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 Jamie Smith-Thompson – managing director of Portal Financial In a Ministerial Statement issued today the Government announced that it will prevent public sector workers from transferring their unfunded final salary pension to a private pension, in order to protect the Exchequer and taxpayers, leaving millions of people trapped in a scheme that may be inappropriate for their circumstances in the future.
The last Budget introduced unprecedented flexibility over pension funds, and was widely welcomed. Those with unfunded state-backed final salary schemes are now being excluded from these new freedoms, and will never have control of their fund. Although many final salary pensions provide a generous index-linked retirement income, there are those who choose to transfer the cash value to a private pension prior to retirement in order to take advantage of benefits such as 25% tax-free cash, flexibility on withdrawals and the option to leave the money to named beneficiaries.
Public sector workers affected by this change may well be asking the obvious question – why are the Government doing this now? Certainly it brings greater control back within the Treasury, but it isn’t as if there was a great glut of people already transferring public sector pensions away before this point in time. Yes, it suited some people very well, but the majority were quite happy where they were.
Do the Treasury believe that this year’s budget would see more people taking up this option if they did nothing to stop it? Maybe. Or is it a case of the Treasury closing the exit door on these schemes before they start to reduce the benefits they provide in real terms as part of a long term plan to make them affordable to maintain. Only time will tell.
The restrictions being put in place are, of course, fine as long as the benefits on offer suit you, and as long as you trust successive Governments to make good on their promise to deliver them. So that’s the key question for those affected to ask – do you trust the Government not to make unilateral decisions on public sector pensions in the future?
If you think you may be better off transferring out, or if you can’t quite bring yourself to trust the Government to do the right thing by you, then getting advice on your options early is crucial. It’s likely that an awful lot of your colleagues will be thinking the same thing…
Jamie Smith-Thompson, managing director of pensions specialist Portal Financial, comments: “We expect to see many people now choosing to transfer while they still have that option, and our experience is to act now, because it can take a while to transfer funds into a private pension and any outstanding applications that are not completed by the deadline will remain as they are.”
 Cllr Julian Bell in poppy field at Perivale Park  The Leader of Ealing Council, Councillor Julian Bell visited Perivale Park on Monday, 21 July to see the field of poppies that has been planted there marking a hundred years since the outbreak of the First World War.
Flowers have been symbolically planted at six sites across the borough by the council’s parks team and it is hoped they will flower each year in time for Armed Forces Day in June.
Gunnersbury Park Museum is also paying tribute to the centenary with two Arts Awards projects celebrating a very special collection of prehistoric flints which was brought back from the Somme by Major Frederick Sadler; a First World War soldier who lived in Acton.
The first of the Unearthing our First World War Heritage Arts Awards take place from Monday, 28 July to Friday, 1 August; for children aged seven to 11 years old. This session is an Explore Arts Award and is fully booked.
The following session, from Monday, 18 to Friday, 22 August; for young people aged 14 to 21 years old is a Bronze Art Award and there are still places available. To sign up, please contact Lisa D’Agostino at Lisa.D’Agostino@carillionservices.co.uk or 020 8992 2247/1612.
Children will meet a costumed character of Major Sadler who will explain the collection and talk about life in the trenches. Throughout the week children will also work with the production company Chocolate Films to create an animation about Major Sadler and his collection that will eventually be screened at Gunnersbury Park during Open House Sunday, on 21 September.
The young people taking part in the Bronze Art Award; from Monday, 18 August will work with the artist Stuart Simler to create a sculptural installation that will also form part of Gunnersbury Park’s First World War Centenary exhibition in the Orangery on 21 September.
Both Arts Awards will be fun but hard work – children and young people must come to all five workshop days and if necessary continue with their artwork at home. All of their work will go towards achieving the nationally recognised, Arts Awards.
Unearthing our First World War Heritage is funded by the Heritage Lottery Fund’s (HLF) First World War: then and now grant. HLF is also donating £4.7million to radically restore Gunnersbury Park by 2017 through its Parks for People programme.
Ealing Council leader, Councillor Julian Bell said:
“It was very moving to be pictured among the poppies which are such a simple and poignant reminder of the First World War.
“I am grateful to the Heritage Lottery Fund for providing the funding for the Major Sadler projects. It’s important that children and young people know about the First World War and the impact it continues to have on our modern day lives. Innovative art schemes like this that encourage them to use their imagination and creativity to interpret important historical events are a really fantastic way to remember the past and foster a lifelong interest in art and learning.”
To find out more about events at Gunnersbury Park and the restoration project itself, visit www.ealing.gov.uk/gunnersbury
 Patrick Crawford, CEO, Charity Bank The value of loans approved by Charity Bank for charities and other social sector organisations almost doubled in the first half of 2014 compared to the same period last year.
Over the first six months of this year, Charity Bank approved loans worth £11 million compared to £6 million in the first half of 2013, an increase of 83%. During the same period in 2012, the Bank approved £5 million in loans.
Patrick Crawford, Chief Executive of Charity Bank, says, “Our experience is that charities and other social sector organisations are starting to regain confidence about the economy, and becoming more ready to borrow in order to grow their activities where it is prudent to do so.
“Social sector organisations can benefit if they diversify their sources of revenue and embrace mixed funding, including borrowing. By doing so they can strengthen their organisations, grow their revenues, unlock other funds and expand their impacts.
“The increase in demand for our loans has also been prompted by the effect of cuts in public sector spending on the social sector, compounded by the lack of finance for smaller charities from large commercial banks.”
 Capita Translation and Interpreting (Capita TI) is a leading provider of language translation and interpreting services to the UK public sector. We provide language solutions to central and local government, the NHS, the Ministry of Justice, the police, the CPS and the National Probation Service.
Our portfolio of services includes a comprehensive range of interpreting, translation and transcription services.
Easy Read
Easy Read, which is a form of translation, was developed specifically to help people with learning disabilities and difficulties, by presenting information using simple words and images, making it easier to understand.
The use of Easy Read is commonly used by health, social care, housing and legal organisations.
How is Easy Read created?
Easy Read is a ‘reasonable adjustment’ helping to ensure equal access to information for everyone.
Documents are re-written and, for example:
- Jargon is removed
- Simple English is used
- Sentences are usually short
- The text is aided by the use of images
- Complex information is simplified, making it easy to understand.
A comparison of plain English and Easy Read:
| Plain English |
Thank you for your letter requesting permission to display leaflets in the town hall. Before we can agree to this, it will be necessary to see a copy in order to ensure they are appropriate and will not cause anyone offence. |
| Easy Read |
Thank you for your letter about your leaflets. We need to see the leaflets before we display them. This is because they must not upset anyone. |
Who can Easy Read help?
Easy Read can help people with poor reading comprehension, including those with learning disabilities and difficulties such as dyslexia, and people for who English is not their first language.
Easy Read can also be of benefit to people who experience difficulty understanding complex information, such as legal and medical documents, people with low literacy levels, the young and the elderly.
Quality
Our Easy Read documents meet or exceed current standards, including the European Standard and the new Government Standard. The final document is clear, concise, easy to understand and can be provided in paper and electronic copy.
We also consult with Learning Disability Focus Groups in order to ensure the quality and accuracy of our Easy Read documents is appropriate for the particular user group it has been produced for.
Our documents also undergo a strict equality and diversity check during production. This applies to the text and particularly the illustrations. We make sure our documents are a representative of a cross cultural society with particular regard to gender, culture, age, occupation and sexuality.
Get in touch
If you require further information, or have a specific requirement regarding Easy Read, please telephone 0845 367 7000 or email publicserviceenquiries@capita-ti.com
 Ctrack Monitoring Vehicle tracking specialist Ctrack has launched a new multi-comms solution to enable emergency services organisations in the UK to seamlessly switch between communication channels to meet precise operational requirements while minimising data transfer costs.
This solution takes advantage of the most appropriate mobile, TETRA or WiFi network to achieve the most cost effective real-time tracking and reporting, while ensuring complete connectivity due to the resilience provided by multiple communication networks.
This latest tracking solution will enable emergency services organisations to select alternative communication channels for data transfer to support and complement the standard use (Private APN) of the mobile network. As a result, the tracking unit can intelligently select TETRA mode when a vehicle is in an area with no mobile signal coverage, or alternatively an authorised WiFi or even Iridium Satellite network when available.
Ctrack Multi-comms will automatically selects the most appropriate channel to exchange data, helping to ensure maximum connectivity whilst potentially reducing communication costs. Meanwhile, a least-cost routing algorithm can provide users with the ability to prioritise information based on their exact needs to minimise data transfer expenditure further should this be required. This includes switching to WiFi when available to transfer low priority data not yet sent via more expensive channels.
This innovative telematics hardware supports multiple digital and analogue inputs which can easily be configured to monitor the status of on-board systems such as blue lights, seat belts, seat occupation, roller shutters and doors. It also supports the extraction of CANBus data from engine management systems supporting many types of vehicle providing metrics such as Fuel Consumption, RPM and subject to the vehicle compatibility, Odometer, MIL Lamp Indications / DTC codes.
In the event of an incident the rolling buffer provides in depth analysis of the last 12 hours of vehicle data with speed at one second intervals and g forces in three axis @ 250ms. Meanwhile the accident buffer can store 10 x events – 90sec before and 30sec after an event with Speed / RPM at one second intervals and 10 seconds before and after incident utilising the three axis accelerometer to provide 200ms data for incident reconstruction and analysis.
John Wisdom, Managing Director of Ctrack commented: “This latest functionality enables seamless and least cost data transfer providing emergency services organisations with even higher level of efficiency, reliability and security for their fleets and assets. Ctrack Multi-comms puts them in control to meet precise operational needs, gain added visibility and minimise overheads wherever possible.”
 Government and public sector organisations are under increasing pressure to provide protection and security for lone workers. John Wisdom, Managing Director of vehicle, asset and employee tracking specialist Ctrack, takes a look at some of the latest lone worker developments and innovations.
According to the British Security Industry Association, there are now more than six million people in the UK that can be classed as lone workers, and a significant number of these will be employed within the public sector. There are many roles – from housing officers, social workers and security guards to public transport employees, paramedics and community nurses – working either in isolation or without direct supervision, often in places or circumstances that put them at potential risk.
Employers are now having to take their legal duty of care obligations seriously to protect their employees and members of the public under the Health and Safety at Work Act 1974 and the Corporate Manslaughter and Corporate Homicide Act 2007. In addition, there have also been a number of successful prosecutions in recent years where company directors have been held accountable under the Corporate Manslaughter Act, so it is also important to ensure mobile employees are working responsibly and legally.
The welfare of vulnerable lone workers is now a priority and has to be given plenty of consideration to ensure appropriate measures are taken and processes implemented. With these mobile employees constantly away from the office and on the move, the biggest challenge is to ensure their safety. Therefore, organisations increasingly want the ability monitor the wellbeing of these employees, whilst enabling them to call for assistance should a problem occur. With advances in technology in recent years there are now a range of options available.
VEHICLE TRACKING
The benefits of vehicle tracking have been widely publicised and offers means of boosting fleet performance in order to reduce costs, increase productivity and enhance customer service. However, this technology also provides an effective tool to gain visibility over mobile workers, access asset location and monitor the activities of vehicles.
This kind of solution can also include an integrated built-in or remote panic alarm, with the latest remote technology effective at a distance of over 100 metres from the vehicle. Meanwhile, geofencing enables organisations to create virtual exclusion zones that trigger an email or SMS alert should an employee enter a certain area. These zones can also be set up by time of day to better target when a lone worker will be most at risk.
 Ctrack -Online Replay PROACTIVE MONITORING
The latest tracking technology can now determine when a harsh event has occurred involving a vehicle, which provides a way of offering live protection to lone workers direct from the office. 24/7 monitoring will provide notification of any potential incident, enabling a driver to be quickly contacted to ascertain whether there has been a problem and whether support is required.
In addition, it is then possible to download detailed vehicle data to gather key facts and determine the events leading up to an incident, which can provide added protection to the employee.
PERSONAL TRACKING
Mobile personal tracking and panic button devices can now give workers the freedom to operate in isolated or unfamiliar locations without being cut off, whilst providing organisations with added peace of mind.
For example, our Ctrack ICE2 device provides employees with direct access to round-the-clock assistance in case of an emergency or accident, but also provides real-time and historical location data to monitor the whereabouts and safety of mobile employees through a sophisticated software suite. Meanwhile, the device offers two-way mobile calls to designated numbers that ensures a cost-effective communication solution.
ABOUT CTRACK
Ctrack provides advanced vehicle tracking and telematics solutions that deliver
immediate benefits and financial returns resulting from the ability to better manage a fleet operation. These tools provide added visibility and control that comes from knowing the exact locations and status of vehicles in real-time.
Suitable for fleets of all sizes, Ctrack delivers real advantage by reducing fuel consumption; validating overtime claims; eliminating unauthorised out-of-hours vehicle use; monitoring driver behaviour; achieving more jobs per employee; enhancing service levels; supporting environmental compliance; and increasing protection against vehicle theft.
Ctrack is part of DigiCore Holdings, a global company listed on the Johannesburg Stock Exchange with more than 750,000 tracking systems fitted in 56 countries across five continents.
www.ctrack.co.uk
Student service availability and social media support key to new business wins and highlights increased focus on customer service as universities compete for paying students
Service Management Software company, Sunrise Software, today announced that three leading UK universities have selected its Service Desk platform, Sostenuto, in recent months. Plymouth University, York St John University and one other are all implementing Sunrise’s Service Desk platform across departments including IT, libraries and estate management, with extended deployments planned in areas including social media support.
“Increasingly, universities are thinking and behaving as service oriented businesses as they need to compete and attract fee paying students to their campuses,” says Geoff Rees, Sales Director at Sunrise Software. “Whilst initial deployments underpin the needs of IT, libraries and estate management, utilising the ‘platform’ capability of the software means that the universities can, and are, extending their student service offering across many of the university faculties – from registration management to catering, accommodation, resource management, health & safety and more.”
Developed using the latest HTML 5 technology, the software’s attractive and easy-to-use interface, combined with its’ ability to work on multiple devices, are two of the key attractions for universities that seek the latest in contemporary systems to demonstrate the commitment to student services. In addition, Sunrise’s capability for social media interaction will enable universities to provide support via channels such as Twitter and Facebook, which are rapidly becoming the communication channel of choice for students.
“For many students Twitter, Facebook and Instagram have replaced more traditional methods of communication such as email and telephone.” Says Geoff Rees, “our platform, Sostenuto, allows universities to embrace this shift in the use of technology, extending the Service Desk to achieve greater reach and adoption of services. For example, on average students have four different devices with which they may connect to the network. They expect to be able to ask for support from any of those devices and Service Desks need to be able to provide it.”
Sunrise allows Service Desks to proactively listen to social media channels, such as Twitter, for comments based on #hashtags, keywords, phrases or public messages sent from, or between specific users. Such automated searches provide important early warnings of potential customer service issues, even before they are communicated formally to the Service Desk.
At any point in the processing of a Service Request or Incident, the Service Desk can automatically send messages via their favoured social media channels informing the customer of progress so far. Service teams can then proactively broadcast the status of specific identified problems via social media channels.
Sunrise is in discussion with a number of other universities that are seeking to raise their standards of student support and join up their support and communication processes.
 clos-o-mat Installing a hygiene room in an educational environment is proving to have positive benefits, in the popularity of the faculty and the quality of pastoral care.
Leading disabled toileting solutions provider Clos-o-Mat is seeing a growing number of schools utilizing its expertise for the supply and installation of a hygiene room, which is recommended as good practice under the Department for Education’s BB102. And several of those that have already installed such a facility are reporting back that they are seeing a growth in pupil and student requests to attend the establishment.
“Latest statistics reveal that the number of disabled children has increased by 62% in the past 25 years, to almost 800,000. Some 150,000 (equivalent to 60%) of statemented children are now in mainstream schooling. Over 20,000 students have a disability – almost 6% of the student population. Legally, Statutory Instrument No 2 specifies the number of toilets that pupils MUST have, and lays down a minimum of 1 toilet for every 20 pupils over the age of 5, and the number of toilet facilities must be adequate having regard to age, gender, and any special requirements,” explains Robin Tuffley, Cllos-o-Mat marketing manager.
“We are unique in being able to offer valid design advice, then supply, install, commission, and then service all the equipment for a hygiene room- whether a basic one with a mobile hoist, conventional WC, fixed changing bench and fixed basin, through to a comprehensive room with ceiling track hoist, height adjustable changing bench and basin, and a Clos-o-Mat ‘wash and dry’ toilet.”
Bishop David Brown School in Woking, and Wakefield College are just two seeing the benefits after using Clos-o-Mat to provide their hygiene rooms.
Richard Charles, Bishop David Brown’s business manager, explained, “We are only a small school with some 520 pupils. We have a new student who is a wheelchair user, and upgraded the accessible toilet to enable them to participate as fully as possible in school life. Because we’ve installed the equipment, we already have other disabled students coming next year!”
A spokesperson for Wakefield College further added, “We are showing a 1% increase a year in the number of learners who declared a disability. Our inclusive accommodation strategy aims to ensure that physical access is a major priority in all new developments. The provision of the hygiene rooms has been a major benefit to the students: the rooms are used every hour of every College day!”
Clos-o-Mat ( www.clos-o-mat.com)is the UK’s largest supplier and manufacturer of disabled toileting equipment. Its Clos-o-Mat Palma Vita ‘wash and dry’ toilet is the only one of its kind manufactured in the UK; since the concept was first introduced 50 years ago, over 40,000 have been installed, some of which are still in daily use 30 years after first being fitted.
Delivering on the European Advantage ‘How European governments can and should benefit from innovative public services’ reveals an environment of ‘quantity over quality’
Paris, May 28, 2014 – The European Commission released today the 11th Benchmark Measurement of European eGovernment Services, carried out by Capgemini Group, one of the world’s foremost providers of consulting, technology and outsourcing services, and its partners. The study, Delivering on the European Advantage ‘How European governments can and should benefit from innovative public services’, provides insight on where Europe is on ICT delivery and uptake whilst delivering a call to action going forward. This year marks Capgemini’s ongoing partnership with the European Commission, after recently being awarded the mandate to deliver eGovernment benchmarking insights for a further four years.
The report, which surveyed over 28,000 citizens from across the EU member states, reveals an environment of ‘quantity over quality’ – whilst government online services are now widely in place, usage of them has slowed due to several challenges including ease of access, speed of use and lack of transparency of the service delivery process. The report offers insight into how services can be made ‘twice as good, in half the time, for half as much’, and can stimulate public service providers to respond faster and smarter.
This year a focus of the report was on uncovering benchmarks against four key pillars and how Europe needs to digitally transform in order to predict new models of public delivery, foster innovation and leverage these services and the companies that deliver them internationally, for local value and international economic advantage. As the eGov action plan concludes in 2015, there are many areas where Europe needs to adapt in order to achieve predicted targets. Key findings from the report highlight progress and gaps in the following four areas:
1) User Centricity – The indicator for online usability measures the relevant aspects of the quality of the user experience, by assessing usability (support, help, feedback functionalities), ease of use and speed of use. Although usability features are widely present on government websites (78%), this hides the fact that the user’s experience, within the customer journey, is less favorable: the evaluation of ease and speed of use comes out 20 percentage points lower (at 58%).
2) Transparency – Transparency refers to elements of service delivery in which crucial information any user needs when dealing with public administration: Informing if an application has been received through to where the application stands in the entire process are all factors. The transparency benchmark is scored at only 48%, and this is due mainly to the insufficient information provided for users during the delivery of eGovernment services: the transparency level is slightly higher for the provision of institutional information about the administrations and of personal data related with the services. However, there is still a long way to go if governments want fully open and transparent services and organizations.
3) Cross Border Mobility – Mobility for businesses and citizens implies seamless services, without any burdensome procedures when crossing borders within the EU. Cross-border mobility is also quite low with a benchmark at 49%: the range of services offered to support citizens’ mobility within the EU is very limited, especially as regards transactional services. This is shown by the very large gap between the benchmark of online availability of domestic services and that of cross-border services (a full 30%). It shows that most countries are still not considering cross-border online services a worthwhile investment.
4) Key Enablers – key enablers and innovative technical approaches (Cloud, IPv6, SOA, big data, mobile and social media) are vitally important to fully exploit the potential of ICT; to do ‘more with less’. The key enablers benchmark clocks in at 49%, but the level of implementation of the 5 technology tools measured varies considerably, from the 35% score of eSafe to the 62% of eID. The enablers were measured in connection with the delivery of services. Even the most widely implemented of them, eID, is still far from full deployment.
Citizens expect the public sector to adapt and adopt
With technology pervading every avenue of daily lives, expectations towards government performance and quality of services is growing. Citizens now see what is possible in the private sector and await the public sector to adapt and adopt. From the commercial sector citizens now experience user friendly, intuitive, online services that work and as such now expect this of Government services. And on those occasions where citizens don’t, they generally come with supportive customer service, and are increasingly responsive to social media feedback. The commercial world starts service design from the customer’s end. It is harder to do so with public services; it is however just as important.
This gap between citizens’ satisfaction of commercial services compared to public services is significant. For example citizens are significantly more satisfied by the services provided by banks (satisfaction 8.5 out of 10) than for regular public services (satisfaction 6.5 out of 10). There is also a worrying inverse relationship between interaction and satisfaction for public services: the more interaction with government is required, the lower satisfaction results. This also results in lower usage for each of these services.
Additionally, limited collaboration between government organizations is also a barrier for full online, seamless service provision. It prevents governments and citizens from reaping the benefits of digitization of government services. As long as governments do not collaborate closely, more money will be spent on the development of the same solutions, solutions will not be interoperable and information cannot be easily exchanged between government organizations.
“With wider services now in place, governments across Europe should now focus on innovating to streamline customer communications with citizens to increase satisfaction and close the gap on expectations,” comments Dinand Tinholt, Vice President and EU Account Executive at Capgemini. “The public sector could innovate further by modelling elements of user-centricity from the commercial sector. However, this needs to be balanced with increased transparency around what citizen data is being used for, whilst collaborating more effectively between organizations.”
Neelie Kroes, Vice-President of the European Commission responsible for the Digital Agenda commented “It is great news that governments are making on-line public services more user-friendly, but we are still not enticing citizens to engage on-line with public administrations as they would with their bank or other digital service providers. Europe’s citizens and businesses are already thinking digital and living digital. Now it’s time for governments to be digital and more transparent in the service delivery, and this can be achieved by opening up their data, processes and services. There is no need to hesitate, governments can provide better services at less cost, create jobs and growth opportunities, and increase accountability and trust.”
The report insights map benchmarks against the eGov action plan that the European Commission and Member States adopted in 2011 which is due for completion in 2015. The results build from a variety research data, using different methods, with collaboration from Member States. With Europe’s vision of both the eGov action plan towards 2015 and Horizon 2020 in mind and an assessment of the current performance of the member states, action needs to be taken that clearly shows how the region must adapt and change, to exploit the untapped potential of our European advantage.
To access the full report, please go to www.capgemini.com/egov-benchmark
For more information about the EU’s digital agenda, please go to
ec.europa.eu/digital-agenda/
 Rail College proposed site  An artist impression of the potential HS2 rail college on the site at Lakeside – created by Bond Bryan Architects The location of the potential HS2 rail college in Doncaster has been revealed.
The 5.1 acre site at Doncaster’s Lakeside, would see the campus located close to the town centre, motorway network and Robin Hood Airport Doncaster Sheffield.
The green field site, which already has outline planning permission in place, is on the doorstep of a number of major rail and engineering employers including DB Schenker, Volker Rail and Unipart. Hitachi who recently announced plans to take possession of a site at Doncaster Carr to build a £70m maintenance depot creating 160 jobs will also be close by.
Peter Dale, Director of Regeneration and Environment, said: “The Lakeside Campus site is a prime location. It is in the heart of Doncaster and offers easy access to road, rail and air links.
“Doncaster enjoys a rich rail heritage and this HS2 rail college would be a rocket boost for our already expanding rail and engineering sector. This ‘ready to go’ site should be an attractive proposition to the Government who by choosing Doncaster would help rebalance the national economy by spreading the benefit of the planned HS2.”
The bid to bring the college to Doncaster was recently submitted to Government by the private sector led Centre for Rail And Technical Excellence (CREATE), coordinated by Doncaster Council and supported by Sheffield City Region Local Enterprise Partnership, business leaders and partners across the region.
The HS2 rail college will be a research and teaching centre focussed on developing world class engineering skills. It will help businesses develop and grow, offer excellent training for local people, deliver quality jobs and drive economic growth.
People and businesses are being encouraged to join the ‘back the bid’ campaign at: www.businessdoncaster.com
 Salford Council’s service
Salford City Council exists to serve its residents and provides a comprehensive range of services and facilities.
The council’s mission statement is ‘’to create the best possible quality of life for the people of Salford’’.
Many of its services are high profile and include aspects of education, social services and health, land use planning, libraries, physical communications and community safety.
Salford Clinical Commissioning Group (CCG) commissions high quality services to enable their population to live longer healthier lives.
Salford City Council and Salford Clinical Commissioning Group (formerly Primary Care Trust) has provided a language service within the community since1995, when approximately seven languages were spoken across the city.
Since 1995, the number of languages spoken in Salford has increased significantly, and there are now approximately 40 languages spoken across the city.
Capita Translation and Interpreting (Capita TI) has provided language services to Salford City Council and Salford CCG since 2009. In 2012, the council undertook a procurement process and we now provide services as part of the Shared Business Service Framework.
‘’Capita Translation and Interpreting enables us to effectively undertake our work by increasing the number of people accessing and receiving our services in Salford’’.
Deborah Siddique
Principal Officer – Commissioning
Salford City Council
The services Capita provide include:
Interpreting
Face to face
Telephone
Translation
Information leaflets
Capita TI’s translation and interpreting service has enabled Salford City Council and Salford CCG to ensure the non-English speaking people of Salford are aware of council and the health care services and treatment options available to them.
This form of effective communication has led to increased access amongst the non-English speaking communities of Salford to services they were not previously aware of.
Council services
Over the past four years, the provision of language services provided by Capita TI has assisted Salford City Council in enabling the delivery of a wide range of services to their customers including:
Adult social care
Assessments
Welfare rights
Safeguarding vulnerable adults
Children’s services
Child protection
Foster placements
Housing services
School & education services
Environmental & community safety services
Health improvement
Public health
Healthcare services
An example of the effectiveness of our service has been the production of information for key healthcare providers, and its dissemination by our Relationship Manager. This approach led to a significant increase in the uptake of the dental services provided by Salford CCG.
We are proud that our service has had a positive effect on asylum seekers and refugees, particularly those who arrive in the UK in need of psychological support. In one area, it was necessary to deliver this service in costly, specialist centres. However, the combination of effective communication and the compassion provided by our highly professional, committed interpreters has enabled us to deliver this service at local GP practices. This has helped to stabilise some of the most vulnerable people in our communities whilst reducing costs for our client.
Service delivery
The service we have provided is highly responsive, flexible and tailored to the specific needs of our client.
Our interpreters attend assignments at a time and location specified by the council or health professional and they also attend home visits and residential care visits for the purpose of Home Assessments.
On one occasion, one of our interpreters attended a funeral in order for a non-English speaking family member to feel involved and part of the service.
Whenever possible, we allocate the same interpreter to attend a number of appointments for the same non-English speaking person. This ensures consistency and encourages the non-English speaker to feel as comfortable as possible. It also enables the non-English speaker to gain confidence regarding the council’s communication process.
Our dedicated Relationship Manager is the point of contact regarding day to day operations, queries, concerns, training, regular face to face meetings and performance reviews.
Relationship Managers provide regular updates for the council and CCG regarding booking requests, they also issue monthly management information and handle ad-hoc management information requirements such as Freedom of Information requests.
Quarterly management reviews are held in order to discuss overall satisfaction of service and continuous improvement.
Outlined above are examples of the positive outcomes it is possible to achieve, when organisations understand and work in partnership with each other.
We care what people say, so why not contact us to discuss your translation and interpreting requirements on 0845 367 7000 or email publicserviceenquiries@capita-ti.com
 Dan Allard & Ed Stevens As the UK’s 35 probation trusts prepare to close at the beginning of June, specialist recruitment agency, Sanctuary Criminal Justice, shows support for those affected by the Ministry of Justice’s controversial ‘Transforming Rehabilitation’ (TR) agenda.
While probation professionals across the country remain unconvinced about the government’s efforts to reduce reoffending rates, which will eventually see the responsibility for approximately 220,000 low to medium risk offenders transferred to the private sector, the complex and fast-moving changes proposed are seeing their way through the protests.
As set out by the Justice Secretary, Chris Grayling, probation trusts will be reorganised into a single national public sector probation service and 21 new government-run companies, which will be transferred to bidding private sector companies in 2015. This is a move Dan Allard, Team Manager of Sanctuary Criminal Justice, is determined to support their clients and candidates through. He said:
“There may be delays ahead, but the transfer will happen so we have to be prepared. It’s an unsettling time for all those working within the probation service, which is why they need support to ensure the smoothest transfer possible.
“As a specialist agency for the criminal justice sector, we understand the vital role probation professionals play in protecting the public. Working with offenders requires a unique set of skills for what can be a very difficult job. The need for this expertise must be understood and supported if we are to expect probation staff to continue providing the same dedication, regardless of which provider they are working for.”
Currently, 30 private sector and voluntary organisations are competing for the provision of services for low to medium-risk offenders across England and Wales, which will be split into 21 Contract Package Areas (CPAs). Successful bidders for the work will be paid on a ‘payment by results’ model according to how well they cut re-offending rates. A new and smaller public sector National Probation Service (NPS) will retain responsibility for the supervision of high risk offenders.
However, as the Ministry of Justice paves the way for the most radical change in the probation service’s history, an increasing number of probation officers are going on strike across the country. While many are against outsourcing services through fear of the impact it may have on public safety, concerns and uncertainty relating to their individual careers and new employment conditions are also apparent.
Dan recalls the day the news broke: “From the moment the plans to privatise probation services were announced, we were inundated with calls from probation staff, who were concerned about what this means for them and their career. It’s a huge change that is being implemented very quickly – probation staff are having to adapt fast whilst keeping up with revisions to key dates and what is expected of them. We are determined to support those affected wherever we can, including clients, one of which called us to say they needed staff immediately having lost eight members of their probation team in one day.”
Sanctuary Criminal Justice, which works closely with the country’s probation trusts, has created a dedicated online resource, www.sanctuaryprobation.com, to keep all those concerned up-to-date with the TR agenda. This includes hosting a series of live online chats, inviting probation professionals to discuss their concerns with others in the same position as well as a panel of probation experts. The first online discussion will take place on Tuesday, 13 May 2014 at 7pm.
Dan explains, “From speaking with probation officers on a daily basis, it is clear that many have the same concerns; how will the new providers taking over affect my pay? Who are the new service providers? Can my experience in probation be transferred to other disciplines like youth offending? Will there be new computer systems? Our online discussion will be a much needed platform for individuals to put their questions forward and, hopefully, ease uncertainty.”
Sanctuary Criminal Justice is also a provider of substance misuse professionals to private companies; a field of work that the public sector was previously responsible for. Ed Stevens, the agency’s Lead Consultant specialising in recruitment for the substance misuse profession, addressed the similarities: “The substance misuse sector has already experienced the transfer of some services from public sector NHS trusts to private organisations; a move that has been met with both positive and negative feedback. Similarly to many probation officers, substance misuse professionals found it an unsettling time too – many were resistant to the change and how services may vary across the private sector. However, I have since been in conversations with substance misuse nurses, who have highlighted the strong focus on recovery outcomes and how it has still provided the rewarding results they aim to achieve in their role.”
Whilst there are clearly divided views on whether the probation reforms will be an improvement or not, there is a shared goal in what the services are trying to achieve; to reduce reoffending with efficient use of taxpayers’ money. This is something Dan believes comes down to operational performance and supporting skilled practitioners to deliver. He concludes, “Part of our role as a recruitment agency is to help ensure the probation service continues to be staffed by highly educated and skilled individuals – whether they are supervising high risk or low and medium risk offenders.”
For more information on Sanctuary Criminal Justice’s recruitment service, call 0333 7000 024 to speak to a specialist consultant or visit www.sanctuarycriminaljustice.com.
 Ealing council has taken action to enforce the removal of 15 tonnes of rotting rubbish and waste from the rear garden of a resident’s home, which included flammable gas bottles, broken lawnmowers and a dead animal.
The council took action after complaints were received about potential safety hazards and fire risks at the property in Kings Avenue, Greenford.
An untidy land notice was served by the council, after several requests to clear the waste and rubbish were ignored.
Property owner, Mr Williamson, failed to comply with the notice which requested clearance of the waste and rubbish within a two month period.
In April 2014, council planning officers and specialist contractors entered the rear garden of the property, under powers of entry within the Town and Country Planning Act.
As council officers cleared the rubbish, several health and safety hazards were identified including old car parts and building waste. The cost of the large scale rubbish clearance, which totals £15,000, will be charged to the Mr Williamson and placed as a charge on the land if it is not paid within four weeks.
Pat Hayes, executive director of regeneration and housing, said: “The accumulation of tonnes of rubbish was not only unsightly but could potentially have put other residents at risk.
“The property owner was given plenty of time and several opportunities to clear all the waste but failed to do so. As a result, they will now have to pay £15,000 to cover the cost of the work undertaken by the council.
“I hope this is a reminder that the council has the legal powers to take action to deal with excessive hoarding of waste material when this starts to impact on the well-being of others”.
 clos-o-mat at the Everyman Theatre Robin Tuffley, marketing manager at Clos-o-Mat, examines why we should provide better accessible toilets…
 clos-o-mat at Paddington
How often do you go the loo in a day? The average is up to eight times! Imagine how that impacts on your daily life if you need help to carry out this most basic personal hygiene.
Inclusivity and accessibility have been ‘buzzwords’ for a while in any building design, but they are being given new impetus: BS8300:2009- design of buildings and their approaches to meet the needs of disabled people- code of practice, lays down a whole new standard for toileting provision in any building where there are lots of people- from student accommodation to public and civic environments- a code of which many people are unaware.
The Standard follows on the heels of the Department for Communities & Local Government’s ‘Improving Public Access to Better Quality Toilets- a Strategic Guide’, in which a key recommendation is that local authorities make appropriate provision for disabled public toilets, and establish specialist disabled toilets in major centres of population. Baroness Kay Andrews observes in the Guide ‘a lack of accessible and good public toilets affects not only the quality of our town centres…it also reduces the dignity and quality of people’s lives. After all they are one of the basic facilities that residents and visitors alike depend on.’ Her views are reinforced by a survey by Help the Aged, which found many people make a conscious decision NOT to visit somewhere if they believe they cannot find a suitable public toilet.
The need for accessible/ disabled toilets is clear: 10.5m people ie 1 in 6 of the UK population have limiting illness which impinges on their ability to carry out daily life- including going to the toilet. Some 20million are affected by bladder and bowel continence. Research shows ¼ million people including those with profound and multiple learning disabilities and a range of other physical disabilities cannot use standard accessible (Document M compliant) toilets because they need support from one or two carers, or need changing. The Government’s Office for Disability Issues has a vision that by 2025, disabled people in Britain should have the same opportunities and choices as non-disabled people to improve their quality of life and be respected and included as equal members of society.
BS8300:2009, and the Building Regulations Approved Document M 2013 include as ‘desirable’ a whole new concept- Changing Places toilets. These involve the creation of larger, better equipped accessible toilets compared to conventional accessible Document M versions, which only address the needs of someone who can toilet unaided. Each Changing Places toilet aims to meet the needs of people who need a carer to assist, and provides as a minimum:
- The right equipment ie a height adjustable adult sized changing bench, height adjustable wash basin, shower and shower seat, and track or mobile hoist system
- Enough space, to enable maneuvering for the disabled person and up to two carers, for a centrally located (peninsular) toilet with room either side for carers, and a screen or curtain to allow some privacy
- A safe and clean environment, ie wide tear off paper to cover the bench, a large waste bin and a non-slip floor.Changing Places toilets being included into the Standard and the new Document M is a result of the ongoing campaign by the Changing Places consortium to support the rights of people with profound and multiple learning disabilities to access their community. The Consortium comprises the Centre for Accessible Environment, PAMIS, MENCAP, Nottingham City Council, Dumfries & Galloway Council, Valuing People Support Team and the Scottish government. To date, since the Changing PLaces toilet’s inception, some 500 have been installed across the UK
Clos-o-Mat- the UK’s leading supplier of disabled toileting solutions- has produced an informative white paper: ‘Considerations & Specification of Changing Places Accessible Toilets’. The white paper covers all requirements for compliance in one place, and can be downloaded direct from Clos-o-Mat’s website www.clos-o-mat.com.
Clos-o-Mat, founded 50 years ago, is the only company in its field with the in-house capability and expertise to design, supply, install, commission and service all the equipment for a hygiene room/Changing Places toilet, from grab rails through hoists and height adjustable basins to automatic (‘wash and dry’) toilets and toilet lifters. It has a proven track record in the successful design, supply, installation and commissioning of scores of hygiene rooms and Changing Places toilets, including Wembley Stadium, National Exhibition Centre, Gatwick Airport, Cadbury World and Bullring Birmingham.
 L-R: Stephen Gowland, CILEx President, Jenny Caprio and Anne Davies from Buckinghamshire County Council Legal Team and Noel Inge, Managing Director of CILEx Law School, the award’s sponsor. Buckinghamshire County Council’s in-house Legal Services team received the prestigious Employer of the Year Award from the Chartered Institute of Legal Executives (CILEx) at its annual graduation ceremony on Monday, 7 April at King’s House, Bedford.
The Council’s legal department has a team of 53 qualified lawyers including Chartered Legal Executives, solicitors and barristers. They also employ a number of training legal staff including six who are currently following CILEx’s vocational route to qualifying as a lawyer.
As an employer, Buckinghamshire County Council assists employees with study fees and also allows them time away from the office for exams. Its aim is to ‘value and empower its employees’ and offer equality of opportunity irrespective of position or professional qualification.
The team offers regular work experience opportunities for school and university students and it also gives career insights to those considering a career change.
Anne Davies, Buckinghamshire County Council’s head of legal services, said: “We’re really proud to have won the CILEx Employer of the Year Award – a tremendous morale-boost for the team, and recognition of the Council’s commitment to investing in our people.”
Diane Burleigh OBE, CILEx chief executive said: “We were impressed by their commitment to learning and development and by the equality of opportunity that exists; offering responsibility and advancement regardless of an employee’s professional title.”
Diane continued: “This has to be the way forward; the best legal teams need the best people. Buckinghamshire County Council nurtures talent wherever it is to be found, and provides a supportive yet dynamic culture that clearly makes it a great place to work.”
The award was sponsored by CILEx Law School. Managing director Noel Inge said: “Buckinghamshire County Council clearly recognises the value of the Chartered Legal Executive training route in creating lawyers of the highest calibre. The quality of work handled by Chartered Legal Executives at Buckinghamshire County Council, and the support and development opportunities offered to enable them to achieve their potential, are clear indications that Buckinghamshire County Council is a worthy winner of the Employer of the Year Award.”
 Insped Truck Budget 2014 – UK Companies to get Tax Relief and Export Boost ‘The Government wants UK Exports to reach £1 trillion by 2020, and for 100,000 more UK companies to be exporting by 2020. ‘We need our businesses to export more, build more, invest more and manufacture more.’ – George Osborne, Chancellor of the Exchequer ‘The Government is working hard to help UK companies boost their exports,’ Lord Livingston, UK Trade Minister. Taken from www.bbc.co.uk/news/business-26642445
The Economy is finally starting to grow and the green-shoots are definitely there. George Osborne’s commitment to Exports is encouraging but does it go far enough, particularly when it comes down to assisting companies with actually physically exporting the goods?
Insped Ltd has over seventeen years’ experience within the Logistics Sector and we are the Road-Freight specialists in the Iberian and Italian Export markets. Other road-freight markets include Germany and we have witnessed a notable increases in Exports destined for France.
However in the past seventeen years, the world has become a much smaller place and selling your products to buyers in far-flung places such as Argentina and New Zealand is now very much a reality. We never ceased to be amazed at what our customers export and to what destinations it goes to.
With this in mind, Insped has developed Deep Sea and Air Freight departments and we can offer new and existing customers a full portfolio of export services and advice. We are part of the OTS (Overseas Transport System) network and have representation in approximately eighty countries. If we don’t know the answer, then you can bet that one of our offices somewhere in the world will!
As a Freight-Forwarder, Insped is there to assist customers with Exporting and Importing their goods. We often speak with people and potential new customers, who have the product and have secured the oversea buyer but do not know where to begin when it comes to Exporting their goods. This is where we come in and can ‘hand-hold’ businesses every step of the way to ensure that a smooth and efficient process ‘door-to-door.’
Insped has put together a Top Ten Tips for Exporting and Importing. The first five are outlined below with the second five following in the next edition.
Our tips are as follows:
1) Use a Reputable Freight-Forwarder
Obviously we are going to recommend Insped Ltd! However, in our opinion, a Freight-Forwarder should ideally be a member of BIFA (British International Freight Association) and RHA (Road Haulage Association) These are key bodies that keep UK Freight-Forwarders up to date with Transport and Legislative issues.
As you would expect from a reputable Freight-Forwarder, Insped is a member of both BIFA and RHA and we will on occasion turn to them for advice, training and support.
2) Understand Incoterms
Incoterms are a series of pre-defined commercial terms that are used throughout the world for International Transactions.
A separate document has been produced by Insped detailing each Incoterm and the onus that it places both on Sellers and Purchasers.
3) Understand the different between volumetric weight versus taxable weight
The example that we always give is to think about exporting a tonne of lead and a tonne of teddy bears. Both weigh the same but both taking up completely different spaces on a trailer, container or the cargo hold on a plane.
If the volume is greater than the weight (tonne of teddy bears), you will be charged on volume, i.e.; you will be charged for the space that your product takes up. If the weight is greater than the volume (tonne of lead), you will be charged on the taxable weight.
4) Get any quotes/prices in writing.
Ask the question, is this an all in price or are there add-ons? This is particularly relevant if goods are going via Air or Sea (CAF and BAF). Hazardous (ADR, IMDG & IATA) goods will usually have a surcharge and there may well be a fuel surcharge.
5) Always remember that the Logistic Company is often the only physical representation of your company, alongside your product, to your customer.
You may have spent lots of money, time and effort selling your product to your customer but people do not consider the effect an untidy driver, vehicle, the incorrect paperwork or indeed the lack of paperwork has on your customer.
May I draw your attention back to Point 1!
Insped whole heartedly supports any initiatives that support both British Manufacturing and Exports. We are more than happy to assist with any queries that existing and potential exporters have.
Please contact the Insped team on 01274 670066 to discuss your requirements or email richard.bartlett@insped.co.uk.
We even have our own Facebook, LinkedIn and Twitter pages too – Insped Ltd and @InspedBradford. Insped – Small Enough to Care, Large Enough to Deliver
Lauren Bartlett, Insped Ltd
 Regardless of whether our interpreters are working in a home, hospital, council building, prison or a GP’s surgery, they always listen to what people say. They bring clarity to confusion, and help deliver vital public services to those who need them most. To those who are disorientated and frightened, such as asylum seekers or refugees, access to a compassionate interpreter offers non-English speakers a lifeline.
Based in Manchester, Carmen Hales has been interpreting since 2009. Her principle languages are English and Romanian and she holds a Diploma in Public Service Interpreting (DPSI) Local Government.
“I love my job, including its challenges! Through the course of what I do, I’m lucky to meet some very interesting people and it doesn’t feel like going to work. For me it feels as if I’m meeting someone new, someone vulnerable who, through working with brilliant, multidisciplinary support teams, I’m helping to get the right outcome and enabling them to live a better life. Essentially, my job is to facilitate communication between the non-English speaker and the relevant professionals.
“On a daily basis I see how important my role is and because of that, I get great job satisfaction. Don’t get me wrong, the role of an interpreter is an impartial one, I never offer my own opinion or advice. I interpret for the various qualified professionals who are working with the person or family in question. Often, this involves explaining to people about the cultural differences between the UK and their country of origin which ultimately leads to them living a happier, more successful life in the UK.
“For example, I once worked on a case with a Romanian family whose children were taken into foster care. This was simply due to their non-English speaking mother not understanding the standards of care here in the UK. Different cultures have different ways of doing things. The children and their mother were distressed and working alongside social services, I saw them a number of times. Ultimately, the children were settled with their new foster carer and we helped to educate the mother. Happily, and thanks to the work of the great social services team, Mum gained a solid understanding of what she needed to do and the children were returned to her. It felt very rewarding to play a role in bringing this family back together in happier circumstances.
“I can be asked to go to A&E departments, police stations, GP surgeries or make home visits with a health visitor; I could be working with a consultant surgeon on a ward or assisting local council staff with a home assessment. No two days are the same, meaning I have to be well organised and ready for anything!
“Capita TI has a dedicated website for interpreters – this online portal and mobile app enable me to view the various jobs available at any time. The online system allows me to accept jobs there and then, a valuable benefit to me, as it can be difficult to take calls whilst I am working. The system manages my calendar appointments and payments with ease, allowing me to work with clients and not be distracted with administration.”
At Capita Translation and Interpreting (Capita TI), all our interpreters are sourced locally in response to our clients’ needs and the required checks and qualifications are guaranteed. Capita TI is one of the few language solutions providers in the UK to have its database of interpreters audited by a central government department. This ensures the quality of interpreters we supply to our customers is of the highest possible.
Our Services
We work with public service teams across the UK including: GP’s, CCG’s, healthcare trusts, the police, schools, and legal and community teams. We support them in providing a diverse range of services, from safeguarding vulnerable children and adults, to localised administration services.
Capita TI also provides translation services to clients, translating anything from a simple appointment card to brochures and detailed technical medical manuals.
We are proud our service has had a positive effect on asylum seekers and refugees, particularly those who arrive in the UK in need of psychological support. In one area, it was necessary to deliver this service in costly, specialist centres. However, the combination of effective communication and the compassion provided by our highly professional, committed interpreters has enabled us to deliver this service at local GP practices. This has helped to stabilise some of the most vulnerable people in our communities whilst reducing costs for our client.
Our services include:
- Interpreting
- Translation
- Transcription
- Proofreading
- British Sign Language,
- Alternative formats including large print and Easy Read
- Braille
- Website localisation
Why work with Capita TI?
- 185 languages offered nationwide
- 163 NHS and public service clients in 2013
- 4,400 interpreting jobs on average per week across the UK
- Working with 1,850 qualified and fully vetted professional interpreters
- Dedicated Customer Portal and 24/7 telephone line
The budget restrictions
With the unprecedented demand for interpreting and translation services, balancing budgets has never been more challenging. At Capita TI we listen carefully to our clients and combine our breadth and depth of service with emerging technologies to tailor solutions which exactly meet our clients’ requirements, including their desired level of management reporting, and budget.
We listen, and make translation and interpreting services easy and efficient to access. Our approach is that no two organisations are the same. Demographics and budgets differ, as do the needs of each CCG, hospital, police force and local council we represent. Working with us, you will have your own client Relationship Manager, responsible for delivering exactly the right service for you, keeping you up-to -date, handling any ad-hoc requests and meeting with you for regular service reviews. You will have access to our customer portal and a 24/7 telephone line, very quickly providing you with an interpreter. We also provide live and historical account information, for real time reporting regarding booking requests, costs and tailored management information – helping you to make informed decisions.
We are constantly developing new services in line with our customers’ needs. We take pride in developing bespoke, highly specialised services providing cost effective methods to reach a quality solution.
Always investing in technology to help you
We have developed an online medical consultation tool including audio support, which is currently being trialled by a large CCG. Complicated three-way communication between the patient, health professional and a telephone interpreter could be replaced by an online, easy to use suite of questions, data and information. The health professional is provided with an immediate translation of symptoms enabling them to provide an effective, timely diagnosis and recommendation for treatment.
What our clients say about us:
Salford City Council and Salford CCG – “Capita Translation and Interpreting enables us to effectively undertake our work by increasing the number of people accessing and receiving our services in Salford.”
Peterborough and Stamford NHS Foundation Trust – “Due to an increase in Lithuanian speakers within our local communities, Capita Translation and Interpreting provided us with a site based interpreter, to enable the hospital to effectively meet the demands of Lithuanian speaking patients in a timely fashion.’’
Please contact us to discuss your translation and interpreting requirements on 0845 367 7000 or email publicserviceenquiries@capita-ti.com
 Peterborough Town Hall Honeywell (NYSE: HON) announced in February that it has received an energy performance contract order from Peterborough City Council to perform energy efficiency upgrades to eight facilities owned by the Council, including the town hall, swimming pools, a leisure centre, a library and a car park.
Honeywell has proposed a range of energy conservation measures for the facilities that are expected to generate annual energy savings of £163,000 at current usage rates over the 15-year period. The energy savings are guaranteed by Honeywell, and the upgrades to the facilities are expected to be completed in about six months.
Measures include upgrades to or replacement of building control systems, an air handling unit, lighting systems and pool filtration systems. A behaviour management programme will be supported by the installation of information dashboards within a number of the facilities. The Council selected the measures to be implemented following a comprehensive engineering analysis of the current energy performance at each facility by Honeywell.
“We’ll be using our experience, expertise and resources to drive energy reductions and to ensure ongoing demand is both minimised and optimised,” said James Napier, general manager-energy for Honeywell. “With more contract awards anticipated in the future, this framework will help the Council to cut its energy bill and to reduce its carbon tax. The same framework is also available to other organisations and local authorities, meaning that they too could enjoy similar benefits from a proven and effective programme”
“Implementing appropriate energy efficiency programmes using energy performance contracts enables us to benefit immediately from the improvements while using future, guaranteed operational savings to reduce capital budget requirements for maintenance and refurbishment,” said John Harrison, Executive Director, Resources at Peterborough City Council. “We’re delighted that we’re seeing a real return from this exciting initiative.”
The performance contract order follows Honeywell Building Solutions’ appointment as Peterborough City Council’s framework delivery partner in 2013.
 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.”
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