Scottish Public Finance Minister Ivan McKee has welcomed a report detailing spending by Scotland’s public bodies.
Commenting on the Public Bodies Data Report, Mr McKee said it will provide ‘crucial clarity’ and inform work to establish how frontline services can continue to be prioritised.
Mr McKee said: “The Scottish Government has made improving public services a key priority, alongside eradicating child poverty, building prosperity and protecting the planet. We are proud to have more frontline public sector workers than other parts of the UK, and to pay them more, demonstrating the value we place on workforce, skills, quality and fairness.
“But we also recognise that within our finite budget, and ongoing financial constraints and cost pressures, exacerbated by Brexit and 14 years of austerity, we have a responsibility to ensure that the investment the Scottish Government makes in our public services on behalf of the people of Scotland is used efficiently and sustainably.
“Our commitment to improvement is reflected in a programme of public service reform built on two key elements – ensuring public services remain fiscally sustainable – and improving outcomes for people and communities.
“Our reform challenge will be ensuring spending is proportionate to the value the public derives from services. Today’s publication marks a key step towards addressing the challenges we face. But I am hugely encouraged by the commitment already demonstrated to this work by public sector leaders as we work closely to focus on front-line spending and ensure services remain fiscally sustainable through investment.”
A collaborative partnership between Sodexo’s Aberdeen-based Energy & Resources business and Sodexo-managed prison, HMP Addiewell will see 50 sleep pods donated to the Aberdeen Cyrenians, a registered charity dedicated to supporting vulnerable people and those experiencing homelessness.
Sodexo is committed to contributing positively to the communities in which it operates and with a strong presence in Aberdeen was aware of the work of the Aberdeen Cyrenians and reached out to offer support.
The Aberdeen Cyrenians is a local charity and social care services provider supporting some of the most vulnerable people in the community facing crisis, trauma, addiction, homelessness, and isolation for over 50 years.
With winter planning underway, Aberdeen Cyrenians and partners had identified a need for rapid response and immediate relief for potential rough sleeping. Sodexo connected the charity to HMP Addiewell to organise a donation of 50 sleep pods to help the city, with Aberdeen Cyrenians acting as a distribution ‘hub’ to support local organisations.
The sleep pods are emergency one-person shelters developed by registered charity, Sleep Pod to protect rough sleepers in severe weather.
Donna Hutchison, chief executive officer, Aberdeen Cyrenians said: “Whilst our focus is on the prevention of homelessness we recognise the need to have the necessary contingencies in place to mitigate risk as we come into the winter months. We are delighted to be working with Sodexo and HMP Addiewell, with the sleep pods offering a safer and more dignified alternative to sleeping rough.”
Sleep Pod has been working in partnership with Sodexo and HMP Addiewell for a number of years, distributing sleep pods to charities across the country. This collaborative partnership is not only benefiting the vulnerable and homeless in local communities in Scotland and beyond but is helping reduce the risk of prisoner reoffending by equipping them with valuable skills which improves their employability prospects on release.
Ian Ashby, Sleep Pod co-founder adds: ”Sleep Pod is pleased to work alongside HMP Addiewell, Sodexo’s Energy & Resources business, and Aberdeen Cyrenians in supporting vulnerable individuals facing homelessness. Together, this partnership enables us to provide vital emergency shelters that meet the needs of those most affected by severe weather. Our ongoing collaboration with Sodexo allows us to strengthen these efforts, providing essential resources where they are most needed.”
Tony Brady, business development director, Energy & Resources, Sodexo UK & Ireland, told GPSJ: “As a business, we are committed to supporting and helping out our local charities. Building this partnership with the Aberdeen Cyrenians was key in making a real difference in the lives of those who are experiencing homelessness, especially as we now head into the colder months.”
Typhoons from RAF Lossiemouth monitored the Russian Bear-F aircraft flying over the North Sea
Operation comes as Royal Navy shadowed Russian military vessels passing through the English Channel
Second time in three months that the Royal Navy and RAF have detected Russian ships and aircraft within a week of each other
RAF fighter jets were yesterday scrambled when a Russian military aircraft was detected flying close to UK airspace.
Two Typhoons from RAF Lossiemouth in Scotland monitored a Russian Bear-F aircraft as it flew over the North Sea. The Russian reconnaissance plane had been detected in the UK’s area of interest and at no time was it able to enter UK sovereign airspace.
The incident comes after the Royal Navy shadowed Russian military vessels passing through the English Channel over the past week.
The Typhoons, which were supported by a Voyager refuelling aircraft, are part of the RAF’s Quick Reaction Alert. This sees aircraft in Scotland and England at high-readiness 24/7, 365 days a year ready to defend and protect UK airspace.
The scrambling follows British warships, helicopters, and long-range maritime patrol aircraft keeping close watch on the progress of two separate groups of Russian ships as they sailed in opposite directions – one bound for the Atlantic and the other towards the Baltic. This ensured the ships acted in a safe and non-threatening manner.
In the Channel, HMS Iron Duke and tanker RFA Tideforce shadowed three Russian vessels, which were led by the new frigate Admiral Golovko.
The Golovko was accompanied by oceanographic research vessel Yantar and supporting tanker Vyazma. All three had been tracked by the Norwegian Navy before British forces took over. The Duke class frigate and Tide-class tanker, supported by an RAF P-8 Poseidon maritime patrol aircraft, followed the ships through the Dover Strait and Channel before handing over monitoring duties to the French Navy.
As the Golovko continued her journey, Iron Duke took over shadowing duties of the second Russian group. Frigate Neustrashimy and her support ship, tanker Akademik Pashin were travelling to their home port in the Baltic. Iron Duke remained in contact with the pair back through the Channel and into the North Sea before handing over to a Dutch warship.
Minister for the Armed Forces, Luke Pollard said:
“Our adversaries should be in no doubt of our steadfast determination and formidable ability to protect the UK.
“The Royal Navy and RAF have once again shown they stand ready to defend our country at a moment’s notice and I pay tribute to the professionalism and bravery of those involved in these latest operations.”
This is the second time in three months that the Royal Navy and RAF have detected Russian ships and aircraft within a week of each other.
In a landmark policy shift, the UK government has announced the complete abolition of the non-dom tax regime, effective April 2025. The reform will replace the current non-domiciled status with a residence-based tax scheme, fundamentally altering the tax obligations for thousands of non-dom individuals residing in the UK. With this announcement, many non-dom residents are considering their financial future and residency status to align with the new rules.
Steph Gemson, founder of accountancy company TaxGem, discusses the implications of this change in the UK tax landscape and offers guidance on what people should do next if it impacts them.
What does the New Residence-Based Scheme mean?
From April 6, 2025, all UK residents, regardless of domicile status, will be taxed on their worldwide income and gains after four years of residence, removing the previous remittance basis option.
This means people who don’t class the UK as their permanent, main country of residence can no longer pay an annual remittance basis charge to exclude foreign income and gains from UK tax if they are not brought into the UK; all global income and gains will be taxed on an arising basis.
Individuals new to UK tax residence (defined as those in their first four years, after at least a decade abroad) will still have a four-year period during which foreign income and gains will be exempt from UK tax, with no restrictions on remittance.
How will the new regulations impact current non-doms?
The existing option for non-doms to pay a remittance basis charge to limit UK tax to UK-sourced income will be abolished, meaning all residents will now be taxed on worldwide income after four years of UK residence. Previously, non-doms could maintain their status and the remittance basis for many years, but under the new regime, non-dom distinctions are effectively eliminated for tax purposes, creating a uniform tax treatment for all residents.
Unlike the previous indefinite remittance basis option, the new regime will offer new UK residents a limited four-year exemption from foreign income and gains taxation, after which full UK taxation applies.
Non-doms accustomed to sheltering foreign assets, income and gains may face increased administrative and financial complexities under full worldwide taxation, which can impact wealth management, trusts, and cross-border income tax planning.
What should current non-dom UK residents do to manage their tax liabilities and finances?
Global financial planning is essential for non-dom UK residents who have previously relied on remittance-based rules. Careful global assets and income management under a worldwide tax scope, potentially impacting wealth management strategies and investments abroad, must be undertaken by a qualified, experienced accountant or tax adviser who understands global tax liabilities.
Non-doms new to the UK may benefit from the four-year exemption on foreign income and gains. Planning around this window can help maximise tax efficiency during the initial years of UK residency. For individuals with significant foreign income or assets, relocating outside the UK may be more attractive to preserve tax advantages.
Non-doms with foreign trusts or complex asset holdings should reassess these structures under the new rules, potentially restructuring to mitigate global taxation impacts. Non-doms can also utilise the Temporary Repatriation Facility (TRF) to remit overseas funds at a reduced tax rate. Also, they could qualify to rebase certain foreign assets, providing short-term opportunities to manage tax exposure effectively.
How can non dom UK residents still optimise their financial portfolios in the UK?
Despite removing the non-dom status there will still be tax-efficient investment options and methods for non dom UK residents to optimise their financial portfolios. With worldwide income becoming taxable, investing in UK-based assets can simplify tax obligations and reduce exposure to additional foreign tax complications, especially for income-generating assets. Tax-efficient investment wrappers like ISAs (Individual Savings Accounts) and pension contributions remain exempt from UK income and capital gains taxes – making this an attractive option for individuals looking to shelter investments from tax.
Eligible non-doms can elect to rebase certain foreign assets to their value as of April 5, 2017, ensuring only gains arising after this date are subject to UK Capital Gains Tax. This can significantly reduce tax liabilities on existing assets.
Reviewing offshore trusts under the new rules is essential for those with substantial assets. Due to new UK-wide tax obligations, trusts may need to be adjusted or, in some cases, liquidated if they no longer provide the intended tax benefits.
The Temporary Repatriation Facility (TRF) offers a window to bring pre-6 April 2025 foreign income and gains into the UK at a reduced tax rate. This can be advantageous for non-doms needing liquidity or wishing to reinvest in the UK while managing tax exposure.
Non-doms can also explore UK-compliant offshore investment funds structured to defer tax on growth until assets are realised or repatriated, aligning with global investment strategies while managing immediate tax impacts. Consideration must also be given to restructuring investments to prioritise assets generating capital gains over those producing dividends or interest, as capital gains may allow for more flexibility with lower rates of tax and available reliefs and exemptions, optimising the overall tax efficiency of the portfolio.
To ensure you navigate the new rules, seek a tax expert to help you make the correct financial decisions and understand your obligations and potential reliefs. Missteps in reporting foreign income or structuring international assets under the new rules could lead to hefty tax penalties. Professional advisors will ensure compliance with the updated HMRC requirements and minimise any risk. Experienced tax advisors can also guide non-doms in assessing options like relocating assets, adjusting investment portfolios, or considering alternative residency plans to optimise tax exposure and align with personal financial goals. With transitional reliefs, such as rebasing and the Temporary Repatriation Facility, professional advice is also key to strategically timing and structuring asset transfers, allowing non-doms to maximise these benefits while available.
Clinisys WinPath go-lives at Northern Health and Social Care Trust and the cervical cytology screening service complete phase three of the CoreLIMS programme to transform pathology services across the country
The transformation of pathology services across Northern Ireland has achieved another milestone, with the completion of phase three of the CoreLIMS programme to deploy Clinisys WinPath to all five health and social care trusts and the blood transfusion service.
Phase three was completed in late October, when Northern Health and Social Care Trust went live with the laboratory information management system in blood sciences and microbiology, and the national cervical cytology screening service hosted by Belfast Health and Social Care Trust adopted the LIMS.
South Eastern Health and Social Care Trust also completed its deployment by implementing the blood transfusion module. Health minister Mike Nesbitt paid tribute to the hard work and dedication of all those involved.
“I would like to acknowledge all the teams and individuals involved in the latest, successful implementation,” he said. “Congratulations to the Business Services Organisation CoreLIMS project team and Northern trust laboratory staff for all their hard work and dedication.
“A world class digital healthcare service is at the heart of our future healthcare needs. This will enable us to better manage demand, standardise reporting across the health service, and ensure a better service for patients.”
The pathology transformation programme was set up to create an integrated, regional laboratory service to streamline management, standardise ways of working, modernise working conditions, and improve access for patients.
The CoreLIMS programme is a key enabler for these ambitions. It has to be aligned with other IT developments, including the roll-out of a new electronic patient record and imaging system at each trust as part of the Encompass programme to create a single, digital health record for every citizen.
Despite this complex environment, the programme has proceeded successfully since the first trusts, Belfast and South Eastern, went live with Clinisys WinPath last November.
In the second phase of the project, the Northern Ireland Blood Transfusion Service went live at the start of June and all of Northern Ireland’s laboratories went live with cellular pathology to prepare for the cervical cytology service implementation.
The successful completion of phase three means just Southern and Western trusts still need to go live, and this should happen next year. Karin Jackson, chief executive of NIBT, said: “Years of preparation, testing, testing, and hard work have brought the CoreLIMS project to this point.
“Yet again, this has been tremendous work by an amazing team. Well done to all trust staff, the BSO and Clinisys on another great milestone achieved on this CoreLIMS expedition.”
Pathology services in Northern Ireland cost around £100 million each year and employ more than 1,100 staff at 12 laboratory sites to provide a 24/7 service that carries out more than 40 million tests per year.
The CoreLIMS project is not just delivering modern IT to these services, but laying the foundations for further developments, including digital pathology and the use of AI.
Melissa Cochrane, head of programmes delivery at the BSO IT Services division, said one benefit of having the same LIMS in use at the NIBTS and trusts is that it will be able to implement ‘vein to vein’ blood tracking from early 2026.
“We have a blood production and tracking project that we are very proud of,” she said. “We will know where all our blood is at any given time, which is making the system much more efficient, and safer.”
Robin Bell, senior project manager at Clinisys, said the phase three go-lives had gone smoothly, and that was down to the efforts that had been done early in the project to standardise tests, harmonise workflows, and test the new LIMS.
“I would also like to thank all the project managers, IT and laboratory staff for their hard work,” he says. “It is because of the hours they put in upfront that everything went smoothly on the day.
“The success of the latest go-lives with Clinisys WinPath bode well for the rest of the project, because we will be using the same approach, and the trusts are learning from each other as they go.
“We look forward to completing this programme on time or even ahead of time, and to seeing it improve laboratory and clinical services that will transform patient care in Northern Ireland.”
UK remains steadfast in support for Falkland Islanders’ right of self-determination.
Armed Forces Minister met service personnel, members of the Government of the Falkland Islands, and residents
Visit to the South Atlantic islands is first by a Minister from the new Government, and the first of a Defence Minister since 2022
The UK has reaffirmed its commitment to the security and prosperity of the Falkland Islands, as the Minister for the Armed Forces visited the Territory to commemorate Remembrance Day.
During the first visit to the Falkland Islands by a Minister from the new Government, and as the first Defence Minister to visit since 2022, Luke Pollard MP met with service personnel who play a key role in defending the UK’s interests in the South Atlantic.
The annual Remembrance service and parade took place in Stanley today with Minister for the Armed Forces, Luke Pollard MP in attendance
The Minister also met the Governor of the Falkland Islands, Members of the Legislative Assembly, and officials from the governments of South Georgia and the Sandwich Islands to reaffirm the UK’s commitment to support security and prosperity in the region.
At a poignant Remembrance Sunday ceremony, the Minister joined residents and military personnel in paying tribute to all those who have served in defence of the Falkland Islands and conflicts across the world.
The Minister laid a wreath in remembrance of the 255 service personnel who lost their lives in the Falklands conflict, honouring the courage and sacrifices made by British servicemen and women in 1982.
The ceremony highlighted the strong bond between the United Kingdom and the Falkland Islands, with the UK remaining steadfast in supporting the islanders’ right of self-determination and security.
Minister for The Armed Forces, Luke Pollard MP told GPSJ:
A Remembrance Service first took place in the Christ Church Cathedral in Stanley before a parade made up of all three branches of the Armed Forces, Falkland Islands Defence Force and Veterans, made its way along the coast to the war memorial where a further Service and wreath laying took place
“The UK’s commitment to the Falkland Islands’ security and economic prosperity is as strong as ever – from protecting the region’s incredible wildlife to upholding the islands right of self-determination.
“I am honoured to have been able to join islanders and service personnel as they commemorated those who sacrificed so much to protect the Falklands.
“The UK stands with the Falkland Islands today and always.”
During the visit, the Minister met with service personnel stationed on the islands, where he thanked them for their dedication to securing peace and stability in the South Atlantic.
The UK continues to retain a strong defence presence on the Falkland Islands, on land, sea and air, highlighting an unshakeable commitment to the security of the region.
Minister Pollard visited HMS Forth, which patrols the sovereign waters of the Islands, to meet her crew.
He also met personnel from the Royal Air Force’s 905 Expeditionary Air Wing, which currently operates four typhoons as part of a Quick Reaction Alert, which are poised 24/7 to intercept any unidentified aircraft.
Alongside the RAF, the Royal Navy’s HMS Forth patrols the region seas, with their focus on reassurance and joint training operations, search and rescue support, fishery protection and general maritime security in the area.
On land, around 100 troops from 2 Royal Gurkha Regiment are currently stationed on the island as part of the British Forces South Atlantic Islands forward presence.
The Minister’s visit serves as a clear message of the UK Government’s enduring commitment to the Falkland Islands and its Overseas Territories, highlighting ongoing efforts to foster regional stability and reinforce the UK’s historical and strategic ties in the South Atlantic.
SWARCO UK & Ireland, the UK’s leading intelligent traffic solution and technology business, has signed a significant long-term partnership agreement with Suffolk County Council to deliver, install and maintain Intelligent Transport Systems (ITS) throughout the county over the next 10 years.
The new contract, which extends SWARCO’s working relationship with Suffolk County Council to more than 30 years, has been expanded from previous iterations to deliver innovative transport systems to provide greater benefits to the Suffolk taxpayer.
Alongside fault attendance, planned maintenance and traffic signal upgrades, different sign types including Vehicle Activated Signs (VAS) and Variable Message Signs (VMS), CCTV, Air Quality and Weather Station monitoring, SWARCO will also provide the county council with its Urban Traffic Management Control (UTMC) system, SWARCO MyCity, providing a long-term innovative solution to controlling, monitoring and managing Suffolk’s entire portfolio of ITS assets.
John Clements, Assistant Director of Highways Services at Suffolk County Council, says: “ITS is a vast umbrella of services which includes repairing and maintaining traffic signals, to monitoring air quality on busy junctions around our towns. SWARCO is an industry leader when it comes to innovating in this arena and we are glad to have them working with us in Suffolk.
Darrell Webb, SWARCO UK & Ireland’s Regional Operations Manager, says the new, expanded contract is a significant milestone for SWARCO and testament to the knowledge and expertise of its Suffolk-based delivery team that has helped foster a long-term working partnership with Suffolk County Council:
“The contract win was a real team effort drawing upon the local knowledge and expertise of our Suffolk-based delivery team, ensuring our delivery model was tailored to the exact requirements of the contract and its day-to-day needs. Our technology team developed and delivered a clear ITS roadmap, which includes the introduction of our MyCity system to handle Urban Traffic Control operations and traffic signage control.
“We look forward to our continued partnership, helping to deliver greater ITS efficiency to the benefit of the local community. We continue to invest in the Suffolk area with a local service centre, several local charity partnerships, and recently becoming a ‘Suffolk Industry Partner’ providing careers guidance to local graduates and trainees.“
Fusion21 has recently announced the renewal of its national Workplace and Facilities Management Framework, worth up to £800 million over four years, and is now inviting bids from interested suppliers providing regional, or national coverage.
The procurement experts are looking for suppliers that can manage the operation of non-domestic buildings – from single sites to larger portfolios.
The framework will provide a range of facilities management (FM) services suitable for various building types including hard and soft services.
The framework is split into four lots:
Lot 1 FM Principal Contractor (Total FM)
Lot 2 Cleaning and Washroom Services
Lot 3 Security Services
Lot 4 Building Engineering Services
Peter Francis, Group Executive Director (Operations) at Fusion21 said: “In response to member and supplier feedback, our refreshed offer is due to launch in February 2025 and will facilitate the outsourcing of building management contracts to support built environment portfolios and enable organisations to focus on their core activities.
“This simplified and compliant framework will offer a fast route to market and updated pricing models, alongside supply chain innovation and efficiencies. Other benefits include flexible call-off procedures to streamline procurement activity.
“Fusion21 has a 22-year history of delivering procurement with purpose, and as with all of Fusion21’s frameworks, the Workplace and Facilities Management Framework will help members to deliver social value they can see in communities, aligned with their organisational priorities.”
Tender applications are welcome from interested suppliers that meet the criteria set out in the tender documentation. To learn more and apply for the framework use the following link: hubs.li/Q02RQ30G0 and click on ‘Current opportunities’.
The submission deadline is Friday 22 November 2024, at 10am.
The Armed Forces Commissioner will champion those serving and their families.
A bill introduced in Parliament today will create the new role to improve service life.
The first of its kind commissioner will have powers to hold the department to account.
In the next step of this government’s commitment to improving service life, the government has introduced the Armed Forces Commissioner Bill today – the first ever independent champion for serving personnel and their families.
The bill introduced yesterday, which was included in The King’s Speech in July, is the first step in legislating for the brand-new role which is welcomed by serving personnel.
The Commissioner will be a direct point of contact for serving personnel and their families to raise issues which impact service life, from equipment to housing and unacceptable behaviours.
With powers to visit defence sites unannounced and commission reports, the Commissioner will hold defence to account and drive improvements to service life. The Commissioner will report to Parliament through annual and one-off thematic reports.
Defence Secretary John Healey
Defence Secretary John Healey MP said:
“Our government is delivering on our manifesto commitment to renew the nation’s contract with those who serve. The new Armed Forces Commissioner will be a strong, independent voice for our forces to improve service life.
“Our government will always stand up for those who serve our country, and our Armed Forces will always have our fullest support. That’s why we have already confirmed the largest pay rise for personnel in over 20 years, and are taking further steps today.
“The Armed Forces Commissioner will champion serving personnel and their families who make great sacrifices to help keep Britain secure at home and strong abroad.”
The new role, a manifesto commitment, acknowledges need for change to better support serving personnel and follows the largest pay rise for Armed Forces in over 20 years. Recruitment reforms have also taken place to scrap outdated policies and make the process more straightforward for those who wish to join the military.
The Commissioner will be appointed once legislation is complete. Once in post, the Commissioner will incorporate the functions currently undertaken by the Service Complaints Ombudsman Commissioner whose remit is too narrow and reactive. The Ombudsman can only investigate individual complaints after the Service Complaints Process has finished.
The Armed Forces Commissioner is an important part of this government’s commitment to renew our nation’s contract with those who serve, because the strength of our defence lies in the serving men and women of our forces.
Charge point operator (CPO) Believ has won a place on a framework agreement with the Church of England (CoE) and Church in Wales (CiW) Parish Buying Service to make its publicly accessible electric vehicle (EV) charging infrastructure solution available to the 18,000 properties under the Parish Buying Service’s jurisdiction.
The Framework is designed to support the CoE and CiW in achieving net zero by 2030, and to help communities to provide publicly accessible EV charge points for their residents and visitors.
Believ offers a fully funded solution installing, operating and maintaining charge points of all speeds – at zero cost to local authorities, landowners or businesses. As a supplier on the framework agreement, Believ will partner with the Parish Buying Service in its mission to reduce its carbon footprint, protect the biodiversity within church grounds and land and help reduce the Church’s impact on the climate emergency.
All churches, schools and village halls with car parks on land owned by the CoE and CiW are able to request EV charging infrastructure support through this tender.
Kevin Ledger, Senior Business Partnerships Manager at Believ, says the CoE and CiW properties sit at the heart of their communities:
“These organisations are some of the largest landowners in the UK, and so this framework agreement has the potential to accelerate the rollout of much needed publicly accessible charging infrastructure,” he says. “By installing EV charge points, churchgoers and local residents without off-street parking spaces will now benefit from the possibilities that sustainable motoring can bring them and help us connect rural communities to the EV charging infrastructure.”
David Richards, Net Zero Carbon Officer for the CoE and CiW Parish Buying Service, says Believ’s fully funded solution is essential: “Through establishing this framework, we aim to drive awareness of how installing EV charge points can help churches in their journey towards becoming more sustainable, crucially without any capital expenditure, but also introduce them to a new income stream that can derive from a church’s existing parking spaces and land.
“This new income can then be used to fund further net zero projects. We urge all churches to take advantage of these opportunities to make sustainable changes and tackle the climate crisis.”
Small and medium-sized enterprises (SMEs) are the bedrock of the UK economy, comprising 99.9% of all businesses and employing millions of people across the nation. With over 5.6 million SMEs, these companies are key drivers of innovation, job creation, and local economic growth.
However, many face challenges that threaten their survival in a competitive landscape. Through their policies and initiatives, local authorities (LA’s) can play a pivotal role in empowering SMEs to not only survive but thrive.
This article explores practical ways local governments can support SMEs, addressing core challenges and offering actionable solutions that foster growth, innovation, and sustainability. Drawing on insights from Steph Gemson – a qualified tax advisor and founder of TaxGem, this article highlights key areas where councils can make a significant difference.
Steph Gemson
1. Streamlined Access to Funding and Resources
One of the most significant challenges facing SMEs is the lack of access to capital. According to recent data, 20% of UK SMEs fail within their first year, and 60% close within their first three years, often due to insufficient funding. Local authorities can help close this gap by improving access to government grants, low-interest loans, and other financial resources.
Steph Gemson, highlights that many SMEs are unaware of available funding options. “We regularly get asked about funding opportunities, and the fact that people are asking means the information isn’t readily available,” says Steph. “This indicates a need for better outreach and education. Local governments should maybe consider creating centralised portals and conduct workshops or webinars to inform SMEs about available funding, simplifying the application process.”
“During the COVID-19 pandemic, access to financial aid was streamlined in response to the crisis, proving that such improvements are possible without the need for a dire situation. Councils must build on this precedent to ensure that SMEs have the financial support they need to succeed from the start.”
2. Business-Friendly Policies and Regulations
Navigating the complex regulatory environment is a common complaint from SMEs, with 50% reporting that local council policies impede their growth. A major source of frustration is bureaucratic red tape, particularly around planning permissions and other business-related approvals.
For example, SMEs looking to expand or develop new premises often face prolonged delays and high costs due to complicated planning processes. As Steph mentions, “We’ve had plans knocked back multiple times, costing us both time and money. LA’s could potentially alleviate this by appointing experts within council teams to guide SMEs through planning applications and other regulatory processes, helping businesses navigate these hurdles more efficiently.”
“Streamlining policies and regulations, especially those related to business expansion, will create a more business-friendly environment. Councils can also consider “virtual hubs” or pop-up advice centres to provide direct access to guidance on navigating local regulations.”
3. Skills Development and Training Initiatives
Investing in skills development is critical for SME growth, but training costs can be prohibitive. The average apprenticeship costs businesses between £4,000 and £7,000, while training for existing staff can exceed £2,000 per employee. This financial burden often prevents SMEs from upskilling their workforce, particularly in critical areas like digital skills.
Steph Gemson notes, “We’ve struggled recently to find good applicants for our accountancy apprenticeship, even though it’s a solid career path. Connecting SMEs with potential apprentices earlier, perhaps through school workshops, could make a big difference.”
“LA’s can bridge this gap by offering subsidised training programmes and partnering with educational institutions to provide affordable training solutions. Encouraging collaboration between local businesses and schools or colleges can also help attract apprentices and improve the skillset of the local workforce.”
4. Improved Infrastructure and Digital Connectivity
Infrastructure plays a vital role in SME productivity, yet many businesses, particularly in rural areas, suffer from poor digital connectivity. Businesses with strong broadband and transport links are shown to be 35% more productive, but underserved areas often lack these essentials, stifling growth.
Councils should prioritise investments in high-speed internet and improved transportation links, particularly for rural or remote regions. As Steph points out, “Reliable internet is critical – without it, we can’t run our business. Offering subsidies for dongles or other stopgap solutions could help SMEs that struggle with connectivity issues.”
“Moreover, improving infrastructure around business hubs or parks can make these areas more attractive to new businesses, contributing to regional economic development.”
5. Networking and Mentorship Programmes
Mentorship and networking are critical to the long-term success of SMEs. Studies show that businesses with mentors are 70% more likely to survive beyond five years.
Steph recalls her own experience, saying, “One of the first things we did after moving into our building was to go door-to-door, introducing ourselves to other businesses. Networking is a low-cost, high-impact way to promote your business and build valuable connections. LA’s can support this by organising networking events or virtual mentorship programmes, where business owners can meet, share ideas, and learn from each other.”
6. Free Promotional Opportunities
Marketing can be a significant expense for SMEs, with businesses spending up to 10% of their revenue on advertising. Many smaller firms struggle to afford this, which limits their visibility and growth potential.
Steph suggests, “We’re not saying, local authorities should have a digital billboard at the end of the street advertising every local business. But let’s give people the opportunity to thrive. Local councils can help by creating free promotional opportunities, such as sponsoring community events or establishing online business directories that showcase local SMEs. Initiatives like “shop local” campaigns can also provide SMEs with valuable exposure without the heavy financial burden.”
“And let’s not forget networking is still a really great low cost way of enabling people to promote their own businesses, which takes some of the onus off LA’s. It’s down to the business owners to take advantage of these types of initiatives to promote their own businesses.”
7. Reducing Taxation
Finally, taxation remains a significant challenge for SMEs, particularly with flat tax rates that disproportionately affect smaller businesses. Local authorities can ease this burden by offering reduced business rates, tax holidays, or flexible payment terms. This would allow SMEs to reinvest in their growth rather than being hindered by excessive tax obligations.
As Steph explains, “The thing we often see as a stumbling block for businesses, is business rates on second premises. Generally speaking, entire business rates relief is applied if the rateable value of the premises is less than £15,00 per year. But if you take on a second premise, then the small business rates relief applicable to that second premises is only around £2,000 to £3,000.
It’s not feasible to suggest that a business should have a rateable value of less than £2,000 pounds per annum so as soon as you occupy a second site, you’re into the realms of business rates. This can be a huge expense and quite a hindrance to a small business and ultimately stunts growth. Reducing these taxes would allow SMEs to expand more freely.”
Empowering SMEs is essential to fostering long-term economic growth and creating vibrant communities. Local authorities must prioritize support for SMEs by streamlining funding access, simplifying regulations, investing in infrastructure, and promoting skills development. Networking and mentorship programs, alongside free promotional opportunities and reduced taxation, can provide the support SMEs need to thrive.
By taking proactive steps, councils can drive regional economic development, ensuring that SMEs continue to innovate, grow, and create jobs.
The Defence Infrastructure Organisation (DIO) and the Royal Navy have concluded a contract-signing and groundbreaking ceremony for a major construction project at Royal Naval Air Station (RNAS) Culdrose in Cornwall.
A proposed impression of the new Engineering Training School at RNAS Culdrose
This marks the beginning of work on a £99.5m project to replace and refurbish the 820 Naval Air Squadron (NAS) hangars, associated office buildings, and the full replacement of the Engineering Training School (ETS). The contract was awarded to Keir Construction with Mott MacDonald as the designated Technical Services Provider.
DIO and its contractors will deliver the project on behalf of the Royal Navy, with the first phase seeing the construction of a new air Engineering Training School, a new hangar and refurbishment of existing buildings for 820 Naval Air Squadron, the helicopter unit dedicated to protecting the Navy’s aircraft carrier strike groups. The project covers a combination of demolition, new build within the same site footprint, and the refurbishment of existing infrastructure.
Sustainability will be a key feature of the project which will include integrated water-saving measures, Net Zero carbon emissions, solar photovoltaic panels, energy efficient lighting, and air source heat pumps to improve energy efficiency and contribute to carbon reduction.
L to R: Andy Roberts of Mott MacDonald; Stu Johnson, Head of Navy Infrastructure; Cpt Stuart Irwin, Culdrose CO; Doug Lloyd of Keir Construction; and Dan Ross of DIO
RNAS Culdrose, a site crucial for Defence, is home to the Royal Navy’s anti-submarine warfare helicopter fleet. RNAS Culdrose also houses the Engineering Training School responsible for Air Engineering (AE) specialist training, delivering fully trained engineers to support Merlin helicopter operations.
Daniel Ross, DIO Programme Director, Major Programmes and Projects, said: “I am delighted that we can celebrate this significant milestone at RNAS Culdrose, marking the next phase of collaboration with our suppliers and the Royal Navy. Building on the sustainable designs already delivered, the project will continue to contribute towards Defence’s Net Zero targets and ultimately enhance our military capability.”
Captain Stuart Irwin, Commanding Officer, Royal Naval Air Station Culdrose said: “This project marks the start of an exciting regeneration and investment in RNAS Culdrose with new, modern facilities. The Engineering Training School is at the heart of our operations to maintain the Merlin helicopter fleet. Our young people, many of whom are just at the start of their naval careers, will learn how to maintain aircraft in a high-tech and modern teaching environment.
“The refurbishment of aircraft hangars and buildings at 820 Naval Air Squadron is another significant investment. It will provide us with more suitable and sustainable places to operate Merlin Helicopter Force now, and into the future.”
Stu Johnston, Deputy Head, Navy Infrastructure and Projects, Senior Responsible Officer, said: “The DIO and Navy infrastructure teams have worked closely to develop what will be hangar and training facilities fit for the 21st Century Royal Navy. The project will reflect our wider sustainability and energy efficiency ambitions. The team has embraced a collaborative and agile approach built on years of hard work by stakeholders.”
Doug Lloyd, Regional Director, Keir Construction, said: “We are delighted to have the opportunity to work with the Defence Infrastructure Organisation and the Royal Navy to deliver these new facilities. We have a wealth of experience in delivering buildings of the highest quality across the defence estate and are proud to be creating this important enabler to the UK’s future defence capability.”
Chris Ackerman, DIO Account Lead for Mott MacDonald, said: “We are really pleased to be working for DIO as their Technical Service Provider and alongside Kier, the Principal Contractor. This project will provide a suite of modern and sustainable infrastructure for the Royal Navy in accordance with the Defence Operational Energy Strategy”.
The project is scheduled for delivery in the spring of 2028.
Major reforms kicked off last week to match increasing threats, tackle waste and strengthen UK Defence.
Recruitment underway for new fully fledged National Armaments Director role.
New powers for Chief of the Defence Staff, and Military Strategic Headquarters to be launched within weeks.
The biggest reform of the Ministry of Defence in over 50 years to fix what the Public Accounts Committee calls the ‘broken’ defence procurement system and to strengthen UK Defence, has been launched by the Defence Secretary.
It comes amid increasing global threats, with growing Russian aggression and conflict in the Middle East. This requires increased resilience and warfighting readiness.
The Defence Secretary is leading the reforms to create a stronger defence centre which is able to secure better value for money, better outcomes for our Armed Forces, and better implement the Strategic Defence Review which will be published in the first half of next year.
Central to this is the creation of a new role: the fully fledgedNational Armaments Director. Its aim is to ensure the Armed Forces are properly equipped to defend Britain, to build up the British defence industry and to crack down on waste. The recruitment process for the role has begun, with a search for candidates now underway and which will continue over the coming weeks.
The new National Armaments Director will be responsible for:
Delivering the capabilities required from industry to execute the Defence plans and operations demanded by the new era.
Shaping and delivering the Defence industrial strategy which will be launched in the coming weeks.
Ensuring a resilient supply chain and the required readiness of the national ‘arsenal’.
Leading on UK defence exports and acquisition reform.
Harmonising procurement and working closely with wider government, industry, academia, and international partners to deploy best practice and investment.
The changes come as the Defence Secretary commits to ensuring “value for money across every penny of defence spend.”
Defence Secretary, John Healey
The reforms will also see the Chief of the Defence Staff overseeing a new Military Strategic Headquarters (MSHQ) where he will formally command the individual Service Chiefs for the first time. They will now be central to investment decisions between the Services, along with the Defence Secretary and Permanent Secretary.
This Government’s MOD reforms will ensure faster delivery and clearer accountability across Defence, to support the Government’s ‘One Defence’ drive. They will also ensure defence is ready to take forward recommendations of the Strategic Defence Review, with the new MSHQ fully functioning by the end of 2024 – ready to implement recommendations from the SDR in the first half of next year.
Defence Secretary John Healey MP said:
“Our government is delivering the change we promised: cracking down on waste and boosting Britain’s defence industry. We will forge “One Defence”, which is clear in its goals and consistent in its methods, to make Britain secure at home and strong abroad.
“The world is more dangerous, with growing Russian aggression, conflict in the Middle East and increasing global threats.
“These vital reforms will make UK military decision making faster, keep the country safer and achieve best value for taxpayers. This Government will strengthen UK Defence to respond to increasing threats.”
Defence Equipment & Support CEO and the UK’s current NAD, Andy Start, said:
“This fully fledged NAD role is a vitally important step towards transforming defence acquisition and the industrial base in the UK.
“This new role will have the levers needed to ensure our Armed Forces have the right kit and to deliver the defence industrial strategy we need for growth.
“We will work with industrial partners to embrace the One Defence approach so they can play their part in improvements that underpin national security and prosperity.”
The programme of reform will be informed by lessons from the department’s highly praised support to Ukraine. The National Audit Office recently highlighted the speed and scale of the MOD’s Operation Interflex training programme for Ukrainian recruits, as well as fast-tracked procurement and distribution of essential gifted equipment to the Ukrainian front line.
These reforms will radically simplify the MOD. Governance and processes will be streamlined, with innovation in technology and an improved approach to data underpinning everything the department does.
Roberts’ decades of experience will boost JAGGAER’s UK Public Sector strategy in Central and Local Government
Mark Roberts
JAGGAER, a global leader in enterprise procurement technology and supplier collaboration, is delighted to announce the appointment of Mark Roberts as its UK Public Sector Director. The appointment confirms JAGGAER’s long-term commitment to serving the UK public sector with award-winning insights and expertise to help it effectively leverage the potential of critical technological tools.
Roberts was previously Commercial Director for the Metropolitan Police Service in London, the largest Police Force in Europe, with income contracts of £300m and an expenditure budget of £850m. Prior to this, he was the Commercial Continuous Improvement Director for the Government Commercial Function. Through these roles, Mark has formed an extensive and up-to-date understanding of processes, challenges and objectives for public sector procurement in both central departments and the wider Public Sector.
Mark also has significant private sector procurement leadership experience, including roles at, Vodafone and Anheuser-Busch InBev, where he led the Global eSourcing programme, achieving impressive results that included including executing over 30,000 eAuctions per year. Leadership, design and implementation of new operating models in private and public sector organisations have led Mark to become a highly collaborative leader, ideally placed to help lead in times of transformation for the public sector.
Simon Thompson, VP Northern Europe at Jaggaer, is delighted to announce the new appointment: “In the UK, JAGGAER has a long history of serving the Public Sector and we’re thrilled to now have Mark on board as his experience will help us continue to tailor our support and investment in the sector to help it achieve greater efficiencies and efficacy.”
“The appointment is ideally timed as the public sector tries to successfully balance constrained budgets, delivery of key services public and the opportunities provided by the introduction of the new UK Procurement Bill in February 2025, opening up to more small businesses and social enterprises. couldn’t come at a better time as the Government grapples with unprecedented levels of public debt, while at the same time trying to enact an ambitious programme to reform and restore key elements of public service. If these conditions are confirmed in the autumn budget, ensuring value for money will become ever more key to channelling taxpayers’ funds on the delivery of front line services.”
“Joining an organization so firmly committed to enabling public services is a natural fit given my previous experience in the public sector. I look forward to leveraging my expertise in delivering value through the successful implementations of strategic sourcing, category management, contract management, supplier relationship management, social value and systems to benefit UK public institutions,” states Roberts.
UKspecialist solutions provider TripleComm has added Darkscope’s cyber threat intelligence solutions to its long-standing roster of network-focused solutions. Darkscope’s portfolio adds specific cybersecurity capabilities to TripleComm’s services for the first time.
Chris Plastiras, director at TripleComm, commented: “We’re very selective about the solutions we choose for our clients, so it’s a measure of how impressive Darkscope is that we’ve added its solutions to our portfolio so quickly. The detailed cyber threat intelligence that Darkscope provides means we will be able to help our customers apply defensive resources where they are most needed.”
Morten Mjels, VP Sales EMEA for Darkscope, said: “All organisations are subject to cyberattack, but no organisation has endless resources to try to prevent successful attacks – not that this is a very successful strategy in any case. Through our portfolio, TripleComm will be able to provide a more effective, more affordable solution that tells its customers where the next cyberattack on their network is likely to come from, so they can take steps to protect against the specific threats identified. TripleComm’s clients, especially those in the public sector, will benefit from this approach.”
Darkscope announced its formal channel program for Managed Security Service Providers (MSSPs) to distribute Darkscope’s unique, award-winning, AI-powered portfolio of cyber threat intelligence solutions in August. For full details of Darkscope’s MSSP program and its opportunities for the channel, visit Darkscope’s website.
Darkscope’s suite of solutions and services are built on its core ‘Watchtower’ platform. The portfolio:
provides real-time detection/monitoring of both direct threats and indirect (partner/supply) chain risks; and
helps cyber insurance providers understand the overall cyber security risk of an organisation
enables organisations to evaluate their ISO27001 and in some cases NIST readiness, and to comply with the imminent, stricter rules of NIS2
A combination of highly accurate AI models and algorithms assign scores to compromise indicators, so security teams can prioritise mitigation tasks. Specific combinations of functionality, solutions and services are configurable according to customer requirements.
Osprey Charging is the first UK Charge Point Operator (CPO) to feature innovative Dynamic Load Management (DLM) technology from Evolt Charging, the UK’s leading electric vehicle (EV) charging business, at its Stratford International hub, to maximise charging speeds without the need for additional energy capacity.
Originally opened in 2021 with six Raption 50kW chargers from Evolt Charging, Osprey launched its Stratford International EV charging hub in partnership with Transport for London (TfL). It was the first rapid charging hub in London.
To meet growing demand at the site, Evolt has now installed three of the more powerful and much faster Raption 100kW chargers to deliver ultra-rapid charging meaning users can attain a full charge between 16 and 36 minutes depending on the percentage of charge. It has also installed its innovative DLM system, which works with both the 50kW and 100kW chargers to smartly distribute the available power where it’s needed, using the original power supply.
The DLM system recognises unused capacity at one charger and distributes it to another, optimising the efficiency of energy distribution, reducing the risk of overloading and minimising the need for costly infrastructure upgrades.
Lewis Gardiner, Director of Operations at Osprey Charging, says adding Evolt’s DLM system to the Stratford International hub was key to its site expansion: “DLM is crucial for optimising power distribution and allowing us to install the optimum number and power rating of EV chargers at both new and existing sites, and part of our expansion plans. Over the past year, we have upgraded more than 50 sites across our network to meet increasing demand.
“Early feedback on the DLM system at Stratford has been positive,” Lewis continues, “with customers experiencing improved charging efficiency and reduced wait times. The intelligent distribution of power has enhanced the overall customer experience.”
“We know CPOs want to expand upon existing sites, and our DLM solution is the perfect solution to overcome the barriers of increased power capacity, time and costs,” says Anne Buckingham, Managing Director at Evolt Charging. “We are proud to be working in partnership with Osprey Charging to maximise charging speeds without the need for additional power at Stratford International.”
After the success of the first site, Osprey is exploring how other sites could benefit from DLM, allowing them to increase the number of chargers on its network and better serve EV drivers.
By Katie Fradley, Product Development Director at Flowlio
Katie Fradley
The first half of 2024 saw major changes to social housing rolled out, starting with the Regulator of Social Housing’s (RSH) new standards in February 2024, and the landmark Social Housing Regulation Act, which came into effect in April 2024.
These changes applied to all social landlords, including councils and housing associations, and requires them to ensure tenants’ safety in their homes, listen and respond promptly to tenants’ complaints, be accountable to tenants and treat them with fairness and respect, know more about the condition of every home and the needs of those living in them, and collect and use data effectively across a range of areas, including repairs.
In order to hold landlords to account, the RSH advised it would inspect larger landlords regularly, scrutinise data about tenant satisfaction, repairs and other relevant issues, continue to push landlords to protect tenants and address any problems, use a range of tools including new enforcement powers, and continue to focus on the financial viability and governance of housing associations as part of its integrated regulation. This inspection programme began in April and will run in four-year cycles, with action taken against landlords when required.
Combine these regulatory shifts with the Labour government’s ambition to create 1.5 million homes over the next few years, and it would be fair to say local councils and social housing stakeholders will be stretched to new limits.
So what can social landlords, councils and housing associations do to help ensure compliance with the updated regulations while helping to deliver the huge programme of house building? Deploying robust project management software is critical.
How digital project management governance can help ensure compliance with the new consumer standards
Research has shown that 83.8% of projects are not delivered on time or to budget, which at best, results in wasted resources and public funds, and at worst, could now mean non-compliance to the new standards and the repercussions this could bring.
Visibility and document control
Digital project management tools, such as Flowlio, can increase visibility across compliance-focused projects, as relevant data is stored in one place. This allows projects to be easily and efficiently audited, ensuring no aspect of the new consumer standards is overlooked.
Real-time reporting
Automated reporting features can track progress against requirements, enabling timely identification of risks or delays that could lead to non-compliance, and affording the opportunity to correct or address these potential barriers to compliance before they become a problem.
Digitised approval processes
By havingset approval processes within a project management tool, an extra layer of governance is added, ensuring the right people have oversight, are checking key documentation and therefore, reducing or preventing errors entirely.
Accountability
Clear assignment of tasks within digital tools ensures that individual responsibilities are well-defined and traceable, with a detailed audit trail, which is crucial for demonstrating compliance.
Risk management tools
Risk management within project management software can help to identify and mitigate risks related to non-compliance in several ways. This includes the ability to record and track potential risks in one place. For example, if there’s a risk of missing a compliance deadline or failing to meet a regulation, the risk can be documented centrally within the software. This centralisation makes it easier to monitor these risks throughout the project lifecycle and ensures that no potential compliance issues are overlooked.
Furthermore, the use of approval workflows within software can provide additional governance and assurance that compliance activities have been completed. For instance, before a project phase is marked as complete, the necessary approver will be notified to review the work and make specific compliance checks before signing off. This additionally provides an audit trail, creating a clear record of what was done to meet compliance requirements and consequently making it easier to prove compliance to regulators.
The importance of digitalisation to streamline project management processes
As well as the heightened level of compliance facing the social housing sector, the new house building targets are placing unprecedented burdens on operators. As such, driving efficiencies and implementing more streamlined processes has never been more vital, which is where digitalisation is key.
Integration of systems
Digital project management platforms can integrate with other enterprise systems, creating a flow of information that supports compliance efforts and drives efficiencies.
Data-driven decision making
By digitising project management, social housing providers have quick access to data analytics that enables them to make informed decisions, and prioritise projects that are critical to maintaining compliance with the new standards.
Scalability
Digital tools can easily scale to manage multiple projects simultaneously, ensuring that all areas of compliance are addressed across different sites and operations.
Standardising project management to remain compliant and viable
There are many single points of failure within projects which if not managed, can not only halt a project in its tracks, but could lead to non-compliance of the new regulations and standards.
Social housing providers need to deliver projects successfully to remain well-governed, viable and compliant. A well-delivered project will produce measurable benefits that ultimately improve the customer experience, whilst keeping them safe in their homes.
Flowlio brings a new organisational-wide approach to project delivery. Our platform connects projects, teams and people with technology and knowledge, enabling end-to-end collaborative change to be delivered.
Our framework and software introduce standardised working practices across the board and the governance needed to provide oversight and assurance that projects are prioritised properly and are being delivered effectively. Flowlio ensures alignment with strategic objectives, minimises risk and helps to ensure that the best possible outcomes are delivered.
As an enterprise solution designed for all people involved in delivering change, Flowlio speeds things up through automation and workflows. System-driven alerts embed ownership and accountability, providing early sight of when things may be going wrong and identifying where support might be needed to put things right before it’s too late.
The sector needs a new delivery approach which gives assurance, introduces efficiencies and increases the chances of project success, minimising the risk of waste, and project failure. It needs an approach that supports people to focus on delivering organisational and customer-led benefits, while adhering to the new evolution of the social housing industry.
As the Head of Corporate Social Responsibility at Matrix, I’ve had the opportunity to witness the increasing importance of social value within the procurement process. Social value is no longer an optional consideration; it is now a significant factor in public sector procurement. The evolution of social value from what it was a decade ago to where it stands today reflects its growing significance in delivering benefits beyond financial outcomes. For suppliers tendering for UK public sector contracts, understanding and embracing social value is key.
One thing I always emphasise when speaking to colleagues across various functions is the importance of understanding the relevance of social value, even in areas where it might not traditionally be considered. Public sector organisations are increasingly posing questions to suppliers about how they will deliver social value. When those bids come in, social value is evaluated with growing emphasis, and I believe that getting feedback and insights from across your organisation can help you respond effectively.
Siobhan Goss
With the future changes planned by the new Procurement Act scheduled for early next year, we are likely to see a greater focus on social value in procurement. The flexibility and innovation that the new legislation will provide will allow us to explore new ways of delivering and evaluating social value outcomes. I’m particularly interested to see how this will develop once the act comes into full force. For suppliers, this presents an opportunity to be creative and demonstrate how their offerings can go beyond just goods and services, creating a broader impact on society.
One of the challenges that the public sector might face is ensuring that they strike the right balance between what they ask of suppliers and what is realistically achievable. There is an emphasis on pushing suppliers to deliver genuine, measurable social value outcomes. But at the same time, we need to ensure that these outcomes are tangible and tailored to the needs of the communities we serve. It’s not just about ticking boxes – it’s about delivering value where it is needed most.
I think it’s important for suppliers to understand that, while the public sector may outline certain expectations, the real beneficiaries of social value initiatives are the communities themselves. In my view, engaging directly with these communities is crucial. It’s all too easy for procurement professionals to assume they know what’s best, but often, the best insights come from the people on the ground – local schools, charities, and community organisations that are already doing fantastic work. Engaging with these groups will not only make your social value efforts more impactful but also more relevant.
The open procurement approach that we will have under the new Act will allow for more innovation and flexibility. This is where suppliers can differentiate themselves. For instance, we are already seeing higher weightings placed on social value in procurement evaluations. Previously, the weightings for social value might have been a mere 2%, but with the new framework, we are hoping to see weightings of 5%, 10%, and even 15%. This higher emphasis reflects a shift in mindset, where social value is seen as an integral part of the procurement decision, not an afterthought.
Of course, there is no golden rule when it comes to social value weightings. The key is to find the right balance that works for both the procuring body and the suppliers. While 2% might not have made much difference, weightings in the 10-15% range start to feel more meaningful. However, these weightings must be aligned with clear goals and not applied arbitrarily. The social value element should be relevant to the contract and specific to the needs of the community. This tailored approach ensures that the social value offered is appropriate to the size of the contract and that it aligns with the goals of the public sector body.
My advice to suppliers is simple: don’t be insular. Social value isn’t something you should develop in isolation. Engaging with the wider community and understanding their needs is key to delivering meaningful outcomes. When planning your bid, think about how you can involve local stakeholders, such as schools and charities. Have you consulted them about what they need? These conversations don’t need to be time-consuming, but they can make a huge difference. Even small initiatives, like offering career talks at local schools, can have a significant impact. It’s about proportionality and finding the right balance between big-ticket items like apprenticeships and smaller but equally impactful initiatives.
When it comes to social value, collaboration is crucial. Many organisations in the public sector have their own social value champions—people who are focused on delivering regional or community benefits. For those that don’t, there is a wealth of knowledge and best practices to be shared. One of the strengths of the public sector is its willingness to collaborate and share ideas, and I encourage suppliers to tap into this. Speak with your peers, share ideas, and learn from one another. The more open we are to learning from others, the better we can deliver social value.
And finally, social value should not be seen as an additional burden or a box-ticking exercise. It represents an opportunity for suppliers to show how they can make a real difference to the communities they serve. By engaging with local stakeholders, tailoring your social value offerings, and collaborating with others in the sector, you can ensure that your bids not only meet but exceed expectations. Social value is here to stay, and I urge all suppliers to embrace it fully.
SHIMPAC® is excited to return to Highways UK in 2024, one of the leading events for the UK’s road and infrastructure sector.
Taking place at the National Exhibition Centre (NEC) in Birmingham, the event will bring together industry leaders, decision-makers, and experts to explore the latest innovations shaping the future of UK highways – and SHIMPAC® will be front and centre, showcasing its cutting-edge solutions.
At Highways UK 2024, SHIMPAC® will present its renowned SHIMPAC® ironwork seating and levelling system, detailing its unique combination of durability, speed, and sustainability whilst providing major cost savings to authorities and contractors alike.
Engineered to withstand the demands of modern traffic and the challenges of long-term infrastructure, SHIMPAC® provides local authorities and contractors with a roadwork solution that minimises disruption and ensures decades of reliable performance.
Key highlights that SHIMPAC® will showcase include:
Durability Under Pressure: Tested to withstand up to 120 tonnes of shear and compression forces, SHIMPAC® is designed to endure much more than the typical pressures experienced by highways, airports, and heavy traffic routes.
Long-Term Value: Built to last for decades, SHIMPAC® helps councils and local authorities cut down on maintenance costs, providing a long-term, cost-effective solution that extends the lifespan of road infrastructure.
Sustainability and Environmental Benefits: SHIMPAC®’s minimal maintenance requirements significantly reduce the environmental impact by lowering material consumption, energy use, and the carbon emissions associated with frequent road repairs.
Engaging with Industry Leaders and Innovators
Highways UK 2024 will provide a unique opportunity for SHIMPAC® to engage with industry professionals, from contractors and engineers to local authority representatives.
Highways UK is the premier event for showcasing the innovations shaping the future of the country’s road infrastructure.
Visitors to the SHIMPAC® stand will have the chance to discuss its proven track record of reliability and performance, with some installations still going strong after more than 35 years in the ground.
Attendees will also learn how SHIMPAC® can help meet current and future challenges in road infrastructure by delivering fast installation times, reducing road closures and traffic disruption, and supporting the drive towards greener, more sustainable roads.
SHIMPAC® is proud to be part of this conversation, bringing its decades of engineering expertise and focus on sustainability to the fore.
As the highways sector looks to improve the efficiency of the UK’s road network across a spectrum of areas, SHIMPAC® is positioned as a key player in driving these improvements forward.
Pay a Visit
SHIMPAC® invite all attendees to visit its stand at Highways UK 2024 to explore how its solutions can help build smarter, more durable, and sustainable roads.
Barry Andrews, SHIMPAC® Technical Director told us:
“Our team will be on hand to discuss the technical details of the SHIMPAC® system and demonstrate why it continues to be the go-to choice for projects involving the seating and/or levelling of ironwork across the country.
“Whether you’re looking for a solution to reduce road maintenance costs, keep your operatives safer, improve the longevity of your projects, or minimise your environmental impact, SHIMPAC® has the expertise and innovation to help you meet your goals.”
Brightly will be exhibiting at the upcoming Highways UK event, 16-17 October 2024 on stand 201, where it will demonstrate its intelligent asset management solutions.
At the event, Brightly will show how through its smart asset management solutions, local authorities and their contractors can manage multiple assets; get insight from the data; plan more effectively and intelligently for the future, and accurately measure their carbon footprint.
Being demoed on the stand is Brightly’s Confirm solution, which provides a cost-effective way for clients to use data to make informed decisions and increase value through proactive asset management. By centralising assets in one system, authorities will have a clear picture of their assets resulting in smarter decisions, more informed conversations, better planning and more budget transparency.
Hannah Winstanley
Also being shown at Highways UK will be Brightly’s Predictor solution that models long-term funding and service scenarios. Local authorities constantly face challenges with maximising financial resources. However, with Brightly’s Predictor software organisations can stop and think about where best to spend their money, therefore making informed decisions based on real-time data for budget forecasting and future investment.
As with every industry today, sustainability is becoming increasingly important as organisations are being challenged to set and deliver net-zero targets. With Brightly’s intelligent asset management solutions, users can identify ways to eliminate waste, reduce carbon emissions, understand energy consumption trends over time and prove the impact of ESG strategies.
At Highways UK, Brightly’s General Manager and Country Lead, Hannah Winstanley will be speaking about sustainability in her seminar, ‘CCAs in action!’. Hannah’s session will look at the importance of data-driven solutions in managing carbon footprint and emissions to achieve sustainable targets. Hannah will also discuss how Brightly works with its customers to measure their carbon footprint and how this data is helping them to become more aware of their carbon profile and costs, resulting in more strategic decisions.
Hannah comments, “We know that over 80% of local authorities in the UK have declared a climate emergency and 67% of councils are not confident that their local authority would achieve net zero targets within the timescales set. So, by helping organisations to determine their carbon footprint and having one central system to access this information is critical to meeting these targets.”
Visitors to Highways UK can catch Hannah’s seminar in the Sustainability Theatre on Wednesday 16th October at 15:15 and can visit the Brightly team on its stand 201 to discuss all its asset management solutions.
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