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 Jonathan Owen The National Association of Local Councils (NALC) has appointed Jonathan Owen as new Chief Executive of the organisation, it was announced yesterday.
Dr Owen joins NALC at a crucially important and exciting stage in the development of the organisation and of its member local (parish and town) councils. Dr Owen will be responsible for leading the corporate management of NALC.
Cllr Ken Browse, Chairman of the National Association, said: “I am delighted to welcome Jonathan as Chief Executive of NALC. He brings a wealth of experience to the role, having worked at different tiers of local government as well as at a national local government body.
“Jonathan’s skills, knowledge and contacts developed in previous high-profile roles at borough, county and national level will be invaluable in ensuring local councils have a strong and authoritative voice.
“Jonathan proved himself to be the stand-out candidate among a very high calibre group, and I look forward to working closely with him to drive forward the localism agenda.”
Prior to this appointment, Jonathan was Director of Ipswich Borough Council for four years, Assistant Chief Executive of London Borough of Havering and Head of Policy at Suffolk County Council. With a Doctorate in Local Government Studies and 10 years experience working at the Local Government Association’s predecessor bodies, Dr Owen has extensive experience of lobbying civil servants, MPs, Peers and MEPs on local government matters.
Jonathan Owen said: “I am delighted to be joining the NALC team at this exciting time. They have achieved so much in recent years helping put localism at the centre of political debate.
“NALC have a very ambitious strategic plan to achieve even more: providing high quality services to members; creating new local councils and ensuring they have a strong national voice.
“I look forward to working with member councils, county associations, NALC National Council, NALC Chairman and Vice Chairs, to make that vision a reality.”
Jonathan Owen will take up his position as Chief Executive of NALC on 1 April 2014.
 Mayor Jules Pipe, Chair of London Councils Mayor Jules Pipe, Chair of London Councils said: “The Chancellor’s statement is inadequate in the context of London’s housing crisis. However, finally there is recognition of the acute challenges London is facing. The capital’s population is set to increase to over nine million by 2021, meaning 800,000 homes are needed to meet both existing and future demand. (1)
“Polls show that affordable housing is consistently the top concern for Londoners (2). Housing is not only an issue for London’s rising numbers of homeless, or the young families and professionals struggling to rent, but is vital to the UK-wide economy. Business in London is increasingly looking for reassurance that government is tackling its concerns about affordability for their employees.
“Local government is a key partner in delivering the homes London needs. The failure to devolve real power is hampering local government’s ability to build homes and create jobs and growth.
“Today’s announcements will only scratch the surface of dealing with the long term and daunting scale of London’s housing shortage. The government needs to do much more.”
Housing borrowing cap
Mayor Jules Pipe, Chair of London Councils said:
“It is disappointing that the Chancellor did not take this opportunity to scrap the Treasury’s block on councils investing in building new homes, when backed up by a stable funding stream. Lifting this Housing Borrowing Cap would create 60,000 new homes and 19,000 new jobs, adding 0.6 per cent to GDP, and further stimulate competition in the construction market.” (3)
Support for small builders
Mayor Jules Pipe, Chair of London Councils said: “The Chancellor’s announcement of half a billion pounds of finance to small house builders is a welcome move. We know that just 27 companies are responsible for around 70 per cent of the housing starts in London. Yet 20 years ago, around two-thirds of housing was built by companies employing fewer than 500 people.
“Encouraging small businesses into the market would provide more competition and foster the right environment to deliver badly-needed homes. Early and constructive engagement with local government is absolutely essential to ensure support is finding its way to where it will make the biggest impact.”
 A free directory detailing the wide range of businesses and services available in Tewkesbury Borough is now available.
The Tewkesbury Borough Business Guide and Directory aims to help people and businesses to find local suppliers and service providers, as well as promoting the borough to potential investors looking to locate to the area.
The directory also provides information on the help and support available, including details of local business support organisations, key economic data and a location map of industrial estates and business parks.
The directory is available in hard copy and electronic format – as CD Rom and on Tewkesbury Borough Council’s website – and will be widely distributed to businesses, residents and potential investors to the area.
It has been produced by Burrows Communications Ltd in partnership with the borough council, and is self-funded through advertising.
Tewkesbury Borough Council’s Lead Member for Economic Development and Promotion Councillor Dave Waters said: “Business directories are an excellent way of helping local companies trade with each other and promote themselves to a wider audience, so we’re really pleased to be able to introduce one for Tewkesbury Borough. This new directory will be widely distributed to help stimulate new business activity and promote existing business growth within the borough.”
For a copy of the directory, please contact Tewkesbury Borough Council’s Economic Development team on 01684 272249 or email: economicdevelopment@tewkesbury.gov.uk
Alternatively, to look at it online, please visit: www.tewkesbury.gov.uk/business-support
 Award winning Social Enterprise Building Lives appeared as proud as punch as they picked up the Award for Best Training Programme in Feb 2014. According to Housing Innovation Award event organisers, these are the only awards to focus solely on genuine enterprise in the sector.
The 2014 winners were decided by an independent panel of industry experts and announced at the annual gala dinner on 06 February 2014, where housing’s most enterprising professionals had converged on London’s Grand Connaught Rooms.
Berkeley Homes North East London sponsors of Building Lives Most Innovative Training Programme Category. John Sanders, Head of Construction said he was ‘delighted’ to present the award to the Building Lives team. And it appeared that the Berkeley Group are just one of Building Lives many partners in London, which include social landlords and local authorities such as: Peabody, Camden Council, Hackney Homes, Sutton Council, Poplar HARCA, Thames Reach and many more… 
Steve Rawlings, CEO Building Lives commented ‘Achievements like this are all down to the dedication and hard work of the Building Lives staff and simply would not be possible without the fantastic army of partners that Building Lives is proud to work with. Thanks to everyone involved who made this possible.’
Partnerships in fact plays a vital role in the success of this rapidly growing Social Enterprise. And it seems it is only in collaboration, that Building Lives have managed to establish five training academies in deprived areas across London (Camden, Hackney, Sutton, Tower Hamlets & Southwark). Some may suggest their growth strategy which includes a further four new Academies in 2014, is rather ambitious. But it is worth that noting Building Lives is no ordinary Social Enterprise. It was set up by entrepreneur Steve Rawlings, a man with a track record of building successful construction businesses. When Steve Rawlings, founder of Lakehouse, discovered around half of people living in social housing were unemployed, he decided to do something about it.
“I’m delighted that an entrepreneur like Steve Rawlings has stepped in with the Building Lives model.” Former Mayor of London, Ken Livingstone.
“I grew up in the East End and started my career as an Apprentice Roofer having left school with no qualifications. In 2010, I realised lots of people were struggling to get jobs. And I realised there would soon be a huge skills shortage unless we acted quickly. To help others get into an industry that I fell in love with, I set up Building Lives and have never looked back! The thing that makes us different, is that we are training for jobs, not for someone just to end up with a certificate. I spent my whole life trying to make money, but now I’m building lives, which I’ve discovered, is so much more rewarding.” Steve Rawlings, CEO & founder of Building Lives.
With each Training Academy helping 50 local unemployed people every year secure paid apprenticeships and 4 out of 5 apprentices going on to sustain employment 6 months after they have completed their apprenticeship – it is no wonder Building Lives already has a waiting list of Social Landlords for 2015.
Not only are local unemployed people trained up an supported into sustainable construction careers, but neighbourhoods are transformed, as unloved community spaces are converted into training academies, revitalising entire communities. Building Lives mission says: ‘we welcome everyone’ and their impressive stats evidence this:
10% Women, industry average is 1%
40% Ex-offenders
50% NEET (young people Not in Training Education or Employment)
50% BME (industry average 3%)
30% Homeless
Building Lives has successfully brought together former competitors from across the housing and construction sectors to build lives for everyone, no easy feat. And they appear to be helping hundreds of people into construction careers who wouldn’t have a hope in hell without their support, whilst also injecting fresh talent into an industry at a time of great need. New government statistics published recently show a steep decline in construction apprenticeship starts and completions. But the Building Lives Apprenticeship Training Model seems to be bucking that trend, with many SMEs thankful that someone has stepped in to support them to take on apprentices flexibly and with limited risk.
By the end of 2014 Building Lives will have engaged with over 1000 Londoners and will be offering 250 apprenticeships per year. So its no surprise that increasingly people and organisations are knocking down their door to be part of the Building Lives journey. They receive around 300 applications for each new Academy. Many of these form part of the 1million young unemployed people, but we discovered there really is no age limit for Building Lives Apprentices as their oldest on site at the moment is 58.
Being a social enterprise, everything (bar frontline delivery) is done on a shoestring, but their vision is grand. Steve’s long term goal is to support 1000 apprentices into construction every year and take the model national. With such an enterprising spirit and passionate workforce, everything suggests this might actually be possible.
To find out more go to: www.buildinglives.uk.com
 Imprima, the UK’s leading virtual data room and financial documents provider, has been appointed by HS2 Ltd, wholly owned by the Department for Transport, to provide an online payment portal and USB-archived database containing Environmental Statement for the High Speed Rail 2 (HS2) project.
In a unique appointment, Imprima was chosen to enable the Government to share the hybrid High Speed Rail Bill for Phase One of HS2 (London – West Midlands) with interested parties, which included the press, MPs and the general public, due to its expertise in hosting and managing multi-user access to on-line information and data.
Following the recent first reading of the Bill in Parliament, Imprima helped the Government make the Bill information accessible and more easily available to the public – the first time electronic format was accepted for deposit of a legislative Bill.
Imprima optimised and compressed thousands of sensitive files, then indexed and mapped them onto USB memory sticks to allow for easy access. This enabled HS2 to facilitate public access to a well structured file system and also ensured that the data was presented identically to the HS2 website. Imprima also created a bespoke, secure online payments gateway, based on iRooms, where interested parties could easily purchase copies of the Bill and supporting documents.
Torgny Gunnarsson, CEO of Imprima, said: “We are delighted to be chosen by HS2 Ltd as a partner to assist with the secure sharing of a number of highly sensitive documents related to the HS2 project. Simple access to these documents was crucial and iRooms, our award-winning virtual data room service, proved an ideal and reliable solution.
“Utilising our bespoke technology to distribute thousands of files whilst ensuring their security and accuracy was our highest priority and represented no easy feat. The execution undertaken on this project by our team was a huge success and we are delighted to have been able to play a small role in enabling the HS2 project to hit another milestone on its continued journey.”
Tony Malone, Deputy Chief Information Officer of HS2 Ltd: “Working with Imprima we achieved something never done before by depositing a major piece of transport legislation in an electronic format. As we move ahead through the Parliamentary stages for the Bill and through the continuing work to deliver the project I am confident that with Imprima’s help, we can continue to perform to the high standards we have demonstrated to date. I very much look forward to continuing to work with Imprima as the HS2 project progresses.”
Date: October 30th 1974
Venue: The 20th May Stadium, Kinshasa, Zaire
At stake: The heavyweight championship of the world
One of the most eagerly anticipated and talked about boxing matches of all time ‘The Rumble in the Jungle’. George Foreman, strong and aggressive did his talking in the ring, Muhammad Ali, braggadocio pugilist did his talking everywhere.
Ali had a plan to beat the strength of Foreman which he executed to perfection. For seven rounds Ali took all the punishment Foreman could muster seemingly ‘on the ropes’ and beaten, yes, he had landed some well-crafted punches, but surely nobody could withstand the punishment Foreman had unleashed.
In round eight the tables were turned, Ali had soaked up all Foreman could muster and knew it was time to pounce, five punch combination, left hook, right hook, Foreman KO’d and Ali’s ‘Rope-a-dope’ strategy was complete, the punched out Foreman unable to respond having given his all for the first seven rounds.
 Brian Cotter, Director, EDGE public solutions Since 2008 whether it has been your own ‘Thunder in Thanet’ or ‘Murmur in Merthyr’ Local Authorities have experienced a relentless onslaught of austerity, forced change and difficult decision making.
Whilst there is a glimmer of a thaw in the ‘numbers’, productivity is rising and unemployment is falling, the onslaught continues apace in Local Government and with social care and health budgets continuing to be under upwards pressure and education budgets for the most part protected some authorities are having to find up to 40% real cuts in budget from those areas where it can reduce budget. Only in the last couple of months Welsh Local Authorities have received their latest revenue settlement which cuts an average of a further 5% off their revenue budgets.
In a long term climate of austerity it is completely understandable that any Local Authority should scrutinise their plans to balance the budget and make every effort to gain the most for their citizens out of every pound, but, I would argue that the time for more of the same inward looking re-cutting of the budget will not bring long term success just like Foreman and his seven rounds of haymakers. Local Authorities must craft their own ‘Rope-a-dope’ strategy and make it to their own eighth round with enough fight left to win the bout.
We all know that public bodies do manage similar services. A simple look at passenger transport tells us that our health services need plenty of non-emergency transport both taxis, minibuses and in some cases scheduled bus services, our Local Authorities contract exactly the same types of services to get children of all abilities to school and to get social services clients to day and activity centres and citizens around our boroughs. Our police and fire services in common with our Local Authorities run large fleets of vehicles (both emergency and non-emergency) and yet the instances of sharing either fleet or garage maintenance facilities is disappointingly low. There are efficiencies available here if only they can be unlocked.
If we look at the way housing benefit and council taxes are managed these are for the most part standard processes and could be managed much more centrally and with huge economies of scale, whilst retaining a smaller local presence, only the most parochial would argue against this.
So why do these things not happen? Is it local politics? Is it senior officers in our public services not wishing to do these things? Is it because it is too difficult? Is it because of issues of sovereignty, local employment or non-contiguous public service boundaries? The truth is that it is any and all of these things and more besides.
So should central government step in? We can see that the Williams review will imminently announce a new shape for Local Government in Wales, who knows what this shape will be, several things are for certain:
1. There will be less than 22 Authorities in Wales in the future;
2. The new Local Authority boundaries will be at best a compromise rather than a ruthlessly logical solution;
3. The transition to fewer Local Authorities will drive efficiencies and economies of scale but will take at least 3 years to complete.
Will boundaries be set such that the NHS, Fire, Police and Local Authorities can rub shoulders efficiently? I think unlikely.
Will the requirement for savings in the existing set up be put on hold in the interim? I think definitely not!
So can the private sector offer a solution? The trend for large scale outsource ‘partnerships’ seen over recent decades have in many cases stretched the patience of senior officers and members either because the relentless upwards pressure on costs following the initial honeymoon period was unpalatable, or, because the ability to influence the service provided either to improve quality or in more recent years to reduce the cost has been too inflexible. The very areas where Councils have needed to save money (for example Environmental or Central services) have felt too arms length and inflexible, Local Authorities can see the benefit of long term outsource contracts in terms of pound notes but they struggle with the reality of large scale outsourcing.
The private sector has a big part to play here, they must offer more flexible arrangements that meet the developing needs of the Local Authorities they wish to work with, but, they can be the catalyst to realise some of these hard to get at efficiencies that must be achieved. Who better to assist in collaborative models than the private sector? Provide the incentive to deliver collaboration and it can be achieved; can a private sector operation bridge the political gap between our public services collaborating? I think the answer is yes, we can take the politics and geography out of the equation and whether it is brokerage assistance between public bodies, an outsourced arrangement with clear targets on collaboration efficiency or a joint venture, surely better to let a real partner plough that furrow for you whilst at the same time tying them in to sharing the benefits that arise?
This could be a powerful additional tool in your armoury as you strive to balance your budgets in to the future. The private sector will provide the innovative models of engagement needed if public bodies outline the broad requirements.
So the question for me is clear, who do you want to be in the eighth round? George Foreman having thrashed about for seven rounds expended all your energy and resources, punched out and defeated or Muhammad Ali victorious having calmly soaked up the pressure and executed your own carefully planned ‘Rope-a-dope’ strategy?
Author: Brian Cotter, Director, EDGE public solutions
www.edgepublicsolutions.co.uk
 Transport for London Ipswitch File Transfer, a provider of secure Managed File Transfer solutions has won a contract with Transport for London (TfL), to help govern and secure business information workflow between employees, customers and external partners working together to manage the city’s transport systems.
Ipswitch File Transfer technology is used by TfL employees across more than 60 business units to transparently transfer files and streamline secure workflows to and from all third-party vendors, suppliers and partners.
Ipswitch File Transfer’s intuitive MOVEit solutions are easy to use an important feature as employees become more involved with critical business strategies, managed file transfers and data workflow requirements. The technology also allows for the automation and simplification of complex workflows, saving internal teams significant amounts of time.
 TFLcommuters As part of contractual obligations, Ipswitch File Transfer partner, HANDD Business Solutions, provided TfL with implementation and consultation services when rolling out Ipswitch File Transfer MOVEit in its on-premise data centre. The contract also entailed HANDD Business Solutions working on-site in tandem with TfL’s own operations team to understand the corporation’s setup and requirements. This relationship continues post-implementation with HANDD Business Solutions available as TfL’s first point of contact for regular support responses, architectural discussions and possible improvement recommendations.
Rich Kennelly, president of Ipswitch File Transfer, said: “Transport for London is a great example of a foresighted Ipswitch File Transfer customer that was first attracted to MOVEit to help secure file transfers for a specific project, but now trusts our technology to manage its secure file transfers and workflows across its business. We are delighted to know that TfL regards MOVEit as a business critical strategic solution.”
 SImon Fry and Frank Baxter from Southampton Council with Joe McMenemy and Gary Whittle of Meachers Southampton City Council (SCC) has appointed Meachers Global Logistics to run a Sustainable Distribution Centre (SDC) for the City region following a competitive tender process.
Meachers Global Logistics is one of the UK’s leading independent providers of logistics and transport services. The company, which works for many household brands including Cruise giant Carnival and global packaging specialist Huhtamaki, will run the SDC from a newly acquired 20,000 square foot site based on the Nursling Industrial Estate.
The Mayor of Southampton officially launched the new facility, which is based on the Nursling Industrial estate on Monday 3rd February 2014.
The SDC will offer its services to Southampton and the surrounding regions including Winchester, Eastleigh, Hedge End, Totton and the New Forest. Customer goods deliveries can be received from suppliers 24 hours a day, then either stored or grouped with other loads destined for the same locations, and delivered together, thus reducing the number of delivery vehicles travelling into those locations. This will have a significant environmental benefit by reducing carbon dioxidelevels, particulates and nitrogen oxide emissions, while having a positive impact on congestion in the areas that the SDC operates.
Southampton City Council successfully secured funding through the Government’s Local Sustainable Transport Fund to kick-start the SDC. The council will use these funds over a four-year period to support the development of the operation through a tapered subsidy that will support its expansion and assist in it reaching critical mass.
Commenting on the appointment, Meachers Global Logistics Commercial Director, Gary Whittle Said: “Winning this tender is great news for Meachers, our customers and the Southampton area. With extensive experience running consolidation centres we have been strong advocates for the creation of an SDC for the region for many years. The new offering will bring significant commercial opportunities for customers and environmental benefits for the City.
Through smarter sustainable logistics users will benefit from just in time deliveries, a smarter use of warehousing space and ultimately reduced costs and increased efficiency. We are already in discussion with a number of public sector organisations regarding the service and intend to roll it out to the private sector mid 2014.”
Southampton’s Cabinet member for Environment and Transport Cllr Jacqui Rayment said: “Southampton City Council successfully bid for the funding required to set up the Sustainable Distribution Centre so we are delighted to have chosen the freight management experts Meachers as the operator and that they will be making it operational by February. I would encourage businesses of all sizes from within a 20 mile radius of Southampton to find out how using the SDC can help them to become more efficient through its affordable delivery and storage solutions, while also reducing the level of carbon emissions and traffic in the city. This news further consolidates our reputation as the ‘Transport City of the Year’ as we lead the way with our partners in providing innovative transport solutions to local residents and businesses.”
 With the digital by default agenda moving more services online, the Government aims to save between £1.7 and £1.8 billion a year. However, is the infrastructure in place to support this move, both from the provider and the user perspective? And how are CIOs preparing for these 2015 targets?
CIOs across the country are coming under increased pressure to reduce IT costs whilst delivering improved services. Never has this been truer than in the Public Sector, following the Civil Service Reform Plan. The UK Cabinet Office has declared that it wants to bring IT spending down from c.£26bn to c.£16bn and is therefore looking for smarter value propositions from vendors, and smarter purchasing from enterprises. Ovum Live is bringing Public Sector Enterprise Insights to the Cavendish Conference Centre in London on 13 March 2014 to help deal with these issues. The event is based on thousands of hours of Ovum research into what Public Sector can learn from enterprise, in terms of IT procurement, infrastructure upgrades, cost savings, migration to the Cloud and more. Speakers include the CIOs from the Irish Government, Essex County Council, City of Edinburgh Council, London Borough of Brent, West Midlands Police, Director of Parliamentary ICT, Head of Transparency at the FCO and Deputy Director, ICT Business Strategy and Planning at the Welsh Government, as well as think-tank viewpoints from Policy Exchange and the Open Data Institute.
The UK is the most open public sector market in the world and the UK government is determined to broaden its supplier base and include SMEs. G-Cloud, Public Sector Networks and shared services have opened up many opportunities to: significantly reduce costs, roll out ICT systems that deliver improved and more flexible services, and achieve large economies of scale. However this has also thrown up challenges: how does one go about choosing credible partners and suppliers in this new marketplace? Panel sessions and practical case studies explore some of these challenges at the event, demonstrating how local and central government is pushing forward with great procurement success.
According to Government Digital Strategy, government departments need to develop services that allow straightforward access to information and services in times and in ways that are convenient to the users rather than the providers, and that are more efficient and cost-effective to develop and run. With government pushing public cloud first policy, why are so many public sectors organisations still lagging behind in the adoption of cloud services, despite significant ICT savings and ever-increasing security measures? This event explores some of the concerns and challenges of CIOs who have moved towards the cloud, and what ROI they have demonstrated.
While the foreseeable future will see CIOs and IT leaders continuing to grapple with challenges of demonstrating the value of IT and delivering ‘quick win’ solutions whilst simultaneously keeping the lights on and improving services to citizens, there is also great opportunities for innovation, agility and customer engagement. Ovum’s Public Sector Enterprise Insights Conference will provide holistic thought leadership across two days, tackling key issues such as procurement, data sovereignty, security, cloud services, mobility and next generation technologies.
Co-located with Public Sector Enterprise Insights, Smart Strategies for Healthcare Technology has been developed to provide critical input for IT leaders in healthcare, providing objective, timely, evaluation of the different healthcare challenges and applications and solutions for tackling them.
The format of the event is discursive with roundtable discussions and case studies from leading CIO and Clinical Directors in healthcare providers, sharing their experiences on what works and what does not.
These conferences will give you the knowledge and tools to:
·Implement and sustain effective ICT strategies without breaking the bank
·Maximise resources in the current financially constrained environment
·Support real-time decision making
·Share information across institutions
·Get in early on the mobile apps curve
·Better enable collaborative team working
Join these events to learn from peers, discuss best practices, understand and discover new technologies and gain valuable insights into the latest trends. Public Sector executives can register for the event for free – simply visit www.publicsectorict.com to claim your pass, entering PSEI/GPSJ as your Priority Code. Solution providers in this space can register with a 20% discount by entering GPS20 as your priority code on the paid registration form.
 The Government’s latest refresh of its National Infrastructure Plan has been welcomed by MCA Think Tank Director, Paul Connolly. However, Connolly expressed some disappointment at the lack of ambition in some of the recommendations.
“The Government’s focus on infrastructure after decades of neglect is very welcome. Yet since publishing its Plan for the first time in 2010, the Treasury has had to relaunch it several times. There have been concerns that its ambitions have translated into too few real projects and have even been contradicted by early Coalition spending decisions. To date, none of the relaunches has fully addressed the fundamental paradox of UK infrastructure: that we have some of the best experts in the world at financing, planning and delivering infrastructure, sought after across the globe, but a lamentable records of delivering projects. Our fear is that the scale of reform and new spend that the Government is announcing will scarcely impact some of our deep-seated problems.”
The Coalition’s relaunch of its infrastructure plan comes on the heels of evidence from the Office for National Statistics that despite the topic rising up the political agenda infrastructure spend actually fell last year.
Earlier this year, the MCA produced a report, Building Blocks: How Britain can get infrastructure right. The report is based on the insights of firms working at all points in the infrastructure supply chain. Many of them were central to the most recent major UK infrastructure success, the Olympics, and are at the heart of major projects, such as Crossrail. The report made over twenty recommendations on how government could improve the planning, financing and delivery of infrastructure.
Funding
The MCA welcomed Government announcements of additional cash for infrastructure projects, in particular from the insurance sector, but noted that this still left a huge infrastructure “gap”. Connolly: “Even if we take the programme of £375bn over a period beyond 2020 at face value, this is significantly shy of what commentators estimate is needed. We are currently estimated to be £500bn below the highest European standards. We will continue to lag behind that position at today’s rate of investment.”
Strategy
Connolly welcomed the more strategic approach to infrastructure that the latest report. “The move to describe the contribution of the Top 40 infrastructure priorities to wider government objectives is welcome and something we have called for. However, it is still some way shy of a developed analysis of the benefits projects will bring and how projects will interact. To be completely robust, the rationale for projects needs to be tested using the best analytic techniques and assessed against the full range of alternatives. We are sure that some of this kind of rigour has been applied, within the limits of producing a refreshed plan in time for the Autumn Statement. Indeed, we welcome the involvement of members of our industry in some of the benefits analysis of infrastructure projects. But we remain convinced that an independent, expert advisory body, sourcing and using the most rigorous analysis, would help to ensure that the National Infrastructure Plan has long-term credibility and comprises projects that produce real value. Decisions on which project to back should ultimately remain political. But those decisions should be based on the best possible information.”
Delivery
The MCA acknowledged the steps government was taking to improve infrastructure delivery, but called for much more radicalism. “We welcome the creation of an infrastructure innovation fund, in line with our recommendations. Additional incentives for localities to approve new projects are also much needed, although these fall well short of our recommendation in Building Blocks to extend the business rate incentives that Enterprise Zones enjoy more widely. But the government’s assessments of departmental capability to commission and deliver projects may ultimately prove too inward-looking. We need projects to start now and to be in competent hands. Improvements in capability, as efforts to reform government procurement show, can take time. And they may not be the obvious answer. The message of the Olympics and Crossrail is that arms-length bodies, specifically recruited to run major projects provide transparency, accountability, and they deliver. They should become the norm.
“The Government’s focus on infrastructure is welcomed by the experts in our industry. These internationally sought-after specialists are already helping to plan many of the projects in the Government pipeline. They also have the capability to help Government ensure those projects genuinely bear fruit. We will be happy to share our ideas with Government on how it can make its ambitions a reality – between now and the next relaunch of the Plan.”
 True Grit from Road Sweeper & Gully Waste According to Siltbuster, leading waste treatment specialists, the newly published revised edition of the Waste and Resources Action Programme (WRAP) Protocol on the recovery of Aggregates from Waste is a major development for local authorities and their waste management companies, as it means they can now recycle the bulk of their gully or sweeper waste.
The recent announcement by WRAP, states that the mineral fraction recovered by Mechanical and/or Biological Treatment (MBT) can now be used as feed stock for aggregate recycling, therefore allowing recovered material to be removed from the waste chain for the first time and achieve ‘End of Waste Status’.
Prior to this, the recycling of aggregate from sweeper or gully waste could only been undertaken by a limited number of sites holding a bespoke Environmental Permit. As such it was out of the reach of most local authorities.
Although in volume terms, gully or sweeper waste is small compared to domestic waste, it represents a significant proportion of the overall weight of waste local authorities have to deal with. In addition to this, since April’s increase in the Landfill Tax, simply sending gully waste to landfill is a much more expensive proposition than it used to be. Therefore it is a valuable recycling opportunity for local authorities trying to meet ambitious recycling targets and minimise costs; typically gully or sweeper waste contains 60% to 80% mineral fraction which if reprocessed could be put to good reuse, leaving only the organic and finer fractions for disposal or further treatment.
Dr Richard Coulton CEO of Siltbuster Ltd says: “To date most local authorities have managed to meet their recycling targets by maximising recovery from domestic waste. But with stiff targets still to meet, and most of the obvious avenues exhausted, they need to find new options. This development is therefore a golden opportunity for local authorities as it makes recycling of gully and sweeper waste a viable option.”
According to the revised protocol from WRAP the MBT process must be designed to recover the mineral as a clean product free from the organics and other contaminants. Simply screening the material without further treatment will not achieve the required separation; the material must be put through a washing system, such as Siltbuster’s Gritbuster, specifically designed to separate the components on both size and density. Following separation the material can then be further processed under the WRAP protocol and sold as aggregate.
Richard Coulton concludes: “With over one million tonnes of roadside and gully waste to be dealt with each year nationally, there has never been a better moment for local authorities to revisit how they deal with their road and gully waste.”
A Closer Look at How the Guidance has Changed: The Guidance on the “Recovery of Street Sweepings and Gully Emptyings” published by the Environment Agency in May 2012 importantly sets out the framework for handling these materials. The guidance confirmed that following physical (mechanical) and/or biological treatment (MBT) the waste would be reclassified from waste code 20-03-03 (Street Cleansing Residues) to a Chapter 19 code (Mechanical and/or Biological Treated waste – MBT). It also stated that after physical/biological treatment street sweeping and gully emptyings could potentially be recovered as soil substitute and/or aggregate; which, on the face of it, opened the door to recycling at least the mineral fraction found in sweeper/gully waste. However the guidance then all but closed the door again by stating that the material could not be reprocessed under the previous edition of WRAP Protocol and that each site would need to apply individually for End of Waste status.
As a result the recycling of aggregate sourced from sweeper/gully waste has only been undertaken by a limited number of sites with a site specific Environment Agency approved End of Waste Protocol. Leaving the possibility of recycling sweeper/gully water out of reach of most local authorities …until now.
To achieve End of Waste Status the mineral fraction must first be recovered from the sweeper/gully waste by MBT and then reprocessed in accordance with the WRAP Protocol. At that point the material becomes a usage aggregate product and provided it is put to beneficial re-use is no longer considered a waste.
Set up and run by experienced process engineers, Siltbuster Ltd. also provides an unrivalled range of technologies and practical solutions for the construction & environmental remediation industry to deal with all aspects of silt management and waterborne pollution prevention or control. Siltbuster Process Solutions Limited, a sister company to Siltbuster Limited, provides water and effluent treatment solutions for the industrial manufacturing, food and drinks production, municipal waste water, potable water, agriculture and minewater discharges.
To find out more about Gritbuster call George Anderson on 01600 772256 or visit www.siltbuster.com
But what if something as simple as the inability to access your own office space strikes at your technology and means of communication? Where will this leave your staff and those who truly depend on you?
Solid communications are at the heart of the public sector, which not only goes out of its way to help local people in need, but in many cases operates on a national scale with its resources reaching vast areas. This means technology is crucial to ensuring up-to-date information can be shared across regions. The public sector often works across various communities, often in sensitive scenarios, facing the elements or in dangerous and challenging situations. In this picture real time information is required to circulate continuously to ensure that this passionate sector delivers safely. Having any form of communications drop out simply isn’t an option for organisations which need to protect their staff operating in difficult scenarios. Technological provisions must be designed to remain intact and cope with any unforeseen emergencies which could transpire.
Advanced technology offers an invaluable return on investment for the public sector. It is a tool to save lives, help the ill, rescue the vulnerable and reach out to isolated members of the community. IT is the crux of this work being possible, offering an efficient means by which databases can be updated, staff can be organised, and communications flow across geographical locations.
It’s also worth considering how sensitive the data held by public sector organisations is; including personal details about vulnerable individuals, staff home addresses or controversial political scenarios. This information must be accessible at all times, yet simultaneously protected and secure.
So if unforeseen circumstances strike, causing office amenities and IT systems to be inaccessible, the consequences could be severe. Graeme Gordon, CEO of Internet for Business (IFB) says, “The public sector has a unique operational model.
“An unplanned event could mean your office is left out-of-bounds, for example if a fire or flood has made the premises unreachable. Extensive damage could result in a great deal of time and money being spent before the organisation’s usual work resumes. Both those working in the public sector and those relying on its services would be left in a critical situation. Many arms of the public sector operate all year round, and losing one single day could put lives at great risk.
“If staff cannot reach their workstations, then the invaluable work they do each and every day could not happen. It’s critical that those in the public sector have a workplace recovery plan (WPR) in place. This would ensure that all onsite IT systems and data can be safely stored and accessed elsewhere should the worst case scenario happen. Workplace recovery offers tools to ensure disasters don’t mean prolonged interruptions to the working day, meaning it is business as usual.
“Public organisations run like commercial businesses in the sense that IT lies at the basis of how they operate; it is an integral commodity to the whole sector and even more so, a key function within each department.
“Public bodies cannot be seen to waste funds which are funded by the government and the public. This makes it unacceptable for public sector staff to face downtime because their IT systems are down. In the long run thorough IT provisions are essential and necessary.”
So, what should public sector companies look for in a workplace recovery package? Graeme Gordon offers the following tips:
Speed
Asking a provider for a documented timetable of just how quickly you can move staff to the work place recovery centre. How quickly do they guarantee to acknowledge your request? This should be a guaranteed turn-around time of 30 minutes or less to agree your access time and the numbers of workstations you require.
Within two hours you should be in a guaranteed position to have staff inducted at the workplace recovery centre, be issued with security passes and have a room and desk allocation. Within a four hour time frame, you should have undergone a full handover and have a signed checklist – ready to conduct ‘business as usual’.
Access to Data
A workplace recovery plan providing the desks and hardware required should never exist in isolation. Ideally you will be in a contract with a provider which provides secure off site data storage in their own centre. This gives immediate and full access to everything required to be backed up and running in this new location.
Add ons?
Check what you are actually paying for. Just what level of internet access will you have? How secure is it? Is it wired or wireless? Can all your telephone calls be diverted to one point and how quickly can this take place? Are you paying just for workstations or does the workplace recovery centre offer meeting space? Will your staff have access to catering facilities? Do you have car parking spaces guaranteed? Are these bolt on costs or part of your agreed package?
Testing
Any form of emergency plan needs to be tested. You should ensure that a provider builds in at least one testing day annually for you and your team – and you should check if you can build in additional testing days if required.
Review and Scalability
Your workplace recovery partner should offer you a regular review of your requirements. In the space of just a couple of years an organisation’s risk exposure can multiply significantly and what may have started out as a modest requirement for a set level of desks can escalate. Without a regular review you can be over exposed at a time of crisis. Check just how scalable your contract is – can you build in additional space if required either on a project or an on-going basis?
“A dictionary definition of disruption is that it is an act of delaying or interrupting the continuity,” continues Graeme. ”But workplace disruption – whether this is due to environmental factors or simply denial of access to work place buildings, gives rise to massive areas of risk for the public sector. According to a recent IT survey, 74% of firms and public sector organisations in nine European countries said they were ‘not confident’ that they could fully recover their computer systems or data after an IT failure. Part of this is due to them not being able to provide workspace for staff to ‘get back to business’.
“Managing continuity of the workplace and associated operational risks should be of concern to all businesses regardless of their sector. However, public sector businesses may be at high risk as they have such a reliance on data and uninterrupted communications.
IFB, founded in 1996, is a leading Internet Service Provider (ISP) and provides ICT infrastructure for businesses across the UK. IFB provides cloud, connectivity, hosting, telecoms, back-up & recovery and work place recovery for our business customers through national, multi-Gbit/s network that links our Aberdeen, Edinburgh and London points of presence. IFB can be contacted on 0845 270 2101 or geton@ifb.net. More about the company can be found at www.ifb.net
CEO Graeme Gordon has been building and developing IFB for over sixteen years and he’s a Director with Scotland IS- the trade body for the information and communications technologies (ICT) industry, representing around 200 software, telecomms, IT and creative technologies businesses throughout Scotland.
 Nick van Terheyden  Speech recognition technology is living up to its original promise, driving a dramatic cut in turnaround times in a struggling Histopathology Laboratory. Nick van Terheyden MD, Nuance Communications, explains how
When you combine a growing and ageing population and a healthcare system in desperate need of a makeover, you can understand why the NHS needs to make £20B of cost savings by 2015, and to move from paper to paperless records by 2018 to increase efficiency. But what role can speech technology play in driving efficiency and easing the transition to Electronic Health Records (EHRs), while putting the ‘care’ back into healthcare? In the case of Plymouth Hospital’s Histopathology laboratory, it is a significant one.
The backlog turnaround
The hospital’s Histopathology laboratory had a backlog of approximately 600 cases awaiting reporting. Turnaround times of more than ten weeks were typical, resulting in delays in the diagnosis of cancer, and there were many critical incidents in the Trust due to delays in cancer diagnosis.
To resolve these delays, it started by reviewing its internal workflow processes while evaluating technology that could reduce the build-up of histology backlogs; the sooner a histological diagnosis can be made, the sooner the patient can receive not only the next level of treatment, but also the right treatment. Therefore, the hospital introduced a streaming process that identified priority cases and set up a new workflow for cases, while scheduling tasks more efficiently. The final process involved the deployment of speech recognition solution Nuance Dragon Medical with TalkingPoint for Pathology.
Accurate and detailed reporting in real-time
Perhaps the most significant proof point that demonstrates the effectiveness of deploying speech solutions in conjunction with an improved workflow, is that the backlog was cleared completely. Additionally, the turnaround of new cases was boosted from the previous 40% within 10 days, to more than 80% in 10 days. This achievement exceeds the set national targets.
In daily use, pathologists benefit from speech recognition being time neutral; detailed reports are now created both accurately and in real-time, which make it convenient for the pathologist. Unlike previously, there are no delays waiting for a secretary to type up the report, preventing a typing backlog from building up. The secretary is then free to conduct tasks that ease the burden on the pathologist, allowing them to concentrate on the important issue of reporting of cases, rather than on administrative tasks.
Having also introduced speech recognition for Biomedical Scientist cut-up, the hospital is enjoying savings that equate to one assistant per session, or the equivalent of seven man-hours per day. Other time saving achievements result from the automatic entering of data into the hospital’s Laboratory Information System, saving pathologists approximately 45 minutes a day. These are quantifiable proof points that show when managed properly, speech recognition saves time and human resource while increasing efficiency. Therefore, it’s no surprise to hear many pathologists state, ‘Once you use it, you never go back.’
Best of breeds means best results
Despite this positive experience story, some people have had mixed experiences with older speech recognition systems. Just as there has been significant progress in medical knowledge in the last two decades, there have been significant strides in the accuracy and ease of use of today’s speech recognition applications. While speech recognition’s accuracy is not an issue – even with accents, if the success of heavily-accented medical professionals enjoy when using the technology is to go by – there are some issues to consider and to overcome when deploying speech recognition.
Unsuprisingly, the greatest of which is resistance to change and the fear of new technology. Fingers have possibly been burnt in the past through false starts, usually the result of a piecemeal introduction combined with a lack of adequate training. Others have faced integration problems with existing software. Plymouth’s experience proves that these challenges – whether they are change management or technology-related – can be overcome. In order to do so, and to make the deployment of speech as seamless as possible, the need to work with an experienced partner cannot be emphasised enough. In Plymouth’s case, it worked with TalkingPoint, which was experienced in speech, but also in integrating it with existing Healthcare IT systems. When done correctly, speech doesn’t just reward patient care; in this laboratory’s case, what it has achieved using speech recognition has been rewarded with a £50,000 NHS Innovation Award. Plymouth invested this money to further improve its department.
Healing healthcare with speech
As we move toward 2018 and the introduction of EHR, the future for Healthcare IT is exciting. In anticipation of this, we are starting to see what the future holds for speech in order to help medical professionals more quickly navigate the EHR, the data, diagnosis and prescription options using their voice. Virtual assistants – like Nuance’s Florence application developed for healthcare – will help medical professionals embrace this inevitable shift to a digital workflow. Most important of all, as Plymouth proves, speech is beginning to remove patients from backlogs and is putting them back where they should always be – at the centre of care.
 UK council works with managed file transfer consultants Pro2col to deploy MFT technology and provide a secure shared services network for local government and emergency services
London, UK – 19 November, 2013 – Cambridgeshire County Council has invested in and deployed MOVEit managed file transfer (MFT) technology from Ipswitch File Transfer to secure the transfer of data files, and to protect citizen, organisation and management information across 100 locations and 4,000 workers. MOVEit allows secure transfer and sharing of files within the council, and gives the council full control and visibility of file transfers to external departments and associations, including housing, private care and transport.
Cambridgeshire County Council, the governmental body responsible for the economic, social and environmental wellbeing of the UK county of Cambridge, comprises five districts and has 69 elected county councillors. They plan how the council’s budget should be spent, set policy and represent the population of 612,600 residents.
Ipswitch MOVEit is a secure managed file transfer system that enables businesses to reliably and securely share files, automate file-based workflows, and easily transfer business-critical files within an organisation and to other organisations. With a breadth of security protocols, including HTTPS, FTPS, SFTP and AS2, thousands of private and public sector organisations rely on MOVEit today.
The solution was recommended and implemented by Ipswitch File Transfer elite partner Pro2col, which continues to support Cambridgeshire County Council and work on future plans.
Cambridgeshire County Council evaluated a number of other potential file security solutions before selecting Ipswitch File Transfer.
“We needed technology that met our IT and business needs. From an IT perspective, this included security parameters, integration with existing applications, servers and processes, and ease-of-use for our employees and partners,” Alan Shields, IT architect for Cambridge County Council, said.
“We’d previously used a secure FTP platform and the Government Connect Gateway, but we needed to have a broader solution that would allow us to securely share important files with third parties. With MOVEit, we now have visibility and control over file activity, so we know where data is, who has access to it and who has shared it. It’s important to us as a public body that we know where our files are at all times, and with Ipswitch File Transfer we have that peace of mind.”
“Public bodies are sharing more information electronically today than ever before — creating the need for greater security of their files” said Rich Kennelly, president of Ipswitch File Transfer. “Cambridge County Council understands that moving file-based data in a reliable, timely, controlled and secure manner isn’t only responsible, it’s the opportunity to create systematic automated workflows that increase productivity.”
“In our work with a range of UK public authorities and bodies, we see an increasing need for secure file transfer,” James Lewis, managing director for Pro2col said. “As senior and departmental managers look to balance the potential risk of losing visibility of data, while meeting the organisation’s need to securely and quickly share information to provide services for citizens. Ipswitch File Transfer’s MOVEit is the perfect technology solution for Cambridgeshire County Council, and we look forward to working with the council’s IT team and management as they increase the scope and realise new benefits.”
About Ipswitch File Transfer
Ipswitch File Transfer provides solutions that move, govern and secure business information between employees, business partners and customers. The company’s proven solutions lead the industry in terms of ease of use, allowing companies of all sizes to take control of their sensitive and vital information and improve the speed of information flow. Ipswitch lets business and IT managers govern data transfers and file sharing with confidence and enables compliance by balancing the need for end user simplicity with the visibility and control required by IT. Ipswitch File Transfer solutions are trusted by thousands of organisations worldwide, including more than 90% of the Fortune 1000, government agencies and millions of prosumers. www.ipswitchFT.com
About Pro2col Limited
Independent consultants with decades of experience, Pro2col Ltd specialise in the supply and integration of secure, managed file transfer solutions to businesses worldwide. From SMB’s to large corporate organisations, Pro2col have been working with businesses throughout the UK since 2003, helping them establish secure and efficient file transfer processes. In partnership with a handpicked selection of the most reputable managed file transfer vendors, Pro2col offer a range of solutions and services to meet the unique requirements of any business.
www.pro2col.com
 Peterborough City Council
 Cllr Marco Cereste, and CityFibre CEO, Greg Mesch London and Peterborough, 13 November 2013 – CityFibre’s vision of creating Gigabit cities throughout the UK took a significant step forward today with the official signing of a strategic partnership agreement with Peterborough City Council at a ceremony held in the Town Hall.
Following the recent announcement of its intention to privately invest in the fast-growing city, CityFibre and the Council have paved the way to ensure an efficient and well-planned network roll-outthat will benefit Peterborough and transform it into a ‘Gigabit’ city.
“This is a major step forward in our objective to deliver Gigabit cities that can provide businesses and consumers with the huge benefits of ultra-fast broadband connectivity,” said Greg Mesch, Chief Executive Officer at CityFibre. “The scale of our plans and the strategic partnership with Peterborough City Council will enable us to deploy an infrastructure that can create jobs, boost the productivity of existing businesses and attract new companies into the city.”
CityFibre identified Peterborough as an excellent candidate for its Gigabit city vision due to the city’s recent business growth and hunger for innovation supported by its forward thinking local authority. Peterborough will have access to a future-proof pure fibre infrastructure that will position it at the forefront of the UK’s digital economy.
The roll-out starting next Spring, will see 90km of core fibre infrastructure deployedthroughout the city, bringing the benefits of gigabit speeds to key business districts, data centres and mobile base-stations, as well as schools, hospitals and other sites important to the community. This first phaseis expected to be completed within 18 months.
Greg Mesch added: “Fibre Broadband is widely viewed as the utility of the future and pure fibre networks, such as the one we are deploying in Peterborough, are the only future-proofed solution. Networks such as this are the foundation of our Gigabit city vision. There are over 100 towns and cities in the UK that currently do not have ultra-high speed connectivity, so the opportunity for CityFibre to play a part in modernising the UK’s digital infrastructure is extremely exciting”.
CityFibre will achieve its Gigabit City vision through highly efficient utilisation of its pure fibre networks by Internet Service Providers delivering ultra-high speed connectivity services to local government, businesses and consumers as well as by mobile operators requiring fibre base-station connectivity to enable next generation 4G services.
Investor appetite in this sector is gaining momentum. Jon Moulton, Founder of Better Capital, member of the Advisory Board for the UK Regional Growth Fund and an investor in CityFibre commented on Peterborough’s gigabit future, “I have recognised fibre infrastructure as a major growth area and the experience and achievements of the CityFibre team made them a natural choice for my personal investment in this sector”.
CityFibre’s Gigabit fibre connectivity is already benefiting businesses and citizens in York where CityFibre has implemented a city-wide fibre network. The same model is proving out further afield delivering real returns and reinvigorating communities across Europe, the USA and Asia.
 Graeme Gordon, CEO of IFB  A reliable and comprehensive broadband package is essential to the public sector. There are a myriad of broadband options available on the market, offering varying contracts and deals. The choice is complex and has led to the emergence of misunderstanding and myths surrounding broadband. When working in the public sector, it is particularly important to make sure that every penny is well spent; and accounted for. Therefore Aberdeen based Internet Service Provider (ISP) and ICT infrastructure provider, Internet For Business (IFB) seeks to demystify any broadband misconceptions by unpicking the top five myths that can confuse and lead to wasted time and money.
Graeme Gordon, CEO of IFB says, “Broadband doesn’t need to be complex. A necessary tool in the age of internet, Broadband is simply a path to an online virtual world. In order to receive a reliable service, company’s need to have a simple and straightforward package and need to be aware of the facts and myths surrounding broadband. “
Myth one – The speed you are quoted is guaranteed
Unfortunately, broadband providers are only required by OFCOM to ensure just 10% of their customers reach the maximum broadband speed quoted.
Your broadband speed is dependent on a number of variables – the maximum speed is not always what you will get. Variables can include distance from a BT exchange, quality of phone line and the number of people using the network at any given time.
Having more than one device connected to your broadband through wireless can also affect the speed of your broadband.
Make sure you test your broadband speed at different times of the day to get a true representation of the speed you will be able to get. At peak times the broadband speed you will get can be much slower than during off-peak times.
Myth two – Unlimited broadband is unlimited
You may naturally assume when signing up to an unlimited broadband package, that you can use the internet as much as you like. Unfortunately, this is not always the case.
“This is an area where we see a lot of unnecessary ambiguity for customers”, explains Graeme, “just recently, a global corporation was publicly penalised for misleading customers with an ‘unlimited’ download advertisement. Additional charges can be added to your bill when you go over a certain download capacity, with anything less deemed as unlimited. To avoid this, always read the small print when purchasing an ‘unlimited’ broadband package.”
Myth three – Premium prices mean premium service
This myth is both true and false. While there are good broadband deals available, hidden in the terms and conditions are often catches which can double the advertised price, or half the download speed.
The broadband speed available to you is dependent on whether your location supports the broadband speed. Fibre to the Cabinet (FTTC), also known as superfast fibre broadband, is the fastest broadband product in the UK, but as of March 2012, only 31% of the UK had access to the service. It is hoped that by spring 2013, two thirds of the UK will have access to this service.
There are examples of customers who want the most expensive broadband package that ensures they receive the fastest speeds. However, if the exchange does not allow for these speeds, it will never be able to go to the capacity of the package. Providers should, therefore, only recommend the package that will be sufficient for the area the broadband is being installed.
Myth four – Broadband is complicated
Broadband is simply a platform for transmitting information from one place to another. If broadband was tangible it would resemble a giant spider’s web.
Broadband packages can often appear complicated, but this is just a charade so you don’t ask questions about the fine print. Before signing a contract, always make sure you ask for the total monthly and yearly cost- unveiling all the sneaky additions.
If you want to fully understand the ins and outs of broadband, then the internet is the most accessible tool available. Look for the company that offers the simplest explanation and with the least technical jargon. If you understand what providers are selling, then it’s unlikely that there are any hidden costs. However, to be sure, always ensure you read the small print.
Myth five – There’s no point in switching providers as they all use the same line anyway
When choosing a provider or switching to a new provider, it entirely depends on what is the most important factor – price, service or speed?
Ultimately the broadband you receive will come from the same exchange regardless of the provider. However, the service you receive will depend on the supplier. Having a supportive customer service team can be a huge benefit as a broadband user, as downtime can make a big impact on business output.
IFB, founded in 1996, is a leading Internet Service Provider (ISP) and provides ICT infrastructure for businesses across the UKIFB can be contacted on 0845 270 2101 or geton@ifb.net. More about the company can be found at www.ifb.net.
  In 2005, Oxford Health NHS Foundation Trust (OHFT) chose ITESOFT, a leading developer of automated document processing and Purchase-To-Pay solutions, to streamline their Accounts Payable process. This forward thinking approach from OHFT was a driving factor in the evolution of their shared service centre in Oxford.
The Aim
OHFT aimed to achieve financial spend control and visibility through supplier invoice automation and the ability to access to information on demand. A key focus was to improve supplier invoice data accuracy through eliminating manual errors, reducing unnecessary delays and easily identifying duplicate invoices. Having a system in place that was able to streamline the way invoices were tracked and authorised was also a major priority; indicating clearly who did what and when. Secondary goals included decreasing pressures on staff during busy periods such as year-end. There was also the goal to boost staff productivity through reducing the time spent on supplier enquiries, manual data entry and searching for misplaced Invoices.
In full, the organisation aimed to implement a solution whereby they could attain full visibility, improve purchase to pay cycle times and gain control of their Accounts Payable process, from both an operational and financial point of view.
What is invoice automation?
Automating the processing of invoices by integrating straightforward workflow and document matching software with existing systems, as a result removes manual and repetitive tasks.
Being able to access comprehensive financial management information quickly speeds up the decision making process for audit and reporting purposes as well as providing the “what if” scenario.
Why automate invoice processing?
A study conducted by the Aberdeen Group evaluated a certain number of accounts payable departments and designated those who had successfully leveraged automation to optimise their efficiency as being “high performance”.
Companies classified as “high performance” surpassed their competitors on numerous points. These companies showed
91% reduction in the cost of processing invoices
46% shorter invoice processing cycles
12% decrease in late payments
30% reduction in the time spent handling supplier queries
Main Challenges of an Accounts Payable department:
Control & Visibility: uneconomical business processes and inefficient payment cycles
Auditability: Staff focused on data entry & lost documents, rather than higher level tasks
Accountability: A complex approval & decision making process
Main Challenges of OHFT’s Accounts Payable process:
Invoice volumes increasing at a rate of 10% a year
No signature limit and cost centre checking
Pressures from the government for tighter regulatory compliance
Loss of paper invoices
Complicated audit trail
Payment delays
What did Oxford Health NHS Foundation Trust Achieve?
A fully auditable process; able to identify the approval process efficiently
Reduced invoice processing costs
Access to invoices anywhere through a web based portal
Over achieved PSPP targets
Reduction in processing Staff
No barcodes, no dividers
To find out more visit www.itesoft.co.uk
 The conference – photo Nick Edgington, Nick Edgington Photography An important and timely conference looking at ways to improve children and adult protection took place in Coventry on 23rd October.
The National Safeguarding Conference saw safeguarding professionals from across the UK attend the event held at the Welcome Centre in Coventry. The conference included speakers from the BBC, the Disclosure and Barring Service, The Church of England, the British Association for Adoption and Fostering and the Child Exploitation and Online Protection (CEOP) Centre.
 The panel – photo Nick Edgington, Nick Edgington Photography Robert McDonald, managing director of National Training Resources – the company that organised the conference – said it had been a great success.
“The conference allowed safeguarding professionals from different sectors to network, discuss important safeguarding issues and suggest ways forward in terms of potential safeguarding laws, policy and procedures.
“The conference has already led directly to new ideas on strategy to improve the safety and support of vulnerable adults and children.”
 Graham Manville For many years the Third Sector was the Cinderella of the economy with the private sector and public sector basking in the spotlight and attracting the top talent. During the past 15 years, however, there has been a drive for the Third Sector to play a larger role in public service delivery. This has not diminished since the global financial crisis (GFC) and the UK government has turned to it in order to plug the gap to be left by the forthcoming public sector cuts framed around the Big Society rhetoric.
The Big Society concept is viewed as either a call to arms for a more civic-minded society; a kind of Kennedy inspired “ask not what your country can do for you but what you can do for your country”. Alternatively it is perceived to be a daring attempt by neo-liberals to use the austerity measures of the GFC to slash public services and roll back the state. The aspect of the Big Society agenda which does not get much media coverage is the desire for a rebalancing of public services which includes the expansion of private sector providers. We are now witnessing large private sector players such as Capita and Serco develop a significant presence in public service delivery. In addition the sector is seeing an influx of Social Enterprises which reinvest their profits back into the community. Rather than it being simply black or white, perhaps the truth lies somewhere in the middle of these two paradigms.
What is inescapable is that the Third Sector is changing and it will need to monitor its organisational performance more effectively and align it to its business strategy. In 1989 the “godfather” of modern management Philip Drucker claimed that non-profits no longer see business as a dirty word. Unfortunately in many parts of the Third Sector this is not the case and many are fearful of the move towards a more commercialised sector. With austerity cuts yet to be fully implemented, there is a lot of pain coming down the track and many Third Sector organisations will need to raise their game in order to remain sustainable.
In the commercial jungle of the private sector, the mantra is survival of the fittest and we are witnessing first hand household names on the high street fall into administration and/or disappear altogether. The Third Sector arguably has a bigger challenge than the private sector as they need to manage the tension between being business-like without compromising their ethical stance. In the Third Sector the larger organisations such as Barnardos, Amnesty International and Oxfam have the critical mass and expertise to weather the storms facing the sector. The smaller organisations will need to improve their performance or risk falling by the wayside. It is envisaged that a significant amount of smaller Third Sector organisations will either have to merge or form consortia in order to compete for contracts.
Existing commissioned contracts awarded by local authorities may be subjected to more intense competitive tendering and contracts may be regained with a commitment to improve on the previous service level agreements. If that was not enough the pervasive nature of 90 day break clauses are being inserted into renewed contracts. So like it or not non-profits will need to have their organisations on a more commercial footing if they are to remain sustainable and continue to provide excellent public services for their service users.
A new edited book on Third Sector Performance has just been published by Gower which has contributions from thought leaders across the world from within academia and practice.
Graham Manville is co-editor of the book and is a Senior Teaching Fellow at the University of Southampton. His PhD focuses on Third Sector Performance Management within UK Housing Associations.
The economic climate might not look quite so gloomy, but it’s still tough out there. So it’s good news that distributor Lely UK has launched four flexible finance options for golf clubs and others buying its new Toro equipment and TYM tractors.
The plans are designed to help customers buy the machinery they need without compromising cash flow at a challenging time. With four options from which to choose, customers can find the most economical and manageable funding route to suit their own particular needs. The new deals are:
- Option 1: Buy now and pay later. A simple interest-free pause until April 2014. All customers pay at the time of purchase is the VAT.
- Option 2: One payment at the time of purchase and one annual payment. The first is paid, along with the total VAT, on signing the deal, followed by one further interest-free payment a year later.
- Option 3: One payment at the time of purchase followed by four annual payments of capital with a final payment in month 60. For example, the Groundsmaster 3250-D has a net price to finance of £28,700, plus VAT. Finance customers can enjoy the machine straight away with five annual payments of £5,740, the first due on signing, and the final payment in month 60 of £3,874.50.
- Option 4: One payment at the time of purchase followed by 59 monthly payments of capital with a final
payment in month 60.
With both options three and four, customers can buy on a hire purchase (HP) agreement, in which case VAT is payable in full when the agreement is signed. For those opting for a lease agreement, VAT is payable on each payment.
Jeff Anguige, Lely’s Toro UK sales manager, says: “Our annual range of payment plans suits most clubs and budgets, and allows clubs and others to match cash flow to expected business benefits. They provide clubs with the opportunity to invest in the best turfcare equipment available, to ensure their course is maintained to the highest standards. And there is no better time to buy.”
The deals are available until 15 November 2013.
For more details on these and other finance options, customers should call 01298 766191. Or contact Lely on 01480 226800 or email turfcare.uk@lely.com.
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