Government Business 29.4

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ISSUE 29.4

Business Information for Local and Central Government TRANSFORMATIONAL CHANGE

THE BIG QUESTIONS GB expert panel examines the paths between process, people and technology

ESPO’s top tips to achieve your green goals and support Net Zero targets PLUS: DESIGN & BUILD | CONFERENCES & EVENTS | DIGITAL STRATEGY | SMART CITIES


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DESIGN & BUILD FIRE SAFETY

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ISSUE 29.4

Business Information for Local and Central Government TRANSFORMATIONAL CHANGE

THE BIG QUESTIONS GB expert panel examines the paths between process, people and technology

ESPO’s top tips to achieve your green goals and support Net Zero targets PLUS: DESIGN & BUILD | CONFERENCES & EVENTS | DIGITAL STRATEGY | SMART CITIES

Take us to your new leader It’s fair to say that things haven’t exactly been plain sailing of late in the rudderless ship of government. After the parliamentary party lanced its boil, regular members now get to choose between current foreign secretary Truss or ex-chancellor Sunak, neither of whom have thus far achieved anything tangible in their bleak ministerial careers. Nothing gets done while they duke it out, and whoever wins will have a mountain to climb to regain trust. In this issue, we take another look at the Procurement Bill and the potential it has change the waythepublic sector works. With staff recruitment and retention always an issue, we dive into the Crown Commercial Service’s Permanent Recruitment Framework. This issue’s Expert Panel tackles transformational change and asks five big questions around people, process and technology. The ability of local government to get things done is evident in Smart City Business, which features Edinburgh’s award-winning LED street lighting project and takes a look at Energy Superhub Oxford, reportedly the most powerful EV charging facility in Europe. We welcome your feedback. Danny Wright, Acting Editor

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226 High Rd, Loughton, Essex IG10 1ET. Tel: 020 8532 0055 Web: www.psi-media.co.uk ACTING EDITOR Danny Wright PRODUCTION MANAGER & DESIGNER Dan Kanolik PRODUCTION DESIGNER Jo Golding PRODUCTION CONTROL Elizabeth Nixon ADMINISTRATION & WEB PRODUCTION Amy Hinds ADVERTISEMENT SALES Clive Beer, Steve Day, Bernie Miller PUBLISHER Karen Hopps

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Contents

Contents Government Business 29.4 07 News

15

Greg Clark ushered into levelling up job; LGA calls for devolved funding to tackle skills shortage; Manchester named Council of the Year while Liverpool Council votes to scrap mayoral role

15 Procurement

21

As it makes its way through committee stage in the Lords, GB examines the latest changes to the Procurement Bill and what they could mean for local authority shared service arrangements that can currently bypass the tendering process

21 Recruitment: Frameworks Government Business delves into the Crown Commercial Service’s Permanent Recruitment 2 framework for permanent, fixed term and internal secondment roles in the public sector

51 Expert Panel: Transformational Change Rebecca George OBE (Department for Education), Georgina Maratheftis (techUK) and Joe McGarry (Moorhouse Consulting) answer the big questions on transformational change and how public sector organisations can adapt to unique societal and economic shifts

57 Cyber Security Philip Ingram MBE surveys the current cyber security landscape, examining the threats and looking towards International Cyber Expo in London as a place to share cyber knowledge

July 2022

29 Design & Build

29

The Passivhaus construction method for energy efficient buildings is finally beginning to gain traction in UK, with plenty of local authority led projects underway that conform to the German ‘Feng Shui’ standard, originally developed in the 90s

33 Fire Safety

39 Conferences & Events As the events industry bounces back from Covid, GB looks at the upcoming exhibitions and conferences for public sector decisonmakers, plus a look at the Events Industry

51

Council’s new Sustainable Event Standard

47 Digital Strategy Central government has another stab at improving digital efficiency with the publication of its Transforming for a digital future: 2022 to 2025 roadmap, launched by (current) Cabinet Minster Helen Wheeler, who really likes using a mouse but is not far off a Luddite

Government Business magazine

Energy Superhub Oxford gets EVs charging faster

SMART CITY LIGHTING

New and existing buildings need to ensure compliance with two separate pieces of legislation. The Building Safety and Fire Safety Acts, which meet recommendations from Phase 1 of the Grenfell enquiry, place new duties on responsible persons

33

ELECTRIC VEHICLES

FULLY CHARGED

EDINBURGH LEADS THE WAY Award-winning street light replacement project helps the push towards net zero

PLUS: | DIGITAL TWINS | AMU-LED DRONES | DEMYSTIFYING SMART CITIES

61 Smart City News AMU-LED project tests the feasibility of drones in smart cities; techUK report favours lasting partnerships to help deliver innovative smart city projects

65 Electric Vehicles Reported to be Europe’s most powerful EV charging centre, the Energy Superhub Oxford will provide a blueprint for cities around the world to simultaneously scale up green transport, power and heating

69 Smart City Lighting Edinburgh’s award-winning street lighting project to replace over 55,000 street lights with low carbon LEDs comes to fruition

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News

POLITICAL APPOINTMENTS

Greg Clark appointed levelling up secretary during Conservative mutiny that ends in Sunak or Truss (or Johnson?) as Prime Minister Greg Clark has been appointed Secretary of State for Levelling Up, Housing and Communities following the sacking of Michael Gove by outgoing prime minister Boris Johnson. The MP for Tunbridge Wells has previously held ministerial positions as Secretary of State in the Department of Communities and Local Government, Business Secretary and Universities, Science and Cities Minister. He served in both David Cameron’s and Theresa May’s governments. The Department for Levelling Up, Housing and Communities (DLUHC) was hit hard in the wave of ministerial resignations in protest against Boris Johnson’s disastrous reign, with three local goverment associated junior ministers throwing in the towel. Kemi Badenoch (a local government/equalities minister who resigned on July 6 and went on to launch an unsuccessful bid for the Tory leadership), Neil O’Brien (known as ‘Mr Levelling Up’, resigned in the same letter as Badenoch) and Stuart Andrew (resigned as housing minister on July 6, but unlike Badenoch and O’Brien was offered a ministerial job by Johnson just two days after he resigned. He accepted, and is currently Minister of State for Prisons and Probation. Replacing Andrew as housing minister is MP for Nuneaton, Arley and Hartshill, Marcus Jones, a former council leader who

has defended the government’s controversial expansion of permitted development rights, and has described himself as “not antidevelopment”. Following news of his levelling-up appointment, Greg Clark tweeted: “We have a duty to ensure that the country has a functioning government in the weeks ahead. Having been Secretary of State at the Communities department before, I will do my best to provide stability, good governance and accountability to Parliament at this important time.” Clark’s first job was to publish the contract which turns the Building Safety Repairs Pledge - in which signatories pledge to fix critical fire safety works in buildings over 11 metres which they have developed or refurbished over the last 30 years - into a legally binding document. Clark expects it to be signed by all 48 pledging organisations ‘within a month’. Meanwhile, the race to become PM, which started with 11 hopefuls, has now been whittled down to former Chancellor Rishi Sunak and current Foreign Secretary Liz Truss after ‘clever money bet’ Penny Mordaunt fell at the fifth hurdle, missing out by eight votes on taking her leadership proposals to the 175,000-odd party members. The final result is expected on September 5. Until then, Johnson continues to make a number of political and

REGENERATION

WORKFORCE SKILLS

Dept for Environment to consult on development grants for brownfield sites

LGA calls for devolved employment and skills funding

In a bid to speed up development, the government has announced that Councils across England could receive grants to help transform underused and derelict sites. The grants would refund the costs of Landfill Tax where it acts as a barrier to redeveloping brownfield and contaminated land. Current Enironment Minsiter Lord Benyon said: “Landfill tax has done a fantastic job in preventing unnecessary waste – but it’s important it doesn’t act as a barrier to regeneration.” A four-week Call for Evidence will seek views on the design of a scheme to support councils and how to ensure a grant scheme would not undermine the waste hierarchy or incentivise illegal dumping. Applicants would need to demonstrate that use of landfill is reasonably necessary. READ MORE

The Local Government Association says that the number of people improving their skills or finding work could increase by 15 per cent if councils had more control over employment and skills provision. Analysis by the Learning and Work Institute found that about £20 billion is spent by central government on at least 49 national employment and skills related schemes or services in England, managed by nine Whitehall departments and agencies. This includes programmes such as the Levelling Up Fund, Towns Fund and Help to Grow, as well as support to get people into work and training including Restart, Bootcamps and the National Careers Service. The LGA says that the disjointed nature of these schemes makes it difficult to target and join up provision for learners, unemployed people, career changers and businesses.The Association suggests that a single place-based fund, where powers over national employment and skills-related schemes are devolved to local leaders, could better support unemployed people into work and improve residents’ skills, and makes more sense than councils bidding

Current Secretary of State for Levelling Up Greg Clark

civil service appoinments while his time as Conservative leader comes to an end. Or does it? According to the Telegraph, over 1800 party members have demanded that he’s on the final ballot as a ‘third option’. Loyalist Andrew Cruddas, who sits in the Lords courtesy of Johnson, organised the signatories. He said: “We think it is only fair because Boris was the members choice back in 2019 and he has been constructively removed by the Parliamentary Party without referral to the membership. By adding Boris to the final ballot to make it a three-horse race means that the winner will have the backing of the membership.” READ MORE

for separate pots of funding for different projects, which cannot be used together. This would mean an end to competitive bidding and a move to long-term funding attached to specified, achievable targets. Mayor Marvin Rees, Chair of the LGA’s City Regions Board, said: “Every area has its own unique labour market including a mix of jobs, qualification levels, unemployment and vacancies. Councils and combined authorities want to unlock this potential talent, using their unrivalled local insight and knowledge to bring employers, training providers and jobseekers together with their proven track record in delivering more for less. “They are making the best of the national system, but the Government now needs to do its bit by joining up the system and working with us to plan and deliver more effective support to residents and businesses.” “Our research shows that councils can create new jobs and offer new training in our shared endeavour to level up the country.” READ MORE

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News

NET ZERO

Government told to resubmit Net Zero plan after legal challenge The High Court has ruled that the Government’s net zero strategy breaches the Climate Change Act, and needs to be strengthened. In January, environmental law firm ClientEarth submitted the case to the High Court and teamed up with Friends of the Earth and Good Law Project for a full hearing. The team argued that the Government had failed to sufficiently show that its policies will reduce emissions to meet its legally binding carbon budgets. They also argued that there was not enough information about the policies and their expected effects in the strategy for effective scrutiny from Parliament and the public. During the case, it was revealed that the Government’s plans only account for 95 per cent of the reductions needed to meet the sixth carbon budget. The ruling states that the public and parliament were not made aware of the shortfall. The Court also found that the Minister for Business, Energy and Industrial Strategy, Greg Hands, responsible signing off

the strategy, did not have the legally required information on how carbon budgets would be met. The Government must now update its climate strategy within eight months to include a quantified account of how its policies will actually achieve climate targets. The updated strategy will then be presented to parliament for scrutiny by MPs. ClientEarth lawyer Sam Hunter-Jones said: “This decision is a breakthrough moment in the fight against climate delay and inaction. It forces the Government to put in place climate

plans that will actually address the crisis. It’s also an opportunity to move further and faster away from the expensive fossil fuels that are adding to the crippling cost of living crisis people are facing.” The ruling came on the day some parts of the country experienced 40 degree temperatures for the first time ever. READ MORE

CITY POLITICS

Liverpool CC votes to scrap mayoral role Liverpool City Council has voted to scrap the position of elected city mayor despite the public voting to keep the role. Councillors voted by a majority of 51 to 18 to axe the role following the May 2023 local elections and return to a council leader and cabinet executive model. The move follows a public consultation that revealed Liverpudlians wanted to keep the mayor However only four per cent of residents responded to the poll. Richard Kemp, leader of the city’s Liberal Democrat opposition group, said the low number of responses showed the process was

flawed. He said: “The letter sent out looked like a final demand and there was no explanation of the options,” Green Party leader Tom Crone said the process was “botched and absolutely mishandled”. Current mayor Joanne Anderson was elected in May last year and ran her campaign based on scrapping the position.She said at the time “If selected and elected as Mayor of Liverpool, I will actively campaign to give myself the boot! The people of our city deserve the final say, but I will vote to scrap the position.”

Current Liverpool Mayor Joanna Anderson voted to give herself the boot

READ MORE

PROPERTY MANAGEMENT

Central Government needs much better property data, says NAO Longstanding problems such as poor data pose major risks to the management of central government property, says the National Audit Office (NAO). Valued at £158 billion, central government property is a huge asset, categorised into 12 portfolios (such as health, defence and school etc), ten of which are led by a single department or arm’s-length body. The Government Property Agency (GPA) sets and implements a property strategy for the government’s office and warehouse portfolios. The NAO report Managing central government property suggests that lack of good data is a major barrier. The Office of Government Property (OGP) has no comprehensive, real-time information on how central government property is distributed around the country, or indeed office occupancy following the COVID-19 pandemic.

The GPA is piloting ways of measuring occupancy of the offices it manages, but has limited information. Delays in implementing InSite, a new database of central government property, have hindered the Cabinet Office’s attempts to collect more and better-quality data. The NAO recommends that the OGP should decisive action to implement InSite, and should discuss onboarding plans with departments that have not yet agreed to transfer the management of their offices to the GPA. The OGP should work with the Treasury to

consider what long-term financial settlements are available to best incentivise initiatives with the potential for long-term savings. The Cabinet Office should also work with departments to prepare workforce plans for the next five years. The NAO has also issued a guide about better government data in general. Improving government data: A guide for senior leaders aimed at encouraging decision‑makers to realise the benefits of better use of data by helping them understand in more detail the core issues to be addressed. The NAO says this has hindered progress in the past. The guide has chapters oin embedding data standards, improving data quality, addressing legacy issues and enabling data-sharing. READ MORE

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News

SOCIAL HOUSING

Social Housing providers need to ‘up their game’ says report Clive Betts, Labour MP for Sheffield South East and Chair of the Levelling Up, Housing and Communities Committee, said: “Too many social housing tenants are living in uninhabitable homes and experiencing appalling conditions and levels of disrepair, including serious damp and mould, with potential serious impacts on their mental and physical health. “The poor complaint handling of some providers not only adds insult to injury but the resulting delays in resolving tenant complaints actively contributes to the levels of disrepair. Sproviders who discriminate and stigmatise “Providers need to up their game, treat tenants with dignity and respect, and put tenants at the centre of how they deliver housing services.”

The cross-party Levelling Up, Housing and Communities Committee has found the condition of some social housing has deteriorated so badly that it is unfit for human habitation. The Regulation of Social Housing report highlights several issues relating to the supply, quality and regulation of social housing in England. Recognising that the social

housing sector is under significant financial pressure, the report claims that one of the biggest problems is the power imbalance between social housing tenants and housing providers. In relation to complaint handling, the report recommends a strategy to improve public awareness of the ombudsman and how tenants can make complaints.

AWARDS

WATER TREATMENT

Manchester named Council of the Year at LGC Awards

Legal duty planned for water firms to upgrade wastewater treatment works

Manchester City Council has been named Council of the Year at the Local Government Chronicle Awards. The council took the title for its “ambition, innovation and civic leadership even as it helped support the city through the Covid pandemic “ The judges said they were “impressed by the united approach of staff, partners and residents” and the way that the Council works with partner organisations and residents to shape services and projects and get results. They added: “This council is a generous partner that has transformed services with outcomes which buck the national trend.” The last 12 months saw Cllr Bev Craig take up the leaders role in December 2021 bringing a smooth transition and continuing representation at a national level by chief executive Joanne Roney OBE, including in her role as President of SOLACE. This year also saw the city’s children’s services rated as ‘good’ by Ofsted, putting them among the best in the North West of England and completing a turnaround from when they had been classed as ‘inadequate’ in 2014. The Council has ambitious plans to oversee the creation of 10,000 social and affordable homes over the next ten years. READ MORE

The government has announced plans for a new legal duty on water companies in England to upgrade wastewater treatment works by 2030 in ‘nutrient neutrality’ areas to the highest achievable levels. Nutrient pollution is an urgent problem for freshwater habitats and estuaries which provide a home to wetland birds, fish and insects. Increased levels of nutrients like nitrogen and phosphorus can speed up the growth of certain plants, disrupting natural processes and devastating wildlife. Local Planning Authorities can only approve a plan or a project if they are certain it will have no negative effect on legally protected sites for nature. A new Nutrient Mitigation Scheme established by Natural England will allow local planning authorities to grant permission for new developments in areas with nutrient pollution issues. Natural England will accredit mitigation delivered through the scheme, enabling local planning

READ MORE

authorities to grant planning permission for developments which have secured the necessary nutrient credits. This, according to the government, will ensure developers have a streamlined way to mitigate nutrient pollution, allowing planned building to continue and creating new habitats across the country. The scheme is expected to be open in the autmn. Current Levelling Up Secretary Greg Clark said:”It is essential that new homes do not impair the quality of our rivers, streams and wetlands. These measures will ensure the development can take place, but only where there is practical action taken to protect our precious aquatic habitats.” The new legal duty will be introduced via a Government amendment to the Levelling Up and Regeneration Bill. READ MORE

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News

TRANSPORT

Suburbs vital to decarbonsation efforts, says Urban Transport Group A new Urban Transport Group report highlights the fact the despite 80 per cent of Britons living in suburbs, these areas are often neglected when it comes to transport planning, drowned out on either side by the powerful voices of the city and the countryside. The report argues that there can be no decarbonisation of transport without specific measures to decarbonise transport in the suburbs. The Good Life: The role of transport in shaping a new and sustainable era for suburbs presents four foundations of suburbs for a new era which recognise sthe different journey types from, to and within suburbs. It features a range of case studies highlighting how these foundations are already being supported. The author of the report, Rebecca Fuller, said: “The pandemic has forced us to move away from the idea that suburban transport is mostly about moving commuters in and out of town and city centres. The suburbs feature many more journey types, made by a diverse group of people, and these journeys now need to be made more sustainably in the face of the climate crisis. “Far more attention needs to be made to suburban transport planning now than it has in the past. This report sets out the transport foundations for a new era for suburbs, and whilst it presents some potential solutions, it also aims to trigger wider debate about the role transport can play and the specific

transport solutions that will help suburbs to thrive in a sustainable and equitable way.” The report urges policy makers to join the dots between transport and the decarbonisation of the suburbs more widely – from using community microgrids to power

homes and transport to the integration of blue and green assets such rain gardens and green roofs, into transport infrastructure. DOWNLOAD THE REPORT

A collaboration between local councils in Nottinghamshire will see members of the public encouraged to use buses through a gamified mobile app that offers discounted journeys. ‘Green Rewards’ gives users access to adult and group daily bus tickets at a 15 per cent discount. All users are entered into a draw to win a free monthly bus pass.

FIRE SAFETY

SOCIAL CARE

Housing association wins landmark case over defective cladding

Social Care sector faces tough year ahead, says Addas

South East housing association Hyde Housing has won a High Court ruling against contractor Mulalley & Co (Mulalley) over defective cladding installed between 2006 and 2008 on four residential towers in Gosport, Portsmouth. The ruling sets a crucial example that construction contractors can be held accountable for the remedial costs of removing dangerous cladding. It could help other housing associations hold construction contractors to account. Inspections carried out shortly after the Grenfell Tower tragedy concluded that the design and use of the cladding systems installed by Mulalley were defective. Hyde’s CEO Andy Hulme said: “It’s a welcome step forward in helping right the wrongs of the past, and will hopefully mean remedial works can start more swiftly and mean damages sought for remedial works are more likely to be settled out of court with less delay” READ MORE

The Association of Directors of Adults Social Services (Addas) has issued a stark warning that the year ahead will be the most challenging that the people needing and working in it have ever faced. In its Spring Budget Survey 2022, the association finds that social care directors are finding an increasing number of people seeking support because of mental health issues, domestic abuse and safeguarding concerns. Directors are also receiving more requests for support because of pressures elsewhere in health and care. Almost seven in ten directors say that care providers in their area have closed, ceased trading or handed back contracts to local councils. Many more cannot deliver the increased care and support needed due to staffing shortfalls. Cathie Williams, ADASS’s Chief Executive said: “Our health and social care services are in jeopardy. Without immediate and substantial help from the government, we face the most difficult winter we have ever experienced during which more people will miss out on vital care, others will wait longer for support and choice and quality will decline still further.

“Measures so far to ‘fix’ social care simply do not address the scale of current funding and workforce challenges and are crying out for a long-term, properly funded plan.” READ MORE

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Procurement

New procurement era takes shape While some confusion remains over exemptions as the Procurement Bill makes its way through committee stage, further details on transparency and a single digital platform should help level the playing field for SMEs looking to engage with the public sector Details of the Government’s far-reaching changes to procurement legislation are finally beginning to emerge as the foggy Green Paper of December 2020 gets shaped into law. With changes expected to come into force as early as August 2023, its main aims (according to the way it’s being sold by the Cabinet Office) are to capitalise on opportunities to simplify procurement post Brexit. This in turn will make it easier for SMEs to win contracts. It also strengthens exclusion grounds, making it easier and less litigious for public sector bodies to disqualify poor performing suppliers. Exemptions As the Procurement Bill makes its way through the Lords (currently at committee stage) some organisations have voiced concerns over technical changes to exemptions. Under current procurement legislation (PRC2015) there are broadly two - the first is when a public body makes ‘in-house’ awards (The Teckal exemption). The second is when a public body enters into a public-public co-operation arrangement, for example where local authorities co-operate to deliver waste services jointly (referred to as the Hamburg exemption). Teckal and Hamburg are now referred to respectively as vertical and horizontal exemptions, but according to the current wording of the bill, deals will no longer be exempt if “the goods, services or works representing the main purpose of the contract could be supplied under a separate contract.” Potentially, this means that if a private provider could reasonably provide the services or goods

in question, the public sector will no longer be able to make use of the exemptions. Peter Collins of Sharpe Pritchard LLP, notes: “Within the Bill, local authorities which set up ‘single’ entities on their own will continue to benefit from the vertical exemption, meaning they can award contracts to an entity without going through a full procurement process. However, contracts that councils award to joint entities, controlled by multiple local authorities, appear no longer to be exempt and will potentially be subject to a full procurement process. This would undermine the purpose and benefits of councils operating joint entities. “This is a surprising omission from the Bill and one without any real logic. Given the hundreds of shared-services vehicles throughout local government, the need to ensure that these arrangements are not prohibited will potentially require some amendment to the Bill. Given the speed at which those drafting the Bill were required to operate, it is entirely possible that these provisions simply got left out in error.” The Local Government Association (LGA) is seeking clarification that both vertical and horizontal collaboration arrangements within the public sector will continue to be exempt and that the model of service delivery remains the choice of the contracting authority. A proposed rewording has been put forward by Lord True (reportedly, John Major’s favourite speechwriter) as the bill goes through Committee stages, with further amendments discussed on 18th July (available to view here). Broadly, the LGA welcomes the bill. It has noted that many of its concerns arising from

the Green Paper had been resolved in the legislation as it passes through the Lords. However, a number of grey areas remain in the bill, which the LGA believes may have unintended consequences for local government and could potentially create new difficulties in meeting the procurement objectives whilst delivering high-quality public services. Single Digital Platform The Bill aims to streamline the various requirements for publishing different types of procurement information in different ways and in different places. For those wishing to supply, there can literally be hundreds of places to check notices and post details. The Single Digital Platform will be created for suppliers to register their details that can be used for all bids, and a single central ‘transparency platform’ will allow any interested party to see how contracts are performing, how much has been spent through them and how long they have left to run. A register of commercial tools will allow contracting authorities to see which frameworks and dynamic markets they can use, a performance register will show how suppliers perform through various contracts, a self-explanatory prompt payment register and a debarment list will be available to view suppliers which may be excluded from procurements. API access to data is published to the Open Contracting Data Standard (OCDS) and over time the plan is to explore integrating commercial data analysis tools. The principles of this can be found in the recently published Transparency Ambition policy paper, released

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Feature Heading Procurement

at the beginning of July, which explains the changes to the transparency of public contracts and spending in greater detail. The LGA will be seeking ministerial assurance that when legislation relating to this comes into force, local authorities will only have to publish procurement information to the new platform in a common standard and a single format. SME activity With 5.5 million small businesses in the economy, employing over 16 million people, it makes sense that the Government does indeed appear to be serious about increasing SME activity. SME spend data figures for 202021 released at the end of May show central government spend with SMEs rising for the fourth consecutive year to a record £19.3bn. Representing the sector, Enterprise Nation has produced the report Access all areas: Government which looks at how doors can be opened further for small businesses. The report argues that as well as changing legislation, public bodies will need to change their culture too. A range of recommendations include the early publication of procurement pipelines and improving pre-procurement consortium building. Champions The report suggests building places to provide clarity about what ‘SME champions’ are doing and establishing one method of measuring the proportion of SME spend - ideas that already appear to have at least gained traction with the Single Digital Platform. The report states:“There

Local Authority insight As part of the LexisNexis Local Authority Insight series, procurement experts Kieran McGaughey and Andrew Millross outline changes in the Procurement Bill and how they might work in practice for contracting authorities

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The Procurement Bill - an expert briefing Chaired by Nick Davies, programme director at the Institute for Government, the briefing discusses key measures contained in the bill with Ed Green and Lindsay Maguire at the Cabinet Office.

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who can explain what they’re making. are benefits to calculating what After all, you can’t buy it if you proportion of contracts larger T he don’t know about it." businesses are giving to Single D SMEs, but it is not clear, igital Platfor Promised grace to those outside of created m will be period government, precisely for supp liers to register After the legislative how these calculations th procedures have been are done, so there is can be u eir details that sed for concluded, there will be a some question about a ‘transpa rency’ p ll bids; a period of at least six months’ how valid they are. la tfo show ho notice (the government has Government should w contr rm will a promised) before the new agree one way of perform cts are rules will take effect. Until this measuring SME spend, ing point, it’s business as usual under publish what methods are the Public Contracts Regulations being used, and stick with it for 2015. Procurements started before the the long term.” change in law will continue to be bound by the current rules, and the many public sector Rebalancing budgets frameworks will provide assurance in certain The report agrees that if these reforms work, it areas long after the changes. But change is will rebalance procurement budgets in favour coming, and so all in the public sector need of small and young businesses and references to prepare for a potentially seismic shift in the the failure of Carillion to make the point that way they are able to conduct the business of over-reliance on a small handful of companies buying. L may mean fewer failures, but when failure does take place, the impact can be devastating. Martin Traynor OBE, small business representative at the Cabinet Office, says: “Our FURTHER INFORMATION experience with Covid shows that we struggled to engage with SMEs in a targeted way and the proportion of public sector spending which Procurement Bill went to them fell. Similarly, innovation is so bills.parliament.uk/bills/3159 important and we don’t always get this right either. But, sometimes government departments Transforming Public can excel at this too. For example, the SME Procurement updates champion in the Department for Transport hosts tinyurl.com/2fpdp3wa Dragons’ Den style pitch events with suppliers

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ESPO - helping your business achieve its sustainability goals Seven tips to help achieve your organisation’s green goals and support the UK’s Net Zero targets. As the aftermath of the Covid-19 pandemic starts to subside and many of us return to the ‘new normal’, it’s hard to ignore some of the changes that were implemented in a rush that have actually turned out to be beneficial Now we’re seeing an opportunity in some instances to resist reverting back to how things were and this is exactly what the Government have alluded to in their ‘build back better’ approach to achieving net zero targets by 2050. Increasing flexibility for staff has inadvertently seen a knock-on effect for sustainability targets with benefits including reduced vehicle usage, lower carbon emissions, less energy requirements needed within our offices, to name a few. These are all positive outcomes however, to really achieve the ambitious targets required to reach Net Zero, thorough consideration alongside an implemented business strategy will be required for most organisations. At ESPO we’re committed to helping our customers find achievable and sustainable ways to meet their goals. Within our 120 free-

to-access, fully compliant framework solutions lie a number of key services that can help build sustainability and green initiatives into the foundations of your business. Read our seven top tips to help you achieve your green goals and help support the UK’s net zero targets: Ask for help In the world of procurement, you’re already expected to be specialists in multiple fields and now, you can add Net Zero to the list. Get up to speed quickly by seeking advice, especially on such a specialist subject. Remember, in the grand scheme of things, sustainability is new to most of us and it’s likely to feel overwhelming, especially when considering the needs across your whole business. There are plenty of Consultancy services available to help. Many, like those available on ESPO’s Consultancy Services

Framework (664), includes specific sublots that cover requirements for environmental and sustainability options. Experts can help analyse your data and create policies and processes around achieving sustainability and net zero targets based on your organisation’s individual requirements to ensure you have a clear, concise plan to achieve your goals. Where can you make the biggest changes? For most organisations one of the biggest factors effecting your green status is energy consumption. In today’s turbulent market, making changes in this area can provide huge benefits to future proof your costs as well as saving the planet, so it should be a key focus. However, there’s no denying that this area is a minefield to navigate at the best of times and so there’s no shame in seeking expert advice! ESPO’s 12 strong, in-house Energy team can support all aspects of energy requirements, from onboarding through to site additions and transfers. Our Electricity Framework (191) offers a ‘Pure Green’ product which is electricity that comes from 100% renewable sources such as solar, wind and hydro. Being supplied with ‘Pure Green’ allows you to report zero emissions for electricity as the electricity can be matched to relevant Renewable Energy Guarantee of Origin (REGO) certificates. A huge win for your green targets! Another option is our framework for Renewable Energy (2838), providing consultancy services specific to this area, with the ability to complete an unbiased assessment of your needs and identify suitable options going forward. Think big when future proofing your business Try not to be intimidated about implementing big changes. There’s plenty of support available and this is where you’re likely achieve most benefits in the long run. Depending on your business, Fleet could be considered one such area. More organisations, ESPO included, are converting to electric or hybrid vehicles which use electric charge points rather than traditional fuel or a combination of the two. Electrifying your fleet using the versatility and flexibility of a framework allows for alternatively fuelled vehicles to be purchased

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or hired/leased. As well as direct reductions in your carbon footprint, reductions in noise pollution are very evident with alternatively fuelled vehicles. If you’re wondering where to begin, why not start with ESPO’s framework for Specialist Vehicle Purchase/Hire (215/218)? Councils or larger organisations may also find our Vehicle Charging Framework (636) helpful as it focuses on ultra-low emission vehicles (ULEV) and zero emission vehicle charging technology. Increasing the number of electric vehicle charge points (EVCPs) available for either staff or public use is a great way to support positive, long-term change. Plus, the EVCPs are fully disposable of at the end of their working life under the WEEE Directive. Go green on White goods As well as the big things, make small changes across your organisation too - it all adds up! An overlooked offender can be your white goods. Efficiency ratings vary widely and proper disposal of items can be a nightmare. To ensure you’re getting the best choice and value for yourself and the planet, consider a supplier who can guarantee the safe collection and disposal of old appliances and provide a top range of energy efficient models. ESPO have partnered with online retailer AO Business, growing their already impressive range through ESPO’s White Goods Framework. Best of all, the range is available for next day delivery, ordered through the espo. org website. For larger, more complex requirements we have a dedicated team to support you, just get in touch. Through this partnership customers get a wide choice of energy efficient options and old appliances and other electrical waste can be safely disposed of through AO’s state of the art WEEE recycling facility. Reduce, Reuse, Recycle We all know this phrase by now, it’s been engrained into us from our school days however, these three words are more important than ever. When considering your organisation’s waste there may be multiple areas to focus on so it can

be daunting to know where to start. Services like those provided through ESPO’s Non-Domestic Community Waste and Recycling Framework (379), can assist customers with increasing the financial and environmental value obtained from waste collected and support you with aims such as waste minimisation. Within this framework you’ll also find a specialist Lot covering Food Waste Recycling Services. Unavoidable food waste is actually a valuable resource as it can be turned into green energy and fertilisers for agriculture. To reduce food related waste even further, there are now more options than ever when it comes to embedding standards and regulations around biodegradable, recycled or recyclable packaging and ESPO’s Catering Consumable Framework (45) is a great place to start. Update old technology Depending on the type of business you’re dealing with, it’s likely that paper usage is another area worthy of radical change. The Covid-19 pandemic saw a huge drop in paper usage as many organisations turned to digital options to suite staff working from home. However, as people have returned to offices, the global paper market has seen unprecedented demand for print and paper return to well above pre-pandemic levels. That means that changes in this area can help make a big difference towards your green goals. You can start by looking at your post requirements. Hybrid mail solutions like the ones available through ESPO’s Postal Goods and Services Framework (RM6017) are growing in popularity and can dramatically reduce the transportation of physical mail, improving efficiency and also noticeably reducing carbon footprint. This solution is particularly relevant with more people now embracing hybrid working models meaning that physical post can sit idle for weeks. You may choose to look at the bigger picture and consider digitalisation by refreshing your IT equipment (hardware and software). If this is the case then ESPO’s Technology Products and Associated Services Framework (RM6068) has a number of options that can help. Many suppliers now offer a comprehensive

range of remanufactured or refurbished products which can help organisations lower their electronic waste and reduce their carbon footprint when compared to the purchase of new products. Buy-back is also increasing in popularity as it now considers product disposal and puts emphasis on the supplier to take the products back after a specified period of time allowing them to be reused or remanufactured further down the line. Updating old IT systems can allow for many paper processes to become digital and can therefore make a huge different across your organisation. Make it a team effort This is topic that ultimately affects each and every one of us so we’d encourage you to get your staff involved as much as possible. Changing processes, systems and goals at leadership level is a great start towards implementing change but this ethos needs to be embedded across your work force to be truly achievable. There are many ways staff can make a difference just by changing their own individual actions with a little help from their employer. Take our Staff Benefits Framework (319) for example, which includes the cycle to work scheme allowing bike loans for staff operated through salary sacrifice arrangements. As payments are made from employees’ gross salary, they are made free from income tax and national insurance, while employers also save the national insurance contributions. Providing easy access to hire vehicles through ESPO’s Vehicle Hire Framework (271) can also help organisations in reducing their ‘grey fleet’ usage - being employee’s private cars over which employers have little control or knowledge. Implementing a range of eco-friendly vehicles that staff can use for work purposes helps manage this previously unknown element. For more information about any of ESPO’s frameworks and how they can help your business achieve its sustainability goals, please visit espo.org/sustainability. L FURTHER INFORMATION www.espo.org

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Recruitment Frameworks Feature Heading

Permanent recruitment: making the framework work Launched in March, Crown Commercial Service’s new Permanent Recruitment Framework RM6229 lets all public sector organisations with access to recruitment agencies hire permanent, fixed term and internal secondment roles. It replaces the current framework, which expires on 12 November 2022 CCS’s new Permanent Recruitment framework sponsored by central government departments provides access to individual candidate which are not covered by the above categories: placements for open roles across England or any new bodies created which fall within the Wales, Scotland and Northern Ireland, as well criteria set out above. as access to all services in a modular format if required. Core modules include Search, Regional suppliers Evaluation & Appointment, while non-core Suppliers are not required to modules are available for Strategy & be able to provide on a Early Planning, Talent Development and national basis but shall engagem Technology Services. be able to provide e with sup nt General recruitment through recruitment services pliers the framework is a nonin locations in and b e fore issu exclusive contingency model outside of London in g tender d service, meaning that recruiters and The South o c u ments can help will compete to find a suitable East, where civil them be candidate and will only get paid service and wider t u t e nderstan r if they successfully fill the role. public servants are organisa d your located throughout tion Who can use the the UK, not restricted needs ’s framework? to large cities, and The Framework is available for use by adapting to changing all public sector bodies, including central locations for Public Bodies. government departments, the wider public sector and third sector. This includes but is Lots not limited to: all ministerial government The framework is divided into two lots, with departments; non-ministerial government Lot 1 for Clinical General Recruitment, and Lot departments, executive agencies of government 2 for non-clinical general recruitment, with and other subsidiary bodies; civil service bodies, 119 suppliers listed under this Lot. In order to including public sector buying organisations; determine which services you require, the Lot 1 all non-crown status government companies and Lot 2 services can be provided modularly. wholly or partly owned by central government So, a customer can contract with a supplier for departments and their subsidiaries: the nona single service provision, for the full end-to-end departmental public bodies, other public bodies, recruitment process or create their own bespoke public corporations and their subsidiary bodies menu of services under the agreement. Suppliers

must provide Core Modular Services if requested by the customer, but can indicate whether they are able to provide non-core modular services as well at framework tender. You can refer to the Capabilities Matrix to identify which Suppliers can provide Non-Core Modular Services. Most public sector organisations have dedicated internal resourcing teams that run all general recruitment in-house where possible and will utilise external agencies on more complex and niche requirements. Prices Framework prices are those submitted by suppliers during their framework tender. These are based on the salary bandings. Under all call-off contracts, suppliers must not apply any charges above these framework prices to their call-off contracts, and must use these framework prices in calculating the costs of a direct award. However, it is possible to agree other fee structures and suppliers are able to apply rates lower than their framework prices during further competitions. Standards All suppliers must comply with a range of standards. For instance, ISO 9001Quality Management Systems, or equivalent, are required to be in place, as is ISO 22313:2020 Business Continuity. All framework suppliers will hold a Cyber Essentials certificate or equivalent (e.g. ISO 27001) and where customers require Cyber Essentials Plus certification in line E

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Recruitment Frameworks

 with the services set out in the specification, this must be evidenced before services commence. Professional indemnity insurance, public liability insurance and employers’ liability insurance are all required as a minimum. The supplier must also ensure that all recruitment Services delivered on behalf of the customer are compliant with the Equality Act 2010 and the Gender Recognition Act 2004. Furthermore, the Supplier needs to ensure that all Supplier Personnel are trained in this legislation, so they are able to provide the services ensuring that diversity and inclusion are embedded and promoted within all services. Potential candidates must be aware of and able to request adjustments throughout the recruitment process if they are needed. There are also some sector-specific requirements, for example for the Civil Service. Further competition/direct award There are two ways in which you can instruct a supplier to act under this framework - a further competition, or a direct award. A further competition is when you invite two or more suppliers to bid for your requirement. You will ask these suppliers a number of questions and ask for a price for their services. This is your ‘award criteria’. You will then award a call-off contract to the supplier(s) who best meet(s) your award criteria. During a further competition, suppliers may be able to offer discounted rates than those provided in their framework prices. A successful further competition does not need to be complicated, or take a long time, but will take some planning and consideration. A direct award is an award made directly to one supplier without any further competition from other suppliers. There are many ways in which you can identify your chosen supplier, including their prospectus document, which can be used to determine the most economically advantageous solution, in line with the direct award criteria for the Framework. Fees for a direct award should be based on maximum framework prices. Direct awards are normally very quick to carry out, as you can engage with your selected supplier directly. A direct award can be advantageous if you need to engage a supplier quickly and you don’t have time for a further competition. Supplier engagement Early engagement with suppliers before issuing tender documents can help suppliers better understand your needs, whilst helping you E

Features and benefits of using the CCS Permament Recruitment Framework Compliant route to candidates for permanent roles via recruitment agencies Flexibility for hiring managers and departments to choose how and who they engage with from the supplier list Access to capable suppliers leading to increased fill rates and avoidance of repeated campaign costs Ability to direct award – saving time and cost of competing all requirements Capped maximum rates, protecting contracting authorities to market increases Mandatory Core Services covering the identification, attraction, evaluation and offer stages of recruitment activity Access to Core Services in modular fashion Access to non-core modular services covering Strategy and Planning, Talent Development Services, Technology Service, Project PRO etc. Attraction methods (social media, microsites, job boards etc.) built into the cost of the services – no hidden costs Requirement for suppliers to work towards Civil Service Diversity & Inclusion requirements and help contracting authorities to achieve their own D&I ambitions Suppliers required to develop Employer Value Proposition (EVP) to ensure contracting authorities are attractive to the candidate market Supplier Specialisms detailed to ensure access to niche and boutique specialist recruitment agencies including SMEs Discounts built into the pricing for volume and multiple hires Support from the Crown Commercial Service customer team and framework management team is available Management Information is available on demand for all customers to detail reported spend and market analysis Consistent Terms and Conditions Dedicated supplier management from CCS, with KPIs at framework and calloff level Civil Service Recruitment Principles built into the framework

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Delivering Facilities and Workplace Management Solutions Systems, data analytics, performance management, and technological innovation are at the core of our facilities management and workplace solutions. We provide public sector organisations with the data insights to help them towards a fully optimised estate. VISIT BELLROCK.CO.UK FOR MORE INFORMATION Bellrock Property & Facilities Management has been named as a supplier on Crown Commercial Service’s Facilities Management and Workplace Services Framework, RM6232, TFM Lots 1a / 1b and Hard FM Lots 2a / 2b, and Crown Commercial Service’s Estate Management Services (EMS) framework, RM6168, Integrated Workplace Management Lot 7.


Call-off duration Call-off contracts can be of any duration, providing they expire/conclude no later than four years following the framework’s expiry date. Where the duration of the services is to coincide with the end of a project instead of a specific date, you should provide an indicative only date to suppliers, for planning and reporting purposes.

Recruitment Frameworks

During this call, you can share further details of your requirement with suppliers. During this call, suppliers will have the opportunity to ask questions based on your requirements. If suppliers do not respond to your EOI or decline their interest, you do not need to invite them to main tender.

Developing your award criteria Your award criteria set out how you intend to evaluate the tender submission of each supplier or select a supplier for a direct award. You will need to clearly outline your intended award criteria in your tender documentation so that suppliers understand how their tender will be evaluated before submitting a bid. You should award your call-off contracts on the basis of most economically advantageous tender (MEAT). For each direct award and further competition call, you will need to apply the following award criteria: Price - a minimum of 10 per cent and maximum of 90 per cent of total available evaluation scores (relative weighting percentage), and Quality - a minimum of 10 per cent and a maximum of 90 per cent of total available evaluation scores.

Each supplier has developed an up-to-date prospectus setting out information on their organisation and details of their experience and expertise in relation to each specialism they provide. Prospectuses should be used to select suppliers for direct awards and can be used to invite suppliers to EOIs and further competitions  develop a more focused specification. This could lead to a more efficient tendering process and has the potential to increase supplier interest, attract innovative solutions and reduce potential clarifications. If sharing sensitive information, you may want the suppliers to sign a non-disclosure agreement (NDA). You need to ensure that you retain control of your requirements and that they are not dictated by suppliers or provide an unfair advantage to one particular supplier. Capability Matrix There are a number of ways available to help you identify the right supplier(s) for your requirements. The Supplier Capability Matrix is a table that identifies which supplier is able to offer each of the core/non-core modules for the professions and regions you wish to recruit to. Currently available as a spreadsheet,

an interactive tool is in development and is expected to be available to download from the CCS website in July. Prospectuses Each supplier has developed an up-to-date prospectus setting out information on their organisation and details of their experience and expertise in relation to each specialism they provide. Prospectuses should be used to select suppliers for direct awards and can be used to invite suppliers to EOIs and further competitions. Expression of Interest (EoI) EoIs can be very useful at shortlisting suppliers to invite to a further competition, understanding supplier’s capacity and capability restrictions and also gauging any potential conflicts of interest. Following an EoI, you are able to invite suppliers to attend a conference call.

Direct award criteria When evaluating price in your direct award procedures, you may consider framework prices and the likely time it may take a supplier to undertake the work. When evaluating Quality, you should include an assessment based on the relevant sections of the prospectus such as overview, social value and applicable pecialisms. Further competition award criteria When evaluating price in your further competition procedures, you may consider life cycle costs, cost effectiveness and price, and price and running costs. When evaluating quality in your further competition procedures you should concentrate your questioning on those areas which differentiate between each supplier. Running further competition To run a further competition, you will need to clearly define your requirements and determine which lot is most suitable for these requirements. If needed, you can issue a request for information, though this is optional. You should develop tender documents and establish a timeline for your procurement. You can then identify the suppliers who are able to meet your requirements - you can use the supplier capability matrix for this. If necessary, you can issue EOI, though again this is optional. Once you have identified capable suppliers, you should issue tender to these suppliers and then evaluate their responses. Then you can award a contract to the E

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Fusion People Limited are proud to have been named as a supplier on Crown Commercial Service’s RM 6229 framework.

Established in 2003, we have a long record of providing staff to our Clients across the primary categories within the framework including: Commercial & Procurement Communications Digital, Data & Technology Finance HR Operational Delivery Project Management & Delivery Property

WHAT WE DO We believe that to find the right people, you need the right people. That’s why our consultants work in the industries where they have contacts, experience and knowledge. Our teams are built of experienced professionals who know their market inside and out. That translates to better, more reliable recruitment that you don’t have to worry about the details of - our specialists have it covered. Our team has grown to where it is today by focusing on people - the people in our team, the people we recruit and the people we work with, that’s what makes the difference for us. Find out more and experience the Fusion People approach by emailing ccsperm@fusionpeople.com with your requirements


You have a number of similar requirements (matters) that can be included in an overarching call‑off contract You feel that a competition will help you differentiate between suppliers in terms of the quality of their ability to act in your matter

Recruitment Frameworks

You should consider a further competition if:

You feel that a competition will be able to demonstrate savings that will exceed the cost of the time spent in running the procurement There are a number of suppliers that could undertake the work to an acceptable quality standard, in around the same amount of time

 successful supplier and notify the unsuccessful suppliers. You can also include an optional 10‑day standstill period before award. Running direct award To direct award without holding a further competition, you should develop your specification and review the supplier capability matrix to determine which suppliers are capable of meeting your requirements. You should then develop your direct award criteria and apply it to the prospectuses for each capable supplier to establish which supplier provides the best value for money. Once you have done this, you can contact the supplier that you have selected and provide them with your specification so that they can complete their conflict of interest checks and confirm that they have the relevant capability and capacity. After this, you can award the call-off contract with the supplier by sending a completed and signed Framework Schedule 6 Order Form Template and Call-Off Schedules. Your chosen supplier should then promptly sign and return the order form template (this can be done electronically). Social value Regardless of which call-off procedure you use, you will need to consider the inclusion of Social Value, which is defined through the Public Services (Social Value) Act 2013. This requires all public sector organisations and their suppliers to look beyond the financial cost of a contract to consider how the services they commission and procure can improve the economic, social and environmental wellbeing of an area. The key social value priorities set out in this framework are effective stewardship of the environment; tackle workforce inequality and improve diversity; and improve health and wellbeing. Each supplier has committed to delivering against these policy outcomes in each call-off contract under this framework, and has provided information on their social value commitments in their prospectuses. Proportionate commitments Ask suppliers to outline what they are willing to commit to in the delivery of your social

value priorities during your evaluation. You should consider what would be an appropriate and proportionate commitment from them whilst fulfilling your requirements. This commitment will form part of your calloff contract. However, when you decide to evaluate social value, you should ensure that this is proportionate to the value of your contract and your individual requirements. Buyer responsibility/ Internal approval Prior to engaging a supplier, you should also ensure that you are complying with your organisation’s own governance process. Be advised that you should take any legal advice you feel is appropriate throughout the process, including when deciding on the type of award procedure to use and when drafting your tender documentation, call‑off contract, pricing schedule and award questions. Before engaging external recruitment support, you also need to make sure that you have the necessary authority and the necessary approval to continue through the process. Depending on the organisation you work for, the approval process can be different – your commercial or procurement team should be able to advise you on this. Generally, you are likely to need approval for a business case and budget from the relevant stakeholders. These stakeholders are likely to include a business stakeholder, HR, budget holder and commercial or procurement team. About CCS The Crown Commercial Service commercial agreements use competition among suppliers to increase quality and value. In 2019/20, CCS helped more than 18,000 customers achieve commercial benefits totalling over £1 billion of public money by using its framework agreements. L FURTHER INFORMATION

You are seeking to understand the different ways that suppliers could approach the matter, and the benefits each could have (for example, use of automation or process workflows for more routine matters) Your requirement/project will be ongoing for a number of months or even years You wish to engage a number of suppliers as a result of the competition (such as co-partnering) You should consider a direct award if: You have a number of similar requirements (matters) that can be included in an overarching call‑off contract You feel that a competition will help you differentiate between suppliers in terms of the quality of their ability to act in your matter You feel that a competition will be able to demonstrate savings that will exceed the cost of the time spent in running the procurement There are a number of suppliers that could undertake the work to an acceptable quality standard, in around the same amount of time You are seeking to understand the different ways that suppliers could approach the matter, and the benefits each could have (for example, use of automation or process workflows for more routine matters) Your requirement/project will be ongoing for a number of months or even years You wish to engage a number of suppliers as a result of the competition (such as co-partnering)

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Design Build Feature& Heading

Five hundred homes in Agar Grove in North London are being redeveloped by Camden Council – the project is reported to currently be the largest Passivhaus development in the UK

A new era of low carbon and energy-saving dwellings While the Passivhaus standard for buildings has been around since the 1990s, it is finally beginning to gain traction in UK, with many examples of local authority building projects being constructed to the energy-saving standard The UK’s built environment is responsible UK Passivhaus projects for 25 per cent of the UK’s greenhouse Camden Council is in the process of gas emissions. With government targets for re‑developing 500 homes in North London, the country to be net zero-emission by 2050, known as Agar Grove, which is reported to more environmentally friendly methods of currently be the largest Passivhaus development design and construction are being sought to in the UK. address the issue, as well as more efficient The project, which won in the Large Projects ways to heat and cool buildings. category of the UK Passivhaus Awards 2021, Passivhaus is an international design recently reached a new milestone with standard, which cuts energy use the ‘topping out’ of the latest from buildings and delivers phase of 125 homes. s au high standards of comfort The form of the Passivh n and health. Developed building is efficient, a s i sign e in Germany in the early allowing insulation d l a n io t a n 1990s, the design thicknesses below r h e c t in , whi m d r standard uses very little those conventionally a d n a fro st e s energy for heating associated with u y erg and cooling, instead Passivhaus. Achieving cuts en gs delivering using a ‘whole building’ the airtightness on this n i f d l bui ards o d approach to construction, scale is easier in many n a t s high fort and based on the principle respects, but much harder com lth that reducing heating loss to test. To achieve the to a minimum is the most required levels of airtightness, hea cost-effective and robust way of the construction team undertook achieving a low carbon building. the largest ever pressure test of its kind Key passivhaus features include insulation, in the UK. The air test took a full day, with eight stringent levels of airtightness, minimal separate fans and miles of cabling and pressure thermal bridging, solar optimisation, and tubes across the complex shape and layout of mechanical ventilation with heat recovery. the building.

Michelle Christensen from Camden Council said: “We are determined to tackle fuel poverty and reduce CO2 without the need for complex energy systems with high lifetime costs. The Passivhaus approach provides thermal comfort and air quality in a way that alternatives do not match. Although this can increase the initial capital costs, Camden Council – as both developer and landlord – believes that it will see the benefits of this approach, in higher build quality and reduced maintenance costs over the lifetime of the buildings.” Powys County Council has completed a £1.3m development in Sarn, Wales. It was the first social housing to be built for the local authority in 30 years and the first ever to meet Passivhaus conditions. The development was highly commended in the Constructing Excellence in Wales Awards. The seven energy efficient homes – a mix of two-bedroom bungalows and two-bedroom and threebedroom houses used low energy construction methods and included sustainability features such as solar panels and mechanical heat ventilation recovery systems that reduce running costs for tenants. The project also used Welsh-grown wood for the timber frame, while cellulose fibre insulation, manufactured from recycled newspaper, was used to reduce E

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Millions of people are at risk of the deadly consequences of conflict in Ukraine. People are fleeing their homes and families are being separated. Many are going without food or clean water. We must get critical support to those who need it most, in Ukraine and its bordering countries.

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Keeping in touch Your support makes a life-changing difference to people in crisis. We write to our supporters to update you about the work of the British Red Cross, and how you can help and donate in other ways. You can change the way we contact you at any time by visiting redcross.org.uk/keepingintouch or calling Freephone 0800 2800 491. Privacy statement The British Red Cross is committed to privacy and will use personal data for the purpose it was collected or other legitimate purposes we tell you about: for example, to provide goods, services or information you have requested or to administer donations or services we provide. We may also analyse data we collect to better understand the people who support us or those who use or deliver our services. Sometimes this means us combining that data with information from reliable public sources. Our research allows us to tailor communications and services in a more focused and cost-effective way, as well as better meeting your needs and the needs of others like you. However, we will never do this in a way that intrudes on personal privacy and will not use your data for a purpose that conflicts with previously expressed privacy preferences. For full details about how we use personal data, our legal basis for doing so and your privacy rights, please see our privacy notice online at redcross.org.uk/privacy. The DEC Ukraine Humanitarian Appeal will support people in areas currently affected and those potentially affected in the future by the crisis. In the unlikely event that we raise more money than can be reasonably and efficiently spent, any surplus funds will be used to help us prepare for and respond to other humanitarian disasters anywhere in the world. For more information visit https://donate. redcross.org.uk/appeal/disaster-fund *Texts cost £10 +1 standard message (we receive 100%). For full T&Cs visit redcross.org.uk/mobile, must be 16+. The British Red Cross Society, incorporated by Royal Charter 1908, is a charity registered in England and Wales (220949), Scotland (SC037738), Isle of Man (0752) and Jersey (430).

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 plastic. Speaking about the commendation, Powys County Council’s Deputy Leader Cllr Matthew Dorrance said: “This brilliant and ground‑breaking development has been built to the exceptionally low-energy Passivhaus standard which will help to cut carbon emissions while tenants will have lower energy bills.” Meanwhile, the London Borough of Hounslow has submitted plans for building approximately 900 Passivhaus homes, as part of its plans for redeveloping its Convent Way housing estate in Heston. The 900 homes of the project are aiming for Passivhaus certification. The redevelopment of the estate will help set a new urban dwelling standard for the London Borough of Hounslow integrating Passivhaus design, landscaping, sustainable transport, and building quality. The project is currently at the pre‑planning consultation stage and has yet to receive planning permission. A spokesperson from the project’s lead architect Bell Phillips Architects, said: “Delivering Passivhaus homes set within new parks, streets and well-connected green infrastructure is a significant and challenging aspiration on such a constrained site. “The design will foster a high quality of life for residents, create a cohesive and safe community and will be highly sustainable in line with zero carbon policies.” Passivhaus Bill proposed in Scotland A proposal for a Bill is out for consultation in Scotland which calls for all new housing in Scotland be built to the Passivhaus standard or to a

Passivhaus, net zero and retrofit An independent organisation that promotes the adoption of Passivhaus in the UK, the Passivhaus Trust celebrated its twelfth anniversary with a hydrid debate on net-zero, retrofit and the latest lowcarbin home developments

E

Design & Build

London Borough of Hounslow‘s plans for its Convent Way redevelopment includes 900 Passivhaus homes

time for the country.” Scottish equivalent. The Bill would apply to The Domestic Building Environmental every new home built by councils, housing Standards (Scotland) Bill is out for associations or the private sector. consultation until 27 July 2022. In June 2022 the Scottish Government announced its Building a net zero future Cost of living crisis strategy for new build homes, outlining its With the climate emergency and cost of proposals for new building regulations, which living crisis impacting our everyday lives, the aim to ‘cut emissions of all new-build homes efforts to create energy efficient buildings is by nearly a third’. However, the proposals do now more pressing than ever. Thanks to the not include the Passivhaus standard, which mechanical ventilation and heat recovery industry professionals say is a tried and tested system in a Passivhaus designed building, as solution to deliver net-zero-ready homes. well as clever design features, only minimal Alex Rowley, MSP for the Mid Scotland heating is needed to be comfortable to and Fife Region, who proposed the Bill, live in. This helps to slash energy bills for said: “While we welcome the direction the occupants and reduce the buildings impact on Government are working in, the proposed the environment. new standards do not go far enough to While industry is rising to the challenge of tackle inefficient housing and energy efficient buildings, Sarah Lewis, reduce greenhouse gas Education & Policy Director at the emissions. They also Powys Passivhaus Trust argues that miss a crucial aspect C ounty the government needs to do of our Bill which is Council more. She said: “If we are to the need to close h a s complet live within the means of our the ‘performance ed global system, we need to gap’”. He goes developma £1.3m radically reduce the energy onto say “Unless e n t in Sarn, Wa demand of our existing we introduce les. It wa the first s buildings. The industry is a verification beginning to rise to the process for energy meet Pa ever to challenge – but to drive this ssivhaus efficiency, any conditio forward at the scale and speed changes to building ns required, we need clear strategies regulations will remain from Government to set agendas, inaccurate due to the gap shape public discourse, and ultimately in what an EPC rating suggests mandate action.” a building can achieve in terms of energy Indeed, as increasingly more buildings are efficiency and what it actually achieves. It developed to the Passivhaus standard, and is a welcome improvement but it does not the environmental benefits continue to be bring the standard of modelling and testing recognised, the UK will get closer to achieving up to the same standard as Passivhaus its net-zero ambitions. L quality standards”. Sarah Lewis, Research & Policy Director at the Passivhaus Trust, said: “When FURTHER INFORMATION many worry about the cost of living and accelerated cost of household energy bills, this proposal could not come at a better passivhaustrust.org.uk

Powys County Council’s £1.3m Passivhaus development in Sarn, Wales has seven energy efficient homes that use low energy construction methods and feature solar panels and mechanical heat ventilation recovery systems that reduce running costs for tenants

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Fire SafetyHeading Feature

Building on fire safety New and existing buildings need to ensure compliance with two separate pieces of legislation - the Building Safety and Fire Safety Acts - which meet recommendations from Phase 1 of the Grenfell enquiry. The Building Safety Pledge, which sets out the principles under which life-critical fire-safety issues on buildings of 11 metres and above will be remediated and is currently signed by 48 developers, will soon be a legal requirement

Five years on from the Grenfell Tower disaster, the Building Safety Act 2022, which ushers in the biggest swathe of regulatory changes to the UK built environment in almost 40 years, became law in April. The 262-page document aims to reduce safety risks related to fire spread and structural failure through greater planning scrutiny, increased regulation of professional competence and the creation of new statutory roles during the design and construction of ‘higher-risk’ buildings. It runs alongside the Fire Safety Act, which finally came into force on 16 May 2022, over a year after it received Royal assent. Comprising four brief sections, the Fire Safety Act has significant ramifications for ‘Responsible Persons’ as it essentially extends

improvements to fire safety guidance form the scope of fire risk assessments to assess part of the wider update to tighten the safety of a building’s external wall building regulations and provide system (including attachments clearer fire safety rules for the such as balconies) on any The design or construction of building with two or more Building residential developments. residential premises, The latest changes meet including hospitals Safety A c recommendations and care homes. The t 2022 aim from Phase One of the Act also introduces s to reduce s Grenfell Tower Inquiry. a requirement to related t afety risks Under the regulations, assess fire doors in o fire spr responsible persons both communal and ead and stru for high-rise residential flat entrances. ctural buildings will be required failure to provide their local fire Guidance and rescue services with upAt the same time as the to-date electronic E Act comes into force, new

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Fire Safety

The Building Safety Act: What you need to know David Bebb and barristers Michael Levenstein and Simon Kerry of Gatehouse Cambers discuss the new Building Safety Act and what it means for the construction industry.

 building floor plans and to place a hard copy of these plans in a secure information box on site. Local fire services will also be provided with up-to‑date information about the design and materials of a high-rise building’s external wall system, and the level of risk that the design and materials of the external wall structure gives rise to. Responsible persons Responsible persons will also have to carry out monthly checks on the operation of lifts intended for use by firefighters, evacuation lifts, and the functionality of other key pieces of firefighting equipment, with regular checks on fire doors and flat entrance doors also required for buildings of more than 11 storeys. Other updates include a requirement of wayfinding signage to make it visible in low light or smoke. A Fire Risk Assessment Prioritisation Tool, designed to help responsible persons prioritise the review of the assessments required under the new legislation, has been made available. While use of the tool isn’t mandatory, health and safety expert Katherine Metcalfe of Pinsent Masons said: “The Fire Risk Assessment Prioritisation Tool is backed up by Article 50 guidance, which has a special legal status. If you use the tool, you will be well placed to demonstrate compliance with fire safety law.” Responsible persons will need to ensure that asset information is fully up to date, with all fire safety records monitored and procedures in place to ensure equipment such as fire extinguishers, sprinkler systems, alarms and other safety mechanisms are in operational condition at all times. John O’Sullivan, technical director for fire consultancy at Bureau Veritas Inspection, said: “With these new changes now officially law and risk assessments to be scrutinised by Fire

E

housebuilders. Clark expects these to be and Rescue Services, the onus for building signed ‘within a month’. safety is now firmly placed on the shoulders of Under the Building Safety Act, duty holders. It may seem like a daunting task leaseholders are now protected to keep on top of the regulations, but in law from unfair bills to it’s an essential one.” Under make their homes safe Fire safety considerations the Build and a regulatory regime need to be implemented Safety A ing is planned. Following at every stage of building ct, leasehold the Grenfell Tower development and ers are n tragedy, the maintenance. With p r o otected in w government has the current backlog of unfair bil law from been clear that it maintenance work that expects developers needs to be actioned, their hom ls to make e to bear the brunt public sector building s s a f e a a regulat of recladding managers need to ensure ory regimnd costs. However, in that fire safety compliance e is planned all probability, this will is kept up to date and that any be closer to a 50/50 split upgrades to existing buildings between developers and the prioritise safety. taxpayer. In April, agreements were reached that Enforcement plans will see industry contribute £5 billion – an Government plans to enforce the parts of estimated £3bn through the Building Safety the Act have now become slightly clearer Levy and a further £2bn through the Building as the current Levelling Up Secretary Greg Safety Repairs pledge – a commitment by Clark announced that contracts to turn the major developers to remediate life critical fire Building Safety Pledge into legally binding safety works in buildings over 11 metres. E requirements have been sent to major

Fire safety considerations need implementing at every stage of building development and maintenance. With the current backlog of maintenance work that needs to be actioned, public sector building managers need to ensure fire safety compliance is kept up to date and that any upgrades to existing buildings prioritise safety www.governmentbusiness.co.uk | BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT

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FURTHER INFORMATION Fire Safety (England) Regulations 2022 https://tinyurl.com/mrxr45um Fire Safety Act prioritisation guidance https://tinyurl.com/2zm64tfc Fire Risk Assessment Prioritisation Tool https://tinyurl.com/379tcbva

Fire Safety

Who has signed the building safety pledge? Developers making this commitment have also agreed to reimburse any funding received from government remediation programmes in relation to buildings they had a role in developing or refurbishing. These agreements were reached following constructive discussions with developers and the Home Builders Federation and will protect leaseholders from the costs of remediation of life-critical fire safety defects. In moves to turn the pledge into a legally binding contract, Greg Clark announced the Developer Remediation Contract and said: “I will make it available for comment for 4 weeks, after which the contract will be finalised. The faithful translation of these pledges into action is essential to the reputation for dependability that such an important sector of our economy must maintain. “Nor will there be backsliding on the £3 billion building safety levy. The taxpayer is contributing £5 billion towards fixing those buildings which have been left orphaned by absentee developers: the industry must pay its share too. The levy will be raised against all qualifying projects in England, and companies and firms who headquarter themselves overseas will pay it, as well as home-grown developers. Ensuring that this funding is available to all affected buildings is essential to re‑building confidence in the sector. “The approach to industry contributions and leaseholder protection has the strong and unambiguous support of all parties in parliament.” L

Out goes Lord Greenhalgh as fire minister As Minister of State for Building Safety and Fire, Lord Greenhalgh has been responsible for overseeing the building safety programme, the Grenfell Tower recovery process and re-housing issues, the Public Inquiry into the Grenfell Tower tragedy itself and also tackling abuses of the leasehold and freehold systems. News of Lord Greenhalgh’s resignation came on Friday 8 July as he became one of over 50 MPs to stand down from Johnson’s presiding Government. In a letter to Johnson, published on Lord Greenhalgh’s popular Twitter feed (@team_greenhalgh), the former Deputy Mayor for Policing and Crime in London noted: “I have worked hard to ensure that a tragedy like Grenfell never happens again. The Building Safety Act is the landmark legislation that delivers on this mission. This Act of Parliament has brought about the biggest changes to building legislation in our history. It not only addresses the total building safety

Lord Greenhalgh has overseen the building safety programme

Lord Greenhalgh regulatory system failures head on, but also protects leaseholders who are the victims of the building safety crisis.” He added: “As Fire Minister, I set out the most comprehensive plans for reform in decades through the Government’s Fire and Rescue Service White Paper.”

In comes Sarah Dines The Government moved quickly to replace him with Sarah Dines. In a meeting at the Home Office, Ian Moore, CEO of the Fire Industry Association met with Lord Greenhalgh and Dines to discuss the work the fire industry is doing to support the Ukrainian humanitarian relief project. Moore thanked Lord Greenhalgh for his contribution to the fire industry to date. Prior to the reshuffle, the MP for Derbyshire Dales was assistant government whip, criticised recently for her handling of groping allegations involving her (then) superior, assistant chief whip Chris Pincher.

Sustainability & Fire Safety: What’s the link? Fire Safe Europe organised a webinar bringing together European Institutions, key stakeholders, and academic partners to investigate current challenges and establish a pathway to connect fire safety and sustainability.

Sarah Dines

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Conferences & Events Feature Heading

Benefit from getting back to live events After enduring the shutdown of the events industry through COVID, GB looks at the up-and-coming conferences & exhibitions of interest to the public sector

Businesses Awards. The reinsurance After grinding to a halt during lockdown, scheme is scheduled to end as more than 440,000 conferences planned on 30 September in and meetings worth £4.9bn The line with the Government’s took place across the Live Even Living with Covid plan. UK from May last year, according to the Reinsura ts Events strategy annual UK Conference Scheme, nce in Wales and Meeting Survey w h ich closes in A new strategy to help (UKCAMS). create jobs and spread The UK entered has paveSeptember, d economic prosperity has lockdown on 23 March t h e wa for a bus been launched today by 2020 to curb the spread y summe y Wales’ economy minister, of Covid-19, but small r events se ason Vaughan Gething. business events for up to 30 The National Events were permitted to run between Strategy for Wales 2022-2030 late July and October of that year, builds on the unprecedented growth before the second wave took hold. of events in Wales over the past two decades. This prompted the Government to apply its During that time, Wales has supported major ‘Step’ system in January 2021, which enabled international events such as the Ryder Cup in restricted capacity events to run from May 2010, Womex 2013, the NATO summit in 2014, before a full unlocking took place in July - cut Ashes Tests, the UEFA Champions League Final short at the end of November as the ‘Omicron’ in 2017, and stopover of the Volvo Ocean Race variant spread, writing off December for many in 2018. organisers and venues. The new strategy has been developed in partnership with the events industry and is Live events reinsurance designed to encourage outstanding, crossThe Government’s Live Events Reinsurance Wales events that support the economic, Scheme, which closes in September, has paved social, cultural and environmental well-being the way for a busy summer events season, of people, places and the planet. It is aimed at giving event organisers the ability to insure ensuring that events expand on the contribution against the most severe coronavirus-related risk. they make to the seven goals of the Well-being The Government acted as a reinsurer to support of Future Generations (Wales) Act. names such as Munich Re, Beazley, Arch, Dale The strategy recommends identifying and Underwriting Partners, Hiscox and Ark. promoting Wales’ natural assets, such as The scheme has already provided over £100 coastlines and landscape, so they can be built million worth of cover. Events supported across into the delivery and promotion of events in the UK include Wimbledon, The BRIT Awards, Wales. Birmingham’s Spring Fair and the London Art Gething, said:“Wales is well known for Fair. It has also supported important community our warm Welsh welcome and outstanding events such as the Shaftesbury Book Fair, the hospitality. What has been achieved in the last Cardiff Half Marathon and the Gloucester Quays twenty years in terms of hosting and delivering Christmas Outdoor Ice Rink. events in Wales is nothing short of remarkable. In the West Midlands, events totalling £13 From being a new and relatively unknown host million have been covered, including the and generator of events – we’ve now reached a National Running Show and MACH 2022 at stage of maturity with extensive experience and Birmingham’s National Exhibition Centre. More an impressive list of successes as part of our than £3 million has been spent towards events reputation as an events host. in the North West, including Virgin Radio’s Big “Covid, of course, interrupted this growth, Thank You Tour and the Federation of Small

and the impact of the pandemic cannot be underestimated. The events sector was one of the first to close, and last to open. The importance of events to the visitor economy and the well-being of the nation was recognised by the support the Welsh Government provided to the sector under the Cultural Recovery Fund and the close, open and robust engagement we had with stakeholders during the pandemic. “That level of engagement and vital cooperative working between the sector and Government was one of the few positives that came from the pandemic. Our work will now continue to draw on the partnerships forged over the last two years – this is a strategy for the whole sector – for us to deliver together – and make amazing things happen in unusual and unlikely places.” Sustainable future Meanwhile, events industry sustainability body isla is seeking nominations to expand its advisory board, ensuring it is as representative as possible of all industry stakeholder groups. The advisory board was created to contribute to isla’s primary aim of supporting the events sector’s transition to a more sustainable future. The expansion aims to provide insights and sentiments from across a variety of sector and stakeholder groups and organisations, driving increased collaboration. Anna Abdelnoor, CEO and co-founder, commented: “Collaboration is fundamental to ensure a common vision as we advance our industry. We want to create an inclusive, representative, and committed advisory board to enable us to better inform, and accelerate, the work we’ve achieved since our launch in September 2020.”

FURTHER INFORMATION Live Events Reinsurance tinyurl.com/5adshck6 Wales Event Strategy tinyurl.com/2kmmkchj

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As supply chains continue to deal with unforeseen challenges, IMHX offers an opportunity to see the latest equipment in action, form strong industry connections and discover next-generation technology. New for 2022 is The Sustainability Zone, which will provide insights into how to enhance the sustainability of logistics operations. This year, the conference is themed ‘Sustainability – People, Innovation & Infrastructure and Technology’.

Big Data LDN 21-22 September Olympia London The programme at data & analytics conference and exhibition Big Data LDN has been curated with the entire data team in mind, from AI to Data Ops. Attendees have access to free onsite data consultancy and interactive evening community meetups, with the event featuring over 100 leading technology vendors, 200 expert speakers in 12 conference theatres and real-world use-cases. FURTHER INFORMATION www.bigdataldn.com

FURTHER INFORMATION www.imhx.net

RWM / Letsrecycle Live 14-15 September NEC Birmingham Waste and recycling services are among the most visible services councils run. RWM and Letsrecycle Live give local authority environmental and waste management professionals a chance to talk directly with suppliers, service providers, manufacturers, retailers, Government officials and other local authorities. Six zones will each feature dedicated seminar theatres and exhibitors with the latest recycling & waste management solutions. Also taking place is Contamination & Geotechnical Expo, which gives environmental professionals the opportunity to further the diagnosis, management and remediation of contaminated land. Flood Expo serves as a platform to improve flood management, flood prediction, prevention and response, sustainable urban drainage, natural flood management, civil engineering and water preservation.

Emergency Services Show 21-22 September NEC Birmingham The Emergency Services Show is the UK’s annual showcase for the blue light sector, featuring over 450 exhibitors, live demonstrations, earning opportunities and networking opportunities. The two-day event brings together all disciplines from the emergency services sector and features over 90 CPD accredited seminar sessions across five theatres – Emerging Technologies, First Responder, Health & Wellbeing, Lessons Learnt and The Future Policing Theatre. FURTHER INFORMATION

UK Construction Week Birmingham 4-6 October NEC Birmingham A dedicated Net Zero area at UK Construction Week will showcase the latest innovations to help make the built environment become more sustainable. The ZERO Workshop Hub will focus on digital tools, methods and skills that improve the performance of projects and lead to lower emissions. The hub will also explore material selection, construction plant, equipment, transport and the role of technology and digitalisation in these areas.

Conferences & Events

IMHX 2022 Logistics Solutions Show 6-8 September NEC, Birmingham

FURTHER INFORMATION www.ukconstructionweek.com Employee Benefits Live 5 October ExCeL London For all HR professionals, Employee Benefits Live is a two day event which offers an extensive editorially-driven conference and exhibition, providing insight to the HR industry. Speakers include Dr Antonia Dietmann, head of employee engagement at the Ministry of Justice and former special forces operative Ollie Ollerton. FURTHER INFORMATION

www.emergencyuk.com

www.employeebenefitslive.co.uk

International Cyber Expo 27-28 September NEC Birmingham

The Care Show 12-13 October NEC Birmingham

Taking place alongside International Security Expo, this year International Cyber Expo expands into a dedicated hall, creating a meeting place for CISOs, CTOs, government officials and cyber security specialists to connect and source products from the thriving cyber security market. The seminar programme features experts focused on protecting multinational businesses, government and critical national infrastructure.

The Care Show brings together the key thought leaders and suppliers in the care sector. Over two days, the comprehensive programme educates, inspires and provides an opportunity to meet other influential professionals across different social care offerings. The conference programme delivers accredited CPD education with the exhibition space featuring over 200 suppliers and places for networking.

FURTHER INFORMATION www.rwmexhibition.com www.contaminationexpo.com www.thefloodexpo.co.uk

Connected Britain 20-21 September Business Design Centre, London Connected Britain explores how next generation broadband technologies are enabling new opportunities for industry verticals, businesses, communities, and individuals. It covers the technology, regulation and investment environment for the rollout of next generation networks in the UK. Speaking is Jon Burt, Lead Enterprise Architect, Greater Manchester Combined Authority. FURTHER INFORMATION tinyurl.com/4n9xksmw

FURTHER INFORMATION www.internationalcyberexpo.com

FURTHER INFORMATION www.careshow.co.uk

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Conference & Events Founded in 1473, St Catharine’s College offers both modern and historic venues for conferences, events and fine dining located in the heart of Cambridge.

Excellent customer service, unique venues, sustainable practices and innovative menus. www.caths.cam.ac.uk/conferences conference@caths.cam.ac.uk 01223 336433

Why Local Authorities love Pictorial Meadows...

Save maintenance costs Requiring just one cut a year, meadowed landscapes can offer considerable maintenance savings compared to grass lawns.

Support biodiversity goals Featuring a variety of successionally flowering plant species, a Pictorial Meadow offers pollen and nectar availability over an extended season

Support mental wellbeing Nature connectedness is associated with lower levels of poor mental health. With forgotten communities less likely to live near nature, a Pictorial Meadow can make all the difference.

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www.PictorialMeadows.co.uk 01142 677 635


The Events Industry Council Centre for Sustainability and Social Impact has released new Sustainable Event Standards with the aim of improving environmental and social responsibility in the events industry

The global events industry has the ability and responsibility to drive meaningful change, create welcoming communities and improve society through actions. The Events Industry Council’s (EIC) Centre for Sustainability and Social Impact, dedicated to providing globally relevant resources that champion the adoption of sustainable and socially impactful practices, has launched an enhanced version of its Sustainable Event Standards, a set of eight standards designed to assess events and industry suppliers in support of environmental and social responsibility. Originally created in 2019 to replace the APEX/ASTM Environmentally Sustainable Meeting Standards, the Sustainable Event Standards provide guidance and metrics for event professionals at all stages of their sustainability journey. They also contain the necessary support to implement and measure sustainable practices. EIC began a consultation process in 2019 to review the standards, including surveys, webinars and sessions with key contributors. In total, more than 300 individuals from over 20 countries provided feedback, including members from more than 20 industry associations.

The Sustaina Event St ble provide gandards and met uidance event pr rics for at all sta ofessionals ges of journey their

Education, tools and resources The updates include a new Foundations Level, which replaces the ‘Industry Wide Criteria’ and has a greater emphasis on education, tools and resources to support adoption. Criteria, assessment and guidance have been updated for greater flexibility for regional adaptation, and have been expanded in areas of diversity, equity and inclusion, accessibility and climate action. Points values were also adjusted to reflect materiality and investment. A new integrated property standard has been introduced to incorporate elements of the accommodation, venue and food and beverage standard for properties that offer all three services. A new certification model for industry suppliers that now includes a comprehensive audit in the first and fourth years and surveillance audits for

Conferences & Events

Setting sustainablility standards in the events industry a smaller number of criteria for the second and third years was introduced for suppliers. A streamlined process for events using the same suppliers was also added. The Event Standard now clearly indicates the responsibilities for the event organiser and for their suppliers in meeting the standard’s criteria. First Steps Mariela McIlwraith, chief sustainability officer at the Events Industry Council’s Centre for Sustainability and Social Impact, said: “As an industry, we are making some progress in the areas of environmental action and social impact, but the reality is we need to do much more. The standards form a comprehensive framework and provide specific guidance in the areas of organisational management, marketing, communication and engagement, climate action, materials and circularity, supply chain management and social impact.” “We know that for many organisations, getting started in sustainability and social impact can seem daunting. To address this, we’ve introduced a new Foundations Level certificate that provides the guidance needed to develop the policies, plans needed to start the journey. The EIC Sustainable Event Standards are the next step, and through thirdparty auditing, they provide credibility and transparency for our industry’s stakeholders.” Stephanie Glanzer, CMP, Senior Vice President & Chief Sales Officer of MGM Resorts International said: “MGM Resorts International is proud to support the Events Industry Council Centre for Sustainability and Social Impact and the launch of the standards. As MGM Resorts is focused on what matters: embracing humanity and protecting the planet, we are deeply committed to the continued education of sustainability standards within the meetings and event industry. We fully align with EIC on this important initiative and celebrate the future of this partnership.” FURTHER INFORMATION tinyurl.com/4n9xksmw

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Connecting people and places to make the world work better

PEOPLE MAKE PLACES


While the office remains the place for collaboration and decision-making, a working space that encourages people to attend strengthens the value of the office real estate. Visavvi has a track record in creating environments that employees love to use

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The Destination office Interactive collaboration screens One of the biggest frustrations for home workers is the lack of interactive collaboration between colleagues. Touch screen collaboration devices such as the Microsoft Surface Hub, Avocor and Clevertouch provide a large powerful canvas where colleagues work on content, plans and projects together. They provide an experience that cannot be replicated in the home office and actively create the opportunity for professional team interaction.

Over the last two years the Covid pandemic has affected and influenced working cultures on a huge scale. Initially organisations scrambled to equip their employees with technology that enabled them to be productive whilst working from home thus helping drive a video-enabled meeting revolution. Many individuals embraced the improved work life balance, enjoyed more comfortable and attractive surroundings, and gained instant, unrestricted access to tools that improved their productivity and job satisfaction. The lifting of restrictions and an ability to gradually return to the workplace saw the emergence of hybrid working, where employees divided their time between working at home and the office. The traditional office As employers struggle with the challenges of retaining and recruiting talent into their business, ensuring employees are comfortable in their workplace is going to become more and more important, with many UK employees confident that they could easily find a new role if they decided to move company. The challenge is to create workplaces that employees want to go to rather than need to go. Providing attractive, comfortable, informal, flexible and highly effective workplaces will be critical to employee retention, recruitment and morale for the future. Work patterns may have changed but the office remains a centre point for key decision making, collaboration and crucially for building a corporate identity and maintaining team moral. The Destination office In simple terms a Destination office is a location people want to go to, not one they have to. By creating an environment that encourages people to attend a physical workplace, it strengthens the value of the office real estate. The look and feel of the office space should

create a relaxed feeling, one that puts staff wellbeing at the centre of workplace design. The spaces need to reflect modern collaborative workflows and styles including collaboration, meeting, huddle, project, agile, scrum, group and personal video collaboration. Each space needs to be equipped with suitable furniture, decoration, lighting, acoustic conditioning and of course technology that empowers users. Environments need to be comfortable, inspiring, productive, effective, and available. Technology needs to be intuitive, flexible and provide enhanced communication and collaboration capabilities beyond those available when working from home. Key technologies driving Destination workplaces are likely to include: Microsoft Team Rooms and Zoom Rooms Employees returning to the workplace are looking for ways to use the same collaboration tools they have so successfully used at home, within the office environment. Powered by Microsoft and Zoom platforms, any meeting space can be transformed into a professional, feature-rich, video-enabled collaboration environment experience for all participants. As a retrofit to an existing AV system or as a new installation, these certified solutions transform meeting spaces into highly effective collaboration and natural communication hubs. Occupancy management systems Crucially when employees attend the office, they need to know they have a space to work. Likewise, employers need to know if these spaces are used effectively, and which spaces are in most demand. Desk and room booking solutions allow staff to quickly reserve hot desks and meeting rooms easily. Centrally managed and monitored, these solutions allow workplace managers to accurately make decisions regarding future workplace design and utilisation.

Content collaboration Many users will want to use their own device in the meeting room, so spaces need to be designed to facilitate this. Solutions based around bring your own device (BYOD) and bring your own meeting (BYOM) enable laptops to be used as effective, productive collaboration hubs in the meeting room. With solutions such as the Barco clickshare conference, meeting participants simply click and connect wirelessly to in-room displays and videocollaboration devices. Using wireless content sharing positively transforms the user experience and productivity of any meeting space. Immersive collaboration rooms Using immersive, virtual reality technologies creates stimulating and visually stunning environments where users exist within their content as it is displayed around the entire room. Any content can be displayed with ease in these immersive space, creating an environment where meetings become more productive, training sessions become more stimulating, and ideas and designs come to life. Visavvi - an SCC business Visavvi are multi award-winning workplace technology experts and have over five decades of experience designing and implementing ingenious business collaboration environments. With global businesses and large public sector clients, Visavvi harness technology to create intuitive, agile meeting and collaboration environments that people love to use. L

FURTHER INFORMATION www.visavvi.com 0370 606 1100

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Advertisement Feature

Supporting the public sector with hardship payments Sodexo provides flexible voucher choices to suit your requirements, a choice of over 100 retailer brands, an easy-to-use platform backed by award-winning customer support

North Ayrshire Council - provision of free school meal vouchers:

recipients to select from the main supermarket retailers depending on which was local to them. A voucher ordering form was created so the council could easily place orders every two weeks. Once the order was received, parents would receive the vouchers within a 48-hour window or less. To help parents and carers understand the scheme, we created a demonstration video alongside a step-by-step guide on how to redeem their voucher. Our Customer Care team was also on hand to help any parent that had questions. Here’s what Neil McAleese, Business Planning Team Manager for North Ayrshire Council, had to say about working with us: “Our requirement for the services of Sodexo came on the back of the Covid-19 Pandemic. We had to implement a solution quickly which was flexible in terms of frequency of the vouchers, continuing to provide a workable solution for parents, and meeting our own budgetary pressures. Sodexo have been excellent throughout, with fantastic client service managers who provide continuous support. “From the outset, Sodexo were transparent in how they charged for the service which allowed for a streamlined procurement process for both parties. From a parent’s perspective, the choice of retailers has been warmly received and this has undoubtedly contributed to the overall success of our pandemic food voucher programme. Sodexo have provided a flexible, practical and easy system which has been of huge benefit to North Ayrshire families.”

Alongside North Ayrshire, we developed a multi-store voucher solution allowing

Highland Council - free school meal voucher programme:

Last year, the coronavirus pandemic impacted many families across the country. Throughout these unprecedented times, we supported local authorities and educational establishments across the UK in providing much needed support to vulnerable members of their communities. Since March 2020, we’ve worked in partnership with over 150 clients and distributed over 1.3 million free school meal vouchers and over £120 million in funds from public sector bodies in the shape of hardship funds and customer payments. As one of 13 suppliers on Crown Commercial Service’s Voucher Schemes framework, we’re able to continue to support public sector organisations via the provision of food vouchers, hardship payments, free school meal vouchers, local voucher schemes, consumer reward and survey completion incentives. We pride ourselves on our ability to bring people and organisations together in a way that makes a real difference to people’s lives and being on the framework ensures that support continues for our public sector partners. We provide public sector bodies with access to an end-to-end voucher delivery system which is not only secure, but simple to use! All our customers benefit from a fully managed service with dedicated scheme management and customer care support. But don’t just take our word for it, here’s what our customers, North Aryshire and Highland Councils, had to say about working with Sodexo:

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Due to the closure of schools last year, the Highland Council needed to ensure that they could continue to support local families across their county. We worked with them to provide a multi-store digital voucher scheme that would allow vouches to be issued to eligible families to purchase food at their selected supermarket. They placed bulk voucher requests with our team, which were then released to them to be distributed locally to their families by email. Once notified, parents could then log on to our platform to redeem their voucher code for an e-voucher to spend at their chosen major supermarket chain. To ensure that the parents and carers understood how to access the scheme we created a tailored communications campaign which included an e-book, factsheet, and an information sheet for parents. Our Customer Care Team was also available to assist with any queries from the Council’s Welfare Resilience Team and parents and carers. Shelia McKandie, head of Revenue and Business Support for The Highland Council, said: “We knew that we needed to implement a fast-paced solution to support thousands of families in Highland, with minimal disruption for parents and carers. Sodexo have been wonderful to work with throughout the whole process! “The availability of the helpline and how quickly any issues were resolved was a big plus for us. We’ve had really positive feedback from the families we support, across a diverse and vast geographical area, in what has been a really challenging health and economic crisis.” If you’re looking to provide vouchers to specific customer groups - we can help! We provide flexible voucher choices to suit your requirements, a choice of over 100 retailer brands, an easy-to-use platform backed by award-winning customer support. Get in touch today to see how we can support you. You can learn more below L FURTHER INFORMATION Tel: 01908 303477 sodexoengage.com/voucher-schemes ccs.framework@sodexo.com.


Digital Strategy Feature Heading

Levelling up with digital The pandemic forced the government to work more quickly to meet policy objectives through the use of digital technologies. In June, the government announced its Transforming for a digital future: 2022 to 2025 roadmap for digital and data policy. Through the use of digital and data, the policy aims to improve government efficiency and help level up the regions

The roadmap was produced by the Central Digital and Data Office (CDDO) in collaboration with central government departments and digital experts inside and outside of government. It sets out a common cross-government vision for 2025 and includes specific actions that need to be taken to achieve this vision. The minister responsible for the implementation of the policy is Heather Wheeler MP, Parliamentary Secretary for the Cabinet Office – the 12th minister to oversee digital government in less than seven years. She was appointed to this role in February, in addition to her role as an Assistant Government Whip, having previously held positions as Parliamentary Under Secretary of State at the Foreign and Commonwealth Office and Parliamentary Under Secretary of State at the Ministry of Housing, Communities and Local Government. She has been Conservative MP for South Derbyshire since May 2010. Wheeler’s joy Self-proclaimed as being “one up from a Luddite”, Wheeler told Public Technology: “I will struggle to work out where the bit at the back of the computer goes in that does the bit at the front of the computer.” “And I really like using a mouse! I don’t like using that square thing in the middle, with your finger moving it around. So, this has been… [not just about] about transforming civil service: it has been about transforming minister Wheeler! But it’s been a joy – it’s been an absolute joy.” The roadmap is for central government departments and at this stage, is not directly applicable to local government or devolved administrations. The CDDO and the Department

we can see this progress of of Levelling Up, Housing and efficiency in organisations in Communities are working with A the public and private sector local government to help new Di which have become more create alignment with Skills C gital productive after digital these plans by supporting transformation, with reform of local services be crea ouncil will ted, bri the digital services and, where appropriate, t o nging gether and technology they encouraging join up te use running more with central government to addr ch leaders e s efficiently and at lower services. Looking at the s t he current cost. Improving digitally policy, there are areas that digital enabled ways of working could be rolled out to local skills ga p is part of the government’s government, but with the levelling up strategy, as it will recent wave of resignations, enable Civil Service jobs to move with the Levelling Up department to different locations across the UK, particularly hard hit, it is not clear when and not just be focussed in London and the this will happen. South East. The policy claims that a smarter, As the policy itself notes, previous strategies more efficient digital government will help grow have been lacking in specificity, crossBritain’s digital economy and attract talent from government endorsement, clear lines of around the world and digital services will enable accountability and business ownership. As a people in the UK to access the information and result, previous programmes have not delivered services they need, allowing the UK to reclaim its results and have been shut down. position as a world leader in digital government. Policy goals Environmental benefits The policy explains that government ambitions The policy also claims that improving such as Net Zero and Levelling up could be digitisation of government will have a positive delivered more effectively through wider use environmental impact and lead to lower carbon of digital and data. In this context, “digital” footprints with more efficient services, less need refers to a technology-enabled way of working for face-to-face meetings and less use of paper. using modern tools, techniques and capabilities, Another listed benefit of the policy is improved whilst “data” refers to digital information about cyber security, as government organisations people, things and systems. are a prime target for cyber attacks. Successful According to the policy, improving the use attacks on government departments can disrupt of digital and data will enable government to services, steal data or spread misinformation. operate more efficiently. As the use of digital Some government departments have already and data has improved greatly in many fields started investing in digital technology. E over the last two years due to the pandemic, www.governmentbusiness.co.uk | BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT

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Digital Strategy

Transforming for a Digital Future: Six missions Cabinet Office video containing Infographics which explain six missions that make up the roadmap. Further videos are available on the Cabinet Office’s youtube channel

 HM Revenue and Customs is currently working with a British start-up to integrate blockchain technology into supply chains in order to increase efficiency and security. The pandemic forced the government to work more quickly to meet policy objectives through the use of digital technologies. The Vulnerable People Service, delivered by the Government Digital Service, built infrastructure for data sharing between central government, local government and wholesalers in days, to enable the delivery of over 4.2 million supply packages to vulnerable people. The policy acknowledges that the government is still behind other sectors in many areas and has many challenges to overcome with services that are slow, difficult to use and expensive to deliver. Government departments use competing digital identity solutions and duplicative identity verification transformation programmes. The quality of government data is inconsistent and effective data sharing between departments is limited. Technology is outdated and expensive. Furthermore, it has also been acknowledged that the UK has a digital skills gap. All these areas need to be addressed. In the 2021 Spending Review, the government said it would invest an additional £8 billion in digital, data and technology transformation by 2025. This is to replace outdated and inefficient legacy systems and deliver better services and greater value for taxpayers. The vision for 2025 The policy’s vision is that by 2025, the UK government will be a more efficient digital government providing better outcomes for everyone. The goals of the policy include: exceeding public expectations, by creating user-centric policies and making public services more efficient; equipping civil servants for a digital future, by upskilling them and giving them the data and tools to do their jobs and enhancing government efficiency and security by encouraging digital innovation. The perceived benefits for the public include being able to access public services more easily and more quickly, for example when setting up a business or renewing their driving license. Benefits for government The benefits envisaged for those working in government include more efficient processes and systems, with manual processes being automated, resulting in policy and programmes that are more precise and impactful. Improving the quality of data and how it is used should enable better decisions and lead to fewer mistakes. It should be easier to share evidence

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Alex Chisolm: Transforming for a Digital Future Alex Chisholm, Chief Operating Officer for the Civil Service and Permanent Secretary, Cabinet Office, outlines how government’s new digital strategy will drive transformation

E

E

identified services has been developed by digital and insights across the UK and leaders across government, including reduce duplicated work. the Permanent Secretary-level Digital Initial government UK and Data Board with a focus on research has g high priority services for both implicated n i d n fu government and citizens. The cost savings d l u ho included services have been of £1 billion apital s raged c u chosen based on importance, through digital o c be en ce digital frequency of use, and volume transformation of services, by to finan his funding of users and the list will be reviewed and updated. removing the .T growth come from Some of these 75 identified costs of papercould on funds services include applying for and based services claiming benefits and allowances, and processes; pensi applying for visas and passports, driving £101 million net per license management, student finance and year by the end of 2025 registering to vote. thanks to the rollout of a digital remuneration framework, reducing attrition How will progress be measured? rates of specialists and spending on contractor The Digital and Data Board, a forum of and consultant labour; and further savings by Permanent Secretaries developed the roadmap using combined purchasing power and reducing and will provide overall governance for the duplicative procurement, implementing a shift strategy and review and report on progress to a ‘buy once, use many times’ approach to every six months, and monitor efficiency savings. technology. Each mission mentioned above is led by a Permanent Secretary level sponsor and will be How will this be achieved? governed by a steering group of senior civil There are six cross-government goals, called servants, including Chief Digital Information “missions” in the report, to be met in order to Officers, Chief Technology Officers, and Chief deliver these changes. These are: transformed Data Officers. public services that achieve the right outcomes; Each commitment will be translated into one Login for government: better data to quantifiable targets against which progress power decision making; secure, efficient and will be measured. There will be Quarterly sustainable technology; digital skills at scale; and Business Reviews chaired by CDDO and HM a system that unlocks digital transformation. Treasury to understand progress and blockers Mission One: Transformed Public Services that against targets, using departmental data Achieve the Right Outcomes is sponsored by to track key performance indicators and Jo Farrar, Chief Executive of HM Prison and maturity indicators, including progress against Probation Service and Second Permanent efficiency savings. Secretary at the Ministry of Justice. It includes Introducing the policy, Heather Wheeler said: the goal of by 2025, at least 50 of the “Technology has revolutionised every aspect government’s top 75 identified services will of our society and our economy, including move to a “great” standard against a consistent the way that we deliver our public services, measure of service performance. helping to make people’s lives easier and The Central Digital and Data Office will be safer. The onset of the COVID-19 pandemic has working with partners across government to seen further strides in the use of innovative transform the most frequently used services new technology, such as the NHS COVID Pass to provide better user experience and efficient which enabled UK citizens to travel, ensuring processes with reduced cost. The list of top 75

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Digital Strategy

Outgoing PM Johnson appoints Mike Potter as Chief Digital Officer to head up Central Digital and Data Office; Fiona Ryland joins as Chief People Officer After an external recruitment campaign lasting months, Mike Potter has been named chief digital officer. The appointment, which comes with a reported salary of up to £190,000, was approved by outgoing PM Johnson and overseen by a panel comprising civil service COO Alex Chisholm, CDDO non-executive chair Paul Wilmott and Gina Gill, CDIO at the Cabinet Office. Heather Wheeler MP, Parliamentary Secretary for the Cabinet Office “And I really like using a mouse! I don’t like using that square thing in the middle, with your finger moving it around. So, this has been... [not just about] about transforming civil service: it has been about transforming minister Wheeler! But it’s been a joy – it’s been an absolute joy.”

their health and safety. “Our ambition is to go beyond these pockets of brilliant practice. We must deliver policy that has a real impact on people’s lives - not just in a crisis, but every day and for everyone. When people order their groceries, book a holiday or check their bank accounts, they expect and receive a seamless and easy experience. The same should be true of government services.” However, as mentioned above, previous data strategies have failed and criticism has come from some, doubting whether this policy will have any significant impact. Encouraging Alex Case, former senior civil servant at 10 Downing Street and the Cabinet Office, now the senior director and public sector industry principal at Pegasystems, said the strategy was a “very encouraging statement of the future direction and objectives” for government but went on to say that there remains a disconnect between Agile approaches being followed by government project teams, and the nature of project approval, which is typically more Waterfall‑like. “For Agile to be successfully utilised in government a fundamental rethink of all that sits around it is required. This strategy will hopefully start that process, but time (and delivery) will tell if it completes it.” Rob Anderson, public sector research director at GlobalData said that the new roadmap looks good on paper, but lacks specifics on how it will be delivered. “Other than having a permanent secretary sponsor for each mission, the method of delivery is light on detail.” L FURTHER INFORMATION

Potter brings extensive experience from both the public and private sectors, most recently at Tecknuovo where he was appointed as chief strategy officer earlier this year. Prior to this he served as interim executive director, digital transformation & group CIO at Thames Water, after previously holding the position of CTO. Potter’s 15 years in the public sector including stints at the Environment Agency, Rural Payments Agency, NHS Blood and Transplant, and most recently at HMRC and the Cabinet Office, where he was director for EU Exit Capability. According to Computer Weekly, Potter will lead a team of 200 specialists in the CDDO and will report to Chisholm, who said: “As the new Government Chief Digital Officer, Mike will be harnessing the unprecedented opportunities for digital technologies and data across the Civil Service, strengthening UK Government delivery both immediately and in the years to come.” On accepting the position, Potter said: “It’s an honour and a privilege to take on the role of Government CDO and I’m delighted to be

Mike Potter

returning to public service at such an important time. I’m looking forward to working with colleagues across the civil service to continue to grow the digital skills we need for the future and deliver the roadmap for digital and data.” The recruitment also announced Fiona Ryland as Government Chief People Officer. Currently chief operating officer and vice president at University College London, Ryland has held senior HR director roles at UCL and the contract catering group Compass, before which she held HR roles in retail companies including Comet, Dixons and Asda. She said: “It is a real privilege to join the Civil Service in this role. I am looking forward to supporting the tremendous work that our teams deliver for people across the UK.” Cabinet Office minister Heather Wheeler: “It’s great to see the Civil Service attracting such high calibre leaders to help sharpen our focus on delivering for the British public. “Building a more skilled and efficient Civil Service is a key priority, supported by innovative use of the best technology available – and Fiona and Mike will be at the heart of that work.”

Fiona Ryland

https://tinyurl.com/33e5n9d4

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Transformational Change Feature Heading

A delicate chemistry of people, process and technology Change is a complex journey in any organisation. The unique nature of the public sector means there’s no one-size-fits-all blueprint in how to react and adapt to unique societal and economic changes brought about by Covid, Brexit, climate emergency and political uncertainty. This issue’s expert panel of Rebecca George OBE, Georgina Maratheftis and Joe McGarry answer five key questions on transformational change which examine its complexity, workforce skills and how to retain a focus on engagement, motivation and outcomes while real-time change is happening.

Transformational change expert panel

Rebecca George OBE Department for Education

Georgina Maratheftis techUK

Joe McGarry Moorhouse Consulting

Rebecca is the Independent Chair, Skills Reform Board for the Department for Education, which is responsible for delivering reform across further and higher education. Rebecca is a senior business manager with practical experience of managing businesses and improving operational efficiency. She has been involved in activities to increase the participation of women in the IT industry since the mid-90s, mentoring a wide variety of people over more than twenty years. A past president and former trustee of the BCS, the Chartered Institute for IT, Rebecca was awarded an OBE in 2006 for her work to support the Egan Review of sustainable community skills.

Georgina is techUK’s associate director for local public services, working with suppliers and public sector organisations to create the conditions for meaningful transformation. techUK explores how the technology can help solve some of the most pressing problems communities face, with the goal to improve outcomes for citizens. Prior to joining techUK, Georgina worked for a public policy events organisation where she managed the policy briefing division, responsible for generating new ideas for events that would add value to the public sector across a number of portfolios from education, criminal justice and health. She has a passion for public sector transformation and technology.

Joe is a partner and board member at Moorhouse Consulting, with responsibility for its work across government and public services. He brings 20 years’ experience leading, delivering and advising on transformational change in both the public and private sectors in the UK and internationally. His expertise includes programme leadership, operating model transformation, portfolio optimisation and business change. Joe has worked with a wide range of UK public sector client organisations, including central government (HMRC, DCMS, Home Office), arms length bodies (Building Digital UK), commissioners (MOPAC) and front line service providers (London Ambulance Service).

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Transformational Change

How do you create a balance between innovation and productivity when driving transformation within the public sector? Rebecca George: I’ve never been convinced that the public sector should be innovators – I think rather they should be fast followers. They can’t cherry pick their customers to try out new ideas, so it’s better to take solutions which are tried, tested, safe and scalable and roll them out. Where they could focus more energy is in replicating successful approaches across sectors (e.g. if there are apps that work for particular health challenges then get everyone to use them rather than individuals or individual organisations investing in creating their own). Appropriate infrastructures to curate apps/solutions, store them, make them available, keep them updated/refreshed would be most welcome. Productivity remains a challenge – many public sector people work extraordinarily hard but there are complex sign off processes, many people involved in decision making, and unnecessary checks and balances. And properly tackling the issue of

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poor performers – analysing the root cause, putting support in place, finding appropriate alternatives – still needs work. Georgina Maratheftis: Set against a backdrop of rising citizen expectations and financial constraints, public sector is no stranger in doing more for less. The real reward, however, is how the public sector can do things differently and better for its citizens. This is where innovation comes in. Innovation and transformation are often used synonymously, but innovation drives change, and transformation is ongoing. True innovation is business-led and driven by collaboration. Innovation offers the opportunity to rethink processes and in the case of the public sector, how it solves problems to ultimately create places where citizens want to live, work, thrive and feel safe. The opportunity innovation presents goes beyond transactional and efficiency. Meaningful innovation is driven by collaboration between teams, citizens and technology suppliers. We saw this at the height of the pandemic when place-based working became the norm, and departments, agencies and industry worked together to provide digital responses to specific challenges. With a drive for integrated services, it’s now about pivoting to place-led innovation and public services building on the momentum of the last two years and not being afraid to take risks and innovate. Innovation doesn’t have to be flashy or era‑defining. It can be found in small advances that free us from the established ways of doing things. techUK recently published ‘Local Public Services Innovation: Creating a Catalyst for Change,’ a paper setting out how local public services can grasp the innovation opportunity and maximise the benefits they derive from digital technologies and their suppliers. It includes case studies and recommendations on how we break down the barriers to collaboration and create the conditions for procurement to be an enabler of innovation.

Innovation isn’t one person, but a collective effort and culture. Innovation happens every day and techUK invites local government representatives to get in touch and be part of the newly launched Innovators Network. The Innovators Network for councils will enable and empower councils to connect with innovators to access the latest technologies in a neutral forum to help solve some of the most pressing challenges they face.

Joe McGarry: Innovation and productivity have a symbiotic relationship – creating space and processes for teams to get creative and problem solve often leads to the development of innovative solutions to deliver operational efficiencies, whilst also empowering and engaging teams who in turn may feel more productive in their work. In our experience at Moorhouse, the most successful transformation programmes have retained a relentless focus on delivery and productivity, whilst always carving out a percentage of capacity for continuous innovation. Often there’s a misconception that it is only the private sector, big tech companies or disruptors who are the innovators, but due to the scale of public sector services, small changes can have huge impacts. In my opinion, government and the civil service is, at its heart, a hugely creative organisation, forever creating new approaches to solve societal challenges and ways to deliver more, for less. Many of our clients are involved in complex multi-year transformation journeys. There is often rigour, governance and restricted annually allocated budgets around these portfolios to keep the focus on delivering intended business case outcomes and any change to intended plans is rightly scrutinised. Such programmes are often incredibly challenging, and require large, multi-organisational teams and long hours to deliver, and the balance can skew towards a focus on productivity and ignoring the need to remain creative. The key to a successful balance is having leadership who create and support a culture of innovation from the top n io t a v and cultivate entrepreneurial o n In und attitudes, developing a o f e b s can e framework and process to c n a l adv guide innovation. Greater in smal us from the affiliations between the e public and private sectors can that freshed ways of support the sharing of ideas, establi g things approaches and technology to doin enable public sector teams to be innovators without always being the inventors.

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Georgina Maratheftis: Sharing good quality public sector data can improve public services. This can be done in a number of ways, for example by helping to deliver better targeted outcomes, joining things up across the service so a citizen doesn’t have to repeat the same information, delivering more resilient healthcare services and implementing smarter cities and solutions that can help make our environment greener. In September 2020, the Government published its National Data Strategy setting out plans to “unlock the power of data” in the UK, including the role and opportunities for public sector data. More can be done to unlock the value of data for public services. The public sector faces challenges when sharing data, from culturally to the skills gap to security concerns. To overcome these challenges and to enable the public sector to realise the potential of data, techUK recently published a new report, Data sharing: getting the UK back on the right track, which sets out policy recommendations that will help to facilitate a more focused and coherent approach to data sharing that can ensure the value and benefits of increased data use are enjoyed across the entire economy and society. Specifically for public sector data sharing, it encourages Government to consult with industry and organisations to better understand which data sets could unlock the most value if opened up and outline a clear plan on how this will be put into action. Transport for London (TfL) is a strong example of an organisation releasing data to spur innovation and improve user journeys. TfL’s data, which included real-time feeds and transparency-oriented datasets, stimulated an app economy that is making a real contribution to London. According to research, the release of open data by TfL is generating annual economic benefits and savings of up to £130m for commuters, London and TfL itself. It has also allowed companies to use and re-use TfL data commercially, with estimates projecting a gross value add of up to £15 million per annum and the creation of 500 high productivity jobs that would have not existed otherwise. techUK also calls for investment in sufficient resources to map regional data ecosystems and to set realistic benchmarks for the gathering of local government data. For the UK to truly become digitally driven, it is important to understand and assess the impact that technology is having on a particular locality – data is a key part in helping to deliver this comprehensive picture. This is vital as a one‑size-fits-all approach is not appropriate for all nations and regions, and digital policy

must reflect local experiences and priorities. For example, the needs and solutions to help drive digital adoption between London and North Yorkshire differ significantly

Transformational Change

What opportunities can increased data sharing between government organisations bring and how do we overcome the barriers get there? for more joined up service delivery across departments and the focus of recent legislative changes across the UK on the levelling up agenda will require greater use of data across regions, moving away from a centralised model, but there is still a long way to go to get the leadership, roles, governance and technology in place to support the shifts the market wants to see.

Joe McGarry: There are huge opportunities for operational efficiencies and innovation through greater use of data and insight across the sector. We are all aware of the benefits that increased information sharing can bring: Closer collaboration, evidence-based policy making and leaner, more user-centric service delivery to name a few. But for many teams and departments, let alone crossorganisations, there are huge obstacles to overcome, from conflicting priorities, reduced budgets, commercial constraints, siloed working and barriers related to data privacy – both real and perceived. Since the beginning of the COVID-19 pandemic, we have seen some big shifts in this area, particularly as departments nationally and governments internationally were forced to create pathways to share data and collaborate Rebecca George: In my own area more efficiently to solve of further education, skills and global challenges. Now life-long learning, this is a we see accelerated current and real issue. The Public trends across many data is decentralised, on sector d of our clients’ different platforms, not a t a s hould b organisations to gathered real time, and as a na e seen harness the power there are few incentives t i o of data and insight for people inputting the and shonal asset to drive effective data who don’t necessarily u l d b e manag decision making and get the benefit or reward ed as seek opportunities to for their work. Skills, jobs such break down silo walls. and earnings data reside Key areas of opportunity in different departments. It’s include: i) The adoption of fundamentally important for the cloud-based technology and Skills Reform programme that the data tooling for which UK Government spending can be brought together and made available has risen increasingly over the last few across Government and externally. The Unit years (Spend grew at an average of 17.7 per for Future Skills has been announced with this cent over 2021) developing products and remit. Having highly qualified and informed systems that facilitate information sharing people at the centre with the mandate to do across teams and automate processes to the job is a very important step. However – increase the use of real time information there are not enough people, all the skills are in ii) emerging changes to the workforce to high demand across public and private sector, develop new skills, capabilities and roles and there are some really difficult technical and across the public sector to focus on data, legal issues to manage. Collaboration going insight and information management (In 2021 forward is going to be key. The public sector the share of Chief Data Officers with more will need to share people and skills, manage than 25 staff members grew from 25 per priorities, decide the vital data to collect, curate cent to 40 per cent) and iii) continuing focus and report on and provide single cuts of the on data ethics and governance, to ensure data (rather than cutting it a myriad of different responsible data management and facilitate ways for different stakeholders with marginal intra-organisational data sharing and iv) gain); and collaborate with organisations in establishing agencies or communities between the private and third sectors. Public sector data departments focussed on shared policy should be seen as a national asset (NHS data outcomes and operational efficiencies. is unique globally, for example) and should be Publicly, there is an increasing demand managed as such. E www.governmentbusiness.co.uk | BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT

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Transformational Change

The online experience for public sector service users has been disrupted and in some cases transformed over the last few years, what lessons can be taken forward in the further reshaping of public sector service delivery? Joe McGarry: The online experience for all citizens has been disrupted since the pandemic, be it innovations in the way users interact with the NHS app, to greater expectations to interact with government services online, our habitual online shopping and of course transitioning to hybrid working arrangements, all organisations have seen huge shifts to online service delivery. Whilst many of us have shifted to new digital behaviours, this has not come without its own challenges and constraints across both personal and professional realms. Across the public sector, for many teams this meant an acceleration of existing change portfolios and service delivery plans and required agility to flex to shifting priorities. Emerging from the pandemic there are some key lessons to take forward, the first of which is resilience to respond to political and policy commitments as well as to evolving citizen expectations. We see many organisations adapting their operating models, ways of working and organisational structures to accept change as the inevitable rather than the unexpected. An increased focus on agility and tighter processes to manage risk are commonplace. Secondly, an increased focus on the needs of the citizen through user-centric design and delivery, building in continuous cycles of feedback, analytics and research to understand how to deliver services to citizens that meet the needs of users, operations and policy teams effectively, and at pace.

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Thirdly, shifts are needed in the public sector talent pool to attract and retain skilled technical talent to continue to deliver great online services at pace and finally, it is unlikely that there will ever be a scenario in which all services are online. Public sector teams need to continue to keep open non-digital channels for users with accessibility needs or preferences, but continue to seek ways in which all customers can have access to cost effective, high quality and accessible services irrespective of the channel.

individual challenges and creating happy and productive teams in a virtual and hybrid world.

Georgina Maratheftis: What is certain is that citizens’ and users’ needs must be at the heart of any transformation and public service delivery. There are some great examples of how digital has been used for citizens to both inform priorities and improve outcomes. For Liverpool’s 5G testbed, the use of digital technology enabled Liverpool’s local authority to deliver high-quality health and social care Rebecca George: The services in the community, We public sector is not through new devices and e v a different from the private applications connected h l l a rn a sector in this respect. to its community 5G e l o t There are some people, network. Integrating tech lessons ng happy i t jobs, activities and tasks into care has boosted a s e r m c a e in t e v i which are perfectly customer experience t c du happily performed and satisfaction, offering and pro virtual and at home. There are Liverpool’s citizens in a world some which are better the opportunity to live d i r b y h done with other people, independently for longer. in the same place. I suspect Digital also enables and that there will be trailblazer empowers citizens to be at the organisations who will work out how heart of decision making. Waltham to manage hybrid meetings better, so that team Forest’s digitally driven COVID-19 Citizens’ members joining meetings virtually are equally Panel is a good example of utilising digital in the meeting; and others will follow. I’ve been platforms to regularly consult residents. In this interested in organisations in the public and case, it was to directly inform the Council’s private sector who have been used to working approach to the pandemic, and it included a with remote teams (sometimes nationally, panel of 75 residents, representative of the sometimes globally) for a long time and for borough’s population in terms of ethnicity, whom in person meetings have been a rarity gender, age, disability, and socio‑economic for a long time. We all have lessons to learn in status, ensuring that the response leadership, support, coaching, understanding was inclusive.

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Rebecca George: There have been some amazing examples of disparate public sector organisations coming together and doing extraordinary things in very short timescales (think vaccination programme) which have been inspirational for teams in the public sector. There’s more of a ‘can do’ attitude and in my area a real focus on delivering measurable outcomes. This is a bit lumpy – it’s not the same everywhere – and delivery focussed leadership is very important. Joe McGarry: The pandemic was a major disruptor in the workforce. Jobs were lost, jobs were reimagined, and the way in which we manage our work and interact with our colleagues and clients has shifted dramatically. Gone are the days of an occasional working from home day, and hopefully we have made shifts away from ‘presenteeism’ towards more widely accepted productivity through remote working or whatever working pattern works for the individuals. Throughout the last two years, we have been much more acutely aware of each other’s domestic environments, from parenting demands to pets and interesting décor, which we hope has built closer, trusted relationships between teams and individuals, encouraging more collaboration and awareness of colleagues as individuals. To move away from cynicism around productivity, there has also been a surge in the use of digital collaboration tools, and a focus on the delivery of tangible outcomes that can be seen even if workers can’t be. We are all much more reliant on digital channels of communication and video conferencing tooling than we ever were and there are many examples of the public sector pulling together to deliver shared outcomes quicker than ever before, an example of course being the success of the COVID-19 vaccination programme. Going forwards we predict a continuation of hybrid working, with many choosing to remain working predominately at home. This in turn is shifting estates and cost reduction

Transformational Change

What have been some of the greatest shifts in ways of working across the public sector since the pandemic and what does the workforce of the future look like?

agendas, with smaller offices and shifts out of city centres for organisations and workers alike. For many workplaces, we will see a continued acceleration of the use of digital tools, particularly collaboration and conferencing software and the use of data analytics and automation to support decision making and share progress towards outcomes. The types of roles and responsibilities in the workforce are also changing, increasingly roles require more digital and data literacy, agility to respond to change and ability to deal with delivering at great scale and pace.

the heart of service delivery. At the heart of a place-based approach is the citizen. It is about organisations working together across the place to improve outcomes for people, collaborating to solve common challenges. Transformation and innovation done well target specific problems in specific localities and improve the lives of people and their communities. Just as our public services work across boundaries, so will the workforce of the future thanks to technology. Tomorrow’s public services will be organisations that enable employees to work collaboratively and flexibly. Georgina Maratheftis: The start of the London Borough of Barking and Dagenham pandemic saw us develop a renewed sense adopted a cloud-first approach to support of community with organisations across the smarter working and workforce mobility. As place mobilised to support the most a result, the council has reduced vulnerable and those shielding. The its operating costs by 25 per crisis has also been a dramatic cent, while also driving a y accelerator of change for our 35 per cent reduction in l l u f e Hop ve public services, from how IT support costs. Not swiftly they are responding only can cloud help we ha away s to working with partners councils meet their t f i h across the place and the efficiency savings made s esenteeism’ r y p l ‘ use of digital. The current but it can also e d m fro ore wi vity support collaboration crisis has illustrated m s d r the importance of and smarter ways towa ed producti collaboration at the local of working. ccept gh remote a level and marked a firm shift During the pandemic throu rking to place-based working where the proportion of UK o w departments and agencies are local authority staff working all looking at digital responses to from home increased to 82 per specific local challenges. cent during, compared to just five Place-based approaches are not new. perc ent before, according to new research With local public services continuing to face from public sector IT association Socitm. financial constraints and rising demand, there Over 80 percent are now using office is recognition that challenges are increasingly collaboration and video-conferencing tools interlinked and cannot be faced by individual such as Microsoft Teams, Zoom and Skype, service providers. An excellent example of compared to 30 percent before. What tech this is Wigan’s award-winning “The Deal”, an enables is choice. Whether we work remotely informal agreement between the council and from home or abroad or the office. The everyone who lives or works in Wigan to work benefit of that choice is helping to improve together to create a better borough. It aims work life balance and attract new talent and to use technology to facilitate the delivery skills into public sector by becoming a more of integrated services with communities at attractive employer. E www.governmentbusiness.co.uk | BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT

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Transformational Change

What role can and should public sector organisations play in delivering net-zero targets, where are the quick wins and how can those responsible for delivering reductions lead the way? As large em public ployers, can encsector teams oura sustain ge more behavio able urs workpl in the ace

Rebecca George: Every single public sector organisation needs to look at this in every facet of what they do. Department buildings, green IT, new builds across the sector (education, health, criminal justice) – it’s a challenge that needs to be on every agenda. There are a lot of very important competing delivery agendas right now though, so finding ways to focus on the vital few and keep up the focus into the long term is very important. Joe McGarry: As citizens, it is the responsibility of everyone to contribute individually and collectively to securing a future for our environment and communities, and we all have a part to play in contributing towards our net zero targets. For government departments and public sector organisations, this is one of many complex policy outcome areas to deliver, at a time when we are all emerging from a long period of unprecedented change in the UK, leaving many teams with constrained resources and reduced budgets. From a legislative perspective, foreign policy departments such as FCDO and DIT have a role to play in leading the international agenda to reduce the impact of climate change through green financing, interventions to reduce carbon emissions and by de;ivering responsible business on a global scale. But to lead by example, the UK must rolemodel that behaviour nationally. Organisations such as BEIS andlocal and regional authorities have a role to play in guiding and supporting citizens to make smart choices as consumers to ensure homes and appliances are energy efficient and there are huge opportunities across transport, defence and health departments to drive down carbon emissions. Some obvious areas for quick wins for the public sector with large building estates will be to review their energy efficiency and decarbonisation plans, potentially consolidating

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elements of the estate, to reflect hybrid working patterns. Energy efficiency measures may include improving the insulation, HVAC optimisation and lighting upgrades, and using digitisation as an opportunity to decarbonise. In some cases, solar or other on-site renewables/energy storage may be appropriate, alongside sourcing electricity from renewable sources. Many public sector organisations have fleets of vehicles, and so having a programme to electrify the fleet will be an important mechanism to decarbonise. Staff engagement is an underestimated low-cost opportunity to decarbonise. Although it will need education and reinforcement, small actions around use of electricity, recycling and water efficiency can all add-up. Finally, the public sector procures a large amount from its supply chain, so can have an influential role in ensuring that the products and services it buys are as sustainable as possible. Georgina Maratheftis: Public sector can be at the forefront in delivering net-zero targets. This will be a key focus of techUK’s Building the Smarter State conference this year. We will be exploring how public services can better utilise data and emerging technologies to meet societal challenges of net-zero and upskill the workforce to sustain and deliver digital services that meet the needs of citizens. Local government are leading the way, about 300 councils have declared a climate emergency. Councils are taking action to reduce their own carbon emissions and working with partners to tackle the impact of climate change on their local area. On 26 April techUK convened local authorities

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and tech suppliers to better understand how councils are planning to meet net zero, how they are measuring and capturing environmental data, and how they are using both procurement and digital to tackle the climate crisis. Surrey County Council outlined how they are using procurement to tackle the local climate crisis. They have taken several steps to further reduce their environmental footprint by making provision for the ongoing collection of supplier product and/ or service-specific carbon footprint data and engaging further with suppliers at all stages of the procurement process, from premarket engagement to contract management. The council is looking to collaborate with the tech industry to tackle the climate crisis, in areas of particular importance including new, innovative technology – particularly in the energy space for energy efficiency and renewables. While Cambridgeshire County Council have designated procurement tools they are using to measure and reduce carbon emissions. Learning and sharing best practice in meeting net-zero targets is essentially in providing the knowledge and confidence to sectors to act now. That is why techUK has launched the Climate Action Hub to curate useful resources from government and industry to help organisations reach this important goal. L FURTHER INFORMATION tinyurl.com/2p9b6zzx techuk.org moorhouseconsulting.com


FeatureSecurity Cyber Heading

Navigating cybersecurity in the new world

For many organisations, an imminent cyber attack is inevitable. Former senior intelligence & security officer Philip Ingram MBE stresses the importance of public and private sector collaboration in order to realise the Government’s recently published Cyber Security Strategy and looks towards opportunities for knowledge sharing at International Cyber Expo, taking place on 27-28 September at Olympia, London The increased use of smart devices and out by cyber criminals, with damages the pandemic has forced a shift towards running into billions worldwide. Indeed, remote working, driving many organisations the global cost of cybercrime is said to around the world to kick-start digital have exceeded $6 trillion in 2021. transformation programmes. This rapid The attractiveness of public sector adoption of new technologies data to cyber criminals means they has uncovered multiple continue to run campaigns to opportunities and high-end exploit a wealth of personally The d operational capabilities identifiable information n a l a it dig s a to enable teams to (PII) for identity theft, h p ga work smarter and more financial fraud, account ber skills concern y c a efficiently. However, as takeovers, or create n e long be industry, organisations rush to spear phishing emails keep their workforces for the verworked and social engineering in o online, it seems security attacks that lead to resulting teetering on is being left behind. In ransomware. This is in teams nout fact, a survey revealed that addition to the challenge bur over half or more CISOs and that most government and CIOs said they haven’t fully public sector organisations are mitigated the risks associated with working with a mix of outdated remote work (50 per cent), digitisation and legacy systems. According to (53 per cent) or cloud adoption (54 per cent). the UK Cyber Security Strategy 2022-2030 Complex cyber attacks within government report, 40 per cent of all cyber attacks in and public sector organisations are among 2020-2021 affected the public sector. the greatest threats to creating better operational efficiencies and processes Threat landscape through digital transformation. Every year, Although digital transformation brings more and more organisations get caught with it many benefits, it also dramatically

changes the cybersecurity threat landscape for organisations and the challenges they face. As the use of digital technologies grows so does the threat surface, opening up many more areas for potential cyber attacks and data breaches. For many organisations, an imminent cyber attack is inevitable. In April 2022, research from Trend Micro revealed that more than three-quarters of global organisations expect to be successfully hacked in the next 12 months. Also, the recent revelation that a suspected cyber attack leaked personal information of UK government employees which appeared on Russian websites, makes it even more crucial that organisations focus on securing their developing networks and systems. Taking all of the above into consideration, navigating the complexities of modern day cybersecurity has never been harder. The increasing threat environment, expanding attack surface and continuous demands from various stakeholders for transparency are only adding to the challenges. It seems even the most talented cybersecurity professional can feel overwhelmed, made worse by the ongoing cyber skills gap.

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Cyber Security

International Cyber Expo will expand into a dedicated hall in 2022, creating the perfect meeting place for cyber security specialists

Rallying the troops The digital and cyber skills gap has long been a concern for the industry, resulting in overworked teams teetering on burnout. More than a human resources issue, this particular challenge also has grievous repercussions for business continuity, if not addressed. Indeed, earlier this year, Fortinet produced a research report which revealed that two-thirds of IT leaders worldwide are concerned about the risks they stand to face as a result of a skills gap within their organisation. The vast majority, or 80 per cent of survey respondents, confirmed that they had experienced one or more breaches during the preceding 12 months due to a lack of cybersecurity awareness skills or awareness. Moreover, (ISC)2’s 2021 Cybersecurity Workforce Study estimates that an additional 2.72 million cyber professionals are required “to adequately defend…critical assets”. As the threat landscape continues to grow, evolve and intensify, we urgently need to step up as a community to tackle this issue. But what can, or should, be done? Self-inflicted shortage The truth of the matter is the industry’s skills shortage is largely self-inflicted. The first key mistake we make is believing we need to rally troops composed of the ‘cyber elite’, or professionals highly skilled in specific and technical fields of cybersecurity. While such talent is necessary for a country’s military defence and cybersecurity-focused enterprises, they are not essential in other organisations to run securely. Our cybersecurity ecosystem has evolved significantly since the industry originally emerged, and we now have a whole range of services and tools at our disposal to build a strong defence. Today, it is enough to bring onboard decently skilled individuals with the ability to leverage these resources effectively. This significantly widens the pool of

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Last years’ event highliights Day one highlights from the inaugural International Cyber Expo at Olympia London, which brought together high level speakers from across industry and government to network and discuss the latest threats

Steve Barclay speaks at Cyber 2022 event Now secretary of state for health and social care, Steve Barclay talks about the wide range of employment opportunitities available in the cyber security industry at the recent CYBER2022 conference in Wales

E E

Collaboration talent we can access as it is no longer confined Cyber resilience is critical for all governments, to a minority of individuals naturally gifted businesses and public entities today. The threat in STEM subjects. Rather, it allows for the of attacks is not going away, so the focus possibility of qualification through training. must be on hardening the security of critical Equally, we need to remember that assets so that when criminals do target them, cybersecurity is a relatively new industry and they are met with a robust and defensive force it is constantly and quickly evolving. Though that prohibits them from reaching their goals. someone might be an expert in cyber threats However, given government and public today, they are unlikely to be equipped to tackle sector organisations are often underfunded the threats of tomorrow without committing to when it comes to cybersecurity, and the continuous re-education. Yet, we generally place current lack of resources and skills to numerous barriers to entry, requiring individuals comprehensively defend networks makes true to have X years of experience, X qualifications cyber resilience difficult to achieve. etc. What organisations really need are Instead, most businesses will individuals who are enthusiastic to carry out some form of learn and a system in place to train What s detection and response, people from the ground up; for n io t but security gaps always entry-level or even current a is n orga e r exist which are easy employees who are interested a d e e to exploit and leave in making the lateral move. really n who are ls a them vulnerable. Last but certainly not u id iv n ar ind le o t Instead, one of least, is the importance of ic t s making room for greater enthusia m in place to the best ways to ste improve the UK’s diversity and inclusivity. and a sy ople from the cyber resilience is Fortunately, we have e p train p through private and witnessed an improvement u d groun on this front over the years. A 2021 joint study by the NCSC and KPMG shows that over a third (36 per cent) of respondents are female, roughly 10 per cent are from the LGB community - higher than the estimated 2.2 per cent of the UK population that is LGB, 25 per cent identify as having a disability and other characteristics, such as ethnic minorities, are largely in line with national population proportions. Nevertheless, this is not the time to fall complacent and we do need to continue making an effort to drive the inclusion of an otherwise untapped candidate pool. Of course, the best way of ensuring we continue to nurture diversity within the industry and indeed to tackle any issue we face, is through collaboration.

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Cyber Security

Our cybersecurity ecosystem has evolved significantly since the industry originally emerged, and we now have a whole range of services and tools at our disposal to build a strong defence International Cyber Expo 2021 Day two highlights Day two highlights from the inaugural International Cyber Expo at Olympia London, which brought together high level speakers from across industry and government to network and discuss the latest threats

public sector collaboration. By uniting forces, the public and private sectors can work together to protect the UK as a joint responsibility, where they share intelligence, and do more to protect small and mid-sized organisations, who are often hit hardest by cybercrime, while also educating the public. This union is a key aspect of the UK government’s Cyber Security Strategy 20222030, which delivers a vision of cybersecurity resilience through public-private sector collaboration. The strategy also outlines the importance of building security into the core of the UK’s infrastructure by deploying secure-by-design principles, the importance of sharing knowledge and improving cyber education to close the skills gap. Sharing responsibilities While the UK is striving for a more unified public / private sector future, historically there have been collaboration challenges between the two which have hindered efforts and will need to be overcome. One of the biggest historical issues is that the government has not worked closely enough with the private

E Philip Ingram MBE BSc MA GCLI is a widely published journalist, specialising in the security and intelligence arenas, who has built on a long and senior career in British Military Intelligence. He maintains a close interest in global events and is recognised as a chemical, biological, radiological and nuclear weapons expert. Philip is an Associate with the London Grad School and keynote speaks on Terrorism, Cyber Security, Information and Disinformation, leadership and mental health. sector to share responsibilities. This has led to private organisations focusing on commercially driven activities, while ignoring others that still put the public and UK businesses at risk. Identifying the critical problems that need to be solved What are the critical problems impacting the UK? These need to be defined and prioritised so that issues can be identified and resolved appropriately. To be seen as a global cyber leader, the UK needs to spearhead research and development into cyber defences and hacking activity. However, in the past, the country has failed to do this at a national level. Private, public and educational institutions need to work together to identify issues worth researching, then fund and execute them. By forging a more collaborative relationship between the UK’s public and private sector, the country will reap many gains. Not only will it improve overall cyber resilience, but it will also reinforce the country’s position as a cyber leader, while also closing the digital skills gap.

International Cyber Expo Our industry is full of impressive individuals with the resources and know-how to bring about the change we need to see. We just need a space for them to come together to do so, and that is exactly what the International Cyber Expo intends to be. Held at Olympia London on the 27th - 28th September 2022, International Cyber Expo endeavours to be the go-to meeting place for industry collaboration, where everyone from vetted senior cybersecurity buyers, government officials and entrepreneurs, to software developers and venture capitalists, are welcome to share their experiences, knowledge and resources with peers. As one of the must attend annual cybersecurity expos, the inclusive event is made for the community, by the community, hosts a world-class Global Cyber Summit, an exhibition space, live immersive demonstrations and informal networking in partnership with Beer Farmers. L To register for free tickets to the event, visit: https://ice-2022.reg.buzz/mp

FURTHER INFORMATION www.internationalcyberexpo.com

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More local power and funding needed to reach climate targets

E What can cities do to achieve a just transition?

A report by C40 Cities shows more powers and funding will need to be devolved if national governments are serious about reaching climate targets. The report Powering inclusive climate action in cities showcases ways cities are meeting the climate challenges in the midst of a cost-of-living crisis, an ongoing pandemic and persistent inequality. It focuses on ways mayors and city officials can use their powers

innovatively and across sectors to provide an equitable response to the climate crisis. C40’s analysis shows significant power gaps remain at the local level, preventing change at the necessary scale and pace. However, the report demonstrates that having limited formal powers does not necessarily mean limited action. Soft powers of convening, coalition building, political actions and leveraging the mayor offer vast opportunities for effective

DIGITAL TWINS

URBAN MOBILITY

Connected Places Catapult takes on Digital Twins hub

AMU-LED project tests the feasibility of drones in smart cities

Connected Places Catapult’s new chair Dr Alison Vincent has announced 15 new Board members who will steer the Digital Twin (DT) Hub and help build its community. The DT Hub was created by the Centre for Digital Britain at the University of Cambridge as part of the UK government’s National Digital Twin programme. The move to a new home at Connected Places Catapult aims to improve access to expertise across Innovate UK’s Catapult Network Digital twins and interoperable, connected digital twins, are significant tools for fighting global systemic challenges like pandemics, climate change and resilience. The Hub, funded by CPC and the Department for Business, Energy and Industrial Strategy via Innovate UK, identifies good practice, produces guidance and shapes standards on data sharing as well as showcasing the benefits of collaborative, connected digital twins.

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leadership and delivery of inclusive climate action. The report recommends that cities should advocate for a seat at the table and control over key policy areas and budgets, but notes that in some cases, it can be more impactful for national governments to create an enabling policy environment for local level implementation, rather than deferring responsibility. Chair of C40 Cities Sadiq Khan said: “As leaders representing over 700 million people and a quarter of the global economy, we must convince national governments to unleash our potential." Mayor of Barcelona and C40 vice chair Ada Colau said: “Cities are leading the way in tackling the climate emergency and as mayors, we need to push national governments to catch up with the bold and ambitious plans cities are overseeing.”

READ MORE

E Demo Day at Cranfield University

The first demonstration of a large-scale project to test out future visions of urban air mobility has taken place in Cranfield. AMU-LED will allow stakeholders to specify various use cases applicable to logistics and urban transport of passengers to assess safety, security, sustainability and public acceptance of drone use, with the ultimate goal of realising increasingly sustainable smart cities. In a series of demonstrations, the project will use large electrical Vertical Take-off and Landing (eVTOL) platforms for passenger and cargo transport, combined with smaller Unmanned Aerial Systems

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(UAS) performing delivery of goods and medical supplies, surveillance or support for emergency services. Gokhan Inalhan, professor of autonomous systems and artificial intelligence, is leading Cranfield University’s involvement in the project. He said: “The flight demonstrations will put into practice scenarios, concepts and systems developed throughout the project to test how drones and manned aircraft can operate safely in the same airspace.” READ MORE


Smart City News

PROJECT MANAGEMENT

Strong, lasting partnerships are key to delivering smart city progress, says techUK report

Five pillars of a successful smart city Technology Smart cities should be built upon placing an emphasis on data, emerging technologies and connectivity infrastructures within service provision

In collaboration with its Smart City Working Group, techUK has launched a new report which outlines how cities and technology businesses are rethinking the approach to planning and delivering smart cities. The report Demystifying the Smart City – working towards better implementation looks at fundamental steps councils must go through in the smart city value chain. It examines the multiple barriers faced by councils and their technology partners which impact on the ability to deliver smart city projects quickly. Case studies from the UK and the US demonstrate how these complexities can be overcome. Divided into three core chapters – Prepare, Access and Engage and Deliver – it comes as at a time when cities are dealing with systemic challenges including a rapidly transforming economy, the need to reach net zero and social pressures including an aging society and urban decline. In its introduction, the report makes the point that smart cities are no longer simply ‘nice-tohave’ projects but are fundamental to achieving economic, social and environmental ambitions.

Healthcare, policing, energy, water and mobility are rapidly innovating and digitising, embracing a new era led by data and analytics. However, cities are faced with challenges on multiple fronts which both accentuate the need for smart city initiatives and jeopardise the ability to effectively implement them. The report lists five pillars of a successful smart city and makes five recommendations to improve implementation, which include establishing a regional Chief Digital Officer forum to improve local collaboration and knowledge sharing with smaller towns and cities. This builds on techUK’s Local Digital Capital, a cross-sector methodology for measuring the strength of local digital ecosystems. Ashley Feldman, programme manager for transport and smart cities at techUK, said: “Across the country, technology businesses and local authorities are forging strong partnerships so they can rise to the major challenges we are facing. We hope this report will encourage more businesses, stakeholder and citizens to be aprt of the journey.”

SMART ENERGY

Smart tech monitors moisture in 400 homes Sovereign Housing Association has installed smart home sensors and thermostats in 400 of its less energy-efficient homes. Connected heating and hot water thermostats have been installed in 200 homes on an estate in Christchurch, Dorset. Each device includes five sensors and a smart thermostat, which gives residents easy control of their heating and hot water. Sensors have been fitted in 200 homes on a second large estate in Basingstoke, Hampshire, which record and analyse moisture readings every 30 minutes as well as CO2

and air quality. Both devices gather real-time data to help Sovereign identify issues such as condensation, damp and mould) and could help the organisation prioritise improvements. Sovereign’s head of product management Gareth King said: “Within the first few weeks we’ve already spotted where simple changes could improve efficiency and reduce the risk of condensation.” SPOTLIGHT ON DAMP AND MOULD

Integration Smart cities should look laterally across multiple aspects of their infrastructure, neighbouring surroundings and service provision and examine how they might exchange data to drive inward and outward facing opportunities Citizen-centric Smart cities should find ways to engage citizens and examine how new technologies and data make a stepchange to the way citizen needs are served Cross-sector collaboration Smart cities should work across business, government, academic and third sector communities in genuine collaboration. Strong commercial models Smart cities should embed dynamic commercial models which are delivery and outcomes focussed

DOWNLOAD THE REPORT

E How would the cities of the future be built if Elon Musk utilises the resources of companies such as Tesla, Starlink, and SpaceX? Imagination runs wild in this TheTeslaSpace report

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Feature Vehicles Electric Heading

Charging forward in Oxford

Now online, Energy Superhub Oxford will provide a blueprint for cities around the world to simultaneously scale up green transport, power and heating, pushing new frontiers in the race to keep global warming below 1.5°C Oxford is the proud location for what is reported to be Europe’s most powerful EV charging hub. Officially launched as part of Energy Superhub Oxford (ESO), the hub will initially offer fast and ultra-rapid charging for 42 vehicles simultaneously at Oxford’s Redbridge Park and Ride. This will be powered entirely by renewable energy, and with 10MW of installed capacity on site, the hub can scale up with EV adoption to provide charging for 400 vehicles. A study of Oxford City Council’s fleet examined the challenges of migrating its 340

vehicles, managed by Oxford Direct Services, to electric, from cars and vans through to tipper trucks and refuse collection vehicles. The project has helped fund the electrification of 40 of these, and is exploring the value to be gained by ‘smart’ charging, using variable time-of-day tariffs to pick the cheapest times to charge.

Part of Energ y Superh ub Oxfo (ESO), th rd initially o e hub will ultra-rap ffer fast and id for 42 v charging e simultan hicles eously

ESO is one of three demonstrator projects part‑funded by the Industrial Strategy Challenge Fund, delivered by Innovate UK. The collaboration between Oxford City Council, Oxford University, Pivot Power, Habitat Energy, Invinity and Kensa, aims to showcase rapid EV charging, hybrid battery E

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 storage, low-carbon heating, and smart energy management to improve wair quality and accelerate Oxford’s zero-carbon journey. The £41 million urban decarbonisation project will unlock significant emissions reductions across power, heat and transport as part of the programme to decarbonise Oxford by 2040 – saving 10,000 tonnes of CO2 every year, equivalent to taking over 2,000 cars off the road, increasing to 25,000 tonnes by 2032. Cutting edge battery system The battery system stores renewable energy at times of high supply and will provide flexibility as renewable energy is scaled up. During periods when the sun doesn’t shine or the wind doesn’t blow, the battery will discharge, which helps to ensure electricity is secure and reliable throughout the day. According to the project’s partners, technology like this will be essential if the UK is to reach its goals of 50GW of offshore wind and 70GW of solar capacity by the 2030s, as well as fully decarbonising electricity by 2035. The system combines a 2MW/5MWh vanadium flow battery with a 50MW/50MWh lithium-ion battery that can balance the intermittency of renewable energy. The system will be controlled and managed by Wärtsilä’s GEMS Digital Energy Platform and optimised by Habitat Energy’s AI‑enabled battery trading system. Pivot Power plans to deploy up to 40 Energy Superhubs across the UK, with the next two projects already underway in Coventry and Sandwell. Once complete, the network could provide almost 10 per cent of the energy storage that the UK is predicted to require by 2035. And as the flagship Superhub city, Oxford is leading by example to show how ambitious local councils can accelerate their net zero plans. The city recently set out its plans to reach net zero by 2040 and reduce emissions by 40% by 2030.

Owain Pearce, Transport Manager at Oxford Direct Services “ODS, together with a select number of other authorities, considers itself a pioneer in the public sector fleet world. We have been a strong advocate for green fleets having operated electric vehicles for well over a decade. Over the last few years ODS has rapidly grown its electric fleet and introduced a number of specialist EVs such as an electric refuse collection vehicle, a sweeper, an excavator and we’ve recently converted a milk float for street cleaning services. We also provide home charging for a number of our remote working operatives. This fleet improvement supports Oxford City Council’s emissions policies and prepared our operations for the launch of the UK’s first Zero Emission Zone (ZEZ) in Oxford’s city centre in February 2022.”

Electric Vehicles

E

Geting Oxford ready for Net Zero Tim Rose of Pivot Power explains how Energy Superhub Oxford’s integrated approach to decarbonising power hopes to make Oxford a shining example for other cities aspiring towards net zero around the UK.

Ground source heat pumps Energy Superhub Oxford has also supported the installation of over 60 ground source heat pumps for social housing properties in Oxford, helping to alleviate the reliance on fossil fuel-based heating that has pushed energy prices to record levels and placed increased strain on working families. The heat pumps combine smart controls and dynamic energy The pricing, using machine learning b atter to create a model for heating system s y the property based on tores renewa occupant’s preference b le e and building fabric. n er times of high sup gy at According to Oxford City w ply and ill provid Council, residents who e fl e x ibility have already received the renewab le energ as heat pumps have reported y is scaled running cost savings of up over 50 per cent – a 25 per cent increase over a standard ground source heating system. Councillor Imogen Thomas, Cabinet Member for Zero Carbon Oxford and Climate Justice, Oxford City Council, said: “Oxford has a history of being ambitious as we look to adopt new and exciting transport approaches in our city. Redbridge was the location of the country’s first full running Park & Ride in 1973, and now almost 50 years later, we are home to Europe’s most powerful electric vehicle charging hub. In order to achieve a Zero Carbon Oxford by 2040 we need to encourage uptake in electric vehicles, and drivers want to know that they can charge their vehicles quickly and efficiently. The completion of Energy Superhub Oxford is an exciting step for our city and the future of EV charging.” L FURTHER INFORMATION www.energysuperhuboxford.org

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Smart Lighting Feature Heading

A smarter way to light up Edinburgh Street lighting is the biggest user of energy for most local authorities and one of the few areas with a proven payback to help meet carbon reduction targets. The City of Edinburgh’s award-winning four year upgrade is estimated to save £54 million over 20 years City of Edinburgh Council are celebrating after taking home the top prize in the category Energy Project of the Year – Public at this years’ energy Awards, which recognises the work the team have undertaken over the past four years to upgrade Edinburgh’s streetlights - improving visibility and helping the city to reduce its carbon emissions. Working with contractor Amey and asset managemernt consultancy Currie & Brown, the upgrading and maintenance programme began in June 2018 and has involved more than 55,000 streetlights, approximately 1,600 street lighting column replacements and various auxiliary electrical elements throughout the streets of Edinburgh. This renewal has helped the city reduce CO2 emissions in compliance with SEEP (Scotland’s Energy Efficiency Programme). This estimates saving the local authority in excess of £54 million over a 20-year period.

a central management system Reducing light pollution (CMS) by Telensa. This allows LED street lighting offers Working lighting levels to be varied a sustainable and as the use of an area environmentally friendly in a city changes throughout option for motorways, car UNESCO with the hours of darkness, parks, residential areas, W o r ld H eritage S whilst accurately public transport stations the cont ite status, recording the changes and more. In addition, ractors f in energy use for each directing only the a ced many ch streetlight which is on an amount of light that is a ll e n ges including unmetered supply. needed in a concentrated r The CMS also negates output has seen a many heeplacing ritage the need for someone to reduction in light pollution lanterns drive around at night looking - particularly relevant in urban for outages as it automatically locations. reports any issues. Contractor Amey Savings vary, but typically up to used a tracker to manage the inventory and 75 per cent of the energy used by high provide full oversight of 65,000 units - from intensity discharge lamps can be saved by what the original lantern was, what the new E switching to LED streetlighting supported by

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Attention to heritage detail

Smart Lighting

 lantern is, who installed it and when. Crews used an iPad to scan the barcode which registered onto Edinburgh’s asset management system, which in turn communicated with Telensa. As each luminaire was installed, the team checked and initiated the dimming requirements of the new lanterns, aligning them to design levels, immediately gaining the energy consumption saving. While a CMS is not a new system or new technology, it is the first city-wide in Scotland, and the adoption of detailed contract planning has assisted in the successfully delivery of the project. Jack Keillor, project manager at Currie & Brown said: “This project has delivered what it set out to deliver. The project has reduced street lighting energy consumption by approximately 60 per cent compared to the baseline year and has seen CO2 reduced by 75 per cent (helped by a reduction in the energy company’s reduction in their energy factor) with the same baseline. The City of Edinburgh Council has also avoided energy consumption costs of almost £3.8m to the end of March 2022. The project was also delivered under budget, with a strong safety record and all in the backdrop of Brexit and a global pandemic. So, winning this award is truly the icing on the cake.”

At the end of 2021, Georgian replica streetlights were switched on in Edinburgh’s Scotland Street, made famous by the Sandy McCall Smith ‘44 Scotland Street’ series of episodic novels. The project was completed through a partnership between Edinburgh World Heritage and the City of Edinburgh Council, “The new lighting’s authentic design has improved the architectural landscape of the street and enhanced, in a modest way, the Outstanding Universal Value of the World Heritage Site. Additionally, there is the practical benefit of improving night-time visibility for residents and road users alike. This project perfectly demonstrates how heritage and city improvement can go hand in hand, creating a more beautiful but also more liveable city for Edinburgh’s residents.”

Award-winning solution Working in a city with UNESCO World Heritage and provide a greener, more welcoming city for Site status, contractors Amey faced many future generations.” challenges, but collaborative working with both In addition to the financial and environmental Edinburgh council and the supply chain quickly advantages of the project, communities across overcame these issues and kept the capital have seen the benefits of this the project running on time. initiative. The lighting system in the Councillor Scott Colinton and Trinity Tunnels has been Collabor Arthur, Transport upgraded allowing residents and ative and Environment visitors greater visibility and working Convener, said: access. A new staff car park has b e tween E “This award is been constructed at the Marie d Council inburgh testament to the Curie Hospice on Frogston hard work of all Road West. supply c and the hain kep those involved in t the project r this major project, Community benefits u as well as the Electrical maintenance has time andnning on wit value it will deliver been undertaken at The Yard budget hin in terms of energy in Bonnington to support their efficiencies, cost savings work with disabled children while and lowering the city’s CO2 Kirkliston Scout Hall has benefitted from the installation of external lighting. Wester emissions. Hailes Education Centre has also had its garden “These are the kind of innovations we need to area upgraded and refurbished. Nick Powell, see to meet the Council’s net zero 2030 aims

account director for Amey’s street lighting business, said: “Working in collaboration with the City of Edinburgh Council has been the key to the success of this contract partnership which started in June 2018. The upgrade programme will have seen the team install over 55,000 LED lights which has delivered £54 million worth of savings over a 20-year period through reduced maintenance, energy consumption and carbon taxation. Fully immersing ourselves in the communities in which we operate we’ve also been able to deliver a successful community programme which has seen the team volunteer their time at community days, career fairs, Christmas gift and foodbank collections as well as upgrading a play area for children with both physical and mental disabilities – activities our team are proud to have been involved with.”L FURTHER INFORMATION https://tinyurl.com/2czwy4kv

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Advertisement Feature

Light and dark – getting the balance right As more and more councils are declaring climate emergencies, environmental issues and impacts are increasingly becoming a key factor in the decision-making process. It’s vital that we put sustainability front and centre of everything we do, and work hard to minimise the impact of the built environment on the natural world. However, we also need to be mindful of maintaining a safe environment for the people who use and inhabit these places. Clare Thomas, Head of Applications and Solutions at Urbis Schréder, looks at the balance we need to strike when it comes to lighting public spaces Public concern about light pollution, especially in ecologically sensitive areas, is growing and it is an important topic to tackle. Poorly implemented public lighting schemes can waste energy, affect our view of the night sky and cause nuisance that can have an impact on both people and the wider ecosystem. Skyglow interrupts the natural rhythms of the world, and poorly designed lighting can cause significant distress to some nocturnal species. As a result, lighting is a topic everyone has an opinion about - which is why the ‘French Law’ was implemented in 2018. Driven by politicians rather than lighting professionals it legislated that, depending on location, the focus should be on providing the right type and quality of light, at the right time, with control. Good practice Some of that good practice has been adopted in the UK and is well covered by ILP Guidance Note 01/21 – The Reduction of Obtrusive Light, which looks at measures to minimise obtrusive light, sky glow, glare, light spill and nuisance light. In addition, an All Party Parliamentary Group (APPG) was set up to help promote ‘good’ lighting. Dark skies are important to both people and our environment, and the APPG makes the point that we don’t yet fully understand the impact lighting (particularly LED) has on people, fauna or flora. In fact, the effect of LED lighting on our ecology is becoming more widely documented. A report from the UK Centre for Ecology & Hydrology: Ecological Issues and Dark Skies published in August 2020 (and widely reported in the media), compared moth caterpillar numbers across both lit and unlit sites in the Thames Valley over the previous three years and suggested there was a direct correlation between LED lighting and a reduction in numbers. Bats are a European protected species, meaning they are fully and legally protected under law and there is clear evidence that lighting, particularly LED, can have a negative impact on their populations. Not all bat species are equally affected by lighting, but in essence, the best lighting solution for bats is no lighting at all. There are many ways in which we can

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reduce the impact of lighting on the environment and we’ve all had involvement with schemes that have needed mitigations to meet ecological requirements. Missing columns from a scheme to prevent lighting from affecting known foraging routes, or monochromatic solutions, or using louvres on column mounted luminaires to make sure that there is no spill away from the lit route, or even using low level lighting such as bollards are all possible options. However, the best way to minimise ecological impact is to not have lighting at all. But, if we are providing it, for example on a dedicated pedestrian or cycle route, isn’t it important to think about the human users too? Don’t we need to have better surround lighting to ensure good visibility and engender a feeling of safety? And shouldn’t we consider whether the lighting approach we’re taking is really inclusive, for example it is suitable for older people or users who may have sight impairment? But how do we judge what to prioritise? Thinking differently I think that ultimately, there is no single right or wrong answer and a ‘one size fits all’ approach, whether standards, contracts or technology may not be the best and most sustainable way to do things. Instead, we need to think differently so we can take a more holistic approach and get the right balance between human safety and

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environmental benefit. In each instance, I think we should be asking the following questions: If we need to provide lighting, do we understand the users and tasks? Remember, the lighting needs to work for everyone using the space; Do we understand ecological concerns and how these can balance with the needs of the people we’re providing lighting for? Do we understand the context of the lighting within the space and the services it may be supporting, for example wayfinding, safety and security or active mobility? Are we using technology as an intrinsic part of the scheme, or because it’s ‘new’? Any technology we’re proposing should both support the scheme and deliver long term value. Is the scheme sustainable, because it can adapt to changes in both standards and usage over time? Does it encourage people to use the space? Fundamentally, it’s about great, connected design. Make the Logical choice and talk to us about making the right connections. L FURTHER INFORMATION logic@urbis-schreder.com www.urbis-schreder.com


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Helping local authorities deliver sustainable highway solutions In a bid to cut carbon emissions and save on electricity costs, many councils are now opting for energysaving LED street lighting - a key way for local authorities to improve reliability while reducing ongoing maintenance costs.

LEDs allow councils to reduce costs dramatically, by potentially thousands of pounds each year, with energy consumption halved, improved reliability and reduced ongoing maintenance, as well as adaptable lighting enabling dimming and colour options. VolkerHighways is a UK leader in the delivery of street lighting and electrical services, delivering long-term lighting term maintenance services for local authorities. The business thrives on finding sustainable solutions for its clients and has been supporting them with the switch to LEDs for the past six years. An expanding client base VolkerHighways’ work is reflected in its high levels of repeat business and performancebased contract extensions, as well as its expanding client-base over recent years. Working with Oxfordshire County Council, the business is currently replacing over 35,000 units to LEDs as part of its large-scale LED programme, which will save the council thousands of pounds each year. This year alone, the business is moving forward with 25,000 LED conversions in Oxfordshire. In the last six years, VolkerHighways

has converted in excess of 120,000 street lights to LEDs across all its contracts. VolkerHighways’ capability is built upon the experience of its teams and their local knowledge, providing a full turnkey solution, from the design and installation of street lighting, to ongoing maintenance. They provide a fully integrated approach, working seamlessly with premium manufacturers to ensure that the latest technological advances, best value for money and sustainable solutions are brought to their clients. VolkeHighways’ works comprise mass LED upgrades, electrical connections of CCTV, speed cameras and traffic enforcement equipment, architectural and feature lighting and central management systems. Electric Vehicle Charging The Government is also continuing its sustainable boost across the electric vehicle charge point (EVCP) industry and has announced £20m of funding for the Onstreet Residential Chargepoint scheme in 2022/23. This is great news for VolkerSmart Technologies, the smart city initiative of VolkerHighways, one of the UK’s leading

installers and maintainers of EVCP. VolkerSmart Technologies has been listening to the market, and is an approved EVCP designer, installer and maintainer on four industry frameworks, delivering solutions for the public sector. Having already built collaborative relationships with many local authorities, and with a wealth of experience in completing works in array of environments, VolkerSmart Technologies is a go-to provider. The business has installed over 2,500 EVCP and is responsible for the repair and maintenance of a further 2,000. As a member of the National Electrical Registration Scheme (NERS), VolkerSmart Technologies can deliver independent connections to metered and unmetered local DNOs. This in-house capability brings the benefit of reducing the time required for electrical installations, for street lighting and EVCP, while mitigating programme risk.L FURTHER INFORMATION www.volkerhighways.co.uk www.volkersmarttech.co.uk enquiries@volkerhighways.co.uk

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Advertisement Feature

Breaking down the barriers to digital transformation Robert Lindsey, managing director of Certes IT Service Solutions, explores the different barriers to digital transformation, unpicking how organisations can strengthen strategies to ensure successful outcomes consultants and IT solution-based managed service providers is key. They’ll often have connections with resources – reducing the time taken to embed new, security-cleared talent from 3-12 months to 10-15 days. The knowledge and experience they have in delivering similar digital transformation projects will help you to anticipate obstacles before they happen, always looking one step ahead in your project’s journey.

Digital transformation has become an increasingly common ‘buzzword’ for IT leads. However, while adoption has accelerated in recent years, for many organisations, digital transformation strategies are regularly outpaced by business demands. In a recent study, 55 per cent of senior finance, HR and IT business leaders reported digital transformation strategy is often outpaced by business demands. This is widening the digital acceleration gap, where business needs change rapidly, and the necessary technology, processes and culture to support this struggle to keep pace. This is especially the case for much of the public sector – even prior to the pandemic – with Deloitte reporting how 70 per cent of government officials across 70 countries believe their digital capabilities lag behind those of the private sector. The impact of COVID-19 The Coronavirus pandemic widened this gap further, acting as a catalyst for investment in infrastructure, as people responded to the restrictions by strengthening virtual connections to stay in touch with one another. This saw digital transformation shift from a choice to a necessity for businesses looking to keep pace with today’s changing world. It became an imperative for any business to survive in the long-term. It’s no longer just a technology issue – it’s a business issue. Therefore, senior management, across finance, HR and IT, now focus on using digital transformation to improve employee experience and team retention by breaking down data silos to drive automation. However, many CIOs – who hold the ‘key’ to data-led digital transformation – are overwhelmed by the pace of change, with only 42 per cent of IT leaders being confident in their team’s ability to adopt cloud technologies without legacy constraints.

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Resource challenges Amid the ‘great resignation’, resource constraints is the biggest barrier to digital transformation. This is particularly true for the public sector, with only 26 per cent of employers suggesting they’ll award basic pay increases to existing teams. This is seeing increasing recruitment and retention challenges, recruitment strategies shift to upskilling existing teams and advertising more flexible roles. With less available talent, many digital transformation initiatives are failing. The cyber security and IT workforce shortages present key concerns, with every new internet-connected technology impacting an organisation’s cyber security risks. In the public sector, organisations are handling personal data, meaning ensuring safe adoption and implementation of new digital systems is even more critical. With more vacancies than people in unemployment, it’s a candidate’s job market – making it difficult for the public sector to match or better private sector offers within their budgets. Ongoing impact of IR35 Alongside resource challenges, is the ongoing impact of the IR35 legislation, which continues to create issues for organisations reliant on long-term contractors. Since it was introduced in April 2017, hard data suggests IR35 has created an uphill struggle for organisations recruiting IT contractors delivering digital transformation projects. Older regulations, such as the Data Protection Act, continue to influence digital transformation projects, and the debate of strengthened regulation on the horizon threatens longterm digital transformation strategies. Build strategic partnerships In order to overcome barriers to digital transformation, building partnerships with

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Create a change leadership team Too often, organisations try to engage in digital transformations without involving the people who’ll be doing the work – which is a recipe for failure. An internal change leadership team ensures your vision is created by those who are connected with the inner workings of your organisation – increasing its chances for success. Align strategies with goals Before embarking on your digital transformation pathway, ask ‘why are we doing this?’. Your strategy must be aligned with your business goals to be successful in the long-term. This is integral to empowering employees to succeed, improving customer experiences and increasing overall revenue. Stay agile Above all else, your strategy needs to stay agile. With technology changing rapidly, scaling faster than most organisations realise, digital transformation strategies often need to adapt to capitalise on new opportunities when they arise. Stay open to new processes and different ways of doing things, and don’t be afraid to change traditional practices if there’s a better way. Certes IT Agility Ability™ is designed to enable digital transformation through on demand IT solution-based managed services. By sharing knowledge and expertise, we deliver successful outcomes, with visibility and control at every stage of your project lifecycle. L FURTHER INFORMATION www.certes.co.uk 01675 468 968


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Prescribing the Right Solutions for Public Sector Digital Transformation Digital agreement tools can empower local and national government employees to create, innovate, and collaborate. Daniela Becker, Area Vice President EMEA, at DocuSign, explores how DocuSign eSignature can quickly and easily re-define public sector work practices The public sector is the engine room of the UK economy, delivering goods, services, and administration to citizens, residents, and enterprises. The Office for National Statistics (ONS) reports there are currently 5.7 million people employed in the UK’s public sector - accounting for nearly a sixth of all those in paid work (September 2021). Whether working across national or local services, such as NHS healthcare, education, social housing, or even public transport, all segments face similar challenges. Outdated IT infrastructures and work practices mean a great deal of money is spent annually on paper, as well as the manual processing of documents. Furthermore, cutbacks and squeezed departmental budgets are adding additional pressures to those sectors keen to explore new ways of working. A digital transformation of public sector responsibilities can readily help deliver smarter, quicker, and safer services to the public. DocuSign digital solutions are tailored to help public sector departments execute contracts and agreements with ease, while at the same time making security of individual data and identity a priority. Patients and people rather than paper When organisations consider digital transformation, it emphasises simplicity, ease of use, and clear time saving benefits. DocuSign eSignature is an essential part of this change, helping public sector organisations connect and automate how they prepare, sign, act on, and manage contractual and legal agreements. For example, a city-centre hospital can share electronic consent forms with patients, which can be completed on a patient’s phone and returned at the tap of a button. Alternatively, a local authority can look to streamline its approach to contract agreement with third-party suppliers, including RFPs and similar procurement documents. This can readily be achieved using a library of pre-approved, customisable, and securely shared templates. Whatever the usage case, 82% of digital agreements are often completed in less than a day, and 49% in less than 15 minutes – delivering speed and ease of use to the organisation. With the growth of remote working and the ‘Anywhere Economy’, public sector employees are increasingly working apart from colleagues, customers, and patients. DocuSign

eSignature can ensure that digital processes continue to be quick and efficiently handled, as forms can be digitally and remotely signed in a secure and legally valid manner. Other benefits include greater visibility of the audit chain, so housing officers can see if a client has accepted a housing placement, for example, or procurement teams can ensure that senior managers have counter signed purchase agreements. The continued use of digital services can also directly help to reduce the reliance on paper usage within an operation, supporting sustainability reforms and reducing ongoing costs. To date, DocuSign and its customers have saved more than 6 million trees, 55 billion sheets of paper, 22 billion litres of water and eliminated more than 2 billion kgs of waste - purely by embracing digital agreement activities. Securely shape and seal the right kind of agreements every time DocuSign eSignature includes a host of features that enable public sector departments to simply go beyond the signing of agreements. For example, DocuSign eWitness enables users to identify one or more individuals to authenticate the execution of important documents. It can be used in a wide variety of public sector settings, such as student services carrying out greater identity checks around enrolments, or social services facilitating adoption protocols, quickly and securely speeding up the processes around multi-party identification. DocuSign eWitness is simple to set up, configure and share, accelerating the contract process at all touch points, while simultaneously providing courtadmissible evidence thereby reducing risk. Once all documents have been signed, a Certificate of Completion is created containing evidence about the signing and witnessing parties, including address, email address, IP address and time stamps. By tapping into the tools within eSignature, users can improve turnaround times of agreements, but also see a reduction in the cost of printing, and therefore sending of documents. For example, Lambeth Council uses DocuSign eSignature across a range of its services, from HR for employment agreements, to the neighbourhood housing teams for housing tenants and tenancy agreements, helping deliver

Daniela Becker, Area Vice President EMEA, DocuSign

cost savings and greater efficiencies. Furthermore, the Council also uses DocuSign eSignature to embed an official electronic seal when it executes documents, helping to securely deliver extra identification around the signing process. The digitisation process allows for visibility of the seal when contracts are sealed – something not possible when documents were scanned. As a result, the council has seen a 1,300% increase in DocuSign usage, accelerating the entire contract process. The organisation has also seen a 90% reduction in the use of paper, saving taxpayers a considerable amount of money. As more public sector services are moved online, digital transformation is no longer an option but a priority. By choosing to digitise procedures, the public sector can cost-effectively speed up processes, improve public engagement, and save resources and taxpayer money. DocuSign eSignature is often seen as the first step on any public sector digital transformation journey. It seamlessly overcomes the barriers that prevent employees, and their clients, from being able to quickly and securely act and respond to any given contractual situation – all with speed and relative ease. L FURTHER INFORMATION www.docusign.co.uk

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