Herefordshire and Worcestershire Health and Care NHS Trust has successfully implemented Alcidion’s Miya Precision platform to streamline bed management workflow across seven community hospitals in Worcestershire. The trust delivers community nursing and therapy services within the county, as well as being the main provider of mental health and learning disability services across Herefordshire and Worcestershire.
The trust recognised the need to transform bed management processes within its community hospitals by implementing an electronic patient flow solution to reduce the volume of manual administration tasks, such as phone calls and emails. The implementation of Alcidion’s patient flow solution gives the organisation a real-time view of bed capacity, pending discharges, and discharge activity tracking to coordinate and support a safe and effective discharge process.
The trust is pursuing a staged approach to this transformation, starting with the implementation of Miya Precision, which will provide a trust-wide orchestration layer, seamlessly integrating clinical and patient data with its existing PAS system via the FHIR standard.
With this platform in place, phase one focussed on delivering the foundation for a new bed management workflow across community hospital wards. The platform module, Miya Flow, facilitates real-time monitoring of patient movement via electronic journey boards, empowering the trust’s staff to proactively identify bottlenecks. Miya Access was also implemented and takes advantage of clinical data to optimise bed allocation decisions, further enhancing the patient journey.
Kath Stanbra, associate director of County Wide Community Services said: “The implementation of Alcidion’s bed management solution has been positively received by staff working on the wards. A benefit of note has been the real time visibility and enhanced operational oversight of the patients journey from admission to planning a safe and effective discharge.
“The support provided by Alcidion throughout the roll-out has been exceptional. The company’s project manager and team worked in partnership with us to tailor a solution and system processes; resulting in the seamless implementation of our new patient-flow system.”
Phase two, in the planning stage, will optimise and expand on the current functionality to include Miya Command and Alcidion’s Patientrack electronic observation and early warning system (e-Obs). The trust’s vision is to provide a seamless transition for nurses to navigate between Miya Flow and NEWS2 observation capture via Patientrack.
Building off the previously implemented modules, Miya Command displays the expected demand in the context of available resources. This graphical real-time visualisation will immediately highlight potential constraints.
Alcidion managing director Kate Quirke commented, “The transition from manual administration tasks to Alcidion’s Miya Precision has empowered staff with trust-wide visibility into capacity, facilitating proactive bottleneck identification and efficient patient flow management. We are delighted to witness the positive impact of Precision on enhancing patient care delivery at Herefordshire and Worcestershire Health and Care NHS Trust.”
By Jan de Graaf (Signify), Francesco Martini (Inventronics) and Carsten Moellers (Green Gems)
Zhaga enables luminaire manufacturers to design serviceable indoor luminaires with replaceable components that prolong their useful life, contributing to a circular economy.
In the pursuit of sustainability, the lighting industry is undergoing a profound transformation, driven by the imperative to embrace circularity. As the world’s demand for energy-efficient lighting solutions continues to soar, the need for serviceable indoor luminaires has never been more pressing. Zhaga, a pioneering consortium, is at the forefront of this paradigm shift, revolutionizing the way indoor lighting systems are designed, manufactured, and utilized.
Zhaga’s mission is clear: to enable luminaire manufacturers to create serviceable indoor luminaires with replaceable components, thus prolonging their useful life and contributing to a circular economy. This commitment to serviceability aligns seamlessly with the ethos of the Right to Repair movement, which advocates for the repairability of consumer goods across various industries, including lighting.
Zhaga Book 26
Legislators and decision-makers worldwide are recognizing the pivotal role of serviceability in advancing the circular economy. For example, in Europe, the “Single Lighting Regulation” is in force, setting product design requirements pushing the move to a circular economy. The published provisional agreement of the” Ecodesign for Sustainable Product Regulation (ESPR)“ looks to require that lighting products be designed to not only be more reliable, with a longer lifetime and contain more recyclable material, but also be easier, upgrade and repair. Additionally, it is expected, the future review of the so called “Single Lighting Regulation”, will set additional resource efficiency requirements for lighting products, concerning the removability and exchangeability of light sources and control gears.
Enter Zhaga’s concept of ‘circularity lighting’—a holistic approach that emphasizes enhanced serviceability through modular design and standardized component interfaces. Zhaga achieves this through a series of specifications known as ‘Books,’ each defining the interface of specific LED luminaire components. From LED modules and sensors to communication modules and control gear, Zhaga Books lay the foundation for a new era of serviceable indoor lighting.
Among the key Zhaga Books driving this transformation are Books 7, 14, and the upcoming Book 26. Book 7 delineates a family of linear and square LED modules suitable for indoor lighting applications, offering maximum design freedom while ensuring ease of installation and maintenance. Book 14, recognized meanwhile as IEC Standard 63356-1, focuses on a family of flat, linear, socketable LED light sources that are suitable for low-profile linear lighting. Book 26, on the other hand, defines a cost-effective interface for replaceable linear LED modules, facilitating plug-and-play interoperability and late-stage configuration.
Also relevant to indoor lighting is Book 20, which, together with D4i certification by the DALI Alliance, defines a smart interface between an indoor LED luminaire and a sensing and / or communication modules. The node connects to the LED driver and control system, and typically can provide sensory inputs or enable communication between network components. These nodes can be installed and replaced in the field.
Two other Zhaga Books that are relevant to the serviceability of indoor luminaires are 24 and 25, both of which deal with Near Field Communication (NFC) technology. The extremely short-range wireless communication standard allows manufacturers to configure such lighting components as LED drivers to their specifications, both before and after installation – which can play an important role in enabling circularity lighting.
NFC also lets you manage data over the luminaire’s entire lifecycle, from production to installation, maintenance, replacement and repair. Having such lifecycle data not only helps increase efficiency, it also promotes products that use a modular design and that can be easily repaired and upgraded.
The diagram illustrates how various Zhaga Books contribute to the serviceability of LED drivers, modules and sensor and/or communication modules.
The inside of the graphic points to a minimum serviceability while the outside refers to a maximum serviceability.
Minimum serviceability means that the component is replaceable and only that. Maximum serviceability however indicates that the component is replaceable, based on a global standard, is plug and play, has a socket, and in case of a driver is programmable with NFC.
The benefits of Zhaga’s approach extend beyond manufacturers to encompass stakeholders across the lighting ecosystem. Luminaire manufacturers stand to gain interoperability, access to global markets, and compliance with evolving regulations. City governments and building owners benefit from future-proof investments, while lighting designers and architects enhance their value proposition by recommending circularity-based lighting solutions.
By embracing Zhaga’s vision of circularity lighting, the lighting industry is poised to navigate the challenges of a rapidly changing landscape, characterized by evolving regulations and growing consumer demand for sustainable solutions.
In conclusion, Zhaga’s relentless pursuit of serviceable indoor (and outdoor) luminaires marks a significant milestone in the journey towards a circular future for the lighting industry. By standardizing interfaces and promoting modularity Zhaga is paving the way for a more sustainable and resilient lighting ecosystem.
The Highland Marketing advisory board discussed social care and technology a year into the Covid-19 pandemic. Three years on, there has been progress and set-backs, leaving plenty of questions for an incoming government.
The Highland Marketing advisory board last discussed adult social care in April 2021; a year into the Covid-19 crisis that had demonstrated its value – while highlighting some of its challenges.
The sector had gone into the pandemic facing a chronic shortage of funding and staff, while the Covid-19 response highlighted that care homes and domiciliary providers lacked wi-fi, electronic health records, effective communications, and monitoring technology.
Not enough of the vision thing
When Boris Johnson took over as prime minister, he promised to “fix” the crisis in social care “once and for all.” In December 2021, as his government reluctantly prepared for its third lockdown, it issued a ten-year “vision” for the sector.
‘People at the Heart of Care’ came with a headline pledge that people would no longer need to sell their houses to fund their care, and that £1.5 billion would be invested in housing, workforce and technology. Two years on, the Commons’ public accounts committee found this has fallen well short of a fix.
Days before the advisory board revisited its discussion of social care and technology, the PAC warned the promised funding had been scaled right back and the government no-longer has a roadmap, milestones or targets for the sector after March 2025.
Meanwhile, adult social care now accounts for as much as 70p in every pound of council funding, pushing an increasing number towards bankruptcy. Brexit has not helped vacancy rates, which have reached 152,000. Providers are struggling with the cost of fuel, heating and food. Yet, almost inevitably, demand continues to rise.
Digital social care records: two thirds of the way there
There have been some positives in the past three years. Integrated working is still on the agenda, even if progress has been slow, with NHS England and integrated care systems focused on finances and waiting lists.
The government has launched a plan to develop the domestic care workforce, with a new, accredited qualification, and a career structure with defined job roles. And there has been some progress on digital.
In fact, Claire Smout, head of digital skills at Skills for Care, told the advisory board that the £100 million ‘People at the Heart of Care’ earmarked for digital skills and technology is one of the few pots of funding that have not been raided and are still being spent.
The money has gone into three areas, starting with digital social care records. Smout said Care Quality Commission figures suggest “about 67% of care companies now have a digital social care record of some sort.”
Money has also gone into ‘digital readiness’ such as wi-fi provision, cyber security, digital skills and training, and into care tech pilots, ranging from using AI to help with scheduling, to installing Alexa and other voice-activated devices in people’s homes.
Data and interoperability standards
Even so, there’s a lot left to do. There are 18,000 social care providers in England, and while there are some large chains, many are small and simply cannot afford technology. “We’ve got small providers who cannot afford to put the infrastructure in place for digital social care records,” Smout said.
“They struggle to find investment for thewi-fi, or the tablets, never mind the licences. So, over the next two to three years, there’s likely to be a cross-over where we have some care providers that are paper-based and some that have moved on electronically.”
At the same time, the CQC doesn’t have a definition for digital social care record, so it’s not clear what systems that 67% of providers have deployed. Smout’s colleague and advisory board member Jane Brightman said an assurance framework has been developed to address this and drive-up quality.
Poor social care leads to poor healthcare
This will be issued against a background of policy activity to address data quality and interoperability. An updated Care Data Matters strategy has been issued to make sure data can be captured once and used many times.
While, days after the advisory board meeting, the DHSC issued a prior information notice for an interoperability platform and services to share data with health providers and shared care records.
Strategies to recruit, retain, and upskill the workforce
On the training and skills front, Skills for Care has been commissioned to develop a Digital Skills Framework for its sector. Smout said it covers seven areas, ranging from ethics to cyber security and data management.
Each area sets out the skills that anybody working in social care should have, while another sets out the skills that those in more senior positions require. The framework has a learning and development framework attached to it, with a free e-learning platform holding videos and other resources, and a database of training providers.
“The framework has been developed with the sector,” Smout stressed. “It’s very interactive, and it’s not designed to sit there, gathering dust.” Nor is it being developed in isolation from other workforce initiatives. The DHSC is working on a strategy for digital, data and technology (DDaT) staff.
While Skills for Care has been tasked by its sector with developing an adult social care workforce strategy, as the government has not commissioned one.
Brightman said the strategy, which should be published in July, will cover one-to-five years and five to 15 years, so it can address immediate challenges – such as the collapse in apprenticeships – and longer-term ones – like creating new digital roles to support new ways of working.
How far will the money stretch?
With all this going on, it’s clear the digitisation of social care still has some way to go. And advisory board members questioned whether there is the money to do it.
Neil Perry, a consultant and former acute trust chief information officer, noted that £100 million is just 5% of the money the NHS is putting into its frontline digitisation programme to implement and upgrade electronic patient records.
“The breadth of social care, the number of places in which it works, it can’t be any simpler than the NHS, surely?” he mused. “So, the question is: how is that £100 million going to stretch?”
“The positive is that social care is a greenfield,” Brightman said. “We haven’t got some of the structural problems with technology that the NHS has got. “We’re not years down the line with long, unwieldy contracts with our suppliers.”
Having said that, she acknowledged that with 18,000 providers to cover, the government has effectively said: “we can’t do all of it” and: “we can only put a little bit in.” And that will run out at the end of the three-year spending review period next March.
Finding drivers for adoption
Andy Kinnear, another consultant who formerly worked for an NHS commissioning support unit, admired how far that “little bit” had been stretched. “You’re getting these dreadfully meagre crumbs off the table, so the fact that you are still smiling and so positive is an incredible achievement,” he said.
But in the absence of funding, he wondered what other drivers are available. Smout said a lot of impetus will come from the Care Quality Commission, which has issued guidance suggesting providers will need to adopt digital social care records to remain ‘good’ or ‘outstanding’; and instructing them to complete the Data Security Protection Toolkit.
Skills for Care is also looking at how it can drive the skills and training agenda by building these into other frameworks. “The new care qualification, for example, will be available for new staff, so how can we make sure digital skills are embedded into that – and into some of the other mandatory training that people have to do?” she asked.
Finding solutions, engaging policy makers
Both Brightman and Smout stressed that finding practical solutions is essential to keep ministers and Treasury officials on board. “What I have learned is that the government just doesn’t listen if we go in cap in hand, saying social care is a nightmare, and you need to fund this, this and this,” Brightman said. “So, what we’re trying to do is come up with positive solutions they can work with.”
James Norman, a former acute trust CIO who now works on the supplier side, accepted the point, but wondered if things would change with a change of government.“What about Labour,” he asked: “Do they give any indication of funding this?”
Brightman said the party seems to be interested in a National Care Service, but its immediate priorities are likely to be a new offer on pay, to attract and retain more staff, and further investment in digital.
On top of everything else discussed, Kinnear suggested the party should look for ways to commission new, digital models of care and to put care tech into the hands of users, so they can access some of the self-serve functions that have become common in banking, shopping, and other sectors.
“Health has been slow and clumsy to move in that direction, but there must be opportunities to rethink social care in the same way,” he argued. Brightman and Smout said some councils are already talking about a “frank conversation with citizens” about how to share responsibility for health and social care.
Time to tackle funding
Whatever Labour decides on structure, workforce and digital, it will need to address funding. After all, Ian Hogan, CIO at a community and mental health trust pointed out, social care is an investment.
A failing social care sector leads to delayed discharges from hospital, makes it harder for people to return to the workforce, and means people live less full lives than they could. Or, as he summed up: “Poor social care leads to poor healthcare, which has a direct, knock on effect on all of us.”
David Hancock, a consultant who previously worked for major EPR and SCR companies, agreed. “In 2015, [former NHS chief executive] Simon Stevens said that if he had more money, he would put it into social care,” he said. “It didn’t happen then – but it needs to happen now.”
Government Chancellor Jeremy Hunt has called for an urgent rethink of council strategy.
Seen by some of the public sector as a provoking statement, Hunt delivered a bleak explanation of local government and how they manage their resources and funds. Hunt proposes that significant spending cuts should be made on consultants and diversity schemes, asking councils to look at other ways of optimising their resources.
Today, councils have to deliver more for less and face the challenges of navigating post-pandemic deficits but with higher demands for service quality. Hunt’s recent comments have started much-needed discussions about what tomorrow holds for council operations.
As I reflect on my time within service integration and management, I have seen that there are other solutions. Long-term, creating flexible outsourcing models, coupled with Service Integration and Management (SIAM) principles, could offer the solution that councils have been looking for financially and operationally.
In local government, there will always be a clash between existing methods And innovation. Sometimes, this is due to the landscape of fiscal caution and efficiency demands. Hunt’s recent advocacy for radical shifts in council strategies exemplifies this tension. Some view his propositions as a necessary response to financial restrictions; others will see that if they choose to explore, there are other, more innovative approaches for operational excellence.
Jeremy Hunt’s assertive approach and call for fiscal prudence are mistakenly placed. Hunt pushes for a significant reduction in consultant and diversity scheme spending. Hunt’s view is that these measures are indispensable for protecting essential services within local government and ensuring the longevity and sustainability of local government. Hunt’s ideas reinforce the need to investigate fiscal concerns head-on but may not be the most strategic perspective.
Reactive management shifts from one extreme to another In times of crisis, such as the move to complete outsourcing and then a move back to in-house later as full insourcing resumes. But, a more logical and nuanced approach would be to develop a sourcing strategy. This could have built flexibility, with room to scale included. This model allows local government to respond and adapt to the landscape without causing significant disruption.
Suppose we can find a smarter solution that incorporates service integration and management, a move which delivers long-term, flexible outsourcing models, supplemented by adopting Service Integration and Management (SIAM) principles and embedding the role of a service integrator. SIAM principles could balance the needed financial outcomes with the required goals for service delivery and quality efficiency.
This conversation is helpful, highlighting the sometimes challenging decisions facing nationwide councils. While fiscal austerity remains a pressing reality, the SIAM approach could deliver potential strategic investment and innovation dividends. Council leaders find themselves at a crossroads, weighing up short-term cost-cutting measures against the promise of transformative operational strategies. Ultimately, the dialogue sparked by this debate offers councils an opportunity to chart a course that balances fiscal responsibility with innovation, delivering the resilience and sustainability local government needs.
A marketplace of service providers willing to embrace new ways of working at every step of the journey awaits Council leaders willing to look at alternative solutions. This new way of working can create a culture of collaboration with their service providers through agile sourcing and procurement exercises to collaborative operations spanning multiple suppliers. It will foster short-term improvements and the long-term innovation needed for councils to stay ahead.
In this constrained resource landscape, Hunt is correct in that systemic reforms are imperative. But, to realise the benefits of increased efficiency, councils must embrace modernisation, simplification, and digitisation of operational processes. Robust risk management practices are equally essential, ensuring continuity in service delivery despite financial uncertainties. Moreover, councils must reassess their sourcing strategies and vendor management approaches, fostering seamless service integration and effective ongoing vendor management.
To achieve the desired positive outcomes, councils need to adopt robust strategic planning systems, implement effective risk management, and prioritise service integration so councils can navigate financial challenges while delivering essential services for their local communities.
We know that financial challenges stifle innovation, but they can also push forward positive change at the other end of the spectrum. Councils should seize the opportunity to enhance citizen experiences, leveraging data and digitisation to increase transparency and efficiency. A flexible supply network that fits changing circumstances can further support councils’ quest for long-term resilience and sustainability.
Last year, I wrote in GPSJ that the UK must close the IT skills gap if it hopes to become an artificial intelligence (AI) superpower.
Perhaps someone in government took notice. Fast forward to February 2024, and Technology Secretary Michelle Donelan announced a new drive to get young people into IT.
Backed by the Department for Science, Innovation, and Technology (DSIT), the Skills Bootcamp campaign is focused on improving five priority skills, covering cloud computing, software development, data and analytics, cybersecurity, and web development.
The thinking behind this scheme is simple. With the demand for cloud and coding skills sky-high, these short courses could help a new generation of young people kickstart a career in technology.
Not only would this boost their job prospects, but it would also help the British tech sector, which is in desperate need of junior staff.
“Whether your personal ambition is to secure a comfy pay packet, land a creative role, solve the world’s most pressing challenges, or all three, the Skills Bootcamps we are promoting today can help you achieve your own career goals while being part of our superpower sector,” Ms. Donelan said in a statement announcing the initiative.
Should potential recruits need an additional sweetener, the announcement mentioned salary expectations for those who finish their training with “average pay packets hitting £70,000 for cloud computing pros”.
IT skills are essential for the future
Make no mistake, the campaign is a good idea. But I do have some reservations, in particular concerning salary. First, there is a danger that some young people may think they can simply walk into a job once they complete the training. Yes, there is a shortage of junior IT staff, but they have to be properly equipped to meet the needs of the workplace.
Second, suppose this initiative is designed to recruit the next generation of IT workers for the public sector. What’s to stop them from hightailing it off to the private sector, where they could easily double their money?
Third, is this merely a one-off programme of events or part of a long-term strategy designed to narrow the skills gap permanently?
Skills training must be part of a long-term plan
Of course, some people may question why the Government is spending money on this now, especially in what is likely to be an election year.
After all, when the Government is under pressure to do so much—everything from increasing health spending to lowering taxes—some may argue that the money allocated to this scheme would be better spent elsewhere.
But as someone who has worked in IT all my life, I view this as an investment in the future and money well spent. And when it comes to closing the skills gap by upskilling the next generation of engineers, developers, and coders, we must do everything we can to attract new talent.
Which is, perhaps, why I was interested to learn that each Bootcamp—made up of courses that last up to 16 weeks each with a guaranteed interview on completion—is open to everyone. Attendees require “no technical knowledge or educational qualifications” to secure a place.
Removing barriers to entry
This is really refreshing. In effect, it’s allowing people to pursue a career in computing even though they may lack a recognised qualification. This reminds me of an approach taken by GCHQ, the government’s intelligence and security agency. In its hunt to recruit the brightest minds, it regularly posts puzzles to test a range of problem-solving skills and spark an interest in their important work.
Rather than rely on academic qualifications to find the best talent, it seeks out candidates who think differently in terms of ‘ingenuity, creativity, and lateral thinking.’ If we are ever to solve the skills gap, it is up to educators who handle students from the earliest ages to recruiters in both the public and private sectors to think outside the box.
By removing the obstacle of needing a qualification and focusing instead on talent and aptitude, the Department for Science, Innovation, and Technology is maximising its reach. With such initiatives, the prospects for IT skills in Britain appear more promising.
Perhaps the UK has the potential to emerge as a force in AI after all.
One in 10 businesses doesn’t have an incident response plan
Highlights:
New Barracuda report explores why just 43% of organizations surveyed have confidence in their ability to address cyber risk, vulnerabilities, and attacks
Around half find it hard to implement consistent, company-wide security policies
A third worry about securing the supply chain
The report features a cyber-resilience checklist template based on the NIST 2.0 framework
Barracuda Networks, Inc., a trusted partner and leading provider of cloud-first security solutions, has just published the CIO report: Leading your business through cyber risk, which explores the top governance challenges facing companies trying to manage cyber risk and boost their cyber resilience. The report offers practical tools such as a checklist template, created with Barracuda’s own IT and security leadership, to help companies navigate their way to resilience.
Leveraging data from the international Cybernomics 101 study, the report assesses how challenges relating to security policies, management support, third-party access, and supply chains can undermine a company’s ability to withstand and respond to cyberattacks.
Among other things, the findings show that many organizations find it hard to implement company-wide security policies such as authentication measures and access controls. Half (49%) of the smaller to mid-sized companies surveyed listed this as one of their top two governance challenges. Further, just over a third (35%) of the smaller companies worry that senior management doesn’t see cyberattacks as a significant risk, while the larger companies are most likely to struggle with a lack of budget (38%) and skilled professionals (35%).
Many organizations have concerns about a lack of security and control over the supply chain and visibility into third parties with access to sensitive or confidential data. Around one in 10 doesn’t have an incident response plan to turn to in the event of a successful breach.
“For many businesses today, a security incident of some kind is almost inevitable,” said Siroui Mushegian, CIO of Barracuda Networks. “What matters is how you prepare for, withstand, respond to, and recover from the incident. This is cyber resilience. Advanced, defense-in-depth security solutions will take you most of the way there, but success also depends on security governance — the policies and programs, leadership, and more that enable you to manage risk. When NIST updated its benchmark cybersecurity framework earlier this year, it added security governance as a strategic priority.”
The report offers practical templates to help organizations manage cyber risk and map where they are in their journey toward cyber resilience. The cyber resilience checklist draws on the latest iteration of the U.S. National Institute of Standards and Technologies (NIST) Cybersecurity Framework and can be freely downloaded and printed from the Barracuda website.
The research data comes from the Cybernomics poll of 1,917 IT security practitioners from companies with 100 to 5,000 employees across various industries in the United States (522), the United Kingdom (372), France (329), Germany (425), and Australia (269) in September 2023. The final sample of respondents represented enterprises with between 100 and 5,000 employees. All respondents are involved in the management of their organization’s IT security functions or activities.
Traffex – the UK’s leading road maintenance, traffic management and road safety event – has unveiled a packed conference programme for 2024 with over 100 speakers across five CPD-accredited stages, including National Highways, Department for Transport, PACTS, Transport for London, Office of Rail and Road and more.
Taking place on 22 – 23 May at the CBS Arena in Coventry alongside Parkex, Cold Comfort and brand-new event Evex, the two-day educational programme will explore the most pressing topics impacting the UK’s roads network through keynote addresses, insightful panel discussions and interactive workshops.
This year’s stages focus on:
Road Management & Mobility
Road Safety
Sustainability
Winter Road Resilience
Electric Vehicle Infrastructure
Topics on this year’s agenda will range from Road Investment Strategy 2 (RIS2), data, biodiversity and decarbonisation to the electrification of the Strategic Road Network. The agenda will also include case studies covering digital twins, the lower Thames crossing and Publicly Available Specification (PAS) 2080.
“We’re really excited about this year’s agenda – it’s absolutely jam-packed with excellent content that will provide visitors with practical and actionable takeaways to help them work better and smarter,” said Iain McDonald – Business Development Director SRL Traffic Systems Limited.
“With so much going on in the theatres, plus well over 120 exhibitors across four show floors, I encourage everyone to start scanning the agenda and get planning their itineraries today. It is an outstanding programme bursting with innovation, networking, inspiration and invaluable insights – not to be missed.”
Visitor registration is now open – one pass gives visitors free access to all four events. Experience Traffex, where entry is complimentary, parking is convenient, and all the essential connections await you under one roof.
By Barley Laing, the UK Managing Director at Melissa
With little attempt to increase public sector budgets in the Spring Budget, apart from for the NHS, most public bodies are continuing to face significant cuts to their spending power in real terms over the coming years. This is backed up by figures from the Resolution Foundation that predicts many in the public sector face a 16 per cent drop in spending power between 2022-23 and 2027-28, despite inflation showing signs of easing.
At the same time the Government is actively encouraging public bodies to be more productive in how they operate.
This means the core focus for the public sector has to be on fiscal due diligence and investigating possible efficiencies, from top to bottom.
Why clean databases?
With spring in the air a great place to start delivering efficiencies is by maintaining clean databases of those that use their services. This way they can avoid wasting time and precious budget on inaccurate communications, and continue to provide a standout service to the public.
Barley Laing
Also, with accurate data on users it’s possible to obtain valuable insight, such as a single citizen view (SCV), which can be used for better targeting, including personalisation with communications. This will help to deliver a consistent, positive user experience, which is something people expect in today’s increasingly digital world.
In fact, best practice decision making is based on high quality, reliable user data, because the insight that it helps to provide makes it possible to create informed decisions; for example, on the future of a service, or the creation of a new one.
Data decay an ongoing issue
A big issue for the public sector is that data decays on average at two per cent a month and roughly 25 per cent a year, as people move home, divorce or pass away. With data continually degrading it’s essential to have data cleaning processes in place not only at the onboarding stage, but to clean held data in batch. The good news is such an approach usually involves simple and cost-effective changes to the data quality regime.
How to effectively clean databases:
Use an address lookup or autocomplete service
To obtain accurate contact data at the onboarding stage it’s essential to use an address lookup or autocomplete service. These tools deliver accurate address data in real-time by providing a properly formatted, correct address when the user starts to input theirs. At the same time the number of keystrokes required is cut by up to 81 per cent, when entering an address. This speeds up the onboarding process and improves the whole experience, making it significantly more likely that the user will complete an application or purchase.
Such a service is very important because about 20 per cent of addresses entered online contain errors; these include spelling mistakes, wrong house numbers, and incorrect postcodes, typically due to errors when typing contact information.
First point of contact verification can be extended to email, phone and name, so this valuable contact data can also be verified in real-time.
Deduplicate data
The average database contains 8-10 per cent duplicate records, which makes data duplication a common and significant issue. It occurs for a number of reasons, for example when two departments merge their data and errors in contact data collection take place at different touchpoints. It adds cost in terms of time and money, particularly with printed communications and online outreach campaigns, and it can have a negative impact on the sender’s reputation. Using an advanced fuzzy matching tool to merge and purge the most challenging records is the best solution to create a ‘single user record’ and source an optimum single citizen view (SCV). The insight from which can be used to improve communications.
Additionally, organising contact data in this way will increase efficiency and reduce costs, because multiple communication efforts will not be made to the same person. Finally, the potential for fraud is reduced with a unified record established for each user.
Data cleansing and suppression
It is important to undertake data cleansing or suppression to reveal people who have moved or are no longer at the address on file. Along with removing incorrect addresses, these services can include deceased flagging to stop the distribution of mail and other communications to those who have passed away, which can cause distress to their friends and relatives. By employing suppression strategies the public sector can save money by not distributing inaccurate messaging, protecting their reputations, while boosting their targeting efforts to overall improve the user experience.
Use a data cleaning platform
Today, it’s never been easier or more cost-effective to deliver data quality in real-time to support wider organisational efficiencies and the delivery of a better user experience. One that stands out is a scalable data cleaning software-as-a-service (SaaS) platform that can be accessed in a matter of hours, and doesn’t require coding, integration, or training. This technology can cleanse and correct names, addresses, email addresses, and telephone numbers worldwide. It also matches records, ensuring no duplication, and data profiling is provided to help identify issues for further action. A single, intuitive interface offers the opportunity for data standardisation, validation, and enrichment, ensuring high-quality contact information across multiple databases. It can deliver this with held data in batch and as new data is being gathered. As well as SaaS, such a platform can alternatively be deployed as a cloud-based API or on-premise.
In summary
Delivering databases that are clean and accurate must be one of the first things those in the public sector implement during these challenging times for budgets. Making a concerted effort to spring clean their databases, something they should do on an ongoing basis, will make sure they deliver significant efficiency savings, while also providing a standout experience to those that use their services.
By Krishna Sai, Senior Vice President of Engineering, SolarWinds
In the ever-evolving landscape of public sector IT, complexity has emerged as a formidable challenge.
Well-intentioned technology investments like cloud services, meant to modernize government operations, are inadvertently creating labyrinthine IT ecosystems that are difficult to manage and secure. This complicated environment isn’t just an operational headache — it can become a roadblock against further innovation.
Krishna Sai
This trend was addressed in a National Audit Office study entitled “The challenges in implementing digital change.” The watchdog report stated: “Failure to understand the complexity and dependencies associated with replacing legacy IT has undermined government’s attempts to move away from legacy systems. Making the transition from legacy systems to modern replacements is complex and difficult, especially if the legacy system has many dependencies.”
The report urged enterprises to “avoid the operational complexity and decline in performance that can occur when too much change happens too quickly and incoherently.”
Government IT leaders face a paradox. How can they accelerate digital transformation without causing extra complexity for their tech teams? Perhaps counterintuitively, the answer might be more technology.
The potential of self-driving operations
Imagine an IT environment where artificial intelligence (AI) and machine learning (ML) step in to assist IT professionals in analyzing, predicting, and decision-making. This would free IT teams from the minutiae of day-to-day operations, enabling a shift from reactive to proactive IT management. This promising solution is called self-driving operations, and rapid advancements in AI are bringing it closer to reality. Ultimately, self-driving operations will help ensure that the IT environment — from legacy infrastructure to cloud services to databases — won’t crash.
Observability is the foundation of self-driving ops
For self-driving operations to become a reality, government organizations must first prioritize observability. Observability technology goes beyond traditional monitoring tools to provide a holistic view of an organization’s entire digital ecosystem across on-premises, hybrid, and multi-cloud environments.
According to Gartner, the average organization uses 15 monitoring tools. This contributes to alert fatigue and tool sprawl. With a unified observability tool, teams can consolidate the number of monitoring solutions in place and receive more intelligent, actionable alerts.
Through a single pane of glass, teams can receive health scores and insights across networks, applications, databases, and systems. Observability enables IT professionals to understand dependencies across complex IT systems so that they can identify and resolve problems faster.
Preparing for a future with autonomous operations
Gaining visibility of the IT environment enables organizations to move a step closer to fully autonomous IT operations.
Think of driving a car. In this case, an observability solution acts like lane assist. It uses intelligence to make certain decisions independently, but still requires human oversight and control. On the other hand, self-driving operations are more akin to Tesla’s autopilot, which uses artificial intelligence and machine learning to navigate the roads autonomously.
In an IT environment, self-driving operations would enable the automation of routine maintenance tasks and problem resolution, addressing issues before they impact operations. If a database shows signs of strain, the system can automatically allocate additional resources or reroute traffic to maintain performance.
Although self-driving operations are not a reality yet — and some overworked IT pros might label it a fantasy — glimpses of an autonomous future are starting to appear. In this future, tech teams will spend significantly less time identifying and remediating problems, and more time focused on strategy and innovation.
In the meantime, an AI-powered observability solution can correlate metrics and events, identify anomalies, and intelligently reduce alerts. This helps teams understand what issues are actually important so that they can be addressed promptly. IT professionals are empowered to concentrate on developing new products and executing critical business initiatives while minimizing the need to constantly hop between monitoring tools.
An exciting new frontier
As the next chapter in IT management, self-driving ops is set to revolutionize government IT. By embracing AI-powered observability now, organizations can get a handle on complex IT environments, enhance resiliency, and continue to drive digital transformation. These forward-thinking administrations will position themselves to reap the benefits of self-driving operations, ensuring they can deliver mission-critical government services for decades to come.
Krishna Sai leads the engineering, technology, and architecture teams at SolarWinds. He is a seasoned leader and entrepreneur with over two decades of experience scaling global engineering teams and building winning products across multiple industries. Sai has held leadership roles at Atlassian, Groupon, and Polycom, co-founded two technology companies, and holds several patents.
Industry leaders including Microsoft, Dell, HP and Lenovo to meet at Circular Computing’s ‘Re: Sustainable IT Summit’ to advance the circular economy within the IT sector
IT industry responsible for 54m tonnes of e-waste and 760m tonnes of CO2 every year
Remanufacturing 1,000 laptops takes the equivalent of 80 cars off road for a year
The global leader in laptop remanufacturing, Circular Computing, is calling for a global plan of action to address the significant sustainability challenges facing the IT sector. Next month, at a global summit of industry leaders, it plans to address growing concerns about the 54million tonnes* of e-waste, and 760million tonnes of CO2 emissions, released by the industry every year.
The Re: Sustainable IT Summit, taking place on April 23rd in the UAE, will welcome leaders from some of the largest companies in IT, including Microsoft, Atos and HP. It’s the first time senior stakeholders in IT asset disposition (ITAD), distribution, reselling, leasing and manufacturing will come together for a collaborative debate on this scale, aiming to tackle sustainability challenges in the IT sector, and explore the opportunities offered by circular processes such as remanufacturing.
The event will be held at Circular Computing’s BSI Kitemark certified remanufacturing facility in the UAE. Considered the most advanced in the world, the facility delivers up to 20,000 remanufactured and refurbished laptops every month. By positioning attendees ‘in the middle of the work’, the event will put theory and practice together to find tangible and workable solutions.
Rod Neale, CEO of Circular Computing, says:“Most companies in the industry are wrestling with the challenges of bringing deep changes to their entire business model. Changes that in some cases are commercially stressful on supply chains that have been in place for decades. Without financial resilience and success, no scalable environmental benefits get delivered, so this is not an overnight answer to where the channel can just change. “When I started speaking of the event, I used one word more than any other: ‘collaboration’, and it is a testament to the industry that so many influential people are now coming together to ensure we collectively make the most progress possible. In a commercial world where revenue, channels and market share must be protected, it is great to see that this does not overrule the desire to do the same for our planet.”
Vildan Demir, Regional Director at DHL Supply Chain added: “Joining forces with industry leaders at this event will enable us to shape the future of technologies, to discuss, debate, and work together to pave the way for a resilient and sustainable digital environment.”The global logistics leader has committed to invest $7 billion to reduce greenhouse gas emissions and is attending the event.
The event was first conceived to showcase the work being done by Circular Computing to advance the quality of used IT products in the channel. Following enormous desire from the industry, the event has transformed into a summit where senior leaders will discuss and deliver real change. An opportunity for the IT sector to work together to become more sustainable, and specifically consider how pre-used products can be delivered to the channel at scale – usually a preserve of only brand new.
Rakshit Ghura, SVP of Digital Workplace at HCL added:“It will be great to engage with similar companies from across the spectrum around the subject of how sustainable IT can and is changing the channel forever”.
The challenge of delivering a pre-used product into the brand-new channel is a conundrum of brand equity, commercials, and product support. There is always a level of inconsistency and risk associated with buying a refurbished product (not remanufactured), depending on the level of work done to a device. In contrast, brand-new products offer consistency and low (to no) risk.
Now, there is a new class of product: BSI Kitemark certified remanufactured. These second-use products mirror new ones, boasting zero risk and uniformity, while sharing the environmental and cost benefits of a circular economy. This certification addresses the demand for sustainable choices while ensuring product reliability and consistency, bridging the gap between pre-used and brand-new markets.
Rod Neale, CEO of Circular Computing, continues: “There needs to be an IT channel where everything can co-exist without a compromise on the standard of service, the quality of product, the commercial targets and the value of the planet we have rented from the next generation.”
Calculations by Cranfield University show that for every Circular Computing remanufactured laptop, approximately 316kg (700lb) of CO2 emissions are prevented by not buying new. For every 1,000 laptops, that is the same as taking 80 cars off the road for a year.
Jason Warren, VP Head of Cross Portfolio at Atos: “After signing our partnership in 2021, Circular Computing is a key component of our Sustainable Digital Workplace offering which we have built to maximise the ROI for all of our global clients challenged with technology advance, estate stability and ESG targets. This event will allow for the cross pollination of best ideas, visions and practices and has captured a moment in time when the IT channel is ‘working it out’.”
If you are a global leader in the delivery of sustainable IT and you feel you’re a missing valuable voice in the room, then you can reach out to cleo.whelan@circularcomputing.com
Please be aware that at the time of writing the event is close to capacity.
We now know that the shift to hybrid is a fixed part of the world of work today. It’s a fundamental shift in the working landscape. But, for IT professionals, some critical aspects of navigating the cloud shift exist.
Gerry Flanagan
With remote and hybrid working, there can be some significant challenges to overcome, but also some opportunities along the way. Some organisations have concerns about data security and vendor lock-in and day-to-day concerns about employee productivity. Working on many IT migration projects, I wanted to share my experience addressing and overcoming these challenges.
The new normal for many employees is now hybrid working in some form. It has transformed our need for remote collaboration and accelerated cloud adoption. Many organisations now offer new hybrid working flexibility, which brings an element of decentralisation. The days of a 9-5 desk are replaced with home working, hot desking or the hybrid model.
As we watch this new working pattern evolve, it brings with it implications for infrastructure adjustments. One area is Service Level Agreements (SLAs), which can be complex to navigate, but there is a heightened need to examine these agreements closely and align expectations and metrics with service providers for these new ways of working. We can no longer define an SLA based on standalone metrics; we need to look at them in relation to each other, and through understanding the intricacies of these SLAs, businesses can ensure that their cloud engagements are optimised to deliver better return on investment.
But, this begs the question of how we can enhance efficiency for employees when hybrid working. One area to start is by looking at the principles of service integration and management (SIAM). By implementing SIAM frameworks to focus on outcomes rather than activities, organisations can streamline operations, enhance efficiency, and ensure seamless collaboration across diverse IT ecosystems, which can improve productivity and play a key role in facilitating these new hybrid working environments.
If we move away from looking at People Process and Technology, there is a need for IT organisations to redefine themselves in terms of the Cloud, Ecosystems, Capabilities and Platforms. SIAM principles focus on integrating multiple service providers, managing complex IT environments, and delivering cohesive services to end-users. In remote and hybrid working contexts, SIAM principles provide a structured approach to managing hybrid IT landscapes, enabling organisations to leverage cloud technologies while maintaining excellent levels of effective operational management.
Hybrid working brings with it so many opportunities, but only if we embrace the new model of the ever-changing work landscape. If we leverage cloud technologies effectively, organisations can not only drive innovation and enhance collaboration but they can also stay ahead of the digital game. By putting the correct strategies in place, the future world of work can deliver many positive opportunities for organisations and their workforce, and those willing to embrace and adapt to these changes will thrive.
Gerry Flanagan BSc IT(Hons) CITP FBCS, IT Consulting Practitioner, Scopism Community SIAM Expert and Fellow of BCS: The Chartered Institute for IT.
New research of 18 to 25 year-olds has revealed the public sector to be one of the most appealing industries to build a long-term career.
When asked to rank 10 of the most common industries to work in, young people placed the public sector in fourth place, ahead of industries like legal and tech.
The research of 1,000 18-25 year-olds, commissioned by leading change and transformation consultancy, Grayce, found positive perceptions of a career in the public sector. Almost half (47%) believe this career path would offer an attractive benefits package, while 43% agree it would pay well in line with their aspirations as graduate/entry-level talent.
In addition to competitive remuneration, young people also associate public sector careers with good work/life balance (45%) and flexibility (43%), factors that are increasingly being considered extremely important by emerging talent entering the workforce.
Yet, new data from LGA suggests a disconnect between the generally positive view of a career in the public sector and those going on to pursue it. Its figures reveal under 25s make up just 4.6% of the workforce, while more than 70% of local government employees are over the age of 40.
In addition, the latest Government Skills Survey found that public sector establishments were more likely to have skills gaps (21%) compared to private sector bodies and charity or voluntary sector establishments (15%).
Grayce’s research also highlighted concern around cuts the public sector has experienced, with 44% saying they would avoid pursuing a career in the public sector for this reason.
Amy Gornall, Public Sector Client Director at Grayce commented: “It’s positive to see that emerging talent hold positive views around public sector careers, and want to drive meaningful change through their work. This reflects the feedback we get from our growing consultant population in Public Sector at Grayce. However, the research also shows that the sector needs to change if we are to effectively convert this interest into fulfilling careers.
“One of the biggest gaps – but greatest opportunities for young people – is transformation. The public sector has long trailed behind other sectors in this area, and with just 4% of civil servants working in digital roles compared with an average of between 8-12% in other sectors, we have some catching up to do.
“This means that there’s a significant opportunity for public sector organisations to highlight the change and transformation opportunities available and the impact they can have in freeing up vital resources, improving services, and driving social value.
“To do this, organisations need access to work-ready talent with specialist digital skills – employees that can hit the ground running and deliver ROI from the get-go. The future of the public sector relies on their ability to transform and organisations need support to effectively engage, nurture and develop talent to offer long-term, fulfilling careers in the public sector.”
We’ve come a long way in improving public communications via government technology. Citizens once relied on newspapers, radio, or TV to hear from their leaders. And while these means live on, digital communications have opened a new way for governments to connect with their citizens.
Nadav Avni
Every government department and local government agency now uses digital technology for everything from managing queues at local transport offices to announcing interest rate rises. Communications agencies send email updates, tweet announcements, publish web bulletins and articles, and host webinars. In many government offices, an Android TV-powered device often works simultaneously as an information kiosk, a digital display, and a bulletin board.
Why Governments Must Improve Connections With the Community
Citizens demand transparency in their elected representatives. No matter what the situation is, people expect their government leaders to tell them the facts. Community engagement enables leaders to update stakeholders on the status of their programs. Meanwhile, citizens love access to information so they can be involved in discussions about their area.
The sooner your residents receive news, the better. And what better way to receive information from the government than with modern communication technology?
More importantly, current government technology should support and even encourage two-way communication. People have a right to be heard, from small complaints about uncollected refuse to large issues like a union strike. At the same time, the government has to reply. Whether it’s addressing a growing concern like a pandemic or responding to a child’s letter, people want to know the government is actively working on their behalf.
To improve communications with the community at large, government agencies should invest in modern digital technologies that allow for better interaction. These technologies should be widely available, easy to use, manageable, and responsive.
Streamlining Communications Through Android TV Displays
Android TV devices are among the most common and widely used communication equipment in the world today. As of January 2023, more than 150 million devices worldwide use Android TV as their preferred operating system (OS). This includes smart TVs, set-top boxes (STBs for dumb TVs), dongles, sound bars, and projectors.
On their own, these devices can do the job they’re supposed to. But with Android TV powering them, televisions and tablets become much more useful and effective. Android TV turns dumb devices into smart TVs complete with streaming services and other applications. The devices can then serve as dedicated billboard displays, information kiosks, and active signs.
Android TV also helps improve the communication capabilities of present government technology. A small investment can turn static display devices into helpful and interactive communication devices.
Automating Visitor Navigation in Government Offices
Information kiosks are a great way for people to get directions almost instantly. Self-service devices can provide accurate information to travellers and first-time visitors any time of day. There’s no need to wait in line until a clerk is able to assist them. In a busy airport or crowded government building, self-service information kiosks can quickly get lost individuals back on the trail.
To turn dumb displays into smart information assistants, admins simply install a navigation app, a basic chat program, and the venue’s digital map. Android TV also helps administrators secure the displays by shutting down all other apps and locking the device into exclusive kiosk mode.
Providing Community Alerts Through Government Technology
Android TV devices can also use basic chat or broadcast apps to deliver important messages across the government’s many display devices. For example, officials can alert the general public of critical incidents by activating a banner message during normal broadcasts.
Admins won’t have to shut down regular broadcasts. Rather, they can display the message as a running ticker above or below the screen. In case of urgent matters and heightened emergencies, admins can override the displays to broadcast any critical advisories across the screen.
Community Signage and Announcements
Display devices in government buildings can act as dynamic billboards that can instruct, inform, and engage audiences. A digital display makes these visits more effective and efficient by sharing wait time updates, important advisories and announcements, or basic instructions and guides.
Say your community has a digital display that gives residents the day’s temperature, weather, and traffic conditions. In between updates, the display can also show important advisories such as tax deadlines and voter registration dates.
Improve Government Technology With a Capable Android TV Manager
With the proliferation of Android TV across government offices as well as community areas, managing these devices requires capable Android TV management software. IT administrators use the device management platform to manage all connected devices, perform maintenance services, and provide security measures.
With remote connectivity, the Android TV manager can check individual devices to ensure all software and firmware are running the latest versions. If they’re not, admins can then perform over-the-air (OTA) updates via secure connections from Amazon Web Services. The remote system also allows admins to perform updates individually, by batches, or on all units.
A device management platform also makes sure that only authorised users can access the device based on their permission levels. For instance, end users can operate the allowed program and nothing else, while admins can see the operating system and make fixes or improvements.
Additional security features include the ability to freeze, disable, or wipe clean devices that have been compromised or stolen. Security measures should also allow IT teams to lock devices and prevent users from launching authorised apps, playing video games, or visiting social media pages.
Given an agency’s substantial investment in government technology for communication, they must ensure that their devices remain secure. With the right reliable device management solution, it’s easy to keep Android TV devices performing efficiently.
Scotland’s largest construction trade body, SELECT, says the Scottish Government needs to set minimum standards of competence for installers as well as installations as it seeks to implement new domestic heating standards.
The campaigning electrical association also says that any new plans also have to take into account the capacity of the energy network as the demand for more electrically-driven technologies and basic infrastructure grows.
The body said that while it agrees in general with the proposal to prohibit the use of polluting heating systems in all buildings by 2045, care was needed that advantage was not taken of vulnerable people and that the increased cost of energy was taken into consideration.
In its response, SELECT said: “We have seen several government projects run into problems as they often leave the door open for unscrupulous traders who take advantage of the government’s own messaging as a way of convincing people that work is required when often it is not.
“Any demands for work needs to be set in the context of availability of energy supply, material supply and labour. Added to that is the increased cost of energy – the differential between gas and electric costs.”
The association added: “It is also vital that the Scottish Government legislates to ensure installations are only undertaken by properly qualified, trained and competent persons. This is as important as any other measure.”
SELECT also warned that poorer households may be less likely to install new low-carbon heating technology, since the cost of undertaking such work will be significant, particularly when the age of Scotland’s housing stock is taken into account.
Its response noted: “To get by, homeowners may take ‘sticking plaster’ actions. For instance, if a house is in a city centre, a flat or in a conservation area, then owners may take easy solutions and not, perhaps, the best solution.”
SELECT is now recommending that:
Properties should be considered compliant once they have installed the measures appropriate for the building type
Bio energy should be permitted for those buildings already using it, and
There should be a grace period of five years to end the use of polluting energy following a property purchase.
Alan Wilson
Its response added: “The requirement to end the use of polluting heating following a property purchase will penalise those in older properties and especially those in our society less able to pay for measures such as the disabled or elderly.
“They often have asset wealth but not cash wealth, so selling their home to, say, downsize may penalise them if purchasers are either put off from buying or are told they can only buy with a mortgage at a higher rate.”
Alan Wilson, Managing Director of SELECT, said: “In this consultation, we are suggesting that while we support the general aim to move towards net zero, we must be careful about the danger of unintended consequences.
“Owners of properties that may find it difficult to improve their energy efficiency, particularly in buildings in areas where there are constraints to the electricity network, may be forced to install systems that are expensive or unsuitable to run.
“I know a number of local authorities that are already divesting themselves of building assets that will need considerable sums spent on them. This is already having an unintended consequence of depriving areas of meeting and events halls.”
The Scottish Government consultation – which closed on 8 March – sought views on proposed new laws around the use of heating systems in homes and businesses that would:
Reconfirm that the use of polluting heating systems will be prohibited after 2045
Require those purchasing a home or business premises to end their use of polluting heating systems within a fixed period following completion of the sale
Introduce a new law that will require homeowners to make sure that their homes meet a reasonable minimum energy efficiency standard by 2033
Require private landlords to meet this minimum energy efficiency standard by 2028.
Introduction: In 2021, the Met Office faced significant challenges in efficiently managing their agency staff utilisation and controlling their annual spend of approximately £12.5 million. With critical staffing requirements to meet and a lack of structured approach, they turned to Matrix workforce management company for solutions. This case study explores the initial challenges and the transformative solutions introduced through the partnership established via the MSTAR3 Framework.
GPSJ file image
The Problem: The Met Office struggled to ensure the right personnel were in place to meet their critical staffing needs, resulting in cost inefficiencies and difficulties in swiftly filling interim roles. With a need for 100 active placements, managing agency staff effectively was paramount to their operations and budget control.
The Solution: Matrix introduced a neutral vendor delivery model to streamline staffing management and control costs effectively. Key solutions included:
• Establishment of a closed preferred supplier list (PSL) to engage highly qualified and reliable suppliers for interim roles
• Enrolment of a wide range of suppliers in the extended supply chain to ensure a diverse pool of talents while maintaining high-quality staffing
• Implementation of budget adherence measures to improve control over the annual spend, ensuring financial stability
The Outcome: The partnership between Matrix and the Met Office, facilitated through the MSTAR3 framework, has brought about a transformation in staffing management, cost control, and service quality. This has enabled the Met Office to meet its staffing requirements effectively and efficiently, allowing them to focus on core activities.
The Results:
• Over £700k in savings achieved through streamlined processes and cost-effective staffing solutions
• 636+ placements made, ensuring critical positions were promptly filled
• Average of 26 candidates per order, providing a diverse talent pool to meet various staffing needs
• 98.6% fulfilment rate, ensuring continuity in operations and service delivery
• Increased supply chain by 400%, enhancing flexibility and access to talent
Conclusion: Through strategic partnership and innovative solutions, Matrix has enabled the Met Office to overcome staffing challenges, control costs, and improve service quality. The success of this collaboration highlights the effectiveness of the MSTAR3 framework in driving transformation and delivering tangible results. As the Met Office continues to evolve, Matrix remains committed to supporting its staffing needs and facilitating operational excellence.
Leading spider platform manufacturer Hinowa has recently launched two important new products. Hannah Treggalles, Marketing Director at Access Platform Sales (APS), explains their significant advantages for maintaining buildings and the national power network.
National spider lift rental specialist Paramount Platforms has become the first access hire company in the UK to take delivery of the new Hinowa 40.18 Lightlift Performance IIIS.
APS, Hinowa’s UK and Ireland distributor, has supplied the company with the tracked spider boom, now the largest in the Hinowa range, with a maximum working height of 40.2 metres.
Paramount Platforms Director Lee Kerr: “This Hinowa is the best spider lift in its performance range. It’s a gamechanger for our clients working up to 40 metres.”
Paramount Platforms sent the spider platform straight out on long-term hire to support planned maintenance at a prestigious financial HQ building in London.
The Hinowa Lightlift 40.18 has a maximum working height of 40.2m and a maximum outreach of 17.5m, with an unrestricted basket capacity of 230kg and, importantly, a restricted capacity of 300kg.
‘So easy to use’
Paramount Platforms Director Lee Kerr is impressed. He said: “This Hinowa is the best spider lift in its performance range. It’s a gamechanger for working at heights approaching 40 metres and where significant outreach is needed.
“We almost always supply large spider lifts with an operator. The Hinowa 40.18 is so easy to use, if the client has used other Hinowa platforms, I have no qualms about them taking the 40.18 on self-drive hire.”
Being easy to use was not just a nice to have. It also opened up the possibility of hiring large platforms to a new segment of customers, by influencing judgements about rental risks.
Lee Kerr said: “It’s as simple to operate as a 17-metre Hinowa. Members of the facilities management team who were the first to use it were amazed at its performance, including how quiet it is.”
Reduced carbon footprint
Paramount Platforms has taken a bi-energy Hinowa 40.18, with a low-emissions diesel engine and lithium batteries for all-electric zero-emissions and low carbon operation.
This provides the rental company with maximum flexibility for outdoor and indoor operation, also for working in ultra low emissions zones and where noise-level restrictions apply. It can also be supplied with diesel engine only or solely with lithium battery power.
Founded in 2009, Paramount Platforms has one of the biggest spider fleets in the UK, with working heights from 15.7m to 42m, the biggest proportion of them Hinowa platforms.
Hinowa 40.18
APS Key Accounts Director Linda Betts, said: “Hinowa puts a huge amount of investment into making all their platforms extremely easy to operate, with smart functions that ensure they’re very safe and reliable.
“The Hinowa 40.18 typifies this approach. Its up-and-over capability will solve just as many lower working height challenges where outreach is vital, allowing these tasks to be completed with less disruption and cost.”
Narrow stabilisation
The Hinowa Lightlift 40.18 has a larger basket (2,000mm by 700mm), big enough to take up to three operatives within the 300kg restricted capacity. In this higher capacity set-up, the maximum working height is still 40.2m but outreach is reduced to 16.5m.
The platform’s outriggers can also be operated in a narrow stabilisation area for – 6,675mm by 3,640mm compared with a standard stabilisation area of 5,375mm by 5,040mm. In this set-up, maximum working height is 35m and outreach just under 11m, with a restricted 230kg capacity.
When stowed for tracking, the Lightlift 40.18 is still very compact, with a width of 1,200mm and a height of 1,199mm. That is just 230mm wider than a 20m Hinowa Lightlift 20.10, and the same stowed height.
Power line maintenance boost
Working at height is not just a matter of how high its basket can be raised from the ground. In the power generation sector, the materials the basket is made from also count.
It is why Arborite Tree Services has become the first business in the UK to buy a Hinowa spider platform with a glass-reinforced plastic (GRP) bucket.
APS has supplied Arborite with a Hinowa Lightlift 20.10 Performance IIIS fitted with the specialist bucket to work on trees adjacent to live high voltage power lines.
Working from access platforms with GRP buckets is a key safety requirement when working in the vicinity of high voltage electrical equipment or power lines.
It helps protect the operator should they inadvertently come into contact with a power cable and reduces the risk of electricity arcing across to the machine.
Hampshire-based Arborite is using its Lightlift 20.10 to maintain trees along power lines for distribution network operator (DNO) SSE.
Company owner Jon Challinor said: “We wanted a Hinowa because, being very robust and reliable, they’re the best platforms for tree work.
“Now we can work for SSE on trees adjacent to live power lines. This is something DNOs prefer because they don’t need to shut down power and hire in generators to maintain services.”
GRP buckets – new opportunities
APS Regional Business Manager Jonathan Wiseman said: “Our customers have been keenly looking forward to the arrival of Hinowa spider lifts with GRP buckets.
GRP bucket
“They open up new opportunities for our customers in the power generation sector and, of course, the platforms are fully capable of fulfilling all other working at height tasks.
“When combined with new Hinowa Lightlift spider lifts, they are fully CE-certified. They can also be retrofitted to platforms built from the start of July 2023, once Hinowa has gone through a confirmation process.”
Founded in 2007, Arborite had operated a Hinowa Lightlift 20.10 spider lift with a standard aluminium basket for three years.
Better off-road capability
The company’s teams could still work next to high voltage lines but only during planned shutdowns when the power had been switched off.
Having a Hinowa with a fully-compliant GRP bucket creates opportunities to do more work for SSE adjacent to live power lines with voltages ranging from 11,000v to 33,000v.
Arborite also operates a Land-Rover truck mount, which has a GRP bucket and a 14m maximum working height.
However, the Hinowa LL 20.10 has better off-road capability and, with a maximum working height of 20.1m and a maximum reach of 9.7m, can tackle more challenging tree maintenance tasks.
APS has taken back Arborite’s previous Hinowa LL 20.10 in part exchange. It has also supplied the company with a new 3.5t trailer to tow its new spider lift using a 4×4 vehicle or a van with a standard car driving licence.
Interchangeable with standard basket
Hinowa’s new GRP bucket has been launched after being put through a stringent design and testing programme to ensure it complies with all safety regulations, including passing flame retardancy tests.
Other key performance features include:
The GRP bucket can be lifted on and off the boom in the same way as a standard basket to aid tracking in confined spaces;
It can be used interchangeably with a standard basket with no adaptations to any platform equipment;
The platform has the same unrestricted 230kg capacity and same wind rating as the standard basket;
As with the standard basket, water and compressed air lines can be accessed from the GRP bucket.
GRP bucket – six Hinowa platforms
The new GRP bucket can be used with six Hinowa spider lift models: the Lightlift 13.70, Lightlift 15.70, Lightlift 17.75, Lightlift 18.80. Lightlift 20.10 and the Lightlift 26.14.
It means spider lift operators, including platform rental companies, can buy a limited number of GRP buckets and provide them for use across a fleet of Hinowa platforms with different working heights.
Procurement organisation and social enterprise Fusion21 has announced the fourth generation of its Lifts Framework worth up to £80 million over four years and is now inviting bids from interested contractors and consultants of any size, providing local, regional or national coverage.
The framework is designed to deliver lift related works and services to estates across the public sector, including housing, education, and healthcare providers. It will support the design, installation, servicing, testing and refurbishment works of passenger/goods lifts, stair lifts and lift consultancy services.
Split into a total of five lots, the framework structure is:
Lot 1 Passenger/ goods lifts – servicing and maintenance
Lot 2 LOLER thorough examinations
Lot 3 Passenger/ goods lifts – installation, refurbishment and upgrading
Lot 4 Domestic lifts – installation and servicing
Lot 5 Lift consultancy
Peter Francis, Executive Director of Operations at Fusion21 said: “Fusion21 members have an ongoing requirement for vertical transportation equipment which they are legally obliged to maintain. Due to launch in July 2024, the renewal of this framework will enable us to continue offering a framework which support members’ compliance requirements. We welcome bids from organisations, large or small, to provide specialist services for our members.
“Our refreshed offer will provide a compliant, efficient, and quality framework with members able to benefit from greater cost efficiencies, flexible call-off options and geographical coverage across the UK down to a regional and local level.
“As with all of Fusion21’s frameworks, the Lifts Framework will also support members to deliver social value they can see in communities, aligned with their organisational priorities.”
Tender applications are welcome from interested organisations that meet the criteria set out in the tender documentation, now available on the Delta e-Sourcing Portal via the following link:
The former NHS CNIO for England has joined the Highland Marketing advisory board. Here, she talks to GPSJ about her passion for transformation, the role of technology, and her mission to put nurses at the heart of debate about both.
Natasha Phillips is on a mission. “I want to bring the nursing view to all discussions where decisions are being made,” she told GPSJ. “Wherever there is not a nurse, we want to put one.”
The red thread of a career
This is not a new mission for the nursing, transformation, and digital leader. Phillips started her career in London thirty years ago and has held many operational leadership roles.
She led large-scale change projects such as the Hospital@Night programme for Barnet and Chase Farm Hospitals NHS Trust, before moving to University College London Hospitals NHS Foundation Trust.
There, she led an exemplar ward transformation programme, before becoming chief nursing informatics officer, and heading up the first, enterprise-wide deployment of the Epic electronic patient record. That took her to NHS England, where she became the first CNIO in 2020.
“If you look at the red thread of my career, it is a passion for improving our health and care systems which has led me to take on roles and projects where I can do this.
“Early on, I recognised the value of working with colleagues in IT and analytics, to use data and technology to support effective clinical improvements.”
Creating a support network for digital nurses
One of the painful lessons the health service learned from the National Programme for IT in the NHS is that clinical engagement is essential if EPR deployments are going to be successful.
Doctors got involved as the chief clinical information officer role was established. But nursing involvement is more recent, and Phillips says she felt “lonely” leading UCLH’s EPR implementation.
To counter this, she linked in with colleagues in the US and Nordic countries “so there were other nurses who had been on the journey to learn from.” Her ambition as national CNIO was to make sure that other nursing colleagues felt similarly supported.
To this end, she led the production of a ‘What Good Looks Like’ framework for nursing aimed at board-level nurse leaders. The framework has seven success measures for the development of organisations in which nurses and other clinicians can work in a supportive digital healthcare environment, enabling them to provide safe and effective care.
She also co-chaired the Health Education England-commissioned ‘Phillips Ives Nursing and Midwifery Review.’ This built on the Topol Review to identify how person-centred practice will evolve as nurses use more technology to deliver care in the next five, ten and 20 years.
The findings highlight how education must shift to prepare nurses to deliver person-centred care in a digital health and care system.
Education and skills for life and leadership
Frustratingly, the review has yet to be published; but Phillips says it’s clear that digital education and skills will need to be shot through future careers.
“We need to start with undergraduate education, so people have the core skills they will need to make use of new technology when it is available,” she says.
“Then, we need to look at postgraduate education. If people are specialising – if they are becoming an asthma nurse, or whatever – then we need to ask: ‘where is the technology in that?’ Then, there are deployments, for which we need to talk about training, and how to make sure we are training people in context.
“And alongside all that, we have our CNIOs and nurse leaders in the digital space. We wouldn’t appoint somebody to a specialist job unless they had an appropriate qualification, and the same needs to apply to people choosing to work in digital. We have the NHS Digital Academy, but we need to do more.”
Frontline digitisation and investing in EPRs
The best education and skills are useless without good technology. NHS England is leading a £900 million frontline digitisation programme to complete the NPfIT agenda of digitising the acute sector by March 2026.
In an apparent bid to prevent some of the business continuity and reporting problems that have plagued some previous implementations, it is looking for “tiger teams” to go in and support trusts that have not deployed an EPR before.
However, Phillips argues the lesson of successful implementations, such as the one at UCLH, is to focus on benefits. “Trusts tend to decide to implement an EPR, and ask how they are going to do it,” she says. “Instead, they should ask what the benefits are going to be, and how to achieve them.
“That way, you can start the design phase earlier.” Plus, she adds, trusts need to invest in their EPRs on an ongoing basis. For example, she says, they need to focus on workforce engagement and change management to make sure the systems are fit for purpose and are reducing the administrative burden, not adding to it.
And they need to build-out newer ideas, like truly closed-loop electronic prescribing and medicines administration, with single unit dosing capabilities, and greater device integration, to further reduce that burden.
Finding the technology to solve problems
Digital transformation is about more than hospitals and about more than EPRs (even if they remain the focus of national leadership and press attention). Phillips certainly has plenty of items on her health tech wish-list.
“While we need technologies like EPRs to support more effective communication between care teams, we also need technology to support other areas of practice,” she says. “We are starting to see this with technology-enabled models for virtual wards and remote monitoring.
“Beyond this, we need the nursing workforce to generate the next wave of digital innovation that tackles challenges like the nursing workforce shortage.”
Examples exist. Phillips outlines one from University Hospitals of Leicester NHS Trust, which had a shortage of tissue viability specialist nurses. Using technology, specialist TVN nurses were able to attend the patient’s bedside to visualise the wound and guide a bedside nurse to manage it.
However, she says: “We need much more nurse led innovation like this to address the real challenges we face.”
A passion for change
Phillips became national CNIO as NHSX was formed. The unit aimed to bridge a gap between the Department of Health and Social Care and NHS England, to create space to develop NHS IT policy, and to make best use of the delivery capacity of NHS Digital.
In this environment, Phillips made great strides in advancing nursing’s inclusion in the digital agenda. During her tenure, the number of CNIOs in provider organisations grew to 85%, and this translated to a stronger clinical voice in digital change programmes up and down the country.
More recently, she moved on to establish Future Nurse, a consultancy working with the industry and the health and care system to support effective clinically-informed digital transformation.
Phillips describes this as a natural next step in her career, and one that is still defined by that red thread of passion for: “Making the NHS better, improving the lives of clinicians, and making sure that patients get great care.”
Nurses are now more involved in designing and implementing existing digital systems like EPRs. But next, nurses must be involved in identifying and ideating technological innovations.
“In this next stage of my career, I aim to create a much closer working relationship between nursing and health tech vendors,” she says.
“That will ensure technological innovations are informed by the challenges nurses face in daily practice and the opportunities they see to do things differently. Watch this space to see how we will deliver this through Future Nurse.”
Procurement organisation Fusion21 has revealed the suppliers successfully appointed to its national Heating, Renewables and Electrical Framework worth up to £820 million over a four-year period.
A total of 80 specialist firms – 84% being SMEs, have secured a place on the framework which is now in its fourth generation and has been setup to help the owners of domestic and non-domestic buildings to ensure they are safe and compliant in respect of heating and electrical installations and to support their journey to carbon net zero.
Alongside traditional heating installations and electrical testing/works, it also covers innovative technologies dedicated to sustainable heating solutions (including ground source and air source heating) and quality assurance audits. The framework is specifically designed to support public sector organisations, including housing, education, and healthcare providers.
Peter Francis, Executive Director of Operations at Fusion21 said: “We’ve listened to member and supply chain feedback and streamlined previous lots to create a new generation of the Heating, Renewables and Electrical Framework which combines a full heating offer, renewable technology, quality assurance audits and two electrical lots.
“In addition to working with a team of technical procurement experts and a rigorously assessed and approved supply chain, Fusion21 members accessing this offer will benefit from a compliant and efficient route to market, flexible call-off options and geographical coverage across the UK, down to a regional and local level.
“As with all Fusion21’s frameworks, this latest framework enables our members to deliver social value within their communities, aligned to their organisational priorities.”
Successful suppliers appointed to Fusion21’s national Heating, Renewables and Electrical Framework:
Aaron Services Limited, AJS Ltd, Alternative Heat Limited, Ashley & McDonough Limited, ATS Gas Services Limited, Axis Europe Plc, BES Group Electrical Limited, BI Electrical Services (NI) Ltd, BPM Contracting Services Limited, British Gas Social Housing Limited, BSW Heating Ltd, C.L.C. Contractors Limited, Carbon3 Ltd, Cenergist Limited, Chris Bowker Limited, Citrus Group (NW) Ltd, Corgi Technical Services Limited, Crystal Electronics Limited, CTS Projects Limited, Dodd Group (Midlands) Limited, Duplex Care Ltd, Easy Heat Systems Limited, Ecolution Group Limited, Electrical Test (Midlands) Limited, Energy Gain UK Limited, Everwarm Ltd, FDH Services Ltd, Fieldway Supplies Limited, Gas Call Services Ltd, GCS Compliance Ltd, Gem Environmental Building Services Limited, Geogreen Power Limited, Getfix Ltd, Goom Electrical Limited, H & A Mechanical Services Limited, Icon Training and Assessment Limited, Irwin M&E Limited, ISO Energy Limited, Jackson, Jackson & Sons Limited, Joju Limited, K & T Heating Services Limited, Kane Group Building Services Ltd, Kensa Contracting Limited, Kimpton Ltd, Liberty Gas Group Limited, Low Carbon Exchange Limited, Lux Property Services Limited, McIntyre Compliance Services Limited, Morgan Lambert Limited, Newmay Electrical Services Limited, Next Energy Solutions Ltd, Nuvolt Ltd, Oakray Limited, Orton Electrical Services Limited, Osborne Energy Limited, P. Casey & Co., Limited, P.F.L. Electrical Ltd, Penny Lane Builders Limited, Phoenix Gas Services Limited, PHS Home Solutions Limited, Pilon Limited, Plug Me In (Heat) Limited, RAAM Construction Limited, RGE Services Limited, Robert Heath Heating Limited, Rothwell Plumbing Services Limited, Sayes Service Limited, Senate Mech Limited, Smith and Byford Limited, Stonegrove Ltd, Sure Maintenance Limited, Surefire Management Services Limited, Sureserve Fire and Electrical Limited, Switch2 Energy Limited, T Brown Group Limited, T.S.G. Building Services Plc, Thermoserv Limited, Vital Energi Utilities Limited, W.G.Wigginton Limited, West Coast Mep Ltd.
Homerton Healthcare NHS Foundation Trust has become the first organisation anywhere in the NHS to deploy Sectra’s enterprise imaging service using public cloud.
The deployment has shown that NHS patient imaging can be efficiently accessed from a secure public cloud environment, just as quickly as when data is stored on-premise.
This has proven important for busy radiology teams at the trust, who have been using the service since the summer, to help them analyse and report on thousands of patient scans that are a vital part of patient diagnosis. The trust delivers around 250,000 imaging reports for patients each year.
Adham Nicola, PACS manager for Homerton Healthcare NHS Foundation Trust, said: “As a first-of-type for public cloud in the NHS, we have proven this works. Being bleeding edge can be a challenge. But we have achieved a milestone in cloud adoption for NHS imaging.
“Feedback from radiologists has been nothing but positive. The system is highly reliable, secure, resilient and performs well, supporting our diagnostic teams with lots more functionality that is proving very popular with radiologists. This also has the potential to help us to adopt AI into the future.”
The enterprise imaging service has been deployed using the Sectra One Cloud subscription model. Sectra is providing a fully managed Software as a Service (SaaS), meaning staff at the trust will automatically gain access to relevant functionality and tools as they are released.
Staff have already praised features new to them, including a chat tool, which allows radiologists to quickly share images and communicate with each other as they create reports.
Orthopaedic templating functionality is helping surgeons as they plan for surgery, and means the trust is no longer reliant on a third-party application.
And a business intelligence product is allowing managers to better track activity, create analysis charts, and understand turnaround times and pressure points.
Cross-site reporting functionality will also help to lay foundations for future wider sub-speciality collaboration in the region, in areas such as paediatric and stroke radiology.
The scalable deployment signals an important step for imaging strategy for North East London’s integrated care system. Homerton Healthcare is the first of three trusts in the North East London Health and Care Partnership planning to adopt enterprise imaging in the public cloud.
Niall Canavan, IT director at Homerton Healthcare NHS Foundation Trust and chief information officer for North East London Health and Care Partnership, said: “Having imaging available in the public cloud will enable closer collaboration and better access to expertise, especially in areas where there are finite number of specialist radiologists. The team at Homerton Healthcare have not only made a significant achievement in demonstrating to the NHS what is possible in the cloud, but have completed a stage towards regional consolidation.”
Jane Rendall, UK and Ireland managing director for Sectra, said: “What has been achieved by pioneering imaging professionals in Homerton could very quickly become the norm in the NHS. I’m sure many trusts, integrated care systems and NHS imaging networks will look to the trust to learn how they can replicate success as they transition to public cloud. We will certainly be sharing knowledge from this deployment with other NHS customers, as public cloud adoption continues at pace with the potential to enhance how staff work and to save important time in technology adoption.”
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