MOVING FROM SOCIAL VALUE TO COMMUNITY WEALTH BUILDING
Steve Wilson, Commercial Director of Commercial Services Group looks at how adopting a new community wealth model can provide opportunities to put your local communities at the forefront of your recruitment strategy.
Read how partnering with Commercial Services Group could benefit your organisation on page 4.
HOW CAN HR PREPARE FOR THE BIG CHALLENGES COUNCILS FACE IN 2025?
I’m optimistic the new government signals a renaissance for public services. When ministers are expected to deliver citizen-centred services with greater transparency and ethical governance, and a government that values the people who deliver public services. At the same time, the change creates fresh challenges for councils to manage alongside existing ones.
Read how we can prepare for success on page 4.
THE FUTURE IS IN RENEWABLES
With continuing pressure to meet net zero targets across the public sector, a real step change is needed for these targets to become a reality.
With a range of initiatives such as LED lighting, EV chargers and other building improvements making a dent, bigger solutions are needed if the sector is to meet its ambitions.
Utilising large-scale renewables such as Solar, Wind and Waste to Energy is a major cog in creating the step change needed to achieve net zero. By looking at your options across these assets, it can help create the step to making net zero a reality.
Our work with Kent County Council, Dudley Council and other public sector organisations has shown how owning a renewable asset can support both net zero ambitions and be a revenue-generating asset as well. LASER is proud to be supporting the public sector on its journey and leading the way through a host of innovative solutions and projects.
Pam Parkes
Commissioner Birmingham City Council and PPMA President
CHRONICLE
BEST KEPT SECRET…
I would like to introduce you to what I think is one of the best kept secrets in the public sector. I worked in local government for nearly 30 years and came across Commercial Service Group (CSG) when I was a Corporate Director at Luton Council; we launched our recruitment joint venture with them, but more of that later. The benefits of partnering with CSG which operates like a business but generates profits for the public sector was hugely exciting and rewarding.
Now, as the group’s CEO of Strategic Services, I see every day the service excellence and dedication to the public sector that our teams deliver. I don’t want this to be a secret anymore because as budgets continue to be squeezed none of us can afford to ignore opportunities to provide services in new and innovative ways and save money.
Nicola Monk, CEO of Strategic Services, Commercial Services Group
NEW ROOFTOP SOLAR SERVICE
Our new Rooftop Solar service takes our years of expertise in project management and Solar to your public sector buildings.
Working with our in-house team, we can support your rooftop solar project from initial scoping through to assessment and delivery. Using our fully compliant Net Zero Framework our teams of project managers, surveyors and procurement experts are on hand to help at every step of the journey.
find
FREE DESKTOP SOLAR SURVEY
Interested to see how Rooftop Solar could work for your organisation? Not sure where to start or what it might look like?
We are running an exclusive free offer for LGA visitors to have a free desktop solar survey completed on one of your buildings*. This survey will enable you to see how rooftop solar could work for your organisation, understanding some initial costs and payback timescales. The survey provides you with a clear picture of the size of installation possible and what its likely to generate.
It’s important to note that this is not a full site survey, and further details would be needed to ensure the viability of an install, but the desktop survey is a great place to start your rooftop solar journey.
*
To register for your Free Desktop Solar Survey, simply scan the QR code.
MARKET-WIDE HALF HOURLY SETTLEMENT
WHAT DOES IT MEAN?
Upcoming Market-wide Half Hourly Settlement (MHHS) legislation is a significant change to the way the industry operates. As such, it is highly likely to have an impact on your organisation.
WHAT IS THE PURPOSE?
Ofgem intends MHHS to be a key move to a smarter, more flexible energy system in the UK, playing a fundamental role in supporting customers to understand their energy usage patterns when planning for net zero. Ofgem expects a net benefit to customers of between £1.6bn and £4.5bn by 2045.
HOW CAN I FIND OUT MORE?
LASER have produced a range of supporting information on MHHS. To view how the changes are likely to impact you and all the latest from our in-house experts, scan the QR code.
If your organisation is interested or would like to find out how LASER can support you, please speak to a member of the team on 0800 484 0840, send us an email at info@laserenergy.org.uk or visit www.laserenergy.org.uk
To
out more about LASER Solar simply scan the QR code.
HR Connect is fully accredited, and compliant to deliver award-winning levels of service, meaning you can rely on us to put your people first. With over 25 years at the forefront of HR and People services and over 1,000 customers, our teams specialise in supporting the Education and Public Sectors. Our teams provide regular updates to legislation changes to ensure your team are kept informed.
HAVE YOU HEARD OF THE WORKER PROTECTION ACT 2023? (AMENDMENT OF EQUALITY ACT 2010)
This landmark legislation moves the UK towards creating safer and more inclusive workplaces by placing a legal duty on employers to take reasonable steps to prevent Sexual Harassment. This new legal obligation will be effective starting from October 26, 2024. Are you familiar with all the new legal requirements that you must meet?
KEY PROVISIONS OF THE ACT YOU NEED TO BE AWARE OF
The Act introduces several key provisions that employers must adhere to including:
1 Positive Duty to Prevent Harassment
2 Regular Risk Assessments
3 Support Systems for Victims
4 Accountability and Transparency
At HR Connect we see that there are significant benefits for compliant organisations, to obtain strategic advantage over others.
HERE’S WHY
1 Enhanced Employee Morale and Productivity – By fostering a positive work environment, employers can boost employee morale and productivity and reduce turnover rates.
2 Attracting Top Talent – In today’s competitive job market, candidates seek employers who prioritise their wellbeing, promoting compliance will help to attract and retain the best talent.
3 Reputation and Brand Image – Organisations proactively preventing harassment will enjoy enhanced brand image making them more attractive to customers, investors, and partners.
4 Legal and Financial Benefits – Compliance with the Act can help employers mitigate the risk of litigation and avoid costly legal battles and potential fines.
STEPS TO COMPLIANCE
Employers should take the following steps:
1 Develop Comprehensive Policies – Create clear and comprehensive policies that outline the organisation’s stance on harassment and the measures in place to prevent it.
2 Conduct Training Programs – Implement regular training programs to educate employees about their rights and responsibilities, and foster a culture of respect and inclusion, and embed the subject matter to all employees.
3 Establish Reporting Mechanisms – Set up clear and confidential reporting mechanisms that allow employees to report incidents of harassment without fear of retaliation.
4 Monitor and Review – Regularly monitor and review the effectiveness of the measures in place and make necessary adjustments to ensure continuous improvement.
This Act is a significant step towards creating safer and more inclusive workplaces. By placing a positive duty on employers to prevent sexual harassment, the Act not only protects employees but also promotes a culture of respect and equality.
WHAT DOES YOUR TYPICAL DAY LOOK LIKE?
It’s busy and varied. I might input into the HR/Payroll system, deal with customer queries you never know what to expect and it’s a real mix. There may also be a team catch-up to talk about workload, priorities, team absence, changes to processes/legislation etc. I could be on refresher training. We have a rota to help with the Helpdesk so I might be providing cover by answering calls, supporting live chat, and responding to emails.
WHAT ARE SOME OF THE CHALLENGES YOU FACE AS AN HR & PAYROLL ASSISTANT?
Every day brings new challenges, and no two are the same. I might be doing calculations, answering a question, dealing with late submissions or handling urgent inquiries.
WHAT DO YOU FIND REWARDING IN YOUR ROLE?
The most rewarding part is the satisfaction that I’ve played a part in getting people paid each month. On a personal level, I enjoy resolving complex queries and ensuring everything is correct. It’s never dull working in payroll, it’s challenging, but it is so rewarding!
Amy Baker, HR & Payroll Assistant, HR Connect
Pam Parkes, PPMA President shares
HOW HR CAN PREPARE FOR THE BIG CHALLENGES COUNCILS FACE IN 2025
HR has a key role to play in helping solve the big financial and workforce challenges. Here’s how we can prepare for success.
Strengthen OD and work design capability
Despite Labour’s plans to give local authorities multiyear funding settlements councils face a £6.2 billion funding gap over the next two years.
With no money in the coffers the mood music, even in well-run councils, is to further tighten belts. Sustainable efficiencies will be driven through service transformation and that means councils must be agile and quick to respond to change. As a priority HR should review whether the organisation’s OD and work design capability is match-fit to deliver rapid organisational change and service transformation. And work with IT to ensure appropriate investment has been made in technology to support new ways of working and delivering services.
Create a work culture that enables people to thrive
Decades in the making, workforce and skills shortages continue to drag down productivity. To effectively drive-up productivity, HR must be clear about what sits within its control to create the conditions for high-performing teams to thrive. We can strengthen our organisation’s ability to listen to staff, proactively strengthen relationships with Trade Unions, and create work cultures that support our people to thrive. But unless central government steps up to help solve the national workforce crisis, efforts to rebuild staff morale will be like driving a car with the hand break on.
Together we need to find a way forward to stop haemorrhaging money to agencies to supply staff to fill hard-to-fill roles for statutory services. There are alternative service models such as insourcing and we should work to strengthen our permanent workforce to reduce our dependence on agency workers.
Everything all at once
I applaud and support the positive intention behind the government’s proposed reform to employment legislation. At the same time the reach and pace of reform threatens to put councils under pressure at a time when workforce capacity is compromised. I recommend HR reviews its relationship with unions. Are we up to speed with modern-day collectivism and activism? Action is driven by social media rather than class, by a new economy and ways of working. What the groundswell of new joiners in your organisation wants from their employer – work-life balance, fairness, and equity.
A renaissance in public service is coming. As HR professionals let’s ensure we are match fit to enable our organisations to build more effective, futurefocused public services.
SIMPLIFY LOCAL GOVERNMENT TO PAVE THE WAY FOR CHANGE
These are not easy times in local government and the question of sustainability is a very real one for all councils.
The turbulence of the last five years has been unprecedented coupled with the unhappy family of inflation, rising demand and increased unit costs; we are all in very challenging territory whatever the size and form our organisations take.
Alongside my day job, I am committed in my role as Chair of the Association of County Chief Executives to improving how local government works with central government, ensuring alongside other sector bodies we punch our weight using our experience to inform early policy thinking. I believe that as a sector we need to be more collegiate both working together and into central government on the what, the why and the how. We should never be passive recipients of central policy when we have such deep and valuable experience of what does and doesn’t work.
I do think that sector structural reform matters; informed by my experience in the North-East and our Buckinghamshire journey to becoming a unitary council in April 2020.
Local authorities are looking to have more control across their procurement including the suppliers of their contingent and temporary workforce. With 10-15% of the total procurement weighting now sitting with social value this is important for councils. There are challenges to reducing upfront costs further via framework suppliers, this leaves social value as one of the few remaining levers.
But there are other models. What if, instead of paying a supplier to deliver your provision and asking for some return, you could shift your ambition of social value to a reality of community wealth building?
Simply put, through the creation of a joint venture (JV) in partnership with CSG, you can take control and
shape your community wealthbuilding. Each JV is established with the primary purpose of providing the council with savings and through the creation of a surplus, returning money back to the public purse for reinvestment in frontline services and local communities.
How?
First, our JVs employ specialist recruiters who live locally. We’ve created over 100 jobs for people living locally helping the local economy to flourish and keeping the local pound local.
Our JVs also prioritise local SMEs in the supply chain by creating a level playing field. These SMEs are often stifled by national providers with practices such as volumebased pricing. We’ve seen 60 local recruitment businesses grow, helping local economies further. And then there is the JV companies themselves. CSG is extremely proud that all JVs are exceeding expectations, which also benefits local communities
and economies. Over 9000 local residents have found work through the JVs.
Our teams engage with local community groups, schools and the 3rd sector to prioritise those most in need of help, in the uncertain employment markets including care leavers and the long-term unemployed. This can provide them with careers within the Councils and the local economy.
And what about the surplus?
Last year our JVs generated over £3m. In times of continued financial and budgetary pressures, the question to ask is ‘What could we do with £3m?’
The world is moving faster than ever and for local government it’s no different, so before you assign 10% of your procurement evaluation to social value, it’s worth looking at whether you have the right model to leverage real change through community wealth-building.
In wider devolution discussions, considering the current UK fiscal position and the sector in particular, I am convinced that we need to delayer local government to be more efficient, streamlined and effective with a clearer interface to central government. There are important issues to work through in unitarising, with our communities, the role of town and parish councils, and how unitarised geography aligns with government devolution geography (see earlier comment about delayering!) and whether these are to be permissive or determined centrally.
Becoming a single unitary council gives councils a single voice for their place. It’s simpler for residents and partners and reduces management overheads. Critically, unitarisation saves money; in Buckinghamshire more than £75 million in 4 years. While our budget pressures remain a very real challenge, I believe we have more financial stability as a result.
Becoming a new council at the same time as the start of the covid pandemic wasn’t easy but being a single council helped us both during and since. Our local partnerships, public and private, are more efficient and productive and we have built a single positive identity as Team Bucks.
The financial cliff edge alongside our demography has to mean it’s time for a real conversation about what local government is for, what it should be delivering and at what scale. The current model and funding mechanisms are simply not sustainable alongside our existing statutory and regulatory duties.
Finally, merging existing councils is not pain free or without difficulty, nor is it a panacea or substitute for ensuring local government is financially sustainable. If we believe Local Government matters, we need a sector that is fit for purpose, financially sustainable and set up for the future.
Rachael Shimmin Chief Executive of Buckinghamshire Council, Chair of the Association of County Chief Executives
LUTON FILLS SKILL SHORTAGES IN THE PERMANENT WORKFORCE WITH A FRESH APPROACH TO CONTINGENT RECRUITMENT
THE CHALLENGE
Luton Borough Council (Luton), a unitary authority in East England, employs 2,554 staff of which 12% are contingent workers. The highest volume are Qualified Social Workers, Neighbourhood services, and Care Workers. In the face of a national workforce crisis, Luton struggled to retain permanent staff and fill vacancies. Despite appointing a Managed Service Provider in 2003 to reduce spend, by 2019 spending on Luton’s contingent workforce risked spiralling out of control.
When the contract to supply temporary staff came up for renewal, Luton reviewed the existing approach against three priorities the ability to;
• GENERATE ADDITIONAL SAVINGS
• REINVEST SAVINGS IN COUNCIL SERVICES
• STRENGTHEN THE PERMANENT WORKFORCE
THE SOLUTION
When the council assessed the ability of the two dominant contingent workforce supply models on the market, it concluded that neither could deliver the three key priorities. As a result, the council decided to find a route to move recruitment in-house. While agreeing with this conclusion, a number of stakeholders including councillors raised concerns, particularly around risk and set-up costs.
Luton approached Commercial Services Group (CSG) to examine their joint venture model and whether it would address these concerns. CSG’s joint venture model already had a proven track record of success and could show that it could deliver up to 46% savings on fees compared to an outsourced model. Critically, Luton would own those savings to reinvest in community wealth building projects. The Joint Venture (JV) approach meant sharing the set-up costs and mitigating risks through access via CSG to established operational systems, financial management and board experience. Connect2Luton was established in September 2020.
THE IMPACT
Three years on, Connect2Luton delivers on all three council priorities.
*Data registered with Companies House.
The strong performance achieved enabled Connect2Luton to pay back the set-up loan in half the time – 18 months instead of 3 years. At a time when councils continue to struggle to recruit Luton has seen:
560% increase in converting temp to permanent roles.
400% increase in direct recruitment of permanent staff saving agency placement fees.
100% pre-employment and compliance checks completed prior to the job holder starting work.
35% increase in fulfilment rate from 62% to 97%.
98% of paid workers across Luton’s Covid-19 testing sites were supplied through the JV with a more agile workforce able to quickly respond to emergencies and events.
Connect2Luton has delivered local jobs including the JV itself and established a respected recruitment brand. The JV works closely with the council to have a clear current and future view of council needs. Local SMEs and the third sector have benefited by closer working with the JV.
Connect2Luton has delivered on social values for the council by working closely with schools, academies and learning providers and focusing on increasing the employability of long-term unemployed residents and care leavers.
Connect2Luton continues to review its offering, building talent pools and using modern recruitment methods to attract and engage youth and early career candidates.
CSG HELPED US DELIVER OUR VISION GENERATING GREATER SAVINGS AND ALLOWING US TO REINVEST IN OUR LOCAL COMMUNITY.
Robin Porter, Chief Executive, Luton Council
COMPETITION TIME
This three hour onsite workshop will cover:
• Defining what commercial means
• E xploring how to create a more commercial environment
• Where to start with commercial finance and risk
This workshop will be delivered by CSG for up to eight people and will take place at an agreed site provided by the winner. This offer includes running the workshop only and no other services and there is no alternative workshop on offer. There is only one workshop available and the winner will be drawn at random. Entries must be received by 12.00pm, 24 October 2024 any late entries will not be included. The winner will be informed by email and the workshop must take place within six months of the final day of the LGA conference. To enter please either leave your name, council and email contact details at our stand Q12 at the conference before 12pm, 24 October 2024! Good luck.
LESSONS FROM A FRONTLINE COUNTY: NAVIGATING ASYLUM (UASC) CARE IN THE UK
As local authorities grapple with the vast numbers of unaccompanied migrant children seeking refuge in the UK, Kent’s strategic position means it’s consistently at the forefront of the national response to Unaccompanied AsylumSeeking Children (UASC). Kent’s experience offers valuable insights into the legal and practical challenges involved.
THE CHALLENGE OF UASC IN KENT
Latest Home Office figures show there were 3,285 applications from UASC year ending March 2024 most entering the UK through Kent. This influx presents significant legal and logistical challenges, as local authorities are required to provide immediate and long-term care while navigating a complex area of law.
Carmel highlights one of the most daunting challenges is ensuring compliance with both national and international legal standards.
From the moment a child arrives, there are duties related to their welfare, education and integration into society, she explains. These must be balanced with the UK legal requirements, which are often in flux.
THE ROLE OF LEGAL SUPPORT IN SAFEGUARDING UASC
Legal advice helps to prevent costly mistakes that can arise from misunderstandings of the law. It’s about protecting both the local authority and children involved from the repercussions of non-compliance, says Carmel.
A significant focus is on accurately interpreting and applying the principles enshrined in The Children Act 1989, as well as UK immigration laws, case law and EU and UN Conventions. Legal advice has proven vital for Kent County Council (KCC) in guiding Children’s Services through contentious and litigious areas.
ADDRESSING LEGAL AND PRACTICAL CHALLENGES
The evolving nature of asylum and immigration law creates another challenge for social care teams.
Legislation and case law are constantly evolving, and this has a direct impact on how local authorities manage their responsibilities towards UASC. Training and ongoing support are essential to navigate these changes effectively, says Carmel.
Local authorities must provide housing, education, and healthcare, often against a backdrop of limited resources and rising demand; legal guidance helps social care teams navigate the practical challenges of caring for UASC.
THE NEED FOR KNOWLEDGE SHARING AND COLLABORATION
Kent’s approach emphasises collaboration and knowledge sharing between legal advisors and social care teams to help foster a better understanding of service pressures and to share timely legal advice to ensure procedures are legally compliant. This approach has created a blueprint for other local authorities.
Equipping social workers with the knowledge they need to navigate these complex areas empowers them to make better decisions on the ground, Carmel explains.
Carmel advocates a proactive approach where legal guidance is involved early in the decision-making process to prevent pitfalls and expenses that can arise when legal considerations are left too late.
LOOKING AHEAD: SUSTAINED LEGAL SUPPORT
Kent’s experience highlights the importance of integrating legal guidance into the operational framework of UASC care.
The legal challenges are continuous, and so must be the support we provide, Carmel says, emphasising the necessity for a well-supported, legally informed approach.
Law provides local authorities with legal advice on UASC, child protection, community care, employment, privacy and governance.
Find out more either scan the QR code or visit invicta.law
CSG WITHIN THE COMMUNITY
We often refer to what we do and the decisions we make as being community-led. This is especially the case for our excellent Kent-based Community Services division, which offers frontline support and services via CSG Managing Waste and Landscape Services.
Social value is at our core, not only to help drive our own commitments but to deliver for our customers too. We are proud to offer:
Apprenticeships and local recruitment.
Sponsorship opportunities.
Donation of resources and repurposing wood waste.
Free horticulture training/coaching sessions.
Assistance with community events and projects.
Local procurement opportunities.
Community education and engagement including site tours for school children.
Landscape Services specialises in the planning, development and management of grounds maintenance for a variety of businesses and organisations, including local authorities, housing associations, schools, sports facilities and national parks throughout the Southeast of England.
CSG Managing Waste has a dedicated team to provide the day-to-day management of household waste recycling centres and waste transfer stations and the team support five sites in Kent.
Carmel Maher Senior Solicitor, Invicta Law
Invicta
UPGRADING 9,000 DEVICES TO MICROSOFT SURFACE DEVICES FOR KENT COUNTY COUNCIL
With an ageing estate of unreliable laptop devices that were out of warranty, Kent County Council (KCC) identified Microsoft as their chosen replacement. It was an easy choice to utilise Microsoft Surface devices to reduce their cost base while increasing device performance. Cantium designed a hands-off, end-to-end device provisioning solution, delivered as a service which enables the end user to order their new device, and have it delivered to their doorstep in days.
To ensure project success, we identified the key issues with KCC’s existing technology to create a significantly improved solution including:
• Moving the organisation to Windows 11 from Windows 10, with added security controls
• Significantly improving device management and provisioning
• Modernising the Virtual Private Network (VPN) solution, enhancing user experience and security measures simultaneously
• Migrating from on-premises Active Directory (AD) to Entra ID, previously known as Azure Active Directory, allows employees to work securely and efficiently from any location.
EARLY PROJECT SCOPING
We identified any issues that would affect the user experience and developed solutions to address them including:
1) Over 300 bespoke applications that required testing and development to ensure compatibility and security with Surface and Windows 11
2) Devices that did not have the correct certificate flows and architecture to authenticate on applications, wireless networks and the VPN
3) Device hardware that was out of date and managed by local administrators, meaning devices had individual fixes applied.
By moving to automatic and proactive approaches, Cantium’s service desk can now quickly identify broader issues before the end user is aware of it, and roll out fixes proactively. This approach eases the burden on support desks, leading to a decrease in the total cost of ownership.
THE SOLUTION
Designing the Device Distribution Process
Key to the success of this project, Cantium created a seamless device ordering process utilising our IT Service Management (ITSM) tool, ServiceNow. This offers users a self-service model to order and track devices from start to finish including any exceptions, such as failed delivery or damaged devices upon arrival. Users are also prompted to return their old devices for secure disposal keeping them updated throughout. Feedback has been gathered at every stage to identify potential problem areas. This process was pivotal to the project’s success in ensuring a great user experience.
Cantium's seamless collaboration with our team and proactive approach have garnered overwhelmingly positive feedback. We are confident that these new devices will deliver excellent value for money in the future.
Lisa
Gannon, Director of Technology, Kent County Council
THE RESULTS
Cantium has already delivered modernisation and costsavings including:
• Saving approximately 30% per device with an extended warranty
• Deploying approximately 30+ devices daily to roll out 9,000 in one year
• Improved order – delivery – device setup processes with devices delivered in 48 hours and users ready to work, 40 minutes on average from unboxing
• Proactive problem identification, management, and fix deployment
• Modern and cloud-based technologies that enable seamless hybrid working
• Removing overheads using Microsoft solutions for self-serve application deployment
• Eco-friendly device sanitation, recycling and disposal of over 530 devices so far, rising to 9,000 over the project’s lifetime
• Excellent user experience with guides and knowledge base articles made available to all users, some of which are included in the box with the device
• Security enhancements with a VPN upgrade and supporting Windows Hello, Fingerprint, and Facial login natively.
WHY CHOOSE CANTIUM
Our unparalleled public sector and local government understanding and expertise ensure that your applications and infrastructure continue to work for all end users without interruption.
Proven experience in delivering Device as a Service (DaaS), covering all aspects of device lifecycle management.
Microsoft Solutions Partner for Modern Work.
Gold Microsoft Surface Authorised Reseller.
Trusted advisor and partner and enhanced end-user experience throughout the journey.
Expertise in modern management and cloud technologies.
Implementation of cost-effective solutions and efficient processes to reduce the cost of ownership. Tailored workflows and processes adaptable to the needs of each organisation.
If you’re still deciding which Microsoft Surface device is best for you and your users, Cantium can assist with the rollout of any device. To find out more, scan the QR code or visit cantium.solutions and click ‘Get in Touch’ to request a brochure or a call back.
HOW SECURE IS YOUR PASSWORD?
Weak passwords can be cracked in seconds!
Check out your current passwords against Statista and see the time it would take a computer to crack a password with the following parameters.
Source: Statista (data from Security.org.)
5 TIPS FOR GREAT PASSWORD SECURITY
1. S trengthen passwords today
Try combining 3 random word e.g ‘DeskAppleDoor’ Go further and use uppercase, numbers and symbols – ‘D3skApp!eD0or4.’ For inspiration try what3words, the app that assigns locations unique three-word addresses and remember use different passwords per applications and websites.
2. Check out the Have I Been Pwned website
If your email address or phone number has already been compromised it’s best to immediately change the password for the affected and associated accounts.
3. Avoid common/guessable passwords
As well as ‘password’, you should avoid passwords with details easily obtained from social media e.g. birthdays, family, pet, or sports team names.
4. S tay vigilant
Be aware of links which when clicked, take you to a credential input page. We are seeing a huge increase in this attack technique, with realistic pages often only given away by the URL you are redirected to.
5. Use Multi-Factor Authentication
Always use this method if available as it ensures more steps are required to confirm your identity.
How is your organisation’s password security policy? Visit our website to download our white paper Cyber Security for the Public Sector.
CHRONICLE
PROCUREMENT ACT 2023 – ARE YOU READY?
PROCUREMENT SERVICES IS HERE TO SUPPORT YOU WITH YOUR PROCUREMENT JOURNEY
The development of the Procurement Act 2023 has created new benefits for suppliers and buyers, which include:
the cutting of red tape and supporting innovation. improving transparency.
faster competition processes for emergency buying. simplifying the process of working with the public sector, supporting more SMEs to bid for contracts.
INTRODUCING
Our focus has always been to deliver services that are aligned to our customers’ needs, and we have developed the Managed Procurement Service (MPS) to bring together these services as a holistic solution.
The MPS enables public sector organisations to maximize efficiencies within their procurement team(s) by accessing a variety of our services and creating a single approach. In turn our solutions compliantly deliver transformation and innovation.
INTRODUCING
Through decades of experience, Lifecycle has developed a fully integrated procurement and contract management service. We have proved that these services must be aligned and interrelated in order to deliver maximum value from commercial activities.
We have developed a set of discrete but related services: Analyse, Procure, Perform
INTRODUCING
Our team of procurement experts create and manages frameworks in accordance with UK procurement regulations (Public Contracts Regulations 2015). From 24th February 2025, we will create all new frameworks in accordance with the Procurement Act 2023. This will allow public sector organisations to procure compliantly without the need for lengthy tender processes. Awarded suppliers on our frameworks have been evaluated as part of a rigorous tender process, and we work with these suppliers collaboratively to support the needs of the UK public sector.
Scan here to find out more
WE CAN SUPPORT YOU TO REMAIN COMPLIANT WITH YOUR PROCUREMENT NEEDS WHICH ROUTE IS BEST FOR YOUR ORGANISATION?
DOES YOUR ORGANISATION HAVE AN IMMEDIATE PROCUREMENT NEED?
Procurement Services Frameworks provide access to frameworks which are compliant in line with the Public Contracts Regulations 2015 and are available to continue to use.
AND FINALLY…
I hope that you feel you know CSG a little more now. I also hope you’ve entered our Commercial Workshop competition (see page 5 if you haven’t) plus had a look into other goodies such as our LASER Desktop Solar survey and made a note of how to tune in to our podcasts.
I am passionate about our public sector and, as part of local government, I trust we’ve shown how CSG’s services can help you in your quest to be efficient, effective and save money. We are always open to discussions to explore new ideas and service innovations to make the sector even better so why not contact me to talk further about how CSG can help you?
Steve Wilson Commercial Director, CSG – 07885 823393
