Government Business 21.5 by PSI Media

CONFERENCES & EVENTS

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www.governmentbusiness.co.uk | VOLUME 21.5

Business Information for Local and Central Government PROCUREMENT

BUYING TOGETHER The procurement skills to generate further savings

CUSTOMER CONTACT

WORKLOAD HIGHS & LOWS Prepare for the events that increase customer contact

FLEET MANAGEMENT

FOCUS ON FLEETS How the role of the fleet manager is changing

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MARKET RESEARCH | FACILITIES MANAGEMENT | IT SECURITY | RECRUITMENT

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COMMENT CONFERENCES & EVENTS

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www.governmentbusiness.co.uk | VOLUME 21.5

Business Information for Local and Central Government PROCUREMENT

BUYING TOGETHER The procurement skills to generate further savings

CUSTOMER CONTACT

WORKLOAD HIGHS & LOWS Prepare for the events that increase customer contact

FLEET MANAGEMENT

FOCUS ON FLEETS How the role of the fleet manager is changing

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MARKET RESEARCH | FACILITIES MANAGEMENT | IT SECURITY | RECRUITMENT

Comment

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

The biggest divorce settlement in history? If the majority of 4.2 million registered voters in Scotland tick the ‘Yes’ box for independence on September 18, the UK Government and the existing Scottish Government would immediately begin lengthy and complex negotiations about the divorce. The ‘Yes’ campaign, led by First Minister Alex Salmond, is confident that Scotland could become independent on 24 March 2016, although, of course, it remains to be seen whether the bartering can be completed by then should the population decide on a split. The decision has far reaching implications for both parties, many of which are in increasingly grey areas. With next general election due on May 7 2015, Scotland would still be part of the United Kingdom, and as things stand it would still elect MPs. Would those MPs would then stand down ten months later? Would a new general election be held? Taking out the 59 Scottish seats would presumably mean a much wider Tory majority for the UK, but at the time of going to press, David Cameron, Nick Clegg and Ed Milliband were conducting frantic tours to bolster the ‘Better Together’ campaign, which had a narrow lead in the polls. Former Prime Minister Gordon Brown has also weighed in on behalf of the Labour Party, accusing Salmond of spreading “lies” about the NHS and declaring that he would stand as an MSP in order to “fight” the Scottish National Party leader. And if we do end up with a devolved Scotland, could this mean that Wales will soon follow suit? This is doubtful, as the nationalist Party, Plaid Cymru, has been focussing on winning more powers for the Welsh Assembly rather than independence. This will be tricky for the SNP, and Salmond, should the population vote to remain part of the union. Danny Wright

P ONLINE P IN PRINT P MOBILE P FACE TO FACE If you would like to receive 6 issues of Government Business magazine for £120 a year, please contact Public Sector Information, 226 High Road, Loughton, Essex IG10 1ET. Tel: 020 8532 0055, Fax: 020 8532 0066, or visit the Government Business website at:

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226 High Rd, Loughton, Essex IG10 1ET. Tel: 020 8532 0055 Fax: 020 8532 0066 Web: www.psi-media.co.uk EDITORIAL DIRECTOR Danny Wright EDITOR Angela Pisanu EDITORIAL ASSISTANT Arthur Walsh PRODUCTION EDITOR Richard Gooding PRODUCTION CONTROL Jacqueline Lawford, Jo Golding WEB PRODUCTION Reiss Malone ADVERTISEMENT SALES David Barclay, Steve Day, Nichola Halle, Steve Howett, Bernie Miller, Michael Marius, David Morgan, Ash Seaman, PUBLISHER Kelly Scott ADMINISTRATION Victoria Leftwich, Charlotte Cassar, Vickie Hopkins REPRODUCTION & PRINT Argent Media

© 2014 Public Sector Information Limited. No part of this publication can be reproduced, stored in a retrieval system or transmitted in any form or by any other means (electronic, mechanical, photocopying, recording or otherwise) without the prior written permission of the publisher. Whilst every care has been taken to ensure the accuracy of the editorial content the publisher cannot be held responsible for errors or omissions. The views expressed are not necessarily those of the publisher. ISSN 14700735

Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

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CONTENTS GOVERNMENT BUSINESS 21.5 29

07 GB NEWS

54 TIMBER EXPO

13 PROCUREMENT: PROCUREMENT STRATEGY

57 TRANSPORT

Louise Casey to lead Rotherham Council sexual abuse investigation; WLGA’s super council plan

Government Business looks at the recent local Government Association’s National Procurement Strategy and its call for more collaborative purchasing

19 PROCUREMENT: FRAMEWORKS

The Crown Commercial Service’s chief executive Sally Collier describes how the organisation is transforming procurement

29 RECRUITMENT

Louise Tibbert, president of the Public Sector People Managers’ Association, talks about the issues affecting the public sector

33 LAND MANAGEMENT

Government Business reviews current advice for council leaders on achieving value from their property assets

35 AUCTIONS

Paul Bridgeman of the National Association of Valuers and Auctioneers shares his experience selling seized properties at auction

41 ENERGY 81

Robin Hale, director of the Energy Services and Technology Association, outlines some of the barriers organisations face when implementing energy efficiency measures

45 FM

Chris Moriarty of the BIFM shares information on FM working relationships

53 RCI PREVIEW

The RCI show is the key show for the roofing, cladding and insulation sector

93 GT NEWS

Room for improvement in data protection says ICO; Theresa May speaks out on police IT

97 TABLETS

How councils across the UK are reducing costs through the use of tablets

101 INFORMATION MANAGEMENT Doug Miles of AIIM discusses how public sector organisations are struggling to cope with information overload

Government Business

Contents

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

Returning to the NEC Birmingham on 7-8 October, Timber Expo allows visitors to learn about the latest developments in the timber industry Phil Adams looks at five innovations that could revolutionise British highways

65 FLEET MANAGEMENT

New ACFO chairman John Pryor shares his thoughts on how the association intends to support those in the fleet industry

69 CLEANER FLEETS

The Scottish Government is aiming for a de-carbonised road transport sector in the country by 2050

73 MARKET RESEARCH

Market Research Society CEO Jane Frost shares her thoughts on a new market research procurement framework

77 CUSTOMER CONTACT

The Professional Planning Forum’s Phil Anderson talks through a flexible approach to dealing with the highs and lows of customer contact

81 CONFERENCES & EVENTS Nick Milne of the Meeting Industry Association discusses an easy way to find the perfect venue for Christmas parties

87 CATERING

The Children’s Food Trust addresses some of the key issues surrounding free school meals for infants

91 PEST CONTROL

Key information on the pest problem facing the UK and the role councils can play in keeping the public safe from disease

105 IT SECURITY

ISS

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Amar Singh of ISACA reports on the damage denial of service (DoS) attacks can do and shares advice on how organisations can protect themselves

109 IP EXPO IP EXPO Europe 2014 on 8-9 October at London’s ExCel brings together the leading minds in cloud and IT

www.governmentbusiness.co.uk Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

AGGREGATED SCHOOL MIS DATA, ON DEMAND Groupcall XVault - School MIS data aggrega�on database for Local Authori�es and Academy Groups Automa�cally and securely collects school MIS data and delivers it to XVault Speciﬁcally designed for the educa�on sector Provides aggregated school MIS data for analy�cal, monitoring and repor�ng Data can be scheduled and delivered at a date/�me to suite you or on-demand Safe, secure and encrypted transmission of data between des�na�ons Simplis�c repor�ng interface Easy to deploy and provides scalability for future growth Used in more than 17,000 schools throughout the UK

Specifically designed for the Educa�on Sector, Groupcall XVault is a data aggrega�on tool that collects informa�on from mul�ple sources, providing easy access to all school data for analy�cal, monitoring and repor�ng purposes. Groupcall XVault is being u�lised by a wide range of Local Authori�es in the UK, who recognise that immediate access to aggregated school data offers wider benefits across many of their departments. XVault and XVault Repor�ng is also the solu�on of choice for Academy Trusts, who face the challenge of pulling together school data from disparate geographical loca�ons and a wide range of MIS systems. The system operates by offering scheduled or on-demand access to MIS data collec�ons and processes change events raised by schools. Data is stored in the XVault SQL database that can be interrogated by web services, SQL views and XVault Repor�ng. The aggregated data within XVault also provides added benefits for those teams within your authority or federa�on that require immediate access to data such as FSM (Free School Meals), LAC (Looked A�er Children), A�endance, Troubled Families and much more. In addi�on, Groupcall has developed a repor�ng interface (XVault Repor�ng), which provides non-technical members of staff with instant access to per�nent aggregated school MIS data.

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WELSH LOCAL GOVERNMENT

CHILD ABUSE

Louise Casey to lead investigation into Rotherham Council following sexual abuse report Rotherham Council is facing a government‑appointed inspection to examine whether information was covered up following a report that 1,400 children were sexually abused in the town between 1997‑2013, mainly by men of Pakistani heritage. The report also suggests that evidence had been ‘suppressed or ignored’. The head of the government’s Troubled Families programme, Louise Casey, will lead the inspection which will look at how Rotherham is governed and whether it allows for proper scrutiny from councillors, its services for children and young people, and whether ‘whistle-blowers’ are silenced. Casey will also examine whether the council was and continues to be subject to institutionalised political correctness that affects decision making. The inspection was announced by local government secretary Eric Pickles who said it was “in the public interest”. Pickles said: “With clearly documented failures by the council on so many levels, I have decided to take the rare step of a statutory inspection. “We cannot undo the permanent harm that these children have suffered. But we can learn from what went wrong and make sure that all local authorities deliver on their essential duty to protect vulnerable

children,” Pickles said. Anne Longfield, chief executive of the children and families charity 4Children, has welcomed the move. “Casey has a fearless reputation of bold action on behalf of families and we urge her to bring the same determination and scrutiny to this inquiry,” said Longfield. Casey will report on her findings at the end of November. Meanwhile, the chief executive of Rotherham Council stood down following the report’s publication. Martin Kimber will leave the post in December. In a statement, he said wanted to reiterate his “sincere apology to those who were let down”. Council leader Roger Stone also quit following publication. Mark Rogers, President of the Society of Local Authority Chief Executives and Senior Managers (Solace), said: “Recent events tell us that there are systemic problems in how society deals with child sexual exploitation. Louise’s background will ensure that the review explores the root causes of the problems at Rotherham and their wider implications. Her track record of successfully pursuing radical solutions to wicked issues and her ability to look beyond symptoms to address the underlying causes will help uncover the lessons of these READ MORE: terrible tinyurl.com/mhv8dd2 events.”

LOCAL GOVERNMENT FINANCE

RSA report calls for increased fiscal freedom at council level A new report entitled Powers to Grow: City Finance and Governance by RSA City Growth Commission argues that over‑centralised decision-making is stifling economic growth and hindering the future of the country’s economic prosperity. The report calls for a ground-breaking package of fiscal devolution measures to enable 15 city areas to administer a devolved city-region. RSA City Growth Commission chair, Jim O’Neill said: ”Enabling the leaders of these major urban areas to decide what is right for them, and with it, for them to carry the responsibility for those decisions is crucial. In this report, we lay out the key areas of financial responsibility we

believe should be transferred to some metros. “Crucially and as clearly suggested by the chancellor in early August, it is only sensible to devolve this fiscal responsibility to those urban areas that can demonstrate they can succeed with this greater autonomy. “We have found from our evidence gathering around the country that some metros are more ready today than others, and it would not make sense to devolve responsibility to them all now. Indeed, it is probably the case that only the best organised and most focused should READ THE REPORT: be given those tinyurl.com/kc5r4rb responsibilities.’

Super council plan proposed by Welsh Local Government Association

GB News

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Four ‘super councils’ like Greater Manchester’s regional authority should be created in Wales, a report from The Welsh Local Government Association (WLGA) suggests. The discussion paper argues that regional authorities with responsibility for strategic planning and transport could be a better solution to problems in local government than council mergers. The existing structure of 22 councils could then continue while delegating strategic functions to the regional bodies, as happens in Greater Manchester. First Minister Carwyn Jones previously indicated he supports a 12-council model

The proposal is an alternative to council merger proposals put forward by the Williams Commission in January this year, which suggested cutting the number of local authorities in Wales to as few as 10. Former Bridgend council leader and local government consultant Jeff Jones said the idea was a move in the right direction. The WLGA has yet to make its formal response to the Welsh Government’s white paper on the future of local government in Wales. First Minister Carwyn Jones previously indicated he supports a 12-council model – one of the options put forward by the Williams Commission in January, but the WLGA document suggests: “The fear is that the local authorities recommended by the Williams’ Commission will be too large to be local but too small to provide the scale necessary for regional planning, and the delivery of some key services,” the paper argues. A Welsh Government spokeswoman said: “We are currently consulting on proposals for reforming local government and welcome all ideas and suggestions put to us during this period. “Merging councils is part of the reform, but our proposals go much deeper than joining two or more authorities together. “We want to create stronger local democracy and ensure people know who is accountable for what and how they can have a real say in decisions which are made about their areas. The consultation on the white paper READ MORE: ends on tinyurl.com/l99dces October 1.

Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

RECYCLING

Pickles announces £5m fund to boost recycling rates Secretary of State Eric Pickles has announced that a new £5 million recycling fund will be offered to local authorities in England where weekly collections are still made. The money is aimed at boosting recycling rates through household incentives like loyalty rewards and shopping vouchers, without the imposition of ‘unfair bin fines’ or reduced collection services. The Department for Communities and Local Government (DCLG) has described the move as a ‘clear signal’ to councils only offering fortnightly collections that they will lose out on government funding. Commenting on the new scheme, Pickles said: “It is a myth that fortnightly bin collections or unfair bin fines are needed to increase recycling. Rewards for recycling show how working with families can deliver environmental benefits without the draconian approach of punishing people and leaving out smelly rubbish. “This government is protecting the local environment by supporting recycling, as well as championing weekly collections which protect local amenity and public health. Councils with fortnightly collections will not receive government funding and are short-changing their residents with an inferior service. “There is an alternative to the town hall

bin barons who pushed through fortnightly bin collections and are now trying to move to monthly bin collections by stealth.” Bids for a share of the new fund will be accepted until 7 November and successful bids will be announced in January 2015, with the money scheduled to be allocated to councils from the following April. The DCLG also highlighted the government’s support of frontline services including the removal of legislation allowing new bin taxes to be levied and revising building regulations to tackle the problem of ‘bin blight’, or bins READ THE REPORT: dominating tinyurl.com/qjnepo7 residential streets.

NEWS IN BRIEF

GB News

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

Major budget cuts planned for Wirral Wirral Council has launched a public consultation on plans to save £18m next year and £27m in 2016/17. While Wirral is the only UK council that offers council tax discounts based on age and the house band, this discount could be scrapped in a bid to generate £600,000. ‘The council has to make some extremely difficult decisions due to the cuts that have been imposed upon us and it does not get any easier. We have reviewed and strongly challenged how every service is delivered and as an organisation are now undertaking the biggest transformation in our history,’ chief executive Graham Burgess said. READ MORE:

tinyurl.com/n7hccv4

Work resumes on 13,000 homes affected by crash Eric Pickles: “This half-billion pound government investment will deliver up to 13,000 new homes”

INCENTIVES

Government to offer support for council tenants moving for work Social tenants relocating for work or training purposes will be given greater priority on housing waiting lists, pending a government consultation on ‘Right to Move’. The move aims to tackle the issue of social tenants moving for career opportunities being ‘pushed to the back’ of housing lists behind applicants classed as having been in greater need. The Department for Communities and Local Government is holding a consultation with town halls on proposed changes to local residency requirement rules including the creation of a new ‘reasonable preference’ category and extending the existing ‘hardship’ preference category to cover people who are moving for work or training. Another proposed statuary guideline would ensure that councils set aside at least one per cent of existing housing stock for the Right to Move scheme, with those who offer less required to explain their reasons to voters.

Pickles said: “We want to do all we can to support hard working social tenants to achieve their aspirations and seize what can often be a life-changing opportunity. “In the past tenants may have felt trapped in their existing accommodation when they needed to move to take up a job. We want to make sure that people who have a social tenancy but need to relocate to a new community because of work or training will no longer find themselves back at square one – at the back of the housing waiting list in a new authority area. “Tenants who want to work hard and get on should be supported in this goal not penalised because of it. “Councils will have to work together to make sure tenants across the country will not have to make the choice between employment READ MORE: and tinyurl.com/kd3q89r housing.”

£525 million has been made available from the Builders Finance Fund to resume work on almost 13,000 new home builds stalled by the housing crash in 2008. A shortlist has been published of over 169 smaller housing developments across the country that could win a share of the fund, with developers invited to tender their bids over the coming months. Eric Pickles said: “Thanks to the Builders Finance Fund, work will get started on over 160 sites across the country that had been brought to a standstill by the 2008 housing crash. “This half-billion pound government investment will ensure we deliver up to nearly 13,000 new homes, and the same number of jobs, getting workers back on site and Britain building.” READ MORE:

tinyurl.com/pmkrlrs

Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

GB News

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

ENVIRONMENT

Landfill fund ‘not reaching communities’ The Treasury has announced that it will be considering different options in consultation to improve the Landfill Communities Fund after finding funds aren’t reaching communities as quickly as they should. The Landfill Communities Fund has provided £1.2bn in total funds for community projects since 1996 but figures show that environmental bodies accumulated large amounts of unspent money and that money was not reaching communities as quickly as it should. The government therefore challenged environmental bodies to reduce the amount of unspent funds by 15 percent by April 2012, which was extended to 25 percent by April 2014. New figures show that overall environmental bodies have not met the government’s challenge to reduce their

unspent funds by 25 percent by April 2014, with funds only being reduced by 17 percent. The Landfill Communities Fund was introduced alongside the Landfill Tax in 1996 and allows landfill site operators to claim a credit against their landfill tax liability for voluntary contributions made directly to environmental bodies. Environmental bodies then use these contributions to fund a variety of projects such as maintenance or improvement of public amenities and conservation of species or habitats. The government will now consider different options in consultation with landfill site operators, environmental bodies and their regulatory body, ENTRUST to improve the flow of READ MORE: funding to tinyurl.com/nquj8ez communities.

EMPLOYMENT

Men falling behind in labour market, study finds The UK Commission for Employment and Skills (UKCES) has published research indicating that women are outstripping men with regard to skills and career opportunities, with the gender gap expected to widen even more in the next couple of years. The authors of the report predict that just under half (49 per cent) of women will have degree-level qualifications by 2020, up from 38 per cent now, and that they will secure around two thirds of all high‑skill jobs created between now and then. A rise in men’s qualification levels is also predicted but it is thought that their overall numbers will be lower, coming to around 44 per cent with skilled qualifications. Frances O’Grady, General Secretary of the TUC and a Commissioner at UKCES said: “The fact that skills levels are predicted to increase is welcome news. Skills matter – they increase a worker’s pay, their job satisfaction and boost the economy. “The increased disparity between men’s and women’s skill levels is concerning for both sexes. Men are finding to [sic] harder to get skilled jobs, while for many women their higher qualifications are not leading to better pay and jobs. “Tackling inequality – in skills, qualifications and pay, and for both sexes – is essential if we are to have a prosperous and stable future.” Michael Davis of UKCES commented on the finding that while overall skill levels in the

GOVERNMENT BUSINESS MAGAZINE | Volume 21.5

WASTE COLLECTION

Councils asked to consider impact of austerity on waste collection

Local authorities are being urged to respond to a survey to gather data relating to the impacts of austerity measures on councils’ waste, recycling and street cleansing services. The survey is being handled by RicardoAEA on behalf of the Chartered Institution of Wastes Management (CIWM), and will allow for best practice case studies to be developed. While it is clear that cuts to public funding have had a significant impact on local services, it is less clear what the specific impact has been on waste, recycling and street cleansing. The research will also identify innovative solutions implemented by councils that have led to a more efficient READ MORE: service being tinyurl.com/ks7dyjz provided.

POLITICS

Institute for Government report suggests the public ‘don’t trust government to keep election promises’

UK look set to rise, the country may well lag behind other nations: “The fact that we are failing to keep pace with other nations when it comes to developing the skills of those at the lower end of the spectrum is concerning. The productivity gap between the UK and other nations growing, and addressing this ‘long tail’ of low skills is vital to sustaining growth over READ MORE: the long tinyurl.com/kgucfa3 term.”

Nearly two-thirds of people think political parties in the UK generally do not keep their election promises and fewer than one in five think politicians are good at explaining how their policies will be paid for, according to a poll for the Institute for Government. Publishing its Programme for effective government report, the think-tank said the clear message from the public, ahead of the final party conferences before next year’s elections, was that politicians should not make promises they cannot keep. According to the Populus poll of 2,040 adults in Britain, around two-thirds say they would be more likely to vote for a party that demonstrated how it would implement its manifesto pledges. However, only a few (15 per cent) are confident that parties know how they will fulfil READ MORE: their polices in tinyurl.com/qjepmhf government.

KGN Pillinger – a leading manufacturer and service provider of bespoke water pumping systems Late last year, 800 feet high in the Cotswolds, the Gloucestershire village community of Upper Rissington was faced with low water pressure and supply problems. With a bright new neighbourhood development underway at Victory Fields, former home of ‘Little Rissy’ Royal Air Force base, the ageing water supply system and pumping equipment was not able to cope with the increased demand which, combined with the extreme weather at the time, led to regular periods of water restrictions for the residents. Albion Water recognised the need for a complete overhaul and upgrade of the water supply pipe network and pumping system and instructed DT Civils, civil engineering and pipeline specialists, to supply and coordinate the necessary improvements, in particular the water boosting equipment needed to pump the additional requirements for water to the village. John Jones of DT Civils said: “Time was of the essence and we required a single solution for the water pumps, electrical, pipes and connections all under one roof. “We chose KGN Pillinger as we knew

they would be able to assemble all the components, supply and install a complete booster set and kiosk to specification and within the time frame required” KGN Pillinger has a long history in the water pumping world. In 1926 G.C. Pillinger & Co. designed and patented the first automatic water pumping plant, known as the ‘Bruston Pumping System’. Originally founded in 1967, KG Norman Electrical and Mechanical Engineers acquired the pumping division of Pillinger and Co. in 2003 to form KGN Pillinger. Today, KGN Pillinger continues to grow

Case Study

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

and operate from a 20,000 sq. ft. modern premises in Croydon, Surrey. The company works in partnership with the water, industrial and building services industries throughout the world to provide complete engineering solutions and support for all their client’s water pumping requirements. From planning and initiation, projects are managed through advanced 3D Computer Animated Design (3D CAD) and Building Information Design (BIM). Blueprints are available for clients to view, allowing for amendments to be made throughout the design process and with the ability to fabricate the stainless steel components used in the booster sets provides a complete bespoke solution. It is due to this attention to detail and careful planning between Albion Water, DT Civils and KGN Pillinger, the residents of Upper Rissington can once again enjoy a constant and reliable supply of water. FURTHER INFORMATION Tel: 020 8681 0097 sales@kgnpillinger.com www.kgnpillinger.com

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GOVERNMENT BUSINESS MAGAZINE | Volume 21.5

Collaborative Procurement

PROCUREMENT STRATEGY

COLLABORATION THE KEY TO EFFECTIVE PROCUREMENT On average, collaborative procurement is estimated to be generating savings of 10-15 per cent for Local Authorities across the UK. Given the savings potential, it is vital that there is better coordination of procurement activities to ensure value for money is secured. Government Business looks at the recent local Government Association’s National Procurement Strategy The March 2014 Communities and Local Government Committee Report called on councils and the Local Government Association to invest now to ensure procurement skills are embedded across councils, particularly to ensure the benefits of collaborative procurement practices. To report recognises the value in local authorities adopting a collaborative approach to procurement, as the number of shared procurement services doubled during 2011-12 with 75 councils now in 16 formal joint purchasing arrangements. This is set to increase. Committee chair Clive Betts said: “Local government has a responsibility to show that it can put its own house in order. If it does not, we fear DCLG will opt for compulsion.” “Procurement is too important to be viewed as a niche function conducted in back offices. It is central to delivering and managing the services that people rely on every day, from having their bins emptied to receiving social care. Without effective procurement local government will cease to operate. “We need investment now so that staff right across councils gain the skills needed for effective procurement. At times staff, unsure of the needs of local residents and business – especially small local businesses – fall back on wasteful bureaucracy. This has to stop.” “Significant additional savings can be made if collaboration on procurement between authorities becomes the default for certain purchases. The inquiry looked at whether local government would benefit from using a centralised procurement system like central

government’s Crown Commercial Service. The view was that local authorities needed to retain local control over procurement, in order to best meet local needs. Some national arrangements, such as for energy purchase, might be beneficial, but local authorities should be able to enter these if they choose, not to be forced to.

for social value”, and that government procurement needs to “modernise in terms of scope, use of technology and practices and procedures”. To do this, councils need to ensure procurement staff are more commercially minded, encourage supplier innovation, adopt e-procurement and take advantage of the “opportunities presented by the new EU directives”. NATIONAL STRATEGY Councillor Shirley Flint, Deputy In July, following it’s Chair of the LGA’s Improvement es i t i r Annual Conference in and Innovation Board, says in o h t Au gate e Bournemouth, The the Strategy’s preface: “If r g g a Local Government we are going to manage should through Association’s National our way through a spend llaboration o c Procurement Strategy further period of budget e s v e i c t effec haring servi Document was reductions and put life s s or by mmon good published. Among the back into local economies, on co ices without recommendations, we must get better value v it states: “Councils from the £38 billion of and ser omising the r should be engaging revenue funding we spend p l om a i c r soc more with each other each year with our suppliers.” need folue to manage performance “Let’s be clear, we are not va and transparency of talking here about getting a better suppliers as long as this is deal on paperclips. We are talking proportionate to the budget and level about how we commission major public risk in the contract. Councils should actively services that affect the lives of millions of local manage major/common suppliers and people and how we commercially manage build higher volume of orders to reduce the suppliers with whom we contract.” supplier prices. Councils should proactively “In the past, there has been a poor discourage the use of long or inflexible perception across the whole public sector contracts and single supplier arrangements.” of the value that strategic procurement can The strategy also recommends that bring, but now is the time for councils to authorities should “aggregate spend recognise this and lead the drive to realise through effective collaboration or by those benefits. It is time for councils to use sharing services on common goods and procurement and commissioning to work services without compromising the need together with a focus on developing strategic E

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PROCUREMENT STRATEGY

“Councils cannot work in isolation. We need to collaborate on procurement and wider commercial activities and to gain maximum benefit we need to work with partners from right across the public sector” Martin Reeves, Coventry City Council  improvements that will help reduce costs and improve community benefits for our localities. EU PROCUREMENT DIRECTIVES The 2014 EU Procurement Directives came into force on 17 April, and EU member states now have two years to implement them in national legislation. The Cabinet Office is preparing ambitious plans for early transposition, so that the UK can take advantage of the additional flexibilities in the new rules as soon as possible. To help raise awareness of the new EU Procurement Directives, the Cabinet Office arranged more than 200 face-to-face training sessions on the main changes in the directives for people working in the public sector. Authorities and business will have earlier access to simpler and more flexible rules, freeing up markets and facilitating growth, in particular allowing shorter, less burdensome, procurement processes. COLLABORATION Commenting on the LGA strategy, Martin Reeves, chief executive at Coventry City Council and national procurement champion for local government, said: “All of the key participants in the local government sector have come together to speak with a single voice in this strategy and to support its delivery. It is also very encouraging that we have received input from private sector and VCSE umbrella organisations including the Federation of Small Businesses (FSB), National Federation of Builders (NFB), Confederation of British Industry (CBI), Federation of Master Builders (FMB), National Council for Voluntary Organisations (NCVO), National Association

for Voluntary and Community Action (NAVCA) and Social Enterprise UK (SEUK).” “Councils cannot work in isolation. We need to collaborate on procurement and wider commercial activities and to gain maximum benefit we need to work with partners from right across the public sector. Collaboration will be a major theme for me as procurement champion.” IMPLEMENTATION IS THE KEY Commenting on the Strategy, Peter Smith, managing director of Spend Matters, concludes that while there are plenty of good ideas contained in the document, there is little information on how the will be implemented. Smith said: “This is not the first time we’ve had a strategy for local government procurement. We have had many over the years. TYhat is not in itself a reason to criticise this one, but it does raise the vital question – how will the decent ideas in here be implemented?. The problems have come in the implementation, and those issues are as relevant as ever now.” L FURTHER INFORMATION Select Committee Report – March 2014 tinyurl.com/ll5kyyn EU Procurement Directive Training Materials tinyurl.com/kfqrg22 National Audit Office Report – Transforming Government’s Contract Management September 2014 tinyurl.com/nkfkjva

LGA updates Shared Services Map The LGA has re-launched the national shared services compendium and map which now shows that at least 337 councils across the country are engaged in 383 shared service arrangements resulting in £357 million of efficiency savings. At least 95 per cent of all English councils are sharing services with other councils. Local government spends around £45 billion over a quarter of its annual expenditure on procuring goods and services from third parties. Many local authorities are working to improve their procurement operations in order to: cut council costs and reduce the burdens on those doing business with them, strengthen links with delivery of community objectives, improve risk management and reduce fraud. However, progress has been too slow as well as patchy across the country. The local government sector now needs to step up to the mark. SEE THE SHARED SERVICES MAP: www.local.gov.uk/shared-services-map

Thurrock invests in process and training to generate savings

Collaborative Procurement

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An overhaul of procurement processes at Thurrock Council has generated savings of more than £200,000. Skills development training and procurement process changes have combined to help cut the council’s annual third party spend of almost £170 million. Procurement specialist Ken Cole said the work included training nonprocurement staff to challenge suppliers and not accept the first price offered. “They actively challenge now and ask about cost breakdowns and things like that. It gets the respect. Suppliers and providers don’t regard them as being a soft touch,” he said. Cole introduced a new policy that no contract will be extended without a full performance and cost review, and a monthly ‘saver award’ is now presented to the employee or team that makes the best saving. The project also involved “unifying the management of the commissioning and procurement process”. “The key issue was that, like a lot of the public sector, procurement and commissioning had not been taken seriously,” said Cole, who is part of the East of England Local Government Association Talent Bank, a scheme that provides expert support to councils. “Everyone worked in their areas but didn’t put everything together. People were pulling in different directions.” The work was complicated by the fact that tendering and contract awards are outsourced to Serco, with other processes dealt with by the council’s procurement team. Cole said he redrafted the service level agreement with Serco, extending it from half a page to 25 pages. “The key was to unify the whole process,” he said. Savings in categories such as postal services, catering, furniture, IT and consultancy have already been realised. The project has a target of reaching £900,000 savings. Steve Cox, assistant chief executive officer at the council, said: “This has been a hugely innovative transformation project which has allowed us to fully understand how we can most effectively commission and procure £170 million of goods and services each year.” FURTHER INFORMATION tinyurl.com/p6rlmw5

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Interim procurement and project management Jempep Procurement offers dynamic procurement advice and delivery by means of mobilising personnel to its varying industry sector clients on an interim basis in order to make a quick impact but with lasting value. To date, Jempep has proudly served thirteen clients in its seven year history. Services include very short interim assignments up to three months to longer term projects of 9-12 months if required. Jempep’s philosophy is not to delay and drag out an assignment but to work honestly with its clients to scope out the requirements and timescales and crucially, deliver and exceed the required outcome. Jempep is able to embrace procurement talent and can

offer an individual or a team of people who can understand and meet a client’s needs in a timely manner. Jempep also ensures no compromise to quality of product or service. The ethos of the company is to balance stakeholder management in a professional way but also to ensure that results are delivered. Jempep has a concern that consultancies sometimes concentrate too much on the ‘sales pitch’ without either the knowledge, experience or the drive to make things happen at the ‘coal face’ FURTHER INFORMATION Tel: 07794 101149 marcus.pendlebury @jempep.com www.jempep.com

Summit Energies are a bespoke renewable energy company specialising in commercial and Domestic projects all across the UK, Ground Source Heat Pumps, Air Source Heat Pumps, Solar Thermal and Solar panels. Fully trained and installed by registered MCS Engineers. Please feel free to talk to our experienced team. Call us now on 01291 421 671 Visit www.summitenergies.co.uk Email energy@summitenergies.co.uk

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The company offers dynamic procurement advice and delivery by means of mobilising personnel to its varying industry sector clients on an interim basis to make a positive and timely impact. To date, Jempep have proudly served thirteen clients in its seven year history with extensive experience of the public sector including Central Government Departments, Local Authorities, Health and Education sectors. We would like to talk to your organisaton about our “quick wins cost efficiency model” and tell you more about our dynamic, proven approach. For a no obligation further discussion, contact:Managing Director, Marcus Pendlebury Mobile: 07794 101149 Email: marcus.pendlebury@jempep.com For more details about our company, our service and what our previous clients say about us, visit www.jempep.com

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PROCUREMENT

THE FUTURE OF PUBLIC-SECTOR PROCUREMENT

The International Association for Contract & Commercial Management looks at the future of public sector procurement and the challenges we will face in years to come The Confederation of British Industry (CBI) recently issued a report calling for increased investment in public-sector commercial and contract management skills. A series of reports from the National Audit Office, together with independent research by The International Association for Contract & Commercial Management (IACCM), indicate the scale of financial benefit that could result from improved contracting. The global financial crisis had a radical impact on public-sector procurement. Costs came under sustained and unrelenting pressure, yet social expectations of service availability and quality continued to rise. ‘Value for money’ and ‘outcomes’ are now fundamental tenets, yet these are not well supported by the legacy systems and training provided to the procurement profession. TRANSITION As a result, procurement practices are struggling to escape from a system based on ‘lowest price’ and ‘inputs’. This fundamental mismatch can easily result in poorly defined requirements, selection of the wrong supplier, an inappropriate contract and an absence of sustained performance oversight. A whole new class of acquisition and service delivery is emerging, demanding a radical shift in internal organisation and skills and external cooperation and methods. Such a transition is problematic for any organisation, public or private, but UK Government is beginning to embrace the change. Examples include the creation of a consolidated Crown Commercial Service, a robust campaign of external recruitment and the emergence of the Cabinet Office as a quasi ‘shared services centre’. The Government is actually far ahead of many suppliers in developing an integrated contract and commercial capability. While these positive steps will steadily change the overall environment for public procurement, more urgent action is needed within many local authorities to meet their budgetary challenges. For example, there is a need for greater focus on approaches to risk management. The market is moving toward more agile

approaches to managing risk, while the public-sector tends to rely heavily on negative incentives to perform. These tend to mask risk, by failing to encourage openness or transparency and often leading to a culture of blame. COLLABORATION Outcome-based relationships demand increased collaboration. This does not mean weak governance or the absence of rigour in performance management – in fact the opposite is true. Collaborative contracting is designed to drive efficiency, minimising

working with UK Government on a ‘Commercial Skills for Leaders’ program, as well as delivering similar services to the public-sector internationally. With 30,000 members across 150 countries, the association is made up of contract and commercial managers, negotiators, legal and supply chain professionals. IACCM members gain access to the thought leadership and practical tools that are essential for competitiveness in today’s business environment. IACCM provides insight to the leading-edge contracting and commercial skills, policies, procedures and methods that are fundamental to managing organisational and individual risk. This insight equips professionals and their leaders to implement best practice governance of contractual commitments and trading relationships. WORLD-LEADING ANALYSIS IACCM is a world-leading source of independent analysis, informed debate and influential thought leadership for innovation in global trading relationships and practices. A dedicated staff and expert member network provide assistance with business or career related questions. IACCM hosts exclusive member-only events,

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The global financial crisis had a radical impact on public-sector procurement. Costs came under sustained and unrelenting pressure, yet social expectations of service availability and quality continued to rise. the time spent repetitively dealing with the same issues, or extinguishing the same fires. As examples, the growing use of agile contracts and relational contracts indicates increased understanding that parties must work cooperatively to deliver sustained value. Yet these forms of contract are at present little used in the UK public-sector. There are excellent opportunities for procurement professionals to grow their status and contribution, but this demands a readiness to learn and adopt new approaches. So, what can you do to ensure that you achieve the best value for money from your supplier relationships? Developing procurement’s skills in commercial and contract management is a good place to start. ABOUT IACCM The International Association for Contract & Commercial Management is a non‑profit association that enables both public and private sector organisations and professionals to achieve world-class standards in their contracting and relationship management process and skills. It is pleased to be

such as ‘ask the expert’ calls and webcasts, member meetings and regional conferences. Access an extended professional network through online tools and local, regional and global member meetings and networking groups and build a professional development program to meet your needs – incorporating skills assessment and benchmarking, learning and professional certification. Browse and apply for positions at all experience levels, or advertise a job opening. IACCM members have free access to the industry’s most active jobs forum.  FURTHER INFORMATION For a selection of free tools and resources for public-sector procurement, visit www.iaccm.com/public-sector

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Procurement

FRAMEWORKS

Written by Sally Collier, Chief Executive, Crown Commercial Service

TAPPING INTO GREAT COMMERCIAL MINDS

The Crown Commercial Service was launched in April, bringing together the government’s commercial capability into one integrated organisation. Chief executive Sally Collier describes what the organisation has achieved since its inception and shares some future insight into procurement reforms We are in the middle of a very exciting period of transition at the Crown Commercial Service. Since starting the journey towards the end of last year, and formally launching in April, we have already made huge strides forward in establishing our new all-encompassing commercial service. The Crown Commercial Service exists to bring together Government’s commercial capability into one integrated organisation; and I am privileged as Chief Executive to be

working with some of the most dedicated and experienced commercial brains at this time of continuous growth, progressive change and increased accountability. We offer three principal services; great commercial deals where customers can buy goods and services, expert commercial advice and delivery of the government’s policies of the day, such as a new legislative framework for procurement and 25 per cent of central government business delivered by SMEs.

GREAT COMMERCIAL BRAINS The Crown Commercial Service Board has been strengthened by the introduction of the best commercial minds from both public and private sector. Earlier this month Ed Smith, the former Chief Operating Officer and Strategy Chair of PwC’s Global Assurance business joined us as non-executive Chairman. Buying is an integral part of our service offering. By purchasing once as the Crown, our commercial delivery team under the direction E

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A company you can trust Delivering Savings on office products to the Public Sector for over 20 years! The products you want The prices you need The service you demand As the Leading Office Supplies Partner to CCS via the RM781 framework, Supplies Team Solutions can offer the following: • Lot 1: A “one stop shop” providing a complete requirement across lots 2, 3 and 4 • Lot 2: Desktop Office Supplies, Cut Paper, Business and Specialist Stationery • Lot 3: Electronic Office Supplies and Electronic Storage Media • Lot 4: Small Business Machines The Wider Public Sector Office Supplies agreement provides you with a competitive route to market for the supply and delivery of all your office supplies requirements through all four lots.

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FRAMEWORKS Lord Young’s procurement reforms Removing pre-qualifying questionnaires (PQQs) for all low value contracts and standardising all others. Increasing the visibility of opportunities by advertising tender opportunities through the refreshed Contracts Finder web portal. Introducing prompt payment within 30 days all the way down a public sector contract supply chain.

Procurement

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Our technology team has launched a dedicated aggregation service which is working with customers to develop opportunities to combine common technology requirements. This is yielding excellent results and is a great example of the added value services we have introduced  of Matt Denham who joined us earlier in the year from global buyers Xchanging, provide both our central government and wider public sector customers with more efficient and innovative ways of buying common goods and services. This can be anything from stationery,

electricity, cars, temporary staff and IT hardware & software. This makes budgets work harder and allows more funds to be dedicated to frontline services. The advisory services provided by the commercial advice team range from the renegotiation of complex contracts to helping E

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FRAMEWORKS

Procurement

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 resolve disputes. Lawrence Christensen CBE, who has over 20 years of board level experience as a director of various FTSE 100 companies, is the latest addition to our Crown Representatives team, a network of experienced business leaders assigned to key suppliers to ensure government acts as a single customer and that contracts provide the best value for money.

A of number are in es inititaivipeline the p asier for it e to makeesses to bid busin e suppliers m to beco he public to t sector

POLICY INITIATIVES AND SMES Our policy team has made excellent progress and new legislation is on its way, renegotiating with the EU to help improve and simplify the tender process. A number of initiatives are in the pipeline to make it easier for businesses of all sizes to bid to become suppliers to government and the public sector. By improving engagement with suppliers before procurements commence, we are confident that we can develop contracts that leverage the latest innovations available and can be delivered by a wide range of suppliers to meet our customers’ needs. What’s more, by simplifying the entire procurement process we believe we will encourage the best bidders E

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The Commissioning Academy The Cabinet Office and its partners developed the Commissioning Academy as a development programme for senior leaders from all parts of the public sector. It is designed to equip a cadre of professionals to deal with the challenges facing public services, take up new opportunities and commission the right outcomes for their communities. The academy is supported by the Local Government Association, the Department for Communities and Local Government, the Ministry of Justice and the National Offender Management Service, the Department for Education, the Department of Health, the Department for Work and Pensions and the Home Office. The Commissioning Academy consists of master classes, workshops, guest speakers, site visits and peer challenge.It uses practical, peer-led learning, covering key commissioning issues such as: outcome-based commissioning; whole-systems thinking, bringing all facets of public services together to deal with issues; working with the voluntary and community sector; behavioural insights; market engagement and development; alternative funding models, such as social impact bonds;

 for public sector contracts, regardless of size. The ‘Lord Young’ reforms, set to be implemented later this year, will improve payment performance across the supply chain by ensuring all suppliers are paid within 30 days. They will also remove Pre-Qualification Questionnaires (PQQs) for contracts below £100,000, and introduce a standardised questionnaire for high value agreements, making it simpler and easier for suppliers to bid.

EARLY ACHIEVEMENTS We are very proud of the successes we have already achieved in such a short period of time. Our work involves big numbers. We have supported customers in delivering procurement and commercial savings of £5.4 billion through price and demand savings and centrally renegotiating large contracts. Over the 2013/14 period £13.1 billion of central government and wider public sector spend came through our procurement solutions, marking a 15

The CCS has supported customers in delivering procurement and commercial savings of £5.4bn through price and demand savings as well as centrally negotiating large contracts. Over 2013/2014, CCS dealt with over £13.1bn of spend The reforms will also promote greater transparency through an increase in the number of public bodies reporting how much of their spend goes through SMEs and voluntary, community and social enterprises. A new and improved ‘Contracts Finder’ tool, which will give suppliers easier access to opportunities, will be in place.

per cent growth on the previous year. Increasing commercial capability across the public sector is really important to us and such growth and development means we are keen to attract even more gifted individuals. A recruitment hub has been launched and we are now involved in the recruitment of all commercial posts to SCS level across government.

Procurement

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joint commissioning across organisational boundaries; and new models of delivery – such as mutual and joint venture companies. Each participant is a part of a mixed sector cohort of up to 30 people. The cohorts are designed to provide as much diversity as possible to maximise learning from experiences across central and local government and other public sector organisations. The academy aims to bring together commissioners from a variety of organisations, sectors and services areas as cohort groups. Sectors include: central government; local government; justice sector bodies; health bodies; and ‘place-based’ groups (where local authorities, health bodies and others are working together in one area). Potential candidates include anyone who is involved in defining policy, shaping public service provision or deciding how to provide services to citizens to get the best outcome. Even if you don’t see yourself as a ‘commissioner’ you may be a good candidate for the Academy. The Commissioning Academy is open for applications for future cohorts. If you think that your organisation would benefit from the Academy, contact us: info@ccs.gsi.gov.uk

LAUNCHING CAREERS A Commercial Graduate Fast Stream Programme and Fast Track Modern Apprentice Programme have also been launched, providing excellent opportunities for skilled and dedicated young people looking to forge a commercial career in the civil service. The acclaimed Commissioning Academy, which gives senior public sector commissioners an opportunity to develop their skills, has been branded a ‘must attend’ programme by Minister for the Cabinet Office Francis Maude. It is set to double in size and further its commitment to the strengthening of commercial skills. In fact, Norfolk County Council was so impressed when they took part in the academy that they have worked with us to set up their own local academy; and the success of this pilot has encouraged plans for a country-wide network. The academy has already boosted the commissioning skills of more than 250 public sector leaders and the ambitious target of 1,500 attendees by late 2016 has been set. Also, a recent pilot for a Commercial School was attended by 24 delegates from the Crown Commercial Service and the wider Cabinet Office over three intensive days, with attendees challenged to find innovative ways to deliver success and generally improve their commercial capability. E

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Results that speak for themselves Our experience in transforming public sector procurement is unparalleled. We work flexibly with organisations helping them find the right path to improve commercial performance creating the right balance of people, process and technology .

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FRAMEWORKS  A MANAGED SERVICE In other areas, our ‘managed service’ is growing to provide a fully-managed end to end transactional procurement function for central government customers, and is now being delivered to several departments, including the Department for Work and Pensions, the Ministry of Defence and the Department for Transport. We are now providing a service for £750 million of department spend on common goods and services and remaining departments are set to come on board over the next year. We also have plans to extend this service offering to wider public sector customers in the future. The introduction of new contracting models is also helping us open up markets to new suppliers of all sizes, but in particular SMEs. Our G-Cloud and Digital Services agreements are great examples of this, with SMEs making up more than 80 per cent of the suppliers in each. These numbers, alongside the fact that more than half of the suppliers available through our agreements are SMEs, give real momentum to the Government’s aspiration for 25 per cent of central Government spend to go through SMEs by May next year. Our Technology team has also launched a dedicated aggregation service which is working with customers to develop opportunities to combine common technology requirements. This is yielding excellent

Procurement

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CCS’ latest Mobile Voice and Data Services aggregated further competition achieved savings in excess of £5.1 million. The team is now rolling out a comprehensive programme of regular aggregation opportunities to ensure we can achieve equally impressive results in other common technology areas results and is a great example of the added value services we have introduced for our customers, proving we are no longer just a ‘framework factory.’ For example, our latest Mobile Voice and Data Services aggregated further competition achieved savings in excess of £5.1 million. The team is now rolling out a comprehensive programme of regular aggregation opportunities to ensure we can achieve equally impressive results in other common technology areas. PRIORITIES FOR YEAR AHEAD However, our journey is far from complete. We have a significant journey to become a truly excellent commercial service provider. We have set ourselves some ambitious savings targets for this year and commitments to our customers to continue to develop our

managed service so that they can focus their resources on their specialist commercial activities. More skilled people will be recruited and leading edge learning and development (L&D) programmes will be developed. Ensuring we are a genuine customer service business will take time but our foundations are built. We have established a dedicated network of business partners for health, local government, education and police and we have a remit to ensure we fully understand our customers’ specific needs and that we can meet their expectations as we deliver a range of new and innovative procurement solutions. L FURTHER INFORMATION www.ccs.cabinetoffice.gov.uk

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Recruitment

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

Intalex – addressing recruitment supply and demand imbalances within the public sector 45 per cent of people who work in the public sector do not believe the UK has the skills required to deliver public services effectively*. In Ireland there’s crippling skill shortages in the public sector and skill shortages are rife in the healthcare and construction sectors. Skills shortages in key sectors are difficult challenges to overcome and current recruitment trends and behaviours are simply not working. It’s become increasingly difficult to even speak to the right people never mind hire them. Preferred supplier lists are a widely accepted method of managing agency relationships. However, if they were an effective method of recruitment you simply wouldn’t be reading this. PSL’s require a lot of handholding and communication and don’t always deliver on their promise, even if an company is tied to an SLA for getting to your PSL they always have the back up of the skills shortage. Supply is shrinking and demand is increasing, this is bad news for organisations looking to hire as they pay 15 per cent or more to fill essential roles. With budgets in public sector organisation’s coming under increased scrutiny it’s now more important than ever to take steps to reduce the cost of hire. Reading proposals, weekly meetings,

hundreds of emails and chasing the agency or being chased by the agency are all time consuming processes. These activities take away from the real objective of delivering public services. Public service organisations need an easier method of recruitment that frees up their time to serve the wider public. Intalex can help your organisation overcome these challenges. Companies on Intalex have access to thousands of agencies and recruiters spanning the globe who collectively have access to thousands of readily available qualified candidates capable of fulfilling your requirements. The platform is designed to assist HR professionals in managing agencies as all interaction is carried out through the platform.

You only deal with recruiters who supply high quality candidates for your roles and finally, you have unlimited job posting on Intalex. It’s not just a job-posting platform as this platform puts the employer company in control of the fee that you pay agencies. Public sector leaders can take one step today to solve the talent crises they’re faced with or will be faced with in the future. Visit the website to find out more.

* IBTimes.com, 2014 http://www.ibtimes. co.uk/skills-shortage-threatens-uk-publicsector-reforms-workers-warn-1443272 FURTHER INFORMATION www.intalex.com

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EMPLOYMENT ISSUES

Recruitment

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

Written by Louise Tibbert, president, PPMA

THE FORCES SHAPING PUBLIC SECTOR HIRING

Louise Tibbert, president of the Public Sector People Managers’ Association, talks about how issues like demographics and rising case loads are affecting the public sector workforce The public sector is a generic term for a wide range of employers spanning the civil service, education, prisons, police, fire, the NHS and local councils. The ONS data for June 2014 states that nearly 5.5 million people work in the public sector, which is slightly less than in 2013. The NHS is still the largest public employer with around 29 per cent of the 5.5 million followed closely by education. The civil service and local councils have been gradually reducing in size by 159,000 between January 2009 and June 2014. The public sector is often collectively the largest employer in some regions or cities ranging from 15 per cent in the East of England, London and the South

The total workforce is therefore now much more complex and covers many more people and jobs that you might imagine and is very hard to actually define. So, how much does all that matter? Well not too much in my view. What does matter is how good the services are for those who make use of them and whether they offer value for money. It also matters how those workforces are recruited, managed, treated and developed so that they are motivated and committed to the people they serve. CHALLENGE The sourcing of talent for all sectors is becoming challenging once again as the private sector escalates its recruitment activity. My own sector, local government, is now experiencing a steady ‘leakage’ to other sectors on the back of continued pay restraint and budget cuts. In many locations and for some roles, where demand and supply are out of equilibrium, the challenges and impacts on services are much more acute. I have heard of services where as many as 70 per cent of roles are covered by agency 

al The tot e is rc workfo e now r therefo e complex or much m rs many more e and covple and jobs peo u might that yo gine ima

East to the highest of 27 per cent in Northern Ireland. It is still a huge workforce for a population of 64.1 million, but this seriously underplays the role that the private and charity sector partners increasingly have in delivering and supporting public services. We are also seeing a variety of trading companies, including employee mutuals, emerging to deliver public services.

Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

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EMPLOYMENT ISSUES

Louise Tibbert

Technology is enabling a huge shift in approach for the better but we need to remember that in times of high demand and low supply that the people will choose their employer with care  workers because they cannot recruit. The response is not just about recruitment and attraction. Image is an issue for the public sector when social workers, care workers and hospitals come under the spot when things go wrong. That is because people and organisations in the public sector deal with life and death issues everyday – and sometimes they get it spectacularly wrong but on most days for most people it is right. Change is coming and culture and performance are now in the spot light much more. DEMOGRAPHIC ISSUES Services are being redesigned around the ‘customers’ within the budgets that are available. From where I sit public service is generally getting its act together for the better. However, there are still big questions about affordability given the demographic challenges that we all face. The demography challenges also affect workforces in two ways. Firstly, how can we find enough care workers to meet the rising demands for support at home? Secondly, older workers are now the fastest growing age group in the national labour market. By 2020 it is predicted that a third of workers will be aged over 50 and offer a ‘vast and untapped talent’ according to the Government’s recently launched Fuller Working Lives initiative. This will cause us all to re-think

our workforce strategies for the future. At the other end of the age spectrum many young people are struggling to get into work. The recent outcomes from research by the Princes Trust with the HSBC stated that three quarters of British businesses believed that the UK would be in a skills crisis within three years. A third of businesses are already struggling to fill entry-level roles and being urged to invest in vocational training. As the demand for skills picks up in the wider economy the public sector will face even more recruitment challenges. In my own organisation and an area of relatively low unemployment, we are already experiencing difficulty in recruiting for roles at all levels: from catering assistants to social workers and for senior roles like directors. Commissioning and commercial skills are also in short supply. RECRUITMENT TACTICS We need to really understand the local and national markets we are working in and also try to plot what the future holds. So work force planning and big data, and understanding how to shape recruitment markets are emerging as key skills for HR teams. For many local councils the most acute challenge is the recruitment of social workers. There are plenty, although not nearly enough, in the agency supply chain enticed by the offer of higher pay, albeit in interim roles and with the

Recruitment

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

ability to walk into another council if things do not work out. Higher case-loads on the back of cases like ‘Baby P’ and poor Ofsted inspections in some areas have increased demand and there are just not enough social workers to go around. The short-term response has been spiralling pay rates and pitching one council offer against others in the market for both permanent and agency workers. Some unsavoury behaviours have also emerged as recruiters deploy desperate tactics to talk to and then recruit social workers. None of this is sustainable in terms of budgets and the quality of service delivery to vulnerable children and adults, who get allocated yet another social worker every time one moves on. So how can we tackle this? The solution is complex and requires collaboration between employers and agencies over a period of time to get the whole market back in equilibrium. A few councils are trying to work together to solve this, whilst a minority are exploring the idea of setting up their own agency for social workers, which will not in itself solve the issues of under supply. The 21st century public sector workforce is emerging as much ‘blended’ than ever before across different employers focused on joined up delivery of services to people. It also includes ‘volunteers’ working alongside paid employees and tapping into areas of talent that may have been ignored before. Roles are being redefined as more multi-skilled rather than relying on professional boundaries for everything. This will take time and needs good managers and a supportive culture. SHIFT IN RECRUITMENT So what of recruitment? Well, it will still be important. Technology is enabling a huge shift in approach for the better but we need to remember that in times of high demand and low supply that the people will choose their employer with care. They need a positive experience from the very first human or electronic contact right through the recruitment process, induction and their subsequent employment. Human contact, team working, feeling valued and empowered, and culture remain key to attracting and retaining people. Most people come into the public sector because they want feel part of something worthwhile and this will not change. So, for me, the issue is not about recruitment as such. It is really about what value we place on future talent to deliver and shape public services for now and the future. It is about how we convince people of all ages, skill levels and backgrounds that working in the public sector is dynamic and interesting. It is a choice worth making and one that I am still proud of 26 years later.  FURTHER INFORMATION www.ppma.org.uk

Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

Case Study

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

The experts in securing and maintaining vacant properties for councils and housing associations With thousands of commercial buildings unoccupied and more than 750,000 residential properties empty, tackling vacant property has never been more critical. An empty property can quickly attract the wrong attention, becoming a target for vandals, thieves and squatters. Without adequate protection and management these properties are often subject to misuse and either deliberate or unintentional damage. With this in mind, local authorities across the UK and Europe are increasingly turning to Property Guardian companies to protect their assets prior to sale or development. While properties lie idle, Property Guardians move in, providing a low cost and social way to secure the surplus assets. While Guardians are in residence, a vacant property is secured against squatters, vandalism, arson and theft. The surrounding environment is positively improved as a sense of community is restored and with average annual savings of £70,000 per building per year, it is the most cost effective solution on the market. Property Guardians are required to meet stringent vetting criteria, reassuring clients that their assets will be secure and well maintained throughout the duration of management.

Michael has been a Property Guardian since 2007. In that time he has lived in five properties, his current home is a former police station in Greater Manchester. Michael says he values the “space and affordability of the accommodation”, paying just 35 per cent of the going local rent inclusive of all bills. Have a vacant building and want to make some money out of it? Camelot offers ‘Make Space Pay’, a service designed to generate income for owners of vacant property. Using its extensive experience in the world of filming, photo shoots, external advertising and events, Camelot will manage each individual project from inception to completion with minimum disruption to the client.

For councils, making use of property resources in a way that will benefit local communities is of paramount importance. The Make Space Pay model is a great way of doing so, utilising otherwise wasted resources for a variety of projects and social uses. Camelot Property Management helped conservation charity Elephant Family to use a former library storage warehouse in East London, where 200 life size animal sculptures were painted and later distributed across Edinburgh generating PR for all parties involved. FURTHER INFORMATION Tel: 0845 262 2002 cameloteurope.com/gov

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GOVERNMENT BUSINESS MAGAZINE | Volume 21.5

PUBLIC SECTOR ESTATE

RETHINKING COUNCIL ASSET MANAGEMENT

In light of a recent Audit Commission report into how local authorities are achieving value from their property assets, Government Business reviews current advice for council leaders

The issue of how publicly owned property portfolios should be managed has come under the spotlight, with a recent report from the Audit Commission questioning whether current practices succeed in making the most of what in many instances is a highly valuable asset. Worth an estimated £169.8 billion in 2012/13, the local government estate is divided into two chief categories – ‘operational’, or those buildings that are used to house key public services like education and social care, and ‘non-operational’ buildings including investment properties and properties up for sale. The Audit Commission’s June report, titled Managing Council Property Assets: Using Data from the VFM Profiles, lists a number of criteria for how Government should handle these assets, falling under two main questions: ‘Are they using space efficiently?’ and ‘is there scope to release value from the estate?’ With assets designated as ‘surplus’ (meaning that they are not used for services or as an investment opportunity, and that there are no plans to sell the assets off) worth around £2.5 billion in total during the period examined in the report, councils could be sitting on a gold mine, the authors suggest.

This is especially significant considering the current spending climate in the public sector. STRATEGIC RESOURCES The Commission’s best practice guidelines include: treating land and buildings as strategic resources that can assist in delivering key objectives; selling or transferring property that is no longer needed; making buildings more efficient; and considering flexible working, digital service provision and sharing buildings between more than one organisation when deciding how space in publicly owned property is to be allotted. Councils are also advised to “maximise income” arising from investment properties and to rent out space in operational buildings that is not currently in use. Moreover, these targets should be met without impacting on the normal provision of Local Authority services. Audit Commission chairman Jeremy Newman comments on the advice published in the report: “To be clear, we are neither advocating that local government starts a wholesale sell-off of their land and property nor are we suggesting councils shouldn’t spend money on buying assets or on

investment to improve their existing property. What we are highlighting is a group of assets that do not provide immediate benefit to local communities, but still require councils to spend money on maintaining them. These assets have potential value for councils. “While not all such land or buildings may be sellable, councils should consider how much value they gain from surplus assets and how this could be increased. I urge councils to use the data held in the Commission’s ‘Value for Money (VFM) Profiles Tool’, such as spending on and value of land and property assets and ‘surplus’ assets, alongside their unique and detailed local knowledge, to regularly review if their estate is fit-for-purpose.” Councils have a number of options when considering how they can achieve maximum return on land and property investments. One possible route is to enter into a public-private partnership, for example a Local Asset Backed Vehicle (LABV). Under this model a corporate entity is created with ownership shared between a public sector body and a private sector partner. The state transfers land or buildings to the new entity, while the partner matches the value of these assets with cash. Proponents of this model claim that the private investment it brings to an area aids regeneration projects in blighted neighbourhoods. There have also been cases of councils collaborating successfully without any private sector involvement.

Land & Property Management

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

REDUCING PROPERTY EXPENDITURE One motivating factor behind calls to review our approach to public sector property is cost reduction. The ‘Managing Council Property Assets’ report notes that in 2012/13 £5.6 billion went on premises-related expenditure, much of this sum spent on old buildings that require ongoing intensive maintenance work. The Government Property Unit (GPU) aims to face this issue by ‘rationalising’ the Government estate, or reducing the number of properties it contains. The Ministry of Justice offers an example of this policy at work. The GPU has since 2010 been working to reduce the size of the Ministry’s estate by 50 per cent and make an expected saving of £47 million by 2014/15 through an “aggressive approach to the disposal of leases and freehold property” as well as through ‘flexible desking’. This example from central government could serve as an example for local councils required to make savings and identify sources of income. Whatever approach is taken, many working with the public sector estate are beginning to see that a careful examination of current policies can bring. As the Audit Commission’s Jeremy Newman concludes: “Ultimately, councils know their population and their associated needs. They require the freedom to choose the approach to managing these assets that best suits their needs.”  READ THE AUDIT COMMISSION REPORT tinyurl.com/pyop22r

Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

Brendons Auctioneers Ltd is ranked within the top 10 of London-based auction houses. Located in W5 our service offer tends to focus predominantly on the West London area and its surroundings although we are highly successful in selling properties throughout the UK. We believe in providing individual clients with a more personal touch whilst also offering corporate clients a professional and affordable solution to the disposal of their stock. If you would like to find out more about how we can assist you in the sale of your property then contact us today for a free valuation without obligation on 020 8998 6500 or visit our website www.brendonsauctioneers.co.uk Phillip Arnold MRICS FN AEA FN AVA CREM Auctioneer & Chartered Surveyor Vice-President, NAVA philliparnold@brendons.co.uk

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SEIZED ASSETS

Auctions

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

Written by Paul Bridgeman, president, NAVA

SMART WAYS TO RECOVER FUNDING FOR COUNCILS

Paul Bridgeman, director of the National Association of Valuers and Auctioneers, shares his experience of working with government to sell seized properties at auction and how the money raised can be re-invested back into the local community As president of the National Association of Valuers & Auctioneers (NAVA), I am immensely proud of what the association stands for and the values that we as members in our profession work to. The organisation is aiming improve the standard and professionalism of auctioneering across the UK. The association is part of the National Federation of Property Professionals that also covers the National Association of Estate Agents (NAEA) and Association of Residential Letting Agents (ARLA) amongst others. If you are looking for an auctioneer, get the peace of mind you deserve by choosing one of our members. All of our members are

qualified professionals and must follow strict rules of conduct. Use the ‘Find An Agent’ tool on our website to find a leading auctioneer in your area. Our members have untold experience in any specific area whether it be property, cars, fine art, roman coins, helicopters or general household items and you will find an expert in whatever you need to be sold near you. Therefore, our NAVA members stretching the length and breadth of England, Ireland, Scotland and

Wales are ideally placed to assist you when the need arises to sell assets that have been seized from criminal activity. EXCEEDING EXPECTATIONS Personally speaking, I can only give examples of properties that I have sold, as that is my specialist area. However, NAVA members’ experiences would stretch to every discipline of auctioneering. Whilst working in Scotland my firm were appointed as auctioneers for the Scottish Government to act as their agent on properties seized under the Proceeds of Crime Act, where the properties had been purchased with funds from criminal activity. During a five year period I acted on properties that were seized in Glasgow, Dundee and Edinburgh. One particular case involved 10 properties in Dundee. The portfolio was included in a catalogue of 71 properties in Scotland brought to the market in ahead of the auction in August 2006 in Glasgow. As I am sure you can imagine this created quite a stir locally and generated wonderful interest ahead of the E

The l Nationaion t Associa rs & of Value is aiming eers Auctionove standards to impr ofessionalism and pr ctioneering of au he UK in t

Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

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SEIZED ASSETS

A guide to auctioning property

Auctions

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

Once you have made your choice of auctioneer, you will need to go through the following procedure: Arrange to meet the auctioneer at the property so you can discuss it properly. Make sure you understand the auction process, and the costs involved, such as commission charges and expenses and particularly any charges that may become due if the property doesn’t sell. Ask the auctioneer to explain how and when the reserve price is set. This is the minimum price at which the property can be sold at auction. The auctioneer should explain the price guide (the indication of the likely sale price) which is given to anyone interested in the property, and its relation to the reserve price. Obtain written confirmation of the ‘Terms of Business’ from the auctioneer, which should cover all aspects of marketing the property. You will then need to instruct your solicitor and inform them that the auctioneer will be in touch. Check how much your legal costs are likely to be and when they will be payable. Once the marketing of the property has begun, the auctioneer should report any offers he receives and any adjustments made to the price guide. You do not need to attend the auction, as the auctioneer can sign the contact on your behalf and complete the legal formalities.

About NAVA

 auction. However, it was public knowledge as to who the former owners were, and many understandably had reservations about this. As the auction day arrived, the auction room at the Central Hotel, Glasgow was full, with approximately 500 people in attendance. As the auction started there was clearly some tension in the room. But as soon as the first property in Dundee was introduced bidding was frantic, with all 10 properties exceeding their expectations and selling raising £540,000 to be reinvested into the local community. STRIKING A DEAL The next example was again in Scotland, slightly further down the east coast in Liberton, Edinburgh and featured on the BBC programme Homes under the Hammer.

This property was a two-bedroom upper villa arranged over two levels and benefitting from a garden and garage. At the point of my initial inspection the property appeared to have been deserted for many years. In fact the table (which I will come back to shortly) was still laid for dinner. The owners had simply left the building and, it was estimated some seven years later, never returned. At the time the property was given a guide price for auction of £150,000. Our client decided that in order to maximise the proceeds from the sale of the assets, they would auction of the contents of the property separately. The majority of the furniture was pretty standard however the dining table was made of solid marble. The main worry was not how much they would sell it for, but E

The National Association of Valuers and Auctioneers is a professional self‑regulating body solely concerned with valuers and auctioneers. Founded in 1988, NAVA represents over 300 valuers and auctioneers; providing a focal point for its widespread membership throughout the UK. The Association was established to bring together like-minded professionals aiming at an industry standard. Members are drawn from diverse fields of valuation and auctioning, providing a valuable cross-section of talent and experience. They work in the areas of insolvency, plant and machinery, fine art and antiques, and country auctions; with particular expertise available in the motor and property worlds.

Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

Innovative | Incisive | Informed Whether it’s for an asset valuation, asset tracing, asset recovery or asset disposal there’s one asset valuation and disposal company you can trust. SIA Group is a multi-award winning asset valuation, asset advisory and auction business providing a diverse range of asset solutions. Our people are members of the Royal Institute of Chartered Surveyors (RICS) and National Association of Valuers & Auctioneers (NAVA) and provide independent and intelligent advice for all types of assets, including stock, machinery & equipment, property, vehicles, aviation & marine and intellectual property, in a broad spectrum of industries. Specialisms include: n n n n n n n

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SEIZED ASSETS

The process of selling at auction means that you know you have achieved the best price for that asset on a said date, as all the interested buyers will be in the auction room on the day. Public auctions are exactly that, public. So everybody is welcome to attend  how they would get the table down the stairs and out of the property as it was so heavy. The property eventually came to auction on 30 April 2010, under very different market conditions compared to what was the case at the height of the market in 2006. The property was offered as lot 1 on the day with approximately just 50 people

in the auction room. However, as it turned out most of those 50 people where interest in this property and as a result there was competitive bidding which saw us achieve the best possible price on the day, again above the guide price, with the gavel finally falling at £186,000 to a private buyer who was looking at the property to live in themselves.

Auctions

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

AN OPEN SERVICE I now work for Dedman Gray Essex Land and Property Auctions based in Southend-on-Sea and regularly act for Local Authorities on assets that are part of their disposal strategy. NAVA members are available to give advice and act on any goods or properties that have been seized by a Government Department. The process of selling at auction means that you know you have achieved the best price for that asset on a said date, as all the interested buyers will be in the auction room on the day. Public auctions are exactly that, public. So everybody is welcome to attend.  FURTHER INFORMATION www.nava.org.uk

Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

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

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Energy Written by Robin Hale, director, ESTA

ENERGY MANAGEMENT

ENERGY MANAGEMENT: GOOD FOR BUSINESS AND THE ENVIRONMENT

Robin Hale, director of the Energy Services and Technology Association, outlines some of the barriers organisations face when implementing and complying with energy efficiency measures In an age where we are becoming accustomed to instant information, just-in-time deliveries and ever-increasing pressures on our daily routine, it is perhaps easy to understand why businesses find it difficult to invest, upgrade and install all but the simplest energy efficiency measures. The thought of making the right choices, employing the right experts, selling the idea internally, gaining possible external funding and initiating on-site disruption before measuring and verifying the results post-install can daunt those wishing to stick their head above the parapet with anything other than short to medium term payback opportunities. Coupled with a lack of direct representation or interest at board level – energy is still low on the agenda in some businesses – this makes it nigh on impossible for even the most enthusiastic energy manager to engage others and implement the best options to reduce energy in the medium to long term. The problem is not new; in fact, those engaged with the energy industry have been trying to find a solution to the problem for longer than can be

remembered. Government also understands something needs to be done and frequently intervenes with incentives, opportunities and actions that try and raise awareness across both public and private sector organisations. CHANGING BEHAVIOUR The issue is becoming increasingly complex and energy use can be affected by everyone within a business. Whilst automatic monitoring and targeting (aM&T) systems across an energy infrastructure is vital in gaining the detail of a sites energy consumption and building energy management systems (BEMS) provide the necessary tools and interfaces to reduce and control that, human intervention can still be the biggest factor affecting systems in place. Opening windows in a managed environment allowing radiator heat to escape or inadequately using controls is costing thousands in wasted energy in public sector estates every year. Whilst we cannot put energy needs before staff and public needs, behavioural change can have a substantial and positive effect

on the overall outcome. However, for that to happen, energy use needs a central strategy that considers the needs of all users within buildings, and this requires the right skills to develop and integrate a solution into an overarching strategy. Do we have the appetite for such a coherent approach? And do those responsible for energy use have the remit or the support to consider such a holistic view? THE POWER OF LEGISLATION Government energy policy and legislation may at times seem to achieve nothing more than introducing new taxes and reporting on targets to the European Commission, but all provide the opportunity to further energy efficiency programmes. Display Energy Certificates (DECs) in public buildings (an efficiency rating of the buildings energy use and visible as a colour-coded chart in entrances) and Energy Performance Certificates (EPCs) provide a reminder that more can be done and serve as a driver for efficiency improvements. Similarly, in private sector companies the Energy Savings Opportunities Scheme (ESOS) will over the next year or so initiate a board-level report on possible efficiency solutions through a mandatory audit. This type of legislation is there to force 

Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

Energy

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

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GOVERNMENT BUSINESS MAGAZINE | Volume 21.5

ENERGY MANAGEMENT  energy onto the boardroom agenda, but without action or internal concern about the possible outcomes nothing gets done. In some buildings DECs regularly lapse, are out-of-date, backed on cardboard and propped up against the wall at floor level and are not treated seriously. Then for ESOS how many audits will see the light of day and have recommendations implemented? Such apathy and nonplussed attitudes towards the forwarding of an energy strategy at home or in business creates many lost opportunities that could harm the UK energy scene. The demand-side marketplace has the ability to contribute reductions in excess of 20 per cent through cost-effective energy saving measures. More needs to be done to engage boardroom members, provide support for in‑house energy managers and step away from seeing policy from a compliance standpoint. Continued failure by organisations to address the energy efficiency opportunities available to them, will leave the UK tinkering around the edges of energy management. If only the engaged and pro-active energy champions within businesses are making a difference we will lose ground on reducing stress on a tightening and aging energy network. The old adage that ‘the cheapest kW is the one that you don’t use’ is very apt in the market we find ourselves in. With low-carbon initiatives hitting the headlines and the source of energy becoming as important as energy efficiency itself, does that mean we should still be worried about efficiency targets? After all, if we are using solar power to run something should we consider its efficiency? The answer is always a resounding yes. The UK’s power consumption is increasing and with smart grids and further reliance on electricity in whichever future scenario you view. The need to maximise efficiencies

Energy

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

to get the most from our electricity network From the Independent Energy Consultants could be a real game changer. With 20 per Group and the Register of Professional cent reductions in energy use there will be Energy Consultants (RPEC) to automatic a marked increase in available generation monitoring and targeting (aM&T) and capacity as well as physical network capacity metering companies and from Certified at local levels. A triple win just through Measurement and Verification Professionals using what we have more efficiently. This to lighting and building controls specialists; promise of financial savings, greater industry associations such as ESTA can business efficiency and a better point energy managers and end environmental record is users in the right direction to e w motivating more and more cover all aspects of their t s l Whi y g r people to take action, so energy efficiency strategy. e n e ut p t o why is it that there are Whatever the advice, n n ca fore s, solutions suggested e b so many organisations s d e d ne not taking advantage or trial sites started, blic nee e u p d n a of these opportunities? implementation is the f g f n a a t s ch l a r Research into this key to unlocking the u o i l behav a substantia potential efficiency apparent contradiction e has identified some available from can hav n the overall asavings of the barriers that good energy strategy. o t c e eff e businesses, particularly International Standards outcom small and medium-sized such as ISO50001 based enterprises, face. Two of on the same framework as the the major hurdles are access to established ISO14001 and ISO9000 knowledge and access to finance. series has been enabling managers to build long-term strategic programmes. This standard MAKING USE OF KNOWLEDGE supports organisations to use energy more In difficult economic circumstances, businesses efficiently through the development of an will think twice before investing capital funds energy management system (EnMS). Hands-on (or public money) in what may be seen as businesses in this way have been keeping non‑core activities. There is however much light ahead of the market and using legislation at the end of the tunnel, many energy-efficiency to enhance their energy strategy, pushing improvements require little or no expenditure the boundaries of what they can achieve. and businesses should look seriously at these Technological advances in the energy market as a priority before considering the benefits are slowly maturing, and a new generation of larger scale investments and roll outs. of managers are seeing past ring-fenced Concern about knowledge should not be engineering solutions and towards integrated an issue because the UK energy industry savings opportunities, using more and has class leading experts, innovative more detailed analysis of site performance companies and technological solutions data and profiling. Better modelling of that can assist any business squeeze opportunities is at hand and with efficiency the most out of their energy use. measures being linked to performance contracts where funding is required, verified savings, true return on investment figures and lifecycle costs are now being seen. A POSITIVE OUTLOOK Professional energy management will deliver year-on-year savings by progressing and optimising an organisations energy output. It will provide best practice solutions and engage and focus staff at all levels on realising those outcomes. In order for the UK to have a positive outlook and the hope of attaining the tough energy reduction and emissions targets that have been set, consumers, service providers, associations and government need to work together on a coherent, far-reaching policy that encourages a professional energy management strategy. Energy management is good for your business, good for the environment and good for the UK’s energy security and ESTA will continue to represent and be the voice of energy management to government.  FURTHER INFORMATION www.esta.org.uk

Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

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SUPPLIER RELATIONSHIPS

BENEFITING FROM THE TRUST DIVIDEND

Chris Moriarty of the British Institute of Facilities Management (BIFM) shares information from a recent report that looked at FM working relationships and how they can be improved Relationships are important in many walks of life. Whether it’s in a personal or professional capacity, we are all in need of support from others. The way in which we build these relationships can vary but there are some fundamental parts that are common. There needs to be a shared goal, total trust in the other to be there for you and transparency between both parties.

We form relationships all the time, to varying degrees, but the relationship between facilities management (FM) service providers and their clients continues to be strained. We shouldn’t be surprised that relationships are not all perfect, again mirroring life away from the office, but is enough being done on both sides of the fence to ensure that these relationships become true partnerships?

THE BASELINE We set ourselves a baseline by asking our respondents how they felt their organisation’s FM performance compared against similar organisations. Just over half (53 per cent) believed they were better, providing us with a clear split that we could test throughout the rest of the survey. What was it that made these organisations feel that they were performing better? What do they have in place that makes them that more confident? We weren’t surprised to find that it was those positive organisations more likely to describe the relationship with their suppliers as trusting, although what was surprising was that more were inclined to describe it as volatile showing that even with that confidence, things aren’t always smooth. To temper these strong, polarised feelings we should point out that many believed their relationships to be ‘acceptable’, nearly 90 per cent in fact, but should we be happy that this is as good as it gets? Also, play that against the fact that over 90 per cent agreed that these relationships were ‘sensitive’ and we can see that there is still a lot of work to be done. ROOM FOR IMPROVEMENT You would be hard pushed to find anyone that wouldn’t want to improve a relationship so we shouldn’t be shocked that 85 per cent said that they wanted to see improvement in their relationship with suppliers. When we asked what would most likely improve that relationship the results were fairly clear; it boiled down to information. The areas that came out strongly were trustworthy data, real-time information, greater transparency and the financial skills; the inference being the ability to report on business performance information. This result was further strengthened when we isolated the responses from those at board level although, somewhat surprisingly, they were less likely to say financial skills and more likely to look towards real time information. The timeliness of information was also highlighted as important when we investigated when organisations recognise the actual cost of FM activity. Those confident organisations are more likely to recognise spend within one to two months, in fact over a quarter (26 per cent) recognise it within a month. Compare that with those who do not 

Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

Written by Chris Moriarty, head of insights and corporate affairs, BIFM

In our latest BIFM research paper, FM and the Trust Dividend, we set out to explore how confident organisations were with their FM performance. Given that each organisation is different, their aims and objectives will vary so there can be no universal benchmark that we can all assess ourselves against. However, when we saw that only 11 per cent of our respondents agreed, to a great extent, that the relationship was a trusting one, we were concerned. Furthermore, only eight per cent firmly agreed that their relationship was a true partnership.

Facilities Management

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

SUPPLIER RELATIONSHIPS unable to report that up the ladder internally. Whilst compliance is black and white in terms of requirements and measurement, innovation is a much more complex topic; not least defining what it actually is. However it is defined, innovation and service development is set to remain a high priority as respondents identified increasing uptime of estate and enhancing customer experience as the top two priorities; compliance and reducing spend ranking as the bottom two priorities. Wedged in the middle though is the area where this article started, increasing budget visibility and accountability.

Chris Moriarty

When we asked what would most likely improve that relationship the results were fairly clear; it boiled down to information  rate their performance and you find that over half (54 per cent) recognise spend more than three months after the activity takes place. Again using the performance split we could see some commonality in how they approach their FM provision. Those that felt they performed better tended to favour a centralised approach compared to their less positive counterparts who went for decentralised, total outsourcing, randomised auditing approach or a combination of these approaches. Unsurprisingly, we also saw that better performing organisations tended to reside in businesses that value the FM function and get support from senior management; something that is most likely linked to the availability of timely, accurate performance information that I described earlier. COMPLIANCE AND INNOVATION You could argue that there are two broad camps that activity falls into. The

elements you have to do as a minimum, for example legislative compliance such as health and safety, and the innovative approach to improving performance and supporting organisational activity. Worryingly, when we asked about compliance only 30 per cent were happy to say that they were very confident that obligations were being met, with nearly 60 per cent saying that they ‘quite’ confident. Whilst there was an improvement in those that were confident in their performance it was that slight that you could consider this to be a concern across the board. Board level respondents were even less confident with only 17 per cent stating that they were very confident. This could well be a consequence of a number of the points above. FM professionals aren’t confident in their compliance as the information and data isn’t being provided to them by their supplier, which creates doubt, and that doubt is magnified when they are

Facilities Management

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

MOVING THE DEBATE FORWARD It is difficult to pinpoint where this leaves us. What is clear is that there is more work to be done to ensure that trust and partnership are the words most jump to when asked to describe their relationship. It is clear, however, that information and data have a vital role to play in this debate. Increasingly the internet and other technological developments mean we are able to capture a bounty of data that we could only have dreamt about in the past – but that isn’t enough. The challenge with ‘big data’ is being able to translate it into its cousin, business information. It is no good presenting streams of numbers if it does not align against departmental and organisational objectives. The trust dividend isn’t simply about building that relationship with your supplier. It’s about everyone being on the same page and ensuring that they all see what they need to see. Confidence breeds success and, put simply, proof is what creates that confidence. Having transparent and aligned reporting mechanisms throughout the operation is crucial but that alone will not improve performance. It can only ensure that you are heading in the right direction – and for that you need to know what direction that is. DIVERSE INDUSTRY There is a lot of work being carried out to understand what ‘good’ looks like – but FM is very diverse as an industry, and given that it supports organisations across all sectors, it is impossible to create an ‘off-the-shelf’ approach to getting the best out of it. An organisation must be clear on its core activity and objectives which then needs to feed into what role FM plays in achieving that; this in turn is passed on to the supplier. For the relationships to flourish all involved need to feel that they are contributing and delivering, and this can only be accomplished with the policies and process described previously. It will be unique to you and your world but that’s the beauty of relationships; they can be whatever you want. You just need to make sure that you know what that is.  FURTHER INFORMATION www.bifm.org.uk

Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

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BIFM AWARDS

FM CHAMPIONS TO BE HAILED AT AWARDS

The finalists for this October’s BIFM Awards have been announced and with only weeks to go, Government Business looks at reigning Facilities Manager of the Year Deborah Rowland from the Cabinet Office and her success at delivering FM efficiency in central government

BIFM 2014 Awards finalists

Facilities Management

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

EXCELLENCE IN CUSTOMER SERVICE Cofely: Security Team at Salford Royal NHS Foundation Trust Edge Hill University: Welcome Sunday OCS Group UK Ltd: OCS and NEC Group ‘Bringing live to life’ Portico: Corporate Reception Management Real Estate Management (UK): REM at London Bridge Quarter Sodexo in Partnership with Unilever: Facilities Management Transformation EXCELLENCE IN PRODUCT DEVELOPMENT Carillion Plc: Asset Integrity Framework J+J Flooring Group: Kinetex Serco Healthcare Enabling Services: Portering In:Touch System Sodexo: Home Office Portal FM EXCELLENCE IN A MAJOR PROJECT BT Facilities Services (BTFS): BT Sport Olympic Park ISS and Barclays: Project Unity

The 2014 BIFM Awards, with headline sponsor Macro, continue to recognise excellence and celebrate great facilities management (FM) through inspirational projects, teams and individuals. The Awards will take place at the Grosvenor House Hotel in London on 13 October. “The BIFM Awards showcase the FM industry at its very best,” says BIFM’s Chair of Judges, Steve Gladwin. “This year’s entries are no exception with strong competition across all categories. There are some truly inspiring projects here with so much for people working in the profession to be proud of. Our finalists demonstrate the increasing influence and impact of facilities management to business, the economy and society as a whole.” The finalists of the 12 categories have been announced and can be found at www.bifm.org.uk. Details of the finalists in the ‘Facilities Manager of the Year’ category are due to be announced in September, and there will be two additional awards presented on the day: ‘Judges Special Recognition Award’ and ‘Lifetime Achievement Award’. REIGNING FACILITIES MANAGER OF THE YEAR The Facilities Manager of the Year Award recognises outstanding personal and

professional performance in FM. Last year, Deborah Rowland from the Cabinet Office, scooped the award for her success at delivering FM efficiency in central government. Rowland was tasked with delivering efficiency savings across central government on facilities management, a high-spend category (to the tune of £3.2bn a year) in an organisation urgently working to reduce its budget deficit. Rowland has not only provided the vision needed to review how FM is being delivered across the public sector, and indeed revolutionise the way in which it procures, manages and delivers its FM services nationally, but has also exerted the influence required to drive government departments to act as one customer and accept the benefits of central buying, standardisation and co-ordination. No easy task. The size and complexity of the estate, the number of stakeholders, the governance framework and the public scrutiny that accompanies spending of public funds also gives some idea of the scope of Rowland’s role. She has also focused on aligning construction with operation and asset management, leading a work stream within a government strategy to reduce the cost of construction projects by 15-20 per cent before the end of the current Parliament in 2015. From E

King’s College London and Bouygues Energy & Services: Accommodation PPP Efficiency Review Medical Research Council: New Laboratory for Molecular Biology FM SERVICE PROVIDER OF THE YEAR (LARGE) Carillion Plc: British Gas / Centrica Facilities Team CBRE Corporate Outsourcing: McGraw‑Hill Account Cushman & Wakefield Medirest Soft Services (Compass Group UK and Ireland): Patients Come First Mitie Client Services: Team Engagement for Service Excellence Norland Managed Services FM SERVICE PROVIDER OF THE YEAR (SME) Cleankill Environmental Services DCT Facilities Management: Field Fisher Waterhouse LLP Palmaris Services Premier Workplace Services: Premier Moves Swiftclean Building Services E Finalists’ list continued on page 51

Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

MANAGEMENT

NEC, Birmingham 24 â&#x20AC;&#x201C; 26 March 2015

Discovering innovation at the heart of the facilities industries

SAVE THE DATE! After a hugely successful launch event, Facilities Management 2015 will return for a bigger and better second edition next March â&#x20AC;&#x201C; your best opportunity to source new suppliers, network and gain industry knowledge. To find out about exhibiting in 2015 contact the team on +44 (0)20 8843 8800 or visit www.fm-birmingham.com for more information.

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BIFM AWARDS  this, the Government Soft Landings concept arose, championing better outcomes for built assets during the design and construction stages and ensuring that value is achieved in the operational lifecycle of an asset. Under her direction, the Government Property Unit’s FM team within the Cabinet Office is taking important steps towards ensuring buildings are designed, built and operated to match the real needs of their users. The project encourages responsibility for creating more productive and sustainable facilities. Rowland has even set up an FM industry group to consider the relationship between FM and building information modelling in more detail. As if that wasn’t enough, Rowland is also pioneering FM education and research, working with the Facility and Environment Management Board at University College London to join up university-based FM researchers and FM people in government departments. On winning the Award, Rowland said: “It was an absolute honour and it was the pinnacle of my career. I was voted by my peers and the industry and to be there on that stage in front of that industry, meant everything to me.” L FURTHER INFORMATION www.bifm.org.uk

BIFM 2014 Awards finalists IMPACT ON ORGANISATION AND WORKPLACE BT Facilities Services Ltd (BTFS): ‘One BT’ Changi Business Park DCT Facilities Management: Field Fisher Waterhouse LLP

LEARNING AND CAREER DEVELOPMENT Carillion Plc: Facilities Management Practitioners Certificate FES FM: Committed to Knowledge & Skills Development JLL

Mills & Reeve LLP: Botanic House

Portico: Corporate Reception Management

National Grid & Aecom: Smart Workspace

Sodexo: BG Group Aberdeen

Three: Every Day Wonderful

VINCI Construction: Empower Profound Impact

Webmart Ltd: Onwards and Upwards

Cofely and London Legacy Development Corporation: Queen Elizabeth Olympic Park

IN-HOUSE FM TEAM OF THE YEAR Land Registry Tesco Maintenance & Energy: Format Team University of Oxford: Estates Services Strategic Facilities Management

Facilities Management

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

ISS UK Ltd: ISS Employability and People Development Initiatives Landmarc Support Services Ltd: The Landmarc Difference Mitie: How Mitie has Created Real Social Value RISING TALENT IN FACILITIES MANAGEMENT

University of the Arts London: The Art of FM at UAL

Owen Gower: VINCI Facilities

INNOVATION IN THE USE OF TECHNOLOGY AND SYSTEMS

Mark Leighton: Cofely UK

Andrew Hulbert: Pareto FM

Arcus FM: Predictive Maintenance

Stacey Smith: Macro – Emirates Air Line Sustainability and Environmental Impact

Integral: Uptimeplus

Carillion Plc: Zero Waste to Landfill

PHS Group Plc

Cheshire Constabulary: Operation Cleanup

Tesco Maintenance & Energy: HVAC Monitoring

Premier Moves Ltd: Premier Sustain Syngenta: Safe, Simple, Sustainable

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

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GOVERNMENT BUSINESS MAGAZINE | Volume 21.5

RCI Show Preview Written by Tony Brown, RCI

THE TOP EVENT FOR ROOFING PROFESSIONALS Tony Brown, director of the RCI show on 29-30 October at Ricoh Arena, Coventry, explains what visitors can expect from the key show for the roofing, cladding and insulation sector Over the last 12 months since we launched the RCI Show, we have worked tirelessly to pull together an exhibition that the roofing, cladding and insulation sector can be proud of. Key to this was securing as broad a range of exhibitors as possible to ensure the right mix of products and materials are on show for visitors, and we feel we have more than achieved this with over 120 exhibitors having already signed up, plus being able to secure representation from the key associations in our market including the NFRC, SPRA, LSA, LCA, IOR and the LRWA. Support from leading construction material supplier SIG and official show sponsor KNAUF Insulation have also been instrumental in helping us establish the RCI Show in the market. In fact, with not long to go until the October show date, we have fewer than 10 stands available, demonstrating that the show will be a sell-out. This is a huge credit to the industry and manufacturers in particular who have whole-heartedly got behind this exhibition and backed what we believe will be a successful show for many years to come and finally give our sector the exhibition it deserves. But as we all know, exhibitions aren’t built

on exhibitors alone these days and we have worked hard to pull together varied and informative content for visitors to the show. We have secured speakers from organisations including the Zero Carbon Hub, DECC, CITB, UKGBC, Prof Rudi Klein SEGC, and Balfour Beatty to name just a few. Visitors will also be able to hear from green roof expert and regular TV contributor Dusty Gedge, roofing consultant and RCI Technical Note author Keith Roberts and BIM expert Gillian Smith of BIM Store. ISSUES AND SOLUTIONS For those who want to be more hands-on and get up close and personal with products and materials, SIG will be presenting a number of its key offerings and discussing issues and solutions in the SIG Live amphitheatre. The NFRC will also be hosting drop in clinics where experts will be on-hand to answer visitors’ questions and queries; plus there will be a large demo area where a number of key companies will be showcasing the latest installation techniques, products and materials and questions and interaction from visitors will be encouraged.

Other key visitor benefits are the show-only offers, discounts and prize giveaways that will be available throughout the exhibition. Visitors to the RCI Show will be able to locate these exclusive offers at the back of the official RCI Show guide, which visitors will receive on entry to the exhibition. MARKET MATTERS Our plan is for the RCI Show to serve our industry and deliver results for both exhibitors and visitors for many years to come, unlike other shows that have come and gone. But we are well aware that as we are seeing growth returning to construction, time is precious. With this in mind we have worked hard to ensure that the RCI Show will focus solely on your market and deliver on the issues that matter to you most. We have left no stone unturned in terms of attracting the right people to exhibit at the show, speak and present at the show as well as promoting the RCI Show far and wide. This, we are sure, will deliver results for visitors and ensure a trip to the Ricoh Arena in October will be a valuable experience. L FURTHER INFORMATION www.rcishow.co.uk

Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

Timber Expo

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

EVENT PREVIEW

SHOWCASING SUSTAINABLE CONSTRUCTION AND INNOVATION TRENDS

Returning to the NEC Birmingham on 7-8 October, Timber Expo allows visitors to learn about the latest developments in the timber industry through informative workshops and seminars Now in its fourth year, Timber Expo, the UK’s leading timber trade show, is preparing to receive record crowds with over 5,000 visitors expected this year. For the first time in the events history, Timber Expo is co-locating with the leading joinery show, W14. Taking place at the NEC, Birmingham on 7-8 October 2014, Timber Expo is the only place to see the latest products, innovations and developments across the timber sector – from not just the UK but an increasingly diverse international market, with over 20 countries participating. With energy efficiency high on the construction agenda Timber Expo will showcase the very best in timber, sustainability and innovation. Here are just a few essential reasons why you should be there. INTERNATIONAL REPRESENTATIVES A huge range of almost 200 companies from all four corners of the timber industry will be unveiling their latest products and services. Overseas representatives include organisations from: Austria, Belgium, Canada, France, Germany, Ghana, Italy, Latvia, Malaysia, Poland, Russia, Sweden, Switzerland and the USA. ‘Knowledge is power’ is an old but relevant adage; visitors to the show will have the opportunity to advance their understanding from the widest display of new and innovative applications for timber within the built environment.

ergy With en y high c efficiennstruction o on the c Timber Expo , agenda owcase the will sh st in timber, very be ability and sustain vation inno

BUYERS AND SPECIFIERS FORUM Network with industry innovators and leaders within the timber sector to form key associations and potential partnerships. Sponsored by Vandecasteele, these 30 minute appointment sessions (over 300 across two days) are acknowledged as one of the most successful parts of the show, giving attendees a perfect way to build business relationships in a formal but relaxed atmosphere. It is a unique environment in which to meet privately

GOVERNMENT BUSINESS MAGAZINE | Volume 21.5

with exhibitors in the comfort of the Forum lounge. The Forum provides visitors with the opportunity to extend crucial supplier networks and to find out more about the latest product innovations. Participants are expected to meet the following criteria: potential for future relationships with exhibitors; live projects or a significant project pipeline; a genuine interest in learning about new timber products/technologies; and decision-making authority or influence. TIMBER FOCUS SEMINARS Learn first-hand from industry experts – the Timber Focus seminar programme offers an unrivalled collection of high calibre speakers focusing on future trends and niche areas.

Revamped by TRADA for 2014 with an extra emphasis on case studies and real-life examples of timber in action, this is a key element to the show and a central part of the Timber Expo experience. The Timber Focus seminar programme is completely free and takes in all sectors of the built environment. With a Q&A session at the end of each talk, visitors will be able to soak up as much information as possible on a broad range of timber-related topics. For more information and regular updates on the Timber Focus programme and its speaker line-up, or to pre-register for Timber Expo, visit the show website. PRACTICAL ADVICE Popular and well received last year, Toolbox Talks returns with a huge roster of new participants. The Toolbox Talks workshop programme provides direct access and information on the

latest timber processes, technologies and specialist products. These free professional development presentations will focus on the detail of processes, technologies and solutions on display at the show. From manufacturing process to onsite engineering solutions, Toolbox Talks will complement the Timber Focus sessions. These are expected to be extremely popular, so make sure you get there early.

Timber Expo

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

Specialist interior manufacturing solutions for the healthcare sector.

CREATIVE INSTALLATIONS Make sure you spot Fingers Crossed – built from 9mm birch plywood and supplied by TRADA member Hanson Plywood – it will be a landmark feature. Fingers Crossed is best described as a series of interlocking teeth – like giant timber combs – and is designed to exploit and celebrate the material behaviour of wood relying solely on friction, rather than metal connections, as a joining solution. Two bespoke Timber Focus seminar theatres will be built. One in timber frame by members of the Structural Timber Association and the other in cross laminated timber by the X-LAM Alliance. The VIP Lounge and Media Centre are being built by EcoCurves once again and will feature magnificent bespoke glulam arches. Timber Expo is sponsoring the TTJ Innovation Award again this year and the winners of the Innovative Market Development category and Innovative Product Development category will be presenting on their success story in the Timber Focus programme 08 October. TRENDS, TOPICS AND INNOVATIONS Timber Expo will again this year deliver an unrivalled collection of high calibre speakers from all corners of the built environment. From niche areas to leading trends, the Timber Focus seminar sessions will be characterised by big issues, hot topics, architectural gems and inspirational projects. Timber is grabbing the headlines for all the right reasons – clients want to learn more about it, architects appreciate the flexibility and customers love to be closer to it.  FURTHER INFORMATION www.timber-expo.co.uk

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Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

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HIGHWAY TECHNOLOGY

With a new Infrastructure Bill set to assist a new wave of planning reform and investment in our roads, Phil Adams looks at some smart solutions to age-old highway issues It is an interesting time to be in the highways industry. The ‘Infrastructure Bill’ will not only free the Highways Agency from its red tape but also bring billions of pounds of much needed investment to roads. The Queen boasted about the bill in June: “My government will introduce a bill to bolster investment in infrastructure and reform planning law to improve economic competitiveness.” This important change for the sector paves the way for a brand new look at roads, a new perspective on decadent practise and new ways to tackle old problems. In a word, innovation. That is what will make the next ten years in the highways industry so exciting. It will bring new, exciting technology that the world has never seen before and there are thousands of new innovations in their seedling stages of development. Here are five of the most incredible innovations to hit highways over the next decade. SOLAR ROADS Plucked straight out of a sci-fi film, solar roads are like the Swiss army knife of road technology for every gadget geek. Packed into each seven inch hexagonal slab of blue and green recycled glass are solar panels that absorb the... ahem, UK sun. That green energy powers the internal technology which comes in many forms ranging from LED road markings to heaters for stubborn snow and pressure sensors. ‘Glass?,’ I hear you shout. ‘Ridiculous,’ I hear you conclude. However, this new tempered glass has been tested for traction, impact resistance and sheer weight in civil engineering laboratories across the US and exceeded all requirements. What this innovation gives is impressive and what it takes away is even more incredible. The number one is asphalt and the ever‑ensuing game of cat and mouse road repair. A County Council fills in a pothole for £75 and a few years later it is causing hot coffee to spill on your lap again. So, if by some chance one of the slabs breaks or malfunctions, just pop off that panel and replace it with a new one. Think it will never happen? In the ‘Mayor of London’s London Infrastructure Plan 2050 – A Consultation’ released in August,

it states: “One example of a radical change that one day may be considered ordinary is the solar digital road.” If successful, this technology could do away with the need for solar farms, transform roads into digital as well as physical arteries and replace all manner of other highway accoutrements, including road markings, traffic lights, gritting and snow ploughs.

Written by Phil Adams, PR Stunt

FIVE INNOVATIONS THAT COULD REVOLUTIONISE BRITISH HIGHWAYS

Transport

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CAR CONVOYS Our highways will soon be taken up by vehicle convoys that are self-driving, with cutting edge technology that will allow the user to “sit back and enjoy a relaxed lunch.” Yes – the future for motorists is certainly relaxed. It may not be long until steam rooms and jacuzzi’s are installed in the back of lorry cabs. For the rest of the Highways sector and motorists alike, many worries regarding the new ‘road trains’ will spring to mind. It is one thing if a road worker is killed due to human error, quite another if it was a robot. Volvo is heading this kind of driving revolution with a ‘follow the leader’ type of technology that will allow multiple HGVs and cars to be driving in tandem. The innovation works by having a front driver in control of their own car, allowing other vehicles to latch on and join the conga line. A series of laser sensors and infrared cameras will be the hardware responsible for making all this possible. Volvo said in a statement: “The project is addressing the three cornerstone transportation issues of environment, safety and congestion, while at the same time encouraging driver acceptance through the prospect of increased driver comfort.” Driverless convoys are coming sooner than you may think. The car giant has already successfully completed tests during its ‘Safe Road Trains for the Environment (SARTRE) programme’ in 2012. Tests on UK roads will take place as early as 2015, but the Department of Transport appeared interested but cautious in a later statement: “No decision has been reached on a trial using this new technology. However, road safety remains of paramount importance and will not be compromised.” 

Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

HIGHWAY TECHNOLOGY  FLAME PATCHING Enter the ‘Flaming Dragon’, a multi-ton flame producing machine which scorches the ground into liquid tarmac. The behemoth then spews its own material into the mix to produce a new surface layer for cars to drive on. The dragon was first released onto the M8 in May after completing major resurfacing work on the Whitecart Viaduct. The machine doesn’t stand idle long – during the project, it tore through 800 metres of tarmac every night for a week, creating a new gateway for the summer’s Glasgow 2014 Commonwealth Games. Philippa Ayton, Scotland TranServ’s Bridges Manager said: “This is an exciting machine. Once the road has been planed, the Flaming Dragon heats the remaining surface to extreme temperatures, melting what’s left before blending it with fresh material to construct a new top layer.” Even infrastructure company Skanska has invested in its own behemoth, not very originally named ‘The Dragon’. This ‘Dragon’, however, works very differently, using an extended nozzle to blow clean the area and then hose out hot bituminous emulsion to the surface in need of repair. This creature does breathe fire too, but instead to melt any stubborn ground snow or ice blocking the way of the repair. GLOW IN THE DARK ROADS “One day I was sitting in my car in the Netherlands, and I was amazed by these roads we spend millions on, but no one seems to care what they look like and how they behave. I started imagining this ‘Route 66’ of the future where technology jumps out of the computer screen and becomes part of us.” This is the moment of inspiration when Dutch inventor Daan Roosegaarde was struck by the idea of photo luminescent ‘glow in the dark roads’. Not unlike solar roads, ‘glow in the dark roads’ harness energy from the sun, but instead exude the energy as light at night time. “It looks like you are driving through a fairy-tale,” said one Netherlands newspaper. The ‘Tron’-themed innovation brings illumination to otherwise turned-off street lights, and produces a ‘green’ solution to many safety problems. The project even gathered enough traction that the Highways Agency took notice; however, when asked whether they would trial the technology, they replied: “luminescent road paint would be unsuitable for use in this country,” yet stating they would observe this experiment with interest. Perhaps when the Agency becomes a government-owned company, a fresh perspective may be ignited. INTELLICONE Road workers are the people that make our commute, our travel to holiday destinations or our trip to a loved one possible. They slog through the night repairing roads, implementing new safety features or executing upgrades, so that we can get to our destination safely. Road workers are perhaps the most unsung heroes of the highways industry, and yet every day when they wake up they face more danger than most other employment sectors. With cars bellowing by at anything from 20mph to 130mph, all it takes is one second of human error and their life is over. Imagine sitting behind your desk at your office and a car coming crashing through the wall, impaling your body. The state of the art cone attachment uses pairing technology with other cones to send an audio and visual alarm to road workers when a stray car enters the work zone, giving workers the opportunity to take cover or dodge out of control vehicles. In the past four years, nine workers have died and hundreds other injured on motorways and ‘A’ roads. This technology sets out on the noble cause to decrease harm to a predominantly young work force. And the workers are crying out for protection; Wayne Leek, a road worker for 15 years, said “that extra couple of seconds can give you a lot more chance to move out of the way, nearer to the verge; that extra couple of seconds can save your life.” There it is: five of the most interesting innovations that will hit the highways industry over the next decade. Time will tell which of these stands to make the greatest impact. 

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INTELLIGENT TRANSPORT SYSTEMS (ITS)

Advantech introduces its unique range of industrial PC’s for automatic ticketing and fare collection Intelligent Transportation Systems are advanced systems which enhance productivity and aim to provide ground-breaking services by integrating advanced information and communication technologies into the transportation infrastructure and vehicles. Adoption of ITS reduces traffic-related problems like congestion and pollution and improves safety and efficiency. Different modes of transport, traffic management, and transport users will enjoy better services from transport networks. Advantech introduces a series of ITA industrial PC’s specifically targeted toward

It has a wide temperature range of -25 – 60°C, supports up to 24 channel 24/48 bits digital I/O, has an onboard DDR3 memory up to 2GB and optional NVRAM and an easy-accessible CF/DOM module. ITA-1910 The ITA-1910 has a fanless, Intel® Atom™ D525, 1.8 GHz dual core compact system which supports 9-36V wide range DC input and up to 2 x GbE, 8 x USB 2.0, 16 x COM ports. The serial ports support RS-232/422/485 with automatic flow control and features PCI/ PCIe expansion slots. The ITA-1910 supports

Adoption of ITS reduces traffic-related problems like congestion and pollution and improves safety and efficiency. Different modes of transport, traffic management, and transport users will enjoy better services from transport networks automatic ticketing and fare collection systems. These rugged computers provide users with intelligent, high-performance operating platforms that can control automatic gate machines, ticket vendors, and booking office machines, all applications with high demands for accuracy, dependability, and durability. ITA-1710 and ITA-1910 are fanless, compact-size industrial PCs that Advantech recommends specifically for service as AFC controllers, or in automated ticketing systems. Featuring an Intel® Atom™ D525 dual core processor, and a plentiful array of I/O ports, these compact systems are built to handle the demands of 24/7 public service. ITA-1710 The ITA-1710 has fanless, Intel® Atom™ D525, 1.8 GHz Dual Core Compact System and supports 9 – 36 V wide range DC input and up to 2 x GbE, 6 x USB 2.0 10 x COM ports and the serial ports support RS232/422/485 with automatic flow control.

up to 24 Channel 24/48 bits digital I/O, has an onboard DDR3 memory up to 2GB and optional NVRAM and features a frontaccessible easy swap CF/DOM module. HIGH I/O Though compact in size, this series supports rich I/O ports, satisfying the need to link with all kinds of external sensors, controllers, and displays. ITA-1710 supports 10 COM ports and 6 USBs, while ITA-1910 supports 16 COM ports and 8 USBs. They accommodate card readers, proximity sensors, ticket printers, gate controllers, assorted switches, and information displays with connectors to spare. BUILT TOUGH ITA-1710 and ITA-1910 feature a fully sealed and fanless chassis design, with all high heat chips in direct contact with the extruded aluminum heat sink; ambient temperatures can be from -25° to 60° C, so intemperate temperatures

pose no problem for the equipment. It is also built to endure vibration. DDR3 memory is soldered in place on-board, for durable mountings that resist oxidation and vibration. The modularized I/O design minimizes internal cabling, which increases vibration resistance, and reliability. ROBUST POWER These systems are not picky eaters; they operate on DC input ranging anywhere from 9 to 36 Volts, making them compatible with almost all DC adapters. They also support NVRAM, which retains data even in the event of sudden power failures, a definite plus when it comes to fare collection. Tool-free, easy-connect CF/SATA DOM modules provide for convenient software and data updates. With all I/O ports on one side, these systems are optimised for easy access, easy assembly and easy maintenance, just the kind of cooperative characters required by demanding AFC systems. IDEALLY SUITED The ITA-1710 and ITA-1910 are perfect for any type if automatic ticketing or fare collection system, whether it be in transportation, entertainment, athletics, or cultural venues. With long product life designed in from the beginning, these systems are built to work and keep on working. Rounding out the series is the latest edition, ITA-1610. With only half size of ITA-1910, It’s perfect for tight-space applications with reduced I/O requirements, such as passenger information systems. ITA-1610 The ITA-1610 features a fanless, Intel® Atom™ D525, 1.8 GHz dual core compact system, supports 9 – 36 V wide range DC input and up to 2 x GbE, 6 x USB 2.0, 6 x COM ports and serial ports support RS-232/422/485 with automatic flow control. It has a dual display, support 8 channel Digital I/O and features an onboard DDR3 memory up to 2 GB and optional NVRAM, supporting 1x 2.5” HDD The ITA-1610/1710/1910 series supports Windows XP Embedded and Linux, and comes with a strong suite of remote management utilities, Advantech SUSIAccess. All models are available now. Visit the website to find out how this series of Advantech industrial PC’s can work in your ticketing or fare collection system. 

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INDUSTRY FOCUS

Fleet Management

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

Written by John Pryor, chairman, ACFO

CHAMPIONING FLEET NEEDS

Arcadia Group’s fleet and travel manager John Pryor has assumed the role of new ACFO chairman. He shares his thoughts on how the role of fleet manager is evolving and how he and ACFO intends to support those in the industry going forwards The role of the fleet manager, alongside ACFO, the UK’s representative body for fleet decision-makers, are both long‑established and mature, but that is not to say that the status quo should remain. The organisation is more than 40 years old and throughout its history has continued to evolve. It is my intention that it will do so further as it continues to function to serve the ever‑changing requirements of fleet decision-makers and the role they perform. It has become clear to me and ACFO’s board over the last two years that day-long seminars that examine key fleet manager issues in great detail via

presentations from subject-matter experts are hugely popular with members. ACFO BRIEFINGS

Seminars examining transport ACFO e u issues in the run-up to n i t the highly successful will con ion the p 2012 London Olympic m a to ch of fleet Games and more s o t view recently that have s r make n explored the pros and o i s i c t de n e m cons around electric n r Gove ents vehicles and got to grips with the nightmare departms HM issue of parking and a h c su traffic offence fines y Treasur have attracted significant audiences. The board will be announcing further seminars in the coming months and the programme will complement existing ACFO regional meetings.

But it is my intention to try and bring more structure to those meetings so they better reflect what is happening across the fleet industry and, consequently, increase member attendance. SUPPORTING FLEET OPERATORS One idea, for example, is that each region’s spring and autumn meetings will become “fleet briefings” with members given a comprehensive overview on key issues including: legislating and regulatory news, motor manufacturer and supplier issues, updates on fleet events and information on what ACFO is doing. I hope that such an approach will encourage more employees with fleet responsibility across public, private and voluntary sector fleets to join ACFO, which will continue to promote best practice in an ever‑changing fleet world. 

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Historically, the car has always been the preferred form of travel for the vast majority of business meetings and appointments. But this is not always the optimum option in terms of cost, time, reducing risk exposure or carbon-cutting, for example  Critically, ACFO will also continue to champion the views of fleet decision‑makers to external agencies – notably Government departments, such as HM Treasury, HM Revenue and Customs (HMRC), the Department for Transport and the Driver and Vehicle Licensing Agency. It is critical that those organisations, as well as motor manufacturers and suppliers, understand how fleets work and the requirements of fleet managers and company car and vans drivers. During 25 years working with a leading fashion retailer, I have seen numerous developments across the fleet industry and, as a result my role within the organisation has continued to evolve. Today my job title is fleet and travel manager, giving me responsibility for not only 600 user-chooser company cars, but 800 employees who drive their own cars on business trips and travel across the business. GUIDANCE Three years ago ACFO published From A to B: The ACFO Guide to Journey Planning, which was designed to provide a thought‑provoking basis from which all organisations could look at just how effective – and sustainable – their existing mobility options were. The guidance and case studies remain as relevant today as they were then. Cost management, carbon footprint reduction, risk management, business efficiency and effectiveness and time management are all issues that impact on business travel. Historically, the car has always been the preferred form of travel for the vast majority of business meetings and appointments. But this is not always the optimum option in terms of cost, time, reducing risk exposure or carbon-cutting, for example. My role is to analyse the ‘total journey’ and enable staff to make the required trip, once it is determined necessary, by the optimum means. That could mean by company car, hire car, taxi, car‑sharing, public transport or air. AN EVOLVING ROLE Importantly, one of the jobs of the fleet decision-maker is to educate staff as to their employer’s policy and the reason behind its adoption. For example, some companies encourage the sharing of cars if more than one employee is travelling to the same location at the same time with the payment of HMRC’s tax free 5p per mile passenger rate. Not all organisations do this but most should. Overseeing the company’s entire travel and related expenses budget provides me with a complete picture of the journeys made and related expenditure. It is, I believe, critical that fleet decision-makers have that view and can provide boards of directors with ‘total journey cost’ data – not simply information relating to cars and vans. The evolving role of the fleet manager is to manage total mobility for their employer. There is a logic to that because organisations then have all travel managed from one location instead of via disparate departments. As a result, the role of the fleet decision‑maker, far from being endangered, should be viewed as an evolving, vibrant and critical job function within all organisations.  FURTHER INFORMATION www.acfo.org

The ACFO board

Fleet Management

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

At ACFO’s AGM in June, some changes were made to the Board. John Pryor, fleet and travel manager at Arcadia Group, the leading fashion retailer, was unanimously elected by the ACFO board to serve as chairman for the next 12 months. Additionally, Caroline Sandall, who has 19 years fleet decision-maker experience and has been fleet manager at Barclays Bank for more than nine years, was unanimously elected to continue as deputy chairman for a further 12 months. Members also elected to the board Debbie Floyde, group fleet and risk manager at Bauer Media, which owns leading industry publication Fleet News. Ms Floyde has been in charge of the company’s fleet for the past 16 years, has been an ACFO member for 12 years, has served as an official in the East Anglia region and is currently ACFO’s finance manager. Members also re‑elected to the board Phil Redman, fleet manager, IBM UK and an ACFO director for the past nine years. Completing the six‑strong ACFO board are Julie Jenner, key solutions manager, UK, GE Capital Fleet Services, and Richard Baird, head of new business development at Marshall Leasing. John Pryor

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Advertisement Feature

MAKE SAVINGS OUT OF THIN AIR, SAYS MICHELIN News of steady economic recovery is welcome, but in the public sector purse strings remain as tight as ever. As we enter the last quarter of the year, many will be looking ahead to 2015 – both in terms of targets and budgets. However, Michelin’s Head of Fleet Sales, Andy Fern, is convinced all organisations can still benefit from a ‘quick-win’ in 2014 which comes, quite literally, from thin air. He believes that if all drivers and fleet managers focused on having tyres at the correct pressures they could quickly notice a difference in their running costs, as well as in the level of safety and comfort in their vehicle. For public sector organisations with multiple and varied types of vehicles in their fleet, the potential for making a collective difference is even more significant. “Tyres are your vehicle’s only contact with the road so it is essential they are well maintained. It always amazes me that people in general don’t pay them closer attention,” said Fern, who took over as Head of Michelin’s Fleet division earlier this year. “Driving on under-inflated tyres significantly compromises the safety of any vehicle, but that’s not the only negative. Vehicles driven on underinflated tyres use more fuel so cost more at the pumps, which in turn increases carbon emissions.

GOVERNMENT BUSINESS MAGAZINE | Volume 21.5

“We understand how important it is for “The results from our tyre pressure public sector organisations to save money, roadshows do surprise me, as I would have maximise all resources as well as reduce carbon assumed public sector organisations and emissions in line with green targets. And it goes businesses would have been more switched without saying how important safety is on to the impact of under-inflated tyres. If a to everyone. vehicle is taken out of action because “As part of our of a tyre related issue the disruption “Our involvement with the can be significant so it makes sed a b Crown Commercial sense to look at prevention. d l e fi ping l Services contract, our “Driving on under‑inflated e h s i c team i l field-based team is tyres significantly compromises b u an 200 p tions the safety of any vehicle – be h helping more than t e r o m 200 public sector that cars, 4x4s, commercial rganisa sector o ay-to-day vehicles, plant or specialist organisations with d the day-to-day blue light vehicles. The same with the ement of g management of their rules apply to all.” a n a m fleets. That means as well He adds: “I’m aware that in ets” their fle as getting competitively the public sector especially, there is priced Michelin tyres, they a healthy level of scepticism towards will achieve the maximum life from the idea of a ‘quick’ win. There are, quite our products. rightly, procedures and paperwork that need “For any fleet managers who are not already to be followed in all organisations to introduce receiving that support, I urge them to start change, but this really is something that paying attention to their fleet’s tyre pressures everyone can contribute to immediately, and from today. It’s such an easy thing for drivers which will collectively make a real difference.” to do themselves – or they can go to their local ATS Euromaster tyre centre and get them Michelin is one of only two tyre manufacturers checked free of charge.” on the Crown Commercial Service government Latest Michelin figures for public sector framework, designed to ensure maximum value organisations and businesses show a poorer is extracted from commercial relationships. record for maintaining the correct inflation compared to the general public. To contact Michelin about your tyre needs Results from pressure checks carried out please email michelin-contact@uk.michelin.com by Michelin technicians at Fill Up With Air or call 0845 366 1590. days throughout 2013 show 59 per cent of For more tyre information visit consumers’ tyres were being driven at the www.michelin.co.uk correct pressures compared with just 46 per cent of fleet drivers’ tyres.

CLEANER FLEETS

SCOTTISH FLEETS SWITCH ON TO THE ELECTRIC AGENDA

DE-CARBONISING TRANSPORT The Scottish Government is firmly committed to decarbonising transport in Scotland as a vital element of its efforts to reduce the harmful impacts of climate change. This can seem an overwhelming task, but there is welcome evidence indicating progress. In 2012, the most recent year for which data is available, transport emissions fell by over one per cent compared to 2011. This is the fifth consecutive year in which transport’s emissions have reduced, suggesting the actions we are taking are on the right course.

But there is no doubt that the challenge ahead is very difficult and complex to tackle. Our ambition for 2050 is that Scotland will have a largely de-carbonised road transport sector. We want to demonstrate significant progress towards this by 2030. Our low‑carbon transport aspirations are focused on harnessing technology and changing people’s behaviour, as demonstrated by our investment in greener public transport infrastructure, intelligent transport systems, and enabling active travel – all of which encourages people to leave their cars at home whenever practical.

SWITCHING TO LOW CARBON But for some journeys and purposes – both for business and pleasure – using a car or van is essential. Encouraging the transition from relying on internal combustion engine (ICE) vehicles for these roles toward low carbon alternatives is the responsibility of Transport Scotland’s Low Carbon Vehicle (LCV) team. Whilst carbon reduction is arguably the most important, it is not the only factor driving their work. Improving local air quality and reducing noise pollution; contributing 

Scotland is well plac to embrace ed challenges the of the move t o cleaner transp for ourselvort es generation and s to come

Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

Written by Ewan Swaffield, low carbon vehicles policy manager, Transport Scotland

Transport Scotland’s Ewan Swaffield shares the Scottish Government’s efforts towards achieving a de-carbonised road transport sector in the country by 2050, with electric fleets playing a central role

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CLEANER FLEETS

Fleet operators are ideally placed to reap the benefits of EVs – in particular reduced fuel costs and improved driver experience  to achieving Scotland’s renewable energy targets; and exploiting the potential economic opportunities from the shift to low carbon vehicles are also key areas where a move to cleaner transport options has huge benefit. This means that the LCV team needs to work closely with people and organisations within the transport field. Closer links and joint working are becoming increasingly important with other teams in areas like renewable energy and environmental improvement, as well as with staff from Scotland’s two economic development agencies. Dealing with governmental bodies at a local authority, UK and European level is also an important feature of the team’s work, but some of the most important links are outside of government. A key piece of work for the team was Transport Scotland’s government/ industry partnership “E-cosse”. Through this, the ‘Switched on Scotland’ (SoS) policy roadmap was created and published last year. The roadmap establishes Scotland’s vision for advancing electric vehicles and sets out the key challenges and enabling measures that will bring about this transformation. SoS focuses on pure battery EVs and plug-in hybrid electric vehicles – the best placed technologies to make the most immediate impact toward the required transformation (acknowledging that other technologies, such as hydrogen fuel cell electric vehicles will play an increasingly larger role in the future). The Scottish Government’s existing decarbonisation target is augmented by the Roadmap’s vision that, from 2040, almost all new vehicles sold will be near zero emission at the tailpipe, and that by 2030, half of all fossil-fuelled vehicles will be phased-out of urban environments across Scotland. Realising that vision requires an ambitious transformation extending well beyond what Government alone can achieve. The roadmap draws on an extensive

consultation and sets out what needs to be done across all the relevant stakeholders. FLEETS AT THE FOREFRONT GreenFleet readers will be interested to hear that whilst the penetration of EVs into the private vehicle market continues to gather pace, fleet operations are likely to be key in speeding up the mass move from ICE to electric motoring. Fleet operators are ideally placed to reap the benefits of EVs – in particular reduced fuel costs and improved driver experience. The Roadmap has specific coverage of this area, acknowledging that fleet operators of plug-in vehicles have specific recharging requirements that need to be supported to encourage increased EV adoption. For example, many fleet vehicles are parked at the driver’s residence overnight and are therefore subject to the same requirements for dedicated parking and recharging facilities as with individual drivers. Employers will potentially need support in understanding the issues associated with providing infrastructure to such individuals. Even when vehicles are based in depots and can be reliably recharged overnight, additional charging may be required during the working day to extend the range achievable. The key issue for fleet operators is to ensure completion of required business, which demands guaranteed access to recharging facilities at a desired location and time. Accordingly, some operators of electric fleet vehicles may find it necessary to deploy their own recharging infrastructure networks, adding a considerable cost to organisations wishing to invest in EVs. Charging infrastructure A more efficient long-term solution to support fleets would be the provision of shared public infrastructure. This would require faster charging technologies, real-time information

on the availability of charge points and a facility to make reservations. Further analysis is needed to better understand the recharging needs of fleets operating plug-in vehicles across Scotland. Government and charge point operators will therefore need to engage with public and private fleet managers to establish usage patterns, the types of recharging infrastructure required and develop appropriate models of infrastructure provision. This type of engagement is already well underway through a series of E-cosse forums and workshops. These provide opportunities to bring together a range of parties from across the electric vehicle community to discuss key issues and share good practice. Transport Scotland already works with the Energy Saving Trust to provide an impartial and authoritative source of advice and support to fleet managers on greening their operations – from fuel efficient driving training, to reducing reliance on funding the use of grey fleet (privately owned) vehicles. TS also funds EST’s Low Carbon Transport Loan Scheme – providing interest free loans of £500 to £50,000 to organisations that want to replace their transport with more carbon and fuel efficient alternatives. We have also committed to providing funding for a new initiative – working with partners on practical analysis of public sector fleets to identify where the best opportunities for the deployment of plug-in vehicles are. The first phase of this ‘Switched On Fleets’ initiative is currently being developed and we hope to have some more news on this soon, but there are already plenty of interesting examples out there from some early adopters.

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SUSTAINABLE PRINCIPLES Of course, whether it’s within fleets or for private travel behaviour, all our efforts to advance low carbon vehicles are aligned with wider strategies to promote active and sustainable travel principles – such as smarter working; active travel modes; public transport; and shared vehicle use. Lots of information on this is available from Transport Scotland’s website, and those of our partner organisations like Sustrans, Paths for All and Cycling Scotland. Where plug-in vehicles replace existing petrol and diesel cars, it is within an overall ambition to reduce total vehicle numbers. Fewer vehicles on our crowded roads means reducing emissions and congestion, and increasing space for all – with all the environmental and social benefits that brings. For many reasons, from the need for lower‑emission options to limited physical space and better use of resources, our transport systems of the future will be rather different to what we currently see as the norm. The status quo is simply not an option. That accepted, Scotland is well placed to embrace the challenges of the move to cleaner transport and enjoy all the benefits for ourselves and for future generations to come.  FURTHER INFORMATION www.transportscotland.gov.uk

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GOVERNMENT BUSINESS MAGAZINE | Volume 21.5

PROCUREMENT

FRAMEWORK

Market Research Society ceo Jane Frost shares her thoughts on a new market research procurement framework following the 2012 closure of the Central Information Office (COI) Reliable, ethical and representative evidence is a crucial component in every decision maker’s toolkit. Market and social research is used to support and inform business and policy decisions in all areas of public life. It provides the government with valuable insight behind the behaviour and motivations of its citizens, something that is becoming increasingly important in light of impending political events that could change the UK – and European – political landscape. Where important decisions are being made regarding public services an evidence-based approach is vital. For example, research helps departments understand where resources are needed most and ensures funds are spent efficiently. Issues of accountability, public opinion on policy decisions, cost efficiency and returns on investment can be better

managed with the right information. Worth a conservative £3 billion (Gross Value Added) to the UK economy, of which £1 billion is exported, market research is one of the UK’s leading industries. It generates significant intellectual capital, and provides government departments with the ability to reach marginal societal groups through innovative techniques. This insight is vital when selecting where to deploy resources. But how does the government know what research to conduct, when and how? That is where research procurement comes in.

Written by Jane Frost, ceo, Market Research Society

WHAT RESEARCH CAN ACHIEVE FOR GOVERNMENT

When procuring market research the government is investing in intellectual capital. It is important that the correct questions are asked and the right insight is garnered on which to base operational and policy decisions. It is essential that research is conducted using appropriate agencies for projects to guarantee that evidence is applicable for use. ACTIVE ROLE The coalition government closed the COI – the body responsible for procuring market research – in 2012 in a bid to cut spending costs. As a result, it became unclear where and how departments could purchase research. As the leading sector body, MRS took an active role in making recommendations for the development of the replacement procurement arrangements for market research. Over the past two years, MRS has assisted the government in developing and delivering an affordable and sustainable post-COI market research procurement framework. After extensive consultation with its stakeholders, MRS made comprehensive recommendations to the government in its 2012 report (see panel). After initial recommendations were made in 2012, initially the GPS, and subsequently the UK Shared Business Services (UK SBS) and the Crown Commercial Services (CCS), E

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Worth a conservative £3 billion to the UK economy, of which £1 billion is exported, market research is one of the UK’s leading industries

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PROCUREMENT FRAMEWORK  used the report to devise a pan-government procurement framework for market research. Following its implementation, MRS completed an in-depth operational review of the success of the procurement implementation process. MRS summarised lessons learnt, along with recommendations for the future. It believes that there is scope for improvement within the government’s approach and will work with UK SBS to implement eight key recommendations (see panel). Not only taking an active role in shaping procurement policy for the sector, MRS acts as an honest broker. The inclusion of MRS in assisting government in developing its market research procurement arrangements, highlights how crucial supply quality is when procuring market research for policy development. THE POWER OF RESEARCH Market and social research is about engaging with stakeholders in a meaningful way. Good research opens the doors for intelligent, informed and impactful discussions to ensure value is being delivered from the information obtained. During times of political change it is very important for political bodies to monitor the public’s attitudes and perception of prospective policies, as well as views on existing initiatives. The Scottish Referendum on 18 September is set to be challenging whatever the result and already significant amounts of research have been conducted to measure sentiment and predict the outcome, particularly in the form of opinion polls. However this only represents one of type of research – there are many qualitative and quantitative techniques that provide insight for a range of issues and support hard pressed civil servants. Good research provides those in power with one of the few real ways of listening to and engaging the public, and crucially allows those who are harder to reach to be heard. Often, the public sector is open to innovative technology based research methods such as online communities, online forums and social media tracking, which allow research to both specifically target and more generally encompass hard-to-reach groups. Other techniques, such as the use of peer‑to‑peer researchers, are being implemented to reach groups that wouldn’t usually put themselves forward to speak to researchers. This type of information can be invaluable to informing strategy and shaping policy. Overall the government has embraced research and recognises its importance to public service policy creation, monitoring and evaluation. From informing resource spending to planning for the future, it is encouraging to see government’s willingness to adapt its approaches to how research is being procured and is taking steps to ensure research is used effectively to solve complex economic, societal and environmental issues.  FURTHER INFORMATION www.mrs.org.uk

MRS recommendations to Government in 2012

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Reducing costs of research and improving value for money – streamlining administrative processes, creating a two-stage or restricted procurement process and creating a list of recommended suppliers for research projects Building on what works and reducing administration – selecting the effective elements of the COI framework, developing them and using the existing network of in-house government researchers. Effectively deploying them to work would facilitate a smooth transition and prevent loss of capability and knowledge in the department for the Government Procurement Service (GPS) – the body enlisted to manage procurement after the COI’s closure Supporting SMEs – ensuring the terms and conditions underpinning the new procurement framework are SME friendly, not alienating specialist research firms Ensuring legal, ethical and professional standards – only procuring and conducting research in line with the MRS Code of Conduct and its compliance procedures Supporting innovation and ensuring access to best practise – adopting a feedback loop to ensure that the most up to date methods and ideas are being implemented

Further recommendations for improvement 1. Improve communications with stakeholders – CCS and UK SBS need to communicate their relationship and services, including clarifying responsibilities for other frameworks and procurement services clearly, to guarantee they are the go-to place for expert commercial and procurement services. 2. All centrally held documents should be accessible – Government departments are currently replicating cross-department checks on suppliers’ policies and procedures during the framework evaluation process, wasting time and resource. A centralised, transparent approach should be adopted. 3. Provide a workable standard template building on existing materials – Experienced commissioners and procurement professionals throughout government should develop procurement templates. 4. Enhance research procurement skills and experience – Some government departments don’t have procurement experience so training and access to CCS advice should be provided. 5. Streamline the access routes to procurement portals – There are too many entry points – clarification on how the procurement process works is required. 6. Gather performance metrics – Third party information should be gathered to measure performance of UK SBS, CCS and the framework. 7. Adopt a continuous improvement approach – By ensuring the framework is focused on increasing efficiency and effectiveness the process will continue to develop and improve. 8. Amend the framework terms and conditions – Some areas of the framework’s terms and conditions should be revised, specifically the inclusion of consequential losses as a contractual requirement.

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Written by Phil Anderson, contact centre specialist, Professional Planning Forum

FLEXIBLE HOURS

WHAT ARE THE COSTS OF GETTING IT WRONG?

The Professional Planning Forum’s Phil Anderson talks about how flexible workload options can benefit councils trying to to deliver timely services while keeping costs at a minimum All public service organisations share a common goal: to do more with less or, for the purposes of this article, to achieve high levels of customer and colleague satisfaction while keeping costs low. The ability to deal effectively with fluctuations in workload is critical as the cost of getting it wrong can be extremely expensive, as customer service suffers and dissatisfaction and low morale becomes rampant amongst colleagues. MANAGING FLUCTUATIONS Managing fluctuations remains a major challenge for customer contact operations, whether at the front, back office or in field. Our experience at the Professional Planning Forum has shown that too many organisations jump in at the solutions stage

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before defining the gap by understanding how volatile their workload is and how much flexibility is required to manage this.

from across the public and private sectors. Defining the gap starts with understanding all the different channels which your customers use to contact you and how these impact each other. For example, if you have a backlog in your back office area, will this lead to additional inbound calls? This is about controlling the controllable and understanding the impact of all known activities. If you know a particular event drives workload and you know when this happens then you should have this built into your plan. Typical events that drive an increase in workload include month end, billing cycles, marketing activity, seasonality, and so on. In these instances you should have flexibility built into your strategy to help manage the situation. Jane Bowen, Operations Manager at Worcestershire Hub Shared Services explains about some of the known and unknown events that impact her: “The largest event that we have to deal with is actually quite predictable, it’s the return to school period at the end of august and beginning of September, mainly caused by parents who are accessing free school 

ng Managi ons i fluctuat major a remainsfor customer e challeng t operations, contac r at the front, whethe office or back eld in fi

DEFINING THE GAP Defining this gap will help you to manage your demand more effectively and implement the right flexibility strategy for your organisation, colleagues and customers. The other ‘c’ is cost, that is, doing all this at the right cost or at least understanding how much it will cost if you get it wrong. In response to this, we launched a Volatility & Flexibility challenge for our members which has been taken up by over 60 organisations

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FLEXIBLE HOURS big the swing is in our contact centre which we had never calculated prior to this.” The swing in flexibility requires a number of different flexibility options to enable the ability to flex up by 52 per cent and then down by 33 per cent at different times of the year. This is quite an extreme scale, which will require multiple flexibility tools to meet this demand. Other organisations are likely to experience anything from +75 per cent to -47 per cent, with the average being +23 per cent to -20 per cent. Jane Bowen talks about how greater flexibility could benefit her council: “We’re looking at more flexible contracts and targeting our recruitment at audiences that would give us more flexibility – in Worcester we have a growing university and therefore students may like having flexible contracts that allow them to select shifts to fit in with their studies.”

Too many organisations jump in at the solutions stage before defining the gap by understanding how volatile their workload is and how much flexibility is required to manage this  transport. It’s caused by a number of factors, late applications, changes in circumstance, passes not yet received to name a few. Some of this will be solved by the new online facility which is being developed. There are smaller peaks during the year – school allocation date at the end of the admissions process can cause a peak, but it depends on the level of children that are allocated their first choice school. “The last middle school allocation caused very little demand because a very high proportion got their first choice, but if there are lower levels then we get a lot of calls with customers wanting to appeal their allocation. Other than that, the event that is more out of our control and ability to predict is the weather. You are probably aware that Worcestershire is particularly prone to flooding and we usually have at least one event each year. We do get warning through updates from the Met Office so we know its coming and we have Business Continuity Plan’s in place to cope with them.” As Jane explains, there will also be

events that you know affect your workload volumes. However, you don’t know exactly when these will happen. Improving processes, communication and marketing can help control the impact of some of these events, easing the pressure. MANAGING WORKLOADS There are many ways to calculate your swing in volatility, for this challenge we have used the following formula: (Maximum requirement – Minimum requirement) / Mean requirement. This demonstrates the full swing from maximum to minimum staffing requirement. However, scale is relative to the chosen staffing position. The following example from Worcestershire is based on an average staffing level by week. In the example of Worcestershire Hub the FTE requirement the total swing in volatility is 85.2 per cent. Jane Bowens says: “The biggest learning point that I have got from the session to date is realising just how

Customer Contact

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HOW MUCH FLEXIBILITY DO YOU NEED? Completing this analysis phase gives you the starting point for understanding which flexibility options will support you the most. For instance, Jane used various options such as Student Working or introducing different hours into the organisation. Students can offer the advantage of variations in shifts at different times of the year depending on their study time. On the flip side students may require multiple work patterns throughout the year to match their changing timetable. They may also require time off on the lead up to coursework deadlines, or exams. The Professional Planning Forum has identified 18 different flexibility options which can be implemented full and part time as well as contractual and non-contractual. These include annualised hours and time banking which can help increase and decrease weekly and annual hours to match any changing demand, though the same amount of contracted hours are worked. Homeworking is another option that can provide amazing benefits for the organisation such as shorter shifts (e.g. 30 minutes) as there is no commuting time, and which work around the lifestyle of the individual. Other options include: term time working, trade off shifts, contractual overtime, and zero hour contracts. While each of these ideas have their benefits and challenges, they have all been successfully implemented somewhere within our member community, suggesting they could work for you. Remember it is very rare for one solution to be suitable for all. Critically, don’t lock yourself into contracts that can’t be changed – remain future proof by having regular reviews. This is to help provide continual flexibility for both the employee and the employer, as situations and circumstances will change for both every year. It is possible to mitigate against the cost of getting it wrong.  FURTHER INFORMATION www.planningforum.co.uk

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Written by Nick Milne, honorary secretary, MIA

CHRISTMAS VENUES

AN EVENT TO REMEMBER

Those in charge of booking the office Christmas celebrations need to look beyond simply selecting the right date and theme; they need to ensure a successful and safe evening is enjoyed by everyone, writes Nick Milne of the Meeting Industry Association (MIA) year September is a key month in any event bookers calendar as it is the month when organising Christmas parties pops up on the agenda, with many venues launching their packages for the party season. VENUE SEARCH Each year venues are putting increasing thought and energy into creating specific packages that hit the party tick list, including theming, entertainment and amazing

menus. However, those in charge of booking the office Christmas celebrations need to look beyond simply selecting the right date and theme; they need to ensure a successful and safe evening is enjoyed by everyone. To narrow what could

Each are venues reasing seem a never-ending nc i g venue search, a three n g i n t i t pu creat o letters acronym, AIM t n i t (Accredited In Meetings) though fic packages can help save a great speci g theming, deal of time. The n i includ tainment scheme, created in 2007, guarantees the suitability enter azing of an event space based on and am us 50 agreed standards and a men commitment to a strict code  Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

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Corporate & Social Events The Crown Moran Hotel is the place to meet for all corporate and social occasions • Preferential bedroom rates • Air conditioned rooms • Event rooms for 2 - 300 people • Daily Delegate packages available from £39 per person • Social event packages available from £28 per person 142-152 Cricklewood Broadway, Cricklewood, London, NW2 3ED Tel: 020 8452 4175 Email: cb.crown@moranhotels.com

GOVERNMENT BUSINESS MAGAZINE | Volume 21.5

CHRISTMAS VENUES

g “Bookindited re AIM acc to host venues tmas party ris your Chantees that guar ill be one yours w veryone that e bers” remem

 of practice to guarantee that as an operator, the venue is consistent, open, decent and ethical. Therefore AIM accreditation is only awarded to venues that have met, or exceeded, a strict set of criteria including quality of facilities, customer service and compliance with codes of conduct ensuring customers know from the outset the high level of standards that the venues are operating at. The roaring 20s, a dream circus and masked balls are among this year’s AIM Christmas party themes. QUALITY ASSURANCE Marc Webster, spokesperson for AIM Development Group, comments: “To have an accreditation which highlights a hotel, venue or event supplier’s suitability is of great value for all those involved in the booking and procurement of meetings and events. This is the most important accreditation within 

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GOVERNMENT BUSINESS MAGAZINE | Volume 21.5

CHRISTMAS VENUES  the industry and the only UK conference, meetings and events industry standard of product and service quality assurance. “Booking AIM accredited venues to host your Christmas party guarantees that yours will be one that everyone remembers for all the right reasons and ensures that your guests won’t be left with sour festive faces.” ALTON TOWERS RESORT Alton Towers Resort’s Christmas party nights includes a roaring 20s Christmas ball, the return of the Caribbean Christmas parties, and a more traditional festive gathering in the Secret Garden Restaurant. While guests attending the roaring 20s ball can indulge in the art deco themed ballroom and enjoy chic cocktails, those partaking in the Caribbean party can ditch the winter blues and jet off to a more tropical climate. Cocktails and a steel band are the order of the night for this exotic package. For a traditional celebration the Secret Garden Restaurant package offers a four-course festive feast complete with carol singers. THE BREWERY’S DREAM CIRCUS In December 2014, The Brewery in London will be transformed into the mysterious Dream Circus, where the sublime and surreal will dominate. There are a variety of exclusive and shared corporate Christmas party packages available, which are individually tailored for guests. All‑inclusive packages include a sparkling wine reception, personalised menu, drinks, circus entertainers and a DJ. THE GRAND MARQUEE AT EMIRATES The football stadium promises a night of ‘indulgence, illusion and intrigue’ with a Venetian street theatre, providing guests with a sumptuous four course dinner amidst the palatial splendour of Venetian masks and classical candelabras. And Old Trafford’s authentic entertainment with fabulous vocals, dance and costumes is interwoven with thrilling displays of aerial acrobatics as the dancers tumble from a starlit ceiling. THE MERMAID & HAMPTON COURT The Mermaid’s beautiful River Rooms in London will be transformed with a ‘Glitz and Glamour’ theme inspired by the eclectic style of the art deco era. Guests will be treated like VIPs for the evening whilst enjoying panoramic views across the Thames. Packages include a drinks reception, a range of catering options provided by Create Food & Party Design, DJ and dancing. London’s Hampton Court Palace will host a series of ‘Celebration of Crowns’ events to mark the 300th anniversary of the Hanoverian accession to the British throne this winter.  FURTHER INFORMATION www.mia-uk.org

Conferences & Events

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Alton Towers Resort

Event buyer’s comment: Jo Egan, Hotel Desk Before the recession, clients would often have a list of criteria that they would require an external venue to meet before they would place a booking for a meeting, conference or event. Clients would consider venue policies and endorsements on a wide range of factors as key decision making criteria. For example, corporate responsibility, sustainability, environmental commitments and a vast array of external standards and accreditations. However, in recent years and during the recession, most companies and corporates have largely been driven by price when selecting an external venue, so long as it has the requisite facilities and is in the desired location. Now that the UK economy is beginning to recover, clients are also starting to look beyond the bottom line when selecting a venue. Organisers and delegates are fully aware that when costs have been cut to a point it impacts upon quality and satisfaction, and they will simply boycott returning to those venues in the future. What we are seeing now is clients looking to achieve an increase in overall value for money from a venue, rather than large rate discounts, but it can be difficult to quantify and measure this. One such indicator which is becoming increasingly popular is the Meeting Industry Association (mia) standard, ‘Accredited in Meetings’ (AIM), which is a dedicated quality

standard for the meetings sector. This provides an independent level of assurance of a venues’ commitment to product, service and quality in all areas of the operational delivery of an event. Specifically, it ensures venue compliance, investment in the development of staff, catering and service, along with a commitment to no hidden cost extras. This provides both agents and client bookers with an assurance of overall quality with a transparent pricing structure that allows them to make an informed venue decision based on value for money. The AIM standard is growing in momentum and has also received official endorsement from industry bodies, including Visit Britain and ABPCO. It is also gaining increasing recognition and respect with corporate buyers, many of whom are often confused by different hotel star ratings, online feedback sites and changing hotel brand standards. There are currently over 500 AIM accredited venues in the UK, many of which use the standard as a key focus in their promotional material. Certainly, Hotel Desk clients that have held meetings in AIM accredited venues have been impressed and provided good feedback which is key to repeat business. There is no doubt that being AIM accredited is a strong selling point and is becoming increasingly important to companies looking for a cost effective and high standard external venue.

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FREE SCHOOL MEALS

FREE SCHOOL MEALS – SOME KEY QUESTIONS

Local Authority catering teams have been gearing up to deliver on the government’s new policy guaranteeing free school meals to all infant pupils in the UK. The Children’s Food Trust addresses some of the key issues surrounding the new legislation Who should receive a free school meal? From the current term onwards, all children in reception, year 1 and year 2 in state-funded schools in England are eligible for free school meals. This includes infant pupils in maintained infant and primary schools, free schools, academies, schools for pupils with special educational needs and pupil referral units. Pupils at maintained nursery schools, direct grant nursery schools, independent schools and general hospital schools are not included. Free meals are also now extended to disadvantaged students in further education and sixth-form colleges to mirror entitlement in school sixth forms. Why have free school meals for all infant pupils been introduced? The government is funding schools in England to provide every child in reception, year 1 and year 2 with a nutritious meal at lunch time. The aim is to improve academic attainment and save families money. Universal free school meals for primary school pupils were a key recommendation in the School Food Plan, which was produced independently for the Department for Education. The School Food Plan presented evidence that universal free school meals leads to positive improvements in health, attainment and social cohesion, and help families with the cost of living. How much money are schools receiving to roll this out? Schools are allocated a flat rate of £2.30 per meal taken, based on actual take-up by newly eligible infant pupils, which will be measured in the Schools Census from next year. For infant pupils who were already registered to claim free school meals, schools will receive whatever your current rate is. The £2.30 flat rate is to pay for the meals of pupils who were not already registered for free school meals. DfE recognise some smaller schools will face particular challenges. Transitional funding totaling £22.5 million has been made available in 2014-15 to small schools. There is also £150 million available for

capital funding to help schools purchase kitchen and dining equipment. David Laws, the Schools Minister, has written to Local Authority Directors of Children’s Services with details of how this money should be allocated. Local Authorities have been asked to prioritise capital expenditure according to their local circumstances and have been encouraged to consider how this funding could be used to improve school kitchen and dining facilities, and to support creative approaches to meeting the increase in demand for school food. Many Local Authorities have worked with schools, either through their catering teams, or direct to schools that have in-house or other private catering arrangements. Academy trusts have also received capital funding through the Academies Capital Maintenance Fund. How is the Pupil Premium calculated when all infants are receiving a free meal? As of this school year, there are two types of pupils receiving free meals. All infants automatically receive free school meals but there are also pupils (including infants) who are eligible for free school meals because their parents receive certain benefits. The parents/ carers of disadvantaged pupils should still be encouraged to sign up for free school meals and complete the paperwork to ensure that the school receives Pupil Premium funding. Pupil Premium allocations continue to be calculated using data collected during the January census of schools and pupils. The amount a school receives in the financial year 2014 to 2015 depends on how many eligible pupils are registered for free school meals on the day of the school census. It is not affected by the introduction of free school meals for all infant school children. Schools must continue to encourage parents of eligible children to register their child for free school meals to ensure your school receives the maximum pupil premium allocation for that year. For the financial year 2015 to 2016, the same criteria currently used to assess FSM eligibility (i.e. receipt of qualifying benefits) will continue

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to be used to assess whether a pupil qualifies for the pupil premium (£1,300 per child at present). Data on FSM-eligible pupils will continue to be collected by the department annually, through the School Census (for mainstream settings) and the Alternative Provision census (for non-mainstream settings). Do schools have to provide free school meals for all infants? Yes. This is now a legal requirement following royal assent to an amendment to the Children and Families Bill to place a legal duty on primary schools to offer free meals to all pupils in reception, year 1 and year 2 from this September. The legislation also includes a power to extend the policy to additional year groups in future. Existing entitlements to free school meals for disadvantaged pupils in nursery classes and at key stages 2-4 will continue as now. How do schools know how many meals they need to provide? The simplest thing to do is ask parents of Reception and Year 1 pupils if they plan to switch to school meals from September (when they will become Year 1 and 2 pupils). This can be done by using a simple form with a tick box to indicate interest. This will help to understand if school meal numbers will increase and help you to plan. The same can be done when parents of new Reception pupils come to school for information evenings. Do schools need more staff on hand? For catering staff, a good estimate is that each cook can produce around ten meals per hour, but schools are advised to talk to their school cook or catering provider and ask them how many staff they will need, once they have found out how many parents plan to take up the offer of free school meals for infants. Schools can also use this to work out the number of lunchtime supervisors and support staff such as teachers that will be needed to cover meal times. How can schools manage the increased number of children eating school meals? Schools need to consider if there are ways they can make more space – can change the layout of tables and chairs to make things flow better? Will lunchtime need to be longer? Will they need to think about staggering lunchtimes for different year groups? Also, reducing menu size can really help when you’re serving lots of children. Will children still be able to bring in a packed lunch if they wish to? Head teachers have the power to decide whether they want to allow pupils to bring in a packed lunch instead of taking up their free school meal. We would recommend introducing a healthy packed lunch policy for those who do continue to do so and for older pupils who choose to bring in a packed lunch. 

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FREE SCHOOL MEALS  Is there funding available to help schools build the facilities needed? The Department for Education has made £150 million capital funding available to support the universal infant free school meals entitlement in the 2014 to 2015 financial year. Schools can find out how much funding is available in their area on the Department’s website, and can also contact their local authority to find out how to apply for this funding.

for children with special dietary needs but they are encouraged to do so. We would recommend that schools develop a policy and procedure to ensure that a request for a special diet is handled in an efficient and appropriate way. It is good practice for these requirements to be written into any contracts that are developed with caterers. Catering providers and local authorities may already have policies and procedures in place.

comply with the regulations are being asked to make a voluntary commitment to do so.

If schools don’t have a kitchen or have inadequate kitchen facilities, what can they do? There are several options open to schools including: applying for capital funding; siting a ‘pod’ (mobile kitchen) on site if there is space; bringing in food from a hub kitchen; or as a last resort bringing cold food items that meet the standards for school food.

Is the free school meal required to be a hot meal? The legal requirement on schools is to provide a lunchtime meal that meets the school food standards, where they apply. It is important that all meals meet these standards and a cold meal is very unlikely to do. It is expected that pupils will routinely be offered a hot meal option. The standards apply to all LA maintained schools. Academies set up between 2008 and 2010 are required to comply with the existing regulations. Academies and free schools set up after 2010 are currently exempt. The government will be introducing a requirement for new academies to comply with the school food standards regulations through their funding agreements. As part of the work to implement the School Food Plan, schools that do not have to

Can you assume economies of scale? The evaluation of the free school meals pilots in Durham and Newham suggested that economies of scale may be generated by an increase in take up, and found that caterers’ prices in the pilot areas did not increase over the course of the pilot while they did elsewhere. The authors of the independent School Food Plan – Henry Dimbleby and John Vincent – estimate that there will be economies of scale as take up in a school increases. They cite evidence from the Association for Public Service Excellence that there is great variation in productivity in school catering, with gaps in meal production per staff hour that could be closed if take-up increases. 

How are allergies and special dietary requirements catered for? School lunch menus are designed for the majority of the school population, so some pupils with special dietary needs may need to be catered for individually. It is up to the school to decide whether this is feasible, although every effort should be made to cater for all pupils’ needs. Schools are not required by law to cater

Catering

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

Why has a meal price of £2.30 been chosen? The Children’s Food Trust’s most recent survey estimate of £2.30 for a primary school meal has been used. This is the best available data, but we know that actual costs vary and in some cases schools will be able to deliver extra meals for less than this.

FURTHER INFORMATION www.schoolfoodplan.com

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PEST CONTROL

KEY ADVICE ON PEST CONTROL

The Chartered Institute of Environmental Health (CIEH) shares information on the pest problem facing the UK and the role councils can play in keeping the public safe from disease Urban sprawl, irresponsibly discarded litter, international travel and the onset of climate change are all factors caused by human behaviour that expose us increasingly to pests and pest-related diseases. It is the CIEH’s view that in the UK and other parts of Europe some of the relevant ministries and agencies currently lack the capacity, the legal basis for action and, even more worryingly, the political will to address future urban pest management issues. To protect public health we must improve pest and pest-related disease management at international, national and local levels, through legal action, education, institutional capacity building and research. Perhaps surprisingly, modern living and certain practices considered exemplary by government or ethical by ‘good citizens’ can encourage pests and pest-borne diseases into the urban environment. Wall-to-wall carpets, cavity wall insulation, urban green spaces, walks in the country, affordable warmth, composting and feeding the birds can all present opportunities for pests to colonise built-up areas. These apparent contradictions represent important challenges to public health and wellbeing for government, business, academia and the public today and tomorrow. HOW BIG IS THE PROBLEM? Rodents are the species most commonly associated with pest control. The full extent of the rodent problem is not known but there are estimated to be between 10 and 20 million brown rats inhabiting Britain’s streets, sewers and waterways. All the more reliable survey evidence suggests that numbers are increasing, particularly in inner city areas.

The range of organisms known to be carried by rodents and the severity of some of the diseases they cause should be enough to demonstrate the importance of preventing rodents from entering areas where people live, work or play. However, there are also significant economic factors to consider, such as the effect on degraded environments. Certain insects also pose dangers. Flies and cockroaches, in particular, can spread numerous diseasecausing bacteria, viruses and protozoa. The free movement of flies, cockroaches and other insects from unsanitary to sanitary areas allows them to carry infections. Many common allergic reactions, notably asthma and eczema in children, may start as a result of exposure to pests such as cockroaches and house dust mites. In addition to existing problems relating to pests already native to the UK, pests are associated with a number of emerging diseases. Rising atmospheric CO2 and climate change due to global warming will undoubtedly affect the distribution and proliferation of insects and the diseases they carry. Several diseases could become more prevalent if warmer temperatures enable insects such as mosquitoes to become established further north, leading to the spread of malaria, yellow fever, dengue fever and encephalitis. Southern regions

Health & Safety

of England may become warm enough to support mosquitoes carrying such diseases. Various tick-borne diseases, such as Lyme disease, which is already present in the UK, could also spread with milder winters and extended spring and autumn seasons. Even now, accidental introductions of these species could cause serious outbreaks of diseases resulting in vast public expenditure on treatment and eradication. WHAT ROLE DO COUNCILS PLAY? Local authorities are not legally required to provide a pest control service, however, under the Prevention of Damage by Pests Act 1949 they are required to take such steps as may be necessary to secure as far as practicable that their district is kept free from rats and mice. They must, in particular, keep the local authority’s own land, and other land that the local authority occupies, free from rats and mice. They are also required to ensure that other owners and occupiers of land comply with their similar duties under the Act and, in addition, to tell the local authority in writing if it comes to their knowledge that rats or mice are living on or resorting to their land in substantial numbers. (NB. This does not apply to agricultural land.) Some councils provide a free pest control service to householders for public health pests such as rats, mice, bedbugs and cockroaches but charge for dealing with other pests. Some are now charging even for rats and mice, however, and an increasing number provide no pest control service at all. Most will provide lists of private pest controllers in their areas though. In the knowledge that charges may deter some householders from using these services, that treating properties individually may be ineffective and that amateur use of poisons is dangerous, the CIEH is seriously concerned about this trend. It has stated that increasing charges for pest control services and/or contracting out the service is inconsistent with local authorities’ public health responsibilities. To find out if their council provides a pest control service and if so, what it charges for, individuals can log on to their council’s website. Environmental health is concerned with the health and wellbeing of individuals, the communities in which they live and the organisations for which they work. By improving the conditions in which we live and work, we can move forward with our aim of reducing the incidence of disease and enhancing wellbeing by better environmental health. 

ect To prot alth e public himprove t we muspest-related d pest an management diseaseternational, at in nal and natio vels local le

FURTHER INFORMATION www.cieh.org

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DATA PROTECTION

NEWS IN BRIEF

Room for improvement in data protection says ICO The Information Commissioner’s Office (ICO) has said that there is “clear room for improvement” in councils’ efforts to comply with the Data Protection Act. The ICO audited 16 local authorities in 2013, giving an overall ‘assurance rating’ for each. None of the 16 received high assurance that they were complying with data protection law, with six told there was significant room for improvement and one told it must take immediate action. A recent report from the organisation listed a number of areas for improvement, with training and data protection governance described as especially urgent. The ICO found examples of good practice in the councils in areas like information security and records management. ICO group manager John-Pierre Lamb said: “The Information Commissioner has levied monetary penalties to local authorities for the most serious breaches of the data protection principles totalling over £2.3 million. “The types of breaches we’re seeing are fairly consistent, with personal information

IT association calls for local government digital service

being disclosed in error and lost or stolen paperwork and hardware prevalent. “It’s clear that there’s room for improvement, and not just by the local authorities we visited: the areas for improvement we identified in those visits should prove helpful to many local authorities. “By learning from the mistakes of others, and indeed learning from the examples of good practice we found, local authorities will improve their compliance with the law, and be less likely to find the regulator READ MORE: knocking on tinyurl.com/ms7e86l their door.”

PROPERTY Government launches property search engine

A search engine for government properties has been launched in an attempt to facilitate the selling off of publicly owned land and buildings that are surplus to requirements. The public is invited to use the portal to suggest property that can be sold, a tool that according to Cabinet Office minister Francis Maude aims to “increase transparency, save money and support regeneration and growth.”The public has had the ‘right to contest’ the use of land and property since the beginning of this year, meaning that Government can be forced to justify its continued use of property or to release it if it cannot. While this right previously existed with regard to local council property, there are no plans as yet to create a search engine for Local Authority buildings. Maude said: “We want the public to use this new map and the right to contest to challenge us to release properties we are not using efficiently enough to cut the deficit, support growth and provide more houses.”

The Society of Information Technology Management (Socitm) has issued a briefing calling for the creation of a “properly funded local digital service” with in-house digital teams, claiming that this would better serve the needs of local government than the single, centrally managed website that has been proposed by organisations like the thinktank Policy Exchange. The briefing, titled ‘Collaborating and sharing digital assets: towards a local government digital service?’ argues that models relying on volunteers, grassroots activism and subscription are “unlikely to deliver digital transformation at scale within the sector.” Socitm argues for a ‘financial kick-start’ to help the public sector shift its approach to how it provides services online.

Magnus Falk appointed deputy CTO Whitehall has appointed former Credit Suisse CIO Magnus Falk as its first deputy chief technology officer (CTO). Falk is to be responsible for ensuring that government technology is fit to make the shift to online, the Cabinet Office has said. This is one of a number of ICT appointments made in recent months, with Government claiming to have hired over 100 digital and technology specialists in the past year to help bring public services online. READ MORE: tinyurl.com/l5gk3nz

POLICE IT

Theresa May speaks out on police IT Home Secretary Theresa May has commented on issues affecting police procurement, and in particular the state of the police service’s IT provisions. She described a situation where different forces pay varying prices for the same equipment as a “pitiful joke”. Speaking at the Lessons of Police Reform event in London, May attacked an annual spend of £1 billion on police IT that results in 4,000 staff working across 2,000 separate systems over 100 data centres. She said that since 2010 the Home Office has been engaged in the “gritty and unglamorous work of sorting out police procurement”, but that more work remains to be done. She went on to say that the Home Office would continue its efforts to make the Police National Computer play a role in police procurement. May also called for the integration of the

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three major emergency services and for efficiencies to be made via the Police Innovation Fund, saying: “We should use technology – such as body-worn video, smartphone apps and other mobile devices – to save time and improve outcomes. It remains our aim to make all forces fully digital by 2016.” Her speech also touched on the increasing incidence of cyber crime and the benefits of collaboration between the police and the Home Office when drafting policy, offering car theft as an example: “For example, working with the Metropolitan Police we have discovered that more than one third of vehicles stolen in London do not involve taking the owners’ keys. Instead, car thieves might break into a car and program READ MORE: a new tinyurl.com/p84luqo electronic key.”

HM Land Registry to bring IT in house HM Land Registry has revealed in its 2013-14 annual report that it is to stop outsourcing its IT requirements in order to comply with a Government ‘presumption’ against large It contracts. A £50 million contract with Steria in place since 2009 will not be renewed once it expires this year “following recent guidance issued by Cabinet Office on the greater use of small and medium sized entities in delivering public services.” According to the report, “Preparations are being made for the service to move in-house whilst the future strategy is determined.” READ MORE: tinyurl.com/qfahqln

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MILITARY IT

PAC Report highlights £70 million loss through MoD’s mismanaged IT recruitment contract A Public Accounts Committee (PAC) report into the Army 2020 military capability strategy has highlighted mismanagement of IT contracts relating to the military’s recruitment drive. The report claims that ‘bungling’ of these contracts by the Ministry of Defence and the Army has led to a loss of £70 million in savings. The Army 2020 initiative involves growing the size of the Army Reserve while bringing down numbers in the regular Army. Capita were contracted in 2012 to provide part of the MoD’s Recruiting Partnering Project, including an online recruitment platform. The £1.3 billion RPR scheme is now three years behind schedule. Margaret Hodge MP, chair of the Committee of Public Accounts, said: The MoD’s bungling around the recruitment contract with Capita has meant at least £70 million of the planned £267 million savings from the contract have already been last. There was no clear understanding of the scale of the recruitment challenge, poor information about potential recruits and the MoD did not provide Capita with the IT infrastructure it needed.” The PAC found particular fault with the MoD’s failure to provide the IT infrastructure needed to carry out the recruitment contract, an error the report attributes to the decision to have in place two separate contracts for hosting and software. The report says: “The

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department and the Army failed to manage the contracts with these two suppliers effectively and the necessary IT is not expected to be ready until summer 2015. An MoD spokesperson responded: “It is unfortunate that there have been problems over the ICT, but these have been addressed and are in the process of being resolved. We have absolute confidence in Capita to deliver the support to READ MORE: the army that tinyurl.com/kghrcew we expect.”

GREEN SPACES Ordnance Survey to publish green space data Deputy Prime Minister Nick Clegg has announced that Ordnance Survey is to compile and release data to be used for a new map showing all public green spaces in England and Wales, so allowing anyone with internet access to locate their nearest park. The map software and apps will draw from data provided for free by Ordnance Survey and other sources. Clegg said: “Britain’s parks and countryside are the envy of the world, and I want to make sure everybody can use them. Sometimes we can live ten minutes’ walk from a park and not even realise it. Yet public bodies hold all of the data on where these green spaces are. By opening up this data we can enable thousands of people to enjoy every inch of our green spaces at the swipe of a touchscreen. With Britain’s innovative app developers given access to the data, we can help make sure you can always find your way back to nature.”

BROADBAND

ONLINE SERVICES

plan to help and medium enterprises (SMEs) in the UK by addressing issues they may be experiencing with their communications services. In a statement, the organisation says it wants to help small business “take advantage of competition and innovation in the market wherever possible and receive regulatory protection where necessary.” Ofcom plans to target availability, competition and service for SMEs through making superfast broadband more available, ensuring choice and quality of service, and providing protection to small businesses to help them navigate the communications market. It will also undertake to support the needs of rurallybased companies and carry out research into issues SMEs face. Ed Richards, Ofcom Chief

The Cabinet Office has said that over a million people are now registered to vote online in a new system available across England and Wales – a third of these having registered through tablet or mobile phone. Individuals can register by providing their address, date of birth and national insurance number. The government reports that only one per cent of people applying have been unable to supply these details, and that where this is not possible applicants can use alternative identification in the form of a driving license or passport. A spokesperson for the Cabinet Office said: “People are clearly impressed by the simpler, cleaner, and faster online process, with 98 per cent of those responding giving it positive feedback.” Constitution minister Sam Gyimah said: “We designed

Ofcom plans to deliver Online electoral better broadband to SMEs registration a success, The state communications Cabinet Office says body Ofcom has outlined its

Executive, said: “We recognise what a critical sector of the economy the SME community represents, and how important digital communications technology is to this group of business consumers. “Our work will help ensure that the market is delivering for businesses of all kinds and to make sure that the right protection is in place for them if it isn’t.” READ MORE: tinyurl.com/p9srvyh

this new online service with the user in mind, and it’s greato see that such a large number of people across the UK are using the service and responding well to our improvements. We’ve made registering to vote easier than ever before and it’s great to see that nearly half of those registering in the last month have been under the age of 30. But we know there’s more to do to maximise registration rates, so we will continue our efforts to ensure that everybody has their say in the how the country is run.” The news coincides with the Electoral Commission’s announcement that household registration is to be replaced by individual electoral registration (IER). READ MORE: tinyurl.com/pxvfnue

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Tablet Technology

TABLET TECHNOLOGY

INNOVATIVE APPS BRING POWER TO THE PEOPLE The use of tablets and smart devices within all areas of government will experience double-digit growth through 2016. GB looks at how councils across the UK are reducing costs through their use and how the explosion in bespoke mobile applications can revolutionise the way that council services are delivered The use of tablet and smartphone devices in local government has huge potential to make savings. While the majority of headlines in the media continue to slam council spend on such devices, the benefits are often overlooked. Tablet devices can be proven as a cost effective way for council employees to receive email and collaborate with colleagues and residents. The innovative development of ‘apps’ to help deliver council services could also have massive cost saving implications, as well as their use in the field, or when council employees are working in remote areas, and even ‘hot-desking’. EDUCATION EXPLOSION Tablet use in schools has surged. A British Educational Suppliers Association (BESA) survey has found that the use of tablets in schools across the UK has increased. The trade organisation represents over 300 educational suppliers in Britain, including manufacturers, and distributors of digital equipment. In its annual survey, ‘Tablets and Connectivity’, analysed the usage rates of tablets and apps in educational settings. It looked at 636 schools across the country, of which 334 were primary level, and 302 were secondary. Participants predicted that by 2015 a total of 24 per cent of computers in educational settings would be tablets. Respondents believes by 2016 the rate of usage will be 37 per cent, and by 2020, 56 per cent of hardware in classrooms will be tablets. If usage grows at the projected rate, the pupil-to-tablet ratio would be 11:4 in

primaries and 6:4 in secondaries. Last year’s casework and consultation processes. All results expected to see one tablet for every incoming planning applications are now 14 students by 2015. validated electronically on screen. Planning Director of BESA Caroline Wright said: “It officers were equipped with large 27-inch is heartening that schools continue to invest monitors to view application drawings in this mobile technology to put the power and other supporting documentation. of learning back into students’ hands. Officers use software measuring tools However, schools must continue that are also available to external to collaborate and share best users of their online public e t practice use of tablets and register. Planning officers do a g i For Re stead apps if the technology’s have the option to print adoption is to continue out their own copies of and BanCouncil, h to contribute positively drawings if required g u o r Bo um t n to educational but this is by exception a u q a real owed the standards.” and avoided whenever l The survey also possible. Planning officers leap fol uction of found that 90 per have remote access ntrod vices for i cent of schools said to back-office planning e tablet d ing site funding and budget system, meaning they n plan tions allocation were barriers can access application to procuring tablets. Other information from home, saving inspec barriers included security, travelling time and improving training, and the availability of a hot-desk availability in the office. wi-fi connection. However, the real quantum leap followed the introduction of tablet devices for site PLANNING PROGRESS inspections. RBBC projects and change Reigate and Banstead Borough Council officer Kenton Reader shadowed planning has recently utilised tablets in order to officer site inspections to assess appropriate move towards a paperless operation of technology and usage requirements. the planning function when a relocation The practical trials identified that screen and refit of the RBBC town hall office brightness is an important consideration, as space meant the number of available desk was robust shockproof protection. Given spaces were reduced by 20 per cent. broadband black spots in some rural areas, RBBC development quality manager Kelvin it was decided that in most cases the whole Hinton introduced paperless practices to case file should be E

Volume 21.5 | GOVERNMENT BUSINESS MAGAZINE

TABLET TECHNOLOGY

Launched in 2013, EdinburghApps offers winners business support and the opportunity to work with the council to develop their concepts further  downloaded onto the tablet for site inspections using Civica Briefcase software. For those applications with multiple documents, only the most relevant plans and drawings are downloaded. The working case file can then be viewed and annotated, with photographs and report notes recorded on-site, then uploaded back in the office or from home. RBBC selected the Microsoft Surface Pro 2 tablet to view drawings and documents on-site. The device’s 10.6-inch screen permits folder navigation and viewing of documents in a sizeable split-screen format. The development management service bought an initial bank of eight devices held on full battery charge and ready for officers to take on-site. Adoption has been mixed, with some officers taking up the new technology faster than others. However, print requests have now fallen significantly to an ‘acceptable’ level. This technology has also led to wider adoption by building control departments. EDINBURGHAPPS COMPETITION EdinburghApps, a competition run by City of Edinburgh Council inviting teams and individuals to create new mobile apps or websites using council and partner data, is set for its second year. Launched in 2013, the event offered winners business support and the opportunity to work with the council to develop their concepts further. The competition is returning in partnership with Transport for Edinburgh, and this year, will centre on two themes: health, and culture and sport. Ideas should either help citizens live healthy and independent lives or encourage interest and participation in culture and sport. This

year’s event will launch on 5 September, with participants then given seven weeks to work on their ideas before presenting them at a judging and awards event. BYOD CONCERNS A new research paper, produced by UK think tank Parliament Street has examined the extent to which Bring Your Own Device (BYOD) policies operate in London Borough Councils. The report, written by Steven George-Hilley, calls on public sector decision-makers to invest more in BYOD research and implementation. It concluded that there should be “calls for a bolder, more proactive approach from IT decision-makers to push through personal device schemes in the workplace wherever possible.” George-Hilley explained the barriers of adoption for local governments include security concerns, who will manage the process and implement it and whether employees are aware they can use their own devices for work. Additionally, if local governments do decide to roll out a BYOD strategy, they must ensure the the necessary protocols, procedures and training is in place to make it an effective scheme, George-Hilley said. Councils should “factor in planned reduction in personal IT devices such as tablets and laptops and shift the onus onto employees to provide preferred devices where possible,” he said. L FURTHER INFORMATION Parliament Steet’s report into BYOD: tinyurl.com/o687a6d

Tough tablets from Panasonic Panasonic has unveiled its latest tablets for business use – the Toughpad FZ-E1 and the Toughpad FZ-X1. Running on Windows 8 and Android platforms respectively, the FZ-E1 and FZ-X1 cater for technicians across utilities, government and enterprise businesses. The 5-inch screen size makes these the smallest Toughpad solutions yet, undercutting the current 7-inch FZ-M1 to make for more suitable use when out in the field. The 720p touchscreen also operates when wearing gloves. Both tablets are fully waterproof, adhering to IP65 and IP68 standards, meaning they can be submerged in 1.5m of water for 30-minutes and can survive 3m drops onto solid concrete. The 3cm-thick bulky build houses a 6200mAh battery for 14 hours per charge and fast charging means up to 50 per cent of power can be recharged in just one hour. A quick swap li-ion battery pack serves as a backup. There’s 4G LTE connectivity for fast data on the move, while a quad-core 2.3Ghz Qualcomm chipset for Windows and 1.7Ghz for Android ensures ample operation speed. A high accuracy GPS module is also included.

Bin-ovation at ARDS council

Tablet Technology

IT & COMPUTNG FOR THE PUBLIC SECTOR– www.governmenttechnology.co.uk

Ards Borough Council is among three local authorities currently using innovative app-based technology to improve its communications and customer service. Launched in May 2014, the “Bin‑Ovation” App already has over 800 users who are benefitting from information such as what can go in which bin and real‑time data on bin collection times during the holiday period.

The Bin-Ovation App provides a library of over 300 images allowing the user to know exactly which bin to place items in and provides GPS details to their nearest recycling centre as well as up-to-date information on bin collection times and handy reminders to put your bin out for collection. Speaking about the Bin-Ovation App, Mayor of Ards Councillor Phillip Smith said: “I am delighted that we have had over 800 downloads and that local residents and businesses are using the App. We, at the Council, are committed to providing an excellent service to Ards residents and businesses alike and believe that the Bin-Ovation App is one way in which we are improving our customer service and communications”, he continued, “real time information is so important and Ards Borough Council has recognised this and has shown that we are leading the way in using innovative technology to meet the needs of those in our Borough. We are hopeful that in the coming weeks we will have over 1000 users.” The app is also being used by Banbdridge District Council and Lisburn City Council. FURTHER INFORMATION tinyurl.com/nywha6h

Volume 12.5 | GOVERNMENT TECHNOLOGY MAGAZINE

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INFORMATION MANAGEMENT

Doug Miles of AIIM, the global community for information management professionals, discusses how public sector organisations are struggling to cope with information overload

increases the volume, variety, and velocity of information and therefore heightens the potential for information chaos in government.

Of the many issues currently confronting the public sector, one of the biggest is information – how it is captured, managed and deployed. Both citizens and public sector employees are generating more information, content and data than ever before and government departments, whether local or central, are encouraged and expected to use this information to improve service delivery and help with the move towards open government. The potential for using information in this way is vast, yet despite this opportunity it is true to say that many public sector departments are drowning in a sea of content and information. Their file servers are not only overflowing but multiplying, meaning employees cannot easily access

Written by Doug Miles, AIIM

TURNING INFORMATION CHAOS INTO OPPORTUNITY FOR LOCAL GOVERNMENT

Government Technology

IT & COMPUTNG FOR THE PUBLIC SECTOR– www.governmenttechnology.co.uk

THE OPEN DATA INITIATIVE The past few years have seen an ongoing trend towards more ‘open’ forms of government. This means more transparency into the mechanisations of government and in theory, more accountability for those in power. Part of this trend has involved the UK open data initiative, where government opens up the large amounts of data it has for greater public usage. This has been generally acknowledged as a positive step – transparent, innovative and with improved governance – but it also contributes to the information chaos that abounds. Because the initiative has opened up such a lot of data, an astonishing 14,080 datasets have been submitted and have been viewed a total of 1.4 million times. With citizens keen to access and view this data, the pressure to store and manage the information effectively and efficiently has grown. Camden Council is one organisation that has embraced the need to do this. Camden’s servers held information on such a variety of issues, including council tax payment; the number of seizures; repairs done to pavements; incidence and location of dog mess; truancy; food safety; planning consents; injunctions against tenants to name just a sample. ‘GEEK SQUAD’ The council formed what they referred to as a ‘geek squad’, comprising public servants, residents and elected representatives that worked together to make sense of this information, crunching the data to find new insights. The geek squad learned how information was stored, collected and analysed across departments and recommended standardised ways of doing so. The data enabled Camden Council to address a number of future challenges, most notably the creation of a new digital 

is Contentduced tro being in ing array w in a gro ats, which of form ith it major brings wications for compl g the flow n managi f data o

the information they require. There are already information silos in existing solutions but there is now additional content cropping up in new silos in SaaS applications that fall beyond the reach of conventional information governance frameworks. Content and information is being introduced to government departments in a growing and changing array of formats, which brings with it major complications for managing the flow of data. Mobile and cloud technologies have changed expectations of where we can work, when we can work, with whom we can work and on what devices we can work. This also

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Case Study

IT & COMPUTING FOR THE PUBLIC SECTOR – www.governmenttechnology.co.uk

Delivering IT services and solutions though innovation The public sector IT landscape has changed beyond all recognition in supply terms. Until quite recently, opportunities were effectively closed off to SMEs like Redcentric, but how quickly things have transformed. Today millions of pounds of IT services are being successfully delivered across government, academia and the NHS by those previously disbarred SMEs. There are many reasons why, from the global financial crisis throwing best value and austerity into real focus to practical help measures like the G-Cloud Cloudstore. But perhaps the most fascinating is the spirit of innovation that is spreading through the public sector. Despite many a failed ‘big ticket’ IT project that was so common in the 90’s and noughties, there’s a resilience about government IT thinking that should be applauded. Because we’re all now seeing the fruits of a sector still determined to leverage technology for state gains and citizen benefit. As taxpayers, we’d certainly support an initiative like the Public Service Network that aims to substantially reduce the cost of communication services across UK government. And as consumers, we’re very happy to take advantage of those incremental IT-driven improvements that are popping up everywhere – from online Passport applications to the new electronic car tax to web-based prescription ordering.

Mark Hall, Divisional Director of Public Sector Redentric

But if it’s exciting times for government IT, then there’s pressure on SMEs like Redcentric. Increased demand, a greater dependence on the quality and resilience of a service as more of the population become invested in it, escalating security safeguards, more speed, more capacity, more storage, everything is being ramped up, and suppliers have to be able to deliver in a measured, sustained and scalable way.

With Redcentric having acquired InTechnology Managed Services in November 2013, its track record in public sector IT goes back over 15 years. The company has been Janet and N3 connected for over a decade, it supports and host several CNI projects and Redcentric is an approved G-Cloud 5 supplier. The company has ISO9001 and 27001 certification and can boast a long list of government security accreditations. But there are others who can put an impressive ‘CV’ together too. Where Redcentric looks to differentiate itself is through a clear strategy that aligns not only with government requirements but requirements it sets itself. Redcentric aims to deliver solutions and services through innovation; to deliver against cost constraints but not at the expense of the quality or features of its services; and provide citizen, patient and taxpayer benefit through value-led access to progressive systems now and in the future. Redcentric considers itself a sector specialist. The company is a committed member of the PSNGB, is actively engaged within the PSN and PSNH programs and continually looking at ways of tailoring its public sector offerings to ensure solutions adapt to meet longer-term strategies. So yes, there’ll be pressure, but Recentric can handle it. FURTHER INFORMATION www.redcentricplc.com

REDCENTRIC.

DELIVERING COST EFFICIENCIES FOR PUBLIC SECTORS THROUGH AGILE CLOUD BASED SERVICES. • Shared services – providing secure access to data owned by other departments and 3rd parties • Collaboration – increasing communication, flexible working and productivity through telephony, SIP trunks and unified communications • IaaS – capacity on demand for short term use, or removing SOME OF OUR ACCREDITATIONS: the cost and burden of managing server infrastructure • SaaS – fully managed infrastructure and operating system for delivery of end user applications and software • PaaS – secure computing platform for SaaS and IaaS with full control over deployment and configuration.

0800 983 2522 info@redcentricplc.com www.redcentricplc.com Redcentric_Gov_Tech_AUG_14.indd 1

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11/07/2014 17:20

INFORMATION MANAGEMENT  framework that will identify key health issues that the council’s health services will need to address in the next 10-15 years. THE INFORMATION OPPORTUNITY That is just one example of what can be achieved using information in the right way, and for the public sector there is no reason why information shouldn’t be a major opportunity, not the chaos that it seems to bring currently. But what should public sector departments – both local and central – be doing to really make the most of this information opportunity? Answering the following four questions would be an excellent start. Are your electronic records aligned with your policy for physical records? Electronic records are a significant area of growth in government. Practices for these must be aligned with existing policies for physical records. If there is not an up-to-date Information Governance Policy that is supported across departments, one must be created. New staff and existing staff must be fully trained on compliance with this policy, which must also address new media and social content, new forms of communication and information that have contributed significantly to the chaos of recent years. Are you over-reliant on paper in your organisation? The public sector – perhaps even

more so than private companies – has stuck to the belief that paper is essential in many processes. In 2014 this really isn’t the case, so highlighting the role that paper-free processes can play is important.This should include auditing where poor access to information is hurting the department – trapped on paper, spread over file shares, locked up in enterprise systems, or simply mobile-unfriendly. This can be used to energise content management, as the more content that can be converged into a single, searchable, mobile-accessible system, the better. Also, are the current ECM systems fit for purpose? If not, then consider consolidating around a new system that best suits your needs, both now and in the future. Are you clear as to how you are using content? Different content can be deployed in many ways, both internally and externally as part of the open data initiative. Social is of course, a major communications channel in modern government, with almost every department and organisation maintaining an active presence on several social media platforms. So making clear exactly who within the organisation is responsible for the various types of social interaction needs to be clearly outlined and agreement must be reached with the Records Management team to categorise which social content should be stored and how. What insight is it that are you expecting

information to deliver? This is perhaps the key question to answer – any public sector organisation must first identify exactly what insight it is they are looking for. Having done so, they should turn to their data and ask – where is it, is it accessible, is it clean? Once that content is under management, identify the toolset required to best analyse it and audit the skillsets need to manage that process. A variety of tools are available and there may well be one already deployed elsewhere in the organisation. If it’s a best‑of‑breed tool for a single requirement this will not help other departments but a productised analytics toolset would be a good solution.

Government Technology

IT & COMPUTNG FOR THE PUBLIC SECTOR– www.governmenttechnology.co.uk

A GENUINE ASSET Finding opportunity within the information chaos faced by the public sector is one of the major challenges in modern government. The open data initiative is a worthy one but has further complicated an already complex information landscape. But provided a content and information strategy is executed effectively, government can use information to better understand citizens, devise future plans and improve service delivery. Information can then become a genuine asset and opportunity.  FURTHER INFORMATION www.aiim.org

Delivering hindsight when you need it the most – prior to application deployment Up to 30 per cent of application deployments fail, resulting in implementation delays, damaged reputations and costly retrospective application fixes. Only with the benefit of hindsight is it realised that a prime cause of these failures is the fact that the final production environment the application needed to work in was not fully considered at the start of the project. iTrinegy’s products focus on ensuring successful deployment of applications over networks by enabling you to develop and test applications in highly realistic replicas of the target environment, prior to actual rollout. So, in effect, the company can provide that all important hindsight into how the application will perform early in the project lifecycle, rather than at the end. iTrinegy’s solutions are tried and proven with central government, local authorities, educational institutions, the NHS, MOD, and Emergency Services. Cloud computing, data centre consolidation, virtualisation, mobile computing, systems consolidation, outsourcing and teleheath all offer potentially significant cost savings. However, before starting, it is vital to cater for the impact of the new ‘unproven’

network environments associated with these deployments. iTrinegy products give full transparency of these network-related pitfalls prior to actual deployment by concentrating on two core areas: Network profiling and performance benchmarking; and pre‑migration application performance testing. iTrinegy’s Network Profiler captures actual networked application response times and utilisation metrics in the existing infrastructure. The resultant data is then available to conduct pre and post implementation comparisons of application performance. It can also be used to create ‘network scenario’ files that can be uploaded into iTrinegy’s network emulators to enhance the realism of pre‑migration application performance testing. iTrinegy Network Emulators recreate

the network conditions (good, average, bad) of both the existing and new environment, whether it be mobile, cloud, WAN, home (ADSL, cable, modem) or satellite etc., in which you can safely test and re-test how applications function. This approach enables you to conduct a realistic proof-of-concept and ‘what-If’ analysis, giving you the ability to quickly identify issues as well as allowing potential solutions, such as WAN optimisation techniques or thin-client technologies, to be properly investigated before you commit budget and resources and finally go live. FURTHER INFORMATION Tel: 01799 543 345 info@itrinegy.com www.itrinegy.com

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IT Security

IT & COMPUTING FOR THE PUBLIC SECTOR – www.governmenttechnology.co.uk

UK’s largest distributed supercomputing network to superpower Government and public sector High Performance Computing (HPC) Wales has been announced as an official HPC supplier in the UK Government’s latest online procurement programme, G-Cloud 5, enabling the venture to continue providing government and public sector organisations with supercomputing technology, training and support. Using applications such as Big Data analytics and advanced modeling and simulation, the technology can help with town planning, medical research, crime prevention and defence to name but a few examples. Organisations can access the state-ofthe-art technology remotely via a laptop or desktop computer, connecting to the network through a secure web browser and benefiting from its powerful processing capability, wherever they are based. Alongside supplying this technology, HPC Wales has considerable experience in delivering the training and support necessary to help its users fully exploit it – having already trained over 1500 users in HPC and hosting over 2000 user accounts on the system.

HPC Wales’ unique distributed infrastructure spans across Wales and is powered by the latest Fujitsu Primergy equipment with Intel Sandy Bridge processors, and over 17,000 cores. The network boasts a peak processing performance of almost 320 TFlops – meaning that it is capable of running 320 trillion operations per second. The venture has been made possible with support of £24m from the Welsh Government, including support from the European Regional Development Fund, £10m from the UK Department for Business, Innovation

and Skills (BIS), and £4m matched funding from University partners. The G-Cloud Programme, now launching its fifth version, ensures that central UK Government departments consider services from those registered as suppliers on the Cloud ahead of all other organisations in any IT procurement process. The G-Cloud Programme was formed in 2012 to introduce cloud ICT services into government departments, local authorities and the wider public sector. Karen Padmore, operations director at HPC Wales, said: “We are delighted to announce that HPC Wales has been approved to continue to provide supercomputing services in the latest version of the G-Cloud procurement portal and we are calling on central government, local authorities and public sector organisations across the UK to get in touch to find out how the technology, training and support can accelerate their processes.” FURTHER INFORMATION Tel: 01248 675093 www.hpcwales.co.uk

Is employee behaviour the greatest threat to your organisation’s information security? The greatest threat to your organisation’s information is not rooted in technology, but in the behaviour of your people. One in three security incidents are caused by employee behaviour. According to notorious hacker-turned-security consultant Kevin Mitnick: “The human side of computer security is easily exploited and constantly overlooked. Companies spend millions of dollars on firewalls, encryption and secure access devices, and it’s money wasted, because none of these measures address the weakest link in the security chain.” The impact of poor behaviour is staggering. For example, in 2013 staff at a Barclays Bank branch in London let a bogus technician alter their system and transfer nearly £1.3 million from accounts before it was discovered. InProc has helped a number of its clients recognise and change behaviour that left them wide open to attacks like the one that so nearly succeeded at Barclays. Take the risk of password security breaches; the usual tactic is to approach it from a technological base by increasing the number and complexity of passwords, and the frequency with which they must be changed. The inevitable result is that employees have

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to write passwords down to remember them, completely undermining the security measure. Worse, password resets are the most common issue raised with IT Helpdesks, driving up costs and wasting employee time. Information security behavioural risks are most cost-effectively lowered by improving employee behaviour. Instead of expensive technology-based ‘fixes,’ simple behavioural tweaks can massively lower your exposure. The starting point is to monitor organisational information security culture. You need to know where the behavioural problems are and their cultural roots in order to target interventions and achieve required results.

InProc’s research and experience with its clients reveals that information security behaviour is driven by the following: Management – strategy, policies and oversight; leadership – vision, engagement and work-place dialogue; processes – systems and procedures; innovation – employee led change; communication – sharing targets and performance; personal responsibility – individual engagement and commitment. If you truly want to lower information security risks, then you need to approach it with an organisational psychologists mindset and tools – a robust information security behavioural audit will give you an inexpensive and rapid means of monitoring behaviour, diagnosing problems and targeting interventions where they will do the most good. FURTHER INFORMATION To find out more, visit the InProc website www.inproc.co.uk, email: barney.smith@inproc.co.uk, call 0117 905 5008 or find InProc’s security audit solution on the GCloud: http://goo.gl/VeNr8u

Cyber Security

DoS ATTACKS

Written by Amar Singh, chair, ISACA Security Advisory Group

MOUNTING A RESPONSE TO THE DIGITAL HIJACK THREAT

Amar Singh of international IT governance association ISACA reports on the damage denial of service (DoS) attacks can do and shares advice on how organisations can protect themselves A denial of service attack can have a major impact on services offered internally like the email or file directories and external services including government information and payment portals. A worrying trend flagged up in research by RAND Corporation is that anyone can rent a 24hr DoS attack for a meagre sum of US$50. Mimicking the capitalist economies, the service is sometimes offered with a money back guarantee if it does not work. CYBER RETALIATION 2013 saw the world’s first known instance of a commercial cyber retaliation, more commonly called a CTT or Cyber Tit for Tat, that resulted in a tangible impact on the global internet. Spamhaus, an international non-profit organisation that tracks the Internet’s spam operators, had recently blacklisted an internet hosting organisation based in Netherlands, called Cyberbunker. Their reasons included the allegations that Cyberbunker was openly hosting known spammers amongst other cyber vandals. As a result, there was a gradual loss of internet traffic to Cyberbunker, to which, it is alleged, the Netherlands based company retaliated. In short, Spamhaus was

targeted by a Denial of Service attack of a magnitude that had never before been seen. During that period significant portions of the Internet were affected, emails were delayed (in some cases severely), major websites were very slow or not loading at all, and internet banking was unavailable to many. Luckily for everyone, the internet did not grind to a complete halt.

Internal DoS attacks can sometimes have a greater impact but these attacks don’t often make it to the headlines. For example, the simple act of users unable to login and use their computers for a prolonged period of time is a Denial of Service in action, deliberate or not.

DoS & DDoS: THE The DIFFERENCE y r a DoS stands for Denial m i r p a f of Service and DDoS o e v i stands for Distributed object is to deny k c Denial of Service. The a t t a l a c i t DoS i r impact of a distributed c o attack is often far access tces such r u greater than a regular o t s n re ayme p DoS attack. It must , s e t i s as web ls or internal be noted that in many instances both terms are porta ources used interchangeably. s re For an analogy of a DoS

THE BASICS The primary objective of a denial of service attack is to deny access to critical resources. These resources can be external as in websites, payment portals or internal resources including directory services like active directory, email systems and corporate networks. It is important to point out that DoS attacks can be both internal and external. External DoS attacks make it to the media headlines primarily because they are external as in, the unavailability of a public facing website or email service.

attack, imagine an attacker taking a single hammer and attempting to break a tempered glass. The attacker would have to spend a great deal of time and effort to break it. It would be like one single computer attempting to attack E

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Aiming for ISO27001 accreditation? Achieve it with the support of a managed technology partner A proactive, responsive, and accurate service is central to OryxAlign, a managed technology services provider based in West London. Combined with expert technical consultancy and highly trained support engineers, OryxAlign optimises clients’ operational efficiencies and productivity, reducing costs through the implementation of the right technology. OryxAlign work across all industry sectors and support enterprises throughout the UK, Europe and internationally. VIRTUS owns, designs, builds and operates a new generation of agile, connected, efficient data centres around the heart of London’s cloud and digital content economy. Located within London’s metro, VIRTUS offers the best of traditional retail colocation including limitless connectivity, dedicated support and complementary ecosystems, combined with the low cost, scalability and custom solutions of the wholesale model, in uniquely flexible and customer friendly packages. In 2011, VIRTUS was acquired by Brockton Capital LLP. The acquisition prompted vast expansion plans for the organisation, including ISO27001 accreditation. When VIRTUS failed to achieve the ISO27001 accreditation, a technology infrastructure overhaul and refresh was required.

In 2012, OryxAlign were appointed as the VIRTUS technology and support partner. The first project was to provision and implement an infrastructure refresh in-line with the ISO27001 standards. The project was delivered successfully, with a managed support package tailored specifically to suit the business operations and growing user community. Within the year VIRTUS achieved its ISO27001 accreditation. In 2013, VIRTUS management decided to move the technology infrastructure to a private cloud platform in order to provide further flexibility and scalability for the business. OryxAlign’s OryxCloud platform was integrated and its VDI’s powered by VMware Horizon View replaced the traditional computing. The OryxCloud platform is a highly available and powerful managed cloud environment, geographically dispersed across multiple UK datacentres, one of them being the VIRTUS Enfield facility. It was important for VIRTUS to run their technology from their

own datacentre and OryxAlign’s OryxCloud platform ensured that was the case. With the OryxCloud platform successfully powering the business, VIRTUS wished to augment their customer service engagement. OryxAlign were commissioned to implement a Service Desk and advanced ticket management platform, enabling effective collaboration between VIRTUS customers and the security, support and provisioning teams at VIRTUS. This was a complex project, requiring in-depth understanding of the operational procedures and processes within the business. OryxAlign delivered on time and in line with ISO27001 standards. The September 2014 launch of the new VIRTUS flagship LONDON2 data centre marks a milestone in the expansion and continued growth of VIRTUS. Since 2012, VIRTUS have retained their ISO27001 accreditation whilst scaling their UK operation. OryxAlign continues to provide and deliver vital technology services and projects to support the VIRTUS mission and to help the organisation achieve their vision. FURTHER INFORMATION Tel: 0207 605 7890 www.oryxalign.com

Digital experts Redrock Consulting helps the UK government meet its ‘red line’ targets The Cabinet Office’s ‘red lines’ for IT contracts published in January was a drive to maximise taxpayer value through stripping out wasteful spend and by creating more competitive, open procurement practices. Francis Maude, minister for the Cabinet Office, said at the time: “These red lines will ensure the government gets the best technology at the best price and we will be unashamedly militant about enforcing them to provide value for hard-working taxpayers.” The shake-up, which, at its core, encourages smarter purchasing, realised savings of £3.8bn in 201213; half of which was achieved by limiting expenditure on consultants and temporary agency staff as well as cutting marketing spend. Redrock Consulting is pre-approved to support the Government’s Digital Services Framework and it believes other suppliers can do more. The company has confidently joined the ‘big players’ in the supply of the government’s digital services and have already built a formidable reputation for delivering not just the highest calibre

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individuals but at best value too. The company now works closely with several public sector agencies including the DWP, the MHRA and the Legal Aid Agency and has already delivered significant savings. Darren Chapman, a director at Redrock commented: “We have always championed progress and have a reputation for delivering the best digital expertise. What’s becoming increasingly apparent however is the real savings that we deliver too, without

compromising on the talent supplied. We have access to some of the best Agile expertise available who can confidently support the digital transformation of government.” With an obvious focus on delivering best value and client service excellence, Redrock says its foundations are impartiality along with the continuity of the individuals supplied. The core values have resonated extremely well with a broad spectrum of government organisations. Darren Chapman continued: “Clients throughout the public sector engage with us in three ways: either directly through requests for proposals, via our managed services offering or via the GDS framework. In all cases, we understand that that the requirement is mission critical and part of a much, much bigger picture as far as the transformation of public services is concerned.” FURTHER INFORMATION Tel: 0117 317 1300 www.redrock-digital.co.uk

DoS ATTACKS  your website with an electronic hammer denying your legitimate users access For an analogy of a DDoS attack, imagine the attacker paying 10 friends to take the same hammer and attack the glass at the same time. Not only will the glass break faster but the impact of the damage may be greater than a single hammer attack. The attacker hijacks 10 thousand computers scattered around the internet and uses the same hammer, this time multiplied by 10 thousand, to attack your website denying your legitimate users access. THE THREAT OF INTERNET OF THINGS Until recently an attacker would hijack thousands of vulnerable computers on the internet to launch a DDoS attack. These vulnerable computers include all types of computers including laptops, desktops or office email servers. Now imagine the same attacker being able to hijack your fridge, smartphone, tablet and a million other of these devices and commandeer an even more catastrophic attack to your website. This is possible and we are already starting to see these Internet of Things (IoT) devices being used as accessories to DDoS attacks. UNDERSTANDING THE ATTACKERS Understanding the attacker and the motivation that drives these attacks is crucial to building the appropriate protection and detection mechanisms. ISACA describes four main types of attackers: unsophisticated opportunists; sophisticated individuals who attack specific targets; those engaged in criminal or corporate espionage; state sponsored advanced attackers. A fifth category could be referred to as insiders, or ‘privileged attackers’. Although technically, this type of attacker can be slotted into any one of the above four categories, it deserves its own classification as very often it is the employee or groups of them that end up causing the biggest disruption and damage to the business. Reasons range from bribery, job dissatisfaction or loss of employment. The privileged attacker is a special kind of attacker as he/she is well versed with the culture, the technology, the technical architecture and most importantly has the explicit trust of his/her employers. In addition, in almost all instances this privileged user has the administrative user details including passwords to all the critical systems and that is why this type of user is also sometimes called the ‘god user’ or ‘superuser’. The motivation of an attacker can be divided into five categories: grievance; crime; hacktivism; espionage and warfare. THE LOGIC BEHIND CHOOSING A TARGET In a realm that has no boundaries and no governance framework there can be several reasons that an organisation falls victim to a DoS attack, ranging from the insider, equipped with sufficient knowledge and awareness of the technical landscape, who has an axe to

grind with the management, to the malicious criminal or nation sponsored element that have significant funding, highly skilled and able manpower and the luxury of time to launch targeted or opportunistic attacks. Consider this example. In the past, a denial of service for a business would normally mean having its windows smashed by a bored teenager. That same teenager could muster his friends and break multiple shop windows via a distributed denial of service. Importantly there was and still is physical effort involved in breaking glass and the resulting chaos and loss of business is localised. Today, that same teenager, in many cases working alone, can cause global mayhem, affect the livelihoods of millions of people, deny critical services to hundreds of thousands of people – all from the comfort of their bedroom. If he or she is clever they could develop or produce the program (the equivalent of a stone) themselves. If they have spare change, say a few hundred dollars, the teen could procure a ready made program that guarantees mass destruction. HOW TO DoS A DoS, in comparison to other more sophisticated attacks, is relatively easy to carry out. Worryingly, DoS and DDoS tools are readily available in what is a thriving underground market for cyber attack tools. In an insider DoS attack, the IT System administrator literally pulls the plug on your email servers and deletes all the files and the backups, meaning all your data is inaccessible or gone. Alternatively, the system administrators permanently delete the authentication infrastructure in your organisation so that no one can log in. A website is the window into the world of commerce, services and information. An outsider DoS attack can deny access to

Cyber Security

IT & COMPUTNG FOR THE PUBLIC SECTOR– www.governmenttechnology.co.uk

enough to ask why I bring up DoS before the other more sophisticated attacks like advanced malware attacks (also wrongly called APTs). My answer is that DoS attacks are a nuisance, a waste of effort and skill and in most cases not something that any organisation’s IT teams should have to spend their time dealing with. BUILDING THE CASE Surprising as it sounds, there can be a positive angle to DoS attacks. You see, most people understand the concept and have at some point in their career seen and felt the impact of either an internal or external denial of service. That makes it easy to obtain finance and project board approval, at least in my experience. The case is, in most cases, very straightforward, especially when it comes to building a case for external protection. Not having DoS protection means that your payment or service portal could be inaccessible for several hours, if not days, affecting bottom line, reputation and brand image. In some cases, someone may lose their job for not including this attack vector in their protection strategy. STOP THEM FROM REACHING YOU I have a very strong opinion when it comes to outsourcing security. However, when it comes to protecting against external DoS and more importantly a DDoS I strongly recommend utilising the services of an established outsourcer. The established firms have the wherewithal to absorb these large scale attacks, and can stop attacks at source. A DoS attack is one of the few tangible forms of attacks that visibly affects employee and customer facing assets like authentication and websites. This material impact often leads organizations to spend

If you are a government body that is involved in an international or local conflict, the likelihood of an attack is high legitimate users of the site. Some examples of the impact of a DoS attack include: an NHS or surgery website not being able to accept doctors appointments; the site to renew car tax becomes inaccessible resulting in thousands of drivers with expired tax discs; and a council site accepting payments for parking charges is very slow causing many customers who are trying to pay for their fines to try again and again. This further slows the site and more customers cannot pay their fines. PROTECTION MECHANISMS When I visit my clients the first thing I ask is, “How are you protecting against a DoS attack?” There is confusion on most faces and sometimes, the techie amongst them is bold

unnecessary financial, human and technical resources in mitigation strategies. The regular recommendations of carrying out a risk assessment and threat modelling apply but consider DoS attacks as a nuisance and annoyance more than an advanced threat. Your assets will be DoS(ed) as they say and if you are a government body that is involved in an international or local conflict the likelihood of an attack is even greater. It is my recommendation that, unless there are specific reasons, organisations consider offloading the protection from this threat by a strategically outsourced agreement. L FURTHER INFORMATION www.isaca.org.uk

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IT Security

IT & COMPUTING FOR THE PUBLIC SECTOR – www.governmenttechnology.co.uk

How to remove the barriers to digital inclusion Digital technologies and online services have already revolutionised many aspects of the way we live and we are heading towards a future where they will play an even bigger part of our lives. We book flights online, secure hotel reservations, apply for jobs, make doctor’s appointments and research the web for offers and information that are relevant to us. Businesses, government organisations and the third sector are keen for us to ‘self-serve’, not just for the obvious cost savings but to deliver a more convenient service to users and to promote independence and empowerment. But there is a significant gap emerging between what we are asked to do to serve ourselves online and our capabilities and capacity to successfully do so. There are all sorts of potential barriers to overcome in even the simplest transactions, and the number of people this affects is huge and growing all the time. Barriers to digital inclusion fall under three inter-related themes: Physical access – in the UK, 20 per cent of households have no physical access to the internet.1; cost – 25 per cent of society in the UK are

economically disadvantaged2; digital skills – 12 million people in the UK lack the digital skills necessary to buy or use services online.3 There are many great initiatives in the UK focusing on broadening broadband reach to rural areas and on reducing the cost of access for the economically disadvantaged but what assistance is being provided to the 12 million people lacking basic online skills? Assistive technology can help to compensate for functional deficits and improve the quality of life for people with disabilities. But these tools are often costly and, as Microsoft and Forrester research concluded, ‘there is a negative correlation with disability and earning power and there is a higher proportion of disabled people among the lower socio-economic groups’. In other words, those who need assistive technology can least afford it

and those who cannot afford it are more likely to need it. BrowseAloud provides speech, reading and translation support for websites to make the online content accessible to those with dyslexia, low literacy, mild visual impairments, cognitive difficulties and for those who have English as a second language. In the UK, this represents 20 per cent of the population. BrowseAloud promotes digital inclusion and improves engagement with the hard to reach groups by empowering them to access services online independently and participate more fully in the community. Key features include: Text-to-speech, spoken and written translation in 33 languages, text magnification, MP3 generation, written translations in 74 languages, customisable options.

Office of National Statistics 21stcenturychallenges.org 3 The Moser Report 1 2

FURTHER INFORMATION Tel: 028 9442 8105 info@browsealoud.com www.browsealoud.com

MI View business intelligence solutions – business reporting and data analysis made simple Business Intelligence, or BI as it is more commonly known, has been around for decades. In the early days it was often referred to as ‘Decision Support’ as it provided information to an organisation taken from production systems that helped decision making. It has morphed into many guises and nowadays it covers a vast area which includes reporting, analytics, data-mining, business performance management, benchmarking, predictive analytics etc. The IT community, in response to requests for information from business users, have come up with ever more creative ways to ‘slice and dice’ data. This is what business wanted but there was a price to pay. It became complex, time consuming and costly and often didn’t deliver what was wanted nor within a useful timeframe. Typically what an information user considers a simple request is often technically complex to answer. IT’s solution was to consolidate and the Data warehouse was ‘born’. Warehouse’s are never the source of data but are populated themselves by complex processes from business applications, creating more data and overhead to cope with that simple request.

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Add to this the growth of available data driven by the growing diversity of business systems, automated data collection and insatiable demand from business users for information, and it can all become very difficult. Why? Because most BI solutions were originally built decades ago before

this explosion in data and can still work, albeit clunkily, on relatively small volumes of data but are maintained and managed by IT on behalf of the users. Today’s user requirement can be summarised as: ‘I need the data now and I want the tools to analyse the data myself and I don’t really know what I want until I see it’. Driven in part by the ease and power of internet search engines, the question, “why can’t all business applications e.g. business intelligence, be this easy to use”is often raised. Technically there is no reason, but to deliver a BI application that allows an end user to slice and dice data, anyway they want, at speed, whilst maintaining data integrity, requires an architecture which works like Google, unlike most BI solutions available today. MI View is a BI solution that is built for today’s business users, able to revolutionise the access to and use of data as well as reducing the cost of information – simply the right solution. FURTHER INFORMATION www.totalintelligence.co.uk

IP Expo

it will also bring into play insight from the Government. In particular, Government’s chief technology officer (CTO) Liam Maxwell who is well known for his commitment to IT reform within the public sector and most notably the driving force behind ‘digital by default’ will be speaking at IP EXPO Europe.

EVENT PREVIEW

SHOWCASING ADVANCES IN IT INFRASTRUCTURE

IP EXPO Europe 2014 on 8-9 October at London’s ExCel brings together some of the leading minds in cloud and IT. Government Business takes a look at some of this year’s main attractions IP EXPO Europe, held on 8-9 October 2014, is Europe’s leading cloud and IT infrastructure event. Designed for professionals across the whole spectrum of IT roles, it is the definitive event to view brand new technologies, and through exclusive keynote presentations, gain fresh insights from the leading thinkers in IT. With cloud, mobility, security, analytics, infrastructure and datacentre technologies all under one roof, IP EXPO Europe covers everything needed to run IT for a successful enterprise. Each year, IP EXPO Europe has seen an increase in attendees, with a large percentage of 2013 attendees coming from Government and public sector, a figure that is expected to rise dramatically for 2014. The show provides an opportunity to join visionary thinkers from Government and the public sector to identify key issues and trends in the market. Located at the ExCel centre, London, for 2014, IP EXPO Europe will this year feature two brand new co-located events, Cyber Security EXPO and Data Centre EXPO, designed to address the new developments and trends in these critical areas. With over 300 exhibitors from the likes of Microsoft, VMware, IBM and Schneider Electric, the show will feature demonstrations and presentations which cover every facet of IT infrastructure, including the cloud, data

centres and the latest solutions to combat cyber-crime. IP EXPO Europe is this year’s must visit event for all IT specialists. The opening keynote speech will be delivered by Sir Tim Berners-Lee, inventor of the World Wide Web, who TIME magazine included in its ‘Top 100 Most Important People of the 20th Century’. Sir Tim will outline his vision for the 2050 Web and how organisations will use it to gain competitive advantage in future. Berners-Lee will also offer his insight into business strategies for innovation and the creation of markets through digital channels. CLOUD PROOF INFRASTRUCTURE Cloud provision for the public sector, particularly ‘digital by default’, has become a central theme for discussion. Since the G-Cloud framework was deployed, there has been a commitment from the Government to build competitive digital services which fit public sector business needs. In a time of expanding cloud service options and growing citizen expectations of instant mobile access to information and services, it has never been more important for the public sector to ensure all public sector services are available online. Not only will IP EXPO Europe provide the latest information from leading thinkers, system integrator and service providers,

GOING ELECTRONIC The benefits of back-office efficiencies have been recognised and increasingly promoted since the Gershon Efficiency Review. Major efficiencies could be achieved as a result of electronic procurement and specifically electronic invoicing. It is not surprising then that the UK government has been aligned with the deadlines set up by the European Commission which make e-invoicing in procurement mandatory from 2016 with the aim of making it the predominant method by 2020. Compared to the rest of Europe, the UK is slightly behind with the Nordics leading the way. Since 1 February 2005, for example, all government institutions in Denmark can only accept invoices in electronic format. Ultimately, e-invoicing could save taxpayers billions of pounds, enable the government to tap into new markets and help secure payments more quickly. If we take Denmark alone, each minute saved in invoice processing of the public sector’s 15 million invoices equals to €12 million in savings. If 10 minutes are saved for each invoice, Denmark could attain savings in the region of €120 million per year. Advocates of e-invoicing point at clear examples of best practice and have estimated that the complete roll out by the UK government could result in economic benefits of £22-£28 billion a year in comparison with modest levels of investment. With such solid figures and bad debt losses incurred by European companies at an unprecedented high of €350 billion, it is no surprise that the UK public sector is under mounting pressure to embrace e-invoicing. With late payment of bills remaining a serious concern for SMEs despite the improving economy, governments in Europe are enlisting the adoption of e-invoicing as one of the solutions. This is in conjunction with major and widespread legislative changes. As demonstrated by earlier adoption, e-invoicing leads to faster payments as it reduces the amount of time wasted whilst the invoice is in the post, it shrinks the likelihood of customers claiming they have not received the invoice or that it must be lost in the post while speeding up potential complaints. The programme at IP EXPO Europe 2014 will explore the issues surrounding ‘digital by default’ in the public and private sector, giving insight into the options available to public sector organisations, in addition to examining the benefits and barriers of G-Cloud.  FURTHER INFORMATION www.ipexpo.co.uk

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Advertisement Feature

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

ADVERTISEMENT FEATURE

24/7 DB2 SUPPORT

Internationally recognised DB2 specialists Triton Consulting have been chosen by Hampshire County Council to provide 24/7 DB2 support for its diverse range of services With a population of 1.32 million (2011 Census) and covering an area of almost 400,000 hectares, Hampshire is one of the largest non-metropolitan or “shire” counties in England. Like all local authorities, Hampshire County Council provides a diverse range of services to its growing population and uses a variety of IT systems to manage and support those services. Iqbal Goralwalla, head of DB2 Midrange Services and IBM Champion, Triton Consulting says: “Triton Consulting had been providing Hampshire County Council with their

supplement their in-house skills quickly or find a high quality, DB2 managed service provider to support their DB2 systems. Hampshire County Council was also under pressure to keep service levels high whilst keeping costs at a minimum. THE SOLUTION Following a detailed evaluation process Hampshire County Council opted for RemoteDBA, a DB2 managed service from Triton Consulting. RemoteDBA was tailored to provide different service levels based upon the criticality of the incident. The SLA’s

RemoteDBA provides unlimited support for a fixed price. This is extremely beneficial for Hampshire County Council as it means that they know their DB2 support costs for the next 12 months up front. Regardless of how many support calls Hampshire County Council need to make or how long issues take to resolve they know that their costs are fixed. RemoteDBA support service since 2013 and had to go through a tender process to win the three year deal in May this year.” THE CHALLENGE Hampshire County Council’s application systems are based on several different database technologies. Two critical application systems are based on IBM’s flagship relational database, DB2. DB2 is optimised to deliver industry-leading performance across multiple workloads lowering administration, storage, development, and server costs. When a key DB2 technology expert left Hampshire County Council, the Council recognised that with a reduced headcount comes an increased level of risk. Hampshire County Council requires their data to be available 24/7 in order to provide critical services such as social care, children’s service and emergency support. In order to maintain this level of service, Hampshire County Council would either need to

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covered: Severity 1 incidents – 24x7 with a half hour maximum first response time; nonseverity 1 – Monday to Friday between the hours of 09:00 and 17:00 with a maximum first response time of two hours; test or development systems – Monday to Friday between the hours of 09:00 and 17:00 with a maximum first response time of 2 hours RemoteDBA provides unlimited support for a fixed price. This is extremely beneficial for Hampshire County Council as it means that they know their DB2 support costs for the next 12 months up front. Regardless of how many support calls Hampshire County Council need to make or how long issues take to resolve they know that their costs are fixed. For a public sector organisation trying to manage pressures of squeezed budgets and the increasing need for accountability of public spending, this kind of forward planning is vital. As part of the service Triton committed to provide a weekly schedule of diagnostics

to check on the health of the system. Although RemoteDBA is designed as a remote support service, Triton also agreed to provide on-site support during any weekend Disaster Recovery (DR) Tests. The weekly checks and the confidence that Triton is available at short notice, and will raise PMRs (Problem Management Records) with IBM on their behalf, provides Hampshire with considerable peace of mind. CONSULTANCY Triton receives up to a dozen diagnostics log error and warning reports and database performance monitoring metrics from Hampshire County Council per day. These are assessed for severity and then followed up with an assessment report with remedial actions if necessary. Triton also runs a series of checks on database housekeeping (REORG, BACKUP, REBIND etc.) activity. These monitoring activities mean that Hampshire County Council does not need to spend valuable resource on these potentially time consuming but important tasks. The Triton service to Hampshire County Council also includes 20 Hours of “Consultancy on Demand”. This is a highly flexible service which allows customers to purchase a block of 20, 50 or 100 hours. These hours can be called off as and when needed for any consultancy or training requirements. Hampshire County Council has already used some of their COD hours for Production implementation of planned database changes and support and user/ login management and are considering using the rest of their COD hours to facilitate a DB2 upgrade and to enhance and extend their scheduled housekeeping jobs, to enable targeting ‘intelligent’ REORG, RUNSTATS and REBIND executions. ABOUT TRITON Triton Consulting are IBM Premier Business Partners specialising in DB2 for both mainframe and midrange environments. They provide DB2 consultancy and remote DB2 support to customers throughout the world. Triton are internationally recognised for their DB2 expertise and can boast an IBM Gold Consultant and former IDUG (International DB2 User Group) President on the board of directors. L FOR MORE INFORMATION For more information please visit www.triton.co.uk, email marketing@ triton.co.uk or call 0870 2411 550.

ENERGY

Building services and project management for the public sector DP Consulting Ltd provides a professional service of high standards, meeting the exacting requirements of its clients whilst remaining affordable and accessible. The company actively helps to project manage schemes, ensuring that sustainable resources and generation plant are utilised to their best potential. DP Consulting is committed to sustainable energy and micro generation and is a member of ESTA (Energy Services and Technology Association), whose aim is to help in the design, construction, updating, operating and managing facilities at a lower cost, while improving sustainability and reducing CO2 emissions. Sustainable building practises are rapidly rewriting the rules of the design and construction

industry. Building systems consume 40 per cent of the world’s energy, and DP Consulting believes that the industry has a moral imperative to dedicate itself to moving toward a greener future – one that reduces the impact of the environment and reverses climate change. DP Consulting has a clear vision for the future: To offer top-class performance on every project it undertakes. This is fuelled by the fact that its Leicestershirebased team encompasses a wide range of capabilities, and can offer a full service with impeccable speed, responsiveness and attention to detail.

ENERGY

Energy efficient LED lighting solutions Low energy lighting significantly helps to reduce the energy consumption of a room or building. Lighting accounts for around 39 per cent of the overall energy used in an office building. The LED market is saturated with not only cheap imported products, but also high quality and often over-priced branded ones. Imported products are very ‘hit or miss’ and consistently overstate their performance – while they will offer faster payback times they are less reliable and don’t last as long. Now in their third or fourth generations, recognised brands such as Ansell, Aurora, or Philips offer superior quality and performance and are the reliable option to the

cheaper alternatives. In some applications it’s not always the best option to choose the lowest wattage light source with the highest light output and hope for the best. Many rooms, such as corridors are not always occupied but the lights are constantly left on. The best way of reducing energy is not to use it at all. Installing an occupancy sensor can make sure that no light energy is wasted – when the room is empty, the lights go off. Downlights Direct can help you to choose the best lighting products for each application. Visit the website to find out more.

Products & Services

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

FURTHER INFORMATION www.downlightsdirect.co.uk

FURTHER INFORMATION www.dpconsulting.eu.com

ENERGY

Enistic Energy Management promotes energy efficiency including carbon reduction and the use of renewables in public buildings. With an impressive record of achieved savings and a client list which includes some of the biggest brands in the world, Enistic’s M&T systems are essential to help you save energy, reduce costs and minimise carbon emissions. Highly accurate smart meters gather energy consumption data in real-time and Enistic’s cloud based portal delivers dashboard visualisation, monitoring, alerting and reporting from any internet-connected PC, tablet or smartphone. Enistic can significantly reduce your resource consumption, reducing both environmental impact and utility bills. The company can measure all your utilities including water and gas and covers micro-generation

Groundwork is an environmental charity with a track record of helping local authorities, the education and health sectors implement energy efficiency and renewable solutions that lead to real financial and carbon saving results. Projects include behaviour change projects in schools resulting in double figure energy savings, through to delivery of efficiency audits, carbon management plans, travel planning, EPC/DECs, AC (TM44) inspections and much more. Groundwork has the expertise to deliver solutions for your energy and environmental needs. Groundwork also deliver an environmental management system and legal compliance services, with tailor made EMS solutions available for the health and public sector. Examples of recent projects include: Delivery of DECs/ AC inspections, energy audit solutions; behaviour change

Achieve your energy saving goals with Enistic

projects such as wind, solar, heat pumps and CHPs. Juno is a traditional, best‑selling M&T solution which provides in depth analysis for the professional energy manager who wants to monitor the energy use within a single building or a small number of buildings. The solution is used by some of the most trusted brands in the world and real time monitoring, industry leading analytics and reporting provides a complete understanding of how a building performs. FURTHER INFORMATION Tel: 0844 875 1600 www.enistic.com

Delivering low carbon energy solutions

programmes to the education sector; compressed air leakage tests and thermal imaging assessments; energy and resource efficiency audits for housing associations; deployment of plug socket level control solution across 600 appliances in a college; building energy management assessments across estate portfolios and renewables feasibility studies. FURTHER INFORMATION Contact: Joe McIndoe Tel: 0121 237 5786 joe.mcindoe@ groundwork.org.uk www.groundwork.org.uk/ cut-carbon-reduce-costs

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Products & Services

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

ENERGY

Kamstrup is a leading manufacturer of smart metering solutions for cooling, heat, electricity, water and gas. The company has a solution for every utility, which includes highly accurate energy and water meters and smart metering systems for energy management. Kamstrup metering solutions are applied worldwide in households, industry and commercial buildings. The company strives to make energy metering imperative in every aspect of energy usage – in every part of the world. With a wealth of experience gathered since 1946 and more than 6,000,000 electronic meters installed all over the world, Kamstrup has acquired a unique knowledge in energy metering solutions. Its long-term, stable technology secures energy efficiency, operational excellence and customer satisfaction – vital elements for all modern energy suppliers focusing on a streamlined energy business.

Recycling on the go is on the rise across the UK with many local authorities setting up recycling centres in public areas in a bid to reduce volumes of waste to landfill. Plastics manufacturer Leafield Environmental is working round the clock to keep ahead of orders for their top-selling, high volume outdoor recycling unit, the Envirobank 240L. Leafield MD Phil Maddox said: “Britain still has a long way to go to increase its recycling rates to meet the target to recycle 50 per cent of waste by 2020 under the European Union’s Waste Framework Directive. “Many councils are realising that the age-old problem of litter can be turned into a valuable resource for the local economy. Plastic bottles, cans and newspapers, which usually end up in landfill, can hold a high value when collected separately

RHI compliance with guaranteed reliability

The Kamstrup UK operations are based in Sudbury, Suffolk and supported by an established distributor network. Kamstrup energy meters are MID (Measuring Instrument Directive) approved and thus compliant with the Renewable Heat Incentive, which offers homeowners financial support when switching from fossil heating methods to low carbon heating technologies. Among the products suitable for these applications are MULTICAL® 302, 402 and 602. All heat meters can be supplied with wireless remote reading solutions. FURTHER INFORMATION Tel: +44 (0)1787 31 90 81 info@kamstrup.co.uk www.kamstrup.com/uk

ENERGY

MWA, a leading metering supplier, has a strong belief in reducing CO2 emissions, improving data management and lowering energy costs. This confidence is demonstrated by its close relationship with OFGEM and ESTA and its commitment to the Renewable Heat Incentive. - a UK Government scheme designed to increase the number of renewable heat technologies. It is expected to significantly contribute towards the Government’s 2020 goal, which sees 12 per cent of heat being generated by renewable sources. Fixed payments, for renewable heat generation, are currently operating in the nondomestic sector, with domestic households planned for this year. In addition to a wide range of RHI approved meters in stock,

Roseville Energy specialises in energy metering and monitoring solutions for the public sector, monitoring electricity, water and gas. Where does it start? The best way to begin is with a one week Periodic Energy Assessment (PEA). A PEA is a unique approach to energy reduction, in that it begins with the energy supply before the meter. Roseville’s PEA compares the supplier invoiced energy consumption to what you have actually used, identifying savings opportunities and presents the information in a clear way, allowing you to make informed decisions on future investments. The PEA provides you with metering errors and can assist you with claim back rebates. Roseville’s PEA is easy and quick to set up and doesn’t disrupt your power supply and uses GPS/GPRS/WI-FI communication technology, so doesn’t interfere with

One of the UK’s leading metering specialists

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Recreational recycling boosts local economy

MWA Technology is supporting its customers with independent product advice and RHI expertise to help them make the right product choices and maximise on this important scheme. A newly launched website www.rhimetering.co.uk, details general RHI information and the full range of RHI meters and services, all designed to boost the uptake of RHI and improve UK energy efficiency. FURTHER INFORMATION Tel: 0121 327 7771 www.mwatechnology.com

GOVERNMENT BUSINESS MAGAZINE | Volume 21.5

for recycling.” Sales of Leafield’s outdoor recycling units have more than doubled in the past year in line with government initiatives like Zero Waste Scotland’s grant funded ‘Recycle on the go’ scheme, which helped to encourage land owners, facilities managers and local authorities to invest in outdoor recycling. Maddox continues: “The concept of recycling on the go isn’t just a priority for councils and local authorities, schools, colleges and universities are very aware of the cost and environmental benefits of providing facilities outside. More than half of the respondents to a recent Leafield survey agreed that students are very likely to recycle more if outdoor units were provided.” FURTHER INFORMATION www.leafieldrecycle.com

Innovative energy monitoring and metering

your company software. It works on the cloud and you can log in via a secure online portal to view the results of your assessment. All reporting is available on all devices and there is no limit to further expansion. FURTHER INFORMATION Tel: 01277 630 101 enq@rosevilleenergy.co.uk www.rosevilleenergy.co.uk

ENERGY

Solenvis has over 25 years’ experience in engineering services and energy management, working alongside companies such as BAE Systems, Siemens, MOD, EDF Energy RWE npower, Johnson Controls, Historic Royal Palaces, universities and hospitals throughout the UK. The company is committed to providing solutions for energy and utility resources that need to be monitored, controlled and saved. The Solenvis team operates mainly in the process, water and building services markets and with a hands on approach, the company can offer the right solution for you whether a single, or a more complex multi-utility solution is required. From non-invasive ultrasonic flow meters to inline mechanical cold and hot water meters, gas, electricity, steam, and oil, the Solenvis range of products for heating systems and cooling

Since its inception, Spirit Solar has gained a reputation for technical excellence and innovation. Providing its clients with the best solution for their situation is at the core of the enterprise. As well as using standard products available on the market, Spirit Solar sources and delivers innovative solutions, ranging from building integrated solar systems to biomass boilers able to burn anything from grass pellets to waste pallets. Spirit Solar wants to be part of the local community working with private individuals, schools, businesses, public sector enterprises and community enterprises. Experts in renewable energy, the company has installed well over 2000 renewable energy systems throughout the UK. Spirit Solar installs solar photovoltaic, solar thermal,

Engineering and energy management solutions

circuits allow for the best solution for your application. Whilst giving you tools to take care of your resources and maintenance more efficiently, the company aims to enable your business to comply with the right legislation without expecting you to become an expert in yet another field. Solenvis offers practical solutions to enable you to easily see information about your systems that you can then act upon. FURTHER INFORMATION Contact: Ian Thomson Tel: 01628 636881 sales@solenvisflowmeters.com www.solenvisflowmeters.com

Spirit Solar – the experts in renewable energy

ENERGY

Waldmann Lighting is a manufacturer of indirect/ direct total lighting solutions for the office that provides significant energy savings, flexibility of use and improvement to the lit environment. Luminaires are available with LED’s for high performance and even lower energy use. Using glare-free microprism panels and on-board sensors, these luminaires allow local lighting control for the users, without affecting their neighbours, and ensures additional energy savings by the use of a presence and light sensor. The on-board sensor provides a fully automatic lighting installation. The presence sensor switches the luminaire on and off depending on occupancy of the zone, while the light sensor maintains the user set lighting level if there are changes in the ambient lighting level. This may

Worldview Learning has won the Innovation of the Year at the 2degrees Champions Awards held at Wembley Stadium in July. Worldview’s ‘discover’ platform is a cloud-based engagement platform designed to drive down energy consumption and carbon within any organisation. The platform consists of all the major elements needed to interact with employees throughout any organisation. These include: 3D visualisation, customisable information hotspots, energy efficiency eLearning modules and quizzes, virtual suggestion box, social media integration, the carbon promise (where users have free choice to ‘do something different tomorrow’) and individual and group tracking of quiz scores and promises made. Dan Saxton, director, Worldview Learning commented: “We’re absolutely thrilled to receive this award. Firstly, as this Innovation of the Year Award is entirely voted

Lighting solutions for offices and buildings

be due to changes in available daylight or from changing light levels from adjacent luminaires. Simple to install and maintain, the luminaires can be mounted on or around the desking. The luminaire family also includes Pendant, Wall and Surface luminaires. To assess the energy savings available for your office, contact Waldmann now for a free lighting design and a demonstration. FURTHER INFORMATION Tel: 01923 800030 info-uk@waldmann.com www.waldmann.com

Products & Services

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heat pumps and biomass boilers along with systems for M&E contractors, housebuilders, architects, developers, housing associations, schools, farms and community organisations Established in January 2010, Spirit Solar is based in Reading, Berkshire and installs renewable energy systems all over southern England and Wales (anywhere from Taunton up to Birmingham, and across to Norfolk and Kent). FURTHER INFORMATION Tel: 0845 475 3953 info@spiritsolar.co.uk www.spiritsolar.co.uk

Worldview Learning wins innovation award

for by people from the industry, it underlines that other people believe, as we do, that we have a market leading product. Secondly, it recognises that employee engagement and behavioural change are key to reducing carbon in an organisation.” Martin Chilcott, CEO, 2degrees said: “Worldview Learning’s award represents years of commitment to thinking afresh, tackling inefficiencies and trailblazing ground-breaking solutions which have a positive impact on society.” FURTHER INFORMATION www.worldview-learning.com

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ENERGY

HWM is a leading supplier of multi-utility data logging and sub-metering systems. The company’s innovative technology is used in thousands of buildings across the UK to monitor consumption and combat water leakage and energy wastage, helping organisations to reduce CO2 emissions and comply with CRC obligations. HWM’s turnkey data logging solutions for primary water and gas meters can help organisations to cost-effectively monitor and reduce their consumption and wastage. The company’s water data loggers are listed on DEFRA’s Water Technology List, allowing Enhanced Capital Allowances (ECA) tax relief for products supporting water efficiency. For detailed analysis, HWM’s radio-based sub-metering system – which operates on a protected UK licenced band (153MHz) – can be easily fitted at multiple points throughout a building or

Integral LED is a UK based supplier of innovative LED technology products and is part of a group that has been distributing and manufacturing technology products since 1989. With up to 85 per cent savings in energy, LED technology is the future of lighting. Rapid developments in efficiency and performance, paired with falling upfront costs and increases in energy prices leaves a compelling case to switch to LED lighting. Integral LED is organised to meet the challenge of supplying high quality innovative products at competitive prices via electrical resellers. Product managers take great care in developing the right LED product for the right application in terms of function and reliability. Integral LED is one of a few companies in the UK that has invested in a high-tech light

HWM’s data logging and sub-metering systems

organisation to monitor electricity, water and gas usage. With readings collected and processed as often as every five minutes, users benefit from a near-realtime view of their overall energy usage and distribution, providing a solid and data-based platform from which action can be taken. The speed of return on investment from wireless monitoring is substantially quicker than from hardwired systems, and the costs can be easily identified up front to ease and simplify the specification process. FURTHER INFORMATION For more information, please call HWM on 01633 489479 or visit www.hwm-water.com

ENERGY

Power Efficient Systems (PES) is a solution providers to the energy efficiency market. The company manufacturers energy saving systems such as Power Factor Correction (PFC), Voltage Management Systems (VMS), harmonic filtration and surge and lighting protection, which can reduce electricity spend by up to 20 per cent, improve electrical efficiency, reduce carbon emissions and protect appliances and plant. The company operates on many verticals through the identification, specification, manufacture, installation and maintenance of energy efficiency solutions are able to offer full turnkey solutions utilising own products in-house. 2014 has seen PES develop two new and exciting energy saving products for both domestic and commercial applications. It has

Low Carbon Europe (LCE) offers a wide range of services that cater directly to the individual needs of its clients. Supporting both strategic and operational energy management requirements, LCE has become a preferred supplier in helping organisations reduce their carbon footprint, use less energy and spend less money. The company provides a range of services which are tailored to meet the individual needs and requirements of its clients ranging from retained energy management to sustainable environmental management; water audits; EcoHealth; ESOS; CRC reporting; air conditioning inspections; Display Energy Certificates (DECs) and Energy Performance Certificates (EPCs). LCE is pleased to announce the launch of its new environmental management toolkit; EcoHealth, which provides a stepped approach to formal ISO14001

Save and protect with the EnergyAce system

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Achieve up to 85 per cent savings in energy with LED

filed patents on intellectual property, implemented a complete rebrand under the form of EnergyAce, integrated new systems to deliver large scale roll out projects and entered new markets including the domestic energy saving market. Early success has brought reward with single contracts in excess of £700K from the leisure/ restaurant industry and pilots with a number of leading high street organisations, housing associations and local councils. FURTHER INFORMATION Tel: 01695 559785 post@pesgroupltd.co.uk www.energyace.co.uk

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lab at its London location to support R&D and compliance. The company is a Lighting Design Awards finalist (2014) for its Omni-Lamp – an LED lamp that looks and performs like a traditional lamp. Which? has also presented two Best Buy awards to Integral LED for performance and durability. The company is also a LUX magazine Power List company (2014). To discuss your project with no obligation please contact Integral LED on the details below. FURTHER INFORMATION Tel: 0208 451 8700 www.integral-led.com

Strategic and operational energy management

accreditation. EcoHealth takes the organisation on a journey that underpins the environmental and sustainability agenda and requires input and board level support, alongside trust-wide engagement. LCE prides itself on ensuring it gains full client understanding in the importance of continued staff engagement. This ensures any future and ongoing energy management commitments are taken into account when developing the wider sustainability agenda. To support this LCE has a help desk for any issues clients face in achieving their goals. FURTHER INFORMATION Tel: 01273 862582 info@lowCO2.eu www.lowCO2.eu

ENERGY

The InTouch Smart Energy Management System is non-intrusive energy monitoring designed to provide accurate, real-time visibility of energy consumption at circuit breaker level (MCB/ RCBO) which are ubiquitous across all property estates. The InTouch Smart Energy Management System gives you the ability to monitor/analyse a building’s consumption of power enabling the development of strategies for long-term energy planning at a “Granular” level. Businesses need to be efficient in their consumption of energy and being a source of competitive advantage. Measuring at individual circuit breaker level allows identification of where to reduce usage, cut costs and anticipate asset failures. Without this, much of the electricity usage is guesswork. Development of intelligent

Clarus Energy is a UK wide energy consultancy offering full turnkey solutions for energy efficiency projects from insulation to renewables. Clarus Energy has access to a variety of funding and finance streams to provide you with a full range of options including its project management and assessment services. Funding comes from utility funders looking to reduce CO2 through bi-lateral agreements as well as through the ECO brokerage. Clarus Energy also looks to supplement this funding with zero per cent finance options through it’s private finance partner or by putting the customer in touch with their local or preferred credit union. This provides householders with the full range of options open to them to fund and finance their energy saving improvements. For commercial clients, Clarus Energy can assess and review

Accurate energy monitoring from InTouch

controls, behavioural changes and replacement of inefficient equipment are just some of the areas where SEMS demonstrates significant improvements for businesses. As an example, SEMS has been installed at a well-known international bank and has helped achieve a significant reduction in electrical consumption of 22.00 per cent. Monitoring airconditioning added an additional saving of up to 45.00 per cent. From a holistic view of an entire estate, down to an individual circuit breaker SEMS delivers detailed information on consumption, load, power factor, consumption and CO2 emissions. FURTHER INFORMATION www.intouch-is.co.uk

Full turnkey solutions for energy efficiency

ENERGY

Constellation Lighting is one of the UK’s longest established designer and manufacturer of LED lights and light fittings. Based in Sheffield, Constellation Lighting designs and manufacture LED lighting systems for a wide range of commercial and industrial applications, including freight, warehousing and logistics, external flood lighting, food production and office lighting. Constellation has recently become an Official Cree Distributor giving the company full access to the Cree range. This industry leading manufacturer offers a full ten year warranty on its lighting range. Cree also offers the most efficient systems tailored to the customers needs with each light designed to provide the best solution through a range of different optics, drive currents and control systems,

Eagle New Energy is a renewables company specialising in the design, supply and installation of solar PV. The company was established in 2009 and is regulated by the MCS and RECC schemes. Eagle New Energy is based in East Anglia but regularly works on a national scale. The company installs a wide range of solar photovoltaic systems, from small domestic installations, to large scale groundmounted arrays and everything in-between. Its customer portfolio includes many local authorities, housing associations and schools. Eagle New Energy is part of a large commercial glazing and cladding group (Architectural Glazing Ltd) and has 30 years’ experience in the construction market. The company has a comprehensive insurance schedule and all installations are carried out under the guidance of its qualified, in-house health and safety manager. Eagle New Energy works with established financiers providing

LED lighting solutions for local authorities

allowing the customer to achieve the best light possible whilst utilising minimal power. As product and system designers, Constellation has vast experience in designing solutions for clients that are both environmentally friendly and cost effective, providing an early return on investment, whilst reducing energy bills and contributing to improving staff performance. FURTHER INFORMATION Tel: 0114 247 9900 sales@constellationlighting.com www.constellationlighting.com

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your energy costs whilst providing recommendations on energy and cost saving improvements. The company’s service to social housing, private rented tenants and individual householders is tailored to the customers’ needs allowing Clarus to provide a service which suits the customer and the property owner. Clarus Energy has to date delivered thousands of tonnes of carbon savings towards energy company obligation targets and many green deal plans. FURTHER INFORMATION Tel: 0800 050 2123 info@clarusenergy.co.uk www.clarusenergy.co.uk

Eagle New Energy – the specialists in solar PV

schemes specifically designed for schools. They work on a leasing basis which allows you to claim 100 per cent FiT revenue and receive free electricity from your solar PV system. Eagle New Energy works at the forefront of the renewables industry using the latest innovative equipment and designs. The company works with manufacturers who emphasise the aesthetics of PV arrays – modules can be laminated in transparent glass, solar cells can be any colour and Eagle New Energy can design a system that is a complete roof with all necessary warranties. FURTHER INFORMATION Tel: 01638 582111 www.eaglenewenergy.co.uk

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ENERGY

PCMG is the leading provider of energy cost recovery services for public sector organisations. The company can help you to meet your savings targets, or generate revenue to re-invest into energy efficiency initiatives. PCMG works with you to identify and secure cost recoveries and savings within your historical electricity, gas and water expenditure. The company operates on a contingency fee basis, which means that there is no risk or initial financial outlay. In addition to being cost recovery experts, PCMG has expertise in non-commodity electricity and gas costs, such as network charges and environmental taxes. The company is the only cost consultant actively involved in energy network policy, and in recent years its unique regulatory policy work has resulted in millions of pounds

Chalmor’s new LED lighting range is made in the UK from high quality components and backed with an industry leading five year, unlimited usage warranty. When low maintenance and high visibility are paramount, this hard working, reliable range is the perfect solution, offering 13,000-26,000 lumens for up to 70,000 hours (nearly 16 years, operating at 12 hours per day). Built for tough environments, they feature ingress protection to IP66, making them suitable for a wide variety of interior and exterior areas, from architectural lighting to leisure centres, car parks, walkways and street lighting. Flexible fittings, with fixed or adjustable beam angles, pan and tilt, enable ground, wall, ceiling or pole mounting. To ensure the most energy

Energy cost recovery services from PCMG

being returned to its clients. Established in 1993, to date PCMG has recovered in excess of £264 million for its clients including: £9.6 million for 124 NHS trusts; £4.5 million for 30 local authorities; £4 million for 25 police forces; £3.9 million for 81 universities and colleges Services can be accessed via a number of public sector framework agreements including NHS Shared Business Services, NHS Commercial Alliance and The Energy Consortium. FURTHER INFORMATION www.pcmg.co.uk

UK made, low maintenance LED lighting solutions that save energy

ENERGY

Projective is an independent engineering company specialising in identifying and delivering energy reduction solutions in large scale industrial, commercial and public service facilities. Utilising its in-house toolset, Projective’s engineers and consultants will analyse your energy consumption and recommend areas for improvement based on the facilities requirements today rather than the installed capacity. This holistic, needs based, approach is unique to Projective and has consistently proven to deliver substantial energy savings, frequently exceeding a 25 per cent reduction. Being independent means that Projective has no interest in selling you equipment you don’t need. Often a review of the facility highlights simple optimisation projects to reset the facility back to its most economical operating point with no or little new asset

Effective Energy is one of the UK’s leading energy consultancies offering complete solutions for your energy efficiency needs. The company has access to the latest government initiatives and provides a range of professional services to complement your energy-saving projects. Effective Energy is dedicated to reducing CO2, lowering energy costs and improving quality of life throughout the UK. Tailored and negotiated funding from energy suppliers complements programmed works, whilst full project management ensures an expert and efficient operation. Effective Energy also offers a variety of energy-related services to assist with project completion, such as structural surveys, tender documentation, energy procurement and energy monitoring for an endto-end delivery solution. To date, Effective Energy has delivered several million tonnes

efficient lighting solution, Chalmor works closely with customers to assess lighting needs according to building use. 30 years of experience is combined with latest lighting and control technology to provide solutions that save energy, provide quick payback and reduce carbon footprint. Call Chalmor now or visit the website for full LED range details. FURTHER INFORMATION Tel: 01582 748700 www.chalmor.co.uk

Identifying and delivering Complete solutions for all energy reduction solutions your energy saving needs

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investment. These projects should all be completed before major investment in new assets or renewables. Projective’s services do not stop at identifying savings; its team of design engineers and project managers will design and deliver the solutions that are recommend. On completion, Projective will hand the project over to your staff with full training of how the savings were attained and how to monitor the facility in future to ensure optimal performance is maintained. FURTHER INFORMATION Tel: 01252 360400 www.projectiveltd.co.uk

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of carbon dioxide as part of the energy suppliers’ carbon reduction obligations. The company has secured over £80 million to install over 175,000 energy-efficient improvements to homes throughout England, Scotland and Wales – figures that continue to grow. Effective Energy’s areabased approach has resulted in comprehensive private and social schemes. By working with hundreds of social housing, local authority, commercial, domestic and installation partners, the company has the resource and infrastructure to develop and execute innovative schemes across the UK. FURTHER INFORMATION Tel: 01909 511 260 www.effective-energy.co.uk

RECRUITMENT

ASSET MANAGEMENT

1st Stop Recruitment, founded by Lesley Whiting in 2002, has 27 years’ experience in the industry. After receiving formal training with a national agency, the company has become a leading recruiter in the Haverhill area. 1st Stop Recruitment is proud to offer a unique concept in recruitment and the company’s unrivalled experience and recruitment knowledge, teamed with its membership to the UK’s largest recruitment network makes 1st Stop Recruitment the obvious choice for local and national recruitment. The company works extremely closely with clients in all aspects of the recruitment process often reducing the time and cost. The company’s aim is to make recruitment as seamless

Do your capital and lease accounting processes comply with IFRS and the proposed changes to highways and infrastructure asset management? If you are struggling with spreadsheets or an incumbent system to manage an evergrowing asset register or failing to successfully meet audit requirements, learn how Real Asset Management (RAM) can help. With over 140 government organisations throughout the UK, RAM recognises the ongoing demand to reduce costs whilst improving value for money, transparency and accountability. The use of a specialist asset management solution to achieve visibility and control over the asset base has never been so crucial. RAM’s software solutions can ensure compliance with IFRS, produce complex depreciation forecasts with ease, manage lease payment schedules

1st Stop Recruitment – a leading local and national recruitment provider

as possible, leaving you to get on with what you do best. 1st Stop Recruitment’s mobile‑friendly website gives clients the opportunity to keep in touch any time and offers a scanner for mobile link to the web page. In November 2013, 1st Stop Recruitment was approved a GLA Licence enabling the company to further develop its business in a new sector. Licence no: STST00002. FURTHER INFORMATION Tel: 01440-763021 info@1ststoprecruitment.co.uk www.1ststoprecruitment.co.uk

Reduce costs and improve value with RAM

STATIONERY

DATA DESTRUCTION

The Pukka Pad Group is a leading global manufacturer and supplier of high quality, fashionable and functional notepads, art and activity products, filing and stationery, providing you with the essential supplies for your office. Its wide range of dividers, lever arch and ringbinder files are produced at the Pukka filing factory under Concord and IXL brands. The company’/s Yorkshire envelopes plant offers a wide selection of greeting card, invitation and business envelopes in flexible quantities. The Pukka Pad Group also has a business form printing plant, producing NCR/NON-NCR duplicate/ triplicate pads, marketing pads and various types of bespoke business form products. In addition to Pukka brand products, the company also

Incorporating S2S Lifecycle Solutions, S2S Mobile Solutions and S2S Data Solutions, S2S Group operates from a high security facility, providing unrivalled asset recovery and data solutions for clients. From end to end IT asset management recycling to complete data or document destruction, S2S are able to offer a comprehensive ‘one stop in-house solution’. S2S Data Solutions is the CPNI approved data destruction division. It provides certified software data erasure/ degaussing, and the physical destruction of hardware off and on site to Government approved HMG IA Standard No.5. S2S Lifecycle Solutions is a fully ADISA certified asset recovery service including tracking, refurbishment and resale. In addition, S2S offer an in house Authorised and Approved Treatment Facility (AATF) for all commercial and industrial Waste Electrical and

Products & Services

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and obligations, and improve corporate property management by integrating corporate property services, estates and finance data. Request the government review pack today and find out how RAM can remove the pressure at year‑end with automatically produced notes to the accounts and pre‑scheduled calculations. Also find out how you can access a centralised register of both capital and other assets, manage all planned and reactive maintenance and carry out effective automated physical audits using RAM’s asset tracking app. FURTHER INFORMATION Call 01689 892137 or email solution@realassetmgt.co.uk www.realassetmgt.co.uk

Stylish, quality stationery Unrivalled asset recovery from the Pukka Pad Group and data solutions

produces its own label items to client specifications. The selection of products on offer ensures that the Pukka Pad Group can provide something for everyone. The company is a supplier to all stationery retailers, supermarkets, educational institutions, and products are also listed in main office catalogues. It also supplies on a direct basis. FURTHER INFORMATION Tel: 01202 339960 sales@pukka-pads.co.uk www.pukka-pads.co.uk

Electronic Equipment (WEEE). S2S Mobile Solutions is the company’s specialist mobile phone and tablet refurbishment division. It provides a secure and safe solution for your redundant (working and non-working) corporate phones including full data erasure service. S2S Group are fully accredited to ISO 9001, ISO 14001 and ISO 27001, Safe Contractor approved and ADISA accredited. FURTHER INFORMATION Tel: 01709 878878 Fax: 01709 763878 info@s2s.uk.com www.s2s.uk.com

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CUSTOMER SERVICES

CALL CENTRES

BPA Quality is a global leader in contact centre quality, customer insight and staff development solutions. For over 25 years, BPA has worked with some of the world’s leading customer-focused organisations, helping them to achieve improved customer and business outcomes, including improved operational efficiency, higher return on quality team investment, higher customer satisfaction scores, improved customer insight and higher performing frontline staff. BPA services include: Independent quality monitoring (expert and independent call, email and social media evaluation); mystery shopping (face to face, video, call and email mystery shopping); CSAT surveys (bespoke, automated and manual telephone and/or email surveys); benchmarking (independent and

EvaluAgent is a cloudbased software platform which enables you to measure, analyse, report and manage all aspects of call-centre performance across every contact channel. Call centre management software in the cloud – free managers from the shackles of endless spreadsheets and empower agents to play an active and inclusive role in their own performance improvement. Use customer insight and agent feedback to drive business improvement – collect and analyse the amount of effort customers have to expend to do business with you and then use this insight to improve the performance of each and every customer journey. Gain total visibility into all aspects of call centre performance – seamlessly bring together all call centre metrics into one system to

Delivering contact centre quality for over 25 years

expert evaluation against other organisations); speech analytics (high-volume, automated call evaluation), and; training and consultancy (bespoke ‘quality and service excellence’ training). With a broad range of expertise and experience, BPA is able to share best practice gained across a wide range of sectors, within both the private and public sector (local and central). FURTHER INFORMATION Contact Barrie Collins, director of business development Tel: 01404 44 004 barrie.collins@ bpaquality.co.uk www.bpaquality.co.uk

ICT

Content Guru is a leading British provider of Communications IntegrationTM services to the public sector. Using best-in-class technology, Content Guru helps organisations to streamline and structure their citizen-facing and internal communications within a single secure and integrated cloud environment. A G-Cloud V approved supplier, Content Guru conforms to the highest standards of industry security and quality, maintaining ISO27001, ISO9001, and Level 1 PCI DSS accreditations. Content Guru’s communications services are delivered by storm®, the communications integration platform. Equipped with a powerful suite of omni-channel communications applications, and capable of interfacing with almost any third party CRM, WFO or ERP system, storm provides a unified management interface for all multi-channel interactions. For optimal performance, storm

NFC (Near Field Communication) technology offers a huge range of uses – such as mobile workforce management, security and facilities management, parking access and much more. Using regular smartphones, a set of ultra-thin NFC tags and a flexible mobile app, Scantech can help you capture invaluable information about your operations. Areas where NFC solutions can help include pest control, health and safety services, grounds maintenance, fire safety, buildings maintenance and security. All these services need to be monitored to ensure standards are being met, as required by both the FM organisation and their client. However, instead of using separate systems for each

Streamline your citizen facing communications

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Monitor your performance with EvaluAgent software

technology is embedded into tier 1 carrier infrastructure to deliver peerless resilience and security for public sector clients. storm delivers its services across the full spectrum of communications channels including web-chat, SMS, voice, email and social media. Content Guru’s platform, the largest in Europe, provides full cloud PBX and multichannel contact centre facilities, including disaster recovery, automated IVR self-service and PCI-compliant over-the-phone payment services to local authorities through to key UK central government departments and devolved governmental agencies. FURTHER INFORMATION Tel: 01344 852 350 www.contentguru.com

GOVERNMENT BUSINESS MAGAZINE | Volume 21.5

understand performance at every level. Quickly recognise high achievers and pinpoint where best to focus coaching. Reduce repeat contacts – track first contact resolution agent by agent. Identify and analyse the root cause of repeat contacts and systematically improve people and process performance. EvaluAgent is passionate about helping its clients provide outstanding services. The team behind EvaluAgent has helped improve citizen experience for public bodies like Westminster County Council, Job Centre Plus, and the Child Support Agency. FURTHER INFORMATION www.evaluagent.net

Reducing the cost of facilities management

service, you can now pool the data into one complete report through a single platform. From the operative’s point of view, the tap-and-go nature of NFC enables them to clock on and off at their various sites quickly and easily. This, combined with the ability to report incidents or to upload a photo of damaged or vandalised assets, makes their job easier – whilst making yours easier too. Discover what Scantech can do for your FM needs. FURTHER INFORMATION Tel: 0845 2571300 www.scantechsolutions.co.uk

HUMAN RESOURCES

PEST CONTROL

In this world of changing technology it’s hard to keep up with the latest and greatest, so EPI-USE has a mission to make IT simple. A specialist in human capital management (HR), EPI-USE understands that introducing cloud-based systems such as SuccessFactors is not an IT project, but a business transformation project which returns better value and achieves measurable results through organisational change management and data governance. Cloud based systems are designed to be simple and easy to use and EPI-USE believes that adopting them should be just as easy. That’s why the company invests time giving valuable advice and support on how to cost effectively implement and integrate new systems, as well as successfully delivering the technical side too.

As part of the Barrettine group of companies, Barrettine Environmental Health manufactures and distributes pest control products to the professional pest control sector. Pest Control Operators (PCO’s) in the UK undergo extensive training to understand both insect and animal pests and once the pest species has been identified and the severity of infestation determined, a decision can be taken on the approach to eliminate the pest. Local authorities and PCO’s have direct access to experts within Barrettine, offering insect identification services along with a large range of products suited to treating particular pests. Barrettine supports professionals with site surveys and treatment plans to make the treatment as effective and efficient as possible. Following a site environmental assessment, several control measures can be adopted by trained professionals

Valuable HR advice and support from EPI-USE

In its 30 years, EPI-USE has worked with government organisations and is proud to have a continuing relationship with county councils, city councils, universities, fire and rescue and prison services. EPI-USE is a global group of IT companies which is mostly owned by a diverse mix of employees. The company donates one per cent of its revenue to reducing poverty and environmental causes in subsaharan Africa, which makes EPI-USE a great place to work. FURTHER INFORMATION www.epiuse.com

Pest control products for the professional sector

PEST CONTROL

SX Environmental is pleased to announce the launch of its brand new pest control product catalogue, packed full of a huge number of new products alongside old favourites, plus brand new ranges of tools, safety equipment and even more PPE. Offering next day delivery as standard on all orders placed before 5pm, SX focuses on providing leading products alongside industry leading service, giving you the quick and simple access to the products that you need. The experienced technical team are able to advise on problem identification, product selection and integrated pest management systems as well as providing a field biology service on behalf of clients. The comprehensive product range includes rodent control boxes, traps and baits, a full

Ecoguard Pest Solutions offers high quality, cost effective pest control solutions to a wide range of businesses throughout Essex, Suffolk and Norfolk. Services range from oneoff treatments through to fumigation and installation of complex netting systems to exclude birds such as gulls and pigeons from buildings. Ecoguard also has its own team of hawks and falcons which are used for various bird control programmes. With over 15 years experience in both public and private sector pest control, you can be sure that Ecoguard has a solution to suit your pest control requirements. The company believes in protecting the environment while providing effective pest control services to its clients. Ecoguard is an active member of the NPTA which maintains

Delivering pest control to the public sector

range of flying and crawling insect control products, live catch cages, cleaning products, bird control products, application equipment and much more. SX is pleased to stock a number of unique products, from the handy SX Pro Aerosol Wasp Nest Destroyer to the innovative BaitSafe, ideal for baiting in cavities and ceilings. FURTHER INFORMATION Tel: 0800 0851 451 info@sxenv.com www.sxenv.com

Products & Services

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David Haskins, Sales Director

to limit or remove pests, which can be facilitated with pest products supplied by Barrettine via housekeeping, pest-proofing, non-chemical pesticides or the adoption of targeted chemical product approaches. Often users of amateur products will not be familiar with professional approaches and attempts to manage pests may cause more harm than good, contributing to a pest’s tolerance to active ingredients, non-target poisoning of animals and overall ineffective treatment of the pest. FURTHER INFORMATION www.barrettine.co.uk

Cost effective pest control solutions from Ecoguard

a rigorous code of practice, protecting health, food, property and the environment. Ecoguard’s integrated pest management (IPM) approach uses an effective combination of treatment methods which avoid the unnecessary application of pest control products. The company’s efforts also extend to the use of its vehicles. All vehicles are less than three years old and are regularly maintained to help reduce emissions and the company’s carbon footprint. Ecoguard also actively encourages the use of electronic documents to reduce paper waste. FURTHER INFORMATION Tel: 01255 886980 info@ecoguard-uk.com www.ecoguard-uk.com

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CATERING

WASHROOM AND HYGIENE SERVICES

With over 20 years’ experience in the trade, Kitchen Clearance prides itself on being specialists in removing all catering equipment. The company has the skills to do this quickly and safely in both small or large multi-site removals from individual items to complete kitchen clearances. Kitchen Clearance caters for the whole of the UK and are based on the borders of Lincolnshire, Leicestershire, Northamptonshire and Cambridgeshire. If you have any unused catering equipment Kitchen Clearance can very quickly give you a price and help you release cash back into your business. The company is actively looking to recycle and re-use redundant catering equipment. Kitchen Clearance prides

Ophardt hygiene has been developing, manufacturing and selling dispensing systems and complete hygiene solutions for more than 50 years. The product range includes classic soap dispensers, paper towel dispensers and waste bins, as well as hightech monitoring systems for the improvement of hand hygiene behaviour in clinics and hospitals. Today Ophardt hygiene employs a workforce of over 400 at seven locations worldwide. The company’s success is based on superior product quality with a 5-year guarantee and a product range consistently adapted to meet market requirements and customers’ needs. SanTRAL® by Ophardt is a complete stainless steel product family made in Germany and Switzerland offering soap and paper towel dispensers, waste bins and accessories. A host of smart design details distinguish SanTRAL® from the competition: An ultra-strong housing,

Dealers in second hand commercial and domestic catering equipment

itself on being a green business dealing effectively with the unused equipment in the catering industry. So before doing anything with your catering equipment get in touch with Kitchen Clearance to benefit your finances and the environment. FURTHER INFORMATION Tel: 01780 444024 info@kitchen clearanceuk.co.uk www.kitchen clearanceuk.co.uk

CATERING

The procurement of catering supplies can be a complex business - balancing budgets whilst maintaining an optimal operating performance can be a tricky prospect at the best of times. The added challenge of accommodating green issues and the prospect of tighter waste management legislation will present catering equipment buyers with future challenges yet to be overcome. Fortunately Kitchequip is here to assist. The company has over twenty years of grass roots experiencing in providing catering solutions to government maintained facilities. Kitchequip works closely with the major manufactures ensuring that it remains at the forefront of product development. The company offers expertise in commercial kitchen design and planning services, as well as

Unique Vending Carts offers outstanding carts for the mobile food industry. They are made of fiberglass coated with the highest quality gel-coat paint, which provides UV protection making colours vivid and long lasting. Fiberglass coupled with stainless steel and aluminum creates carts that are lightweight, easy to clean and maintain, more hygienic and durable. Unique Vending Carts products are seving business owners young and old, adding a special touch to fundraisers in schools and churches. They are also perfect for events in arenas, universities, cruise ships, shopping centres, parks, casinos, amusement parks, party rentals and many other locations. UVC provides a wonderful business opportunity. A low start-up cost allows you to quickly have a return

Catering solutions for the public sector

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High quality hygiene solutions from Ophardt

stocking an extensive range of kitchen and catering equipment in its own warehouse. Kitchequip offers its government sector clients an automatic credit facility in addition to special government sector prices and the knowledge and experience of a great team of friendly specialists. If you looking for a reliable catering equipment supplier to partner with then you should contact Kitchequip to discuss your requirements and start to fulfil your goals. FURTHER INFORMATION Tel: 01704 535 577 www.kitchequip.co.uk

GOVERNMENT BUSINESS MAGAZINE | Volume 21.5

exchangeable pumps for liquid soap, foam and disinfectant, a vandalism secure trick lock and a durable Anti-FingerprintCoating (AFP) that sustainably eases cleaning. SanTRAL® soap dispensers and paper towel dispensers are also available as touchless versions, combining all strengths of manual operated SanTRAL® devices with the advantages of a convenient, touch-free operation. The free choice of filling goods means independence and the possibility to reduce operating costs in the long run. Ophardt hygiene offers a 5-year manufacturer’s warranty on the entire SanTRAL® stainless steel product range. FURTHER INFORMATION www.ophardt.com

A unique opportunity from Unique Vending Carts

in your investment. The range includes five cart shapes (push, tow or bicycle carts). Cooking apparatus of choice, (electric or propane). Finish the cart in any colour (logo’s extra). The company is constantly evolving to create carts with style, adapting to new market demands and requirements. You can expect nothing but the best from a Unique Vending Cart. FURTHER INFORMATION Tel: 0779 203 2680 uksales@unique vendingcarts.co.uk www.uniquevendingcarts.co.uk

SPORTS

SANITARY WARE

Looking for a lowcost sport that ticks all the boxes? A mixed, inclusive sport that is accessible to the disabled? A sport that increases participation and gets non-sporty children involved? A sport you can play from scratch in 10 minutes? VX has got the lot. Only eight years old, VX is probably the fastest-growing sport in the world. With a massive impact in schools and organisations across the UK it now has a foothold in 24 countries. Played as a team, singles or doubles it has an impact like nothing you’ve ever seen! Suitable for all ages and abilities VX is accessible to people with a wide range of physical and cognitive impairments, and both moderate and severe learning difficulties. For rehabilitation, it

GreenLogic is a leading provider of waterless and earth friendly sanitary products and services for businesses of all sizes. The company offers costeffective retro-fits that convert expensive flush urinals to inexpensive waterless operations. Thousands of waterless urinals are already in use in the UK in facilities as diverse as sports stadiums, offices, restaurants, schools and factories. They provide an economically attractive, environmentally sound and sanitary alternative to the ancient water flush systems that they replace. GreenLogic’s technology eliminates the need for toxic odour-masking chemicals and expensive plumbing charges due to blockages. When installed in new or refurbished facilities, GreenLogic waterless systems enable the downsizing of cisterns and pipe work, saving hundreds,

Increasing sports Save money and save participation in all sectors water with GreenLogic

is a way of developing balance, proprioception and movement skills and is generally a great way of engaging people in sport Ian Crosby, VXer with cerebral palsy and head of VX England: “People with a disability can play against people without a disability or with people with a completely different disability. It’s the most universal sport I’ve ever seen.” FURTHER INFORMATION www.vxinternational.com www.watchvx.tv

GIFT VOUCHERS

WILDLIFE CONSERVATION

Voucherline provides practically every leading brand of gift cards and paper gift vouchers in the UK in one convenient store, and if you don’t see a brand you need the company can source it for you. Voucherline provides a ‘onestop-shop’ so you can get all your branded gift cards and vouchers in one place – one invoice, one phone call or email – its that simple. Voucherline.com supplies hundreds of schools, colleges, universities and local government departments with their gift card and gift voucher purchases. The company also provides e-codes for a growing list of brands, making it even easier to gift your rewards. Voucherline is also an SME so if you have a policy of supporting an SME business, look no further. Voucherline’s customer service staff are all long standing so you quickly get to know its personnel and experience a great

Bees in the UK are in serious decline. It is estimated that the UK bee population has decreased by 50 per cent through disease, loss of habitat and intensive farming. Bees pollinate many vital crops, so without them we are in trouble, and planting BeeMat to grow wild flowers is the best way to help. BeeMat offers a simple way to help bees thrive through its range of pre-seeded, biodegradable growing mats that control weeds. The mats contain a carefully selected mix of wild flowers providing nectar and pollen for bees and butterflies and seeds and nesting materials for wild birds. The mats are scientifically proven to improve both plants establishment and number of bee visitations. Tests have proven that BeeMat’s patented technology significantly increases germination over direct seeding providing a

Your one-stop-shop for vouchers and gift cards

level of trust and friendship. Voucherline.com also offers assistance with designing reward and recognition schemes for your target markets, and with its sister company being a marketing/graphic/web design agency, Voucherline can design the perfect campaign from start to finish. Voucherline.com– so much more than a gift card and voucher shop. FURTHER INFORMATION orders@voucherline.com www.voucherline.com

Products & Services

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

or even thousands of pounds in infrastructure expenditures. A typical site with 15 urinals can save over £4000pa in water costs, and can pay for itself in approximately 16 weeks. With the increasing demand for water due to the rising population. The Greenlogic waterless urinal system will help to protect one of our most valuable resource. If you’re a company or organisation looking to manage its water usage, contact GreenLogic to find out more. FURTHER INFORMATION Tel: 01977 663 230 info@greenlogicenviro.com www.greenlogicenviro.com

Help the UK’s bee population with BeeMat

‘service station for bees’. The mats are available in three sizes: 200cm x 50cm, 20m x .75m and 100m x .75m, allowing the mats to be planted in pots and troughs, gardens, parks and all commercial environments. BeeMats are easy to use. Simply prepare the soil, lay down the mats, cover with sand or compost and water; after a few weeks the mats will start to bio-degrade leaving a healthy covering of attractive wild flowers. FOR MORE INFORMATION Tel: 01476 530374 nigel@beemat.co

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Advertisers Index

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

About Our Services

Financial matters

Ways of working together

Benchmarking Agency review and selection Efficiency auditing Review of production costs Media and financial auditing

Development of a toolkit Contracts and negotiation Managing and reconciling costs

Learning and development

Training – get the inside knowledge Mentoring – it is good it pass knowledge on

Tel: 01844 318321 Email: tf@tinafegent.com Web: www.tinafegent.com

ADVERTISERS INDEX

The publishers accept no responsibility for errors or omissions in this free service 1st Stop Recruitment 117 4Imprint 74 Accord Group 84 Advantech Europe B.V. 60, 61 Angel Springs 44 Anglia Catering Equipment 42 Appnovation Technologies 18 Apsiz Services 26 Aran Services 40 Astute Lighting 42 B.P.A Quality 118 Barrettline Environmental 119 Beemat 121 Bellmans 36 Bott 70 Brendons Auctioneers 34 Bull Information Systems 24 C Brewer & Sons 48 CA Arcserve 92 Camelot Property Management 32 Centerprise International 100 Chalmor 116 Chevronshop 59 Clarus Energy Co 115 Constellation Lighting 115 Content Guru 118 Corgi Technical Services 51 Creative Consulting & Training 4 Crown Moran Hotel 82 DMS Protective Equipment BC, 30 DP Consulting 111 E Share 96 Eagle New Energy 115

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Easy Fairs UK 50 Ecoguard 119 Effective Energy Co 116 Elveden Estate 78 Encompass Consultancy 14 Energeno 40 Enistic Energy Management 111 Epi-Use 119 Evaluagent 118 Expert Electrical Supplies 111 Flying Binary 22 Ford IFC Fuel Card Services 26 Future Link Group 28 GDJ Consultancy 14 Greenlogic Co 121 Groundwork Cheshire 111 Group Call 6 High Performance Computing 104 HWM-Water 114 IACCM 17 Imago Techmedia 76 In Touch-IS 115 InProc 104 Intalex 28 Integral LED 114 Isla Components 67 Itrinegy 103 Jempep Procurement 16 Kamstrup 112 Keder Greenhouses 16 Kee Safety 52 KGN Pillinger 11

GOVERNMENT BUSINESS MAGAZINE | Volume 21.5

Kitchen Clearance UK 120 Kitchequip.co.uk 120 Kyocera Document Solutions 8 Leafield Environmental 112 Leisure Technique 55 Low Carbon Europe 114 Marketing Sciences 72 Mercator IT Solutions 23 Merlin Environmental 90 Michelin Tyre 60 MWA Technology 40 Netsupport 94 Newton Rigg College 82 Ophardt Product UK 120 ORC International 72 Oryx Align 106 PCMG 116 PKL Group 86 Power Efficient Systems 114 PR Stunt 57 Procurement Central 12 Projective 116 Pukka-Pads 117 Real Asset Management 117 Red Rock Consulting 106 Redblue 72 Redcentric 102 Roseville Energy Projects 112 S2S Data Destruction 117 Scantech Group 118 Sia Group UK 38 Sico Europe 88 Simply Because 27

Smooga 42 Solenvis 113 Southampton Solent University 84 Spirit Solar 113 SR Supply Chain Consultants 12 Summit Energies 40 Sun Renewable 42 Supplies Team Solutions 20 SX Environmental Supplies 119 TCH Leasing 70 Text Help 108 TFS Management 46 The AA 66 Tin Global IBC Tina Fegent Marketing and Procurement Consulting 14 Total Intelligence 108 Toyota 64 Trajectory Partnership 72 Triflex UK 52 Trinity McQueen 74 Triton Consulting 110 Under Control Instruments 89 Unique Vending Carts UK 120 Venue Birmingham 80 Verve Partners 74 Voucher Line 121 VW 62 VX I 121 Waldmann Lighting 113 WIPRO 98 Worldview Learning 113

QUALITY DESIGN • QUALITY MATERIALS • cast standard (UK government endorsed)

Blunt Trauma Protection Tested and certified to uk government (CAST) standard

Solo Shields Bespoke specification available

Scorpion Interlock Shields Public Order Batons

003

FM 56364 BS.EN.ISO 9001:2000