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Business Information for Local and Central Government TRANSPORT


What will the Bus Services Bill mean for local authority transport? ROAD MAINTENANCE


With funding falling, is road maintenance heading down a pothole?


THE BEST WAY TO SAY GOODBYE Why the end of a leasing contract is just as important as the start

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Business Information for Local and Central Government TRANSPORT


What will the Bus Services Bill mean for local authority transport? ROAD MAINTENANCE


With funding falling, is road maintenance heading down a pothole?



Council control a must in times of political upheaval Communities Secretary Greg Clark has reassured local government leaders that Whitehall will not be the ‘default destination’ for powers returning from Brussels. Speaking at the Local Government Association’s Annual (LGA) Conference, Clark warned that the response to leaving the European Union (EU) has to be a ‘radically expanded role for local government’.


THE BEST WAY TO SAY GOODBYE Why the end of a leasing contract is just as important as the start

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While Clark kept some happy with his assurance, it begs the question of just how much involvement councils will be allowed at the post-EU negotiation table? Will there be Scottish and Welsh leaders present? Will the Northern Powerhouse supporters be welcome? And will new London Mayor Sadiq Khan be extended an invite? A number of local services – waste, health and safety, trading and environmental standards – are currently determined by EU laws. Communities in England have been allocated £5.3 billion of EU regeneration funding up to 2020, and it is essential for the government to ensure that such earmarked money continues to fund growth across our councils. The landscape of central government politics is changing. We will have a new Prime Minister by the start of October, and with it the possibility of a general election, a fast changing and split Labour party with no confidence in its leader and even Nigel Farage has stepped down as leader of UKIP – again. The devolution of powers to councils has made massive strides in the last few years, and while Clark remains keen for this to continue, it is crucial that the current political uncertainty does not deter away from the success of recent years.

Michael Lyons, editor

! ONLINE ! IN PRINT ! MOBILE ! FACE TO FACE If you would like to receive 6 issues of Government Business magazine for £150 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:

Business Information for Local and Central Government | PUBLISHED BY PUBLIC SECTOR INFORMATION LIMITED

226 High Rd, Loughton, Essex IG10 1ET. Tel: 020 8532 0055 Fax: 020 8532 0066 Web: EDITOR Michael Lyons PRODUCTION EDITOR Richard Gooding ASSISTANT EDITORS Tommy Newell, Rachel Brooks PRODUCTION DESIGN Jo Golding PRODUCTION CONTROL Sofie Owen WEB PRODUCTION Victoria Leftwich ADVERTISEMENT SALES Steve Day, Kylie Glover, Nichola Halle, Neil Haydon, Michael Kennedy, Bernie Miller, David Morgan, Paul Taylor, Michael Koutsofta, Simon Hirst PUBLISHER Kelly Scott ADMINISTRATION Charlotte Cassar, Vickie Hopkins REPRODUCTION & PRINT Argent Media

© 2016 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








The Campaign for Better Transport’s Lianna Etkind examines the future for local authorities under the Buses Bill

Cost and quality can be difficult opponents. Geoffrey Bowden discusses the balancing act in translation services



Local government spending to decline; coal mine proposal gets backing; and council role in Brexit negotiations urged

The closing of a contract is just as important as the opening exchanges, says the BVRLA’s Gerry Keaney


Lucinda Yeadon details Leeds City Council’s pursuit of sustainability through the purchase of low emission vehicles


The battle to rescue our crumbling local roads is being lost. Alan Mackenzie examines the current situation

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Taking a look at the drastic changes in communication services that have been fuelled by changing user needs


Held on 20-21 September at the NEC, Leisure Industry Week is a must attend for those in the sport and fitness sector


Stacey Aplin, of Groundwork, looks at the growth of pocket parks and how they are transforming our local spaces


Despite the bleak picture painted on the parking industry at present, Kathryn Shipman sees a reason for optimism

Duncan Wood-Allum discusses the increasing challenges facing local authority leisure centres to engage more residents in exercise




The future of energy resource efficiency requires a collaborative approach. The Energy Event is central to this

27 RWM 2016

Taking place alongside The Energy Event on 13-15 September, RWM is key for those in the resource efficiency and waste management sector


James Kelly, of the BSIA, discusses the importance of secure data destruction for public sector organisations


Billions of pounds of public funds are being lost through fraud. Government Business analyses the latest guidance

Lee Marshall, of the Local Authority Recycling Advisory Committee, discusses the role of circular economy thinking in the process


After the devastating flooding last year, Government Business takes a localised look at new preventive actions


Companies feel that there is a decision to make – print or digital. But why does it have to be one or the other, and how is print surviving in a digital age?

Government Business



Steve Sumner dicusses the health and safety risks present in many public sector buildings and how to avoid them

61 CONFERENCES & EVENTS London & Partners discuss the reasons behind the pull of the capital. Plus we look at what makes the perfect venue


The Emergency Services Show is the place to be for those involved in emergency prevention and response


Digital Economy Bill; IT purchasing; and discovering fraud in Scotland


The Crown Commercial Service framework agreements provide access to public sector bodies across ISS a range of roles for Turn t UE 14.4 op the provision of latest age 77 for government goods. technogovernmen the t logy n Government Business ews looks at the latest agreement Volume 23.4 | GOVERNMENT BUSINESS MAGAZINE



GB News


Councils must have a ‘key role’ in Brexit negotiations Councils must have a leading role in negotiating the UK’s exit from the European Union, local government leaders said at the Local Government Association’s (LGA) Annual Conference. The LGA is also seeking assurances from the government that councils will still receive the £5.3 billion in EU regeneration funding they have been allocated up to 2020 following the referendum result. This is money which is earmarked to create jobs, build new infrastructure and boost growth across the country. EU laws impact on many of the council services that affect people’s day-to-day lives. These range from deciding how rubbish is recycled to improving air quality

and protecting people from being served unsafe food when they eat out. The LGA said councils must play a central role in deciding how to replace these EU laws. Power over the services which councils deliver cannot simply be transferred from Brussels to Westminster, the LGA says. Instead, taking decisions over how to run these local services closer to where people live is key to improving them and saving money. Council leaders want a seat around the table to ensure the Government’s EU exit negotiations are guided by this principle and to build on the progress of devolution across the country. Lord Porter, LGA chairman, said: “Now that the British people have voted to part company with the EU, it is vital that we avoid powers or

funding which affect local government getting swallowed up in Whitehall. Over the last year, more powers and funding have been given to local areas. The referendum result and the political uncertainty that has followed must not see that process stall or go backwards. Greg Clark has reassured that local government would have a ‘bigger role’ to play because of its ‘practicality and directness’ and powerful local leadership. He also said that local government would also have a part to play in bringing together divided communities after the division caused by Brexit. READ MORE:


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Local government spending to decline Joint figures from the Department for Communities and Local Government and the Chartered Institute of Public Finance and Accountancy (CIPFA) have revealed that councils’ spending in England will fall by one per cent in 2016-17. The data has raised concerns over the financial resilience of councils, with cultural services set to see the biggest reduction with 5.8 per cent of cuts planned. The figures suggest that education budgets will reduce by 2.2 per cent, mainly due to the number of schools converting to academies, with fire and rescue services seeing a reduction of 1.3 per cent.

Rob Whiteman, CEO of CIPFA, commented: “Councils have taken a battering and the outlook only gets worse. These figures demonstrate the extent to which councils are suffering, without even taking into account the fiscal consequences of leaving the EU. Given that a Brexit may only compound the pressures, it is essential that local authorities undertake a thorough assessment of their financial resilience.” READ MORE:


£1.9bn from reserves to fund services Official figures have shown that councils are planning to use £1.9 billion of cash reserves in order to fund services for the next financial year. The data found that councils have budgeted to spend nine per cent of their reserves between 2016-17. Adult social care services saw the biggest rise in expenditure, with local authorities set to invest an extra £308 million in services for the elderly and vulnerable. The statistics identified that councils are also due to increase spending on children’s and families’ social care services by £136 million, with an extra £175 million to

be spent on public health services. Communities Secretary Greg Clark said: “At a time when local authorities are playing their part in paying down the deficit, more than £300 million extra will be invested this year to deliver high-quality adult social care services. “Councils will have almost £200 billion to spend on services over the lifetime of this Parliament and I’m pleased the vast majority are also making use of new flexibilities to prioritise the services people READ MORE: really care about.”

Arun, Chichester and Horsham District Councils are exploring plans to share services in a bid to save £2 million a year and improve services. The councils are believed to be considering sharing human resources, legal, and internal auditing services, with Chichester and Arun District Councils also looking into the possibility of sharing revenues and benefits, customer services, and information and communication technology. The cabinets of all three councils have been working together since March and are set to further consider the findings this month. Cllr Tony Dignum, leader of Chichester District Council said: “In the current economic climate we have to constantly look for new ways to make savings. This approach has been successfully adopted by many councils across the country and is tried and tested. “This project offers us an opportunity to explore how we can work more closely with our partners in order to continue to deliver quality services, while also delivering best value for our council taxpayers.” Ray Dawe, leader of Horsham District Council, added: “Many councils are already involved in sharing services in some form or other and it makes sense for us to further this process wherever we can. We have identified these particular services as areas where we believe we can maintain existing service levels, increase resilience and save money in these times of significant change in local government. At the same time we shall continue to look at other areas where we can achieve a similar result.” Leader of Arun District Council, Gillian Brown, concluded: “Many councils are involved in shared services in some form, and it makes sense for us to work together to improve services, increase resilience and save money in times of significant change for all public services.” READ MORE:



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GB News


Clark ‘impressed’ with Leicester devolution deal

PAC questions oversight of devolution deals The Public Accounts Committee (PAC) has raised concerns over the oversight of devolution deals in England, warning that plans for proper accountability are not yet in place. A report from the PAC said that it is ‘not confident’ that existing local arrangements for scrutinising devolved functions are adequate. Additionally, the report also questioned the role of Local Enterprise Partnerships (LEPs), suggesting that many LEPs are not ‘meeting the basic standards of governance and transparency, such as disclosing conflicts of interest to the public’. The PAC has called on the government to provide stronger leadership and greater clarity in multiple areas of the devolution process, including clearly setting out what it is trying to achieve by devolving services and where it believes that outcomes are a matter for local

leaders to decide and where centrally imposed targets are more appropriate. Meg Hillier, chair of the PAC, said: “Parliament and the public must be assured that devolved spending is subject to effective scrutiny and there are clear lines of accountability for delivering value for money. “These vital arrangements are still very much work-in-progress and must be confirmed as a matter of urgency. She added: “It must be far clearer about what these deals are intended to achieve and set out in detail where accountability for areas of public spending will lie. The interests of taxpayers are paramount and we urge the government to act on our recommendations now to ensure devolution fully serves those interests.” READ MORE:


City region deal plans for Edinburgh approved The City of Edinburgh Council has approved a report on the Edinburgh and the South East of Scotland City Region Deal, which could attract £5 billion of private sector investment. The deal is being designed to accelerate growth in Scotland’s capital city and wider region in order to benefit the Scottish and UK economies while tackling deprivation and inequality, with councillors having agreed in principle that the City of Edinburgh Council will contribute £100 million towards a £2 billion deal. The other bid partners – East Lothian,

Fife, Midlothian, Scottish Borders and West Lothian Councils – will also consider the report and decide on their contributions. Andrew Burns, Edinburgh Council leader, said: “A deal on this scale cannot be delivered by the public sector alone and private sector involvement is going to be key as we drive this forward. “The deal will also give the region greater autonomy on determining investment priorities and will help to identify and deliver appropriate solutions to local issues and opportunities.”

Communities Secretary Greg Clark has confirmed he is ‘impressed’ with a devolution bid for Leicester and Leicestershire which lacks proposals for a directly elected mayor. The comment has sparked reports that Clark would be open to the idea of supporting devolution deals which did not involve having a mayoral election. The Communities Secretary was speaking at the District Councils Network reception, where he said the bid was ‘a very positive proposal’. He added: “It seems to me a very good example of where the district, county and unitary have been working together for some time, proposed something that actually doesn’t make huge demands in terms of devolved powers from secretaries of state READ MORE: but reflects a desire to work together.”


Powerhouse could lead to 850,000 new jobs The Northern Powerhouse Independent Review has said that 850,000 new jobs could be available in the north of England because of the Northern Powerhouse devolution programme. Published on 30 June, the review claims that job potential is reliant upon the correct investment, focus and infrastructure improvements, all of which can be categorised into four sectors: advanced manufacturing, digital development, health and energy. John Cridland, chair of Transport North, said: “Central to powering the North’s future economy will be an efficient high capacity transport network capable of fully mobilising the workforce between the north’s key economic heartlands. “The review clearly identifies that such a network must be tailored and shaped to recognise emerging and sustainable strengths whilst acknowledging that many northern jobs are in other service sector businesses on every northern high street. In addition to this, improved education will also be vital in northern schools to give young people the chance to go for better jobs using the improved READ MORE: transport links we are delivering.”





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£320m for ‘central heating for cities’ scheme The government will invest £320 million over the next five years in schemes across the country’s towns and cities to take low carbon heat and supply it to keep homes and businesses warm. Dubbed ‘central heating for cities’, heat networks are already used widely across Scandinavian cities to keep homes warm in winter, holding the potential to reduce heating costs by more than 30 per cent for some households. Some heat networks already exist in Sheffield, Nottingham, Birmingham, Southampton, with one of the largest new networks being installed the Olympic Village network in East London. But the UK has far fewer networks than other European countries. Amber Rudd, Secretary of State for Energy and Climate Change, said: “This is an important next step in developing more home-grown energy, which is a vital part of our plan to ensure long-term energy security and affordable energy for our families and businesses. “The funding we’re consulting on today will enable these schemes to provide affordable low carbon energy to thousands of homes and businesses across Britain’s town and cities.” READ MORE:



MPs reject government’s proposed Ofsted head

Education Select Committee MPs have rejected the government’s plan to appoint Amanda Spielman as the next head of Ofsted, claiming they were concerned about her suitability for the job. The MPs said they were worried Spielman had failed to show ‘passion’ or an adequate understanding of the ‘complex role’. The news comes after Education Secretary Nicky Morgan recommended Spielman as the best candidate to become the new chief inspector of England’s schools and children’s services at the end of 2016, after Sir Michael Wilshaw steps down from the role. However, in a report, the Education Select Committee said that Spielman did not demonstrate ‘the passion for the role’ and her failure to mention ‘raising standards and improving the lives of children and young people’ under her prospective job role.

Housing scheme launched by London council


In what is believed to be a first, Barking and Dagenham Council has launched its own ‘right to invest’ plan, to enable tenants to buy a stake in their home. The East London council says its plan will help tenants get onto the housing ladder in the face of the capital’s ‘ridiculously expensive’ property market. It will allow tenants to buy between 25 per cent and 70 per cent of their home, while paying the remaining share to the council in the form of rent. The offering is an alternative to the government’s Right to Buy scheme, which has seen over two million council homes sold to the tenant since it was introduced in the early 1980s. Darren Rodwell, Barking and Dagenham council leader, said: “London’s ridiculously expensive property market has meant the idea of home ownership for most ordinary people is just a pipedream. “Barking and Dagenham has the lowest level of owner-occupation in London, so it is important that we help those on low incomes to get a foot on the housing ladder. This will also help create a stable community where no-one is left behind.”

Northumberland County Council has backed controversial plans to open a surface mine close to nature reserve. Developer Banks Group submitted plans which involve extracting three million tonnes of coal, sandstone and fireclay from a site at Highthorn, claiming the move would create jobs and investment. However critics have argued the coal mine would ‘damage tourism and scar the landscape’. Nonetheless, Banks Group has contended that it would restore the area after the extraction was completed and would


GB News


The report also said: “Ms Spielman did not appear to recognise the importance of building bridges with the professions inspected by Ofsted – in contrast to her predecessor, Ms Spielman would join Ofsted without any direct experience of teaching or children’s social care. “We did not leave the session with a clear sense of how Ms Spielman would go beyond Ofsted’s mission statement to translate it into practice or of the direction she saw Ofsted taking under.” Nonetheless, Morgan commented: “I chose Amanda because it is clear to me that the education and social care systems will benefit hugely from her evidence-based approach, her system-level thinking and her clear commitment to raising standards.” READ MORE:

Controversial coal mine proposal backed invest £48 million to local suppliers. Jeannie Kietley, from Banks Group, said; “What’s really important for Northumberland is job creation and making sure we continue to support the economy.” Council leader Grant Davey said: “I fully accept this has been a long and difficult process, with strong feelings on both sides, but I do believe this decision is in the best interests of Northumberland and its residents. “It’s also important to stress that the CBI (Commercial Bank International) and the North East Chamber of Commerce have written in support of the application.”




Trasnport Written by Lianna Etkind, Campaign for Better Transport



The Bus Services Bill: a new era for buses? Lianna Etkind, public transport campaigner, for the Campaign for Better Transport, examines the possibilities that the new government legislation may bring for local authorities The last few years have been pretty grim for buses and those who care about them. Since 2010, over 2,400 local authority supported bus services have been reduced, altered or withdrawn, leaving thousands of people cut off from their local communities and amenities. However, there’s good news on the horizon. Thirty years after the government deregulated bus services, the much-anticipated Bus Services Bill could transform the way bus services are managed. Proposals in the Bill would give local authorities powers to plan and manage their bus services, and introduce tickets that could be used across operators. With better managed bus services, integrated into the wider transport network, more people would have a real alternative to the car. The Bus Services Bill offers local authorities three new ways to manage local buses: through advanced quality partnerships, enhanced partnerships or franchising. These would allow the local authority to agree standards regarding, for example, punctuality and frequency, and to set fares. The Bill would also compel bus companies to share the information on passenger numbers, timetables and fares, enabling the development of new journey planning apps. While the Bill will only apply to England, there are plans for a Wales Bill and a Transport Bill in the Scottish Parliament which could deliver similar powers in Wales and Scotland. FRANCHISING SUCCESS In London, where Transport for London (TfL) franchises out routes to different operators, bus use has more than tripled since 1985, while outside London where buses have remained deregulated, use has continued to fall. More bus journeys are now made in London than in the rest of the country put

together. Jersey franchises its buses too, although on a very different model to London. It’s been a roaring success there. Passenger numbers have risen by a third in the three years franchising has been operating, and five new routes have been introduced. All of this is very exciting for local campaigners seeking to win improvements to their local services. Mayoral candidates standing in the May 2017 elections will already be considering how these new powers over buses might attract voters: the Mayor of Liverpool, Joe Anderson, has already promised that if re-elected, he will introduce a 50p fare for children across Liverpool’s bus network. However, it’s important that the Bus Services Bill does not become a wholly urban Act, and brings benefits to rural areas too. The Bill currently proposes that any local authority, or group of authorities, could apply to the Secretary of State to use franchising or enhanced partnership powers. Campaigners in Somerset, Wiltshire and Lincolnshire are already looking at how their local authorities could use the Bus Services Bill to protect local buses, especially in rural areas. MINIMUM STANDARDS If the Bill is to be successful in enabling reliable bus services, we want to see a requirement for local authorities to set minimum standards: for example, maximum distance to the nearest bus stop, minimum bus frequencies, or a requirement for bus drivers to undertake disability equality training. We would also like to see the Bill require local authorities

to conduct a thorough needs assessment for public transport, and to show they have taken steps to meet this need. This will help ensure that communities are not cut off from services such as healthcare and education. The duty to assess need already exists in case law, and campaigners have used this legal protection to save local services. The Bus Services Bill is an opportunity to clarify this duty. We also think it’s vital that passengers are involved: nothing about us without us, as the slogan has it! So we’re demanding that the Bill enable an independent body to ensure passenger representation and to take up complaints. LONG-TERM FUNDING Finally, there’s no point having the powers to manage excellent bus services if all the local buses have been cut. Local funding for buses has been reduced by over £78 million since 2010, and not a week goes by without reports that yet another village has been left without public transport. Many bus services – particularly in rural areas – could not exist without the Bus Service Operator’s Grant, disbursed from central government. But this funding stream will no longer be ringfenced to be spent on local bus services after April 2017. Every other major transport mode – roads, rail, cycling and walking – has a government investment strategy. We’re calling for a Bus and Coach Investment Strategy alongside the Bill. It’s time buses, which carry more passengers than any other kind of public transport, had their own strategy for a long-term, funded future. The Bill is currently being discussed in the House of Lords, and it’s likely to be debated in the Commons in the Autumn. The government will feel under pressure to ensure that this long-anticipated Bill is passed in good time for the Mayoral elections in May 2017. After years of bus services outside London atrophying, it’s high time local authorities had the powers to deliver the dependable, attractive bus network we so sorely need. !

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Fleet Management


Written by Gerry Keaney, chief executive, BVRLA

A good point of contact at the end of a contract For the leasing sector, the end of contract process is a vital part of winning the customer retention battle. Gerry Keaney of the British Vehicle Rental and Leasing Association explains why Most successful companies have a good strategy for winning new clients, but they also understand that the goodbye is just as important as the hello when it comes to delivering great customer service. For the vehicle leasing sector, the end of contract process is a vital part of winning the customer retention battle. How a leasing company handles it can provide some very positive word of mouth marketing, or see a brand named and shamed on social media. The issue of end of contract damage and charges are an emotive topic. Many of the issues that do arise are the result of poor communication or misunderstanding. This is why the end of contract process, the communications around it and any problems that can arise, are at the heart of the BVRLA’s mandatory Code of Conduct. This has been revised and updated for 2016 and backed up with a strengthened governance regime and our dispute resolution service, which is now government-accredited. This provides customers with some additional peace of mind when they lease from a BVRLA member. In addition, I would urge all fleets to bear the following in mind when leasing a vehicle. The end of contract inspection can involve one or two inspections and the standards for these are laid out in the BVRLA Code of Conduct. Whether a full return appraisal is carried out upon collection from the driver or a two-stage approach sees an initial inspection followed up by a more thorough review, the customer should know what to expect. These assessments will be made to the BVRLA Fair Wear and Tear standard or any other return conditions that the leasing company and

customer have agreed to and will be carried out by highly-trained, professional staff. ‘CLEAN BILL OF HEALTH’ Friendliness and courtesy can be expected, but should not be confused with a vehicle being given a verbal ‘clean bill of health’. Leasing companies often outsource this process to an auction company, and I am sure that NAMA would strongly refute any accusations that its members were colluding with BVRLA members to apply unfair damage charges. Damage charges and repair costs can vary according to the make of vehicle or regional labour rates. Some leasing companies will provide a matrix of charges in advance while others will price each piece of damage individually. Similarly, some leasing companies will agree to share any profit from a car that is sold above its forecast used value. These are commercial decisions and customers are free to choose their supplier accordingly. Competition watchdogs would take a very dim view if the BVRLA attempted to set industry-wide standards or charges in this area. It is also worth remembering that customers always have the opportunity to make their own repairs before returning their vehicle, provided these are done to an appropriate professional standard.

The BVRLA Fair Wear and Tear Standard was developed by the leasing industry for its customers, to provide them with a clear understanding of what is expected. Fair wear and tear should not be confused with damage, which occurs as a result of a specific event or series of events, such as an accidental impact, harsh treatment or negligence. The BVRLA regularly updates its Fair Wear and Tear Standards for cars, vans and HGVs. We do this in conjunction with a panel of members and independent market experts. Fleet customers have been involved in this process in the past and in the last twelve months we have debated these and other issues alongside ACFO representatives and leasing customers, in conjunction with Fleet News. BVRLA membership is at a ten-year high, and the corporate car and van leasing fleet operated by these companies grew 11 per cent to 2.5 million vehicles in 2015. These are the hallmarks of a healthy sector that is delivering a valuable service and isn’t taking its customers for granted. As the industry grows, it is even more important for us to continue sharing best practice while ensuring a constant and transparent dialogue with our clients. We believe that these steps will see the BVRLA logo become even more of a quality benchmark for vehicle leasing. !

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Electric Vehicles Written by Lucinda Yeadon, Leeds City Council




Free parking incentives for low emission vehicles Lucinda Yeadon, Leeds City Council’s executive member for environment and sustainability, uses recent experiences from her council’s pursuit to lower emissions to explore the ways that local authorities can reduce pollution and encourage people to take up low emission vehicles Ways and means to improve air quality is increasingly coming top of the agenda with the government requiring a number of UK cities to put in place clean air zones. There is no single, silver bullet solution that will help cities across the UK clean up air pollution. We need a range of measures to achieve this and the evidence for doing so is compelling. Poor air quality contributed to more deaths in the UK than passive smoking, road casualties and drug misuse combined in 2012. In Leeds this equates to 350 deaths. As a local authority we’ve been working to improve air quality for some time but recent court cases, committee evidence and vehicle emission scandals are sharply bringing into focus the role councils must play alongside the need for national and international action to tackle emissions at source. With a clear mandate to improve public health we’re also charged with protecting the environment and need to work with partners to manage roads and transport.


Sitting alongside this, we have our massive purchasing power as a large employer. We’re encouraging people to shift to sustainable transport options and low emission vehicles. We’re providing the conditions for and delivering the infrastructure that allows this to happen. We’re also using our own fleet and purchasing power to demonstrate to businesses and residents just what’s possible when you make the switch to cleaner vehicles. THE LEEDS SITUATION Sales of ultra low emission vehicles doubled in 2015 but there are still relatively few on Leeds’ roads compared to their petrol or diesel equivalents. To help encourage anyone thinking about buying a

low emission car or van, we’ve recently introduced free parking permits for ultra low emission vehicles for Leeds residents. With low running costs and savings from tax exemptions, this offer is another small benefit that could help consumers make the choice to buy a low emission vehicle. Whilst not a huge scheme, this sends a signal about what we can do and what kind of cars we want to see on our roads. Research by Go Ultra Low suggested that one in five new car buyers would be better off driving an electric car. Comparing buying considerations with driving habits demonstrated that half a million people could be better off driving an electric vehicle. So, there is massive potential for the number of plug-in vehicles to increase dramatically on the region’s roads. We do still find

ing Compar g buyin ons rati conside ng habits ivi with dr half a million showed le could be peop ff driving better o lectric an e le vehic

Electric Vehicles

ourselves in a chicken and egg situation however. Even with developments in vehicles and the available technology we need the right infrastructure in place before people and businesses will buy low emission vehicles. However, we might not have or get the levels of investment in infrastructure until demand is truly there. We’re hoping to tip that balance in Leeds. THE TIPPING POINT We’re about to take delivery of 41 electric vehicles to add to, and in some cases replace, our fleet of 26 electric and hybrid cars and vans. The 41 vehicles will travel an estimated 450,000 miles a year offering fuel savings of £24,600 and reduce the council’s emissions. A number of these electric vans and cars will be operating primarily within the city centre where the reduction in exhaust emissions will be most beneficial. Many other environmentally savvy-businesses have already made the switch to greener vehicles and we are continuing discussions with them, including bus companies, to try and help them maximise their green credentials. One clear message we get back for businesses is about the price of the vehicles, which we hope will fall as the market increases. With increasing numbers of low emission council vehicles on the road enabling us to deliver front-line services, we also hope that others will follow our example. As well as the electric and hybrid vehicles, we’ve been running five bin lorries on liquefied natural gas. They’re fuelled at our own depot-based fuelling station. We want to take this another step further. We’ve been taking a closer look at compressed natural gas as a fuel as it cuts particulate matter by almost 100 per cent and nitrogen oxides by around 90 per cent. It also reduces carbon dioxide emissions by around a quarter. We know businesses are willing to invest in compressed natural gas filling stations,

but they are cautious due to the high cost of connecting the gas mains unless there is an established market. And without a fuelling station, people can’t or won’t buy vehicles than run on compressed natural gas. Along with Northern Gas Networks, we want to work in partnership with the private sector to build and run a compressed natural gas filling station. As leaders in civic enterprise, we want to be there when there are opportunities that we can use to improve air quality whilst getting more than our costs back. We’ve already committed to converting our entire 70-strong fleet of bin lorries to run on compressed natural gas at an investment of £1.58 million over the next five years. Doing

share, walk or use public transport. With the Tour de France Grand Départ and now two very successful Tour de Yorkshire events behind us, we’re continuing to promote cycling and the new cycle superhighway between Leeds and Bradford will be completed soon. A park and ride site at Elland Road has proved so successful that it’s being expanded. The site has electric charging points so people can charge their cars for free. Plans are also in progress to create a similar park and ride site in the Aire Valley. The new Kirkstall Forge railway station has now opened, joining Apperley Bridge, which is just across the border in Bradford

A number of the council’s 41 new electric vans and cars will be operating primarily within the city centre where the reduction in exhaust emissions will be most beneficial so demonstrates to investors that there is a clear, ready-made client and will help prove the business case. If plans for the Aire Valley based station come to fruition – and there are still many hurdles to overcome – it could be the largest commercial compressed natural gas fuelling station in the country, serving businesses across the region, and making a significant dent in harmful emissions. WHAT ELSE We need a comprehensive package of measures that will encourage the switch to low emission vehicles. As well as using planning powers to ensure new developments have appropriate electric vehicle charging points, along with our partners, we’re continuing to encourage businesses and individuals to car

and with an extensive bus network and thriving taxi industry, we’re working to ensure operators can access funding to allow them to invest in cleaner, greener vehicles. We are also working to see car ownership in a different light – promoting inclusive schemes of car sharing, high occupancy lanes and greener vehicles. We’re also working with taxi drivers to minimise the impact on air quality of the vehicles that spend most time on our streets. This proactive, all-inclusive approach demonstrates that local authorities can lead, influence, encourage and act as a major catalyst for change to help increase the number of low emission vehicles on our roads. ! FURTHER INFORMATION



Road Maintenance Written by Alan Mackenzie, chairman, Asphalt Industry Association



The challenges ahead for our local roads Alan Mackenzie outlines the key findings from this year’s Asphalt Industry Alliance survey and why they clearly indicate that the battle to rescue our crumbling local roads network is being lost Every year the Asphalt Industry Alliance (AIA) carries out an independent survey of local authority highways departments in England and Wales. The aim of the survey is to build a picture of the general condition of local roads and the levels of funding required to keep them in reasonable condition. Over the last two decades the enduring message from our Annual Local Authority Road Maintenance (ALARM) survey has been one of underfunding. Successive governments have failed to provide the resources required to properly maintain our local roads, and they are deteriorating at a faster rate than they can be repaired. This year’s survey shows once again that most local authorities don’t have enough money to keep pace with essential repairs, never mind tackle the backlog of carriageway maintenance. And, despite the government’s pledge to commit £6.1 billion for local roads maintenance over the next five years, the survey reveals that average local authority funding is down 16 per cent on last year. The ALARM survey is widely respected throughout industry and local government. It reports the views of those directly involved in repairing and maintaining our roads and includes questions relating to funding, maintenance, pot holes and emergency repairs. This combination of

quantitative and qualitative research, which is independently verified, provides valuable insight into the scale of the problem. A FALL IN FUNDING Our local roads make up 98 per cent of the total road network. Nearly every journey starts or ends on a local road. To quote the Department for Transport (DfT), local roads ‘keep the population connected and the economy flowing’, so it’s not surprising that people care about how this national asset, worth over £400 billion, is looked after. In fact the RAC Foundation reported last year that tackling the condition of roads and pavements is seen by the public as the single most important transport priority. And yet the 2016 ALARM survey shows that average local authority funding is down from £18.3 million to £16.2 million. The situation is compounded by the fact that a smaller proportion of budget is actually being spent on road maintenance, as funds are directed to other works such as new cycle paths. The challenge faced by local authority highways teams to make ends meet is also reflected in the average annual shortfall per authority. This is the difference between the

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money they need to keep the carriageway in reasonable order and the amount they actually receive. ALARM 2016 reports a rise from £3.2 million in 2015 to £4.6 million. Ten years ago, the ALARM survey 2006 warned that increasing shortfalls would result from putting off investment needed today until tomorrow. A decade on there is no joy in being proved right. The feedback received from highways engineers is that long-term underfunding means that the local road network continues to deteriorate at a faster rate than it can be repaired, while the age of the network and the increased volume and weight of vehicles is accelerating that rate of decline. ACHIEVING MORE WITH LESS The precarious position is underscored by the maintenance backlog figures. A decade ago highways departments estimated that the time needed to get their roads back into a reasonable condition would be 10 years. This year they told us 14 years. The cost to carry out that work has fallen by three per cent but remains way out of reach at £11.8 billion. Despite the lack of money, there’s no doubt that local authorities are achieving ‘more with less’ as a result of improved efficiencies, better processes and a focused approach through the adoption of Highways Asset Management Plans (HAMPs). This allows maintenance work to be prioritised on key routes and roads in poor condition which might otherwise have to be closed. But it also marks a move towards mediocrity.

More of the network is ranked as ‘acceptable’, with between five and 15 years life remaining. This is concerning for the future and suggests a move towards ‘managed decline’. This situation is supported by figures showing that the average proportion of road maintenance budget spent on reactive maintenance, (ie work not planned at the beginning of the year) is remaining fairly constant. There will always be unforeseen circumstances which create a need for reactive maintenance, but the better the condition, the less likely this need will be. With 98 per cent of local authorities reporting that they have a Highways Asset Management Plan in place, we were expecting this figure to fall. The fact that it didn’t reflects a shift towards route prioritisation when it comes to planned maintenance work. Research shows that reactive work such as patching and filling potholes is 20 times more expensive per square metre than spending on planned preventative maintenance. Yet in 2016, £118.4 million was spent filling over 2.2 million potholes – one every 15 seconds. PLANNED MAINTENANCE Although the government has pledged £50 million for potholes, the money would be better spent on planned maintenance which would prevent the potholes forming in the first place. The Pothole Action Fund for England in 2016/17 might seem like good

news but is, in fact, another clear sign that the battle to rescue our crumbling local roads network is being lost. It does nothing to address the cumulative effect of decades of underfunding and perpetuates the downward spiral of the ‘patch and mend’ approach. The most efficient way to deal with the problem of our failing roads is to fix them properly and stop potholes forming in the first place. One way to address this would be to tackle the disparity in funding that exists between local roads and the strategic road network (SRN). Although local roads carry two thirds of

Road Maintenance


traffic, they receive a fraction of the funding allocated to the SRN. Local Government Association figures show that between 2015 and 2021 every mile of our motorways and trunk roads will receive £1.4 million funding while our local roads will see £31,000 per mile. Without a significant injection of funds, the resilience of the network will continue to be stretched and we face the real prospect of a local road network that will just not be fit for purpose in the coming years. ! FURTHER INFORMATION


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Parking Written by Kathryn Shipman, public affairs and research coordinator, British Parking Association


MANAGEMENT But, if like David Cameron says, motorists still want to drive all the way into the town centre and park, there will still need to be charges for that privilege as it’s these that help provide the funds to keep our streets safe and free from obstruction. Protecting spaces for residents or particular groups like disabled people, and enabling servicing and deliveries to take place in high streets that would become congested if parking wasn’t properly managed. As long as prices are reasonable, users accept them, but only if they feel they are receiving a good quality service in return. Research shows that pricing, after location, personal safety and a safe location, are higher priorities.

Parkingent m manage e used b should to support l as a toomic growth, econo congestion, reduce improve and fety road sa

Working towards a good parking strategy Kathryn Shipman of the British Parking Association explains why, despite the curent issues, there is cause for optimism for the management of parking for local authorities The line goes ‘bubble, bubble toil and trouble; Fire burn, and cauldron bubble’. Although written 405 years ago, to me it speaks volumes about local authority management of parking today. Time and time again there are a couple of subjects that keep bubbling to the surface and are causing a stir for local authorities. They reared their head once again at the British Parking Association’s (BPA) Parking Summit held in London on 11 May, the purpose of which was to achieve a better understanding by all parties of how parking can be improved. Over 78 people attended representing the consumer, land owner, local authorities and operators, as well as government and media. Once more the level of parking penalty charge debate surfaced. Penalty charges in England and Wales outside London have not


A GOOD PARKING STRATEGY Of course this policy has to be considered as part of an overall transport strategy for each locality. This is something that shadow transport minister, Daniel Zeichner, touched upon repeatedly when he addressed the BPA’s Parking Summit. A good parking strategy should ideally be developed alongside local authority transport policy and wider traffic management objectives. A holistic integrated approach to all transport modes across public and private areas is necessary to improve access to town centres. Parking is vital to improve traffic management. And traffic management is vital to increase access to high streets. Simple isn’t it? This all seems very sensible, joined up and supportive of an integrated approach to the management of town centres, or at hospitals and in the surrounding streets too. Attacked from both sides local authorities face problems when they are approached by landlords and landowners, including hospitals, educational facilities, and even local publicans, to help them manage and enforce parking on their behalf. Enforcement of parking on private land is always in the spotlight, but it is often forgotten that local authorities own and operate private land too. However, the legality of them doing this is far from clear and decisions at the Traffic Penalty Tribunal have in effect put a stop to the collaboration and cooperation which took place before the advent of the Civil Parking Enforcement (CPE). The government’s position on this issue is unclear and we have urged them to clarify if any legislative measures are to be introduced to rectify these anomalies, thus allowing local authorities to regulate private land where requested by the landlord. In addition, local authorities should then be able to undertake enforcement and the


been reviewed for a long time and no-one can be sure they are still effective. However government don’t want to review the charges: cast your mind back to before the General Election and David Cameron saying he wanted councils to invest in their town centres, including – advocating free parking. As we all know the current government is fixated on the high street, aiming to return our high streets back into the vibrant and accessible places they once were before the recession. But we can’t simply blame parking; our shopping habits have changed and continue to evolve. It’s not as routine as it once was to trek to the supermarket once a week for one big shop – now it’s all about top-up shopping every few days. So if we’re already doing it, we don’t need an incentive, do we?

administration of penalties issued, using CPE powers, together with statutory adjudication to protect the public, as they already do on publicly provided off-street parking areas. We believe the best results are achieved where local authority parking providers work in partnership with local businesses and traders on a formal basis, enabling both sides to understand where the other stands. THE FUTURE OF PARKING At the BPA’s Parking Forum in November 2015, held at the House of Commons, a representative from one of the major supermarkets explained that potentially, because of the adverse customer reaction, they were reluctant to enforce first time parking offenders; however with proper legislation in place for parking on private land it would be much more easily defensible. These issues were also discussed at ‘Parking & Property 2016: the future of the car and car park’, held in London the day after the Summit. Here, the BPA launched the Parking 20:20, a report summarising the key findings following research exploring the future of parking. For those of you who attended Parkex in June, you will have heard it referenced in panel sessions during the Parkex Hub. The research, conducted by Imperial College Graduate Justus Loebler, seeks to identify the future role of parking and the impact of technology on mobility, pointing to changes in the way that parking services are being managed and delivered, and how they must integrate into the wider transport infrastructure. The future of parking will change rapidly over the coming years and new products and services will enter the market, disrupting many aspects of the parking sector. As the leading association for parking professionals, the BPA is committed to supporting members, and helping them identify opportunities. One such opportunity is to encourage local authorities to embrace technology to provide a better service for customers. Data, and the data held by local authorities, is key to unlocking the potential for delivering a truly integrated service encompassing all aspects of mobility. Working with other organisations and stakeholders, including government, is vital to ensure that existing regulations and new, incoming legislation is fit for purpose and enables progress and inclusivity.

many of them designed and built in the UK. For example, one of the most effective ways of making it easier for motorists to park without the stress of having to worry about how long they are parking is to embrace new technology. The increasing use in the private sector of automatic number plate recognition enables motorists to park first and pay later, that is to stay as long as they like but to make payment either on their return or online within, say, 24 hours. This reinforces our argument for removing the ban on camera technology in



collection points for motorists who have pre-ordered online. Parking management should be used as a tool to support economic growth, reduce congestion, and improve road safety, while providing a fair service for a range of road users. Fairness, raising standards and delivering professionalism is a key objective for the association. This year we have been particularly active in calling for a single Standards Setting Body (SSB) which would build on the foundations that the BPA has already established for

One of the most effective ways of making it easier for motorists to park without the stress of having to worry about how long they are parking is to embrace new technology local authority car parks, making the parking experience as frictionless as possible. But don’t let this stop you from taking action now. One example of how to do this is to introduce easier payment systems. Much of the work the BPA has done demonstrates that there is a need for local authorities and private operators managing parking to be flexible in how they manage their car parks where they make a charge. Paying in advance (the traditional way through providing pay and display machines) has its place in some locations but clearly in others it can create a deterrent to town centre visitors to have to return to their vehicles sooner than they otherwise would. This is why we encourage local authorities and private operators to provide alternative methods of payment – in addition to paying in the car park. There are opportunities to pay by phone, pre-book online, direct motorists through apps and sensors to vacant bays. There are opportunities for security and safety innovations, even introducing delivery hubs in car parks for retailers, facilitating

private parking, when it created the Approved Operator Scheme with a Code of Practice and POPLA; its independent appeals service. Current case law is not sufficient to satisfy the call for better regulation which both the BPA and consumer organisations seek. The BPA envisages the SSB being accountable to government but self-funding. Building on the regulatory model for local authorities it would ensure that standards continue to rise in the management of private parking, maintaining one code of practice for the whole sector and ensuring that an independent appeals service is established. There is a strong feeling that our lobbying efforts are having a real impact and the key messages are getting through. We have good reason to be optimistic that the view from the top in government is changing and that measures will soon be in place to resolve a number of issues relating to the management of parking that require urgent attention. ! FURTHER INFORMATION

IMPROVING ACCESSIBILITY The BPA has long been lobbying to remove the ban on camera technology in car parks that came into force by way of the Deregulation Act. But we believe the ban has done more harm than good. If used properly and responsibly, CCTV and ANPR has a role to play in supporting economic activity. Parking managers up and down the country are looking at ways to improve accessibility to car parking for people with disabilities, providing opportunities for shoppers to ‘park now and pay later’ using new technologies,



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Giving councils Dummy headline a fighting to fit this chance against spacefraudsters tight as possible

Fraud is an increasing problem for local authorities, costing billions in public funds each year. Government Business reviews updated guidance for local authorities to help reduce the impact The revised Local Government Counter Fraud

Marcus Jones, Minister for Local

a significant cost, especially in the face of tightening local authority budgets, and so the Chartered Institute of Public Finance and Accountancy (CIPFA) Counter Fraud Centre has worked with the Department for Communities and Local Government to set out a number of key steps to reduce the impact. Fighting Fraud and Corruption Locally is a strategy aimed at council leaders, chief executives, finance directors, and all those charged with governance in local authorities, with the aim of supporting them to better understand fraud risk and more effectively prevent fraud, through greater use of technology, better information sharing and more efficient use of resources. The strategy is the result of an intensive period of research, surveys, face-to-face meetings and workshops and has been developed in collaboration with local authorities and key stakeholders across the counter fraud landscape. Fighting Fraud and Corruption Locally replaces the Fighting Fraud Locally strategy, which was released in 2011. As Cllr Clair Kober of the Local Government Association (LGA) noted in her foreword to the new strategy, the landscape has changed considerably for local government since 2011, with significant funding cuts of up to 40 per cent necessitating increased innovation among local authorities.

quality services to local people’.

Obit, elit eum doloriatur voluptatur? Quithese officiis cum and Corruption Strategy is designed tosam help reprae Government, has echoed sentiments, local authorities tackle and corruption saying that omnis tackling fraud must be a La escipicipsam hitfraud exerferi quibus, exceaqui sinctatem. in their areas, which is estimated to cost ’at a time when every penny non non nossi ute dis rest dolupta priority acescipsant everum que nis councils around £2.1 billion a year. This is should be invested in delivering high TRUE COSTS The Audit Commission’s annual report in October 2014 found a 400 per cent increase in Right to Buy fraud in London, and Jones has suggested that the £2.1 billion estimate may be an ‘underestimate of the total cost to local government’. The strategy highlights a number of key areas where fraud has the biggest impact for local authorities. Procurement fraud reportedly costs around £876 million a year, with housing tenancy fraud costing around £845 million, payroll fraud costing around £154 million and council tax fraud under localised discount schemes thought to be around £133 million. In addition to these, smaller areas that still present significant losses include Blue Badge Scheme misuse (£46 million), grant fraud (£35 million) and pension fraud (£7.1 million). There are also a large number of emerging areas where fraud is posing an increasing risk to local government. These include: business rates – fraudulent applications for exemptions and reliefs and unlisted properties; insurance fraud; disabled facility grants – fraudulent applications

for adaptions to homes aimed at the disabled; and commissioning of services. The report emphasises that the scale of losses for local authorities is ‘significant’ and that it is clear that local government is ‘under attack’ from fraudsters. These figures do not take into account the indirect costs of responding to and dealing with the fraud cases, which means the true cost of fraud could be substantially higher, as Jones suggested. It also highlights that local government is not ‘immune from organised fraud’, with a number of fraud cases being linked to larger criminal networks. This type of fraud often crosses local authority boundaries and so investigations can become complex and require the deployment of specialist resources. THE ‘SIX CS’ A large portion of the strategy is based around six key themes that emerged from the research conducted, which it calls the ’Six Cs’. These are: culture – creating a culture in which beating fraud and corruption is part of daily business; capability – ensuring that the range of counter fraud measures deployed is appropriate to the range of fraud risks; capacity – deploying the right level of resources to deal with the level of fraud risk; competence – having the right skills and standards; communication – raising !

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FRAUD ! awareness, deterring fraudsters, sharing information and celebrating successes; and collaboration – working together across internal and external boundaries with other local authorities and agencies. Jones believes that an emphasis must be placed on council leaders, chief executives and finance directors to provide local leadership and take action to protect public money and the strategy follows this line of thinking. The strategy advises elected members, chief executives, finance directors and all those charged with governance to demonstrate explicit commitment to fighting fraud and corruption, visibly promoting the message that fraud and corruption will not be tolerated. It claims that culture ‘fundamentally affects all elements of counter fraud and corruption activity’ and calls on those at the top in local authorities to maintain a robust counter fraud and corruption culture with clear values and standards. A key element of this is having clear whistle-blowing arrangements so staff understand how to report fraud and corruption. The strategy highlights that staff and clients of local authorities are best positioned to fight fraud and stresses that they must feel supported to do so without fear if recrimination. Sue Higgins, executive leader of the National Audit Office, said: “Whistleblowing arrangements help to provide employees of public bodies, and users of public services with confidence that wrongdoing or the misuse of public funds can be investigated by an independent and impartial party. This is all the more important where services are subject to considerable change and innovative ways of delivering those services are adopted.” UNDERSTANDING THE RISKS Fighting Fraud and Corruption Locally calls on leaders to take steps to fully assess the risks they face, including an honest appraisal of the resources required to tackle them and whether this can be done locally, or will require the help of neighbouring authorities. It recommends measuring potential and actual losses on a regular basis in order to understand the scope of the challenge and assess the response required. It stresses that losses due to fraud are not strictly financial, and local government should also assess other adverse impacts, such as damage to reputation and the impact on those most in need of support. The strategy recommends proactive investment in counter fraud activity, as it almost always more cost-effective to prevent fraud than to suffer losses and investigate after the event. It suggests that local authorities should consider technology to establish identity, check documents and cross check records and use these to control potential employees as well service users. Another key part of the strategy encourages local authorities to use resources more effectively. This is especially important in the current environment where resources are limited, and local authorities are advised to make efficient use of the correct number of properly skilled counter fraud and corruption staff, ensuring that resources are kept up to date and the response remains proportional to the threat. A key part of effectively managing resources is through generating economies of scale through collaboration. The strategy highlights that fraudsters do not respect boundaries of any type, and so working with neighbouring local authorities is vital to tackling fraud. Local authorities are advised that working across boundaries will leave them better placed to detect a range of fraudulent activity carried out by individuals and gangs, while sharing resources will also help to mitigate the risks by ensuring that the response remains proportional. It also advises that local government should collaborate with law enforcement partners better understand the risks of organised and serious fraud, as well as raise awareness of the tactics used by organised criminals. That strategy also advises sharing fraud data where appropriate, as this can help to prevent future cases of fraud. TECHNOLOGY The strategy also has a strong emphasis on better utilising technology to counter fraud. It recommends that local authorities take advantage of changes in technology and look at further opportunities to share



The strategy recommends proactive investment in counter fraud activity, as it is almost always more cost-effective to prevent fraud than to suffer losses and investigate after the event data to prevent and detect fraud. Technology is available to check the validity if official documents, such as passports, and is also being used to generate intelligence alerts, warning local authorities of fraud risks so that a proportional response can be set in place. The report urges local authorities to continue to invest in these kinds of technology that can prevent fraud and corruption. It also promotes the sharing of good practice, and advises local authorities to make use of the good practice currently available. Fighting Fraud and Corruption Locally and its companion documents contain a number examples of local authorities who have begun to effectively use technology and manage their data, which can act as a good reference point for local government leaders. There are also a number of resources available for local authorities through CIPFA’s Fighting Fraud and Corruption Locally good practice bank. Local authorities are encouraged to use the good practice bank as a conduit to enhance information and examples of best practice with each other, which is available through the CIPFA website. " FURTHER INFORMATION

As identified in the Local Government counter fraud and corruption strategy 2016 – 2019, Fighting Fraud and Corruption Locally requires trained staff in order to provide local authorities with the capacity to tackle fraud and corruption. PDA specialises in the design and delivery of all counter fraud training. We offer accredited training that leads to recognised counter fraud industry qualifications or ad hoc events to cover particular topics for Continuing Professional Development (CPD) purposes. We regularly deliver Accredited Counter Fraud Specialist (ACFS) and Accredited Counter Fraud Technician (ACFTech) training to students from both the public and private sectors. Our courses are practical, knowledge and skills based, and can be held at any location across the country. We provide a flexible approach to work in partnership with our customers and add value. We offer the most price competitive ACFS and ACFTech training on the market today. To find out more and to see what our students have said about our accredited training courses please go to: or if you wish to discuss a particular counter fraud training or consultancy requirement: Peter Darby Mob: 07714 216126 Email:



The Energy Event Written by Nicola Meadows, event director, The Energy Event



Delivering answers on effective energy management It is necessary for the industry to come together to safeguard and ensure the future of energy resource efficiency, says Nicola Meadows, event director of The Energy Event Local authorities are very much at the heart of discussions as they seek resource efficiency solutions in the face of austerity. Public sector organisations, with ever decreasing budgets, are under pressure to do more with less. Furthermore, the squeeze is also being exerted upon organisations as residents, tax payers and consumers demand greener, more cost efficient solutions. Campaign groups and those who were once considered to be on the fringes of mainstream thinking, are now firmly gaining their footing and leading the cause to move to more sustainable sources of energy. The scientific evidence-base is also now strengthening, so much so that few can refute the experts.

With a constantly shifting energy sector, it can be quite challenging to stay abreast of the changes and understand what impact it may have on businesses across the public and private sectors. During its current term in power, the government has signposted significant changes to legislation and we are starting to see these come through in 2016. These address the Renewable Obligation



and Feed-in tariffs, tax rationalisation for commercial and industrial end-users, and further adjustments to the non-domestic Renewable Heat Incentive, to name a few.

CHALLENGING THE SECTOR Organised in partnership with key associations such as, the Major Energy Users Council, Energy Institute and Energy Services per cent Technology Association, the Energy Event at the NEC, Birmingham, on 13-14 September is a ‘must attend’ exhibition and conference. Not only is this an event for major energy users, it is also a key date in the calendar for decision makers as they grapple with energy supply, energy security and energy management concerns. The event is a key place for visitors to understand the latest policies, compliance requirements and find the latest technologies to drive a reduction in energy costs and improve their sustainability performance. Apart from policy changes, there are also a number of issues which seem to be challenging the sector, including energy security which remains a thorny issue for UK businesses. With DECC intending to hold an early capacity auction in the winter of 2017/18, and energy suppliers not being allowed to delay payments, businesses could face higher than anticipated energy bills next year. But what will the implications be for your business?

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SMART CONSUMPTION General sentiment is that the current monitoring systems are only useful for providers to measure and price. However, it also proposes further thinking to those within the sector; can smart metering help to reduce the size of the grid by facilitating smarter consumption? At present, monthly meter readings cause approximately 35 per cent of bills to be estimated. Better monitoring should stimulate behaviour change, sensible consumption and supply-chain awareness by providing accurate data on energy used. On a bigger scale, The Energy Event, will be tackling these key topics, as well as the changes to energy policy, the advancement of half-hourly usage (P272) and demand-side response (DSR). It will be exploring how various sectors can engage with smarter monitoring to improve energy management through accurate billing and consumption. The exhibition aims to provide visitors with answers and solutions to the challenges that are facing their business, making it a one-stop shop for all of the industry’s needs. Conveniently situated at the NEC, the event is ideally located to bring together the industry, with experts, decision makers and leaders under one roof for two days. Building on last year’s success, The Energy Event provides key opportunities for networking and professional development. LOOKING TO THE FUTURE The Energy Event organisers are also on the lookout for tomorrow’s energy management leaders and have launched a national search to find the industry’s ‘Rising Stars’. The competition will celebrate trailblazing initiatives that challenge the way resource management works and inspire a new generation of efficiency managers. Individuals based in or operating in the UK, who are developing innovative

ways to improve energy efficiency, energy procurement, energy supply or are demonstrating best practice within the industry, are invited to apply via a short registration form on the RWM 2016 website. ENERGY INFORMATION THEATRE The Energy Information theatre is the place to be where key industry players come together to debate, discuss and share insights on the future of energy resource efficiency. This year’s keynote speaker is Christopher Hodgson, Environment and Sustainability Manager at the Guardian News per cent Media. He will be sharing The Guardian’s accelerated path to low carbon energy management solutions and full supply chain engagement. He will be sharing insights and challenges from the digital media sector’s journey towards sustainable energy use. He will be exploring what drives energy consumption in digital media and what technologies and monitoring tools can be utilised to achieve green success. Across the two day event, the theatre programme will be informative and bold in facing industry challenges. There will be key panel discussions which cover ESOS next steps, including a guide from regulators and implementers on achieving long-term environmental compliance. Key topics to be discussed include LED lighting and how to save your business money by retrofitting LED lighting. There will also be opportunities to explore a case study from Philips which explains how to guarantee 20 per cent savings on energy consumption with a one year payback on investment.

There will also be not-to-miss sessions which will discuss and share best practice on how public sector organisations can finance energy efficiencies through the Green Business Fund. The Energy Event is Europe’s leading event dedicated to the needs, interests and challenges facing industrial and commercial end-users. The extensive exhibition, free to attend conference programme and business networking opportunities provide direct access for end-users to the latest services, solutions and best practice guidance. For energy managers wanting to find out more about how to tackle key challenges such as energy supply, energy security and energy management issues there’s no better place to be. !

The Energy Event



Waste Management Professionals: For any resource and waste management professionals wanting to find out more about how to develop and implement sustainable business models, the annual RWM conference and its three co-located shows: The Energy Event, the Renewable Event and the Water Event provide the ideal opportunity to plan for a more resource efficient future.

Apart from policy changes, there are also a number of issues which seem to be challenging the sector, including energy security which remains a thorny issue for UK businesses


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Taking place from 13-15 September, RWM is Europe’s premier event for resource efficiency and waste management solutions. Nicola Meadows and Barry Dennis discuss what delegates can expect to see and hear at Birmingham’s NEC this year Globally, most industries are looking at resource efficiency as a priority to boost their bottom line. A recent report from the European Environment Agency, More from Less – resource efficiency in Europe, presented an overview of approaches to material resource efficiency and to circular economy models in 32 European countries, analysing trends in material use between 2000 and 2014. It showed that the amount of materials consumed by the UK has fallen, and is lower than the EU-28 average, suggesting that the UK is improving its resource efficiency. Not only is it good for business, it’s good for the environment and it’s what our customers and those who depend on our services are demanding from us. Local authorities are having to use resources wisely. Austerity has had a major impact on the way in which local authorities have been operating over the past few years and local authorities are feeling the constant pressure to do more with less and work more innovatively. One of the best ways to improve operational efficiency is to share best practice and be up-to-date and well-informed on the latest technology and innovation. RWM 2016, which is taking place at the National Exhibition Centre (NEC) in Birmingham from 13-15 September, is the largest event in the UK for the waste and resource efficiency sector, with plenty on show for public sector fleet and plant management operations. Organised in partnership with the Chartered Institution of Waste Management (CIWM), RWM brings the public sector together with private sector manufacturers and suppliers to improve resource efficiency and waste management operations. The latest technology and expertise will be on show to help local authorities, from route optimisation to weighing solutions, the latest

waste collection vehicles; road and sweeper waste technologies, vehicle safety systems and a whole range of services for fleets. The three-day exhibition also provides a strong conference programme taking place across the Local Authority, Energy from Waste and Circular Economy Connect theatres. There are numerous networking opportunities for RWM’s visitors and exhibitors.

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LOCAL AUTHORITY THEATRE With new policies being introduced and the growing need for local authorities to implement a more creative waste strategy on tighter budgets, leading councils will be sharing best practices

on collaboration, how to create a revenue stream and ways to increase recycling. Influencers within the industry will debate, discuss and share what waste strategy works best in a local authority when stringent measures are in place, in 2016 and beyond. The theatre will open with keynote speaker, Linda Crichton, Head of Collections and Quality at Waste and Resources Action Plan (WRAP), discussing harmonisation and consistency recycling. Across the three days, discussions will include topics such as waste crime, 2020 recycling targets, food waste collections and driving behaviour change. There will also be key announcements made by the Environment Agency, Keep Britain Tidy and panel discussions on mutually beneficial collaboration. !


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have on display world-class solutions for improved operational, management and strategic supply chain performance. Increasing efficiencies whilst preserving resources is now a proven way for businesses to flourish, and this year’s show will demonstrate the smart enabling technologies on the market today. New exhibitors include Bradshaw Electrical Vehicles, Dennis Eagle, Johnston Sweepers, Mercedes Benz UK Ltd, Isuzu Truck (UK) Ltd and Stock Sweepers. For local authorities keen to obtain data on waste, suppliers such as Enevo will have plenty of weighing and data capture solutions on show. New and improved recycling and reprocessing capabilities will also be on show, with many of the biggest players in the field alongside new and emerging businesses. The Energy from Waste Zone will also be highlighting the increased efficiencies for recovering energy from materials through anaerobic digestion, incineration, gasification and some more novel approaches.

! ENERGY FROM WASTE THEATRE The Energy from Waste Theatre is the central hub for key industry players to debate, discuss and share insights on the future of energy from waste. With new policies introduced into the sector, the theatre will provide further clarity for industry influencers on the role energy from waste plays in the long term. It

services for construction and demolition waste, to commercial waste containers, sorting and shredding systems and heavy plant equipment, all exhibiting their latest developments. The full range of kit used by the industry will be on display, with big names in plant including Liehbherr, Machinex, McCloskey International,

Austerity has had a major impact on the way in which local authorities have been operating over the past few years and local authorities are feeling the constant pressure to do more with less and work more innovatively will also provide businesses with insights on how to improve their bottom line. Industry pioneers will provide a holistic view on the role energy from waste has in achieving environmental objectives set by policy makers. Throughout the exhibition, machinery and equipment designed to help keep materials in the loop and retain the value in resources will be centre-stage, as well as handling and logistics solutions that minimise the environmental impact of recycling. The Machinery and Equipment Zone will provide a platform for hundreds of suppliers with the latest products and

Komatsu, Delta, Greenbank and new exhibitor, CD Enviro. Moving through to the Outside Area, visitors will be able to see first-hand the larger plant and equipment that is changing the face of the waste management industry. The Outside Area is set to be bigger and better than ever before, with some of the most forward-thinking equipment manufacturers showcasing their latest advancements. INCREASING EFFICIENCIES The Handling and Logistics Zone, adjacent to the Machinery and Equipment Zone, will

LEADING FROM THE FRONT Since 2012, the NEC has sent zero waste to landfill and last year achieved an overall recycling rate of 75.2 per cent, with over 80 per cent of waste from RWM being recycled. These figures show what can be achieved when the right partners work together on shared sustainability goals, and a three-year programme is helping to shape plans that will set RWM as a global exemplar in sustainable event management. All suppliers, visitors and exhibitors are encouraged to adopt greener practices, thereby contributing to the sustainability goals for RWM. Finally, as part of RWM’s mission to support industry growth and innovation, RWM 2016 in partnership with the CIWM will be launching its ‘Rising Stars’ search. The competition celebrates the trailblazing initiatives that challenge the way the recycling industry works, identifying the top newcomers and support the resource managers of the future. Entries are welcomed from individuals who have introduced new resource management recycling practices within the last five years that are helping to transform the industry. Small changes can make a big difference, so no matter the scale of the initiative, candidates will be judged on how effective and transformative the change has been for their organisation and the industry as a whole. RWM will be reviewing entries and the top three finalists will be asked to present to a panel of judges at RWM 2016 for the chance to win a valuable CIWM training package and funding towards their initiative worth over £2,000. This year’s show sponsors include SUEZ, NRG Fleet Service, Stobart Biomass Products and Viridor. " FURTHER INFORMATION



Recycling Written by Lee Marshall, chief executive officer, LARAC



Time to change the way we collect rubbish? With recycling rates having increased over the past decade, Lee Marshall, of the Local Authority Recycling Advisory Committee, discusses the possibility of pay to throw as well as circular economy thinking As an industry nowadays we like to think of ourselves as managing resources rather than collecting waste. The talk is of how we get the circular economy to work rather than how we move waste to landfill sites. The danger is that all this talk goes the way of the conversation on ‘sustainability’ a decade ago and it becomes another fad or far reaching idea that is never realised. So are local authorities engaging with the idea of a move towards a circular economy and what could it mean for them in the future? At a basic level local authorities have been engaged in circular economy thinking almost from the very moment they were given duties for household waste management in the Victorian era. Whilst the profile of waste was very different, the desire and the opportunity to make the most of the resources that were collected were evident with horse manure being used to improve land and metals being extracted prior to waste being burnt in ‘destructors’ fore runners of today’s modern Energy from Waste plants. Local authority efforts and activities over the past decade has seen recycling rates increase, with the UK as a whole recycling 45 per cent of household waste and Welsh local authorities hitting a 58 per cent recycling rate. This is great progress and local authority efforts should be applauded but we are starting to see signs that progress is faltering and some might argue in danger of stalling altogether. CIRCULAR ECONOMY THINKING The local authority role within modern circular economy thinking is being the collector of used resources from households and delivering them on ready for reuse and re-manufacture back into useable resources again. On the one hand this sounds like a simple task but getting the resources in the quantities and to the quality that re-processors want and need is proving more and more difficult. Packaging designs are constantly



changing and evolving and new materials and new ways of using existing materials can mean products are harder to recycle. These are aspects of the circular economy that local authorities have very little influence over yet in effect they are left to deal with the problem through their duty to collect household waste. Some of that responsibility has started to shift as more ‘producer responsibility’ legislation is introduced. However, producer responsibility has been in place for a number of years for packaging, yet local authorities would argue they have not really seen the impact of this or received the funds to bolster collections that were expected. The most likely reason for recycling rates slowing down is the new financial environment that local authorities are having to operate in. Higher levels of recycling may be desirable from an environmental point of view but increasingly if that doesn’t mean a cost saving then it is less likely to happen. Residents are more environmentally aware than before and their propensity to recycle has increased over the years but not yet to the point where it might be valued over other services. If a council is facing decisions on having to implement service cuts increasing the recycling service at the same time for additional cost is not likely to go down well with the voting public.

considering options that in recent years have been the subject of sustained opposition and would require fundamental shifts in mind set by residents and politicians alike. Direct charging of residents for waste services or ‘pay to throw systems’ operate in many countries across the world. Various mechanisms are used for charging, by frequency, volume (bin type), and weight, the later requiring a bit more technology in terms of weighing equipment on the vehicles bin lift equipment, and an identification chip fitted to the bin, for billing purposes. In effect the service would be operated as another utility service, like energy and water/sewage. In 2007 legislation was introduced to allow local authorities to charge for the collection of none recyclable waste, the theory being, that restrictions, or introducing a financial cost for the service would divert more material into recycling collections. Although interest was shown by a number of authorities, no one seemed brave enough at the time to implement such a scheme, preferring to restrict none recyclable waste through changes in collection frequency and or bin size. Politically this was a more palatable option, and at that point in time local government finances weren’t under the same pressure as they are today. In 2010, the legislation was repealed, the then coalition government believing that incentives were a better

The talk is e w of how rcular ci get the my to econo than how ther work ra ove waste we m ndfill to la sites

FUNDING CHANGES So is now the time to rethink how we fund local authority waste and recycling collection services? In these continuing times of budget cuts to local government and the growing pressure on services such as social care, the answer ought to be yes. To do so means that

method of getting people to boost recycling. Evidence shows that restricting non-recyclable waste does boost recycling, and we now have many examples of authority’s reducing frequencies of collections of this material to three and four weekly, however the primary motive now is not just to boost recycling, but to save money. However, the evidence is not so clear on incentives. A variety of schemes and trials have been tested and the conclusion appears to be that small increases may occur, but that they disappear again when the incentive is no longer available. The trials also appear to indicate that the cost of the incentives outweighs any savings that may appear as a result of increased recycling. PAY TO THROW So with incentives not providing the uplift in recycling or savings that are needed it could be that it is time to reconsider the less palatable but proven pay to throw again. However, if we moved to a system of paying for waste like we pay for gas, electricity and increasingly for water, as a utility, what might the householder expect to start paying? If we look at the statistics on the cost of waste collection services, to householders, the range is around 40p to 60p per week, add disposal on to this and the total cost rises to around £1.20p to £1.60p. These figures surprise people when they consider them as then being a small part of their overall council tax bill. Local government operates very efficient low cost collection and disposal services, something that is not given the recognition it deserves. Councils across the UK have made great strides in the past fifteen years in making their services more efficient and more responsive. There is of course always room for improvement, and this is and will continue to



Local authority efforts and activities over the past decade has seen recycling rates increase, with the UK as a whole recycling 45 per cent of household waste and Welsh local authorities hitting a 58 per cent recycling rate evolve, through joint services, and partnership working across authorities and industry. Pay to throw would be a challenge to implement, but not impossible. It is already happening with charging for garden waste collections, with around 40 per cent of authorities in England now operating in this way. So system of direct charging could increase funds to local authorities that allow them to expand and increase the recycling services they offer, as well as making people recycle more of their waste. All good for the circular economy. There is the possibility of going even further though and thinking in a very different way about the role of local authorities in resource efficiency. By the time this article is published we will know whether or not we remain part of the EU. If we remain, one of the proposals set out in the EU circular economy Package (CEP), is for a consistent approach for extended producer responsibility, effectively making the producer pay for the lifecycle of the products and packaging they produce. Currently in the UK we have a producer compliance system for packaging, which is very low cost to producers, but meets their current targets, with revenue raised through it going to re-processors of materials, and very little to collectors, including LA’s. The local authorities still have the duty to collect waste, not the producers.

This could be seen as the producers not being accountable under the way in which producer responsibility currently operates in the UK and that the tax payer is funding a major part of the system for which producers have the legal responsibility, and that apply whether we remain in the EU or leave. If the duty on local authorities to collect waste was removed, or perhaps refined, so that producer’s responsibility really was extended to cover all costs of recovering resources another source of funding could flow into household waste collections. Local authorities may have a ‘duty to cooperate’ placed on them so that between them and the producer’s new schemes and systems are designed and implements and recycling levels increased further. No doubt producers would pass this burden on to consumers, so residents still ultimately pay. However unlike blanket taxation they have an opportunity to influence and reduce what they pay by changing what they buy, use and throw away. Pay as you throw and extended producer responsibility are the two key areas to consider how we fund collection services in the future. Both will be difficult to implement, but the time has come for change. ! FURTHER INFORMATION



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Dummy headline Keeping to fit this space Cumbria’s head tight as possible above the water

Water Management


Obit, elit eum doloriatur sam reprae voluptatur? Qui officiis cum escipicipsam hit exerferi quibus, exceaqui omnis sinctatem. La non non nossi ute dis rest dolupta acescipsant everum que nis Floods during the winter of 2015-16 devastated communities across the North West of England. Government Business looks at what’s being done to prevent future problems in one of the hardest hit areas, Cumbria Storm Eva and Storm Desmond contributed to the flooding of around 16,000 homes across England during the Winter of 2015-16. More than 70 flood warnings were issued following Storm Desmond in early December, with a further 100 issued as Storm Eva further compounded the problem, in one of the wettest December’s ever recorded. Heavy rainfall and high river levels led to huge impacts across the North West of England, with Cumbria standing as one of the worst hit areas. Three complete river systems – the Eden, the Derwent and the Kent – flooded simultaneously, impacting over 6,000 homes and businesses across Kendal, Carlisle, Appleby, Keswick and Cockermouth, as well as dozens of outlying villages. The floods damaged 100 bridges, including significant damage to Pooley Bridge and Eamont Bridge, as well destroying the A591. In the wake of the damage, the government has spent over £150 million to support recovery in Cumbria over the last six months, which has contributed to infrastructure repairs, direct payments to flooded households and businesses and removing debris and gravel. Now that the Pooley and Eamont Bridges have been reopened, along with the A591 being rebuilt, the government is now looking towards the future, taking steps to better prepare Cumbria for future floods. The Cumbria Flood Action Plan has been presented by Floods Minister Rory Stewart and sets out how £72 million of government funding will be used to better protect 4,300 homes in the short term, as

well as long term actions to develop better ways of managing rivers across the area. WHAT’S BEEN DONE SO FAR Since the flooding, the Environment Agency has looked to quickly respond to the damage and begin repairs to get Cumbria back on its feet. So far over 3,300 raised defences and been inspected. Repairs have been completed on 75 per cent of the 159 flood defences damaged by Storm Desmond, with all remaining defences scheduled to be repaired by Autumn 2016. New flood protection schemes have been completed in Appleby, Keswick and Threlkeld, with several more underway across Kendal, Ulverston, Braithwaite, Ennerdale Bridge, Keswick, Maryport and Egremont. Work has been carried out to improve 91 drains, rebuild seven walls and repair three bridges. Additionally, Highways England has used 2,500 tonnes of concrete to rebuild 44,000 square metres of the A591, thanks to £10 million worth of investment. By Winter 2016, a further 25,000 tonnes of gravel and debris is scheduled to be removed, bringing the total to 70,000. The government has also pledged to make available national supplies of up to 250 water pumps and 500,000 additional sand bags for temporary defences. Over £1 million is also set to be spent by the end of the year to ensure that existing flood defences are well maintained, including over 50km of walls and embankments, with the aim of Cumbria being fully operationally prepared for Winter. As part of the £150 million already spent, £20.6 million has been made available to Cumbria County Council to distribute through

Movin into 20 g 1 a total 7, of £72 mil l i o n w il investe d to be l be tt protect at leaster 4,300 h om by 2021 es

its Community and Business Recovery Scheme, as payments to flooded households, businesses and resilience measures in flooded properties, as well £5.5 million to provide council tax and business rate relief for flooded properties. LONG TERM SOLUTIONS Moving into 2017, a total of £72 million will be invested to better protect at least 4,300 homes by 2021, which the Environment Agency says will pave the way for a new approach to protecting homes, businesses and the local economy against flooding. In order to respond to the enormity of the flooding, the Environment Agency has said it is taking a ‘comprehensive and detailed approach’, for which it has grouped actions in five key themes. The first theme is ‘strengthening defences’. In addition to the immediate action taken to repair and strengthen infrastructure, the Flood Action Plan sets out that the Environment Agency will continue to review the risks to locally critical roads, railways, water and power supplies and take actions to protect them. The second is ‘upstream management’. This is critical to long term prevention of flooding and will see the Environment Agency work with farmers, landowners, communities and organisations,such as United Utilities and The Rivers Trust, to identify how to use and manage the landscape to slow the flow of water and reduce peak river levels. The Environment Agency has said it will use land management techniques such as soil aeration, bunds, leaky dams, woodland creation and river restoration to absorb water and slow the flow in locations across Cumbria. At least 350 hectares of high priority peatland is also scheduled to be restored to absorb water upstream of communities and natural flood storage areas are planned upstream of Gamblesby, Cumrew and Stockdalewath. ‘Maintenance’ is another key theme, which !




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Seven new flood warnings have also been created, taking the total to 72 areas, covering 6,500 properties across Cumbria

! encompasses the work already underway to repair damaged flood defences and remove over 70,000 tonnes of gravel and debris from local rivers and streams. The Environment Agency has also said that it will update its routine maintenance activities, as well as support local communities to carry out they own maintenance work. The fourth theme is ‘resilience’ and the Environment Agency will look to ensure that people and property are as prepared as possible for potential floods by establishing a network for community flood action groups to share learning and ideas. Seven new flood warnings have also been created, taking the total to 72 areas, covering 6,500 properties across Cumbria, and local authorities are updating local spatial plans so that inappropriate development is avoided. Finally, ‘Water Level Management Boards’ will be established to manage areas of special drainage needs. These are locally run public bodies that will work to manage water levels for the benefit of the local economy, environment and the community, with proposals being developed for new boards in the Lyth Valley and Waver Wampool.

EDEN Key actions to tackle future flooding have been set out across the three main catchments – the Eden, the Derwent and the Kent and Leven. In the Eden catchment up to £25 million will be invested in projects in and upstream of Carlisle, which was one of the worst hit areas. Full details of the plans for Carlisle have not yet been confirmed, but further details are expected by November 2016, with the full business case to be completed by September 2017. £6.5 million has been earmarked for Appleby, Eamont Bridge, Wigton, Pooley Bridge, Rickerby Park and Gamblesby, which will provide protection to over 500 homes. A flood risk modelling competition is also scheduled to take place by Autumn 2016, to encourage development of integrated solutions, with community led flood and land management projects in Patterdale, Glenridding and Stockdalewath expected to be launched by the end of the summer. Carlisle City Council and local flood action groups are set to develop a Carlisle flood plan, with a strategic risk

Cumbria Countryside Access Fund A new £3.5 million fund was also launched in the wake of the winter flooding to repair and improve Cumbria’s public rights of way that were damaged in the storms.

Water Management


Restoring access around Cumbria is vital for attracting tourists back to the area and making it easier for them to explore the Lake District and Cumbria’s countryside on foot. Through the Cumbria Countryside Access Fund, individual grants from a minimum of £100,000 have been made available for landowners or public bodies to reinstate and improve rights of way for rural towns and villages, visitor attractions, long distance trails and those passing through environmentally sensitive areas, such as Sites of Special Scientific Interest. A maximum grant of £1 million was available in each of the the North, East and South Lake District areas, as well as £500,000 in rural areas of Cumbria outside of the Lake District National Park. Floods Minister Rory Stewart said: “This money will help re-open many walks and areas that suffered in the dreadful December floods, providing a great boost for local communities and getting the message out loud and clear that Cumbria is very much open for business. “The county’s landscapes are some of the most precious and beautiful in the country and I would recommend to anyone that they come and see what they have to offer.” Mark Grimshaw, chief executive of the Rural Payments Agency, said: “The Cumbrian countryside, including the Lake District National Park, includes some of the most beautiful scenery that England has to offer and is a major feature of the local tourist economy. “Creating this new Cumbria Countryside Access Fund will help restore rights of way popular with locals and visitors, as well as protect them from any future instances of flooding.”

assessment for the development area of Carlisle South expected by early 2017. DERWENT £4.6 million of funding has been allocated to projects within the Derwent catchment, increasing the flood protection in Flimby, Maryport, Braithwaite and Keswick. Works are expected to be completed at Penrith Road in "




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£20.6 million has been made available to Cumbria County Council to distribute through its Community and Business Recovery Scheme, as payments to flooded households, businesses and resilience measures in flooded properties ! Keswick by March 2020, with the restoration of rivers and floodplains above Cockermouth and Workington expected to be finished by 2021. A community-led flood and land management pilot project in Braithwaite is also expected to be launched by the end of summer, with the removal of gravel from the Derwent in Workington and Cockermouth to be finished by September 2016. KENT AND LEVEN £24.3 million will be spent on projects in the Kent and Leven catchments, which will better protect Kendal, Burneside, Staveley and Carrus Green. The bridge at Staveley is set to be replaced by Summer 2017, as well as proposals for river and peat restoration to slow the flow in the Kentmere, River Gowan, Longsleddale, River Mint and River Sprint catchments. The Kendal town centre development masterplan is also set to be developed by November 2016, with a community-led flood and land management pilot project in Staveley to launch by Summer 2016. The Environment Agency will also investigate whether the redundant Birds Park reservoir could be used to reduce flood risk downstream in kendal by March 2017. The Environment Agency has said that it wants the Cumbria Flood Action Plan to be a ‘living document’, and so will continue to develop it further, with an interactive version expected to be launched in autumn 2016. It is encouraging local communities and organisations to share specific, localised information on catchment management and steps taken to make home, communities and businesses more resilient to flooding, and residents are encouraged to share knowledge and suggestions by emailing "

Water Management


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The power of print in a digital age Government Business discusses why many public sector organisations feel the pull of print, despite being surrounded by the interactive temptations of the digital age The digital age is transforming the day-to-day running of industries across the UK, from the NHS and its paperless push, to journalism’s increasing promotion of digital formats. Yet, while many predicted the decline, and eventual death, of print – the digital age has yet to overcome its older rival. In journalism, ’breaking news’ stories are widely orchestrated on digital platforms, but print still preserves the art of providing insightful comment, deep analysis and in-depth background stories. The NHS’ use of tablet technologies

to maintain patient records is on the rise, but papers are still signed and print remains the key communication device. In publishing the use of apps and website content is indeed growing, yet the value and familiarity of textured-pages maintain their comfortable appeal. So how is the relationship changing, and why does print maintain its appeal? DIGITAL AND PRINT For many people, and it must be said for many years, the digital age dilemma was presented

as a one versus the other, A or B, digital or print, rather than considering the possibility of the two working side by side. The idea that digital would mean the end of printing overlooked the possibility and potential of the two complimenting each other. In September 2014, at the peak of the supposed decline of print media, The Financial Times surprised many by launching a refreshed, newly-designed print paper. The company, who first printed the paper in 1888, claimed the new format was ‘designed for the modern reader who consumes journalism in a variety of formats and values the editorial judgment and serendipity of a newspaper’. Behind the words, this was a statement – print products were here to stay. Despite having a popular website, offering an expanding ePaper, and 60 per cent of subscriber consumption deviating from mobile access, The Financial Times decided to invest in its print paper. Chief executive John Ridding explained the redesign by stating that it ‘underscores our confidence in the unique and lasting value of print, which is profitable on its own, before advertising’ and that it is ‘an important part of our multi-channel offering for many readers, who increasingly consume our journalism in multiple formats’. The investment and resign of The Financial Times was an attempt to unite page and screen under the same style – a mantra of !

Nine out of ten IT professionals stress importance of eco-sustainability when making purchasing decisions 89 per cent of European IT professionals surveyed stated that environmental considerations have become more important or maintained their importance over the past three years. In companies with over 500 people, 62 per cent of respondents said that the importance of sustainability had increased significantly; whereas in companies with fewer than 10 employees, just under half (41 per cent) of respondents agreed that it has increased significantly. This comes at a time when public procurement across the European Union will be more visibly accountable for the environmental performance of purchased IT goods and services. The European Commission’s New Public Procurement Directives complement the existing Green Public Procurement (GPP) guidelines. Under the new rules, any public procurement award procedure must be covered by a specific report by the public purchaser explaining the decisions related to the procedure. The survey, conducted amongst 790 European IT professionals, revealed that companies are increasingly looking to reduce the environmental footprint of their core business operations by replacing

older, inefficient IT equipment. Half of all respondents (51 per cent) said environmental considerations play a substantial role in the decision to upgrade workplace technology. In companies with over 500 employees, however, 60 per cent flagged the importance of environmental considerations, compared to 44 per cent of those working for mid-sized companies (10-99 employees). Inkjet printing is growing in popularity among many businesses today as the benefits of inkjet technology are aligned

to all key drivers of business growth: cost reduction, lower environmental footprint, increased productivity, drive for quality and increased resources. As a result, the business inkjet market is expected to grow quickly over the coming years – forecast to account for 34 per cent of the total business printer market by 2019, according to IDC research. Epson’s business inkjet printer solutions, WorkForce Pro, is able to offer both speed and print quality as well as up to 80 per cent reduction in power consumption. On top of that, Epson’s Replaceable Ink Pack System (RIPS) for the WorkForce Pro are super-high-yield ink supply units that deliver up to 75,000 pages of uninterrupted print without the need for a consumables change – an obvious plus for big businesses printing in large quantities – and deliver 96 per cent energy savings, 92 per cent CO2 emissions reduction, and 95 per cent less waste when compared to similar laser printers. FURTHER INFORMATION Tel: 01952 607 111






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DIGITAL AGE ! publish once, publish everywhere. Therefore, should companies be looking at investing in multiple formats, rather than weighing up the pros and cons of one against the other? Print holds a degree of effectiveness that digital often misses, although that differentiation is now diminishing. People pay more attention to the printed word than messages received on a mobile phone, tablet or computer, with the message delivered in print often being more highly consumed and remembered than in digital. In literature and promotional pamphlets, as well as governmental or organisational reports, the longer lifespan of print is often overlooked. People can read it, re-read it, take it away with them and revisit it when necessary. AUDIENCE AND CUSTOMER PREFERENCES In May 2015, Two Sides, an initiative that addresses misconceptions of paper use as a communications medium, sought the opinions and preferences of 500 consumers in the UK and 1,000 in the US on a number of issues relating to the switch from paper-based to digital media. Results from the UK-based consumer research highlighted that 84 per cent of respondents understood, retained or used information that had been printed and read on paper much better than information received on a digital device,

while 83 per cent stated a clear preference for reading print on paper for more complex topics. The survey also revealed 79 per cent found printed media more relaxing to read, while 60 per cent of mobile/smart phone users (rising to 71 per cent amongst the 18-24 year olds) were concerned about how these devices were damaging their health (eye strain, headaches, insomnia). Overall, the survey reported that 79 per cent of respondents preferred to read print on paper when given the choice. Martyn Eustace, director of Two Sides, said: “The results of the UK survey has lessons for all those who choose the way in which information is distributed - particularly for advertisers, marketers and educators who need to understand how information is being delivered, received, processed and retained. While on-screen reading occupies an increasing amount of consumer time, people’s preferences are still for a physical reading experience which they believe it to be a ‘safe’ medium which is more informative, less distracting and less harmful to their health.”

and the response provides a return on the investment that makes the production cost less important. Although becoming outdated, a 2008 study, published by the Journal of Research in Reading, showed that reading adverts online isn’t as effective or rewarding as their printed counterpart. While multimedia advertising on a web page, e-newsletter or social media page can be distracting, irritating and ignored (where possible), it is contested that print advertising is fully controlled by the reader, as they have influence over how long they spend on each page and have jurisdiction over where they look on that page. That element of control can be a major selling point, even sub-consciously. Many organisations also claim that print media, and in particular print advertising, carries an element of trust and credibility, if not as trendy or interactive. A new Wider Public Sector Print Services framework agreement is due to be released this month. The previous agreement, which expired in April, offered financial and operational flexibility to meet the needs of wider public sector customers from one-off small print runs to fully managed services. Companies should be anticipating the new agreement and the benefits it brings. "

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Data Destruction Written by James Kelly, chief executive, British Security Industries Association



Confidential data destruction and the Data Protection Act James Kelly, chief executive of the British Security Industry Association, discusses the importance of secure data destruction for public sector organisations to comply with the Data Protection Act’s seventh principle Breaching the Data Protection Act carries severe consequences and can lead to heavy monetary fines or even prosecution. For organisations in the public sector, these consequences can be even further reaching, with a breach of the Data Protection Act posing a huge risk to organisational reputation and further pressure on already strained resources. Unfortunately, you don’t have to look too far to find examples of where public sector organisations have fallen short of their obligations under the Data Protection Act. Indeed, a simple search on the Information Commissioner’s Office’s website shows that public sector organisations have been fined in excess of half a million pounds since January 2016 alone. These fines have been handed out for a variety of misconducts that have led to a breach of the Data Protection Act. Under the Data Protection Act 1998, everyone responsible for using data has to follow the data protection principles. These include: ensuring that data is used fairly and lawfully; for limited, specifically stated purposes; used in a way that is adequate, relevant and not excessive; accurate; kept for no longer than is absolutely necessary; handled according to people’s data protection rights; kept safe and secure; and is not transferred outside the European Economic Area without adequate protection. Failing to abide by these principles can put a person’s information at risk which can lead to identity theft and fraudulent activity. Therefore, it is vitally important that businesses of all sizes – that use data – understand their obligations under the Data Protection Act. The seventh principle of the Data Protection

Act stipulates that a business must take appropriate measures against accidental loss, destruction or damage to personal data and against unlawful processing of the data. To fully comply with the Data Protection Act, a handler must have a written contract with a company capable of handling confidential waste, which can provide a guarantee that all aspects of collection and destruction are carried out in a secure and compliant manner. To ensure this, suppliers should comply with European Standard BS EN 15713:2009 for security shredding and also BS 7858 for staff vetting.

action of criminals, such as theft. The importance of EN 15713 BS EN 15713:2009 should be a crucial requirement for organisations of all types and sizes, as it provides recommendations for the management and control of

Public sector ns atio organis been CASE STUDY have cess of One such example, x e n i s d d where a public sector e n n u fi on po i l l organisation breached i m a half the Data Protection Act nuary since Ja lone for not taking the appropriate level of care when disposing of 2016 a



data, occurred in 2013. The now disbanded NHS Surrey moved away from its approved information destruction supplier and handed over old computers to a new service provider, without ensuring that the thousands of patient records they contained had been deleted. Subsequently, the computers were sold via an online auction site, causing the ICO to levy a hefty £200,000 fine against the NHS Trust in question. At the time, the British Security Industry Association (BSIA) conducted a survey of healthcare professionals, which identified a number of issues and trends associated with the secure destruction of information, whether held on paper or data processing related media. Interestingly, 27 per cent of those completing the survey were aware of a significant data loss incident in their organisation. Of these, two-thirds said that the data breach was a direct result of incorrect disposal whilst, worryingly, another third attributed the loss to the

collection, transportation and destruction of confidential material and recycling to ensure such material is disposed of securely and safely. The BSIA’s Information Destruction section was a key player in the development of

EN 15713 and helped to provide specifications on how the processes should be handled within the secure data destruction industry. Adam Chandler, chairman of the BSIA’s Information Destruction section, believes that it is important for end-users in the public sector to have an understanding of the various elements of EN 15713 in order to make informed procurement decisions and ensure that they meet the requirements of the seventh principle of the Data Protection Act. Chandler explains: “Essentially, EN 15713 ensures that companies providing data destruction services are doing so in a secure manner which provides maximum security for end-users’ information. The standard covers a number of key aspects of a data destruction service, from premises to personnel and a company providing data destruction services will need to meet these requirements to comply with the standard. “The standard requires that premises used for confidential data destruction must have an administration office where the necessary records and documentation is kept for conducting

business, which should be isolated from other business or activities on the same site. An intruder alarm installed to EN 50131-1 and monitored by an Alarm Receiving Centre should be present and the premises should

It is important for end-users in the public sector to have an understanding of the various elements of EN 15713 in order to make informed procurement decisions also have a CCTV system with recording facilities monitoring the unloading, storage and processing areas. CCTV images should be retained for a minimum of 31 days unless otherwise agreed with the client. “A written contract covering all transactions should exist between the client and the supplier and any sub-contracted work should only be allocated to other companies compliant with EN 15713. The client should be made aware if any sub-contractors are used. All staff should be screened in accordance with BS 7858 – Security screening of individuals employed in a security environment Code of Practice – and should sign a deed of confidentiality prior to employment. “Confidential material should remain protected from unauthorised access from the point of collection to complete destruction and should only be collected by uniformed and suitably trained staff carrying photographic identification. The destruction of confidential material should take place within one working day from arrival at the destruction centre, where shredding is taking place away from a customers’ site. There are also a number of requirements relating to the use of vehicles for the collection and transportation of confidential material, or the destruction of confidential material on a customer’s site. These include the ability to communicate via radio or telephone to the home base, the ability to be closed and locked or sealed during transit and the ability to be immobilised or alarmed when left unattended.” PROCUREMENT AND GUIDANCE The BSIA’s Information Destruction section has produced a comprehensive, step-by-step guide to help end-users to navigate and understand EN 15713, which provides a full list of the requirements which information destruction companies should meet to be compliant with the standard. This guide also offers some additional recommendations on other areas of best

Data Destruction


practice which aren’t requirements under EN 15713, to help end-users make informed decisions when it comes to procuring or renewing information destruction services. Using the information provided in this guide, along with the range of other publications published by the BSIA’s Information Destruction service – which includes a guide to the Data Protection Act for end-users and a guide to information destruction in the public sector, can help businesses to understand their obligations to good data management. Businesses can also find a range of information to help them comply with the Data Protection Act on the Information Commissioner’s website (, including the recently launched SME Self-Assessment Tool. Launched in early February, the tool helps small and medium sized organisations to assess their compliance with the Data Protection Act and was welcomed by the BSIA’s Information Destruction section. Chandler commented: “The self-assessment tool provides SMEs with a fantastic opportunity to ensure that they comply with the Data Protection Act. Compliance will help to reduce reputational risk and ensure that directors are not faced with fines or prison sentences for non-compliance. “Users can take part in a comprehensive assessment covering all areas of the Act, or alternatively, break the assessment down into separate checklists tailored to their particular needs and risks. If you have concerns about your current confidential information destruction procedures, a good place to start is with some of the freely available information published by the BSIA’s Information Destruction section or to consult one of our members who would be happy to offer you guidance.” The BSIA’s Information Destruction section consists of companies that securely destroy a range of confidential information, including paper, DVDs, computer hard-drives and other items that could potentially cause problems if they fell into the wrong hands, such as branded products and uniforms. !

All members of the BSIA’s Information Destruction section are compliant with EN 15713 as part of their ISO 9001:2008 inspection and are committed to promoting best practice within the industry. FURTHER INFORMATION information-destruction




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Translation and interpreting services for the public sector Are you looking for an innovative language service provider, whose focus is to work in partnership in order to deliver a high quality service and reduce overall cost? Capita Translation and interpreting (Capita TI), is part of Capita plc which is a FTSE 100 company. Capita TI is a leading provider of language services to the UK’s public sector and is on a number of procurement frameworks including: • • • • • •


Crown Commercial Service (CCS) Eastern Shires Purchasing Organisation (ESPO) NHS Shared Business Services (NHS SBS) NHS London Procurement Partnership (NHS LPP) Health Trust Europe (HTE) NHS Commercial Solutions


These frameworks have recognised the quality and value that Capita TI offers. There is a simple call off procedure, which means there is no requirement for you to undertake a tender process, avoiding the additional costs associated with it. Capita TI’s range of services includes: • • • •

Face-to-face and telephone interpreting Non-spoken languages including British Sign Language Video interpreting Translation and transcription

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Geoffrey Bowden, of the Association of Translation Companies, addresses a careful balancing act for the public sector: the pressure to reduce cost against maintaining quality language services The government has a legal responsibility to ensure fair access to all public services, making the public sector one of the most significant users of language services in the UK. Current estimates indicate that more than £140 million a year is spent on providing essential translation and interpreting services, with such levels of spend attracting heavy criticism from a number of leading political figures. As a result, public sector bodies across the country are now facing widespread pressure to reduce costs. Committed to ensuring the highest standards of language services in the UK, the Association of Translation Companies (ATC), the language sector’s leading professional body, is warning against knee jerk reactions, which may compromise standards across vital public services. Instead, following an in depth survey of its members, the ATC has published a detailed report ‘Recommendation for the future procurement of language services in the public sector’, calling on the sector to undertake an urgent review into the procurement of language services to ensure value for money without sacrificing quality. Indeed, while the ATC does not underestimate the challenges that public sector agencies face to reduce costs and find efficiencies in the way they operate, it acknowledges that achieving value for money should not be at the expense of ensuring a high quality service with a warning that sub-standard language services can actually cause increased public spend. For example, through medical

misunderstandings or delays to court proceedings. And it is in the spirit of increasing quality and value for money that this report has been drafted, demonstrating the commitment of the ATC in supporting the government in its agenda to get the best value for the taxpayer. The report addresses eight key areas, ranging from the need to adopt a citizen centric approach to developing a robust language strategy which involves auditing community need, leaving sufficient flexibility in nationally procured contracts and effectively managing language service providers. TAKING A CITIZEN CENTRIC APPROACH Unavoidably, procurers in the public sector are often generalists rather than specialists when it comes to understanding the services they’re procuring. This can lead to a lack of understanding of language needs and may encourage procurers to use an existing service as a benchmark for the tendering process, designed to shave off costs without genuinely assessing the needs of the ultimate user.

Additionally, few public sector organisations have a language procurement strategy and, as such, language requirements tend to be driven by the immediate communication needs of an organisation rather than being genuinely citizen centric. Language services available to an NHS patient for example may focus only on the provision of an interpreter during a consultation to assist a doctor. However, follow-up letters notifying the patient of further appointments or requesting contact details are often not considered, leaving the patient only partially served. We recommend that procurers should adopt a citizen-centric approach, helping to break the silos created within public sector organisations.

Written by Geoffrey Bowden, general secretary, Association of Translation Companies

Rebalancing cost and quality in translation services



A LANGUAGE NEEDS Current ASSESSMENT estimat There are some key es questions procurers of indicate language services need that mo r to consider before e t han £140 m they invite interested i l l i o n a yea is spent parties to tender for r work. Additionally, and essenti on providing al importantly their work and int translation needs to be informed by a erpr robust language strategy. serviceseting Some key questions for consideration include: Is there a case for the !




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LANGUAGE SERVICES ! development of shared services?; What are the total verbal and written interactions that the citizen could potentially require?; What outcome does the citizen need from each of these linguistic interactions?; What information about a citizen needs to be communicated to public sector workers?; What are the demographics of a geographical area where language services are required?; What language mapping has been conducted?; What experience do public sector employees have of working with language professionals and what training is currently provided to maximise the relationship?; What are the costs to the public purse of not providing satisfactory language services (for example through failed appointments, miscommunication, misunderstanding and possible litigation)?; and does any agreed national service level agreement allow adequate flexibility for language providers to adapt services for local need? For procurers to fully understand end user requirements, it’s recommended that they work using a robust language strategy. This should be developed with the support of frontline service deliverers and service users requiring written and verbal communication. COMMUNITY LANGUAGE AUDIT Too often, little consideration is given to the languages actually being used in a local community whilst evidence suggests that if an assessment of needs takes place, this can often be a rushed process. Additionally, many language providers report that the procurement of language services is often undertaken ‘on the quiet’ for fear of causing controversy over how taxpayers’ money is being spent. To reduce waste from procuring language capabilities that in reality are not needed, an accurate estimate of the languages required in the delivery of a contract is essential, particularly in the case of languages defined as ‘rare’, which are always difficult to secure. Procurers of language services should conduct an audit of the community where the service is to be delivered. TRAINING AND DEVELOPMENT The more frontline staff understand how interpreting and translating services are delivered, the greater the likelihood of creating a better understanding of the language communication needs of the citizen. The assessment process should also include understanding the level of training and development required for public sector staff on working with language professionals. LOCAL AND NATIONAL CONTRACTS In recent years the government has devolved some procurement decisions to the local level – for example in giving GPs commissioning responsibilities – and in other areas have centralised contracts, as is the case with the Ministry of Justice. While procuring at the

national level may increase the complexity of assessing a local language service need, it may also simplify the supplier/customer relationship and ensure a tighter control on costs. Another key advantage of procuring at a national level is the opportunity to obtain an enhanced view of cross-organisational needs. It can be too easy for the local procurement of language services to only consider their organisation without taking a more holistic approach to a citizen’s language support requirement. At the same time, variability will exist in the languages required in different parts of the country. Rare languages will have fewer qualified interpreters available to meet demand and this could affect the ability of a language provider to meet this need. You must also consider the locations a language provider will be required to attend. More remote and rural areas create travel complications and could mean fewer appointments at any time can be made. Furthermore, areas of the country that have a lower population will more likely have fewer interpreters living in the area. This will again impact on the frequency that appointments can be made, particularly for rare language needs. A key advantage of procuring at a local level is that those receiving the service will have direct control over the service provider on a day-to-day basis. Procurers should allow sufficient flexibility in any nationally agreed contract to enable local requirements to be met. As a rule, the larger the scope of the services being procured, the more flexibility is needed for the contract to take into account local circumstances. EVALUATING LANGUAGE SERVICE PROVIDERS After establishing the language service requirements, procurers need to develop comprehensive assessment criteria to evaluate potential LSPs, based on two broad criteria: the quality of service provided by interpreters or translators conducting the work; and the operational effectiveness of the LSP to deliver the overall service. Procurers should develop a comprehensive matrix to evaluate the capabilities of LSPs offering their services. Further details on how to evaluate the credentials of LSPs can be found in sections 6.1 to sections 6.9 of the full report, including details on due diligence, IT capabilities and 24 hour services. AVAILABILITY OF LANGUAGE PROFESSIONALS There needs to be more realistic understanding about the on-call availability of language professionals. For example, interpreting services are often required at specific times and demand cannot be met due to a serious shortfall in the availability of interpreters. Procurers need to have realistic expectations about the availability of language professionals and LSPs need to be clear

about what is possible when responding to a tender and not over promise. PERFORMANCE MANAGEMENT The requirements for every language services contract will differ so there is no one size fits all monitoring process. However, the base for establishing a monitoring system should always be the language strategy of the organisation using the services. An LSP should be expected to develop its own plan that clearly sets out in detail how it intends to meet the needs of the public sector organisations they are supplying. For transparency, this should be shared with the service procurer. RECONNECTING QUALITY AND COST The public sector remains the largest single element of the UK language market. However, its focus on driving down costs at the expense of quality has resulted in many companies, particularly SMEs, struggling to break even when servicing public service accounts. The result is that such enterprises are increasingly walking away from offering their services. This has an adverse effect, not only on the UK government’s ambition to place 33 per cent of public sector contracts with SMEs by the end of 2020, but for commissioners to be able to access a wide range of effective and quality language services. Just as worrying, ill-thought-through government commissioning policies are deterring some of the biggest players from participating in the market. Capita TI, the ATC member that took over the Ministry of Justice contract when it acquired Applied Language Services, for example declined to enter the fray when the framework agreement came up for grabs again. The most significant recommendation from this report is therefore the need for the public sector to reconnect service quality with the cost to deliver that service, and not to compromise one to deliver against targets on the other. " FURTHER INFORMATION



Telecommunications Written by Federation of Communication Services



Finding your way in the world of telecoms The Federation of Communication Services gives a broad look at the rapid development of communications in recent years, taking into account how users needs have changed How do you ensure that you have the phone service that suits the needs of your business? Fifteen years ago, the answer would have been simple; in a new office you would have gone to BT and asked them to supply you with a phone line, or taken over the one that was already there. Ten years ago, you would have weighed up the different offerings between BT and C&W. Then came deregulation and the Internet – today the world is a different place and businesses have options to choose between dozens, if not hundreds of different suppliers, who will talk packages and bundles, SIP and FTTx. It’s no longer just a phone line, it’s also your internet connection

and your staff’s whole way of working and you will be bombarded with new terminology that can sometimes be overwhelming. Since the privatisation of BT, the number of communication providers (CPs) has grown year on year – to the point where Britain now enjoys the most open and competitive telecommunications market in Europe, if not the world. We have the communications regulator, Ofcom, to thank for this situation. Ofcom took a deliberately light touch approach to de-nationalisation, and encouraged competition at the reseller level by splitting BT’s resale operations from its underlying network infrastructure. This enabled all CPs to access price-regulated

When you’re runningailure ess, f a businoadband of br ean an might mpartment e entire d uctive for unprodof a day part


wholesale connectivity to the infrastructure layer via a legally separate subsidiary company – Openreach. Openreach looks after the network (made up of a mix of old copper and new fibre) that supplies the country, but different providers can offer many different options for bringing connectivity to the workers in your office or, indeed, those out and about on business. Inevitably, with market maturity, demands have increased for greater customer control over Openreach’s investment plans, and there is greater concern about its continued relationship with the BT group. THE RIGHT COMMUNICATIONS SERVICES Providing telephony services to public sector organisations and local councils will usually be done via a tender process. Many government departments will be using the PSN Procurement Framework, but, however


Since the privatisation of BT, the number of communication providers has grown year on year – to the point where Britain now enjoys the most open and competitive telecommunications market in Europe, if not the world you approach a potential seller, it is vital to look at the underlying offering and the service wrap that is being offered to ensure that you are getting the best deal. Many CPs offer bundled services, that is, they will provide your phones and broadband, saving you the hassle of dealing with two different companies. Some will specialise in either one or the other, and some will have IT maintenance services included. Companies of all sizes should consider the needs of the users: are phone users desk based or mobile? Is the main internet use downloading information or is data uploaded regularly or in large amounts? Is speed of internet more important than the amount of data downloaded – or vice-versa? Do you carry out video conference calls, where good connectivity and low latency are important? Phone options will be many and varied; using the internet to carry your calls (VoIP) means that remote workers can make calls and be called by customers on the head office number or DDI, improving customer perception and keeping costs down. It is taken as read that call menus, diverts, out of office and other call answering facilities will be included today, but keep an eye on the security issues (more later) and also be aware of what might happen to your phone service in the event of a power cut. For broadband options, there are again many choices. High Speed Broadband, running over the copper network (ADSL2+) will bring speeds up to 24 megabites per second (mb). BT’s offering of Fibre to the Cabinet (FTTC) means that fibre will be run from the exchange to the green roadside cabinet nearest to your premises, but the last leg, bringing it into your building, will be on traditional copper. FTTC-enabled areas will run at speeds of more than 24mb, often referred to as Superfast Broadband. BT is working to use new technologies to get ever higher speeds from the last bit of the copper network: G.Fast will offer Ultrafast speeds of over 100mb. But a new group of providers is also entering the market, known as the ‘AltNets’ these are companies that will run fibre to your door and offer you uncontended, synchronous (same upload and download speed) fibre services often at Gigabit speeds (1000mb). Some cities are now working with AltNets to build fibre rings which will allow businesses direct connectivity to fibre and faster internet speeds. The reach of the Altnets is wide and varied; deployments currently offer service to two million premises and are on target to reach

20 million by 2020. Solutions are provided for both urban and rural premises and the difficult to reach last five per cent by geography. WHAT CAN I EXPECT AS A MINIMUM? You may have heard the promise of ‘fast broadband for all’ made in the Queen’s Speech. By this, the government is essentially talking about speeds of up to 10mb (download only) and the decision to raise the current Universal Service Obligation from its current level of 28.8kb (set in the days of dial-up ‘narrowband’ internet services). This promise is aimed mainly at consumers, but many businesses take the view that 10mb is adequate for their needs. Businesses need to define their requirements as clearly as possible, in order to get the phone and broadband connectivity to best match those needs. You should bear in mind that where you are offered 10mb, that it is likely, in practice, to be contended by up to 20:1, that is, you are sharing it with others in the same area, which will slow down your speed of access. For business and public sector clients, making strategic investment decisions based on the promise of a connectivity level you many never be able to access in practice is an important consideration. HOW MUCH WILL IT COST? As well as an array of service options being available, there will be a similar range of costs. Obviously businesses need to work to budgets, but packages provided for business are not going to be at the rock bottom ‘all you can eat’ prices offered to consumers which are, in truth, a loss-leader to encourage them to buy value-add subscription sports or entertainment packages. It needs to be seen as part of the entire cost/benefits package, not just an end in itself. Prices may vary according to speed offered and/or amount of data downloaded. For the higher prices, you should expect to be getting better support agreements and higher levels of performance. When you’re running a business, drop off broadband might mean an entire department is unproductive for part of a day, and remote workers unable to function at all.

companies will, either real or virtual, there are certain measures you can take to lock it down and ensure that fraudsters cannot hack it and make calls – for which you will be liable. Look for a provider who will explain to you the security measures they have put in place and that you should follow to protect your switchboard from being hacked. HOW DO I FIND THE RIGHT PROVIDER? Hopefully this article will have given some pointers to the sort of questions you should be asking potential providers. Knowing what the needs of your business are will help you get the right comms package. Do not let sales-folk blind you with terminology – if you do not understand what they are trying to sell you, it is probably not right for you. Federation of Communication Services (FCS) members provide services to businesses throughout the UK and are signed up to trading ethically. You can probably find one local to you and this will help provide confidence that you are not dealing with a large, faceless organisation. ! Ofcom is the regulator for CPs and has various pages on its website which provide advice for businesses about what they should look for when finding a provider: http://consumers. FURTHER INFORMATION

WHAT ABOUT SECURITY? You would not buy yourself a computer system without putting firewalls and antivirus software on it. In the same way, you should consider the security of your phone system. If you have a switchboard, which most



Leisure Industy Week


Freedom Leisure lists the reasons why you should trust Physical Company Not-for-profit leisure trust Freedom Leisure enjoys a very positive and proactive relationship with Physical Company which it trusts to deliver on both price and service. As one of Freedom Leisure’s regular suppliers, Physical Company can find itself providing a few pieces of supplementary gym kit right up to helping equip newly refurbished fitness suites. “I find Physical Company very helpful and reliable,” says Richard Merrick, group fitness and wellbeing manager at Freedom Leisure. “I can trust them to have stock and their prices are very competitive. I can rely on them to meet our deadlines and, as a smaller business, I enjoy the fact they retain that personal touch which

The future of play is here with Jupiter Play, experts in community provision Jupiter Play is the UK’s premier independent outdoor play and sport design consultancy and home to eight unique high quality brands, ranging from ball courts; skate; play equipment; inclusive play; and most recently interactive play. These days, it is normal for kids to have mobile phones, game consoles, and almost unlimited access to entertainment from a very young age. The average child under the age of 18 spends around two hours a day on a mobile or gaming device. But this type of activity is often a solitary and sedentary activity, but the technology could be harnessed in such a way that encourages more active and social play… Interactive Play harnesses all the elements of the technology to convert it into new social and active games


that are used by a wide range of ages and really encourages inter-generational play; something that isn’t often seen in our community parks and spaces. Jupiter Play will be showcasing three of the biggest Yalp interactive play products at this year’s LIW, including the Toro interactive sports pitch, Sona interactive games arch and the Memo interactive educational game. To book in a free demonstration, please send an email. FURTHER INFORMATION


makes all the difference to a strong working relationship.” Physical Company offers ‘complete fitness solutions’ supplying some of the best functional kit available in the UK. Its clients range from smaller independent gyms, to larger leisure centres and private gym chains. The business is dynamic and fleet-of-foot, able to react quickly to requests from customers, pay personal attention to an individual site’s needs and deliver on time and on budget. FURTHER INFORMATION Tel: 01494 769 222

making the difference

Independence, experience and expertise: key to helping you manage fire risk. We specialise in offices, high & low rise housing and public buildings fire consultancy | fire risk assessments | fire safety management

For further details please contact: Paul Lane t: +44 (0)207 544 4000 e:


Practical business benefits for the leisure industry

Leisure Industry Week


Held at the NEC Birmingham, Leisure Industry Week runs from 20-21 September and will cover a wide range of topics including Sport & Physical Activity, Play and Training & Nutrition

Leisure Industry Week (LIW) is the heartbeat of the UK leisure industry. It is designed to offer delegates genuine world class education and practical business benefits, with a focus on delivering real commercial benefits through attracting new customers and driving down operational costs. It is the UK’s largest gathering of leisure decision makers, influencers and buyers, bringing together thousands of like-minded professionals to shape the future and growth of the sector. Fresh off the successful first edition, BodyPower is pleased to introduce the new look LIW, featuring six distinct educational streams, each with a targeted marketing campaign to attract new footfall and reach visitors who had never considered LIW in the past. The show features seminars on employee engagement, business strategy, social media marketing, point of use sales and more. Delegates will discover health, fitness, play, wet leisure & spa, sport and facilities management education streams with a dedicated timetable of industry leading speakers, including a host of keynote names mixing celebrity, sport and business. Steve Orton, UK managing director, said: “Our goal is to put on a world class event that provides relevant and worthwhile experience for all roles and positions within the industry. We don’t want people to come for just one seminar, we want visitors to come to LIW and benefit from an entire day of world class education, networking and to see the latest equipment and services on the market. “I firmly believe that the new format of LIW will allow us to realise this vision and enable us to put on a comprehensive program that anyone operating in the sector will benefit from immensely.”

FITNESS A world class education programme offers fitness professionals the opportunity to advance their knowledge and education over two action packed days. Listen and learn from the industry’s finest educators, coaches and professionals enabling any level of fitness professional to come away from LIW feeling inspired and motivated. The fitness stream consists of three focal areas. The Fitness Business School, offering business acumen for fitness professionals, will run alongside the Training and Nutrition Theatre, with theoretical and practical application of topical trends and speaking points.

understanding how social media and digital media have changed a fitness professional’s life. With over £5,000 worth of knowledge and advice shared, The Fitness Business School is an unmissable event for any aspiring fitness professional who wants to make a difference in the fitness industry. !

Aw class edorld program ucation fitness me offers pr the oppofessionals to adva ortunity knowle nce their dge two da over ys

FITNESS BUSINESS SCHOOL The Fitness Business School offers fitness professionals the ability to learn from the fitness industry’s most prominent coaches and educators that have successfully developed their own businesses. With over 200 years of combined experience, The Fitness Business School will enable you to change your career for the better, through high quality advice, round tables and cutting edge information. There are numerous avenues for a fitness professional to advance in. The Fitness Business School will ensure you have a rounded view of the industry, ensuring you understand how to drive your business forward, how you can gain more clients on a commercial gym floor through to



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EVENT PREVIEW ! TRAINING AND NUTRITION Two days of world class education will ensure fitness professionals come away having taken on board practical and evidence based information that can be applied on a day to day basis in a facility or online with clients. Designed to provide trainers, coaches and industry professionals with workshops, hands on opportunities and lectures to increase knowledge, and with a focus on the latest theoretical developments in fields of training and nutrition, the theatre will cover a range of topics including training styles for hypertrophy, female training considerations, HIIT training, macronutrient variations based on gender, coaching contest meal preparation and encouraging lifestyle changes for weight loss. INDEPENDENT OPERATORS CONFERENCE Created specifically to support the owners of independent gyms, the Independent Operators Conference will deliver a host of seminars to improve business performance at low cost. Visitors will discover seminars covering free marketing options such as Facebook and Linkedin, the importance of human interaction in the retention process, optimal staffing to meet core business requirements and creating a customer culture so that your members will never want to leave. HEALTH Supported by SPORTA, the national association of leisure and cultural trusts, the Health Education Stream will focus on the impact of physical activity on the nation’s health and how the leisure industry has a huge role to play in driving change. Covering a wide range of major topical issues which impact on people’s lives day in day out, seminars focus on everything from children through to the ever expanding ageing population. The seminar programme will highlight the benefits of integrating physical activity into everyday operations and how the industry can benefit commercially from an increased emphasis on health practices. The link between leisure, physical activity, health, medicine and fitness should be closer than ever. The Health Stream will cover topical issues that ensure a stronger bond between professionals.

play to all ages and backgrounds, creating facilities for active and game based play and provide operators with the tools to attract new audiences and boost profitability. The Play Education Stream is ideally tailored for: hotels; campsites; schools; councils; visitor attractions; country parks; adventure parks; activity centres; academies and more. SPORTS The Sports Education Stream will focus on two main themes; encouraging sporting participation and developing sports facilities. Delegates will discover workshops with a host of leading brands providing practical tools and tips for raising awareness of your sport and creating interest from new groups and demographics. The Sports Education Stream will also tackle the often daunting process of facilities development, offering practical advice on planning, material selection and multi-use considerations. The Sports Education Stream is ideal for anyone working in the sports industry or looking to add sports to their business. The seminar programme is designed specifically for: national governing bodies; schools; universities; sports clubs; sports facilities; local councils; gym chains; golf clubs; functional training specialists; strength and conditioning coaches; groundskeepers; and sports coaches. FACILITIES MANAGEMENT Delivered in partnership with Facilities Management Forum and Sport & Leisure Facilities Forum, the education programme will be devoted to all aspects

of the design and layout of a leisure facility. Delegates will learn how to effectively set up their own facilities to maximise sales and customer experience. Designed to support you in improving customer experience and operational efficiency, the seminar programme will feature topics and discussion on entry systems, energy efficiency, booking software, lighting, flooring, layout, planning and much more. The Facilities Management Education Stream is ideal for anyone responsible for the day design and maintenance of a facility. The seminar progamme is designed for: facilities managers; procurement teams; architects; interior designers; specifiers; pool maintenance professionals; IT professionals; cleaners; and operations managers.

Leisure Industry Week


SPA & WET LEISURE Focusing on increasing swimming participation and improving operational efficiency to increase revenue and drive down costs, the Spa and Wet Leisure Education Stream will deliver seminars on effective programming for swimming classes, water treatment, health and safety, filtration and much more to provide delegates with the tools to save on costs and boost revenue. In partnership with STA and SPATA, the Spa and Wet Leisure Education Stream is targeting: swimming coaches; water parks; spas; pool designers; swimming pools; gym chains; pool maintenance professionals; engineers; leisure trusts; and councils. " FURTHER INFORMATION

PLAY Play is the primary activity for many children and can provide the perfect platform to get people active as an effective alternative to the gym. The Play Education Stream will tackle the issue of inactivity through the medium of play and offer practical insight into how play businesses can boost their commercial performance by creating a wider appeal for families. Providing seminars on differentiation, branding, market diversification, safeguarding and training needs, the Play Education Stream will explain the importance of



Green Spaces Written by Stacey Aplin, Groundwork



Bringing home the benefits of community greenspace Stacey Aplin, from the environmental community charity Groundwork, looks at how the pocket park revolution is transforming our local spaces Regular access to greenspace and the outdoors can bring communities together, improve an individual’s physical and mental well-being and reconnect them with nature. Despite this, a recent report by Fields in Trust has revealed that one in five of us claim that our local greenspace or park is, or has been, under threat of being lost or developed on. Every day, Groundwork sees the positive impact that green spaces have on people’s lives. We believe that people everywhere and of every age need places to treasure – whether it’s a bench for quiet reflection, a place to grow vegetables or somewhere for the kids to kick a football. The facts are astonishing. A daily walk in the park reduces the risk of heart attacks and strokes by 50 per cent. Residents in high ‘greenery’ environments are three times as likely to take frequent physical exercise as those in the lowest greenery category. Most of us treasure our green spaces – 91 per cent of us say they improve our quality of life. But not everybody is getting the benefit of quality green space. Some communities are poorly served and some people are missing out. Local authorities coping with the ‘age of austerity’ are facing tough decisions on how to spend their available budgets, often deprioritising green space maintenance. Yet, reduced access to outdoor space damages individuals, families and communities – and the number of us using local parks and open spaces is actually decreasing on an annual basis. Even more worryingly, a recent survey from Harvard University found that those

who live near greenspace live longer and had a ‘lower chance of developing cancer or respiratory illnesses’. SMALL SPACES, BIG OPPORTUNITIES Groundwork was established 35 years ago to help communities cope with change and work together to make their lives and neighbourhoods better. In our experience, the most effective way of doing this is by putting the power into their hands so they can have a greater say about how they want to shape their community. One of the ways in which communities in urban areas are being re-introduced to regular greenspace access is through the concept of pocket parks. Small, but perfectly formed, pocket parks are areas of land in busy cities that are built and designed to provide people with limited access to green space with a place to enjoy the benefits of regular access to the outdoors. Groundwork has been involved in many pocket park developments across the country, turning the smallest piece of land into something great. A recent Department of Communities and Local Government initiative has helped pave the way for more pocket park developments. It was announced in February that successful community groups across the UK are to be awarded up to £15,000 each so that nearly 90 patches of disused land can be turned into pocket parks. This is following on from the successful Transform It scheme that was launched by former London Mayor Boris Johnson, in which Groundwork was responsible for creating 40 out of 100 pocket parks across the capital. Peter Heberlet, programme director of Land for Groundwork, said: “Pocket Parks can provide a wide range of environmental and socio-economic benefits to communities when they are developed alongside them. They provide an environment where people can meet, socialise, have lunch and relax. As well as helping to contribute to the

One way nities commu reas are na in urba -introduced e being r ar greenspace l to regu is through the access pt of pocket conce arks p 54


improvement of the health and well-being of people in local towns they also help to restore engendering pride in neighbourhoods.” Over the last year Groundwork’s Design and Build Team have created two new Pocket Parks, one in Northwich Town Centre and a second at the iconic Wigan Pier, both projects being small but key elements in the regeneration of these two towns. Peter added: “Making use of what was previously neglected areas of land; our landscape architects and build team have made huge visual improvements to the local environment. Through high quality design they have created functional spaces for people to use and enjoy. It proves that small changes like these can really have an impact on so many different levels.” THINKING OUTSIDE THE BOX A recent report by the Parks Alliance found that seven out of ten parents with young children are concerned that council budget cuts will have a negative impact on parks and greenspaces, areas that might be their child’s only gateway to greenspace access. Around the same time, Persil launched ‘Dirt is Good’, a campaign to encourage parents to get their children out more, using the startling figure that three quarters of UK children spend less time outside than prison inmates. ‘Rethinking Parks’, a programme run by Nesta, Big Lottery Fund and Heritage Lottery Fund, has sought to find innovative ways to sustain and maintain UK parks by introducing different working models to test which were most successful. One of the projects involved was ‘Darlington Rethinking Parks’, a project run in the North East by Groundwork that encouraged and enlisted local businesses to volunteer to improve local parks by offering hands-on support to local friends groups to create a stronger bond of corporate and social responsibility. ‘ParkHack’ in Hackney,

London, also focused on how businesses can contribute to the sustainability of local parks, through a team of ‘ParkHack Innovators’ who led the development of new business friendly facilities in parks, including a tree-house workspace. Graham Duxbury, chief executive of Groundwork UK, said: “At Groundwork, we see first-hand the positive effect that comes from shaking up the status quo and allowing communities and local people make decisions and shape their local services. “By giving local people the skills, support and resources to make a practical difference to their local area, they are naturally more engaged and committed to ensuring it’s vibrant and well-maintained. This pioneering approach to putting local people in control and making the most of scarce resources has never been more needed.” THE POWER OF COMMUNITY SPIRIT One project that is providing these benefits to local people is Mobile City Garden, a mobile community garden based on the Queen Elizabeth Olympic Park site in Stratford, East London, that opened in July 2015. The garden relocates around the park, providing nearby communities with the opportunity to utilise the garden, with Groundwork offering the opportunity for volunteers to get involved, with the option

Green Spaces


Reduced access to outdoor space damages individuals, families and communities – and the number of us using local parks and open spaces is actually decreasing on an annual basis of securing various AQA qualifications. This space proves valuable for residents, many of whom live in houses and flats that do not have gardens due to lack of space or other necessities such as parking taking priority. Sophia Bromfield, Groundwork’s senior projects co-ordinator, said: “During my time managing Mobile City Garden I have seen the site change from an unused construction site to a wonderful thriving community space. In an area where most households don’t have their own garden, it’s an invaluable resource for the local residents and provides an amazing opportunity for people of all ages to get active outdoors and get gardening. “On a daily basis we have a range of people from all different backgrounds using the garden for a variety of different reasons. Some people come in to learn new skills, either formally through AQAs or workshops or just by helping out, others to meet their neighbours and others just use it as a space to get outside and get some fresh air. Outdoor activity is vital for the health and well-being

of people and ultimately helps to create and shape a healthy and vibrant community.” CDA (Community Development Action) Herts St Albans Community Garden is another project that allows people of all ages, genders and backgrounds to come together, providing them both regular access to greenspace and a space to grow as a community. Christine Marim, trustee and CDA volunteer, said: “So many different types of people benefit so much from the garden – it’s a wonderful feeling. It’s been a great way of bringing communities together. We have many community groups who use the space including the Hertfordshire Asian Women’s Association, Mind in Mid Herts and the Adult Learning Group of St Albans and a childminders group. The garden allows different groups of people who wouldn’t normally get to meet each other to get together and have a natter and enjoy the space.” ! FURTHER INFORMATION



Sport & Leisure Written by Duncan Wood-Allum, director, The Sport, Leisure and Culture Consultancy (SLC)



Exercising the need for local leisure centres There is a lot of pressure on local authority leisure facilities to combat and re-energise an inactive generation. Duncan Wood-Allum, of SLC, addresses the importance of facility development in local authorities to engage more residents in exercise Many local authority leisure facilities are reaching the end of their useful life. Built 25 to 50 years ago they are designed primarily for ‘sporty types’ and are inefficient, energy hungry and poorly laid out; they are costing increasingly more to maintain and operate whilst becoming less appealing to their users. In a prolonged period of austerity, with unprecedented pressure on revenue budgets, councils across the land are facing the dilemma of what to do with these ageing

assets; develop, divest or demolish? Or should they park the problem for the next administration and in the meantime pay a lot more than they should to provide leisure services? Ironically, the potential for leisure, sport and physical activity to act as a major contributor to the prevention agenda has never

been more relevant and needed to slow rising demands and costs on the NHS. A BIG OPPORTUNITY? Despite cuts, local councillors across the land are convinced by a raft of evidence that there is still a strong argument and need for the provision of leisure facilities, open recreational space and support for third sector organisations providing opportunities for the community, particularly those not currently taking part in exercise to get active. The new Government Strategy for Sport, and subsequently Sport England’s ‘Towards an Active Nation’ strategy, has signalled a radical departure of funding the mainstream to target the inactive. This focuses on outcomes including mental well-being, physical well-being, individual development, social and community development and economic development. The days of box ticking throughput of ‘customers’ is over – monitoring and evaluation of targeted populations and users is key. So after years of trying the same thing and achieving very little in terms of increases in participation rates amongst the inactive (including a London Olympics and Paralympics), Sport England is trying something different to target its investment. The role of local government as the largest investor into leisure, sport and physical activity cannot be overstated.

The local role of ent as m govern t investor es the larg isure, sport into le ical activity s and phyan’t be c ted oversta

THE CHALLENGES AHEAD The first challenge for local authority leisure facility provision is to achieve the right facility and service mix, often in the form of built provision and targeted outreach at nil revenue cost (or a surplus) if possible and to secure lowest cost capital to invest in future provision – normally through prudential borrowing or linked to a wider regeneration project. When given the opportunity to refurbish and redevelop leisure facilities, design and development teams are being set the challenge to build much greater



CHALLENGE TWO The sector must shift the emphasis from provision for solely the 20-25 per cent of the population who are active to embracing and including those individuals and communities that traditionally would not set foot in a typical leisure facility. This will impact on service and facility mix, potentially the location of future facilities and possible integration with other local services. The sector is, in the main, responding to this challenge very positively. For example, at East Northamptonshire District Council, elected members recently unanimously voted for the establishment of a sport and physical activity outreach function as part of their new leisure operating contract. Some new leisure contracts such as London Borough of Southwark are being developed which offer free use to particular target groups at certain times – removing the barrier of price completely. Most smart leisure operators are starting to take the outdoors more seriously through outdoor classes and instructor led groups. Others are entering the sport event market by running half marathons, fun runs, long distance organised rides, and adventure races. Greater support for organisations involved in community sport such as sports clubs, schools and third sector groups needs to be developed to ensure that volunteers are better supported, enabled and recognised to maintain existing levels of sporting and recreational activity. CHALLENGE THREE The final challenge is ensuring the leisure provider market are on board and capable of providing higher cost targeted interventions and industrial scale physical activity interventions that are linked to everyday service delivery for the wider population, which assists in recovering cost of services. The key to setting the strategic direction of services in most authorities is through commissioning. The Sport, Leisure and Culture Consultancy (SLC) is working with local authorities

Sport & Leisure

flexibility into the building. This will result in greater financial performance, throughput and achievement of wider outcomes. Leisure facility developments are starting to move away from traditional sports hall/ pool gym boxes to incorporate a broader range of multi-generational activities and flexible space. For example, trampoline parks are offering young people high intensity exercise opportunities mixed with fun. Tired sports halls and underutilised indoor bowls halls with low occupancy rates and a narrow demographic are being converted into a plethora of facilities featuring bouldering, climbing, adventure play, skate parks, flexible functional training and activity space. These new activities are engaging with those who are not interested in formal sport and would not normally visit a typical leisure facility.

In deprived cities and rural areas, the concept of ‘break even’ leisure facilities that genuinely meet the needs of local people is flawed – they need investment and some revenue subsidy and crafting requirements which shift the emphasis of leisure contracts from facility management towards encouraging operators to engage with harder to reach groups – often at a higher unit cost. This can be balanced, even subsidised, to a degree by the council’s decision to take a lower management fee receipt. Subsidies are also being targeted for those on low incomes with those who able to paying the market rate. But to achieve this, expertise on the client side is required which is thin on the ground due to restructuring in local government – councils often do not know what they need or how to ask for it. One key challenge is retraining staff at ground level to be able to support, enable and motivate the less enthusiastic and active into taking part. Physical activity leaders will increasingly start to mirror their target groups (BME, elderly, disabled, LGBT) and have an entirely different but complimentary skill set to the typical staff member in a leisure facility that we see today. There is a skills and knowledge gap in the training provider sector at present that is being addressed through the recently Chartered Institute of Management of Sport and Physical Activity (CIMSPA) – but this needs significant investment from government to deliver the change needed. KEY DRIVERS FOR CHANGE The key driver to shift the capability of the market from aligning itself almost entirely with meeting the needs of active sporty types will come from local government and how they procure their leisure contracts. The procurement strategy is effectively replacing the old leisure, sport and physical activity strategy. Building in tighter requirements on activities for target groups, insisting on healthy food and drinks to be sold, and the monitoring and evaluation of physical activity interventions will be essential to avoid operators ‘reverting to type’ and chasing the easy money. The

decision to do this will continue to be the critical success or failure factor in driving greater levels of participation amongst those under-represented groups. BARRIERS TO BE OVERCOME There are three key barriers to achieving increased participation from under-represented groups and better value for money from interventions. Not all leisure services can break even or make a surplus. In deprived cities and rural areas, the concept of ‘break even’ leisure facilities that genuinely meet the needs of local people is flawed. They need investment and some revenue subsidy – but the net benefits in terms of reducing public spend down the line are well documented. Many councils are still paying far too much for leisure services. We are finding across the country that valuable revenue from councils is being used to prop up small purpose built leisure trusts, many established 15-20 years ago without a competitive tendering process. Councils can be paying much more than they need to due to high overhead costs, salaries for senior managers and no economies of scale. This has been proven by most retendering exercises over recent years when savings of £5 million over 10 years are not uncommon. It has also been compounded by poorly written contracts no influence or control over outcomes. The sector needs a credible singular voice. Finally, the case needs to be made more strongly by the sector to convince government to invest more in prevention and less in primary interventions. There is still not enough funding available to encourage the market to shift its focus away from the profitable middle class activities and provide a more balanced approach which reaches a greater proportion of the population. So if you can crack the inactive market, imagine what you can do with the active one. ! FURTHER INFORMATION



Health & Safety Written by Steve Sumner, chair, Institution of Occupational Safety and Health



Keeping public sector buildings safely accessible Steve Sumner, of the Institution of Occupational Safety and Health’s Public Services Group, discusses how employees in public sector buildings can be kept out of harm’s way Public buildings are no different from any other building used as a workplace. They have to be constructed to the same standards and comply with the same health and safety laws. All people in all industries should be covered by a culture of care. However, there are some aspects of the work undertaken in terms of delivering (or removing) services which result in enhanced risks, such as personal safety and possible violence. Additional precautions may be required to control the risks associated with contact with members of the public. Furthermore, the presence of large numbers of members of the public bring with them additional health and safety risks, or need to be protected from specific risks in the building. THE BASICS New buildings and those facing major reshaping and remodeling need to comply with current building regulations. The regulations are frequently updated, the most-recent amendment being in March 2016. The regulations, among other things, stipulate the standards of construction, energy conservation, water use and safety issues such as the construction of stairs. All new and existing buildings to be used as workplaces also must comply with the Workplace (Health, Safety and Welfare) Regulations 1992. These regulations are supported by an Approved Code of Practice (ACOP). ACOPs have a very special status in health and safety law. Employers do not have to comply with ACOPs provided that they meet the standard required by the regulations in another way. However, if the alternative method of compliance does not meet the standard required by the

regulations, the fact that the ACOP has not been applied can be used as evidence for the non-compliance with the regulations. It is these regulations which lay down the standards for individual space, heating, lighting and ventilation of buildings. They also apply to traffic routes – both pedestrian and vehicular – and toilet and washing provision. Interestingly, these regulations also addressed the issue of discomfort from tobacco smoke before the smoking ban was introduced. ACCIDENTS AT WORK Slips, trips and falls remain the biggest cause of non-fatal injuries reported under the Reporting of Injuries, Diseases, and Dangerous Occurrences Regulations 2013. Slip and trip risks in public sector buildings should be given priority; not only because of the risk of injury to employees but, as the public has access, the risk of injury is multiplied. Further, when there is large footfall it is likely that contamination such as water and dirt will be brought into the building on people’s shoes. It is important therefore that particular attention is paid to matting and entrances to ensure that shoes are dried as the clients enter the building. In addition procedures must be in place to deal with water which is spilt within a building to prevent slips and resulting injuries. Any spillages should be dried thoroughly using absorbent paper – wet mopping will only serve to spread the contamination and increase the surface area of the floor upon which people might slip. The use of sunken matting is preferable to temporary absorbent mats placed in entrances on wet days, as they can become trip hazards for people entering and leaving the building. Indeed

It’s nt importate to crea riate rop the app ent when m environ ning new desig to which s buildingublic will the p ort res



great care needs to be exercised in the design of entrances, canopies and matting systems to remove slip and trip risks at drawing board stage. Entrances and foyers should also be properly lit and welcoming. PUBLIC INTERFACE As the name suggests, public sector buildings are visited by members of the public, and the interface between the public and employees needs to be effectively managed to prevent threats of or actual violence. A number of years ago that would have been achieved by putting the staff behind bandit screens and segregating the public from the employees. Today the approach is very different. Areas where the public meet staff are open without screens, with the environment designed to be less confrontational and conducive to a more relaxed interaction between the client and the member of staff. This more relaxed approach has been implemented in many local government and central government agencies, such as Job Centre Plus. It is important to create the appropriate environment when designing new buildings to which the public will resort: reception desks can be wider to prevent agitated customers from grabbing members of staff; interview areas which may be used to interview difficult clients should be designed to allow for means of escape in the event of an emergency and there should be facilities to call for assistance. These types of facilities should be used for clients who are known to be difficult, as they may prove intimidating for the general public. The Design Council has developed some generic guidance on designing out crime. For specific locations, such as accident and emergency departments, further Design Council guidance is available to reduce risks through good design and creating a better experience.

WATER SYSTEMS Public sector buildings, in common with other workplaces, will have hot and cold water systems, and some may have wet cooling towers. Very large buildings – and many public sector buildings are large – will have large complex systems. All of these systems have the potential to become seeded with legionella bacteria and therefore pose a risk to health from legionnaires disease, where bacteria may become airborne in water droplets and there is a risk of inhalation by a susceptible person. Some public sector buildings, such as hospitals and residential care homes, will have many susceptible people either living in the building, or receiving treatment as an in or out patient. It is essential therefore that care is taken to prevent legionella bacteria from growing in these hot and cold water systems. Hot and cold water systems within office buildings are not immune to becoming colonised. This may present a risk where showers are provided for staff to use who may cycle or run to work. The principle method of control within hot and cold water systems is temperature. Broadly speaking, hot water should be kept hot and cold water kept cold. More specifically, cold water should be stored and distributed at less than 20oC, hot water should be stored at 60oC and distributed at 50oC. Tanks and pipes should be insulated to prevent thermal

gain causing the cold to heat up or the hot to cool down. Most large buildings will have circulation systems with only short legs to appliances to ensure that the water remains at the appropriate temperature. In buildings such as hospitals and residential care, thermostatic mixing valves will be required in baths and showers to prevent scalding. It is important that the sentinel taps are identified; these are the taps closest to and furthest from the calorifier and tanks. The temperature of the water at these taps, in the calorifier and tanks should be measured every six months and a record kept. A responsible person needs to be appointed to ensure that the risks of legionella colonisation and proliferation are effectively managed. Health and Safety Executive (HSE) has provided an ACOP, legionnaires disease, L8, to support the ACOP where additional technical information is available. PUBLIC ACCESS Perhaps this should have been first on the list as of course members of the public have to be capable of accessing the building, and many members of the public who are seeking services or advice have mobility issues. It is incumbent upon public organisations to make reasonable adjustments to ensure that buildings are accessible to those who may have a disability. This is easy with new builds

or during a major refurbishment of an existing building, but may be more difficult with older grand civic buildings, constructed in less enlightened times. The retro fitting of ramps, lifts and other adaptations will be essential to ensure that the public is capable of accessing public sector buildings. As mentioned, there is a large footfall in public buildings, which also means we must consider counter-terrorism procedures. The Home Office has provided information on what these measures can be. They include: better blast resistance, such as external barriers and building materials which reduce the risk of fragmentation; better building management facilities, for example secure air intakes and keeping hazardous material stores a safe distance from the building; good traffic management to keep away hostile vehicles; and good oversight, such as clear lines of sight around the building and well-managed access points. To conclude, public sector buildings have specific issues which need to be considered to enable them to fulfill their role of allowing the public in. Moreover, they should not put at risk those people who have access to the building be they staff or members of the public. Finally every effort should be made to design out the risk before they are constructed. !

Health & Safety




Continuity West Ltd, In partnership with Crisis Commander Ltd, has developed the perfect system for you. Crisis Commander is a first class major incident management system which is used by over 300 organisations in 40 different countries. It is cost effective and intuitive to use and can be adapted to any organisational requirements.

IOSH accredited training provider ffering I SH Working Safely and I SH Managing Safely courses 00 online, including exam Study on any device Corporate enrolment system ull tutor support 00 success rate Meet Philip West, our founder and Managing Director and a former Police Inspector of 28 years’ service who specialised in major incident policing. Philip is also a member of The Business Continuity Institute and an experienced crisis management consultant. He now works with local authorities and NHS trusts to make sure their requirements under the civil contingency act are met. T: +44 (0) 1225 220 052 E:

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Our venues located in the Grade II listed Millbank Tower offer something for every event. The Millbank Media Centre on the ground floor is a versatile space with its own digital cinema and outdoor terrace, whilst SKYLOFT is a popular warehouse style venue with exposed reclaimed brickwork and wooden floor. In contrast Altitude 360 offers a modern, bright and highly original space with our famous 360° views of the capital.


The sky is quite literally the limit at Altitude. We can create bespoke events that your guests will love for as few as 10 people or as many as 600. All our venues can provide a range of seating options and we even have our own cinema to help add a real point of difference to your event.

Altitude London Millbank Tower 21-24 Millbank London SW1P 4QP


As a destination, London has plenty to offer those seeking conferencing and events venues. London & Partners explain the multifaceted reasons why London keeps thriving within the sector London is one of the world’s most attractive cities for business events. The unique mix of heritage, diversity and culture, coupled with its business expertise and creativity, make it the perfect choice for events and conferences. In recent years, London’s position as one of the world’s best event destinations has grown even stronger. Through a strategy established in 2011, which aimed to see London in the top five locations within five years, London’s Convention Bureau adapted to be more in line with market needs. By transforming its CVB from venue finding service to event solution provider, London was able to develop closer relationships with partners and stakeholders, from local and national government authorities to hotels and venues. The city’s success was recognised in the latest International Congress Convention Association (ICCA) ranking. For the first time, London was ranked 5th for number of events, up from 19th in 2011, when London & Partners, the Convention Bureau for the city, was created. The city also rose to number two for delegate attendance and welcomed 3.7 million overall business visitors, 13 per cent more than in 2014. But

London does not rest on its laurels and keeps reinventing itself, ensuring it remains as appealing to events planners as ever. A THRIVING HOTEL SECTOR London’s hotel sector is booming, with the city attracting 36 per cent of Europe’s total investment. 18,000 new hotel rooms are expected to open in the capital by 2018, with 7,000 in 2016 alone, adding to the existing 140,000. In particular, budget and luxury properties are experiencing significant growth, with predicted increases of 29 and 22 per cent respectively. Graham Craggs, managing director in JLL’s Hotels & Hospitality Group, says: “2015 was an exceptionally strong year in terms of hotel transactions in London, and new infrastructure developments such as Crossrail and the Thameslink upgrade continue to drive regeneration and unlock interest into hidden corners of the capital. We have already seen a shift to the East in terms of both new hotel supply and investment, and this is a trend we expect to continue in the near future.” Among other exciting openings, Nobu is launching its first hotel in Europe in the Shoreditch area of the city, with famous chef Nobu Matsuhisa designing bespoke food

The unique mix of h diversiteritage, y and culture, c o u p led wit its bus and creiness expertiseh ativ Londonity, make perfect the choice

and drink menus. The new four-star Park Plaza London Waterloo – opening this Autumn – will boast an on-site restaurant, a fitness centre, a business centre and a pool. For event planners, the hotel will offer six flexible meetings rooms and a larger seventh space, along with state-of-the-art audio-visual equipment.

Written by London & Partners

London: The Capital of the cutting-edge

Conferences & Events


EXCITING NEW VENUES Major new venues are also opening up in the capital, adding to London’s ever growing offer. Some of London’s most famous cultural institutions will be taking residence in their new homes this year, providing planners with exceptional new spaces. The Tate Modern recently launched its Switch House extension, the most important new cultural building in Britain for 20 years. Part of this is ‘The Tanks’ – the world’s first gallery space dedicated to live art, which is also available for corporate hire and can accommodate up to 600 guests. Six other new spaces offer flexibility, with a capacity of up to 400, and some of them will provide exclusive access to the gallery’s collection. In November, the Design Museum will open the doors of its new home in the former Commonwealth Institute building in Kensington, West London. As part of its multi-million pound redevelopment, the new museum will have over 1,000 square metres of event space available for hire, including an auditorium, rooms fit for smaller business meetings and a flexible space for up to 220 attendees. London also offers cuisine from all over the world and has something for everyone, !






Work smart With over 60 high-spec meeting rooms across London we have something to suit every requirement. Sizes range from 4–40 people – book the perfect space for you online. Our rooms come with high speed Wi-Fi and minimum 44˝ LED screens/AV as standard. On-site restaurants or Nespresso coffee machines are on hand to keep you and your team fully charged. meeting-rooms


! from street food festivals and pop ups to gourmet and Michelin-starred restaurants. For example German Gymnasium, which once hosted the indoor events during London’s first National Olympic Games in 1866, is available for exclusive hire and can host meals for up to 250 guests. Dallaway Terrace, part of The Doyle Collection’s The Bloomsbury hotel, has now opened, offering indoor and outdoor space in the heart of the West End with capacity for 100 guests for standing receptions. A BUSINESS HUB London boasts impressive business credentials and these are at the heart of London & Partners’ new initiative to promote London as one of the world’s best business event destinations. ‘London: Capital of Cutting-Edge’ is based on a new report highlighting how the city’s leading clusters such as finance, technology, life sciences and the creative industries have proved key in attracting major conferences and congresses in those areas. Those four clusters converging in one city have inspired cross-sector innovation and make London a unique and attractive destination in which to hold meetings and events. They give planners access to the best talent and minds, and delegates the opportunity to network and do business in the capital. The creative industries represent a huge part of London’s economy and the sector employs

24 per cent of the city’s workforce. Advertising, marketing, film, media, publishing, music and the performing arts all thrive in the capital and London is home to many award-winning businesses operating in those industries. Attracted by the sector’s dynamism, Advertising Week Europe has been taking place in London for the past four years, and has gone from welcoming 13,000 attendees in its first year to over 32,700 in 2016. In recent years, London has also experienced a boom in association business, attracting some of the world’s biggest medical congresses, such as the European Association of Periodontology, the most successful ever European Society of Cardiology congress in 2015 and the upcoming

Conferences & Events


anywhere else in the world. This, combined with the city’s emergence as the world’s biggest financial technology or FinTech hub, has helped the city to attract tech and financial events, including Sibos 2019, which will bring an estimated 9,000 financial services professionals from across the globe. On the tech front, TechCrunch Disrupt arrived in London in 2014, following its launch in Berlin in 2013, being drawn to the British capital by the vibrant tech start-up community and the access to top talent. Scaling up from the Old Billingsgate in 2014 to the Copper Box Arena in Queen Elizabeth Olympic Park in 2015, the event was hailed a success and will return to London in December 2016.

London offers a wealth of options for planners looking to organise team building activities and its excellent transport network makes it easy to get around European Respiratory Society congress later this year. This area is set to grow even further as the life sciences sector expands, and the opening of ground-breaking facilities such as The Francis Crick Institute will also add to the city’s attractiveness and expertise. London is the world’s leading financial centre and is home to more world bank HQs than

LONDON FOR TEAM BUILDING London offers a wealth of options for planners looking to organise team building activities and its excellent transport network makes it easy to get around. From sport and food, to music and VIP experiences – the city caters for every group’s needs. The new Slide at the ArcelorMittal Orbit "





o e h a m p t o n


l u b

London’s premier multi-sports, member s’ club

• Next to Richmond Park and only 20 minutes by train from central London • Award-winning, 18 hole golf course, 28 tennis courts, squash courts and international standard croquet lawns • Versatile spaces and gorgeous gardens for a wide range of events, from a simple breakfast meeting to a full-day conference • Add a sporting element to an away day or create a bespoke cycling experience ending in the gardens with a BBQ Arrange a club tour, 020 8480 4233 | Roehampton Club, London, SW15 5LR |

Coin Street Conference Centre

Government bodies

save 10%

Contemporary meeting and conference centre on London’s South Bank Competitive charity and public sector room hire rates | 5 mins from London Waterloo station Fully accessible meeting and event space | Comprehensive audio visual facilities Sustainable venue | All profits go to the local community | Capacity 6–250 people Roof Terrace overlooking London’s skyline Regularly hosting public bodies including PHE, NHS and high profile events such as the London Mayoral hustings Contact our dedicated conference team to book your event tel: 020 7021 1650 | email: | web:



LONDON ! was designed by artist Carsten Höller and is the world’s highest and longest tunnel slide. After the rush of adrenaline, participants can discover the Olympic Park at a more relaxed pace on a guided boat tour along the river that runs through it. The Cookery School at Little Portland Street offers packages specially tailored to team building. Groups from 8 to 50 people can work on bespoke menus with the help of dedicated staff, and planners can even add a competitive element to the class if desired, such as a bake-off. Those looking for a more cultural experience could head to the Royal Opera House, where groups will be able to go on a behind-the-scenes tour of the London institution, followed by a

London boasts impressive business credentials and these are at the heart of London & Partners’ new initiative to promote London as one of the world’s best business event destinations private dinner and an opera performance. Finally, for those looking for a thrill, Small Car Big City offers a fleet of Classic Mini Coopers in which groups will be able to discover the city while taking part in exciting challenges. Deborah Kelly, business development manager UK at London & Partners, said: “London is one of the world’s best destinations for meetings and events and

Conferences & Events


the city keeps getting better. With new areas undergoing regeneration projects and infrastructure constantly being improved, there is always something new and exciting to discover and we look forward to showcasing our beautiful city to groups.” " FURTHER INFORMATION

Located in a leafy WC1 garden square

London House Grade II listed, has 6 function rooms, all with their own personality. The most grand is the Great Hall with maximum capacity of 250 for a reception or 120 in cabaret style. The oak panelled Churchill Room is the perfect setting board meetings or AGMs. Our beautiful Quad is available for summer BBQs and receptions for up to 120.

William Goodenough House Two modern function rooms opening onto Fountain Quad.




Set within 72 acres of grounds and landscaped gardens, Dunchurch Park Hotel and Conference Centre is a splendid hybrid of modern technology and old world charm. Located in Warwickshire on the outskirts of Rugby and close to Coventry, this versatile venue is easily accessible from the M1, M6 & M45, Coventry and Birmingham Airports and just 50 minutes by train from London Euston. Dunchurch Park offers affordable, all-inclusive delegate rates and a choice of 32 conference, training, meeting, event and syndicate rooms. These facilities offer space, from 2 to 300 delegates and in addition, there is a permanent Marquee that can cater for up to 400 for a dinner, 450 for a reception and can accommodate car launches. As part of our all-inclusive rates, the main meeting rooms are provided with Plasma Screens or an LCD projector and Screen and flipcharts. Delegate refreshment areas are available all day for hot and cold refreshments and snacks to include Chef’s homemade shortbread biscuits. Leadership development and team-building programmes can be further enhanced with the on-site High and Low Ropes course, a small lake for rafting activities, many flat, lawn areas for outdoor activities and a dedicated field for motorised events! All of this is supported by a dedicated conference and events team, including on-site technical support, with a high level of attention to detail in every aspect. 01788 810656

Why Strathclyde for your conference? Our £89m Technology & Innovation Centre offers flexible, state-of-the art conference and meeting facilities for up to 450 delegates. We’re right in the heart of Glasgow City Centre, with easy access to transport networks and the SECC. Find out more: t: 0141 553 4148 e:

Your Perfect Cheltenham Meeting Space A unique setting in the stunning Herefordshire hills 19 purpose built conference rooms all with natural daylight. Capacity from 2-120 24 Hour Conference package rates from £99.00 + VAT Day Delegate rates from £29.00 + VAT

For more details please contact Lynn Smallwood-Rose Email: Telephone: 01989 760716 Quote: *CONFERENCE24*

When it comes to meeting rooms The Cheltenham Park Hotel has everything you need. From floor to ceiling windows flooded with natural light and overlooking parkland, to our fully inclusive meetings packages, we have everything you need to make your meeting a success. Free Parking & Free Wi-Fi

Penyard House, Weston-Under-Penyard, Ross-On-Wye, Herefordshire, HR9 7YH

Contact a member of our team today, call 01242 229293 or e-mail The Cheltenham Park Hotel, Cirencester Road, Charlton Kings, Cheltenham, Gloucestershire, GL53 8EA




Where to look when you are about to book

Conferences & Events


Is it all about location, location, location? Government Business provides a holistic analysis of what the public sector should look for when booking facilities for conferences and events Many cities claim to be the ideal venue destination, and many facilities encourage clients to look no further then their array of offerings – but what exactly should someone be looking for when seeking to book an event for their company or organisation? It it all about best value for money? Is simple best? Can scenery be overlooked? Or are the views all that matter? The answer comes down to the purpose of the meeting and the rest becomes easy. The days when clients were happy to sign off expenditure without question of its relevance are over. Every penny has become accountable and there is a determination to optimise every minute of venue hire time. For the events sector, this has led many to make their offerings cheaper. For others, it has meant singling in on one aspect of its offerings that will make future clients book their facilities – and it is these specialities which you should be encouraged to seek. THE SCENIC ROUTE Particularly at this time of the year – July, August, September – there is an understandable appeal to conferencing venues which have just as much to enjoy outside as in. While the event or meeting can take place inside or outside, depending on weather, purpose and preference, there is something about a picturesque setting that draws in clients, particularly if the event is being hosted over a number of days with spare time allotted for exploring the surrounding areas. Price and availability are key factors in decision making, but research has shown that, more often than not, location is given higher preference when choosing a meeting venue. Places to walk, explore and spend time

outside of the venue lead many clients to places such as Brighton and other seaside locations. Frequently heralded as the sunniest place in the UK, Brighton’s Eastbourne setting presents a premier conference destination on the south coast. Just an hour and a half from London, the iconic white chalk cliffs of Beachy Head and the acres of spectacular South Downs National Park countryside that surround it are just two images that come to mind. Darren Johnson, Convention Bureau sales manager at Visit Brighton, who work in and alongside Eastbourne, said: “Coastal destinations are particularly popular with city-wide events, often spanning two or three days. The close proximity of venues, hotels and leisure offerings are a real plus, creating a ‘one-stopshop’ style destination focused product for both the business and leisure traveller. This destination package often comes with the mutual cooperation of city stakeholders that give the ability to provide delegates with a real ‘wow’ factor.” Peter Hampson, director of the British Resorts & Destinations Association, also explains that: “According to the United Kingdom Tourism Statistics (2008), the volume of overnight business trips to the UK coast is estimated at around 3.3 million a year, bringing with it an estimated spend of just under half a billion pounds. Of course, coastal resorts have not been immune to recent economic pressures but nonetheless, these

figures clearly illustrate the scale and worth of business tourism in seaside resort towns.” The promise of fresh sea air and a relaxed ambiance has always been a natural draw for visitors to the British coast. Much of the popularity stems from the connotation of coastal areas as relaxing, a trip of escaping the busy normalities of daily work. Many less formal events will involve staff undertaking fun, social and interactive activities – such as team building exercises. CONSIDERING CULTURE If the seaside is not quite the location that is desired, there is plenty to be gained from choosing to have a meeting, conference or event in a cultural hot spot. Arena and Convention Centre Liverpool (ACC Liverpool) is a state-of-the-art, international conference centre situated at the heart of Liverpool’s Waterfront and just a stone’s throw from the popular Albert Dock area, which has revolutionised the city’s conference offering since it opened in 2008. As the city of The Beatles, UNESCO World Heritage site and host of the International Festival for Business in 2014 and 2016, culture is one thing that Liverpool has never lacked. Liverpool is a world-class destination for both leisure and business travellers, with more national museums than any other UK city outside of London. What is less well known is that all of these museums can be !

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The North West’s First Pay Per Minute Meeting Rooms Everything is free inside except for the time you spend

Exclusive Use Cotswold Barn For Conferences & Product Launches Nea r M4

All of Ziferblat’s themed meeting rooms include:

15% off your booking by quoting: ZIFGB01 in your enquiry

● Unlimited tea, coffee, soft drinks, cakes, biscuits, cookies, brownies, breads, cereals, fruits and snacks. ● Super fast Wi-Fi ● Free projection equipment and flip charts

Locations: Ziferblat Albert Dock, Liverpool Ziferblat Edge Street, Manchester For booking enquiries contact: 07500 555 125

Lea, Malmesbury, Wiltshire. SN16 9NH 01666 823499





THE PLEASURE OF YOUR COMPANY “The Loveliest Castle in the World” is the perfect venue for your next business meeting, just an hour from London. • Well-appointed meeting rooms

• Luxury accommodation

• Beautiful, tranquil surroundings

• Banqueting facilities

+44 (0)1622 767855 | |

BOOKING ! hired for meetings and conferences, offering some truly unique backdrops for your event. One of the most visible is the Museum of Liverpool itself, a stunning £72 million structure at the heart of the waterfront, which, with its modern galleries overlooking the Mersey, can host up to 1,000 for a drinks reception or 200 in theatre style. Comparitively, Glasgow, not short of culture itself following the Year of Food and Drink and the upcoming Year of Innovation, Architecture and Design, is host to the Edinburgh International Conference Centre (EICC) and the SSE Hydro, two of the most recognisable destinations across Scotland. THE PULL OF THE CAPITAL London has a unique environment that nurtures talent, a work ethos that supports business growth and a unique diversity that allows innovation to thrive – there is no denying that London has all the key ingredients to allow every person or business to excel to new extraordinary heights. Many are attracted by London’s dazzling culture and its unparalleled heritage whilst others are drawn to London’s constantly changing physical and economic landscape. But why does London have such a pull over event planners? Many businesses, local, national and international, have there offices or headquarters in London and are therefore already aware of it’s array of meeting spaces, buzzing media industry and catering capabilities. For those residing and working away from London, the capital can be something of a treat – from sight-seeing to shopping, and green parks to eating out. London offers visitors the best of the old and the new. Historic landmarks and contemporary

venues sit side-by-side and many can be hired for meetings or private events. The Shard, the London Eye, Tower of London, St Paul’s Cathedral, Kew Gardens and the Olympic Park are just some of the headline acts. Another major benefit of London’s cultural offering is that many of the events or museums in the capital are free – which is a huge cost

environmental impact of the meeting for their clients. For organisations aiming to reduce their energy output on a day to day basis, such an incentive can be very appealing. As such, since it was first set up in 1997, the Green Tourism Business Scheme (GTBS) has been championing the cause of sustainable tourism in the UK, and with

Conferences & Events


The ‘green tourism’ brand is becoming increasingly well-known across the country, with venues reducing the environmental impact of the meeting for their clients saving to any delegate and a perfect way to compliment any business programme or offer a huge cost saving in your own downtime. With ever-rising numbers of business and leisure visitors to London, a variety of new hotels are opening across the capital. Amongst the hotels opening in 2016 is the InterContinental London – The O2, with 20 multifunctional meeting rooms and a 3,000sqm ballroom, which will hold up to 3,000 delegates. GOING GREEN Following the success of the Olympic Games in London in 2012, the events industry took a bold approach to creating their own legacy. Large events now have ISO 20121 to help them bring sustainability to their supply chains and event planning – considering energy output and monitoring waste and water usage. The ‘green tourism’ brand is becoming increasingly well-known across the country, with venues reducing the

over 1,800 UK based members, it is the most successful scheme of its type in the world. Sustainable venues can be spotted in a number of ways. It may originate in the menu they supply, with local, seasonal foods being cooked, or it could be the sponsor or donation that they recommend. ACC Liverpool, completed in 2005, was designed to produce half the CO2 emissions it would without any environmentally-friendly measures, whilst using 20 per cent less electricity. The venue has been a GTBS Gold holder since 2008. Lighting is high efficiency and controlled by motion detection, while the rainwater collected on the roof is used to support flushing toilets, accounting for about 40 per cent of the water used for toilets in the venue. Furthermore, five, 20-metre low noise wind turbines on the river side of the venue contribute to their electricity supply. This means that they have a reduced impact per attendee and they continue to develop projects to ensure all events have sustainable features. "




First time tr

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15% O F F y for a full da meeting

Tucked away in a beautiful corner of the Surrey countryside, Waverley Abbey House is a Grade II* listed Georgian mansion – an ideal location for meetings, training, conferencing and bespoke events. With capacity for up to 100 guests, Waverley’s elegant function rooms have natural light, flexible layouts and range from small and intimate to spacious and versatile. The extensive grounds and unspoilt woodland can be hired for larger events, outdoor team building, marquee functions or film shoots. Waverley’s on-site catering team are fully equipped to provide delicious

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food, whether for a lunchtime meeting, company BBQ or gala dinner.

For more information or to book an event, please contact us: 01252 784733

Bath & Bristol Country House Hotel •

Outstanding location between Bath & Bristol

Minutes from junction 18 of the M4

Conference & meeting facilities for up to 150 delegates

42 bedrooms

24 hour & day delegate rates available

Free parking onsite

Free Wifi

Bath Rd | Wick |Bristol | BS30 5RN



BOOKING ! Corporate responsibility is influencing the market, and a lot of clients will book again the following year, or even later that same year, if they find the venue to their liking. When people buy into events and venues it’s often because of the stories they can share or become a part of. We see this regularly with concerts, sports events or high profile restaurants. Being part of an ongoing success story can be very good publicity for a company, and green tourism thrives on that particular aspect of their venue. A SEASONAL PRESENT The annual Christmas party can be both a joy and a pain to organise. Traditionally, the end of year get-together is an event where the organiser is aiming to show generosity and gratitude, but money and tight budgets can often force an organiser’s hand. With money coming into consideration, the importance of good planning should not be undermined. Vicky Hogg, product manager at Office Christmas, the UK’s largest Christmas party agent, which books over 80,000 people into Christmas parties each year, says: “The Christmas party is an essential part of company life and is a marker of value and appreciation for staff. At the end of a tough year, there is no better value for money way to say thank you to staff and

Corporate responsibility is influencing the market, and a lot of clients will book again the following year, or even later that same year, if they find the venue to their liking boost morale going into the New Year. You don’t have to spend vast amounts of money, but putting time into thoughtful planning and careful consideration of your guests’ needs will deliver a successful event.” Planning should start early. Numbers are difficult to cement, but finding a venue that can deliver beyond your expectations without cutting corners can be very beneficial. Fortunately, there is a means of choosing a quality Christmas party venue that is gaining momentum. Endorsed by Visit England, adopted by hundreds of venues, and increasingly demanded by event organisers is the Meeting Industry Association’s AIM (Accredited in Meetings), a national standard for meetings and events. These professional event buyers, from both the public and commercial sectors, demand AIM because they know the standard enables them to achieve the most from their budgets, with no unforeseen or surprise costs. Because of the stringent grading criteria an AIM venue has achieved, event organisers

Conferences & Events


are confident their event is in the hands of hard working, well trained, highly motivated people, and all their needs will be met with the minimum of fuss. Christmas parties can be expensive, but there are ways to save money. Considering weeknights can get the same party for up to 40 per cent less than a Friday or Saturday. Non-traditional venues can create a great atmosphere and unusual spaces in great locations at a fraction of the cost, and are also capable of holding huge numbers of guests with state of the art sound and lighting already in-situ. Shared parties are also becoming an attractive alternative to the traditional exclusive event that large groups would typically book. It is a money saving option and with private dining options you have the privacy to deliver speeches, awards and special thanks whilst also benefiting from all the atmosphere of a bigger celebration with more entertainment than would ordinarily have been within reach. "

Calverley House Conference Centre heythrop park resort


• Character building and prominent address in the centre of Tunbridge Wells • Meeting rooms for all occasions – Team meetings, training and conference sessions • All conference rooms have air conditioning and heating

350 Bedrooms 21 Meeting Rooms 400 Guest Capacity

• Technical support available to meet all training and conference needs • Larger rooms include two metre electric screen with data protection; plasma relay screen; DVD and video playback; lapel radio microphone linked to audio/visual system; zoned ceiling speakers; networked PC with wireless peripherals; wired and wireless internet access

T: 01892 704000 E:

01608 673333



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Specialist vehicles framework from the UK’s largest public sector buying organisation Providing a compliant route to market, assisting buyers and fleet managers to procure: P Light commercial vehicles P Refuse collection vehicles P Winter maintenance vehicles P Highways maintenance vehicles P Tippers P Chassis and cabs P Trailers P Sweepers P Gulley emptiers P Modified vehicles

P Bespoke vehicles P Refurbishment of existing fleet P Mini buses, midi buses, coaches and buses P Fire appliances P Access ladders and platforms P Control and command vehicles P Emergency response vehicles

YPO offers customers various levels of support - from a free “top and tailing” mini-competition service to a full managed mini-competition service (excludes specification writing). Visit the team

Stand A78

For more information on the framework, please contact the team:

01924 834 814

Bringing the emergency services together

Emergency Services Show


All those involved in emergency prevention, response and recovery will be attending the Emergency Services Show. Government Business reveals what the industry can expect The Emergency Services Show will be taking place on 21-22 September at Hall 5 of Birmingham’s NEC. The additional space provided by the move to Hall 5 this year will allow for the show to grow and will mean that it can offer visitors more features and seminars during their visit. There will be free seminars available to all visitors covering five main areas. These are: ICT Innovations; PPE; The Learning Zone; Drone Zone; and Home Safety.

a case study setting out Cheshire Fire and Rescue Service’s ‘Innovative use of the Exeter Health Data’. It looks at how an organisation can deal with a large quantity of data – in the case of Cheshire, this amounted to 206,000 records. Through a process of strategic intelligence analysis, Cheshire was able to create its own categories of risk using four indices: personal risk, geo-demographic risk, lone person risk and response risk. As a result it was able to hone in on the data and get that large dataset down to lists closer to 20,000.

This year’s Emerg Service ency will fea s Show tu CPD-ac re a new Trauma credited Car & Educae Training tio Zone n

FINDING THE RIGHT ZONE Aimed at developing relationships and partnerships between voluntary organisations and the bluelight services, The Collaboration Zone is the networking focus of the show. There will be around 80 companies, government bodies, charities and other organisations exhibiting in this area alone, ensuring a wealth of opportunities to share and catch up with new developments. The Drone Zone is the area to meet the suppliers of the latest kit, and learn at the Drone Zone seminars. As well as showcasing drone suppliers, the new Drone Zone will bring together industry specialists and end-users who will be making presentations on UAV technology and sharing their experiences with delegates. The programme includes a presentation on risk management for Remotely Piloted Aircraft Systems (RPAS) and the factors affecting RPAS operational safety in both civil airspace and commercial space. Other sessions will cover privacy, security implications and legislation. Elsewhere, water rescue demonstrations are planned for the Pendigo Lake, adjacent to the outdoor exhibition area outside Hall 5.

TRAUMA CARE TRAINING This year’s Emergency Services Show will feature a new CPD-accredited Trauma Care Training & Education Zone. Comprising CPD skills stations for individuals to compete at, and a training suite where teams take part to perform a primary survey under pressure, the interactive zone is open !

HOME SAFETY 2016 This is a new event within the Emergency Services Show looking at new products on the market and the approaches being taken by emergency services to help people live safely in their homes. For the fire and rescue service, the move from response to prevention is nothing new, but one area of safety in the home that fire and rescue services have looked at is the hazards to older people around slips, trips and falls. The impact on an older person of a fall in the home can be substantial and puts pressure on ambulance and other health services, which are already experiencing increasing levels of demand. Anything fire and rescue service staff can do to prevent falls happening in the first place is a real benefit. Fire and rescue services are increasingly working with the NHS through Clinical Commissioning Groups. This partnership working has in part led to the development of the concept of the Safe and Well visit. Much of the work between fire and health is underpinned by data. One new dataset available to fire and rescue services is Exeter Data. The Chief Fire Officers’ Association (CFOA) and NHS England have an information sharing agreement that means that all fire and rescue services can now identify people over 65 who are registered with a GP. The Centre of Excellence for Information Sharing recently published




Email: Tel: +44 (0)161 443 4230/33 Visit

Autumn Event 9 & 10 November 2016 St James’ Park Newcastle upon Tyne


Join us for our annual Autumn Event for the latest briefings and updates on public safety communications and major programme news, including ESMCP What to expect... - Two half days of keynotes and sessions - Network with 300+ public safety professionals - Updates on delivery of ESN from the Home Office - Visit the industry’s leading suppliers in our exhibition zone Delegate Fees BAPCO Members and Public Sector Employees & Volunteers attend for FREE

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* Join BAPCO today for only £100 per annum and attend for FREE Who should attend? Anyone involved in ESN rollout and current public safety communications, be they public sector, private sector, user, supplier or consultant

Sponsorship and Exhibition We have a range of unique sponsor opportunities and our exhibition stands are selling out fast! For more information and to book, contact:

Visit us at the Emergency Service Show, NEC, Birmingham

Jo Sloan at or call 0191 241 4523 Questions? Contact Us: Tel: 03303 327173

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EVENT PREVIEW " to anyone involved in pre-hospital care, with any skill level. Free to attend CPD skills stations will cover: airway management and ventilation; catastrophic haemorrhage control, explaining how to control a full spectrum of bleeding; splinting and immobilisation, which will take place in a simulated car, looking at pelvic stabilisation; and burns, examining a wide variety of dressings and techniques to address a full spectrum of burns. Each skills station will provide the opportunity to learn and get hands-on with the latest techniques, products and technology. Registration is for all four skills stations which will be completed in a circuit, lasting 20 minutes on average. Over the two days of the show, teams will compete for prizes in the inaugural Trauma Care Skills Challenge. The scenario-based test will take place in a fully immersive suite featuring world-leading technology with highly realistic, high-fidelity manikins and role models, and will be streamed live to visitors on screens outside the suite. To enter a team for the challenge, delegates must pre-register by 24 July 2016. Successful applicants will be provided with learning materials which they can add to their CPDme portfolios and use to prepare for the potential scenarios in the challenge.

COLLEGE OF PARAMEDICS The free 30-minute CPD workshops will be delivered from the expanded College of Paramedics area on stand J51, where CPD certificates will be issued to all those attending. Workshops cover: Emergency Childbirth – Breech Birth; Decisions in Trauma Care within the Pre-Hospital Environment; What’s new in Sepsis?; Trauma in Pregnancy; Positive Mental Health; Emergency Childbirth: Antepartum haemorrhage; Decisions in Trauma Care within the Pre-Hospital Environment; and The hidden killer – sepsis in obstetrics. FIND A NEW PRODUCT Over 450 exhibiting companies and organisations will be showcasing the latest solutions in communications, emergency medical care, protective clothing and uniforms, training and outsourcing. Companies exhibiting vehicles and vehicle equipment for the ambulance sector will include Baus, O+H, Terberg DTS, Cartwright, Volvo, Allied Fleet, BMW, Mercedes-Benz and Ferno. New exhibitors include Bariquins, which will be exhibiting its bariatric training mannequins for the first time in the UK, and Defib Store which manufactures outdoor defibrillator cabinets and works closely with the ambulance services. Private

Emergency Services Show


ambulance company Salop Medical Services will also be exhibiting for the first time. Around the show there will be valuable opportunities to network with other blue and amber light services, which are increasingly working together in emergency situations. Over over 80 secondary responders, voluntary sector partners and NGOs will feature in The Collaboration Zone. Key associations including BASICS, the Independent Ambulance Association, Association of Air Ambulances and Ambulance Services Institute will all be represented. ! FURTHER INFORMATION

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75 | Hall 5 | NEC | Birmingham | 21-22 September 2016 | | Hall 5 | NEC | Birmingham | 21-22 September 2016 | | Hall 5

Bringing the Emergency Services together to improve public safety A unique event for everyone who works in the emergency services • Network with like-minded emergency staff • Source new kit and save money • Meet the market leaders in emergency services products • Get updated on collaboration and multi-agency plans • See the newest products on the market • Gain CPD points from our free College of Paramedics workshops • Learn from past emergency situations at the free seminars • Get up to speed on UAV technology in the Drone Zone • Watch live water rescue demo's FREE visitor entry and parking at

ESS - the only show for the entire spectrum of the Emergency Services

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Government introduces Digital Economy Bill The Digital Economy Bill forms part of the government’s ambition for the UK to be the most digital nation in the world. It enables everyone to have the right to fast broadband, automatic compensation for consumers when telecoms suppliers don’t deliver as promised, and tougher penalties for nuisance callers. The Bill will enable the building of world-class digital infrastructure including fast broadband and mobile networks; give consumers the power to connect to digital networks, such as superfast broadband and 4G; reform the way

government uses data to deliver public services; and strengthen protections for citizens in the digital world. Digital Economy Minister Ed Vaizey said: “We want the UK to be a place where technology ceaselessly transforms the economy, society and government. The UK has always been at the forefront of technological change, and the measures in the Digital Economy Bill provide the necessary framework to make sure we remain world leaders.” READ MORE:


£17m in fraud discovered by data sharing exercise

Councils overcharged for IT purchases The annual IT Margins Benchmarking study has highlighted that local authorities are being charged up to 11 times too much for IT purchases, as a result of excessive margins by suppliers. The study, published by KnowledgeBus, found that the average margin paid by local councils last year was 19 per cent, despite best practice instructing a markup which is no higher than three per cent. Al Nagar, head of benchmarking at KnowledgeBus, said: “The most extreme example of excessive margins are regularly found on those lower volume, spontaneous, ‘as and when’ purchases. These are typically

unplanned purchases consisting of items such as memory sticks, power adapters and cables. “All procurement officers need to be aware of this trend. Although this type of purchase may be perceived to be of a lesser value, compared to major pieces of IT infrastructure, they can make up a good 25 per cent of the IT budget. “By the end of the year, this can easily add up to a six figure difference to the overall IT budget.” READ MORE:


HMRC facing digital challenge After addressing its customer service issues, HM Revenue and Customs (HMRC) is now anticipating a challenge in switching to online customer services, says chief executive Jon Thompson. Today, 40 per cent of customers renew their tax credits online. Thompson said that

GT News


the service ‘needed to mature’ and people ‘need to be able to trust it’ before a channel shift will become recognisable. He told the Public Accounts Committee that the transfer to moving digital was the organisation’s ‘most significant strategic risk’, but believed evidence showed change was happening.

A national data-sharing programme between public sector organisations and councils in Scotland has found nearly £17 million of fraud and error across services. A new report by Audit Scotland into the National Fraud Initiative (NFI) claims that the exercise discovered £16.8 million in benefit payments, discounts and pensions from the last two years. The initiative matches electronic data within and between bodies to detect and prevent fraud and error, and takes place every two years. The latest records brings the total cumulative outcomes since NFI began to £110.6 million in Scotland, and £1.39 billion across the UK. The latest exercise discovered: 5,939 overpayments being recovered to date, worth approximately £4.6 million; 4,846 council tax discounts reduced or removed; 94 occupational pensions stopped; 3,073 blue badges stopped or flagged for future checks; 868 housing benefit payments stopped or reduced; and £2.1million in further savings from the NFI 2012/13. Russell Frith, assistant auditor general, said: “The National Fraud Initiative makes a significant contribution to the security and transparency of public finances by checking that services are provided to the correct people and therefore helping to reduce fraud and error. It also acts as a powerful deterrent against persons who might be planning to commit fraud.” READ MORE:





CONSULTING Breakthrough innovation. Hands-on delivery. Lasting impact. PA is one of the leading providers of services to the public sector, with proven experience in delivering cost-effective and people-centric digital outcomes. This includes delivering scaled agile transformation in central Government, developing a cloud-based platform for the National Institute for Health Research allowing 10,000 researchers and staff to collaborate in real-time, and helping Basildon Borough Council use technology to enhance the public’s experience of local government. We combine in-depth knowledge of government and the public sector, market-leading technical expertise and a focus on delivering sustainable results.

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The Crown Commercial Service provides commercial services to the public sector, saving money for the taxpayer. Government Business analyses the latest news, policies and agreements The Crown Commercial Service (CCS) brings policy, advice and direct buying together in a single organisation to: make savings for customers in both central government and the wider public sector; achieve maximum value from every commercial relationship; and improve the quality of service delivery for common goods and services across government. Working with over 1,400 organisations in the public sector, CCS’s services are provided by more than 2,600 suppliers. The CCS is responsible for: managing the procurement of common goods and services, so public sector organisations with similar needs achieve value by buying as a single customer; improving supplier and contract management across government; increasing savings for the taxpayer by centralising buying requirements for common goods and services and bringing together smaller projects; and leading on procurement policy on behalf of the UK government. Frameworks are a shortcut to access a wide range of products and services available directly from hundreds of different suppliers, helping companies and organisations navigate through the rules and regulations, saving both time and money. The CCS is in place to make sure that small and medium-sized enterprises (SMEs) have access to government contract opportunities, making it easier for them to do business with the government, and making sure that 25 per cent of government’s spend, either directly or in supply chains, goes to SMEs.

The departm has assu ent it rema red that on deliv ins ‘focused money ering value for fo and the r customers followintaxpayer’ g Brexit outlined in its 2016-

UNDERSTANDING BREXIT IMPLICATIONS Understandably, the CCS has been overwhelmed with questions regarding it’s procurement policies after Britain voted to leave the European Union in a historic referendum result on 23 June. While much remains unknown, the department has assured that it remains ‘focused on delivering value for money for our customers and the taxpayer’ and will continue to advice ministers on longer term opportunities. In the meantime, CCS will pursue with its plans to save between £140 million and £180 million on technology next year, as

17 business plan. With ambitious plans to help government departments and the wider public sector achieve further commercial benefits and savings from their spend on common goods and services in the year ahead, the plan reaffirms the department’s commitment to effective service delivery and in delivering the government’s objectives on procurement policy. This includes increasing the volume of government spend with SMEs and implementing planned measures to support economic growth. The CCS has also said that the next year will see a number of milestones for the Crown Marketplace project, its digital platform for departments to find suppliers.

Language Services agreement, developed in conjunction with suppliers, charities, regulatory bodies and customers, became live in May and is designed to ensure all public sector organisations have access to high quality language services at a sustainable price. Features of the new agreement include: coverage of 250 languages and dialects; a regional structure to provide increased opportunities for small businesses; the regional structure also supports sustainability by helping reduce carbon footprint through less travel; UK based, security cleared translators available to ensure confidentiality and security; a range of translation formats including braille, audio, large print and transcription; and the secure exchange of documents 24 hours, seven days a week, 365 days a year.

GROWTH FOR SMES Over 75 per cent of suppliers on the new Language Services agreement are SMEs. The

LANGUAGE SERVICES As the main supply route for a number of public sector customers including NHS !






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Case Study: Critiqom Communications company Critiqom generated over £500,000 worth of new business in just eight months, after becoming a government supplier on the CCS Postal Goods and Services framework agreement.

Procurement Services


With production facilities in Bellshill and Warrington, and offices in Newcastle, Birmingham and London, Critiqom is able to offer a range of print, mail and multi channel communication services to customers across the country. Being a government supplier has made a huge difference to their business. Ian Forster, sales director of Critiqom, said: “Since being on the framework we’ve had greater visibility of work opportunities, and we’ve been successful in applying for a lot of it. Our sales and awareness have improved significantly across all public sector areas, and we’ve generated over £500,000 worth of new business in just eight months.” He added: “In order to win business you have to actively promote the framework and the services your company can offer. Our message was educational and very targeted. It helped the audience really understand how they could use our offer and the benefits it could bring them, while at the same time ensuring we showed how we could help increase efficiency, drive down cost and improve their customer communications.” ! trusts, local councils and government departments, the Language Services agreement ensures that clients have access to quality interpreters, often at short notice, in an efficient and cost effective way. The objective of the agreement is to provide access to the right, quality services at a sustainable price. The agreement provides an enhanced scope of services through the use of technology, increased SME and regional presence, greater customer choice and flexibility, as well as supporting carbon footprint reduction. Throughout the development of the agreement a wide range of stakeholders were consulted including suppliers, charities, regulatory bodies and customers. The regional structure ensures sufficient capacity and increased opportunities for a diverse supplier base including SMEs and supports sustainable procurement by helping companies reduce their carbon footprint. HEALTH SERVICES CCS provides the NHS with a compliant way to source all of their agency staffing needs through five framework agreements that have been approved by NHS Improvement. Framework suppliers have formally signed up to contract variations to ensure that NHS Improvement price caps are contractually embedded and that an override mechanism is available, allowing NHS trusts to stay ‘on framework’ if they need to go over the price cap to ensure patient safety – but only where written permission has been given. NHS Improvement has implemented a price cap on the amount of money that trusts can pay per hour for agency staff working for the NHS. Alongside the cap, new rules, which came into force on 1 April 2016, include a requirement that all agency staff sourcing must be done through approved framework agreements. There are five CCS frameworks approved by NHS Improvement for suppliers to use. They are: Multidisciplinary Temporary Health Personnel (RM3711) – used to source all temporary clinical staff needs, across all health and social care job roles and pay bands; Non Medical Non Clinical (RM971) – to source temporary non-clinical staff in any office, clerical or manual role from the most junior to the most senior, including board level roles; Agency Nursing and Social Care (RM970) – for the supply of agency nurses and social care workers, covering the full range of job roles and bands; Allied Health Professionals, Health Science and Emergency Services Temporary Staff (RM959) – for the supply of allied health professionals, health science services and emergency services temporary staff; and Locum Doctors including Locum GPs (RM1570) – for the supply of temporary and fixed term locum doctors across the full range of grades and specialities, including general practitioners (GPs). Richard Somerset, senior category manager, Doncaster and Bassetlaw Hospitals NHS Foundation Trust, said of the agreement: “Having "

“Since being on the framework we’ve had greater visibility of work opportunities, and we’ve been successful in applying for a lot of it” CONSULTANCY

Providers of consultancy, technology and innovation Changing citizen behaviour and expectations, the opportunities offered by digital technology together with substantial fiscal pressure on both central and local public services require you to think differently; both about the way your services are designed and delivered as well as the ways in which your organisations operate. This service transformation is about being citizen-centric, simpler to deal with and more efficient in delivery. It’s also about being more insight-driven and agile in everything you do. PA Consulting Group is a consulting, technology and innovation firm. It is proud to work at the heart of service transformation in central and local government and with other public sector bodies. The company is helping central government transform services and capabilities for the digital age and local government deliver the next generation of social care

as well as enhance the public’s experience of local government. This is not simply about putting paper forms online – it’s about rethinking and modernising service delivery. PA achieves this by working shoulder-toshoulder with you, supporting the delivery of new services as well as building capability within your organisations to create a lasting impact. The company’s clients choose it because it doesn’t just believe in making a difference. It believes in making the difference. FURTHER INFORMATION Tel: +44 (0)20 7333 6185 publicsector




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FRAMEWORKS ! attended two CCS workshops about agency staffing, I found the workshops to be useful, informative and beneficial. CCS staff were knowledgeable, helpful and willing to explain in detail the agency rules process and how it links to frameworks. The ability to network with peers was also invaluable. “These workshops helped me to obtain a better understanding which helped to fuel my knowledge for a recent procurement Doncaster and Bassetlaw Hospital (DBH) ran through the CCS RM3711 framework for Multidisciplinary Temporary Healthcare Personal. The help I received from CCS, and in particular Helen Hess, with regards to the procurement exercise DBH ran on behalf of three trusts, was of the highest standard and helped the trust complete a successful procurement that will save millions of pounds a year.”

The CCS is in place to make sure that small and medium-sized enterprises have access to government contract opportunities, making it easier for them to do business with the government SPECIALIST LAUNDRY SERVICES This agreement has been developed to provide cost-effective and quality controlled specialist laundry services for re-usable CE marked barrier textiles, such as surgical drapes and gowns. It is can be used by all public sector organisations and supports the Department of Health’s objective to enhance the safety and quality of services for users and patients.

Procurement Services


The main services provided by suppliers are the processing (wash and finish) and transportation (collection and return) of re-usable surgical drapes, gowns and packs which are owned by the contracting authority or hired by the contracting authority from the supplier. A range of additional services are also available through the agreement. These services are only available alongside the main services outlined above, and may incur further costs. They include: weekend and Bank Holiday services; management of on-site theatre top-up service; management of scrub suit/ theatre garment locker service; barcoding/ Radio Frequency Identification (RFID); and alteration/repair service. This specialised agreement follows on from the successful operation of the previous Laundry and Linen agreement (RM849), which expired on 24 May 2015. It complements the "





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Procurement Services

FRAMEWORKS ! general services provided by Laundry and Linen Services (RM1031). VEHICLE TELEMATICS In May 2016 the CCS, the government department that provides commercial services and financial savings to the public sector, launched its latest framework agreement to help the public sector improve fleet safety and efficiency. In a statement the CCS said it was ‘seeking to establish a pan government framework agreement for the provision of vehicle telematics goods and services to vehicles which are based and/or travelling throughout the United Kingdom of Great Britain and Northern Ireland, including the Highlands and Islands of Scotland and into Europe.’ The agreement, which was published on 4 May, has been designed to help organisations manage their fleets more effectively by improving safety and efficiency through the use of telematics technology. The CCS has claimed that through the realisation of such benefits, the public sector organisation should be able to save £3 for every £1 invested. Telematics is currently used to allow fleet managers to monitor aspects of their fleet such as fuel consumption, vehicle tracking and driver behaviour, in order to identify ways to make significant cost savings. An important part of mature fleet "

Only a limited number of manufacturers install telematics technology in their vehicles as standard. However, given the rise of mobile apps, a black box is no longer necessary to gain access to the advantages of telematics

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! management is the collection and analysis of vehicle telematics data to reduce fleet costs, support employersâ&#x20AC;&#x2122; duty of care obligations, increase productivity, improve vehicle security, manage legislative compliance and reduce carbon footprints. Vehicle telematics also supports the whole life cost management of vehicles by providing live, operational data.

THE BENEFITS OF THE AGREEMENT The deal has been developed in partnership with police, ambulance, local government and central government customers and features a range of suppliers, including small and medium sized businesses. The 11 suppliers covered under the agreement includes LD Automotive, APD Communications,

The Language Services agreement ensures that clients have access to quality interpreters, often at short notice, in an efficient and cost effective way

Ashwoods; E-Pire; EDC Systems (trading as Traffilog UK); Exeros Technologies; FMG Support; Greenroad Technologies UK; L and A consultants; and Ctrack. In addition, public bodies will be able to call off services from suppliers on the framework for the four year life of the contract. By establishing an agreement for vehicle telematics for public sector organisations, the sector will see a range of benefits. Advantages include encouraging vehicle tracking which supports the management of risk involved in driver safety (including two-way communication), work planning and vehicle usage. In particular, by enabling fleet managers to have a better understanding of driver behaviour, they can help improve safety by identifying driver habits and can subsequently source appropriate training needs. The agreement also offers the potential to achieve a reduction of insurance premiums as well as a reduction in emissions through effective driver behaviour management, fuel consumption efficiency and future vehicle selection. It aids whole life cost analysis and management by tracking servicing, maintenance and repair costs on vehicles. Furthermore, for vehicles which are in private user schemes, the telematics agreement can help distinguish between operational and private use to help with expenses and tax returns; and supports duty of care and regulatory compliance. "

Procurement Services


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reduction in insurance premiums. The original tender documents from the contract have suggested that the total value of the framework could reach between £10.8 million and £24.3 million. Starting on the 25 April 2016, the agreement is due to reach completion on the 25 April 2020. Currently, only a limited number of manufacturers install telematics technology in their vehicles as standards. However given the rise of mobile Android and Apple apps, a black box is no longer necessary to gain access to the advantages of telematics. Nonetheless it has been pointed out that phone apps could be a potential distraction, especially as the phone needs to be in the vehicle to work.

! According to the CCS, the vast majority of vehicles to be utilised under the framework will be cars and light commercial vehicles. However, suppliers will be required to provide data recording devices and associated equipment which are suitable for fitting into other types of vehicle including agricultural, construction equipment, plant and boats.

THE VALUE OF SAVINGS With regards to the savings methodology, the CCS explained the £3:£1 claim is based on the efficiencies and reduction in expenditure achieved in your fleet budget through things like: a reduction in fuel consumption; maximising vehicle usage; a reduction in accidents; and a

Procurement Services


A GROWING NEED FOR DATA In an interview with the Financial Times, Ralph Morton, editorial director of Business Car Manager, advised that the use of telematics is set to grow considerably over the next few years. It is predicted that by the end of the decade, 75 per cent of vehicles produced will have some level of connectivity to the internet. Morton said: “All our intelligence suggests that monitoring by telematics is increasingly accepted as a fact of life and the benefits more fully understood. Vehicles also generate data on how they are being driven – perhaps too much acceleration or speeding, for example – allowing "

Verizon Public Sector Solutions We are bringing our extensive range of globally scaled solutions to the UK and Europe Public Sector marketplace. We are active in G-cloud with several recent wins. Our focus is on identity, software defined networks (SDN), cloud and security services. Identity: We manage millions of identities and support over 25 identity programs for governments around the world. We are a certified provider for the UK Cabinet Office platform, GOV.UK Verify. Our Cloud platform has UK Data Centers with ISO27001 certification. You have likely heard about the Verizon Data Breach Investigations Report (DBIR), our highly acclaimed annual report on data security. We also have extensive security capabilities including: forensics, SOC, perimeter protection and cloud security. Rapid Response Retainer for Public Sector gives you the peace of mind that if you suffer a cyber attack, Verizon will deploy our expert forensic team to help you to contain the attack and get your business up and running as quickly as possible. Our services are available via Digital Outcomes, Network Services , GCloud and Cyber Security frameworks



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Procurement Services

FRAMEWORKS ! companies to take intelligent decisions about driver training and to the benefit of fuel consumption and accident reduction. â&#x20AC;&#x153;Reasons for breakdown and likely component failure rates can also be identified. Evermore importantly, it also allows fleets to demonstrate to insurers the levels of safety they have achieved, with the potential for reduced premiums.â&#x20AC;? DIGITAL SERVICES 2 This is the second iteration of the Digital Services agreement, with Digital Services 1 having expired on 8 August 2015. Digital Services is a dynamic style framework with the specific aim of helping the public sector buy, design, build and deliver digital services using an agile approach, by procuring the appropriate people and resources to deliver agile software development. Digital Services has been built to create a diverse pool of specialist agile service providers to enable government and the public sector move traditional services to a user centric design service, which is lower cost and flexible to enable continuous development and improvement. It specifically enables and supports the government digital by default strategy and Cloud adoption. The Digital Services 2 commercial agreement has been designed, in collaboration with the Government Digital Service using "

Digital Services has been built to create a diverse pool of specialist agile service providers to enable government and the public sector move traditional services to a user centric design service, which is lower cost






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Specialists in developing Town and Parish Council websites

Features Include:

Accessibility Business Directory Committees Community Forums Contact Us Events Calendar Gallery Interactive Polls Legal Pages Map Minutes News Organisations Search Services Slider Transitions Smartphone Enabled Unlimited email accounts

The Council fully mobile compatible website package has been designed to meet the specific needs of Town Councils & Parish Councils. We offer an extensive list of features which have been developed over many years of working with Town & Parish Councils. Please call us to discuss your specific needs.

Victoria House Victoria Street Taunton, Somerset TA1 3FA

TEL: 01823 353760

Through true intelligence ORC International helps clients to optimise today, understand how to win tomorrow, and realise the future. Across our specialist areas of customer experience, strategy, marketing and employee research, we provide insights which are evidence based, connected, and relevant to organisational context. ORC International’s MRS award-winning Public Sector team has an extensive record of conducting research on behalf of Government departments and agencies. The full service capability involves qualitative and quantitative approaches, with the ability to manage large-scale, multi-method programmes of research. Areas include: • Policy and programme evaluation research –Helps government departments and agencies to understand the impact of regulation on business and employer awareness, attitudes, intentions and behaviour in relation to legislation. • Statistical analysis capabilities – Specialist team able to conduct complex sampling design along with analysis. Gives further insight into survey results through use of statistical techniques such as segmentation, multivariate and conjoint analysis. • Customer experience research and performance tracking – Programmes designed to help government organisations action plan and implement change, directly feeding into customer experience and ultimately driving success. We can also call on our team across North America and Asia Pacific to provide wider context to issues and opportunities. 020 7675 1000




" an agile approach, starting with user needs and business outcomes, with lots of customer and supplier engagement, feedback and further iteration. For the first iteration of Digital Services, savings of £6.4 million were made against a spend of £14 million. As digital services are generally a new service with

no previous spend to compare against, the benefit methodology is to take an average of all bids under the tender and compare to the winning bid. The Digital Services 2 agreement supports the delivery of the Government Digital Strategy by: giving public sector customers easy access to suppliers with

The Digital Services 2 agreement supports the delivery of the Government Digital Strategy by: giving public sector customers easy access to suppliers with the right capabilities

Procurement Services


the right capabilities, who comply with the Digital by Default Standard and align with the Government Service Design Manual; providing a large, diverse pool of capable suppliers from small and medium size businesses to the agile practices of the traditional tier-one/ system integration suppliers; ensuring supplier capacity to enable the delivery of digital projects at multiple UK locations; and providing a flexible and speedy route to meet customers’ digital project commissioning requirements. ! FURTHER INFORMATION



Products & Services




Future Processing is an experienced Polish offshore software development service provider, working mostly with European companies. Based in the heart of Silesia, it is at the hub of European software talent and technical expertise and innovation. Future Processing currently employs over 700 people undertaking ambitious technology and business ventures. The company was founded in 2000 and is still led by Jarosław Czaja, Ernst & Young Entrepreneur of the Year Award finalist. Future Processing believes in building lasting relationships with clients. Through the company’s bespoke software development it enables clients to be more innovative, competitive and focus on their core business.

Leighton is a digital technology services company aimed at supporting companies in delivering a better service to their customers, reducing costs, increasing sales and gaining process efficiencies. Quality is paramount to everything Leighton does. The company is ISO270001 and ISTQB certified, ensuring it adheres to strict data security and testing procedures. Leighton assists businesses with their digital strategy and transformation, and has helped create bespoke solutions from commercial consumer-facing sites, full scale digital rebrands to employee, corporate communication tools. Clients include British Airways, Home Group, Sage, Asda, RM Education and Avios. Leighton considers itself as both an innovator and an enabler. It adds value through analysis of the business strategy of clients and what they are trying to achieve short and longer term. Whilst it delivers great front

Providing quality software Driving commercial success development services through connectivity Consequently, most Furture Processing’s clients choose to come back time and time again. Over the last 16 years Future Processing has delivered a number of large software projects ranging from data capture and analysis, software for finance and transport industries, to medical imaging and vision inspection systems. At the moment the company is capable of helping you with any technology related project from business analysis through dedicated software development, up to support and maintenance of your project. Future Processing also maintains strong links with Poland’s leading educational centres and, over the years, has won numerous awards and gained industry recognition. FURTHER INFORMATION Tel: +48 32 4384309



Knowledge Mappers is a unique, UK-based information mapping company dedicated to connecting people with the information they need to know using maps (of all sorts!). As well as expertise in geographic mapping tools like ESRI, MapInfo and Google Maps, it is also expert in Mindjet MindManager, the world’s best information (‘mind’) mapping software. The company’s skill lies in creating intuitive-to-use, flexible digital maps and visual knowledge framework resources that boost individual / collective productivity by enabling users to more efficiently discover, capture, create, assimilate, organise, manage, retrieve, share and act on information. Users will also find connections and insights they didn’t know before.

With the Zypha Technologies solution, recurring and ever increasing I.T. maintenance costs, support expense and hardware, MS Office license refresh costs and performance need no longer present a challenge. Zypha’s approach is simple: It is an outsourcing company that hosts and manages all of your desktop, server and storage estate – hardware and software alike – all virtualised in our private cloud. And, unlike so many other providers, Zypha includes its own in-house 24/7 IT help desk support. Hypha enables you to leveraging Technology to gain advantage for your business! It is Scalable, with a modular infrastructure, you only pay what you use budgeting and forecasting to the penny; efficient and environmentally friendly, you can reduce your energy costs by up to 95 per cent, your technology can be ISO14001accredited;

Agile information capture and sharing made easy


This helps users to stay on top of all their information so that they get a lot more done, more quickly with a lot less stress. As part of the Mindjet International Value Added Partner (MIVAP) Network, Knowledge Mappers help support the two million+ MindManager users worldwide, - including over half of the Global 2000 and Fortune 100 Corporations’ with bespoke content, sales, training and consultancy. Knowledge Mappers looks forward to helping the knowledge workers of the UK public sector make MindManager their ‘go to’ digital information tool for all aspects and phases of their agile/ digital transformation projects. FURTHER INFORMATION


end and user engaging assets, it also creates time saving, efficient workflows and backend elements which are just as important to a holistic approach. Leighton’s services portfolio includes (but is not limited to); UX and web design, content management, portals, apps, testing, project management and business analysis. Leighton has 20 years of experience in creating the most effective solutions and understanding the common pitfalls associated with digital strategy. FURTHER INFORMATION Tel: 0191 305 5140

Have all of your services on one integrated system

security conscience, it is as secure as online banking, the Zypha data centre is ISO27001 accredited; always available, you can work anywhere on any device, anytime – all you need is an internet connection; and strategically orientated, with 20 years’ experience delivering cloud technologies globally – it makes technology work for your business and is an enabler for your business’ growth. For more information, please contact Derek Bell. Alternatively, call to speak to an adviser. FURTHER INFORMATION Tel: 03333 445 554



Do you have the right skills and talent to deal with Digital, Cloud, SIAM, Cyber Security and DevOps? You know what your planned initiatives are – but do you know if your organisation has the right skills and talent to facilitate it? What about skills shortages? Do you know if your team has the skills that are essential in addressing predicted shortages, ensure market competitiveness, and mitigate some of the risks from cyber terrorism, industrial espionage and information security attacks? Are you missing any skills? What can you do about it? BSMimpact has been providing customised solutions for organisations since its incorporation in 1998. BSMimpact’s staff have extensive experience in the delivery of projects big and small, in areas

Daemon Solutions is passionate about helping its customers cut through traditional IT barriers, using an agile approach to add tangible value to your IT investment. At the core of Daemon’s business is the generation of significant ROI for customers by providing high quality technical delivery across six key areas: Cloud Expertise - full life cycle consultancy wherever you are on your cloud adoption journey; DevOps Mastery - a holistic approach to accelerating software delivery, even at an enterprise scale; Performance & Operations - world-class consultancy to ensure all your applications are super-fast whilst being available 24/7; Project Delivery - high profile, critical and business transformational projects; Digital Products data-driven applications that produce valid, accessible and actionable insight from any device; and security -through

Do you have the right digital skills to succeed?

such as IT Service Management, ISO/IEC 20000, SFIA, ITIL, COBIT, and Management of Change initiatives to name a few. BSMimpact is the leading Accredited SFIA consulting and training partner, with a wealth of global experience working with the SFIA framework. Get in contact to find out how BSMimpact has helped the government and private sector businesses around the world to understand what skills they have, and what skills they require to have a succesful future. FURTHER INFORMATION Tel: +44 (0) 800 756 9998

Value from investment in IT consultancies



ComX provides consultancy services and interim professionals to central government departments, secure agencies, and leading private sector clients. ComX was formed in 2003 based upon a long held belief that there was a missing element in the market place; that of an organisation focused on treating every client and associate as an individual. It manages the full recruitment process, providing an exceptional, personal and bespoke service to both clients and associates alike. What makes ComX unique is its outstanding and unrivalled network of contractors and associates who bring with them many years of hard won experience and expertise: each one is a leading expert in his or her field. Underpinning the company’s service is the assurance that any teams or individuals that it offers have

2T Security provides specialists to help solve the difficult security problems faced by their clients, through the company’s expert client-side advice, to projects of all sizes. All staff were previously members of the CESG Listed Advisers Scheme (CLAS) and are now certified under the CESG Certified Professional (CCP) scheme, at lead level in the Security Architecture and Security and Information Risk Adviser areas. The company is a UK Cyber Security Supplier to government. The company has provided help to many areas of government, including HM Land Registry, the Student Loans Company, the Government Digital Service, and the Health & Social Care Information Centre. It also works in the private sector, with clients in financial services and healthcare. 2T Security’s services fall into three key areas: delivering expert

Products & Services


all of our delivery, security has the highest of priorities. Daemon Solutions is currently offering a free, no-obligation, fact-finding consultation to demonstrate how you could achieve enhanced value from your IT spend. To take advantage of this offer please contact the company via the details below, or alternatively search for Daemon Solutions on the g-cloud digital marketplace. FURTHER INFORMATION Tel: 0800 046 3987

Providing excellent service Designing and reviewing to clients and associates security architecture

been referred by colleagues or clients, or expertly sourced from ComX’s extensive network of associates and thirty years of experience. All personnel hold the appropriate level of security clearance required for the task up to and including DV. Government clients include: MOD; DSTL; BIS; MoJ; Cabinet Office; Home Office; FCO; DfT; Highways England; Hydrographic Office; CCS; NHS; DoH; OXFAM; VOA; HSE; TSol; DCMS; CQC; DWP; DEFRA; and DECC. FURTHER INFORMATION Tel: 02082491515

security architecture advice to major projects; performing process and architecture reviews for new and existing systems; and delivering effective, businessfocused risk management through its RiskTree™ process and software, which is being used by both public and private sector clients to support assurance, accreditation, and ISO27001 certification. The company has been trusted to provide its services via the G-Cloud since G-Cloud 4, and is now also a part of the Digital Outcomes and Specialists framework. FURTHER INFORMATION tony.badsey-ellis@



Products & Services



Specialising in the art of business intelligence Through true intelligence ORC International helps clients to optimise today, understand how to win tomorrow, and realise the future. Across the company’s specialist areas of customer experience, strategy, marketing and employee research, it provides insights which are evidence based, connected, and relevant to organisational context. ORC International’s MRS award-winning public sector team has an extensive record of conducting research on behalf of government departments and agencies. The full service capability involves qualitative and quantitative approaches, with the ability to manage large-scale, multi-method programmes of research.

Areas include: policy and programme evaluation research which help government departments and agencies understand the impact of regulation on business and employer awareness, attitudes, intentions and behaviour in relation to legislation; and statistical analysis capabilities with our specialist team able to conduct complex sampling design and analysis. This gives further insight into survey results through use of statistical techniques such as segmentation, multivariate and conjoint analysis. It also includes user experience research and performance tracking to help government organisations action plan and implement change, directly feeding into customer experience and ultimately driving success. FURTHER INFORMATION Tel: 020 7675 1000

Designing model town and parish council websites Somerset Web Services has been building websites for over 10 years and during that time it has worked with a number of town and parish councils. After the first few the company realised that a list of requirements were identifying themselves, so it put together a specific website style to fulfil those very specific needs; needs such as the ability to share local information, minutes and agendas, events, various policies and breaking news. These websites needed to be easy to update and fully mobile compatible. They had to be easy to navigate and have quick links to important contact details and information. Whilst the designs have been updated over recent years, the basic core of the website has been tested over again. Somerset Web Services have repeatedly been told that it meets the requirements



Zengenti has over 15 years of experience in developing websites from scratch or migrating existing content. They work closely with public-service organisations to meet their particular needs, on time and within budget. Zengenti’s content management system, Contensis, is available through the G-Cloud 7 and 8 frameworks and is currently used by 27 councils across the UK. Contensis is a CMS that powers large, complex websites. From features like personalisation, through to multilingual publishing, everything it builds into Contensis is designed to help you build relationships with your users. Your audience will feel understood by you, and you will better understand your visitors. Ruth Woodbridge, digital manager, Staffordshire County

Cyber attacks are rapidly grabbing headlines with increasing aplomb and many organisations feel powerless to defend against them. Time and time again, organisations large and small are succumbing to the effect, resulting in financial loss, downtime and reputational damage. However, SJG Digital know that there isn’t a silver bullet that is going to help you protect you organisation but when you have multiple defences working in layers at different levels you protection against a whole range of attacks becomes more effective, more robust and makes your organisation more resilient. Clearly that’s a great place to be. Often, the cracks in an organisation’s armour are from its supplier who don’t practice the same levels of cyber hygiene as your own organisation. SJG Digital

Clever web software for content management



Council (4-star rated, SOCITM Better Connected Report), said: ”Having Contensis as our main web platform has made a massive difference in what we can deliver with our online services. The system offers a powerful search, the workflows make it a lot easier to keep content up to date, and the out-of-the-box web controls allow the team to enhance the site with minimum effort.” For more information about what Zengenti could do for you, please visit the website. FURTHER INFORMATION Tel: 01584 824202


of the various councils. Alongside this the company offers the ability to add an unlimited number of pages; it helps with optimising the site for the search engines; it installs Google Analytics so you can view your site’s performance; it provide email accounts (POP3 and IMAP); and you get full support via phone, email and the help desk open 9am to 5pm business days. Most importantly, Somerset Web Services will listen to you! FURTHER INFORMATION Tel: 01823 353760 info@somerset www.somerset

Cyber security: because it’s time to fight back

can also help you gain and maintain Cyber Essentials of Cyber Essentials Plus by helping you deploy it to your supply chain. Don’t let you organisation be the one grabbing the next headline because you’ve become a victim to ransomware or financial loss. It doesn’t have to be that way. Many organisations throughout the United Kingdom have taken advantage of the services SJG Digital offers and the experience that it can bring. Nobody needs to fall victim to Cyber Attack. Its time to fight back. Contact SJG Digital today and find how it could help you secure you business. FURTHER INFORMATION Tel: 01673 898001



LShift is a hi-tech software development company based in London. It is a small but perfectly formed enterprise. The company is home to the best development teams in the UK – not only in Lshift’s opinion, but in the opinion of a series of international blue chip companies across all sectors who continue to use its advanced research, consultancy and development skills. The key to LShift’s business is simple. It creates an environment that allows the best developers and engineers to work in a way which unlocks their creative potential, then it recruits the best minds it can find to work in that environment. LShift

For tlmNEXUS it is service first. Exceptional software designed around a customer’s ‘now’, ready to evolve and meet the demands of their ‘tomorrow’. It means listening and providing thought leadership. tlmNEXUS listen at every stage delivering the outcomes quickly with training and on-site support as required. It means it sets the bar high. The technology is robust and dependable, meaning a customer’s data is secure and their teams are fully trained, supported and ready to go from day one. For tlmNEXUS it’s about a true and enduring partnership, trust and keeping the customer focus where it needs to be. Staff at tlmNEXUS seek to be your trusted partners. Leading from the front, providing

Quality software solutions Streamlining abilities for tailored to your business stronger, efficient teams

has over 15 years experience of managing and delivering successful projects using rapid and agile delivery systems. And while it supports most of the usual software solutions, it is not the usual software resellers - LShift specialise in the use of open standards and Open Source technologies. Whatever the nature of the technical problem you face, LShift is sure to be able to help you surmount it. Get in touch and LShift will be happy to explain in detail how. FURTHER INFORMATION Tel: 020 7749 7749



Match was established out of a conviction that the current model for Talent Acquisition is inadequate and ineffective in the face of an accelerating pace of change and emerging organisational needs. The world of change continues to become more complex leaving many previously ‘good’ project managers unable to perform against the demands placed upon them. With businesses increasingly reliant on the speed and effectiveness of programme and project delivery the mismatch of requirements to hire can have catastrophic results. The traditional ‘key word’ search approach to finding the right capability in turn has become hopelessly inadequate. However Match is passionate about making a difference, offering a unique mix of experience, insight and technology to solve the

Although Verizon is known as a global telecoms provider, not many people are aware it is also a Gartner top quadrant cyber security provider and cloud hosting provider. You have likely heard about the Verizon Data Breach Investigations Report (DBIR), the company’s highly acclaimed annual report on data security with four million annual downloads. Its cyber services extend to managed security services, cloud based security, forensics ISO27001 and PCI compliance, consultancy and penetration testing. Verizon’s cloud platform is based within its infrastructure of 200 data centres worldwide and provides public, virtual and private cloud. Verizon manages millions of digital identities and supports over 25 identity programs for governments around the world. It is a certified provider for the UK Cabinet Office platform, GOV.UK Verify.

Aggregating experience, insight and technology

challenges its clients face. The company’s directors have all been in performance senior management roles in FTSE 250 companies for many years, several decades in fact, before forming Match Performance. Match believe that companies today need trusted advisors to shape and deliver their requirements, provide effective insights on market conditions, capability hot spots and benching activities, that will strengthen their Change capability and dieliver, moreover drive efficiency and ROI. Contact Match Performance today, if you would like to find out more! FURTHER INFORMATION

Products & Services


customised digital outcomes and services to support the most demanding of work environments, tlmNEXUS deal in output, balancing capability with value for money. It’s about bringing clarity, consistency and reliability to the customer’s processes and data. Going forward it’s about enabling the customer and their people to make informed decisions quickly, maintaining the momentum and driving the business forward. tlmNEXUS is proud to be a Crown Commercial Services provider assisting the public sector. FURTHER INFORMATION Tel: 0845 677 4480

Providing a range of digital solutions to your business

Verizon is a leader in software defined networks and Internet of things (IOT) with its acquisition of Hughes telematics. The company has approximately 180,000 employees which includes its acquisition of AOL. Verizon run multiple public sector customers globally and in the UK providing WAN, LAN, cyber, cloud, telephony and contact centre, including critical national infrastructure and classified environments. Verizon is in Network Services, G-Cloud, Cyber, Digital Outcomes , LASA and Verify frameworks. FURTHER INFORMATION Tel: 07880783166



Products & Services




The only way to ensure Digital by Default services will deliver real value is by focusing on delivering services that meet ever-changing user needs. JTPM provides agile coaching, training and delivery services that help government organisations build digital services by working in an agile way. Agile transformation isn’t going to happen overnight, so JTPM provides a range of services to support organisations throughout their agile transformation. Training in agile that aligns with the Digital by Default service standard provides a foundation of understanding about what it means to be agile, along with techniques that can help get teams up and running. Coaching enables teams to fully engage with their new way of working and gives them the room to learn while doing. It allows teams to mature faster and provides a sounding board

K Sharp ltd delivers usercentred analysis and human behavioural sciences expertise. Highly qualified and experienced subject matter experts, K Sharp is dedicated to improving customer outcomes and reducing costs. From feasibility studies, through solution development and in to project delivery, the company’s mission is to enthuse the customer through a passion for technology and how people use it. It wants to better understand the human factors that characterise the interaction between people, their tasks, systems and tools they use, and environments they operate in. K Sharp believe a humancentric approach is essential to addressing the challenges raised by the interaction between people and systems. Knowledge of how users access, process, utilise and exploit information drives solutions that do things more quickly, easily, lead to better informed decisions

Specialist in agile training, Managing human factors coaching and delivery in project development

for teams, providing reassurance and guidance to stay true to agile values and principles. Delivery Management provides hands-on leadership for your teams, allowing teams to focus on delivery, safe in the knowledge that they’re working in an agile way. The team will learn first-hand what it means to be agile and it allows for on-going skills-transfer. JTPM can be found on the Digital Marketplace. FURTHER INFORMATION Tel: 07808 726892



Totnes Rare Breeds Farm is a small, family run attraction set on the outskirts of Totnes besides the South Devon Steam Railway. The attraction offers a highly interactive experience where you can meet the farm’s amazing owls, cuddle a guinea pig, feed the greedy goats and get up close to the red squirrels, plus so much more! The farm is getting excited for the birth of its pygmy goat kids at the beginning of June. Ducklings and chicks await you in the Hedgehog Hospital and if you are lucky, you may spot one of the farm’s spiny friends. Totnes Rare Breeds Farm’s knowledgeable and friendly volunteers are always on hand to answer your questions and ensure you can make the most of your visit. The farm is extremely

The MailGUARD and MailGUARD+Plus (with extinguisher) is a simple, easily installed and an effective way to help protect vulnerable tenants from arson / anti-social behaviour type attacks, or just as an extra security measure to a property. Since launching MailGUARD letterbox security products six years ago, the products customer base has gone from strength to strength. Now the system is used by over 70 Police and Fire Services throughout the UK, as well as many councils and housing associations. There is no official BS Standard for this type of product, which is why Prestige Products is pleased to announce that on 16 October 2015 it received the coveted Secured by Design (SBD) Accreditation for the MailGUARD & MailGUARD+Plus products. These are the only products

Preserve the diversity of British wildlife


wheelchair friendly and the onsite cafe offers a range of tasty, freshly prepared food with indoor and outdoor seating areas. Totnes Rare Breed Farm looks forward to seeing you soon and hopes you will have a fun and memorable experience for the whole family. Please visit the Totnes Rare Breeds Farm website below for details on directions for parking and ticket prices. FURTHER INFORMATION Tel: 01803 840387


and a greater understanding of the consequences. K Sharp’s capabilities include Human Factors Integration methods and tools; human performance assessment; realtime simulation experiments; field trials; task analysis; requirements specification; Human Machine Interface design; specification and evaluation; usability; safety management including human error, and the development of Human Factors guidance and standards; as well as business and strategy development. FURTHER INFORMATION Please contact Philip Short: Tel: 07472 479454

Safeguarding you, your post and your property

of their type to carry the SBD accreditation. This is set out by the Association of Chief Police Officers (ACPO) which aims to help reduce crime through effective environmental design. The scheme calls for security products that meet policeapproved standards, where products have been certified by an accredited testing body (in this case Exova Warrington) to the specified standards. To download full details on the products, please visit the website FURTHER INFORMATION Tel: 0845 2419111



NCE Computer Group (Europe) is one of the leading independent providers of supply chain and data centre services with over 30 years of industry experience in field service, technical support, repair and engineering solutions and parts supply services across the globe. NCE provides a full range of Data Destruction Services to meet customers’ requirements and help them to comply with the new regulations. There are a number of options available depending on the type of data and the customers’ personal needs, all of them delivered to the highest standards. The company provides both off-site and secure mobile on-site data wiping and shredding, where all media types can be physically destroyed. Alternatively your data can be removed while leaving the media ready to be used again. NCE is dedicated to tailoring

Language Insight is a fullservice, experienced language partner dedicated to quality, outstanding project management and unparalleled levels of client care. A trusted translation company which will work with you in partnership, Language Insight go that extra mile to exceed your expectations. It will provide a fully customisable solution designed around your business needs, using only the most qualified linguists in a rapidly changing technological world. Specialising in both public and private sector work, its secure infrastructure has embedded its place in both the UK and beyond. Real quality is not a by-product of a system or the outcome of a single process, it is at the heart of every aspect of the business. It’s Language Insight’s people, its technology and its processes. But most of all, it’s the company’s approach to delivering an unparalleled level

Cutting edge design and delivery of IT services

services that meet and exceed customer expectations for both supply chain and data centre services. The company continually adapts to incorporate best-of-breed technology into the solutions and services it architects for its customer base that includes a wide variety of businesses in numerous vertical markets. Selecting from the full range best-in-breed software and hardware products available, NCE has the skills and experience to deliver a solution that is perfectly tuned for the customers’ individual needs and demands. FURTHER INFORMATION Tel: 01249 813666

Leaders of the translation and transcription industry



Geoff Neal Group has been at the forefront of printing for 40 years supplying a comprehensive range of services to government, retail, charity, healthcare and education sectors. The company’s products include a wide range of print in varying volumes, including: pads, forms, reports, brochures, leaflets, flyers, booklets, pamphlets, newsletters, stationery, general marketing and campaigning literature. Alongside its core business of printing Geoff Neal also provides; design services, online procurement, stock management, logistics and direct mail. It combines the flexibility and personal approach of a family business with best in class technology, systems and certifications of a large business. Geoff Neal is an expert manufacturer producing anything from efficient, cost effective jobs through to high

The Russell Press was established in 1968 by the Bertrand Russell Peace Foundation to provide a supportive and cost-effective printing service to its clients – an ethos that remains central to the company today. The company’s roots and structure make it easy for Russell Press to understand the needs of charities, social enterprises and campaigning organisations and natural for it to support their priorities. At the same time, The Russell Press has a growing list of corporate and public sector clients who appreciate its socially responsible approach along with its environmental and quality credentials. Russell Press specialises in magazines and journals, and short-run digital books, whilst retaining its roots in general printing. The company is happy to advise and support customers. Using Heidelberg B1, B2 litho and Konica Minolta digital presses, Russell Press has the

Products & Services


of service you just can’t get anywhere else. Quality is only enabled when systems and process work cohesively together, in partnership with clients. Real quality is why Language Insight’s clients return time and time again, never leaving. Quality is Language Insight. To discuss your requirements today, please call to speak with one of the team, or alternatively send an email. Language Insight looks forward to working with you! FURTHER INFORMATION Tel: 01772 252333

Achieving impressive print Russell Press: Printing perfection since 1976 for a singular purpose

end, bespoke products - the goto printer when the pressure is on. With four decades of successfully keeping clients’ promises you know that your work is in safe hands. You can expect Geoff Neal to work the way that suits you best and you can always rely on it to act with honesty and integrity. Geoff Neal will go the extra mile to make sure quality, service and delivery is never compromised. FURTHER INFORMATION Tel: 0208 751 4455

capacity, speed and quality to print at a very competitive price. The company’s Heidelberg CD102 press prints paper and board to the highest quality, whilst enhancing its ability to meet fast turnaround times and reducing costs in an environmentally friendly way. The Russell Press holds ISO 14001 Environment and ISO 9001 Quality Accreditations. It is also Forestry Stewardship Council certified and FOGRA Colour Management certified. FURTHER INFORMATION Tel: 0115 978 4505



Products & Services




Old fashioned vs traditional? FG Marshall has over 70 years of experience in delivering exceptional hand penned calligraphy and hand painted artwork to local authorities, whether it is for ceremonial purposes or for a personal memorial at Crematoria; no job is too big or too small. The company’s friendly and professional team work from its own in-house studio and on-site to deliver industry leading quality. Although it is a small business FG Marshall works internationally with customers in Australia, the Netherlands and the USA. In its Bindery FG Marshall design and make books specifically to order, from memorial books to donation books, every single book comes with a five year guarantee so that customers can be assured that whether the company uses new techniques or the techniques the monks used, their book will last a lifetime

At its site in Glückstadt near Hamburg, Steinbeis operates one of the most modern ecologically integrated factories in the recovered paper industry. Steinbeis processes recovered paper which is sourced locally, turning it into highperformance multi-purpose paper which is then used by local authorities, ministries, offices and major companies. All paper types have been certified by leading ecolabels and consumer protection labels: Blue Angel, EU Ecolabel, Cradle to Cradle. Moreover, it is designed for use with modern printers and copier systems, and is suitable for all applications. Throughout Europe, Steinbeis is regarded as a market leader in the development and production of premium quality recovered paper for office printing. Steinbeis’ philosophy is simple: ‘Turn old into new’, exploiting the full potential of the circular economy. This

Because sometimes the old ways are the best

(and often several lifetimes!). FG Marshall works hard to ensure that deadlines are not only met but often exceeded so customers can rely on it to deliver on time for their customers. For more information please visit the website, or alternatively, call to speak to an adviser. FURTHER INFORMATION Tel: 01372 274386

High performance, multipurpose paper providers



UK Facilities Solutions (UKFS) offer a comprehensive range of building services coupled with client focused FM and helpdesk solutions, specialising in supporting the retail, leisure, education and local government sectors. The company takes a different outlook to other providers and works in partnership with its clients to delight their customers and end users while providing a cost effective single point of contact solution. With a dedicated and directly employed team of multi skilled engineers, UKFS is on hand to assist with both planned and reactive works as well as minor refurbishment projects. As an expert in green technologies it has assisted clients to access funding for upgrade projects that have reduced capital replacement costs as well as day to day running costs, offering excellent

Radio Data Networks provides a unique UK wide wireless sensing, measurement, monitoring and control network that is cyber secure and independent from the 3rd party operators and the cellular networks. Operating under an exclusive Ofcom licence the network is already extensively used by public utilities and government sectors for critical asset, infrastructure, environmental protection and similar mission critical applications. Unlike cellular and IoT the network can be setup to offer both local control with real-time event mitigation, where for example signals are use to inhibit pumps and control valves. Similarly the network automatically delivers regular health messages – something totally unaffordable with cellular based monitoring. Standard off the shelf solutions include river level monitoring, sewer monitoring, flood warning systems, borehole level,

principle is applied to materials, production, water and recycling. With low CO2 emissions and resource-saving, energy-saving production methods, Steinbeis is proud to have the smallest carbon footprint in the industry. To ensure its ‘paper made from paper’ manufacturing processes, the company has invested around €350 million in innovative, environmentally friendly technology and equipment over the last 15 years. The range comprises five types of office paper, each with a density of 80 gsm, and featuring various degrees of whiteness up to CIE 135. FURTHER INFORMATION Tel: +49 (0) 4124 911 0

Providing a wide range of Radio telemetry based services to the FM market water pollution monitoring


ROIs. Projects have included LED lighting, solar PV and hot water systems, as well as intelligent building services monitoring and controls. With comprehensive H&S procedures, backed up by numerous accreditations and £10 million liability insurance, you can be assured UKFS will offer you a great and hassle free service in all aspects. Please call to speak to an adviser to discuss how UKFS can help remove the headache from maintaining your properties and estates. FURTHER INFORMATION Tel: 0844 801 2020


temperature, pollution monitoring and asset protection all of which can operate from batteries for many years. Gateways are also available that permit data to be fed/transferred safely to existing infrastructure such as building management systems (BMS), SCADA and alarm systems without compromising security. The company also offers a bespoke custom system services whereby it can adapt its technology and networks to meet the most demanding of applications. FURTHER INFORMATION Tel: 01279 600 440



The Park Crescent Conference Centre (PCCC) is a unique event and conference centre with a difference; all the income generated directly supports its charity work at International Student House. The Conference Centre also supports the work of other charities and non-profit organisations too, by providing them with discounted room hire rates. PCCC London is proud to be an AIM accredited member of the Meetings Industry Association (MIA). Its personnel, facilities and processes have been fully vetted and compliant with all relevant legislation. Located opposite Regents Park, PCCC is ideally suited for conferences, exhibitions and training workshops or training as well as having smaller spaces for breakout and seminar rooms. The Centre holds eight rooms that

Located in the city centre just a short walk from Bath Spa train station, the Bath Function Rooms is an elegant, Grade II listed venue available for exclusive hire. From conferences to AGMs; private dining to training events; team building; receptions or product launches; the bath function rooms suits all with restaurant quality catering provided by sister company Green Park Brasserie. The venue has a capacity to hold 120 theatre style, 45 conference/seminar, 120 open networking and is well equipped with free wifi, a HD projector, and a PA system with a wireless microphone. There is also a small adjoining boardroom which can be perfect as a small breakout or meeting room seating up to 10 people. It offers a number of different packages to its corporate clients, from Half Day Breakfast Meetings

Conference centre in the heart of London

can accommodate between 12 to 300 delegates. The bright and multipurpose rooms offer modern facilities with full AV equipment and Wi-Fi available for hire. PCCC prides itself on providing versatile solutions to every request. A professional and proficient in-house team, on-site caterers and a selection of day delegate rate packages, makes PCCC a superb choice of venue for a diverse variety of events. FURTHER INFORMATION Tel: 0207 631 8397

Offering a wide range of tailored event packages



KC Jones conference&events and The Conference Works audio visual & events have recently co-located to new, larger premises and warehouse in The East Midlands. With a combined wealth of knowledge and over 150 years of experience in the events industry, KC Jones leaves nothing to chance. With an array of clients from associations, public sector organisations including councils, health, government and educational bodies, it has the expertise and resources to deliver interactive conferences and events across the UK. It can accommodate all your event management and audio visual needs from delegate management to speaker technical requirements through to customised stage set designs and venue liaison. The company believes having a large team of event managers and audio visual technicians, all striving to

Lenta is one of the largest providers of office space in London and the UK. So, whether you’re looking for serviced office space, virtual office provision or fully equipped meeting/ conference/training rooms, Lenta has a wide range of properties to choose from. The company offers a wide range of meeting rooms that are fully air-conditioned with free Wi-Fi. In addition, A/V equipment, video-conference facilities and flip charts can be provided with ease and if required. The company’s friendly and professional staff are always on hand to ensure that your meeting run smoothly. Naturally, full catering options

Providing the complete event solution…

ensure each event is a success and rewarding for its clients and delegates, all under one roof, with one project manager is the perfect solution! KC Jones has a strong desire to ensure that the companies remain competitive, flexible and creative as they grow, the team builds long term relationships with a ‘can do’ attitude; they have a flexible management style and most importantly see opportunities. FURTHER INFORMATION Tel: 01332 343000 www.theconference

Products & Services


with Light Refreshments to Full Day Seminars with Buffet Lunch, the venue is also available for room hire only. Bath Function Rooms is now taking bookings for private christmas parties, with three course christmas dinner and dancing from £29.50pp. For more information on The Function Rooms and details on its delegate packages, please visit the website. FURTHER INFORMATION Tel: 01225 338291

Suiting every requirement for London’s need

including tea and coffee are available upon request. Meeting rooms are available to hire by the hour, half day or full day on a simple pay-asyou-go basis. Each of its London business centres are located close to a tube or a mainline railway station, making it easy for both you and your clients to access. Please visit the website below to see the wide range of meeting rooms available. When booking please quote ‘LENTASUMMER16’ for a five per cent discount. This offer is valid until 31 September 2016. FURTHER INFORMATION Tel: 0800 515 622



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If you manage a Health and Social Care Service, the dilemmas represented in the title of this short article will undoubtedly resonate with you. You will constantly be faced with stakeholder expectations around staff knowledge and training, while other stakeholders are urging you to remain within training budgets. We all know that a knowledgeable workforce will enhance our service’s reputation, but how do we fund the appropriate training? All too often, the solution is to take the speediest option through mandatory training requirements, with staff undertaking courses which tick the necessary boxes, but achieve little in genuinely enhancing service delivery. The ideal solution is therefore a speedy and cheap programme of induction and advanced courses, which do not compromise on quality. This is available through the Online Training Academy.

First4Safety provide online IOSH accredited Working Safely and Managing Safely courses. First4Safety’s aim is to promote the skills to manage safety at all levels of an organisation and to make a significant difference in safety performance and culture. The measure of the company’s success is in achieving substantial reductions in accident rates for companies. First4Safety’s strategy is to provide companies affordable first class online training from which managers and employees can bring their learning back into the workplace. The key benefits of its training is that managers see that all accidents are preventable. This in turn helps develop a strong safety culture with senior management commitment. Line management will understand that they are accountable for their employees’ safety. Promoting meaningful involvement of people at all

The benefits of a truly knowledgable workforce

A suite of 18 courses take your staff through Care Certificate Induction, with in-built advanced knowledge which seamlessly takes candidates onto their QCF Diploma in Health and Social Care. The entire programme retails for £75 per person. The Care Certificate and the QCF Diplomas are both mandatory requirements – why not use the Online Training Academy to genuinely up-skill your workforce. FURTHER INFORMATION Tel: 01904 492 442

Providing you with the best IOSH online training

levels brings success, and an ‘open and fair’ culture promotes communication and continued improvement. Effective safety management is a sound business investment. Studying online offers the delegates and employers the flexibility to train around a busy work schedule. Students can study when the time suits, and work on any device. First4Safety is proud of its 100 per cent success rate and excellent reviews. It enjoys being the online IOSH provider of choice for many organisations. Visit the First4Safety website for more information. FURTHER INFORMATION


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26 82, 95 68 64 41 74 101 74 51, 53 74 76 93, 95 71 44 46 64 82, 95 59 65 32 70 87, 95 28 66 36 73 39 100 59, 102 94, 88 41 99 75 65 71 37 8 60 98 50 98 101 84, 94 40 6 32 99 38 74 68 86, 94 101 83, 97

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85, 97 34 36 46 52 99 34 92, 96 78, 81 101 66 23 50 22 98 102 100 44 OBC 64 99 17 4 102 55 80, 96 92, 96 22 100 28 75 66 26 91, 97 98 70 26 50 44 IBC 100 66 89, 97 10 26 IFC 68 20 62 72 90, 96 68 84, 94

parking management Every day millions of car park owners suffer the stress of unwanted motorists using their valuable parking spaces. We all share this world, and therefore it is important that we not only drive responsibly but also ‘park’ our vehicles responsibly. If vehicles were simply able to park anywhere, then major issues would result which would negatively affect us all in one way or another. Landlords and tenants have the right to reserve parking facilities for legitimate users only - whether residents, staff or customers. If you are a land owner, a property/house association manager, or a tenant and are suffering with car parking and furthermore wish to regulate, warn, and take disciplinary actions to people who unfairly taking advantage of your facilities, PPS is your solution. The company will tailor its parking solutions to meet your individual

requirements, by providing a wide array of parking services. The system is flexible for all businesses; some businesses can allow customers a fixed time to park, others for employees only, and also can be settled for permit holders only. Bars, restaurants, pubs, shops, office blocks and so on. If you suffer with people parking on your land who should not be using that valuable space, the PPS system definitely works for you whatever size of car park you have. Most of the services can be really cost effective or even supplied to you free of charge. FURTHER INFORMATION Tel: 01895713136 Tel: 07947 246755 www.privateparking

Find the perfect solution for your business from world leading security manufacturers and experts The global stage for security innovation and expertise 3 NEW FOR 2017: Understand how to protect your business from a global threat at the Borders & Infrastructure Zone 3 Pre-book 1-2-1 meetings with the suppliers you really want to do business with the â&#x20AC;&#x153;Meetings Serviceâ&#x20AC;? 3 Learn from experienced security professionals and develop your knowledge by attending free seminars 3 Grow your network through connecting with over 27,000 of other leading security professionals 3 See the evolution of security systems in the Smart Zone, looking at Home Automation & Smart Buildings



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Renault MEGANE GT Feel the drive

4CONTROL – 4 Wheel Steering Technology Launch Control & Multi-Change Downshift 8.7” Touchscreen Multimedia System with Satellite Navigation

To book your test drive, call the Renault Business Hub on 0800 731 7066 today. The official fuel consumption figures in mpg (l/100km) for the All-New Renault Mégane GT: Urban 36.2 (7.8); Extra Urban 57.7 (4.9); Combined 47.1 (6.0). The official CO2 emissions are 134g/km. EU Directive Regulation 692/2008 test environment figures. Fuel consumption and CO2 may vary according to driving styles, road conditions and other factors.

Government Business 23.4  

Business Information for Local and Central Government

Government Business 23.4  

Business Information for Local and Central Government