective services going forward.L FURTHER INFORMATION

www.ciwm.co.uk

L EF

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

Waste Management

How to build a movement for recycling by working with local authorities and communities Scott Butler, executive director, Material Focus talks about the Electrical Recycling Fund and how it can make recycling easier FastTech challenges and opportunities In the past year, over half a billion small electrical ‘FastTech’ items have been bought and 90 per cent of them thrown away in the same period. These figures are staggering with FastTech now the fastest-growing type of waste stream in the world. Is FastTech now starting to surpass Fast Fashion and Fast Food as a major cause for concern? FastTech items, including vapes, earphones, chargers, cables and decorative lights, are too often seen as being disposable, not least because they are low cost averaging at £4 each. But these items are not trivial, they contain

some of the most valuable materials on the planet, including copper and lithium. In response to this pressing issue, we have launched a multi-channel communications campaign, Recycle Your Electricals which is encouraging UK households to recycle their unwanted and old electricals. Our captivating fluffy, pink ambassador, HypnoCat, is hypnotising the nation into recycling their electricals. We also have a recycling locator, which has over 22,000 recycling and donation points across the UK, making it easier for households to find their nearest recycling point. E

Waste Management

F Electrical Recycling Fund A key part of our campaign is to make recycling easier by investing in more recycling points. We have recently introduced the Electrical Recycling Fund with £2.5 million available, and £1.8 million already allocated to over 40 donation, recycling and repair projects across the UK. Our aim is to simplify the responsible disposal of electricals for 10 million UK residents by making it easier for consumers to recycle them. These projects use a variety of methods, from kerbside collections to on-street bring banks and additional drop-off points in schools and community centres. There will be over 400 new collection points, along with kerbside collections benefiting 5.5 million UK residents. The projects and their impact The projects span across the UK, from Brighton to Aberdeen. For example, Richmond Upon Thames and Wandsworth Councils are introducing a kerbside collection service and bring banks for half a million residents. Another example is ILM Highland, who are launching 7 Small Electrical Recycling banks with mobile phone chutes in rurally isolated locations across Highland. This is to expand on their incredibly successful initial roll out of 10 small Electrical Recycling banks, which has already attracted widespread interest. The projects are all still in their early stages, with five launched so far, we are looking forward to seeing the results of their work and seeing how these projects progress.

These initiatives are changing the way communities engage with and dispose of their small electrical items

Waste Management

In London and Brighton, more than 16,000 residents have already prevented over 150 tonnes of electrical waste from ending up in landfill The impact of the Electrical Recycling Fund and the projects will be much more than how many electricals are recycled or how many new collection points there are. These initiatives are changing the way communities engage with and dispose of their small electrical items. Councillor Ken Hawkins, Solihull Council’s cabinet member for environment and infrastructure said, “It’s great that our residents will soon be able to get rid of their small electrical goods in a responsible and environmentally friendly way. Recycling and reusing materials is key to creating a circular economy where we reduce the need for ‘new’ resources by reusing old ones. I am sure our residents will appreciate this new service from Veolia, supported by Material Focus.” Charlotte Thorpe from Library of Things, highlights the impact of similar initiatives. “In London and Brighton, more than 16,000 residents have already prevented over 150 tonnes of electrical waste from ending up in landfill by renting instead of buying occasional use household items. Some of our users are already active zero-waste champions organising repair parties and swap shops, and telling neighbours about services and campaigns to reduce waste. We want to support more of this – becoming a platform for local people to organise around reuse and repair.”

What makes a successful applicant? Successful applicants have the following areas in common. They clearly explain what their project is about, how it will make a difference, and talk about how it will keep working even after the funding is over. They also set specific targets for the impacts they will have and for the number of households and people they want to involve. Being clear and open about the costs and how they’ll use the funding is a big part of why their application was successful. What can you do? If you have unwanted electricals, please take them to be recycled or donated. You can find your nearest donation, repair or recycling point near you by using the Recycle Your Electricals recycling locator which has over 22,000 locations in stores and household recycling centres across the UK. L FURTHER INFORMATION

For more information on the Electrical Recycling Fund and the Recycle Your Electricals campaign head to the Electrical Recycling Fund webpage to find out more. If you would like updates on future funding rounds for 2024 then head to the bottom of the page to sign up to receive our newsletters. Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

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Waste Management

The importance of wheelie bin cleaning Daniel Coulon, director of the National Association of Wheeled Bin Washers explains whose responsibilty bin cleaning is and what we can all do to keep them clean For the last forty years, local councils and waste contractors have been issuing the public and businesses across the UK with wheelie bins and commercial waste containers. Ranging in size and colour, with different guidance as to what type of waste you can place into them, there are now over 40 million bins in operation around the country. While they have proven to be a fantastic means of both collecting and disposing of domestic and commercial waste, they do collect spills and residues which emit offensive odours and spread germs and bacteria. This has especially been the case in areas that have gone to the infamous alternate two-weekly

bin emptying, which due to waste being in the bins for longer, can attract insects and vermin especially if they contain waste food. Whose responsibility is is anyway? So, whose responsibility is it to keep them hygienic for customers, staff, or a family? Well, the answer is quite straightforward, currently, it is the household or business producing the waste! They don’t own the bins, and the council or waste collector is obliged to empty them, but it is usually down to the householder or business to maintain them. If it is not in your contract with your waste contractor to clean or regularly E Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

Did you know it’s important to keep your wheelie bins and food caddy clean?

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Not keeping them clean will attract vermin, flies and unwanted animals. Bad and unpleasant odours from your bins. They look bad and untidy. Not pleasant to use. They can also create a health hazard. We offer a doorstep bin cleaning service for all of your outdoor household bins with our specialist cleaning equipment. We are a member of the National association of Wheeled Bin Washers. Neat Bins is part of Neat Seats Ltd. It's important to keep those bins cleaned as they can contain bacteria that can be harmful to your health.

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

F replace your bins, then they are not obliged to do it. How is it done? As a result, there has been a boom in small local firms and franchises, including our members, who for a modest fee, will take on this timeconsuming and unpleasant task. These companies use bespoke equipment mostly manufactured here in the UK with capabilities of washing commercial and residential bins. They use approved

Waste Management

The UK has been at the forefront of professional bin cleaning for over 30 years now biodegradable chemicals and recycle the wastewater before removing it off-site and disposing of it responsibly. The UK has been at the forefront of professional bin cleaning for over 30 years now and is often used as a template by overseas bin cleaning companies in the USA, Australia and across Europe all following the UK model. The first professional domestic wheelie bin cleaning service was established here back in the early nineties, which then developed a few years later with the first commercial bin cleaning services. With the onset of the Covid virus and the pandemic then spreading across the UK, we saw a huge increase in demand for professional wheelie bin cleaning, especially from commercial companies and organisations including the NHS, the MOD, schools and local authorities, all subcontracting wheelie bin cleaning services to wash their commercial bins onsite on a regular basis. There are over 300 bin cleaning companies operating across the UK of which most are now members of our association. With millions of domestic household wheelie bins now being washed across the nation every day, we have now seen a huge increase in commercial E

Waste Management F bin cleaning from facilities management companies, including ISS, Skanska and Mitie. To waste contractors such as Veolia and Biffa and local Councils including Dundee Council, Stafford Council, Manchester Council and Southend Council to name a few. Net zero The main manufacturers of bin cleaning equipment are also based here in the UK and are now shipping these machines across the world. In keeping with trying to reach their netzero policies, two of these manufacturers who have now become approved members of our association, Morclean and Green Cleen (UK) Ltd have designed and developed bespoke static bin cleaning equipment to run off three-phase electric instead of the conventional diesel and petrol engines commonly used with this sort of equipment so they can wash their own bin stock onsite. Not only does this reduce pollution but allows these machines to be installed inside factories, hospitals, airports, and similar facilities. They have been built with integrated multistage water recycling systems reducing the amount of water required in the bin cleaning process whilst only using 100 per cent biodegradable bespoke chemicals which eliminate 99 per cent of all known germs and bacteria without damaging the environment.

It has recently come to our attention that NHS Trusts around the country are now making bin cleaning compulsory when tendering out their waste collection contracts. Local authorities Unfortunately, local authorities do not currently have the budgets to consider offering bin cleaning services to residents but are starting to offer this sort of service to residents of care homes and hospitals via a local bin cleaning service and we believe this is set to expand over the next few years. The NAWBW is still the only recognised bin cleaning association in the world which is why we are used by companies and authorities both here in the UK and overseas for advice on the correct legislation and guidance for the bin cleaning industry and access to our members across the UK. The association aims to continue supporting innovative companies developing the equipment used for bin cleaning, and our members who use the equipment as part of their cleaning services, whilst educating and advising businesses, organisations, and authorities about the benefits of bin hygiene. L FURTHER INFORMATION

www.nawbw.co.uk

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

Combin Ltd www.combin.co.uk 01362 422342 Covers: Norfolk

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Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

Municipal Vehicles

Cleaner roads and cleaner road sweepers Road sweepers play a vital role in keep roads and streets clean and safe. The specialised vehicles can clean and remove debris, dirt, and litter from streets and roadways, with many benefits Of course, the obvious benefit is that road sweepers improve the aesthetics of towns and cities, by removing rubbish and debris and keeping things clean. This leads to a more attractive environment, and by extension happier residents and more visitors. Cleaner roads improve safety for vehicles – removing leaves improves traction for cars and minimises slip hazards for pedestrians. Removing leaves can make hazards like potholes or drains more obvious, especially for cyclists. Larger debris like twigs and discarded drinks cans also present a significant risk for cyclists. Road sweeping also removes hazardous objects like broken glass, which is a large problem for those travelling by bike, but also larger vehicles and dogs and wildlife. Road sweepers remove debris, dust and pollutants from road sweepers and therefore

help to improve air quality and the health of local residents. Keeping streets clear is essential for stormwater management. Debris, particularly leaves can block drains very quickly and lead to flooding. Waste and pollutants should also be prevented from entering the drainage system altogether to reduce water pollution and reduce the strain on drainage infrastructure. Regular street sweeping can also reduce wear and tear on road surfaces, extend the lifespan of the pavement and reduce maintenance costs.

Municipal Vehicles

Horsham District Council added all-electric sweepers to its fleet of street cleansing vehicles for the town centre Upgrades Many local authorities have started to upgrade their road sweepers so they themselves are cleaner – by switching to electric. In July, Horsham District Council added allelectric sweepers to its fleet of street cleansing vehicles for the town centre. The council is aiming to become carbon neutral by 2030 and the new electric sweepers will deliver a reduction in carbon emissions in line with the Council’s corporate priorities to tackle climate change. With the new sweepers being added to the fleet, the old diesel sweepers will be removed from service. Two sweepers have also been refurbished to run on hydro treated vegetable oil. Cabinet member for environmental health, recycling and waste Cllr Jay Mercer commented: “I am really pleased that we have taken delivery of our first all-electric street cleaners. “Not only will they improve air quality, but they will also deliver a reduction in noise pollution which is especially important for residents in the town centre as they operate in the early hours of the morning. E

Municipal Vehicles

F “Another key step for us in achieving our vision for a greener, cleaner environment for the District.” Sunderland City Council have added ten new street sweepers to their fleet. The new sweepers have a small turning circle, meaning they can access more areas. The sweepers can also be adapted for use as winter maintenance gritters, snow ploughs, and as mini-tractors for load carrying. The new additions include the council’s first EV sweeper. This is part of a move towards an allelectric fleet. The council now has 44 EVs, which is ten per cent of their total fleet. Sunderland City Council is also aiming to become carbon neutral by 2030. The new sweepers can capture particulate matter dust helping to clean up local air quality. They will be employed across Sunderland including after SAFC home matches and other big events. Throughout the year, Sunderland City Council will be spending around £4m running, replacing and updating its sweepers, vans, refuse collection vehicles, and grass-cutters and gritters. Deputy leader of Sunderland City Council and cabinet member for Clean Green City, Councillor Claire Rowntree said: “These new vehicles are a great new asset for so many of our important street and environment works. “It’s very much one of this council’s top priorities to ensure we have a clean, green, maintained environment and the new sweepers bring many extra benefits for all this work. “Investing in these sweepers shows how this council is committed to this work but it’s important to add that we can’t achieve this alone. Everyone has a part to play in keeping Sunderland clean by disposing of waste and litter responsibly so that, together, we have and are seen as a tidier and greener city.” Director of environmental services, Marc Morley said: “We have an ongoing programme of maintaining, replacing and updating all the vehicles that the council needs to help support our city. The new sweepers are part of this investment in having efficient plant and equipment for the many jobs we face. “As we move forward on lowering our carbon emissions and having more renewable energy sources, we gave consideration to getting an EV sweeper. We can now monitor the EV sweeper and its performance as we expand our low carbon fleet and continue our work creating, supporting, and cleaning a green Sunderland.”

Primary school children in Newcastle-under-Lyme were invited to name the council’s four new street sweepers

“We hope it really makes a difference to litter around the area, especially in Redcar near the beach”

Municipal Vehicles

Primary school children in Newcastle-underLyme were invited to name the council’s four new street sweepers. ‘Sir Sweepalot’, ‘Candy Brush’, ‘Shaun the Sweep’, and ‘Sweepy McSweeperson’ are powered by Hydrotreated Vegetable Oil (HVO). The emissions from the new sweepers are 90 per cent lower than diesel-powered ones and are cheaper and easier to run. David Hutchison, Newcastle-under-Lyme Borough Council’s cabinet member for sustainable environment, said: “It was great fun to see the children’s enthusiasm and their understanding of green issues was impressive. “This authority aims to be at net zero carbon by 2030, so moving our vehicles to HVO fuel is one of the many steps we’re taking to achieve that – and of course the new vehicles will help keep our streets clean and tidy.” In Redcar and Cleveland, local children have named seven of the council’s new street sweepers. Obi-Wan Cleanobi, the Trusty Dusty, Orlando Broom, Clean up Clarence, Sweepasaurus Rex, Sweepy Jean and Clean Cleo will have their names displayed on their sides. Three of the sweepers run on climate-friendly hydrotreated vegetable oil fuel which produces 92 per cent less CO2 emissions Cabinet member for neighbourhoods and housing, Cllr Barry Hunt, said: “I would like to thank all the young people who got involved and suggested a name for our street sweepers – there were some brilliant entries, and it was a difficult decision to choose the winners. “The competition was designed to be a bit of fun for young people in the area but

also to help raise awareness of littering and encourage residents to take pride in their local neighbourhoods. “Hopefully when residents see The Trusty Dusty, Clean-up Clarence and the other street sweepers working hard to keep the area clean and tidy it will bring a smile to their face and also inspire them to do their bit to make Redcar and Cleveland an even cleaner and greener borough.” One of the namers, a six-year-old from Saltburn, said: “I chose ‘The Trusty Dusty’ because it sounds funny - it makes me think of something that cleans and dusts and is trusty to use. I’ll be very excited to see it on the streets because naming it almost makes me feel like I’m the one driving it.” The two sisters who came up with the name Clean up Clarence said: “We can’t wait to try to spot the sweeper out and about with our winning name on it. “We hope it really makes a difference to litter around the area, especially in Redcar near the beach. We hate to see litter that might blow into the sea and end up killing animals. We always pick up rubbish on the beach - it’s so easy to do and then if everybody did it would make a big difference.” L

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pavements, walls, street furnishings, and signposts. During the leafing season, the 200litre pressure washer can be interchanged with the electric leaf collector, making extra use of the vehicle. In the winter, a demountable gritter can be placed on the rear, making it a versatile vehicle all year round. The G4 Trafalgar City Washer is fitted with a powerful Kärcher HDS 1000 DE high steam pressure washing unit, capable of tackling the toughest gum, graffiti, and grime. With the City Washer, local authorities can keep their streets looking clean and attractive without resorting to harsh chemicals or manual labour. With water tanks that hold up to 720 litres, the hot water high-pressure units can operate for 2.5 hours of continual use and are fitted with hoses extending up to 30 metres. As well as graffiti and chewing gum, councils use the units to give an all-round industrial clean to remove everyday dirt and grime from the streets and pavements. The Goupil range is proving popular across local authorities, urban villages, schools and hospitals; the City of London, Westminster, and Lambeth are operating fleets of Goupils in double digits, which are proving popular with the street cleansing teams. L FURTHER INFORMATION

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Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

Urban Mobility Partnership

Re-thinking how we get around Earlier this Summer, the Urban Mobility Partnership – a coalition of sustainable transport providers – hosted its inaugural summit in Birmingham, to discuss how to incentivise a modal shift towards public transport, micromobility and multi-modal options The Urban Mobility Partnership Summit, which will now be held as an annual event, brought together leading stakeholders in the transport space to discuss the future of mobility. Key-note speeches and panel discussions explored key mobility issues and highlighted some of the challenges currently facing the transport sector, and how the public and private sector can work together to overcome these. Underpinning the whole day was a focus on how to incentivise a modal shift towards public transport, micromobility and multimodal options, and away from private car usage and ownership. Over 130 delegates took the opportunity to discuss the key issues facing urban centres and the importance of collaborative working whilst hearing from industry leaders. Mobility-as-a-service James Bullen, project lead for Mobility as a Service at Transport for West Midlands, opened the day by giving a presentation on the significant benefits of MaaS delivery in the West Midlands. Specifically, James spoke

Future of mobility The day concluded with a flagship panel on the vision for the future of mobility in the UK. Ryan Johnson, managing director of Enterprise (UK & Ireland); Mark Corbin, director of Network Resilience at Transport for West Midlands; and Sonya Byers, CEO of Women in Transport all

To meet Government decarbonisation and net zero targets, there needs to be a greater focus on multi-modal transport

Urban Mobility Partnership

about the new TfWM travel app, a region-wide travel app which gives everybody access to all transport modes in one place for the first time, where users can plan journeys, access live travel information and book and pay for all local transport solutions, including public transport and micromobility options. UMP and its members have been delighted to work alongside Transport for West Midlands on the development of their MaaS programme and hopefully supporting them in delivering a cost-effective, convenient and sustainable option which places the consumer at the heart of the solution. This app, a piece of pioneering MaaS technology, is the perfect example of the private and public sectors coming together in the thinking, decision making and planning of a project, and shows the huge potential for future transport planning when working together.

joined the panel discussion on wider issues facing the mobility sector. This panel discussed some of the important elements that will make delivering some of the day’s policy initiatives and discussions a reality. In particular, the need for policy makers and the sector to focus diversity, accessibility and skills to ensure that not only are our decarbonisation objectives achieved but they are delivered in a just way and to meet the needs of all consumers. Moving away from car ownership To meet Government decarbonisation and net zero targets, there needs to be a greater focus on multi-modal transport and a move away from private car usage and ownership. However, to support this, an effective and E

Urban Mobility Partnership

Mobility hubs have the potential to be a key feature of urban regeneration F skilled workforce is required, which must encourage greater diversity and accessibility in the transport space. The sector must also work hard to retain talent to ensure that the best and brightest are being attracted to the sector. If the future of urban transport systems is to embrace the need for technology, data and the complexities of integrating new and existing modes of transport into the physical realm, then then the requisite workforce is required to deliver that. UMP was pleased to hold the event in Digbeth, an area of transport and urban regeneration in Birmingham and to highlight the importance of transport in economic productivity and to urban regeneration projects. Many of the delegates were from local industry and organisations to the area, with guests attending from West Midlands Combined Authority, Transport for West Midlands and Birmingham Chamber of Commerce. Mobility hubs A private fringe session took place before the Summit, where delegates from TfWM brought together representatives from local authorities

to look specifically at mobility hubs and what local authorities can do to ensure they are implemented effectively. Mobility hubs have the potential to be a key feature of urban regeneration not just in terms of delivering transport options that consumers need and desire but by also being community spaces, integrating cafés and other social spaces into the transport network to boost local economies and businesses. National government, specifically representatives from Department for Transport, the Department for Environment, Food & Rural Affairs, and the Ministry of Defence also joined for the Summit, to highlight some of the Government priorities for the transport and environmental sectors. UMP was also delighted to welcome stakeholders from the NHS, to join up vital conversations between transport and health planning, and to examine how public sector workforces – such as NHS staff and patients – could use sustainable and multi-modal transport as part of their commute and to travel around whilst serving local communities. Additionally, industry representatives from a wide range of mobility, technology and transport sectors joined for the day. After the panel sessions, there was an Enterprisesponsored drinks reception, where public and private sector representatives had the opportunity to network and lead conversations

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Collaboration The Urban Mobility Partnership was founded in 2017, by founding members Enterprise and Stagecoach. Since then, the Partnership has grown year-on-year, with current members, Foot Anstey, Dott, Brompton, Trainline and Conduent, representing the breadth of sustainable, innovative and multi-modal transport. For too long, thinking and policy making in the transport space has been separate, with little collaborative approach. However, when UMP was founded, the partnership had the key mission to bring together all the stakeholders from across the sector for thinking and policy development. The UMP Summit 2023 represented a successful culmination of the past six years’ work and featured a different kind of transport conference that delivered on the collaborative approach and addressed the need to avoid

Urban Mobility Partnership

on several of the topics discussed. A significant achievement of the day was bringing together all the attendees, across the private and public space, to lead on important conversations on transport policy, and to create meaningful partnerships for future collaborative thinking.

For too long, thinking and policy making in the transport space has been separate, with little collaborative approach siloed thinking and competing interests. It showcased joined up thinking across the transport and mobility space, and collaborative approaches to many of the key challenges facing the future of transport today. UMP looks forward to continuing these discussions with the whole mobility sector, and will continue its work with policy makers, stakeholders and industry leaders, in providing long-term leadership and solutions to improve the future of urban mobility. UMP thanks all of its members and all of those who attended the UMP Summit 2023, and will look forward to hosting the second Summit in 2024.L FURTHER INFORMATION

www.ump.org.uk

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Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

Cloud video surveillance, security and storage options Whether you’re extending the value of your existing analogue surveillance system or ready to fully upgrade to IP, connecting your video to the cloud has never been EF easier. Cloudview’s cloud video surveillance solutions ensure that allLfootage is stored safely and securely in the cloud, easily accessible from anywhere, anytime and feature event automated alert notifications as standard.

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Security

Securing public spaces Gary Moffatt, director at Chubb Fire & Security explores the benefits of and best practices for security cameras in a changing world, on behalf of the British Security Industry Association (BSIA) Security cameras have transformed the urban landscape since they were first introduced in the UK in the 1960s. Initially employed by the Metropolitan Police for specific events like Guy Fawkes Day, their use rapidly expanded to traffic monitoring and public safety. Today, they are ubiquitous, with London being the 10th most surveilled city globally, a testament to their integral role in modern security strategies. Transforming public safety In recent years, the landscape of public safety has undergone a profound transformation, prompting governments and communities worldwide to adopt innovative measures to ensure the security of public spaces. In the UK, the implementation of security cameras in public places has emerged as a pivotal tool, bolstered by the principles outlined in new counter-terror measures such as Martyn’s Law. As society grapples with evolving security challenges, it becomes essential to explore the benefits of surveillance systems and establish best practices to strike a balance between public safety and individual privacy.

The legal framework governing security cameras Surveillance camera systems in the UK operate within a comprehensive legal framework, ensuring their responsible use. The Data Protection Act 2018, the Protection of Freedoms Act 2012, and the Surveillance Camera Code of Practice 2013, enforced by the Information Commissioner’s Office (ICO), form the backbone of this regulatory environment. These laws mandate transparency, legitimate purpose, and respect for privacy in the operation of CCTV systems. The introduction of Martyn’s Law Martyn’s Law is a proposed piece of legislation that aims to improve public safety and prevent terrorism by requiring venues and public spaces to put in place effective security measures – which include CCTV. Protect Duty, to be known as Martyn’s Law, will scale up preparedness for, and protection from, terrorist attacks. The name Martyn’s Law is a tribute to 29-yearold Martyn Hett, who was killed alongside 21 others in the Manchester Arena terrorist attack in 2017. There have been 14 terror attacks in the UK since then. E Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

Security

If the draft legislation is passed, Martyn’s Law will require venues to take steps to improve public safety F The draft bill was published in May 2023 and it is currently working its way through Parliament. The plans have been developed following public consultation and extensive engagement across industry, charities, local authorities, security experts and survivors – as well as Martyn’s mother Figen Murray and the Martyn’s Law Campaign Team, and Survivors Against Terror - to draw up the new legislation. Seventy per cent of the thousands who responded to the consultation agreed that those responsible for publicly accessible locations should take measures to protect the public from potential attacks. If the draft legislation is passed, Martyn’s Law will require venues to take steps to improve public safety. Premises will fall under the scope of Martyn’s Law where ‘qualifying activities’ take place – which includes locations for entertainment and leisure, retail, food and drink, museums and galleries, sports grounds, public areas of local and central Government buildings, visitor attractions, places of worship, health, and education. There are five requirements to Martyn’s Law: that spaces and places to which the public have access engage with freely available counterterrorism advice and training; places must conduct vulnerability assessments; they must

mitigate the risks created by the vulnerabilities; they must have a terrorism plan; local authorities must plan for the threat of terrorism. Steps to be taken depend on the size of the venue and the activity taking place. Martyn’s Law will follow a tiered model linked to activity that takes place at a location and its capacity aimed to prevent undue burden on businesses. A standard tier will apply to locations with a maximum capacity of more than 100 which can undertake low-cost, simple – yet effective – activities to improve preparedness. An enhanced tier will focus on locations with a capacity of more than 800 people. High-capacity locations will also be required to undertake a risk assessment to inform the development and implementation of a thorough security plan. Subsequent measures could include developing a vigilance and security culture, implementation of physical measures like CCTV, and processes to enable better consideration of security. CCTV’s role in crime prevention and public reassurance CCTV is designed to help prevent and detect crime, provide reassurance over community safety, as well as provide evidence in the aftermath of a crime. Surveillance footage

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forms a key component of the crime prevention strategy in the UK. Cameras have been found to reduce crime rates in targeted areas, tackling both crime and the fear of crime, and boosting both perceived and actual public safety levels. CCTV cameras are credited with a crucial role in solving the Sarah Everard case. Detectives leading the case combed through thousands of hours of CCTV footage to piece together the 33-year-old’s final moments as she walked home through London – and helped to identify her murderer. Ninety-five per cent of murder cases investigated by Scotland Yard use CCTV footage as crucial evidence and it has become invaluable for traffic offences. As well as providing crucial evidence to relevant enforcement agencies, CCTV can be used to maintain public order, prevent antisocial behaviour, provide reassurance and promote economic well-being. There is a huge cost saving when using CCTV surveillance systems to guard perimeters compared to physical security measures. Remote security monitoring offers many of the same advantages as manned guarding at a fraction of the cost whilst providing the same visual deterrent. Comprehensive CCTV solutions Security and access control systems can create a blueprint of building usage, allowing an increased understanding of who is in the property and when. Responding to how a building is used is key to directing resources effectively and ensuring optimum user experience. Video Content Analysis (VCA) has taken CCTV security to a whole new level. It has given security professionals the ability to assess video scenes and identify vehicles, people, and even animals, as opposed to other scene changes such as shrubbery movement. The video data generated by IP CCTV cameras give security teams better situational awareness. They can use the data to process, categorise, and analyse objects and activities. It can identify temporal shapes, spatial events, and even direction of travel. These powerful

capabilities are significantly changing the face of CCTV. The level of security is far more powerful, accurate, and efficient. In a real-life scenario, for example, Video Content Analysis can pinpoint a security breach by analysing a person’s movements. It can tell the difference between a routine ID card swipe at reception and an intruder jumping a barrier or breaking down a door. CCTV is not just for emergency incidents, as smart temperature monitoring camera systems can also help manage a safe return to the office or workspace in a post-pandemic era.

Security

The video data generated by IP CCTV cameras give security teams better situational awareness

Society can strike a delicate balance As the security landscape continues to evolve, it is imperative to remain vigilant and adaptable. The ongoing development of surveillance technologies, combined with robust legal frameworks, promises to further enhance public safety while respecting privacy. L FURTHER INFORMATION

For more information about BSIA, visit: www.bsia.co.uk and for more information about security solutions at Chubb, please visit www.chubb.co.uk

tavcom.com Tavcom Training is the UK’s leading provider of technical security training courses. With over 100 technical security training courses, we provide vocational qualifications and award-winning BTEC courses for installers, operators, managers and designers. Training is delivered either in our state-of-the-art workshops, online via our intuitive online learning platform and in-house. All courses are designed to meet all of the current and most up to date legislations as well as support your career aspirations, your preferred way of learning. Need a hand choosing? With over 25 years of experience, we can walk you though choosing the right training for you and your team; simply get in touch!

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Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

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Build2Perform

CIBSE Build2Perform Live 2023 The Chartered Institution of Building Services Engineers (CIBSE) is the professional body that exists to advance and promote the art, science, and practice of building services engineering, to invest in education and research, and to support our community of built environment professionals in the pursuit of excellence

Its flagship event, CIBSE Build2Perform Live, has become a highly anticipated annual gathering for forward-thinking professionals, visionary speakers, leading industry exhibitors, and young talent. After a record-breaking year in 2022, this year’s event promises to be more impactful than ever, providing a platform for the exchange of knowledge, ideas, and solutions to address the pressing challenges currently facing the industry. Designed to inspire and educate CIBSE Build2Perform Live is a dynamic, immersive experience designed to inspire and educate those in the industry. CIBSE

Build2Perform Live 2023 will take place on 5-6 December 2023 at the ExCeL London. The live two-day event will feature over 100 hours of content, 150 speakers, and over 100 exhibitors. CIBSE is delighted to announce that this year’s headline sponsor for Build2Perform Live 2023 is Yates Group Heating Products (YGHP). YGHP is a dedicated experienced team of professionals that believe only the best quality, service, and price is acceptable. From heat interface units to cooling interface units – their team has researched, trained with, and perfected each element of the products they build, supply, and deliver. Sponsoring this year’s SLL – Light2Perform zone is Tamlite lighting. Tamlite lighting is a multi-award-winning British manufacturer with over 50 years of history full of outstanding project lighting designs. The themes for 2023 reflect the current priorities and trends in the industry and answer important questions such as, ‘what will the Future Homes and Future Buildings Standards E Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

With over 100 exhibitors Build2Perform 2023 is the must-attend event in the building services sector Build2Perform Live 2023 will feature: Over 70 hours of content 125 speakers across 7 theatres

NEW for 2023 SLL - Light2Perform is a dedicated area within Build2Perform Live, CIBSE’s flagship event bringing together our membership and the broader Building Services community for two days of unmissable content, CPD presentations and the latest products and services.

Featuring leading lighting manufacturers, contractors, wholesalers and retailers, SLL - Light2Perform will also have its own content programme running over the two days. With its own dedicated theatre, all technical content will be organised by leading lighters, Bob Bohannon, Helen Loomes and Sophie Parry.

Build2Perform

F mean for designers?’ and ‘how will engineers demonstrate their competence to work under the new regime’ and ‘how will clients identify competent designers, constructors, and building operators and managers?’ This year’s themes are: Delivering Net Zero and Adapting to Climate Change; Hydrogen, Heating, and Heat Pumps for Net Zero; Electrical Services for a Zero Carbon Environment; Adopting Digital Tools and Smart and Secure Technologies; Implementing the Building Safety Reform Programme; Health and Wellbeing; and Light2Perform. New for 2023 Brand new for 2023, Society of Light and Lighting (SLL) - Light2Perform is a dedicated area within CIBSE Build2Perform Live, SLL – Light2Perform will feature leading lighting manufacturers, contractors, wholesalers, and retailers. SLL – Light2Perform will also have its own content programme running over the two days. With its own dedicated theatre, all technical content will be organised by leading lighters, Bob Bohannon, Helen Loomes, and Sophie Parry. Sessions featured will look at Sustainability (TM65), new approaches to Street Lighting , creating a circular economy in Lighting (TM66), protecting the nighttime environment, among other key topics. CIBSE also has a strategic collaboration with the Chartered Association of Building Engineers (CABE), which will curate the Built Environment Live area. With the theme of performance, Compliance, and safety, Built Environment Live will reflect the rapidly changing expectations by which building engineers design and maintain buildings. One of the highlights of the event will undoubtedly be the Society of Digital Engineering Awards, scheduled to take place on 5 December. The awards recognise those working in the built environment who are contributing to the digitalisation of what we do, where we live and how we experience it. In addition, CIBSE is proud to support the Wates Innovation Pavilion: Wates Innovation Zone. This will serve as a hub for exploring the latest innovations and technologies in the construction industry, further elevating the event’s status as a key platform for industry progress. CIBSE Build2Perform Live 2023 promises to be a pivotal event for the built environment sector. It will bring together professionals, experts, and stakeholders from diverse backgrounds to discuss, debate, and shape the future of

One of the highlights of the event will undoubtedly be the Society of Digital Engineering Awards, scheduled to take place on 5 December sustainable building and performance. With its focus on Net Zero, health and wellbeing, digitalisation, and the Building Safety reform programme, the event will equip attendees with the insights and tools needed to drive positive change in the industry. As CIBSE continues to champion excellence in building services engineering and sustainability, CIBSE Build2Perform Live stands as a testament to its dedication to advancing the industry and creating a brighter, more sustainable future for us all. Registration for the event is now open, and anyone interested in building services engineering is encouraged to secure their place. Join CIBSE in shaping the future of the industry, celebrating digital excellence, and exploring innovative solutions that will drive us toward a sustainable, technologically advanced world. L FURTHER INFORMATION

To register your free place: https://go.cibse.org/GBMagazine-b2p-register Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

Advertisement Feature

Venues with history, tradition and state-of-theart facilities In the world of event planning, selecting the right venue is key

With an extensive and distinguished history, The Jockey Club Venues have proven time and again that they are an exceptional choice for hosting a wide range of events, from corporate gatherings and conferences through to banquets and award ceremonies. Let’s explore why these venues are the perfect choice for your next event and how they manage to blend tradition with innovation to offer an unforgettable experience. First and foremost, The Jockey Club Venues are steeped in history and tradition. The Jockey Club itself was founded in 1750, making it one of the oldest and most prestigious institutions in horse racing. This rich heritage adds a touch of elegance and class to any occasion. The tradition and legacy of The Jockey Club resonates throughout each of the venues, creating an environment that is both timeless and enchanting. However, tradition alone is not enough to stand out in the competitive events market. To keep up with the competition, The Jockey Club Venues have embraced innovation to meet the diverse needs of today’s event organisers. Each of the venues offer state-ofthe-art facilities, cutting-edge technology, and versatile spaces that can accommodate both large and intimate gatherings. The remarkable settings of The Jockey Club Venues contribute significantly to their

widespread appeal. Each venue boasts breathtaking vistas of picturesque countryside and rolling hills, offering a captivating backdrop, whilst remaining near central hubs, with excellent road and rail connections. The commitment to excellence in service is a hallmark of The Jockey Club Venues. Their experienced staff, including event managers and chefs, work tirelessly to ensure that every detail of your event is executed to perfection. Whether it’s designing a customised menu, coordinating transportation, or setting up audiovisual equipment, their team is dedicated to making your event a resounding success. Additionally, sustainability and environmental responsibility are high on the agenda of The Jockey Club Venues. They actively promote eco-friendly practices and have implemented various initiatives to minimise their carbon footprint. This dedication to sustainability not only reflects positively on the venues but also aligns with the values of many organisations seeking responsible event partners. In conclusion, The Jockey Club Venues L EF and offer an unbeatable blend of tradition innovation, a diverse range of locations, and a commitment to service excellence. These factors, along with a strong emphasis on sustainability, make them a top choice for hosting events of all kinds. When you choose The Jockey Club Venues, you’re not just hosting an event; you’re creating an unforgettable experience that seamlessly combines the best of the past with the possibilities of the future. L FURTHER INFORMATION

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Conference & Events

Choosing the right venue There are several things to consider when picking an event venue and some things you may not think of. Have a look at our guide before you make a booking, to make sure you get a venue that suits your event Before you start, consider the purpose of your event, be it a meeting, presentation, awards show, conference or exhibition. Take into account the factors we have listed below and fit them to your event. Think about your must haves and where you can compromise. Location Perhaps the most obvious thing to base your selection on is location. If all your attendees are local, pick a nearby venue. However, if your attendees are travelling from all over the country, pick a venue that is easily accessible. This means it should have a carpark. As well as this, the venue needs to be accessible by public transport for those who don’t have cars, but also for sustainability. You should take steps to lower the carbon impact of any event you

hold and one of the best ways to do this is to encourage people to travel by public transport. If you are expecting guests from abroad, your venue needs to be near the airport. If guests will be staying overnight, pick a venue near accommodation. Also, if the event will run for a few days, are there things to do and places to eat in the local area? Is it important for the venue to be in a nice area with nice views or is it more important that it is easy to get to? Will attendees be able to pop out to make a call or go down the road to get lunch? If your guests are coming from around the country, remember to look outside of London and the southeast. There are many venues in the north and midlands which could suit your needs. E Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

Conference & Events

yourself? Does the venue provide a set-up and cleaning up service or will you have to take care of this yourself? Is security provided, and if so, to what extent? Layout Consider the layout of each venue. If it is a large event with breakout meetings or talks, will people be able to find the breakout rooms easily? It is important that people are able to travel quickly and safely between rooms if they are attending one talk after the other. Think about how and where “traffic” may build up. Think about where to place any attractions that will attract large crowds, so they don’t cause blockages.

For large events, it is important to visit the venue beforehand F Think about what sort of venue would encourage people to attend – beach, football stadium maybe? Capacities and minimums While venues have a maximum capacity, many also likely have a minimum capacity. Plan carefully around how many people you expect to attend. If you have too few to fill the space, your event will feel empty. However, maximum capacities are there for safety reasons and must be adhered to.

Ambience and acoustics For large events, it is important to visit the venue beforehand. Think about the acoustics. For talks, it is important that sound travels well and does not echo. If you will be hosting a networking event, it is important that people don’t have to shout over each other to be heard. Check the venue meets the style of the event you are putting on. For example, if you are hosting a tech event, pick a modern venue, for a drinks reception, pick a stylish venue. Date and season Of course, it is important to consider the date and season of your event. Remember the weather will be a factor, so think carefully before booking an outdoor venue. If you do book an outdoor venue, make sure there is a plan B! Bad weather in the winter may affect people’s ability to attend, but having an event in August may mean people are on holiday. Think about the day of the week, maybe the venue is cheaper on a Monday.

Contract flexibility and force majeure Have a look at the flexibility of the contract on offer. For small events, can you rearrange if someone is sick? For large events, will you be able to cancel if there is bad weather or strike action and the event can no longer take place?

Wi-Fi and technology Wi-Fi is a given at most venues nowadays, but consider what other technology you may need. This could be audiovisual equipment, such as mics, speakers or overhead projectors. When visiting the venue, check how good the Wi-Fi is – this is important if people need to access the internet for a presentation, or dial into a call.

Services and amenities Think about what services will need to be provided. Will you need catering? Is the catering affordable, sustainable and suitable for different dietary requirements? Will the venue provide furniture, or will you have to source this

Staff Consider the staff you interact with when researching and booking your venue. Are they polite, friendly and helpful? Remember these people will likely be interacting with your guests on the day of the event and will have an impact

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Conference & Events

Do your research and make sure you are getting value for money on how your event goes. Also make sure you know who your go-to contact is on the day in case any problems arise! Sustainability and values Consider the sustainability and values of the venue, and check they align with what you are trying to promote. Do they donate leftover food and materials? For example, if you are holding an event promoting sustainability, don’t pick a venue that doesn’t recycle. Cost Last but not least comes cost. Do your research and make sure you are getting value for money. There is no point paying over the going rate for the same service you could get elsewhere. On the other hand, if a venue if surprisingly cheap, you may be missing out on something. Remember the venue cannot take up all of your budget, there will be other costs too including food, signage and supplies. When choosing a venue, consider the aspects listed above. Think about what is most important to have and where you can compromise. The right venue can be the making of your event. L

For special events, standard sometimes doesn’t cut it. We offer bespoke menus for between 14 and 250 guests tailored around your tastes, giving your event that extra special ingredient. All you have to do is tell us what you want, then kick back as your dedicated event planner does the rest; so whether you want a 5-course tasting menu, or a finger buffet we’ve got it covered. Launched in 2015, Hotel Football is a hotel which has something for everyone,from football fanatics and families, to corporate guests and foodies.With views over Old Trafford, Hotel Football offers a winning medley of contemporary design, excellent facilities and event spaces, Cafe Footballin the same building and award-winning food, all designed to take theexperience to the next level. The culture of Hotel Football is what truly sets it apart from other hotels. We believe in a world-class, welcoming service, where guests can relax as if they were at home, while still receiving top class treatment from our team. Football is at the heart of everything we do at Hotel Football, from our subtly themed rooms, to the menu at adjoining Cafe Football, right down to the ethos of our team members. Playing as a team is essential to our way of thinking,and is reflected in every aspect of our hotel.

meet@hotelfootball.com

hotelfootball.com

Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

Framework

Records Information Management Y23002 from KCS Procurement Services KCS tells us all about their Record Information Management framework Transform your information and assets We understand how important it is for organisations to have an efficient system in place in order to maintain, store and dispose of information and records – this is of even greater importance in the public sector where appropriate use of data is critical. Implementing a records information management system is critical for the successful operation of an organisation, and the benefits are plentiful: improves operational efficiency; enhances data security; drives digital transformation; reduces storage costs; and maintains compliance. Public sector framework We are delighted to have recently launched our brand new Records Information Management framework Y23002, which can

help organisations transform their information and asset storage management. The framework gives access to 13 suppliers across six LOTs which cover the following: LOT 1 Asset and Records Storage, Retrieval and Destruction LOT 1 covers provision and installation of asset and records storage including retrieval and destruction including but not limited to: pallet storage and retrieval; box storage and retrieval; file storage and retrieval (file from box or open shelf); media storage and retrieval (tape); transportation; asset tracking (with client interface); fulfilment services; secure destruction; consumables (boxes). LOT 2 Document Scanning and Digital Storage LOT 2 covers the provision and installation of document scanning and digital storage including but not limited to: backfile conversion; pay forward scanning; inbound mail; and digital storage. LOT 3 Information Governance and Advisory Services LOT 3 covers the provision of information governance and advisory services including but not limited to: retention policy; data privacy compliance (GDPR); policy and information governance assessments; policy and program development and enhancement; content classification; and metadata application. LOT 4 Content Services Platform LOT 4 covers the provision and installation of content services platforms including but not limited to: business process automation; artificial intelligence; machine learning; workflow applications.

Framework

LOT 5 Cloud Solutions LOT 5 covers the provision and installation of cloud solutions including but not limited to: hosting; back-up; disaster recovery; data restoration. LOT 6 Secure IT Asset Recycling and Disposition LOT 6 covers the provision and installation of secure IT asset recycling and Disposition including but not limited to: onsite audit, data erasure; asset recycling; asset remarketing; and secure destruction. Our awarded suppliers are experts and can ensure your organisation has a reliable records management solution to stay organised, improve operational efficiency, reduce storage and much more. For full details on our awarded suppliers, click here. Key benefits of using a KCS Procurement Services framework It simplifies the procurement process, as the full tender process is already completed. The framework is convenient and simple to access and use and offers choice in a range of fully approved suppliers available to access via the framework. The framework offers the possibility to direct award, with a hassle-free procurement route to get the solution you need. On the other hand, it also offers further competition, with a procurement route that tests the market to find the right solution at best value. The framework puts the customer first – we provide access to the finest solutions to drive transformation and give you complete peace of mind. Expertise & support is provided and you can benefit from trusted, expert framework advice The framework is cost effective and creates savings and help drives organisational improvements. It also offers social value by supporting local communities by supporting social value projects in partnership. About KCS Procurement Services KCS Procurement Services, a trading function of Commercial Services Group and wholly owned by Kent County Council, is a marketleading framework provider focused on providing compliant procurement routes for the UK public sector. Working across all public sector verticals, our teams support buyers from local authorities,

The framework is convenient and simple to access and use and offers choice in a range of fully approved suppliers central government bodies, NHS trusts, educational establishments and many others, in identifying their procurement needs and offering a compliant framework to deliver on their requirements. Our team of procurement experts create and manage frameworks across twelve categories; banking & finance, construction, education, emergency services, facilities, fleet, health & social care, highways, office, people & professional services, property management and technology. Our people are passionate about providing exceptional customer service and supporting the public sector in saving money, buying compliantly via our Public Contract Regulations 2015 frameworks and making a positive difference to the communities in which they operate. L FURTHER INFORMATION

For further information about our Records Information Management framework, including full supplier details, click here or please contact PScustomerenquiries@csltd.org.uk Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

Social Care

County Durham Care Partnership - Number 10 Downing Street visit and hospital discharge Michael Laing, director of Integrated Community Services, County Durham Care Partnership gives an update on the county’s health and social care collaboration “Success is best when it is shared” has been attributed to Howard Schultz, business leader and author. It was certainly the message the County Durham Care Partnership were trying to communicate to colleagues from the Number 10 Delivery Unit when they visited us recently to look at hospital discharge. Our guests from Number 10 asked us two questions. First “what is the “secret sauce” that makes hospital discharge work in County Durham?” Secondly “what else could Government do to help?” The ingredients in the “secret sauce” include positive relationships between individuals and partners, integrated posts, shared responsibilities, using the expertise and capacity of all partners and strong and effective commissioning.

The visit was hosted by our partners from Carehome Selection. Around the table were staff from adult social care, our NHS Trust, community services and commissioning. County Durham is slightly unusual in that we have a lot of integrated and joint posts. This pays dividends in hospital discharge as it helps us take a view across health and social care. Some examples: I work as a director in the Council and executive director in the Trust, as well as system lead for hospital discharge. Our Commissioning Team is fully integrated and is led by a person who is a director in the Integrated Care Board and the Council. These joint posts mean that responsibility for hospital discharge rests with senior staff working across partners. We don’t get into debates about organisational boundaries

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At Durham County Council, we have invested in adult social care

Social Care

because the two most senior posts working on hospital discharge span organisations. Add to this our working relationship with Carehome Selection (CHS). They have been critically important in working with our residential and nursing care home providers to find beds for people leaving hospital. They are trusted by the providers, work with them every day. CHS have a detailed knowledge of both bed capacity and staffing. What does this mean in our day-to-day operations? In short, we take a joint approach to patients who are ready to be discharged. We never, ever get into “passing the patient” between partners. Every day we scrutinise the Discharge Ready List. This then forms the basis of our discussions at our daily 12 noon multi-agency team meeting. The partners who take an active part in this meeting include the Trust’s Discharge Management Team, CHS, the Adult Social Care Hospital Social Workers, the Housing Team, staff from the mental health trust and our Continuing Health Care nurses. These meetings bring together a range of skills and expertise with a strong focus on patients and getting shared solutions. Our work on hospital discharge relies on and is underpinned by our commissioning. Over many years working with our providers, we have incrementally shaped the adult social

care market to meet need. This means that over winter, we had bed capacity in adult social care and domiciliary care. At Durham County Council, we have invested in adult social care. Not only in beds but also in the skills of the workforce. We have a Care Academy which supports new entrants to adult social care and develops the skills of more experienced staff. Independent sector provider staff have access to the Trust’s training resources. A special mention should go to Community Services Nurses who train our care home staff and share their expertise generously. “What else could Government do to help?” The significant additional Government funding to support hospital discharge was of course, welcome. Some of that came with requirements which didn’t reflect local circumstances in County Durham where we had invested in care home capacity and the workforce. The Ministerial Letter on Winter Planning in Adult Social Care which came out at the same time as the funding set out the range of activity that we need to get right to have successful hospital discharges. The more detailed Policy Note for the funding was more restrictive and we would welcome more local flexibility to meet local needs. We also need to look at charging for hospital discharges to care home beds. It is a major concern for patients and families and sometimes delays discharges. Charging was suspended for the six weeks after discharge during the Covid pandemic. For councils, we have to apply the charging regulations equitably and avoid unfairness. The feedback from the Number 10 Delivery Unit was positive. It was encouraging that Number 10 staff wanted to listen, question and share their experiences. However we can’t be complacent. We expect next winter to be challenging. The way we will get through it by remembering Warren Buffet’s comment “Partnership… is an emotional alliance… between people who are committed to each other’s success”. L FURTHER INFORMATION

www.cdcarepartnership.co.uk Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

The ESS

Visitor numbers up over 30 per cent at The Emergency Services and Tech shows A record number of visitors attended The Emergency Services Show and co-located The Emergency Tech Show at the NEC on 19 and 20 September The UK’s largest event for the emergency services attracted over 12,000 visitors and buyers, with strong representation from across all the emergency services including police, fire & rescue, ambulance, and search & rescue. Total attendance was over 30 per cent higher than last year’s record for the event.

For the first time, The Emergency Tech Show brought together all the latest in digital transformation tools; connectivity; control room solutions; software and apps; wearable tech; cloud storage; virtual reality training simulation; and the use of AI for predictive emergency response, resource allocation and data analysis. The show’s visitors participated in over 140 hours of CPD-accredited seminars running in nine theatres: the Lessons Learned Leaders’ Summit, Innovation Theatre, College of Paramedics Theatre, Resilience & Recovery Theatre, Policing Theatre, Health & Wellbeing Theatre, Microsoft Partner Theatre, Emergency Tech Keynote and the Tech Hub. Every session was well attended, with one of the most popular being actor and documentary maker Ross Kemp’s fireside chat in the Policing Theatre looking at reality TV vs. real policing. The show’s biggest audience joined Adam Kay, BAFTA-winning television writer, comedian, former doctor and author of This is Going to Hurt in the Lessons Learned Leaders’ Summit,

and rescue services. We absolutely definitely are going to be here next year; we look forward to it. It’s a great opportunity and we’re really proud to be part of it with what we’re doing here.” “Footfall has been really good. We were absolutely rammed. We’ve got around 20 staff here and at some points we needed more,” said Peter Benson, chief executive officer of The Ortus Group. “The Emergency Services Show is how we kick off our financial year, that’s how important it is for finding new customers and catching up with existing,” said Callum Farrell, UK sales manager at Excelerate Technology. “Even if we base it on last year, it’s played a massive role in us exceeding our sales target. It’s invaluable.” The Emergency Services Show and the Emergency Tech Show return to Halls 4 & 5 at the NEC, Birmingham from 18-19 September 2024. Companies and organisations interested in booking a stand at The Emergency Services Show 2024 should contact: info@emergencyuk.com . Emergency services personnel interested in attending in 2024 can register their interest here: https://www.emergencyuk.com/registeryour-interest. L

The ESS

where he shared his thoughts on how the NHS could better support the mental health and retention of its staff. The College of Paramedics’ CPD workshops also proved extremely popular again this year. The jet suit demonstration by Rowan Poulter of Gravity Industries also drew crowds to the Outside Area. Across both shows, the indoor and outdoor exhibition featured over 600 exhibitors from which visitors could source new products, solutions and advanced technologies designed for the emergency services including: IT and communications, vehicles and fleet, medical, firefighting, road safety, search & rescue, extrication, water rescue, protective clothing and uniforms, training and station facilities. Kathleen Canavan, advanced nurse practitioner at The Galway Clinic summed up the genuine excitement and awe of many visitors: “It’s amazing; it’s action-packed. Every time you turn a corner there’s something else and everybody is so passionate about what they’re doing. You can feel that in the air.” Danny O’Neill, sales manager of Dräger UK typified the feedback from exhibitors when he said: “The show continues to be an excellent location, the place to be for the emergency

FURTHER INFORMATION

www.emergencyuk.com www.emergencytechshow.com

Round Table

How digital services can best meet citizen’s needs in times of economic pressure Hosted by Mark Lumley, director of ICT and digital at the London Borough of Hounslow and president of Socitm, the GB Roundtable How digital services can best meet citizen’s needs in times of economic pressure brought together local government IT leaders, who are largely responsible for delivering digital transformation, with representatives from Virgin Media O2 Business to discuss the issues facing the public sector and to share ideas about how to create a more inclusive, equitable and connected society 88 BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk

Paul Boyd chief information officer, Medway Council Cassandra Poll digital & channels lead, Oldham Council Ian Brooks finance & commercial director, Cheshire & Warrington Local Enterprise Partnership Sandra Taylor assistant director for IT & digital, Worcester County Council Jamie-Lee Fox technology services business partner, Essex County Council Wyn Roberts public sector strategy, Virgin Media O2 Business James Wells local government lead, Virgin Media O2 Business

As a result of Covid, local authority digital transformation efforts aiming to enable citizens to access essential services online have increased. This is despite strained local budgets due to decreased revenue from sources like tourism and local businesses. First on the roundtable agenda was funding in the post-Covid economic climate. What holds local authorities back from making investments in IT and connectivity? Mark Lumley: “There’s an expectation that digital will magically save money and that isn’t

There’s an education that needs to happen internally to help people understand the benefits of digital to the people approving the decisions

Round Table

Participants

necessarily the case. Getting the money out of the budget areas is a challenge and a barrier to us all doing more in the space. Often when battling for revenue funding, we are up against the kids’ playground, the potholes, the school. The things that will actually win the members’ votes.” Ian Brooks: “Revenue funding is incredibly scarce. Members don’t understand digital as well as other services, such as road and highways, adult social care etc. There’s an education that needs to happen internally to help people understand the benefits of digital to the people approving the decisions.” Paul Boyd: “In my experience, it’s been very difficult to articulate that improving our processes will be immediately linked to revenue savings of XYZ, detailed down to the penny. It’s such a difficult thing to quantify. It isn’t like buying something that’s going to replace staff - it’s more conceptual.” Sandra Taylor: “Because of the political process, we are constantly getting new people in, often of the generation that aren’t engaged in digital and don’t understand it. You’d think over the years we’d move forward, but we don’t because of the political cycle.” “The Local Government Association has produced guidance for members, but from what I can see, take up of that is low. We need to keep focus on making sure our leaders understand E

Round Table

F the importance. Cyber Security, for instance, is often really challenging with councillors. They are often quite dismissive of it.” The skills challenge - finding and retaining the right people A huge challenge in digital delivery is the necessity for government agencies to maintain a skilled IT workforce. While salary levels, retention bonuses and various other financial incentives on offer in the private sector are not possible in most public bodies, the panel discussed potential strategies to overcome the hurdle, which is now higher than ever. Jamie-Lee Fox: “An advantage of the ‘giving something back’ approach in recruiting for the public sector was always flexibility. Now, most private sector companies offer that flexibility, partly due to their experiences through Covid. The competition from, and losing staff to, other local public sector organisations is also an issue.” “Also, the tech within local authorities isn’t seen as exciting anymore. You don’t tend to get graduates coming in to make that difference. We need to look at ways to encourage people to come in and make it more exciting.” Sandra Taylor: “The salary increases in local government are far behind what’s going on in the private sector, but in terms of the skills, local authorities are in a fantastic place to grow their own. We can offer great alternatives to university. We’ve got our Apprentice Levy and we really need to be maximising the opportunities that this gives us.” “If you bring on people through apprenticeships, even sandwiched with university, you can get

In attracting skills from the private sector, we need to be more aware of hybrid working. We need to harness that power

some real loyalty in those people. We can give people huge opportunities.” “In terms of it not being as innovative as the private sector, there are very few private businesses that cover the breadth of services that local government does. We use every type of technology. We have every type of service. It’s interesting and exciting. We just don’t package it up as well as we perhaps could. We need a makeover.” Cassandra Poll: “In attracting skills from the private sector, we need to be more aware of hybrid working. We need to harness that power. While we can’t compete on salaries, young people are looking for a work/life balance. Even though private companies work to deliver that, in essence, many don’t do it properly. We’ve seen quite a lot of success with that, and make sure it’s top of our agenda.” Wyn Roberts: “When we sell into the public sector, from the outset we try and find out the reason. Then you see the benefit to the public, which has a real impact on peoples’ lives. It’s much more exciting and you don’t get that in the private sector. I’m not saying there’s no frustrations, because there are, but everyone needs to understand the outcomes of what you are trying to achieve. It’s critical to have that motivation.” Connecting the citizens Fibre broadband deployment is essential for economic development, education, healthcare, and overall quality of life. The regulatory processes needed to make it easier and more costeffective for ISPs to deploy fibre infrastructure have sometimes been a stumbling block, but engagement has been key to overcome this. Geographical differences between city authorities and those in rural areas mean that one size certainly does not fit all. In Hounslow, the authority has engaged with senior leaders in all fibre providers/ISPs in order to encourage investment. A huge reduction in the number of premises with poor broadband reception (1716 premises in 2021, down to 799 premises in Sept 22) was the result. In Cheshire, the figures are vastly different, as Ian Brooks explains: “We probably have 20-30,000 residencies that still have connectivity issues. In a recent study we undertook into understanding the barriers into digital connectivity, we looked at two sides. On the supply side and the infrastructure, it’s generally quite good. Improvements are being made through Gigabit projects, voucher schemes and private sector suppliers.”

Round Table

Getting the message and the skills out there - both externally and internally Much investment has already been made in rural and fibre broadband. Getting the message out there about what digital services are available, targeting difficult to reach audiences, making sure that vulnerable citizens are catered for and providing them with the skills to take part in a digital community, represent a huge challenge. Ian Brooks continued: “Where we do see the challenge is on the demand side - affordability, skills and confidence and also attitudinal issues. For instance, we have some affluent areas where people simply do not want to be part of the digital community. There are worries about that.” This year, the Hounslow Gets Digital series of public events saw the council, along with its private sector partners, open up various sites to the public to explain the digital services it offers, teach digital skills and advertise the help available to get citizens connected, such as Social Broadband tariffs, free Wi-Fi access in libraries etc. However, as Mark Lumley points out: “There are sometimes issues around the definition of digital and what digital means. Certain messages are difficult to get across.” Sandra Taylor: “It’s not just the IT and Digital Teams which are leading on this. We are reliant on other local public bodies. From the health perspective, our ICS colleagues have invested really heavily in ICT systems, but how do you get people to take this up and change how they work?” “The pandemic became the parting of the seas. The people that can do digital, got more digital. Those that couldn’t became more isolated.” “We’re looking at investing in Digital Inclusion officers, along with a tool for our website which can be used by all staff and our NHS partners, where staff can be talking to people who are digitally excluded to assess their issues - whether its connectivity issues, no data on their phone,

We want to improve our digital offering so it’s easy to use and customers wouldn’t want to use anything else lack of skills or a language barrier. The tool can be used to create a persona around what their need is, and put them in touch with all the resources within the community. Critically, we need our staff and partners to be using that tool.” Paul Boyd: “Our strategy has been about customer choice. The majority of our residents want to use digital services. Even when we don’t advertise them, they just seem to find them, so we’ve been lucky that we haven’t needed to focus too much on soft launches or communications.” “We want to improve our digital offering so it’s easy to use and customers wouldn’t want to use anything else. However, we also want to use technology to improve telephony and face to face. So, it’s not seen as trying to move people. It’s offering that choice, but we know that people will naturally move.” Jamie-Lee Fox: “Research has shown that if you can’t teach your parents, you may have more success with your grandparents. We have workshops going on in libraries and community centres where young people enrolled in the Duke of Edinburgh Award, engage with two generations above, showing them how to use various digital services, banking apps etc. We also have a lot going on with food banks, where people likely to be digitally excluded visit. We have a laptop scheme, and mobile phones they can collect.” Ian Brooks: “To address demand side and inclusivity, local authorities within our patch have activities along with a lot of the third sector. The NHS did a really good mapping exercise of the E Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

Round Table

As well as being costly to maintain, outdated systems are often unable to accommodate security best practices F potential risk of deprivation that followed on from Covid.” “In Merseyside, they surveyed as many organisations as possible and mapped what public assets are available. This discovered the times these services are available don’t necessarily match the demand.” “Also, these organisations were poorly connected, and there was a lack of understanding and coordination between them about what they were each doing. One of the next steps for us is maintaining this network we’ve created from the study, so delivering the demand side can be a bit better and the co-operation between authorities and the third sector can be improved.” Legacy technology issues In moving the digital transformation agenda forward, a significant concern for government agencies is legacy technology. As well as being costly to maintain, outdated systems are often unable to accommodate security best practices, such as multi-factor authentication and singlesign on - now seen as essential with the increase in hybrid working. Legacy systems can also slow down the development of new services as Cassandra Poll explains: “We have a lot of legacy tech, but the process of getting new technology over the line is tricky. You have procurement, IG, testing. These act as barriers to trying new things and can be demotivating for staff to not get these things over the line as quickly as you’d hope.” Paul Boyd: “We suffer from legacy systems. You end up on a treadmill where you run out of time and must renew the contract. We need to break that cycle.” Focus on PSTN switch off Decommissioning the Public Switched Telephone Network (PSTN), which has traditionally been the backbone of landline telephone communication, will be completed by December 2025. This has particular implications for the elderly, as James Wells explains: “From a local authority perspective, there are around 80 different services that rely on PSTN and are potentially at risk, from lift phones and POS machines through to water metering and traffic light telemetry services.

“From a vulnerable citizen perspective, where always-on telephony is required, there’s further considerations rather than just migrating to broadband. The PTSN operates on copper wires, which have a voltage delivered over them, required by certain devices that use it. When these get migrated onto fibre-based services, there will be a need for localised power. As PTSN was traditionally used as a backup, a solution needs to be considered that backs this up, such as a UPS.” “Potentially, there’s a massive amount of work to be undertaken before December 2025 to understand what that legacy infrastructure looks like. It’s a problem that people aren’t aware of, or are wanting to ignore, but it should be taken seriously.” Wyn Roberts: “There is a calendarised timetable for every area. This isn’t an issue where you can go to your local account manager and ask to put that date back a few months. It’s set in stone.” Helping local authorities tackle the social value challenge As well as supplying technological expertise and strategies and ensuring that IT systems can adapt to changing needs and priorities, local authority partners can leverage resources, expertise and funding to maximise the impact of social value initiatives. Mark Lumley: “There’s an essential role for our partners to be helping us drive this. This isn’t something local government can do by itself. Being the influencer is massively important, particularly in the green agenda.” “We don’t just want to buy widgets anymore. We genuinely want to develop relationships with suppliers. Getting meaningful social value out of the massive contracts that we have is hugely important.

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PSTN switch off dates

Round Table

“It’s much more than just throwing in a few laptops at the end of a contract. The ambition is about really enabling the local area to learn and grow. Our partners can help to provide skills, education and employment into our areas. That’s massively more meaningful than a few laptops but we want those as well! “It’s easy to write something down on a contract, but getting it delivered in a meaningful way can be a challenge. There is an onus on us as local authorities to educate our partners in what we mean by social value. There’s more than we can, and should, do to highlight this.” Jamie Lee Cox: “At Essex, Social value makes up around 20 per cent of every procurement. Suppliers are made to submit an action plan, and I do think we are getting a lot back from that.” James Wells: “Every discussion we have with a local authority focuses on outcomes. Historically, it was about the one system - telephony, CCTV - without understanding what the higherlevel objectives were. Because the technology has emerged so far, we’re having discussions around location data, demographics of people, spending power and how that can influence local economic development.” “We’re now talking about some of the IoT and AI solutions we can introduce to help with local authority decarbonisation commitments. Historically, it’s been a relationship with the IT manager or director. We are finding now that we are having much broader discussions with local authorities, and this helps to gel some of the internal relationships as well. We can help articulate how technology and digital can make a difference. Clearly, the IT director will have responsibility for procurement and delivery, but bridging some of the internal governance has helped.” “It’s not just a technology assist. It’s helping to understand funding, some of the programmes

September 2023 Any broadband or phone services that use the old copper network will no longer be sold. December 2025 The PSTN will be switched off and all UK landlines will cease to operate. From January 1 2026 All home or phone calls will be hosted via the internet.

which are featuring technology, whether placebased or from a corporate perspective. We have a lot of industry focus groups looking at how we can support local government, so when we speak to our customers, we can help articulate that.” Connect More Programme “Outside of procurements, working with partners can meet some of the social value issues the local authorities are facing. We’ve developed a ‘Connect More’ Programme, where each of us at Virgin Media O2 Business has five paid volunteering days per year. Rather than picking up litter etc, we’ve looked at where our people are based around the UK, and asked local authorities where we can best impart our IT knowledge to help digitally enable citizens.” L FURTHER INFORMATION

Virgin Media O2 Business - Insights Hub Local Digital - Digital Inclusion Toolkit Socitm - the Society for Innovation, Technology and Modernisation Hounslow Digital - Hounslow.Digital

We’re now talking about some of the IoT and AI solutions we can introduce to help with local authority decarbonisation commitments

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Infrastructure economics: optimising digital rollout with the right fibre connectivity The UK’s fibre gold rush has flooded the country with new digital infrastructure to support the development of the UK’s digital economy. And for the public sector, new fibre networks provide the opportunity to support its digitalisation

As government departments ramp up the adoption of new applications and emerging technologies, the amount of data transported over networks is increasing rapidly. This makes it imperative that government organisations can access the right infrastructure, with greater flexibility in terms of bandwidths and reliability. However, not all fibre networks are created equal. A new approach Despite the expansion of alternative network providers (AltNets), government departments have often played safe and stuck with national telecom providers, who deliver more of the same. In contrast, alternative partners can provide the flexible, reliable, scalable networking solutions they need. When we talk about infrastructure economics, we mean identifying the right connectivity solution for the specific and dynamic needs of different government departments. There’s no one-size-fits-all approach when it comes to connectivity provision. But the key point is to put the control of these choices firmly in the hands of government and ensure these choices are fully informed. For example, DSIT has been investing heavily in rural broadband initiatives and supporting local authorities with

upgrading to gigabit-capable connectivity for various smaller, public services sites. These capacities can be delivered at speeds up to 1Gbps and are ideal for sites like schools, libraries or community centres. However, this infrastructure would be insufficient to underpin the operations of public critical national infrastructure, such as transport or health care services. In those cases, dedicated fibre networks may be essential to provide greater network capacity for data-intensive tasks and network redundancy for always-on services. Alternative options Ultimately, government departments need a connectivity solution that satisfies their service expectations in the most economically advantageous way. Thanks to new frameworks like Network Services 3, L have EF to be government departments don’t locked into unnecessary, expensive network contracts that aren’t beneficial. Instead, they can work with a greater breadth of partners to help them find the right delivery model for their connectivity provision. Whether it’s a solution that aggregates various suppliers across a region to run a whole county, or a private, dedicated campus network – the right partner can offer the expertise and guidance to achieve the best value for money. L

John Aloy is head of public sector growth at Neos Networks FURTHER INFORMATION

www.neosnetworks.com

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Manifesto for Stronger Places In creating our Manifesto for Stronger Places, ADEPT has stepped into new territory, because we all know our local places deserve better, but we need policy as well as investment to make a difference, explains Hannah Bartram, chief executive officer, ADEPT Being a professional membership organisation, ADEPT is apolitical. However, given the financial circumstances many councils are grappling with, the difficult decisions we face merely to deliver essential services, and the local leadership we provide, making our voice heard at this time is vital. Place directors are pivotal in making the country work. Our roads will not function and our waste will not be recycled efficiently without ongoing investment in place. Without local leadership and the partnerships we convene across our disparate communities, people and businesses will not be ready for the green economic opportunities ahead, and we will not reach national net zero targets. With ADEPT’s broad remit, developing a concise document of key policy asks was challenging for many reasons. As an organisation, not only do we think strategically about national policy for local places, we also drill down to the details of technical guidance. Also, even though all our members are drawn

from the top tier of the local council family (county, unitary, metropolitan and combined authorities), they may, nevertheless, be urban, rural coastal or mixed communities. Manifesto Our Manifesto has been developed against the backdrop of enduring budget cuts, the impacts of which on our places are now highly visible. We have adapted, of course, but there are limits and local authorities have reached them during an ongoing cost of living crisis with severe financial constraints. We can be smart with our budgets, but there is a bigger picture. Our current system isn’t fit for purpose so we need to look at how local government funding mechanisms are designed. Our funding system is a patchwork of competitive bids, of varying sizes and slightly differing priorities, broadly aiming to achieve the same goals. The resource and cost implications of developing bids have reached the point that many local councils struggle to E Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

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F pull them together. In some cases they are not even bothering. The situation goes against the ethos of devolution and local decisionmaking that places so much emphasis on local places knowing what’s best for their areas. It was inevitable that ending competitive bidding and delivering ambitious devolution deals, alongside tackling geographic inequality, enabling green growth and tackling climate change would be among our key strategic objectives. Housing, planning & growth We have designed our specific policy asks to fall into our key work areas: housing, planning and growth; transport and infrastructure; and environment and climate change. The housing crisis we face is acute and intergenerational. Councils need to build social housing, it’s as simple as that. We need to be able to build affordable homes for our changing climate, not ones that need retrofitting before they’re even sold. We also need to see increases in Local Housing Allowance so that private rented accommodation is within reach for all. The planning system is another area in need of reform, but the difficult question, and one that is becoming increasingly political, is what should that reform prioritise? We want to see reform shaped by functional geographic areas and aligned with our carbon targets. There is no reason why we can’t be ambitious both in the quality of our developments and the impact on the environment, climate and biodiversity. Transport & infrastructure Unsurprisingly we are looking at capital funding and our highways’ infrastructure which needs

Increasing electrification means greater pressure on the grid, so as we diversify our energy generation better resilience to the changing climate. National policy has always prioritised road building over road maintenance, but a poorly maintained road system has a significant economic impact, and we need to enable better travel options. At the same time, increasing electrification means greater pressure on the grid, so as we diversify our energy generation, we need Local Area Energy Plans to manage the transition as well as investment in infrastructure.

Environment & climate change The Government’s recent roll back on net zero measures has placed us in the eye of the domestic political storm leading up to the general election. Local authorities are critical in meeting decarbonisation targets and net zero touches everything we do as place directors. Local Climate Action Agreements and Local Environmental Improvement Plans would bridge the gap between national and local governments. Putting these in place would enable us to embed a whole range of priorities including habitat and biodiversity, environmental quality, climate adaptation and mitigation into planning and development decisions. And then there is waste. We have been waiting a long time to see the implementation of the Resources and Waste Strategy and the Environment Act. If the pandemic taught us anything, it was the importance of place. Health and wellbeing do not solely depend on economic circumstances, the quality of our places matter. Regardless of whether we call it levelling up, we have to tackle geographic as well as social inequalities alongside climate, environment and nature depletion. And if we take a place-based approach, it can be done. We design our programmes with these priorities in mind, it’s our day job. If I had one message, it would be to just let us do it. And if I had one message for local authorities right now, it would be ‘hold your nerve’. We have entered a period of huge turmoil for the country, at least until the next election, and

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We know that our local people are concerned with climate change and the environment it is apparent that the local net zero work we have been tasked with is going to be part of a political battle. We know that our local people are concerned with climate change and the environment. They also need a secure home, jobs and opportunities. This is why speaking to our major political parties as they develop the manifestos they will soon take to the country, is essential if, once elected, they are going to deliver for local places. Local authorities play a critical and often unrecognised role in realising national policy, but we are also crucial placemakers, shaping places for the communities we serve every day. L About ADEPT The Association of Directors of Environment, Economy, Planning & Transport (ADEPT) represents ‘Directors of Place’ from county, unitary, metropolitan and combined authorities along with directors of local enterprise partnerships, sub-national transport bodies and corporate partners drawn from key service sectors. ADEPT members are at the very heart of maximising clean sustainable growth, delivering the projects that are fundamental to creating more resilient communities, economies and infrastructure. Over 14.7 million households in England – and two thirds of the population – rely on services provided by ADEPT members. These services include housing, environmental and regulatory services, planning, economic development, culture and highways and transport. The Association represents members’ interests by proactively engaging central Government on emerging policy & issues, responding to consultations and enquiries, and promoting initiatives and research aimed at influencing Government policy. FURTHER INFORMATION

For more information on ADEPT please visit the website: www.adeptnet.org.uk ADEPT’s Manifesto for Stronger Places is available on the ADEPT website here Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

Smart integrated lighting solutions that support YOUR decarbonisation initiatives.

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Smart connected lighting that supports your decarbonisation initiatives With energy prices relentlessly rising, there has never been a better time for local authorities to reduce overhead costs, prioritise safety and build confidence in outdoor areas

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Money is often wasted on poorly designed systems which don’t benefit the comfort of the commuters/travellers or your finances, and what people don’t know is that installing the optimal lighting solution for each area of the station also offers significant financial savings too. Schréder’s EXEDRA, is a remote-control system which allows you to monitor, meter and manage in a lighting network. It is a complete solution based on open standards and protocols. Schréder’s EXEDRA offers a unique combination of state-of-the-art technology and an easy-to-use web interface to control each luminaire, at all times, through a secure internet connection. With bi-directional communication, the operating status, energy consumption and possible failures can be monitored. As a result, this improves efficiency: accurate real-time data and energy savings of up to 85 per cent. From cities, roads, rails, sports, tunnels, and campus, Urbis Schréder are fully engineered

to deliver energy & cost savings and support YOUR decarbonisation initiatives. Schréder’s dedicated systems offer solutions to suit YOUR space. Our expertise enables any environment to be transformed into a safe, sustainable, and cost-effective place where the commuters can travel with ease and no worries. Schréder’s lighting systems also require less maintenance than traditional discharge lamps, which means another reduction in costs. However, connecting your luminaires is not just about adding in a control system to the products you are having installed, it’s much more than that. It is about control of the area you are lighting, it’s about the space the lights are in and the people who are using that space, it’s about delivering solutions beyond lighting for electric mobility, security, information, and entertainment. Is the light right for type of areas? Are you lighting an area to reduce the crime rate? What type of lighting will attract people to use that space? And do you need to dim the light during certain hours of the night but have the control to be able to make them bright again should there be an emergency? Are you wanting to look for energy efficient lighting, a more sustainable solution that reduces your costs? All of these need to be considered to find the right solution for your needs. To find out how we can support YOUR vision for connected, safe and sustainable places, get in touch at sales@urbis-schreder.com Let’s Get Connected! L FURTHER INFORMATION

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Using AI effectively The government recently announced plans to bring in Digital and AI experts from the private sector into government departments as part of plans to turbocharge the technological skills of civil servants In July, it was announced that digital gurus from the public sector will be working with government departments as part of plans to turbocharge the technological skills of civil servants. Cabinet office minister Jeremy Quin outlined measures that will drive forward the government’s plans to harness innovation and technology to make Whitehall run more smoothly. He set out his ambition for the government to use AI confidently and responsibly to improve public services and boost productivity. As an example of this, i.AI, the unit responsible for exploring Automation and Innovation in government will become a permanent civil service team following a successful trial. Another example is the Data Marketplace, which will break down barriers to sharing data inside government. Quin said: “There are brilliant people in our Civil Service but I know there are many, as can be the case in any organisation, that feel frustrated and stifled by bureaucracy. “Alongside the Cabinet Secretary, I shared with Civil Service colleagues at Civil Service Live that we need every colleague to be calling out waste and inefficiency, determined to end the frustrations I know many share.

“They can do so by more specialisation, more access to outside voices and fresh ideas, staying longer in post, delivering certainty on what we are seeking to achieve and benefitting from crisp evaluation on whether we have, while embracing the digital future which will transform all our working lives.” AI has the potential within government to transform public administration, improve efficiency, and improve citizen services. The government could use AI across various domains to streamline operations, enhance decision-making, and implement better delivery of services. Data One of the most obvious applications of AI, where the most benefit could be found is data analysis and predictive analytics. AI can process and collate large amounts of data from a range of sources, and help the government make informed policy decisions and allocate resources more effectively. Predictive analytics can be used to identify trends and patterns in areas like public health, crime prevention, and economic forecasting. For example, AI can be used to measure healthcare data to predict outbreaks of disease, and therefore implement preventative

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Citizen engagement AI-powered chatbots and virtual assistants can be used improve citizen engagement and support services. AI can be used to handle routine inquiries, answer people’s queries quicker and also free up human resources for more complex tasks. With AI, citizens are also able to access information and services 24/7, not just during the regular nine to five, when they are often working themselves. This can lead to increased satisfaction among citizens and reduced administrative burdens on civil service employees. Budgets and finance AI can be used to optimise budget allocation. Government departments can use AI to assess spending patterns, identify inefficiencies, and prioritise and redirect funding for critical projects.

As well as this, AI can be used to detect fraud and fund misuse in government purses. AIdriven fraud detection systems can identify irregularities in benefit payments, tax collections, and procurement, and therefore save money and avoid embarrassing headlines.

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measures and proactively allocate medical resources. In the field of law enforcement, AI can be used to predict crime hotspots, and again help to implement preventative measures and allocate policing resources. One of the most widely-talked about and implemented uses of AI and data is in traffic and transport management. Smart traffic analysis systems can reduce congestion and collisions by analysing real-time data and adjusting traffic signals accordingly. As well as this, AI can also be used to monitor the condition of critical infrastructure, like bridges and roads, to ensure safety and plan maintenance.

Disaster management In disaster management and response, AI can be used to predict natural disasters – in the UK, this could be flooding or extreme snow and ice. This information can be used to evacuate vulnerable areas and allocate resources before the event hits. During a disaster, AI can help coordinate emergency responses by optimizing resource distribution and providing real-time updates to citizens, emergency services and governments. Security AI can be utilised in cybersecurity efforts to protect sensitive data. Central governments handle vast amounts of delicate data. AI can be used to help identify and respond to cyber threats more efficiently and machine learning algorithms can detect anomalies and potential security breaches in real-time, and therefore safeguard critical infrastructure and data. AI may be able to recognise a threat more quickly than a human and can raise the alarm should a threat be detected, so that humans can respond. However, security is also the most high-risk area of AI use and one that requires the most attention. It is critical that any data stored or processed by AI is properly protected and has systems in place in case a breach occurs. It is important that safeguards are in place to protect citizens’ data and ensure it doesn’t fall into the wrong hands. On this note, it is also important that backups are in place should the AI fail. Processes and services still need to work even if the AI doesn’t. AI-run citizen services like chatbots still need to be available and if used for traffic management, there needs to be an alternative so an area doesn’t literally grind to a halt. AI can certainly help government and the civil service, particularly by utilising data processing and analysis. AI can be used to employ data analytics, improve citizen services, implement cybersecurity, prepare for and respond to disasters, and manage traffic and transport. AI can create a more efficient, responsive, and innovative administration that responds to the evolving and modern needs citizens. L Issue 30.6 | GOVERNMENT BUSINESS MAGAZINE

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EXPERT PANEL THE GIGABIT BROADBAND CHALLENGE

The government’s target is for gigabit broadband to be available to 85 per cent of UK premises by 2025 and 99 per cent by 2030, with £5 billion of public subsidies available through Project Gigabit. Our expert panel explains what central government and local authorities need to do to make this happen and why it’s so crucial for communities across the UK

John Aloy, head of public sector Growth, Neos Networks A highly experienced sales leader with a successful career of exceeding sales targets and leading high performing teams in the tech industry with a particular focus on supporting the Public Sector. John has nearly 30 years of experience in the telecoms sector where he has held a wide range of sales roles.

Dave Clemmit, head of product management, Neos Networks Dave looks after Product Portfolios covering Dark Fibre, Optical Service, Ethernet Fibre, Internet Access, SD-WAN and Security. With over 20 years’ industry experience, the last four with Neos Networks, he is also leading the Product Alt Net aggregation strategy.

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William Harris, senior account director, Neos Networks William Harris works with Neos Networks helping education, research and local government to deliver significant telecoms infrastructure projects. William has over 25 years experience in a range of telecoms environments with SSE Telecommunications and Neos Networks.

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Central government We began by discussing what central government can do to encourage and support the rollout of high-density, low-latency fibre. John Aloy considered: “I see two things that can be done. Firstly, having a unified national strategy for the approach. At present, there are guidelines and ambitions, but then it’s very much left to each region to develop the deployment and procurement strategy for themselves, which means that each region is creating their own strategy. They’re essentially creating an entire rollout strategy independently without any kind of unifying framework. “Secondly, to make sure that there’s more of an even playing field amongst the providers, be they large or small. Otherwise, you’ll just have regions with a de facto monopoly, where one operator controls the area and there’s no viable competition.” Dave Clemmit added: “Openreach and Virgin Media have a key part to play in a nationwide rollout, but importantly, so do AltNets [alternative network providers], and this is part of the government’s strategy. Healthy competition is essential for the market. “Deployment is expensive, and uptake and active connections are key to ensuring a return on investment for any provider and their investors. Central government via Ofcom have to ensure there’s a level playing field to help AltNets thrive alongside the incumbents and provide more choice and value for local and government organisations.”

“Central government via Ofcom have to ensure there’s a level playing field to help AltNets thrive” Following on from this, we talked about why high-density, low-latency fibre deployments are important, and what benefits these can bring to the local community and wider society. William Harris said: “The requirement for high-density fibre is about economics for the AltNet providers. If it’s not high-density fibre, it becomes very high cost per site, and it becomes very difficult to justify the fibre rollout costs. E

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“Fast connectivity is one of the most important requirements for most local authorities” F “This is where local communities can help – by pulling together to demand high-density fibre which supports an AltNet, Openreach or any other provider. Building a high-density fibre network is an enabler for everything else.” As an example, he pointed out a local community in Oxfordshire: “A village hall set in a beautiful location where the internet was virtually non-existent. Now they’ve got gigabit connectivity in the hall. “As a result, instead of just being a community hub for scout groups and small clubs, it’s become a digital hub. Now they can use that village hall in so many ways, and it’s become standard to have high-capacity internet connectivity in that area. “Low-latency fibre is key for a lot of new technologies. For example, if you’re looking at a future with more automated vehicles, traffic schemes or even in some cases increased emergency services, then low latency is critical because these are essential services that need to communicate quickly. If they don’t, all sorts of incidents can happen. That’s when low latency is critical.”

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Where to start? Talk turned to how local government decisionmakers should go about rolling out these services. Where do you start? What do they need to be aware of? David Clemmit commented: “Does local government become a mini telco themselves and control the supply of services, or do they remain a consumer-only model where they then could be beholden to whatever’s available in the area? “You either take control, investing greater in the short term to get the long-term benefit, or you go with a consumer model where you let third parties own the fibre rollout. It’s a question of level of investment versus longterm payoff.” William Harris added: “The starting point – and it’s going back to basics – is to understand their own requirements, their own sites, and what they need in connectivity, taking good note of what infrastructure is already there. There’s quite often a lot of infrastructure that’s just sat there in the ground not being put to best use. “Fast connectivity is one of the most important requirements for most local authorities – much more important than mobile phone masts. If you think of libraries, schools, council buildings, and local services to name just a few of the demands on local authority networks, fast connectivity is essential.

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He continued: “Another use case for fast connectivity requirements is there’s huge demand for smart sensors such as at bus stops and smart lighting across towns and cities. Similarly, care lines in apartment buildings require huge bandwidth. “Planning is a major consideration. What local government can do is help the AltNet or any network operator that’s building the physical network to sort out issues such as wayleaves, consents, and planning and road opening notices.” John Aloy said: “I think the other bit that we haven’t spoken about is really understanding what they want the network to be used for over the long term. What sort of industry are they looking to have in the region, what industry are they either looking to protect that’s already there or to attract that’s not there currently? And what infrastructure is needed to support that sort of industry? “I think quite often it’s easy to look at the demand now but not take into account the aspirational demand and the infrastructure we need to encourage those organisations in.” Dave Clemmit spoke of the importance of collaboration: “And whoever you work with, there’s no point in putting all that fibre in if you end up with bottlenecks because the partnership doesn’t have a high-capacity backbone network. “Understanding your partner’s backhaul capability and what they’re offering – where they’re based and what capacity they’ve got is also important.” William Harris agreed and added: “It’s also important to understand the local market: who is active, who is building, how those companies interact, and who owns them.

“If a local authority works together with an expert provider to help pull that together, you find a lot of challenges are resolved.” We finished on the wide-ranging topic of what can be done to overcome these problems. John Aloy commented: “One of the biggest challenges is planning: being able to get wayleaves done. They can materially disrupt how an organisation can roll things out, which in such a competitive market can make all the difference between rolling out or not. “Making sure planning is aligned to the rollout plan is critical. For that to happen, there needs to be good collaboration between all the parties involved.” Dave Clemmit stated: “Making it easy for this to happen in that local government area is key. The cost of investment is high. A gigabit fibre network might require millions of pounds of investment, so investors need to see a return on investment to encourage ongoing development in the area. William Harris added: “The Department for Science, Innovation and Technology can play a big role in in helping to stimulate the demand. They act as an anchor, as they have been to date with Project Gigabit rollouts, helping to provide some of the funding to get to the difficult areas. “They’ve focused outside cities, but I suggest central government needs to take a look at some of the gaps there are in urban environments. There are still lots of parts of the country that don’t have access to gigabit broadband. “There is still a lot to be done, for the digital roll out to be successful, public sector and investors need to work together at a national and local level.” L FURTHER INFORMATION

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