Government Business 27.4

ACTIVE TRAVEL

LIGHTING

OUTDOOR PLAY

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ISSUE 27.4

Business Information for Local and Central Government RECYLING

TACKLING WASTE IN WALES How does the Welsh Government plan to achieve zero waste by 2050?

ENERGY EFFICIENCY

THE GREEN HOMES GRANT SCHEME The role of insulation in meeting the UK’s climate targets

PLUS: MODULAR BUILD | TECHNOLOGY | VENTILATION

LIGHTING

OUTDOOR PLAY

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ISSUE 27.4

Business Information for Local and Central Government RECYLING

TACKLING WASTE IN WALES How does the Welsh Government plan to achieve zero waste by 2050?

Comment

ACTIVE TRAVEL

ENERGY EFFICIENCY

THE GREEN HOMES GRANT SCHEME The role of insulation in meeting the UK’s climate targets

PLUS: MODULAR BUILD | TECHNOLOGY | VENTILATION

Lockdowns show lack of empathy for the north It has been two weeks since more than four million people in the North of England awoke to news that new restrictions had been imposed upon them overnight, following spikes in coronavirus cases.

Health Secretary Matt Hancock’s 10pm brainwave tweet to announce lockdowns was rightly met with widespread derision.

As we go to print, Oldham has become the latest region on the brink of local lockdown after the town’s seven-day infection rate overtook the ones in Blackburn with Darwen and Leicester.

Surely more needs to be done to understand why England’s worstaffected areas are largely concentrated in the north of the country - Manchester, Rochdale, Tameside, Pendle, Middlesbrough. These areas of high infection are generally areas of high deprivation, and instead of blaming those flouting social distancing, which is another argument for another time, government action is needed to ensure that the marginalised and vulnerable get the support they need.

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The recent decision to strengthen regional contact tracing, whilst overdue, will not solve the issue on its own. Blaming those who choose to work rather than self isolate only highlights the lack of empathy Westminster has for our northern communities.

Michael Lyons, editor

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Issue 27.4 | GOVERNMENT BUSINESS MAGAZINE

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Contents

Contents Government Business 27.4 06 News

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37

Regional contact tracing to be strengthened; North calls for £5bn pipeline of infrastructure projects; and more support from care services is needed

12 Active Travel

21

Government Business talks to Mayor Dan Jarvis about his vision for walking and cycling in the Sheffield City Region and how lockdown can help create longlasting changes to our travel habits

17 Reycling

26

Government Business talks to Hannah Blythyn, Deputy Minister for Housing and Local Government, about the 2020 ban on single use plastics in Wales and ambitions for zero waste by 2050

50

21 Ventilation

37 Outdoor Play

Building managers will have to pay close attention to the cleanliness of their ventilation systems in the wake of the Covid-19 lockdown, according to the Building Engineering Services Association (BESA)

Mark Hardy, chair of the Association of Play

26 Modular Buildings The government and the wider public sector are the biggest clients of the construction industry. Here, the Modular Portable Building Association discuss the growth and benefits of off-site construction

29 Insulation 33 45

Industries, explores why public playgrounds are so crucial in helping children recover from the effects of months of lockdown and the importance of playgrounds being adequately funded going forward

41 Technology The post Covid-19 world will not be the same as it was before. Romy Hughes explores the aspects of a good strategy that companies need to think about as we begin to look at life after the pandemic

Derek Horrocks, chairman of the National Insulation Association, discusses the recently-announced Green Homes Grant Scheme and the role of insulation in helping the country meet climate targets

45 Technology

33 Lighting

50 Debt Recovery

Bob Bohannon, president of the Society of Light & Lighting, looks at an postCovid office that is better designed and better lit, sustainable both in its operation and in its procurement

Government Business magazine

Steve White explains why coronavirus marks a turning point in councils’ approach to new technology investment

Given the impact of the Covid crisis on people’s finances, Rhona Parry, CEO at Indesser, looks at how to support different sections of society with their public sector debts

www.governmentbusiness.co.uk Issue 27.4 | GOVERNMENT BUSINESS MAGAZINE

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News

CORONAVIRUS

Regional contact tracing to be strengthened contact tracers will focus their work on specific areas, alongside the relevant local public health officials to provide a more tailored service. If the dedicated national team cannot make contact with a resident within a set period of time, the local public health officials can use the data provided by NHS Test and Trace to follow up, which in some pilot areas has involved local authority teams and voluntary partners visiting people at home.

This way of working has proven successful in Blackburn with Darwen, Luton and Leicester and is now being offered to all upper tier local authorities who are responsible for public health locally.

NHS Test and Trace and Public Health England will extend its partnership with local authorities to reach more people testing positive and their contacts.

The government has announced that this new way of working will give local

areas dedicated ring-fenced teams from the national service, and help reach more people testing positive and their contacts to stop the spread of coronavirus.

The announcement means that dedicated teams of NHS Test and Trace

ELECTIONS

NHS

More transparency for online political campaigning

‘Rising tide’ in demand for mental health services

The government is promising voters that online election and referendum campaigns will have ‘the same transparency’ as is given in leaflets and on posters.

Election leaflets and newspapers have to include who made and paid for the material, although there is no rule on how prominent this branding should be. In last year’s election, the Conservatives, Labour and Lib Dems were criticised for mimicking local newspapers or official letters.

However, according the most recent Electoral Commission figures, there has been a dramatic shift away from leaflets and newspapers towards online advertising, going up from three per cent of total spend in 2011 to 42.8 per cent in 2017.

Until now, online political advertising has been largely unregulated in the UK and campaign material is not required by law to be truthful or factually accurate, or to say who is paying for it. Most noticeably, the Conservative Party has been accused of misleading voters when it rebranded its press office Twitter account as Fact Check UK during a TV debate at the 2019 General Election.

The government now wants material from parties and campaign groups to carry a ‘digital imprint’ showing who is behind it. Electoral reform campaigners said this ‘must be just the start’ of ‘cleaning up’ UK democracy.

READ MORE tinyurl.com/y3ea9nrq

The NHS Confederation has warned that people requiring support and treatment for their mental health are at risk of not getting the care they need and their conditions deteriorating due to increased demand brought about by the coronavirus pandemic, and constraints in what services can deliver.

During its peak, providers saw a 30-40 per cent average reduction in referrals for mental health support but this was only temporary, with some providers now reporting the number of patients that they are treating is higher than pre-pandemic levels. This is expected to rise sharply due to the backlog and because of the broader impact that the pandemic is having on the population’s mental well-being.

However, health leaders have warned that the peak in demand for mental healthcare in England is yet to come and that the sector needs intensive support and investment to be ready to manage it. Some providers are predicting a 20 per cent increase across all of their mental health services, while

READ MORE tinyurl.com/yyx5mql5

also facing a 10-30 per cent reduction in how many patients they can care for at once because of the required infection control and social distancing measures.

The NHS Confederation is calling for members to be supported nationally to understand how demand for mental health services will vary from area to area as the pandemic continues and for appropriate financial and staffing resources to be allocated. Building on how local organisations have worked together so far, integrated care systems should also help lead these efforts. The body is calling for a national recruitment campaign focused specifically on attracting people into mental healthcare roles, and for increased funding for mental healthcare, including capital investment to support the expansion of digital approaches and to modernise physical estates.

READ MORE tinyurl.com/y2v549ch

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

News

NORTHERN POWERHOUSE

North calls for £5bn pipeline of infrastructure projects Transport for the North has set out its initial plans for a Northern Infrastructure Pipeline, a 30-year investment plan of infrastructure projects to underpin greener northern growth.

The £5 billion pipeline includes rail, road, active travel and smart ticketing proposals; some of which could be started over the next six-18 months to help the economy ‘build back better’ after the coronavirus pandemic,

and help create around 20,000 construction and design jobs in the North of England.

The proposed Northern Infrastructure Pipeline underpins TfN’s proposed Economic Recovery Plan, which was recently agreed by the north’s business and civic leaders.

This is the announcement of the first tranche of 166 projects that could help create new job opportunities in the North immediately.

The plan is aimed at accelerating delivery of infrastructure projects to help ‘rebuild and transform the north’ by making transport more accessible and inclusive, and decarbonising the economy in the years to come.

READ MORE tinyurl.com/y4a2u2lb

PAY

CYCLING

Mayors join TUC to launch ‘Time Out to Help Out’

New West Midlands cycling network unveiled

Andy Burnham and Steve Rotheram have joined with the TUC to launch a new national campaign called ‘Time Out to Help Out’ for workers to still get paid when they are requested to self-isolate under the national NHS Test and Trace system.

Requesting people to self-isolate when they are told they have been in contact with someone with coronavirus is vital to control the spread of the virus, protect others and save lives. There are a significant number of people who are being requested to selfisolate with more than 22,000 contacts identified in Greater Manchester already.

However, government figures show that only 79 per cent of those who tested positive could be reached and asked to provide information

about their contacts. Of those reached, 20 per cent of people contacted through Test and Trace didn’t give any contacts. This means that contacts have not been identified for 37 per cent of those who tested positive, leaving a significant gap in the numbers of people who should be self-isolating.

One of the reasons people are keen to avoid self-isolating is because some people lose their pay if they are requested to self-isolate and are unable to work from home, leaving them unable to pay their bills if they do the right thing.

READ MORE tinyurl.com/y4exx32p

YORKSHIRE

Yorkshire councils lay out lockdown ‘action plan’ Seven Yorkshire councils have made a series of demands of the government, detailing how to tackle local coronavirus outbreaks and responsibly get out of local lockdown.

The local authorities working together have all featured on the national Covid ‘watchlist’ in recent weeks, with many seeing tightening lockdown measures.

Now, the group of councils - Bradford, Barnsley, Calderdale, Kirklees, Rotherham, Sheffield and Wakefield - are urging the government to back schemes such a supporting people on zero hours contracts who may be reluctant to get tested over fears they may need to stay at home and miss out on pay.

They have written to Matt Hancock, Secretary of State for Health and Social Care,

and Dido Harding, chairwoman of the NHS Test and Trace Programme, detailing the nature of the challenges that exist in their districts, alongside an action plan for how they can be overcome through ‘tailored interventions’.

Based on their ‘direct experiences in Yorkshire’, the council leaders ask for additional funding for care homes, many of which are under occupied due to the pandemic and may not survive long enough to act as a ‘safety net’ for the NHS in the event of a second spike or the onset of severe winter pressures.

READ MORE tinyurl.com/y3c53txs

Transport for West Midlands has unveiled the Starley Network, a new 500-mile cycling vision for the West Midlands.

The Starley Network represents a new era for the region’s cycling network, which has been reimagined and re-branded to reflect the West Midlands’ ambitions following a surge in people taking to their bikes since the coronavirus pandemic.

All 493 miles of the routes on the new network will be dedicated for active travel, with the ambition that the routes will either be traffic free away from the highway, or within roads but physically separated from traffic.

Named in honour of the Starley family of Coventry industrialists who pioneered bicycle manufacturing, the Starley Network pulls together existing routes and towpaths, proposed new cycling infrastructure, and new pop-up lanes funded through the Emergency Active Travel Fund.

Local authorities have worked closely with TfWM, which is part of the West Midlands Combined Authority, to link their local cycling plans into a region-wide network.

This means for the first time the region has one, easier-to-understand network. The network will also feature a new cycle hire scheme to serve the whole West Midlands Combined Authority area and will incorporate pop-up cycling lanes that are being set-up by local authorities across the region.

TfWM will invest more than £260 million in the Starley Network over the coming years, with local authorities adding to that figure as they invest in their local network.

The majority of schemes will primarily be delivered by local authorities.

READ MORE tinyurl.com/yyoabb8f

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News

SOCIAL CARE

More support from care services is needed and support services still closed, increasing numbers of working carers are having to consider reducing their hours, or even quitting work to care.

Responding to Carers UK’s survey before the pandemic, 72 per cent of employers said caring and the ageing population will put more pressure on their staff, and 64 per cent believed it may lead to loss of valuable employees if staff give up work to care.

Since the pandemic, with an additional 2.8 million workers having picked up caring responsibilities in a matter of weeks, employers are receiving an influx of requests for flexible working hours to accommodate caring responsibilities.

More conversations are taking place with line managers about family responsibilities because of coronavirus, with some employers choosing to provide carer’s leave and special leave to cope with the current situation.

Carers UK has reported that employers in England are seeing the health, wellbeing and productivity of their workforces adversely impacted by a shortage of support from social care services.

According to a survey carried out by the charity, two thirds stated that there needs to be more practical assistance from care and

support services to ensure their staff with unpaid caring responsibilities are able to stay in work. Previous Carers UK research has suggested that 600 people give up work each day to care for older or disabled relatives, at an enormous cost to the economy.

Now, with the government’s furlough scheme scaled back but many care

UNIVERSAL CREDIT

TRANSPORT

400,000 more families with children now claiming UC

£40 million funding for local transport authorities

New government figures reveal that the number of families with children claiming Universal Credit increased by a third as the impact of the coronavirus pandemic peaked in April and May. In a recent survey by Save the Children and the Joseph Rowntree Foundation, seven in ten low income parents said they didn’t have enough money to cover food and essential items, with six in ten saying they have been forced to borrow money since the start of the crisis.

The Save the Children charity is now warning that, without urgent government action to protect struggling families and their children, the country faces an acute increase in child poverty. It says that a £20-a-week boost to the child element of Universal Credit and Child Tax Credit is needed to protect children from the long-term impacts of the pandemic. The Joseph Rowntree Foundation says that this would help to support eight million children.

READ MORE tinyurl.com/yxmjtxjn

Education Secretary Gavin Williamson has announced that local transport authorities will receive more than £40 million funding for the autumn term to help with school transport.

Delivering on the national priority for all children and young people to return to fulltime education in September, the funding will help them create extra capacity and allow hundreds of thousands more students to use alternatives to public transport, while social distancing measures remain in place.

Students and staff who have the option to walk, cycle or use a scooter are encouraged to do so, with thousands of students set to be supported with new dedicated school and college transport.

READ MORE tinyurl.com/y3afdljv

Local authorities continue to have a statutory duty to provide free home to school transport for all eligible children of compulsory school age, including children who attend their nearest suitable and whose special educational needs and disabilities mean they are unable to walk there. The government says that local transport authorities will be allocated the funding to reflect the number of children and young people in the local area and how far they have to travel.

READ MORE https://tinyurl.com/yxmdffno

Issue 27.4 | GOVERNMENT BUSINESS MAGAZINE

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Active travel

Recognising the benefits of active travel Government Business (GB) talks to Mayor Dan Jarvis (DJ) about his vision for walking and cycling in the Sheffield City Region and how lockdown can help create long-lasting changes to our travel habits GB: During lockdown we have seen increasing numbers walking, cycling and running for essential journeys and exercise. As restrictions ease and the threat levels drops, how important is it to sustain this rise in active travel?

taken to two wheels during the lockdown.

The benefits of active travel are huge. It improves our mental and physical health – and that of the planet. It can make transport affordable and more accessible, especially for the most deprived. And it improves our quality of life. One thing I will always remember from the lockdown was hearing the birds, rather than the DJ: One of the few positives to come sound of traffic. With less congestion out of the coronavirus lockdown was an and noise, our streets become safer uplift in cycling and walking. Across the and more pleasant places to live.

UK, around 1.3 million people

Going back to the status have bought a bike since the quo is just not good enough. beginning of the crisis, Cycling and walking are The around five per cent of already at the heart of my numbe the population. Here transport strategy, but the people r of in South Yorkshire, current crisis provides more than 100,000 an opportunity to do around getting by bi extra cyclists have much more. My £1.7

ke in South could inYorkshire c 350 perease by rc by 204 ent 0

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

billion Renewal Action Plan sets out how we intend to transform South Yorkshire’s economy to make it stronger, greener and fairer for all, and as part of that I’ve asked the government for millions of pounds of investment to provide sustainable, affordable and safe means for people and goods to travel in South Yorkshire.

This includes implementing parts of our Active Travel Implementation Plan. Developed by my Active Travel Commissioner Dame Sarah Storey, local authorities and walking and cycling expert Brian Deegan, our plan sets out our plans to make South Yorkshire a place where people can safely walk or cycle for short everyday journeys, to work, school or the shops. The government says they share our vision – now the question is whether they will back it.

DJ: For decades our towns and cities have been planned to benefit cars, but now is the time to prioritise people over vehicles.

With social distancing rules set to be in place for some time, our public transport will continue to run at reduced capacity.

And with shops, bars and restaurants limiting the number of customers, queues on our pavements are likely to be a common sight. We need to adapt or the result will be pollution and gridlock.

During the lockdown I secured £1.4 million of government funding for emergency active travel measures, including reallocating space to those on foot or bike. Doncaster town centre is now pedestrianised each weekend to keep shoppers safe. Sheffield has made changes to its city centre, pedestrianising popular independent shopping areas and creating safe places for those on bikes or on foot by restricting access for cars.

I am pleased local authorities are making space for active travel on our region’s roads but they must act with urgency to lock in the benefits where changes have been successful and ensure we do not return to the congested, polluted roads we had before the virus hit. To do that, councils need funding and support from central government. The government must follow through on its new enthusiasm for active travel if we are going to continue to protect the NHS and save lives in the long term.

GB: What role will cycling have in improving air quality in the wider South Yorkshire region?

DJ: In South Yorkshire I declared a climate emergency in November 2019, and we have ambitious goal to reach net zero carbon emissions by 2040 – ten years before the target set by the government.

This will only be achievable with real investment in walking and cycling.

Pre-Covid, 97 per cent of CO2 emissions in South Yorkshire’s transport sector came from road traffic, and around 40 per cent of journeys to work of 1km or less were made by car. Just two per cent of work commutes were made by bike.

Pollution levels decreased globally during the pandemic, and I do not want them to go back to the unacceptable levels of the past. The costs they impose on the economy, public health, and quality of life are just too high.

The current crisis provides a unique opportunity to create stronger, greener and fairer economy. That’s why Active travel is at the heart of our plan for economic renewal. High quality infrastructure which is accessible to all can generate a step change in how people travel. This includes people riding trikes or bikes

Going back to the status quo is just not good enough. Cycling and walking are already at the heart of my transport strategy, but the current crisis provides an opportunity to do much more adapted to their disability – another step to making travel more accessible. To achieve net zero targets in South Yorkshire car miles must be cut by a quarter.

People will travel by bike or on foot when they feel protected on the roads. My Active Travel Implementation Plan sets out how, by 2040, South Yorkshire will have a fully connected active travel network of more than 620 miles of routes, 800 safe crossings and 200 square miles of low traffic neighbourhoods, which restrict access for cars in favour of people on bikes or on foot.

By taking these measures, the number of people getting around by bike in South Yorkshire could increase by 350 per cent by 2040. That would mean far lower levels of pollution, safer streets and our towns and cities becoming more pleasant places to live.

GB: Your Active Travel Implementation Plan sets out how, by 2040, South Yorkshire will have a fully connected network of walking and cycling routes. Just how ambitious is this? And, if achievable, should other regions be taking note?

DJ: Ambition is vital if we are to build back better following the coronavirus crisis. The aim should not be to go back to the status quo, it should be to make this a moment of fundamental change for our region and our country.

This plan was developed in the first year of Dame Sarah Storey’s appointment as Active Travel Commissioner. Our local authorities have risen to the challenge and are committed to redistributing road space and enabling active travel in a way that hasn’t been seen before.

Our plan gives a clear goal – a network of walking and cycling routes linking up low traffic neighbourhoods. 620miles of accessible walking and cycling routes, 800 safe crossings for people travelling on foot or by bike, and nearly 200 square miles of low traffic neighbourhoods, which see streets transformed into places where you can relax and play safely.

We have already secured £166 million from the government’s Transforming Cities Fund, half of which will be spent on active travel. With a devolution deal now agreed for South Yorkshire, we have unlocked millions of pounds of investment for the region and the powers needed to make more decisions about South Yorkshire in South Yorkshire.

Active travel

GB: More often than not, it is all too easy to make all journeys in a motor vehicle. What is the Sheffield region doing to reclaim space for people to move around by foot or bike?

For this ambitious plan to be delivered in full we need sustained and guaranteed funding. Active travel should be part of an even wider strategy – a green new deal to transform and decarbonise our economy, create millions of new jobs, and counter the economic damage the pandemic has caused.

GB: We have seen that wider uptake of electric vehicles is hampered by a lack of joined-up infrastructure across the UK. What must policy makers do to ensure that cycling does not fall down the same hole?

DJ: Before coronavirus, Metro Mayors and their Active Travel Commissioners were working hard to keep walking and cycling on Government’s agenda. Dame Sarah and I worked with South Yorkshire’s local authorities to develop our ambitious Active Travel Implementation Plan in just 12 months.

In Manchester, Andy Burnham and Chris Boardman are developing the Bee Network, and in London Sadiq Khan and Will Norman have created their own ‘Mini-Holland’ – a low traffic neighbourhood in Waltham Forest.

During the coronavirus crisis the government was quick to announce investment in emergency active travel measures but local authorities faced red tape and delays in accessing the funding. Regional and local leaders need the powers and resources from government to make decisions that will benefit the communities they serve. In turn, Metro Mayors must empower local communities to co-develop ambitious future plans for walking and cycling in their neighbourhood.

The government should work with and through local administrations not just to tackle the immediate health crisis but to renew the economy in the face of the massive disruption coronavirus has caused.

Government also needs to listen to the local expertise of Metro Mayors and other regional leaders and use this insight to drive national policy-making. This means giving Mayors a representative on COBRA. As we emerge from the biggest public health crisis we have faced in generations and we are yet to feel the full economic impact of the virus. As the country adapt to a post-covid world we must not return to the status quo.

We have an opportunity to build back better and generate economic renewal, not just recovery. And that includes how we travel. L FURTHER INFORMATION https://sheffieldcityregion.org.uk/

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OVER 200 MILLION FACE MASKS SOLD ACROSS THE GLOBE T&K are a leading International Manufacturer and Distributor of Disposable, Medical and Surgical Face Masks.

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Advertisement Feature

Placemaking for healthcare facilities As we continue to battle the coronavirus global pandemic, we must look ahead and start to understand how the working world has irreversibly changed. Global, economic, societal and cultural forces are constantly shifting and shaping a new future for the facility management industry

The government sector lies at the centre of this transformation – the departments that create and implement national policy must themselves be at the forefront of these new ways of working. And partnerships with facility management companies like ISS can help reconnect people with their places to make this new world work better.

Outsourcing to combat rising costs As budgetary pressures on government organisations continue to grow, so does the demand for better and safer workplaces. So, despite the current Covid-19 climate and all its associated uncertainty, outsourcing departmental facilities management services increases in popularity. The need for a high-quality and safe workplace – coupled with the desire to reduce operating costs – has departments looking outside of their internal structure and forming longterm partnerships that deliver innovative solutions and financial efficiencies.

This is where ISS can help. As an expert in intelligent placemaking solutions, we continuously invest in creating next generation services that maintain positive working environments and make life easier for the people who use them.

We provide Total FM across the UK and Ireland to public industry sectors including central government, local authorities and the defence industry. We deploy data, insights and knowledge of the workplace experience to develop strategies that meet the intricate realities of service delivery. We embrace technology and digitisation to manage risk, reduce cost and ensure consistency.

Revolutionising technology and digitisation While technology is a core driver for improving efficiency and driving down costs, it also plays a significant part in curating productive and enjoyable workplaces. Before lockdown measures were implemented, we all took for granted the ease of virtual meetings and e-commerce solutions – online ordering and cashless payments.

The use of centralised sensor technology to control air temperature, air quality and building lighting is now thought of as commonplace. But these are all digital leaps forward that have transformed our facilities spaces and general working practices.

ISS invests heavily in strong working partnerships with leading global technology partners so that our service offerings are continuously supported by the latest innovative products. We explore the leading edge of robotics, we

implement inventions that monitor and enhance the user experience, and we make use of real time data to iteratively improve our services. People make places – our solutions make those places work productively for their people.

Workplace personalisation and well-being As we continue to navigate this pandemic and its lasting impacts, employee health and well-being is more important now than ever. The value of healthy and happy staff has driven the creation of workplace strategies that actively promote well-being, positive engagement and productivity.

We believe that people make places, and places make people – workspaces influence us and we in turn interact closely with them. The three pillars of our corporate responsibility strategy help us utilise these spaces to make a positive, engaged and lasting impact on our communities, our environment and our employees.

We are constantly looking to adapt our services to cater for the changing needs of an evolving and diverse workforce. This includes causes at the heart of the next generation, who demand zero waste, climate-friendly food services, sustainable workplace designs and flexible remote working options that cater for a healthy work-life balance.

What workers expect from their workplaces has changed – and will continue to change rapidly in the coming months. The facilities management sector needs to continue to evolve to meet tomorrow’s demands.

In summary Outsourcing will continue to increase across all areas of local and central government, along with the wider industry – education, healthcare, defence, finance, manufacturing, the tech sector and more. The main point of uncertainty is where exactly the priorities of these outsourcing customers will lie, as they seek to add value to their services and adapt to the ever-changing landscape.

While cost has always been a key factor – often what prompts companies and organisations to outsource in the first place – organisations are increasingly seeking to connect their people with their places and improve happiness, increase productivity and make life easier.

For ISS, it is crucial that we stay at the forefront of these developments to provide high standards in all aspects of delivery. We never stand still, constantly innovating and creating pioneering placemaking solutions for our clients. We connect people and places to make the world work better.

Service Futures represents the most important visions, trends and insights for the future of service, facility management, the workplace as an experience, HRM and outsourcing. L FURTHER INFORMATION www.servicefutures.com enquires@uk.issworld.com

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Recyling

Wales: a global leader in waste management Government Business (GB) talks to Hannah Blythyn (HB), Deputy Minister for Housing and Local Government, about the 2020 ban on single use plastics in Wales and ambitions for zero waste by 2050 GB: The recent ban on a range of single-use plastics was labelled as highlighting the Welsh Government as being a world leader in the area of recycling.

What have been the standout measures, undertaken by the Welsh Government, that have enabled Wales to ‘lead the way’?

63 per cent of our waste. This gives us a tremendous platform to build on.

We published a consultation document - Beyond Recycling - late last year which actively engaged the people of Wales on how we should move to a more circular economy, that keeps resources in use for as long as possible. We held a series of face-to-face events with public and other stakeholders to hear first-hand their views on how HB: We have had a lot of we can meet not just our zero standout measures here waste target, but also the vital One sp in Wales, including contribution it makes to action being the first UK on the climate emergency. action wecific nation to introduce As part of the consultation, e a t r a e king is a carrier bag there was a focus on waste, on plastic charge, the only reducing resource use, w UK nation to tackling single use plastic, already here we’ve a significantly reducing food waste n n o o u ur inten nced reduce household and further increasing several tion to ban food waste, recycling after 2025. These sin one of the few actions will help support plastic gle use nations in the world the move towards a circular, items to have a universal low carbon economy and weekly separate make our resources go further household food waste and I have no doubt that we can collection, and successfully meet the target of zero waste by 2050. enabling consortia of local authorities to jointly procure infrastructure for GB: Given the length and beauty food and residual waste treatment. of Wales’ coastline, how serious We have invested not only in the facilities a problem is plastic pollution to at our recycling centres, with many sites the Welsh region? now having handle over 20 different waste streams. But also in how and what materials HB: Plastic pollution effects every we collect. This has seen us expand recycling environment in Wales, particularly our collections to include items such as glass, beaches and coasts which can cause paper, card, metal cans, and plastic bottles, pots, tubs and trays. This has helped us to reach our statutory minimum targets and has seen Wales become a global leader.

GB: This also forms part of the wider move towards zero waste by 2050. How achievable is that target?

HB: We have seen Wales transform from a nation which recycled less than five per cent of its municipal waste, to become an international leader that now recycles

harm to marine life. We are committed to ensuring Welsh seas are clean, healthy, safe, productive and biologically diverse.

Marine litter is a global issue, which needs collaborative action at both the local and regional scale to take preventative action, and tackle the issue of litter before it enters the marine environment. This is why we are committed to delivering the UK Marine Strategy, working with partners at an international level to achieve and maintain Good Environmental Status. In addition, last year we developed the Wales Clean Seas Partnership and began implementing the Marine Litter Action Plan for Wales; designed with prevention, collaboration with partners and finding a long-term solution at its core.

Littering in all its forms is unacceptable and one of our aims is to ensure that everybody takes responsibility for their litter and that in Wales we take full responsibility for the waste we generate that cannot be recycled. This means that we must dispose of it properly, so it does not end up blighting our countryside and marine environments or becoming a problem elsewhere. We will be taking this work forward through our new Litter Prevention Plan and in the wider implementation of Beyond Recycling, our circular economy strategy.

GB: The best way to make a circular economy in Wales reality is to keep resources in use for as long as possible. What other measures are aiding the government in pursuing this?

HB: The consultation process we have undertaken has helped shape how we are planning on moving to a circular economy.

One of the things we sought views on specifically was using procurement to support the circular economy, for example by prioritising low carbon and recycled goods in public purchasing which also helps to support locally produced products.

Other measures we are pursing, which received positive responses in the consultation, included our work with the E

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 Department for Environment, Food & Rural Affairs (Defra) on an Extended Producer Responsibility scheme for packaging and a Deposit Return Scheme for drinks containers. We are also considering introducing charges on drinks containers.

One specific action we are taking is on plastic waste, where we’ve already announced our intention to ban several single use plastic items. This will not only support the circular economy by keeping resources in use but it will help us to prevent litter from occurring in the first place and support our refill nation agenda.

We have recently announced the second round of our Circular Economy Fund for local authorities, publicly funded bodies and businesses. This fund directly supports our circular economy ambitions by helping fund projects that increase the use of recycled materials, promote re-use and aid the green recovery.

manage them differently then we will not be able to meet our carbon reduction aims. This means we need to work collaboratively to ensure people and households can make the necessary choices to reduce and recycle waste when they buy products. We can do this through schemes like the Extended Producer Responsibility, which encourage businesses to

Recycling

Unless we value our resources and manage them differently then we will not be able to meet our carbon reduction aims. This means we need to work collaboratively to ensure people and households can make the necessary choices to reduce and recycle waste when they buy products

produce packaging that minimises waste and is of a higher environmental standard.

A number of businesses engaged with us during our consultation on how we can progress to a circular economy. They highlighted concerns around long supply chains and the inability to access sustainable packaging. This will be something we will continue to look at and address to ensure our circular economy approach can support better resilience and shorter supply chains.

The circular economy approach also offers opportunities beyond environmental benefits. Working collaboratively with the business sector and colleagues in Business Wales and Food and Drink Wales, has allowed us to reach SMEs across Wales and offer start-up businesses the chance to sign up to the ‘Green Growth Pledge’. We recently consulted on plans to introduce business recycling measures, which would require businesses and public sector bodies to follow what households in Wales already do and separate their different streams of waste for recycling.

Households are vital if we want to meet our targets and we need every household in Wales to work with us on this ambition.

We know that 50 per cent of household waste that currently goes to landfill or incineration is made up of materials that could be recycled. To tackle this we will be launching an awareness campaign to encourage not only recycling but to recycle products people don’t typically think can be recycled such as shampoo bottles.

If we can divert recyclable material away from landfill Wales would have a recycling rate well above 80 per cent. L FURTHER INFORMATION gov.wales/beyond-recycling Hannah Blythyn, Deputy Minister for Housing and Local Government

GB: Wales currently has very respectable household waste recycling and municipal waste recycling rates (the third best in the world for the former). How is the government working with businesses, households and the construction industry to work towards a 100 per cent recycling rate?

HB: The Ellen MacArthur Foundation tell us that 45 per cent of global carbon emissions come from the products and services we consume. Unless we value our resources and Issue 27.4 | GOVERNMENT BUSINESS MAGAZINE

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NILCO – Saying No to COVID-19

www.Nilcouk.com

The Nilco brand is manufactured, researched and produced in the UK and products are trusted by professionals with scientific research into cleaning surface technology and skin sanitising giving users confidence to know that not only are surfaces clean, but also free from contaminants and harmful bacteria.

Nilbac High Contact - A dry-touch sanitiser spray that gets to work straight away to remove viruses and bacteria from surfaces such as tables, chairs, light switches, handles, worktops and preparation areas.

Nilbac Max Blast - A dry-touch fine mist effortlessly sanitises entire spaces in a few short bursts. This ‘no wiping just spray’ product will cover two average rooms, approximately 50m area, and will be dry touch within 10 minutes. A perfect solution for sanitising any area at the end of a working day ready for the next.

Nilfog PPE Anti Mist - A product that eliminates condensation that can occur on PPE screens and protective eyewear, such as goggles, visors, glasses and helmets. The strong anti-fog formulation creates a micro thin film, allowing for clear visibility and a streak free finish.

Nilco Antibacterial Car Sanitiser Kit – The powerful antibacterial agents clean and sanitise the whole car including the air conditioning system in under 10 minutes without the use of any specialist equipment leaving the interior clean and purified. Simply turn on www.facebook.com/nilcouk

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the air conditioning, place the atomiser in the footwell or cup holder, activate the trigger and close the door.

Peter Schofield, Tetrosyl Group Chairman, said: “The Nilco range is a perfect fit for any business due to its professional bacterial and virus control. We are proud to be supporting the likes of schools, dentists, barbers, beauty salons, offices, garden centres, bars and restaurants in their pursuit to return to full strength and continue to operate in the safest way possible.”

Businesses are turning to the Nilco range as they feel confident in the knowledge that the products meet and exceed European Standards for bacteria and virus control with approvals on BS1276, BS1327, BS1500, BS13697, BS13704 and BS14476 including BRC consumer product certification.

Nilco has an extensive portfolio of hand and room sanitisers, PPE anti-mist products, car sanitisers, glass, floor and fabric cleaners. For more information and to see our professional products in action visit www.Nilcouk.com or check out Nilco on Facebook, Instagram and Twitter.

www.linkedin.com/company/tetrosyl

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Ventilation

Greater focus on ventilation hygiene now vital Building managers will have to pay close attention to the cleanliness of their ventilation systems in the wake of the Covid-19 lockdown, according to the Building Engineering Services Association (BESA) As buildings start to re-open, the importance Owners should look at how frequently of complying with industry standards, keeping they were having systems cleaned comprehensive records and using competent before the lockdown and compare companies to carry out ventilation hygiene that with their expected turnover.” work will take on even greater significance due Nicholls said it was vital that any changes to the problems created by the coronavirus, a were supported by accurate records to satisfy group of experts told a recent BESA webinar. fire risk assessors and insurance companies.

As part of efforts to cut costs in the wake of the disruption, some businesses may look Investigations to reduce the frequency of cleaning, but this Nicholls continues: “In many fire investigations, should only be done in a planned way, they said. there is a complete lack of adequate Gary Nicholls, managing director of ductwork post-clean documentation to prove if the and legionella risk specialists Swiftclean, said system had been cleaned properly.” the hospitality sector had been hit particularly BESA publishes the ventilation hygiene hard, but cutting back on ventilation industry guide to good practice TR19 – and hygiene could increase the recently added a specification aimed risk of fires being spread specifically at kitchen extract World by poorly maintained cleaning. ‘TR19 Grease’ includes Health kitchen grease a schedule explaining the link Organis extract systems. between the frequencies He said: “We need of cleaning required officials ation to keep grease and the average daily s a i d ‘eviden build up below build-up of deposits in ce was emergi 200 microns to the extract system to n g 19 can ’ that Cov minimise risk. help manage fire risks.

idsp the air read through in enc spaces losed

The chair of BESA’s Ventilation Hygiene group told the webinar that building managers should also take similar care of their supply air ventilation systems as occupancy levels start to rise again.

George Friend said there was no direct link established between the spread of the coronavirus and the cleanliness of ventilation, but that should not mean systems are not cleaned. Current guidance from the industry and healthcare experts is to provide maximum levels of outside air and avoid recirculation to protect against the virus.

He said: “There have been ventilation hygiene standards in place for many years; so we are not asking people to do anything new. However, it is more important than ever if systems are operating on full fresh air that ductwork is properly clean. Building managers should also consider whether their current ventilation strategy is still fit for purpose. Many are changing layouts and having new partitions installed to maintain social distancing, which will have an impact on airflows around the occupied spaces.” E

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Golden thread Sibbald added that the scheme was recognised by the RISCAuthority, which is backed by insurance companies. It is also an example of the kind of record keeping required by the Hackitt recommendations for a ‘Golden Thread’ of information to support the safe operation of buildings.

He said: “Ventilation hygiene can often seem like an uphill battle because so many building owners just want a certificate and don’t really care about the levels of competence required, but the greater focus on building safety is changing that now. The levels of risk are better understood and this scheme creates a level playing field where everyone must demonstrate they are working to the same robust level of compliance.”

The World Health Organisation (WHO) has also acknowledged the threat posed by airborne transmission of the coronavirus, which reinforces the need for correct operation of ventilation systems.

Its officials said ‘evidence was emerging’ that Covid-19 can spread through the air in enclosed spaces. A number of scientists have, therefore, pointed out that building ventilation systems will be crucial in limiting the chances of ‘super spreader’ events in enclosed environments that could spark a second wave of the pandemic.

Benedetta Allegranzi, the WHO’s technical lead for infection prevention and control, said that evidence emerging of airborne transmission of the coronavirus

Ventilation

 He also said it was important to carry out a comprehensive survey of the ventilation as some places, such as toilet extracts, were often overlooked.

TR19 was revised in 2013 to mirror the international standard BS EN 15780 that was published in 2011 and established safe levels of ventilation hygiene for all types of buildings. HTM 03-01 also sets parameters for hospitals and other healthcare facilities.

Buildings are separated into low, medium and high risk categories in the standard; and Mr Friend suggested that owners may decide their facility needs to move into a higher risk category as a result of changes brought about by the crisis. This will mean it would be subject to more frequent ventilation cleaning.

TR19 provides the methodology for carrying out hygiene work in line with the standards and for keeping comprehensive, accurate records of cleaning. It also links to the Ventilation Hygiene Elite (VHE) scheme, which is operated by BESA’s certification arm BESCA. This is a self-certification system allowing firms to demonstrate compliance and competence and is the only way for firms to prove they are carrying out work in line with TR19.

Duncan Sibbald, head of certification at BESA, commented: “There is now much greater focus on the whole area of competence and compliance in light of the changes coming through the Hackitt Review. Companies will have to provide proper evidence of their competence under the new regulatory regime.

The VHE scheme was developed by the industry for the industry and allows firms to self-certify and provide reassurance to the client that their system has been cleaned to the right standard.”

Schools are a key area of concern with more children now returning to poorly ventilated classrooms. A survey of 20 UK classrooms carried out by NAQTS revealed very low air change rates that could increase the risk of virus transmission in ‘crowded, closed, poorly ventilated settings…cannot be ruled out’.

The WHO updated its position after receiving an open letter written by 239 researchers in the fields of virology, aerosol physics and epidemiology from 32 countries. They highlighted evidence that showed tiny particles containing the virus could become suspended in the air.

One signatory, Professor Benjamin Cowling of Hong Kong University, said aerosol transmission meant building managers needed to think about ‘how to prevent super spreading events, larger outbreaks that occur in indoor environments with poor ventilation’.

Schools are a key area of concern with more children now returning to poorly ventilated classrooms. A survey of 20 UK classrooms carried out by National Air Quality Testing Services (NAQTS) revealed very low air change rates that could increase the risk of virus transmission.

Douglas Booker, NAQTS chief executive, said: “Our study showed that some classrooms had air change rates below 0.5 per hour and that even small increases in flow rates could significantly reduce the risk of infection. Raising airflows from zero to 100 m3/hr cuts the risk by up to 60 per cent. However, there are gradually diminishing rates of return from increasing it beyond that level.”

Good investment Speaking during another webinar hosted

by BESA, Booker said it was important to focus on what was ‘reasonably achievable’, particularly in an education setting where budgets are constrained, but that low cost adjustments to ventilation were a good investment.

He commented: “The important thing is having quality information and we are using the level of CO2 to show whether the ventilation is working as intended.

This crisis is an opportunity to improve the IAQ performance of buildings for the long-term, but we need to focus on affordability. There is a lot of money going into shiny new academies, but that risks increasing inequality even further by leaving older school buildings behind.”

Booker said the WHO announcement and growing awareness of the risks posed by airborne pathogens inside buildings would spark greater demand for the specialist expertise of the building engineering sector.

He told the BESA webinar: “If a pandemic that forces people to spend almost all of their time indoors does not change attitudes to indoor air quality, then nothing will.” L FURTHER INFORMATION www.theBESA.com

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Modular buildings

Offsite progression and the shift towards modular technology The government and the wider public sector are the biggest clients of the construction industry. Here, the Modular Portable Building Association discuss the growth and benefits of off-site construction The government and the wider public Offsite technology offers benefits that sector are the biggest clients of the have had a huge positive impact on the construction industry, they have an construction industry, bringing longstanding important role in encouraging and traditional practices up to date. The first facilitating the uptake of offsite technology. key shift away from traditional methods Historically, manufacturing operations is that build processes take place in have been considered extensions to controlled factory conditions – requiring construction processes instead of an a change of mind-set and approach. integral and important part. This perception is changing as offsite has become an Advanced offsite systems and increasingly dominant force that utilises digital technology: DfMA and BIM high levels of technology, the lines At the core of offsite manufacture, design between manufacturing, engineering and for manufacture and assembly (DfMA) construction have become blurred, creating protocols and building information a need for new skills and redefining modelling (BIM) enable optimal existing ones. The more the offsite industry configuration of offsite solutions onsite digitalises, the more the industry by engaging with multi-discipline uses technology in end-toand multi-tier suppliers from end processes, attracting the beginning of the design Offsite a new cohort of development process. techno skilled operatives DfMA facilitates and technicians. early design detail and offers b logy enefits three-dimensional that

ha positive ve had a hug constru impact on the bringin ction industrye g , traditio longstanding nal pra up to d ctices ate

design information, while BIM minimises the risk of errors by eliminating the time-consuming process of translating engineers’ information into cutting lists and assembly drawings. BIM also facilitates the optimising and testing of designs in virtual and pre-production environments.

Technology is ever-evolving, and the offsite industry is now exploring integrating BIM and digital design specifications with Enterprise Resource Planning (ERP) and Material Requirement Planning (MRP) using ‘intelligent graphics’. This technology will permit manufacturing simulation and visualisation, clash detection and virtual onsite assembly modelling/programming, which can be enhanced using augmented and virtual reality digital developments.

Digital technology is as relevant to offsite manufacturing processes as it is to offsite design and architecture. E

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Modular buildings

Having gained considerable momentum over the past few years, modular construction makes up 60-70 per cent of offsite manufacture and reduces build times by an impressive 50-60 per cent î &#x2020; The optimum technology: modular construction Offsite manufacture encompasses a variety of panelised and volumetric modular methods of construction. At the forefront of offsite techniques, modular building has had a remarkable impact on reducing costs while increasing quality and safety measures. Having gained considerable momentum over the past few years, modular construction makes up 60-70 per cent of offsite manufacture and reduces build times by an impressive 50-60 per cent.

Module selection is influenced by transportation dimensions and shipping distances. A number of other factors are also holistically considered to achieve optimal design efficiency: module connection details and quantities, installation and crane costing rates, specific site logistics, foundation/ transfer deck, volumes of required materials and other service core requirements.

The demand for customisation has led the manufacturing industry to develop methods for adaptation during mass production while meeting individual customer needs.

These methods identify design parameters that can be integrated into architectural CAD applications using Revit structures.

Design parameters include: customer view that controls the modular design according to requirements; engineering

view that constrains the module design according to deflection, strength, wind loads, fire, acoustic and building regulations; production view that identifies product dimensions and transportation constraints according to factory regulations and capacity; and site view for assembly constraints on site according to site layout/plans.

Benefits of modular and volumetric technology Modular and volumetric practices augment the construction industry with a multitude of benefits that span from greener, healthier environments to maximised sustainability, heavily reduced costs and quick build times.

Volumetric technology allows providers to customise any modular building to meet exacting needs and blend in with surroundings. Each individual material can be selected specifically for its performance characteristics, tailoring every inch of a modular build. Eco-friendly materials are often specified, and waste is recycled for future projects wherever possible. Not only this, but components are also available in a range of sizes for expansions whenever necessary.

As units are factory manufactured, stringent quality control processes can be undertaken within these well-managed environments. These in-house conditions

also prevent weather from inhibiting the manufacturing process, guaranteeing efficiency. On top of this, modular construction enables site work and building processes to be completed simultaneously, reducing labour costs and build times.

Transportation rarely poses issues, as preconstructed, self-contained units can be transported to virtually any location, ideal when new premises need to be constructed within limited timeframes. As modules are designed to withstand long-distance transportation and craning onto foundations, they are structurally stronger than most traditionally constructed building materials.

About MPBA As the single recognised voice for promoting and marketing membersâ&#x20AC;&#x2122; products and services, the MPBA plays a key role in the connecting of sectors in the modular and portable building industry. The association collaborates with specialist technical advisors to enhance innovation in the design and manufacture of modular buildings. These can be designed and manufactured from timber, steel or concrete, in any size and shape to meet individual client needs while ensuring full compliance with building regulations.

With the MPBAâ&#x20AC;&#x2122;s assistance, offsite construction companies remain ever competitive in the modular and portable building multi-billion-pound industry.

The association is represented on committees for BSI, LPCB-Expert Group D and works with BRE, LABC, CLG, NHS, Cskills-CITB, NHS, LHC, CCS and Carbon Trust to represent the industry.

FURTHER INFORMATION mpba.biz

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Advertisement Feature

Zero-cost property security after Covid-19 Blue Door Property Guardians secures empty commercial and residential buildings at no cost to property owners, giving you peace of mind that comes with 24hr security

Covid-19 has had a profound impact on the UK economy, both as a result of the lockdown and by changing the way people think about where and how they live, work and shop. The ramifications of the crisis are being felt now in the residential and commercial property market and will be for the foreseeable future.

If you’ve had to shut your business premises, or you’re struggling to find a tenant for your commercial or residential property, securing the vacant building should be a priority.

Hiring a security company can be extremely costly, whether you’re paying per day or for an extended period. And yet, leaving your vacant property unguarded can be even more expensive when you consider the risks involved; squatting, arson and vandalism to name a few.

But there’s no need to feel as if you’re between a rock and a hard place. Blue Door Property Guardians secures empty commercial and residential buildings at no cost to property owners. And when we say no cost, we mean it: you pay zero pounds.

How does Property Guardianship work?

Rather than spend thousands of pounds on traditional security measures like manned patrols, CCTV cameras, boarding up and security alarms, you put your property

in our capable hands. Our carefully vetted guardians secure the building with their presence in exchange for low-cost temporary accommodation, a classic win-win, especially in these challenging economic times.

Almost any building is suitable for property guardianship, as long as it has a roof that doesn’t leak, electricity and a reliable water supply. Using up-cycled materials where possible, we transform even the most unlikely of spaces into safe, comfortable homes for our guardians. All our alterations to the property are temporary; so you need only give us a month’s notice before the building is entirely vacated, ready to be returned to you exactly as you left it.

How much can I save?

Traditional security measures can cost thousands of pounds per year. With Blue Door Property Guardians, you get the peace of mind that comes with 24hr security, plus a range of other savings and benefits, without having to pay a cent. Most of the additional savings come from the fact that while your property is in our care, it is not considered ‘vacant’ by councils and insurers—because it isn’t! Rather, it’s a temporary home for live-in guardian security.

Some commercial buildings come under a council tax remit. If this is the case Blue Door Guardians are charged accordingly. You can also save on Business rates. Business rates liability is a tricky area but we have a dedicated member of the team who works with the VOA to get the reductions you’re entitled to. Another significant expense you could avoid is vacant property insurance. Increased risk means higher premiums, so it’s no surprise that vacant property insurance can cost a lot more.

On top of these savings, you dramatically lessen the risk of potential damage that an unoccupied building could incur. Squatting is the worst case scenario with commercial buildings as they are prime targets since the change of legislation in 2012. Squatters can be surprisingly costly to remove, once you include the cost associated with legal proceedings and the repair/clean-up that will be necessary once they vacate. Arson, vandalism, asset stripping and fly tipping are other powerful magnets that impact the value of your property. Maintenance mishaps are also less likely to develop into major damage thanks to our ever-vigilant guardians, sparing you any nasty surprises like electrical fires or flooding.

Who are the Guardians?

Checking references and evidence of employment, we typically select key workers, postgraduates and responsible professionals who demonstrate good security awareness, a reliable attitude and a clear understanding of the role. But we look for more than solid employment records and good references. Our guardians share our vision of what property guardianship can be and wish to make an active contribution. Not only are vacant buildings in our care part of a creative solution to the housing crisis, but they are put to use in socially transformative ways. The influx of young working professionals with shared communal values stimulates the local economy and sparks a flourishing of artistic and cultural activity. We’re also committed to opposing structural inequality in the UK housing market by ensuring fair and equal opportunities to candidates from all backgrounds.

What if the closure is temporary?

We secure properties long-term, or for as long as we are needed, so you’re welcome to avail of our services even if you’re not sure how long your building will be closed for. We can have your property managed and secure in a very short time frame. Just get in touch via our website to discuss your needs. L FURTHER INFORMATION www.bluedoorpropertyguardians.co.uk

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Energy efficiency

Improving the energy efficiency of homes Derek Horrocks, chairman of the National Insulation Association, discusses the recently-announced Green Homes Grant Scheme and the role of insulation in helping the country meet climate targets Now one year on since the UK became the This will consequently tackle fuel poverty first major economy to commit to reaching which currently impacts the physical and net zero emissions by 2050, work to mental well-being of over 2.4 million decarbonise our homes and buildings is on families in England alone. Combating the near horizon. Whilst buildings are often the prominence of this issue will in turn and somewhat detrimentally overlooked ease pressure on the NHS following the in the climate debate, this is an area that insurmountable strain it has been under demands government intervention and one in recent months and help to reduce the where policy has somewhat lagged behind. £1.4 billion of spending it attributes each Commitments have thankfully been made year to the effects of poor homes. Indeed, to build new homes to better standards there are many challenges to face in the from 2025, however those that have aftermath of the health crisis, including already been constructed represent the the mass unemployment sparked by the majority of homes that will be lived in by national lockdown.

2050 and will need to be retrofitted with energy efficiency measures as £3bn energy soon as possible, starting efficiency package with insulation to reduce Now as restrictions ease, energy demand. albeit with uncertainty, The National the government has Insulation indicated a step forward Right no Association (NIA) by announcing a £3 w, our hom e launched a billion energy efficiency s a re costly to the e blueprint for a package to create, n v ir onment to cons Home Upgrade support and protect a u Grant scheme jobs in line with the the cou mers right acrnd oss ntry. It is in July this low carbon agenda. tim transfor year, calling for The Green Homes Grant mation e for the government Scheme forms part of to fast track the energy efficiency scheme pledged in the Conservative Manifesto as part of the green economic recovery. It was hugely encouraging, therefore, to see Chancellor Rishi Sunak unveil a Green Homes Grant scheme within the summer economic statement shortly afterwards. This investment in the energy efficiency of homes will not just improve air quality and reduce emissions, but will also help to make homes more affordable to run.

this important plan, with an additional £1 billion Public Sector Decarbonisation Scheme set to offer grants to public sector bodies such as schools and hospitals.

Both schemes are hugely promising and will have far reaching impacts on the wider economy.

For those already living in or at risk of fuel poverty, the Green Homes Grants offer a lifeline; improving the thermal efficiency of homes will help to provide families with warmer, more affordable living environments during the colder months and will ease concerns around high energy bills during a potential second lockdown in winter. The inflation in energy bills this would bring could be devastating to those who are already forced to choose between heating and eating each winter.

The same can be said for many insulation contractors who may have been at risk of job losses after Covid-19; the drive in demand that the Green Homes Grant is expected to bring will now help to sustain employment for those already in the sector whilst creating new opportunities across the country. This is estimated at around 140,000 green jobs which will in turn help to increase spending and stimulate E

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Energy efficiency

 growth economy-wide. On a direct level, these jobs relate to tradespeople working on site to install measures including cavity wall insulation, external wall insulation and so on, however as businesses experience more sales and require additional skilled labour, opportunities are likely to arise in other departments such as HR, marketing, business admin. Regardless of the sector people are working in, the net zero emissions target requires all jobs to be ‘green’ by 2050, but the job intensity of the energy efficiency sector makes it an obvious starting point.

Details on the scheme which was first announced by Chancellor Rishi Sunak in July, were provided in August, with more information expected to follow in the next few weeks before the vouchers go live at the end of September. At the time of writing, the Department for Business, Energy and Industrial Strategy (BEIS) has confirmed that 650,000 homes are expected to benefit from the grants which will cover two thirds of the cost of energy efficiency improvements up to £5,000, and the full cost up to £10,000 for those on low-incomes. Measures available through the scheme have been split into primary and secondary categories, with the former being mandatory before any funding for the latter is obtained. This is an encouraging recognition of the importance of a fabric first approach to energy efficiency, with insulation measures such as solid wall and cavity wall insulation listed as primary measures, alongside low carbon heating (namely air source and ground source heat pumps and solar thermal) which will need to be installed in homes with adequate insulation. This aligns

As restrictions ease, albeit with uncertainty, the government has indicated a step forward by announcing a £3 billion energy efficiency package to create, support and protect jobs in line with the low carbon agenda with the Committee on Climate Change’s recommendation to increase the uptake of energy efficiency measures such as loft and wall insulation which are currently going into homes at a rate 95 per cent lower than in 2012.

Taking a fabric first approach to heat decarbonisation is essential given that low carbon systems such as heat pumps perform best in homes that are well insulated; this is crucial regardless of whether low carbon solutions are installed at the same time as insulation or later down the line.

As we await further information on the scheme and how it will be implemented, it is important to remember the value of customer care. Each customer who accesses the vouchers should benefit from products and installations of the highest possible quality, secure in the knowledge that work is being carried out by accredited installers that can be trusted.

Details provided so far support this line of thinking, confirming that installers contracted to fit the voucher-generated measures must be Trustmark or Microgeneration Certification Scheme (MSC) registered. Households will be provided with a list of approved installers to carry out the works needed and be able to access advice through the Simple Energy Advice

Website on the eligible measures that are most suitable for their home.

It is also promising to see that eligible properties for the scheme include privaterented sectors and social housing in addition to all owner-occupied homes. Whilst sector specific support is expected to be offered through the Social Housing Decarbonisation Fund, Green Homes Grants for these properties will help housing associations to cost-effectively retrofit their properties.

The scheme will not, however, offer support to non-domestic buildings or new builds; £900 million of investment has instead been allocated for 300 projects across England as part of the ‘Getting Building Fund’ which is expected to improve infrastructure and building 45,000 new homes.

Now in the second half of a year that was supposed to be defined by climate action, there is hope that progress will still be made after all. Right now, our homes are costly to the environment and to consumers right across the country. It is time for transformation. L FURTHER INFORMATION www.nia-uk.org

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Advertisement Feature

It’s all about how you use it Don’t jump to a flashlight decision before you fully study one key consideration - versatility

Streamlight® Inc., a leading provider of highperformance lighting devices, offer a range of high-quality products built with precision and performance especially for law enforcement, fire & rescue and the military. Streamlight is defined by their innovation, delivering effective, efficient, high performance lighting solutions. These feature the latest technology, unmatched performance, incredible value and durability that you can depend on.

Earning their reputation one customer at a time and listening to their customers, reflects many decades of invaluable insight and understanding; an approach that has led to new ideas and the ‘Brilliant Thinking®’ that sets Streamlight apart. Knowledge and experience combined with their technical capabilities have allowed them to consistently lead the industry.

Their understanding that for law enforcement and military applications it is vital to have clear vision, not only for what is in front of you but also what may be lurking in dark corners and along the peripheries, is why Streamlight have consistently developed bright lights that cast wide beams to illuminate entire areas.

It is through this understanding, Streamlight acknowledge that the ‘intended use’ of a flashlight can vary from a very narrow scope to quite broad. Pinning down this detail is a critical place to start before you begin procurement, otherwise the huge range of options will be overwhelming, and you will more likely purchase based upon price than actual usage.

This is also the point to examine how much versatility is required.

Think it through carefully...

You might initially think, for example, that a weapon mounted flashlight for use in a tactical situation requires little or no versatility. But then consider battery types what if you’re limited to a single battery type when supplies run low on a raid? Foresight into multi-fuel options could make a huge difference and ensure you’re one step ahead.

It helps to understand the features and benefits of the options available so let’s look at three versatility considerations along with performance and cost implications:

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Battery types The main choice is between disposable and rechargeable. Disposable batteries - also known as primary cells, either alkaline or lithium, have excellent storage life - around seven and ten years respectively. They generally offer longer run times for a given LED power, are typically lower in initial purchase price and keeping spares on hand is easier.

However, their operating costs are considerably higher than rechargeable lights and they are seldom as bright.

Lithium cells have high energy density, but are even more costly than alkaline.

Benefits of disposable batteries: Alkaline batteries store for up to seven-10 years; Lithium batteries store for up to 10 years; can offer longer run times for a given LED power; lower in initial purchase price; and easier to keep spares on hand.

Disadvantages of disposable batteries: Lifetime operating costs considerably higher than rechargeable; seldom as bright as rechargeable; Lithium cells have high energy density but are costlier per hour of operation.

In comparison, flashlights using nickel metal hydride (NiMH) or lithium ion rechargeable batteries can feature extraordinarily low lifetime operating expenses and are well suited for frequent use.

Depending on the model, they often store conveniently in custom charger holders.

Many high-performance lights can operate as a rechargeable system using a protected USB rechargeable lithium ion battery pack.

An example of this is the Streamlight SLB26™ battery which features an integrated charging port and on-board safety circuit.

As an alternate power source, it offers flashlight users multi-fuel options to ensure they always have a beam when needed.

As with other flashlights which come with rechargeable batteries as standard, the initial purchase price is higher, but there is significant cost savings over the total life of ownership.

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

Benefits of rechargeable batteries: Easy to keep fully charged; can be stored in a charger/holder when not in use; well suited for frequent use; can support a brighter LED; and more economical to operate over the long run.

Disadvantages of rechargeable batteries: Initial purchase price is higher than disposable batteries.

LED Types LEDs (Light Emitting Diodes) offer flexibility to adjust a flashlight’s output and beam patterns to meet a multitude of needs. LEDs are of a solid-state construction offering a high-intensity light which lasts up to 100,000 hours and are available in various colours including ultraviolet.

‘Chip On Board’ (COB) LEDs are made of multiple LED chips that are packaged together as one lighting module. When it is lit up, it looks more like a lighting panel than multiple individual lights giving a smooth, flood beam for up-close work.

Flashlights offering a combination of LEDs and COB LEDs provide a multi-function solution and give much greater flexibility for the task in hand.

Ten-Tap® Programming Possibly the most versatile consideration, a flexible program setting means you can modify how your flashlight works - right down to what happens when you first switch it on. If you like most of the features of a flashlight, but not the pre-set programs, then reprogramming functionality will allow you to modify the light from the standard default option. Reprogramming can be easy and allows a user to change the lighting to fit their needs and how they’ll be using it.

There is a versatile flashlight solution out there for every eventuality. Perhaps the most difficult job is to identify the requirement at hand. Trusted by law enforcement and military personnel all over the world, explore the Streamlight range via the link below. L FURTHER INFORMATION www.streamlight.com

Lighting

Time to rethink the office, how it is lit & how we buy it Bob Bohannon, President of the Society of Light & Lighting, looks at an post-Covid office that is better designed and better lit, sustainable both in its operation and in its procurement Many reading this article will be working from home, proof positive of humankind’s innate ability to rapidly adapt to changing circumstances – in this case the risks of coronavirus transmission. The economic shock from lockdown has prompted the need to stimulate the economy, however rather than seek to merely regain ‘business as usual’, the call has been to Build Back Better – restabilising our future economy on much more sustainable lines.

The office is changing, sustainability is more important to the investment decision and this is increasingly reflected in The Global Real Estate Sustainability Benchmark (GRESB) rating, tenant decisions and the need for corporate social responsibility.

The government has adopted a target of 2050 to reach Net Zero carbon emissions.

The popularity of working from home, the time (and C02) saved from not commuting will have large impacts on office use and office design. It is widely thought that many offices will becomes hubs and meeting zones, places where the crucial networking and organisation culture are exchanged, but with much work done from home.

The government is calling for a doubling of resource productivity by the year 2050. This requires changes in luminaire construction (for example replaceable drivers to ensure

extended service life and reusable bodies), but also changes in procurement and application.

they will sit, then the lighting design becomes dangerously simple – light everything, a blanket 400 lux wall-to-wall, corner to The past is a foreign country – corner, so that the bin in the corner gets the they did things differently then same amount of light as a prime desk top.

When we look back it often surprises us The ’carpet bombing’ approach was sold as what poor building performance figures we being energy efficient, and indeed lighting has accepted, the obvious example is the tungsten been well in advance of many building services light bulb with its abysmal energy efficiency, in terms of energy efficiency improvements. the low energy compact fluorescent lamp With the migration to LED over the last alternative had its drawbacks, but now five-10 years, lighting has focussed on everybody’s go to technology is output efficiency (the energy the LED. However we still efficacy of the luminaire regularly accept a similarly itself) – i.e. a product led With th questionable standard strategy. Improvements e migrati practice in our office in luminaire efficacy o over th n to LED procurement. The are now suffering CAT A fit out. diminishing returns 10 year e last fives, lighti In the UK, a very whilst scheme focusse ng has large proportion of quality has been d offices are speculative compromised, the efficien on output cy – i.e developments, built resultant schemes . a produ before the end occupant are bland, boring ct led is either identified or and unpopular. s t rategy. consulted on their needs.

The problem arises when Some in the development and the tenant moves in and not real estate sectors consider that unreasonably wishes to arrange to let out the building, every office the space according to their own floor must be fully fitted out with ceilings and organisational objectives. The result is that lighting – known as the CAT A fit out. If you very often a new and almost unused lighting do not know the client, what they do or where scheme is thrown straight in the skip, E Issue 27.4 | GOVERNMENT BUSINESS MAGAZINE

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Time for a rethink Ellen MacArthur broke the world for the fastest solo circumnavigation of the globe in 2005. Her bravery and talent to overcome the challenges are a given, but the journey gave her an insight. All the supplies to successfully complete a round-the-world sailing race were loaded onto her boat before setting sail there would be no opportunity to gain more resources after that, they would just have to be used wisely. Her insight was that our planet is the same; our resources are limited.

She went on to launch the influential Ellen MacArthur foundation in 2010 promoting the progression to a Circular Economy.

The logical way to release further energy savings is to move to a delivery efficiency focus, i.e. a design led approach where target task light levels are focused on the desk, with visual comfort guaranteed by prorata lighting of the floor, walls and ceiling.

Purpose designed schemes lend themselves to correctly zoned and commissioned control systems, ensuring that the lighting is only on when and where needed.

A net zero carbon building is a highly energy efficient building that is fully powered by on-site and/or off-site renewable energy sources and offsets. Unpacking the first half of that definition – the lighting system must minimise carbon in both construction, operation and whole life cycle.

Carbon is emitted, and energy and raw materials resources are embodied into a light fitting at manufacture, delivery and installation.

Following the principles of the Circular Economy, this embodied energy and resources can be used more efficiently by lengthening the useful operating life of the fitting – short working lives have the opposite effect.

A net zero carbon building is a highly energy efficient building that is fully powered by on-site and/or off-site renewable energy sources and offsets Sustainable lighting procurement that works with all stakeholders End clients are calling for a Net Zero ‘label’ for their investments and nobody is investing in non-green schemes, but many are not yet ready to embrace what true net zero actually builds out as and there will likely be resistance. We must thus offer practical ways to build that better future, which fit with the corporate objectives of all stakeholders in the building supply chain.

The guidance below suggests how the developer can move further towards net zero carbon buildings and be cost neutral whilst delivering a higher quality space, all the time observing circular economy principles and reducing waste and improving sustainability. If we do fewer CAT A fit outs we’ll achieve more of these things.

The GRESB comments: “… forwardthinking organisations identify the linear economy as a risk to their bottom line and as such are changing their business models to reduce exposure by adopting [Circular Economy] CE principles. However, it is a challenge to remain competitive when faced with prevailing economic structures, regulation and standards serving short-term linear business models.”

The following attempts to meet that challenge, working within the industry’s commercial interests whist delivering improvements in low carbon performance, circular economy compliance and waste reduction, and comfortable and effective office lighting:

Minimise any barriers to letting – build out a show floor with finished zones displaying different lighting and ceiling options. The rest of the building is core and floor, the CAPex saved from the CAT A scheme, is held in escrow ‘pot’ and is offered back to tenants to create their fit-for-purpose ceiling/lighting scheme.

Developer win – they deliver client choice and can be demonstrably greener when letting.

Lighting

 with the likely destination of the near new light fittings the shredder for raw material recycling. If they do not rearrange the lighting, but do install acoustic partitions or cellular offices the occupier will quickly find that some areas fall below British Standards or Society of Light & Lighting minima – as an employer you are now at risk.

CAT A was conceived at a time when there was not the widespread investor interest in sustainability, energy and carbon metrics that we have today. The CAT A paradigm can, indeed must, now itself be consigned to the skip and revisited to better align with current regulatory, sustainability and investment requirements.

Contractor win - the tenant scheme could still be delivered by the main/ electrical contractor so no work is lost, plus the potential exists to upsell.

Agent win – Whilst the agent still has the show floor to demonstrate a lit space, they can also now let and sell spaces that are more environmentally responsible and potentially more aligned to the WELL standard, which many clients are now asking for.

Tenant win – they gain a purpose designed scheme to suit their organisation.

End user win – the lighting for their task is designed for them and their task, it will be more suited to their job and will typically be healthier.

Planet win - no CAT A Fit Out scheme is scrapped bar the demonstration zones.

Have a good look at the future So let us imagine that our post-Covid office is not just smaller, but now better designed and better lit for its use and is sustainable both in its operation and in its procurement. But what might it look like? The Swedish government is already questioning the ubiquitous recessed 600x600 LED panel as a source of bland and visually uncomfortable spaces. Research shows that most space users prefer directindirect schemes and some control over their space. Moving the lighting design on from an overly simplified task surface allows more consideration of lighting for people.

A circular economy is based on the principles of designing out waste and pollution and keeping products and materials in use. From an office lighting perspective, this suggests not disposing or replacing fittings before end of useful life, extending useful life by ensuring components can be replaced or upgraded (particularly the driver within the LED fitting), setting in place supporting maintenance, warranty or lighting as a service structures, reusing redundant fittings elsewhere and ensuring fittings can be readily dismantled into component parts and materials.

Our objective is to combine effective working plane lighting within a visually comfortable space whilst achieving environmental sustainability over whole scheme life. By taking a holistic and intelligent approach to lighting design, the energy savings made in other areas of a scheme allow a ‘carbon budget’ for some ‘feature’ lighting which hugely benefits people’s emotional response to the office space. L FURTHER INFORMATION www.sll.org.uk

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Advertisement Feature

Thoughtful planning key in making best use of spaces There has perhaps never been a more important time to reconsider our public spaces and how we use them. While most people have been aware for some time of the very real benefits that the spaces between buildings can support, for many years funding has unfortunately dwindled away, and these precious assets have been eroded due to lack of investment

In recent months, and quite dramatically, the focus has shifted back to these outdoor areas and how they might now deliver a return to ‘normal’ across many sectors – hospitality, retail, active travel, and education to name a few. With the increasing demand for these outdoor areas to work harder and support new and diverse activities, thoughtful planning is vital if we’re to make the most of the available opportunities, both now and in legacy.

Local authorities, Business Improvement Districts, and businesses alike are looking for answers to unlock previously underused assets that are key to the revival of our towns, cities and educational establishments, as we seek a ‘green’ recovery that is so badly needed. Citizens and visitors alike will be drawn to places that feel safe, secure, well planned and cared for.

Planning caring meeting places Now, more than ever, we need to create caring meeting places that encourage people to come together safely and regain some sense of normality in a world that has otherwise been turned upside down. The demand for new everyday meeting places is pressing places where people can come together for their physical well-being, improved mental health, and to nurture a greater sense of community in our towns and cities. After many months of reduced social interaction and the limitations imposed on our everyday lives, the pressure on our urban areas, green spaces, and everything in between is greater than ever.

Many of these new demands are being met through the roll out of parklets and these installations have much to offer the streetscape.

Providing seating, cycle parking, planting, play areas, eating and workspaces, where once cars were parked, is highly appealing to those looking to make the most of every inch of their outdoor space. Combined with the benefits of fewer cars on the road – improved air quality, reduced congestion, and better safety – there are few that could argue with this approach.

Generally designed to offer a rapid and temporary conversion of a previously trafficked space, parklets are springing up throughout many towns and cities across the globe.

Currently being established to support an immediate change of use, these flexible pop up installations are hugely versatile and highly modular in design. One might allow a café or restaurant to trade at sufficient volume to support its ongoing trade, another could host

new cycle parking and perhaps a maintenance station, the next might simply offer a green haven and refuge from the concrete jungle.

These are much needed interventions right now, and vital if we’re to get our economy moving and allow businesses to reopen and trade effectively. But we shouldn’t forget that the end is not yet in sight and highly temporary measures that seem adequate now could still be in place into 2021 and beyond, and therefore also require a medium and long term approach. Life on the street is tough and street furniture needs to be fit for purpose, no matter what’s thrown at it! Will today’s approach be adequate should it still be in place in six, 12, or 24 months’ time?

Offering much more Regardless of the current urgency, street furniture has the potential to offer much more and its long-term benefits shouldn’t be forgotten. Whether entirely practical – for example supporting new cycling and walking infrastructure – or more socially focused. A simple bench or two will encourage those with restricted mobility out of the house: a particularly important consideration in a country like ours with an aging population. Not only will this encourage a healthier lifestyle, it could also considerably reduce the loneliness that many people suffer if they’re effectively housebound.

The unique character of an area might be celebrated through the careful selection of street furniture, whether through the choice of traditional or contemporary design, the use of complementary materials, or choosing colours that represent the branding of an area or neighbourhood. Furniture might be chosen to stand out and make a statement or simply blend in with its environment, whichever is considered appropriate to the nature of the area.

And, finally, a plea to consider the practicalities of there being many more visitors to these new spaces. To ensure they remain attractive and well used, regular cleaning, the provision of more litter bins, and the maintenance of planters with seasonal additions should all be borne in mind during the weeks and months ahead. Proper investment in these mundane, yet important aspects will prolong the life of your assets, however long it takes us to return to ‘normal’ life. L FURTHER INFORMATION www.vestre.com

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Outdoor play

What lockdown has taught us about public playgrounds Mark Hardy, chair of the Association of Play Industries, explores why public playgrounds are so crucial in helping children recover from the effects of months of lockdown and the importance of playgrounds being adequately funded going forward The months when lockdown was at its strictest in the UK sparked a renewed appreciation of shared public spaces and a realisation that public playgrounds, parks and outdoor play areas are vital to the nation’s health.

Up and down the UK, parents wanted to know when their children could play outside in their local playgrounds again. As other European countries addressed the issue early on and included them in their roadmaps out of lockdown, British parents were left wondering when and how community playgrounds would reopen.

With children’s need for play airbrushed out of the government’s plans as they eased lockdown restrictions, the API wrote an open letter to the Prime Minister urging him to set out when and how public playgrounds would be brought back into use. With one in eight UK households without a garden, millions of children had all but been under house arrest for months, with potentially catastrophic effects on their physical and mental health.

Playgrounds in decline The API also asked the government to pledge a new funding stream specifically for public outdoor play and activity provision.

Public play provision has suffered years of chronic under-funding, with the number of playground closures going into freefall.

There is increasing evidence that local authority budgets for public playgrounds will be slashed even further in the coming weeks and months. Children’s outdoor play is essential for their normal development

and without significant investment in playgrounds, many children will not have outdoor play spaces to mitigate the impact that lockdown has had upon them.

yet more hardship particularly to those in the most disadvantaged areas and the millions of households without little or no outside space.

Research by Sport England found that just one in five children under-16 have been Playgrounds and childhood doing the recommended hour or more a obesity day during lockdown. And with excessive An API survey of 1,100 parents through snacking and increased screen dependency, Mumsnet showed that 72 per fears that lockdown will have cent of parents of children exacerbated the obesity with health issues such crisis seem well-founded.

Leadin as obesity said that Playgrounds provide the lack of outdoor vital opportunities c h i l d re g n’s play facilities in for children to get organis their area has outdoors and a t i o u n nited in s a re played a role in active to burn off war nin t h e e ff their children’s excess calories. g e o c f ts of lo on chil problems and ckdow dren’s 90 per cent of Playgrounds n m b e e n i tal wel n g, with parents without a and mental lre p o r t s an ups local playground health o u f r g e said that having Leading children’s i n m health access would make organisations are difficul ental ties their child play united in warning of outside more. the effects of lockdown The Prime Minister has on children’s mental declared a ‘much more well-being, with reports interventionist’ approach to of an upsurge in mental health obesity in the fight against coronavirus. difficulties. The full effect remains to be With evidence that obesity exacerbates seen, but the months spent alone, indoors, Covid-19 symptoms, the need to address sedentary and screen-dependent will have the already burgeoning inactivity epidemic consequences. becomes even more urgent.

The day-to-day lives of children and families Active kids become active adults have been hugely impacted by lockdown and It’s during outdoor play that children interact further playground closures would deliver with their peers, negotiate, make up the E

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Outdoor play

 rules, take risks and build confidence. Far from a ‘nice-to-have’, outdoor play is essential to normal development, building resilience and confidence. It fosters a lifelong love of movement and activity and all the benefits to their health that that brings.

A plan to revitalise the health of children Covid-19 has provided an opportunity to press pause and re-evaluate. Before the crisis, childhood obesity and growing mental health problems were areas of concern and yet, public playgrounds were being closed at an alarming rate due to lack of government investment.

The vast majority of children in the UK live in urban areas and so playgrounds are an essential public service. For millions of children, free-to-access public playgrounds are their only chance to play outdoors.

Local authority budgets are already squeezed and, post-Covid, tough decisions regarding budget allocations will inevitably result in public play spaces dropping down their priority lists Significant investment in public playgrounds will have an immediate and lasting positive impact on the lives of millions of children. This simple public health measure will help to prevent children from becoming the victims of the pandemic aftermath. Active kids become active adults, so prioritising the future of public playgrounds is paramount in

preventing obesity and fostering good mental health.

So far, the responses from government seem to devolve responsibility to local authorities, with the inference that enough central funding has been provided to enable decisions regarding play facilities to be made at local level. This sounds great in theory, but the reality is rather different.

Local authority budgets are already squeezed and, post-Covid, tough decisions regarding budget allocations will inevitably result in public play spaces dropping down their priority lists. We firmly believe that the positive impact of playgrounds, and the clear benefits to children and society as a whole, are significant enough to warrant the creation of a new, dedicated central government funding stream specifically for public play provision. L FURTHER INFORMATION www.api-play.org

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Technology

A people-first strategy for returning to work after Covid-19 The post Covid-19 world will not be the same as it was before.

Romy Hughes explores the aspects of a good strategy that companies need to think about as we begin to look at life after the pandemic If you distil ‘strategy’ down to its simplest Strategic organisations are well placed to form, it is about looking at the world thrive in the world that is unfolding around around you and making plans to thrive us right now. That is because if you are within it. Most organisations are good at used to writing strategies, you are used being tactical on a short- to to thinking about the future and medium-term basis, but how it might impact you. If they rarely look at their the future changes, it isn’t long-term strategy. the end of the world – a Every organis Tactically-driven strategic organisation organisations can simply takes account have a ation must p o thrive for a long of the new data and s t C ovid-19 strateg time, as long as adapts accordingly. y w orked o and the their environment Those organisations ut, y MUST doesn’t change with a clearly defined d t h iscuss is stra significantly. But strategy for digital every m tegy with eventually the transformation for embe world will change example were able staff r of and they will not to thrive during the know how to change lockdown, or at the along with it. Well the very least, minimise the world certainly has changed. disruption to their business.

This is because they had already considered how such a change in their workplace would impact the organisation – from its people to its internal processes, how it interacts with customers and stakeholders, where its data will reside, which technology it would need (hardware, software and services etc.), what procurement and governance changes would be needed, reporting and monitoring etc.

By contrast, those organisations who had merely paid lip service to digital transformation before the lockdown simply bought Zoom and hoped for the best, while praying that everything returned to ‘normal’ as quickly as possible.

People-first strategy under the ‘new normal’ It is fair to say the post Covid-19 world will not be the same as it was before, and there are many ways the next few years could play out; we may develop a vaccine next year and move on relatively quickly, or global pandemics will simply become a permanent background to our lives. The world may pull together for the common good in a post-Covid consensus, or E Issue 27.4 | GOVERNMENT BUSINESS MAGAZINE

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Technology

The difference between a strategic and a tactical business is that a strategic business has already considered all of these scenarios and is building its plans accordingly  populism and nationalism will lead to an escalation in global tensions. We may experience a short economic blip until the end of the year, or the longest and deepest recession in a hundred years. It is hard to say which of these scenarios will come to pass, but whenever things return to ‘normal’, they will not be the normal we were used to.

The difference between a strategic and a tactical business is that a strategic business has already considered all of these scenarios and is building its plans accordingly.

The first step in this ‘new normal strategy’ is how to return the workforce to work. Communicating this strategy is important because employees are naturally concerned for their health as they face the prospect of returning to work. Will the right safeguards be put in place? Has my employer considered where we are most at risk? Have they got enough PPE? Personal health aside, employees are also deeply concerned about the longterm viability of their jobs. Ultimately, employees are being asked to take a short-term risk by returning to work. They need to know the short-term risk is worth it. Would you want to risk your health by returning to work if you weren’t sure if you would still have a job next month?

It is for these reasons that every organisation must have a post Covid-19 strategy worked out, and they MUST discuss

this strategy with every member of staff.

Notice I used the word ‘discuss’, there, not ‘present’. It is important to involve the workforce in the development of the strategy too. Don’t present it as final – empower the workforce to feed into the strategy and be prepared to amend it as you go along (i.e. be prepared to adapt as the data changes). The willingness to adapt the strategy as we go along is also critical, given the unprecedented situation where we are all learning as we go along.

Four components of a post Covid-19 strategy A post Covid-19 strategy should follow many of the same principles as a good change management plan. It is necessary to dissect every operation, interaction and employee process in order to determine how a change in one part will affect the whole.

These interactions need to be considered for all of the numerous scenarios which could play out over the next few years.

The plan should consider these scenarios on the following four elements of the organisation:

Processes: The goal is to minimise disruption to business-as-usual. Every failure to predict how a change in process will impact live operations adds uncertainty and risk to the organisation.

People & Culture: There is a high risk that staff will become more resistant to change and feel de-motivated during this period of disruption. It is therefore important to prepare stakeholders and leadership to develop a culture that buys into the new strategy.

Technology & Tools: There will inevitably be changes to the technology landscape, so a full assessment of existing IT systems, infrastructure and support organisation should be undertaken to understand the impact on IT systems and the organisation.

Information: Knowledge sharing is key.

Decisions are made based on information, so it is important for information and knowledge to be shared freely throughout the organisation. Taking GDPR into consideration it is also important to understand where the organisation’s data is stored, who owns it, who has access to it and how it is accessed. This needs to be fully documented and any changes must be carefully considered against data policies.

While there wasn’t time to consider all of these elements when reacting to the impact of Covid-19, there is time now to consider these for the future. Whichever of the post-Covid scenarios plays out, a strategic organisation will have a plan for every single eventuality; they will know where they will be challenged, where they need to change, and they will have communicated it to their staff and empowered them to help develop the solution.

Has your organisation done the same? L Romy Hughes is director of Brightman.

FURTHER INFORMATION www.brightman.uk.com

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Technology

Covid-19 may herald a sea-change in technology Steve White explains why coronavirus marks a turning point in councils’ approach to new technology investment Broadly speaking, we can look at councils’ hosted to deliver an online capability and response to the pandemic in three key stages: those that had not put mobile working the initial onset, the operational phase, practices in place. Often, local authorities when the outbreak was at its height, and the had some kind of digital capability but recovery as the lockdown has eased. while they knew this would sustain them At the outset of the crisis, for a period, they were also aware many authorities it might not suffice over the struggled to implement longer term. They understood the right systems that these weaknesses A s we co and processes to stemmed from a lack of me out of support remote previous investment in l o c kdown and loo working and technology capable k ensure the of supporting of coun to the future cil servi resilience and more flexible ways ces, n continuity of of working. e c e s sity is likely to their service Given all that, as b offerings. we approach the third senses ecome in som ‘th Some had the phase, the long-term e of inve e mother opportunity to recovery and beyond, ntion’ test out home Covid-19 may herald a working scenarios sea-change in technology ahead of the investment as councils government measures. increasingly value the need to Many others were in a position have robust and resilient systems in where they were left hoping that available place to better manage service delivery in equipment and bandwidths would hold up crisis times. This may not, after all, be the as workers increasingly moved back home. last pandemic we see. Many experts are In terms of the operational phase, councils predicting a second wave of Covid later that have struggled most were those that in the year – and councils increasingly did not have their back office systems fully appreciate they need to be ready for that.

Some have already learnt, from previous severe winter weather or recent flooding situations, the benefits that contingency plans, including plans for remote working backed by the latest digital technologies, can bring.

Ultimately, after all, having a combination of online hosted back office systems and mobile working in place at times of crisis gives councils a level of flexibility and resilience to manage situations more effectively. They don’t have to worry, for example, about systems going down because they know that a third party will be able to maintain the system for them remotely. Where on-premise systems have been in place, councils have often struggled to fix them on their own in a timely manner during lockdown.

Councils have been under pressure to keep at least a minimal level of service running in areas like waste collection.

That has meant, especially in the early days of lockdown, some having to switch staff over from other service areas like street cleansing or green spaces. Easyto-use mobile working systems have added flexibility and made operating in this way much more viable.

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Those that have online capability and mobile systems, and technology that provides the ability to communicate and collaborate, have been able to be much more agile and adjust quickly to the new normal. Moving forwards, more and more councils will come to the realisation that in order to deal more effectively with the next crises, they will need to have the latest connected digital technologies in place. L

Technology

In terms of the operational phase, councils that have struggled most were those that did not have their back office systems fully hosted to deliver an online capability and those that had not put mobile working practices in place

Steve White is head of Transformation Accounts, Yotta.

FURTHER INFORMATION https://weareyotta.com/

Six in 10 say the public sector needs to tackle tech issues A new study has revealed that skills shortages, an ageing population and investment in new tech are deemed the key issues that the UK’s public sector will need to address to be in step with the needs of society in 2030.

 is likely to become in some senses ‘the mother of invention’. The pandemic has driven many to start to adopt mobile and remote working to look at ways they can improve their online portals and capability in order to interact with citizens more closely at a time when many are confined to home. They have had to become more agile. Covid-19 has in this way, therefore, acted as a catalyst for change.

It has also undoubtedly shone a light on the need for councils to be more agile in areas like asset management and maintenance and delivering environmental services. The latest connected asset management platforms can certainly play a part here. If they are software as a service based, they can be accessed from anywhere.

They facilitate working from home which has become essential in the current climate.

They also facilitate mobile working meaning that operational staff out on the

frontline can be tasked with new jobs or have their projects changed quickly and easily without having to attend a depot or central location. Having a consistent user interface and user experience in place also makes it easier for councils to move staff quickly from one service area to another where the need for regular staff to take time off for illness or self-isolation dictates.

Connectivity is also key in a lockdown scenario of course. It is easy for back office teams to assign work and for engineers and inspection teams to log when they have completed it. If systems have an open application programming interface (API), it is easy for them to connect with other systems and through such an approach make key information publicly available and keep citizens informed.

As we look to the future, there is a growing difference here among councils between the ‘haves’ and the ‘have-nots’.

As part of its rolling insight study looking at the shape of British society in the year 2030, ThoughtWorks asked a representative sample of 2,041 adults which issues the public sector would need to tackle in the next decade to meet the changing needs of society. It found that 89 per cent of respondents believe the public sector will need to adapt and modernise in the years ahead.

Technology was seen as the most significant force for change – with 63 per cent of people citing tech and data factors that would require the UK public sector to modernise.

Further, 18 per cent of respondents believed the public sector would specifically need to address outof-date technology and legacy IT systems.

Looking deeper at specific issues, cyber security (26 per cent) was seen as a key challenge for the public sector to anticipate, with 12 per cent specifically mentioning the risk of data breach scandals. The holding, purpose and use of personal data was another big issue, with 24 per cent of respondents believing that there would need to be new processes for the secure handling of personal data in 2030 Britain.

In addition, 23 per cent believed advances in surveillance technology would require serious thought on how to strike the right balance between security for the common good and respecting personal privacy.

Issue 27.4 | GOVERNMENT BUSINESS MAGAZINE

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Cleaning Interactive

Cleaning Interactive – championing innovation and safe purchasing decisions Ceris Burns, managing director of CBI VR Experiences, shares how this virtual event which champions innovation, is tailor-made for local and central government decision makers Cleanliness and hygiene have always played makers to discover the latest developments, a significant role in the safe operation of products, technical changes and legislation public amenities, facilities and services. affecting cleaning, waste and recycling and Today, as we continue to battle against facilities management operations. coronavirus, its importance has been put The virtual event combines a digital firmly underthe spotlight. exhibition platform with a smart interactive Local and central government decision stage and mixed reality technology, with an makers have the opportunity to learn intuitive, user-friendly interface. more about cleaning and facilities Whilst this pandemic has been management innovations at extremely tough, it’s also taught Cleaning InteractiveTM, us new ways of communicating An the cleaning industry’s and emphasised the fact that i n vitation first high-tech event we don’t have to physically only ‘M incorporating be in the same room as e e t the Buyer’ visualisation each other to do serious to celeb competition technology. The business. rate ind digital event takes The event is run by CBI ustry trailblaz place online from 6-7 VR Experiences, sister e additio rs is an October 2020. company of longstanding nal feat This cutting-edge cleaning, FM and o f t he showure event is focused on environmental industry showcasing innovation PR agency, Ceris Burns and boosting business in International. It is backed by a safe and effective format. an extensive, international PR and It enables government decision marketing campaign.

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

Virtual visitors Free to attend, this virtual showcase delivers all the standard features of a live trade show while taking online relations to another level. The format we’ve introduced also allows people that wouldn’t traditionally go to live events to interact and take part as well.

You can do all the usual things you’d do at a show: visit exhibitor stands, see innovations, watch demos, schedule one to one video appointments, fill your virtual briefcase with information and brochures and consume live and on-demand content from two stages. You can also try our scavenger hunt to win prizes and get social in the networking lounge.

Interactive stage Special features include virtual reality (VR) and augmented reality (AR) for an almost full sensory experience. Top tier exhibitors will demonstrate their products from an immersive studio, with bespoke 3D sets, and mixed reality elements to add impact.

Cleaning Interactive

This places the presenter in a dynamic, 360-degree virtual studio environment, which is visible in real-time to visitors online.

Visitors log in to enter the stage and step into the presenter’s world virtually, with questions being answered there and then. This real time contact between the presenter and their audience enables instant engagement and discussion, making it feel as close as possible to an in-person, physical connection.

The Indie Stage Join flexible format sessions on this stage which will provide a second space for participating companies to deliver private online meetings, panel discussions, corporate presentations, product demonstrations and more. Sessions can be live, semi-live or prerecorded in line with the exhibitors’ preference.

Visitors will enter the sessions directly by clicking on the stage door. They will be able to contribute to live Q&A sessions via online chat and text applications.

Join flexible format sessions which will provide a second space for participating companies to deliver private online meetings, panel discussions, corporate presentations and product demonstrations Meet the Buyer competition An exclusive, invitation-only ‘Meet the Buyer’ competition to celebrate industry trailblazers is an additional feature of the show. A panel of high-profile buyers will invite 20 companies to hone their pitches and take part in a competition for the accolade of best innovation. This will culminate in five finalists presenting privately, live to the buyers on the Interactive, with the chance to win top contracts on offer.

The judging panel comprises key industry decision-makers as follows:

• Bunzl Cleaning & Hygiene Supplies • CBRE • Churchill Group Services • Incentive QAS A fresh approach Meeting your network and engaging with valuable new suppliers, customers and influencers is still important. Our virtual event format readily provides for this, while keeping within the realms of new safety standards and requirements.

Change is needed and we believe this new approach will boost all the sectors involved, by creating a fresh expectation and a deadline for exhibitors and visitors to do business.

Take the opportunity to update your industry knowledge and meet suppliers based on your needs – all without the need to travel. Benefits include staying safe, reduced costs, more time efficiency, and minimal environmental impact.

This is a totally new approach to sharing innovation and doing business without leaving your desk and the event is guaranteed – the showcase will go on!

To register for this free to attend event, please visit cleaninginteractive.com. For further information, including sponsorship opportunities please contact info@cleaninginteractive.com or call Ceris Burns on mobile: 07847 642543 Tel: 01825 729941. L FURTHER INFORMATION www.cleaninginteractive.com @CleanInteract #CleaningInteractive2020

Issue 27.4 | GOVERNMENT BUSINESS MAGAZINE

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Debt recovery

Public sector debt and vulnerability Given the impact of the Covid crisis on people’s finances, Rhona Parry, CEO at Indesser, looks at how to support different sections of society with their public sector debts There’s an excellent TED Talk by Brené Brown called ‘the power of vulnerability’. Brené helps people accept that we’re all vulnerable sometimes. Many will face vulnerability in their lifetime, and for those people who have had their job, health or loved ones taken away by the pandemic, that time is now.

Even before the crisis, the FCA found 24 million of us had one of several characteristics of vulnerability in some form. That number will have risen as many more of us, maybe for the first time in decades, worry about whether we can pay the bills or remain employed. For many, this will be a temporary blip, but for others, they may need forbearance and support for a while to come.

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Debt collection must not, and need not, For those of us working in the public sector exacerbate the growing pressure on people’s who have a duty to collect the revenue mental health or financial vulnerability. that funds public services, this rise in Identifying and helping the most vulnerable vulnerability is a real challenge. We need individuals in debt and finding ways to understand the changes in people’s to recover money fairly, efficiently and lives to protect them, treat them fairly and ethically needs to remain a priority for make sure debt does not overwhelm everyone from the largest central them. How can you recover government departments to the money from people at smallest local authorities. a time when more Debt are struggling and collecti Problem debt vulnerable? How can o Over the past six months you avoid kicking not, an n must d we have seen that the can down the n e not, ex people are still choosing road where debt acerbat ed e the growin to engage and have forgiveness is g press conversations around not an option? on p ure

eop health le’s mental or fi vulnera nancial bility

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

Debt recovery

their problem debt. Inevitably, disclosures of vulnerability have increased, which actually helps reach the right outcome for both individual and organisation.

Based on our experience so far in 2020, here are our three top tips for all public sector bodies when dealing with vulnerable people: Use data to know who you’re dealing with First impressions matter. Think broadly about your definition of vulnerability and use a wide range of data and analytics to build a picture of the people you are dealing with before you contact them for the first time. There are many different definitions of vulnerability and an even greater range of variable data that can impact a person’s situation. Using this effectively is key to ensuring the right outcome for each person.

Communicate simply Whether you are sending letters, text messages or making phone calls, give people a simple message that engages them. Conversations need to take a natural, empathetic tone, and expert questioning skills can confidently steer the conversation to truly understand the impact of Covid19 on someone’s financial health.

Over the past six months we have seen a noticeable uptick of people sharing their financial vulnerability. Talking about

For those of us working in the public sector who have a duty to collect the revenue that funds public services, this rise in vulnerability is a real challenge challenging circumstances is becoming less taboo. Honest, simple and supportive communication, informed by data, not only protects the more financially vulnerable, it is also more effective at collecting debt. So, there is no trade-off for creditors - a finding confirmed by the National Audit Office.

Personalise and adapt to the individual’s circumstances The last thing anyone wants is to exacerbate the worries for someone already feeling vulnerable, and debt can have severe impact on people’s mental health. It’s critical to deploy a range of solutions and use the right one with the right people. That might include using highly-specialist call agents with years of experience working in the debt advice sector, simplifying the language used to accommodate lower literacy levels, or it might include a digital form of engagement and repayment planning.

A window of goodwill Despite the financial hardship many people find themselves in, the latest research shows

large proportions of society are increasingly supportive of the public sector collecting money owed to help pay for the increased levels of government spending. Our research shows that two thirds of people support debt collection when it is affordable. This suggests there is a window of goodwill as people recognise the need to re-build local economies, support critical public services, and help the UK get back on its feet.

The scale and cost of public services throughout the Covid-19 pandemic has been extraordinary, but we all know that public finances are strained. Particularly in local government, differences in demographic and economic structures make different parts of the country more vulnerable to the effects of the crisis. Effective and efficient debt recovery is therefore more vital now than ever before. By recognising and understanding financial vulnerability, we can help people through it. L FURTHER INFORMATION www.indesser.com

Issue 27.4 | GOVERNMENT BUSINESS MAGAZINE

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Half Page Advert Outlined Preview.pdf

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ADVERTISERS INDEX

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Big Dug

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Opex Business Machines

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ISS 16 T-Impact 6 Kantar 42

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Tetrosyl Group

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LFS Fire

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NISI Enterprises

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NRC Environmental

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Token cleaning Services

Office Depot

IFC

Vestre 36

Tivoli 26

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