Public Sector Buyers' Guide 2024

Buyers’ Guide Public Sector

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2024 procurement The Procurement Act has brought widespread changes to public sector buying, with the intention to make procurement simpler and more effective Sponsored by

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With an as yet unplanned general election coming up, 2024 is set to bring some uncertainties. Though, given the experience of the last few years, this is nothing new for those in the public sector. What is certain though, is that services still need to be delivered.

We’ve put together this Buyers’ Guide with features from top associations covering some of the key areas of public sector procurement, and local and central government services. The guide features articles on IT & Cybersecurity, Energy, Facilities Management, Waste Management, Fire Safety, Recruitment and more.

Polly Jones, editor

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Contents

Contents Public Sector Buyers’ Guide Sponsored by

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7

21

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IT

CYBERSECURITY

33

27

ENERGY

39

FACILITIES MANAGEMENT

51

45

FIRE SAFETY

WASTE MANAGEMENT

57

CONFERENCE & EVENTS

Public Sector Buyers’ Guide

TRANSPORT

RECRUITMENT

www.governmentbusiness.co.uk PUBLIC SECTOR BUYERS’ GUIDE 2024

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IT procurement in the public sector Antonio Hidalgo-Landa CITP MBCS MSc, chair of BCS, The Chartered Institute for IT’s Consultancy Specialist Group on best practice in IT procurement The world is engulfed by a digital transformation, and everyone, even the public sector, will need to engage with new digital technologies and solutions. The public sector may not be the one most advanced in IT or have the largest budget.

IT Procurement is an extensive topic, which won’t be covered in full. This article illustrates some of the key hight level considerations when considering acquiring IT services, systems, or applications. The article starts by providing further context. We live in a world that it is becoming digital, and there are impending pressures to keep up to date with technology. In a world where technology advances so rapidly, our key recommendation is to build strong long-term relationships and invest in people.

The article illustrates, with a negative example, some of the challenges that can be found when acquiring a new piece of technology. Lastly the article expands on a few recommendations.

The Public Sector may progress more cautiously when adopting new technologies, as there is an additional responsibility to society that is not always present in the private sector. However, the public sector cannot be oblivious to the advancements transforming our society and

way of life. Digital platforms sometimes offer a significant performance advantage, reduce barriers, or increase reach. However, what is more fundamental is that our culture is changing, and society needs digital interfaces to connect.

Smartphones were widely adopted about 15 years ago, and cell phones and the internet have been with us for a couple of decades.

There is a part of society that may find using digital technologies challenging, but there is an increasing part that only knows this way. Last but not least, as technology advances, it is important that Public Systems (digital or not) don’t become vulnerable to those using new technologies1.

During the last five to six years, I have seen this transformation in the pharmaceutical sector in the supply chain. Pharma is a sector where change only comes if there is a strong justification, as there are costly quality processes that need to be applied for any modification. Any minor deviation from quality standards can have detrimental consequences in the lives of many.

However, as technologies advance, governments and regulators move towards wider digitalisation in the supply chain. The EU, US, China, Russia, and India have regulations that require E PUBLIC SECTOR BUYERS’ GUIDE 2024

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Efficiency

Are we doing what we do the right way?

We deliver - transparency and proof of economic spend

Effectiveness

Is what we are doing the right thing?

We ensure - best value in your IT procurement

Agility

How can we prepare for the future?

We help - optimising IT processes and services

Contractual Price Benchmarking and IT Sourcing Support Services

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Any minor deviation from quality standards can have detrimental consequences in the lives of many F manufacturers to have digital mechanisms to track and trace each individual saleable unit for prescription medicines.

Challenges Following on, we will illustrate some of the challenges that we can find when acquiring a new IT solution. These challenges are inspired by mistakes that I have seen quite often. Let’s imagine that Joe is acquiring a new IT solution.

Joe secures significant funds and time, and he plans to hire a software development provider to develop the solution as he wants it. Joe works in a sensitive industry, and he is concerned about keeping things his way so he can maintain quality standards. After several discussions with the software development provider, Joe realises that the solution is going to cost exponentially more money and time than he expected. Money is a significant problem, but time can become even more significant. As Fred Brooks comments in “The Mythical Man-Month”2, nine pregnant women cannot deliver a single baby in just a month. It is not rare that a software project requires exponentially more resources, time, and money than expected at the beginning, and luckily, Joe was able to find out before it was too late. Joe comes across two other types of solutions: those where he could get additional customisation and those that were commercial off the shelf (COTS). When all customers use the same solution and the same version, the user base is larger, and more people will be affected by gaps or defects. When a solution (or a version) is used by one single customer (because it is heavily customised), there are fewer people detecting errors, and efforts for fixes and new features are more costly. Joe eventually decides to look at the COTS, but he finds a myriad of them. Evaluating them is not easy, as usability is not always a trade-off. Many IT solutions opt for flexibility at the cost of usability, and learning to use a tool may require significant training.

If using a solution requires significant training, being able to properly evaluate several of them feels like it will require mastering each of the solutions.

Joe ends up hiring an external consulting firm to select the IT Provider and implement the

solution. After a few hiccups, the implementation is completed. However, after implementation, the consultants move on, and Joe’s team doesn’t really know how to use it properly. Some people learn to use the new solution, but they eventually move to other roles or companies, leaving a knowledge vacuum. After a while, Joe gets a team dedicated to the solution.

We start encountering defects and gaps that require manual workarounds and take a significant toll on operations. It is better when deviations are documented, as if something fails, it may be too late when noticed3. Furthermore, monitoring and following up with all the incidents become a full-time job. Eventually, there are fixes to address the defects and the new upgrades to resolve the gap, but any new release requires some downtime, and it feels like new defects come up inadvertently.

Luckily, Joe finds a much better and cheaper solution. The implementation costs are high, but what eventually stops Joe is the migration of the data, which at best will delay the project for over a year. Eventually, the story gets an end, and the whole department closes. Two years later, the solution is hacked by a foreign company in a country location where our laws don’t reach.

Breaches in privacy may result in financial losses but also in more serious problems like identity theft.

Recommendations Following on, we introduce some recommendations and considerations that we advise to those considering the acquisition of a new IT solution.

Prior to this century, most purchases were of products or goods, and if we were lucky E PUBLIC SECTOR BUYERS’ GUIDE 2024

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F enough, when we bought a washing machine, it was the last time that we knew about the seller. As introduced before, we are in a digital era, and the model has shifted towards services. Rolls Royce doesn’t sell their engines anymore; they lease the arranged amount of horsepower per month.

We are not diving into the benefits of this new approach, but we recognise that the relationship between buyers and sellers has increased from single instances to long-term relationships.

Building long-term trustworthy relationships is a key strategic advantage. Long-term relationships offer further leverage and a clear view of strategic directions. Joe may be in a small budget organisation, but securing a five-year agreement will give him some extra leverage power. Furthermore, it is very interesting the size and the community behind the IT provider. If there is a widely used tool, it will be easier to find new hires or skill up the existing ones. However, with smaller companies, you may be a bigger fish in a smaller pond, gaining additional leverage Relationships Therefore, the most important thing when acquiring a new IT Solution is to find providers that we can develop a long-term trusted relationship. When you acquire a new IT Solution, it is not like when you acquire a car, where you can schedule some regular maintenance, and when something fails, visit a garage. IT Solutions are more like gardens, where you need to take continuous care4. IT Solutions evolve as requirements may change due to changes in business, society, or regulation. Also, a good IT provider will keep their system in check and will progressively adopt new technologies to improve performance. We can see that IT solutions, like plants, grow, but they can also get bugs. In IT,

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we consider “bugs” defects in the system, and IT providers will offer technical support services to make sure that they are addressed. Lastly, IT solutions rarely work in isolation. They form ecosystems as they interface with different networks and groups of people. Consequently, the engagement with the IT providers should be taken care of regularly. Therefore, the first and most important recommendation when acquiring new IT solutions is to ensure that your team is well-prepared for developing and managing these long-term trusted relationships. The most important skills in this matter are soft skills5.

Skills Last century, we considered someone illiterate if she or he couldn’t write or read in the main language of the country. This needs to be expanded today, as our society requires interfacing not only with paper but also with IT solutions. It is incredibly imperative that all your team has access to learning essential digital technologies. ChatGPT doesn’t present significant value for an unskilled temporary worker in a warehouse or in farmland, but they may not be able to work if they cannot use a second-factor authentication or an email to log in to communicate with the systems put in place in the warehouse or in the farmland. All the workforce needs to have some minimum essential digital competencies. Being able to use AI efficiently is a big step, but everybody should be able to handle emails, spreadsheets, documents, instant messages, video calls, and second-factor authentication with ease. Past President of the BCS, Rebecca George CBE FBCS is a strong advocate for a skill reform. She reminds us that people will need upskilling in technical skills every few years throughout their careers, in order to keep up with new technology. E

Building long-term trustworthy relationships is a key strategic advantage

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IT

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IT solutions require constant care; hence, you want to make sure that the providers offer an efficient way to monitor performance F IT solutions require constant care; hence, you want to make sure that the providers offer an efficient way to monitor performance. At the end of the day, you want to keep a good track of your profit and loss (P&L). IT vendors offer strategic reviews. The cadence of these depends on wellestablished solutions (e.g. MS Word), and in areas where we have more changes, bugs, or gaps, I will advise extra focus. Besides the strategic alignment, it is also important to have regular metrics, like key performance indicators (KPI), so we have a good understanding of how much the solution is used (engagement), how much benefit does it bring (performance), and what are all the associated costs, including additional training, API usage fees, impact and cost of workarounds, monitoring, and more importantly, quality and validation.

Cloud solutions Lastly, I want to comment on two considerations.

There is no silver bullet, but Software as a Service (SaaS) Cloud solutions can make a strong difference. Additionally, I will strongly recommend avoiding any customisation.

In my personal experience, SaaS, especially Cloud-based SaaS, is a high advantage, and they enable businesses to be part of this fastmoving digital world. SaaS is not a silver bullet, and there are occasions when they are not an option. Certain activities and institutions require ownership of the actual code. Cloud solutions cannot be used in areas with poor network coverage. Nevertheless, IT solutions require an extensive amount of maintenance to be kept up to date. SaaS takes all that weight from the customer, and they take care of it themselves.

Customers must still carry out due diligence in terms of continuous processes for quality and training but won’t have the pressures to implement or release new features, security releases, or scalability.

Customisations mean that you will deviate from the path that is widely used. When you are on that path, you share the costs with the rest of the users on that path. It is not only money but

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We strongly recommend equipping your teams finely, developing their skills to build effective relationships also time. It is hard to prioritise the work for a single customer (custom usage) over requests that will affect tens or hundreds. Additionally, if something is built for one single customer, you will have a smaller community of people who know about it. This means that if your team encounters problems, it will be harder to find solutions, but also, that new hires will have to be trained. Therefore, when possible, we strongly recommend seeking Commercial Off The Shelf (COTS) solutions. Alternatively, I would plan further resources (budget, money, team size) to deal with the extra costs for training, quality, and error handling.

In conclusion, we have illustrated some of the challenges when acquiring IT solutions. We offered a few recommendations that we hope you find valuable. We strongly recommend equipping your teams finely, developing their skills to build effective relationships; everybody should know the essential digital skills, even unskilled workforce, keep them up to skill, especially soft skills. Secondly, make sure that you qualify the candidates as someone that you can develop a strong relationship with. Make sure that your IT vendor offers a good way to monitor user engagement, performance, and costs, which may vary with usage or as a result of new requirements or defects. Lastly, we want to recommend considering Cloud-based SaaS and COTS when identifying new solutions.

Procurement in the public sector is an extensive topic, and we may have scratched only the surface. I hope that this document will serve you well as a general guideline. L

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BCS Consultancy SG - Contractual issues in consulting engagements References: 1. Luciano Floridi expands this topic on his book “The Fourth Revolution” (2014) and BCS Consultancy and Business Change Specialist groups discuss this in further on Navigating the AI Revolution: A New Era for Consultancy and Business Change. (2023) 2. The Mythical Man-Month - Book by Fred Brooks - 1975 3. Martin White presents his views about workarounds and their impact at Workarounds – their impact and consequences (2023). Martin’s book “Workarounds: the benefits and the risks” (2023) can be found online.

4. Watch Gary Lloyd presenting his views that IT ecosystems are more like a garden: Gardeners not Mechanics: How to cultivate change at work (2020). This and more can be found at his book, “Gardeners Not Mechanics: How to cultivate change at work” (2021).

5. BCS Consultancy SG has a series of videos (How to be a consultant) from essential soft-skills that are essential for consultants.

We recommend the ones focused on Relationships. 2021 PUBLIC SECTOR BUYERS’ GUIDE 2024

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Getting the cybersecurity basics right Cyber Essentials helps organisations, whatever size, guard against a whole range of the most common cyber threats. This governmentbacked certification scheme is based around five key technical controls that, when implemented correctly, enable the minimum cybersecurity protection that organisations should aspire to IASME is the National Cyber Security Centre’s partner for the delivery of the Cyber Essentials scheme and we are firm believers in the five core controls which are the basis for this scheme and encapsulate foundation cyber security best practise.

One thing is certain, if you are going to do cybersecurity right, you’ve got to get the basics right first; Let’s talk about getting the basics right.

The risk of using legacy and unsupported software Unsupported software is a key target for cyber attacks. Known vulnerabilities in unsupported software left un-patched are easy targets for hackers who create programmes and services to make them easy to exploit, even for criminals with low levels of technical expertise.

Software and firmware are supported by the manufacturer for a period of time after they have been developed (This can range from two to eight years depending on the manufacturer).

This ‘support’ means that if a mistake or weakness, known as a vulnerability, is discovered in the code that makes up all software, the manufacturer will address it with an update or patch which fixes the problem before it can be exploited by cyber criminals. All critical and high security updates must be applied within 14 days; the easiest way to achieve this is to enable ‘automatic update’ on all your devices.

For some larger organisations, there is a concern that some software updates may stop other software from working or cause some features to break. Most IT teams in larger organisations aim to fully test each update on a controlled sample of devices, before applying it company wide.

It is always a good idea to have backups of your data before updating.

The National Cyber Security Centre has some useful guidance on installing software updates without breaking things.

Create an asset register Knowing which devices access your organisational data and which software and firmware you have and whether they

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Cybersecurity

Organisations should have a comprehensive password policy applicable to all employees and contractors are supported is really important. Keeping a documented inventory of your devices, software, firmware as well as the cloud services you use is sometimes referred to as an asset list. Maintaining an asset inventory helps to track which software you have in use in your organisation and when it becomes unsupported or is no longer receiving security updates.

Segregate your network Perhaps because of the financial implications of updating software, using unsupported software is one of the most common reasons that an applicant fails Cyber Essentials.

If an unsupported or legacy piece of software continues to be used in an organisation, could those vulnerable systems be segregated via a firewall or VLAN onto a closed network? This could keep it safely out of scope and separate to the financial and business data systems of your organisation.

Cloud services are not secure by default Today, most organisations use some elements of cloud computing; others have migrated their entire IT infrastructure off premises into the ‘cloud’ (Infrastructure as a Service or IaaS). A particularly attractive feature of cloud service tools and applications is that they are

highly scalable and easy to access remotely.

It allows for a flexible and collaborative use of a resource without having to make the large outlay for ever changing technology. Yet despite these incredible benefits, there are some serious security concerns. If professionals and customers can access data over the internet from any location, so can criminals.

Most cloud providers (e.g. Amazon Web Services (AWS), Microsoft Azure, Google Cloud Platform) attempt to create a secure cloud for customers and aim to prevent breaches and maintain public trust, however, they cannot control how their customers use the service, what data they add to it, and who has access.

Most data breaches in the cloud are a result of badly configured accounts and interfaces with the most common cause being weak, default or stolen passwords. This highlights how important it is that all cloud services are set up correctly and have the essential security controls in place. Organisations should have a comprehensive password policy applicable to all employees and contractors. According to research by Microsoft, there are over 300 million fraudulent sign-in attempts to their cloud services every day, they also estimate that 99.9 per cent of attacks can be blocked simply by using multi-factor Authentication. E PUBLIC SECTOR BUYERS’ GUIDE 2024

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Cybersecurity

F Enable multi-factor authentication on all accounts accessible over the internet.

Understand the shared responsibility model with cloud services When talking about security, cloud service providers often reference a ‘shared responsibility model’. This means that for some security controls, it is the cloud service that is responsible for implementation whereas for other features, it is the user organisation. Who implements which controls will vary depending on the design of the cloud service being subscribed to.

Where an organisation uses Infrastructureas-a-Service products, such as Microsoft Azure, Rackspace, Google Compute Engine, or Amazon EC2, they access virtual machines (VMs), storage, networks, and operating systems over the internet that are located on part of a server in a data centre. Despite the computing infrastructure being provided remotely by the cloud service provider, all of the security and backing up is the user organisation’s responsibility.

Do your due diligence on your Cloud Service Provider It is crucial to research the company that is hosting the cloud service and looking after the computers which hold your data. Many data centres are kept up to date and secure, but it cannot be taken for granted as some do not understand or value security. It is essential that the user organisation researches the security controls used by the cloud service provider before entrusting organisational data to that service.

Account separation Another common cause behind a cyber breach is when users are using local admin accounts for everyday tasks.

It is best practice that all staff should use a standard user account to carry out their normal day-to-day work and a separate administrator (admin) account should be used to install and remove software, and other administrative tasks. Admin accounts typically have the greatest level of access to information, applications and settings and will cause the most damage if accessed by attackers. An attacker will have the same privileges as the account that you have used to log in and, if that is an admin account, they will be able to perform actions such as install malicious

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It is best practice that all staff should use a standard user account to carry out their normal day-to-day work

software, delete files and access sensitive data.

For this reason, administrative accounts must be restricted, kept track of and not used to carry out everyday tasks.

Did you know the first account that is set up on Microsoft 365 by default is a global admin?

These accounts will have full power to configure and change the settings and controls of everything in your organisation’s account. If this account is set up without the necessary security controls and then hacked, an attacker could access your whole system and possibly take all the data out of the organisation.

The huge control panels within the admin centre for a cloud service in Microsoft or Google can be a daunting prospect, and anyone setting up accounts will need to set role assignments, groups and permissions to each account as well as passwords and multi-factor authentication.

This is the same whether you are a large enterprise or a micro organisation and therefore expert guidance in configuring these settings may be a necessity.

Close the Remote Desktop Protocol port Remote Desktop Protocol enables a user of a computer in one location to access a computer or server somewhere else. This is often used by technicians to support users and to carry out maintenance tasks.

Remote Desktop Protocol enables a user of a computer in one location to access a computer or server somewhere else

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Remote Desktop Protocol (RDP) is a common attack vector for ransomware and should not be exposed or accessed across the internet.

Close or block the RDP port at the firewall so that it is not open for use across the internet.

Where possible, rather than using remote connections, utilise cloud services such as OneDrive or Google Drive.

Review the cyber security of your organisation against the five controls of Cyber Essentials with the free online Cyber Essentials Readiness Tool.

The process of working through the questions will inform you about your organisation’s level of cyber security and what aspects you need to improve. Based on your answers, you will be directed towards relevant guidance and a tailored action plan for your next steps towards certification. L FURTHER INFORMATION

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Mobility as a Service – the Code of Practice is here, so what next?

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In late August, the government published its Mobility as a Service (MaaS) Code of Practice. The Urban Mobility Partnership views this as an important tool for local authorities looking to implement MaaS solutions, and will pave the way for greener business travel MaaS systems can improve accessibility, cost-efficiency and encourage a shift away from private vehicle usage and ownership.

They can offer streamlined journeys for travellers and commuters, help achieve the UK’s environmental targets and make use of innovative technology to encourage modal shift.

The Urban Mobility Partnership (UMP) has been at the forefront of calling for a Code of Practice from government to ensure that the development of MaaS is not only in line with the ambitions of government at all levels, but also places the consumers at the heart of solutions.

UMP, as a coalition committed to developing policy solutions to improve future mobility, has consistently worked with national and

local governments on the development and implementation of MaaS policy and in 2021 released its own Practical Guide to Mobility as a Service. We were therefore delighted to see that a number of our own recommendations were included in the Code of Practice, and it is the culmination of extensive engagement from the Department for Transport with UMP and the broader industry.

Additionally, we were pleased to see that the GO-HI Project in the Highlands and Islands of Scotland, in which many UMP members are participating, and our member Mobilleo is the provider, is included in the Code of Practice as a best-practice example of how to implement MaaS. This shows the potential of an E

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Transport

As urbanisation continues to occur, the demand for more efficient and accessible transport systems will become greater F organisation like UMP, where members can work together to ensure effective solutions, rather than in a silo.

The importance of data In particular, we were delighted to see the inclusion of recommendations around data sharing, accessibility and the inclusion of sustainability and emissions data in MaaS applications. Data sharing and standardisation is vital to the development of MaaS as without this, the interoperability of modes and services is unlikely to be realised. UMP has advocated against a monopolisation of MaaS solutions and the data and services on MaaS platforms. The inclusion of data considerations within the Code of Practice is therefore incredibly important as a way to protect the consumer, local authorities and companies.

Undoubtedly the Code of Practice is a positive step forward for MaaS in the UK. However, it is worth outlining the next steps to all stakeholders to realise the potential of MaaS solutions, in order to develop more interconnected transport systems where switching between modes for multi-modal journeys is seamless.

A growing market The MaaS sector is expected to grow significantly, with estimates suggesting that by 2030 the global MaaS market will be worth $40 billion up from an estimated $5.7 billion this year. Clearly investment is coming into the MaaS market, and the number of players

and operators will grow. As urbanisation continues to occur, the demand for more efficient and accessible transport systems will become greater and cities’ desire to have MaaS applications will become significant.

Despite this inevitable investment and demand, there are barriers which are holding back the deployment of MaaS and are preventing MaaS solutions becoming a part of daily life and as synonymous with mobility as the private car.

Fundamentally, for MaaS to work, a user must be able to access all the available transport modes, in a particular area, in one application.

But there also needs to be a sufficient level of service of those modes and different types to cater for all journeys and people. MaaS has the capability to nudge consumers to, where necessary, make optimal choices, considering a range of different variables, for their journeys.

But for this to be achieved, customers must trust in those local available services whether it be the local bus service, micromobility solutions, DRT services or car rental, and not just the technology of a MaaS solution.

Local authority involvement Before we consider MaaS, we need to expand these services that sit on applications and much of this lies in the power of local authorities.

Now we have the Code of Practice and local authorities in the UK have the guidance to support MaaS delivery, an assessment of local available transport services should be made. E PUBLIC SECTOR BUYERS’ GUIDE 2024

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Transport

F They should then look to operators willing to expand services and make investments in order to develop local transport systems and products which can best serve consumers and be deployed on MaaS. The policy behind the deployment of new services or expansion of existing services should reflect overarching policy objectives around reducing private car ownership, i.e. targeting areas where the biggest difference can be made but also around MaaS and integrating these services as much as possible, both physically and digitally – taking into account the Code of Practice.

Boosting adoption The next step policy makers and stakeholders need to consider is how we boost adoption of the aforementioned services and any future MaaS application. MaaS has significant potential to boost the adoption of mobility services and public transport, but consumers are still going to need to be encouraged to do so. Policy in the UK has often gone about this in a way as such to ‘punish’ private car users driving old polluting vehicles through the introduction of clean air zones or ultra-low emission zones. Now it isn’t to say these measures will not eventually work, but there needs to be a speeding up of achieving modal shift ambitions and less focus on the upgrading of private vehicles to either be low emission or zero emission.

Any local authority looking to deploy MaaS should ensure that within their budget, revenue funding is set aside for the continual marketing and promotion of the MaaS solution. There have

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Any local authority looking to deploy MaaS should ensure that within their budget, revenue funding is set aside for the continual marketing and promotion of the MaaS solution

been successes in deploying journey planners in the UK, particularly in London and these have spread often by word of mouth. But both MaaS providers and local governments deploying MaaS will be making significant investments into products, services and return on investment, both commercially and in terms of delivering the patronage will be vital. Ensuring regular promotion of a MaaS application will help to make local consumers, organisations, and businesses aware of these services.

Council have indeed taken these steps. They have ensured that their staff make use of the GO-HI app for all of their own staff travel and have encouraged staff to use it for their commute. This has boosted the use of the app but has also allowed operators of mobility services in the area to expand and provide additional services. This sort of lighter touch intervention, alongside the Code of Practice has real potential to support the growth of MaaS in the UK.

Business travel Another area in which to build on this is by encouraging businesses, the public sector, and other organisations to use MaaS for their business travel. B2B MaaS applications are already in existence, however with the deployment of ‘public MaaS’ the use of MaaS for business travel can be expanded and increasingly utilised. Not only does this support businesses in reducing their emissions, at a time when ESG reporting requirements are increasing, but it also exposes everyone within that organisation to a new MaaS service and will in turn make them more likely to use MaaS in their commutes and leisure travel.

Policy makers have a role to play in this, both at a national and local level, by working with organisations and major employers to encourage them to make more use of sustainable travel modes, and in turn MaaS, and by providing guidance to those organisations.

In the GO-HI project highlighted in the Government’s Code of Practice, Highlands

A positive outlook As more projects are coming live, and there is increasing investment into MaaS and partner solutions, this indicates a positive outlook for MaaS the UK. One such example is the Transport for the West Midlands announcement that they will be launching one of the largest MaaS solutions in the near future alongside a number of UMP members. The Department for Transport will undoubtedly be monitoring the progress of schemes such as this, to track against the Code of Practice and ensure that they are delivering on their overarching vision for transport systems across the UK. The Urban Mobility Partnership looks forward to continuing to work with policymakers and stakeholders to ensure transport systems across the country reflect the wants of consumers alongside reducing emissions and congestion.L

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Energy

National barriers blocking local government ambitions to do energy differently Christopher Hammond, UK100’s chief executive looks at clean energy A future of local clean energy leadership The recent Autumn Statement rightly recognised our outdated energy grid has become a major barrier to — rather than a catalyst for — Net Zero. But the reforms it lays out, while welcome, are ultimately workarounds for a planning system that fails to put local climate action at its heart.

But don’t despair, because across Britain, a quiet revolution is powering up. Local leaders are grabbing the reins and pioneering secure, affordable energy projects.

From Greater Manchester to Glasgow, trailblazing councils are proving that the future of the UK’s energy system must be local.

Integrated solar, wind and storage projects tailored to community needs balance supply and demand at scale. Meanwhile, ambitious energy efficiency programmes are making homes warmer and slashing bills. E PUBLIC SECTOR BUYERS’ GUIDE 2024

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The power of LAEPs LAEPs take a whole-systems approach to managing local energy supply and demand. The plans combine renewables, storage, flexible use and smart grids tailored to each area’s unique geography, resources, and communities.

The benefits of this locally-led approach are clear. Analysis shows it could reduce costs by over two-thirds while almost doubling bill savings compared to one-size-fits-all national plans. Crucially, doing it from the bottom up, also unlocks far greater social value for local residents and gives them more opportunities to influence their local energy systems and hopefully give them a greater stake in homegrown generation.

The Greater Manchester Local Energy Market (LEM) shows what can be achieved when councils integrate LAEPs and leverage their convening power. The ten boroughs’ blueprints laid the foundations for one of the UK’s most ambitious local energy projects.

The LEM exemplifies the benefits of empowered local leadership and social value for residents

Energy

F And the widening embrace of collaborative Local Area Energy Plans (LAEPs) will help optimise infrastructure for Net Zero in a fraction of the cost and time required by disjointed national schemes.

Make no mistake, this revolution is happening in spite of, not because of, disjointed Whitehall policies and short-term funding pots.

Empowered by a clear strategy and sustained investment, local authorities can harness the skills, drive and public trust they already have to rapidly accelerate the affordable energy transition.

Greater Manchester’s pioneering Local Energy Market (LEM) is already balancing supply, demand, and storage options across the region’s ten boroughs. The LEM is designed to meet the specific needs and circumstances of communities in each borough. Each borough has developed its own LAEP, identifying priority areas for insulation, heat pumps, EV infrastructure, and community engagement. It aims to meet the combined authority’s 2038 Net Zero target.

The LEM exemplifies the benefits of empowered local leadership and social value for residents. It is a partnership across the combined authority, local authorities, the DNO, and private and third sector organisations. By taking a hyper-local approach, the LEM can maximise impact by tailoring the technology mix to match different neighbourhood infrastructure needs and opportunities.

But such trailblazers are exceptions in an opaque funding and policy landscape stacked against replication. In England under half of councils have even initial LAEPs. Compare that to Wales, where the devolved government aims to roll out LAEPs nationwide, aggregating each local authority plan into a National Energy Plan to enable effective comparison and integration. E

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Energy

F In Cardiff, the LAEP is already catalysing further investment plans, having established what is needed for the local area through the Cardiff Capital Region Energy Strategy.

It isn’t rocket science. Consistent, patient and devolved support empowers communities to map optimal local energy systems. As UK100’s Powers in Place and Chris Skidmore’s The Future is Local reports revealed, tailored area-based approaches like LAEPs cost over 65 per cent less than disjointed national decarbonisation.

Warming homes, growing jobs On the flip side of the coin, councils are also delivering on energy efficiency. The cheapest and cleanest energy is the energy we don’t use. As landlords of 2.5 million social homes, they have the potential to seize their scale to upgrade housing at pace.

And across the country, it is happening.

Wiltshire Council has committed to a 10-year programme to upgrade all of its approximately 5,000 council housing properties to EPC Band B level, which began in 2021. This £50 million programme aims to reduce carbon emissions from the housing stock by a forecasted 14,000 tonnes per year while tackling fuel poverty.

By 2030, works will be completed to install energy efficiency measures and technologies like heat pumps across the housing stock. This is creating local jobs and supplying expertise to encourage wider upgrades. To fund the works, Wiltshire has developed an innovative financing model to attract private investment for renewable heating systems. In doing so, it is catalysing skills and infrastructure critical to affordable mass upgrades nationwide.

But such leadership cannot single-handedly offset policy headwinds. The skills gaps and supply chain weaknesses holding back insulation’s rollout are direct legacies of support slashed as ‘green crap’ in 2013. The resulting 90 per cent crash in efficiency installs has cost the nation hundreds of thousands of jobs and billions in lost bill savings.

The key role of communities Pioneering councils also understand decentralised power’s immense potential to engage citizens, drive investment and anchor resilience. As evidenced in Greater Manchester, integrated LAEPs enable genuinely inclusive, democratic local energy planning.

Meanwhile, Bristol City Council is empowering communities directly. Bristol City Leap

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Every step of progress reveals systemic policy and funding barriers slowing local climate innovation aims to invest £500 million of public-private funding in community-backed projects, while pioneering a Community Benefit Fund and a No Cold Homes Strategy to maximise the wider community benefits, from tackling fuel poverty to mentoring for young people.

Christopher Hammond, chief executive, UK100

Energy

A resilient and affordable energy future must be local Such leadership disproves the old — but persistent — myth that people oppose energy projects in their backyard. When communities are part of the process and share in the benefits, public acceptance soars.

Barriers to breakthrough But local authorities cannot fill every Whitehall gap. As trailblazers across the UK100 network can attest, every step of progress reveals systemic policy and funding barriers slowing local climate innovation.

Inadequate powers, disjointed remits across myriad public agencies, an outdated energy grid and a lack of national strategic leadership continue to produce overlaps, confusion and contradictory incentives. Similarly, the planning regime frequently — and inconsistently — restricts developments already backed by local democratic legitimacy.

Above all, short-term, competitive funding pots spread thinly and inequitably prevent the strategic investment essential to nurture supply chains, skills networks and infrastructure reforms. Even shovel-ready projects matching government priorities miss out due to the postcode lottery of local capacity to bid.

As UK100’s End the Wait: Insulate report revealed, under £1 billion in sustained, needsbased investment in social housing energy efficiency would catalyse £2.7 billion publicprivate financing to upgrade 180,000 vulnerable households by 2025. But narrow annual competitions delay action while squandering time and money.

The future is local The UK’s once world-leading Net Zero ambitions will fail without empowering local leaders and communities to drive a grassroots revolution.

The transition to affordable, secure, Net Zero power led by local areas is no longer a pipe dream but a burgeoning reality.

Unfettered by national partisan point-scoring, trailblazing local governments and citizens are pioneering integrated, tailored energy solutions balancing jobs, costs and emissions.

But they are swimming against the tide of fragmented bureaucracies and disjointed budgets tailored to departmental silos, not community needs. A resilient and affordable energy future must be local. It’s time for national governments to stop getting in the way and instead get behind this revolution.

The next Spending Review is the perfect opportunity to catalyse countrywide transformation by guaranteeing multi-year LAEP funding and overhauling broken financing models nationwide — alongside finally grasping the energy efficiency nettle.

Empowered local climate leaders can set the foundations for a future where everyone benefits from cleaner, greener and more prosperous communities. The future is local. If Westminister won’t step up, it’s time it stepped out of the way and cleared the way for local government. L FURTHER INFORMATION

www.uk100.org PUBLIC SECTOR BUYERS’ GUIDE 2024

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Facilities Management

Best practice building maintenance means putting people first Safety will, rightly, be the top priority for public sector building managers right now, followed closely by carbon emissions and energy costs, but it is also important to emphasise the role a well-maintained building plays in health, well-being, and productivity, says building maintenance specialist Paul Bullard, SFG20’s product director The Building Safety Act 2022 is the most powerful reminder for owners and managers of the obligation they have for the physical safety of the people who occupy and visit their buildings. However, the fact that most people spend at least 90 per cent of their time indoors means the control of temperature, relative humidity, air quality, ambient noise, lighting levels and general comfort factors are particularly critical for their health and quality of life.

Growing problems with damp and mould across the UK built environment have highlighted the importance of maintaining buildings to a high standard including ensuring effective heating and ventilation to safeguard against rising respiratory conditions. The World Health Organisation (WHO) states that exposure to poor indoor air quality (IAQ) is directly linked to 3.8 million premature deaths worldwide every year.

At SFG20, the industry standard for planned and preventative building maintenance, we have been closely monitoring new secondary legislation introduced under the Act to help public sector maintainers achieve compliance, but we are always mindful of the wider implications for health and wellbeing.

Responsibilities Strict new rules came into effect in October 2023 including revisions of the Building Regulations that introduced new roles and responsibilities at design and construction, but also during the operation of buildings. As well as facing closer scrutiny of the measures in place to ensure structural safety, building operators are now obliged to improve communications with occupants about fire safety, in particular.

The initial focus is on higher-risk buildings (defined by the government as buildings taller than 18 metres or consisting of seven storeys and containing at least ‘two residential units’ and/or a care home or hospital). 14,000 existing HRBs were registered with the Building Safety Regulator (BSR) in time for the October 1 deadline when owners were obliged to notify which person or organisation was responsible for their safe ongoing operation.

However, the Regulator continues to remind everyone that the new safety regime will (in time) apply to ALL buildings “from shed to Shard”.

The new ‘duty holder’ regime introduced in October covers both new build and refurbishment projects and allocates clear duties to clients, developers and main E

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Facilities Management

The regulations state that all individuals must be able to provide evidence of their competence now more than 30 years old. It has evolved from a series of printed maintenance schedules into a highly sophisticated software solution that is constantly updated to ensure users are able to maintain their buildings in line with the latest technical standards and best practices as well as national legislation.

F contractors who have responsibility to ensure anyone working at design, construction, commissioning, handover, and during ongoing maintenance has the right specific competencies for their role – and understands how their work fits into the overall safety strategy for the building.

The regulations state that all individuals must be able to provide evidence of their competence and organisations/companies must also be able to demonstrate their ‘corporate’ competence and capabilities to fulfil their roles including management processes, systems, and resources – throughout the operational life of the building.

However, keeping people safe and productive should not just be a regulatory issue. It is also the right thing to do if you recognise that you manage a building on behalf of people who rely on you to provide a healthy, productive environment.

Our built environment should be maintained to a level that supports people’s social aspirations, keeps them safe and reduces their risk of being exposed to harmful pollutants and viruses. This can often be overlooked when maintenance budgets are being challenged in the face of rising labour and material costs.

Many more facilities managers are turning to SFG20 to help them create the right indoor environment for occupants both to meet their regulatory obligations but also to support dayto-day living, work and leisure activities. The standard gives them access to best practice and benchmarks so they can compare their own facilities with comparable buildings and national standards.

SFG20 was developed by the Building Engineering Services Association (BESA) and is

Difference Complying with SFG20 allows a building manager to remain on the right side of the law while ensuring the occupants have the best possible environment. However, more than that, it makes all this possible at the lowest cost because it ensures precious resources and effort are targeted where they can make the most difference.

Its comprehensive guidelines ensure that buildings don’t just meet the bare minimum, but are also robust in terms of safety, longevity, and efficiency – and it demonstrates how and why maintenance is more cost-effective than repair or replacement. Preventative measures, as outlined in SFG20, are designed to identify and tackle electrical, structural, and fire safety issues before they become serious problems that could lead to disruptive downtime and potentially expensive replacement.

Part of ensuring value for money involves keeping equipment and systems working at their best and most energy efficient, which can also extend operating life. A well-maintained building uses resources more efficiently, leading to cost savings as well as ensuring a better ‘user experience’ for the occupants.

Many public sector building operators are also increasingly mindful of their environmental responsibilities and the fact that net zero targets are legally binding. While the government recently relaxed some of the timetables involved, organisations are still obliged to work towards these goals and recognise their impact on corporate reputation.

Maintaining a building’s resilience in the face of rising global temperatures and more volatile weather conditions is increasingly challenging, but SFG20 can help FMs adapt built assets to make them more resilient to the various impacts of climate change by ensuring their E PUBLIC SECTOR BUYERS’ GUIDE 2024

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Maintaining a building’s resilience in the face of rising global temperatures and more volatile weather conditions is increasingly challenging

Facilities Management

F critical systems are properly maintained and controlled. The increased use of ‘smart’ technologies helps to future-proof systems so they can adapt to changing conditions, but these need to be monitored and adjusted regularly.

Buildings are complex assets, and they are all different – so the team behind SFG20 produces targeted guidance, webinars, and whitepapers to help building managers carry out specific tasks. For example, it recently published a ‘handover’ guide that explains how to create an up-to-date register of components including vital information such as age, current condition, maintenance history and any other useful information like warranties or service agreements.

This information can help to smooth the transition from one building operator to another. The asset register is also at the heart of any maintenance strategy because it allows the facilities manager to establish a set of priorities and work out the best approach for each element to avoid over or under-maintaining anything. This can involve separating assets into those that need regular inspections, those that require preventative maintenance, and others that are on a path towards replacement.

SFG20’s maintenance schedules are regularly updated so they remain in line with changing legislation and best practice and its software solutions help users achieve compliance in the most cost-effective way by targeting unnecessary costs and focusing resources where they are most needed. It also supports the accepted best practice of splitting planned preventative maintenance and reactive maintenance budgets on an approximately 70:30 basis.

be properly trained so they know what they are looking for and can implement the necessary improvements.

Training in-house staff to perform certain maintenance tasks can prove to be a sound investment as it reduces sole reliance on external contractors and often improves employee engagement and job satisfaction, which can result in higher retention levels.

Of course, there are always cost implications and managers must constantly weigh up budgetary priorities, but regular reviews help to identify spending patterns that could flag up over or under-maintenance. So, this is not just about looking for savings but also shows how the same money can be spent more wisely by targeting tasks more strategically.

Complying with the SFG20 standard is not just another ‘tick box’ exercise or a shortcut to remaining legally compliant. It is also a pathway to safer, healthier, more efficient, and costeffective buildings – for the benefit of all. L FURTHER INFORMATION

www.sfg20.co.uk

Complexity The complexity of buildings means there is always going to be a need to react to circumstances beyond your control, but preventive maintenance reduces these risks. It involves regularly checking vital components and replacing parts when necessary as well as cleaning and lubricating components, inspecting safety devices, calibrating instruments, and generally testing how well equipment is working in line with its target operating parameters.

It reduces the risk of unplanned and potentially expensive downtime by catching any potential issues before they become serious.

However, to be successful employees need to

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Waste Management

Efficient and effective collections Lee Marshall, policy & external affairs director, CIWM, explains some of the recent waste management headlines and what effect any changes will have Waste collection services have been having their moment in the spotlight this autumn. First, we had the prime minster scrapping a ‘seven bin’ policy that had never been implemented or indeed planned. Then, on the back of this, the government made the long-awaited announcement about the 2021 Consistent Collections consultation, now rebadged as ‘Simpler Recycling’.

The Simpler Recycling proposals mean that every local authority in England will have to collect a core set of materials, including food waste, glass, plastics, and cans. How they collect them is up to each local authority, but food waste will have to be collected weekly. The funding for food waste collections will come through government funding and elements of the dry recycling materials (glass, cans, etc.) will be funded through payments from the producers of packaging via another government policy called Extended Producer Responsibility (EPR).

EPR is aimed at making packaging more environmentally friendly and easier to recycle.

To encourage producers to do this, the policy makes them responsible for the “full net cost” of their product, including when it comes to the end of its life. Producers will pay funds into a central pot based on how much packaging they produce and how easy it is to recycle. That pot will then be distributed to local authorities to increase recycling of packaging.

However, local authorities will not receive funding for their actual costs, but rather for a modelled cost based on an “efficient and effective service”. Defra have not outlined what their definition of “efficient and effective” is yet, but it will be key to determining how much funding an authority receives. It is likely it will take into account the geographic and socioeconomic characteristics of a local authority area, as well as how recycling is collected.

Which collection system works best for a local authority will be impacted by a number E PUBLIC SECTOR BUYERS’ GUIDE 2024

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F of factors. When deciding which system to use, councils will normally undertake some sort of options appraisal where different collection systems are modelled against each other to produce indicative costs, against which a decision can be made. But once that system is implemented, how do you ensure it is the most efficient it can be whilst delivering high levels of recycling?

Efficiencies One way of creating efficiencies is to collect things less frequently. This is a practice many

Waste Management

One way of creating efficiencies is to collect things less frequently local authorities have adopted, and it tends to be residual waste that is collected fortnightly (or even three-weekly) instead of weekly. Not only does this mean fewer vehicles and crews, but it also helps push recycling rates up. With less residual waste volume, residents think more about which container they put their waste in. There are now several authorities in Wales and some in England with three-weekly residual collections, and all evidence shows they support high recycling rates. However, the government has indicated that they intend to include a maximum collection frequency of fortnightly for residual waste when they produce statutory guidance on Simpler Recycling for local authorities.

Another tool that councils have adopted is the use of route planning or route optimisation software packages. There are several packages available, and many come with consultancy support. With collection vehicles not being renowned for their fuel economy, the software calculates the best collection routes to minimise the number of vehicles needed and miles travelled. It is common to use such software when a new service is first implemented, but it is also worth using again part way through a contract once the rounds have bedded in and the tonnages being produced are clearer.

There are normally some imbalances in round sizes that, if ironed out, may reduce the overall number of vehicles used. E

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Waste Management

The use of balers or compactors can be worth considering, especially if a local authority has suitable depot space F Sticking with vehicles, there has also been a greater focus on fuel efficiency and monitoring this through telematics software.

The data it collects can be used to evaluate driver behaviour and develop training to help operators drive in ways that conserve fuel. This potentially leads to better fuel efficiency and less wear and tear on vehicles, resulting in lower repair costs as well as a reduction in fuel bills.

Balers & compactors With more recycling being collected as a result of Simpler Recycling and EPR, there is likely to be a need for more bulking and transferring of waste.

In terms of making the process more efficient, the use of balers or compactors can be worth

considering, especially if a local authority has suitable depot space. Baling recyclable waste before it is transported will increase the load on each vehicle, resulting in fewer vehicles being required and therefore less cost. Compactors can also be used in a similar way. This can also reduce the amount of space needed for storage of materials prior to transport.

Although not as widely used by local authorities, some have tried double shifts, increasing the hours that a vehicle is utilised during a working day, sweating the asset. This type of working pattern and operation is not something councils have traditionally used, but after years of austerity cuts and a need to make every penny count, such “new” practices may need to be considered.

Once we have confirmation of what “efficient and effective” means in relation to EPR and the funding it results in, some councils may need to look at these sorts of interventions. It is likely that some authorities will find that EPR funding does not cover all actual costs related to the collection of packaging. Whilst they will be still be getting new funding, the desire to make it

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

go as far as possible will mean that the way a service is designed and delivered will need to be reviewed.

We may have to wait a while for this, as initial indications from Defra are that EPR funding

Waste Management

Undertaking soft market testing may be one of the most effective ways in getting value for money for your waste service levels will not be known until November next year. This will put pressure on local authorities as the core set of materials under Simpler Recycling have to start being collected by March 2026 at the latest. That only gives an 18-month lead-in time from knowing the full funding picture. With lots of local authorities potentially going to market at the same time for new collection contracts, there could be a log jam, or some local authorities may find themselves with no bidders. Undertaking soft market testing may be one of the most effective ways in getting value for money for your waste service. This will help you shape a tender that is attractive to bidders and is framed in a way which means they want to bid. More bidders mean more competitive prices.

It all means that waste management services are likely to go through some major changes over the next two to three years. Anything that can be done to minimise costs, and maximise the available funding, will help local authorities to ensure they have efficient and effective services going forward. L FURTHER INFORMATION

www.ciwm.co.uk

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Fire Safety

Best practice for fire safety in public buildings The FIA looks at best practice for fire safety for public buildings in 2024 Like everything in life, fire safety starts with a plan. With careful planning and by sticking to the plan, you can ensure that the objectives will be met. The first place to start when looking at an existing building is the fire risk assessment.

Is it up to date? How recent is it? Does it need reviewing? Are there any outstanding actions from the previous fire risk assessment? By ensuring that the actions or recommendations identified in the fire risk assessment have been implemented; that the fire risk assessment is regularly reviewed and kept up to date with any possible changes in the organisation or building, you can reassure yourself that nothing has been missed.

One of the simplest and most costeffective methods of improving fire safety is “housekeeping”. A key step to fire prevention is general tidiness around the workplace. Store all tools, equipment and materials away securely.

Dispose of all waste properly into a designated bin store, eliminating a build-up of potentially flammable materials. Walkways and corridors

must be kept clear of any debris as this could cause a trip hazard to those escaping in an emergency. By keeping the building organised and clean and tidy, you can reduce the likelihood of a fire starting and growing.

If you are responsible for fire safety within a building some of the things, you need to consider are: Fire detection and fire alarms A fire detection and fire alarm system, when installed and maintained correctly, is an essential part of fire safety that can provide an early warning of fire within the building.

Enabling people to evacuate the building in a safe manner as quickly as possible. The quantity and placement of smoke, heat and other types of fire detector throughout the building, is based on a category of system defined within BS 5839-1, the code of practice for fire detection and fire alarm systems in nondomestic premises. The fire risk assessment should confirm that the existing fire warning E PUBLIC SECTOR BUYERS’ GUIDE 2024

45

Fire Safety

F system is suitable and sufficient, and if deemed not to be, it should provide guidance on which category of system would be necessary.

Portable fire extinguishers Portable fire extinguishers are a simple but effective means of tackling small fires and preventing them from growing into large fires which can do serious damage to a building.

It is important the correct portable fire extinguishers are provided in sufficient numbers for the appropriate risk, as not all portable fire extinguishers are suitable for every fire. It is also important that the portable fire extinguishers are regularly maintained and kept in good condition. Portable fire extinguishers are rarely used in a well-managed building but if they are required to be used, it is critical that they operate correctly. Without regular maintenance and training of people on how to use them, their usefulness can be diminished.

Evacuation plan, emergency exits, fire drills It’s important that all emergency exits are kept clear of obstructions, enabling them to be used at all material times, and they should not be locked when there are people in the building.

Emergency lighting should be provided on all

Fire evacuation training is an essential aspect of workplace safety

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

It’s important to ensure that your team is trained in how to use portable fire extinguishers

Fire Safety

the escape routes. This will need to be regularly tested. To ensure that if there is a power cut, people can still navigate their way to the emergency exits and away from the building.

In the context of emergency preparedness, a fire drill is a practice run of the evacuation procedure in case of a fire emergency. This exercise should be conducted routinely to ensure that all employees are familiar with the evacuation procedures and are able to evacuate the building safely and quickly.

Fire evacuation training is an essential aspect of workplace safety. The UK government mandates that employers must have a fire safety and evacuation plan in place. The plan should include a clear passageway to all escape routes, clearly marked escape routes that are as short and direct as possible, enough exits and routes for all people to escape, emergency doors that open easily, emergency lighting where needed, training for all employees to know and use the escape routes, and a safe meeting point for staff.

When you are carrying out fire drills. It is good practice to block off the normal regularly used entrance to the building. This will force people, to use the alternative means of escape, which might not be the one that they regularly use.

A rear stairway and fire exit for example. It is the nature of people to use the things that they

are familiar with. In an emergency, the normal regularly used exit might not be available because it might be blocked by fire. So, by training people to look for alternative means of escape it can aid them in a real fire situation and avoid confusion if their normal way of egressing the building is not available.

RACE is a simple 4-step fire plan that everyone can remember. It is often used as a training tool to call on in emergency situations. There are four steps: Rescue anyone in immediate danger; Alarm or alert others and call the fire and rescue service; Contain the fire by closing doors and windows; and Extinguish the fire if possible, using portable fire extinguishers, but only if it is safe to do so.

It’s important to ensure that your team is trained in how to use portable fire extinguishers and that they are instructed to carry out your fire plan in the form of fire drills or simulations, including when there are visitors to the premises.

Electrical safety When it comes to electrical safety with a fire perspective. Building occupants need to make sure that electrical sockets are not overloaded and that if extension leads are used, their leads are not left trailing, creating a trip hazard, and that they too are not overloaded. The use of portable heaters, especially fan heaters, should be discouraged. When a fan heater is blocked, it can easily overheat and start a fire. Even storing combustible materials near heaters could present a risk of fire. Therefore, good housekeeping needs to be adopted to reduce the likelihood of this happening. Portable appliance testing for appliances used within the building is essential to ensure that they are electrically safe to use, in good condition and not likely to start the fire.

These tips are general guidelines for fire safety in public buildings. For more specific information about fire safety regulations in your area, you may want to consult with a local fire and rescue service or other relevant authority.L FURTHER INFORMATION

www.fia.uk.com PUBLIC SECTOR BUYERS’ GUIDE 2024

47

SFR Dualcoat Smoke & Flame Surfaces & Specifications Multilayer painted Retardant for WOOD walls to Certified total safety of Class B s1d0 BSEN Class B s1d0 .

Spec. (i)& Wood-based Boards All Woods Bare or Previously Painted Over unlimited coats, type or mix of 1Vinyl, good Acrylic, coat @Contract 8 sq m / ltEmulsion.

SFR Dualcoat Smoke & Flame Retardant 1 even careful coat @ 10 sqm / lt. nd (2 coat External or swimming pool room).

Or OVER 2 half depth coats @ 20 sqm / lt 1 coat @ 8 sq m lit.

Thermoguard SFR Dualcoat.

Thermoguard Timbercoat.

Matt or Eggshell. BS 4800, RAL, NCS colours. most NCS colours.

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Over unlimited coats of any types or mixes of wall paints.

1 smooth coat @ 10 sqm / lt

INCREASED FIRE RESISTANCE Wallcoat Insulating Basecoat.

RETRO-FIT Plus 60 mins fire resistance to 12.5 mm plasterboard 1 smooth coat @compartment 10 sqm/lt walls / ceilings. Many buildings contain the following fire Thermoguard SFR Dualcoat. hazards > Plasterboard walls or ceilings not designed to insulate flammable foam slabs.

Gray standard instead of pink fire rated White & Undercoat Shades. plasterboards layer of(5lt), fire rated board installed instead of 2.

25 sqm (2.5lt),1 50 sqm 150 sqm (15lt).

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Surfaces & Specifications Multilayer painted ceilings to Certified total safety of Class B s1d0 Thermoguard Fire Varnish Clear or Wood Shades

Fire Standards in Escap Combined protection for & Communal compliant - 91%Areas 2hr Anti 24 hr Anti-Bac ISO 2219 Govt Recommended Futureenhanced silver biocide fo Real-world fire spread & Inte totally safe escape route fi Lethal.

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BSEN Class B s2d0 All Woods & Wood-based Boards Specification - Bare or Previously Painted Over unlimited, coats, type or coat Fire Basecoat mix of1paints usedVarnish on ceilings

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25

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pecritical Routes areas with Viral ISO 21702, - 99% 96 high % solid-state -proof SAFEST BSEN or lasting protection. Only ensity Class B fire standard Class Class E, F B s1d0 Unreliable Class 0

pec. (i) SAFEST BSEN s1

ANTIMONY, ARTEX & ASBESTOS BOARD ENCAPSULATION The only safe method to protect residents, pupils, staff and contractors from the dangerous legacy of toxic Antimony in some emulsions and most Class 0 Flame Retardant Paints since 1970, asbestos in Artex, early textured Class 0 paint and asbestos cement boards is by Certified particle encapsulation paint. The same paint (below) also controls paint toxic gas and flamespread dangers.

Lethal ver unlimited, coats,s3 type or mix of Unlimited Class 0 nyl, Acrylic, Contract Emulsion

ASBESTOS & ANTIMONY ENCAPSULATING SMOKE & FLAME RETARDANT PAINT

even carefulSAFEST coat @ 10 BSEN sqm / lt d0

Lethal d2 Unlimited Class half depth coats @ 20 sqm / lt 0

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ti-graffiti pec. (ii) coatings. If you nsidering Anti-Graffiti paints ver unlimited coats of any types t mixes to arrange a site visit. of wall paints.

Matt or Eggshell. BS 4800 & RAL. 12.5 sqm (2.5lt), 75 sqm (15lt).

smooth coat @ 10 sqm / lt Wallcoat Insulating Basecoat.

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us

smooth coat @ 10 sqm/lt hermoguard SFR Dualcoat.

m (15lt).

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Thermoguard Anti-Graffiti system shown below upgrades high risk Multilayer painted walls to BSEN Class B s1d0.

However, as textured Class 0 basecoats prevents good abrasion for a key, painting with Anti-Graffiti paints risks later paints delaminating in normal use & high flamespread danger in a fire. Please arrange site visit via our Tech Dept.

ANTI–GRAFFITI Specification Class B s1d0 1 coat Thermoguard Wallcoat Insulating Basecoat @ 8 sqm per lt.

1 coat Thermoguard SFR Dualcoat @ 8 sq m per lt.

1 coat Thermoguard Anti-graffiti colour coat @ 8 sqm per lt.

(2 coats on textured walls).

BS 4800 & RAL colours , All sold as 5 lt cans.

01142 768008 www.thermoguard.co.uk technical@thermoguard.co.uk Job-specific Fire Certificate stating sqm area FoC after Due Diligence Checks. Refer to Technical Data Sheet & Thermoguard UK, Units B1, B2 Enterprise Park, Wigwam Lane, NG15 7SZ. MSDS onHucknall, www.thermoguard.co.uk

TRAINING AND EVENTS

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Conferences & Events

Embracing technology, personalisation, and sustainability - best practices for event organising in 2024 Sarah Byrne, co-chair of the Association of Professional Conference Organisers (ABPCO) and director of Mosaic Events looks at best practice for conferences and events Event organising is a continually evolving landscape, influenced by technological advancements and a growing emphasis on sustainability and legacy, all of which are challenged by economic instability and changing attendee expectations.

To host successful events in this dynamic environment, organisers must adopt best practices that leverage technology, prioritise personalisation, evaluate event formats, incorporate sustainable practices, and maintain effective communication throughout the entire process. It sounds like a lot to do for event teams that are often already under-staffed and under-pressure, but these are vital areas to consider and the significant value they add makes them worth the extra time and focus.

Embrace technology ethically In the 21st century, embracing technology is no longer optional; it is a necessity. As an industry, conference organisers have been making use of booking and registration tools for several decades, these have continually improved and advanced, now taking much of the burden away from organisers. However, the tech we have been using until now is just the start of a wave of new opportunities for improved event design, planning and delivery. Many of the most exciting new options are already being provided by leading event tech companies, however there is a lot more to come in 2024.

Artificial Intelligence (AI) is one technological advancement that has the power to revolutionise event management. It can E PUBLIC SECTOR BUYERS’ GUIDE 2024

51

Elevate your Events Take your event to the next level at Fairfield Halls, where versatility meets expertise in the heart of Croydon.

Our multi-purpose venue, backed by a dedicated and passionate team, offers an impressive range of flexible spaces. From intimate gatherings to grandscale affairs, our venue accommodates events of all sizes, with capacities ranging from 100 to 1,500.

Whether it's multi-day conferences, meetings, film shoots, or prestigious award ceremonies, we've got you covered. t: 01202 055541 e: ffh-eventenquiries@bhlive.org.uk

Park Lane | Croydon | CRO 1JD

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

is that this is not a one-off task – continuous analysis and adaption to changing trends allows organisers to stay ahead of the curve and provide an experience that resonates today, tomorrow and long into the future.

F automate repetitive tasks, analyse large sets of data, and enhance the overall efficiency of event planning. However, there are some big ethical questions that remain unanswered in the use of AI. Attendees value their privacy, so data collection and analysis should be conducted transparently, with clear communication on how personal information will be used. Striking the right balance between leveraging technology and respecting privacy builds trust and enhances the overall event experience.

Engage audiences through personalisation and analytics Understanding your audience is vital for a successful event and it is likely that you already have a wealth of information in your possession that will allow you to get to know them better as a group and as individuals. Use analytics and data to gain insights into attendee preferences, behaviour, and interests, this can then be used to improve and personalise the event experience for all as well as at an individual level. Think tailored content, bespoke networking opportunities, and even event schedules that meet the specific needs of specific attendees.

Ultimately, personalisation creates a more engaging and meaningful experience for attendees, increasing their satisfaction and likelihood to return. Most important though

Conferences & Events

Understanding your audience is vital for a successful event

Consider event formats mindfully Face-to-face (F2F) event formats were the standard for centuries, but recent years have seen the rise of hybrid and digital events. While cost and convenience are important factors when considering event formats, the delegate experience must come first if you are to ensure their attendance, it’s crucial to also weigh the environmental impact of each option.

Digital events, for instance, may seem ecofriendly due to reduced travel, but they still have environmental implications, such as increased energy consumption for virtual infrastructure. Organisers must carefully assess the ecological footprint of each format and make informed decisions that align with their sustainability goals as well as the needs of their organisation and attendees.

Review and implement sustainable practices It’s not just the event format where sustainability should be considered, in fact it should be a core consideration to the event organisation. However, before incorporating sustainable practices, organisers must first understand why they are doing it and clearly define who is responsible for these initiatives.

If additional budget is required, it’s essential to consider this early in the planning process.

As an industry, the matter of sustainable responsibility is still under scrutiny – should the attendee, organiser, venue, destination or someone else foot the bill for sustainability, or should everyone come together for the benefit of all? It seems like an obvious answer to a challenging question but not everyone is as invested as other stakeholders and not everyone has the flexibility, budget or ability to innovate enough to make the necessary changes.

Whatever your opinion on who should lead the charge, when it comes to event sustainability, integrating sustainable practices is increasingly becoming an expectation rather than an option.

From eco-friendly event materials to waste E PUBLIC SECTOR BUYERS’ GUIDE 2024

53

Conferences & Events

F reduction strategies, incorporating sustainability not only benefits the environment but also enhances the overall reputation of the association.

Budget considerations beyond sustainability While sustainability is crucial, budget considerations extend far beyond eco-friendly initiatives. In an era marked by global financial turmoil and a cost-of-living crisis, organisers must be mindful of their budget as well as the financial constraints of their attendees.

At an event organising level, it is of course vital to secure the right prices, negotiate fairly with your partners and ensure contracts and agreements protect all involved. In particular, everyone needs to consider what might happen in a crisis, what contingencies exist and how they can be rolled out to support everyone.

However, budget considerations in the current economic climate must also extend to an

Sponsorship plays a pivotal role in the financial success of event

understanding of attendee needs and potential financial challenges. From travel and hotel costs, to the ability to pay for registrations or event supplements, there are many areas attendees might be feeling the pinch and it is vital that organisers consider this when setting budgets and planning destinations, venues, locations and activities.

It is essential that the right balance is struck to ensure that a conference remains financially viable while remaining accessible to a broader audience.

Sponsorship and collaborative partnerships Sponsorship plays a pivotal role in the financial success of events, and it can go some way to mitigating other financial challenges. However, it’s not merely a transactional relationship; it’s a strategic partnership.

Organisers should view sponsors as collaborative partners and work towards creating a mutually beneficial relationship.

To ensure a return on investment (ROI) for sponsors, organisers must clearly define deliverables and expectations from the outset. This includes providing sponsors with measurable metrics, which could include attendee engagement data, social media reach, and lead generation.

Collaboration is key – involving sponsors in the planning process, seeking their input, and aligning their brand with an event’s objectives fosters a sense of ownership and commitment.

By nurturing these partnerships, organisers can create a win-win situation where both the association and sponsors derive tangible benefits, contributing to the overall success and sustainability of the event.

Content is king Regardless of how technologically advanced, personalised, or sustainable an event is, content remains the primary driver of attendee satisfaction. To stand out, events must offer compelling, customised and valuable content that distinguishes them from the competition and turns them into a must-attend experience.

High-quality educational sessions and effective networking opportunities are key components that will attract and retain attendees.

Effective communication throughout the process Communication is the glue that holds an entire event together. From the initial

54

Safeguarding and codes of conduct Communication works on many levels at an event, just one of which is participant safety and safeguarding (attendees or organising team). Establishing a comprehensive Code of Conduct is crucial to fostering a safe and inclusive environment. This code should clearly outline expected behaviour, both in-person and virtually, and emphasise the values of respect and diversity. Additionally, organisers must implement robust policies and processes to address any challenges that may arise. This includes the swift and confidential handling of complaints, investigation procedures, and appropriate disciplinary actions.

Prioritising the safety and comfort of attendees not only promotes a positive event experience but

Conferences & Events

planning stages to post-event follow-ups, effective communication is critical for building engagement and ensuring a successful turnout. Organisers should explore diverse communication channels, understanding what works best for their specific audience, because timely and relevant communication fosters a sense of community and excitement, ultimately driving greater attendance.

Organisers must implement robust policies and processes to address any challenges that may arise also contributes to the association’s reputation as a responsible and caring community.

In conclusion, successful event organising in the modern landscape requires a holistic approach that incorporates technology, personalisation, sustainability, and effective communication. By embracing technology ethically and effectively, leveraging analytics for personalisation, carefully considering event formats, prioritising sustainability, and maintaining open and relevant communication throughout the process. Organisers can create memorable and impactful events that meet the diverse needs of their audiences, while contributing positively to the environment and communities in which they work and live. L FURTHER INFORMATION

www.abpco.org

to suit all occasions. a range oflayouts audio and spacious offerWith various room Thames andand London.

Our rooms are light Unique meeting rooms with views of the River visual equipment. to suit all occasions.

With a range oflayouts audio and spacious and offer various room Thames and London. Our rooms are light visual equipment. to suit all occasions. a range oflayouts audio and spacious and offerWith various room Meeting, event hire for up to visual equipment. to suit all occasions. With a range of audio 60 visual people with catering.

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Meeting, event hire for up to Please telephone 0208 305 4161 60 people with catering.

Meeting, event hire for up to Please tephone 0208 305 4188 or email us at or email us at Please telephone 0208 305 4161 60 people with catering.

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Please tephone 0208 305us4188 or email us at Thamesbarriertheview or email at 305 Please telephone 0208 4161 gov.uk for more details.

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Please tephone 0208 305 4188 or email us at Thamesbarriertheview or email0208 us at 305 4161 Please telephone gov.uk for more details.

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Please note there is no access onto the Thames Barrier Structure.

Please note there is no access on the Thames Barrier Structure.

Please note there is no access onto the Thames Barrier Structure.

PUBLIC SECTOR BUYERS’ GUIDE 2024

55

“Pertemps has been our resourcing partner since 2012 and we are delighted to still be working with them.”

HR Business Manager Buckinghamshire Council

Pertemps has been delivering tailored recruitment solutions to organisations across the UK since

1961. We have extensive experience working with public sector organisations, offering everything from fully managed service contracts (Master Vendor, Neutral Vendor, RPO), through to ad hoc permanent and temporary recruitment, direct or through frameworks with CCS, ESPO, YPO, SUPC, CPC, PFH, Welsh Assembly and Scottish Ministers.

We have delivered additional value through introducing technology to support our business and the candidate journey, digitalising the registration process, reducing our carbon footprint and saving time for our teams and candidates from registration to onboarding, replacing paperwork with increased quality engagement.

To discuss how we can help with your recruiting needs, please contact 01676 938750 or visit pertempsmanagedsolutions.co.uk

Recruitment

Best practice for public sector recruitment in 2024 Tania Bowers, global public policy director at the Association of Professional Staffing Companies (APSCo) addresses some of the current issues in public sector recruitment The recruitment landscape is becoming increasingly complex for most employers in the public sector. We’re still seeing the impact of staff shortages, worker strikes, Brexit and Off Payroll on the supply and demand of key resources, and this is unlikely to change in the first half of 2024.

Our members who supply recruitment solutions to public sector employers are increasingly reporting that it is becoming more difficult to source the right people quickly and within budget. There’s also the added challenge of the employer brand of the sector overall which has been hit by staff unrest and the media attention around the strikes throughout the last year.

However, there’s a wealth of opportunity to shake up some of the hiring practices that are hindering success for employers. Given that it is an election year, 2024 could shape up to be a period of promising change if the right tactics are implemented. But what does best practice look like for the New Year and what’s needed to help support this?

A look at health and social care Hiring in the health and social care sectors has certainly made headline news over the last year.

Skills shortages and strike action have all had an impact on employers across these remits.

The constantly changing legislative landscape certainly hasn’t helped, in particular the E PUBLIC SECTOR BUYERS’ GUIDE 2024

57

We provide recruitment solutions for permanent, temporary & contract staffing throughout the UK. Delivering exceptional service based on our Company Values Trust Honesty Respect & Integrity .

We provide a range of services from Training to an extensive Outplacement Service alongside our Temporary and Permanent staffing solutions.

Our mission is to be your chosen recruitment and training partner by improving our clients’ businesses and the lives of our candidates – we achieve this by matching the right candidates with the best available opportunities.

Representing businesses of all sizes and industries, from local SMEs to large blue-chip organisations.

These partnerships have given us experience and an understanding of how critical a clients’ team is to business growth and success. Providing tailored solutions, giving you the confidence, that the right recruitment processes are in place to ensure successful outcomes.

Website Email Facebook Twitter Instagram LinkedIn

01924 261636

info@r1rt.co.uk

Recruitment

F uncertainty around Article 7 of the Conduct of Employment Agencies and Employment Regulations 2003, which forbids recruiters from supplying workers to replace strikers. The initial repeal was reversed by the courts and there is now a live consultation to compliantly repeal Article 7, meaning that agency workers could again replace striking workers, if compliant and suitable for the role. Further, while the purpose of introducing Minimum Service Levels (MSLs) is a positive in that it will minimise disruption, the logistics are more difficult.

The challenge is that there are only a limited number of agency workers willing or able to stand in for their peers on the picket line and some recruiters were unwilling to cross this line as well. How MSLs play out over the Christmas period will paint a clearer picture of the impact such changes will have to resourcing plans for next year, though the latest news does suggest that strike action will at least quieten in the immediate future.

One area of best practice recruitment for health and social care that it is critical to discuss, though, is the ability to deliver consistency across frameworks. There’s significant red tape that currently exists when recruiting agency workers, but the scale of staff shortages mean that these individuals are critical resources for the sectors. There needs to be a more streamlined means of tapping into these workers without going off frameworks, and consistency has a large role to play in achieving this.

One prime example is the lack of conformity around pre-hiring compliance and safety checks of permanent and agency staff, despite NHS Employer rules, which is contributing to the increased costs and delays of getting clinical staff in front of patients. A specialist that is compliant to work for a Trust hospital under one CCG, may not necessarily be so at another hospital or primary care centre that operates under the same group but on a different framework, meaning there is minimal agility or responsiveness in workforce management. E

It is key that diverse hiring is enabled and adopted

59

Recruitment

F In the longer term an assessment of the appropriate permanent/contractor supply mix is essential throughout the service.

Diversifying talent pools Equity, diversity and inclusion (EDI) is broadly recognised as a critical element of recruitment across the public sector, but there is always room for improvement. With skills shortages still set to impact much of the sector next year, it is key that diverse hiring is enabled and adopted. Working with specialists in diverse hiring is one means of delivering against this and it’s important the preferred supplier lists are reviewed to ensure that there are suppliers with experience engaging with underrepresented groups in the supply chain.

Managed Service Providers (MSPs) and Recruitment Process Outsource (RPO) partners are increasingly supporting greater diversity in recruitment across the permanent and temporary labour market and their insight will be valuable in the New Year. Indeed, we’ve seen numerous examples of APSCo OutSource members – the trade association for the recruitment outsourcing sector – taking a more targeted approach to recruiting from specific demographics that remain underutilised.

Social mobility is also going to be a key topic for recruitment in the public sector

60

While it is important to look closely at the make up of your existing workforce to define where there may be groups that need to be more actively engaged, there are specific EDI targets that look set to be more widely targeted in the New Year. These include ex-offenders, the over 55s and younger generations that are only just entering the workplace.

Social mobility is also going to be a key topic for recruitment in the public sector. The need to expand hiring to encompass those from different socio-economic backgrounds is not only morally the right thing for all employers, but it also strengthens the reputation that those in the public sector have with potential new recruits and the local community. By having social mobility targets in hiring strategies, employers will be creating workforces that better represent the communities they serve, which will help to build rapport with those being directly impacted by the services they provide.

Technology will be a key influencer We can’t ignore the fact that technology is impacting recruitment across the UK both in terms of hiring processes and the skills that are required for the vast majority of

Recruitment

We can’t ignore the fact that technology is impacting recruitment across the UK roles. The technology profession has long faced an issue with high demand and short supply for its expertise. While the plans for regional investment hubs that will boost the UK’s reputation as an AI and tech leader are promising, creating these skills is going to be

a long-term project. There will be a need to rely on interim support from highly skilled contractors for some time and we would advise that international resources aren’t ruled out in this instance.

Although the very high volumes of health and social care visas are quite rightly under the political spotlight, there are barriers to recruiting skilled international contractors from the tech-sphere, that are limiting the attractiveness of the UK as a prime employment destination. While we are continuing to push for greater funding to help speed up the visa process as well as create new business visa routes such as a service supplier option, it is crucial that employers in the public sector consider technically skilled international workers even if it is difficult to onboard them.

It is difficult to predict what 2024 holds in store given the pace of change that the UK and indeed the world have experienced of late.

However, there is significant potential to improve recruitment processes and strategies in the public sector next year. The onus may be on policy makers to make it easier to hire from critical talent pools such as the self-employed and international resources, but there’s also the need for employers and those suppliers in the recruitment supply chain to work together to drive improvements where they can be made. L FURTHER INFORMATION

www.apsco.org PUBLIC SECTOR BUYERS’ GUIDE 2024

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Buyers’ Guide ADVERTISERS INDEX Public Sector

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3M United Kingdom

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Adare Sec

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Urbis Schreder

28

Metrics Maturity UK

8

Viewline Reporting Software

12

NFU Energy

26

Wyboston Lakes

50

Perses

34

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