Government Business 24.2

ENERGY

PUBLIC RELATIONS

CV SHOW 2017

www.governmentbusiness.co.uk | VOLUME 24.2

Business Information for Local and Central Government FRAMEWORKS

PROGRESSING PROCUREMENT PRACTICES Government Business talks to CCS chief executive Malcolm Harrison about all things public procurement LIGHTING

HUMAN CENTRIC LIGHTING

Effiency savings are well‑known, but how do LED lights benefit personal well-being?

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COMMENT

ENERGY

PUBLIC RELATIONS

CV SHOW 2017

www.governmentbusiness.co.uk | VOLUME 24.2

Business Information for Local and Central Government FRAMEWORKS

PROGRESSING PROCUREMENT PRACTICES

Government Business talks to CCS chief executive Malcolm Harrison about all things public procurement LIGHTING

HUMAN CENTRIC LIGHTING

Effiency savings are well‑known, but how do LED lights benefit personal well‑being?

PLUS: CIVIL ENGINEERING | HOUSING | PARKING | PUBLIC RELATIONS | WASTE

Budget verdict: contentious and far too conservative

Comment

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

Chancellor Philip Hammond has presented the 2017 Spring Budget, with funding for social care and local transport congestion included in his spending plans.

Reflecting on the additional £2 billion of grant funding for adult social care over the next three years, with £1 billion available in 2017/18, it is very difficult to view the amount allocated as anything but much too little and, unfortunately, much too late. The funding gap facing social care is at least £2.6 billion by 2020, with 78 per cent of MPs believe that the necessary additional funding should go to councils’ social care budgets. Funding of £2 billion over three years is short term, and the social care sector still depends on long term reform and funding from the government.

Meanwhile, as we await further details of the £690 million fund set aside for local transport, it is worth remembering that congestion is reportedly costing the economy over £13 million each year and creating a national air pollution crisis. Tackling congestion marks a useful first step, but until the government targets rising car use and diesel scrappage schemes, the future of our air quality remains foggy.

Follow and interact with us on Twitter: @GovBusiness

Elsewhere, local authorities will have welcomed the £435 million package to support businesses affected by the business rates relief revaluation. However, the overwhelming verdict leaves one feeling somewhat underwhelmed.

Michael Lyons, editor

P ONLINE P IN PRINT P MOBILE P 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:

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226 High Rd, Loughton, Essex IG10 1ET. Tel: 020 8532 0055 Fax: 020 8532 0066 Web: www.psi-media.co.uk EDITOR Michael Lyons PRODUCTION EDITOR Richard Gooding ASSISTANT EDITOR Rachel Brooks PRODUCTION DESIGN Jo Golding PRODUCTION CONTROL Ella Sawtell WEB PRODUCTION Victoria Casey ADVERTISEMENT SALES Dean Cassar, Steve Day, Neil Haydon, Michael Kennedy, Bernie Miller, David Morgan, Paul Taylor PUBLISHER Kelly Scott ADMINISTRATION Charlotte Casey, Vickie Hopkins REPRODUCTION & PRINT Argent Media

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Volume 24.2 | GOVERNMENT BUSINESS MAGAZINE

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Years 1986 - 2016

Contents

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

CONTENTS GOVERNMENT BUSINESS 24.2 07 GB NEWS

15

Budget includes £2 billion social care funding; Midlands Engine Strategy launched; and Brexit waste opportunities

12 GB TOP 10

GB looks at its first Top 10 list, examining the commercial issues affecting local authorities and the most successful councils in those areas. March’s issue explores the best performing councils when it comes to flood management

15 FACILITIES MANAGEMENT

Peter Hunt analyses the benefits of LED lighting for councils, including the well‑publicised increasing efficiency savings and the less known well-being boosts

25 ENERGY

30

54 CIVIL ENGINEERING

The recent Industrial Strategy is key to the government’s economy push. Marie‑Claude Hemming, of CECA, advises on the UK infrastructure procurement process

59 FLOODEX

FloodEx is the trade event for flood defence and the water level management sector looking at flood defence, prevention, mitigation and drainage

61 PUBLIC RELATIONS

Government Business looks at the importance of social media in public sector communications and how councils can implement a strategic digital approach to their communication operations

28 ALL ENERGY EVENT

66 CIPD L&D SHOW

30 WASTE MANAGEMENT

69 CONFERENCES & EVENTS

Zero Waste Scotland’s Iain Gulland explains how the Scottish government’s circular economy strategy is being achieved and details the ongoing benefits

32 FLEET MANAGEMENT

James Court, of the REA, explains how electric, gaseous and hydrogen fuels are improving the UK’s transport emissions.

Plus a look at North East Lincolnshire Council’s new electric van fleet

35 CV SHOW 69

The Association for Environment Conscious Building discuss the importance of the environmentally‑sustainable building industry for local authorities

Cornwall Council’s Dan Nicholls outlines the vision for Cornwall’s Energy Future, and explains the work already underway to achieve a greener future in the region The All-Energy event, on 10-11 May, provides industry suppliers from the renewable energy supply chain the chance to connect with new customers

25

51 ENVIRONMENTAL BUILDINGS

The CV Show will launch a number of new products on 25-27 April. Here, we preview the show and examine industry growth in the commercial vehicle sector

43 PARKING

Following Bath & North East Somerset Council giving its backing to an 800‑space Park & Ride to handle growing congestion, GB looks at the issues associated with local authority parking

47 TOWN PLANNING

Prioritising better planning could be the best investment that a local authority makes, says Dr Michael Harris, of the Royal Town Planning Institute

Government Business

Andy Lancaster revisits the concept of the ‘learning organisation’ ahead of the CIPD’s Learning & Development Show

Government Business hears from two of the UK’s most thriving conference regions.

With Hull occupying the title of City of Culture 2017, Welcome to Yorkshire showcases its event destinations, while Visit Scotland explore its Year of Innovation, Architecture and Design and divulge its best meeting locations

76 GT NEWS

Digital Strategy launched; and technology to tackle congestion in use in Newcastle

78 SMART CITIES

Data is integral to infrastructure planning.

Stefan Webb explains why developing technology is key to increasing transparency in the planning sector

81 FRAMEWORKS Government Business interviews Malcolm Harrison, who stepped into the position of chief executive in November 2016.

Plus a look at the Communication Services and Digital Outcomes and Specialists 2 agreements

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www.governmentbusiness.co.uk Volume 24.2 | GOVERNMENT BUSINESS MAGAZINE

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BUDGET

SCOTLAND

Social care funding package announced in Budget

Scotland independence hopes outlined

Chancellor Philip Hammond has presented the 2017 Spring Budget, which included the announcement of an additional £2 billion to be spent on social care over the next three years.

Much of the build up to Hammond’s last Spring Budget, before it becomes the Spring Statement, was focused on increased social care funding to alleviate the crisis currently facing the sector. However, while the funding has been welcomed, to the disappointment of many local authorities, only £2 billion has been made available over the next three years, instead of the immediate release of a £4 billion funding pot, as many had campaigned for.

EEqually contentious, millions of selfemployed people faced an unwelcome tax rise of two per cent in National Insurance Contributions (NICs) as Hammond addressed the difference in contributions between those who are self-employed and those in employment, marking the difference as ‘no longer justified’.

It seems that the Conservative election manifesto in 2015, which stated that there would be ‘no increases in VAT, Income Tax or National Insurance’, may well have been quoted to the Chancellor enough times, as Hammond announced a week after his

Budget that the government will not proceed with the increases, a U-turn that Labour leader Jeremy Corbyn branded ‘chaos’.

Elsewhere, Hammond detailed a £435 million package to support businesses affected by the business rates relief revaluation, with plans put in place to ensure that no small business coming out of small business rates relief will pay more than £600 more in business rates this year than they did in 2016-17. Plus, pubs with a rateable value up to £100,000, calculated at 90 per cent of pubs, will be able to claim a £1,000 business rates discount for one year from April.

Additionally, £690 million was pledged for new local transport projects that will improve congestion on roads and public transport, and help alleviate the current air pollution problems in the UK.

First Minister Nicola Sturgeon will seek Parliamentary approval to begin discussions with the UK government on the details of a Section 30 order to enable an independence referendum to take place.

Ahead of Parliament triggering the UK’s formal process to exit the EU, Sturgeon said that there must be clarity on the implications of Brexit for Scotland, and that the UK government must stand by the position it took in 2014 that an independence referendum should be ‘made in Scotland, by the people of Scotland.’

She said: “I will continue to stand up for Scotland’s interests during the process of Brexit negotiations. But I will take the steps necessary now to make sure that Scotland will have a choice at the end of this process – a choice of whether to follow the UK to a hard Brexit, or to become an independent country able to secure a real partnership of equals with the rest of the UK and our own relationship with Europe.”

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MIDLANDS

Ambitious Midlands Engine Strategy launched The government has published its Midlands Engine Strategy to drive the region’s huge potential and become a powerful engine for economic growth.

The strategy will see investment in the Midlands from the Local Growth Fund, supporting innovative projects and improving transport and employment problems, including £25 million to tackle congestion and improve major employment sites in the Black Country and £12 million to improve road connections around Loughborough.

The strategy will also invest £20 million in a flagship Midlands Skills Challenge to improve employment prospects for people living and working in the region, including providing additional work coaches, language training and testing innovative approaches to lifelong learning.

Additionally, the Department for Communities and Local Government will commit an additional £4 million to support the operation of the Midlands Engine Partnership over the next two years, which brings together Local Enterprise Partnerships, local authorities, businesses, academic institutions and others

GB News

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

Loughborough University Hazlerigg building

into a voluntary, regional partnership that will support growth across the Midlands.

Communities Secretary Sajid Javid said: “Backed by millions in investment, this new strategy will help create more jobs and boost skills in the region. It will also showcase to investors here and abroad everything the Midlands Engine has to offer.”

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Average English council tax to rise four per cent The Chartered Institute of Public Finance and Accountancy (CIPFA) has warned that the average price of council tax bills in England is set to rise by four per cent in April, reaching almost £1,600 annually.

CIPFA conducted a survey on bills for Band D properties, which was sent to all 420 English authorities, with 307 councils responding.

According to CIPFA, the above-inflation rise will take the average Band D bill across England to £1,590.53, an increase of £60.94.

The average increase includes contributions for police, fire, the Greater London Authority, and those without social care responsibilities.

The survey also indicated that 70 per cent of the authorities responsible for social care were taking advantage of the extra three per cent rise available to them.

The survey suggested that among the authorities entitled to impose an additional social care precept, the average increase on a Band D property would be 4.3 per cent, 4.8 per cent, 4.9 per cent and 3.9 per cent respectively.

The latest council to face council tax controversy is Liverpool, where councillors have rejected a call for a referendum to increase council tax by nine per cent after the debate attracted considerable controversy.

The proposal claimed the move would raise an extra £6 million to offset cuts of £90 million over the next three years. Liverpool City Council instead voted for a 4.99 per cent rise.

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Volume 24.2 | GOVERNMENT BUSINESS MAGAZINE

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WASTE MANAGEMENT

AIR POLLUTION

Use Brexit to define waste and resource policy A new report has claimed that Brexit creates an opportunity for the government to develop a new approach to waste and resources policy.

Going Round in Circles: Developing a new approach to waste policy following Brexit, published by Policy Exchange, highlights how the EU’s approach to waste and recycling is unclear and badly designed. More importantly, the think tank argues that current policies do not meet the UK’s interests.

Therefore, the report urges the UK government to ‘use Brexit to define our own approach to waste and resource policy’, focusing upon maximising the resource productivity of the UK economy and minimising the carbon emissions and wider environmental impacts of waste management and resource use.

To achieve this, the report recommends that, local authorities should use one of three standardised systems for collecting waste and recycling – simplifying the more than 400 systems which currently operate across England. The government should also encourage innovative recycling plans and promote efficient forms of energy from waste.

Meanwhile, figures published by the Department for Environment, Food & Rural Affairs have revealed that councils will have to spend £50 million to clear litter, as incidents of fly-tipping continue to increase.

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Impact of air pollution underestimated

A new survey has revealed that only one in 10 people think their air quality is bad, as a new ambitious citizen science project aims to measure air pollution and help the public find out about the air they’re breathing.

The Friends of the Earth poll shows that, despite 61 per cent of British adults admitting that they are concerned about air pollution, only 11 per cent rate their own air quality as bad – despite evidence highlighting that 38 out of the UK’s 43 air quality zones are breaching legal limits for air pollution.

The environmental charity’s science project involves an experiment providing people with Clean Air Kits to test the air quality

where they live, as well as providing tips on avoiding air pollution and what they can do to support the fight for clean air.

It is widely reported that air pollution leads to the premature deaths of around 40,000 people every year in the UK. In February, The Guardian revealed that there are 802 educational institutions in London where pupils, as young as three, are being exposed to illegal levels of air pollution that can cause serious long‑term health problems.

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LOCAL ENVIRONMENT

RENEWABLE ENERGY

Newcastle sets up new radical approach to waste

Scottish Borders Council opposes 15-turbine wind farm

A team of waste management experts have joint together to form the Newcastle Waste Commission, to tackle the city’s ‘mountain of waste’.

It is believed to be the first time that a major UK city has set up a commission to take a root and branch look at all aspects of waste, from recycling to refuse, waste to energy and packaging.

Newcastle produces 142,000 tonnes of waste a year, leaving the region’s environmental staff arguing that to continue without action is simply unsustainable and will continue to cause environmental damage, especially since shrinking council budgets can no longer afford to pay increasing landfill taxes.

Newcastle councillor Nick Kemp, who has responsibility for Newcastle City Council’s waste strategy, created the Newcastle Waste Commission to detail the journey of waste from the moment it is produced through to the moment it is disposed of to see how the city can dramatically reduce its waste mountain.

Although the recommendations will be for Newcastle, it is expected they will be applicable to other cities across the UK and even influence future government policy.

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GB News

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

Councillors from the Scottish Borders Council have unanimously objected the construction of a 15-turbine wind farm near Bonchester Bridge.

Banks Renewables, the company behind the project, has proposed to build the wind farm close to Birneyknowe Cottage, south east of Hawick. However, the plans have been halted as planning officials have advised opposition due to its landscape, visual and cultural impact.

The size of the project means that the final decision on whether it goes ahead lies with the Scottish government. Banks Renewables has argued that the project would provide a £2.5 million community benefit fund to support local groups and good causes.

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Volume 24.2 | GOVERNMENT BUSINESS MAGAZINE

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HOUSING

CULTURE

Rising rents push vulnerable out of housing market

11 regions bid for UK City of Culture 2021

A new survey has revealed that the UK’s most vulnerable tenants are being pushed out of the private rental market as a result of rising rents and benefit cuts.

The Royal Institution of Chartered Surveyors’ (RICS) Residential Market Survey has revealed that approximately one-third of respondents believe that access to private rented properties had fallen among people on housing benefits.

29 per cent of respondents cited housing benefit caps as the main reason why people living on lower incomes were being forced out of the rental market. The report also highlighted that those on lower incomes would face further difficulty accessing the market as rents are expected to increase in excess of 20 per cent over the next five years.

House prices are projected to increase by around 18 per cent over the same period.

Moreover, the survey showed that the shortage of available properties to rent across the country is continuing to grow, with tenant demand exceeding the number of new instructions on the market for the thirty-eighth consecutive month and by an increasing margin.

Interestingly, the report highlighted the private landlord response to the difficulties

this may cause, with 52 per cent of private landlords claiming that they would rent their properties to homeless people or those on housing benefits if the government introduced some form of state-endorsed deposit guarantor scheme, providing financial guarantees for both deposits and rent.

DRIVING LAWS

TRANSPORT

Motorists using mobiles face double penalties

Campaign outlines councils’ cuts to bus funding

Transport Secretary Chris Grayling has announced new tough measures for people caught using their mobile phones whilst driving.

Motorists using a phone while driving will now receive six points on their licence and a £200 fine, which is an increase on the previous three points and £100 penalty. Motorists caught using their mobile twice or accruing 12 points on their licence will face magistrates’ court, being disqualified and fines of up to £1,000.

Furthermore, new drivers, qualified as those driving within two years of passing their test, risk having their licence revoked and lorry or bus drivers can be suspended if caught.

Extra patrols and an increased focus on cracking down on people using their phones while driving took place in the first week of March, as police partook in a week’s enforcement – similar to that which ran from 23-29 January and saw approximately 3,600 drivers handed penalties.

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£30 million of bus funding has been cut in the last year alone leading to the closure of hundreds of routes, according to data collated by the Campaign for Better Transport.

The transport charity submitted over 100 freedom of information requests to local authorities and discovered funding for buses across England and Wales had been cut by a third since 2010, identifying that council bus funding was reduced by nearly £30 million and over 500 routes were closed as a result.

Responding to the statistics, Cllr Martin Tett, Transport spokesman for the Local Government Association (LGA), argued: “Councils know how important buses are for their communities and local economies and are desperate to protect them. However, councils suffered a 40 per cent reduction in core funding over the previous Parliament and are continuing to experience funding pressures.

“Councils have long called for more freedom to improve services and it is vital that, with the Bus Services Bill currently going through Parliament, government recognises this. It is also crucial the concessionary fares

GB News

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

The Department for Culture, Media & Sport has confirmed that eleven areas have registered bids to be UK City of Culture 2021.

The regions include Coventry, Hereford, Paisley, Perth, Portsmouth, St David’s and the Hundred of Dewisland, Stoke-on-Trent, Sunderland, Swansea, Warrington and Wells.

The Heritage Lottery Fund has committed £3 million to the holder of the UK City of Culture title from 2021 onwards to boost local heritage.

To unlock the funds the successful bidder will need to demonstrate that their programme is underpinned by heritage and builds on existing investment by the Heritage Lottery Fund.

Matt Hancock, Minister of State for Digital and Culture, said: “UK City of Culture is a fantastic opportunity for towns and cities to celebrate their creativity and use culture as a catalyst for economic growth. I am delighted to see so many bids from across the country, showing how many areas recognise the important role culture can play in the development and regeneration of communities.”

Hull is the current UK City of Culture for 2017.

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scheme, which provides a lifeline for our most vulnerable residents, is fully funded to ease the pressure on stretched council budgets and protect cherished bus services.”

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GB Top 10

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT – www.governmentbusiness.co.uk Agden Reservoir and fields, Sheffield

FLOOD RESILIENCE

GB Top 10: in defence of flood resilience

Floods during the winter of 2015-16 devastated communities across England. In the 15 months that have followed, a number of councils have stretched their resources and finances, embraced innovation and ensured that their communities are more flood resilient. Here, in our first Top 10 list, Government Business looks at the Top 10 local authorities for flood resilience

Sheffield City Council In November 2016, Sheffield was selected as the first core city in England to be protected from flooding to the same standard as London by 2021.

Offering great potential for improving flood protection from its many rivers whilst enabling regeneration of the urban environment, Sheffield was one of a number of regions that experienced severe flooding in 2007, with damage affecting homes and businesses.

In 2016, Sheffield City Council proposed an £83 million investment programme to protect the city from flooding, containing suggestions that propose temporarily flooding open spaces to protect homes and businesses, building new flood defences and opening up underground sections of rivers.

Councillor Bryan Lodge, cabinet member for the Environment, has also suggested that the innovative measures could open up new avenues for the city’s energy usage.

He said: “We don’t just want to protect the city from flooding – through this work, along with your valuable contribution we have ambitions to find solutions that not only transform Sheffield’s waterways but also possibly generate electricity.”

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history of flooding, going back as far as the 1286, according to historian records, with its current defences not updated since the 1970s. Studies carried out by the Environment Agency indicated that, despite effective flood defences in the past, more extreme flooding could leave the current scheme unable to protect vulnerable parts of the city.

The Trew’s flood relief channel and the side spill weir at the top of the channel have been lowered over the last few years, since Phase 1 of the project began in 2014. This increased the flow capacity of the flood relief channel, which will help reduce flood risk during high river flows. The check weir at the downstream end of the flood relief channel was removed in 2016 to increase capacity further. Further works to Quayside and Bonhay Road have been undertaken, including installing temporary defences, while flood defences around Quay Bridge will be put in place during winter 2017.

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Exeter City Council/Devon County Council: Exeter Flood Defence Scheme The £32 million Exeter Flood Defence Scheme project, managed by the Environment Agency with support from project partners Exeter City Council and Devon County Council, will reduce flood risk to more than 3,000 homes and businesses in Exeter. Exeter has a long

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a natural flood management system that works to reduce any risk of flooding in the Five Valleys, and is an innovative venture that other council’s across the UK are trying to copy. It is a network of low impact, natural anti-flooding techniques that work to restrict the progress of water through a catchment by making the landscape more difficult for water to flow through. All structures provide great habitat for wildlife, reduce the amount of silt travelling downstream and slow the rate at which floods travel down the valleys, lowering the peak water height.

Set up in response to repeated flood damage after the extensive downpours of 2007, the pioneering work has recently been recognised by the River Restoration Centre, who have nominated Stroud District Council, alongside the Environment Agency and Gloucestershire Wildlife Trust (GWT), as a finalist for the 2017 UK River Prize.

Stroud District Council The Stroud Rural Sustainable Drainage System (RSuDS) development is

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Northumberland County Council The Morpeth Flood Alleviation Scheme was named Project of the Year at the 2016 Constructing Excellence Awards. The £26 million pound scheme, a joint project between Northumberland County Council and the Environment Agency, includes upstream storage and urban flood defences, and is reported to have prevented hundreds of

properties from flooding in the winter of 2015 when the dam operated for the first time.

The innovative scheme combines in town defences with an upstream storage area which has capacity to store 1.4 million cubic metres of water – enough to fill 560 Olympic sized swimming pools.

Councillor Ian Swithenbank, the council’s cabinet member for Local Services, said of the award: “This was a great example of agencies working together on a hugely ambitious engineering project. The real key to this scheme has been the work with the community, and their input and engagement has been absolutely invaluable. The fact the scheme has already been called into action shows its value to Morpeth residents. We’re delighted the scheme has won this prestigious award.”

homes and businesses across Kendal, Carlisle, Appleby, Keswick and Cockermouth, as well as dozens of outlying villages.

In the wake of Storm Desmond, Environment Secretary Liz Truss set up the Cumbrian Floods Partnership to analyse how defences can be improved in the communities hit by record rainfall. Floods Minister Thérèse Coffey, who published the Cumbria Flood Action Plan following the 2015 flooding, announced £4 million of funding in November 2016 to repair and improve Cumbria’s tourist trails following the flooding in the region. It is reported that £150 million was spent across the county last year to get communities back on their feet – inspecting and improving flood defences, installing new flood prevention schemes, upgrading drainage systems, and restructuring bridges and walls.

2017 will see a total of £72 million 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. This will be achieved through five main areas: strengthening defences; upstream management; maintenance; resilience; and water level management boards.

tinyurl.com/jdx4z7z Bath & North East Somerset Council/Chew Magna Parish Council Despite having two main watercourses flowing through the village, the conservation status of Chew Magna means that normal flood protection schemes are not necessarily possible, so its parish council collaborated with Bath & North East Somerset Council and the Environment Agency to risk assess and protect the properties most at risk.

Following localised flooding in 2012, a team of neighbourhood flood wardens were established to oversee the ten zones outlined in the area and to develop a Flood Plan. When Storm Angus hit at the end of 2016, the importance of individual and community support was highlighted in the speed at which the local community responded to the flooding, emphasising the strength of the communities flood resilience.

Liz Richardson, cabinet member for Homes and Planning, said: “It is important that individuals and communities are prepared to manage their flood risk in order to be more resilient to the impacts of flooding. What the community has achieved in Chew Magna is a fantastic demonstration of what can be accomplished when local people work together with conviction in order to deal with a real and present risk that affects the whole community.”

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tinyurl.com/zsrcbb4 Kent County Council Using £15.5 million of funding from the Environment Agency and a £500,000 contribution from Tonbridge & Malling Borough Council, Kent County Council is contributing £2.5 million to ensure the green light is given to a £24.6 million flood protection expansion plan in the area.

During the winter of 2013/14, over 900 homes and businesses in Tonbridge, Maidstone, Yalding, East Peckham and other smaller communities were flooded from the River Medway and its tributaries, representing the largest ever flood measured in many parts of the catchment of the River Medway. In February 2017, the government announced Local Growth Funding of £4.635 million towards the Medway Flood Storage Area Project, which will include much needed improvements to the Leigh Flood Storage Area. An online flood storage reservoir, it was built in 1982 following the devastating 1968 floods and reduces the flood risk to 965 properties and 300 businesses in the town of Tonbridge from the river Medway.

The Middle Medway Strategy recommends increasing the flood storage at Leigh Flood Storage Area, but will also consider increasing its capacity, as well as constructing flood storage in two locations on the River Teise and further flood storage on the River Beult.

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the Building Project of the Year award at the British Construction Industry Awards in October 2016. The scheme aims to upgrade previous defences to provide more protection for the town against flooding. The work, which was completed in October, consists of enhancements to the town’s existing promenade with improved public realm, pedestrian and cycle routes and the construction of primary and secondary flood defence walls.

Carried out with Welsh Government funding, improving flood defences across the county is one of the key priorities for Denbighshire County Council, who value enhancing flood protection for the coastal community in Rhyl high on its agenda. The local authority and Natural Resources Wales are continuing to analyse the ways to better mitigate the risk to life and property of flooding from ‘main’ rivers, including operational measures such as regular inspections of culverts and gulley emptying. tinyurl.com/hso2br2 Peterborough City Council Peterborough City Council has been supporting the Environment Agency and Peterborough Environment City Trust (PECT) to improve the natural environment and bring together communities and businesses to improve the way the brooks operate in the region.

The five-year Werrington Brook Improvement programme began in 2015, with the latest phase of the programme, in February 2017, seeing the number of meanders in Marholm Brook increased, with the brook’s banks re-shaped and berms, pools and riffles introduced as features. As well as increasing flood resilience, from changing the way the brook flows to increasing the amount of oxygen in the water, the features will help to clean the water, create new habitats, and provide a more pleasant space for all to enjoy.

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tinyurl.com/gmevqhh Glasgow City Council In 2016, the Glasgow City Region City Deal Cabinet directed £3.17 million of funding towards the next stage of the delivery of the £46 million Metropolitan Glasgow Strategic Drainage Plan (MGSDP).

The MGSDP, formed to tackle the deficiencies in Glasgow’s drainage system, will reduce the risk of flooding for more than 7,000 existing properties and over 18 miles of roads, delivering an annual £2.3 million reduction in average damages and a drainage capacity of 4,747 litres per second.

The green-blue infrastructure will support regeneration through flood mitigation, enhanced climate change resilience and unlocked development potential. It will also release over 1.33 million square metres of land for housing development.

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tinyurl.com/jrlqxe4 Cumbria County Council Floods during the winter of 2015‑16 devastated communities across the North West of England, nowhere more so than in Cumbria. The county has the highest land and highest rainfall in England - making it little surprise that flood events are frequent. In the winter of 2015, three complete river systems – the Eden, the Derwent and the Kent – flooded simultaneously, impacting over 6,000

GB Top 10

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Denbighshire County Council Denbighshire’s West Rhyl Coastal Defence Phase 3 project was crowned winner of

tinyurl.com/j7m635h L

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EXCELLENT LUMINANCE

LONG SERVICE LIFE

High quality design ensures good lumen maintenance giving long service life. Great design also reduces the unwanted effects caused by LED lighting such as unevenness and the amount of external light that is reflected.

Long service life is guaranteed with high ambient temperature ratings on batteries, LEDs and electronics in combination with long life electronics providing 100,000 hours at 40°C.

PREMIUM LiFePO4 BATTERY AND SMART BATTERY CHARGER With the new generation of products comes the smartest emergency lighting battery charger to date. Smart battery charging brings emergency lighting out of the dark, it helps to provide the most optimal battery life and the best value for money.

New battery charging technology employs soft start, multirate and multi-conditional battery charging algorithms. This technology squeezes the maximum life out of the batteries and also provides load management to your building.

ENERGY EFFICIENCY

LED lighting is now widely considered as the logical choice for almost any lighting application. Peter Hunt, of the Lighting Industry Association, analyses the benefits of LED lighting, including the well-publicised increasing efficiency savings and the less known well-being boosts The humble incandescent light bulb was a revolution when it was invented in the 1870s and has remained in service, largely unchanged, until legislation removed it a few years ago. Fluorescent lamps have been with us since the 1930s and more recent versions have delivered huge energy savings, bridging the gap between

incandescent and the new era of LEDs. The LED revolution has now truly arrived as the technology matures. Efficiencies continue to increase and, importantly, prices have dropped to a level which makes them a logical choice now for almost any application.

Early LEDs were a cool blue colour but as they have developed, the range of colours and their ability to render natural

cies Efficien e to continu and, e increas ly, prices l ant import pped to a leve o have dr makes LEDs a which l choice now logica most any for al ation applic

Volume 24.2 | GOVERNMENT BUSINESS MAGAZINE

Written by Peter Hunt, chief operating officer, Lighting Industry Association

Putting the LED revolution in the spotlight

colours has increased dramatically. Now we can have our cake and eat it – efficient lighting and a better lit environment.

The benefits don’t end there. The longer life of LEDs mean they require less maintenance, a major factor to consider in environments where access is limited, expensive to reach or requires services to be closed such as tunnels for example. The cost of replacing one lamp involving two men and a cherry picker can be as high as £500 so if an LED lasts twice as long as the lamp it is replacing, it has inevitably paid for itself even before the additional energy savings are considered.

The UK has around 7.5 million street lights and around one third of these have already been replaced by LED versions. Further advantages in this arena are that the white colour enables people to recognise colours which was not possible under traditional sodium lighting and, as a digital technology, they can be more intelligently controlled by sensors further reducing wasted energy. So why are some local authorities switching off street lights all together? There is no doubt that energy prices will continue to rise but highly efficient, low maintenance lighting can mitigate these rises and provide a safer environment. Consumers have been up in arms the length of the UK where street lighting has been simply switched off and many people do not feel safe going out at night into the dark.

There have been negative stories about LED street lights in the press concerning intrusive glare through property E

Lighting

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Council saves on street lighting

Today, specific lighting solutions can be produced and installed in ways that specifically support the human circadian rhythm, enhance concentration, prevent sleeping disorders and improve overall well-being  windows but there is no excuse for this if using well designed products and a well‑designed scheme. In fact LED street lighting can be specified to light very specific areas in a bespoke fashion that was hitherto impossible with other technologies.

With a global trend towards a Circular Economy, sustainability is high on the agenda for all local authorities. The lighting industry has consistently reduced the levels of mercury in discharge lamps to a tiny fraction of the early lamps but LEDs contain no mercury at all. LEDs give rise to a significantly reduced carbon footprint in

both embedded carbon during manufacture, energy consumed in use, extended life reducing the need for regular replacements and a lower environmental cost at end of life.

HUMAN CENTRIC LIGHTING Most of us can recognise bad lighting in a space through dim work areas, glare, cold colour and inadequate or no controls.

On the other hand whilst we recognise a good feeling when we walk into certain rooms, we may not be consciously aware that it is due to good lighting.

Nevertheless, little is known in public and

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South Tyneside Council is set to save over £200,000 per year on efficient street lighting, after it signed a deal with Thorn Lighting that will replace street lighting on major infrastructures and residential highways in the area.

Spread over two phases, Thorn Lighting, working closely with main project contractors Balfour Beatty, supplied its R2L2 lantern incorporating the very latest LED technology to replace the old SON street lighting lanterns, whilst utilising the existing columns.

The first phase of the project saw the replacement of lanterns with high wattage lamps of 250W/150W on major roads, while the second part of the project saw the council replace 100W/70W lamps and lanterns in residential areas.

The R2L2 lantern has extensive optical, lumen and light distribution choices for all road applications up to ME1. Furthermore, the 11 types of light distribution offered by the lantern’s optics deliver the precise light placement and no wasted light.

Energy savings can also be maximised with a wide range of intelligent lighting control solutions from stand-alone dimming to full remote control via a central monitoring system.

Councillor Moira Smith, lead member for Area Management and Community Safety at South Tyneside Council, said: “We are reaping the twofold benefits of this project. We have to make significant savings due to continued reductions in government funding and the LED lights have already cut our energy costs by thousands of pounds. The new system also reinforces our commitment to protecting the environment by reducing our carbon footprint.”

Find out more at: tinyurl.com/hmkqwag politics about human centric lighting. A general consensus in society that good lighting is essential for a person’s well-being has prevailed for a long time. But discussions have been superficial and are often not driven by facts. This is the result of the challenges of separating causes and effects, which often seem vague and depend on individual appraisal of surrounding conditions. After the 2001 discovery of a third photoreceptor in the human eye, in addition to rods and cones, it emerged that effects on circadian rhythms could be related to specific light conditions.

This represented a major leap forward, E

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Lighting

ENERGY EFFICIENCY  facilitating further research and development activities by both academia and industry. Today, specific lighting solutions can be produced and installed in ways that specifically support the human circadian rhythm, enhance concentration, prevent sleeping disorders and improve overall well-being.

The non-visual effects of lighting can be classified into three groups – Feelings, Functioning and Health. Feelings include our mood, vitality or state of relaxation.

Functioning refers to our state of alertness leading to increased concentration and vigilance and cognitive performance including memory, comprehending languages, reasoning, problem solving, creativity and decision making. Health effects relate to the sleep-wake cycle, the rhythm of rest and activity controlled by our biological clock which is essential for optimised functioning by day and good recovery sleep by night.

SAD, ADHD and schizophrenia have all been linked to biorhythmic disturbance.

In schools for example, specific lighting solutions can significantly improve concentration and cognitive performance and lead to improved test results. For example, research suggests that error rates dropped from a first to a second test by about 45 per cent (comparison group with conventional lighting only 17 per cent) and

We spend on average 87 per cent of our time inside buildings which means we are shielded from a major part of the effect of daylight.

It therefore seems logical that we should emulate the effect inside the built environment cognitive speed improved by nine per cent (comparison group only five per cent). In addition, such lighting solutions can reduce motor restlessness, support alertness in the morning and improve social behaviour.

Furthermore healthcare costs were reduced by 10 per cent due to reduced ADHD effects, efficacy of treatment for mental disorders improved by 18 per

cent and staff turnover was reduced.

We spend on average 87 per cent of our time inside buildings which means we are shielded from a major part of the effect of daylight. It therefore seems logical that we should emulate the effect inside the built environment. We know that the colour and amount of light we use and how long we are exposed to it are important considerations. E

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LIGHTING SOLUTIONS FOR DOMESTIC & COMMERCIAL PROPERTIES

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ENERGY EFFICIENCY

Flintshire County Council to reduce its annual energy cost by upgrading street lights

 Daylight is not static, it changes throughout the day. It produces bright blue-rich light in the morning to send us a ‘wake up’ signal but exposure to that same blue light at night can be disruptive to sleep.

In the evening daylight provides a lower level warm light which prepares us for rest. Light is a form of medicine and we should use it wisely. This understanding is relatively new but already we are able to develop light ‘prescriptions’ that can alleviate symptoms of Alzheimer’s disease and help reduce depression.

WHAT ELSE CAN LEDS OFFER? The digital nature of LEDs already allows them to drop right into the Internet of things (IoT) and lighting systems can now be controlled by a series of sensors which react to daylight, room occupancy and activity. Lighting systems can be monitored for efficiency and planned maintenance by flagging up when a light fixture is underperforming and predicting its failure.

But there’s more. The invention of visible light communications or LiFi is set to bring about a revolution in data transfer as every light point has the potential to send and receive data. Not only that but as visible light has around 10,000 times the band-with of the radio spectrum currently used for Wi-Fi, the use of light in the E

Lighting

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

Flintshire County Council is expecting to reduce its annual energy costs by approximately £360,000 through the upgrading of 11,000 street lights.

Following the approval of a £3.13 million loan through the Welsh Government’s Green Growth Wales initiative, the new replacement LED lights are also expected to reduce 1,387 tonnes of CO2e each years from the council’s energy spend.

The Welsh Government’s Green Growth Wales funding programme aims to support public services to become more energy efficient and invest in green technologies.

The replacement project will take approximately two years to complete, and the funding provided to Flintshire Council is repayable over a period of around eight years. The change will also improve lighting levels and reduce the number of faults occurring on the network each year, cutting down maintenance costs as a result.

Councillor Bernie Attridge, deputy leader of the council and cabinet member for environment, said: “An effective street lighting provision is a key safety consideration on many parts of the highway network and in many areas the presence of good quality lighting during the night time period helps the public feel safer.

“A large number of our street lights have been in place for many years and are in need of replacement and the funding to replace the units with energy efficient LED lighting units provides us with the opportunity to save around £360,000 in electricity costs per year whilst also reducing our carbon footprint.”

Read more at: tinyurl.com/hqasfql

The digital nature of LEDs already allows them to drop right into the Internet of Things (IoT) and lighting systems can now be controlled by a series of sensors which react to daylight, room occupancy and activity

LIGHTING YOUR WAY

Head office: Brierley House, The Folly Greenside, Tyne & Wear NE40 4RU Contact: john@pathwaylightinguk.com Tel: 0191 413 1373 Mob: 07780 680 424 Satellite Offices: York, England Argyll & Bute, Scotland

‘Pathway Lighting (UK) Ltd has the experience and capability to succeed in achieving our Clients visions and milestones, and are able to cover all areas of the UK.’ Pathway Lighting (UK) Limited is an independent specialist provider of commercial lighting services.

Our highly experienced team has extensive Lighting and Electrical engineering knowledge, delivering a reliable and responsive service.

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Pathway Lighting (UK) Ltd – Services include: • Lighting Design, project management for: • Infrastructure • Section 38 & 278 full lighting package • Residential developments • Street lighting - Full adoption package

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LED Solutions for the Lighting Revolution

Centurion & Zeta CCT Colour Changing Technology for the Workplace Protect your staff, the environment and your budget with the next generation of workplace lighting. Combined CCT changing and dimmable technology is easy to install and use, giving you complete control and flexibility, with the added bonus of LED energy saving.

• Vary colour temperature between cool white, natural white and warm white light • Smooth dimming down to night light • Operated via remote control or wall switch • Multiple circuit control from one unit – up to 400 fittings • Controlled from a distance of up to 20m • 3 year full product warranty • Centurion IP54 and fire rated up to 90 minutes

Amitex LED Lighting Co Ltd, Unit 6, Building 2, Airport Freightway, Freight Village, Newcastle International Airport, Newcastle upon Tyne NE13 8BH T: +44 (0)191 6200 500 F: +44 (0)191 6200 600 E: sales@amitexled.com www.amitexled.com Follow us:

Pictures curtesy of Lightcare Lightnet partner in Denmark

Are you ready for the next generation of lighting?

Human Centric Lighting

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is defined as a type of lighting that can benefit the biological, emotional, health, or wellbeing of people. This is achieved by dimming the smart led light source within the luminaire to mimic the levels and colour temperature of sunlight throughout the day.

UK DISTRIBUTOR

For more information contact Neil at Nmac Lighting Ltd 01494 372027 neil@nmaclighting.com 22

GOVERNMENT BUSINESS MAGAZINE | Volume 24.2

ENERGY EFFICIENCY  data‑hungry world is almost inevitable.

Using LiFi, buildings can react to their occupants. Retailers can tailor offers knowing you are in the store and help you find what you want through positioning using lighting.

Office buildings could recognise an individual and provide illumination to suit their lighting preferences (older people require more light to read by for example). Street lights can become more than a simple light emitter and could provide additional services such as sensing parking spaces linked to car sat navs, providing data nodes for city communications, alerts for traffic congestion and accidents.

New ways of procuring lighting are also arriving. ‘Light as a service’ is gathering pace where a lighting scheme is installed and operated by a company which contracts to provide light to an agreed specification.

The finance, installation, maintenance and in some cases, energy costs are included in a leasing arrangement. All good news so where’s the catch? Well the LED revolution has not been overlooked by the unscrupulous and a plethora of companies have jumped on the band-wagon offering often sub‑standard products with exaggerated claims on performance and energy consumption. Any installation will require payback analysis and if any of the manufacturer claims are false these calculations will be awry.

As always, the advice is to buy from a

Lighting

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Daylight is not static, it changes throughout the day. It produces bright blue-rich light in the morning to send us a ‘wake up’ signal but exposure to that same blue light at night can be disruptive to sleep reputable supplier such as Lighting Industry Association members who are required to undergo random product inspections, comply with strict codes of conduct and meet quality assurance levels to ensure they offer compliant products that perform as claimed.

The Lighting Industry Association has its own ‘state of the art’ test laboratory to support its members’ needs and prove their claims. L FURTHER INFORMATION www.thelia.org.uk

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LOCAL SUSTAINABILITY

Written by Dan Nicholls, senior low carbon policy officer, Cornwall Council

Pioneering the use of local energy

the Isles of Scilly. Building on the council’s Smart Cornwall initiative, around £35 million has been invested across a series of pilot projects which include trialling new ways of managing energy generation and local supply to tackle grid constraints, creating new revenue opportunities for energy projects and supporting enhanced community involvement in the local energy market.

The council is making its own investments to promote local ownership of energy and share the benefits of the low carbon transition across Cornwall.

Around 25 per cent of Cornwall’s energy is currently locally owned, with the council committed to driving this up to 50 per cent by 2030.

So far the council has invested in 8MW of solar PV and established a £2.5 million revolving loan fund to support community energy projects, which can spread the benefits of energy ownership across Cornwall’s population.

These include: energy efficiency measures to be installed and essential maintenance to a range of community buildings; support for local churches, including a new heating system and LED lighting; support to retain public toilets; provision of a publicly accessible defibrillator; a range of environmental programmes, include maintaining footpaths and providing public access to woodland for a community firewood scheme; support for educational opportunities E

If the p that pe rice Dan Nicholls, senior low carbon policy officer at have to ople Cornwall Council, outlines the vision for Cornwall’s pay for energy Energy Future, and details the work already c o n tin increas underway to achieve a greener future in the region e, heati ues to poweri ng our ng and will rem homes Cornwall has long been at the forefront of The council’s ambition and a the country’s transition towards low carbon confidence is based on a challen in a energy. 25 years ago the first commercial series of recent innovations that ge wind farm was installed at Delabole in north serve to maintain its position at Cornwall. Today, Cornwall’s abundance of natural energy resources supports around 750MW of renewable energy and the council is looking to the future.

Last month, Cornwall Council established an exciting new ambition for the region’s energy future which will see lower energy bills, greener and more affordable homes and transport, and the potential development of a new locally-owned energy company.

The vision for Cornwall’s Energy Future identifies ambitious targets for 2030 which are designed to ensure residents, communities and the local economy all benefit from the low carbon energy transition.

the forefront of the energy transition.

At the centre of these is the Cornwall Devolution Deal. Described by Greg Clarke, the Secretary of State for Business, Energy and Industrial Strategy, as ‘ground-breaking’, this is the first devolution deal to include a set of specific commitments around energy which are designed to tackle some of the barriers to creating a local energy market in Cornwall.

CONTINUING PROGRESS However, this does not mean starting from scratch as significant investment is already being put into creating a smart local energy system across Cornwall and

Geo Jubilee Pool, Cornwall

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Case Study

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

Daikin Applied explains the importance of regular service and maintenance in the public sector Daikin Applied (UK) Ltd, is the market leader in energy efficient AHU and chiller products and servicing. The dedicated service division, Daikin Applied Service (DAPSUK), has been providing tailored HVAC service and maintenance solutions for over 25 years. With regular maintenance being the key to reliability, the service division’s strength is in working closely with facilities managers to not only maintain the building plant but to continuously monitor the systems, with the target of preventative maintenance, reducing downtime and ultimately reducing the building energy usage.

Both chiller plant and air handling unit plant systems need to be regularly maintained to ensure smooth, trouble free operation. With a regular service and maintenance contract in place unexpected breakdowns can be reduced by up to 70 per cent, with system operation downtime reduced by up to 40 per cent.

Chiller maintenance is extensive and whilst the onsite FM team can carry out some basic weekly checks there is a recommendation of

four service engineer visits per year covering the following: mechanical check – such as chilled water checks on flow switch, air in the system and pressure drop; refrigeration check – such as suction and discharge pressure and superheat and expansion valve operation; electrical inspection – such as on wiring, sensors, high pressure switches, operating currents and transducers; and unit inspection – such as fault generation and response monitoring, controls values and settings.

These service areas covered will help ensure that the chiller remains in good working order. Whilst air handling unit maintenance may be considered a more simple service regime, ensuring that filters are clean or replaced on a regular basis, it

is also important to check fundamental unit operations such as belt tensions, damper operation and electrical connection tightness to ensure that the unit will operate when it is called for.

As part of any service and maintenance agreement preventative maintenance is the key, however, there are sometimes still unforeseen breakdowns. It is imperative that the service provider can put in place corrective actions at the earliest time, which with over 50 in-field service engineers, 24/7 call out response and locally UK stored spares department Daikin Applied Service can cover the needs for all installations.

The next step change in service and maintenance will be remote monitoring of plant via Daikin on site which will enable even greater levels of forward planning of maintenance and remote diagnostics of problems, further reducing downtime of all plant.

FURTHER INFORMATION Tel: 01322 424950 info@daikinapplied.uk www.daikinapplied.uk

daikin applied Service

Providing Building Managers with Tailored HVAC Service & Maintenance Packages…Technically better Daikin Applied UK are fully equipped to service and maintain all brands of air conditioning, chillers and air handling equipment, efficiently and cost effectively. Our engineers are available 24/7 and will respond within 4 hours, complete with on-board spares to minimise downtime and disruptions to business operations.

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For more information contact us on: 0800 6 123 100

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GOVERNMENT BUSINESS MAGAZINE | Volume 24.2

AHUs CHILLERS PROJECTS SERVICE

www.daikinappliedservice.com

Energy

LOCAL SUSTAINABILITY

Carnegie Wave Energy

 and outdoor activities for disadvantaged children; and savings for local schools.

This demonstrates that it is not just about energy, it is also about the resilience of Cornwall’s communities.

A great example where energy technology, the council, private sector innovators and the community can come together to create something of wider value to the community is the Jubilee Pool geothermal heating project. Built in the 1930s, the lido is an important feature of the Penzance seafront.

Thanks to a mixture of European Structural Fund and private sector investment, Jubilee Pool is set to benefit from a pioneering heating solution that will use natural energy from a geothermal well to be drilled adjacent to the site, enhancing what is already a unique experience to attract even more visitors and extend the pool’s opening times.

It is not just the generation and distribution of energy that is important to Cornwall.

The efficiency of people’s homes matters just as much as living in cold, damp homes can make people ill, limiting life chances and putting greater pressure on the NHS. RESIDENTIAL SAVINGS In 2012 Cornwall led the development of the UK’s first whole area collective

The vision for Cornwall’s Energy Future identifies ambitious targets for 2030 which are designed to ensure residents, communities and the local economy all benefit from the low carbon energy transition energy switch initiative and established the first endorsement contract with an ECO‑obligated energy supplier to deliver energy efficiency measures in Cornish homes. These projects have led to savings for resident’s energy bills of more than £500,000 and invested more than £3 million in energy efficiency measures across 1,700 homes.

Despite this progress, Cornwall still has some of the most costly and least energy efficient homes in the UK, with around 20 per cent only achieving the lowest energy performance rating of F or G. As part of our Devolution Deal, we are working with the government to develop a locally-led approach, based on a ‘discretionary eligibility’ process which will provide the council with devolved decision making powers in terms of who is eligible to receive energy efficiency grants

under to the Energy Company Obligation. This new approach is due to launch in Spring 2017.

But of course, if the price that people have to pay for energy continues to increase, heating and powering our homes will remain a challenge. That is why we are actively considering options for setting up an energy company for Cornwall.

And it is not just cheaper electricity and gas tariffs that are being explored. We also want to make stronger connections between the energy that is generated in Cornwall and Cornwall’s energy consumers. A local energy company has the ability to begin to create this connection by buying and selling energy locally as well as supporting innovative tariff arrangements. L FURTHER INFORMATION www.cornwall.gov.uk

Volume 24.2 | GOVERNMENT BUSINESS MAGAZINE

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All-Energy 2017

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

EVENT PREVIEW

All-Energy 2017: right time in the right place Since its launch in 2001, All-Energy has provided industry suppliers from the renewable energy supply chain the opportunity to connect with new customers. Government Business looks ahead to its 2017 edition The timing of All-Energy 2017, the UK’s largest renewable and low carbon energy exhibition and conference, being held 10-11 May at the Scottish Events Campus (formerly SECC) couldn’t be better. The consultation period for the Scottish government’s draft Energy Strategy will still be open, meaning that there will be much buzz in conference sessions and on the exhibition show floor about responding to the far reaching and ranging document.

This set out Scotland’s vision of achieving almost complete decarbonisation of the energy system – in line with domestic and international climate change targets, and setting a new 2030 ‘all-energy’ target for the equivalent of 50 per cent of Scotland’s heat, transport and electricity consumption to be supplied from renewable sources – topics of great interest to the public sector, as well as the private sector supply chain.

Scottish government representatives and officials will have a role to play in the opening plenary session on 10 May; and in sessions

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speakers covering all forms of renewable energy generation, and other vital topics ranging from grid to finance and funding; low carbon heat to energy storage; energy systems to renewable energy for the farming community; and carbon capture and storage to local energy, will be shedding light on new innovations, ways of cutting costs and, through the medium of case histories, helping audience members learn from others’ experience.”

ALL-ENERGY EXHIBITION Each year All-Energy attracts some 7,000 attendees who can dip in and out of as many conference sessions as they wish, along with visiting the exhibition and attending the Giant Networking Evening (held at the Glasgow Science Centre, just a short walk from SEC) where the ‘Powering the Future’ exhibition is just one of the interactive attractions they can put to the test.

Increasingly energy managers are flocking to All-Energy for its rich choice of both conference sessions, exhibition and networking opportunities – and the event is free to attend for all with a business/ professional interest in the topics that come under the conference spotlight and are on show in the exhibition.

The exhibition features 15 sector specific trails to help visitors easily track down the exhibits of most interest to them. Already exhibitors are picking the trails they want to appear on (which each have their own ‘map’ and special logos on the stands; as well as featuring on the show’s App).

Energy s r manageng to ki are floc y for its rg All‑Ene choice rich f e re n c e n o c h t of bo s, exhibition session etworking and n tunities oppor

such as Energy Efficiency and Onshore Wind (also on 10 May) and Local Energy and Heat (both on 11 May).

Low-carbon heat and energy efficiency also played a role in the government’s draft Climate Change Plan with the proposal that 80 per cent of domestic heat would come from low-carbon sources by 2032.

Jonathan Heastie, event director of organisers Reed Exhibitions, said: “We are delighted to be in Glasgow at such an important time. Our 400 plus exhibiting companies from home and overseas will be featuring products and services designed to start the process towards helping Scotland achieve its ambitious aims; and our conference, with around 400

All-Energy 2017

Government Business readers can already start using the online-trails to determine who they want to visit, with Bioenergy, Energy Efficiency, Energy Storage, Grid, Heat and Smart and Sustainable cities being perhaps the most applicable. Of those, Energy Efficiency currently ‘tops the polls’ with the most exhibitors signed up.

PACKED CONFERENCE Some 400 speakers will take part in the conference and in ‘Quick Fire’ presentation theatres on the exhibition show floor. From the opening conference plenary session featuring industry luminaries, the Day Two morning plenary session on the effect of Brexit on the industry, to dedicated sessions on every form of renewable energy generation, plus other related and vital topics, All-Energy’s aim is to update and inform visitors, thanks to the input of key stakeholders and the engineers who bring projects to fruition. Their contributions ensure a rich choice of topics on offer at the free-to-attend conference sessions.

The Energy Efficiency conference session, to be chaired by Professor Karen Turner, director at the Centre for Energy Policy Strathclyde (CEP), will provide manna from heaven for energy managers. The first speaker, from the Scottish government, will undoubtedly elaborate on key points in the draft Energy Strategy on energy efficiency and heat which include: making significant investment and employ targeted regulation to make Scotland’s buildings near zero carbon by 2050; exploring with local government the role for regulation in the development of District Heat Networks on a large scale; and consulting on placing a statutory duty upon local authorities to work with relevant stakeholders to develop LHEES, and to use their powers to implement that strategy.

It will also discuss: establishing district heating zones to enable coordination between building owners, heat network developers and public authorities around an agreed long-term plan for district heating development; creating concessions and provisions for connecting users to district heating networks within these zones to align heat network development with public objectives and to minimise the risk of stranded assets; revealing and exploiting opportunities to make use of low cost, low carbon surplus heat from industrial processes and power generation that would otherwise be wasted; setting minimum technical and consumer protection standards for district heating which will be enforced through a licensing system; and reviewing the Assessment of Energy Performance of Non‑domestic Buildings (Scotland) Regulations 2016, with the intention of further regulations from 2020 to improve the performance of existing non-domestic buildings.

Earlier this year the Energy Saving Trust and Scottish Enterprise carried out research to gain key insights into the energy efficiency and low carbon market in Scotland from

Sustainable transport has long been on the All-Energy conference agenda, and so the development of Smart Urban Mobility Solutions 2017 is a natural progression for the show both a demand and supply perspective. A presentation by Ian Cuthbert of the Energy Saving Trust will cover the key findings from this research, which includes the likely future demand for energy efficiency products and services from key buyers in Scotland and the supply chain’s ability to provide these. Next on the agenda will be Chris Jofeh, director and global buildings retrofit leader at Arup, looking at the challenges of retrofitting existing buildings to improve the value that buildings deliver to their owners and occupants, and to society.

Under the broad working title of ‘Changing the way we view energy efficiency: taking a multiple benefits perspective’ the CEP will widen the discussion for 30 minutes before a lively panel discussion takes place.

All-Energy is held in association with the Renewable Energy Association (REA); Highlands and Islands Enterprise; Scottish Enterprise; Aberdeen Renewable Energy Group (AREG) and host city Glasgow. The Society for Underwater Technology is the show’s learned society patron. A further 40 organisations including government departments, professional bodies and trade associations act as supporters.

Shepherd and Wedderburn the Headline Sponsor is providing a superb opening session for the Sustainable Cities conference stream, sponsoring sessions within All-Energy as well as sponsoring a new co-located event.

SMART URBAN MOBILITY SOLUTIONS That new event is Smart Urban Mobility Solutions (SUMS 2017) with its two-day conference and dedicated exhibition area.

Supported by Transport Scotland, IT United Kingdom, the Energy Saving Trust, Glasgow City Council and Glasgow Chamber of Commerce, it leverages Scotland’s long history

of innovation in intelligent traffic control and Glasgow’s pioneering work on Smart Cities.

Sustainable transport has long been on the All-Energy conference agenda, and so the development of SUMS 2017 is a natural progression and aimed at transport authorities, city and transport infrastructure contractors, decision makers and advisors from private ventures, large utility groups, technologists and investors in addition to representatives from cities, local/regional/ national governments and authorities, some of whom number amongst the speakers.

Conference sessions in the new event will look on Day 1 at smart urban mobility through the eyes of Transport Scotland; then through the eyes of smart cities; before moving on to the highly topical world of connected and automated vehicles. Then on Day 2, recognising its links with All-Energy, attention will turn to use of renewable energy, fuelling infrastructure, electric and hydrogen vehicles (including buses – after all Aberdeen has the largest hydrogen fuelled bus fleet in Europe); and smart technology.

Additionally, throughout Day 1 the Innovate UK Infrastructure Systems Innovation Showcase (11:00-17:30) will cover the energy, connected transport and urban living sectors.

Two very special cars designed and built by students from two Scottish Universities – the University of the West of Scotland and Strathclyde University – will be on display amongst other LCVs. Both will be competing later in May in London at the Queen Elizabeth Olympic Park in the Shell Eco-marathon Europe. L FURTHER INFORMATION www.all-energy.co.uk www.smarturbanmobilitysolutions.com

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Waste Management Written by Iain Gulland, chief executive, Zero Waste Scotland

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

CIRCULAR ECONOMY

Inspiring change for the resource economy Zero Waste Scotland’s Iain Gulland explains what steps have been taken to deliver the Scottish Government’s circular economy strategy and the benefits that have been realised The circular economy may be a new concept to many, but forward-thinking businesses and business leaders in Scotland have certainly heard of it. Not only that, many are already acting to make sure they maximise the benefits of a more circular economy in terms of profit – as well reaping the environmental and social advantages. In fact, Scotland is pioneering the way and was recently recognised globally for its circular economy leadership.

The Scottish Government, representing itself and its key agencies including Zero Waste Scotland, was the recipient of the Award for Circular Economy Governments, Cities and Regions at the Circulars Awards, presented at the World Economic Forum Annual Meeting in Davos earlier this year. Since then more countries have looked to Scotland as an exemplar of circular economy action. We’re not just talking about it – we’re one of only a handful of countries turning plans into deeds.

Scotland is also leading the game in terms of actively investing European funding. The EU has made a fund of £680 million available over the next few years towards supporting the circular economy. Scotland’s already ahead of the game and has a European Regional Development Fund backed programme worth £70 million, led by Zero Waste Scotland, to help innovative businesses use resources more efficiently and move towards a more circular economic approach.

within the economy for as long as possible.

It’s being enabled by advances in technology and the emergence of disruptive approaches such as the sharing economy, typified by companies like Netflix, Spotify and AirBnB. Above all, it’s an opportunity. We currently exert unsustainable demands on our planet’s resources, operating a ‘make, use, dispose’ culture that doesn’t get the most out of the things we already have in circulation.

For

rt We exe able in unsustas on our demandresources, s , planet’g a ‘make, use n t operati e’ culture tha t dispos get the mos doesn’tthe things we out of dy have in alrea lation circu

WHAT IS THE CIRCULAR ECONOMY? The circular economy is one that’s sustainable, and as much as possible eliminates waste. It involves minimising waste by clever design of products, keeping things in good use for longer, and maximising recycling where waste does occur. It’s about developing new business models, remanufacturing and reprocessing to create new products from old – all to keep products and materials

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GOVERNMENT BUSINESS MAGAZINE | Volume 24.2

example, we import millions-worth of gold into Scotland hidden away in our TVs, phones and computers, but we recover just a tiny fraction of that.

The Scottish Government has placed the circular economy at the core of Scotland’s Economic Strategy and Manufacturing Action Plan, and its Making Things Last strategy highlights priority areas with the greatest opportunity to deliver economic, environmental and social benefits. This is at a time when many countries are only just beginning to think about the circular economy, or are not working towards it yet at all.

The benefits of adopting a more circular economy are huge – in terms of investment, jobs, and the environmental benefits of improved resource efficiency and less waste.

Across Europe, shifting towards a more circular economy could generate £1.4 trillion of annual benefits by 2030. In Scotland, using by-products from our food and drink sectors to create higher-value products, such as bio-fuels or advanced proteins, could generate an additional £500-800 million a year. Remanufacturing is already contributing £1.1 billion per year to Scotland’s economy and has the potential to grow by a further £620 million by 2020, adding 5,700 new jobs.

WHAT HAS BEEN ACHIEVED? The value of the circular economy can only be realised by action. By its very nature

it’s all about collaboration – realising cross-sector opportunities for materials that would normally be wasted to remain in use elsewhere, and looking at ways products can be made to ensure they’re easier to take apart and fix, or repurpose.

That’s why Zero Waste Scotland and partners are working with industry on more sustainable business models that go beyond just recycling and reducing landfill. We want to generate innovative approaches to reuse, repair and remanufacture that will make the circular economy part of everyday life in Scotland for consumers and businesses.

We are making good progress. We have flourishing collaborations between business and academia going on through the Scottish Institute for Remanufacture, a centre of excellence based at the University of Strathclyde, and we’re working to increase innovation in remanufacturing. Founded in May 2015, the Institute has already seen 18 projects paired up with more under review.

When it began operating it was the first of its kind in Europe, and fourth only to Singapore, New York and Beijing.

Scotland is also making great strides in the re-use sector, with two large-scale re‑use and repair hubs currently operating and more in the pipeline. The Edinburgh Remakery and a second hub operated by Blythswood Care in the Highlands enable people to learn to repair and upcycle their

The circular economy is one that’s sustainable, minimising waste by clever design of products, keeping things in good use for longer, and maximising recycling where waste does occur goods, as well as purchase second-hand items.

They instil skills and knowledge and create jobs at community level, helping everyone do their bit for a circular Scotland and extending the usable lifespan of materials.

As well as individual success stories, Zero Waste Scotland has seen interest in circular economy business solutions growing.

We have supported more than 30 businesses across the country to develop circular economy business models and services since 2015, and circular economy partnerships are going from strength to strength. For example, Glasgow-based brewery Jaw Brew and Auld’s the Bakers teamed up to trial turning waste bread into a low-alcohol beer.

In the background, Zero Waste Scotland is working together with Scottish Enterprise, SEPA, Highlands and Islands Enterprise and Skills Development Scotland, among others, on future opportunities, skills and support for the circular economy. The circular economy goes beyond business and has benefits in all aspects of society.

Waste Management

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

WHAT’S NEXT FOR THE CIRCULAR ECONOMY? It’s clear that there’s real value in moving towards a more circular economy for Scotland.

Just 10 to 15 years ago almost everything went to landfill. Now waste is no longer seen as rubbish – it’s a resource and we’re doing ourselves, not to mention the environment, a disservice by simply disposing of it. The challenge now is making the circular economy mainstream. Scotland is ahead of the game in terms of actions but we need circular economy thinking to be embedded across all sectors, and beyond waste management.

For the circular economy to become a regular, everyday consideration involves changes to established processes.

Making it a step in procurement would be a leap forward, and could result in more companies going for ‘sharing economy’ approaches to services rather than ownership.

We supported lighting company Juice to establish a sharing model for light, for example, in which it leases out lighting as a service and takes on responsibility for maintenance and repairs – much as a landlord operates when it comes to property.

In order for the circular economy to continue to progress we need to establish what the opportunities are. That’s why we have worked with the Glasgow Chamber of Commerce on a city scan to look at the movement of resources, and how these could be paired together in circular economy projects. We’re also working with partners to identify circular economy opportunities within the construction sector – another big contributor of waste to landfill but where there are numerous chances to minimise that by adopting a circular economy approach.

In terms of the next milestone, the Scottish Government has committed to a Circular Economy Bill within this Parliament. We’re expecting a lot of interest from within the sector on feeding into that, and it’ll be a key discussion point at this September’s Scottish Resources Conference in Edinburgh.

We’re aware that Europe, if not the world, is looking to Scotland for examples of circular economy innovation and success, which gives us an ideal opportunity to share ideas and best practice. We’re not only pioneers, but influencers, and we’re committed to advancing Scotland towards a truly circular future that maximises the economic, social and environmental potential of sustainable resource use. L FURTHER INFORMATION www.zerowastescotland.org.uk

Volume 24.2 | GOVERNMENT BUSINESS MAGAZINE

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Fleet Management Written by James Court, Renewable Energy Association

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

RENEWABLE TRANSPORT

Cleaning up transport with renewable fuels James Court from the Renewable Energy Association explains how electric, gaseous and hydrogen fuels are playing a significant role in cleaning up the country’s transport emissions Timed to coincide with the COP22 UN climate change meeting in Marrakesh last November, the government’s welcome of the freshly-ratified Paris climate change agreement in Parliament summed up their motivations succinctly.

Greg Clark, Secretary of State for Business, Energy and Industrial Strategy, announced: “We look ahead to continuing our leadership on climate action and ensuring that British business continues to play a key role in this new global low carbon economy.”

Industry agrees. Motivated by an ambitious Climate Act and binding Carbon Budgets there is significant scope for British businesses to become international low‑carbon technology leaders.

There are narrow windows in time in which, if industry and government collaborate effectively, something bold, world‑leading and prosperous can be built. Alternatively, heels can be dragged and ambition belittled to the point in which leadership becomes an uncomfortable word. Without action, goods, services, and new ideas could instead be procured from Asia, North America, or the continent.

While we have missed becoming manufacturing and knowledge hubs for certain renewables in the past, there is an opportunity now to develop UK excellence in biofuels and advanced transport, which in turn co-develops other industries.

Ensus and Vivergo, the two largest of the UK’s biofuel producers, each have a major facility in the North of England.

The facilities provide around 3,500 jobs in the North East, North West, and Humberside. The industry is tackling pressing sustainability challenges head on by eliminating the use of palm oil in biofuels produced or consumed for example.

Meeting targets is about increasing UK fuel security and ensuring that British companies have a place at the table of international advanced fuel technology leaders. The ambition to reduce emissions and pollution from transport is certainly not confined to the British Isles, and knowledge first acquired in Britain will be valuable abroad.

There is nity rtu an oppo lop UK to deve in biofuels ce excellen advanced and , which in rt transpoo-develops turn c ndustries other i

CHANGING SEASONS The Committee on Climate Change (CCC) reports that 24 per cent of UK greenhouse gas emissions came from transport in 2015.

Contrary to the trend in the power sector, where emissions have fallen by 50 per cent since 1990, transport emissions actually rose in 2013/14 and 2014/15, leaving emissions barely changed on 1990 levels. It appears that we are falling short of key CCC indicators and that greater action is needed if the government is to meet its Carbon Budgets and Renewable Energy Directive targets.

It’s gone under the radar but over one billion pounds has been invested in conventional waste-derived biodiesel and bioethanol production facilities domestically.

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RENEWABLE FUELS The Department for Transport is presently consulting on

the Renewable Transport Fuels Obligation, which could put into place the kind of decarbonisation action and innovation on the ground that the government enjoys championing on the international stage.

Upping the obligation on fuel suppliers to blend to 9.75 per cent of biofuels into the fuel mix, an increase from the 4.75 per cent where it has been capped since 2012, will support domestic agriculture, rekindle supply chains, and improve investor confidence.

Emphasising the use of waste‑derived biodiesel and bioethanol, which can be made from sugar beet, used cooking oil, tallow and surplus feed wheat, will support domestic biofuels manufacturing.

Is the effort of growing new industry worth it? Resoundingly yes, as GHG emissions reductions for low carbon transport fuels put onto the UK market in 2015/16 was 74 per cent. The industry additionally puts to use a range of the country’s wastes, generates employment, and produces valuable by‑products, including high-protein animal feed.

Council launches electric van fleet

KPMG’s 2017 Global Automotive Executive Survey highlights conflicting views in leading auto company boardrooms. 62 per cent of executives surveyed thought that battery electric vehicles will fail due to a lack of infrastructure BEYOND 2020 – EMERGING THEMES As the global electric, gaseous, and hydrogen vehicle supply chains grow, there are also opportunities for British leadership, particularly beyond 2020. There is also scope to develop power and heat sector technologies, as the links with the renewable energy, waste, clean tech and transport industries are becoming increasingly connected.

The best two examples of this overlap are around the co-development of the biomethane and gaseous transport sectors, and the electric vehicle and stationary energy storage sectors.

Last month, transport headlines were made by a CNG Fuels and Waitrose announcement. Forty per cent cheaper than diesel and 100 per cent renewable, new Scania-built lorries using a new design of compressed natural gas (CNG) fuel tanks allow heavy goods vehicles to store CNG at 250 bar, and thereby travel up to 500 miles (up from a previous ceiling of 300). Renewable gas derived from food and other organic wastes, called biomethane, will power these 10 new vehicles purchased by Waitrose.

In 2015 the UK was the fastest growing biomethane market in the world. There are

currently 84 biomethane projects in operation in the UK, producing around three TWh per year of renewable gas, according to CNG Fuels. This is equivalent to around four 60,000-tonne LNG tankers worth of gas that is being consumed or injected into the grid that the country won’t need to import from the Middle East. The majority of plant, pipelines and associated works in relation to biomethane is sourced in the UK. ELECTRIFICATION KPMG’s 2017 Global Automotive Executive Survey highlights conflicting views in leading auto company boardrooms. 62 per cent of executives surveyed thought that battery electric vehicles will fail due to a lack of infrastructure. 78 per cent, however, saw fuel cells to be the real low-carbon breakthrough.

While this may be believed, it is yet to be seen and it is battery electric vehicles that have been making the headlines and that have been more widely deployed. Oil and auto companies, including Shell, Enel and BMW are reported to be rolling out hundreds of EV charge points by 2020 across the EU. Alternatively‑fuelled vehicles achieved a 4.2 per cent market share in January 2017 in the UK, a record high, according to the SMMT. The CCC central scenario to 2030, however, requires 60 per cent of new car sales to be ULEVs by 2030.

How does this benefit Britain? Nissan, the UK’s largest vehicle manufacturer, is making electric vehicles at its Sunderland plant. With it associated equipment, research facilities, and specialist knowledge acquired in the advancement of battery technology for the EV industry is being applied to the energy sector more widely. In particular, lithium‑ion battery technology is rapidly advancing for home or grid-scale use. The inaugural Energy Storage and Connected Systems (ESCS) conference in London in February emphasised the interconnections between these two growing sectors. Speakers from Open Energi and the LowCVP spoke about the role of advanced energy storage technologies in improving energy security, reducing costs, and supporting the roll out of greater amounts of renewable power capacity. The hardware and software that connects stationary storage, electric vehicles, and demand‑side response technologies is cutting edge, and is becoming more valuable. For the auto industry, KPMG’s survey found that 85 per cent of executives believed digital systems will generate greater revenues than car hardware in the future.

North East Lincolnshire Council has bought in 11 new electric vehicles which will be used in security and neighbourhood operations, having set a target of becoming the UK energy capital by 2032.

The 11 new Nissan e-NV200 electric vehicles, will be used for operations such as waste services, grounds maintenance, pollution control, and will also be used for security services which are run by ENGIE. The vehicles are more cost effective and believed to have a longer life expectancy, and will be used by council officers in the coming weeks. With a range of about 108 miles on full charge, the fuel costs will amount to £300 per 10,000 miles, in comparison with the diesel equivalent of around £1,500.

The council has also purchased some of the e-NV200 Combi vehicles which have been adapted to accommodate wheelchair users and vulnerable children.

Cllr David Watson, portfolio holder for environment, said: “These new vehicles are much more cost effective than those that we currently operate, and they fit in with the council’s vision for a low carbon North East Lincolnshire.

It is great to see the vehicles on the road and ready to go. People will be able to see the new vans operating across the borough over the next few weeks.

“The council will put these vehicles to the test, ensuring that they can fulfil the requirements of our day-to-day operations, before potentially looking at the e-NV200 as a replacement for the ageing diesel fleet. ”

Fleet Management

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

COORDINATED ACTION What’s keenly needed now is coordinated government action. Recent funding announcements for advanced freight technologies and energy storage research and deployment are strong starts, as is mention of the storage and EV industries in the Industrial Strategy green paper. A range of regulatory upgrades are needed to allow for further deployment, and greater leadership.

Some of this will take individual departmental action, while for other aspects we now look to the forthcoming Emissions Reduction Plan. Let’s act swiftly and decisively, as our window for collaboration and action is now. L FURTHER INFORMATION www.r-e-a.net

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A quick guide to Our company

EXHIBITING: CV SHOW 20 17, VISIT US IN HALL 5

Our customers 500

Our team 152 strong

42 year history

Good from day one!

Colin Watson, Gentoo Group

500+ years key people experience

Very good, very responsive couldn’t provide more or a better service

43 Local Authority Partnerships

Corporate customers in Utilities, Construction, Waste and Highways

Minibuses for schools

Biggest customers Flintshire CC, Kier PLC, Lincolnshire CC Up to 18% Public Sector savings*

Colin Curtis, City of Sunderland

Fleet - 3214 specialist vehicles and LCV’s *Based on outsourced model

Challenges faced by customers

Sustainability Brexit

Pension liabilities

Pound sliding

Austerity Efficiencies Frontline services Consolidation

Accountability

Savings

Budgets

Ageing population Economic pressures

Debt

Europe

Housing crisis

Elections

Inflation

Spending cuts

Regeneration Public Relations Workforce cuts

Contract Hire

Most expensive vehicle - “the Ditch Witch” 250k

Sale and leaseback

Range – from Micra to RCV (bin lorries)

60 + service centres**

Workshop management

Dedicated service support vehicles

O license compliance

100 different rental vehicle types

Access to 150,000 rental assets

Dedicated rental team

Comprehensive rental management system

Rental

£223m - Combined MRP of our fleet

Maintenance

Our primary services

**Including 15 owned and managed

Commercial Vehicle Show

EVENT PREVIEW

Opening the shop window for CV buyers The Commercial Vehicle show will take place this April and will launch a number of new products over the course of three days. Government Business previews the show, including returning manufacturers and industry growth With over 400 exhibitors signed up for the 2017 Commercial Vehicle Show, the halls are full to the brim at the UK’s premier road transport and logistics event, to be held at the NEC Birmingham from 25-27 April 2017. As the best attended, largest and the most comprehensive road transport and commercial vehicle event held in Britain, increasing demand for the annual event has resulted in an additional 5,000 square metres of space being made available in Hall 3 to meet the increased demand.

The Commercial Vehicle Show, providing truck and van operators with far greater choice than any other exhibition serving this vital industry, is the leading meeting place

for suppliers and operators to network and learn, with many new products expected to be launched over the three days of the show.

Unrivalled in size, product range and visitor attendance, the Commercial Vehicle Show attracted around 21,000 high quality visitors in 2016, many responsible for large purchasing decisions within their organisations.

Research at previous Commercial Vehicle Shows confirms that three out of four visitors to the CV Show is a fleet owner, senior manager or engineer, with most having sole or joint purchasing responsibility within their companies. Furthermore, over half of the show’s audience is exclusive to the CV Show as they choose not to attend any other industry exhibition, meaning access to thousands of key buyers for exhibitors that simply can’t be found at

CV on got t i t c u d o r pr reat sta by g a o t f n e of th, driv seas n o m t s r la ed ove continu , with 96 per demand all exported cent of eading for CVs h rope Eu

any other show. Commercial Vehicle Show director Rob Skelton has commented that changes in the commercial vehicle sector in the past year will be reflected at the show.

CVs DRIVING GROWTH According to figures provided by the Society of Motor Manufacturers and Traders (SMMT), UK commercial vehicle manufacturing enjoyed double-digit growth in January.

The figures show that 7,502 CVs were built in Britain during the first month of 2017, representing an increase of 10.8 per cent, as overseas demand continued to drive production. Additionally, exports grew by 45.9 per cent, counterbalancing a decline in domestic output, which fell -26.0 per cent.

Mike Hawes, chief executive of the SMMT, who help organise the CV Show, said: “CV production got off to a great start last month, following a relatively stable year for the sector. The strong performance was driven by continued overseas demand, with 96 per cent of all exported CVs heading for Europe. E

Volume 24.2 | GOVERNMENT BUSINESS MAGAZINE

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ContiPressureCheck™

Hall 5 Stand 5G110

ContiPressureCheck ™ The tyre pressure monitoring system Continuous tyre pressure monitoring drives down overall operating costs. › Economical: Lowers fuel consumption, increases mileage and maintains the value of the tyre casing. › Reliable and safe: Helps to prevent tyre-related breakdowns that can lead to costly downtime and even road accidents. › Eco-friendly: Decreases CO2 emissions and consequently protects the environment. › Easy: Easy to install and compatible with telematics and all tyre brands.

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EVENT PREVIEW

Unrivalled in size, product range and visitor attendance, the Commercial Vehicle Show attracted around 21,000 high quality visitors in 2016, many responsible for large purchasing decisions within their organisations  For this performance to continue, government must secure the competitive trading conditions that are so vital to the sector’s success.”

VEHICLE MANUFACTURERS Every aspect of the UK road transport sector will be covered at the Commercial Vehicle Show, offering business visitors the opportunity to see a wide variety of possible options to help them operate and maintain a safe, efficient and effective fleet.

As well as vehicles, ancillary suppliers will offer products such as handling equipment, insurance, logistics, tyres, telematics, training providers, fuels and lubricants.

Vehicle manufacturers exhibiting at the 2017 Show include: DAF; MAN; Citroën UK; Fiat Professional; Ford; Isuzu UK; Iveco; LDV; Mitsubishi; Peugeot; Renault UK; SsangYong; Toyota; and Volkswagen. Many are planning new range additions and the Commercial Vehicle Show will be a chance for visitors to see them for the first time.

Volkswagen Commercial Vehicles will be attempting to gauge the UK’s appetite for its all-electric compact van. The German manufacturer’s stand will showcase its version of the urban delivery electric vehicle, the e-Load Up, despite reports saying that the company has no intention to sell the vehicle in the UK. Powered by an AC electric motor, the vehicle offers up to 990 litres of cargo volume and a 360kg payload and may still attract enough attention to cause Volkswagen to change its mind.

Perhaps of more interest to its UK audience, the new Volkswagen Crafter will make its UK debut in Birmingham this April. The Crafter comes with a 2-litre TDI engine and a standard 6-speed manual transition gearbox, with the first UK deliveries of the model expected a month after the show.

Previewing its official launch, Isuzu will reveal the new generation D-Max at the show. In light of a growing and increasingly competitive market, with many fleets showing interest in the Nissan Navara and Toyota Hilux, among others, the Japanese manufacturer maintains that its customers are interested in a no-nonsense pick-up that’s fit for purpose. Containing a number of feature upgrades and cosmetic touch ups, the new model has a range of touchscreen entertainment systems available on the interior, and rotary dials on the wheels that allow the driver to select four-wheel drive on the move as well as low range gears.

DAF Trucks will return to the NEC this year having recorded impressive annual registrations figures for 2016 and a record‑breaking 30.1 per cent market share for the company. Overall registrations for 2016 increased by nearest 20 per cent on the previous year, totalling 13,911 registrations.

DAF Trucks in-house finance division, PACCAR Financial, will also be present, showing DAF First Choice, its approved used programme.

Managing director Ray Ashworth attributed much of the company’s recent success to its ‘DAF Transport Efficiency’ philosophy, which will form much of the company’s showing at this year’s show. Close attention to operating costs, emphasised through the Silent Mode and Predictive Cruise Control on its models, combine to provide operators with a total transport solution, which will be highlighted on DAF Trucks’ stand this year.

Discussing the return of DAF, alongside the MAN TGE and Iveco, show director Rob Skelton, said: “We’re delighted to see DAF, MAN and Iveco via Guest Trucks returning to the CV Show in 2017. Heavy trucks are a vital part of the freight and logistics industry in the UK and their presence adds a real attraction to the show, as well as giving the manufacturers the opportunity to connect with some of the key players across the haulage industry and demonstrate their products and services, all from one venue.” E

Train energy to power buses Energy created and stored by regenerative braking from trains is to be used to charge electric buses, with a trial of the technology getting underway in the Netherlands.

Dutch company Hedgehog Applications is to undertake a pilot project in the city of Apeldoorn, which will use a large battery to store energy regenerated by braking electric trains and use it to recharge electric buses and cars.

The project, which will initially be tested with four electric buses, is to be undertaken in partnership with Dutch rail operator ProRail.

Hedgehog says that the stored energy could also be used to prove emergency power for railway signalling and control systems.

The energy will be transmitted to stations from energy recovery systems on braking trains via overhead power lines, and fed into batteries at railway stations. These larger batteries will then be used as transformers, effectively, to feed the recovered energy into vehicles that are charging at the railway station, rather than power EV charging stations directly from the grid.

According to Arjan Heinen, director of Hedgehog, the amounts of energy that can be recovered might be small on the scale of the overall power usage of a national railway network, but are potentially well‑matched to the scale of small electric urban bus services.

Commercial Vehicle Show

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EVENT PREVIEW  TRAILERS AND TANKERS In addition to vehicle manufacturers, bodywork, trailer and tanker builders will use the Commercial Vehicle Show as their shop window.

Among the exhibitors in this sector are: Cartwright Group; Don‑Bur; Feldbinder UK; Kögel; Lawrence David; Maisonneuve; Magyar; Montracon; RTN Group; SDC Trailers; Tiger Trailers; and Whale Tankers.

The Commercial Vehicle Show will mark the 40th anniversary of Montracon, who will use the occasion to provide show debuts to three of its vehicles - a rigid bodied curtainsider on a 26-tonne DAF chassis, a double deck reefer and a more versatile machinery/plant carrier.

The Cool Pavilion in Hall 3a offers visitors a wide variety of temperature controlled products and services. Specialist trailer and bodybuilders including Chereau, Coolertech, Coolkit, Gray and Adams, Paneltex and Solomon Commercials have booked stands, and so have refrigeration equipment suppliers Carrier Transicold, Thermo King and Frigoblock.

Hall 3 has been opened for the 2017 show and will this year have the CV show Innovation Lab for the first time. Daily seminars will be held in this area covering a range of topics and latest developments in the commercial vehicle sector.

The specialist Workshop area in Hall 4 is aimed at the commercial vehicle and passenger car maintenance and repair sector, and attracts decision makers from franchised dealers, independent garages, fleet workshops, body repair shops and wholesalers. Leading exhibitors in this area are: Eclipse Diagnostics; Gemco; Maha; Tecalemit Garage Equipment; Totalkare Heavy Workshop Solutions; and V-Tech.

Racking and storage solutions for LCVs will be available from Bott, Bri-Stor Systems, Rhino Products, Sortimo International, System Edstrom and Tevo. Operating costs are key for the commercial vehicle industry; fuel, maintenance, driver safety and communications all mean money and telematics can go a long way towards making every penny count for fleet operators. These systems can be tailored to companies of any size with vehicle tracking, tachograph analysis, fuel economy or a fully integrated package covering every area of operation.

WEARING THE CORRECT A-TYRE Tyres play a critical role in the success of any transport operation, with their importance to fleet safety and performance. Operators have the perfect opportunity to compare suppliers at this year’s show, with exhibitions including: Apollo; Bandvulc; Bridgestone; Michelin; RH Claydon; Continental; Double Coin; GITI Tire; Goodyear; Hankook; KwikFit; Sailun; TD Tyres; and TIA Wheels.

Making its show debut, Apollo Tyres will introduce its range of European market-orientated truck tyres. The company is building a truck tyre plant in Europe, being the first major tyre firm to do so for a decade. The Hungary-based base will work to bring European‑produced Apollo truck tyres to the market in around 2019.

The April event will also see Michelin debut its all-new X Multi truck tyre line-up, with the manufacturer claiming that its next‑generation fitments deliver 15-20 per cent more mileage, at no extra cost, when compared to its current X MultiWay 3D series.

Initially available from April, additional tyre sizes will be made available throughout the year. Michelin will also be showcasing the breadth of its commercial vehicle tyre range at the show.

Putting efficiency and safety at the forefront of its operations, Continental Tyres will use the show to emphasise its operational solutions that complement its range of commercial vehicle tyres.

A selection of the company’s tyres will be on display, with industry experts on hand to demonstrate its LGV, HGV and Materials Handling equipment ranges. Mat Wilkinson, commercial sales and marketing director at Continental Tyres, said: “Commercial vehicle operators continue to strive towards greater fuel and cost efficiencies and with this in mind Continental has invested in providing not only market leading tyres but a robust range of services and solutions to support our customers throughout their operations. The CV Show offers us the opportunity to discuss how Continental can help, with the right tyres, and the right solutions to take your commercial business forward.”

Heavy trucks are a vital part of the freight and logistics industry and their presence adds a real attraction to the show, giving the manufacturers the opportunity to connect with some of the key players across the haulage industry

Commercial Vehicle Show

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AN ELECTRIC BUZZ Mellor Coachcraft is set to showcase the Orion E, its fully low-floor electric minibus, at the Commercial Vehicle Show.

With a full range of 100 miles, the Orion E accommodates 16 seated passengers or four wheelchairs, with the electric front‑wheel-drive system enabling a single-step entry, fully low-floor passenger saloon.

With the first Orion E minibuses expected to be delivered to customers in July, comparisons are easily made with the Orion, the company’s conventional predecessor, with the Mellor maintaining much of the visual design. However, the low-floor, coach-built body accommodates its battery packs with the chassis cab holding an electric drive and gearbox in the engine bay. John Randerson, Mellor’s managing director, said: “The project has taken us two years to complete. We looked at a number of different electromotive suppliers and products, with the aim of ensuring we could have absolute confidence in the product and drive train.” L FURTHER INFORMATION www.cvshow.com

A top-tier manufacturer of diesel engines and commercial vehicles Isuzu focuses on proper pick-ups which means it is much better at meeting customers’ specific pick-up needs. Isuzu is also not distracted by the world of passenger vehicles like all other manufacturers.

Every new Isuzu D-Max will tow 3.5 tonnes and for total peace of mind comes with five year/125,000-mile warranty and with the new model five years’ roadside assistance in the UK and Europe. Off-road, the Isuzu D-Max performs better than ever with a switchable 4 x 4 system, electronic stability control and a traction control system with ABS. Body options include the single cab, double cab and an extended cab that offers a side access panel.

The Isuzu D-Max range is carefully crafted to offer you unrivalled pick-up capability

and choice. This year Isuzu will be launching the New Generation D-Max at the 2017 CV show and will have all main body styles/variants for show visitors to view. The helpful Isuzu CV show team will answer all your questions on the new range.

Come and see New Generation D-Max for yourself in Hall five at the 2017 CV show. For more information about what Isuzu could do for your business, visit the company website.

FURTHER INFORMATION Tel: 03303 335122 info@isuzu.co.uk www.isuzu.co.uk

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Advertisement Feature Written by Liz Gibson, Creditcall

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PARKING

HOW WE TRAVEL AND THE WAYS WE PAY Traffic management in cities isn’t just about steadily increasing on street parking charges to discourage drivers or ‘manage demand’. Consumers have extremely busy lives and demand convenience in every aspect of their day – transportation included. A journey can start or finish with a car and require additional modes of transportation for the easiest, most seamless, and inexpensive journey Recent figures from The UK Cards Association show 25 per cent of all card transactions are now contactless payments.

Consumers don’t just wave-and-pay when they buy a coffee or newspaper, they use their contactless cards when shopping for groceries, on the high street, and increasingly during their commute.

Park and Ride schemes offer an important option for many motorists. Recently the Park and Ride in Creditcall’s home town of Bristol – operated by First – started a pilot accepting contactless cards; while Reading Buses have upgraded their entire fleet of over 180 buses to accept contactless, as well as their mobile app for in-app ticket purchase to adapt to changing user payment behaviour.

POSITIVE STEPS ARE BEING TAKEN FROM SOME COUNCILS Some councils are taking positive steps to provide alternatives to driving. Cycle lanes are essential to reduce the number of single occupancy vehicles effectively; a bike rental scheme like the one in London can help reduce car usage. Next Bike and B-Cycle offer easy bike rental systems where a bike can be hired for the day, simply paid for by debit or credit card. Users don’t even have to return the bike to the same spot.

Where car usage can’t be avoided, in particular when travelling with children or luggage, electric vehicle (EV) charging stations at strategic spots could help encourage people to drive cleaner cars. Wouldn’t it be easier to have a dedicated parking spot to leave the car charging, instead of filling it up with fuel and then have to find somewhere to park?

ENCOURAGEMENT TO CHANGE HOW WE TRAVEL AND PAY Toll systems or congestion charges in cities can also help encourage people to use alternative transport but certainly won’t be the most popular option.

Bike lanes, multiple occupancy lanes, EV charging points, and even tolling and congestion charges may help but public transport still has to be the cornerstone of reducing traffic congestion. Some of the

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GOVERNMENT BUSINESS MAGAZINE | Volume 24.2

major transport operators are focusing on the development of an ‘interoperable’ system where a single ticket can be used for different stages of the journey across different operators. The best example is railways – nobody even considers buying different tickets to cover each of the steps of a journey which may involve two or three different companies’ trains.

Delivering this model with buses is more complex than simply making sure people can get on and off buses, trams, and even ferries without planning ahead. The common factor to enable this is a payment system which is accepted at every stage.

Wouldn’t our lives be a bit more satisfying if we could drive to the train station, pay for parking, buy a train ticket from a ticket machine, arrive at the destination and hop on and off buses throughout the day all without carrying any cash? Creditcall already works with various partners delivering card payment for every single one of these stages.

Also with a common back office comes the possibility of making life even more convenient for commuters by linking the data from each one of these disparate forms of travel.

A KEY ADVANTAGE OF THE CARD TOKEN There’s another key advantage to councils who can offer card payment across different systems. Provided they all use the same backend, the card ‘token’ associated with each payment is the same – regardless of the channel or card reader the system

uses – it’s possible to tie together the various elements of travellers’ journeys.

This can paint a full picture of how travellers actually use the services on a daily basis.

Whether the information is obtained on customer behaviour patterns anonymously, loyalty schemes, updates, or even just a web purchase with an email address on one mode of transport, there will be plenty of data available. Once it’s identified who uses what, travellers can be actively targeted with information relevant to them such as new routes, new initiatives, timetable changes and even roadworks near them.

SWITCHING TRANSPORT TO SUIT DAILY NEEDS AND SITUATIONS Whilst many may feel nervous of the Orwellian world implied by some aspects of ‘big data’, it could work in their favour. If rather than discovering the suspension on arrival of a frequently used bus stop, or learning of major roadworks near a regularly used car park when stuck in a three mile tailback of other hapless drivers, a targeted message offering a discounted bike rental at a (newly opened!) facility 500 yards away might for once be a welcoming solution to everyday nuisances faced by many! L

Creditcall provides card payment systems for partners delivering all forms of transport.

FURTHER INFORMATION Tel: +44 (0) 117 930 4455 www.creditcall.com

LOCAL TRANSPORT

Parking

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

Why Park & Ride scheme support is still stalling With a new urban congestion fund included in Philip Hammond’s Budget, and the UK’s air pollution levels showing no decline, Government Business reports on the topic of local authority parking, and how Park & Ride schemes can aid sustainable transport efforts growing issue of urban congestion. While the exact details of this are yet to be revealed, the necessity to tackle congestions and ease the increasing pressure on local transport networks has grown dramatically over the last few

Bath & st a North E ouncil et C Somers its backing en has giv 00-space Park to an 8 e to handle & Rid congestion growingthe city in

months, with the air pollution crisis hitting the headlines across the world’s major cities.

Urban centres are being brought to a standstill as more and more cars take to the roads, and unless something is done to limit the number of vehicles on the road, the air quality and ease of road movement will always be hindered. E

View of Bath from Bath Abbey Credit: visitbath.co.uk Copyright: Bath Tourism Plus / Colin Hawkins

Tackling congestion has been a major topic within the walls of Whitehall in recent weeks. In his Spring Budget, Chancellor of the Exchequer Philip Hammond confirmed a £690 million investment package to help local authorities tackle the

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GOVERNMENT BUSINESS MAGAZINE | Volume 24.2

THE BATH BUS CONTROVERSY At the end of January 2017, Bath & North East Somerset Council gave its backing to an 800-space Park & Ride to the east of the city to handle growing congestion. With an increase in homes and jobs in the region, plus a continual rise in tourism to the city, the council argues that with more than 73,000 people travelling into the city by car every day, with that figure expected to rise to 96,000 by 2029, the city ‘will not last very much longer’ without becoming gridlocked.

Bath, predominantly nestled in a valley surrounded by hills with the Avon river running through, was inscribed by UNESCO as a World Heritage Site in 1987, because of its Roman Remains, 18th Century architecture and town planning, hot springs and landscapes. However, while it paints an idealistic image, parking is, and always has been, problematic. Despite the council’s efforts to tackle its congestion problems many times, the council has decided that the site at Bathampton Meadows is the ‘most suitable to meet the established needs for an east of Bath Park & Ride’.

The east, named by the council as the most congested part of Bath, is the only side of the city which does not currently benefit from a Park & Ride. However, between the existing three Park & Rides, it is reported that more

With a continual rise in tourism to the city, the council argues that with more than 73,000 people travelling into the city by car every day, the city ‘will not last very much longer’ without becoming gridlocked than two million passengers a year use the system. The sites at Lansdown (north of Bath), Newbridge (west of Bath) and Odd Down (south of Bath) operate seven days a week and run buses into the city every 15 minutes, with each journey taking approximately 10 minutes.

The concept of the Park & Ride originated in the 1960s, with Oxford, Leicester and Nottingham experimenting with services. The existing scheme in Oxford officially began in 1973 and is the oldest service continuously operating in the UK. The service, particularly beneficial to historic towns and city centres, allows motorists to park their cars within a specific car park on the edge of a town and then take a bus to their destination, reducing the number of vehicles on the road. In most cases, bus fares are cheaper than city centre car parking rates, with the difficulty of finding a car parking space in the city centre a problem on its own.

The controversy that arose following Bath & North East Somerset Council’s decision to implement the Park & Ride scheme at Bathampton Meadows was due to the strong belief that the large area of land devoted to car parking would be an inefficient use of land which could be put to another more productive use, as well as the potential damage it could do to the city’s Unesco world heritage status.

Dine Romero, leader of the Liberal Democrats in Bath, described the scheme as a ‘costly white elephant, warning the council that its is ‘going up against a community that is organised, resourceful and stubborn’.

Following a call-in on the decision, the Communities Transport & Environment Policy Development and Scrutiny Panel voted to dismiss the call-in and allow the decision to be implemented as set out.

A similar scheme has just begun operations in Lincolnshire, with Lincoln Business Improvement Group (Lincoln BIG) operating a Park & Ride service to three city centre stops. Having begun in February 2017, with the support of the City of Lincoln Council and Lincolnshire County Council, the service uses a combination of dedicated vehicles alongside existing local bus services to provide a bus every 15 minutes Waitrose, where parking will be free. The cost of an adult daily return fare is £2.50.

Meanwhile, another scheme is being trialled in a bid to alleviate congestion around the

Parking

 GREENER TRANSPORT Campaign groups, such as the Campaign for Better Transport and Greener Journeys, have long pushed for incentives and government measures to halt to the growth in traffic levels on UK roads. As the car market continues to experience growth, investment in better public transport and funding for walking and cycling routes require additional funding and prioritisation.

In February 2017, a LowCVP report, commissioned by Greener Journeys, highlighted how bus services in many UK regions were experiencing large growth in bus patronage, opposing the trend of long‑term decline for the sector. Any Journey is Greener by Bus showed that Bristol had witnessed a 19 per cent increase in passenger numbers when compared to 2009/10, with Reading (17 per cent), Milton Keynes (15 per cent) and Oxfordshire (12 per cent) also benefiting from increased figures. It is difficult to measure, but the promising figures suggest a shift towards bus use over car use, thus reducing the amount of vehicles on the road at any one time.

Additionally, a separate survey discovered that convenience is the most common reason passengers choose the bus for their journey, with 57 per cent of the 800 surveyed providing it as their key factor.

More interestingly, however, the same survey found that 30 per cent of those questioned from the South East and South West cited avoiding traffic as the main reason for their decision to use public transport.

Royal Crescent, Bath Credit: visitbath.co.uk Copyright: Bath Tourism Plus / Colin Hawkins

LOCAL TRANSPORT

Royal Berkshire Hospital in Reading, where six buses a day will make the 20-minute trip to the hospital, after the authority approved plans to cut free parking on roads near the hospital in 2016. Councillor David Absolom, chair of the council’s transport committee, said the park and ride will ‘take a lot of pressure off’ the surrounding infrastructure.

Opposition to Park & Ride schemes are not a new occurrence. The Campaign to Protect Rural England (CPRE) said of the service: “Increasingly large areas of countryside are buried under tarmacadam in the name of sustainable transport. But ‘almost every trip relies on using the car at one end. We need to reduce traffic levels overall and improve public transport closer to where people live to provide genuine transport choices. If this continues, every major town in England will have a necklace of car parks around it.”

PARKING AUTHORITIES Helen Crozier, civil enforcement manager for Highways & Transport at Oxfordshire County Council, is the chair of the British Parking Association’s Local Authority Special Interest Group (LASIG), which is organised to be recognised as the voice of local authority parking. Oxfordshire, like Bath is a region known for its popular tourist offering. Sitting on the hills of the Cotswolds and with rich English history, there is an annual flocking to the city to discover some of the UK’s most well-known landmarks and beautiful surroundings.

Parking and congestion are therefore similar concerns for Crozier and the city’s council, who have to contend with increasing visitor numbers and through city driving.

Therefore, among its future transport projects, the council is proposing to create another Park & Ride scheme to the north of the A40, which will have capacity to hold 500 vehicles, with the potential to expand to 1,000. The council’s consultation received 77 per cent support for public transport improvement, and, more specifically, 44.6 per cent support for both the Park & Ride and an eastbound bus lane between Eynsham Park and Ride and the Duke’s Cut canal bridge near Wolvercote. L FURTHER INFORMATION www.bathnes.gov.uk

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DEVELOPMENT

Dr Michael Harris, of the Royal Town Planning Institute, explains why, even in difficult circumstances, better planning could be one of the best investments that local authorities could make All local services have been under significant pressure over the past few years, from a combination of rising demand and reduced resources. For understandable reasons, the crisis in social care has received the most coverage, but it’s planning and development that has been the hardest hit of all.

The Institute for Fiscal Studies has calculated that planning and development in England alone have been cut by an average of 59 per cent since 2009-10 – in real terms by more than £1.47 billion. In Scotland, planning has been hit slightly less (by 31 per cent), but in Wales the reductions have been on average more than 50 per cent.

The Royal Town Planning Institute (RTPI) has looked at the extent of cuts in the North West of England. Even here, with the investment required to build the Northern Powerhouse, more than a third of planning staff having been lost since 2009-10.

Local authorities face extremely difficult choices, so why prioritise seemingly less critical and less visible planning and

development over other frontline services where needs are acute and growing?

Planners as a profession haven’t always been very forward in making the case for what they do. The RTPI’s view is clear though: cuts to planning have been a false economy. Investing in better planning to deliver not just housing but infrastructure and transport, access to jobs, public services and other amenities, benefits the economy, health and the environment. In other words, investing in better places can achieve a range of policy objectives shared by local and national government – and indeed local communities.

Here are five reasons why we need to invest in planning,

even in the context of (and

in some cases because of) A the pressures facing substan tial local government. increas e i n h ou building CUTS TO PLANNING of 100, se ARE HINDERING 000 homes HOUSING AND a y ear would c DEVELOPMENT r e boost t ate jobs, Planners have undoubtedly been and cutax revenues doing more with less, borrow as the mantra goes, but by £23b ing now cuts are inhibiting the n development we need. Our own research in the North West evidenced what our members have been telling us for some time: in many places, local planning services are surviving mostly on the goodwill and professional integrity of planning officers. Over-worked and under-resourced departments are not sustainable, but this is also bad for E

Written by Dr Michael Harris, deputy head of policy and research, Royal Town Planning Institute

Why local authorities should invest in better planning

Town Planning

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The power of planning: Fairfield Park, Bedfordshire, where Central Bedfordshire Council insisted on good planning and design to create a new community of 1,200 homes. Picture credit: Steve Tiesdell

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Town Planning

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DEVELOPMENT  development. On the surface, things might look okay. In the year ending September 2016, English districts granted more than 380,000 planning permissions, up four per cent from the previous year.

Planners are also working quickly; in the latest available figures, covering July‑September 2016, 85 per cent of major applications were decided within 13 weeks or within agreed timescales, compared with 80 per cent in the same quarter the year before.

The problem though is that these permissions don’t always translate, or translate quickly enough, into houses getting built. The government is trying to address the reasons why (including the structure of the housebuilding sector) though its Housing White Paper, which was published in February 2017.

The RTPI welcomed the White Paper as the start of a better approach to housing policy, but what we really need (as also recognised by the government) are local authorities that are able to play a more active role in development, through stronger local planning and land assembly. It’s this type of role for local government that explains why there’s more housebuilding in parts of continental Europe.

Cuts to local planning departments have eroded their ability to drive development in these ways – experienced staff have left or retired, and there’s much less capacity for strategic planning and planning policy development. The answer doesn’t lie in more ‘efficiencies’. Many

local authorities have already introduced outsourcing, mergers, shared services and more customer-focused processes.

Thankfully, the government is listening and has announced its intention to allow local authorities to increase planning fees by 20 per cent from July 2017. This will help, but obviously can’t make up for cuts made over many years. The answer, difficult though it may be, is for local authorities to reinvest in their planning departments by recognising the value of planning not only to meet housing needs but to benefit their local economies and communities more broadly.

BETTER PLANNING MEANS STRONGER LOCAL ECONOMIES Most obviously, there’s the economic benefit from house building. According to research by Savills, a substantial increase in house building of 100,000 homes a year would create jobs, boost tax revenues and cut government borrowing by £23 billion over the life of a Parliament. Much of the benefit from housebuilding benefits the local economy as well, for

example through hiring local labour.

It’s also about the quality of development.

Research from RICS has demonstrated how better design increases the long-term value of development, by between five to more than 50 per cent. More broadly, place quality is crucial to the longer-term success of our towns and cities – attracting investment and businesses, and retaining younger people who otherwise are forced to move elsewhere for opportunities.

Cuts have particularly harmed the ability of planning teams to shape, rather than just react to, development proposals.

This undermines not only the extent but also the quality and attractiveness of development, and so the economic value of places. In other words, we’re throwing away money from development – just one of the false economies of planning cuts.

In the context of Brexit and the need to do more for communities and regions that feel left behind, perhaps the best way to rebalance our economy might not be national strategies made in Westminster so much as investing in places, including through better

Investing in better planning to deliver not just housing but infrastructure and transport, access to jobs, public services and other amenities, benefits the economy, health and the environment

planning. The devolution agenda for cities has been long overdue and the ‘devolution dividend’ could be significant – up to £222 billion by 2030 according to one report – but planning will be critical to its success.

Town Planning

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BETTER DEVELOPMENT ALSO MEANS BETTER COMMUNITIES Good planning produces wider social benefits that improve lives and save the taxpayer money. To take just one dimension of this, healthier places reduce the costs of ill health. It’s been estimated that poor quality housing costs the NHS at least £760 million and society £1.9 billion annually.

How much could we reduce the pressure on over-stretched health services by investing not in higher quality housing, but in healthier places generally?

The RTPI has been making the case that planning can also help to reduce poverty and inequality. The focus of debates on welfare and worklessness tends to be on individuals, to the neglect of how the built environment can also play a critical role. To take just one example from our research, well-designed regeneration in Glasgow has helped to reduce unemployment and income deprivation by a third. Most recently, we’ve been looking at how better designed places can help the more than 850,000 people living with dementia in the UK, with that figure set to increase to one million people by the early 2020s. Again, here’s a way to reduce rising social care costs and improve people’s lives though better planning.

In short, a lack of planning harms poorer communities most; more and better planning is a critical but overlooked means to promote social justice, fairness and opportunity. It can also save money.

GOOD PLANNING REDUCES NIMBYISM So much of the debate on housing has focused on how we might circumvent local resistance to development, so-called NIMBYISM. But what’s often ignored is that what local residents can fear is not development itself but poor quality development – badly‑designed, insensitive to place, environmentally destructive and lacking accompanying infrastructure, public services and amenities.

In other words, resistance to development means that people care about where they live. That’s a good thing. Instead of trying to reduce the ability of communities to inform development, we should be engaging with communities more to understand what they want – essentially, better planning of places – and ensuring that they get it.

PLANNING IS CRITICAL TO FUTURE LOCAL FINANCES Lastly, how to begin to square the funding circle? Recognising planning as a long-term investment in people and places is the first step. But in the shorter-term planners need to

The answer is for local authorities to reinvest in their planning departments by recognising the value of planning not only to meet housing needs but to benefit their local economies and communities more broadly be more assertive in identifying how what they do already boosts local finances, and so why reinvesting in planning is fair as well as smart.

Planning services have been an increasingly significant source of income for authorities, not just through application fees but also through initiatives such as the New Homes Bonus.

They bring in significantly more than they spend. With the forthcoming devolution of business rates, good planning will become even more important to more sustainable local finances, especially in poorer areas. Local authorities need to be thinking now about how development, especially

business development, will determine their revenues for decades to come.

For our part, the RTPI will be supporting planners to measure the economic impact of what they do locally, and providing practical support through our Better Planning programme. But council leaders and elected members also need to recognise planning as a core local government business that also benefits communities – and invest in it accordingly. L FURTHER INFORMATION rtpi.org.uk

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Advertisement Feature Written by Adrian Pargeter head of Technical and Product Development, Kingspan Insulation Limited

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

INSULATION

BEATING AUSTERITY WITH THE ‘FABRIC-FIRST’ APPROACH The big dilemma facing local government today is how to provide an effective level of public service with severely limited funding. Kingspan Insulation Limited explains how its fabric-first approach can help tackle fuel poverty How can we meet the needs of the growing number of residents living in fuel poverty? How can we deliver best value when constructing or refurbishing public buildings? One way to tackle these issues is to promote a ‘fabric-first’ approach, getting the thermal performance of buildings right, to provide reliable, long term energy savings, and maximising returns on investment.

THE FUEL POVERTY CYCLE The 2016 annual fuel poverty statistics report shows that 2.3 million households in England (around 10.6 per cent of all households) are now living in fuel poverty, with all the wider implications this brings. It impacts on people’s health, affecting their ability to work, and placing additional strain on the NHS. Children living in fuel poverty are likely to perform worse at school. Close involvement and collaboration between local authorities and housing associations to provide housing that is efficient and inexpensive to heat can go a long way towards dealing with these issues.

Many of the households currently in fuel poverty are living in ‘hard to treat’ homes, either due to their age or their construction.

Through careful, community focused consultation, local leadership can help to focus funding on these properties and determine whether the best and most cost-effective course of action is large-scale refurbishment, or the demolition and construction of more efficient new housing estates.

In either case, modern insulation products, installed as part of a fabric-first design approach, can help to create properties which are warmer, more comfortable and above all more economical to run.

WHAT IS FABRIC-FIRST? A highly-insulated building envelope is created and air-leakage is effectively controlled to prevent unnecessary heat loss. Unlike renewable technologies, which can have a limited operational lifespan, properly installed insulation products can continue to deliver throughout the lifecycle of a building with virtually no maintenance.

This can help to minimise both long-term

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GOVERNMENT BUSINESS MAGAZINE | Volume 24.2

energy and building management costs.

For fabric-first schemes to meet their potential, it is critical that they’re deployed as part of a holistic, quality controlled package. As the recent Bonfield Review highlighted, poor attention to areas such as detailing and ventilation during installation can badly undermine a property’s final energy performance. As such, buildability must be a key consideration during the design phase, and installers must pay close attention to the standard of their work.

Careful material selection is also particularly important for both modern developments and refurbishments, where space within a property is highly limited. Products such as rigid phenolic insulation board can achieve thermal conductivities as low as 0.018 W/m.K. As a result, they can help to achieve the target U-value (thermal performance) for a floor, wall or roof with a much slimmer construction thickness when compared with other commonly used insulation materials.

This can allow the project team to create more spacious living areas for tenants, without

compromising on energy performance.

The use of more efficient materials, and better detailed constructions, can also have significant ancillary benefits, especially where access to a site is limited. Issues such as site delivery, transport, storage, waste and project timescales can all be positively impacted, helping to cut overall costs.

DELIVERING VALUE Tackling fuel poverty must be a priority, but local authorities are also answerable to the public for the efficient construction and maintenance of all the buildings in their estate. The principles of ‘fabric first’ can equally well be applied to them and, provided the quality of the work is as it should be, the benefits will remain over the lifetime of the building, delivering value both now and for the next generation. L FURTHER INFORMATION Tel: +44 (0) 1544 387 384 info@kingspaninsulation.co.uk www.kingspaninsulation.co.uk

SUSTAINABILITY

The Association for Environment Conscious Building discuss the importance for local government to remain informed and up to date on new developments and innovations within the environmentally sustainable building industry The state of our existing housing stock is one of the greatest challenges we face in reducing carbon emissions. The UK’s housing stock is amongst the least energy efficient in Europe, and is responsible for nearly a quarter of our annual carbon emissions. Most houses require some level of retrofit to enable us to live and work more sustainably and comfortably. Retrofitting would substantially reduce our carbon footprint as well as providing economic, social and health benefits to the occupiers.

Central and local government could do much more to facilitate better progress.

It is essential, however, that those involved in the design and retrofit have access to reliable and robust information based on the latest research in order to get it ‘right first time’, thus avoiding costly mistakes.

The current leading standard for low energy buildings is Passivhaus. It is the fastest growing energy performance standard in the world – some 30,000 buildings to date. Its popularity lies in the simplicity of its approach. The main aim is to build or renovate a house that has an excellent thermal performance and exceptional airtightness with mechanical ventilation. The Local Government Association (LGA) has put together information that sets out how adopting a Passive House approach to construction may help to delivery low to zero carbon policy objectives for local authorities.

The Association for Environment Conscious Building (AECB) has invested over five years of extensive research, based on Passivhaus principles, to put together a unique online advanced retrofit training course, which brings together a wealth of knowledge on low energy retrofit and methodology.

This is combined with regular input from

the AECB’s very knowledgeable and experienced tutors so the course is not only highly effective but also manageable, even for those working full time.

THE CARBONLITE PROGRAMME This cutting edge training has been developed as part of the AECB’s ‘CarbonLite Programme’ which also consists of the Passivhaus Designer Training, Silver Standard Building Certification and Low Energy Building database. The retrofit course develops an understanding of heat and moisture in buildings and issues that can arise from repair, insulation, draught proofing and ventilation. Students learn about ways to avoid or manage unintended consequences and they find out about investment appraisal methods for retrofit. Although the course is aimed at UK construction professionals and those whose role involves decision making around retrofit, it is also proving invaluable for homeowners with a desire to drive their own retrofit projects.

Daren, an architectural technologist from Cornwall, describes the course as

T current he standar leading energy d for low is Passi buildings popular vhaus – its ity some 3 totalling 0 building ,000 st date o

‘extremely enlightening’ and that he wished this type of information had been available when he first started out, particularly regarding moisture and movement in a building – something that is sometimes not even considered when planning a construction. Daren passed on his thanks to all the contributors to the new course and says that ‘without this effort we cannot hope to make change to the construction industry’.

Lois, an environmental scientist from Lancashire, is currently involved in a home DIY project converting an old 1890s Victorian, industrial building into her own home, with the property having formerly been converted into an office with no emphasis on low energy. Lois and her husband intend to live in the house for the next few decades so it is important they get the retrofit right first time.

Lois says: “There is a lot of retrofit advice on-line but some of it is contradictory. I was eager to obtain reliable information from a trustworthy source to ensure the project is a success, and to have confidence in the approach we are taking.” E

Volume 24.2 | GOVERNMENT BUSINESS MAGAZINE

Written by The Association for Environment Conscious Building

Promoting the practicality of sustainable building

Environmental Building

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SUSTAINABILITY  ACHIEVING THE BEST POSSIBLE OUTCOME Richard from West Yorkshire has worked for many years as an architectural technologist and has recently set up his own business as a Passivhaus designer.

Having successfully completed the AECB Certified Passivhaus Designer Course, Richard wanted to supplement his knowledge to ensure he is suitably equipped for the projects he will be dealing with, including refurbishments.

As it is not always possible to reach Passivhaus standard on these, Richard is keen to ensure he follows rigorous procedures to get the best possible outcome.

The CarbonLite Retrofit Course seemed the natural progression and has proved extremely worthwhile. Richard is already using material from the course and what he has learnt to guide his work and has found the module on ‘moisture risk’ particularly enlightening. Although an in-depth module, the lessons learnt are invaluable.

He said: “I am now considering moisture at the very start of a project due to the potential consequences of making wrong decisions at the outset. I was able to add the reading modules into my daily ‘task list’ which meant the course became part of my working routine – yes of course at times I had to play a bit of catch up, as other pressures took priority, but due to the accessibility of the online material I managed the amount of information well and now feel much more knowledgeable of the topics involved in retrofit.”

Despite working full-time, Richard has been able to keep up with the course, planning his study around his work, and is very happy to recommend the course to others, saying that the knowledge gained from this course and how it will assist him in his work is ‘well worth the time and very reasonable cost at the outset’. L FURTHER INFORMATION www.aecb.net

New low carbon heating for Gateshead unveiled A ground-breaking energy scheme that will cut energy bills and carbon emissions for homes and businesses in Gateshead has been opened Jesse Norman, Minister for Industry and Energy.

The newly-completed Gateshead District Energy Centre is the first of its kind and scale in the North East and will generate and supply low-carbon, low cost energy for up to 350 local homes and businesses in the area.

Unlike conventional power stations, Gateshead’s District Energy Centre is capable of capturing waste heat created during the energy generation process and recycling it to keep buildings nearby warm. In addition the network has been designed to ensure the Energy Centre will be able to meet all the energy needs of future developments planned for Gateshead town centre, underpinning the redevelopment of the Baltic Business Quarter, plus the Gateshead Quays area and major housing developments.

The energy centre uses a pair of 2MW gas-powered combined heat and power (CHP) plants to generate enough electricity to power 5,000 homes, with the waste heat from the engines being recovered to provide hot water for heating.

The scheme was funded and is owned

by Gateshead Council. The scheme is operated by Gateshead Energy Company, a publicly limited company wholly owned by Gateshead Council.

Martin Gannon, leader of Gateshead Council, said: “Our District Energy Centre is twice as efficient as a conventional power station, and far greener, and we can pass on some of those cost efficiencies to local people and businesses in the form of cheaper heat and power. This alone will make a real difference to people’s lives.

“We are also helping to substantially reduce Gateshead’s carbon footprint.

This project clearly demonstrates what a forward-thinking local authority can deliver, and the kind of resources we can marshal to deliver a complicated and innovative development such as this. I hope it shows that our commitment to local people and to local business remains undiminished by the financial hardships that we are suffering.”

Norman added: “This investment in local energy supplies is intended to deliver low carbon energy at competitive prices for local customers.

It is a great example of the kind of local initiatives our new Industrial Strategy is looking to support.

“Through our ambitious Industrial Strategy Green Paper, the government is working hard to promote growth across the North East and the rest of the UK, and to ensure the supply of secure, affordable and low-carbon energy for businesses and households.”

Environmental Building

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

FURTHER INFORMATION tinyurl.com/j3empo4

Most houses require some level of retrofit to enable us to live and work more sustainably and comfortably. Retrofitting would substantially reduce our carbon footprint as well as providing economic, social and health benefits

53

Civil Engineering Written by Marie-Claude Hemming, head of external affairs, Civil Engineering Contractors Association

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

INFRASTRUCTURE

Procuring to meet local infrastructure needs Marie-Claude Hemming, of the Civil Engineering Contractors Association, looks at the challenges present in creating a thriving economy, and advises on the UK infrastructure procurement process Members of the Civil Engineering Contractors Association (CECA) are continuously striving to ensure the UK has the most modern, reliable and safe infrastructure in the world.

The quality of our infrastructure has a major impact upon how we live and work and where the companies of tomorrow make their home. From a productivity point of view, faster, smoother and more reliable journey times benefit those travelling for business and to and from work plus the movement of freight across the UK. And better broadband improves the transmission of information, thus ensuring that all parts of the UK can contribute to economic growth.

But get it wrong and these places can depreciate in their appeal by a lack of infrastructure, or by the development of infrastructure that does not meet local needs.

There have been substantial improvements in the quality and the ambition of the UK’s infrastructure as a whole since 2012, and this must be continued in order to ensure the development of world-class infrastructure in every area of the UK. EFFICIENT PROCUREMENT CECA strongly believes in rebalancing the UK economy. In our view, the government’s commitment to the Northern Powerhouse will help drive forward growth across that region via improved infrastructure and job opportunities, becoming the exemplar for other regions to follow.

Yet we also understand the challenges the UK government faces in creating a thriving economy in these uncertain times. With increasing pressure on public resources, CECA believes that notable savings can be found by working together to make the UK procurement process far more efficient.

Infrastructure procurement in the UK has reached crisis point with the public sector procurement process now the most

expensive and one of the lengthiest in Europe. Competition in the UK is fierce. For our customers undertaking a procurement exercise, distinguishing between contractors and being able to identify the best contractor to undertake a particular project is becoming increasingly difficult.

At the same time our members have indicated that the procurement process is becoming more complex and prolonged with more selection stages or assessments being introduced to test contractor credentials.

We understand that procurement reform has to date been a continuous and slowly evolving process and CECA welcomes the steps public and private sector bodies have taken to date to address challenges within, what is seen to be the parameters of the law. But now the costs of bidding for work have the potential to overwhelm the entire construction industry.

Our research has found that the cost of tendering for a project is a significant proportion

The government’s commitment to the Northern Powerhouse will help drive forward growth across that region via improved infrastructure and job opportunities, becoming the exemplar for other regions to follow 54

GOVERNMENT BUSINESS MAGAZINE | Volume 24.2

of any potential profit arising from successful completion of the project. In some extreme cases the whole of the profit is taken by the cost of tender. These results are no longer sustainable. And the problem is further exasperated when one considers an average win rate of 1:4.

In an effort to manage the cost of winning work to a sustainable level, many contractors have become very selective in choosing which projects to tender, the result of which is that our customers have fewer

contractors to choose from, defeating the very objective of the selection process.

FOCUSING ON UK LEGISLATION CECA believes that the best contractor/project solution must always be selected for each project. However we also see the need to find a more sustainable way to achieve these aims.

This is why – while we are unlikely to see a bonfire of EU procurement rules following the UK’s decision to leave the European Union in June 2016 – CECA believes there is now an opportunity to redesign the UK’s compliance with EU law and look at our own legislation, to deliver a simpler, more rational approach to procurement.

To this end, we have worked with our members to identify the eight most challenging elements of the procurement process and subsequently propose a series of solutions to address the challenges faced: firstly, the information requirements are disproportional to bid value;

secondly, a lack of client engagement during process; next, there are too many bidders; fourthly, poor tender documents; additionally, frameworks that deliver less than forecasted revenue and/or include secondary competition; next, poor management of the procurement process; plus, the quality of feedback post tender; and lastly, a lack of checking and enforcement of undertakings made by contractors in tender documents.

FEEDBACK Feedback from our members highlights significant concern over the number of bidders for tenders becoming disproportionate compared to the value of the tender. To this end, CECA is recommending that the number of bidders for contracts must be proportionate to their value, and the use of open procedure should be limited.

Furthermore, we believe that customers must decide upon their preferred bidder as quickly as possible in order to notify other competitors to stand down.

Our recommendations, which have been welcomed by a number of our customers can be found in full in our report, CECA Procurement Report: Directions in policy for the UK’s infrastructure sector. L

Ther been sue have improv bstantial the qua ements in ambitio lity and the n infrastr of the UK’s a whole ucture as and thi since 2012, sm continu ust be ed

CECA is the representative body for companies who work day-to-day to deliver, upgrade, and maintain the UK’s transport and utility networks. With more than 300 members throughout England, Scotland and Wales, we represent firms who together carry out up to 80 per cent of all civil engineering activity in the UK, in the key sectors of transport, energy, communications, waste and utilities including electricity and water.

Our members include some of the largest construction firms as well as a range of small specialist and regional contractors.

Our industry supports the employment of over 200,000 people in the UK with annual activity worth £25 billion.

Civil Engineering

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

FURTHER INFORMATION www.ceca.co.uk

Rail infrastructure milestone reached On 23 February 2017, after over three years of Parliamentary scrutiny, High Speed Two (HS2) successfully received Royal Assent, meaning that construction on the railway line is due to commence in the spring, linking London, Birmingham, the East Midlands, Leeds and Manchester by 2033.

It is reported that HS2 will create around 25,000 jobs and 2,000 apprenticeships during construction while supporting growth in the wider economy, worth an additional 100,000 jobs.

Civil contractors have said that the news that the HS2 Phase One Bill has been given Royal Assent is a ‘milestone’ for the future of the UK economy, with the Civil Engineering Contractors Association claiming that the project will ‘ensure that local economies and communities draw the greatest benefits from this once-in-a-generation project’.

Furthermore, it has been calculated that for ‘every £1 invested in infrastructure construction, there is a net benefit to the economy of £2.84’.

Discussing Royal Assent, Transport Secretary Chris Grayling commented: “Getting the go-ahead to start building HS2 is a massive boost to the UK’s future economic prosperity and a further clear signal that Britain is open for business.

“By investing in infrastructure the government is seizing the opportunity provided by leaving the EU to build a more global Britain. We will now press ahead with constructing the railway while continuing to ensure affected communities get appropriate support and are treated with fairness, compassion and respect.”

The High Speed Rail (London – West Midlands) hybrid Bill received overwhelming support from MPs. In the Bill’s third reading in the Commons, MPs voted 399 to 42 in favour, while in the Lords, the figures were 386 to 26 in support of the Bill passing.

Volume 24.2 | GOVERNMENT BUSINESS MAGAZINE

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HITACHI CONSTRUCTION MACHINERY. The UK construction industry has been served by Hitachi Construction Machinery for almost 40 years.

Despite entering a market that was dominated by well-established British and European manufacturers, the Hitachi product was well received and quickly gained a reputation for excellent reliability and productivity. Our commitment to providing our customers with the best earthmoving solutions has resulted in Hitachi being market leader for excavators over 13 tonnes for more than a quarter of a century.

Hitachi Construction Machinery offer a range of construction equipment including mini, midi and mid range excavators, wheel loaders, wheeled excavators, mining machines and rigid dump trucks.

Conforming to the latest environmental regulations, our machinery has been designed to the highest industry standards using ground breaking Hitachi technology, providing lifetime reliability and versatility.

CRAWLER EXCAVATORS. Our technologically advanced crawler excavator range is one of the most comprehensive, with models ranging from under 1 tonne through to the largest quarrying and mining excavators at 811 tonne. Additionally, we provide our customers with solutions for almost every earthmoving, demolition and excavating contract they may undertake, with specialist Hitachi OEM front-end attachments for super-long reach, high-reach demolition and deep shaft telescoping attachments designed for tunnelling.

WHEELED EXCAVATORS. Built upon the success of our crawler excavators, the Hitachi wheeled excavators benefit from the same highquality engineering, while offering excellent stability, powerful travel and swing forces, and impressive lifting capacity. Ideally suited for road construction, our 14 to 20 tonne models can be used with a wide range of attachments.

MINING AND QUARRYING EQUIPMENT. Ranging in size from 40 to 811 tonnes, the Hitachi large and ultra large excavators have been designed and built in Japan to meet the needs of customers in challenging quarrying and mining environments. For durability in tough working conditions, the large excavators have a reinforced undercarriage and a strengthened boom and arm.

While the bucket capacity on the Hitachi ultra large machines has been optimised and the reach of the front equipment shortened in order to meet large annual production targets. They can also be supplied with an optional interface for the world’s leading PC-based mine management system manufactured by Wenco.

The excavators are complemented by the Hitachi range of rigid dump trucks, which have been specially designed to match the excavator range, with carrying capacities from 60 – 202m3.

Hitachi Construction Machinery (UK) Ltd, Monkton Business Park North, Hebburn, Tyne and Wear NE31 2JZ

WHEEL LOADERS. Completing the range is the Hitachi wheel loader, available from 11 tonne up to 48 tonne, with a maximum bucket capacity of 6.5m3. Offering all round visibility, powerful breakout force and travel speeds that guarantee high productivity for load and carry operations, they deliver a market leading performance.

Our wheel loader range is complemented by with a wide range of attachments suitable for a diverse range of applications.

PRODUCT SUPPORT. Our ongoing commitment to our customers is second to none, with our national network of UK Support Centres and team of Hitachi trained engineers ensuring that we provide the best product support, routine maintenance and in the unlikely event of a breakdown, rapid response on-site service and repair.

Our support network utilises the GPRS facilities built on-board all Hitachi equipment to analyse performance data remotely, allowing us to proactively advise on preventative maintenance

and ensuring our factory trained engineers always arrive on site briefed and equipped to return machines to their optimal performance, with minimal downtime.

With access to the Hitachi owners site, our customers can monitor their machines performance remotely 24/7. The data on fuel consumption and history, emissions, maintenance, location and operational statistics helps to reduce running costs, plan jobs efficiently and support environmental management.

Tel: (0191) 430 8400 www.hitachicm.co.uk

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

Aquaac Control Engineering Ltd www.aquaaccontrol.co.uk 01777 249080 info@aquaaccontrol.co.uk

Aquaac Control Engineering Ltd (ACE) have supplied high quality products, specialist design, project management and professional installaaon services for over 20 years to the water control industry throughout the UK and Ireland.

Proudly at the forefront of the industry in research, design and development to offer the best low maintenance products manufactured from durable materials and tested techniques. ACE offer a holisac approach to water flow control and now represent a vast product range including Penstocks, Flapvalves, WaStop Non-Return Valves and Flow Regulators, Titling Weirs, Stop Logs, PTO Pumps and Fish Friendly Passes/Pumps, Wind Water Pumps, Weed Screen Cleaners, Tree Cuuers, Weed Boats, Weed Harvesters and Self-Propelled Ditch Cleaners.

ACE are dedicated to providing a service built on quality, inn innovaaon and sustainability. This approach has auracted sizeable repeat customers such as the Environment Agency, Internal Drainage Boards, ualiaes companies and main framework contractors.

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GOVERNMENT BUSINESS MAGAZINE | Volume 24.2

Inero AB develops and manufactures mobile flood protection, based on a worldwide patent. The INERO™ flood barrier is developed for professional use and meet local communities’ needs for flexible, easily manageable flood protection, ensuring better preparedness. Approved supplier to the Environment Agency and the Swedish Civil Contingencies Agency.

EVENT PREVIEW

Floodex

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

Exploring water management on a professional level FloodEx, taking place on 17-18 May, is the trade event for flood defence and the water level management sector looking at flood defence, prevention, mitigation and drainage. Government Business previews the event Floodex is run in exclusive cooperation with the Association of Drainage Authorities, whose members are the UK’s Internal Drainage Boards, people at the coal face of water level management, flood prevention and management, the other part of the membership includes local authorities. The show is not just about flood prevention, but covers Water Level Management (WLM) holistically, as many believe an integrated approach is needed to future proof Great Britain against the devastating effects of large scale flooding down to property damage caused by surface water.

With new, more efficient mapping techniques and long distance forecasting, there could be increasing use of this data, which will affect the decisions of mortgage and business lenders, insurers and investors, if they are not convinced a property is not resilient enough; especially as 70 per cent of flood damage is caused by surface water runoff and will be more of an issue as roads and real estate is developed.

This is an opportunity to save days, weeks

and possibly months of legwork, sourcing and communicating with organisations and experts, having them all under one roof for two days. This is the most efficient use of your time and money.

EXPERT SPEAKERS Speakers confirmed to lead sessions at this year’s Floodex include: Sarah Hendry, director of Floods and Water policy at Defra; Richard Neall; Steve Moncaster, supply demand strategy manager at Anglian Water Services; Ross Murray, president of the Country Land and Business Association; Alastair Moseley, past president of the Chartered Institution of Water and Environmental Management; Mary Dhonau, CEO of the ‘Know Your Flood Risk’ campaign; and Minette Batters, deputy president of the National Farmers Union.

Jon Irwin, event director said: “These are exciting

times. Whilst Floodex UK grows, we are expanding into Europe with Floodex Europe.

For the UK, apart from an exciting line-up of key speakers and new exhibitors, we are introducing a special workshop and seminar area specifically for health and safety.”

In order to reach out to people in 2017, who might be concerned about flooding in the future, Floodex is working in cooperation with the Society of Local Council Clerks (SLCC), to get information out to town clerks and parish councils, who might have a current or likely problem.

Free to attend seminars and workshops, along with the experts on the stands, will furnish you with a wealth of knowledge and you will leave Floodex better informed and more equipped to address these major issues. L

Floodex will be run at Peterborough 70 per Arena on 17-18 May. Exhibition c e nt of flood entry is free as are the seminars. damage is cause db FURTHER INFORMATION surface water r y www.floodex.co.uk unoff and wil of an is l be more s and reaue as roads l es developtate is ed

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SOCIAL MEDIA

Social media: the present and future of public communications

Public Relations

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

With the role of digital technology increasing across all UK sectors, local government has, in some ways, some catching up to do. Government Business looks at the importance of public sector communications and how best to implement a strategic digital approach Recent reports show that internet usage, for so long the hobby of technology experts and computer professionals, continues to grow, with the UK public’s reliance on it strengthening at a quickening pace.

According to the Public Policy Exchange, 88 per cent of adults are accessing the internet, with Ofcom suggesting that 80 per cent of adults own a smartphone, and while it serves a significant role in many vocations, the use of social media interestingly accounts for half of the quoted usage.

The assumption, albeit now an outdated assumption, is that social media is the toy of the younger generation and that it can act as more of a hindrance than a help, with many local authority personnel remaining unsure of its use and potential benefits.

However, social media can act as a personal tool for local government and public sector organisations, allowing them to maintain an easy to manage and ongoing dialogue with their customers – informing them of any relevant information they need to know in a medium that is easy to access and digest.

The platform allows authorities to share ideas, promote new services, provide service updates and gain valuable feedback.

On the reverse, social media is now the inbound operational channel of choice for many members of the public wishing to hold public bodies to account. According to Comms2point0, 54 per cent of adults are now using social media, with that figure expected to keep rising, and those with an opinion, whether it be positive or negative, are likely to register it on social media. For example, a local road that is ridden with potholes and uneven surfaces would have merited a letter to the local authority 20 years ago, taking a number of days to arrive

in the post, a number of days before it is read and acted upon, and a number of days before a reply is returned. Nowadays, a quick photo of the road and a post uploaded onto Facebook or Twitter can take less than a minute, and as that post is public, a response is also expected to be quicker as well.

FROM COMMUNICATION TO CONVERSATION In December 2015, global accountancy and business advisory firm BDO released its report WhatsApp-ening in #LocalGov Social Media, which analysed the social media activity of local government. It found that 74 per cent of local authorities have a high appetite to develop or maintain a strong social media presence, and that 71 per cent believe that social media represents an opportunity to make savings, indicating that it is still a key tool in delivering efficiencies especially with local authorities facing further cuts.

The report is now already over a year old, and the pace of change in technology must be accounted for. Even so, discussing the social media channels being used, BDO reported that councils were using more ‘traditional’ social media platforms such as Twitter and Facebook. Public Service Intelligence analysis found in 2015 that 416 out of 433 local authorities, representing 96 per cent, have active official twitter accounts and 89 per

cent of councils advertise social media accounts on their home page. Additionally, Instagram became the fastest growing platform for local authorities, with more than a third of councils using the photo sharing platform – a figure that has likely increased throughout 2016 and the start of 2017.

The Local Government Association sums up the importance of a strong social media strategy, saying that it ‘needs to be used strategically to ensure good engagement with residents, better customer service, and wider sharing of information on the services most important to customers’.

Andy Mahon, head of Local Government at BDO, made a very important distinction in his analysis of the report in which he said that local authorities were making great progress in moving from ‘communication’ to conversation’, and it is this distinction that best paints the picture of growth in local authority communications teams over the last few years.

There is still large importance attached to communicating news and relevant information to residents, but it now equally important for communications channels to become even more two way, with authorities receiving feedback, complaints, concerns and suggestions from residents through its communications teams. Last Summer, Calderdale Council became the first council to provide 24/7 web based support for customers, meaning that its residents can contact its customer care advisers 24 E

Soc media aial local go llows and pub vernment l organisic sector ations to main t a i n an easy manage a n d ongoingto dialogu e wi custom th their ers

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Public relations for public sector organisations The ever-increasing range of communications options in both traditional and social media are creating heavier and heavier burdens on an already financially constrained public sector. But often it is simply not appropriate or secure to outsource this vital strategic function to a private sector agency which does not specialise.

Maltin PR has been operating successfully as one of the UK’s leading professional services and public sector agencies since 2008.

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SOCIAL MEDIA  hours a day, seven days a week, through the council’s Live Chat web messenger service.

The basic principle of effective communications is trust. As Warwickshire County Council explained in its Marketing and Communications Strategy for 2014‑2018, customers ‘must be able to trust not just what we tell them but that we will engage with them and place them at the core of our thinking’. Recent LGA polling shows that 46 per cent of people are satisfied with the level of engagement their council offers, emphasising the good correlation between engagement and trust.

NOT A SILVER BULLET A strong social media strategy or campaign, as seen by the NHS Blood and Transplant Missing Type campaign, which witnessed 24,000 people across England to sign up to give blood, is not however always the solution to the problem. Although social

According to Comms2point0, 54 per cent of adults are now using social media, and those with an opinion, whether it be positive or negative, are likely to register it on social media media has changed the way in which we communicate, and often forms that first communication channel, it is wise to remember the success and importance of traditional communications and PR strategies.

Effective use of email, current and content‑fuelled websites, print newsletter distributions and media relations are all intrinsic to expressing a corporate identity.

Social media can also be extremely time consuming when used inappropriately or ineffectively. It should aid current communications and not detract away from them. Local authority public relations,

Public Relations

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expressed through communications, is a balancing act – between council and resident, between digital and personal and between accessibility and authority.

There is no doubt that it is effective, but how effective remains to be seen.

Councils need to be even more confident to embrace new social media channels and keep pace with the digital revolution.

Developing a social media strategy, as part of or separate to a wider communications and public relations strategy, is key to maximising potential impact of a council’s digital communications offering. L

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PUBLIC RELATIONS

POLLING THE VOICE OF THE NATION If the events of the past year have taught us anything it is that having an accurate picture of the national conversation is essential if we are to avoid choppy waters.

Where social media and online press have acted as pronounced vehicles for public opinion, for decision makers they can muddy the water, and having a reliable gauge of what a truly representative sample thinks has never been as important.

Increasingly, this is being delivered in the shape of research. Once refined to qualitative approaches, to tea and biscuits among a handful of people, the internet has liberated opinion by giving us access to the thoughts of a truly nationally represented sample of people. Surveys allow us to ask probing questions that drill into the questions affecting your line of work. ‘Formalized curiosity’, as Anthropologist Zora Neale Hurston once said.

The act of ‘poking and prying with a purpose’.

It may sound trite, but keep in mind that everything we do is a survey. From what we eat for supper to who makes the final cut in X Factor, we are constantly ranking opinions and coming out with informed, formalized decisions, and for publicly-funded entities, putting the public at the heart of all decisions is crucial.

ONEPOLL At OnePoll we have been tapping in to the national conversation for over a decade.

Our research methods are designed to help you reach and understand your target audience more easily, with sample sizes

ranging from 500 to over 5,000. As research experts, polling with us couldn’t be simpler. We will design your research project, recruit the respondents from our own panel, conduct the study online and deliver the data, providing straightforward solutions to complex problems.

But we’re not just about gathering data to inform decisions. As part of the UK’s biggest independent news agency we are one of the most trusted panel providers for the national press, providing research-led news content on a daily basis that shapes public discourse.

As companies look to maximise their communications in the digital age so-called ‘news generation’ is becoming an increasingly appealing tool. Where opinions can form policy and influence key decisions, access to them can also form national talking points.

72POINT Our PR news consultancy arm, 72Point, works alongside the SWNS family of companies to create original and topical stories and visual content for our clients. We have the team and the skills to distribute and promote that content to a wide and demographically diverse audience, getting your message out to the public via survey-led news, case studies, video and animations, infographics, interactives, and radio days.

Take, for example, a recent campaign we ran for the Mental Health Foundation.

As an extension to their team we worked on developing their ‘I’m Fine’ project using research to uncover a prevalent issue and supporting what became a national

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Grounded in research, the campaign picked up viral traction and was featured in six national newspapers along with online publications such as Huffington Post, Yahoo and Mantality Magazine.

Key to its success wasn’t just a strong creative idea, but also our delivery mechanism which, as opposed to other PR agencies and in-house distribution, removes the ‘sell-in’ aspect. One of 72Point’s USPs is that we have done away with the press release, and rather send out news on a national wire in page-ready format. Accompanied by pictures and video, that allows publications to quickly lift the copy and publish – a godsend in today’s media environment as news rooms shrink at the same time as our appetite for news grows. That’s why we frequently land in national publications such as the Mail Online and can easily gain traction in the publications that matter to you.

At a time when opinions are becoming increasingly powerful, having a trusted research provider and media expert on side is proving to be a significant boon for many organisations. We don’t work on retainers, we measure success based on your KPIs and can deliver research to suit your requirements, regardless of demographic or location. If you want to see the proof in the pudding, give us a try.

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Data is at the heart of everything we do in business and government today, but the focus of our decision making should always rest with public opinion

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10 TIPS FOR CONDUCTING EFFECTIVE ONLINE RESEARCH 1.Provide a range of answer options that cover all possible responses to a question.

2. Write questions which will engage your respondents. 3. Put yourself in the shoes of your respondent. 4. Adhere to the MRS Code of Conduct and guidelines from ESOMAR. 5. Avoid bias by ensuring your questions aren’t leading your audience to answer in a certain way. 6. Don’t overcomplicate things. 7. Don’t assume everyone does or likes the things that you do.

8. Don’t merge questions together. 9. Don’t ask too many questions. 10. Try free‑text answers – you never know what you might find out. L FURTHER INFORMATION Onepoll.com/media 72point.com/work 0207 138 3041

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CIPD L&D Show

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EVENT PREVIEW

Conducive conditions for a new learning organisation?

The 2017 ‘Learning & Development Show’ from the CIPD is being held on 10-11 May at London Olympia. Andy Lancaster, head of L&D Content at the CIPD, revisits the concept of the ‘learning organisation’ and suggests the conditions may now be conducive for this to become a reality The world of work, the workforce and the workplace are changing at a relentless pace.

The nature of work is changing shape with disruptive approaches often undermining previously successful business models.

Globalisation and technology are forcing organisations to embrace new and complex challenges.

The workforce is at its most diverse with the greatest age range of workers than at any time in history. Employees are demanding more flexible working and frequent transition from one organisation to another is increasingly likely. The necessity of fixed geographic workplaces is challenged by dispersed staff who can work and interact effectively using virtual and online solutions.

It’s therefore not surprising that many companies are finding it challenging to adapt.

Of the Fortune 500 companies of 60 years ago, only 12 per cent make the list today and, in the UK, around 40 companies go into liquidation every day. So, how can organisations successfully undertake a necessary metamorphosis?

that we now experience makes Senge’s five foundational principles more critical than ever: Systems thinking: a highly functioning organisation recognises that the performance of all its component parts is crucial to the overall success. Improvement, support and measurement for all aspects of an organisation’s operation are non‑negotiable and to ignore the performance of one function is to the detriment of the whole.

Personal mastery: success and advantage comes from a workforce that learns more quickly than others. A culture must exist in which all individuals are personally motivated to learn, with much of this knowledge coming from daily learning interactions rather than formal channels, which is then shared and embedded in the organisation.

Mental models: Many organisations are held back by individual or organisational assumptions or behaviours.

Organisational norms are often based on traditions or legacies which once had value but have subsequently become redundant. In a progressive culture of learning and improvement these must be defined and ‘unlearnt’ in an environment that is open to change.

Shared vision: At the heart of organisational motivation and momentum is a shared vision that underpins the commitment to learning and improvement. This vision is not imposed ‘top down’ but embraces the aspirations of employees at all levels which fuels the overall direction.

It focuses beyond short term transitory outcomes to longer term transformational goals.

Team learning: Growth and problem‑solving is facilitated when individual learning is shared within teams and in turn across the organisation. Silos are dissolved as expertise is pooled through dialogue and discussion. Collective improvement structures

Ther a contine’s investm uing the cap ent in everyonabilities of e them fo to equip change r future s to the sha meet re vision d

FIVE PRINCIPLES Around 25 years ago, the American systems scientist Peter Senge wrote the ground‑breaking book The Fifth Discipline, in which he defined the concept of a learning organisation as ‘a company that continuously transforms itself through the learning and development of its members’.

For some us that may seem like yesterday, but the realisation of this compelling vision has proved difficult. However, if ever the need existed for a genuine learning organisation, it’s now. On reflection, Senge painted a visionary picture that foresaw the immense challenges that lay ahead for organisations to remain innovative and competitive. The relentless pace of change

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and systems are deliberately put in place to aid the dissemination and acquisition of learning and leading-edge practice.

THE NEEDS OF THE INDIVIDUAL At the heart of Senge’s vision was that learning organisations are intentional in their approach; not only in their outset but more importantly in their capacity to adapt over time. Rigidity based on history must give way to flexibility based on opportunity.

Sadly, in realising the learning organisation, rather than wider embracing systems thinking, a lack of a performance consulting approach and tendency for passive order‑taking by L&D functions has meant that solutions have a limited organisational impact. Traditions exist as much in L&D functions as anywhere in organisation.

There has been a prevalent mental model where the course is the default response to needs rather than creative learning content or a collaborative community based solution.

The needs of individual learners have been overlooked by generic design and delivery that fails to inspire and engage those seeking personal mastery.

Learners have not been inspired to engage with development and to foster a learning culture beyond short term solutions to individual and organisational transformation.

Learning impact often subsequently remains with the individual, when opportunities are missed to create shared spaces where team learning can permeate and drive improvement across the whole organisation.

This may sound a bit gloomy, but recent research shows that conditions are changing and the emergence of a new genuine learning organisation is at hand.

Working in strategic partnership, the Chartered Institute for Personnel and Development (CIPD) and L&D benchmarking and research organisation Towards Maturity will release a report in April entitled The New Learning Organisation.

Drawing on Towards Maturity’s extensive 2016 benchmark data, characteristics have emerged of new learning organisations

driven by top performing L&D functions that are realising Senge’s aspirational model.

In these new learning organisations, business improvement and efficiency has the primary focus. Shared vision and systems thinking is supported by clear learning goals established in collaboration with line managers. There is a realisation that the often illusive learning impact can only be measured when managers are at the heart of the learning design and delivery process.

In these new learning organisations, rather than ignoring traditional L&D approaches, mental models are being transformed with programmes combined and enhanced with technology. No longer do learning experiences default to a course with a start and end date.

In these new learning organisations, personal mastery is an integrated work activity rather than an isolated training intervention.

Transactional initiative-based learning is replaced by realising Harold Jarche’s statement that ‘work is learning and learning becomes work’. For that to happen, digitally enabled performance support resources are provided flexibly at the point and time of need.

In these new learning organisations, learners are supported to effectively learn in a changing landscape where self-direction is a core component of personal mastery. They are encouraged to proactively influence the team learning culture by engaging and sharing

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with peers. Learners have an active role in co-creating learning to transform the practice of others; a key facet of team learning.

In these new learning organisations, workers are connected through vibrant and agile ecosystems designed to motivate them as learners.

Through digitally-hosted social platforms and communities of practice, learners enrich learning within their team and across the organisation through conversations and curated content.

In these new learning organisations, there is a continuing investment in the capabilities of everyone to equip them for future changes to meet the shared vision.

That includes L&D practitioners, who frequently ignore their own development to the detriment of the organisations they are tasked with helping to transform.

In the book The Dance of Change many reasons are given as to why an organisation may have trouble in transforming itself into a learning organisation.

The primary reason cited is the lack of time, with other priorities overshadowing the commitment to change the learning culture.

Reflection is a key part of any meaningful learning and change process; so if we are serious about organisational transformation it is essential that we schedule time for this in our busy diaries.

And for those who commit time to reflect, the research evidence is clear.

Many businesses are successfully transitioning to become genuine learning organisations through a fresh approach that involves managers, empowers learners, levers technology, encourages co-creation, facilitates communities and constantly has an eye on future needs and opportunities.

The long awaited learning organisation is now within our grasp and perhaps more importantly in the grasp of our learners! L

CIPD L&D Show

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FURTHER INFORMATION www.cipd.co.uk/ events/learning -development -show

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YORKSHIRE

A setting of culture and immeasurable growth

Conferences & Events

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With Hull occupying the title of City of Culture for 2017, there is a great deal of interest surrounding the Yorkshire region. With a host of events already taking place throughout the year, it is the ideal place for the public sector to host its 2017 meetings Everyone is talking about Yorkshire.

The profile of the county has never been higher, record numbers of visitors are flocking and major international events are taking the Yorkshire message across the world. Latest statistics from Visit Britain show that visitor numbers are smashing all records. Last summer (July to September) saw a 12 per cent increase in visits and a 21 per cent increase in overnight stays to Yorkshire – the highest quarter for the county since records began in 1961.

Sir Gary Verity, chief executive of Welcome to Yorkshire, said: “This is incredible news and testament to the hard work being done

by Welcome to Yorkshire and the businesses within the county to make Yorkshire very much front of mind domestically and internationally. Events like the Tour de Yorkshire, 2019 UCI Road World Championships as well as Columbia Threadneedle World Triathlon Leeds, Great Yorkshire Show and Yorkshire Festival, all help to showcase what Yorkshire has to offer. The profile of the county has never been higher and we

will keep working to promote the county as the number one visitor destination.”

CITY OF CULTURE The year has got off to a great start after 342,000 people visited Hull to see its first week of City of Culture 2017 events. As part of the Made in Hull event large images were projected on buildings to tell the city’s history over almost 100 years. In Queen Victoria Square, three major buildings – the city hall, Ferens Art Gallery and the maritime museum – acted as large canvasses for the event.

Throughout the year, national and international artists will join local artists for a world class programme that spans arts, film, theatre, music and dance. Hull estimates that having the title will give its economy a £60 million boost this year alone. It has seen £1 billion of investment since winning the title in 2013, including industrial giant Siemens’ recent confirmation of a £160 million investment in wind turbine production

The y has got ear a great off to s 342,000tart after peo visited Hull to ple see its first we e k o f Cit of Cultu re 2017 y event

and installation facilities. And as confidence in the city has never been higher, there’s no better time to head to Hull and Yorkshire to hold a conference or event. The Mercure Hull Grange Park Hotel has invested over £1 million into an extensive refurbishment project. The four-star hotel, has just launched its revamped International Suite, one of Yorkshire’s largest event facilities, and a full redesign of the hotel’s 100 bedrooms is being carried out.

Elsewhere, there’s the likes of Hull Truck Theatre which has a 429-seat main auditorium, 135-seat studio theatre, flexible breakout areas and two café-bars. For a venue with a twist, there’s The Deep which is one of the UK’s most spectacular aquariums, with over 3,500 fish.

Investment in facilities continues across Yorkshire this year. In York, the Grand Hotel and Spa will double its guest rooms and add a new 140-seat restaurant by the end of 2017. The £15 million development project will see the Grade II listed building connected to the adjacent Roman House, creating more than 100 additional bedrooms along with new spaces for meetings and corporate hospitality.

Additionally, one of York’s landmark buildings, the former Royal York Hotel has recently had a multimillion-pound makeover and is now known as Principal York.

In South Yorkshire, the E

Pavilions of Harrogate

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Conferences & Events

YORKSHIRE  award‑winning Yorkshire Wildlife Park has enjoyed another record-breaking year and continues to encourage businesses to bring their conferences into the wild.

The park attracted over 750,000 visitors during 2016 and is now looking for 96 new staff as it expands its facilities and events programme through 2017. The park offers a unique conference space catering for anything from small board meetings for 12 to conferences up to 140. Nowhere else can you host a meeting with panoramic views across to the African Plains and then break for a stroll to see a polar bear.

And in West Yorkshire, the Piece Hall, a magnificent Grade I‑listed structure in the heart of Halifax, is the only surviving intact cloth hall in the UK. Following a £19 million conservation programme it will open to the public again this summer and will include high-quality conference and meeting room facilities. The Conference Room holds up to 120 people and meeting rooms hold up to 24 people (board room format) while the central courtyard is a stunning setting for major events and promotional launches.

For hotels with conferencing facilities try The Midland Hotel, Bradford which was originally built in 1885 and played host to the rich and famous including Laurel and Hardy, Paul Robeson, The Beatles and the Rolling Stones.

Over in Leeds, Elland Road – home of Leeds United Football Club – can host events for up to 2,800 people. New additions this year include state-of-the-art AV equipment in the Gowing Law Centenary Pavilion, one of the biggest events spaces in the north.

WELCOME TO YORKSHIRE Welcome to Yorkshire itself hosts two major corporate events every year with an annual tourism conference and awards dinner – both the biggest of their kind in the UK. Every year the very best of Yorkshire’s tourism businesses are honoured at the White Rose Awards, a glittering awards ceremony featuring sporting heroes and stars of the stage and screen.

More than 1,100 people attended the 2016 event at the brand new Hall One at the Yorkshire Event Centre, in Harrogate – the first awards dinner to be held at the venue since its £11 million revamp. Based on the Great Yorkshire Showground, the centre has 250 acres of outdoor space and a purpose built conference and banqueting suite. It is on the same site as the Pavilions of Harrogate which won Business Tourism of the year at the White Rose Awards 2016.

Welcome to Yorkshire will be holding its annual Y 17 conference this year at the York Theatre Royal, following its multi‑million‑pound revamp. The UK’s largest annual tourism conference will take centre stage on Tuesday 21 March at the newly renovated theatre which is over 250 years old. Previous Y conferences have been held at Scarborough Spa, York Barbican, Harrogate International Centre, Leeds Grand

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Welcome to Yorkshire itself hosts two major corporate events every year with an annual tourism conference and awards dinner – both the biggest of their kind in the UK Theatre and West Yorkshire Playhouse.

Every year, Y conferences have a new theme and Y17 will be ‘Yorkshire on Show’ when the audience hear about new campaigns, initiatives and projects. National sports presenter Rob Walker will compere the event which will run like a live TV show. Previous Y conferences have welcomed a range of famous faces from Olympic cyclist Lizzie Deignan (Armitstead), Last Tango in Halifax star Dean Andrews, Leeds DJs Utah Saints to Paralympic superstar Hannah Cockroft MBE – and even the Deputy Prime Minister.

Sir Gary Verity commented: “Yorkshire has a wealth of outstanding conferencing venues and at Welcome to Yorkshire we ensure our annual awards dinner the White Rose Awards and our Y conferences are held at different places every year. Both of these events attract over 1,000 guests and Yorkshire can very much offer a variety of venues to suit all budgets and capacity.”

A SPORTING ATTRACTION Yorkshire is also known for successfully hosting world-class sporting events.

Yorkshire’s Grand Départ of the Tour de France generated £102 million for Yorkshire and was watched at the roadside by 2.3 million in the county alone. The Tour de Yorkshire was a direct legacy of Yorkshire’s Grand Départ in 2014, organised by Welcome to Yorkshire and Amaury Sport Organisation

(ASO), and supported by local authorities.

Sir Gary added: “The Tour de Yorkshire is going from strength to strength. Latest figures show a huge public appetite for the event which last year saw some two million spectators line the route and generate nearly £60 million for the local economy.

That’s a 20 per cent increase on the 2015 race which has smashed all targets.

“The Tour de Yorkshire is a Yorkshire success story, helping us to keep attracting visitors and keeping the county’s profile high – let’s not forget the Scarborough Borough was recently named the most popular destination for holidaymakers anywhere outside London from 2013 – 2015.”

The third edition of the race takes place between 28-30 April 2017. Stage 1 will go from Bridlington to Scarborough, Stage 2 will be Tadcaster to Harrogate and Stage 3 will be Bradford to Fox Valley (Sheffield).

The TV coverage for the Grand Départ and subsequent Tours de Yorkshire has been important for promoting the county nationally and to international visitors.

The Tour de Yorkshire was last year broadcast globally to some 178 countries and watched by 11.4 million global TV viewers across Eurosport and ITV4 – double the amount in 2015.

Other events coming to Yorkshire this year will be the Columbia Threadneedle World Triathlon Leeds which is set to return to the

The Piece Hall courtyard + Square Church spire. CGI © Iain Denby

city for a second time on 10-11 June 2017.

Leeds is also bidding to become European Capital of Culture 2023, celebrating the exceptional, experimental and diverse cultural landscape of the city. And work is ongoing for the UCI Road World Championships which will

be in Yorkshire in 2019, attracting millions of visitors for 12 races in this nine-day event.

Sir Gary added: “Yorkshire is busier than ever with all four corners of the county hosting events throughout the year.

The profile of Yorkshire has never been

Conferences & Events

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higher and we will continue to do all we can to promote the county and make it the number one destination.” L FURTHER INFORMATION www.yorkshire.com

The Perfect Place for all your Business Meetings, Conferences or Events Bertie’s offer some of the finest conference facilities and catering in Calderdale. We cater for all types of events from breakfast meetings and working lunches through to all day conferences We have a great offer of a standard Day Delegate Rate at £27.50.

For room hire only or half day rates please contact us for a bespoke quote.

Memorable events, tailor made for you Proud to partner with 18 Yorkshire venues across sporting, live, cultural and heritage settings.

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Have your next meeting in Aberdeen.

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In The Bat Cave.

With fully serviced meeting rooms available from 2 up to 600 delegates, we are one of the biggest conference facility in the north west of Scotland.

Day delegate rates from only £29 per person Residential from only £99 per person per night Based on a minimum of ten delegates, your package includes: Venue room hire • Buffet lunch • 3 servings of tea & coffee • Flip chart and pens • LCD projector & screen • Bottled water Residential package includes all the above plus dinner, bed and full Scottish breakfast buffet.

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GOVERNMENT BUSINESS MAGAZINE | Volume 24.2

• RAD Business Service Promise • £3m Refurbishment Just Completed • 44 Executive Rooms and Suites Available • Meetings for 2 - 250 | Private Dining from 4 - 350 • Fantastic Transport Links Including Rail, Air and Road • Highly Acclaimed Food and Beverage Offerings • Flexibility to Meet Clients Needs • Free Wifi • Free Parking

SCOTLAND

Scotland is famous for its stunning landscapes and wonderful local produce, combined with an envious culture scene. Visit Scotland explore the nation’s Year of Innovation, Architecture and Design and explain what the country has to offer in terms of venues for meeting and events Innovation is at the heart of Scotland and so it proved in 2016 as the country celebrated its achievements. From the invention of the telephone and television to penicillin and the pneumatic tyre – even the first cloned adult mammal in Dolly the Sheep – visitors were reminded of the country’s crowning glories and 1.4 million joined in the celebrations to tie-in with the Year of Innovation, Architecture and Design.

That legacy is evident for anyone looking to host a conference or other business event in Scotland.

The country is endowed with pioneering knowledge and world renowned reputations, particularly in key sectors such as energy, technology, financial, life sciences, food and drink, creative industries and medicine.

These areas of expertise are driven through Scotland’s centres of innovation, such as the Oil and Gas Innovation Centre in Aberdeen, Scottish Association for Marine Science in Oban and The Roslin Institute in Edinburgh, producing world-leading research, while bringing innovative products, services and EICC exterior May 2013. technologies to Credit: David Barbour market.

ICONIC VENUES Innovation is reflected in Scotland’s outstanding,

iconic and unique venues, from the ground‑breaking Edinburgh International Conference Centre (EICC), to the state‑of‑the‑art SSE Hydro and the cutting edge Aberdeen Exhibition and Conference Centre (AECC).

Scotland’s history and heritage also offers a unique business events appeal epitomised by 2017 as the country embraces the Year of History, Heritage and Archaeology. From World Heritage Sites to ancient monuments, cultural traditions to myths, stories and legends – a year-long programme of events will shine a spotlight on some of Scotland’s greatest assets and icons as well as its hidden gems.

Conferences and meetings can get a flavour of Scotland’s fascinating past with the many heritage venues on offer, from its castles – Stirling, Dundas and Edinburgh to name just a few – country houses, such as Hopetoun House in West Lothian and Winton House in East Lothian, and five‑star attractions, including the National Museum of Scotland and the Royal College of Surgeons, both in Edinburgh.

As the Scottish capital, and home to the

Written by Visit Scotland

Capitalising on cutting-edge convention centres

Conferences & Events

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Old and New Town, one of Scotland’s six UNESCO World Heritage Sites, Edinburgh combines modern world-leading venues with a rich cultural heritage. Home to the world’s first hall-wide moving floor system, the EICC’s stunning glass atrium provides a perfect welcome point to the 1,600 square metre Lennox Suite – Europe’s most technologically advanced meetings and events space. The moving floor can be reconfigured into numerous different set-ups, including flat-floored exhibition banqueting for 1,400 guests, a tiered auditorium for 2,000 and arena mode for 1,400.

AN EDINBURGH EVENT Waldorf Astoria Edinburgh – The Caledonian to the west end of Princes Street, which first opened its doors more than a century E

Innova is reflection in Scotl ted iconic a and’s venues,nd unique from ground ‑breaki the to the s ng EICC ta the art te of SS Hydro E

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A Unique Business Venue Our hotel is set within the grounds of the idyllic Strathclyde Country Park and on the banks of the loch. We are just 30 minutes drive from Glasgow International Airport and 20 minutes from Glasgow Central station. Whether you are looking for a small meeting room or a large scale conference facility we can cater for you. We provide a range of day delegate and overnight delegate rates.

Book your conference or meeting with Clerkenwell Green catering at National Museums Scotland Day delegate rates including lunch start from ÂŁ40pp, ex VAT* For more information call Clerkenwell Green on 0131 247 4040 or email caroline@clerkenwellgreen.com *Government rates available, price includes room hire.

Strathclyde Country Park ML1 3RT 01698 333888

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Get up close to our friendly animals Feed the greedy goats Watch the crazy red squirrels Learn about and touch our amazing owls in an Owl Talk Cuddle the guinea pigs

Plus much more, fun for the whole family! Visit our website for more details.

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Conferences & Events

SCOTLAND  ago, provides an unforgettable experience for guests that continues the legacy of the Waldorf Astoria in New York. The Caledonian can host events for up to 250 guests with Wi-Fi access across all meeting rooms while the hotel also features 241 bedrooms, seven suites and a luxury Guerlain Spa. Guests are spoilt for choice with four food and beverage outlets, including two restaurants from the Michelin-starred Galvin brothers with their first Scottish venture.

The Assembly Rooms in George Street is another hugely popular venue for meetings, conferences and live events. The Music Hall and Ballroom are large, opulent spaces, ornately decorated with intricate plasterwork and crystal chandeliers. Facilities at the A-listed venue include state-of-the‑art background lighting and sound systems, in-house audio visual, plasma screens in the foyer and a fully equipped finishing kitchen for exclusive use of the event caterers.

For a taste of the country’s national drink, The Scotch Malt Whisky Society, recently reopened following a £300,000 refurbishment, is an ideal location for bespoke corporate dinners and tastings and now boasts the new Kaleidoscope Whisky Bar where delegates can explore the varied range of whisky flavours, with more than 200 rare single malt whiskies and other spirits available at the bar each month.

Last year Hilton Hotels & Resorts continued their brand expansion in Scotland with a £17 million refurbishment of the Hilton Edinburgh Carlton. Offering a chic hotel experience in a city centre, seven dedicated meeting rooms that can accommodate a variety of gatherings including banquets, executive roundtable meetings, conferences and celebrations.

The main event room, the Highland Suite, can accommodate up to 200 people for a banquet and 300 people for a reception and offers panoramic views across the city.

Another multi-million development taking shape in the capital is the refurbishment of the Scottish National Gallery. Due to be completed by summer 2018, the £16.8 million extension will radically improve access to the Gallery’s world-class collection of modern art.

For evening events, The Scottish Cafe & Restaurant can accommodate 240 for a banquet and 300 for a reception. In addition, The Scottish National Portrait Gallery can accommodate 120 for a banquet and 250 for a reception and the Scottish National Gallery of Modern Art can accommodate between 20-50 for a banquet and up to 100 for a reception.

MEMORABLE MEETING SPACES Looking to Glasgow and the world-leading Scottish Exhibition + Conference Centre (SECC) was recently renamed and rebranded the Scottish Event Campus to acknowledge the development of the site to include the Armadillo and The SSE Hydro. The Campus features the SEC Centre, with five interconnected exhibition and meeting spaces

The Armadillo and the illuminated SSE Hydro

and a combined area of over 22,000sqm, the iconic 3,000 seat SEC Armadillo and The SSE Hydro – a 13,000 capacity concert, sporting and special events arena.

The SSE Hydro plays host to around 140 events each year, is consistently ranked by Pollstar in the top three arenas globally, and has been designed to be flexible, accommodating a wide range of conferences and events. The unique façade of The Hydro, made up of pneumatic translucent cushions, allows natural light to illuminate the foyers during the day and the arena to ‘glow’ at night.

Another unique addition to the Glasgow landscape is the five-star visitor attraction, the Riverside Museum. Taking visitors through a fascinating history of transport, the museum is also a flexible exhibition space that offers conference organisers a stunning, iconic waterfront location with a number of event options. Outside, the museum boasts a large plaza, which can host a range of events, from concerts and rallies to formal functions and fairs, while berthed adjacent is The Tall Ship Glenlee, which can comfortably accommodate up to 200 people – again presenting organisers with further venue options.

CITY OF DISCOVERY In Dundee, Scotland’s ‘City of Discovery’, work continues on the £80 million V&A which will add significantly to the country’s appeal among the business events community. The first British building designed by renowned architect Kengo Kuma, the galleries will feature the first dedicated home to the story of Scotland’s outstanding design heritage.

Featuring more than 1,500sqm of flexible gallery space, the new V&A, which is due to open in the summer of 2018, will boast one of the largest dedicated museum‑standard exhibition spaces in Scotland. The facilities at the museum will provide first-class opportunities for conferences and other event events to be held in unique venues.

These include the great hall, which will be available to host receptions, while galleries

can be hired on a private access basis.

There will also be a number of workshops and meeting rooms which will be suitable for the needs of business customers.

Edinburgh-based caterer Heritage Portfolio has been appointed to run the catering operation at the V&A. It is the only catering company in Scotland to have been awarded a Royal Warrant as an official supplier of catering services to Her Majesty the Queen.

Heritage Portfolio also runs highly successful cafes, restaurants and events at a range of visitor attractions including the Scottish National Gallery of Modern Art, the Scottish Portrait Gallery, the Palace of Holyroodhouse, the Signet Library and Scone Palace.

Further north, a journey into the magical Scottish Highlands may be just the thing to get creative juices flowing.

Set within acres of manicured grounds, the Kingsmills Hotel in Inverness is the perfect blend of historic grandeur, contemporary design and passionate service. The Kingsmills Suite offers 410 square metres of the newest design‑led meeting and events space. A relaxing circulation and breakout area, exclusively for guests of the Kingsmills Suite, enables unsurpassed choice of event schedules.

In the North East, the new Aberdeen Exhibition and Conference Centre (AECC) will open in 2019 and be the county’s second biggest conference centre. The new state-of-the-art site will have four times the available space of the existing AECC, double the arena capacity to 12,500, including a moveable stage, feature 20 hospitality boxes and club lounge and create 48,500 square metres of flexible exhibition space. The site itself will include three hotels and its very own energy centre. Scotland has many more hotels and conference spaces available, all within touching distance of the country’s rich history and heritage, which provide a unique platform for truly inspiring business events. L FURTHER INFORMATION www.conventionscotland.com

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GT News

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

DIGITAL STRATEGY

Government launches Digital Strategy

Bradley said: “The UK’s world-leading digital sectors are a major driver of growth and productivity, and we are determined to protect and strengthen them. This Digital Strategy sets a path to make Britain the best place to start and grow a digital business, trial a new technology, or undertake advanced research as part of the government’s plan to build a modern, dynamic and global trading nation.”

Furthermore, Chancellor Philip Hammond has announced additional funding for 5G technology in his Spring Budget. Hammond

BREXIT

SMART TECHNOLOGY

Brexit a chance to reposition digital sector

Digital tech to tackle congestion in Newcastle

A new report has called upon the UK to use Brexit as an opportunity to make the much-needed changes in the digital sector to position the country as a digital world leader.

BCS, The Chartered Institute for IT, argues that the UK’s future success outside the EU will be underpinned by our choices on major digital issues, stressing the importance of making the right decisions.

The Institute’s report, Digital Brexit: Planning for a successful digital future outside of the EU, urges the UK to focus on four principles: being data-driven; being digitally-capable; developing cross-border cooperation on cyber security; and being connected.

David Evans, director of Policy at BCS, said: “Since the June 2016 Referendum result in favour of leaving the European Union, BCS members have been in dialogue about the issues and opportunities that arise from the change in relationship between the UK and Europe. Much uncertainty remains, but there are a number of clear objectives for UK government, business, the IT profession and wider society to aim for. Most of the issues are not new, but are heightened, more urgent or modified as a result of this decision.”

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also used his Budget to announce investment of £270 million to launch the Industrial Strategy Challenge Fund. Initial funding from this investment will support research and innovation in: developing artificial intelligence and robotics that will work in extreme environments, like offshore energy, nuclear energy and space; designing and manufacturing better batteries for new electric vehicles that will help improve our air quality; and improving medicine manufacturing technologies to speed up patient access to drugs.

As expected, Hammond also confirmed a new £16 million strategy to make the UK a world leader in 5G technology, as well as a £200 million funding pot for local projects to build fast and reliable full-fibre broadband networks.

Culture Secretary Karen Bradley has launched the government’s Digital Strategy which aims to create a world-leading digital economy that works for everyone.

The strategy, which aims to position the UK at the head of the digital revolution in the wake of its impending exit from the EU, will see over four million free digital skills training opportunities created through a new Digital Skills Partnership.

Among commitments made in the strategy: Lloyds Banking Group are planning to provide face-to-face digital skills training to 2.5 million individuals, charities and small and medium businesses by 2020; Barclays will aim to teach basic coding to 45,000 more children and assist up to one million people with general digital skills and cyber awareness; and Google have pledged, as part of their commitment of five hours of free digital skills for everyone, to help boost digital skills in seaside towns.

Newcastle City Council has been awarded £100,000 to extend an innovative scheme that uses smart technology to help manage traffic flow on a busy Newcastle street.

The Department for Transport has awarded a total of £748,2000 to support the roll out of the Cooperative Intelligent Transport Systems (C‑ITS) project involving bus services operating on Gosforth High Street.

Working in partnership with Newcastle University, the scheme uses digital technology to connect buses with traffic signals in order to improve bus journeys for passengers, reduce congestion at key junctions and improve air quality on major bus routes.

Building on the three-year Compass 4D project led by Newcastle University, the system allows the traffic signals to ‘talk’ to units on board the buses, holding the green light for a few seconds longer if the bus is

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approaching so the bus can pass through.

The trial focuses on ensuring that Arriva’s X10, X11, X20 and X21 buses travelling down the Great North Road are given a ‘green wave’ to ensure they spend as little time as possible stopping and starting which improves traffic management and air quality.

Cllr Ged Bell, cabinet member for Investment and Development at Newcastle City Council, said: “Newcastle is seeing the biggest investment in its highways in over 30 years as part of our Re-newcastle investment programme. This additional funding allows us to be innovative in managing traffic flow and harness the power of digital technology to improve safety, efficiency and emissions and better manage our road network.”

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WI-FI

Majority would pay extra for better home Wi-Fi A new survey has found that 77 per cent of households would pay more money in return for better Wi-Fi coverage at home.

Breaking down the figures, 74 per cent would upgrade to a more expensive package to get stronger coverage while 68 per cent said they would pay an extra £4-£8 a month in return for improved wireless connectivity.

The research was carried out by Qualtrics for AirTies, and polled both US and UK customers, with more than four in ten consumers claiming

GOVERNMENT TECHNOLOGY MAGAZINE | Volume 15.2

to have areas within their home or apartment where the wireless signal is weak. Fifty-four per cent have called their internet provider to complain about the quality of the connection.

AirTies added that nearly three‑quarters of consumers have five or more Wi‑Fi‑enabled devices, from smart TVs and tablets to smartphones, in their home.

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IT SYSTEMS

Police IT scheme collapse loses £200m

FRAMEWORKS

New digital framework attracts 2,000 SMEs The Crown Commercial Service (CCS) and Government Digital Service (GDS) have launched the new Digital Outcomes and Specialists 2 framework to supply technical expertise to the public sector.

Digital Outcomes and Specialists 2 helps the public sector to find suppliers that can provide teams or specialists to help deliver digital projects, with almost 2,000 small and medium sized businesses signed up to the framework.

Niall Quinn, strategic category director for digital at CCS, said: “CCS frameworks are designed to make it easier than ever for SMEs to do business with the public sector. Customers can access digital expertise from suppliers located across the country and with an excellent mix of skills and tailored solutions.”

The new framework goes live today for 12 months, with a 12‑month extension option.

An Audit Scotland report has urged Police Scotland to reassess its IT needs after the collapse of a multi‑million pound computer project.

The i6 scheme, which cost £46 million, was expected to lead to savings in the region of £200 million for the force over 10 years.

However, disagreements between the contractors, Accenture, and the government and the police led to the scheme’s collapse.

The report claims that some benefits of police reform were ‘at best delayed’ as a result as result of the project failure, with fundamental flaws only noticed when the system was passed to Police Scotland for testing in August 2015.

The contract was terminated in July 2016, with the Scottish Police Authority (SPA) recouping the £11.09 million it had paid Accenture, with a further £13.56 million for staff and hardware costs associated with i6.

Audit Scotland maintain that there is no individual reason as to why the project failed, but suggest that the project’s adoption of the waterfall method of project development and disagreements over the

interpretation of the contract and the scope of the programme were major faults.

Caroline Gardner, Auditor General, said: “Modern policing faces financial and operational challenges. Given the role that i6 was to play in police reform, there is an urgent need for a frank assessment of Police Scotland’s IT requirements, and how these can be delivered alongside the vision set out in the recent Policing 2026 draft strategy.

“The new Policing 2026 Strategy that was published last week is based on a vision of much more flexible use of technology, allowing officers and staff to do their work wherever they happen to be – not just in the police station.

“But it doesn’t contain a plan for how they are going to achieve and deliver those new IT systems. That’s critical for police to be able to do their work, but also to close the very significant funding gap that I have reported on previously.”

DATA BREACH

CYBER SECURITY

Welsh NHS investigates private contractor data breach

Good response to cyber security apprenticeship scheme

The Welsh NHS has launched an investigation after the details of thousands of medical staff were stolen from private contractor Landauer, which processes data on behalf of the Welsh NHS. The confidential information included names, dates of birth, radiation doses and National Insurance numbers of staff who work with X-rays were copied as hackers accessed Landauer’s system. The affected staff all use radiation dose meter badges to measure their exposure while working with X-rays. Managers at the trust said radiographers, cleaners and other staff at most health boards in Wales are affected, including about 530 working for the Velindre NHS Trust, which co-ordinates the radiation dose meter badges in Wales.

Around 654 staff at the Betsi Cadwaladr University Health Board have had some of their personal details compromised, as well as a number of people working for private dentists and vets and NHS staff in England and Scotland. A spokesman for the Betsi Cadwaladr health board said that staff affected by the breach had been contacted.

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The Department for Culture, Media & Sport (DCMS) has announced almost 1,250 people have applied for 23 cyber security apprentice roles in three-week application period.

The apprentice roles are part of the Critical National Infrastructure scheme to help protect the nation’s critical national infrastructure from cyber threats and attacks and develop tomorrow’s online security professionals and tackle the risk of a future skills shortage.

The successful applicants will be employed in energy, water and transport companies which cyber criminals could target, with thirteen firms, including Northern Powergrid and Network Rail, taking part in the initiative.

The scheme will see the apprentices receive around 60 days of specialist classroom and lab training alongside their

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on-the‑job education where they will work with existing cyber security professionals.

This will help them develop skills to become cyber security professionals in under two years.

Minister of State for Digital and Culture Matt Hancock commented: “This is an important part of our National Cyber Security Programme and recent Digital Strategy to prepare Britain for the challenges it faces now and in the future. It’s fantastic to see such a huge response to this scheme and I’m sure all the apprentices will help make these workplaces more productive, bring in fresh ideas and contribute from day one.”

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Smart Cities Written by Stefan Webb, head of projects, Future Cities Catapult

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

PLANNING

Using digital tools to make planning more transparent Data already holds a key role in infrastructure planning. Future Cities Catapult’s Stefan Webb explains why developing technology is key to increasing transparency in the planning sector Using data and technology to improve the infrastructure we already have is an area of rapid development, and is fast becoming part of modern infrastructure planning. And as all our cities are being expected to do more with less, the smart cities agenda can play a major part in making this a reality.

A key element of the current government consultation on the Industrial Strategy is improving infrastructure and enhancing productivity. But if we want to make our cities more productive – particularly our regional cities – they have to have the capacity to do things smarter and harness the potential of new digital technology.

Big data, artificial intelligence, and visualisation are transforming the way that people process and interpret information. But the methods used by many cities to plan new developments are deeply analogue and inefficient. The urban planning process is overseen by professionals who keep information and knowledge hidden. But it is our view that by using digital tools, cities can make sure everyone understands what’s happening.

However, control of the planning process currently rests in the hands of a select few.

As a result of complex language, aged processes, and professional hand‑wringing, experts obscure the development process from outsiders—bringing about criticism of a difficult, but vital, process. A digital overhaul could help solve the problem.

becoming playgrounds for an army of lawyers and consultants employed by developers.

On other occasions, information is simply locked away by those who control it. Much of the time, that’s simply because it’s difficult to share. What are effectively analogue records – at best in proprietary, non‑machine readable formats, at worst on paper – are clumsy and ill-suited to sharing. Sometimes, it may be a conscious decision on the part of the expert. Either way, a lack of transparency

Big tificial data, arnce, and e intellig ation are visualis ing the way rm transfo eople process that p interpret and tion informa

RECOGNISING BARRIERS The roots of the opacity are varied. Planning jargon certainly creates barriers which make it difficult for outsiders to understand the process. The problem is exacerbated by the fact that gatekeepers of knowledge – developers, consultants, planners, infrastructure agencies, and politicians amongst them – habitually use such language, and in doing so keep knowledge hidden, or at least privileged. At its worst, such obscurity can be used to game the system.

In fact, we’ve seen that happen, with Section 106 and the Community Infrastructure Levy

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and asymmetry of information is central to the poor functioning of the housing development market, and it means that the barriers to entry are huge even for the largest foreign developers. Skanska and Bouygues, for instance, have taken over a decade to enter the UK housing market.

What hope, then, is there for challengers and disruptors who would encourage competition and boost standards?

The online platform Concrete Action is the starkest example that this lack of transparency is a real problem. It was set up to allow local authority planners and those

working for developers to leak critical and confidential documents, as well as decoding the planning system for local citizens to resist development. It shows what happens when professional gatekeepers and industry players hide their knowledge behind walls: people try to break them down.

Without action, this status quo will continue.

Planners, planning, and development in general, will continue to be made scapegoats for what is an essential function of society.

The public is right to complain: cities have a democratic duty to their citizens to enhance their knowledge of how planning works. What cities don’t seem to realise is that increased transparency would positively impact on citizens’ acceptance of new development.

Resisting development is the natural reflex if you don’t know or understand what it is, how it came about, or its likely impact.

ACCESSING DATA What’s needed, then, is for cities to hold their spatially relevant data in one place, where it can be used over and over again, not just for multiple plans but across departments. Such a system would not just provide efficiency savings by reducing the cost of updating the evidence base for local plans, but also ensure that everyone is working with the same figures and assumptions, making it easier to build tools to access, interpret, and analyse the data.

Greater Manchester has already shown that

Smart Cities

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

The tool allows city planners and utilities companies to better understand where and when infrastructure networks are likely to run out of capacity, and hence allows them to plan more collaboratively and effectively it is possible to generate and reuse planning data in this way. Its Open Data Infrastructure Map shows key infrastructure across the entire region in one open and accessible location.

But it’s gone further, too, using the same mapping platform to seek suggestions for new development sites and new automated processes to carry out parts of the shortlisting process with limited human intervention.

At Future Cities Catapult we have built on the work of Greater Manchester with their Infrastructure Advisory Group. Together, we have developed a working prototype of a tool that could replace infrastructure viability studies by bringing together data from utilities companies and city planners.

The tool allows city planners and utilities companies to better understand where and when infrastructure networks are likely to run out of capacity, and hence allows them to plan more collaboratively and effectively.

Digital tools and data visualisation already have a long history of translating complex or

opaque ideas and enhancing their legibility and accessibility. GOV.UK is an excellent example of how clarity of language and clear design can improve citizen engagement with complex government services. Data fusion systems such as those used by CityMapper – a smartphone app that combines freely available public transport data – provide a single window on to an incredibly complex and disjointed pool of public information. And the Metropolitan Police Service’s crime mapping allows citizens to straightforwardly probe data that was once locked way in analogue records.

PLANNING AHEAD For cities to achieve similar success with planning data, planners will have to work with user experience experts, service designers, data visualisers and software designers to understand the appropriate level of detail and design for different users of the planning system. Fortunately, there are already startups which are beginning to show how that can work. Urban Intelligence, for instance, is building a single database and search engine of UK planning policy, enabling planners, developers and citizens with the ability to quickly access the planning policy that they want to review. And Land Insight is streamlining the process by which developers search for land by providing planning history, ownership information and sales information in an easy-to-access format.

Critics may argue that opening up the planning system to allow greater insight and access to more users will de‑professionalise the planning profession. But, in truth, software and artificial intelligence will soon take over many of the lower-value activities in planning and surveying, such as data collection and collation, anyway. Now is the moment at which planners can actively focus on the higher value, creative components of planning and place-making before technology forces them to.

Only unscrupulous developers, politicians and planners have anything to fear over increasing transparency in the planning sector. The rest will be able to enjoy a development ecosystem where standards rise because of increased competition and the public understands, and more readily accepts, development, because they’re aware of how it works. That is a future that we should not hide away from. L FURTHER INFORMATION futurecities.catapult.org.uk

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DIGITAL TRANSFORMATION

HOW CAN LOCAL GOVERNMENT AVOID ‘DIGITAL DARWINISM’?

‘Digital Darwinism’ occurs when technology and society evolve faster than an organisation’s ability to adapt. This race to stay ahead has become even more challenging for the public sector as the pace of change increases. Idox looks at factors helping local government to keep up In today’s digital world, local government has been tasked with implementing digital transformation. Ultimately, council departments need to be agile and overcome barriers if they are to meet the needs and expectations of their citizens while hitting the financial targets set by Whitehall.

So, how can this be achieved? The truth: technology alone is not enough for successful service redesign – there are other areas that need to be considered for digital transformation to become a reality, and they should form a key part of the strategy too.

OPEN ARCHITECTURE AND PLATFORMS The Government Digital Service (GDS), the body responsible for UK government digital transformation, has introduced open architectures and platforms for the redesign of government services. This approach is known as ‘Government as a Platform’ (GaaP), a term coined by technology entrepreneur and advocate Tim O’Reilly.

Organisational change strategist Mark Foden explained this platform-based view of government. To him, government has traditionally consisted of independent departments or ‘silos’ providing services such as benefits, pensions and tax.

However, the platform approach turns this on its head. Instead, it emphasises the ‘untangling’ of government services, identifying the ‘common capabilities’ across government departments such as making payments or processing forms. Once these have been established, it encourages the development of shared systems.

Mark Thompson, senior lecturer in Information Systems at Cambridge Judge Business School, suggests GaaP could be worth £35 billion in savings across government.

TAKING THE LEAD The government’s 2017-2020 Transformation Strategy references the importance of developing the right skills and culture amongst leaders to support a more engaging relationship between citizen and state.

However, findings from a 2015 Deloitte survey

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GOVERNMENT TECHNOLOGY MAGAZINE | Volume 15.2

revealed a potential lack of confidence across UK public sector organisations. Results showed just 32 per cent of the 400 respondents believe their leadership has sufficient skills for meeting the challenge of digitally transforming public services. Without leadership at all levels, many digital opportunities will be lost.

Sound leadership also plays an important role in ‘evangelising’ the benefits of digital among politicians, staff and service users. This encourages subsequent buy-in, inspires a shared vision and creates a sense of ownership – all important factors for creating the right organisational culture.

PUTTING USERS FIRST Any redesign of digital services should place the citizen at the heart. This sentiment was echoed in a previous podcast from Mike Bracken, former head of the GDS who noted, ‘everything we do is based on users and user-testing’.

There is now recognition that public services should be determined not by the organisational and legal constraints of government departments, but by the needs of people. Socitm, the Society of Information Technology Management, warns that focusing solely on website aesthetics at the expense of government processes will not bring the benefits of digital transformation.

Therefore, a balance needs to be achieved to ensure digital services deliver an engaging citizen experience while meeting local government objectives.

CONTENT IS KING Content is just as important as technology when it comes to supporting digital transformation.

Research by VisibleThread, a UK software company, found that 82 per cent of local government websites did not meet target readability standards. Similarly, Socitm’s ‘Better Connected’ recently partnered with Idox to evaluate the digital performance of 353 UK council websites, specifically focusing

on tasks relating to building control.

It found 34 per cent of Scottish sites and 43 per cent of sites in the rest of the UK to be good or very good for the task ‘apply for building control’. Feedback suggested that many of the issues arose from site content, which was deemed unclear or too complicated, creating a difficult user journey.

This research indicates that some local authorities are missing an opportunity when it comes to recognising the advantages of content.

EMBRACING CHANGE To truly win the battle against Digital Darwinism, technology needs to be combined with a clear strategy that takes into consideration the culture and expertise that exists across the organisation, while always keeping the needs of end-users front of mind.

It’s important to remember that there is a human side to digital too – it’s not just about the technology; it’s also about the mindset.

As digitisation becomes a key aspect of everyday life, public sector organisations must understand and embrace it – both the people and the technology – in order to create widespread cultural change where citizen needs are fully met. After all, digital transformation is an ongoing journey, not simply a process with an end destination. L

The thoughts expressed in this article are taken from Idox’s forthcoming whitepaper series on digital transformation.

FURTHER INFORMATION marketing@idoxgroup.com www.idoxgroup.com

INTERVIEW

The Crown Commercial Service: Government Business Interview

Crown Commercial Service

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

As the growth and reach of the government’s Crown Commercial Service continues to increase, Government Business posed some questions to Malcolm Harrison, who stepped into the position of chief executive in November 2016 Government Business (GB): Having sector. This has the potential to deliver become chief executive of the Crown substantial value to public sector buyers.

Commercial Service on a full time basis towards the end of last year, what are GB: How does your experience of your aims for the department in 2017? working in different procurement Malcolm Harrison (MH): The aim is for CCS roles (as a buyer, manager and CPO to be the ‘go to’ provider for the procurement level) influence the way you plan to of common goods and services for the public operate public sector procurement? sector. This was the objective when CCS was MH: There is no substitute for real experience established and nothing has and having done a broad range of changed in that regard. procurement roles is a huge benefit The organisation has here. Early in my career I was e h T however been through involved in scheduling, ordering e h t r o enormous change in and operational contract aim is f mmercial the last two years, management which made o C n Crow to be the ‘go and while we me understand how e e c can demonstrate important these activities i h v t

r r e o S f r e d the added value are, that they have to be i v to’ pro rement of we’re bringing to done close to the point government and procu goods and n wider public sector commoces for the procurement, we servi sector could be bringing so much more value. public So there is a great deal of work for CCS still to do.

We understand the pressures on budgets and the very real challenges that are faced to protect and enhance the delivery of front line services to our citizens. We need to do more to leverage our commercial expertise and national buying power, particularly for types of expenditure where there is a consolidated supplier base, to ensure our customers achieve great value – allowing them to focus on delivering the services we all rely on. To do this, CCS needs to clearly demonstrate that we are putting in place the best value deals for common goods and services, and that we are responsive and agile to the needs of our customers.

One major part of our work this year will be the development of the Crown Marketplace. The plan is to create a one‑stop shop to buy common goods and services – an ‘Amazon-like, on-line portal for the public sector’. We are currently in the test phase, and we will prove that it works before launching it for use across the public

of use and that they are indispensable if you want to get the maximum value from any contract that has been negotiated.

What you ‘must get right’ is no different in public sector procurement from what I have experienced elsewhere. Buyers should work really closely with the users to ensure that needs are properly identified and specified.

It is critical to understand the supply base, including the new entrants, challengers and suppliers who could be the winners of tomorrow. One must be convinced that a supplier can deliver the right quality, on time, every time and this must take account of very local service needs as well as fluctuations in demand. The process of selection has to be fair, transparent and competitive in order to give all potential suppliers a chance and to select the range of suppliers that meets our needs E Malcolm Harrison, chief executive, Crown Commercial Service

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INTERVIEW  and delivers the greatest value for money.

I have been fortunate to have held some broader business management roles and this experience will have as much influence on how I aim to make CCS a truly best-in‑class organisation. Nobody wants buyers that focus on the process to the detriment of driving real commercial value, nor buyers that take too long to deliver what the user is waiting for, or are working with agreements that are no longer ‘fit for purpose’ simply because the market has advanced and what was a great deal two years ago is not the most relevant today. The best procurement organisations get this right for their users and have a focus that is ‘commercial whilst being compliant’. That is what I want people to be saying about CCS, because that is what we are doing as we support our customers to deliver the best value for the taxpayer.

GB: How is the fast-developing transformation of digital services changing the way the CCS works?

MH: Digital transformation affects both how our customers want to use technology, and how we use it ourselves. Internally within CCS we’ve replaced our traditional local server‑based office applications with more efficient and cost effective cloud‑based alternatives. Laptops used to take up to 15 minutes to boot up, now it’s more like 15 seconds. We’ve also moved our customer support system to a cloud‑based alternative. No longer hosting local servers saves the taxpayer money.

We need to ensure that our customers can benefit from the opportunities presented by digital technology. We have a dedicated procurement team with deep category expertise, led by Niall Quinn, E

Digital transformation affects how we use technology. Internally, we’ve replaced our traditional local server-based office applications with more efficient and cost effective cloud-based alternatives

Malcolm Harrison Malcolm Harrison was appointed as chief executive of the Crown Commercial Service on 1 November 2016, having been operating as interim chief executive since May 2016.

Malcolm is responsible for the strategic leadership and management of CCS. He has overall responsibility for ensuring CCS meets the objectives set out in the annual business plan, and is also leading the Operational Review of CCS, which is aimed at ensuring CCS will have a future operating model which is effective and efficient, with a strong commercial focus on providing value for money and excellent public services.

Malcolm has substantial procurement expertise and significant board-level experience within the private sector, and a strong track record of leading complex and diverse organisations.

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Advertisement Feature

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

CLOUD SERVICES

UK MANAGED CLOUD SERVICES FOR THE PUBLIC SECTOR

UK public sector organisations looking for technical support and managed services for their IT infrastructure face a plethora of choices and some important questions.

Out of the hundreds of IT service companies, how should buyers evaluate which ones are best suited for their needs? Across the market, suppliers offer a range of service levels and styles of support, but organisations often need access to ‘ad-hoc’ help when problems arise with their own IT systems.

Buyers of IT services need not only a high level of technical expertise, but also want a project and client relationship approach that will work well with their own teams.

CHOOSING THE RIGHT SUPPLIER Critically, the public sector needs to be assured of value for money, now and in the future.

Organisations cannot afford to enter into contracts that might lead to punitive additional costs for any changes. They also want to know where suppliers are based and how they work with clients. Finally, does the supplier understand the public sector and how can one easily procure and start receiving services?

The range of suppliers offering cloud services includes the major IT and BPO suppliers; commodity cloud service providers offering off the shelf services; third party service brokers (many of whom do not own the infrastructure they use) and general IT hardware and service companies who provide general cloud services to supplement their ‘core’ service offers.

Each of these has their own advantages and disadvantages. The challenge for public sector organisations is finding the right partner who has genuine technical expertise; who owns and runs their own infrastructure; who can provide the level of personal support required, working closely with internal IT staff; and who are on the relevant UK government procurement frameworks.

UK SUPPLIER USING UK DATA CENTRES AND SUPPORT Since 2002, zsah has provided world class UK managed and operated 24/7 infrastructure, cloud and support services to organisations of all sizes in both the public and private sectors.

As a UK SME company, listed on both G Cloud and DOS Frameworks, zsah offers public sector organisations a unique combination of technical expertise, support, personalised service, value for money and accessibility.

Unlike some of the ‘big players’ or commodity

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providers, zsah supports each and every client with named resources, available 24/7 to provide tailored support and advice. zsah partners with your own IT personnel to ensure that your IT infrastructure runs smoothly and efficiently at all times. zsah’s technical team are based in the UK to support you when you need help.

ZSAH PUBLIC SECTOR SERVICES zsah’s highly secure Managed Cloud Services are perfectly aligned for all parts of the UK public sector, including central government, local government, agencies, health or education. zsah has 15 years’ experience of delivering IT services for the public sector and boasts a management team with over 50 years’ relevant sector experience gained from delivering major projects and IT service contracts across the UK public sector.

Recent examples of zsah contracts in the public sector include the implementation, hosting and support of new web services for a large agency in the west of England, the supply of consultancy support, technical advice, implementation services and hosting for a research hospital in the health sector and the provision of cloud platform services for one of the main Departments of State.

A UK IT SERVICES SUCCESS STORY For over 15 years, zsah has built up a strong track record of delivering cloud and related IT services, as testified by its clients: ‘zsah were proactive and professional from Day 1 and listened to what we needed’; ‘I wholeheartedly recommend zsah… as a trusted partner for IT Cloud infrastructure and support’; ‘zsah regularly discuss how we can improve our IT infrastructure, helping to keep our Cloud strategy on track’; ‘We have

been hugely impressed with zsah’s technical knowledge and their ability and willingness to assist with technical issues, including those involving third party providers.’

ZSAH SERVICE PORTFOLIO zsah supports clients at every stage of their IT journey, from strategy and design, through to implementation and long term support. Our services include: Cloud based Infrastructure (IaaS); Cloud Platform Services (PaaS); integration, technical assistance and support; desktop support; applications design and development; and strategy and solutions design. zsah invests heavily in R&D to ensure that its services and staff provide the very best support, compliant with all UK government prescribed standards. The company prides itself on its approach to working in partnership with clients, with a culture of ‘customer first’ and 100 per cent referenceability. zsah is equally proud of its very high level of ethical standards and company values – respect (for clients, staff and the environment); equality and diversity; reliability ‘we do what we say’. zsah is ISO9001 and ISO 27001 certified and is an approved supplier under the Government Cyber Essentials scheme, which sets out new standards for IT security. You can find zsah in the G Cloud and DOS Frameworks on the Digital Marketplace run by Crown Commercial Services or via the contact details below.

Visit the zsah website for details of free webinars on topics related to Cloud services. L FURTHER INFORMATION www.zsah.net katherine.woollett@zsah.net

Crown Commercial Service

INTERVIEW  looking specifically at ensuring we provide the very best technology procurement solutions. Our G-Cloud and Digital Outcomes frameworks for instance allow customers to access a diverse network of digital service suppliers, including many small and medium sized enterprises (SMEs), who play an important role in supplying new and innovative technology to the public sector.

GB: What progress will you look to see in terms of interaction between the CCS and SMEs? MH: Working with SMEs and helping central government meet its SME spend target is at the heart of our business plan. Our focus is on making our deals as commercially competitive as possible and that includes ensuring that, where the market allows, SMEs have the chance to bid and win business.

We’ve already seen a good increase in our engagement and interaction with SMEs in the last 12-18 months. Our level of pre-market engagement has ramped up substantially and we are beginning to see positive outcomes with more SMEs winning places on our deals than ever before. The next step is for us to work with them to turn that initial success of getting on a framework into winning actual business from that deal, enabling them to grow. This isn’t about handouts and unfair advantages though, it

English devolution will engender even greater collaboration between local, regional and national procurement bodies as we need to be joined-up to get the best value from our suppliers is about us providing the right information and support to all suppliers, especially SMEs and new entrants, on a regular basis. This will result in them competing on an even keel with larger, more established companies.

GB: What impact will the power distribution (devolution) to local authorities have on the CCS? MH: CCS has experience of working with devolved administrations, transacting over £950 million per annum on behalf of the Scottish, Northern Irish and Welsh administrations.

Through listening and engaging with customers and purchasing bodies, this has helped CCS identify where those core common goods and services can be bought on a

collaborative basis on national and / or regional basis to allow focus on front-line delivery.

English devolution, and the possible degrees in difference in the deals that might be done means that the commercial support that they shall require would be quite different. This will engender even greater collaboration between local, regional and national procurement bodies as we need to be joined-up to get the best value from our suppliers – either acting as one with national suppliers or to promote the best local suppliers to see them deliver greater value to the taxpayer, and to see these businesses grow as a consequence. L FURTHER INFORMATION www.gov.uk/government/organisations/ crown-commercial-service

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When you’ve spent time and money on a new initiative, people need to hear about it.

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COMMUNICATIONS

Frameworks

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

Helping to tap into the talent in the communications industry The new Communications Services framework has proved extremely popular with suppliers, resulting in a number of small businesses signing up to work with government for the first time. Government Business looks at the agreement in more detail Communication Services provides a new and improved way to buy a variety of marketing and communications services, supporting a wider, centralised approach to communications.

Co‑developed by the Crown Commercial Service (CCS) and the Government Communication Service (GCS), the procurement was undertaken following extensive engagement with industry partners, trade bodies, customers and key departments, to deliver a streamlined, up‑to‑date and compliant contracting solution for government and the public sector.

The framework has been designed to facilitate collaborative working.

The GCS published

the list of communications agencies that have been selected to help deliver ground‑breaking government and public sector campaigns over the next four years earlier this month.

Of the 67 agencies selected for the new framework, 69 per cent are small or medium‑sized businesses (SMEs), 22 are based outside of London and 44 are new to government business. These companies will now be eligible to bid and play key roles in cutting edge campaigns on topics ranging from public health to armed forces recruitment and promoting apprenticeships.

The icationsrk n u m m o Co framew he s e c i v r Se ments t comple n Solutions g Campai mework fra ced in announ ber Decem

COMMUNICATING THE BENEFITS The Communications Services framework complements the Campaign

Solutions framework announced in December, which is designed for longer term, strategic campaigns. Designed to help public bodies tap into the very best expertise and talent in the communications industry, the two frameworks provide a flexible approach to working collaboratively with agencies to design and deliver innovative solutions for your campaigns.

Campaign Solutions offers a choice of 27 agencies, half of which are SMEs, who will be able to design, plan and deliver entire campaigns.

David Skinner, CCS’s director of Corporate Solutions said: “A wide variety of innovative, exciting and talented agencies are now on the framework, including many small businesses.

This will provide public sector bodies with the tailored, specialist and flexible advice they need to develop cutting edge campaigns.” E

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On the outside, it’s an insight.

On the inside, it’s a foresight.

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COMMUNICATIONS

 Both frameworks were developed in conjunction with GCS. GCS involved around 600 agencies and ran five events across the country to shape the new frameworks in a way that will work better for everyone and benefit UK citizens. In this financial year the GCS is expected to deliver around 100 campaigns.

The Communication Services framework agreement offers a number of benefits to both suppliers and buyers.

Benefits include: flexibility and choice – lot structure and the diversity of agencies gives scope for flexible competitions for central government and wider public sector customers; access to a wide range of agencies with the best quality expertise to deliver innovative, best practice marketing and communications services for government and the public sector; 44 of the agencies are new to working with government and will contribute to driving innovation in government campaigns; SME inclusion – the majority of agencies on the framework are SMEs and seven are micro organisations, supporting the government’s commitment to economic growth, continuing to drive innovation in government campaigns; competitive rates agreed at framework competition to ensure customers get the best value for money; and standardised terms and conditions that have been pre-agreed with agencies – with flexibility built in for customers.

Frameworks

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

Of the 67 agencies selected for the new framework, 69 per cent are small or medium‑sized businesses, 22 are based outside of London and 44 are new to government business EXAMINING THE LOTS The agreement is split into 11 lots: Lot 1 – Specialist Consultancy Services; Lot 2 – Events; Lot 3 – Channel Strategy and Planning; Lot 4 – Public Relations (Specialist and Regional); Lot 5 – Proposition Development; Lot 6 – Creative Development and Delivery; Lot 7 – Digital Marketing and Social Media; Lot 8 – Data Strategy and Management; Lot 9 – Production; Lot 10 – Editorial; and Lot 11 – International.

Lot 1, covering specialist consultancy services, enables agencies and specialists to offer new and innovative communications ideas and consultancy on subjects including: thought leadership; behavioural science; neuroscience; audience specialists (e.g. youth, regional, Black and Minority ethnic, etc); and international marketing and country branding.

Agencies are also able to deliver a wide range of events services from strategic and tactical event programme management to supply of event equipment through Lot 2.

This may include: strategic event programme design and management; management of

and liaison with VIP; management of foreign dignitaries; delivery and support for UK and international State visits; management of mobile exhibition units, including at high profile events; development of event content; event production; roadshows; seminars; event, exhibition and conference design and production; display stands and similar equipment; event media build services; project planning and management; management of paying events, including financial reconciliation; budgetary management; delegate acquisition and delegate management services; provision of on-site resource to manage and coordinate events; venue sourcing, contracting and management; security, translation/ transcription and host broadcasting services; customer relationship management (CRM); sponsorship activation and management; risk management; processing of grant payments; design and installation of audio visual systems for events of varying sizes; management of audio visual systems for events of varying sizes; E

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AWARD-WINNING STRATEGIES AND COMMUNICATIONS

MADE IN THE ROYAL NAVY

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Research & Insights, Experiential & Events,

events, PR, production); Campaign Solutions

Brand-Building & Purpose,

(creative, PR, direct marketing); G-cloud (Lots 6, 7, 8);

Digital Systems & Infrastructure,

Digital Outcomes and Specialists (Lots 1 and 2).

Data Management & Analytics, Sports & Entertainment, Omni-channel Creative, Influencer Marketing, Customer Experience & Engagement, PR & Communications Strategy, Content Strategy & Design, Content Production.

CONTACT richard.dutton@enginegroup.com to find out how we can work with you.

COMMUNICATIONS

Public sector gets help to save on water bill

Frameworks

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

From 1 April, most business

and public sector organisations will be able to choose which company supplies their water and associated services like automated meter reading, leak detection and customer service.

The Crown Commercial Service is joining forces with YPO, The Energy Consortium, ESPO, NEPO, West Mercia Energy and the MoD to bring the largest public sector water framework agreement to the UK market.

The agreement will help the public sector to save more than £20 million over four years, with central government as well as schools, colleges, universities, museums, housing associations, councils, the blue light services and NHS Trusts all among those eligible to access it.

Sam Ulyatt, strategic category commercial director for Crown Commercial Service says: “The opening up of the water market will create a unique opportunity for efficiency and collaboration and this is the first agreement of its kind in the UK.” The multi-supplier framework will be live and available for the opening of the market in April, running for three years with the option to extend by a further 12 months.

Find out more information at: tinyurl.com/h5q98fv

 provision of laptops, tablet computers, touch screen style devices, portable display stands and similar equipment; and international events.

Through Lot 3 agencies are capable of translating communications strategy into, and producing, actionable, effective, cost efficient and measurable communications channel plans across all relevant channels, including online, offline, owned and earned, as well as paid-for. This may include: providing detailed media recommendations; building audience models using client and industry data; using data and analytics to justify investment decisions; developing channel recommendations in light of both audience data and creative content fit with channel; briefing our media buying partner to the standard Government Communication Service format; and enabling government departments to sponsor and promote content beyond traditional bought media across a number of channels and digital platforms.

Lot 4, concerning public relations, provides the opportunity for agencies to offer public relations services and products either as a sole service element or bringing together

Lot 4, concerning public relations, provides the opportunity for agencies to offer public relations services and products either as a sole service element or bringing together different elements into one sustained campaigning approach different elements into one sustained campaigning approach. These service may be required on a regional or specialist basis and may include: the development of public relations themes, strategies, plans and tactics across relevant campaigns; regional or specific sector or specific audience insight and expertise; the implementation of campaign public relations activity, online and offline; message definition and articulation; press release writing and distribution; content development; user communities; reputation management; crisis planning and communications; management of key opinion leaders; and management of interaction with relevant journalists and media channels.

Proposition development is the subject of Lot 5, in which agencies are able to produce concepts and communications propositions across all channel options, developing and testing new communications ideas prior to production. This may include: the development of creative propositions, inclusive of relevant research; creative development across both art and copy; and development of identities, core messages and values.

Lot 6, covering creative development and delivery, dictates that agencies are able to provide a full design service across all types of project.

This may include: creative direction and management; developing design concepts suitable across all media channels; developing E

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TRANSFORM YOUR COMMUNICATIONS EFFECTIVENESS WITH MEDIACOM MediaCom is the UK’s leading channel strategy and planning agency. We plan media for some of the country’s smartest advertisers: Public sector organisations including the Home Office, the NHS, Sport England and NS&I, as well as private and third sector companies like Cancer Research UK, Tesco, DFS, GSK, P&G and Coca-Cola.

We can help you get the best out of all traditional, new and emerging media. We plan everything from TV to Digital, Print to Content, Out of Home to Mobile, Sponsorship to Search, and are used to working with budgets big and small.

MediaCom has offices in London, Edinburgh, Manchester, Birmingham and Leeds, and can offer you: • Analysis of which media channels are used by your target audience, • Budget recommendation across all channels; paid, owned and earned, • Detailed channel and media plan recommendations based on your marketing objectives, • Building audience models and segmentations using client and industry data, • Using data and analytics to justify investment decisions, • Enabling public sector bodies to sponsor and promote content beyond traditional bought media across a number of channels such as TV, radio, press, events (e.g. arts, sports, awards) and digital platforms.

MediaCom is a supplier on Lot 3 (Channel strategy and planning) of the CCS RM3796 Communications Services framework.

Contact us today to discuss your requirements: e info@mediacomuk.com w mediacom.co.uk

t 020 7158 5697

mediacomuk

COMMUNICATION SERVICES

EFFECTIVE ENGAGEMENT TO MEET TARGETS DURING CHANGING TIMES

Advertisement Feature

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

As a newly named member of the Crown Commercial Service’s Communications Services Framework, Weber Shandwick discuss plans to provide ongoing support for public sector organisations and the talent that drives them We see government communications professionals that are currently confronting an environment that is more challenging than anything they will have experienced before. They are seeking to reach and influence a population whose trust in established institutions is fragile, through a media landscape in a state of unprecedented flux and with pressure on the public finances leading to intense scrutiny of the merit of all branches of government spending.

The public sector has shown it is able to negotiate this difficult terrain with skill and flexibility.

FRESH THINKING When accessing hard to reach audiences, government communicators continue to successfully engage with hard to reach sections of the community exploiting cutting edge digital techniques. At Weber Shandwick we pride ourselves on working in partnership with government colleagues to provide the latest thinking on effective engagement and communications across channels to exploit all opportunities.

Weber Shandwick has a rich history of working alongside government departments and with communicators to deliver impactful campaigns with tangible results. Our work with the AHDB for the campaign: ‘Pigs are worth it’ helped drive growth for the industry whilst also securing a prestigious Cannes Lions award.

For the then Technology Strategy Board we helped to promote the benefits of the Design and Technology curriculum in schools, again picking up a Cannes Lions for the campaign.

DELIVERING INTEGRATED CAMPAIGNS We help our clients by developing and delivering integrated campaigns tied to specific and ambitious objectives. We begin all campaigns by understanding the data and using the knowledge of our analytics specialists to shape an effective strategy from the start. This helps us understand what we should communicate, how we reach our audiences and the impact we are having.

Next we bring our strength in strategic planning to carefully target the audiences the

government programme needs to reach with the right positioning and the right messages – this forms the basis of our campaign.

Only once this is clear can we unleash our creative team to develop the compelling ideas which will have real cut through.

Alongside this creative approach we also conduct an extensive issues assessment to understand the potential pitfalls and their impact for government departments to mitigate against such risks. Once the creative and risk assessment programme has been completed we can build the stories and content which we know will engage with your target audiences.

All of this content is then carefully developed to be integrated across each traditional, digital and social channel. We then leverage paid, owned and earned opportunities to deliver reach and influence that can be accurately tracked and measured against the objectives developed at the start of the campaign.

Weber Shandwick has the ability and agility to mount time-specific campaigns which can be developed at short notice. We have the range of specialist skills and expertise to provide tailor-made solutions whatever the nature of the communications challenge; resources that can be dialled up and dialled down as the situation demands, providing the flexibility required in a rapidly changing environment.

STANDING OUT FROM THE CROWD What marks Weber Shandwick out from its competitors, however, is the depth and subtlety of its understanding of the target

audiences many government departments and campaigns seek to reach. Our ability to evaluate the political landscape as well as the messages and content that will resonate with selected audience groups across demographics is crucial for effective campaigning. Our knowledge and experience of reaching these audiences for many of the world’s best known brands means we are ideally placed to further support government campaigns.

We recognise that value for money can only be secured where there is a clear and definable set of aims and objectives, and a robust method for measuring success.

Even where we may adopt more traditional means of communication, we increasingly rely on analytics to underpin our approach to ensure campaigns are carefully targeted.

MEETING CHANGING NEEDS The Weber Shandwick partnership with the public sector means taking the policies of government and ensuring the people who are affected by them recognise and accept their validity. It is about communicating through language that people understand and through the media channels that shape their daily routine. It is about a recognition that people’s habits, patterns of behaviour and expectations are constantly changing, and we must reappraise and adapt our approach accordingly. L FURTHER INFORMATION webershandwick.co.uk

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PEOPLE power It isn’t just changing politics.

This is an era of change. People power is getting real. Communications need to change, too.

If you want to understand people you need to get amongst them. And that’s where Spring’s HyperlocalEverywhereTM programme comes in.

It’s about getting to know communities on their home ground. Fully understanding their values, their language, their hopes and fears.

Connecting with them and holding their interest.

Delivered through a nationwide regional network headed by communications design consultancy Spring, HyperlocalEverywhereTM is proven for brand marketing, planning consultation and behavioural change programmes.

Contact erika@agencyforchange.co.uk to find out more.

Welcome to the new world.

COMMUNICATIONS

New Courier Services framework launched A new Courier Services framework will provide central government and public sector customers with a quick and easy route for buying courier services.

After establishing that public sector organisations required a consistent, EU compliant route to the market for the provision of courier services, the framework, released by the Crown Commercial Service (CCS), in collaboration with YPO, offers services covering the collection and delivery of documents and parcels, secure services for sensitive and high value consignments and secure collection, storage and delivery of examination papers.

In addition to this, the framework will run services across dedicated networks and ensure the secure screening of internal mail, working towards continued improved efficiency and savings.

According to CCS, over 50 per cent of the suppliers are small and medium‑sized enterprises (SMEs), which supports the government’s ongoing pursuit for £1 in every £3 to be spent with SMEs by 2020. Read more at: tinyurl.com/hm3op7d

Frameworks

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

Campaign Solutions, working alongside Communications Services, is an innovative marketing and communications framework covering the services you will need for end-to-end campaigns  brand propositions, inclusive of relevant research; designing brand identity; defining brand values; developing/ producing multi‑channel brand guidelines; typesetting, proofing and pagination; and liaison with printers.

Detailing digital marketing and social media, agencies are capable of providing digital marketing services and products via Lot 7. In addition to the creation of specific products, the agency shall be capable of managing all aspects of production for all digital platforms.

This may include: web design, development and build; content creation and management; digital advertising; Short Message Service (SMS) and Multimedia Messaging Service (MMS); Search Engine Optimisation (SEO); usability testing; social media execution/implementation; viral marketing; and electronic Customer Relationship Management (eCRM) and solutions.

Lot 8, covering data strategy and management, enables agencies to provide data services. This may include: data strategy development; data development; database management; data analytics and modelling; and campaign management.

In the production focus of Lot 9, agencies

are able to offer development and production services on a standalone basis. Agencies are invited to bid based on capability to produce one or more of the following: moving picture and video (TV, cinema, viral etc); sound; out-of-home advertising; stock imagery – sourcing; digital media – advertising; other channels where appropriate and as required; and animation and motion graphics.

Lot 10, encompassing editorial, allows agencies to provide a wide range of editorial services across multiple media, and may include: copywriting for advertising; copy production for leaflets, booklets, annual reports and other related items; copy checking; and technical writing for specialist audiences.

Agencies are able to deliver communications campaigns overseas through Lot 11, including in major economic markets and areas where the media landscape is limited or non-existent. Sectors may include trade, inward investment, education, tourism and public diplomacy. Services may include, but are not limited to those services listed above under the following lots: Lot 2: Events; Lot 4: Public relations (on an international rather than domestic basis); Lot 5: Proposition development; Lot 6: Creative development E

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Communification

Proud to be part of the Crown Commercial Service (CCS) Communication Services Framework

Reaching audiences at home and abroad

Experiences that build communities

Spreading the word with digital creativity

We use years of insight accumulated from working with diverse audiences to develop strategies for engaging the right people – locally and globally.

As a trusted government partner for over 10 years we create world-class events and experiences that bring people together and have measurable impact.

We connect with people above and beyond our core audience, and amplify results, by using social media and technology with ingenuity and personality.

Specialist Consultancy Services

Events

Digital and Social Media

M Integrated Solutions (M-is) To find out about our services please visit m-is.com/government or contact: Janet Dodd, Head of Government Services, T: +44 (0) 20 8232 7000 E: janet.dodd@m-is.com W: www.m-is.com

Frameworks

COMMUNICATIONS  and delivery; Lot 7: Digital marketing and social media (on an international rather than domestic basis); and Lot 10: Editorial.

CAMPAIGN SOLUTIONS Campaign Solutions is an innovative marketing and communications framework covering the services you will need for end‑to-end campaigns.

It is a single lot agreement that includes a broad range of agencies with different specialisms to help you tap into the very best expertise and talent in the communications industry. The new approach is more flexible than before and allows you to work collaboratively with your agency to encourage innovative solutions to your campaign.

There are 27 agencies on the framework and CCS has identified different areas each agency has a specialism in. All agencies hired through this framework will be able to design, plan and execute entire campaigns, with half of the agencies being SMEs, further ensuring they have a real opportunity to compete for government and public sector business, in line with the government’s SME agenda. Campaign buying can be complex and costly but this agreement can reduce the time and costs associated with the procurement by offering a facility that has already been competitively tendered, representing a shift from traditionally prescriptive campaign buying to a solutions focussed approach, encouraging innovative

PHE, Change4Life Sugar Smart 2016

Lot 1, covering specialist consultancy services, enables agencies and specialists to offer new and innovative communications ideas and consultancy on subjects approaches for your campaign. The objective of the agreement is to provide a selection of agencies in a single lot who offer a variety of quality services, drive innovation and deliver savings. The benefits of identifying specialisms rather than splitting the framework into lots is that your requirement can cover more than one specialism in a single further competition.

The six specialisms covered are: strategy

LOCOG, London 2012 Olympic and Paralympic Games

GLA, London is Open 2016

development; creative for campaigns; digital marketing and social media; public relations; direct marketing; and partnership marketing. L FURTHER INFORMATION ccs-agreements.cabinetoffice.gov.uk/ contracts/rm3796 ccs-agreements.cabinetoffice.gov.uk/ contracts/rm3774

Alzheimer’s Research UK, Santa Forgot 2016

PHE, Stoptober 2016

freuds is the strategic communications consultancy behind some of the most recognisable government, public and third sector campaigns of the past decade.

Contact us: T: +44 (0)20 3003 6561 E: ccs@freuds.com

freuds is a supplier across the following Crown Commercial Service (CCS) agreements: Campaign Solutions (RM3774) and Communication Services (RM3796)

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

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PEPPOL

Frameworks

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

Adopting an effective e-procurement strategy PEPPOL is not a new concept for the UK, but for many it remains a fairly unknown concept.

Government Business explores its use and what procurement leaders need to be aware of PEPPOL, standing for the Pan-European Public Procurement Online, is a set of technical specifications that can be implemented in existing e-procurement systems to exchange information between different systems at a national and European level.

The European Commission launched the PEPPOL project to make electronic communication between enterprises and government bodies possible throughout the EU for all procurement processes.

PEPPOL relies on access point providers to exchange standards-based electronic documents across the network. Public sector organisations and suppliers can choose their own access providers who all interconnect with each other.

This means that suppliers and organisations only have to post their data once, and the access points then convert the data into a standard format. This key principle ensures competition amongst access point providers is based on service, rather than standards. It also means that you can continue using existing e-procurement systems without the need for significant change. This format is universally recognised, and allows for complete automation of the purchase order to invoice process.

The benefits of PEPPOL centre on the ‘connect once and trade with all’ principle, so if the standard is rolled-out across the public sector a supplier should only need to connect

to one access point to trade electronically with all organisations on the network.

It is estimated that savings will be anywhere between 48p and £5.40 per transaction, dependent on current systems and how paper reliant current processes are. Additionally, the agreement offers greater inventory management and increased data analysis capability.

NHS PROCUREMENT In its quest to increase efficiency in order to release resources to the front line, the NHS is embracing electronic procurement as an important part of its procurement efficiency programme. In 2014, the e-procurement strategy mandated the use of GS1 standards and PEPPOL in the NHS, enabling the NHS and its suppliers to use standardised connection for e-ordering, e-invoicing, electronic credit notes and advance shipping notifications. This, consequently, simplifies contacts and the procurement actions for trusts, moving away from individually negotiated contracts towards a single e-procurement link that enables trusts to trade with current future suppliers, of any size, both within the UK and internationally.

André Hoddevik, OpenPEPPOL secretary general, says that PEPPOL is the ‘natural choice’ to ensure interoperability in procurement, and

the NHS, with its ‘substantial buying power’, is the ideal organisation to benefit from its use.

By moving towards the adoption of the PEPPOL standards, NHS providers and their suppliers can exchange data automatically without changing their existing IT systems, resulting in significant cost savings, greater efficiency and higher data quality.

DEMONSTRATOR SITES In January 2016, following national adoption of GS1 standards across all acute trusts in England and as part of the government’s eProcurement strategy, six acute trusts were selected as demonstrator sites to pilot the use of GS1 and PEPPOL standards. Derby Teaching Hospitals NHS Foundation Trust, The Leeds Teaching Hospitals NHS Trust, North Tees and Hartlepool NHS Foundation Trust, Plymouth Hospitals NHS Trust, Royal Cornwall Hospitals NHS Trust and Salisbury NHS Foundation Trust each received funding from a £12 million Department of Health pot, to demonstrate significant efficiencies and cost savings, reduce errors and better patient outcomes by adopting GS1 barcoding standards. It is expected that the introduction of these standards will enable every NHS trust to save £3 million on average each year. L FURTHER INFORMATION ccs-agreements.cabinetoffice.gov.uk/ contracts/rm3784

In its qu to incre est ase efficien c y , t h e embrac NHS is procureing electronic m of its p ent as part rocu efficienrement program cy me

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Commercially focussed advice for public sector clients

“They’ve been pragmatic and commercial, and they take the time to understand our approach as a client, so I feel like they’ve committed themselves to our needs in transactions.”

Chambers 2017

Today’s business environment is a complicated and challenging landscape.

Our clients value our ability to cut through this complexity to provide incisive advice leading to practical, commercial legal solutions.

Working in partnership with some of the UK’s leading public sector bodies, private sector companies and financial institutions, we have a reputation for successfully managing large and complex transactions and delivering outstanding solutions for our clients.

www.ashurst.com

© Ashurst LLP 2017 Ref D/6984

DIGITAL

Frameworks

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

New digital framework attracting small businesses The new Digital Outcomes and Specialists 2 framework from Crown Commercial Service and Government Digital Service is giving almost 2,000 SMEs the chance to become suppliers to the public sector. Government Business explores The Crown Commercial Service (CCS) and Government Digital Service (GDS) have launched the new Digital Outcomes and Specialists 2 framework to supply technical expertise to the public sector, with almost 2,000 small and medium sized businesses having signed up.

The framework, which launched on 24 February, has attracted 2,018 suppliers in total, with 94 per cent of them small and medium-sized enterprises (SMEs). It replaces Digital Outcomes and Specialists 1, and has over 800 more suppliers signed up. The first iteration of Digital Services generated savings of £6.4 million, made against a total spend of £14 million. As digital outcomes 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.

It has been developed 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 commitment.

LOTS OF PURCHASE OPTIONS Digital Outcomes and Specialists 2 helps the public sector to find suppliers that can provide teams or specialists to help deliver digital projects.

The agreement is split into four lots; digital outcomes, digital specialists, user research studios and user research participants Lot 1 assists teams to build and support a digital service, and must be provided under one or more of the following capabilities: user experience and design; performance analysis and data; security; service delivery; software development; support and operations;

testing and auditing; and user research.

Lot 2 allows individual specialists to deliver a specific outcome with defined deliverables on a service, programme or project. The following specialist roles are available under lot 2: agile coach; business analyst; communications manager; content designer or copywriter; cyber security consultant; delivery manager or project manager; designer; developer; performance analyst; portfolio manager; product manager; programme delivery manager; quality assurance analyst; service manager; technical architect; user researcher; and web operations engineer.

Lot 3 provides the space and facilities to carry out interviews, usability tests and focus groups, while at the same time watch and record people as they engage with E

The Dig Outcomital and Spe es agreem cialists ent the deli supports of the revery Governm cent ent Strateg Digital y

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Encircle Solutions ~ Established 2003 ~

Providing Quality Bespoke Digital Services to the Public Sector & NGOs

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DIGITAL

Frameworks

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

CCS frameworks are designed to make it easier than ever for SMEs to do business with the public sector. Customers can access digital expertise from suppliers with an excellent mix of skills and tailored solutions  designs, prototypes and live public sector services. Lastly, Lot 4 enables access to a diverse range of user research participants including people who are digitally excluded, as well as those who have low literacy or digital skills, and those who need assisted digital support.

GOVERNMENT DIGITAL STRATEGY The Digital Outcomes and Specialists agreement supports the delivery of the Government Digital Strategy: giving public sector buyers easy access to suppliers with the right capabilities, who comply with the Digital by Default Standard and align with the Government Digital 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. It is dynamic in style, regularly refreshed, following agile methodology in short delivery Sprint, learning from and incorporating lessons learned in the next iteration of the framework.

Niall Quinn, strategic category director for digital at Crown Commercial Service, said: “Crown Commercial Service frameworks are designed to make it easier than ever for SMEs to do business with the public sector.

Customers can access digital expertise from suppliers located across the country and with an excellent mix of skills and tailored solutions.”

Geoff Wells, COO of Aerian Studios, said: “The Digital Outcomes and Specialists framework provides an easy way for SME suppliers and government buyers to work together, particularly where buyers are looking for digital expertise in delivering agile projects.

“It’s a very effective way of enabling SME suppliers to engage with government projects – which is great for our national SME economy. We’re delighted to have won the very first contract to have gone through the Digital Outcomes and Specialists framework with Innovate UK, and look forward to further opportunities through Digital Outcomes and Specialists 2.”

Digital Outcomes and Specialists is available through the Digital Marketplace. The framework is live for 12 months, with a 12‑month extension option. L FURTHER INFORMATION http://ccs-agreements.cabinetoffice.gov.uk/contracts/rm1043iii

AGILE SOLUTIONS IS ON THE

DOS2 FRAMEWORK We are data specialists who are passionate about applying agile methodology and using the best technology. We do this either on client site or from our UK-based ACCs. Our software agnostic approach allows us to give impartial advice. Partnered with several leading software companies, we work with the latest technology and our consultants are experts across a broad spectrum of platforms.

Once we’ve identified the exact requirements, we advise, deliver and delight our clients.

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Products & Services

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

LIGHTING

EVIRONMENTAL BUILDING

LED By Vision has recently updated and upgraded its website which can be accessed at the following URL: http:/ www.ledbyvision.co.uk. Since establishing itself as a lighting solutions specialist in 2012, developing a brand which reflects the firm’s commitment to exceptional customer service has become one of the company’s top priorities. LED By Vision is on a mission to innovate and motivate its customers, starting by launching a more easily accessible and engaging website. It hopes that with its improved interface, updated blog and impressive list of case studies, potential customers will be able to find the answers to

The government’s feed-in tariff scheme pays you for all the electricity you generate, whether you use it or not. This income is guaranteed for 20 years and will rise with inflation (RPI).

What this means is that providing you install a good quality solar panel system that performs well for 20+ years, you have a guaranteed income and some financial and energy security for you and your family or business.

That’s where Exeo Energy come in. With years of experience in the solar panel industry Exeo Energy knows how to design and install the highest quality systems that will be performing well on your roof for years to come.

Exeo Energy is an Oxford based solar panel installer with more than 14 years experience in the UK renewable energy industry. The firm carries out solar panel installations for homes and commercial customers and has an emphasis

Leading UK supplier of quality LED lighting

their lighting questions with just a short browse of the website.

Customer satisfaction is of the highest importance to LED By Vision, and it is positive that the new website will reflect this along with the firm’s dedication to LED lighting solutions.

LED By Vision eats, sleeps and breathes LED lighting, so don’t be afraid to put your trust in its technical and cost-saving abilities. When it comes to commercial, industrial and outdoor LED lighting, there’s no time to hesitate. Don’t stay in the dark - get in contact today!

FURTHER INFORMATION Tel: 01256 841677 sales@ledbyvision.com

COMMERCIAL FITTINGS

ENVIRONMENTAL

LED Group ROBUS has expanded its’ UK sales team and introduced three new project engineers.

In line with the increasing breadth of the ROBUS product range, incorporating many of the leading commercial fittings in the UK, this new team will offer support on commercial lighting projects.

The new team comprises of three project engineers: David Wood, John Ford and Andy Bax. David Wood and John Ford have collectively worked with ROBUS for 15 years, developing business across the Northern and Western regions respectively.

Both had enormous success in promoting the ROBUS brand as a specification range, and they’re excited to continue excellent working relationships across their respective regions.

Andy Bax has recently joined ROBUS, and will cover the South East region. Although new to ROBUS, Andy is a lighting veteran

The holistic way for building and renovation.

Design, energy, health, sustainability - all in one.

When you’re upgrading your home, none of the above can stand alone as the only priority - without compromising the others.

ECO-Renovation UK uses its knowledge, experience and skills to create a healthier and more sustainable environment to live in. The firm believes that with its holistic approach it can make an impact on the building industry, showing that using natural building materials and sustainable systems are a good way forward to build houses and renovate homes in the future.

ECO-Renovation UK specialises in renovating period properties, cottages, barns and historic buildings - with an integrative view. It helps you from day one to find the right balance of the important aspects

ROBUS introduces three new project engineers

104

Installing beautiful, peak performing solar panels

with over 20 years’ lighting specification experience. He’s also looking forward to using his expertise in amenities and street lighting to expand the ROBUS product portfolio.

ROBUS products are suited to all lighting project needs, with a wide range covering commercial, industrial, outdoor, retail and hospitality applications. Furthermore, ROBUS have a dedicated emergency conversions service to allow for customised products tailored to the exact specifications of any lighting project.

For more information, please please get in contact via the below email address.

FURTHER INFORMATION info@ledgrouprobus.com

GOVERNMENT BUSINESS MAGAZINE | Volume 24.2

on high quality installations and great customer service.

One testimonial from a happy customer said: “My experience with Exeo Energy can only be described as very positive, the quality of service in every aspect could not be faulted starting from communication, punctuality, speed of job completion, tidiness of their work environment and last but not least friendliness and politeness of their staff.”

If you are interested in installing a solar pv system on your home or business please get in contact today!

FURTHER INFORMATION Tel: 01865 565 478 www.exeoenergy.co.uk

Creating a healthy, more sustainable environment

of your project so that the outcome will be to your total and long term satisfaction.

ECO-Renovation UK is dedicated to providing you with natural solutions and cutting edge technology in order to make your new home not only well designed but comfortable, energy efficient and healthy. With many years of industry experience, the company is well-placed to take care of projects of any size.

FURTHER INFORMATION Tel: 0800 002 9469 www.eco-renovation.co.uk info@eco-renovation.co.uk

SUSTAINABLE ENERGY

CONFERENCES & EVENTS

Natural Generation believes that everyone has the ability to help reduce our dependence on fossil fuels and its goal is to contribute towards making renewable energy systems a major part of UK and beyond, through quality design, installation and operations and maintenance services.

Natural Generation Ltd employs 38 staff from its head office and operations centre in Perranporth, Cornwall. In addition to the head office team there are directly employed maintenance engineers operating from the Bristol area.

Natural Generation’s projects include wind, solar PV and heating & plumbing.

It has installed in excess of 200 wind turbines nationwide.

Currently holding O&M contracts for the next five years with over 150 wind turbine clients (up to 250kw turbines) plus a further 120+ small fleet annual maintenance contracts.

It has installed over 100MW of solar PV acting both as main contractor and sub-

Whitby, North Yorkshire, is home to Raithwaite Estate, a coastal retreat which includes two small luxury hotels, a collection of quaint private stone cottages, an ultra-exclusive Lake House and a tranquil spa. Spanning across 100 acres, the Estate offers stunning woodland walks and the view from the spa and selected Hall hotel bedrooms are of the serene award winning gardens.

The glass fronted spa includes a heated pool, jacuzzi, sauna, steam room, gym and four treatment rooms. Yorkshire offers an exciting array of local produce which inspires Raithwaite’s talented team of chef’s when creating delicious seasonal menus. Brace restaurant boasts an exquisite a la carte menu including game from North York Moors and local cheese and

Renewable energy leader

contractor across a domestic and commercial client base, including large ground mount solar farms and mid-size commercial roof and ground mount arrays (50-500KW).

Solar Thermal installations in the firm’s early years were the main income stream, now covering ASHP/GSHP the plumbing and heating division is currently expanding.

The spread of operations across wind and solar allow Natural Generation to make best use of its personnel where experience and qualifications are transferable between technologies.

FURTHER INFORMATION www.naturalgen.co.uk

Host your event at a luxury hotel and country retreat

CIVIL ENGINEERING

PUBLIC RELATIONS

Scarles Yard comprises a purpose built multi storey car park of concrete frame construction with ancillary integrated warehouse / workshop units located along its frontage. With three levels, the car park provides 823 spaces for Aviva employees during the working week and is open for public use on Saturdays and Bank Holidays for a flat daily charge, being particularly popular when Norwich City FC play at home.

The top level of the car park is drained with 453 metres of Hauraton RECYFIX® PRO 100 - Type 75 channels in various run lengths. The channels are fitted with FIBRETEC® HEELSAFE 9mm slot gratings with a loading Class of C250. Made from PA-GF, the FIBRETEC® grating will not rust and has a slot configuration specifically designed by Hauraton R & D engineers to enhance the flow of water into the channel. The

AIKEN is the only full service independent communications agency that operates across the island of Ireland with fully functioning offices in Belfast and Dublin.

As well as supporting clients with its communications strategy, AIKEN implements integrated campaigns underpinned by a thirst for stand–out creativity. The company applies a campaigning philosophy to all of its work whether its for the smallest project or an international campaign delivered locally.

As the firm has grown, it has got better. AIKEN has a wider range of skills, with more integration across communications enabling it to offer more services to clients.

Communications has changed; it is faster, challenging and busier. However the principals remain the same – work hard, be creative, love what you do, this is AIKEN’s mantra. The company makes clients relevant to the

Hauraton RECYFIX® PRO channel runs installed slots are super smooth, elliptical openings with the moulded bars having slightly raised triangular bosses along their outside edges.

As well as providing an elegant appearance, the feature ensures surface water is directed into the slots. This configuration also helps eliminate any cross-flow over the grating and important consideration for this project.

The RECYFIX® channel component is made from 100 per cent recycled polypropylene and has an intake cross section of 372 cm2. The FIBRETEC® gratings are factory fitted on all channels.

PRO accessories include a trash box, foul air trap, mud bucket, closed and DN 70/100 end caps.

FURTHER INFORMATION Tel: 01582 501380 www.hauraton.co.uk

Products & Services

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

seafood from along the Yorkshire coast. Choose the Yorkshire coast for your next meeting conference.

Raithwaite Estate is the perfect venue for corporates looking for a retreat or board meeting with a difference. Accommodating up to 140 delegates, Raithwaite also offers unique and extreme team-building and revitalising spa retreats.

FURTHER INFORMATION Tel: 01947 661661 meetings@raithwaite.com www.raithwaiteestate.com

Integrated campaigns underpinned by creativity moment through targeted rapid response, expert news handling, storytelling and social campaigns.

The company’s principles are honesty, trust and integrity, performance orientation, accountability and mutual respect. It is a dynamic agency driven to provide the highest quality service to clients, offering support that gives them the capacity to influence public, business, industry and government opinion through smart and effective campaigns that draw upon skills in media relations, experiential PR, advocacy, influence, event and sponsorship management.

FURTHER INFORMATION Tel: 028 9066 3000 Tel: 00353 1 775 5890 www.aikenpr.com

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Products & Services

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

CONFERENCES & EVENTS

CONFERENCES & EVENTS

Glasgow Science Centre’s iconic buildings are located on the Clyde, where historic Glasgow meets the modern city, providing an unforgettable backdrop for events.

Whether your requirement is a conference for up to 370, a dinner for 500 or a drinks reception for 3,000; the Centre’s events team will provide a bespoke package with flexible in-house catering and audio-visual solutions.

GSC believes food should be tasty, fresh and uncomplicated and its menus are designed to meet the requirements for the diverse range of events Glasgow Science Centre attracts, however, it can also create bespoke menus and themes designed for both your needs and budget.

In addition to three floors full of interactive exhibits, GSC also houses an IMAX cinema and fuldome digital planetarium.

Whilst guests enjoy GSC’s unique

Did you know that you can hire the UK’s leading interactive museum for your next corporate event?

If you’re looking for an original location for a product launch, high-quality conferencing for up to 100 delegates or a family fun day with a difference - Eureka! is a unique and inspirational venue.

Team-building isn’t just a buzzword. There’s a reason why the biggest and best companies in the world invest so much time, effort and budget into boosting the morale of their teams – it’s because they’re worth it. Whether you want to challenge your team, develop stronger bonds or just experience our award winning museum, Eureka! can

Historic Glasgow meets the vibrant, modern city

Eureka! Visit the National Children’s Museum

venue, you are doing your bit for charity, helping the firm achieve its charitable mission.

GSC’s scientists can also be on hand to provide an unforgettable array of demonstrations with liquid nitrogen, fire and more!

Give GSC a call on or visit the website for more information.

The team looks forward to hearing from you.

FURTHER INFORMATION Tel: 0141 420 5008 glasgowsciencecentre.org corporate.events@ glasgowsciencecentre.org

Skene House – more than just an ordinary hotel

The publishers accept no responsibility for errors or omissions in this free service

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GOVERNMENT BUSINESS MAGAZINE | Volume 24.2

FURTHER INFORMATION Tel: 01422 33 00 69 www.eureka.org.uk

CONFERENCES & EVENTS

ADVERTISERS INDEX 4IMPrint 67 72Point 65 Agile Solutions 103 Aiken PR 105 Alona Hotel 74 Amitex Led Lighting Co 22 Aquatic Control Engineering 58 ARTS Energy 16 Ashurst 100 Avant Techno (uk) 8 Avenir Business Solutions 85 Basware Holdings 98 Benugo 74 Bertie’s 71 Bridgestone Uk 40 BT Fleet 38 Carrenza 82 Celtrino-Edi Factory 98 CGC Events 71 Continental Tyre 36 CPN Lighting 14 Creditcall 42 Crocodile Flood IBC Cromarty Arts 72 Cubo 86 Daikin Applied 26 EBM-Papst Uk 44 Eco-Renovation 104 Elite Management 44 Encircle Solutions 102 Engine Partners 90 Erskine Bridge Hotel & Spa 72 Essential Fleet 34 Eureka! The National Children’s Museum 106 Exeo Energy 104 F.G.Marshall 18 Fresh Air Fitness 44 Freud Communications 97 Gerd Bar GMBH 41 Glasgow Science Centre 106 Grange Hotels 10

design a bespoke team-building package especially for you.

Choose from specially designed activities developed and delivered by the company’s in house team, including: Wacky Races; Big Eureka! Bake Off; and the Eureka! Roller coaster.

All exciting team-building experiences are suitable for groups of up to 80 people and can be offered as half or full day schedules. Eureka! is also able provide your group with catering and a private meeting space.

Eureka! The National Children’s Museum, Discovery Road, Halifax.

105 56 80 58 23 52 6 39 68 50 BC 19 104 20 104 24 96 62 92 IFC 41 105 41 22 88 21 67 46 64 40 72 105 106 40 94 68 41 74 60 93 84

Skene House Apartment Hotels Aberdeen has 189 apartments split over three city centre locations: Holburn, Rosemount and Whitehall.

Whether you select a one, two or three bedroom suite you’ll get a whole apartment complete with living room and kitchen plus the added benefit of hotel amenities such as 24 hour reception and concierge, lounge areas, complimentary WIFI and breakfast restaurants.

The hotel offers more than just the accommodation for which it is so well known.

Host your next meeting, training course or networking event at Skene House Rosemount.

Meeting rooms don’t have to be dull and you’ll find Skene House’ rooms are far from it! The hotel’s two Atriums and Mezzanine suites are equally inspiring, all highly flexible and with all the technology and catering you need on hand, all brought together by the Skene House meetings team.

To find out more about Skene House Aberdeen call to speak to an adviser. If you think you’ll have to pay more for a more accommodating stay, think again.

While Skene House is beyond compare, its prices compare very favourably with ordinary hotels.

Skene House, always more accommodating.

FURTHER INFORMATION Tel: 01224 659 293 stay@skene-house.co.uk www.skene-house.co.uk

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